Strategic Plan 2022 – 2026The Strategic Plan serves as a primary guide to the Board and all standing committees in providing directions and setting priorities for management. It also serves the Board and General Manager as a guide in the annual budgeting process, which begins in June of each year.Key Themes for the 2022-2026 Strategic Plan: 1. We should take care of what we have above and below the ground. 2. We should continue to improve communications between HHP Board/staff and HHP property owners/residents. 3. We should continue to improve the utility of existing recreation and POA facilities. 4. We should sponsor an appropriate level of recreation and education programs to appeal to our diverse population. 5. We should provide a safe and secure environment for all residents, staff and guests. 6. We should maintain vigilance of our expenditures in light of economic conditions. 7. We should create more awareness of the benefits of HHP living in light of both on-Island and off-Island competitive developments. 8. We should enhance the competitive advantage for marketing residential properties within HHP by such actions as: a. Producing a HHP marketing DVD for distribution to realtors, potential purchasers and other interested parties b. Promoting the Realtor Decal Program c. Making the Realtor Open House Procedures more user-friendly. 9. We should continue to find ways to implement green technologies and improve recycling to protect our environment. 10. We should emphasize the electronic voting option for POA elections. 11. We should continue to improve telecommunications capacity within HHP, while adapting to changing technologies.Hilton Head Plantation Property Owners’ AssociationHHPPOA_05f8db95-cde2-4a5b-b74e-cd8a1a91d1dbLois WilkinsonHHPPOA PresidentHilton Head Plantation will continue to be the premier residential community in the Lowcountry by: a. Maintaining the beauty and integrity of what we have b. Operating with fiscal responsibility c. Ensuring that our residents are safe, well-informed, and delighted to live, work and play here._e6c56c48-20de-11e9-9371-0f1854f51b0bTo provide directions and priorities for management and budgeting_7bdcb01e-719d-11eb-aac6-77151483ea00AdministrationProvide quality administrative support to Board of Directors, Committees, and residents by maintaining a safe work environment, training staff, staying abreast of technological changes, adhering to government guidelines and responding to special requests._e1d39a61-0eed-4295-8f05-d3c9ab7b9631AHHPPOA Administration CommitteeStaffingProvide a stable competent staff in a changing labor force to satisfy the needs of HHP’s property owners and residents._4d504424-1350-4ff4-bbb0-b6404fb976c7A.1ASSUMPTIONS: 1. The labor market in Beaufort County has tightened as the economy continues to improve the local labor market is becoming very competitive. 2. Competition from both Island and off-Island employers for quality personnel will continue. 3. Making travel to HHP easier and providing employee incentives will make HHPPOA an attractive employer. 4. The new HHI Bridge will move forward.Strategy A.1.1Staff TurnoverPercent_8ac49368-7241-11eb-b168-0b80f482ea00PLACEHOLDER_1Review salary scale bi-annually to ensure POA salaries remain competitive with the marketplace and minimize turnover. ~ Staff turnover is reduced to 5% or less annually. 5Ongoing – 2022 – Reviewed biannuallyStrategy A.1.2Employee Incentives_8ac49566-7241-11eb-b168-0b80f482ea00PLACEHOLDER_2Continue to offer and research employee incentives.ResearchOngoing – Obtain input from staff and other like organizations annually.OngoingStrategy A.1.3Work Hours_8ac4967e-7241-11eb-b168-0b80f482ea00PLACEHOLDER_3Periodically review employee work hours to minimize impact on peak travel periods.Review[To be determined]OngoingStrategy A.1.4Traffic Conditions_8ac49782-7241-11eb-b168-0b80f482ea00PLACEHOLDER_4Work with Town, County, and State Representatives to improve traffic conditions on Route 278, to include the widening of the bridge to three lanes.ImprovementWork with appropriate community groups to influence County and State Governments to improve traffic conditions on Route 278, the Bluffton Parkway, and advocate appropriate land uses to minimize future traffic.SafetyProvide a safe work environment for all employees and safe facilities for all Plantation residents and visitors._bbf9d9e7-0450-4bc2-9b97-7c55443b5197A.2ASSUPMTIONS: As the Plantation infrastructures continue to age, there is an expanded need to monitor safety factors.Strategy A.2.1OSHA Requirements_8ac4987c-7241-11eb-b168-0b80f482ea00PLACEHOLDER_5Continue to meet OSHA requirement and provide a safe environment for employees. ~ Worker compensation experience rating remains stableComplianceReview annuallyStrategy A.2.2AbsenteeismPercentage_8ac499bc-7241-11eb-b168-0b80f482ea00PLACEHOLDER_6Provide appropriate safety training for key employees. ~ Absenteeism due to illness or work-related injury will be less than 2.5% annually.2.5Incorporated into orientation training of every employee.Strategy A.2.3Accidents_8ac49afc-7241-11eb-b168-0b80f482ea00PLACEHOLDER_7Incorporate safety orientated goals into the annual employee evaluation process. ~ Accidents at POA facilities will be reduced.ReductionSet goals in each annual reviewStrategy A.2.4Flu Shots_8ac49c0a-7241-11eb-b168-0b80f482ea00PLACEHOLDER_8Continue Flu Shot Program for employees. Add our experience with COVID-19 to our Disaster Management Plan.Continuation[To be determined]OngoingEfficiencyUse current and future technology to automate POA services and increase efficiency while reducing costs._86be7fe2-71f5-4175-94c4-378a24643066A.3ASSUMPTIONS: The Plantation has achieved defacto build out. This has stabilized assessments, which means there will be an increased need to emphasize efficiency, effectiveness and to reduce costs. | As the population of the Plantation grows the need for additional administrative support will be absorbed through the use of technology.Strategy A.3.1E-mail_8ac49d18-7241-11eb-b168-0b80f482ea00PLACEHOLDER_9Explore using e-mail addresses for direct billing and other services.UsageOngoingStrategy A.3.2Contact Addresses_8ac49e30-7241-11eb-b168-0b80f482ea00PLACEHOLDER_10Collect a single email address contact for each property on HHP. ~ 2022Collection2022-01-012022-12-31[To be determined]2022-01-012022-12-31Strategy A.3.3Software & Hardware_8ac49f48-7241-11eb-b168-0b80f482ea00PLACEHOLDER_11Continue to upgrade software and hardware to keep pace with improvements in technology. ~ Evaluate new software annuallyUpgrading[To be determined]Strategy A.3.4E-Forms_89065d20-7720-11eb-83bd-c5ed2b83ea00PLACEHOLDER_12Use Website E-forms to increase Administrative efficiency.Usage[To be determined]OngoingStrategy A.3.5Credit Cards_890661a8-7720-11eb-83bd-c5ed2b83ea00PLACEHOLDER_13Consider expanding credit cards for online class registration and other purchases. ~ Evaluate in 2022Usage2022-01-012022-12-31[To be determined]2022-01-012022-12-31Strategy A.3.6Assessments_890663f6-7720-11eb-83bd-c5ed2b83ea00PLACEHOLDER_14Explore direct debit for payment of assessments. ~ Evaluate for 2022Debiting2022-01-012022-12-31[To be determined]2022-01-012022-12-31Strategy A.3.7Wi-Fi_890666c6-7720-11eb-83bd-c5ed2b83ea00PLACEHOLDER_15Explore Wi-Fi at Dolphin Head Recreation. ~ Phase in as resources permit.Availability[To be determined]Strategy A.3.8Survey_890668ce-7720-11eb-83bd-c5ed2b83ea00PLACEHOLDER_16Conduct 2021 Survey online only. ~ 2023Online Completion2023-01-012023-12-31[To be determined]Strategy A.3.9Printer_89066b08-7720-11eb-83bd-c5ed2b83ea00PLACEHOLDER_17Upgrade printer for billing assessments. ~ 2022Upgrade2022-01-012022-12-31[To be determined]2022-01-012022-12-31TrainingProvide training to maximize staff efficiency and reduce outside consulting costs._a052f930-8f9e-42ff-b670-d0a3d5cae51cA.4ASSUMPTIONS: 1. Staff training improves morale, builds a team relationship, and improves quality service. 