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Private Club Governance: A Handbook Of Principles And Best Practices

The National Club Association (NCA) and Club Management Association of America (CMAA) have released the second edition of Private Club Governance: A Handbook of Principles and Best Practices. Written by a joint committee of experts—including KK&W partner Thomas B. Wallace III, CCM, CCE, ECM—this updated publication is a definitive guide to private club governance. It is designed to serve as a framework of best practices for clubs at any stage of governance development.

Created through the collaborative efforts of the NCA and CMAA joint Governance Committee, the handbook provides a comprehensive resource for professionals and volunteers engaged in club leadership. It reflects the expertise of recognized industry leaders and is intended for use by club boards, general managers/CEOs, consultants, and committees. This second edition builds upon the original 2023 publication and includes important updates from the joint Governance Committee.

“The quality of a club’s facilities and services and the fees members pay are closely linked to how well a club is governed.”
— Private Club Governance: A Handbook of Principles and Best Practices, Second Edition

Recognizing the impact of governance on all aspects of club operations, the handbook outlines a high-level framework that includes:

  • Articles of Incorporation

  • Bylaws and governance structures

  • Board Policies Manuals

  • Operating policies

  • Committee roles, responsibilities, and evaluations

  • Best practices for maintaining a board reference site

In addition to conceptual guidance, the publication offers practical tools such as sample documents, orientation outlines, committee charters, conflict of interest statements, and evaluation forms—all designed to foster effective, transparent, and strategic leadership.

The second edition will continue to serve as a cornerstone of club industry education and is available to members of both associations. NCA members can access the handbook here. CMAA members can access it here.

For more information, contact:

Kim Fernandez, CAE, at NCA – fernandez@nationalclub.org
Melissa Low, CAE, at CMAA – melissa.low@cmaa.org

Private Club Governance: A Handbook Of Principles And Best Practices2025-04-14T21:36:52+00:00

Reimagining Member Engagement

Reimagining Member Engagement in Private Clubs

Member engagement is the heartbeat of any organization. As clubs navigate generational shifts, they must find new ways to create dynamic, memorable experiences that keep all members involved and invested in their club community. From personalized onboarding to creative, out-of-the-box events, there are many strategies for engaging members across different demographics.

The Power of Personalization: Making Every Member Feel Special

Jeff Murray, CCM, CAM, FMP, former General Manager/COO of Bishops Bay Country Club in Middleton, WI, emphasizes the importance of personalized member engagement. The Clubhouse Manager, Cheryl Burns, transformed the member experience by adding personal touches to make individuals feel valued.

“She’ll get a personalized bottle of champagne or arrange for special cakes and flowers based on what she knows about [the] members,” Murray says. “It’s about making their milestones and celebrations even more memorable.”

Beyond personalized gestures, Bishops Bay also ensures that every piece of member feedback is acted upon. Their Net Promoter Score (NPS) system assigns follow-up responsibilities to managers, tracking every suggestion or complaint and ensuring members see real results. “If you don’t communicate the results of feedback, members stop providing it,” Murray says. “Engagement is about showing members they have a voice and that we care.”

Creating Unique, Immersive Experiences

Ben Lorenzen, CCM, Champions Run (Omaha, NE) Creative Director and Kopplin Kuebler & Wallace Search Consultant, believes that engagement is about creating experiences members can’t find anywhere else. “If your events aren’t cool, members won’t come,” he says. “It has to be unique, different, and something they can’t experience anywhere else in town.”

One of Lorenzen’s standout events was The Wine Heist, a fusion of history, art, and fine wine. The club used AI to research the world’s most famous stolen paintings and re-created them in an underground gallery. Members were guided through an immersive art exhibition paired with wine tastings, each inspired by a different stolen masterpiece. “It felt like an illicit art experience,” Lorenzen recalls. “Members were blown away. They had never experienced anything like it.” His philosophy? Events should be more than just entertainment; they should be an exclusive adventure. “We’re competing not just with other clubs, but with every entertainment venue in our area,” he says. “If we want people to engage, we have to give them something unforgettable.”

