Title: UPRD Finance Committee Meeting Agenda 9-16-2026
Author: Paul Fay

3501 Quadrangle Blvd., Suite 270, Orlando, FL 32817
Phone: 407-723-5900	Fax: 407-723-5901
https://universityparkrd.com/

The meeting of the Finance Committee of the University Park Recreation District will be held on Wednesday, September 16 at 3:00 pm at the Business Offices located at 8301 The Park Boulevard, University Park, FL 34201 and or virtually.
Meeting ID: 873 3546 9545 Passcode: 899142
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Finance Committee Meeting Agenda

Organizational Matters
Call to Order
Roll Call to Conﬁrm Quorum
Public Comment Period
Administrative Matters
Approval of Meeting Minutes
August 19, 2026 Meeting Minutes

Staff Matters
Review of August Financial Summaries and Membership Report
Capital Projection of Sources and Uses
Status of Reserve Schedule as a result of Departmental Meetings
Review of Bond Closing and Accounting
Business Matters
Review of Bank Proposals, Discuss Recommendation regarding Line of Credit and Banking Relationship
Presenter: Craig Dwight/Paul Fay
Capital Raising Activities – Final Board Recommendation
Presenter: Alan Port
Review of Alan Port Memo
Status of Capital Approval Process
Presenter: Dick Crouch
Review of Progress on Cost of Ownership Project
Presenter: Tony Crisafio

Date | Meeting Type | Time | Location | Note
TBD | Finance Committee Meeting | 3:00 pm | Business Offices | In person or by Zoom

Set Annual Meeting Schedule Next Meeting Scheduled

Finance Committee Member Requests & Comments Public Comments
Adjournment

Approval of Minutes:
August 19, 2026 Meeting Minutes

MINUTES OF MEETING

UNIVERSITY PARK RECREATION DISTRICT FINANCE COMMITTEE MEETING
Wednesday, August 19, 2026
3:00 PM
Business Offices
8301 The Park Boulevard, University Park, FL 34201

Finance Committee Members Present:

Richard Crouch Alan Port
Tony Crisaﬁo Craig Dwight John Baran

Chair (in person) Secretary (via Zoom) Vice Chair (in person) Member (via Zoom)
Member (in person- arrived at 3:10 pm following initial roll call)

Also Present (in person and via Zoom):

Scott Heubner Mark Barnebey Paul Fay Joseph Rassett
Sydney Johnson Members of the Public

FIRST ORDER OF BUSINESS

2^nd Vice Chair, UPRD Board of Supervisors UPRD Legal Counsel
Controller, University Park Country Club
Interim General Manager, University Park Country Club Communications Director, University Park Country Club

Organizational Matters Call to Order and Roll Call

The gathering began shortly after 3:00 PM. Roll call was conducted with Richard Crouch and Tony Crisaﬁo present in person and Craig Dwight and Alan Port participating via Zoom. John Baran had not yet arrived; therefore, an in-person quorum was not initially established.

The Committee proceeded temporarily as a workshop. No formal Committee action was taken during this period.

Mr. Baran arrived shortly thereafter, establishing the required in-person quorum. The Finance Committee meeting was then formally called to order at 3:10 pm.
Pledge of Allegiance
The Pledge of Allegiance was recited.

Public Comment
Public comments relevant to individual agenda items were received during the related discussions.

FIRST ORDER OF BUSINESS		Administrative Matters Review of Committee Terms
Mr. Crouch reviewed the Board-assigned Committee seats and staggered terms. Tony Crisaﬁo, Craig Dwight, and Alan Port were assigned two-year terms. Richard Crouch and John Baran were assigned initial one-year terms. Mr. Crouch reported that he and Mr. Baran had been reappointed to the Committee by the Board, each for a two-year term beginning August 1, 2026.

Approval of Minutes – July 15, 2026 Meeting
The Committee reviewed revisions to the July 15, 2026 Finance Committee Meeting Minutes.
Mr. Port identiﬁed several corrections, including the seconder of a prior motion, removal of a redundant vote notation, clariﬁcation of language regarding golf operations and key performance measures, and removal of an internal drafting notation.
Mr. Crouch requested that his attendance be corrected to reﬂect participation via Zoom and clariﬁed that Mr. Baran's ﬁnancial review should occur before the ﬁnancial summary is provided to the Committee rather than solely to the Chair.
Ms. Johnson conﬁrmed that the revisions previously provided by Mr. Port had been incorporated
and that the additional changes would be made and published on the website.

