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Category: Club Director

Capitalizing on Technology

Q: We seem to be having trouble making greater use of technology to run our club and communicate with the membership. What might the club do to address the opportunities technology can present? A: With the exception of all but the largest clubs, many clubs

Cyber Battlefield: Protecting Your Club’s Data

If you have not initiated a vigilant effort to enhance your club’s cyber security systems, it’s time to take action. It has never been more critical to proactively protect your club. Cino Companies has had the opportunity to audit and assess many IT environments over

DOL Issues New Overtime Regulations: What Clubs Need to Know

On June 29, the Department of Labor (DOL) proposed changes to the country’s overtime rules that could significantly impact the private club industry. Under current law, salaried employees making at least $455 per week ($23,660 per year) and who meet the requirements under the “primary

Making a Splash: The WOTUS Rule is Released

Nearly four decades ago, the Federal Water Pollution Control Act was amended to more effectively regulate pollutants discharged into its protected waters. Through those amendments, the law was renamed the Clean Water Act (CWA) and its enforcement agency, the Environmental Protection Agency (EPA), was given

Our Freedom to Assemble: A Look at the Roots of our Industry

I recently read a National Review article by Maggie Gallagher that referred to the freedom of association as the “forgotten freedom.” The article itself was only loosely connected to the world of private clubs—it examined the action by the government of California to mandate that all campus

Disaster Planning: Is Your Club Prepared?

Every club is vulnerable to crises, from natural disasters to sudden accidents. Although these emergencies are uncomfortable to imagine, preparing a comprehensive disaster plan can save headaches, money and lives. Reasons for Disaster Planning Some disasters occur in the blink of an eye, such as

How should club management respond to an audit

Q: What are the most common issues addressed in the management letter following a club audit? How should management respond? A: Club operations have garnered increased attention from club boards during the recent economic downtown. Pressure to cut costs inevitably results in internal controls suffering—specifically

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