All Californians fear fires, flash floods and earthquakes, but few are properly prepared when these natural disasters hit. The October 2017 Tubbs Fire has been labeled the most destructive wildfire in California history, burning parts of cities in Napa and Sonoma counties, and affecting the
IN THE LAST ISSUE of Club Director, I focused on how the average member profile is changing. As of 2015, there are now more young adults (born approximately 1980–2000) than there are baby boomers (born approximately 1945–1965). While clubs as a whole likely won’t be threatened by this
Water is essential to club operations, and a reliable supply is often taken for granted by clubs and their members. According to the United States Golf Association, on average, 80 percent of maintained turf grass is irrigated in the United States—for most golf and country
AND WHAT’S THE NEED of having one? The budget-planning period is just around the corner and soon you’ll be building your next business plan. Effective compensation policies are derived from the strategic elements of your club’s overarching compensation philosophy. It is a key component of your
FOR MANY YEARS, the business staffing environment in the United States has been employee-based, but there is a growing shift to an independent contractor model. In fact, independent contractor engagement growth is nine times greater than employee growth. Today one-third of American workers are independent contractors
CANARIES IN A COAL MINE were the early-warning system that saved miners’ lives before technologies for detecting noxious gases came along. Just as careful miners took caged canaries underground with them, club directors are wise to protect the club by implementing early warning tools—or Key Performance
The quote “penny-wise and pound-foolish” is often credited to Philadelphian Benjamin Franklin, though Franklin never actually coined the phrase, (it was English Scholar Robert Burton). However Franklin did say, “Why should I give my readers bad lines of my own, when good ones of other
There are typically three priorities that command the attention of private club boards: (1) developing and using sound strategy; (2) ensuring the financial security of the club; and (3) governing the club responsibly. However, in these days of over-supplied markets and the ongoing regeneration of
WHEN A CLUB’S volunteer leadership is made up of individuals with extensive experience sitting on and leading corporate or nonprofit boards, general managers can be at a disadvantage in the boardroom. The relationship between manager and board is critical, but such disparate backgrounds can make it