2. The need for consulting services will increase.Strategy A.4.1Consultant Cost ReductionPercentage_8ac4a060-7241-11eb-b168-0b80f482ea00PLACEHOLDER_18Provide all personnel computer training as needed. ~ Outside consulting costs are reduced by 10%StatusOngoing10[To be determined]Strategy A.4.2Professional Development Funding_89066d10-7720-11eb-83bd-c5ed2b83ea00PLACEHOLDER_19Continue to provide professional development funds in operating budget for staff participation in applicable workshops, seminars, and conferences. ~ Minimize the need for additional support staff.Status[To be determined]OngoingStrategy A.4.3Professional Development_89066f36-7720-11eb-83bd-c5ed2b83ea00PLACEHOLDER_20Make professional development an objective in employees’ performance goals.Status[To be determined]OngoingStrategy A.4.4Scheduling Software_89067152-7720-11eb-83bd-c5ed2b83ea00PLACEHOLDER_21Explore scheduling software. ~ Make staff more efficient. ~ 2024Efficiency2024-01-012024-12-31[To be determined]2020-01-012024-12-31Strategy A.4.5IT Specialist_8906738c-7720-11eb-83bd-c5ed2b83ea00PLACEHOLDER_22Explore hiring an IT specialist to handle the organizations computer, hardware, software and training needs possibly in partnership with another/other local Community Association. ~ Staff is hired ~ 2022HiringHired2022-01-012022-12-31[To be determined] 2022-01-012022-12-31SpaceProvide adequate storage for POA data equipment and provide a comfort work environment for employees._777f2015-84a5-4b42-baac-0fe1e5c78264A.5ASSUMPTIONS: 1. Present storage and workspace may not be adequate to meet objectives. Strategy A.5.1Records Storage_8ac4a182-7241-11eb-b168-0b80f482ea00PLACEHOLDER_23Investigate latest technology for storing required paper records. ~ Reduce the need for paper storage. ~ Investigate in 2022Investigation2022-01-012022-12-31[To be determined]2022-01-012022-12-31Strategy A.5.2Office Space_890675bc-7720-11eb-83bd-c5ed2b83ea00PLACEHOLDER_24Evaluate appropriateness of office space.Evaluation2022-01-012026-12-31Ongoing – 2022 thru 20262022-01-012026-12-31Strategy A.5.3Board Packets_89067800-7720-11eb-83bd-c5ed2b83ea00PLACEHOLDER_25Investigate storing Board packets as PDF files and placing them on the POAs server for easy access. ~ Investigate in 2022Electronic Access2022-01-012022-12-31[To be determined]2022-01-012022-12-31Strategy A.5.4Kitchen_89067b70-7720-11eb-83bd-c5ed2b83ea00PLACEHOLDER_26Upgrade kitchen for storage and space ~ Schedule for 2022Upgrading2022-01-012022-12-31[To be determined]2022-01-012022-12-31Covenants & ARB GuidelinesProvide consistent and effective review of all design submittals ensuring conformity with the Plantation’s Covenants and ARB Guidelines._e6c56e78-20de-11e9-9371-0f1854f51b0bBArchitectural Review BoardCommunicationsDevelop understanding by homeowners and commercial vendors the importance of following our building procedures._7bdcb19a-719d-11eb-aac6-77151483ea00B.1HomeownersCommercial VendorsASSUMPTIONS: 1. Residents will understand and follow the building procedures as stated in the ARB Rules and Regulations. 2. Vendors will support and comply with the ARB Rules and Regulations. Strategy B.1.1Website Usage_8ac4a2ae-7241-11eb-b168-0b80f482ea00PLACEHOLDER_27Encourage residents and vendors to access the HHPPOA web for information regarding the building review, and approval process. ~ Staff liaison will provide checklists and applications for design concept , preliminary, and final review.Checklists & Applications[To be determined]OngoingStrategy B.1.2Communication_58b2e2b4-778f-11eb-96fe-ffa10183ea00PLACEHOLDER_28Communicate to property owners on timely topics via Plantation Living and through the General Manager.TimelinessStaff liaison provides topical write-ups to Plantation Living and General ManagerOngoingStrategy B.1.3Monthly Meetings_58b2e688-778f-11eb-96fe-ffa10183ea00PLACEHOLDER_29Inform residents and vendors of scheduled ARB monthly meetings.InformationStaff liaison encourages complete submissions of required plans and documents.OngoingStrategy B.1.4Meeting Results_58b2e868-778f-11eb-96fe-ffa10183ea00PLACEHOLDER_30Communicate results of ARB meetings to those residents who submitted plans.CommunicationStaff liaison communicates results to vendors ; encourages and offers advice for re-submittals.OngoingEnforcementAssure compliance with the Covenants and/or ARB Rules and Regulations._7bdcb366-719d-11eb-aac6-77151483ea00B.2ASSUMPTIONS: 1. Residents will understand and follow the building procedures as stated in the ARB Rules and Regulations. 2. Vendors will support and comply with the ARB Rules and Regulations. 3. ARB will carefully review all submissions, granting exceptions only when necessary.Strategy B.2.1Rules & Regulations_8ac4a3da-7241-11eb-b168-0b80f482ea00PLACEHOLDER_31Encourage residents and vendors to read the ARB Rules and Regulations for information regarding building and the review process. ~ Compliance will expedite the building process.UnderstandingStaff liaison explains procedures to avoid delay in building procedure.OngoingStrategy B.2.2PlansPercentage_58b2ea3e-778f-11eb-96fe-ffa10183ea00PLACEHOLDER_32Reinforce the use of architects or professional designers for plan preparation. ~ Percentage of plans prepared by professionals.Status[To be determined]OngoingGoverning DocumentsProvide documentation of building procedures to insure that ARB Rules and Regulations are supporting of and consistent with the Amended Protective Covenants._7bdcb438-719d-11eb-aac6-77151483ea00B.3ASSUMPTIONS: 1. Well established governing documents supported by HHP and its residents. 2. Residents will understand and support the enforcement of these Governing Documents. 3. Vendors will support and comply with the ARB Rules and Regulations, knowing that noncompliance may result in the enforcement of other sanctions.Strategy B.3.1Applications_8ac4a506-7241-11eb-b168-0b80f482ea00PLACEHOLDER_33Review residents’ applications to ensure concise information concerning material required for review prior to ARB submission. ~ ARB will review submitted material and advise on how to proceed to next phase of the review. | Complete submissions will facilitate a final approval.Review & Advice[To be determined]Strategy B.3.2Checklists & Schedules_89067dbe-7720-11eb-83bd-c5ed2b83ea00PLACEHOLDER_34Inform residents and vendors of building checklists and inspection schedules required by the ARB to inspect on-site building activity. ~ Staff liaison will visit and document ongoing building progress.Information[To be determined]OngoingStrategy B.3.3Rules & Regulations_89068264-7720-11eb-83bd-c5ed2b83ea00PLACEHOLDER_35A biennial review of Rules and Regulations recommend changes to the POA Board to be considered and adopted. ~ ARB develops recommendations to the POA Board of Directors to modify the ARB Rules and Regulations. | Regular review Recommendations[To be determined]AdviceProvide advice to owners, architects, and landscapers about how to improve Class A, B, and C submitted plans and how to enhance probability of approval by the ARB._bdef7121-f2a2-4824-83b3-b11fcd67ac08B.4OwnersArchitectsLandscapersStrategy B.4.1Compliance_8ac4a646-7241-11eb-b168-0b80f482ea00PLACEHOLDER_36Review plan submissions for consistency, fit in the neighborhood and the Plantation, esthetics, and compliance with POA Rules and Regulations. ~ Fewer recycles of plans for review | Fewer rejections of plansStatus[To be determined]OngoingStrategy B.4.2Feedback_890684d0-7720-11eb-83bd-c5ed2b83ea00PLACEHOLDER_37Provide constructive feedback to assure fit to owners, architects, and landscapers to enable them to modify plans toward obtaining approval – or so they understand why plans cannot be approved. ~ Owner, architect, landscaper satisfaction with the process | Lower workload for staff in processing repeat submissionsSatisfaction[To be determined]CommunicationImprove the value, quality, and effectiveness of communications between residents, staff, Board of Directors and potential property owners._e6c5733c-20de-11e9-9371-0f1854f51b0bCResidentsStaffBoard of DirectorsPotential Property OwnersPlantation LivingContinue to improve the value and readership of Plantation Living monthly newsletter._fb2d3494-7279-4774-80f8-04b099b51e42C.1ASSUMPTIONS: 1. Plantation Living will continue as a leading communication vehicle of the HHPPOA, communicating important information, Board deliberations, and Board issues that impact/affect property owners. 