[{"_1":2,"_99":-5,"_100":-5},"loaderData",{"_3":4,"_26":27},"root",{"_5":6,"_17":10,"_18":19,"_20":21,"_22":10,"_23":-5,"_24":-5,"_25":10},"user",{"_7":8,"_9":10,"_11":10,"_12":-5,"_13":-5,"_14":15,"_16":-5},"roles",[],"isAuthenticated",false,"isPremium","planName","subscriptionStatus","featureFlags",{},"insightsBudget","isDevelopmentHost","userPreferences",{},"recaptchaSiteKey","6LcvOJcUAAAAAHsB-gPGfGktcRlKpH7OTIU_dMTD","isImpersonating","impersonation","affiliateStatus","isFreedomPortal","routes/v2/article/layout",{"_28":29,"_30":31},"notFound",true,"relatedArticles",[32,75,87],{"_33":34,"_35":36,"_37":38,"_39":40,"_41":42,"_43":44,"_45":46,"_47":48,"_49":50,"_51":52,"_53":54,"_55":56,"_57":58,"_59":60,"_61":62,"_63":64,"_65":66,"_67":68,"_69":70,"_71":68,"_72":73,"_74":73},"mediaId",6252251,"mediaKeyId","3190391-ba7f3770811ee233d5c3e0afcbc246ea","parentId",3190391,"title","Residents split over $250,000 master‑plan placeholder after strategic plan adoption","audioSeconds",5216,"startMs",621000,"endMs",5837000,"viewUrl","/Search/View?dp=1&key=3190391-ba7f3770811ee233d5c3e0afcbc246ea&start=621&end=5837","thumbnailUrl","https://assets.pipeline.soar.com/3190391-ba7f3770811ee233d5c3e0afcbc246ea/thumbnail_621000.jpg","articleUrl","/articles/6252251/Sun-City-West/Maricopa-County/Arizona/Residents-split-over-250000-masterplan-placeholder-after-strategic-plan-adoption","mediaUrl","https://secure.pipeline.soar.com/6252251-7bdbfb219afe4877c03f2185afc0d10e/orig.mp4?Expires=1775060943&Signature=neIurFetwdcLZVKIxwlOl2N0XUD8U8VSb7KGK6mvAaMe7EtQyIo7ZAUtfu2ox0twSCSdunSC3ahbq2YXaBDMk8St8u6RYN16QKZUfcakvURnzHAubNAyRWtyeZHhVjGu5xfJQ5-GXFx4xRIWk~TzdHssz6CYTCENd8SczlTwLcfz2ZNB9FLo70661u9tAB5DkXVhS0v9OM08h2BQTsez~q2oVMnV0TCcPipLL8SKJewPmA4-Wso6l8LYHCQ2dSmPSzYP9~mtu46Pp39Mqfv7QdAiZpFHkVXS3N9~9sQ6l1CFqRI2F0P25uwxa3z6qZpQB5Y3kUoLDu1j~y3RceNZCA__&Key-Pair-Id=KUT5TJCACFTXG","author","AZ / Sun City West","date","2025-04-23T00:00:00Z","article","The Sun City West Governing Board’s recent strategic-plan adoption (March 20) and a $250,000 placeholder for a professional master plan prompted extended resident comment during the budget presentation. Speakers were sharply divided: some residents called the estimated consultant cost unnecessary and urged in‑house options, while other residents and staff argued a professionally produced master plan is needed to guide long‑term investment decisions.

Why it matters: A master plan would outline how the association balances limited space, aging facilities and changing resident preferences over the coming 10–20 years. Opponents worry the consultant cost is large, could set expectations for future capital spending, and may accelerate dues increases; supporters say professional outreach is required to gather broad community input and preserve property values.

Resident concerns: Multiple speakers said $250,000 is excessive. An attendee who identified himself as a CPA questioned the return on the consultant fee and asked how owners would benefit; he urged the board to consider whether projects could be deferred or provided in a more limited scope. Patricia Leppard said, “I just think we could do it within the association,” arguing the association’s committees and prior studies could provide much of the needed input. Dennis Vanderglow told the board he saw the $250,000 placeholder as “way too much” and compared it to costly outside plans he said produced little local return.

