Strategic Plan Updated June 3 2025 by Sun City

Board Approved Five-Year Strategic Plan 2024 through 2028

Approved by Board of Directors on February 6, 2024

The following represents the goals and objectives of the Sun City Palm Desert Homeowners Association for the next five-year period. While the goals will remain fairly consistent moving forward, the objectives for the following years may evolve as circumstances change and goals are updated and approved by the Board of Directors.

MISSION STATEMENT: The Sun City Palm Desert Community Association is dedicated to providing and maintaining, for our active adult residents, the community’s lush, resort style appearance, well maintained grounds and facilities, abundance of amenities, activities, socialization opportunities, services and unique lifestyle through responsible leadership and fiscally sound business practices.

VISION STATEMENT: The Sun City Palm Desert Community Association is committed to:

• safeguarding its assets and amenities,

• enabling open communication with its residents,

• supporting a vital club and residential group structure,

• seeking out and being receptive to changes in resident and potential buyer needs and wants,

• effectively interacting with external neighbors and community structures,

• optimally utilizing revenue sources in support of community infrastructure,

• fostering an atmosphere consistent with a friendly, caring community.

SCPD BOARD COMMITMENT: We must continually look for ways to enhance our amenities, activities and socialization opportunities in order to keep SCPD the premier active adult community in the Coachella Valley by:

• Seeking ongoing resident input on concerns and issues through the utilization of surveys, focus groups, committee reports and recommendations, motions from the Delegate Council and the resident comments section of our website

• Monitoring our administrative and operational functions through the oversight of the general manager, the establishment of a checklist organized along functional lines, and regularly report the status from this checklist.

• Organizing ad-hoc groups or committees to research and to provide recommendations for emerging issues and concerns that may affect the future health of our community

• Reporting the status of the implementation of the objectives identified in this plan two times per year

SCPD Board Approved Five-Year Strategic Plan Fiscal Years 2024 through 2028 (Color table: Green, completed. Orange, in process. Red, not completed.)

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

1.1 Audit and correct website data to be accurate and up to date (one time)

Status: Members First selected as new website vendor. Staff on track to implementing updates to new website, including new app. 95% complete.

1.2 Investigate Technology alternatives to speed gate access and improve coverage of community patrol. FY 2024-25, Q3 IT Director / Director of Patrol

Status: QR codes are being tested for gate access. Other gate readers being researched by staff. New Go Access system installed.50% complete.

1.3 Digitize all appropriate LEC records

Status: In process, with new estimated time completion in 18 months, or FY 2026-27, Q1. 35% complete.

1.4 Develop ways to make the website easier to navigate and find relevant information

Status: Part of 1.1--new website. Completed.

1.5 Transition existing and future HOA forms into an electronic format

Status: Still to be updated as part of new website. 0% complete. New completion date of FY 2025-26,Q1

1.6 Update website data monthly to be accurate and current

Status: No action to date.

1.7 Investigate the use of new Technology to better communicate with our SCPD Residents.

Status: No action to date.

1.8 Ensure the resident log-in process to our internal website (especially when first setting up your account) is easy-to-understand and follow

Status: No action to date.

1.9 Establish an effective resident directory (“roster”) complete with up-to-date resident contact information.

Status: No action to date.

1.10 Appoint an Ad-Hoc Technology Research Committee to assist the IT Director

2025-26, Q3 IT Director / Operations Director

Q3 IT Director / Operations Director

FY 2025-26, Q2 Board of Directors

Status: No action to date.

Digitize all appropriate Finance and Other Departmental records

Status: No action to date.

Assess effectiveness of other HOA-related software in addition to the current JONAS system.

Status: TBD by new IT Director

Status: No action to date.

Investigate Artificial Intelligence (AI)/new technology applications for security camera use, speed camera ID, other applications.

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 Fiscal Years 2024 through 2028 (Color table: Green, completed. Orange, in process. Red, not completed.)

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. FY 2025-26, Q3 HOA Operations Manager

Status: Working on Jonas system communicating directly with ABDI system. Irma's list is separate. 40% complete. New completion date FY 2025-26,Q3.

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.

2.3

2.4

FY 2025-26, Q2

Status: Funding in budget. Video vendor decision TBD. 30% complete. New completion date FY 2025-26,Q2.

Creatively remind homeowners and residents quarterly to update email addresses and phone numbers. Use different formats for reminders FY 2024-25, Q1 HOA Operations Manager

Status: COMPLETED AND ON-GOING.

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

2.6

FY 2024-25, Q1 HOA Operations Manager

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). FY 2025-26, Q2

Status: New website (not app) app installed. Push notifications for mass texts in review. 75% complete. New completion date FY 2025-26,Q2.

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. Others scheduled as needed. Completed.

FY 2024-25, Q2 General Manager

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.

FY 2025-26, Q4

Status: New website installed. Library of videos still to be completed. 10% complete. New completion date FY 2025-26,Q4.

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.

2.9

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.

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-the-scenes "tours" of areas of our community.

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.

FY 2025-26, Q3 HOA Operations Manager

FY 2025-26, Q3 IT Director/Marketing Dept

2.11

Status: No action to date.

