Strategic Planning Process - PALMETTO DUNES PROPERTY OWNERS ASSOCIATION A Report on the 2018-2023 Strategic Plan
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PALMETTO DUNES PROPERTY OWNERS ASSOCIATION Strategic Planning Process A Report on the 2018-2023 Strategic Plan
PD POA ST RAT EG I C P L AN N IN G PROCESS | IN T RODUCT ION Palmetto Dunes Property Owners Association 2018-2023 STRATEGIC PLAN The Town of Hilton Head Island is currently in the process of developing its vision for the future; it’s time to determine the future of Palmetto Dunes. The PDPOA chose this time to develop a strategic plan for a number of reasons: we have a long term capital plan to reinvest into the community’s infrastructure, a strong and dedi- cated management team in place to take us forward, and the time was right for planning for the future Our management and Board of Directors recognized a need to do more than simply maintain the status quo, and we lacked a defined plan for future Community Enhancement Fund (CEF) collections. There were also questions that needed answers: how might we develop a better sense of community? How can we best maintain a balance between a residential and resort atmo- sphere? How could we better serve our members, while attracting new ones? What can the PDPOA do to maintain our community’s competitive edge for the next generation? An exploratory workshop with the Board of Directors was held in May 2016, resulting in the PDPOA’s decision to undertake the process to establish a long-term plan. After several preparation meetings and engaging a facilitator (Sandy West of Lighthouse Consulting, LLC), a Strategic Planning Team was created. The team held ten meetings, hosted nine stakeholder engagement sessions, and developed this plan with facilitator guidance. It pro- vides the PDPOA with a road map for operations, direction for the association’s progress, and enables us to position ourselves within the large-scale resort community landscape. It is an exciting time at the PDPOA, and we welcome you to come along with us on this journey as we work to both preserve and enhance the Palmetto Dunes experience for all those who live, invest, work, and play here. 1
PD POA ST RAT EG I C P L AN N IN G PROCESS | H ISTORY From Sand Spurs to Sloops A BRIEF HISTORY OF PALMETTO DUNES It began in the mid-1960’s, when several physicians and business executives from Greenwood, South Carolina entered into an innovative business venture with Charles Fraser. For $1,000 an acre, the group bought a 2,000-acre no man’s land on Hilton Head Island. The property would become Palmetto Dunes Resort. Ten years earlier, the president of on Hilton Head: the Fazio Villas anything else on the island, and it Greenwood Mills, Jim Self, Jr. had along the Fazio golf course. Bates provided a unique template for fu- started investing in Hilton Head was into the second phase of Fazio ture neighborhoods and amenities. property, when no bridge existed Villas and was somewhat bogged Work was begun to save the beach and it took a very creative mind to down, so he asked if Greenwood in 1970. 11-foot high dunes were picture what the island could offer. would take over the third phase of constructed using sand dredged for He and Charles Fraser, the modern the project. And with that, Green- the lagoons. Tidal gates were in- day founder of Hilton Head Island, wood was back on the island. stalled, which today regularly flush partnered at Sea Pines to build the the lagoons and control the tides. island’s first golf course; the Ocean Soon afterward, Greenwood ex- Course at Sea Pines. ecutives were approached to buy Palmetto Dunes is a prototype for Palmetto Dunes, and closed the other coastal communities. When By the mid-1970’s, Greenwood was deal.With a significant presence the lagoon system and dunes were developing a project in Columbia, now secured on Hilton Head, the developed, there was very little South Carolina with Environmental company was determined to create beach at high tide; PD was all Resorts Incorporated (ERI), a firm a deliberate and sound development forest. The solution was the canal whose principals included Bill framework for PD. The communi- system - considered a radical way to Gregory, one of the first owners of ty’s legacy already was intact. Now, handle things, at the time. Today, it Palmetto Dunes; and Charles Bates, it was up to Greenwood Develop- is hard to imagine Palmetto Dunes an architect who lived in Palmetto ment to preserve and advance it. without its miles of navigable la- Dunes who designed the original goons and acres of lakes. Hyatt Regency Hotel. They con- One giant advantage, already tacted the Self family about invest- established, was the now famous The 21st Century brought continu- ing in another one of their projects lagoon system. It was and is unlike ing improvements and recognition 2
