How to use the SCPD Flipbook or magazine style of documents
When you Click on the link in the email or webpage for a SCPD document that is presented as a Flipbook, that Flipbook will open in a new browser window and you can flip through it as you would a magazine.
To view each of the pages in the flipbook, just click on the right or left arrows to move from page to page, or move the small ball in the long slider in the black bar at the bottom of the flipbook.
Many Flipbooks will open so as to fill much of your screen, however you can make the Flipbook larger by switching to Full Screen mode, by clicking on the “four outward pointing arrows” icon at the bottom right of the screen. To exit the full screen view, click on the same space as you did to go to full screen view or press “Esc”.
It is recommended you try the Full Screen mode most of the time to view a Flipbook. Whether you are using full screen mode or not you may want to enlarge a section of the page in the Flipbook so the text is easier to read and images are bigger.
At the bottom of the screen are two movable sliders. The short one at the bottom of the black bar will magnify the screen to make it easier for you to read the text and to see more detail by enlarging the photos. To enlarge your view, move your cursor to this short slider bar and move the little ball in the slider towards the “+” sign. You can also click on the + or the – sign to adjust the magnification. In full screen mode you can use your mouse wheel or fingers on touch screens. On smart phones you may have to be landscape mode in order to see the magnifying slider.
Once the screen is enlarged place the cursor on the screen and holding down the left mouse button or using your fingers on a touch screen you can move the magnified part around on your screen so you can see any section of that flipbook page in a magnified view
If there are clickable links in the Flipbook, clicking on any one of them will take you to a new webpage.
There is a small magnifying glass to the far right at the bottom of the screen which is Search Tool NOT a magnifier. You can use this Search tool to find occurrences of text, but NOT text in a photo or image.
If you use the Search Tool it darkens the screen and opens a search box at the top of the screen where you can type in the word you are looking for.
Enter the word or words you want to search for then press the enter key. That will take you to the page with your search term on it and will show how many instances of your search term were found.
While in Search mode clicking on the left or right arrows will take you to the previous or next instance. You can also click on the small vertical lines in the slider bar at the bottom of the page.
HOWEVER, if you do use the Search Tool be sure to close it by clicking on the “X” in the search box or clicking again on the magnifying glass. If you do NOT close the Search Tool, then the screen stays darker and you will not be able to click on links to other pages.
Hopefully you will enjoy the SCPD Flipbook way of presenting information.
Introduction:
SunCityPalmDesert
SunCityPalmDesert(SCPD)isa55+masterplanned,active adultcommunity,consistingof4,985homesand approximately9,000full-time,part-time,andseasonal residents. Thecommunitylifestyleinvolvesover70 charteredclubs,18committeesandspecializedresident groups.Weenjoytwo(2)18-holegolfcourses,tennisand pickleballcourts,softballfield,2fitnesscenters,5pools, milesofwalkingtrailswithinavarietyofbeautifultrees numberinginthethousandsonover1,600acres. ConstructiononthecommunitybeganbyDelWebbin November1991,celebrateditsgrandopeningonJuly4th 1992,andcompletedconstructionin2004.InNovemberof 2003,thecommunitymanagementwasturnedoverfromDel Webbtothehomeowners.Sincethattime,SCPDhasbeen operatedasaself-managedandself-financedentity.Today theHOAemploysapproximately185full-timeandpart-time employeesyear-round,plusanadditional30seasonal workersduringpeakseason.
MissionStatement:
TheSunCityPalmDesertCommunityAssociationis dedicatedtoprovidingandmaintaining,forouractive adultresidents,thecommunity’slush,resortstyle appearance,wellmaintainedgroundsandfacilities, abundanceofamenities,activities,socialization opportunities,servicesanduniquelifestylethrough responsibleleadershipandfiscallysoundbusiness practices.
VisionStatement:
The Sun City Palm Desert Community Association is committed to:
✓safeguardingitsassetsandamenities,
✓enablingopencommunicationwithitsresidents,
✓supportingavitalclubandresidentialgroup structure,
✓seekingoutandbeingreceptivetochangesin residentandpotentialbuyerneedsandwants,
✓effectivelyinteractingwithexternalneighborsand communitystructures,
✓optimallyutilizingrevenuesourcesinsupportof communityinfrastructure,
✓fosteringanatmosphereconsistentwithafriendly, caringcommunity.