Enhancing the Member Experience Through Dedicated Roles

Kate Reinhart, CCM, Director of Food & Beverage at Baltimore Country Club, Baltimore, MD, has implemented a forward-thinking approach by appointing a Director of Member Experience to ensure consistent, proactive engagement. This role focuses on personalized interactions, enhancing the club’s service culture, and fostering meaningful relationships with members, according to her Idea Fair entry.

One of the club’s most effective initiatives is the Culture & Connection training for staff, which emphasizes service-oriented behaviors that create a welcoming atmosphere. Additionally, the Member-able Moments program encourages staff to collect and utilize member preferences to deliver tailored experiences, whether through customized dining recommendations or personalized event invitations.

Baltimore Country Club also leverages a robust feedback system that includes relational and transactional surveys to refine its offerings continuously. By actively listening to and acting on member feedback, the club ensures that it stays ahead of evolving preferences and maintains a strong connection with its members.

Engaging Younger Members with Social-Driven Programming

Victoria Shea, Director of Marketing & Communications at The Valley Hunt Club in Pasadena, CA, has tackled the challenge of engaging younger generations by blending social events with club traditions.

Shea and her team developed a Cocktail Contest Party, where members compete in a mixology challenge while answering club trivia questions. The winning cocktail becomes the club’s Drink of the Month and is featured in the main dining area, along with a framed photo of the winning team.

“This event brought younger members into a fine-dining space they typically wouldn’t visit,” Shea says. “Now they bring their friends to see their photo and try their cocktail, reinforcing their connection to the club.”

For younger families, Shea’s Casual Fridays provide a relaxed, inclusive atmosphere. “Kids don’t want to just sit and color anymore,” she says. “We designed a space featuring board games, ping-pong, movies, and casual dining, allowing parents to unwind and enjoy a relaxed evening without worrying that their children, who prefer to run around, are disturbing other members.”

The Role of Data and Feedback in Engagement

Both Murray and Lorenzen highlight the importance of collecting and utilizing member feedback to refine engagement strategies. Bishops Bay Country Club conducts an annual member survey along with pulse surveys for special events. “It’s not just about gathering data,” Murray says. “It’s about using it to make real changes.”

Lorenzen takes a similar approach, tracking social media engagement and membership behaviors to tailor content and event offerings. “The next generation isn’t checking emails or reading print newsletters,” he notes. “They’re on Instagram, TikTok, and club apps. If you’re not meeting them where they are, you’re missing them entirely.”

Bridging the Generational Gap

One of the greatest challenges clubs face is balancing the needs of long-standing members with the preferences of new generations. “You have your seasoned members who love tradition, and then you have younger families who want a more relaxed experience,” Murray says. “The key is providing both.”

At Bishops Bay, their White Party serves as an elegant yet informal way to welcome new members while celebrating club heritage. The event features live entertainment, open bars, and department heads presenting club programs in a relaxed setting. “Some new members won’t come to a formal orientation,” Murray says. “This party gives them an introduction to the club in a way that feels social and fun.”

Similarly, Lorenzen’s approach at Champions Run is to show older members that innovation doesn’t mean abandoning tradition. “The grandparents are the key,” he says. “If you make their grandkids’ experience unforgettable, they’ll embrace the fun too.”

Looking Ahead: The Future of Member Engagement

As the club industry continues to evolve, engagement strategies must continue to innovate. The next generation of members expects personalization, unique experiences, and digital convenience. From Al-driven event planning to mobile apps that streamline communication, the future of engagement is rooted in meeting members where they are.

Shea, Murray, Lorenzen, and Reinhart have proven that when clubs prioritize creativity and personalization, they create spaces where all generations feel welcome, valued, and eager to return. Whether through immersive events, tech-driven communication, or casual family-friendly programming, clubs that innovate in engagement will continue to thrive in an evolving landscape. Innovation and personalization are no longer optional. They are essential strategies for clubs that want to maintain relevance and long-term member loyalty.

