General Election

On this page you will find information regarding this year’s General Election.
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Election Dates and Information

This section highlights general election information and Frequently Asked Questions regarding the election process.

Voting Dates and Times

Electronic voting opt-in closes Jan 23.
Paper ballots will be distributed starting at 8AM Jan 30. This includes distribution to Roadhaven resident mailboxes and paper ballots in the USPS mail pick up for property owners outside of Roadhaven.
Paper and electronic voting starts Jan 30 at 8AM, and closes March 09 at 3PM.
In-person paper ballots can be dropped in the ballot box located in the Main Office lobby Monday-Friday 8A-3P, they can also be placed in the in-park mail drop.
For electronic voting, residents will receive an email with the subject line “Roadhaven Resort Annual Election Ballot” from Roadhaven using Election Buddy on Jan 30, 8AM.

VOTING CLOSES March 9 at 3PM

Announcement of Results

Election results will be announced at the Annual General Meeting (AGM), Tues., Mar 10 at 7PM in the Rec Hall.
The results will also appear on this Election page at 8AM Wed., Mar 11. and in the following Friday’s newsletter.

Changes Effective On

Newly elected Board members will take office immediately after the AGM.
If passed, CC&R changes and the special assessment would be effective on July 01, 2026.

Help with Voter Registration

If you are unsure if you are registered to vote or need general assistance, please email board@roadhaven.com

How many votes to pass?

Coming soon.

Length of Board Term

Board Terms are 3 years and directors are eligible to run 3 consecutive terms. See Bylaws section 3.3 Term of Office.

Meet the Board Candidates

Tues., Jan. 13 – Meet the Candidates during Coffee Talk in the Rec Hall at 8AM.
Tues., Jan. 20 Candidates Forum in the Rec Hall at 7PM
Click here to view candidate’s bios or scroll down

Proposed Changes to CC&Rs

In this section you will find the proposed changes to the current CC&Rs.

Petition Signature Increase

Increase the petition signature requirements in Article 8, Section 8.3 – Petition Signature Requirement

Actual ballot language coming soon, currently under legal review.

Special Elections

Require the schedule of a special election in conjunction with seasonal election in Article 8, Section 8.3 – Timing of Petitioned Amendment

Actual ballot language coming soon, currently under legal review.

Rec Hall and Admin Hours

Remove Rec Hall and Administration (Main Office) from seasonal hours language in Section 3.2(F) – Seasonal Resort Hours

Actual ballot language coming soon, currently under legal review.

Special Assessment for Deferred Maintenance

→ View, Download, or Print the full Deferred Maintenance Overview Packet ←

Deferred Maintenance: Background and Path Forward

As we began developing the upcoming summer projects list, we reviewed the Association’s Reserve Studies from 2017 and 2023 to better understand which major repairs and replacements had been done and which were coming due. That review quickly revealed a larger issue.

Many items identified in prior years had been deferred, temporarily repaired, or replaced with equipment that was already near the end of its useful life. What initially appeared to be individual maintenance items was, in reality, a growing backlog with no long-term strategy in place to fully address it.

As we dug deeper, it also became clear that the long-standing approach of keeping quarterly assessment increases low year after year contributed to this situation. While well-intentioned, that model did not generate enough funding to keep pace with aging infrastructure or adequately support the Reserve Fund.

Together, these factors underscore the need for a thoughtful, comprehensive approach to addressing deferred maintenance. The goal now is to clearly present the current condition of the Association’s assets, outline viable funding options, and support informed decision-making that protects the community’s safety, financial stability, and long-term value.

For more discussion on the community’s deferred maintenance and proposed path forward, we encourage you to attend the upcoming Town Hall meetings hosted by the Finance Committee on January 8th, February 5th, and March 5th at 7:00 pm in the Rec Hall.