On MOTION by Mr. Port, duly seconded by Mr. Crisaﬁo, the July 15, 2026 Meeting Minutes were
approved unanimously, as amended.

SECOND ORDER OF BUSINESS

District Matters

Ethic, Sunshine Law and Public Records Orientation

District Counsel Mark Barnebey provided Mr. Baran, as the Committee's newly appointed member, with an overview of requirements applicable to appointed District officials.

Mr. Barnebey reviewed Florida Sunshine Law requirements, including restrictions on communications between Committee members regarding matters that may foreseeably come before the Committee. He also reviewed public-records obligations applicable to written communications related to Committee business, including email, text messages, and other electronic communications.
The discussion also addressed ethics and conﬂict-of-interest requirements and the potential consequences associated with violations of Sunshine Law and public-records requirements.

District Counsel advised that a more detailed orientation could be provided separately.

Election of Committee Officers
With quorum established, District Counsel facilitated the election of Committee officers.
Mr. Port nominated Richard Crouch to serve as Chair. No additional nominations were received.

Mr. Crouch was elected Chair unanimously.

Mr. Crouch nominated Tony Crisaﬁo to serve as Vice Chair. No additional nominations were received.

Mr. Crisaﬁo was elected Vice Chair unanimously.

Mr. Crouch nominated Alan Port to serve as Secretary. No additional nominations were received.

Mr. Port was elected Secretary unanimously.

THIRD ORDER OF BUSINESS

Other Matters
Bond Issuance Update

Mr. Crouch reported that the Florida Supreme Court had denied the motion for rehearing related to
the District's bond validation, allowing the District to proceed with issuance of the approximately
$21 million bond.

The Committee discussed the accelerated bond issuance schedule, the forthcoming assessment equalization process, the pending S&P rating, and the relationship between the rating, projected interest rates, and potential bond insurance.

Mr. Crouch advised that the bond was expected to be offered for bid before September 1, subject to completion of the remaining ﬁnancing steps.

The Committee also discussed the tax treatment of the repayment of approximately $1.8 million in indebtedness to the UPRD’s capital reserve fund anticipated through the ﬁnancing. District Counsel advised that the question should be addressed by bond counsel.

Bond Market Conditions
Commentary
Mr. Crouch invited Beth Wolchock, new member of the Strategic Planning Committee, to provide commentary based on her professional experience in municipal bond underwriting. She discussed current interest-rate conditions and suggested that the District explore whether a ten-year, or potentially shorter, call provision could provide greater ﬂexibility to reﬁnance the bonds if interest rates decline in future years.
Mr. Dwight supported exploring the recommendation and discussed current Treasury and municipal bond market conditions. The group also discussed the competitive-sale structure of the bond issuance and its effect on distribution.

FOURTH ORDER OF BUSINESS

Introduction of Interim General
Manager

Mr. Crouch introduced Interim General Manager Joseph “Joey” Rassett to the Committee.

Mr. Rassett stated that his immediate focus is maintaining operational continuity and supporting management during the ongoing transition. He noted that the resolution of the bond-validation matter allows the organization to move forward with several major initiatives.

FIFTH ORDER OF BUSINESS

Staff Matters:
Financial Summary – Ten Months Ending July 31, 2026

Mr. Fay presented ﬁnancial results for the ten-month period ending July 31, 2026.

The Enterprise Fund reported an operating surplus of approximately $1.022 million, representing a favorable variance of approximately $378,000 to budget. July reﬂected an additional favorable variance of approximately $56,000.

Key favorable variances included outside golf rounds and merchandise sales exceeding budget, expenses for dining (including cost of goods sold, linens and other supplies) and General and Administrative being below budget.
Mr. Fay also reviewed several non-operating expenses now presented separately below the operating expenses to provide greater transparency, including expenses for Strategic Club Solutions consulting, project manager consulting, and General Fund transfers.

The Committee discussed the importance of presenting these non-operating expenditures separately so that the Board and community can more clearly evaluate the Club's operating performance and total bottom-line results.

Balance Sheet and Cash Flow
Mr. Fay reported that cash decreased during July as a result of both operating and capital expenditures. Total cash at period end was approximately $4.6 million, including operating and capital accounts.
The capital account totaled approximately $1.4 million, excluding approximately $1.8 million anticipated from the bond proceeds.