StrategicPlanningCommittee
Overthepast15years,SCPD’sBoardofDirectorshas createdfivestrategicplans–in2008,2010,2013, 2015,and2018.
ThecurrentStrategicPlanningCommitteewasreinstatedby theBoardin2022inordertodevelopanew5-YearPlan lookingforwardbeginningin2024.
Members
of
the Strategic Planning Committee:
ScottErickson,Chair
ClintAtherton,GeneralManager
BruceBennetts,BoardLiaison
MichaelChilicki,Member
JoelEffron,CommitteeConsultant
VickyHarrison,Member
SandyKubal,Member
CharlieThompson,Member
StanWeliever,Member
OurinitialjourneyendedthispastmonthwiththeBoard approvingthe2024–2028SunCityStrategicPlan.
Committee Acknowledgment:
The Committee would like to acknowledge and thank all the residents that took the time to express their opinion on our community needs along the way. We were all proud to represent you in creating a plan for our future, but it was without a doubt your time and effort that made it worthwhile.
Itstartedwithaseriesofmeetingswithdepartmentheads andseniormanagers;theleadershipofourStanding CommitteesandCharterClubs.Wethenconvenedsome twentyFocusGroupSessions,involvingseveralhundred residents,elicitingyourideasandcommentary.Ourlaststep: theResidentSurvey.Fiveweeksinpreparation,anelectronic surveyconductedviaemailandarrangingaccessforthose withoutcomputers,achievingalmosta90%deliverytoall homeowners,anda62%response.Thissurveywasthemost responsiveinyears.
Forthepastfivemonthswereviewedthismaterial, organizedandcategorizedaseriesofgoals,withspecific objectivesdesignedtomeasureaccomplishment.These objectiveswerethenprioritized,beforepresentingtothe Board.TheBoard,havingpreviouslyagreedwiththe recommendedgoals;reviewedandmodifiedsomeofthe objectivesandprioritiesbeforeapprovingthePlan.
TheStrategicPlan
AStrategicPlanservesasaguideforachievingthebroad goalsidentifiedintheorganization’smissionandvision statements.Itarticulatesspecificneedsandgoalsand describestheactionandresourcesneededtoaccomplish thosegoals.Theplanmustbeeasilyexplainedorconveyed bythoseresponsibleforimplementingitsobjectivestoits constituents. Aplanmustbeupdatedregularlyinorderto maintainaclosealignmentbetweentheevolvingmission andvariouschallengesbroughtaboutbyachanging environmenttoremainadynamic,activeadultcommunity wemustalwayskeeponeyeonthefuture–toproactively anticipateemergingissuesaswellasattractthenext generationofresidents.
Todothiswemustreviewourexistingservicesand amenitiesandask:Whatneedstobechanged?Whatnew technologiesdoweneedtounderstand?Howcanwebetter servethecommunity?Whatcanwedomoreefficientlyor lessexpensively?Thegoalsandrecommendationscontained inthisPlanformthepathtowardastronger,morevibrant community.
Summary GoalsandObjectives:
Thefollowingrepresentsasummaryofthegoalsand objectivesoftheSunCityPalmDesertHomeowners Associationforthenextfive-yearperiod.Whilethegoalswill remainfairlyconsistentmovingforward,theobjectivesfor thefollowingyearsmayevolveascircumstanceschangeand goalsareupdatedandapprovedbytheBoardofDirectors.
Alsoattachedisouron-lineversionthatincludesthedetails ofthePlan.ItincludeseachGoalanditsObjectiveswitha timelinetocomplete.(seeplangoingforward)
1. Technology Goals: Thewebsiteandothertechnological needswerementionedmanytimesbyresidents,clubs andHOAdepartments.Thewebsiteneedstobeupdated tobemoreuserfriendly,tomaintainuptodate informationandtointerfacemoreeasilywithother systems.
Inaddition,itwasdeterminedthattechnological solutionscouldassistwithotheridentifiedchallenges, includinggateaccessandincreasedsecurity.Thefirst stepwastohireanInformationSystemsDirector,which hasalreadybeenaccomplishedwiththeadditionof BrianLocketostaff.