Club Management – March/April 2025

Ben Lorenzen, CCM, is a search and consulting executive with KOPPLIN KUEBLER & WALLACE, a consulting firm providing executive search, strategic planning and data analysis services to the private club and hospitality industries. He can be contacted at: ben@kkandw.com or (402) 321-3083.

Reimagining Member Engagement2025-04-11T18:41:35+00:00

Are Committees Still Necessary?

Historically, club committees have provided valuable member feedback and helped execute board initiatives. However, as club governance evolves, their role—and necessity—deserves closer examination.

According to Tom Wallace and Kurt Kuebler of Kopplin, Kuebler and Wallace, committees still serve a purpose but their effectiveness hinges on careful management and strategic alignment. “There are certain committees that add value to the club. They include membership, finance, strategic planning, leadership development (formerly known as the nominating committee) and employer of choice committees,” explained Tom Wallace. “Any committee that has a highly paid and experienced professional who oversees that department doesn’t benefit from people getting together once a month to tell them how to do their jobs.”

One of the main drawbacks of committees is the significant amount of time they require of managers—time which would be better spent operating the club. This is why committee meetings should be the most efficient and well-run meetings at the club. “Committees should be training for the board by modeling efficient and effective meetings, professional etiquette and collaboration, so committee members develop good habits if and when they join the board,” said Kurt Kuebler.

The leadership development committee plays a critical role in selecting the right individuals for committee participation. Once appointed, mandatory orientations should take place to ensure committee members understand their role and how they fit in the club governance structure. Each committee should have a well-defined charter, clear master goals and organized/productive meetings. Accountability is also essential as committees must be responsible for achieving their objectives rather than simply existing due to tradition.

According to Kuebler and Wallace who visit hundreds of clubs annually, the most successful clubs operate with selective committees, prioritize club-wide feedback through surveys rather than relying on a small group of members, and empower department heads with autonomy. These clubs also have term limits for committee members to ensure a steady flow of fresh perspectives and volunteer engagement.

In today’s private clubs, committees should be strategic, well-managed and limited to areas where they provide real value. The strongest clubs balance governance with professional autonomy, ensuring leadership can focus on what they do best—delivering an exceptional member experience.

Notable – April 2025

Are Committees Still Necessary?2025-04-03T22:29:05+00:00

Grooming Yourself for an Executive Finance Role

Grooming-Yourself-For-an-Executive-Finance-Role-in-Private-Clubs

The role of Chief Financial Officer (CFO) in the private club industry has evolved significantly, requiring a blend of executive leadership, financial acumen, and strategic foresight. However, many clubs lack a clear succession plan, leaving a thin pipeline of talent ready to step into the CFO role. Complicating matters, job titles do not always reflect the actual responsibilities performed — some with the CFO title lack true financial strategy expertise, while many controllers or directors of finance operate at a more advanced level than their title suggests.

To bridge this gap and build a stronger talent pipeline, professionals must take proactive steps to elevate their expertise and executive presence. Here are five ways to groom yourself for an executive finance role in a private club.

1. Expand Beyond Accounting to Financial Strategy
A strong CFO must go beyond accounting fundamentals and possess financial foresight. To elevate your role:

  • Build expertise in capital planning, financial modeling, and forecasting. Take on projects that involve multi-year financial planning and cash flow projections. Volunteer to work on capital projects that require financial structuring, such as renovations or new amenities at your club.
  • Understand long-term financial health indicators beyond budget variances. Familiarize yourself with key performance indicators (KPIs) like net available cash flow, capital reserves, and dues dependency ratios. Attend workshops or courses focused on financial sustainability specific to nonprofit membership organizations, if you are at a member-owned club.
  • Gain experience in capital project funding and financial stewardship. Work with your club’s financial institutions to understand loan agreements, reserve funding strategies, and investment policies. Take an active role in discussions about funding major club improvements and sustainability initiatives.
  • Learn how to communicate complex financial data to key stakeholders in a way that drives strategic decisions. Develop the ability to translate financial insights into actionable recommendations by using real-world examples and visual aids like dashboards and trend analyses.