Management advised that seasonal cash usage is expected to continue through the summer and early fall before improving as seasonal activity increases.

Membership
Membership reﬂected a modest net increase during July.

The Committee also reviewed additional detail regarding grandfathered memberships. Members discussed the effect of the recently increased non-resident Full Golf initiation fee and noted that no new non-resident Full Golf members had joined the wait list since the increase.
The Committee agreed that initiation-fee performance should continue to be monitored against the FY2027 assumptions.

SIXTH ORDER OF BUSINESS

Business Matters:
Capital Account Forecast and
Capital Budget

Mr. Fay reviewed the updated capital forecast through ﬁscal year 2028.
The Front Nine project is currently expected to cost approximately $400,000, compared with approximately $466,000 budgeted. The Boardwalk project estimate was reduced from approximately $200,000 to approximately $20,000.

The FY2026 ending capital balance is currently projected at approximately $1.3 million.

The Committee reviewed preliminary FY2027 capital sources and expenditures. Mr. Crouch noted that several golf-course capital items remain placeholders pending input from the incoming Golf Course Superintendent and further prioritization.
The Committee also discussed the timing of Front Nine improvements. Full regrassing is expected to occur in a later ﬁscal year, while certain cart path, bulkhead, bunker, and tee improvements remain under consideration for FY2027.

Mr. Crisaﬁo raised concern regarding the timing of any required grass deposit and the need to preserve ordering options during the superintendent transition.

Action Items:
Joseph Rassett to contact the grass supplier and conﬁrm any applicable deposit deadlines and the
current status of the anticipated grass order.

Management to continue reﬁning the capital plan with the incoming Golf Course Superintendent.

SEVENTH ORDER OF BUSINESS
Banking Relationship Review
Mr. Dwight provided an update regarding the Committee's banking Request for Proposals.

Three institutions made inquiries, with Regions Bank and First Horizon submitting written responses. JPMorgan Chase elected not to participate.

The Committee discussed the institutions' ﬁnancial ratings, local presence, pricing, lending
capabilities, purchase-card services, and other banking considerations.

Mr. Dwight advised that both proposals contained conﬁdentiality provisions. Because the District is a public entity, management informed the banks that the proposals and related terms are subject to applicable public-record requirements.
Due to upcoming Committee member scheduling conﬂicts, the current plan is for Mr. Fay to provide a written summary of the proposals at the September Finance Committee meeting with assistance from Mr. Dwight.

Committee Direction:
The banking evaluation will continue with Regions Bank and First Horizon, with a recommendation to be developed following completion of the proposal review.

Action Items:
Craig Dwight to assist Paul Fay in preparing a written comparison of the banking proposals.
Paul Fay to continue discussions with Regions Bank and First Horizon and resolve the
conﬁdentiality-language issue before the proposals are distributed for Committee review.

A banking recommendation is targeted for discussion at the September Finance Committee meeting.

EIGHTH ORDER OF BUSINESS
FY2027 Operating Budget
Mr. Fay reviewed the proposed FY2027 Enterprise Fund operating budget, which remains substantially unchanged from the preliminary budget previously presented to the Board in June.

Total operating revenue is budgeted at approximately $14.495 million. Assumptions include a six percent membership dues increase, an increase in applicable pass fees, approximately 73,000 golf rounds, and modest dining price adjustments.
Payroll assumptions include wage adjustments and the scheduled increase in Florida's minimum
wage.

The proposed budget reﬂects an operating surplus of approximately $654,500. After non-operating Strategic Club Solutions expenses, project management consulting costs, and General Fund transfers, the projected bottom-line surplus is approximately $300,000.

Mr. Crouch requested clariﬁcation to the membership dues assumptions page so that the applicable categories are identiﬁed as “Family/Single” rather than “Full/Racquets/Social.”
Action Items:
Paul Fay to revise the applicable FY2027 budget assumptions page to clarify the Family/Single
membership categories.

NINTH ORDER OF BUSINESS

General Fund and Debt Service
Budgets

Mr. Fay reviewed updates to the General Fund budget, including additional costs associated with assessment administration and dissemination agent services related to the bond issuance.

Mr. Crouch suggested separating routine District Counsel expenses from litigation-related expenses to provide greater transparency regarding legal costs.