to PD. In September 2002, renova- assigned it the powers of the Archi- of new gate houses. By 2011, plans tion of the Robert Trent Jones golf tectural Review Board under the for the purchase of the fire station course - the original course - was Covenants of the community. were in place. This would end up completed. The newly elevated being redeveloped into the PDPOA 10th green and the addition of In 2006 the PDPOA became Administrative, Security, and Pass junior tees regenerated the course, responsible for all Association Offices from 2013-2015. adding excitement and accessibility. operations, and the owner of all In the spring of 2003, Tennis Re- roads, bridges, lagoon system, beach The long-term bridge replacement sorts Online named the Palmetto accesses, and other common areas. program commenced in 2013, and Dunes Tennis Center its number Under its own governance, it estab- during the Board retreat in 2014, a three tennis resort in the world. lished a Community Enhancement change to the bylaws was proposed Palmetto Dunes for the third year Fund and a Land Planning Steering that would affect the govern- was named in the top ing structure of the 75 golf resorts by Golf organization: the Board Magazine. Then Travel would focus on policy and Leisure Magazine development and long named Palmetto Dunes term initiatives, and have the Number One Family less involvement in the Resort in the World. day-to-day operations of the PDPOA. Many Effective January 1, 2006, of the committees were Greenwood turned over eliminated, thus placing ownership of the com- greater responsibil- mon areas and the opera- ity with the CEO for tion of Palmetto Dunes operations. These bylaw (excluding the Shelter amendments were ap- Cove and Leamington proved by the member- areas, which had been ship at the PDPOA 2014 previously transitioned Annual Meeting. to their own respective homeowner associations) Today, the PDPOA to the Palmetto Dunes collects the residential Property Owners As- and commercial assess- sociation, Inc. (the ments, and is responsible “PDPOA”). Greenwood for providing property retained ownership of the maintenance and security golf courses, tennis center, and cer- Committee to develop a five-year services to the common areas. It tain commercial properties within plan to enhance the community employs a full administrative staff as Palmetto Dunes; Greenwood still (i.e. landscaping, signage, beach well as maintenance, pass office, and has these today. accesses, leisure paths, and land security departments. It is governed planning). A Storm Reserve Fund by a ten-member board, with three Originally formed in 1977, the was created, and the association se- directors elected each year for PDPOA’s original purpose was to cured a $5 million line of credit so three-year terms and Greenwood represent the property owners and that funds would be available in the appointing a tenth director. All communicate significant events event of a storm or other natural property owners are automatically to them. For several years prior to disaster. The improvements contin- members with the right to vote and transition, Greenwood had also ued in 2008 with the construction to attend meetings. 3
PD POA ST RAT EG I C P L AN N IN G PROCESS | CON T RIBUTO RS Contributors CREATING THE STRATEGIC PLANNING TEAM The inclusion and involvement of various participants was vital to the planning process. We began by engaging an outside facilitator, and selecting fourteen individuals to participate. They represent a broad and diverse range of stakeholders within the community, including resident and investment property owners, directors, executive and managerial level staff members, and commercial representatives. SANDY WEST, FACILITATOR LOIS ADAMS-RODGERS ERNIE AHR Sandy West, Principal of Lighthouse Property Owner Palmetto Dunes property owner Consulting, is an organizational/talent Board of Directors 2014-2017 Board of Directors 2013-2016 Board Chair 2016-2017 strategy