The responsibility of the Property Owners Association (POA) Board of
Directors is to ensure the maintenance and management of the association’s assets and
services responsibly, frugally and in a manner that best serves the interests of the
general membership – the property owners. To that end it is imperative that the Board of
Directors keep an eye on the distant horizon, and plan to efficiently meet future challenges
and requirements.
Long range planning has as its foundation the history that created the current status
and an objective view of the future as measured by predictable events. It is important to
identify the events that created the status quo in order to understand the current context.
"Past is prelude." How did we get here; where are we going? With that in mind, this
Long-Range Plan attempts to anticipate the continued evolution of Fripp Island and the
Property Owners Association over the next five years.
Background
The Home Owners Association (HOA) was established by the original developers is 1969
as a communications link to property owners and as a vehicle for soliciting their support. The HOA had
no governing authority and neither owned nor managed any property or services.
The Property Owners Association (POA), essentially in its current form, was established
in 1981. It was a more formal and active organization. It was chartered in order to increase its influence
with the developer, and to acknowledge a broader constituency - including all property owners, not just
home owners, as was implied in the original terms of reference.
In 1983, the POA assumed from the developer control of all security functions, roads &
bridges, and all common properties, including beach access (crossovers) and lakes and lagoons.
It is from that event that the infamous "1983 agreement" arose.
The agreement unquestionably relieves the developer of significant financial liabilities
and onerous maintenance responsibilities. It imposes some unwelcome constraints on the POA.
Nonetheless, it ensures security operations that focus on property owners’ interests and it
provides the POA with important leverage when dealing with the developer’s expansion plans.
From 1983 to the present the numbers of property owners and residential units have increased
by 79% – from 1,626/777 to 2,049/1396, revealing also an increase in multiple ownerships. The ratio of
full-time residents to part-time and rental residents has gone from approximately 1:2 to 1:4, yet the
numbers of full-time residents has remained virtually constant since 1995 (435-450).
Current construction trends reflect a continuation of the disparity between full-time and
part-time/rental residents. The POA Board and staff and the services, infrastructure and facilities they
manage have grown apace. Yet it is axiomatic that continued growth in population and numbers of residences
will of necessity mean commensurate growth in POA staff, functions and facilities.
Assumptions
- Increasing national interest in resort and vacation properties, particularly in southeastern
coastal areas, coupled with a strong economy will support the current Fripp Island growth rate and
will result in continuation of the current ratio of full-time residents to part-time residents and
rental property owners. Final numbers at the end of period under examination will be approximately
2600 residential units and 3120 property owners, of which only 500–600 will be full-time residents.
- Growth in the numbers of property owners and residences will continue at the current pace until
the year 2005. At that point growth will taper off slowly at first and then more rapidly as the island
approaches current build-out projections of 2600 residential units, possibly as early as 2008. Current
growth projections indicate average increases of 80 residential units annually until 2004-2005; owners
would increase by 110–120 annually during the period, assuming continuation of the trend in shared
ownerships.
- The population will become younger and more affluent in keeping with national trends. The
demographics, coupled with the increasing resort character of Fripp Island, will stimulate more
pre-retirement and second home ownership resulting in an increase not only in the numbers of people,
but also in their diversity and that of their vehicles and recreational equipment. (e.g., stretch SUVs,
all-terrain and amphibious vehicles; "personal watercraft".)
- Threats to the security and safety of people and property on Fripp Island will continue in character,
but will increase in frequency and intensity for the foreseeable future. Such threats include hurricanes,
tornadoes, tidal flooding, crime, catastrophic bridge failure, fire and medical emergencies.
- Community needs for spiritual and recreational amenities (i.e., civic clubs, parklands, etc.) will
grow in proportion to the growth and diversity of the population. The developer will not address
non-commercial amenities in his development plans; the POA, along with the Community Centre, will be
called upon to assist in the development and growth of appropriate facilities.
- As the size and complexity of administrative and physical services grow to accommodate population
growth, and the available pool of volunteers diminishes as a result of the changing demographics, the
burdens of management will fall more heavily on a reduced volunteer force. Increased demands on POA
directors will result in fewer property owners willing to stand as candidates for directorships. The
POA will require a larger and more diverse professional staff to perform the exigent management and
oversight tasks.
Board Governance
The Future:
- Constant – POA Board is legally responsible for all financial, properties and contracts –
now and well into the future – 2004.
- The 1999/2000 figures show that non-residents own 75% of the parcels on Fripp. These figures
show that the volunteer base is finite and there are approximately 13 other clubs and organizations
vying for the same volunteers.
- Volume of services continues to increase and expectations of quality of service will increase
at the same time.
- The continuing turn over on the Board of Directors does not adequately allow for continuity in
decision making and/or delivery of services. This is especially true as turnover relates to committee
membership and responsibilities.