Project Totals By Year:

Year 1

Isolation Valves $150,000.00
Fire Hydrant Replacement $60,000.00
Network Switches $31,000.00
Salt Cell System Phase II $22,360.00
Phase I and Phase II Sand Filters $18,045.00
Reseal Streets $185,968.00
Heat Pumps, Gas Packs, Mini Splits $96,500.00
Boom Lift $30,000.00
Aerator $45,000.00
Greens Mower $23,000.00
Block Wall Assessment $14,000.00
Culvert Repairs $340,000.00
Cameras and Cabling $90,000.00

Year 2

Phase I Aquatic Building Moisture Barrier $100,000.00
Golf Course Irrigation Timers $25,000.00
Rec Hall Ice Machine and Condenser $8,000.00
Concrete Repairs -Common Areas/Canal $12,000.00
Exterior Paint Common Area Buildings $76,289.00
Windows and Screens $24,005.00
Phase II Pool/Spa Resurface $63,800.00
Phase II Deck $45,000.00
Chemical Spray Tank for Golf Course $10,000.00
Water Fountain Replacements $9,000.00
Seed Spreader $8,425.00
Interior Paint $10,325.00
Tee Box Screen Replacement $7,478.00
Common Area Flooring – Carpet/Vinyl $29,271.40
Bridge Structural Evaluations $15,000.00
Used Golf Carts $38,874.00
Restaurant Equipment $75,381.00

Year 3

#8 Lake Liner/Asphalt/Concrete $1,200,000.00

Contingency and 3 Year Total

Contingency $316,278.60
Grand Total $3,180,000.00

Project Descriptions and Rationale

Isolation Valves & Fire Hydrants

Click an image to enlarge.

Isolation valves control water flow so repairs can be made without shutting off large areas. We have 100+ valves, and recent inspections identified 20 failed or failing valves and 3 failing fire hydrants. Replacement costs vary based on size, depth, and location, as some are buried under concrete, patios, or structures.

Costs:

Isolation Valves $150,000.00
Fire Hydrant Replacement $60,000.00

Network Switches

Roadhaven utilizes network switches in most of its buildings throughout the resort. These network switches serve as the critical interface connecting the resort’s fiber optic network to various devices, including computer workstations, WiFi networks, security cameras, gate management systems, and business-line VOIP phones.

Most of our switches are past their end of life and no longer receive security updates, increasing the risk of failures and cyber events. The system was maintained over time without a consistent design, making it difficult to troubleshoot and manage. Replacement and standardization are needed for reliability and security.

Costs: Network Switches $31,000.00

Camera Systems

Over the past decade, more than 140 cameras have been installed throughout the resort. Because they were added gradually over many years, the system now includes a mix of equipment—ranging from older analog cameras to newer digital models. This staggered approach has created inconsistencies in technology, cabling, and platforms.

As a result, the system lacks standardization, and several critical cameras—including those at the Broadway Gate and the Woodshop—are currently offline. Maintenance is also more difficult due to limited documentation and the variety of equipment used.

Transitioning to a single, standardized platform and connection type will greatly improve system reliability, streamline repairs, and enhance overall security coverage for the community.

Costs: Cameras and Cabling $90,000.00

Golf Course Equipment

Click an image to enlarge.

Several critical pieces of equipment are past useful life:

Seed/fertilizer spreader is rusted, patched, and unsafe to operate.
Aerator is failing and parts are unavailable.
Greens mower has over 5,800 hours and failing hydraulics.
Only one 60-gallon spray tank is in use; a 150-gallon tank is needed for safe chemical separation.
Five of seven irrigation timers are past lifespan, rusted, have no concrete base, and exposed to moisture.

Costs:

Seed Spreader $8,425.00
Aerator $45,000.00
Greens Mower $23,000.00
Chemical Spray Tank for Golf Course $10,000.00
Golf Course Irrigation Timers $25,000.00

Tee Box Screens

Tee box screen nets protect golfers and nearby property from errant golf balls. When nets are damaged they are more likely to fail on impact, increasing the risk of serious injury or property damage. Keeping these nets in good working condition reduces liability risk for the Association and ensures a safer experience for both golfers and residents. Failing metal frames have been repaired.

Costs: Tee Box Screen Replacement $7,478.00

Culverts (Inuit Street)

Click an image to enlarge.

The culverts beneath this section of roadway have reached the end of their useful life and are severely deteriorated. Rusted-through sections are exposing soil and weakening the street above, while trapped water is accelerating corrosion and increasing the risk of flooding or sinkholes. Replacing these culverts now is critical to prevent roadway failure, protect public safety, and avoid costly emergency repairs.