2.12

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.

FY 2025-26, Q3 HOA Operations Manager

FY 2025-26, Q2 General Manager

2.13

Creatively remind homeowners and residents quarterly to update email addresses and phone numbers. Use different formats for reminders. FY 2026-27, Q3 HOA Operations Manager

Status: No action to date.

2.14

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. FY 2026-27, Q3 HOA Operations Manager

FY 2026-27, Q3 HOA Operations Manager 2.15

Status: No action to date.

2.16

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.

FY 2026-27, Q2 General Manager

Creatively remind homeowners and residents quarterly to update email addresses and phone numbers. Use different formats for reminders.

Status: No action to date.

SCPD Board Approved Five-Year Strategic Plan Fiscal Years 2024 through 2028 (Color table: Green, completed. Orange, in process. Red, not completed.)

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.

Year #1 - 2024-25 Objectives

3.1 Review and update all space and storage needs for the community. FY 2024-25, Q3 Stategic Planning Committee

Status: Completed. New storage building approved for Mtn. View Clubhouse, to be installed 9/2025.

Year #2 - 2025-26 Objectives

3.2 Update space and storage feasibility studies now new storage installed at Mt. View Investigate with outside consultants if necessary.

Status: No action to date.

Year #3 - 2026-27 Objectives

3.3 Present plan for all facilities space and storage needs, timing, and funding.

Status: No action to date.

Year #4 - 2027-28 Objectives

Completion Accountable Party

2025-26, Q4

2026-27, Q4 Stategic Planning Committee

Completion

Party

Year #5 - 2028-29 Objectives

Party No Specific Objectives Set No Specific Objectives Set

Completion

SCPD Board Approved Five-Year Strategic Plan Fiscal Years 2024 through 2028 (Color table: Green, completed. Orange, in process. Red, not completed.)

Goal 4: COMMUNITY SAFETY

• 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.

Year #1 - 2024-25

4.1 Reconstitute Public Safety Committee to be more visible, conduct outreach on a monthly basis, and be the point of contact for resident concerns.

4.2

FY 2025-26, Q2 Board of Directors

Status: Public Safety has new chair and now meets monthly. Currently recruiting more volunteer members. Eric now has quarterly meetings for all residents. 80% Complete. New completion date FY 2025-26,Q2.

Encourage Public Safety Committee to jointly present town hall meetings annually to present actions taken to improve safety and inform SCPD residents. FY 2024-25, Q1

Status:Completed. First town hall held in Nov. 2023. Public Safety now scheduling quarterly meetings for all residents.

4.3

Pubic Safety Committee to be more visible, conduct outreach on a monthly basis, and be the point of contact for resident concerns. FY 2025-26, Q1

Status: No action to date.

Encourage Public Safety Committee to jointly present town hall meetings twice per year to present actions taken to improve safety and inform SCPD residents. FY 2025-26, Q1

Status: No action to date.

Director / General Manager Fiscal Year #3 - 2026-27 Objectives

4.5 Pubic Safety Committee to be more visible, conduct outreach on a monthly basis, and be the point of contact for resident concerns.

Status: No action to date.

Encourage Public Safety Committee to jointly present town hall meetings twice per year to present actions taken to improve safety and inform SCPD residents. FY 2026-27, Q1

Security Director / General Manager

5.1

SCPD Board Approved Five-Year Strategic Plan Fiscal Years 2024 through 2028 (Color table: Green, completed. Orange, in process. Red, not completed.)

Goal 5: MARKETING

• 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.

Year #1 - 2024-25 Objectives

Establish a Marketing function and budget with Operations Department to update and maintain public website.

5.2

5.3

2025-26, Q2

Status: Budget established, new website needs updating. New resident map published. 75% complete. New completion date FY 2025-26,Q2

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.

Year #2 - 2025-26 Objectives

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.

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.

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.

FY 2025-26, Q2 General Manager

Status:

6.1

SCPD Board Approved Five-Year Strategic Plan Fiscal Years 2024 through 2028 (Color table: Green, completed. Orange, in process. Red, not completed.)

Goal 6: RESIDENT ACTIVITIES

• Hire paid position to coordinate community activities (e.g., Activities Coordinator).

• Offer new and alternative activities for residents

Fiscal Year #1 - 2024-25 Objectives

Establish a budget for CAC and review addition of paid position of Activities Coordinator

Status: COMPLETED with Budget and Julie Pope hired as Activities Coordinator.

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: Entertainment and day trips now scheduled monthly. Completed.

2024-25, Q2

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

2026-27, Q3

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.

Status: No action to date.

2027-28, Q3

No Specific Objectives Set for Year Five

SCPD Board Approved Five-Year Strategic Plan Fiscal Years 2024 through 2028 (Color table: Green, completed. Orange, in process. Red, not completed.) Goal 7: VOLUNTEERISM: • Strengthen our current Volunteer Program

Status: CMAC emails to recruit volunteers. Need a new Volunteer Recruitment person on Committee or revise Accountable Party. 10% complete. New completion date FY 2025-26,Q3.

