Committee orientation 2015 final

WELCOME!Our Mission Statement:

“The Atlanta Athletic Club will deliver an exceptional and family-focused experience

that consistently exceeds the expectations of all those we serve, while preserving our heritage, traditions and reputation for

championship golf.”

AGENDA• Highlights of Board Strategic and

Master Planning Processo Club operational trends.o Governance Trends and Best Practices.

• Atlanta Athletic Club Vision Statement and Values• Committee guidelines.• Board Goals.• Committee structure and Goals.• Q&A.

CURRENT CLUB TRENDS

• Clubs are relevant and still provide valuable opportunities for networking and socialization.

• Club traditions are the foundation - but Clubs that stay in the past, will become part of it!

• Increased focus on the Total Family - all ages, beginning with the very young. Build a strong sense of community - promoting socialization.

• Clubs – One Stop Shopping for recreations, dining, social, wellness.

CURRENT CLUB TRENDS (continued)

• Youth Programs and Activitieso Not just golf and tennis programs.o Youth fitness.o Multi-sport programming.o Teen centers – camps.o Programming and activities all year.o Non-traditional offerings – climbing walls.

CURRENT CLUB TRENDS (continued)

• Ancillary serviceso Wellness, physical therapy, nutrition,

screenings.o Sport specific training.o Fitness.o Pilates.o Spa.

CURRENT CLUB TRENDS (continued)

• Ancillary serviceso Tennis.o Pickle Ball.o Bocce Ball.o Children’s areas.o Green space and open play areas.

CURRENT CLUB TRENDS (continued)

• Diningo Increased casual dining.o Relaxed dress and technology rules.o Kid and family friendly quick service dining.o Small plates.o Healthy options.

CURRENT CLUB TRENDS (continued)

• Diningo Allergy friendly menus.o Farm to table menus.o Ethnic cuisines and ingredients.o Drop in coffee and snack shops with work

stations (Panera, Starbucks).o Outdoor dining – fire pits.

CURRENT CLUB TRENDS (continued)

• Tenniso High growth area.o Less time and better work out than golf.o Social tennis – mixers – fun over

competition.o Pickle Ball.o Youth programs.

TRENDS IN CLUB GOVERNANCE

• A Strategic Plan.• Clear Vision.• Transparency.• Great Communication.• Board and Committee Orientations.

TRENDS IN CLUB GOVERNANCE

(continued)

• Clearly defined goals for Board and committees.• Accountability.• Measure for success.• Great financial planning.• Membership Development Plan.

TRENDS IN CLUB GOVERNANCE

(continued)

• Facilities Planningo Clubs often start their examination of

facility needs with the wrong question- “ Can we afford this project?”

o More relevant question is – “What investments must we make to secure relevance and future success?”

TRENDS IN CLUB GOVERNANCE

(continued)

• Effective Management:o Managers Manage.o Directors Direct.o Members Enjoy.

VISION STATEMENT

Atlanta Athletic Club will be the preeminent family focused private club in America.

We will further be known for:• Delivering an unrivaled combination of outstanding

facilities and superior experience in golf, tennis, fitness, aquatics, dining and social events.

• World-class championship and member-friendly golf venues.

• Being on the forefront of establishing and hosting leading junior golf, tennis and other programs and events.

Vision Statement(continued)

• A well respected membership, and staff, all proud of our mission, facilities and services and bonded together through strong relationships.

• Consistently listening to and responding to members needs to maximize the “AAC Experience”.

• An employee environment and experience that attracts, develops, rewards and retains engaged employees at all levels of staff.

• Championing the traditions of our athletic heritage.

CORE VALUES

• Superior “AAC Experience”.• Promote a culture of pride, appreciation and

camaraderie.• Promote engagement, recognition and

appreciation of employees.• Enhancing our Club’s history and traditions

through hosting World-class national events of prominence.

CORE VALUES(continued)

• Maintain all facilities at the high standards expected by members.

• Maintain the family as the focus of programming and strategic investment.

• A good citizen in Johns Creek.

BOARD OF DIRECTORS

• Patrick Ford• Bob Dutlinger• David Smith• Bruce Barfield• Tom Binion• Pete Frye

• Richard Grice• Dan Getzewich• Bill McLendon• Sam Najim• Scott Unger• Kevin Carroll

EXECUTIVE ORGANIZATION CHART

Rick Anderson, MP Director of GolfHired March 1, 1989

Jeff Chandley, USPTADirector of TennisHired April 14, 2008

James ColeFacilities ManagerHired April 5, 1985

Neil DoldoFitness DirectorHired March 13, 2012

Tony KelleyChief Financial OfficerHired January 31, 2000

Ken Mangum, CGCSDirector of Golf Courses& GroundsHired September 6, 1988

Peter Lovelace, CCMClub ManagerHired July 16, 2013

Erica SmithMembership DirectorHired June 25, 2013

Kevin Carroll, CCM General Manager/COO Hired May 20, 2013

2014-2016 AAC PresidentPatrick M. Ford

COMMITTEE GUIDELINES

• Committees represent a broad spectrum of members.