2. Plantation Living should fully serve the best interests of HHPPOA property owners. 3. The publishing and distribution of Plantation Living, to the extent possible, should be self-supporting.Strategy C.1.1Input & Recommendations_8ac4a7b8-7241-11eb-b168-0b80f482ea00PLACEHOLDER_38The Communications Committee will provide input to and offer recommendations for the content of Plantation Living and report its recommendations for any major changes.SubmissionQuarterly[To be determined]OngoingStrategy C.1.2Financials_58b2ec96-778f-11eb-96fe-ffa10183ea00PLACEHOLDER_39The Communications Committee will review Plantation Living Advertising Guidelines and financials and report its findings and recommendations.Reports & RecommendationsMonthly reports from Communications CoordinatorOngoingF2F CommunicationContinue to optimize face-to-face communication between residents, Staff and Board of Directors as relevant and appropriate._534631d0-1eab-11e9-91dd-3a49e2e8efbcC.2ResidentsStaffBoard of DirectorsASSUMPTIONS: 1. Although we must keep up with the latest communications technology (Internet, Email blasts, etc.), it is very important to maintain “human contact” with our residents, Staff, and Board of Directors.Strategy C.2.1Meetings_8ac4a9b6-7241-11eb-b168-0b80f482ea00PLACEHOLDER_40Coffees with Peter, bi-monthly meetings with residents. Topics/speakers to be informative and timely. Key staff members and Board members should attend. ~ Evaluate resident attendance at such meetings, participation and feedback.Participation & Feedback[To be determined]Bi-monthlyStrategy C.2.2Annual Meetings_58b2eeb2-778f-11eb-96fe-ffa10183ea00PLACEHOLDER_41POA Staff will hold annual meetings with property owners and residents. ~ Feedback from residents in attendance.Feedback[To be determined]AnnualStrategy C.2.3March Meeting_58b2f0c4-778f-11eb-96fe-ffa10183ea00PLACEHOLDER_42Annual Meeting in March ~ Successful completion of meeting (required by ByLaws).Success[To be determined]AnnualHHPPOA WebsiteIncrease the number of HHPPOA property owners using the Website as an important part of their communications process with the HHPPOA Board, its Standing Committees and the professional Staff._69f2576d-ea99-4a0b-8b09-34aa123d702aC.3HHPPOA Property OwnersHHPPOA BoardHHPPOA Standing CommitteesHHPPOA Professional StaffHHP ResidentsStrive to make the Website a vital source of information for residents.Consider enhanced utilization of the Website and Internet as supplemental mechanisms for communication between residents, the Board of Directors, and Staff. | ASSUMPTIONS 1. Utilization of the HHPPOA Website continues to be a productive and useful tool in the process of communication between residents, Board of Directors, and Staff. 2. The HHPPOA Website should fully serve the best interests of HHPPOA property owners. 3. The value/use of the HHPPOA Website by property owners will increase when the content becomes valuable to them.Strategy C.3.1Improvements_8ac4ab1e-7241-11eb-b168-0b80f482ea00PLACEHOLDER_43The Communications Committee will continue to identify/evaluate improvements to the Website that will make it more attractive and user-friendly by providing data/functionality that will cause the Website to become the first source of information for residents/staff. ~ Discuss in Communications Committee meetings; gather resident feedback.EvaluationQuarterly or as defined[To be determined]MultimediaContinue to explore the use of multimedia to improve and/or expand communications between residents, Staff and the Board of Directors where appropriate._53463374-1eab-11e9-91dd-3a49e2e8efbcC.4HHP ResidentsHHPPOA StaffHHPPOA Board of DirectorsHHPPOA Communications CommitteeConsider the use of “alternate” electronic technologies (especially in future years with rapidly changing technologies). | ASSUMPTIONS: 1. To maintain our standing as the premier community on the Island, it is in our best interest to continue to monitor the use of the latest technology by the population in order to reach residents and others by utilizing the easiest and most widely accepted methods of communication. 2. Continue to update our current technology or replace it with newer technology that is cost-effective and suited to our needs.Strategy C.4.1Technologies_8ac4ac7c-7241-11eb-b168-0b80f482ea00PLACEHOLDER_44Evaluate technologies as a means of communicating to residents. ~ Research feasibility and cost.Evaluation[To be determined]Strategy C.4.2Instagram_58b2f3c6-778f-11eb-96fe-ffa10183ea00PLACEHOLDER_45Encourage the use of Instagram for sharing photos, news, advertising, events, etc. ~ Feedback from residents and advertisers.Usage[To be determined]SurveyProduce the 2024 Resident and Opinion/Demographic Survey._e6c573fa-20de-11e9-9371-0f1854f51b0bC.5Produce the 2027 Resident and Opinion/Demographic Survey. | ASSUMPTIONS: The purpose of HHPPOA’s triennial Resident Demographic/Opinion Survey is to obtain demographic information from residents, as well as to ask their opinion on various topics and issues. Not only does this information aid the POA in many of their decisions, but it also serves to convey to residents that their feedback and participation is important to and welcomed by the POA. The Survey helps to foster community spirit and belonging.Strategy C.5.1Survey_8ac4adda-7241-11eb-b168-0b80f482ea00PLACEHOLDER_46The Communications Committee – with input from all POA Committees – will provide content for and review of the triennial Communications Survey (summarized in Plantation Living with the full details available on the HHP Website or in hardcopy at the POA Service Center) for collecting resident’s demographic and interest data, review the tabulated data, and report its findings and recommendations. ~ Produce the 2021 Resident Survey.PublicationBegin in September/October 2023 to collect questions from Committees and formulatePublication2023-09-012023-10-312024 Draft to present to the POA Board.Publication2023-11-012024-05-31Survey to be published in Plantation Living in the April 2024 edition.Publication2024-04-012024-04-30[To be determined]E-mailContinue to optimize email blast notifications as a main source of communication between HHP POA Staff and residents._e6c574b8-20de-11e9-9371-0f1854f51b0bC.6HHPPOA StaffHHP ResidentsIncrease the number of property owners who subscribe to the email blast system. | ASSUMPTIONS: 1. We currently have roughly 5,000 Property Owners signed up for our email blast notifications. Signing up for email blast notifications is voluntary. It is crucial to stress the importance of being on the list for important information. 