Costs: Culvert Repairs $340,000.00

Lake Liner and Concrete – Hole #8

Click an image to enlarge.

The lake has both a liner and a concrete cap, which are repeatedly found cracked and torn during the required 3–5 year sediment cleanouts. Past patching is no longer effective, largely due to inadequate original concrete thickness, which has allowed ongoing failure and liner exposure.

This lake is part of the community’s drainage system and is directly connected to the canal that manages water flow through the north end of the resort, making its condition critical to overall drainage performance.

Costs: #8 Lake Liner/Asphalt/Concrete $1,200,000.00

Boom Lift

Purchasing a boom lift is primarily a safety investment for the community. Relying on ladders for high-reach work creates significant risk of falls, injuries, and liability. A boom lift allows staff to safely perform elevated tasks such as exterior painting, light maintenance, minor tree trimming, rooftop access, and equipment repairs. It greatly reduces the chance of accidents while also eliminating repeated rental costs and improving work efficiency.

Costs: Boom Lift $30,000.00

Salt Cell System - Phase II Pool & Spa

Click an image to enlarge.

Current salt cells are undersized and stacked to meet demand, stressing equipment and reducing performance. A commercial-grade system is required for proper sanitation and reliability.

Costs: Salt Cell System Phase II $22,360.00

Sand Filters – Phase I & II Pools & Spa

Five of the six filters for Phase I & Phase II pools and spas have exceeded their useful life, reducing filtration effectiveness and water quality while increasing the risk of equipment failure. Replacing them will improve system performance, enhance water quality, and improve overall skimmer effectiveness.

Costs: Phase I and Phase II Sand Filters $18,045.00

Phase II Pool/Spa Resurface & Deck

Click an image to enlarge.

Pool and spa surfaces are failing, with cracks and material loss despite repeated patching. The deck’s rubberized surface is trapping moisture in areas, causing bubbling, staining, and ongoing deterioration. Full resurfacing and deck rehabilitation are needed.

Costs:

Phase II Pool/Spa Resurface $63,800.00
Phase II Deck $45,000.00

Reseal Streets

Streets should be resealed every 5–7 years to prevent cracking, water intrusion, and major structural failures, protecting long-term roadway investment.

Costs: Reseal Streets $185,968.00

Drinking (Water) Fountains

Several fountains are at the end of their useful life, with increased failures, leaks, and electrical risks. Replacement improves safety and reliability.

Costs: Water Fountain Replacements $9,000.00

HVAC & Condenser Replacement

Multiple heat pumps, gas packs, mini-splits, and the Rec Hall ice machine condenser are past useful life. These aging systems are less efficient and prone to failure. Aging systems are less efficient and increasingly prone to sudden failure; Proactive replacement helps control expenses and maintain reliability.

Costs:

Heat Pumps, Gas Packs, Mini Splits $96,500.00
Rec Hall Ice Machine and Condenser $8,000.00

Concrete - Canal & Common Areas

Click an image to enlarge.

Cracked, settled common area concrete and exposed rebar in the canal create safety and structural risks, especially in drainage canals. Ongoing, prioritized repairs are required to manage risk and prevent larger failures.

Costs: Concrete Repairs – Common Areas/Canal $12,000.00

Phase I Aquatic Building Moisture Barrier

Click an image to enlarge.

Original construction lacks a moisture barrier, allowing water intrusion to corrode rebar and damage walls (similar to current Rec Hall repairs). Installing a barrier will prevent further structural deterioration and reduce future repair costs.

Costs: Phase I Aquatic Building Moisture Barrier $100,000.00

Bridge & Perimeter Wall Evaluations

Professional evaluations are needed to identify cracks, shifting, rust, and stability issues to prevent structural failures and costly emergencies.

Costs:

Bridge Structural Evaluations $15,000.00
Block Wall Assessment $14,000.00

Paint & Flooring

Some common area buildings have interior and exterior paint and flooring beyond useful life. Replacement protects surfaces, improves safety, reduces ongoing repairs, and ensures our shared spaces present a clean, well-maintained, and well-cared for appearance.

Costs:

Exterior Paint Common Area Buildings $76,289.00
Common Area Flooring – Carpet/Vinyl $29,271.40

Windows & Screens

In some buildings, aging windows and screens have broken seals, drafts, moisture intrusion, and security issues. Replacement improves energy efficiency and safety.

