Vision 2020 Strategic Plan

Transcription

1 PRIVATE CLUB PLANNERS & CONSULTANTS Vision 2020 Strategic Plan Ponte Vedra Beach, Florida FINAL Prepared by: McMahon Group, Inc. 670 Mason Ridge Center Drive Suite 220 St. Louis, Missouri Tel: Toll-Free: Fax:

2 BOARD OF GOVERNORS *Salina (Sam) Harkleroad, President *Leedom Kettell, 1 st Vice President, Greens Committee Chair *Kathleen Church, 2 nd Vice President, Membership Committee Chair *Steve Frankiewicz, Secretary, House Committee Chair, Legal& Bylaws Chair *John Brantley, Treasurer, Finance & Audit Committee Chair, Compensation Committee Chair John Caden, Fitness & Recreation Tennis Committee Bob Dale, Property Committee Chair Kristen Ely, Governor At-Large Douglas Moody, Golf Committee Chair Fritz Skeen, Strategic Planning Committee Chair *Ruben Nava, Ex-Officio EX-OFFICIO Barry McDonald, General Manager Frank Vain, McMahon Group, Inc. 2

3 Strategic Plan Dashboard: Mission Provide an exceptional Sawgrass Experience by combining our oceanfront location with excellent facilities, programs and services for the enjoyment of our Members. Vision Enhance the Sawgrass Experience by improving our amenities and service to achieve a high level of Member satisfaction. We will make our golf, tennis, fitness and beach facilities the best in our area, and ensure that all our facilities are inviting, functional and well maintained. We will offer a variety of enjoyable dining alternatives, wonderful food, and maintain a level of service throughout the Club where every Member and guest is treated as a preferred customer. Our dedication to fiscal responsibility, and appreciation of our staff will further assure the long-term success of our Club. Our commitment on enduring excellence will securely establish Sawgrass Country Club as the first choice for those seeking the best private club experience in our area. Strategic Themes (Guiding Principles) Increasingly a member focused private club. Mission driven leadership. Continuous improvement in facilities. Communication to build alignment. Maintain focus on new member development. Responsible Financial Planning. Attract and retain high quality employees throughout the organization. Where We Will Play (Target Market) Baby Boomers living in or transitioning to Florida lifestyle. Local families in mile radius. Upper income households and families. Avid golfers. Active social interests. Active sports enthusiasts. Ages 40 and above. Existing Older Members. How We Will Win (Competitive Advantages) Combination of beach, golf, tennis, fitness. Beach club/dining. Golf courses. Large membership base. Location. High perceived value. Friendly membership. Financial structure. Management team and staff. Healthy Lifestyles. Core Values (We Won t Compromise On) Friendly, welcoming membership. Family friendly. Facility Condition and Maintenance. Balance of quality and value. Respect owed fellow members and staff. Commitment to the WOW Factor. 3

4 KEY INITIATIVES TO ACHIEVE OUR VISION The Sawgrass Experience Establish and follow policies and practices that create a member-focused environment. Use data and technology to develop programs and drive engagement across member interest groups. Challenges Create a differential environment at Sawgrass by making it the only true private club in an area where semi-private and public golf and club facilities abound. Wean off revenue driven activities like Marriott guest golf and outside banquets. Maintain the membership at the level necessary to eliminate outside sources of revenue. Understand the trade-offs between numbers of members, financial health, and achieving high member satisfaction. Personalize the member experience in a large club. Offer relevant programming to various member segments, without over programming Action Items Analyze the impact on the member experience and the revenue and income from non-member use of Sawgrass facilities to understand what it will take to reduce non-member access. Identify programs that should be continued for their merits (i.e., monthly term memberships benefit property owners/values and serve as a pathway to membership) and those that should be eliminated (i.e., Marriott guests rarely have interest in membership and the hotel has moved away from the golf-centric model they previously followed). Develop a recommended approach inclusive of policies, financial solutions and timelines for Board review and implementation. Commit to a goal of achieving 90% overall member satisfaction or higher on the annual satisfaction survey. Increase focus on operational details, facility cleanliness and maintenance and other irritants that presently hold down member satisfaction. Focus on increasing the personalization of the member experience so members feel welcome and appreciated in a large club setting. Make Sawgrass the fun club in the area by developing and maintaining a variety of programs and activities that appeal to all age and interest groups. Invest in technology so management and staff have the tools they need to create an exceptional member experience. Be a top quartile club in beneficial use of technology. Make use of technology to personalize the membership experience. Tactics could include inserting pictures into the accounting system and using flash cards in the daily F&B lineup to promote staff use of member names; building a library of member preferences so staff could anticipate member tastes or ordering preferences; using focus groups or surveys to identify member desires and building programs to encourage interaction among all member segments; using spending reports to track member activity and build winning programs. Use micro data to shape communications programs to drive participation in activities. Get all members to have a photo in online member directory. Timing Complete analysis of benefits and costs of weaning off outside revenues by September Management, with necessary committee assistance All Members have a Photo in online directory by year-end Membership Department. Management to develop plan to personalize the membership experience by year- end 2016 Determine the future of non-revenue sports like pickleball, croquet, basketball etc. by year end 2016 Fitness and Recreation Committee 4