consultant and executive coach with 30 years of experience working with Fortune-500 companies, start-ups and BEN BROWN KILEY FUSCO non-profit organizations. Her practice PDPOA Principal Planner & PDPOA Community is focused on driving results through ef- Project Manager Relations Liaison fective talent and business strategies. She believes discovering individual “exception- JIM GRINER JOE HOMA ality” – unique gifts, strengths and special- PDPOA Chief of Security Palmetto Dunes property owner ties – and developing them are essential to creating high-performing cultures that BEN KINNAS KATE NOLAN drive results and exceed goals. Palmetto Dunes property owner PDPOA ARB Administrator Board of Directors 2015-2018 JIMMY ROWE CAROL SCHEMBRA Palmetto Dunes property owner Palmetto Dunes property owner Board of Directors 2013-2016 Board Chair 2015-2016 ANDREW SCHUMACHER CLARK SINCLAIR PDPOA CEO Palmetto Dunes Resort, Lighthouse Consulting, LLC is a strat- Golf Operations egy solutions firm empowering clients to MICHAEL VAUGHN drive growth and performance by leverag- Palmetto Dunes property owner ing their greatest asset – their people. Board of Directors 2015-2018 4
COMMUNITY LEADERS REALTORS ENGAGEMENT Glenn Frankel, Leamington Rocky Browder, Town of HHI Robbie Bunting Daniel Moskowitz Phil Schembra Dan Prudhome SESSION Charles Cousins, Town of HHI Chris Walker Ken Oliver PARTICIPANTS Tom Dunn, Emergency Management Charlie Davis, Shelter Cove Michael Weppner Rob Moore Gloria LaCoe Bill Baldwin Lee Edwards, Town Council John McMahon James Wedgeworth In order to allow for Charlie Clark,Chamber of Commerce Heather Rath, Parks & Recreation a variety of perspec- PROPERTY OWNERS (GROUP 1) Mick Mayers, Station 6 Fire Chief tives and insight, we Doug Luba Raymond Cox David Ames, Town Council Larry Shaff Marion Gorczynski invited key stake- Kim Likins, Town Council Sue Kerr Steve Marra John Betts, Shelter Cove holders to attend Karen Gannon Matt Nishioka David Bennett, Mayor Engagement Sessions. John Joseph Mary Amonitti Bill Miles, Chamber of Commerce Theresa Baker Jay Roppelt To ensure a candid Dawn Bullock Carol Billman dialogue, Sandy West PDPOA STAFF Loretta Hoover, HR faciliated these valu- Bryan Wheeler, Security VENDORS & CONTRACTORS able discussions. Jasmine Milledge, Accounting Tim Drake, The Greenery Matt Nemes, Accounting Brian Quinn, Twelve Oaks Group Mike Allen, Broad Creek PSD Each session was Elizabeth Regan, Pass Office Sara Manesiotis, Administration Matt Losey, Bartlett dedicated to gathering Rick Clanton, Group 3 Builders Jimmy Martinez, Facilities Maintenance input from a specfic Herbert Jenkins, Facilities Maintenance Terry Rosser, Architect Billy Brown, Low Country Cleaning Services demographic. We Sydney Wan, Facilities Maintenance Rick Miller, Security Allen Ward, Ward Edwards asked that all partici- Rick DeLong, Advantage Builders Andrea Martenson, Security pants come prepared Darryl Johnson, Security Rob Tedford, Architect Mike Baroni, Carolina Landscape to share honest and Jennifer Fields, Pass Office Joshua Spruce, Security Mike Vaccaro, Architect candid opinions, offer Clay Jones, Jones Brothers suggestions about COMMERCIAL ENTITIES Hospice Care of the Low Country Todd Hawk, H2 Builders what could make Theo Schofield, Omni Joe Nix, Nix Construction Palmetto Dunes an Ronnie Albritton, Shelter Cove Henry Brown, Hargray Frank Gaston, General Store even more desirable Samm Wolfe, PD Golf Shawn Woods, Estate Management Harry Hussman, Alpha Marine community/experi- Karen Kozemczak, PD Marketing Larry Mann, Builder ence, and to personally Jim Maloney, Dunes Buggy Rick McDevitt, Oceanwoods Brad Smith, IMC Resort Services engage in the process. Michael Royer, PD Operations Chad Perrine, Reno Pro Mike Lynes, Home Inspections Allan Dew, HH Outfitters PROPERTY OWNERS & Trent Malphrus, Lagoon Charters RENTAL COMPANIES John Kerr, PD Tennis PROPERTY OWNERS (GROUP 2) Tim Nolan, VRBO Brian Covey, PD F&B Ric Gorman Lee Hildebrandt Dru Brown, Beach Properties Patrick Wake, Golf Maintenance Jim Gant Jay Roppelt Talley Lauderdale, Wyndham David Howard, Outside HH Scott Dutton Tom McCall Jamie Delsandro, PD Resort Frank Babel, Bicycles & Recreation Susan Murphy Jim Thomas Bill Haley, Resort Rentals of HHI Brad Marra, PD Resort Bob Houlihan Susan Whittelsey Lori Romolo, Destination Vacations Warren Woodward, Omni Tom Kelly Grover Cleaveland Christine McGlinn, Vacation Company Joseph Andronaco Jim Schlotman Mike Manesiotis, HH Long Term Rentals GUESTS/PUBLIC Deborah Boyd Dot Maggi Joe Nahman, RMC General Store Outfitters Kathy Fromme Rainer Kuenkel Christine McMahon, Island Getaway Dunes House Dunes Buggy Ceylon Leitzel 5
