Of course [the Board has] to monitor budgets and approve capital expenditures—but then they should get out of the way and enjoy the club.
Unfortunately, in this case the barrage of brutal food criticisms was not just delivered to a club or resort manager, but to the million or so people who read The Washington Post each day.
The majority of the golf and club market is enjoying a period of stability that is a welcome relief from ten years of contraction, consolidation, and member attrition/transition.
There have been strong reactions to the subject of a Board’s involvement (although many choose to substitute “interference”) with club management.
It is incumbent on boards and management to know what it costs to maintain members’ expectations of quality, and then to have the guts to have dues that are realistic to cover those costs.
Many private clubs now tout how a driving goal behind a recent renovation was to create a more “resort-like” feel; at the same time, traditional resorts are creating club components for those who want to access and use their facilities and amenities on a more frequent basis.