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.
1PD 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
2to 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.
3PD 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
4COMMUNITY 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
5PD 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.
6G2 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.
7PD 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.
8M 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
9PD 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.
10Achieve 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
11PD 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
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