Support and staff response: General Manager Steven Erno and other staff explained the difference between the strategic plan and the proposed master plan. Erno clarified the strategic-plan consultant fee was about $24,500; the $250,000 item is a separate placeholder to hire a firm to produce a master plan that will include surveys, workshops and stakeholder meetings. “The $250,000 is not to fund any specific projects other than to fund the master plan itself,” Erno told the audience, and he said the association has not issued an RFP yet.

Public‑meeting context: Several residents said they want affordable living and asked for more transparency on timing and procurement. Others—citing the community’s age and the association’s large asset base—said planning is necessary to maintain amenities and property values; one speaker noted Sun City West attracts visits from other communities seeking examples of how it operates. Governing Board President Jack Leary clarified a separate land‑ownership question raised during public comment: a suggested purchase of a 53‑acre parcel is not county‑owned and is controlled by the Arizona Department of Transportation, limiting immediate local acquisition options.

Next steps: Managers said the master plan placeholder is only that — an estimate — and that the board will decide whether to proceed and, if so, run a competitive procurement process. Staff said any master‑plan scope would include broad community engagement and that project costs and deliverables will be subject to committee and board review before any contract is awarded.","mediaType","Video","parentTitle","Sun City West RCSCW Public Budget Forum - Wednesday, April 23, 2025","oneSentenceSummary","Board-adopted strategic plan and a $250,000 placeholder to hire a master‑plan consultant prompted split public reaction: several residents urged postponement to save money, while others and staff argued a master plan is needed to guide multi‑decade asset and amenity decisions.","taxTitle","Sun City West, Maricopa County, Arizona","taxId",54255,"location","headline","","shortSummary",{"_33":76,"_35":36,"_37":38,"_39":77,"_41":78,"_43":79,"_45":80,"_47":81,"_49":82,"_51":83,"_53":84,"_55":56,"_57":58,"_59":85,"_61":62,"_63":64,"_65":86,"_67":68,"_69":70,"_71":68,"_72":73,"_74":73},6252256,"Sun City West capital plan targets irrigation, greens and bowling equipment in roughly $5.6M package",335,3895000,4230000,"/Search/View?dp=1&key=3190391-ba7f3770811ee233d5c3e0afcbc246ea&start=3895&end=4230","https://assets.pipeline.soar.com/3190391-ba7f3770811ee233d5c3e0afcbc246ea/thumbnail_3895000.jpg","/articles/6252256/Sun-City-West/Maricopa-County/Arizona/Sun-City-West-capital-plan-targets-irrigation-greens-and-bowling-equipment-in-roughly-56M-package","https://secure.pipeline.soar.com/6252256-b002dc560f4c9bdcfbef007f98b8bbf0/orig.mp4?Expires=1775060943&Signature=O9L~ZhtcxAy68ZhYhoqJiS-icstfc4YA~EhXOyYOVYZtMh-7XTts7Z-PEyOKKkVMAIHsjsBZsVxiUVmxNUI8oE1wBMtOxM0Vgej3xkfmlEWLhHB7-hUim3oXWa~HIKIoxwZc0cZvLnjHkIqoLW3s3M3KN3gNBeHdzkxTWVWgikWTO9OBal8M6SnNLq36OWoIO81Y81A4w3LdWL~R2YXjkHvFBJpgKBgJoP17NQQknSqkQdplNlH~qlTwNCsfETjllqnUbyZ2W26qqloY-lwsCPkr6bWEsB8vjAyFzNTbH6nmk5fgEvgPM3AWbMgHHhWPQsP35BxEf96RSadQ5c-SHw__&Key-Pair-Id=KUT5TJCACFTXG","Sun City West managers presented an approximately $5.6 million capital improvement program that includes new capital projects, repair-and-replacement work and several golf- and landscape-specific projects.

Why it matters: Capital work determines the association’s long-term asset condition and reserve demands. Managers said projects range from multi‑course irrigation upgrades to a planned replacement of aging bowling pinsetters; many items come from the association’s 1,400‑line-item reserve study.