The existing Debt Service Fund budget continues to reﬂect the 2019 bonds. A separate Debt Service Fund budget for the 2026 bonds (formerly referred to as the 2024 bonds) will be developed once the ﬁnal bond terms are known.
Management also advised that the separate Capital Irrigation Fund may no longer be necessary
once the 2026 bond ﬁnancing is completed.

Action Items:
Management to develop the appropriate 2026 Bond Debt Service Fund budget following issuance.

Management to explore separately identifying District Counsel and litigation expenses within future
ﬁnancial reporting.

TENTH ORDER OF BUSINESS
Fixed and Variable Cost Analysis
Mr. Fay provided a preliminary overview of the Club's expense structure.
Payroll represents approximately 54 percent of total expenses, with cost of goods sold, property insurance, and golf-course maintenance representing additional signiﬁcant portions of the cost base.

The Committee discussed the relatively limited percentage of expenditures that are truly discretionary once operational requirements are considered.

Given recent staffing changes and competing ﬁnancial priorities, the Committee agreed that completion of a more extensive ﬁxed-versus-variable cost analysis could be deferred.
Committee Direction:
The detailed ﬁxed and variable cost analysis will be revisited at a future time.

ELEVENTH ORDER OF BUSINESS

Cost of Ownership Comparative
Study

Mr. Crisaﬁo provided an update on the Cost of Ownership comparative study.

The project is substantially complete, with several minor revisions remaining. The Committee discussed the extensive research undertaken to compare University Park with competing communities, including information from publicly available listings and direct outreach.
Ms. Johnson recommended coordinating the educational material with the Strategic Planning Committee to avoid duplication of resident-education efforts.

Mr. Crouch also suggested involving an appropriate UPCAI representative before distribution to ensure the HOA has an opportunity to review the information.

The discussion identiﬁed potential transfer fees in certain comparable communities that may not have been captured through publicly available real-estate listings. Members agreed that those fees should be researched further.
Committee Direction:
The Cost of Ownership document will be coordinated with the Strategic Planning Committee and UPCAI before broader distribution.

Action Items:
Tony Crisaﬁo to research transfer fees or similar charges in identiﬁed comparable communities.

Richard Crouch to pursue appropriate UPCAI review of the Cost of Ownership document.

Sydney Johnson to coordinate the project with the Strategic Planning Committee to minimize duplication of communication and resident-education efforts.

TWELFTH ORDER OF BUSINESS
Capital Dues Restructuring
Mr. Port and Mr. Fay presented an analysis of potential capital-dues restructuring scenarios
intended to address the Club's recurring capital-funding needs.

Current recurring capital income is approximately $1.5 million annually, compared with an estimated need of approximately $2 million. Multiple scenarios were developed to begin closing the annual gap while considering differences between resident and non-resident members and the effect of the District's bond assessments on homeowners.

The Committee discussed the appropriate capital-dues percentages and minimum contributions for Full Golf, Racquets, and Social members. Members also discussed the treatment of non-resident members, who do not pay the District's homeowner bond assessments.
Following discussion, Mr. Crouch proposed a modiﬁed structure consisting of a 7.5 percent capital-dues rate for resident members and a 15 percent rate for non-resident members, together with annual minimum capital contributions of:

$500 — Full Golf
$400 — Resident Racquets

$500 — Non-Resident Racquets
$250 — Resident Social
$350 — Non-Resident Social
The proposed structure is estimated to generate approximately $320,000 in additional annual capital revenue.

The Committee also discussed eliminating the dining minimum-spend requirement applicable to Social members as part of the restructuring.

On MOTION by Mr. Port, seconded by Mr. Crouch, the Finance Committee voted unanimously to recommend that the Board of Supervisors adopt the proposed capital-dues structure described above, including elimination of the membership dining minimum-spend requirement.

Committee Recommendation:
Recommend to the Board of Supervisors adoption of a 7.5 percent resident capital-dues rate and 15 percent non-resident capital-dues rate, subject to annual minimums of $500 for Full Golf, $400 for Resident Racquets, $500 for Non-Resident Racquets, $250 for Resident Social, and $350 for Non-Resident Social memberships, together with elimination of the member dining minimum-spend requirement.

Action Items:
Alan Port and Paul Fay to prepare a memorandum summarizing the Finance Committee's
recommendation.
Richard Crouch to present the recommendation to the Board following completion of the upcoming assessment and bond-related proceedings.

