Board previews $250,000 master plan capital request; operating budget updates include wage and golf-rate changes

Sun City West officials on March 20 previewed a proposed $250,000 capital request to begin a community master plan and discussed operating-budget assumptions including wage increases and targeted golf-rate changes.

CFO Cliff Swan told the governing board the capital item would fund a master-planning effort intended to start in fiscal 2026 and be capitalized in the 2025–26 capital improvements budget. "We're gonna add a capital item request of 250,000 for master planning," Swan said, and described the work as a detailed needs assessment with community engagement and market analysis for future amenities and services.

Directors and staff framed the request as contingent on final approval of the recently adopted strategic plan. "We wanted to make sure this is still contingent upon the approval of the strategic plan," staff said during the meeting. Board members also emphasized that capitalizing the project would reserve funds in advance so the work can proceed when staff and consultants are ready.

Operating-budget discussion and wages

CFO Cliff Swan and other staff outlined assumptions for wage and compensation changes included in the draft operating budget. Swan described a proposed 4% budgeted wage increase that would be used to address merit, cost-of-living, and market pressures; staff noted that roughly 290 part‑time employees are tied to minimum wage and that many hourly positions would be directly affected. "We have approximately 290 part time employees... a significant portion of our staff is tied directly to minimum wage," Swan said.

Directors pressed on turnover and retention. Director Horvath asked whether the proposal would reduce a 26% turnover rate; staff said the increase is one element of a broader retention strategy. Director Rhodes noted the organization remains below industry benchmarks on pay and supported incremental adjustments to remain competitive.

Golf revenues and fee adjustments

Golf revenue assumptions were adjusted after the golf committee recommended a different approach to reach the required revenue target. Rather than raising range-ball sales or adding a trail fee, the committee supported a higher nonmember peak-season rate. Presenters described the change as: increase nonmember peak-season fees by $6 (previously $3), increase nonmember rates by $3 in transition months (May and October), and keep a $1 peak-season increase for members while also adding $1 for members in May and October.

Cliff Swan said these changes preserved the overall golf budget while maintaining lower rates for owner-members. "When you have 320,000 rounds of golf, $1, it's a big deal," Swan said, explaining why even small per‑round changes have material budgetary effect.

Budget process and next steps

Directors reiterated that committees will continue deliberations. Director Novello said the Budget and Finance Committee planned an initial round of recommendations at its April 1 meeting, and staff said they will present a more detailed implementation and timing plan for the master plan and wage adjustments in committee. Public commenters asked for clarity about how the reserve fund allocation and net income figures interact with dues and capital funding; staff explained reserve funding and last year's favorable variances in golf rounds and interest income that bolstered reserves.

The board did not vote on a final operating budget at the March 20 meeting; the master-planning capital item was previewed for committee consideration and potential inclusion in the capital-improvement plan.