Hilton Head finds itself slipping off cutting edge

David Ames came to Hilton Head Island in 1973 with a child not yet 2 and a pregnant wife.

He and Nancy figured they'd be here three years at the most. He'd use his degrees from Princeton University and Penn to be a stunning vice president of community development for Charles Fraser's Sea Pines Co., then move onward and upward.

It didn't happen that way. David and Nan Ames got involved, raised both daughters here and still live on the island.

In business, Ames became a developer, planner and consultant. He did the planning for Hilton Head Plantation, and he and partners developed the successful Long Cove Club.

Civically, he was a voice of reason as the Town of Hilton Head Island was born and crafted its Land Management Ordinance. I say "reason" because he wanted the community to succeed economically, aesthetically and, most importantly, as a place to call home and rear children.

Personally, he serves on the board of Hope Haven, leads the board of The Children's Center and led its recent capital campaign that raised

$4.5 million for a new building now rising by Jarvis Creek Park.

So, I was eager to go when Ames asked me to meet over coffee and discuss a vision for Hilton Head. He's got a great mind. He cares. He knows how we got where we are. If he's concerned about our future, we all should listen.

Ames talked to many people, over many months.

Now, he is telling civic groups what he discovered.

So is Steve Riley, town manager for the Town of Hilton Head Island, and before that, a planner with the city of Beaufort. He, too, has raised his family here. He, too, has a bright mind, with expertise on how public policy can inspire or hamper public vision.

What they've come up with will go to the town Planning Commission and Town Council next month.

They do not claim to have answers, but they are sure that the status quo will not work.

In fact, Ames worries that the era of capital inflow -- both in terms of dollars and intellectual property -- are threatened, perhaps short-lived.

Riley said two things should be jolting this community from a sense of complacency: the global economic downturn, and the loss of the title sponsor for the Verizon Heritage golf tournament at Sea Pines.

"The need for redevelopment and reinvestment in our community has been a topic of conversation for more than a dozen years," Riley says in a slide show that he'll present next to a church group Wednesday morning. "But we have struggled with how to move the issue forward."

I'll move it forward by sharing below, in his own words, what Ames told a recent meeting of the Hilton Head Rotary Club:

Core values

In the past, the island prospered because of the infusion of dollars generated from land development and tourism.

However, there's not much land still to be developed, and each new, stylish resort is challenging our competitive place in the resort industry.

So, what do we do to continue attracting outside dollars to the island's economy and leveraging the island's assets to sustain, even expand, that economy?

What will make the island a good investment in 10 to 20 years? To live in? To visit?

What will make it outstanding?

Being known for quality and excellence builds civic pride, and civic pride generates financial and community support to perpetuate the reputation of quality and excellence.

How is a community's quality and excellence established? People who appreciate and expect high standards find a way to establish and maintain quality and excellence.

The question for us is, "What will attract those people -- residents, business owners and guests -- to Hilton Head Island and keep them coming in the future?"

I think it will be our core values that distinguish and propel us in the future, more than the conventional ways communities have been vying for attention in the past 25 years.

And, our core values will be recognized …

• By what we choose to build.

• By how we invest in redevelopment.

• By how we protect the land and water.

• By the way we treat each other -- residents and guests, young and old.

• By how we, as individuals, can grow by being a part of this community.

Hallmarks

Where might an island vision point us?

Former Disney executive Lee Cockrell summarized a recent appearance here by saying, "Make people your brand."

And he might not be far off, at least in part.

Our hallmarks can be our caring for one another, our unique history and culture, the educational opportunities we create, the Lowcountry environment we preserve and maybe the tagline, "Smart living in a green community."

Some have suggested the themes of "health, wellness, ecology and lifestyle."

These are reminiscent of historic Chautauqua's themes of growth and renewal.

But, there is another important factor if we want to compete nationally, let alone internationally, and that is being in front of the curve, leading the way in something important.

Hilton Head Island has been reaping the rewards of its progressive thinking and

recognized leadership in resort and community development and environmental sensitivity.

Now what? How do we maintain that image of progressive thinking?

New vision

Certainly, not by accepting the status quo, which is like watching the express train go by as we wait on the platform.

I believe the status quo will not sustain our enviable quality of life or communal sense of pride.

We need to do better, a lot better by restating what will make this island special in the future.

Sea Pines founder Charles Fraser was a bold, creative, passionate, persistent, benevolent autocrat. In many ways, his vision was constrained only by his imagination.

Today's circumstances and challenges are very different.

The question is: Can a public body come up with a bold vision, have the population embrace it and remain committed to it over time? Can the private sector do it? Or will the development and implementation of a far-reaching vision have to be a public-private partnership?

Regardless, we need to figure the answer.

Given our situation, how we write a vision statement, what it is based on, how it is developed and what themes are chosen may be key in creating an inspirational and relevant new vision for the island.

That means, have the vision, be aspiring, begin with shared values, develop it step-by-step and inclusively, and achieve public buy-in.

I predict such a successful vision will be measured in the pride of residents, the envy of visitors and the smiles of business owners.

Finally, leadership from all segments of the population will be required to draft this kind of vision and have it become reality. We need your help, best ideas and advocacy.

What do you think?