5 KEY INITIATIVES TO ACHIEVE OUR VISION (continued) Effective Governance and Management The Board will function as a strategic, mission driven body that makes use of a strategic plan to encourage continuity and long-range thinking. Operations management will remain the responsibility of the Chief Operating Officer. Working together, the Board and Management will create and maintain an overall culture of excellence that leads to continuous improvement in member satisfaction. Board as Strategists Institutionalize the use of the Strategic Plan as the basis for decision-making and develop a process to monitor progress toward attainment of stated goals. The Board will work to improve alignment/agreement on the Club s purpose among the membership through enhanced communication and more face-to-face interactions. Effective Governance Continue the Board development program and improve the process by which prospective Board members are identified, cultivated and recruited, including a process, which helps them to prepare for service on the Board by work on Committees and Task Forces. Increase representation of younger and newer members on Committees so that we can identify opportunities and implement plans to provide a premier club experience for all member segments and families. Continue to improve Board orientation program to help new Board members quickly become effective contributors. Implement a continuing education program to introduce Board members to effective governance techniques and trends in the club industry. Design Board agendas to address high-level strategic issues. Handle perfunctory activities like committee reports through consent agendas. Capital projects and facility maintenance and investment issues demand high visibility and understanding at the Board level. Gain operational information from the GM/COO written board report and through the development of an executive dashboard for key monthly club indicators. Make sure that the Board has all relevant facts before making a decision. Conduct a Past Presidents meeting on an annual basis for club update and feedback. Conduct an annual Board Retreat to review and update the Club s strategy and further educate the board on club trends and effective Board governance. Responsiveness Continue regular member surveys and maintain benchmarks to see that the Club is achieving ever-increasing satisfaction metrics. The Club goal is to show a consistent trending improvement in member satisfaction. Communications to Promote Alignment Follow an ongoing communications plan for strategic and financial issues so that the members understand the rationale for key decisions and actions and become aligned in the Club s mission and vision. Actions could include quarterly meetings and written updates on Club business. Enhance the Club Governance tab on the password protected side of the Club s website and populate it with important strategic and capital information for member review. Be sure that important historical documents are maintained on the site. Structure more opportunities for members to submit questions of the Board, such as quarterly town hall meetings. 5

6 KEY INITIATIVES TO ACHIEVE OUR VISION-EFFECTIVE GOVERNANCE AND MANAGEMENT (continued) Management The Club is committed to the Chief Operating Officer model for club management. Create a succession plan for key staff. This is both a Management and Executive Committee responsibility. Provide the training, guidance and support staff members require ensuring continuous improvement in the level of service provided to our members. 6