2. Communications Goals: Tyingintothetechnology section,communicationswouldbeimprovedwithan updatedwebsite,includingupdatingresident files.Residentscontinuallyrequestedimproved communicationsincludinganup-to-datewebsitethat’s easytonavigate,andcontainsmoreSCPDinformation, suchasvideosofoperationalareas.
3. Facilities Goals: Spaceandstorageweremajorissues foreverygroupinterviewed.Weneedtoreviewall spaceandstorageneedsforthecommunityandcreate feasibilityoptions.
4. Community Safety Goals: AlthoughSCPDisgenerally recognizedasoneofthesafestcommunitiesinthearea, weneedtoprovideavenuesforresidentstoexpress concernsandfortheHOAtocommunicatetheirsafety efforts.
5. Marketing Goals: Marketingisrequiredtocompete withalloftheothercommunities,bothexistingand currentlyunderdevelopmentintheareaandtokeep SCPDastheBestoftheDesert.Establishamarketing functionwithinOperationstocentralizeprogram. Ensureourwebsiteinformationisaccurateandupto date.Producenewideasforwebsiteincludingnew
videoonhomepage.Expandequipmentoptionsin TechnologyCenter.
6. Resident Activities Goals: Theresidentsurveyshowed stronginterestinadditionalresidentactivities,outside ofclubspecificevents,includingcommunitywideHOA sponsoredentertainmenteventsanddayandpossibly multi-daytrips.TheFRCwasprovidedwithalistof activitiesthatcouldbeconsidered,suchascornholeor shuffleboard.Majornewactivitieswouldrequirea budgetfortheCACandquitepossiblytheadditionofan ActivitiesCoordinator.
7. Volunteerism Goals: Volunteersarethelifebloodofour community.Weneedtodevelopaprogramtoensurewe havethevolunteersweneedandtoadvertisethe benefitsofvolunteering.
4/11/2024 10:43 AM
BoardAuthorization
Thisplanrepresentstherecommendationsresearchedand developedbytheStrategicPlanningCommittee,asreviewed andapprovedbytheSunCityPalmDesertCommunity Association(SCPDCA)BoardofDirectors.Itestablishesa five-year2024to2028projectionofemergingissuesthat mayaffectthefuturehealthofourcommunity.
SCPDCA Board of Directors:
Frank Melone, President Randy Dugger, Vice President
Bruce Bennetts, Treasurer Sue Rogoff, Secretary
Tom Lieberman, Director Dave Long, Director
Greg Howser, Director
BoardCommitment:
Wemustcontinuallylookforwaystoenhanceouramenities, activitiesandsocializationopportunitiesinordertokeep SCPDthepremieractiveadultcommunityintheCoachella Valleyby:
•Seekingongoingresidentinputonconcernsandissues throughtheutilizationofsurveys,focusgroups,committee reportsandrecommendations,motionsfromtheDelegate Councilandtheresidentcommentssectionofourwebsite
•Monitoringouradministrativeandoperationalfunctions throughtheoversightofthegeneralmanager,the establishmentofachecklistorganizedalongfunctionallines, andregularlyreportthestatusfromthischecklist.
•Organizingad-hocgroupsorcommitteestoresearchandto providerecommendationsforemergingissuesandconcerns thatmayaffectthefuturehealthofourcommunity.
•Reportingthestatusoftheimplementationofthe objectivesidentifiedinthisplantwotimesperyear.
StrategicPlanningCommittee
Action-movingforward:
TheCommitteehasbeenassignedresponsibilityfor monitoringtheworkachievedtowardscompletionofeach objective.
Toensuretransparency,theCommitteewillprovidethe Boardperiodicstatusreportsupdatingprogresstowards achievingthoseobjectivescontainedinthisPlan.
Thereyouhaveit:aglimpseintothefuture,andapath towardsfulfillingitspromise;fromtheperspectiveofthe StrategicPlanCommittee,asendorsedbytheBoardof Directors.
ThefollowingisourexcelversionoftheStrategicPlanwhich willbeourinteractivetooltomaintainprogressandupdates movingforward:
SCPD Board Approved Five-Year Strategic Plan 2024 through 2028
Goal 1: TECHNOLOGY
•Hire new staff position of Information Systems Director to centralize, prioritize, and execute updated technology needs of the community
•Appoint a new Ad-Hoc Committee (Technology Research Committee) to work under the guidance of IT Leadership. Committee will identify and research new technology.