2. We will have more traffic directed to our Website by placing the link in our email blasts.Strategy C.6.1Subscription_8ac4b014-7241-11eb-b168-0b80f482ea00PLACEHOLDER_47Remind Property Owners the importance of subscribing to email blast systems for urgent information, POA news and events, and a digital version of Plantation Living.Reminders[To be determined]OngoingStrategy C.6.2Links & Sign-Ups_58b2f600-778f-11eb-96fe-ffa10183ea00PLACEHOLDER_48Link our Website to every email blast.Research feasibility of signing up every property owner for email blasts.Continue to evaluate strengths and weaknesses of current email blast company[To be determined]OngoingCovenantsPromote harmonious community living while protecting and enhancing property values through consistent enforcement and application of Hilton Head Plantation Property Owners’ Association (HHPPOA) Covenants and Rules and Regulations._a582cb80-80dc-444e-b6af-63e5e370abd5DHHPPOA Covenants CommitteeCommunication & EducationCOMMUNICATE, educate and increase HHP residents’ awareness of both the Covenants and Rules and Regulations._6d163483-14cc-4139-b286-7222b84837a9D.1ASSUMPTIONS: 1. Residents need and appreciate ongoing dialogue concerning Rules and Regulations and compliance.Strategy D.1.1Information_8ac4b23a-7241-11eb-b168-0b80f482ea00PLACEHOLDER_49Use cost effective media (Plantation Living, HHP website, print) to inform residents of Rules and Regulations and other Covenants issues. ~ Document input from residents concerning Rules and Regulations violations.ViolationsStaff liaison writes monthly articles for Plantation Living to reinforce Rules and Regulations issues.Strategy D.1.2Violations_bc1a0138-77e5-11eb-8c7d-58f91383ea00PLACEHOLDER_50Inform residents of the most frequent violations: people, pets, parking, mailboxes, etc. ~ Establish dialogue and correspondence with family members for updates on compliance.Incidents & TrendsStaff liaison documents monthly Covenant Activity Reports on actual incidents and trends in violations.Strategy D.1.3Covenants, Rules and Regulations_bc1a0fa2-77e5-11eb-8c7d-58f91383ea00PLACEHOLDER_51Cover Covenants and Rules and Regulations issues with residents at Coffee with Peter. ~ Post current information on agendas and meeting minutes. ~ Present at monthly meetingsInformation[To be determined]Strategy D.1.4Noncompliance_bc1a1b28-77e5-11eb-8c7d-58f91383ea00PLACEHOLDER_52Allow residents to report on noncompliance of Rules and Regulations. ~ Monitor developments affecting residents or compliance.Monitoring[To be determined]OngoingStrategy D.1.5Rules & Regulations_bc1a25dc-77e5-11eb-8c7d-58f91383ea00PLACEHOLDER_53Periodically distribute revised Rules and Regulations in both electronic and printed format.DistributionEmail blast annually on certain issues.OngoingStrategy D.1.6Registration_bc1a2b7c-77e5-11eb-8c7d-58f91383ea00PLACEHOLDER_54Enforce acknowledgment of the Rules and Regulations by signing for them when registering a new resident.Signing[To be determined]OngoingEnforcementIdentify and ENFORCE in a timely manner HHPPOA Covenants and Rules and Regulations._cddc0e68-99ab-4bce-9a50-8bd4827254aaD.2ASSUMPTIONS: 1. A small number of unconcerned owners (absentee, second home or foreclosures) or tenants who do not know or care. 2. Aging properties require higher maintenance. 3. Inability of some owners to maintain their property due to age or economic circumstances. 4. Contractor compliance issues rise with renewed activity. 5. Flagrant parking issues (commercial vehicles, boats, frequent violations, etc.) 6. Balancing natural versus unkempt appearances.Strategy D.2.1Inspection Reports_8ac4b3c0-7241-11eb-b168-0b80f482ea00PLACEHOLDER_55Once each calendar quarter, each Committee member will visit their assigned area and report on properties believed not in compliance. ~ Committee members will submit their findings to POA Staff. ~ Committee will monitor frequency of inspection reports submitted to staff liaison.Frequency[To be determined]Strategy D.2.2Violations_bc1a307c-77e5-11eb-8c7d-58f91383ea00PLACEHOLDER_56Staff liaison will visit the properties and validate reported violations. ~ Covenants Activity ReportsValidation[To be determined]OngoingStrategy D.2.3Compliance_bc1a39c8-77e5-11eb-8c7d-58f91383ea00PLACEHOLDER_57Staff liaison will contact residents to resolve violations. ~ Staff liaison will be proactive in achieving compliance. ~ Staff liaison will notify owner/resident of violation and offer alternatives for compliance as appropriate.Achievement[To be determined]Strategy D.2.4Noncompliance_bc1a3da6-77e5-11eb-8c7d-58f91383ea00PLACEHOLDER_58Covenants Activity Reports will be reviewed monthly to document status and identify developing trends for consideration of (A) changes to or added emphasis on enforcement or (B) modification to Rules and Regulations. ~ Staff liaison will report trends in monthly Covenants Activity Reports. ~ Review status of properties that continue in non-compliance.Reviews[To be determined]RecommendationProvide WRITTEN recommendations to the HHPPOA Board of Directors to ensure that the Rules and Regulations are supportive of and consistent with the Amended Protective Covenants._5346363a-1eab-11e9-91dd-3a49e2e8efbcD.3HHPPOA Board of DirectorsASSUMPTIONS: 1. Well established and consistently enforced Rules and Regulations enhance property values. 2. Residents support enforcement.Strategy D.3.1Activity Reports_8ac4b532-7241-11eb-b168-0b80f482ea00PLACEHOLDER_59Review Covenants Activity Reports to determine possible needs for changes to Rules and Regulations.ReviewReview annuallyCommittee conducts detailed review of Rules and Regulations.Review annuallyStrategy D.3.2Recommendations_bc1a4256-77e5-11eb-8c7d-58f91383ea00PLACEHOLDER_60Review Rules and Regulations and submit recommendations for changes to Board of Directors taking into consideration changing needs of HHP’s population, community and POA organization.~ Develop recommendations to Board of Directors for modifications to Rules and Regulations. DevelopmentReview when needed[To be determined]Review when neededFinanceProvide sound, pro-active and farsighted fiscal stewardship through prudent policy establishment, review and management._7bdcb500-719d-11eb-aac6-77151483ea00EHHPPOA Finance CommitteeAssessments and IncomeMaintain property owner assessments and other revenue at a level consistent with maintaining HHP as the premier residential community in the Lowcountry._17b6ec35-11b1-4c3a-8c99-9b3d950b1289E.1Provide oversight so that the Plantation’s finances are implemented and managed in a value driven and cost-effective manner. | ASSUMPTIONS: 1. Services and amenities provided, and staff levels will continue at current levels. 2. Future economic conditions may assert downward pressure on some non-assessment revenues. 3. Cost of operations and maintenance will continue to rise. 4. Damage repair from a major storm or series of minor storms will tax reserves. 5. In the event of a named storm, assistance from the Town of HHI and FEMA will be similar to the assistance received post-Matthew in 2016. 6. The privately-owned golf clubs and other commercial enterprises will remain going concerns and continue to contribute to assessment income through this planning period.Strategy E.1.1Budget_8ac4b6b8-7241-11eb-b168-0b80f482ea00PLACEHOLDER_61Recommend to the Board a balanced annual budget as developed by the staff - planned income equals planned expense. Reducing year-end cash to cover a budget shortfall will not be implemented. ~ Review the Budget Guidelines at the beginning of each budget creation cycle and make any recommendations to the Board. Review the annual budget prior to Board review and approval and make any recommendations.Recommendations[To be determined]Strategy E.1.2Revenues_bc1a4d64-77e5-11eb-8c7d-58f91383ea00PLACEHOLDER_62Provide continuing oversight of revenue and expenses versus budget. ~ Review revenue and expenses versus budget on a monthly basis to verify compliance and identify trends.Oversight[To be determined]Strategy E.1.3Costs_bc1a535e-77e5-11eb-8c7d-58f91383ea00PLACEHOLDER_63Seek ways to lower operational costs. ~ Review feasibility of concepts as identified and developed. Recommend possible changes to the Board.Recommendations[To be determined]Repairs & ReplacementsAvoid special assessments by ensuring that adequate funds are available in the Major Repair and Replacement and Weather Casualty funds, confirm that suitable lines of credit are maintained, monitor risk elements and provide recommendations to the Board._7bdcb5dc-719d-11eb-aac6-77151483ea00E.2ASSUMPTIONS: 1. Aging infrastructure will require continual repair and upgrade. 