PD POA ST RAT EG I C P L AN N IN G PROCESS | T IM E L IN E The Year in MEETING July 20, 2016 - MEETING 1 SWOT and refi Review Planning Team S June 29, 2016 - Reviewed values, and conf our charter and purpose vision statement as well as a brief history of for Palmetto Du A STRATEGIC Palmetto Dunes. Created a shared understanding of the input/output ex PLANNING TIMELINE Strategic Planning process/ methodology. Began a team SWOT analysis. 2016-17 was an WORKSHOP extremely active time Held a small-scale Strate- for the PDPOA, to gic Planning Development include an unplanned Workshop for the PDPOA Board of Directors in hiatus due to storm preparation for the work recovery efforts. In ahead. Determined the who, what, where, and total, our dedicated when of the process. team members volunteered over 650 MEETING 10 hours to the process! March 30 2017 - Reviewed previously suggested actions We followed best and presented new ones. Voted on their top five practices by gather- actions under each area of ing facts, performing focus. Aligned actions as a group using a S.M.A.R.T. an in depth SWOT* goals form. Completed Hedgehog Concept exer- analysis, and received MEETING 9 cise begun in Meeting 9. input from numerous March 16, 2017 - Reviewed stakeholders. Internal the five steps to a strategic plan. Created statements for and external limita- MEETING and further refined the areas of focus. Executed a Hedge- February 21, 201 tions were analyzed, hog Concept exercise. top strategic are and we defined our shared additiona each. Categoriz objectives prior to a all suggestions. final review. 6
G2 ENGAGEMENT Reviewed Board SESSIONS ined the Strategic August 2016 - Invited eight MEETING 3 SWOT. Revisited groups of key stakeholders to firmed mission and August 18, 2016 - Received a attend nine Engagement Ses- ts. Defined “great” capital project update, priorized sions to gather outside input, unes during an values, and discussed admired insights, and ideas. xercise. communities. Shared tagline ideas and revisited input/output framework. Reviewed Engage- ment Session results. MEETING 4 September 1, 2016 - Contin- ued to advance the process with an update on the Town of Hilton Head Island’s focus and priorities, and prioritized the Engagement Session input. Hurricane Matthew MEETING 5 January 5, 2017 - Recon- vened after a four month storm recovery hiatus. Began the master SWOT analysis using all of the SWOT input submitted to date. Identified the top ten in each category. MEETING 6 January 19, 2017 - Continued to narrow down the master SWOT. Categorized Engage- G8 MEETING 7 ment Session data, and voted on *A study undertaken 17 - Confirmed February 9, 2017 - Analyzed and which to leverage. Selected the by an organization to eas of focus, and narrowed the master SWOT down final tagline. identify its internal al solutions for to the primary strategic areas of strengths and weak- zed and refined focus. Discussed and catalogued nesses, as well as its potential solutions to each. Exam- external opportunities ined constraints. and threats. 7
PD POA ST RAT EG I C P L AN N IN G PROCESS | M V V T Defining Who We Are OUR MISSION, VISION, VALUES, AND TAGLINE The mission statement, vision statement, and values each have their own distinct func- A mission statement ex- plains the organization’s tion within the strategic planning process. reason for existence. It While developing these statements and fur- describes what it does and its overall intention. ther defining the PDPOA’s identity, we felt it was important to establish a tagline as well. MISSION VALUES A vision statement is Creating a mission statement In order to arrive at our final was one of the first exercises values, the top ten selected by inspirational, aspiration- performed by the Strategic Plan- our Board of Directors during its al, and describes the ning Team. How does one begin workshop were combined with organization as it would a successful journey without a the top ten chosen by the Stra- appear in a future suc- purpose? After numerous ideas, tegic Planning Team. After much cessful state. thoughtful conversation, and discussion over the course of several