Many clubs still conflate accounting and finance. By positioning yourself as a financial strategist rather than a transactional accountant, you can bridge that gap and add value at a higher level.

2. Strengthen Leadership and Executive Presence
A CFO is not just a numbers expert but an essential part of the leadership team. Clubs need financial professionals who can confidently engage with Boards. To establish yourself as an executive:

  • Develop the ability to present financial information clearly and persuasively. Focus on distilling complex data into key takeaways, using visuals like charts and graphs for clarity, and tailoring your message to your audience. Ensure financial reports are actionable by providing context, avoiding jargon, and linking data to strategic outcomes.
  • Engage in discussions with accomplished individuals and board members. Demonstrate financial expertise by leading conversations about reserve fund management, financial risk assessment, and capital funding strategies. Prepare thoroughly for the finance committee and board meetings to instill confidence in your recommendations.
  • Establish yourself as an influential advisor by proactively guiding strategic discussions. Initiate conversations about financial trends affecting the industry, such as increasing labor costs and capital investment planning.
  • Be proactive in decision-making by analyzing financial data to anticipate challenges and opportunities. Instead of reacting to variances after the fact, identify potential financial risks early and propose solutions before they impact club operations.

Executive presence is more than just holding a leadership title — it’s about being recognized as a key decision-maker whose insights and perspectives shape the direction of the organization. To cultivate a strong executive presence, focus on refining your communication style to be clear, persuasive, and impactful. Confidence plays a crucial role — project authority through your posture, tone, and the way you engage with colleagues, stakeholders, and leadership teams. Additionally, go beyond the numbers by providing strategic insights, connecting financial data to broader business objectives, and demonstrating a deep understanding of the organization’s goals. A leader with executive presence not only delivers information but also inspires trust, influences decisions, and drives meaningful outcomes.

3. Seek Education Beyond the Club Industry
Many private club finance professionals rely on industry-specific resources such as HFTP and CMAA. While these organizations provide valuable insights, advancing to an executive level requires a holistic approach and looking beyond the club industry. Consider:

  • Attending executive leadership programs or nonprofit financial management courses. Universities and business schools offer specialized courses on financial leadership, strategic thinking, and governance in member-driven organizations.
  • Developing presentation and public speaking skills through organizations like Toastmasters. Confidence in public speaking is crucial for engaging with boards, committees, and club members.
  • Expanding financial expertise through nonprofit finance and investment strategy development. Programs focused on endowment management, donor stewardship, and nonprofit capital funding strategies can deepen understanding of financial sustainability.
  • Learning negotiation and leadership skills through executive education programs. Courses on conflict resolution and leadership coaching can help you navigate challenging board dynamics and decision-making processes.

To operate at an executive level, you must develop a broad business perspective that extends beyond private clubs. This includes gaining a deeper understanding of finance principles, economic trends, and strategic leadership. Exposure to nonprofit associations, hospitality, and real estate finance can provide insights into capital investment, operational efficiencies, and financial sustainability. Seeking out cross-industry education and professional networks will help broaden your strategic thinking and adaptability in complex financial environments.

4. Develop a Strong Network and Find a Mentor
While attending industry events is valuable for networking, it may not always provide exposure to advanced financial leadership. Many club finance professionals find that deeper financial expertise is often gained through engagement with broader business and finance communities. Seeking mentorship from financial leaders from different industries can provide fresh perspectives and elevate strategic thinking beyond the club finance sphere.