2. Costs of operations will increase over the planning period due to inflation and changing economic conditions. 3. The Capital Transfer Fee will provide at least $350,000 annually through 2026. 4. The national economy will not experience inflation, as measured by the CPI-U, in excess of six percent annually and will not experience a significant recession or deflation.Strategy E.2.1Reserve FundsDollars_8ac4b834-7241-11eb-b168-0b80f482ea00PLACEHOLDER_64Provide on-going oversight of all reserve funds, including funds held in a separate line item, the operating fund and established credit lines. ~ At the end of each fiscal year recommend the allocation of any Operating Fund balance in excess of $300,000 to one or more reserve funds, per the then current situation. Review reserve funds status on a quarterly basis. Review invested funds with our advisor annually.Oversight300000[To be determined]Strategy E.2.2Repairs & Replacements_bc1a58c2-77e5-11eb-8c7d-58f91383ea00PLACEHOLDER_65Provide oversight for planned repair and replacement and capital expenditures. ~ Review annual proposed repair and replacement and capital expenditures budgets and make any recommendations prior to Board review and approval.Oversight[To be determined]Strategy E.2.3Expenditures_bc1a645c-77e5-11eb-8c7d-58f91383ea00PLACEHOLDER_66Review approved Repair and Replacement and the Capital expenditures project expenditures. ~ Review expenditures relative to budgeted funds quarterly.Review[To be determined]Strategy E.2.4Revenue Generation_bc1a6998-77e5-11eb-8c7d-58f91383ea00PLACEHOLDER_67RecommendationsMaintain a standing subcommittee to investigate potential POA revenue generating initiatives. ~ Sub-committee to report to the full committee on semi-annual basis. Provide any recommendations to the Board.Strategy E.2.5Risk_bc1a6f06-77e5-11eb-8c7d-58f91383ea00PLACEHOLDER_68Monitor risk elements ~ Review insurance coverages and any special situations annually and make recommendations to the Board.Monitoring[To be determined]Financial Controls & PoliciesAs directed by the Board, review existing financial controls and investment policies and make recommendations to the Board as needed._f7b887be-370f-4a5c-be3a-b112806c6dd5E.3ASSUMPTIONS: 1. Preservation of assets is the primary responsibility. 2. Changes in internal financial and external economic conditions and government regulations may require practices and policies to be updated. 3. Interest rates on invested funds will remain low.Strategy E.3.1Financial Policies_8ac4b9c4-7241-11eb-b168-0b80f482ea00PLACEHOLDER_69Periodically review current financial policies and recommend revisions to the Board as appropriate. ~ Schedule review with staff in odd numbered years.Review[To be determined]Strategy E.3.2Financial Controls_bc1a7aaa-77e5-11eb-8c7d-58f91383ea00PLACEHOLDER_70Periodically review current internal financial controls and recommend revisions to the Board as appropriate. ~ Schedule review with staff in odd numbered years or as required.Review[To be determined]Strategy E.3.3Investment Results_bc1a7ffa-77e5-11eb-8c7d-58f91383ea00PLACEHOLDER_71Optimize investment results consistent with the existing Investment Policy. Recommend any changes to the existing Investment Policy as appropriate. ~ Attend and provide comments as appropriate at the annual pre-audit and audit review meetings.Optimization[To be determined]Strategy E.3.4Investment Returns_bc1a857c-77e5-11eb-8c7d-58f91383ea00PLACEHOLDER_72Monitor investment return. ~ Obtain stable returns while meeting risk limitations as stated in the existing Investment Policy. Evaluate and recommend any changes to the Board.Monitoring[To be determined]Audit ProcessSupport the Board in annual independent audit process._e6c57684-20de-11e9-9371-0f1854f51b0bE.4As directed by the Board, review and recommend revisions to the contracting process of hiring the independent auditor. ~ ASSUMPTIONS: If the same auditing firm is employed for more than five years, the lead auditor will be changed every five years.Strategy E.4.1Controls_8ac4bb4a-7241-11eb-b168-0b80f482ea00PLACEHOLDER_73Recommend any specific controls to be addressed in the annual audit process to the Board. ~ Make any recommendations prior to the pre-audit meeting with the Board.Recommendations[To be determined]Strategy E.4.2Audit_bc1a903a-77e5-11eb-8c7d-58f91383ea00PLACEHOLDER_74Monitor the annual audit process. ~ Attend the annual pre-audit meeting, any special meetings and audit results report meeting with the Board and Staff. Review annual audit record keeping proceedings, including actions and recommendations, annually.Monitoring[To be determined]MaintenanceProvide recommendations for routine scheduled maintenance and hear updates on unscheduled projects._fb45ad53-d836-4588-a3b9-e34f9df53e02FHHPPOA Maintenance CommitteeMaintenance ProgramsReview the condition of each of the following six community asset classes and make recommendations for changes and/or improvements of planned or necessary maintenance programs where appropriate_7bdcb726-719d-11eb-aac6-77151483ea00F.1a. Common POA property and conservancies b. Structures such as Plantation House, Spring Lake Complex, Dolphin Head Pavilion, as well as the entry/exit gates, security office, maintenance garage, other, and other buildings c. Roads and leisure paths d. Lagoons and lakes e. Drainage system f. Dolphin Head Recreation Area, Pine Island and extended shoreline including the Bluff revetments, lagoon system, and salt marshes | ASSUMPTIONS: The Committee currently uses a six-area basis for property inspections, (e.g., one or two committee members reviews an area using the six asset classes). Strategy F.1.1Property Inspections_8ac4bcda-7241-11eb-b168-0b80f482ea00PLACEHOLDER_75One or two members of the Maintenance Committee will be assigned to one of the geographic areas within the Plantation to make annual property inspections and report findings. ~ Review annuallyAssignmentsAssignments were made for 2020; reports are scheduled beginning with the September committee meeting.2020-01-012020-12-31Strategy F.1.2Maintenance_bc1a9576-77e5-11eb-8c7d-58f91383ea00PLACEHOLDER_76At the monthly meetings, the Committee members will review the ongoing maintenance schedule and practices as it applies to six asset classes listed above. ~ Review maintenance schedule and results in each asset class at the monthly committee meetings. Make recommendations for modification of the schedule or practices as appropriate. ~ Review beginning third quarter of 2020Review & Recommendations[To be determined]Strategy F.1.3Benchmarking_bc1a9ad0-77e5-11eb-8c7d-58f91383ea00PLACEHOLDER_77Identify other communities in our area with similar characteristics and initiate benchmark programs to compare the maintenance of HHP’s six asset classes with the other communities over the next five-years. ~ Adopt comparison categories for each strategic asset class. ~ Review beginning third quarter of 2020Review[To be determined]Customer SatisfactionGauge customer satisfaction from annual neighborhood surveys, monitoring or feedback submitted to the POA Board or information submitted to the General Manager/Director of Maintenance regarding each of the six community asset classes listed above and recommend actions as appropriate._7bdcb8d4-719d-11eb-aac6-77151483ea00F.2HHP Property OwnersASSUMPTIONS: 1.The customers are property owners (residents) of HHP. 2. Communications Committee will support the Maintenance Committee.Strategy F.2.1Survey & Input_8ac4be74-7241-11eb-b168-0b80f482ea00PLACEHOLDER_78Use the triennial resident survey and input from the Communications Committee to gather information. ~ Provide