refinements, the mission several meetings, the final six were statement was completed. decided upon by vote. Our values define the deeply Values explain what It will serve to communicate our held beliefs and principles of our the organization purpose and direction to owners, investors, guests, vendors, and em- association, and create a moral believes in and how ployees. The mission reflects our compass for our leadership and it will behave. priorities and identifies our scope our employees. They will guide of operations. our decision-making and establish a standard that actions can be as- sessed against. A variant of a branding VISION Our vision statement was de- TAGLINE slogan, a tagline is a veloped along with our mission. We asked the team to get clever memorable dramatic Where does the PDPOA want to and creative, and they delivered. phrase that sums up the be in 5 years? 10 years? 20 years? We came up with a list of over tone and premise of a We wanted to envision a goal 15 taglines and narrowed it down product. It reinforces without constraints, a future state to an agreed upon favorite that and strenghens an audi- we wish to achieve. We want to checked all the boxes. Our goal is ence’s memory. continuously challenge and inspire to use this tagline in future mar- our board and our staff. keting materials and advertising. 8
M I SS I ON To enhance the quality of V I SI ON life, strive to protect the For Palmetto Dunes to be natural environment, regarded as the best and and improve the resources most sought after of our community for all residential resort commu- those who live, invest, nity on the east coast. work, and play here. VA LU ES Accountable TAG L I N E Ethical Where Visitors Forward-Thinking/Proactive Become Locals Innovative Responsible Transparent 9
PD POA ST RAT EG I C P L AN N IN G PROCESS | OUTCOM E The Results PRIMARY AREAS OF FOCUS & ASSOCIATED ACTIONS FOR APPROVAL The team as a whole determined the following four overarching goals aligned with our mission. These are to be the primary areas of focus as we work toward completing the actions and strategies associated with each. Each of the actions were evaluated conceptually using S.M.A.R.T. goals criteria, and in their finality will be assigned based on a RACI model. When the conceptual strategic plan is approved, each action will be indivudually researched, prioritized, and scheduled for the appropriate budget cycle. S.M.A.R.T. GOALS the participation by various roles in completing tasks S.M.A.R.T. is a mnemonic acronym, giving criteria or deliverables for a project or business process. It is to guide in the setting of objectives in, our case, especially useful in clarifying roles and responsibilities in project management. S.M.A.R.T. criteria are com- cross-functional/departmental projects and processes, like monly associated with Peter Drucker’s management in the case of our strategic plan areas of focus. by objectives concept.The principal advantage of these objectives is that they are easier to understand RACI is an acronym derived from the four key respon- and to know when they have been done. Ideally sibilities most typically used: Responsible, Accountable, speaking each section objective should be: Consulted, and Informed: Specific – target a specific area for improvement Responsible - those who do the work to achieve the task Measurable – quantify or at least suggest an indicator of progress Accountable - the one ultimately answerable for the correct and thorough completion of the Achievable – state what results can realistically deliverable or task, and the one who be achieved, given available resources delegates the work to those responsible. Responsible – specify who will do it Consulted - those whose opinions are sought, typically subject matter experts; and with whom Time-related – specify when the result(s) can there is two-way communication be achieved Informed - those who are kept up-to-date on progress, RACI MATRIX often only on completion of the task or A responsibility assignment matrix, also known as deliverable; and with whom there is just RACI matrix or linear responsibility chart, describes one-way communication. 10