- The Board’s role in past has been 3 fold. One, the formulation of policy and plans; two,
approval of policy and plans; and three, in significant instances implementation of policy and plans.
It is obvious from the above points, that the Board members’ role will be reduced in the implementation
phase.
Looking at the issues confronting the Board now and projected into the future (2004):
Recommendation: We do not see a need to change the current Board composition of
nine elected full-time residents and one non-resident Board member. Nor should we change that Board
members are elected at-large rather than from specific areas of the island.
Reason: The off-island representative currently does not have a problem of responding
to concerns of non-residents, but rather has to push for their input and involvement. As the current
building percentage continues (75% non-resident, 25% resident) the Board may need to re-open the issue
of increasing non-resident representation in several years. In the meantime a concerted effort should
be made by the board to communicate with and receive input from non-resident members.
Recommendation: Survey all new owners, both resident and non-resident as to their
areas of expertise and interest in volunteering for POA committees.
Based on the responsibilities and volunteer base of residents, we do not see changing the
number of resident Board members. Specific group or area representation on the Board was considered and
is not recommended because the present system, where all members are elected to serve the interests of
the entire island, is considered a preferable concept.
Recommendation: Board Role & Function: That the Board transition itself
over the next 5 years from having the current committee practice of daily management obligations and
implementation to one of governing through committee oversight of implementation, primarily by paid staff
or specialized volunteers.
Reason: As the volunteer base changes and island population growth occurs, the
FIPOA staff will have to be augmented. Additional paid professionals will be needed to ensure responsible
and responsive association management, and to free up the Community Manager for expanded responsibilities.
Recommendation: That the Board of Directors pursue and formalize relationships with
private and public entities that have a direct impact on current and future FIPOA functions, goals and plans. Those entities are listed on Addendum #6.
Recommendation: Explore other means of collaboration to reduce costs.
Recommendation: The By-Laws be changed to allow for the transition while making
sure the Board has the flexibility to organize committees in the most efficient manner and utilize outside
expertise. During the transition the Board should be careful to allow future boards the flexibility to
govern and manage without restrictive By-Laws provisions or agreements which would limit their ability
to make decisions based on existing conditions.
Specific areas to be changed/removed are:
- Eliminate the Article VII, section 3 of the Bylaws that list
responsibilities for committees. Committee responsibilities would be moved to the Policy
Manual
- All By-Laws language should be modified to become gender neutral.
- Change the non-resident provision to be; one who resides on Fripp
Island less than six (6) months of the calendar year (the passage now reads 3).
The Covenants: No present attempt to change covenant provisions is recommended.
Automatic ten-year renewal provisions were triggered this year. The next window of opportunity to change
the covenants starts mid 2008. Item number 13 in the FIPOA Policy Manual provides covenant enforcement
policy. No change to present FIPOA covenant enforcement policy is recommended. FIPOA liability and
litigation expense should be of paramount concern if any expansion of covenant enforcement policy is
considered.
Administration
Background: Administration has gone from 2 to 3 ˝ personnel in the last 3 years
primarily due to increased work load brought on by the population growth on the island and especially
work related to homeowner services, Security operations, primarily decals and related records and
maintaining the POA infrastructure.
The position of Community Manager was created 3 years ago and it continues to evolve as
to its tasks and functions. Primary focus is on the Community Manager spending more time checking on POA
current and future plans that need to be addressed with the responsible Director and Board, and liaison
with attorney for legal issues.
A part-time bookkeeper has been hired to free up the Community Manager for additional
tasks as seen above. Outsourcing payroll and The Trawler also frees up time for other administrative duties.
As a result of new homes, tourism and conferences, the POA infrastructure will continue
to be heavily impacted. This will require more staff time to keep on top of events, issues, make the
necessary decisions, and be supportive of POA Directors. As the Board moves away from daily duties, the
staff will pick up that workload, such as arranging for bids from contractors.
It will be necessary to focus on efficiency of operations and services and explore
collaboration with PSD and the Fripp Co. and other public and private entities as yet to be determined.
Recommendation: That as the Island continues it’s population growth and use of
services and resultant POA tasks and functions increase, that additional administrative staff be increased.
List of Potential Jobs:
- Dispatcher
- Financial Manager (Bookkeeper)
Recommendation: Position of Community Manager will report directly to the POA
President.
Recommendation: That the increase cost of operations and services to POA members
be offset by exploring with PSD and Fripp Company mutually beneficial avenues in the delivery of services
and use of personnel.
Recommendation: The increase in staff and resultant space needs require the expansion of the current POA facility and parking as soon as possible. Expansion to include not only the administrative area, but Security’s facility needs as well. The Board should appoint a Building Expansion Committee to develop a business plan.