Costs: Windows and Screens $24,005.00

Golf Carts

Maintenance and security carts are heavily used each season, and some have become increasingly unreliable. Replacing them with newer used units improves reliability, reduces downtime, and is more cost-effective than continued repairs.

Costs: Used Golf Carts $38,874.00

Restaurant Equipment

Several pieces of restaurant equipment are approaching the end of their useful life. To ensure continued service reliability, maintain food safety standards, and avoid unexpected failure or costly emergency replacement, these items have been included on the deferred maintenance list. While the long-term future of the restaurant is still under review, planning for equipment replacement protects the Association from operational disruptions and preserves options moving forward.

Costs: $75,381.00

For more discussion on the community’s deferred maintenance and proposed path forward, we encourage you to attend the upcoming Town Hall meetings hosted by the Finance Committee on January 08, February 05, and March 05 at 7PM in the Rec Hall.
Click to view all upcoming meeting schedules.

FAQS: Special Assessment for Deferred Maintenance

In this section you can read through frequently asked questions regarding the proposed Special Assessment for Deferred Maintenance.

If you have any additional questions after review this page, please use the form at the bottom of this page. We’d love to address your questions, concerns, or hear your feedback regarding this or any of the items on the ballot this season.

Why is this work needed now?

Many of the systems included in this plan are already past their expected useful life and are experiencing increasing failures. Delaying repairs often leads to higher costs, safety risks, and service disruptions. Addressing these items now helps prevent emergency repairs, reduces long-term expenses, and protects the community’s infrastructure.

How will these Projects be funded?

During the December 16, 2025 open meeting, the Board approved placing a special assessment measure on the upcoming election ballot. The proposal seeks $3.18 million to fund the full list of deferred maintenance projects; equal to a $3,000 per-lot assessment, payable over three years. Approval requires a two-thirds “yes” vote of those who cast a ballot. If the measure does not pass, the alternative would be annual HOA assessment increases of up to 20% per year until sufficient funding is reached.

Why a special assessment instead of reserves?

Reserves alone are not sufficient to address the accumulated deferred maintenance. This approach allows the community to correct critical issues without depleting reserves needed for future planned replacements.

Why spread the cost over three years?

Phasing the assessment over three years reduces financial impact while allowing projects to be prioritized and completed responsibly.

Will this prevent future assessments?

While we cannot predict the future, or future needs, the goal here is to break the cycle of deferred maintenance. Bringing systems back to a stable condition allows future repairs and replacements to be planned and budgeted rather than handled as emergencies.

Are these upgrades or replacements?

These projects are necessary replacements and repairs, not cosmetic upgrades. Most involve infrastructure and safety-related systems that have reached the end of their useful life or are already failing. This work addresses essential needs required to keep our community operating safely and reliably—not optional improvements or enhancements.

How were priorities determined?

Projects were prioritized based on safety risks, liability exposure, likelihood of failure, impact on daily operations, regulatory requirements, and long-term cost avoidance. Items that pose the greatest risk to resident safety or the Association’s liability, or that could lead to emergency failures and higher costs if delayed, were addressed first.

What role does the reserve study play in deciding what work gets done?

The Association’s reserve study consultant evaluates the condition of major assets every five years, estimates their remaining useful life, and provides long-term cost projections to support planning. Their role is advisory; they do not decide what projects must be completed or when.

YES vs. NO Comparison

Category	If the Special Assessment PASSES (YES)	If the Special Assessment DOES NOT PASS (NO)
Project Timing	Projects can begin sooner and be completed in a planned, coordinated way	Projects could be delayed and must wait for funds to accumulate
Cost Control	Better cost control by avoiding reactive repairs and emergency pricing	Higher long-term costs due to deterioration, and reactive repairs
Risk of Emergencies	Lower risk of unexpected failures and emergency repairs	Higher risk of system failures, service disruptions, and emergency repairs
Financial Predictability	Clear, capped amount per household ($3,000) with defined end date	No clear cap; no defined end date
Impact on Assessments	Temporary assessment that ends once projects are paid for	Higher increases to quarterly assessments and/or reserve contributions
Reserve Fund Health	Protects reserve balances and keeps funding aligned with reserve studies	Continued strain on reserves or need for accelerated contributions
Long-Term Strategy	Allows the Association to reset and move forward with a plan	Extends the backlog of deferred maintenance without a clear endpoint

A Yes vote for the special assessment authorizes the Association to move forward with the full deferred maintenance project list now rather than continuing to delay repairs. Dedicated funding would allow the work to be completed within approximately three years, reducing the risk of failures, emergency repairs, and rising costs caused by inflation and further deterioration.

