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
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
The Challenge: In a medium-sized market, Odessa sought to achieve sufficient scale to continue to offer a premium club experience and to keep pace with the market’s shifting needs and wants. Located in the oil-rich region of Texas known as the Permian Basin, Odessa Country
As with many non-profit organizations, effective governance is a key to achieving overall success for private clubs. Those that are the most successful are generally the ones that create strong partnerships between the board chairman and the general manager communicate effectively and follow best practices.
Q: What is the ideal size for a club board? A: Many clubs are saddled with overly large boards, as those tend to be the standard of the day when their by-laws were written many years ago. Too many governors, which we’ll describe as anything more
Recently, I attended a local chapter meeting of the National Capital Club Managers Association and heard a presentation by Ray Cronin of Club Benchmarking on fact-based governance. One of his premises is that opinions do not belong in the boardroom. The directors have a responsibility
The relationship between a club’s general manager and board members is one of the most critical partnerships to the club’s success. The general manager is charged with the day-to-day conduct of the club’s operations and supervises and directs all activities and affairs. The board is
Q: How do you find the right interim GM and ensure his or her success? A: Filling a management gap can be a time of high anxiety for membership and particularly for staff. There is uncertainty around what is happening and how it will affect them,
Every club manager has heard the phrase “I didn’t know anything about that” and “Oh, I never read the newsletter” multiple times in their career. Even more disconcerting is the rumor mill that is disseminating the mistruths about a variety of things around the club.
Q: What are some key best practices related to conducting accurate pricing comparisons on club supplies? A: It is important to know what to look for when you receive a price comparison. In many cases, comparisons pair the customer’s purchases with lower quality items. For example,