7 KEY INITIATIVES TO ACHIEVE OUR VISION (continued) Board and HOA Relationship The Board will work to develop and maintain a healthy working relationship with the Sawgrass HOA Board. The Club and community have substantial shared interests, the Club in promoting the membership experience and the HOA in managing the community in such a way as to maintain homeowner values. Challenges Clarifying and HOA Board roles and responsibilities among members. Promoting an understanding of the role and value of the Club in supporting and enhancing homeowner values. Keeping lines of communication open between the administrations. Maintaining a healthy working relationship between club and property management. Potential Action Items Encourage former Sawgrass Board members to seek seats on the HOA Board so there is a higher level of understanding and appreciation of issues facing both Boards. Investigate practices employed by other gated community clubs to understand techniques they use to promote Club-HOA Board relationships. Create opportunities for the Boards to work on joint projects where shared interests are evident. Operating Liaison between General Manager and May Management Property Manager. Strategic Liaison between and Master HOA designated Board Members / Presidents. Both Liaisons regularly update the board. 7

8 KEY INITIATIVES TO ACHIEVE OUR VISION (continued) Master Facilities Plan Updating and Management Continue the process of working from a Facilities Master Plan to guide facility maintenance and development. Successfully complete Phase II (Beach Club) and begin work on Phase III (the Clubhouse, or next new building/expansion). Enhance the Club s approach to facility development and improvement by engaging members throughout the planning process and employ additional steps to prevent locking in on an expected cost until full plans and budgets are set. Challenges Maintaining continuity of the Master Facilities Plan from administration to administration. Keeping the plan current with evolving member desires and facility needs Maintaining a large and aging infrastructure. Developing the Plan Consider making the Master Facilities Planning an ongoing part of a standing committee such as Strategic Planning or Property. Board action required. Populate the Committee with members experienced in facility planning and construction. Retain the services of club planners and architects that can assist or lead the Club in planning and communication programs. Identify and review all property held by the Club to understand potential uses and limitations. Review the existing Facilities Master Plan and identify changes in program and solution in response to Phase I and II projects and evolving member desires. Test plan concepts with members multiple times throughout the planning process through focus groups or other methods. Once a plan has been developed and refined, use a multi-stage approval process as outlined in the Capital Improvement Guidelines. First seek member approval to develop a workable plan for the new facility with drawings and estimated pricing. Second, seek member approval to secure architectural and construction services to establish a GMP for the project. This will secure member support for the initiative, but prevent locking in on a final budget until as late in the process as possible. Once the budget is established, bring the proposal back to the membership with final numbers and gain their approval for implementation. Work with Finance to understand amount and timing of funds for Phase III development. Create a clear Long Term Capital plan including our desire for risk by taking on significant debt. Responsible Board and Management Timing Begin Phase 3 planning in May 2016, once decision has been made on whether it is part of a committee or is a recognized ad hoc committee. This should be a campus wide facility plan. The board should consider and decide on employing an Owner s Representative from the beginning of the planning process. 8

9 KEY INITIATIVES TO ACHIEVE OUR VISION (continued) Membership Plan and Development The Membership Plan will create a sense of ownership among our members and assure convenient access to our facilities and programs. Strategies Fulfill the basic premise of private club membership: limited access to premier facilities and programs. Provide a membership experience with value to all segments. Provide new members an effective new member orientation so they quickly become engaged in club activities. Membership Plan Identify the optimal number of members by considering financial requirements, access to golf course, dues level and market conditions. Consider category and pricing models that encourage Country Club membership. Review the features and benefits of the associate and non-golf categories to see that they offer value while assuring that these categories are positioned to contribute proportionally to revenue and experience. Timed with the yearly dues decision, have the membership department and committee take the board through a review of all our membership categories, a competitive dues review, and initiation fees. Review the pricing and features of the Temporary Membership program that it meets the needs of the Club and its members. Update the Membership Plan Document in 2016 and review and update as needed every two years. 9