THIRTEENTH ORDER OF BUSINESS
Transfer Fee Study
The Committee discussed additional strategies for addressing the remaining long-term capital-funding gap.

Mr. Dwight noted that even after implementation of the proposed capital-dues restructuring, an additional recurring capital need may remain.

Mr. Port proposed developing a study of a potential transfer fee associated with future property sales. The analysis will consider percentage-based scenarios and will seek input from UPCAI representatives, UPRD officials, resident and non-resident real-estate professionals, and other appropriate stakeholders.
The Committee discussed targeting implementation as early as 2027 if the concept is ultimately determined to be appropriate and legally permissible.

Committee Direction:

Further analysis of a potential property transfer fee will proceed as an additional capital-funding strategy. No recommendation regarding implementation was made at this time.

Action Items:
Alan Port and Paul Fay to begin development of transfer-fee scenarios and coordinate stakeholder input.

Next Meeting Scheduled
Date | Meeting Type | Time | Location | Note

September 16,
2026

Finance Committee
Meeting

3:00 PM

Business
Offices

In person or by Zoom

Committee Member Requests/Comments
No additional Committee member requests or comments were made.

Public Comment
No additional public comments were made at this time.

Adjournment

On MOTION by Mr. Port, duly seconded by Mr. Dwight, with all in favor, the meeting was adjourned at 5:27 PM.

Capital Raising Activities

TO: | UPRD Board of Supervisors
FROM: | Dick Crouch, Chairman UPRD Finance Committee
RE: | Recommendation re Capital Dues Increase
DATE: | September   , 2026

Background
The UPRD’s current annual capital revenue is in the range of $1.5 million. The Finance Committee and management estimate that the current annual capital need is in the range of $2 million, leaving an annual deficit of about $500,000. While the annual capital requirements of the UPRD have generally been met in the past, the Finance Committee believes that the long-term stability and quality of the UPRD’s capital assets cannot be sustained with the current level of annual capital revenue. The annual capital revenue merely supports annual capital needs, and does not speak to the development of a capital reserve to provide for matters such as capital improvements, major capital replacements and repairs, or uninsured casualty losses. The Committee’s goal is to commence the process of increasing capital revenue to a level that meets annual capital needs, and eventually to develop a capital reserve that adequately supports UPRD’s capital assets.
Procedure
We have confirmed with the district manager and legal counsel that the Board may now take action to increase capital dues without having had to include that increase in the annual budget.
Finance Committee Process
The Finance Committee has discussed ways to increase capital revenue almost since the inception of the Committee. One method of increasing capital revenue that appears feasible is an increase in capital dues. The Committee has considered various combinations of (1) an increase in the percentage of base dues charged as capital dues and (2) minimum capital dues for various classes of members.

A working group prepared a spreadsheet showing possible combinations of percentages for capital dues and minimums. The spreadsheet showed the total increase in capital dues for each scenario, the classes of membership affected by the proposed minimums, and the total percentage increase in dues from 2026 to 2027 for each class of membership. The spreadsheet was sent for review to persons who were not Committee members, including a UPRD board member, former UPRD officials, PBM officials, and residents who have no official capacity. The working group revised the spreadsheet based on comments received. On August 19, 2026 the working group presented the revised spreadsheet to the Committee for action, along with a summary of the comments received.

The review process confirmed the Committee’s understanding that changes in the capital dues structure should emphasize a greater capital contribution from non-resident members and from social members.

Recommendation
The Committee recommends that, as of January 1, 2027, the Board (1) eliminate the dining minimum for all classes of membership and (2) adopt the changes to the capital dues structure set forth in the data column below:

| Dues %
Description by class of member | Data | increase*
Resident capital dues rate = | 7.5% |
Nonresident capital dues rate = | 15% |
Resident Family Full Min Cap Dues = | $500 | 8.6%
Resident Single Full Min Cap Dues = | $500 | 8.6%
Nonresident Family Full Min Cap Dues = | $500 | 10.9%
Nonresident Single Full Min Cap Dues = | $500 | 10.9%
Resident Family Racquets Min Cap Dues = | $400 | 8.6%
Resident Single Racquets Min Cap Dues = | $400 | 11.1%
Nonresident Family Racquets Min Cap Dues = | $500 | 10.9%
Nonresident Single Racquets Min Cap Dues = | $500 | 10.9%
Resident Family Social Min Cap Dues = | $250 | 16.7%
Resident Single Social Min Cap Dues = | $250 | 21.0%
Nonresident Family Social Min Cap Dues = | $350 | 17.3%
Nonresident Single Social Min Cap Dues = | $350 | 23.1%

* This column represents the percentage increase in the total proposed 2027 dues over 2026 dues. Approximately 6 percentage points of the total increase comes from the budgeted increase in base dues.