Addressing the backlog in a planned and comprehensive manner helps protect property values, preserve community assets, and avoid escalating problems that become more expensive later. While this assessment focuses on the current backlog, the Association will continue planning for future maintenance needs to ensure long-term stability and responsible asset management.

A No vote for the special assessment does not remove the need to complete the maintenance; the work would still have to be done over time. Without special assessment funding, progress would be slower and projects would be completed only as funds accumulate through annual assessment increases.

This approach increases the likelihood of further deterioration, unexpected failures, and higher total project costs in the future. Funding would need to come from operational and/or reserve increases, which may be adjusted annually, up to 20% per year, until adequate funds are reached.

Payment Options if Passed:

(Projected HOA dues with the special assessment applied)

Quarterly Example*

Year 1: $1,200/quarter (825 operating + 125 reserve + 250 special)
Year 2: $1,258/quarter (858 operating + 150 reserve + 250 special)
Year 3: $1,317/quarter (892 operating + 175 reserve + 250 special)

*Assessments would begin July 1, 2026. Figures shown are estimates assuming a 4% annual operating increase; exact future costs cannot be predicted.

If approved, homeowners would have flexible payment options to choose from based on their financial preference:

$3,000 one-time lump-sum, or
$1,000 per year for 3 years, or
$250 quarterly for 3 years, or
$83.33 monthly for 3 years

Potential Cost Scenario if Not Passed:

(Example of what may be required to build funding over time)

Quarterly Example*

Year 1: $1,086/quarter (825 operating + 261 reserve)
Year 2: $1,303/quarter (858 operating + 445 reserve)
Year 3: $1,564/quarter (892 operating + 672 reserve)

*Assessments would begin July 1, 2026. Figures shown are estimates assuming a 4% annual operating increase; exact future costs cannot be predicted. The “No” scenario represents one possible funding path and is provided for comparison purposes only.

Meet the Candidates

Dan Borders (Incumbent)

My wife, Chris, and I are originally from Minnesota. We first came to Roadhaven as renters during the 2020–2021 season and purchased our home in January 2021. Family connections brought us here, as my sister and brother also own homes in Roadhaven.

I spent more than 34 years with McDonald’s Corporation, advancing through nearly every level of the organization. My experience includes operations leadership, consulting owner-operators, strategic planning, human resources, training, and profitability. After leaving the corporation, I worked for a McDonald’s owner-operator, helping to grow the business from 10 to 15 restaurants and overseeing operations for approximately 875 employees. I retired at the end of 2024.

Community service has always been important to me. I have coached youth basketball, served on a nonprofit board, led a fundraising tournament that raised nearly $200,000, and volunteer annually with the American Legion.

At Roadhaven, I am active in the Tennis Club and Bocce Ball, help run the tennis fundraiser, and serve as Board liaison to the Recreation Council and Golf Advisory Board. I was appointed to the Roadhaven Board of Directors in the summer of 2024 and am running for my first full term.

I bring strong leadership, operational experience, and a commitment to transparency, respectful discussion, and decisions that support the long-term success of Roadhaven.

Jayne Tiffany (Incumbent)

Jon and I came to Roadhaven and bought here in March of 2018. We fell in love with this place after we took the hospitality tour.

My background is county government, and I ended my working career in the Federal government level.

During my working years I oversaw the Drainage districts, my responsibilities included, hiring, firing of contractors, public hearing, leveeing special assessments, publishing for bids, the separate accounts, taking minutes of meetings and on-site reviews with the contractors. I shared the IT work with another person and maintained the GIS layers and maps for the county. I participated in the State Election classes and became a certified election official. 2 | P a g e

When I was not working, I volunteered for the board of Paws, Greene County Domestic Abuse, my church and political party. I am a member of the Iowa Master Gardeners and the Mississippi River Watershed Committee.