Achieve desired balance of full-time vs. investment property owners through 1 branding, identity, and increased marketing toward full-time residents. • Create a baseline • Partner with realtor/real estate branch • Create an RFP for branding/marketing • Incentivize full-time residency/waive fees support (ad hoc committee/brand indepen- • Develop/implement new owner questionnaire dently as PDPOA or as the larger resort) • Build an increased sense of community • Focus on POA-controlled items • Establish a welcoming committee - Determine best way to advertise - Reword entrance sign • Establish funding sources Investigate, consider, and establish methods of acquiring properties. 2 These may be beachfront, lagoonfront, foreclosed, outside PD gates, Greenwood-owned, community center, or other. • Survey owners on desired amenities • Develop a right to repurchase policy • Identify “wishlist” for what/where we would • Approach Greenwood or other entities to like (community center, green space, etc.) develop partnership(s) • Use Geographic Information System (GIS) • Begin discussions with Greenwood around first to determine properties we may acquire right of refusal for commercial properties • Engage legal counsel as to what rights of repurchase are in our covenants Enhance, protect, leverage, educate on, and improve our lagoon 3 and lake system. • Review 2014 report and reevaluate as needed • Improve enforcement and enact more stringent • Increase waterway accessibility for owners fine structures for waterfront property violations (launches, decks, docks) • Evaluate staffing for the lagoon (natural • Update all documents pertaining to the resource/environmental officer, etc.) lagoon and lakes • Partner with local or state educational institutions • Leverage the resource in our branding (TCL, USCB, Clemson Extension, etc.) • Produce a drone video of the lagoon • Develop education plan (signs, printed material, etc.) • Educate realtors on the resource • Reorganize Lagoon & Lake Advisory Group member structure; increase participation Enact sensible, reasonable proactive covenant compliance policies and 4 processes, which will, in part, include establishing and enforcing short-term rental control requirements. • Revise regulations and fine structures/ • Consider staffing a code enforcement position schedules or using an ambassador resource • Achieve Improved and consistent • Accomplish earlier outreach to new owners waterfront property compliance • Create owner/builder/ARB partnership from the onset • Recognize compliance through awards • Institute term limits for all committees with appropri- and/or acknowledgement ate transition plans; seek more diverse representation • Retrain/develop workshop for Security • Potentially manage Greenwood’s maintenance department on covenant violations 11
PD POA ST RAT EG I C P L AN N IN G PROCESS | CON CLUSION Executive Summary Thanks to all the people who worked so hard on this important effort. A great deal of time and energy were invested in formulating this strategic plan with the goals of setting a direction for the future and establishing priorities for our community. It is important to recognize that a strategic plan is a process, not a product. Even after all of the information gathering, in depth analysis and assessment, strategy development and execution, there will still be further evaluation and refinement over time. The process is a dynamic one: most long-range plans can, and quite often do, change depending upon financial factors and/or if the needs and desires of the community shift. Once approved, this plan will be monitored and updated annually to meet the needs of our organization. This lofty initiative will involve various stakeholders, and will require conscious engagement from our board, staff, property owners, commercial partners, and vendors. But it will provide guidance to our Association as it considers decisions impacting the future of the PDPOA, and with it, we will be able to more effec- tively draft and implement programs serving the association’s needs and fulfilling the expectations of its members. Change is outlined by a few, but achieved work- ing together as a whole. Pending Board approval, management will begin evaluating responsibility, staffing needs, operational needs, and the financial resources that will impact next year’s operating and capital budgets. This plan marks the beginning of a road map to Palmetto Dunes’ future for all those who live, invest, work, and play here. A 3 S 7 Lois Adams-Rodgers Andrew P. Schumacher, Lois Adams-Rodgers CEO, PDPOA Chair, PDPOA Board of Directors 12
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