•Support management in their continued efforts to digitize all appropriate SCPD records, now and in the future
Status: Members First selected as new website vendor. Working with staff on milestones to implement new website, including new app.
Status: QR codes are being tested for gate access. Other gate readers being researched by staff.
Status: On going, with new estimated time completion in 18 months, or 2026, Q1.
Status: Part of 1.1 -- new website
Status: Will be part of new website
Status: No action to date.
Status: No action to date.
Status: No action to date.
Status: No action to date.
1.12 Assess effectiveness of other HOA-related software in addition to the current JONAS system.
Status: TBD by new IT Director
1.13 Build and implement an effective “search” engine
Status: No action to date.
1.14 Update website data monthly to be accurate and current
Status: No action to date.
1.15 Investigate Artificial Intelligence (AI)/new technology applications for security camera use, speed camera ID, other applications.
Status: No action to date.
1.16 Update website data monthly to be accurate and current
Status: No action to date.
1.18 Investigate the use of Technology to enable on-line voting for all community elections if allowed by law change to Davis-Sterling Act.
Status: No action to date.
2.1
SCPD Board Approved Five-Year Strategic Plan 2024 through 2028 Goal 2: COMMUNICATIONS
• Re-energize communication efforts between residents, HOA Management, and the Board of Directors.
• Improve both the internal and external website capabilities and functionalities, making the website more user-friendly for our residents and outside guests.
• Develop a website that our residents consider as their first (and best) option to obtain community information.
Identify and correct email address errors in the two primary HOA databasesHomeowner/Renter Master Database List (JONAS) and the Resident Email Communications List. Track number of email updates and fixes for future reporting purposes.
Status: Working on Jonas system communicating directly with ABDI system. Irma's list is separate and integration of this list still TBD.
2.2
Prepare funding request for new SCPD promotional video (and possibly other videos) for display on our external (and internal) SCPD Website. Promotional SCPD video to be completed by Q4 2024.
Status: Funding in 24-25 budget. Video vendor decision to wait until new website installed
2.3
Creatively remind homeowners and residents quarterly to update email addresses and phone numbers. Use different formats for reminders
Status: COMPLETED AND ON-GOING.
2.4
Encourage a News & Views policy that emphasizes Clubs to regularly publicize their relevant activities and stories in the monthly newsletter.
Status: COMPLETED AND ON-GOING.
2.5
Explore alternative methods to distribute information to our residents in a timely way. (e.g., website improvements, email enhancements, the SCPD App, texting options, electronic surveys, unique News & Views informational columns, important messages printed on bottom of monthly billing statement).
Status: New website and app coming, with push notifications for mass texts.
2.6
Conduct a Town Hall Seminar communicating the status on various items of targeted community interest (e.g., Community Safety, facility updates, improved communication updates).
Status: Public Safety quarterly meetings scheduled. Facilities emails and possible meetings in process.
Q2
2.7
Evaluate and implement additional and effective outreach communication methods and tools (e.g. seminars, videos) to help educate and train our residents in how to access and more effectively use our website.
Status: On hold until new website installed.
2.8
Creatively remind homeowners and residents quarterly to update email addresses and phone numbers. Use different formats for reminders.
Status: No action to date.
Approximately 80 hours of staff time
Staff time for budget preparation. Approximately $8K if professional outside vendor produces promotional video.
Approximately 6 hours of staff time each quarter
No significant additonal staff time
Approximately 40 hours of staff time to research, brainstorm, and deliberate options
Approximately 40 hours of staff time to prepare
Approximately 80 hours of staff time
Approximately 6 hours of staff time each quarter
significant additonal staff time 2.10
Status: No action to date.
Develop additional videos of interest to put on our website (educational and tutorial videos for our residents) covering such topics as using our HOA website, how to be more involved in our community, and behind-the-scenes "tours" of areas of our community.
Status: No action to date.
2.12
Status: No action to date.
Status: No action to date.
Status: No action to date.
Offer periodic resident focus groups and/or targeted
Status: No action to date.
Status: No action to date.
Status: No action to date.
