If you have not seen the new website for the Hilton Head Institute well, here it is. I hope this group is not the typical government committee that goes nowhere with big ideas. It is touted as being a group with a vision like Charles Fraser. A term I hear from people all the time, who never really knew my Uncle. I wish these groups that would like to use the Fraser name at least put a Fraser on their boards, otherwise please don't tout that they know what his vision was. His vision was ever changing as he learned more and more. He did not get stale in his desire to learn and improve what he had done. It is because this that I get somewhat annoyed when I hear from someone saying that was not the vision Charles Fraser had.
The next generation of Fraser's are well established in their own ways. In my family there are five children of Joe Fraser and the late Carolyn "Becky” Fraser. Joe Fraser, owner of Fraser Construction, Simon Fraser lawyer, and chairman Heritage Classic Foundation, West Fraser recognized artist throughout the USA, Charlie B Fraser, developer and resort residential real estate professional. Carolyn Fraser, restaurant manager. The late Charles Fraser and Mary Stone Fraser had two daughters Wyman Fraser Davis, mother and pastor, Laura Lawton Fraser, mother and curator of the Charles E Fraser Library. Anyone of us would welcome the opportunity be a part of helping create a better Hilton Head Island.
In a related article about my uncle Charles Fraser's Legacy to ULI. The men interviewed in this article all worked at some point in time with my uncle, my father and a few with my grandfather Gen. Joseph B Fraser. They helped Charles shape his vision and execute his plans for Sea Pines Company. My father, Joe Fraser, was the one in the family who constructed the ideas for Sea Pines. He never interfered with his little brother's plans. He would however change things if the cost did not meet the reward. All of the top Executives in Sea Pines Co. affectionately refer to their years with Sea Pines as “Sea Pines University" Charles was their professor. They knew and loved Charles, but ask them if they know his vision I am not sure they can answer that, because his vision was ever changing with technology, social behaviors, family dynamics and so forth. Charles had a voracious appetite for learning, and was constantly researching new and challenging ideas for communities and what made them successful. He would have changed many things with Sea Pines if he could, but in the end he was very proud of what had been accomplished. To me Peter Rummell captured Charles's vision quite well in the quote below, and in the ULI article.
The Urban land Institute credited Charles with modern day design techniques.
I for have been noting in my blogs the last few years what I view as “the blunders” that The Town of Hilton Head has been making. The Town is not keeping Hilton Head ahead of the curve in redevelopment of the many areas outside the "gates". The land buying program and the LMO have stifled redevelopment and controlled growth. The Land Buying program has over inflated commercial real estate values, and the LMO makes it hard to make a commercial project viable for a developer to renovate a property or build a new property. TOWN PARKS
I can say that some of the areas that I mentioned above are now being addressed. So I am cautiously optimistic about the Hilton Head Institute, and other initiatives to promote new businesses and renovation of existing properties.
Related Blogs by Charlie Fraser
Mathews Drive Projects Point to Progress
New Conceptual Plans for Coligny
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Reinventing Hilton Head for a New Generation
by Trisha Riggs
June 25, 2013
Charles Fraser's Legacy to ULI
The contrast between the serious biker in tights and toe-clipped cycling shoes and the ladies meandering about in capris and sun visors is symbolic of the 21st-century challenge facing Hilton Head, a resort town steeped in 20th-century tradition: how to reach beyond the affluent retirees drawn to its famed golf resorts to a broader market that includes baby boomers and members of generations X and Y who enjoy its pristine beaches, but who have many other recreational and cultural interests as well.
The legacy of the late land use visionary and ULI leader Charles Fraser, who developed Hilton Head’s first resort community during the 1960s and 1970s, is evident all over the island. Fraser’s 5,000-acre (2,000 ha) Sea Pines Plantation, with nearly 6,000 residential units and amenities that include golf, tennis, boating, horseback riding, dining, and shopping, was awarded a ULI Award for Excellence in 1985 and a ULI Heritage Award in 1994. The environmentally conscious development practices Fraser initiated have influenced the design of both residential and commercial areas throughout Hilton Head. Nearly every side street curves around sprawling live oaks draped in Spanish moss; on the main road, retail signs are painted in muted shades of beige, brown, and green. In every neighborhood, homes and stores blend in with the natural habitat.
