A mission to make The Landings Golf & Athletic Club indispensable to its membership.
SAVANNAH, GEORGIA: The International Olympic Committee awarded the 2024 Summer Games to Paris seven years ago. Needless to say, many years of planning and investments were required, including an additional 250-plus miles of new bike lanes throughout the city.
That same year, The Landings Golf & Athletic Club unveiled a ten-year, $27 million capital plan that included a new Marshwood Clubhouse, Franklin Creek pool, Wellness Center and Pickleball expansions, and The Deck (a fast-casual restaurant originally named the Mid-Island Grill).
Back in 2014, the Strategic Planning Committee started the process by conducting focus groups and surveying the membership to understand their wants and desires. This helped the club cast the vision for the Marshwood Clubhouse along with other club assets.
“The timing of the capital plan has been critical to our club’s success,” said Gary Lorfano, director of communications. “Specifically, the Marshwood Clubhouse, which dates back to the original opening of the club in 1974. It was time; renovation was not an option; we needed a brand new clubhouse. Fortunately, the members agreed, and the Marshwood Clubhouse is now a destination for all members, young and old.”
What’s Next
The Landings continues to implement the club’s current five-year strategic plan—Elevate 28. Catchy, for sure.
“It serves as a roadmap as the baton is passed from exiting Board members,” said Lorfano. “There are five strategic pillars in the plan: financial stability, effective leadership, membership engagement, operational excellence, and capital planning. All are inextricably linked together.
“Without financial stability, nothing is possible. Our solid balance sheet is one of our strongest assets to protect the club’s brand and property values.
“Although The Landings is governed by a volunteer Board of Governors, it’s run by a seasoned management team. Everyone has the club’s best interest at heart, but proper long-term oversight is a must, considering we are a $70 million business with 550 employees.”
One benchmark of effective leadership is measuring membership engagement. “We have done our job if we can make The Landings indispensable to your daily life,” commented Lorfano.
Operational excellence has proved vexing over the past couple of years. “Savannah has exploded in popularity as a tourist destination,” continued Lorfano. “There was a bidding war for talent in the hospitality market, and some team members were lured by money. However, many have returned because they appreciate our club’s culture, commitment to excellence, and kindness of our membership. A great job is much more than a paycheck.
“Finally, capital planning allows us to pause and evaluate ‘where we are now, and where we want to be in the future.’ The club is currently working on the Capital plan for 2027–2037. These things take time” stated Lorfano. The club is using the same roadmap from the last capital plan to ensure the members have input and the plan is for the members, by the members.
“After all, you can’t go on Amazon with two-day delivery to order a new golf course mower back ordered for 24 months.”
For membership information, please visit LandingsClub.com.