Approximately 120 hours of staff time; video production costs of $5K
No significant additonal staff time
2.18
Foster a News & Views policy that emphasizes and encourages Clubs to regularly publicize their relevant activities and stories in the monthly newsletter.
Manager No significant additonal staff time 2.19
Status: No action to date.
Offer periodic resident focus groups and/or targeted electronic surveys in order to listen to our residents about areas of interest and concern.
Status: No action to date.
2.20
Conduct a Town Hall Seminar communicating the status on various items of targeted community interest (e.g., Community Safety, facility updates, improved communication updates).
Status: No action to date.
2.21 Creatively remind homeowners and residents quarterly to update email addresses and phone numbers. Use different formats for reminders.
Status: No action to date.
2.22
Foster a News & Views policy that emphasizes and encourages Clubs to regularly publicize their relevant activities and stories in the monthly newsletter.
Status: No action to date.
Offer periodic resident focus groups and/or targeted electronic surveys in order to listen to our residents about areas of interest and concern.
Approximately 40 hours of staff time to coordinate if focus groups are run by an SCPD committee
Approximately 40 hours of staff time to prepare presentations, communications, set-up
Approximately 6 hours of staff time each quarter
No significant additonal staff time 2.23
Q3
2.24
Status: No action to date.
Conduct a Town Hall Seminar communicating the status on various items of targeted community interest (e.g., Community Safety, facility updates, improved communication updates).
Status: No action to date.
Approximately 40 hours of staff time to coordinate if focus groups are run by an SCPD committee
Approximately 40 hours of staff time to prepare presentations, communications, set-up
Goal 3: FACILITIES
The Strategic Planning Committee should review and update all space and storage needs for the community, timing, and funding.
•Option may include adding a storage building off the deck of MVC.
•Option may look at feasibility of adding a second story to the engineering building (or alternative site) for LEC and Engineering staff.
Status: No action to date. Start with review of SOC results at next SPC meeting.
Status: No action to date.
Goal 4: COMMUNITY SAFETY
SCPD Board Approved Five-Year Strategic Plan 2024 through 2028
• As part of the Technology Element (Goal 1), Investigate the use of new Technology to better communicate with our SCPD Residents and improve the overall effectiveness and efficiencies within SCPD HOA.
• Hold annual Town Hall safety meetings.
Status: Public Safety has new chair (Dan Oates) and now meets monthly. Currently recruiting 4 more volunteer members to make a total of 9. Eric now has quarterly meetings for all residents.
Status: First town hall held in Nov. 2023. Public Safety now scheduling quarterly meetings for all residents.
Status: No action to date.
Status: No action to date.
Status: No action to date.
Status: No action to date.
Status: No action to date.
Q1
Status: No action to date.
Status: No action to date.
Status: No action to date.
5.1
Goal 5: MARKETING
SCPD Board Approved Five-Year Strategic Plan 2024 through 2028
•Establish a marketing function within Operations that centralizes our community wide need to attract potential buyers as well as provide new activities for current residents. This function will be supported by the Marketing Committee.
•Produce new videos for our Website Home Page, our public website and behind the scenes videos of SCPD operations such as Landscape Maintenance
•Expand equipment in Technology Center to attract potential home buyers.
5.2
Establish a Marketing function and budget with Operations Department to update and maintain public website.
Status: COMPLETED. New resident map being published.
Create a line item budget under Operations to pay for recurring marketing activities including the Welcome Center as well as advertising that might be recommended by the Marketing Committee and approved by the GM.
Status: COMPLETED AND ON-GOING.
5.3
Provide funds to purchase remaining equipment, spares and supplies to allow the Marketing Committee to launch an initial marketing initiative to promote the unique technology themed activities and amenities at SCPD. If there is sufficient positive reaction, then working with the HOA Marketing function expand the technology equipment in the Technology Center to permit the Marketing Committee to develop a new or enhanced marketing initiative to continue to promote the unique activities and amenities that help SCPD stand apart from its competitors. The specific equipment to be recommended at that time will depend on requests from residents and what research shows might influence potential buyers.
Status: No action to date.
Reference Communications 2.11: Develop additional videos of interest to put on our website
Approximately 120 hours of staff time; video production costs of $5K
5.5
Status: No action to date.
