®
P R I VAT E C L U B P L A N N E R S & C O N S U LTA N T S
Vision 2020 Strategic Plan
Sawgrass Country Club
Ponte Vedra Beach, Florida
March 2016
FINAL
Prepared by:
McMahon Group, Inc.
670 Mason Ridge Center Drive
Suite 220
St. Louis, Missouri 63141
Tel: 314.744.5040
Toll-Free: 1.800.365.2498
Fax: 314.744.5046
www.mcmahongroup.com
Strategic Vision 2020
Sawgrass Country Club
March 2016
BOARD OF GOVERNORS
*Salina (Sam) Harkleroad, President
*Leedom Kettell, 1st Vice President, Greens Committee Chair
*Kathleen Church, 2nd 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.
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Strategic Vision 2020
Sawgrass Country Club
March 2016
Strategic Plan Dashboard: Sawgrass Country Club 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) Where We Will Play (Target Market)  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. 
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Baby Boomers living in or transitioning to Florida lifestyle. Local families in 10‐
15 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) 
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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
Strategic Vision 2020
Sawgrass Country Club
March 2016
K E Y I N I T I AT I V E S T O AC H I E V E O U R V I S I O N
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 2016.
- Management, with necessary committee assistance
 All Members have a Photo in online directory by year-end 2016. – 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
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Strategic Vision 2020
Sawgrass Country Club
March 2016
K E Y I N I T I A T I V E S T O A C H I E VE O U R V I S I O N ( c o n t i n u e d )
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.
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Strategic Vision 2020
Sawgrass Country Club
March 2016
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.
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Strategic Vision 2020
Sawgrass Country Club
March 2016
K E Y I N I T I A T I V E S T O A C H I E VE O U R V I S I O N ( c o n t i n u e d )
Board and HOA Relationship
The Sawgrass Country Club 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 Sawgrass Country Club 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 Sawgrass Country Club General Manager and May Management
Property Manager.
 Strategic Liaison between Sawgrass Country Club and Master HOA designated Board Members /
Presidents.
 Both Liaisons regularly update the Sawgrass Country Club board.
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Strategic Vision 2020
Sawgrass Country Club
March 2016
K E Y I N I T I A T I V E S T O A C H I E VE O U R V I S I O N ( c o n t i n u e d )
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.
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Strategic Vision 2020
Sawgrass Country Club
March 2016
K E Y I N I T I A T I V E S T O A C H I E VE O U R V I S I O N ( c o n t i n u e d )
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.
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Strategic Vision 2020
Sawgrass Country Club
March 2016
K E Y I N I T I A T I V E S T O A C H I E VE O U R V I S I O N ( c o n t i n u e d )
Staff Recruitment and Development
Our Goal is for Sawgrass Country Club 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 Sawgrass Country Club’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.
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Strategic Vision 2020
Sawgrass Country Club
March 2016
K E Y I N I T I A T I V E S T O A C H I E VE O U R V I S I O N ( c o n t i n u e d )
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
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Strategic Vision 2020
Sawgrass Country Club
March 2016
AP P E N D I X : S T R E N G T H S , W E AK N E S S E S , O P P O R T U N I T I E S AN D T H R E AT S
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.
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Strategic Vision 2020
Sawgrass Country Club
March 2016
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.
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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 **
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Strategic Vision 2020
Sawgrass Country Club
March 2016
*This is Intentionally Left Blank *
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