questions related to community maintenance of POA assets for use in the triennial resident survey next planned for 2021.Information2021-01-012021-12-31Previously applied customer satisfaction measures are in place.2021-01-012021-12-31Strategy F.2.2Satisfaction_bc1aa688-77e5-11eb-8c7d-58f91383ea00PLACEHOLDER_79Use multiple sources to obtain customer feedback and gauge satisfaction. ~ Information may be obtained from response to articles in the Plantation Living newsletter, website surveys, and periodic pre- and post-personal interviews ~ Use Plantation newsletter to update residents on actions taken relating to property maintenance.Sources[To be determined]Strategy F.2.3Feedback_bc1aabf6-77e5-11eb-8c7d-58f91383ea00PLACEHOLDER_80Regularly review satisfaction. ~ Work with the Communications Committee to utilize the Plantation website to elicit and accept resident input ~ Evaluate resident feedback as appropriate.Evaluation[To be determined]Capital ImprovementsReview the five-year list of Capital Improvements that is maintained by the General Manager/Director of Maintenance._7bdcb9d8-719d-11eb-aac6-77151483ea00F.3HHPPOA Maintenance CommitteeGeneral ManagerDirector of MaintenanceMake recommendations for any change in the maintenance requirements against restraints (e.g., budget, manpower, conflict with other projects or contracted services) and provide recommendations to the POA Board. | ASSUMPTIONS: 1. The annual Capital Improvement list will be used as a starting point for this review 2. The budge for and disbursement of funds from the existing Repair and Replacement Fund will be handled by HHPPOA staff and management.Strategy F.3.1Capital Projects_8ac4c00e-7241-11eb-b168-0b80f482ea00PLACEHOLDER_81Continue the annual process for review of Capital Improvements that is currently being used. ~ Review Capital projects at monthly committee meetings, as required, and conduct an Annual Review of the overall Capital Projects list. ~ Review annually beginning in third quarter 2020.Review[To be determined]Storm Water ManagementReview the five-year Storm Water Management Agreement HHPPOA and the Town of Hilton Head and provide recommendations to the POA Board regarding renewal, modification of terms, and value received from this agreement annually._01addd31-d88e-40c7-9bba-84e15a13074cF.4Town of Hilton HeadHHPPOA BoardASSUMPTIONS: 1. The POA and golf course maintenance managers, in concert, continue to monitor all lagoons. 2. The Map prepared and maintained by HHPPOA Staff and is effective and acceptable to the Town as a description/status update of the HHP storm water system. Strategy F.4.1Storm Water Management_8ac4c1f8-7241-11eb-b168-0b80f482ea00PLACEHOLDER_82Strategy F.4.1. Monitor the effectiveness of the Storm Water Management System annually. ~ Update the Storm Water Management System Map as appropriate, highlighting water sheds to major outfalls. ~ Highlight locations on the map displaying the interaction between golf course drainage and lagoons leading to the major outfalls.Effectiveness[To be determined]Strategy F.4.2Agreement_bc1ab196-77e5-11eb-8c7d-58f91383ea00PLACEHOLDER_83Review Agreement with Town of Hilton Head to verify that it covers priorities established by HHPPOA for the upcoming performance period. ~ Review Agreement for compliance relative to priorities and data generated by the Map. ~ Monitor annually and report any response from the Town to POA BoardMonitoring & Review[To be determined]Strategy F.4.3Value_bc1abd6c-77e5-11eb-8c7d-58f91383ea00PLACEHOLDER_84Monitor value received from Agreement with Town of Hilton Head. ~ Review report from the Town regarding the cost of projects completed. Share the System Map with the Town to assure clarity of responsibilities of each party. Work with HHP staff and Town representatives to reserve funds anticipated to address drainage projects identified by the Map. ~ Monitor annually and report replies from the TownMonitoring & Reporting[To be determined]Strategy F.4.4Plans & Projects_bc1ac302-77e5-11eb-8c7d-58f91383ea00PLACEHOLDER_85Prepare annual action plans to address any deficiencies found from items 1-2 above. ~ Plan annual plans to HHPPOA Board for approval. ~ Monitor progress of work on approved plans and report completion of projectsMonitoring & Reporting[To be determined]Signage & LandscapingParticipate in the annual area maintenance audit and identify signage improvements, landscaping options for the beautification of entry ways, roadsides, and other common areas that can be implemented in a sustainable manner._7bdcbad2-719d-11eb-aac6-77151483ea00F.5ASSUMPTIONS: Work to achieve community agreement and understanding around our definition of terms and the resulting value proposition for each project.Strategy F.5.1Projects_8ac4c3ba-7241-11eb-b168-0b80f482ea00PLACEHOLDER_86Review projects brought forward to the Maintenance Committee. ~ Recommend acceptable or rejection of proposed projects based on cost, upkeep, savings, etc. ~ As needed to provide application clarityReview & Recommendations[To be determined]Strategy F.5.2Projects_bc1ac96a-77e5-11eb-8c7d-58f91383ea00PLACEHOLDER_87Develop a prioritized list of approved projects showing the value proposition for each project and anticipated costs/savings over time. ~ Update the list for new or changed projects ~ Annually in timely fashion for MTC Operating Plan processPrioritization[To be determined]Strategy F.5.3Beautification & Sustainability_bc1ad482-77e5-11eb-8c7d-58f91383ea00PLACEHOLDER_88Add a “Beautification and Sustainability” value question to community survey. ~ Maintenance Committee working in cooperation with the Communications Committee ~ Monitor annually with survey results; reevaluate the proposed projects, the definition of terms and value proposition for each projectProject Evaluation[To be determined]Dolphin Head Recreation AreaDevelop a long-range maintenance plan for the renovated Dolphin Head Recreation Area. _7bdcbbd6-719d-11eb-aac6-77151483ea00F.6Strategy F.6.1Dolphin Head Recreation Area_8ac4c5c2-7241-11eb-b168-0b80f482ea00PLACEHOLDER_89Follow the process used to develop the maintenance plan for Spring Lake Pool and apply it to the renovated Dolphin Head Recreation Area. ~ Review any staff and cost changes during the first year (warranty period) then again in subsequent years. Integrate the renovated Dolphin Head Recreation Area into the three-year POA neighborhood survey. ~ Update annually during the first two yearsPlan[To be determined]Lakes & LagoonsWork with the Town of Hilton Head Island to develop a long-term dredging schedule for the lakes and lagoons located within the boundary of HHP. _7bdcbcd0-719d-11eb-aac6-77151483ea00F.7Town of Hilton HeadStrategy F.7.1Dredging_8ac4c84c-7241-11eb-b168-0b80f482ea00PLACEHOLDER_90Proposed a long-term plan for dredging community lakes and lagoons within HHP. ~ Review one year after agreement with the Town; in subsequent years review every three-years when the POA neighborhood survey is conducted. ~ Update annually Plan[To be determined]RecreationProvide creative and stimulating recreational facilities and programs that are adaptable to the changing needs and diversity of our residents._1c68938a-1991-4504-bf38-eefec9a4f675GHHPPOA Recreation CommitteeProgramsReview existing recreational programs to keep them interesting, stimulating and adaptive to our changing needs._cdf63869-74a3-41dc-ad7d-0d16b2e43618G.1ASSUMPTIONS: Many residents are involved in various HHP recreational programs. The HHP survey’s results indicate a continued and increase interest and need for recreational activities. Strategy G.1.1Survey_8ac4ca0e-7241-11eb-b168-0b80f482ea00PLACEHOLDER_91Review and analyze the HHP 2021 Survey responses and the HHP 2024 Survey responses to anticipate changes and needs in recreation. ~ Survey results will serve as the measure ~ Completion - 2022 and 2025 