Now, a half century after Fraser started selling lots and just over ten years since his death, private and public sector representatives are grappling with how to update Hilton Head’s image—maintaining its reputation as a place to relax and recharge, but also positioning it to keep pace with changing times. It is a task that requires creating an environment to spur economic growth while preserving the characteristics that have distinguished the island as a place of uncommon beauty.
At ULI South Carolina’s recent annual meeting, held for the first time on Hilton Head, the reinvention process was discussed in depth, offering some lessons learned for resort-oriented communities seeking to become more multigenerational in appeal. The two-day district council program featured a marquee panel
Chaffin was recruited to sell land at Sea Pines by Fraser and Light; he and Light are now chairmen of Chaffin and Light Management, with offices in Okatie, South Carolina, and Basalt, Colorado. He noted that gated communities, a development form that was a strong selling point in the island’s early days and one that remained popular for years, are losing ground to a market segment more interested in openness. "The market today does not care about elitism or gated communities. When you ask people what is important to them, it boils down to the experiences they have, the friends they make, and the way they are treated," he said. "It’s about the institution of community—how you weave together the threads of community. As community developers, we have to get beyond amenities like golf and tennis and focus on what we can do to foster connectedness."
Rummell, principal of the Rummell Company in Jacksonville, Florida, pointed out that demographic shifts are having a lasting impact on resort developments, particularly those seeking to expand their economies beyond the hospitality industry to attract more permanent residents and "knowledge economy" workers. "The impact that younger generations are having on resort development is a huge issue," he said. "Gated communities are yesterday’s solution. They don’t work well environmentally, economically, or in terms of infrastructure. We are living in a more urban world, and people are reacting more favorably to places that offer a more urbanlike setting." Golf—long perceived as a symbol of gentility and affluence—at some point likely will become more of a secondary than primary draw in many resort communities, Rummell predicted.
Fraser would advise those involved in reinventing Hilton Head to let the experiences of other communities be a guide, Rummell noted. "If Charles were here, the first thing he would do is go look at a dozen other places to see how they had aged, what worked, and what didn’t. He’d take an idea from each of those, and he’d learn from them."
Fraser’s ideas, his commitment to excellence in design and amenities, and his insistence on developing in harmony with nature are what brought the tourists who ultimately became residents and business owners in the town of Hilton Head Island, said David Ames, founder of Amesco, an urban planning consulting firm in Hilton Head. The town, incorporated in 1983, now has a permanent population of more than 40,000 and draws about 2.5 million visitors annually. "The people who chose to come to the island because of his [Fraser’s] vision have shaped the island’s character and created its special
ambience. It’s this community spirit, energy, and pride that we are seeking in the island’s reinvention," Ames said.
Following the island’s initial development, Hilton Head entered a phase between 1978 and 2008 that could be characterized, Ames said, as the years of "maintaining the status quo"—a period during which residents supported investments of more than $13 million for parks, $50 million for beach renourishment, $24 million for road improvements, and $162 million for land conservation, as well as creation of 56 miles (90 km) of bike paths.
The movement to change the status quo started during the Great Recession, which left the island—like many other resort areas dependent on the hospitality industry—in an economic slump. In 2009, the town’s comprehensive plan listed 300 planning strategies, most related to managing growth. Few focused specifically on economic expansion. Through the work of a mayoral task force, the plan was subsequently revised to include five strategies to be implemented over 25 years:
renew an emphasis on environmental and community-planning leadership;
position the island as a "refuge from the common place";
position the government as business friendly;
broaden and deepen the economy; and
revitalize existing buildings and infrastructure.
The institute’s first gathering is planned for this fall, said Ames, who serves on the institute’s board. "Our goal is to attract young, ambitious, adventuresome, entrepreneurial, independent thinkers—the same type of people who created Hilton Head—who will become island leaders and provide new energy and new ideas. We see the institute as capturing the essence of Charles’s vision and what has made the vision endure—cutting-edge ideas, and youthful in orientation and spirit."
