With the County now in the Red Tier, the following changes have been implemented effective March 17, 2021.
Indoor Fitness Center Status | Open Notes | Maximum Occupancy is 5 people. Social distancing required. Face mask not required while actively working out. No guests or Personal Trainers are permitted.
Outdoor Fitness Center Status | Open Notes | Social Distancing Required. Face-coverings required at all times unless actively working out. Limit five (5) individuals max. No guests or Personal Trainers are permitted.
South Tower Lounge Status| Open Notes | First come, first serve, and exclusive use reservations available. Face-covering required at all times unless actively eating and/or drinking. Limit twelve (12) individuals max. No outside guests are permitted.
South Tower Conference Room Status| Open Notes | First come, first serve, and exclusive use reservations available. Face covering is required at all times.
Billiard Room Status | Open Notes | First come, first serve, social distancing, and face-covering required at all times. No outside guests are permitted.
Spa Status | Open Notes | One (1) Household at a time per County of San Diego Restrictions. A maximum of four (4) individuals from the same household are permitted in the spa. No outside guests are permitted.
Pool Status | Open Notes | Maximum Occupancy is 17. Social distancing between households required. Face-coverings are not required inside of the pool gate. No outside guests are permitted.
BBQ Status | Open Notes | Facial covering not required if eating and/or drinking
The Board of Directors will be holding a Town Hall Meeting on Thursday, October 8, 2020 at 5:00 PM via Zoom to discuss long range strategic planning. See Zoom Meeting information at the bottom of this message.
Strategic planning is used by successful organizations to help identify their strengths and opportunities, and know what weaknesses and threats they may have. The Horizons Association Board of Directors wants to develop a Long-Range Plan to help guide us through the next five years as we undertake projects and programs to maintain and increase the value of our property. This effort will produce a written document that can be used to reference during the preparation of the Annual Budget and communicate to Owners what projects will be undertaken and when. In addition, the Plan will identify funding for routine maintenance and replacement of building infrastructure. Lastly the Plan can identify and prioritize ongoing programs to keep and build the character of our “community”.
Horizon’s Community and Character
We are an urban residential community of owners who have their primary residence at Horizon’s or use as an exclusive second home. We also welcome renters. We have a strong, congenial membership who embraces urban living, participate in community events and utilize the amenities of our buildings. We believe we live in one of the best high-rises in one of the best cities in the country.
Our buildings are approaching 20 years old. Our reserves are strong. We are in an excellent position to move forward and maintain and improve our “position” in downtown San Diego.
Process to develop a Strategic Plan with a Five-Year Project Plan
1. Read through this material and develop ideas to share with the Board and other Owners during two different Workshops. What improvement projects are important to you? What programs or activities should Horizons work to maintain or improve? What programs or activities should the Board help to start?
2. Participate in the October 8, 2020 Townhall Meeting; 5:00 pm Zoom
Share ideas, comment on new ideas made, learn what other Owners think.
3. Look for the Draft Plan. After the first Townhall meeting, the Board will develop a draft Strategic Plan, which will include a five-year project plan and program ideas. This document will be shared by email before the second Townhall meeting.
4. Participate Again at the November 11, 2020 Townhall meeting; 5:00 pm Zoom
Learn what others think about the plan, share your comment and suggestions.
5. The Board will discuss and adopt the Strategic Plan in December.
This meeting will be held after the 2020 election. This would give new Board members a voice in the adoption of the final Plan.
The Outline the Association Board is using to Develop the Plan
Define Priorities/Goals/Objectives
Identify and agree on key priorities (generic – life/health/safety, maintenance (reactive and preventative/proactive, aesthetics, improved amenities, etc.)
Invest in areas to ensure Horizons properties hold their value and appeal
Plan for fiscal support to fund priorities over a 5-year planning cycle (include estimates and target funds to achieve)
Review and refresh on a regular basis. Assure funding plan is maintained to support goals
Use existing tools to help manage movement to goals (e.g., reserve study, annual budget, payments towards reserves, etc.)
Develop new tools/process were needed to achieve goals and/or move toward measurable progress (e.g., forecasting/what if spreadsheet, regular owner inputs, resetting of priorities, etc.)
Identify capital improvement items not currently funded/planned in reserves – identify fundraising methods
Identify specific projects to support goals – Map each to a priority (e.g., life/safety, maintenance, aesthetics, improved amenities, etc.) Identify funding source (e.g. reserves, capital investment, operating, contingency, etc.)
Routine Major Maintenance
Mechanical Equipment Replacement
Interior/hallways/lobby remodels (aesthetic)
Balcony repair (life/safety, some aesthetic)
Green Metal (aesthetic, maintenance)
Storefront systems (maintenance, aesthetic)
Sidewalks (aesthetics)
EV infrastructure (amenities improvement)
Pool upgrade (amenities improvement)
Gym equipment replacement
Gym Upgrades – new flooring
Other?
Identify specific programs/activities to support goals which maintain and improve the character of the community. Identify funding source as needed.
Social Activities
Events
Book Clubs
Lending Library
Other Ideas
Welcoming Process: Social Committee?
Revenue-neutral shared handymen
Parking bank software
Develop and execute plans to implement improvements
Assign to GM, Board member(s), committee, other
Lay out sequencing over time and funding (e.g., high-level Program, dependencies, collisions/conflicts, capacity, etc.)
Have regular review and monitoring
Keep reserve funding at XX%
Year 2 through 5 Follow Up – Assess goals/objectives as to progress… adapt/change as needed
Project/program reviews by board
Member inputs
Reserve analyst
Funding adequacy
Needs/priority resets when appropriate
Zoom information has been provided to Homeowners via email.