• Term limits of two years per committee, four years consecutive.

• Serve as focus groups and in an advisory capacity, making recommendations to the Board and Management.

COMMITTEE GUIDELINES (continued)

• Committees are valuable in communicating back to the membership.

• Committees originate expenditures as recommendations to the Finance Committee.

• Committee members need to be mindful of the entire club with no single person agendas.

• Committee members “go to” is the Committee Chair.

COMMITTEE GUIDELINES (continued)

• GM/COO has full responsibility for all personnel and operational matters.

• Management runs the Club on a daily basis and oversees policy.

• President and GM/COO serve as Ex-Officio and are invited to all meetings.

• Committees work through a staff Department Manager who attends every committee meeting.

2014 BOARD GOALS

• Keep current the Strategic Plan, which becomes an integral part of the governance structure of AAC and is reviewed regularly, but not less than quarterly and comprehensively on an annual basis. The Strategic Plan was updated by Jack Sullivan of Kopplin and Kuebler as of May 20, 2014 and the plan was reviewed on a quarterly basis.

• Consolidate information from relevant committees on space allocation planning for all venues and structures on property and integrate this into the overall master capital and operational plans. Rick Snellinger of Chambers USA was hired as consultant in July 2014 to formulate a long term master plan based on membership survey results, focus groups, board and committee input.

• As part of the Strategic Plan, determine optimal membership levels in each category, and integrate these levels into the Membership Committees plans for each membership category. Based on historic utilization of club venues and events the Board and Membership Committee decided to cap the golf membership at 1225.

2014 BOARD GOALS (continued)

• Host the “best ever” U.S. Amateur in August 2014. Based on letters from USGA officials, members, players, volunteers and spectators, this was achieved.

• Continue to measurably enhance the AAC brand and member experience. Based on comment cards from dining venues and AAPE/Over the Top comment cards, as well as letters and emails received, the Club continues to raise the bar on member experience.

• Implement a communication plan to the membership. We continue to send on a regular weekly basis (Tuesdays) an Event Spotlight page with upcoming events. Periodic emails are sent to the membership from the President and General Manager. TownHall meetings and member mailings are utilized as well. The Club Times is sent via email and digital version weeks before mailing.

2015 BOARD GOALS

• Keep current the Strategic Plan, which becomes an integral part of the governance structure of AAC and is reviewed regularly, but not less than quarterly and comprehensively on an annual basis.

• Continue to measurably enhance the AAC brand and member experience.

• Work collaboratively with Chambers USA to promote and communicate the Master Site Plan, and evolve the initial plan to that which the Membership will approve for execution and funding.

2015 BOARD GOALS (continued)

• In parallel with the Master Site Plan, update the on-going Capital Project Plan for execution in FY 2015 of near-term projects, and prioritize those for FY’s 2016 and 2017. The goal is to address those voids that the Master Site Plan does not encompass, and preliminarily agree on projects to be executed in the next two to three years.

• Align capital spending with new member initiation revenues with a goal of generating $500,000 in incremental cash through the year.

ATHLETICS

• Scott Unger – Chair• Pete Frye – Vice Chair• Charles Blaska• Ray Colleran• Jenifer Cusick• Mike Eddy

• Chris Green• David Humphries• Garrett McLendon• Mike Rowe• Susan Schaeffer• Geoff Susskind

ATHLETICS GOALS

• Evaluate equipment needs and space/layout considerations for new equipment lease in 2016. This should take into account industry trends, member needs and space/facility design.

• Secure a sport dignitary to participate in Sports Appreciation Night.

ATHLETICS GOALS(continued)

• Recommendations for programming for all membership age demographics.

• In parallel with the Master Site Plan, update the on-going Capital Project Plan for execution in FY 2015 of near-term projects, and prioritize those for FY’s 2016 and 2017. The goal is to address those voids that the Master Site Plan does not encompass, and preliminarily agree on projects to be executed in the next two to three years.

GOLF

• Bruce Barfield – Chair• Sam Najim – Vice Chair• Gary Casey• Tony Cerniglia• Andy Dunn• Brent Dutson

• Seth Guterman• David Harms• Brad Koontz• Don Mabe• John Stakel• Chuck Walker

GOLF GOALS

• Develop a long-term strategy and annual “budget” for hosting golf events requested by outside organizations.

• With an emphasis on Highlands, focus on the on-course golf experience including course conditioning and member-friendly play.

