Pre-Turnover Teams June Update

DWWTogether Pre-Turnover Update: Progress and Collaboration

As we continue building momentum in our pre-turnover efforts, May was focused on expanding documentation. Below is a summary of progress and what’s ahead.

INFRASTRUCTURE

ACTIVITIES:

The pre-turnover Infrastructure team did a walk-through in the community on 5/30 (thanks to all of those who volunteered), finding over 400 issues that need to be addressed. They are currently compiling the issues, assess them, and working to identify what issues need immediate solutions and what needs resolution prior to turnover. Many of the issues are related to curbs and drainage that should be addressed when we undergo the final pavement lift – but will keep the documentation to ensure they are repaired.

A concern was brought up in the recent Town Hall meeting around the identification and repair of issues by the maintenance team. According to Bruce Fafard (during the meeting), The new CAM (Community Association Manager) Hudson will be addressing this and how maintenance issues are managed.

NEXT STEPS:

Our next big project will be to tackle all of the amenities and gates.  We’ll need people with engineering, IT, Construction backgrounds, ideally, to help assess all of the buildings, pools, etc.  If you are interested in participating on the infrastructure team, or in the amenity assessment, please let me know.

FINANCE

NEXT STEPS:

Review the March & April financial statements and identifying items to bring forward to the budget task force.

LEGAL

ACTIVITIES:

Lorraine Cichowski has officially joined the Pre-Turnover Group for legal.  

NEXT STEPS:

Review all current contracts downloaded from the HOA Website along with Governing documents and identify issues and discrepancies. Compile a list of what we believe might be missing.

COMMUNITY ENGAGEMENT & LIFESTYLE PLANNING

NEXT STEPS:

Developing a spreadsheet of community events from the social committee with details including costs, and opportunities for improvement.

HOA MANAGEMENT

ACTIVITIES:

Reviewed FSR job descriptions and salary ranges for non-Helm positions along with other management companies.

NEXT STEPS:

Gap analysis for roles and responsibilities.

COMMUNICATIONS

ACTIVITIES:

1.      Viewed HOA Website to assess if any new documents had been uploaded

2.      Uploaded March & April financial reports to the Google Finance Drive

3.      Created evite and posted for community walk through for Infrastructure team

4.      Posted need for expertise for facilities assessments

5.      Made official requests and sent reminders (see below)

NEXT STEPS:

Continued posting for expertise needed and follow up on requests

Official HOA Requests:

Sent 4.9.26 – Reminder sent 5.18.26 & 6.2.26

·       Any missing contracts, insurance policies and warranties that were not on the website – excel sheet provided of all collected from the website.

·       Floor plan of the Horizon Club.

·       List of all reported issues and repairs and asks how we can find out about future requests. 

Request Sent 5.18.26 & 5.20.26 - Reminder sent 6.2.26

Helm inventory as part of our master inventory across the community - willing to perform ourselves. (Bruce followed up that FSR was going to be doing an inventory). Followed up on 5.20.26: Requested final inventory when complete along with initial inventory to compare to identify missing items

Request Sent 5.18.26 / Reminder Sent 6.2.26

• Helm Financial Records

• POS Data

• 24 months of previous monthly data to include:

  • Profit & loss statements

  • Revenue reports

  • Sales summary reports showing food, beverage, catering, event, and other revenue categories

  • Documentation of any operating subsidies, contributions, or financial support provided by the developer, declarant, HOA, or affiliated entities to support restaurant operations.

  • The management agreement, operating agreement, lease agreement, or other contract governing the operation of the restaurant amenity.

  • Annual budgets and budget-to-actual reports related to restaurant operations.

  • Any reports, presentations, financial analyses, feasibility studies, forecasts, or projections provided to the Board regarding the restaurant's financial performance, sustainability, or anticipated funding requirements following homeowner turnover.

  • Any Board meeting materials, committee reports, or management reports discussing restaurant operating results, financial performance, subsidy requirements, or future funding obligations.

Request Sent 6.2.2026

2025 Audited Financials