Update the line item budget under Operations to pay for recurring marketing activities including the Welcome Center as well as advertising that might be recommended by the Marketing Committee and approved by the GM. This budget item needs to be updated and repeated each year.
Status: No action to date.
5.6
If there is sufficient positive reaction to the previous technology themed amenities introduced in the Technology Center in 2023and 2024 then working with the HOA Marketing function consider whether to expand the technology equipment in the Technology Center to permit the Marketing Committee to develop a new or enhanced marketing initiative to continue to promote the unique activities and amenities that help SCPD stand apart from its competitors. The specific equipment to be recommended at that time will depend on requests from residents and what reserach shows might influence potential buyers.
Status: No action to date.
Year #5 - 2028-29 Objectives
Specific Objectives Set for Year Three
No Specific Objectives Set for Year Four
Specific Objectives Set for Year Five
6.1
Goal 6: RESIDENT ACTIVITIES
SCPD Board Approved Five-Year Strategic Plan 2024 through 2028
•Hire paid position to coordinate community activities (e.g., Activities Coordinator).
•Offer new and alternative activities for residents
Year #1 - 2024-25 Objectives
Establish a budget for CAC and review addition of paid position of Activities Coordinator 2024, Q2
Status: COMPLETED. Interviewing candidates.
Year #2 - 2025-26 Objectives
Offer new Resident activities.
6.2
•Community wide HOA sponsored entertainment events.
•Day trips and possibly multi-day trips
Status: No action to date.
6.3
Continue to offer new Resident activities.
•Enhance activity/entertainment options of residents
•Corn hole, shuffleboard and plastic darts
Status: No action to date.
Objectives
Offer new Resident activities.
•Consider use of golf driving range or softball field to hold small music events.
6.4
•Investigate more evening entertainment events in the ballroom, Ventana’s and/or Martini’s during the week.
Status: No action to date.
SCPD Board Approved Five-Year Strategic Plan Timeline (priorities highlighted yellow)
1.2 Investigate Technology alternatives to speed gate access and improve coverage of community patrol.
2.1 Identify and correct email address errors in the two primary HOA databases - Homeowner/Renter Master Database List (JONAS) and the Resident Email Communications List. Track number of email updates and fixes for future reporting purposes.
2.2 Prepare funding request for new SCPD promotional video (and possibly other videos) for display on our external (and internal) SCPD Website. Promotional SCPD video to be completed by Q4 2024.
3.1 Review and update all space and storage needs for the community.
4.1 Reconstitute Pubic Safety Committee to be more visible, conduct outreach on a monthly basis, and be the point of contact for resident concerns.
5.1 Establish a Marketing function and budget with Operations Department to update and maintain public website.
1.1
Establish a budget for CAC and review addition of paid position of Activities Coordinator
Develop and implement a Volunteer Recruitment Program for both Committees and Clubs
2.3 Creatively remind homeowners and residents quarterly to update email addresses and phone numbers. Use different formats for reminders
2.4 Encourage a News & Views policy that emphasizes Clubs to regularly publicize their relevant activities and stories in the monthly newsletter.
Explore
5.2 Create a line item budget under Operations to pay for recurring marketing activities including the Welcome Center as well as advertising that might be recommended by the Marketing Committee and approved by the
1.4 Develop ways to make the website easier to navigate and find relevant
1.5 Transition
2.6 Conduct a Town Hall Seminar communicating the status on various items of targeted community interest (e.g., Community Safety, facility updates, improved communication updates).
2.7
Evaluate and implement additional and effective outreach communication methods and tools (e.g. seminars, videos) to help educate and train our residents in how to access and more effectively use our website.
Staff time for budget preparation. Approximately $8K if professional outside vendor produces promotional video.
40 hours of staff time to prepare
5.3
Provide funds to purchase remaining equipment, spares and supplies to allow the Marketing Committee to launch an initial marketing initiative to promote the unique technology themed activities and amenities at SCPD. If there is sufficient positive reaction, then working with the HOA Marketing function expand the technology equipment in the Technology Center to permit the Marketing Committee to develop a new or enhanced marketing initiative to continue to promote the unique activities and amenities that help SCPD stand apart from its competitors. The specific equipment to be recommended at that time will depend on requests from residents and what research shows might influence potential buyers.
