Strategic Plan 2025- 2026
STRATEGIC PLAN
VISION Be a desirable boutique country club that offers an inspiring lifestyle and quality of life, and an attractive place to live and enjoy the benefits of family, friends and the community.
MISSION
Provide outstanding facilities and services to members that exceed expectations. Maintain high standards of excellence in all operations. CORE VALUES Treating members and employees with the utmost respect through community , integrity , ethics , transparency , and excellence , while maintaining financial stability.
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THE ESSENCE OF DESERT HORIZONS
A WELCOMING NEIGHBORHOOD SPIRIT A welcoming neighborhood spirit characterizes the essence of Desert Horizons. All the best attributes of beloved small towns are present here: an unassuming authenticity, warm welcomes for new residents. Neighborhood gatherings and celebrations, support in times of need, pride of place and love of family. REAL PEOPLE, REAL FUN Our community shares the values of friendship, inclusivity and true enjoyment that ensures fun is a part of everyday life. Options for fun abound: golf with friends, endless Women’s Club activities, happy hour, pickleball, tennis, putting contests, fitness programming, season events, card games, bocce and live music. There’s something for everyone and all are welcome. EMBRACING ACTIVE LIFESTYLES We are dedicated to health, wellness and fitness. There’s so much to do here and we seek to enjoy it all. This is more than a golf community. Here golfers play pickleball, tennis players do yoga, neighbors organize hikes and hikers play bocce, bocce players play cards and card players play Trivia. What sets Desert Horizons apart as a Club and community? We welcome all and judge none. A no-fuss, all-fun, kind of “adult camp”! DESERT MODERN COOL Our truly distinctive aesthetic backdrop for the community adds a level of modern sophistication. Our new clubhouse design honors the mid-mod history of the region while bringing elements of modern architectural innovation and a unique “desert” palette.
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STRATEGIC GOALS AND OBJECTIVES
III. PREMIER GOLF EXPERIENCE Maintain the golf experience as a private, premier-level golf course with excellent amenities. Invest in personnel, equipment and technology. Continue to revise the Golf Course Maintenance Standards to be consistent with best practices ensuring optimal playing conditions. Complete Golf Masterplan describing future changes in course design, landscaping and irrigation.
I. OPTIMIZE FOOD AND BEVERAGE Provide an exceptional dining experience.
1. Deliver consistent high-quality food and service at a competitive price. 2. Make the club the member preferred place to dine by offering menu variety while also maintaining member favorites. 3. Increase revenue by attracting members to the club through quality events that delight membership. 4. Balance member monthly subsidy with menu pricing to maximize club usage. 5. Encourage member sponsored events to increase revenue.
IV. THE COURTS EXPERIENCE Maintain and grow existing pickleball, tennis, and bocce programs and activities for all levels of play. Create teams to compete within the Coachella Valley pickleball league. Establish policies to ensure both a safe and optimal playing experience.
II. QUALITY COMMUNITY EXPERIENCE Establish and maintain the highest standards of excellence for quality and service in all club and community activities. Ensure positive experiences with security personnel, landscaping services and DHOA administration. 1. Develop a variety of fitness/wellness center activities that meet the needs of our membership. 2. Establish and maintain a safe and secure environment throughout the community. 3. Maintain attractive, beautiful and well kept pools, facilities and grounds.
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STRATEGIC GOALS AND OBJECTIVES
VII. SUSTAINABILITY Establish a long-range plan for cost-effective renewable energy, water conservation and waste reduction. Continue efforts to reduce the community carbon footprint by monitoring energy use and water consumption (both potable and non-potable). Make landscape adjustments as necessary and explore other opportunities to conserve energy, such as solar alternatives, and use of paper and plastics.
V. MAINTAIN COMPETITIVE MEMBERSHIP DUES Provide amenities and community services in a cost-effective and efficient manner that provides value to members while maintaining competitive membership dues. 1. Invest in Technology: Streamline Food and Beverage operations with a focus on optimizing Food and Beverage costs (number of members served, revenue, cost of goods, waste and workforce). 2. Cost Savings Ideas: Continually identify, evaluate, and implement appropriate cost savings ideas. 3. Membership: Increase membership by offering attractive golf and social membership packages, expanding marketing activities, and improving
member retention through exceptional service and experiences. 4. Expand Events: Encourage additional member sponsored events.
VI. CAPITAL AND RESERVE MANAGEMENT Develop a long-range capital plan, which includes replacements identified on the Reserve Study, cost savings ideas that require capital, and plans for community enhancement. Create an associated implementation schedule. Develop a five-year Master Landscape and Maintenance Plan that includes landscape, painting, street paving, pools, roofs, street signage and mailbox restoration.
VIII. GOOD GOVERNANCE Adhere to best practices for HOA Boards. Follow requirements set forth in the Davis-Stirling Act, all HOA governing documents and all relevant laws and regulations. Develop protocols for new Board members and regular training for existing Board members. Evaluate Bylaws and CC&Rs to assure they are current and aligned. IX. BUILD TRUST Regularly benchmark Desert Horizons against comparable clubs. Conduct regular member satisfaction surveys and employee engagement surveys to identify and implement areas for improvement. Develop and implement a communication plan that provides consistent transparent information to the community.
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STRATEGIC PLAN IMPLEMENTATION
THE BOARD OF DIRECTORS The Board of Directors Oversees the Implementation of the Strategic Plan 1. Monitors the progress against the Plan and adjusts strategies as needed to ensure that goals are achieved within the expected timeline. 2. Establishes one-year and five-year plans . Reviews the plan goals of the Strategic Plan on a quarterly and annual basis. 3. Adjusts strategies as needed to ensure that goals are achieved within the established timelines. 4. Reviews and updates the Strategic Plan to ensure that it remains relevant and aligned with the community’s vision and values. THE MANAGEMENT TEAM Management develops a detailed project plan for each strategic goal and objective, outlining the tasks, resources, and timeline required to achieve each goal. 1. Allocates budgeted resources , including funding, staff, and equipment to support the implementation of the Strategic Plan. 2. Communicates the Strategic Plan and its objectives to owners and staff, ensuring they understand the importance of the Plan and their respective roles in achieving its goals. 3. Evaluates the success of the Strategic Plan by monitoring key performance indicators, including membership growth, member satisfaction, revenue, and profitability.
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THE BOARD OF DIRECTORS
Paula Manoski, President Bob Lemon, Vice President Dana Berkett-Overstreet, Secretary Tom Robinson, Treasurer
Mark Bonebrake, Director Don Costa, Director Barb Meserve, Director Carol Schneider, Director Dave Taylor, Director
Desert Horizons.org 44-900 Desert Horizons Drive Indian Wells, CA 92210
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