Since being at Roadhaven I have volunteered on the first Communication Committee, Elections and Nominations, substituted on the volunteer security, and the Architecture Office. I am a bingo player, cribbage player, like to tread water, and belong to the Lapidary club.

My hobbies include reading, quilting, cooking, fishing, all things music, and bookkeeping for our farming operation.

Sandra Magnan

I have one son who lives in Oregon and a partner Gary Sholl. I have lived in Roadhaven since 2018.

I am originally from Minnesota, where I spent 30 years working in the Crow Wing County Auditor’s Office, including 25 years as Tax Director, Deputy County Auditor, and Election Coordinator. After retiring in 2003, I moved to Northern California, where I served with AmeriCorps supporting local schools and later worked for the Yuba College system processing financial aid for students.

While living in California, I resided in a large Property Owners Association with 839 residents and served five years on the POA Board as Treasurer. I also served seven years on the governing board of a related nonprofit that managed community amenities, including a clubhouse, bar, kitchen, and swimming pool.

My background includes extensive volunteer and leadership experience. I have served on curriculum and steering committees in Minnesota, participated on a Minnesota State Task Force reviewing electronic voting systems, and served as State Audit Chair for the Minnesota Business and Professional Women. I have also volunteered as a tutor for college students. At Roadhaven, I am actively involved as a Drill Instructor for the Parkettes, a Line Dance Instructor, and the Registrar for the Bocce League.

I am running for the Roadhaven Board because I believe strongly in transparency, consistency, and fair application of rules and regulations. I look forward to working collaboratively with the new management team, value clear communication—especially regarding financial decisions—and am committed to strengthening and nurturing the sense of community that makes Roadhaven such a special place to live.

Meetings Before the Election

All residents are encouraged to attend meetings. In this section you will find a list of when and where these items will continue to be discussed.

Board Meetings

Board of Directors

Tues., Jan 20, 10AM, Rec Hall
Tues., Feb 17, 10AM, Rec Hall

Town Halls

Town Halls

Thurs., Jan 8, 7PM, Rec Hall
Thurs., Feb 5, 7PM, Rec Hall
Thurs., Mar 5, 7PM, Rec Hall

Finance Committee

Finance Committee

Fri., Jan 2, 1PM, Rec Hall
Fri., Jan 16, 1PM, Rec Hall
Fri., Feb 6, 1PM, Rec Hall
Fri., Feb 20, 1PM, Rec Hall
Fri., Mar 6, 1PM, Rec Hall

Coffee Talk

Thoughts and Questions

Have a question or feedback about any of the current election items or processes? Please use the form below to share it with us. For clarity, submit one question per entry. You can view submissions and answers below.

Questions and answers

Questions submitted by residents in any way, including spelling or grammar.

Purchase of equipment vs. leasing

Q: I am questioning the purchase of equipment rather than leasing (lease cost is a tax deduction and maintenance is included) . This could save going forward. Also this HOA cost level is likely to result in large sales volumes and little interest from new buyers.

A: The Association does evaluate both leasing and purchasing options for equipment to determine which approach best fits the HOA’s operational and financial needs at the time. Leasing can offer advantages such as predictable monthly costs and flexibility if equipment needs change, while purchasing may be more cost-effective over the long term depending on useful life, usage, and total cost of ownership.

When making these decisions, the HOA considers overall financial impact, reserve health, operational risk, and long-term sustainability. Cost control is an important factor, particularly given the Association’s current expense levels and the potential impact on marketability and buyer interest. Our goal is to select the option that best balances fiscal responsibility with reliable service for the community, both now and in the future.

Line of credit

Q: Projects need to be completed. Have we looked at a bank line of credit for maybe 7 plus years for full 3 years needs? We should ask bank for interest only mthly and draw as needed. Provide options to owners to pay up front their full amount or terms for 1-7 years. Owners would pay interest cost on term they decide on. Due to lot sales over 7 years chances are most if not all debt retired or owners may just payoff when personal investments mature and they do not want debt payments. We should at same time build Reserve with easier to accept quarterly HOA dues.