Recommendation: Explore other means of billing and collecting assessments.
Recommendation: Increase undeveloped lot assessments to equal resident dwellings as needed.
Security
Background:
- Increased Island activity has created a strain on Security and put significant pressure on Security
to meet its responsibilities adequately. A statistical analysis from 1996 through 1999 indicates visitors
passes are up 48%; contractor passes over 100% and reports incidents up by almost 200%. During this same
time period Security Budget expense remained at approximately 37% of overall revenue.
- As housing starts continue to rise, Security’s role and task increase significantly; i.e. new roads,
Fripp Company growth plans, patrols and incident reports; with over 117,000 patrolled miles in 1999 alone.
This is an increase of 76,998 miles from 1996. Approximately 75-80 new homes are being built each year
and there is an ever-increasing multi-owner population.
- The decision in 1996-97 to hire an experienced Security Chief and the subsequent changes in expected
officer performance, designed to meet SLED performance standards, procedures, and new equipment combined
with #1 and #2 above has resulted in some confusion and concerns about the Board goals and objectives for
Security and its future. Security Chief is responsible to the President and reports to the Director of
Security.
- Given the above mentioned increase in Island problems and fast growth, Security has had to change;
and this change has as indicated in #3 brought about an expectation of a better officer profile. Security
officers today are better trained, better educated and in better physical condition. Along with this is
a factor requiring constant updating and compliance with state and federal labor law and workplace
standards.
Training, a must in law enforcement, has improved and is a constant in the environment.
In addition, simple growth has forced quality of life issues to the front burner. Shift change, food
breaks, restroom facilities, lockers for clothing and equipment all need to be addressed.
The Gatehouse was designed for no more than 2 or 3 officers at a time, all male, with no consideration
to training or storage and is now inadequate. The gate should function only as an entry facility.
Recommendation: That Security facilities needs be included as a part of the
recommended physical additions to the current POA building.
Recommendation: Evaluation of purposes, goal and commitment to Community and Town
Watch and Communications Committee be undertaken.
Recommendation: Continue to explore with The Fripp Company a cost effective automated
gate entry system.
Recommendation: A Public Relations program be put in place that would inform and
interface with the community regarding Security goals and objectives.
Roads
2001 thru 2005
Future Road Resurfacing/Widening Projects:
2001: Improve Tarpon Boulevard from Skipjack to Bonito Road. Coordination with all
utilities will be required.
2002: Resurface approximately ˝ Fiddlers Trace Road, Marsh Dunes Road to Periwinkle
Court, and Marlin Drive (pending sewer line installation).
2003: Resurface selected portions of Dolphin Road (Marlin Drive to Remora Drive)
(Rock Beauty to Marlin Drive), Blue Heron Lake (south side of Sea Otter Lane), Quail Cove, (Sandpiper Run
and Cardinal Crest Lane). Several of these areas will require roots to be removed before resurfacing.
2004: Resurface Fiddlers Ridge Road and Fiddlers Trace Road (2nd half).
Removal of tree roots from paved areas will be required.
2005: Resurface Sawgrass/Periwinkle Court areas, Porpoise Drive from 14th
to 18th green.
The Committee discussed drainage problems in general and the need to maintain positive
drainage from Winter Trout Road to Marlin Drive. In addition, the ditch along the 4th and
5th Fairways must be kept open to permit drainage across Remora Drive to pond.
This plan is flexible and can be modified as conditions change.
Lakes, Lagoons and Beautification
In order of priority:
The collapse of the dam on Blue Heron has brought to the forefront the need for easy
access in order to make any necessary repairs to the dam in the future.
Recommendation: The Board pursue getting signed access easements from the owners
of lots 45 and 46 in Subdivision 20. If this falls through, the Lakes and Lagoons Committee should pursue
other alternatives for dam access
There are areas along the lakes that do not belong to the FIPOA, where the adjacent
property owners’ land goes right into the lake. We need to know what is actually FIPOA property.
Recommendation: The Lakes and Lagoons Committee should start an inventory of all
FIPOA properties along the lakefronts on an as-needed basis. This process will be very time consuming and
expensive. The FIPOA attorney suggests only surveying on an as-needed basis.
Recommendation: Put in place a consistent maintenance and repair/replacement plan
for aerators. The cycle for replacing pumps/ aerators should be:
- Repair non-working aerators – Mid April
- Replace flotation aerators as they malfunction with older style aerators with pumps on accessible
ground, like they one in the lagoon behind the POA office.
Recommendation: A definition of Grounds Beautification needs to be written. Once
accomplished, a committee can be activated. This committee should plan projects and suggest a budget for
each year keeping in mind the ongoing maintenance costs that will have to be added to the annual Grounds
Budget.