5. Proactively Seek Out Opportunities for Growth
If you aspire to be an executive, you must actively create opportunities to develop the right skills. Consider:

  • Volunteering for strategic projects at your club. Take on initiatives that involve multi-department collaboration, such as implementing reserve funding policies, evaluating long-term capital plans, or managing financial risk assessments.
  • Requesting exposure to board meetings, financial negotiations, and executive decision-making. Ask to be included in discussions about member assessments, funding reserves, and financial reporting best practices.
  • Learning how to manage and mentor finance teams to develop future talent. Identify high-potential staff within your department and offer coaching on the areas that you have already mastered.
  • Exploring opportunities at clubs with larger finance teams or more complex financial structures. If your current club does not provide the experience needed to advance, consider forming mastermind groups with finance professionals at other clubs to exchange insights, discuss financial challenges, and learn from peers. This collaborative approach can provide valuable exposure to different financial models and leadership styles before making a move to a more complex club environment.

If your current club doesn’t offer room for growth, seek external learning experiences or, explore positions at another club that will challenge and develop your skills.

Final Thoughts
The private club industry must take a more structured approach to financial leadership development, but professionals can also take ownership of their growth. By expanding financial expertise, strengthening executive presence, seeking education outside the industry, building a network, and proactively seeking leadership opportunities, finance professionals can position themselves as the next generation of CFOs in private clubs.

HFTP – Clubs Online – March 2025

Michelle Riklan is a career strategist, consultant, and search executive with KOPPLIN KUEBLER & WALLACE, a consulting firm providing executive search, strategic planning and data analysis services to the private club and hospitality industries. Michelle can be reached at (908) 415-4825 and at Michelle@kkandw.com.

Grooming Yourself for an Executive Finance Role2025-03-24T17:41:22+00:00

The Future of Pastry: Adapting to a Changing Sweet Tooth

The-Future-of-Pastry-Adating-to-a-Changing-Sweet-Tooth-in-Private-Club-Kitchens

Sugar is America’s most addictive ingredient, yet dessert sales continue to decline each year. This shift may be due to the rise of sweetened coffee drinks, smoothies, and alcoholic beverages replacing traditional desserts.

For today’s Executive Chef, justifying a pastry chef’s position—or even budgeting for a dedicated pastry shop—requires a stronger business case. Industry trends demand a strategic approach, especially when considering reduced demand. Forward-thinking leaders recognize that the future isn’t the past, and those who adapt attract investment.

The Changing Kitchen Landscape
Until the early 2000s, most kitchens followed a traditional layout, with standard stations like Cold, Butchery, Hot, Purchasing, Banquets, and Pastry. These structures persisted due to tradition and the limited availability of prepared products. But as talent and convenience foods reshaped the industry, kitchen designs evolved.

Real estate within a kitchen is costly, making space allocation a constant challenge. The focus initially shifted to butchery, then purchasing and refrigerated docks. Eventually, pastry shops, including dedicated chocolate rooms and bakeries, were also reassessed. Many kitchens built 30 years ago have since repurposed these spaces, as outsourcing became more cost-effective.

I experienced this firsthand in 2004 while working on a project in Tokyo. Tasked with cutting $300,000 in kitchen equipment, I quickly realized that with a single oven costing $35,000, this required drastic reductions in services, square footage, and specialized equipment.

Shifting Eating Habits
Today, members satisfy their sugar cravings through coffee shops rather than plated desserts. Starbucks reports that its top-consumed ingredients are sugar and milk, with sweetened drinks replacing traditional cookies and breakfast pastries. Smoothies, particularly popular with teenagers, have also taken a larger share of the market. Alcohol, too, has become a substitute for classic desserts like pie, cake, and chocolate.

When dining out, guests prioritize appetizers, soups, salads, and entrées. By the time dessert rolls around, they feel full, and a second glass of wine often provides a more appealing form of indulgence.

