First Impressions Report Outdoor Resorts/Palm Springs Owners’ Association November 25, 2019
RESORT OVERVI EW ( con t i nued)
The grounds, inclusive of the golf courses, are well-maintained, the owners’ RVs are in excellent condition, the roads and landscaping are fine. Some utilities like electric capacity to the lots may be of future concern, but in reality the two main clubhouses, one main swimming pool, some of the satellite areas and for sure the maintenance/trash-holding/dog park area, refuse holding areas and possibly the laundry building all need attention. These facilities and site uses are functioning today, but they are dated and pulling down the high-quality image of the Resort. And this negativity can affect the value of each owner’s lot.
MCMAHON’ S RECOMMENDATION
It seems well-worthwhile to provide the Board and management team with a clear strategic direction for the future of the Resort. There does not seem to be any long-range direction for the Board and Clint to follow in developing a cohesive long-range facility plan for guiding ongoing expenditures of capital dollars. Thus, McMahon recommends a simple, straight forward thinking approach for helping to provide some strategic direction. Our recommended planning, surveying and facility planning process would be ongoing, at a minimum annual practice followed by every new governing Board and the existing management team. We would begin our process with: 1. A Board and manager Strategic Planning Refresher. This simplified but very effective planning method administers a brief strategic issues, online survey to the Board and management individuals to identify the most important issues affecting the Resort. These results are tabulated and used to set a Refresher retreat agenda. 2. Then on a convenient morning when we can get the entire Board, Clint and any invited guests to attend, McMahon (me) moderates a strategic planning session to review survey results, develop the Mission/Vision and establish the highest priority goals with specific action plans to achieve the goals. 3. After the Refresher session at the Resort, McMahon prepares the strategic issues report with clear direction on how to achieve specific goals for finances, facilities, communication, recreation offerings, etc. The report is reviewed and edited by the Board. 4. The next step is to have all Association members, both husbands, wives and significant others complete an owners’ survey on the strategic issues raised in the Refresher planning so the final Refresher Strategic Plan can be finalized and approved by the Board and sent to all owners. 5. Finally, assuming some Resort facilities need improvement, McMahon would work with a Planning Committee of Board members, members-at-large and Clint to develop a facility master plan and first phase project for presentation to the Community. The McMahon planning, survey and facility upgrade process could begin on the following time schedule if the Board wants to proceed in a timely manner: 1. McMahon Community hired...................................... last week of November 2019
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