LAST YEAR, THE U.S. DEPARTMENT OF LABOR (DOL) established new guidance for the classification of workers as either employees or independent contractors (ICs). The guidance now makes it more difficult to classify employees as ICs, leaving clubs with ICs more vulnerable to litigation and penalties.
MANY CLUBS WORK WITH MORE THAN ONE SOFTWARE VENDOR OR SYSTEM. The accounting team usually has a system that is tailored specifically for clubs. Marketing and communications teams often work with a vendor that specializes in website design, digital marketing and member communications. Then there
ACCORDING TO THE INTERNATIONAL HEALTH, RACQUET & SPORTSCLUB ASSOCIATION (IHRSA), almost half (42%) of U.S. fitness clubs are boutique studios—twice the number than in 2014. These studios o!er a diverse range of programming such as cycling, yoga, Pilates, personal training, CrossFit and other specialties. Boutique
A new separation is occurring in the club world and it is based on one critical element: can your club raise the capital required to maintain premier existing conditions and offer the new amenities it needs to compete? As you know from reading NCA-McMahon’s Club Trends,
IN LARGER INDUSTRIES—the airline industry or automobile manufacturing for example—major players exist. Because of their size, these bigger companies have influence and the ability to drive change. The club industry, on the other hand, is highly fragmented. Made up of thousands of individual clubs, in
CLUB BOARDS ARE OFTEN CHARACTERIZED AS MICROMANAGERS. What might be viewed as the latest “distraction” can become something that derails a board’s performance for the year or the general manager’s employment— general managers can be fired for failing to follow through on seemingly innocent suggestions
GOVERNANCE EXCELLENCE IN A PRIVATE CLUB requires a plan built on a foundation of systematic and established disciplines. The resulting framework enables reliable and trustworthy structures, processes and systems. This article, the second in a three-part series, brings focus to the current-day model for private
HAVING SERVED AS PRESIDENT OF THE WESTMOOR CLUB’S BOARD OF GOVERNORS for the past several years, I have grown to appreciate that at the very core of a successful club are clearly defined, strict procedures for overseeing a club’s finances and subsequent long-term financial health.
What makes great board members so great? The fact is that top private club board leaders are made and seldom born. One of the common characteristics is their clear understanding of servant leadership and the necessity of putting the needs of others ahead of their