GOLF GOALS(continued)

• Facilitate and communicate to the membership initiatives to promote enjoyable pace of play for all and education of our members and their guests about etiquette of the game.

• In parallel with the Master Site Plan, update the on-going Golf Capital Project Plan for execution in FY 2015 of near-term projects, and prioritize those for FY’s 2016 and 2017. The goal is to address those voids that the Master Site Plan does not encompass, and preliminarily agree on projects to be executed in the next two to three years.

HOUSE

• Richard Grice – Chair• Pete Frye – Vice Chair• Chris Aguilar• Bill Crecelius• Meredith Couey• Nikki Ferrell

• Keith Jernigan• Pam Putnam• John Straughan• Adam Thomas• Bob Wright

HOUSE GOALS

• Establish a booking policy for AAC premier social events that balances member priority with member desire to include extended family members and guests.

• Recommend enhancements to improve ambiance in the member dining venues.

• Establish “best practices” methodologies for establishing feedback to the committee and staff to continue to enhance the member experience.

HOUSE GOALS(continued)

• Explore enhancements to casual dining at the Club, including grand opening of new Tennis venue, expansion of pool food service and winterization of Aquatics Pavilion.

• Continued enhancement and clarification of Club dress, technology and smoking policies.

HOUSE GOALS(continued)

• In parallel with the Master Site Plan, update the on-going Capital Project Plan for execution in FY 2015 of near-term projects, and prioritize those for FY’s 2016 and 2017. The goal is to address those voids that the Master Site Plan does not encompass, and preliminarily agree on projects to be executed in the next two to three years.

FINANCE

• David Smith – Chair• Bill McLendon – Vice

Chair• Don Allen• Tim Bentsen• Ty Dealy• Swinton Griffith

• Cherise Mlott• Craig Ramsey• Scott Schoenberg• Steve Stone• West Streib• Jim Terry • Fabio Zanni

FINANCE GOALS

• Evaluate the club’s debt structure to ensure we meet the covenants required by the bank. Review the Strategic plan and make recommendations for the financial health of the club.

• Develop a comprehensive Capital Project plan to include budgetary ranges and prioritization for each candidate investment.

MEMBERSHIP

• Sam Najim – Chair• Tom Binion – Vice Chair• Nancy Buckler• Bob Carithers• Michael Drayer• Rick Eiswirth• Steve Esmonde• Clay Holloway• Jason Huggins

• Gail Laney• Lynn Lanier• Scott Martin• Brian Muia• Susan Ohly• Tony Rogers• Jen Sittler• John Shelton

MEMBERSHIP GOALS

• Once the caps are met in the various membership categories, recommend guidelines for the monitoring and management of associated wait lists.

• Monitor the initiatives and changes to membership caps and fees and its effect on club utilization.

MEMBERSHIP GOALS(continued)

• Engage with the new member development committee to keep new members involved and active in the club.

• Assess our Non-resident membership category and consider a conversion into a National Membership category.

TENNIS

• Dan Getzewich – Chair• Bill McLendon – Vice

Chair• Alberto Bazan• Bill Bertram• Leigh Jackson• Christi Luskin

• Ed Metzger• Bill Mitchell• Jessica Pickron• Barb Scott• Michael Sims• Jeff Sprinkle• Sebastian Stanescu

TENNIS GOALS

• Develop and implement a plan to promote the Grand opening of tennis center renovation and food offering to the whole club, address dress code, name of dining option, and hours of operation.

• Develop and implement a tennis exhibition to bring awareness to the tennis department and tennis programs.

• Develop a plan and implement the installation of indoor and outdoor court lighting using the financial guidelines set in the capital budget.

TENNIS GOALS(continued)

• Develop and implement a benchmarking of area clubs’ programs using a tennis committee developed survey. Report results to committee and board for future program growth.

• In parallel with the Master Site Plan, update the on-going Capital Project Plan for execution in FY 2015 of near-term projects, and prioritize those for FY’s 2016 and 2017. The goal is to address those voids that the Master Site Plan does not encompass, and preliminarily agree on projects to be executed in the next two to three years.

HERITAGE

• Bob Dutlinger – Chair• Chris Borders• Bill O’Callaghan• Dr. Bob Jones IV• Bob Sharpenberg• Davis Stewart• Jim Teate• Jim Thorne

HERITAGE GOALS

• Update the AAC History Book: A Host to History: The Story of The Atlanta Athletic Club.

• Continue to provide articles for the Club Times on the history of AAC and amateur endeavors.

• Review AAC Hall of Fame nomination forms and determine if a candidate(s) is worthy of becoming a recipient of the AAC Hall of Fame award.

Thank you for yourParticipation and Agreeing to serve On a committee

QUESTIONS?