respectivelyAnalysis2022-12-31Review and analyze the Survey responses to anticipate changes and needs in recreation.2025-12-31[To be determined]2022-12-31Strategy G.1.2Recommendations_df64c1a6-7852-11eb-aad3-90d42983ea00PLACEHOLDER_92Based on Survey, analyze recreational trends and make recommendations to POA Board. ~ Opinion Survey and resident input. ~ Completion - 2022 and 2025 respectivelyIssuance2022-12-31Based on Survey, analyze recreational trends and make recommendations to POA Board.2025-12-31[To be determined]2022-12-31Strategy G.1.3Programs_df64d308-7852-11eb-aad3-90d42983ea00PLACEHOLDER_93Research and evaluate the variety, effectiveness and level of participation in programs in other planned communities. ~ Subcommittee Report ~ Review annuallyVariety, Effectiveness & ParticipationStrategy G.1.4VolunteerismNumber_df64e1c2-7852-11eb-aad3-90d42983ea00PLACEHOLDER_94Encourage volunteerism. ~ Review # of guests invited to Volunteer Party. ~ Review annually[To be determined]Strategy G.1.5Staffing & Volunteers_df64effa-7852-11eb-aad3-90d42983ea00PLACEHOLDER_95Review staffing and volunteer needs. ~ Review monthly management reports. ~ Review annuallyReviewFacilitiesInspect and evaluate existing recreational facilities to ensure that they are properly equipped, well-maintained and suitable to the changing needs of our residents._4373ad2c-a496-4387-b40c-cb4b9445086eG.2ASSUMPTIONS: Many residents presently use available facilities. The HHP Opinion Survey indicates an even greater need for enhanced facilities. • Facilities are aging and may become outdated and may need replacing or refurbishing. Preventive maintenance is critical. • Recreational trends will continue to evolve and may suggest a need for updated/additional facilities.Strategy G.2.1Facilities_8ac4cbda-7241-11eb-b168-0b80f482ea00PLACEHOLDER_96Research community to determine if a new or renovation of a facility is required to meet resident’s needs for meeting and athletic uses. ~ Surveys – 2024 ~ Completion 2024Research2024-12-31[To be determined]2024-12-31Strategy G.2.2Partnerships_df64f6f8-7852-11eb-aad3-90d42983ea00PLACEHOLDER_97Explore private industry / HHP partnership opportunities to enhance recreational opportunities. ~ Review annuallyExploration[To be determined]Strategy G.2.3Facilities_df64fdec-7852-11eb-aad3-90d42983ea00PLACEHOLDER_98Maintain interior of present facilities (excluding major mechanical items) at least at current level. ~ Review annuallyMaintenanceSpring Lake & Plantation HouseConsider the need for Phase IV of the Spring Lake Master Plan, the renovation/replacement of the Plantation House, and a Dog Park adjacent to the Plantation House._a161c6a4-723c-11eb-853c-b984f382ea00G.3ASSUMPTIONS: Community supports the need for Phase IV of the Spring Lake Master Plan, as well as renovating or replacing the Plantation House (with consideration of a Dog Park adjacent to the Plantation House); the plan is endorsed by the Board. • The Dolphin Head Recreation Area is paid off by 2024 Members will enjoy the additional recreational amenities and demand for use will outgrow the available facilities. (*Phase IV of the Spring Lake Master Plan – Removing the Shuffleboard Courts and replacing them with two Bocce Ball Courts. Keep practice tennis wall.)Strategy G.3.1Feedback_8ac4cda6-7241-11eb-b168-0b80f482ea00PLACEHOLDER_99Obtain resident feedback. ~ Survey 2024 ~ Completion 2024Survey2024-12-31[To be determined]2024-12-31Strategy G.3.2Plan_df650c9c-7852-11eb-aad3-90d42983ea00PLACEHOLDER_100Evaluate the Plan and recommend a course of action to the Board of Directors. ~ Evaluation of Plan completed ~ Completion 2025Evaluation & Recommendations2025-12-31[To be determined]2025-12-31Strategy G.3.3Financial Plan_df651336-7852-11eb-aad3-90d42983ea00PLACEHOLDER_101Work with the Finance Committee to develop a financial plan to fund project. ~ Financial Plan completed ~ Completion 2025Completion2025-12-31[To be determined]2025-12-31Dolphin Head Recreation AreaComplete the second phase of the Dolphin Head Recreation Area project if the project was split into two phases. _a161c91a-723c-11eb-853c-b984f382ea00G.4ASSUMPTIONS: Community supports competing Phase 2 of the Dolphin Head Recreations Area project. The Plan is endorsed by the Board. • We have accumulated the funds to replenish the Weather Casualty Fund, and there is money accrued in the Capital Fund to continue the project.Strategy G.4.1Feedback_8ac4cfb8-7241-11eb-b168-0b80f482ea00PLACEHOLDER_102Obtain resident feedback. ~ Hold community meetings throughout the planning process. ~ Completion 2026Meetings2026-12-31[To be determined]2026-12-31Strategy G.4.2Financial Plan_df651c46-7852-11eb-aad3-90d42983ea00PLACEHOLDER_103If there is a Phase 2, work with the Finance Committee to complete Phase 2; if approved by the Board. ~ Financial Plan completed ~ Completion 2026Completion2026-12-31[To be determined]2026-12-31SecurityAdvise the POA Board on matters of security, public safety and technology in an effort to provide a positive environment for the residents, guests, staff and others permitted to live, work and play in Hilton Head Plantation._5346404e-1eab-11e9-91dd-3a49e2e8efbcHHHPPOA Security CommitteeHHPPOA BoardHHP ResidentsHHP GuestsHHPPOA StaffPersonnelMaintain a competent, well-trained staff capable of effectively and efficiently addressing routine duties and issues, as well as handling new challenges and situations._e6c57a1c-20de-11e9-9371-0f1854f51b0bH.1Strategy H.1.1Training_8ac4d1ca-7241-11eb-b168-0b80f482ea00PLACEHOLDER_104HHPPOA training standards and protocols mandate new officers become fully trained within 24 months of hiring. ~ Compliance with SLED performance standards.Compliance[To be determined]OngoingStrategy H.1.2Reports & Records_df652baa-7852-11eb-aad3-90d42983ea00PLACEHOLDER_105Consider the demands of the administrative function (reports and records) on the department and make appropriate recommendations to the Board. ~ Implement as part of new officer routine training.TrainingOngoingStrategy H.1.3SOPs_df653244-7852-11eb-aad3-90d42983ea00PLACEHOLDER_106Review SOPs (Standard Operating Procedures). ~ SOPs currentUpdating[To be determined]OngoingStrategy H.1.4Officers & Staff_df65399c-7852-11eb-aad3-90d42983ea00PLACEHOLDER_107Increase visibility of individual officers and other staff of Departments. ~ Use newsletter, coffees, and eventsVisibility[To be determined]OngoingStrategy H.1.5Retention_df654770-7852-11eb-aad3-90d42983ea00PLACEHOLDER_108Develop plans for long-term retention of Security Department personnel. ~ Seek Board support and approval of plans. Keep salary levels competitive. ~ Annually with Budget requestsPlans[To be determined]Crime PreventionMinimize the incidences of crime in HHP._19560c44-4dd4-41c5-a76f-4a7536ae70a6H.2Strategy H.2.1Crime_8ac4d3fa-7241-11eb-b168-0b80f482ea00PLACEHOLDER_109Continue residents’ education to aid in minimizing crimes of opportunity. Expand use of Safety Alerts. ~ Publish statistics raise resident awareness through Plantation Living, coffees, etc.Minimization[To be determined]OngoingStrategy H.2.2Alarm Systems_df654e78-7852-11eb-aad3-90d42983ea00PLACEHOLDER_110Encourage residents to install alarm systems. ~ Follow up on statistics. Measure and report the percentage of homes alarmed via the survey mechanism. Add alarm question in Annual mailing.Installation[To be determined]OngoingStrategy H.2.3Crime Statistics_df6555c6-7852-11eb-aad3-90d42983ea00PLACEHOLDER_111Review crime statistics to evaluate the effectiveness of the HHP crime prevention program. ~ Publish crime statistics showing trends. Compare statistics month to month and year to year in HHP versus other PUDs.Evaluation[To be determined]OngoingStrategy H.2.4Crime Prevention_df65635e-7852-11eb-aad3-90d42983ea00PLACEHOLDER_112Continue to coordinate and integrate the resources of the BCSO into the