Strategic Planning Process - PALMETTO DUNES PROPERTY OWNERS ASSOCIATION A Report on the 2018-2023 Strategic Plan

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Strategic Planning Process - PALMETTO DUNES PROPERTY OWNERS ASSOCIATION A Report on the 2018-2023 Strategic Plan
PALMETTO DUNES
PROPERTY OWNERS ASSOCIATION

Strategic Planning
Process
A Report on the 2018-2023
Strategic Plan
Strategic Planning Process - PALMETTO DUNES PROPERTY OWNERS ASSOCIATION A Report on the 2018-2023 Strategic Plan
Strategic Planning Process - PALMETTO DUNES PROPERTY OWNERS ASSOCIATION 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

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