These changes would result in the payment of minimum capital dues only by single resident racquets members and all classes of social members
These changes would generate approximately $320,000 more in capital dues as compared with the capital dues set forth in the 2027 budget. While this amount does not fully close the perceived annual capital revenue gap, it is a reasonable and conservative step toward doing so.

Status of Capital Approval Process

Capital Expenditure Approval Process
University Park Country Club
A capital expenditure is any purchase or project that: Has a useful life greater than one year, and exceeds the Club’s capitalization threshold of $2,500, and results in the acquisition, improvement, or replacement of a ﬁxed asset.
Roles and Responsibilities Management
Review and update capital budget
Identify capital needs and prepare capital request form(s)
Provide operation justiﬁcation for each request
Obtain quote and attach to form
Manage approved projects within budget and scope
General Manager
Review and approve capital expenditures within authorized limits
Make recommendations to the Board
Finance Committee & Treasurer
Review of the annual capital plan and proposed capital budget
Provide recommendations to the Board of Supervisors
Review Capital Expenditure Requests for alignment with the approved budget
Evaluate ﬁnancial impact, including reserve balances and cash ﬂow
Monitor progress of approved capital projects and receive periodic updates from Management
Controller
Ensures expenditures are properly recorded and tracked by project
Evaluate impact on reserves, debt, and operating budgets
Board of Supervisors
Review and approve capital expenditures
Ensure alignment with the Club’s strategic and master plans
Approve funding methods (reserves, assessments, ﬁnancing)

Capital Planning/Budgeting Process
The Controller annually updates the Capital Reserve Study and prepares a proposed capital budget. The budget includes all existing capital assets, identifies assets currently due for replacement, and outlines assets scheduled for replacement in the upcoming fiscal year.

Department Managers meet with the controller and a member of the Finance Committee to review and revise the asset listings relevant to their areas, including remaining useful life, lifecycle assumptions, and estimated replacement costs. Managers will then categorize each asset as:

Need to Have
Like to Have
Deferrable
The Finance Committee and Treasurer will review the capital plan and proposed capital budget on an annual basis and provide recommendations as necessary.
The Board of Supervisors approves the annual capital budget as part of the overall Club budgeting process.

Capital Expenditure Request Process

Management submits a completed Capital Expenditure Request form that includes the project description, purpose, estimated cost, and supporting vendor quotes.
The Controller, Finance Committee and Treasurer review the request to conﬁrm alignment with the approved capital budget and assess the impact on reserve balances and cash ﬂow. If a capital expenditure that was included in the original approved budget exceeds the authorized amount by the lesser of $50,000 or 20%, it must receive additional approval from the Board of Supervisors.
Management is responsible for project execution and vendor oversight. Projects are expected to be completed within the approved scope, timeline, and budget. Management will provide periodic progress updates to the Finance Committee and the Board.
Upon completion, actual project costs are compared to the approved budget and reported to the Board of Supervisors. Capital assets are recorded in the Club’s ﬁxed asset register, and reserve schedules are updated as necessary.

Approval authority for unplanned capital expenditures necessary to protect assets, ensure safety and maintain operational continuity is as follows:
Management: Limited to $50,000 per project or expenditure and no more than $100,000 per year.
Board of Supervisors: Approval for expenditures exceeding Management authority