Even menu placement reflects this shift. Drinks and entrées are assumed parts of the experience, but dessert is an afterthought. How often does a server hesitantly ask, “Does anyone have room for dessert?” The phrasing itself implies excess. If a dessert is ordered, it often disrupts kitchen workflow, further discouraging its promotion.

Talent and Cost Considerations
In 1993, Executive Pastry Chef Tom Vaccaro at the Waldorf Astoria predicted that high-quality, convenience-driven pastry products would change the industry. He wasn’t talking about fully pre-made pastries, but rather versatile components—like laminated dough and short-dough tartlets—that allow chefs to create artisan-quality products more efficiently. Before these innovations, making such items from scratch was expensive and labor-intensive.

By 1999, I was already advising our pastry chef at The Ritz-Carlton to diversify his skill set. Even at the chain’s largest hotel, his salary was constantly scrutinized. While his talents were valued, ownership saw labor costs as the key to profitability. In 2000, Ritz-Carlton eliminated the corporate pastry chef position entirely. For many operators, pastry is viewed as discretionary rather than essential when budgets tighten.

This is why, during club chef searches, candidates are often asked to prepare a pastry item as part of their tasting. While they may not have advanced pastry skills, they should at least be comfortable executing basic techniques.

The Convenience Evolution
Convenience isn’t about one-stop shopping—it’s about reducing labor costs. Artisan producers around the world have stepped in to provide high-quality components, allowing kitchens to focus on their specialties rather than producing everything in-house.

As a chef committed to scratch cooking, my pastry chef and I regularly evaluated where our efforts were best spent. We refused to use prepackaged, ready-to-serve products but acknowledged when outside vendors could provide superior ingredients or components. Smart chefs know their best suppliers, understand their products, and apply them strategically.

The key lesson: Don’t buy what you can make better. But if everything is outsourced, talent leaves, and the kitchen loses its identity.

The Role of Pastry in Culinary Identity
Pastry plays a critical role in defining a kitchen’s image. I always valued it because it often bookends a guest’s experience—first with breakfast pastries, then with dessert. Many American kitchens don’t excel in breakfast pastries, yet they set the tone for the entire day.

On buffets, individual portions ensure that every guest gets the intended composition of dessert, sauce, garnish, and finishing touch. This level of precision creates a more consistent and refined experience than slicing from a large cake or pie.

As an Executive Chef, I championed pastry’s importance. But who would support the extra labor costs? That’s the challenge for any chef managing a kitchen budget. The business case must be strong.

Take ice cream, for example. It’s universally loved, yet many kitchens lack a proper plan for it. Most members enjoy sweets—whether they drink them or eat them. Every celebration features them. The emotional case is easy to make, but the operational reality requires commitment.

For every Executive Chef, there is a cost to bringing joy to the table. That cost must be protected and, ideally, reinvigorated.

Club + Resort Chef – March 2025

Lawrence T. McFadden, CMC, ECM is a food and beverage training consultant and search executive with KOPPLIN KUEBLER & WALLACE, a consulting firm providing executive search, strategic planning and data analysis services to the private club and hospitality industries.

The Future of Pastry: Adapting to a Changing Sweet Tooth2025-03-20T18:52:49+00:00

Governance Insight – Board Responsibilities & Onboarding

Governance-Insight-Board-Responsibilities-&-Onboarding

In the world of private clubs, success is less dependent on better facilities or premier locations, but more on the unseen architecture of governance that underpins everything members do and perceive. Yet all too often, this critical foundation gets little attention, leading to confusion, inefficiency, and perhaps even serious organisational problems.

The Critical Importance of Defined Board Responsibilities
If board directors are informed about and accountable for their position roles, the entire organisation benefits from clearer decision-making pathways and more efficient working. Lack of clarity over roles creates not just confusion in workings but also potential legal exposures, particularly to fiduciary responsibilities.

