A private tennis club on Martha’s Vineyard called for a long-range strategy to direct program development and capital improvement. The so-called campus plan was analyzed first from a zoning perspective, then turned over to focus groups whose feedback was studied, gauged and prioritized. The legwork was intended to identify areas in the club needing particular attention and to develop workable solutions. The end result was a menu of projects ranging in scope and urgency used to provide a clear sense of direction and a sustainable blueprint for development.