Cost of Ownership Project

Cost of Ownership of Home in University Park in Comparision to Other Communities
| University Park | Laurel Oaks | Waterlefe | Country Club East | LWR Country Club | University Place | Waterside
Number of Transactions within Range | 51 | 22 | 20 | 68 | 65 | 13 | 65
Average Square Footage | 2,570 | 3,368 | 2,713 | 2,668 | 2,764 | 2,267 | 2,536
Smallest Sq footage | 1,735 | 2,110 | 1,481 | 1,603 | 1,730 | 1,459 | 1,764
Largest Square Footage | 4,227 | 5,460 | 3,478 | 3,883 | 4,701 | 2,639 | 4,413
Average Sales Price | $  938,000 | $	1,351,000 | $  848,000 | $ 1,115,000 | $ 1,008,000 | $  592,000 | $ 1,156,000
Lowest Sales Price | $  489,000 | $	800,000 | $  400,000 | $  515,000 | $  520,000 | $  415,000 | $  560,000
Highest Sales Price | $ 1,900,000 | $	2,075,000 | $ 1,250,000 | $ 1,890,000 | $ 1,906,000 | $ 1,800,000 | $ 2,083,000
Average Sales Price Per Square Foot | $	360 | $	402 | $	304 | $	411 | $	354 | $	265 | $	442
Lowest sales price per sq foot | $	236 | $	262 | $	170 | $	259 | $	226 | $	183 | $	311
Highest sales price per sq foot | $	614 | $	571 | $	365 | $	628 | $	576 | $	316 | $	610
Calculated taxes based upon sales price | $	13,615 | $	15,497 | $	12,013 | $	15,794 | $	14,277 | $	8,928 | $	12,893
Calculated CDD and Non Advalorum | $	1,595 | $	995 | $	4,586 | $	3,194 | $	4,210 | $	3,273 | $	2,652
Calculated Average HOA based | | | | | | |
upon Public information available | $	8,525   $	5,466   $	5,256   $	5,410   $	3,023   $	1,571   $	4,702
Total Estimated and Calculated Costs |
exclusive of memberships | $	23,735   $	21,958   $	21,855   $	24,398   $	21,510   $	13,772   $	20,247

Total CDD and Non Advalorum Assessments
and HOA Costs	$	10,120	$	6,461	$	9,842	$	8,604	$	7,233	$	4,844	$	7,354
UPCAI Comcast Costs	$	1,284	Unknown what the costs of Xfinity charges
UPCAI Hurricane Milton Special Assessments	 $	1,463  	 	Unknown if any hurrican related assessments	 	
Net costs of CDD, Non Advaloum and HOA | $	7,373 | $	6,461 | $	9,842 | $	8,604 | $	7,233 | $	4,844 | $	7,354
Cost per average square foot of home sold | $	2.87 | $	1.92 | $	3.63 | $	3.22 | $	2.62 | $	2.14 | $	2.90

HOA Inclusions - obtained from public available information and the most difficult to provide comparable information

Landscaping
Irrigation - Reclaimed Water Xfinity - variety of levels of service Pool
Trash

yes yes yes yes

yes yes

yes

yes

yes yes

yes yes yes yes

yes

yes

Memberships Type of Club | Semi | Private | Equity | | Semi Private | | Private | | |
Golf Holes | | 27 | | 36 | 18 | available | | 72 | |
Tennis Courts | | 11 | | 12 | no | | | 20 | yes |
Pickleball Courts Dog Park | yes | | yes | 10 | no | yes | | 12 | | yes
Fitness Center | yes | | Has access to | one | yes | yes | yes | | yes | yes
Club House | yes | | yes | | yes | yes | yes | | yes | yes
Playground Pool Social Membership Costs | | | yes yes | | yes yes | yes | yes | | yes yes | yes yes
Annual | $	1,550 | | | |

Initiation
Gated Community Gated

$	2,500

yes

$	7,500

yes

yes

yes

$	6,000

yes	yes

Guard | yes | yes | yes | yes |
Size
Homes | 1,200 | 400 | 600 | 2,100 | 400
Members | 1,300 | 950 | 300 | 5,300 |

The memo emntitled "Cost of Home Ownership in University Park" should be read inconjunction with this schedule. The information used to compile this summary was obtained from publicly available information included in various real estate sites, such as MLS, Zillow, Realtor.com and the Manatee and Sarasota County Web sites. There was no independent verification conducted of the information for accuracy and/or completeness. In addition, assumptions were made to make the information comparable in some cases, that may or may be accurate, if additional information were obtained. Also, certain assumptions were made to facilitate various calculations, as identified below, that may or may not be reflective of the actual amounts – such as real estate tax estimates and Ad Valorum Assessments. As a result, the information included on this schedule should not be relied upon for any financial decisions or other reasons and is presented for information only.

Infromation prepared during the second quarter of 2026

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