Because these expenses are for past short sighted outlook by well meaning people but have caused current owners ills of the past. No figure pointing but seems fair to say and we need to absorb today at a reasonable figure to not have to much ill will. I believe a number of owners will pay in full or quickly . If they have no interest cost in first 90 days we just borrow less annually. Bank will need to see schedule of repayment plans to support interest only debt but I believe will accept if presented well.

I think the HOA should add an admin cost to term payment plans like 2% annually to offset administration n cost to monitor term payments and again encourage paying off owner amt as soon as possible.

I would like to see this not become a “war” and we make it as financially reasonable while getting things done and build for the future.

A: The Association understands the desire to complete needed projects while remaining mindful of financial impact, owner sentiment, and Roadhaven’s long-standing practice of avoiding long-term debt. Those principles are important, and any funding approach must balance completing necessary work with preserving financial stability and minimizing risk to the HOA as a whole.

At the same time, the Board and management have a fiduciary obligation to carefully evaluate the implications of borrowing, including interest costs, administrative complexity, repayment risk, and long-term effects on reserves and dues. Options such as owner payment plans, reserve funding strategies, and alternative funding structures are being reviewed alongside the goal of avoiding unnecessary debt and maintaining fairness for current and future owners. The objective is to move forward in a way that is financially responsible, transparent, and sustainable while completing the work the community needs and positioning the Association more strongly for the future.

Sports and audits

Q: Perhaps HOA fees should not be allocated to any sports functions, or reduced and those funds go to repairs. Clubs can charge more from participants or hold fundraisers as fees are getting out of control. Also perhaps an audit to review any particular costs that are inappropriate now.

A: The Board and Finance Committee have reviewed operating expenses as part of the deferred maintenance discussion, including how funds are allocated across departments and activities.

As outlined in the materials, the proposed plan focuses on addressing critical infrastructure and safety-related repairs while continuing to evaluate operating costs and reserve funding to ensure long-term sustainability. Ongoing financial reviews, including audits, are part of responsible governance and will remain an available tool and practice as conditions and priorities evolve.

We appreciate the input and the goal of keeping costs reasonable while ensuring the community’s essential needs are met.

Excellent communication

Q: Excellent job on this communication regarding the special assessment. It was very well done. Keep up the good work!

A: Thank you for the kind feedback. We appreciate you taking the time to share it and are glad the information was helpful.

Seasonal residents

Q: Is it cheaper to contract out the maintenance work?rather than keeping full time employees Benefits cost money. When we purchased our property we were under the assumption that this was to be a seasonal 6 month HOA park. Now we have too many full time residence that pay the same HOA fees we do Full time residence should pay more in HOA fees.

Security could be an unmanned gate in off season All facilities should be closed during off season with a skeleton crew to maintain which could be out sourced No admistrativ staff during off season.

Mail services closed from May01- Oct 01 Garbage bins one area only for pick up by the maintenance building. Restaurant close.If it continues to not be a profit centre. Close it and we should not be purchasing equipment. Lease only Contract out security Full time residence can use off site facilities exactly like we do in our homes elsewhere. Outside independent Audit

A: Cost control, staffing levels, contracted services, and operational scope are all topics the Board and Finance Committee continue to evaluate as part of the Association’s ongoing financial review.

The current proposal is focused specifically on addressing deferred maintenance and critical infrastructure needs. Broader operational questions such as staffing models, seasonal service levels, amenities, and fee structures are policy and governance matters that require a separate discussion. Independent financial reviews and audits are established tools that may be used as part of that process.

We appreciate the perspective and the emphasis on long-term sustainability. The idea of having year-round residents pay higher HOA fees has been raised by a few residents in the past; however, it is not permitted under the community’s CC&Rs Section 6.6 Uniform Rate of Assessment: Both annual and special assessments must be fixed at a uniform rate for all Lots and may be collected on a monthly, quarterly, or annual basis, as determined by the Board.