Security Department’s crime prevention program. ~ Periodically evaluate coordination efforts with representatives of the BCSO.BCSO Coordination[To be determined]OngoingStrategy H.2.5Tip Line_df656aa2-7852-11eb-aad3-90d42983ea00PLACEHOLDER_113Implement a Tip Line Program ~ Publish program in Plantation Living and on Website.ImplementationPending approvalTraffic Safety & ControlMaintain efforts to reduce the number of traffic accidents; to minimize traffic congestion and prevent unnecessary entry delays at the gates, especially with regards to special events._53464148-1eab-11e9-91dd-3a49e2e8efbcH.3ASSUMPTIONS: Our present program must be continually updated to address new circumstances.Strategy H.3.1Accidents_8ac4d652-7241-11eb-b168-0b80f482ea00PLACEHOLDER_114Complete an annual analysis of accident types and causes. Analyze accident data to pinpoint enforcement, education, equipment and engineering needs each year. (Security Committee Task) ~ Use the Monthly Report provided to the Security Committee and Board of Directors to publish a synopsis in Plantation Living. ~ Annually in first quarter of each succeeding yearAnalysis[To be determined]Strategy H.3.2Streets & Intersections_df657218-7852-11eb-aad3-90d42983ea00PLACEHOLDER_115Complete a Plantation-wide survey of the streets and intersections: (Security Committee Task) a. Speed limits b. Signage c. Visibility for drivers and other engineering considerations ~ Intersection/street survey completed, and results submitted.Survey[To be determined]OngoingStrategy H.3.3Speed Signs_df657fa6-7852-11eb-aad3-90d42983ea00PLACEHOLDER_116Continue use of Radar Speed Signs ~ ImplementationImplementationOngoingResident AssistanceFind ways of meeting the ever-increasing needs for resident assistance without negatively affecting other departmental responsibilities._01a8a18d-fb8f-43d8-aa86-df761e691309H.4HHP ResidentsASSUMPTIONS Resident calls for assistance will continue to increase, further stretching Security Department resources. This type of non-law enforcement service is uncommon and further enhances the uniqueness of the HHP Security Department. The types and extent of services provided should be evaluated on a cost/benefit basis.Strategy H.4.1Service Levels_8ac4d9ae-7241-11eb-b168-0b80f482ea00PLACEHOLDER_117Research the relationship of calls for service to the cost of adding new officers to maintain the level of service we now provide. (Security Committee Task) ~ Review results showing frequency and cost of service calls.ResearchOngoing in the second quarter each year.OngoingOperational EfficiencyMonitor and review new technologies, operational equipment, and facility assets to cost effectively enhance the success and safety of Security Department personnel._e6c57b02-20de-11e9-9371-0f1854f51b0bH.5ASSUMPTIONS: Ever changing technologies require continued evaluation.Strategy H.5.1Operations_8ac4dc06-7241-11eb-b168-0b80f482ea00PLACEHOLDER_118Systematically survey and review operations to pinpoint areas for improvement. ~ Security operational reviews and technological advances examined.Surveys & Reviews[To be determined]OngoingStrategy H.5.2Systems & Techniques_df65864a-7852-11eb-aad3-90d42983ea00PLACEHOLDER_119Evaluate new systems and enforcement techniques to include: Technologies, officer and departmental equipment, physical plants, and vehicles.EvaluationNew approaches brought to Security Committee for initial evaluation of possible HHP use.OngoingStrategy H.5.3Systems & Technologies_df658dfc-7852-11eb-aad3-90d42983ea00PLACEHOLDER_120After a new system/technology is identified as potentially of use in HHP, develop and recommend an action plan based upon needs, priorities, and both practical and financial feasibility. ~ In-depth evaluation and report to Board of Directors/ General Manager for funding.Strategy H.5.4. When an item from #3 is funded, make periodic presentations to the POA Board on progress of its implementation. 1. 2. 3. 4. Implementation of approved projects. 1. 2. 3. 4. OngoingPlans[To be determined]OngoingResident EducationDevelop methods and means to better educate residents about the responsibilities and operation of the Security Department and its staff._e6c57c10-20de-11e9-9371-0f1854f51b0bH.6HHP ResidentsHHPPOA Security DepartmentStrategy H.6.1Training & Authority_8ac4de0e-7241-11eb-b168-0b80f482ea00PLACEHOLDER_121Explain training of officers and their authority within the Plantation. ~ Presentation at a meeting of the Newcomers Club; Coffees (as invited), and monthly column in Plantation Living.Explanation[To be determined]OngoingStrategy H.6.2Lockbox Program_df659ce8-7852-11eb-aad3-90d42983ea00PLACEHOLDER_122Inform residents about lockbox program. Add Lockbox question to Annual mailing. ~ Presentation at Coffee with Peter, Newcomers Club (as invited), column in Plantation Living. Add Lockbox question to Annual mailing.Information[To be determined]OngoingStrategy H.6.3House Check Program_df65a3a0-7852-11eb-aad3-90d42983ea00PLACEHOLDER_123Inform residents about the Vacation House Check Program. ~ Presentation at a meeting of the Newcomers Club, column in Plantation Living.Information[To be determined]OngoingStrategy H.6.4Ride Along Program_df65ac88-7852-11eb-aad3-90d42983ea00PLACEHOLDER_124Initiate a “Ride Along” Program for members of the Security and Safety Committee, Board and interested residents. ~ Assess participationParticipation[To be determined]OngoingAnimal ControlMaintain an adequate control program (training, procedures, and facilities)._534643a0-1eab-11e9-91dd-3a49e2e8efbcH.7Strategy H.7.1Animal Requirements_8ac4e002-7241-11eb-b168-0b80f482ea00PLACEHOLDER_125Review current State, County, and Town requirements relating to domestic and wild animals to identify possible improvements in HHP program. ~ Report results to Security Committee annually and to Board of Directors as warranted.Review[To be determined]OngoingStrategy H.7.2ArticlesNumber_df65be30-7852-11eb-aad3-90d42983ea00PLACEHOLDER_126Educate residents via Plantation Living concerning animal issues. ~ Three to four Plantation Living articles per year on animal issues.3[To be determined]OngoingStrategy H.7.3Dog Chipping_df65c6a0-7852-11eb-aad3-90d42983ea00PLACEHOLDER_127Encourage “chipping” of all dogs via Plantation Living. ~ Coordinate chipping events with the HHP Dog Club.Encouragement[To be determined]OngoingDisaster ResponseMaintain and constantly review an adequate Disaster Response Program for both man-made and natural disasters, and a Hurricane Evacuation and Reentry Plan (training, procedures, equipment and facilities, etc.)._e6c57d0a-20de-11e9-9371-0f1854f51b0bH.8Strategy H.8.1Procedures_8ac4e200-7241-11eb-b168-0b80f482ea00PLACEHOLDER_128Review current State, County, Town and HHP procedures to identify possible shortcomings and improvements in the current HHP plans. ~ Report results to General Manager, Security Committee, and to Board of Directors as warranted for funding.Review[To be determined]OngoingStrategy H.8.2Needs_df65ced4-7852-11eb-aad3-90d42983ea00PLACEHOLDER_129Implement identified needs as appropriate and budgeted. ~ Identified needs in place and functioning. ~ Annually by the end of the second quarter.Implementation[To be determined]Strategy H.8.3Advice_df65dd48-7852-11eb-aad3-90d42983ea00PLACEHOLDER_130Communicate Disaster Preparedness advice to residents. Review same on Web pages. ~ Conduct a general meeting of residents to present the current Disaster Response advice and overview Hurricane Evacuation and Re-entry Plan. Review Web page. ~ Review Web page advice annually in first quarter. Plan presentation annually early in the second quarter.Communication[To be determined]_8ac4e3f4-7241-11eb-b168-0b80f482ea002021-01-262026-12-312021-02-26https://www.hiltonheadplantation.com/pdfs/2022-2026-STRATEGIC-PLAN.pdf_8ac4e5fc-7241-11eb-b168-0b80f482ea00OwenAmburOwen.Ambur@verizon.net