Status: No action to date, will review next year to determine relavancy. 0% complete. New completion date FY 2025-26,Q3.

Status: Sandy from SPC is reviewing options. 10% complete. New completion date FY 2025-26,Q3.

Status: No action to date.

SCPD Board Approved Five-Year Strategic Plan Fiscal Years 2024 through 2028 (Color table: Green, completed. Orange, in process. Red, not completed.)

1.2 Investigate Technology alternatives to speed gate access and improve coverage of community patrol. FY 2024-25, Q3 IT Director / Director of 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.

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.

FY 2025-26, Q3 HOA Operations Manager

2.2

3.1 Review and update all space and storage needs for the community.

4.1 Reconstitute Public 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 Audit and correct website data to be accurate and up to date (one time)

FY 2025-26, Q2 HOA Operations Manager

FY 2024-25, Q3 Stategic Planning Committee

FY 2025-26, Q2 Board of Directors

FY 2025-26, Q2 General Manager/IT Director/Operations Director

FY 2024-25, Q3 IT Director / General Manager

6.1 Establish a budget for CAC and review addition of paid position of Activities Coordinator FY 2024-25, Q2 General Manager

7.1 Develop and implement a Volunteer Recruitment Program for specific Committees

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.

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).

FY 2025-26, Q3

2024-25, Q1 HOA Operations Manager

4.2 Encourage Public Safety Committee to jointly present town hall meetings annually to present actions taken to improve safety and inform SCPD residents. FY 2024-25, Q1 Security Director / General Manager

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 GM.

7.2 Develop volunteer leadership training syllabus

1.3 Digitize all appropriate LEC records

2024-25, Q1 General Manager

1.4 Develop ways to make the website easier to navigate and find relevant information FY 2024-25, Q3 IT Director / General Manager

1.5 Transition existing and future HOA forms into an electronic format FY 2025-26, Q1 IT Director / General Manager

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). FY 2024-25, Q2 General Manager

2.7

7.3 Develop volunteer recognition program

1.6 Update website data monthly to be accurate and current

1.7 Investigate the use of new Technology to better communicate with our SCPD Residents.

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

Offer periodic resident focus groups and/or targeted electronic surveys in order to listen to our residents about areas of interest and concern.

Q3 IT Director / General Manager

2025-26, Q3 IT Director / General Manager

Q3 IT Director / Operations Director

FY 2025-26, Q3 HOA Operations Manager

FY 2025-26, Q3 IT Director/Marketing Dept

2.11

FY 2025-26, Q3 HOA Operations Manager

5.3

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

Reference Communications 2.11: Develop additional videos of interest to put on our website

5.4

3.2

Update space and storage feasibility studies now new storage installed at Mt. View Investigate with outside consultants if necessary.

FY 2025-26, Q1 General Manager

5.5

Offer new Resident activities.

6.2

• Community wide HOA sponsored entertainment events.

• Day trips and possibly multi-day trips

1.10 Appoint an Ad-Hoc Technology Research Committee to assist the IT Director

FY 2025-26, Q1 Marketing Department

FY 2025-26, Q4 Stategic Planning Committee

FY 2025-26, Q2 General Manager

FY 2025-26, Q2 Activities Director

FY 2025-26, Q2 Board of Directors

4.3

Pubic Safety Committee to be more visible, conduct outreach on a monthly basis, and be the point of contact for resident concerns.

4.4 Encourage Public Safety Committee to jointly present town hall meetings twice per year to present actions taken to improve safety and inform SCPD residents.

7.4 Implement volunteer leadership training program including all club officers and committee members.

7.5 Implement volunteer recognition program

1.11 Digitize all appropriate Finance and Other Departmental records

1.12 Assess effectiveness of other HOA-related software in addition to the current JONAS system.

1.13 Build and implement an effective “search” engine

2.12 Conduct a Town Hall Seminar communicating the status on various items of targeted community interest (e.g., Community Safety, facility updates, improved communication updates).

2025-26, Q1

5.6

1.15 Investigate Artificial Intelligence (AI)/new technology applications for security camera use, speed camera ID, other applications.

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.

2.15 Offer periodic resident focus groups and/or targeted electronic surveys in order to listen to our residents about areas of interest and concern.

6.3 Continue to offer new Resident activities.

• Enhance activity/entertainment options of residents

• Corn hole, shuffleboard and plastic darts

3.3 Present plan for all facilities space and storage needs, timing, and funding.

4.5 Pubic Safety Committee to be more visible, conduct outreach on a monthly basis, and be the point of contact for resident concerns.

4.6 Encourage Public Safety Committee to jointly present town hall meetings twice per year to present actions taken to improve safety and inform SCPD residents.

2.19

Offer new Resident activities.

6.4

• 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

Offer periodic resident focus groups and/or targeted electronic surveys in order to listen to our residents about areas of interest and concern.

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.

7.9 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).

2.24

FY 2028-29, Q1 Board of Directors

FY 2028-29, Q1 Security Director / General Manager

FY 2028-29, Q1 CMAC

FY 2028-29, Q2 General Manager