Board directors must properly understand their three simple obligations:

  • Duty of Care – Take reasonable care and diligence in decision-making
  • Duty of Loyalty – Act in the best interests of the club and not personal ones
  • Duty of Obedience – Ensure the club operates under its governing documents and applicable laws

Without this, governance can be a case of having too many cooks spoil the same stew when other meals remain uneaten.

Creating a Comprehensive Responsibilities Matrix
The most successful clubs develop a thorough responsibilities matrix that clearly details level of involvement across key areas/departments for the board, committees, and the management team. This prevents the too-common occurrence of micromanaging managers or board members being unnecessarily drawn into operational detail.

Sample Matrix

This outlined delegation creates clear accountability and precludes over-enthusiastic board members from unwittingly diminishing management’s authority.

Strategic Board Recruitment: Leadership Development Committee
The age of board recruitment on the basis of popularity or length of membership must now pass.  High-performing clubs are implementing a leadership development committee comprised of informed, active, and independent members working year-round to cultivate future leaders. The committee monitors existing committee members to determine whether they are positively contributing to continued committee and/or board service. Leadership development committees can also engage in the new member orientation process to ensure there is mutual transparency, understanding, and buy-in of their intentions from day one of membership.

Developing Meaningful KPIs for Board Performance
What is measured normally improves. Having clear Key Performance Indicators for the board that are directly tied to the club’s Master Goals puts accountability in place and inspires effort on truly strategic priorities. Effective board KPIs may include:

  • Participation and attendance levels
  • Financial management
  • Advancement toward strategic or capital plan milestones
  • Policy review and refresh completions
  • Member satisfaction
  • Membership management
  • Employee satisfaction
  • Human capital management

Regular review of these metrics keeps the board focused on its governance responsibilities and not sidetracked by operational concerns best addressed by management.

Annual Comprehensive Board Member Onboarding
Nothing detracts from board effectiveness more fully than inadequate onboarding. Newly elected directors with limited contextual knowledge of the club’s governance strategy, financial position, and strategic direction cannot serve at their best, regardless of their individual talent. A successful comprehensive onboarding program should include:

  • Mandatory attendance
  • Overview of club mission and vision
  • Responsibility matrix
  • Club rules and bylaws
  • Job descriptions
  • Committee charters
  • Board policy manual
  • Strategic plan and historical goals and direction
  • Budget and finances
  • Organisational chart/staff introductions
  • Club tour (front and back of house)
  • Goal setting
  • Meeting agendas
  • Board self-assessment

Mandatory Governance Documentation
Good governance involves thorough documentation. All board members must receive and familiarise themselves with:

  • Contact information for all board and committee members
  • Calendar of annual meetings with expectations clearly spelled out
  • Committee structure and mandate
  • Organisational chart for the management team
  • Detailed job descriptions for all key staff roles
  • Complete financial records consisting of:
    • Year-end reports
    • Operating budgets
    • Approved capital expenditures
    • Current strategic plan
    • Formal plan amendment review process

Maintaining Confidentiality and Facilitating Board Decisions
Private clubs are responsible for handling sensitive information ranging from membership forms to finances. Board members must be informed of their position in maintaining absolute confidentiality towards decisions and deliberation.

Maybe equally important is the principle of united support for board decisions. Even though compelling arguments should be presented during debate, once there is a decision, all the directors must support it publicly regardless of their personal stand during debate.

Dedication to the Board platform maintains member confidence in management and prevents factional divisions that can ruin club harmony.

Ultimately, members join private clubs for exceptional experiences, but it’s effective governance that ensures a club can consistently deliver those experiences year after year. By investing in governance excellence today, clubs secure their ability to thrive tomorrow.

Michael Herd is an International Consultant and Search Executive with KOPPLIN KUEBLER & WALLACE, a consulting firm providing executive search, strategic planning and data analysis services to the private club and hospitality industries. Michael can be reached at +44 (0) 7903 035312 and at michael@kkandw.com.

Governance Insight – Board Responsibilities & Onboarding2025-03-02T16:14:27+00:00
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