1.6 Update website data monthly to be accurate and current
1.7 Investigate the use of new Technology
1.8 Ensure the resident log-in process to our internal website (especially when first setting up your account) is easyto-understand and follow
1.9 Establish an effective resident directory (“roster”) complete with up-to-date resident contact information.
2.8 Creatively remind homeowners and residents quarterly to update email addresses and phone numbers. Use different formats for reminders.
2.9 Foster a News & Views policy that emphasizes and encourages Clubs to regularly publicize their relevant activities and stories in the monthly newsletter.
2.10
Develop additional videos of interest to put on our website (educational and tutorial videos for our residents) covering such topics as using our HOA website, how to be more involved in our community, and behind-thescenes "tours" of areas of our community.
Offer periodic resident focus groups and/or targeted electronic surveys in order to listen to our residents about areas of interest and concern.
2.11
5.4 Reference Communications 2.11: Develop additional videos of interest to put on our website
Update the line item budget under Operations to pay for recurring marketing activities including the Welcome Center as well as advertising that might be recommended by the Marketing Committee and approved by the
This budget item needs to be updated and repeated each year.
6.2 Offer new Resident activities. •Community wide HOA sponsored entertainment events. •Day
significant additonal staff time
120 hours of staff time; video production costs of $5K
Approximately 40 hours of staff time to coordinate if focus groups are run by an SCPD committee
1.13 Build and implement an effective “search” engine
Conduct a Town Hall Seminar communicating the status on various items of targeted community interest (e.g., Community Safety, facility updates, improved communication updates).
2.12
5.6
If there is sufficient positive reaction to the previous technology themed amenities introduced in the Technology Center in 2023and 2024 then working with the HOA Marketing function consider whether to expand the technology equipment in the Technology Center to permit the Marketing Committee to develop a new or enhanced marketing initiative to continue to promote the unique activities and amenities that help SCPD stand apart from its competitors. The specific equipment to be recommended at that time will depend on requests from residents and what reserach shows might influence potential buyers.
1.14 Update website data monthly to be accurate and current
1.15 Investigate Artificial Intelligence (AI)/new technology applications for security camera use, speed camera ID, other applications.
2.13 Creatively remind homeowners and residents quarterly to update email addresses and phone numbers. Use different formats for reminders.
2.14
Foster a News & Views policy that emphasizes and encourages Clubs to regularly publicize their relevant activities and stories in the monthly newsletter.
Offer periodic resident focus groups and/or targeted electronic surveys in order to listen to our residents about areas of interest and concern.
2.15
6.3
Offer periodic resident focus groups and/or targeted electronic surveys in order to listen to our residents about areas of interest and concern.
Approximately 40 hours of staff time to prepare presentations, communications, set-up
6 hours of staff time each quarter
No significant additonal staff
Approximately 40 hours of staff time to coordinate if focus groups are run by an SCPD committee
6.4
Offer new Resident activities.
• Consider use of golf driving range or softball field to hold small music events.
• Investigate more evening entertainment events in the ballroom, Ventana’s and/or Martini’s during the week.
4.7
Pubic Safety Committee to be more visible, conduct outreach on a monthly basis, and be the point of contact for resident concerns.
4.8 Encourage Public Safety Committee to jointly present town hall meetings twice per year to present actions taken to improve safety and inform SCPD residents.
Continue volunteer recognition program
Conduct a Town Hall Seminar communicating the status on various items of targeted community interest (e.g., Community Safety, facility updates, improved communication updates).
2.20
Approximately 40 hours of staff time to prepare presentations, communications, set-up
2.22 Foster a News & Views policy that emphasizes and encourages Clubs to regularly publicize their relevant activities and stories in the monthly newsletter.
1.18 Investigate the use of Technology to enable on-line voting for all community elections if allowed by law change to Davis-Sterling Act.
4.9 Pubic Safety Committee to be more visible, conduct outreach on a monthly basis, and be the point of contact for resident concerns.
4.10 Encourage Public Safety Committee to jointly present town hall meetings twice per year to present actions taken to improve safety and inform SCPD residents.
Conduct a Town Hall Seminar communicating the status on various items of targeted community interest (e.g., Community Safety,
2.24