The local government is also working to ease the entitlement and development process, including rewriting the town’s 25-year-old land management ordinance, said Jim Gant, a resident and volunteer on the ordinance redrafting committee. The rewrite includes provisions to reduce the number of land use zones, allow more mixed-use development, reduce use restrictions, and relax some design standards to allow more renovations. Though geared toward more flexibility, the overhaul carries on Hilton Head’s commitment to environmental stewardship, he said. "The world is different now, and changes are called for," Gant said.
Abundant signs can be found across the island of efforts to give Hilton Head a facelift, but with respect for the sensibilities that have made it a thriving destination. Golf remains the sport for which Hilton Head is particularly well known: the island has 25 public courses and four private ones. The Heritage Classic Professional Golf Association tournament (now named the RBC Heritage for title sponsor Royal Bank of Canada) has been held annually at Sea Pines’ Harbour Town Golf Links for 45 years. The River stone Group, which now owns Sea Pines Plantation, just completed a new course designed by Pete Dye.
While noting that "golf is still important at Sea Pines," Sea Pines president Steve Birdwell said efforts are underway by the company to make the golfing experience at the community appear less formal. As part of a multiyear, resort wide revitalization that could cost as much as $100 million, Riverstone is building a new golf club that Birdwell said will have a "casual feel" reflecting South Carolina’s Low Country architectural style. The club is envisioned to be a gathering point for the Sea Pines community, he said. "We are repositioning Sea Pines for the future to make it more competitive."
Renovations are underway at several of Hilton Head’s major hotels and in the eclectic Coligny neighborhood shopping district, which is adding a lifelong learning center operated through the University
The area’s repositioning efforts are not limited to the island. In Bluffton, just across the bridge connecting Hilton Head to the mainland, the community of Buckwater Place was one of several to switch course during the recession. Planned in 2002 as a retail destination, the community was targeted in 2007 for a different economic driver by developer JCM Ventures of Savannah, Georgia. "We needed to diversify the economy to attract knowledge workers," said company owner Matthew Green.
CareCore National, a health care firm, moved to Buckwater Place from New York state, becoming the major anchor for the development, with retail and dining as supportive uses. Subsequently, a small-business incubator, the Don Ryan Center for Innovation, moved to the development. Plans call for construction of compact, moderate-cost residential units to provide more workforce housing. "We’re working on how to match the desires of younger workers with those of older baby boomers," Green said.
Gerrit Albert, vice president of Crescent Resources in Bluffton, described the evolution of the nearby Palmetto Bluff community into one that is family oriented, with nodes of activity such as community gardens and an arts park. "It’s all about interaction, about creating an atmosphere of inclusivity," Albert said. "People disdain isolation. . . . Golf [as the main draw] is being replaced by food, wine, and lifelong learning centers."
John Reed, a former Fraser employee, has developed properties on Hilton Head for 40 years, witnessing the expansion of consumer interests beyond golf into a broad range of sports, culture, and arts-oriented pursuits. Now president and chief executive officer at Reed Development in Bluffton, Reed said the company noticed in 2006 a shift among buyers at its Berkeley Hall community. The game changer: buyers from the silent and greatest generations (age 68 and older) were being replaced by baby boomers seeking variety in recreational offerings and prices.
Although sales dropped dramatically during the recession, he said his company was convinced that the trend toward younger buyers would resume when the market turned. As a result, it dropped plans for another golf course even though it had already completed the permitting process. It was a decision Reed believes has helped keep the development viable: "Our buyers don’t want country club living; they want gathering places. They want places with a neighborly feel. Just building [high-end] custom homes on golf courses will not drive the market."
+ Related: Charles Fraser's Legacy to ULI
In the current environment of demographic and economic shifts, Reed said he often recalls an important lesson from Fraser—to "constantly ask yourself what your customers want" in order to avoid getting blindsided while standing on tradition. "There are opportunities in responding to change," he said.
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