Best Value

Q: We have reviewed the individual projects and costs for special assessment. Although we are in favor of the special assessment we have questions to ensure project decisions lead to best value for the park. Three projects need more information and research done to ensure residents of value for money. 1) Phase 2 pool – pools are most costly amenity. We may need to research if two pools are really necessary for the park to ensure it is providing enough value to warrant ongoing maintenance costs. 2) Golf Course Pond- at over a million dollars it should be ensured that research into whether the need for drainage for the park can be met in an alternative manner that is less costly than the golf pond. Although drainage is required a pond for golf course is not. Alternative drainage options should be identified, costed and shared with residents to ensure the million plus cost is needed. FEMA should have drainage consultants that can provide what is needed to meet drainage requirements that are unrelated to the golf course. 3) Restaurant Equipment – Only if the restaurant can demonstrate it is financially independent over this year and the next two years should any costs for kitchen equipment maintenance or replacement be considered.

A: The Board and Finance Committee understand the importance of ensuring that project decisions are well-supported and represent responsible use of Association funds. The projects referenced in your comments were included in the deferred maintenance plan based on current conditions, safety considerations, and infrastructure requirements outlined in the supporting materials. Questions regarding scope, alternatives, and long-term operational impact are appropriate and are typically evaluated as projects move from planning into execution, particularly for higher-cost items.

With respect to the specific items noted, the Phase 2 pool, golf course pond, and restaurant equipment will continue to be reviewed as part of this process. The golf course pond, in particular, is not a standalone amenity project but part of a larger, professionally prepared drainage study addressing broader park drainage needs. As projects advance, additional analysis may be evaluated and shared where appropriate. Your comments will be included as part of the ongoing review and discussion as the Association continues to evaluate and prioritize these projects to ensure value, compliance, and long-term sustainability for the community.

Reserve study

Q: Is the current reserve study’s available? Has Roadhaven been contributing to the reserve fund as suggested ? So those funds should be paying for what the reserve study’s is showing what is due to fund

A: Yes, the current reserve study is available on the Association portal for owner review. Roadhaven has been contributing to the reserve fund; however, contributions in prior years have not fully met the funding levels recommended in the reserve study. As a result, some reserve components are now coming due without sufficient reserve balances to fully cover them, which is why alternative funding options are being discussed. The reserve study remains the primary planning tool used to identify expected repair and replacement timelines and associated costs. The Board and Finance Committee continue to use this study, along with updated project information, to guide funding decisions and address deferred needs in a responsible and transparent manner.

Phase II Pool

Q: So according to this timeline the phase 2 pool will be closed for 2 years?

How are all the price figures calculated? Actual estimates and how many?

I worked for the federal government for 32 years and I know the ‘government price’ is often a higher price. Like the old saying $50 for a hammer.

A: We are not certain how the conclusion was reached that the Phase II pool would be closed for two years. Under the current plan, if the special assessment is approved, the Phase II pool deck and Pebble Tec work is scheduled to occur in year two of the three-year plan, not over a two-year continuous closure. Any temporary closure would be limited to the summer construction period required to complete that specific scope of work.

Project cost figures are based on pricing provided by professional contractors with experience in similar commercial and HOA projects. Estimates are developed using current market conditions, labor and material costs, and known site requirements. These are not arbitrary or “government pricing,” but contractor-based estimates used to responsibly plan for capital projects. As projects move closer to execution, final scopes and pricing are further refined to ensure accuracy and value for the Association.

Underground sewer

Q: Has there been a study completed on on UNDER GROUND sewer/water piping. Age of system has been “RUMORED” as old possibly a big ticket item needing to be addressed?

Could this be answered? If truly old–do we need to be proactive and address? I am sure costly, however–do you do in stages over 3-4 years. Infrastructure will have a big affect on values for resale/longevity of ownership to Resort. As long as proposing “Special Assessment” might be worth considering adding on list and cost?

A: Thank you for raising this important question. A study of the Association’s underground water and sewer infrastructure is part of our long-term planning strategy. To date, based on inspections, testing, and operational history, we have not identified evidence indicating the need for a large-scale replacement project at this time.

That said, water and sewer lines remain on the Association’s ongoing list of infrastructure items that are regularly monitored to ensure they are functioning properly. If future evaluations indicate emerging issues or the need for proactive work, those findings would be reviewed by the Board and addressed through a phased and financially responsible approach. At present, there is no data supporting the inclusion of a major underground piping project as part of the current special assessment, but this area will continue to be actively evaluated as part of long-term planning.