Capital totals and categories: Capital projects identified in the presentation include about $440,000 of new capital work, roughly $1.9 million of repair-and-replacement items, approximately $2.7 million for golf and landscaping projects, and roughly $420,000 in allowances for unexpected capital needs. Managers said the total places the program in the mid-single‑million-dollar range for the coming fiscal year.

Irrigation and turf: Environmental services manager Todd Patty described golf irrigation work as among the largest single drivers of long‑term capital need. Patty said Echo Mesa’s ongoing irrigation replacement uses longer-life piping and that a proposed Stardust irrigation turf-reduction project (phase 1) includes mapping, permitting and a new pump station priced at about $536,000 with a proposed July 2025 start. Patty also proposed regrassing two worn greens at Longbow, priced at about $337,459 for both greens (roughly $168,000 per green), and shoreline/hardscape work at Deer Valley and Desert Trails.

Bowling center equipment: Gary Zarek, sports pavilion manager, described a major replacement program for the 20+-year-old pinsetters: “The pin setters that we have right now are over 20 years old... parts are becoming rare to find... it’s time to look at something else.” Zarek said the machines would be manufactured by Brunswick with a roughly four‑month delivery timeline from Hungary. He also proposed replacing older oiling machines and completing a one‑time refresh of gutters, ball tracks, bumper systems and lane capping rather than piecemeal repairs.

Other large items and equipment schedules: Capital highlights presented included interior pool and ceiling work at Palm Ridge, cantilever shade additions at Beardsley mini golf, cardiac-equipment replacements at Koons fitness center, and replacement of 42 automated external defibrillators (AEDs) that exceed their 10‑year replacement threshold. Golf equipment replacement plans list 22 maintenance units and 7 vehicle units (trucks, utility carts) across seven courses, with a proposed fleet replacement of 30 golf carts to reduce average cart age. Pat O’Hara, golf operations manager, said the cart replacement would drop average cart age to about 6.5 years.

Allowances and emergency funds: Managers said allowance funds (roughly $420,000) are intended for emergency repairs and items that become reserve-study projects during the year (for example, well pumps or unexpectedly costly water‑heater replacements). They noted that projects above $50,000 require formal board approval (facts-and-findings or sealed-bid processes per policy).

Schedule and funding: Several projects are slated to begin in summer/fall of the coming fiscal year; exact start dates depend on procurement and seasonality (for example, irrigation work timed around overseeding). Funding will come from APFs, the reserve allocation from dues and reserve investment income; managers said the program is sized to leave a projected positive reserve cashflow after capital spending.

Next steps: Presenters said the capital detail and line-by-line reserve-study mapping will be attached to the public budget packet and posted online; items exceeding procurement thresholds will follow the association’s procurement procedures and come to the board for review when required.","The proposed capital program funds irrigation upgrades, golf greens, equipment replacements and bowling pinsetter and game-lane work. Managers described multi‑year irrigation projects and specific course and facility investments; some items are tied to reserve funding.",{"_33":88,"_35":36,"_37":38,"_39":89,"_41":90,"_43":91,"_45":92,"_47":93,"_49":94,"_51":95,"_53":96,"_55":56,"_57":58,"_59":97,"_61":62,"_63":64,"_65":98,"_67":68,"_69":70,"_71":68,"_72":73,"_74":73},6252261,"Sun City West proposes $28 (4.9%) dues increase to cover rising labor, insurance and utility costs",346,363000,709000,"/Search/View?dp=1&key=3190391-ba7f3770811ee233d5c3e0afcbc246ea&start=363&end=709","https://assets.pipeline.soar.com/3190391-ba7f3770811ee233d5c3e0afcbc246ea/thumbnail_363000.jpg","/articles/6252261/Sun-City-West/Maricopa-County/Arizona/Sun-City-West-proposes-28-49-dues-increase-to-cover-rising-labor-insurance-and-utility-costs","https://secure.pipeline.soar.com/6252261-aa7e7114ede81e962d4ab658f453de04/orig.mp4?Expires=1775060943&Signature=ldkLECG1~F3r0cGVrhCNsaGw5lh1AJTO6kPWnztkgHgt4TShiVkj4dtnszZHtSVik85xDl7BZjSkq~kuj60lcqla8AIW4mWfLAzpUhqzfgUjmbJrEV-QVlKn945fatnQIdBeUMJ0BxYjX4LgCHB-t2ST8-wnW4mpTBSp6xdFifcNE4bZQIAjJlEw-fBTCmsEKIGtLd8OzHp8mHnLI2P7WLnhePldqoybYmiOCMaNakf9S6vMvgcvrP4wwOAoZpchS~nNJBBRHjHK8z4EkknWHd3IZZHAXkOfsucw6504TLnqL1fDIichNU3VIiKTviLBKrUzUejbYP0i4uqzNorsdA__&Key-Pair-Id=KUT5TJCACFTXG","Sun City West general manager Steven Erno and CFO Cliff Swan presented a proposed fiscal-year operating budget that would raise annual member dues by $28 — a 4.9% increase — to cover rising personnel, insurance and utility costs and to keep annual reserve allocations intact. The operating budget, as presented, also assumes a $200 increase to APF (assessed property fee) and other user-fee adjustments in golf, bowling and snack services.