10 KEY INITIATIVES TO ACHIEVE OUR VISION (continued) Staff Recruitment and Development Our Goal is for to be known as a preferred employer in its market area. Challenges Attracting and retaining top management and staff. Ensuring staff continuity and maintaining a culture where members are known and recognized. Offering competitive wages and benefits. Developing new leaders and succession planning. Actions Evaluate the marketplace and s current compensation plan to see that the Club offers competitive pay rates. Enhance the staff training and development plan so that the Club encourages staff growth and retention. Evaluate the practices of industry leaders (i.e., Charlotte Country Club, Southern Hills Country Club, Johns Island Club) to identify techniques they use to attract and develop staff. Maintain and increase relationships with leading hospitality schools in the southeast to attract top talent to the Club. Explore creative ways to solve staffing needs. Responsible General Manager Timing Management to evaluate our actions, develop recommendations and present to Board at a regular board meeting in 2016, and then on a regular ongoing basis in the future. 10

11 KEY INITIATIVES TO ACHIEVE OUR VISION (continued) Facility Maintenance As a result of the completed Reserve Study and starting the use of the Facility Dude software, enhance the club s commitment and spending on maintenance of the facilities. Challenges Follow the Reserve Study as a guideline, but enhance with the day-to-day experience. Ensure that spending on facility maintenance occurs on schedule. Actions Develop a 3-year facility maintenance-spending plan. Have a fixed plan for spending in year 1 of the plan and monitor regularly. Continue this same approach each year. Update the Reserve Study as appropriate, but at least every 3 years so the Reserve Study is current and accurate. Develop a Standard of Care for each building, which includes maintenance and cleanliness. Determine what is the necessary amount of funding for annual maintenance. Determine when the club will financially reach that level of maintenance funding. Responsible General Manager, reviewed with Board at least quarterly Timing Begin Now 11

12 APPENDIX: STRENGTHS, WEAKNESSES, OPPORTUNITIES AND THREATS Strategic Vision 2020 Club Strengths: An asset, practice or situation that creates a competitive advantage for the Club. Full amenity club; golf, tennis, fitness, beach, youth activities etc. Beach Club Financial Stability Golf courses. Large membership base. Dining Beach access. Location. Membership value. Friendly membership. Brand and reputation. History. Management team and staff. Family friendly programming. Fitness center/healthy living. Commitment to excellence. Individual Tennis Courts Club Weaknesses: A deficiency of the Club that creates a competitive disadvantage. Facility maintenance. Existing Golf Clubhouse design, age and maintenance problems Sawgrass/HOA structure and relationship. Day-to-day housekeeping. Lack of family indoor dining space. Tech infrastructure. Fitness center is smaller than needed. Particularly at peak times. Lack of additional land in spaces that would be useful Parking Tennis Facility Design and Age Well-understood and communicated Dress Code. Consistently Good Food. 12

13 APPENDIX: STRENGTHS, WEAKNESSESS, OPPORTUNITIES AND THREATS (continued) Club Opportunities: An area where the Club has the opportunity to improve satisfaction or its competitive position. Complete Strategic Plan and make it a living document for future administrations. Review Master Facility Plan and develop renovation solutions for the Golf Clubhouse, Racquets Club and Fitness Center. Continue to invest in facility maintenance and upkeep. Evaluate membership structure, fees, categories, etc. Continue marketing exposure to maintain membership level Create a Sawgrass Mystique Increase staff interaction with membership. Improve working relationship with HOA. Become the fun club in the area. Upgrade IT infrastructure and use it to improve the member experience. Develop parking solution at Tennis/Fitness Improve project management. Adapt programming to changing demographics; i.e., increase family and youth programs, etc. Continue to improve governance processes. Evaluate Club Events for Quality and Attendance. Club Threats: A situation where a failure to respond leads to a diminishment in performance or loss of competitive presence. THINGS WE CAN CONTROL Failure to re-invest in aging infrastructure. Labor market; lack of quality personnel. Poor member relations or disharmony. Further deterioration in relationship with HOA. Poor capital project management. THINGS WE CANNOT CONTROL Economy/financial collapse. Natural disasters/weather. Competition, especially from corporate club entities. Dated architecture of the general community. Decline in appearance and condition of community. Lawsuit against Club. Rising costs of goods. Lack of interest in private club membership from future generations. ** END OF REPORT ** 13

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