Why it matters: The association funds daily operations and long-term capital work from member dues, APF receipts and reserve allocations. Managers said the budget aims to preserve service levels across 53 buildings and seven golf courses while funding a $5.6 million capital program and maintaining a healthy reserve fund.

Cliff Swan, the association’s chief financial officer, said labor and utilities together account for roughly 74% of the association’s expense base — 64% for wages and benefits and 10% for utilities — and that recent inflation and minimum-wage changes are primary drivers of higher costs. “The main goal of our budget is to do that,” Swan said, referring to keeping facilities maintained and services running.

Swan described the association’s workforce and hours: roughly 490 employees (about 200 full-time and 290 part-time/seasonal), approximately 624,000 hours of labor annually and roughly 300 full-time-equivalent positions in the budget. He said divisions include recreation, administrative, sports pavilion and golf, and he noted golf accounts for a large portion of labor hours.

Managers outlined specific cost pressures included in the proposed budget: a 4% bucket for cost-of-living and merit adjustments; three additional FTEs; a projected 20% increase in workers’ compensation insurance; an 8% rise in health insurance; and an 8% increase in property insurance. Swan also pointed to a $55,000 utility increase offset in part by an $80,000 phone-system savings realized after moving to an internet-based system.

To balance projected expense increases, the proposed revenue changes include the $28 dues increase, a $200 APF increase (based on 1,100 transfers), modest golf-rate adjustments (including $1 increases for member peak-season greens fees and larger increases for nonmember rates), and fee changes at the bowling center (25¢–50¢ per game adjustments and other small rental changes). Swan estimated the operating budget increases will produce a roughly 4% overall revenue rise to match the 4% expense increase.

On reserves and cashflow, managers said the budget sets aside 7.5% of dues for the reserve fund and assumes APF inflows of approximately $5.9 million, a reserve allocation from dues of about $1.2 million, and roughly $981,000 in projected reserve investment income, producing roughly $8.1 million in reserve-related inflows. After funding an approximately $5.6 million capital program, the association projects about $2.6 million of positive cash flow into reserves for the year.

Erno emphasized the budget’s purpose: “Your dues reinvest and make sure that we continue to have the ability to keep on top of this list” of top-10 55-plus communities, and he said managers weighed cost-management measures before proposing increases.

Next steps: Managers said a budget-and-finance committee presentation and additional documents (detailed expense lines, headcount and reserve-study detail) will be posted to the association website and discussed in the committee meeting scheduled for May 20.","Sun City West managers presented a balanced fiscal-year budget that would raise annual member dues by $28 (4.9%) and increase several user fees to cover higher wages, insurance and utility costs while continuing reserve funding and capital spending.","actionData","errors"]

Article not found

Residents split over $250,000 master‑plan placeholder after strategic plan adoption

Sun City West capital plan targets irrigation, greens and bowling equipment in roughly $5.6M package

Sun City West proposes $28 (4.9%) dues increase to cover rising labor, insurance and utility costs