Getting on the Same Page

• How would you describe your club's primary membership goal right now: drive net new members, stabilize the base, or reposition the club? Options: Drive net new members, Stabilize current membership, Reposition the club for a different demographic, Reduce churn only, Unsure / other
• Who on your board or leadership will be the decision owners for a change in management or membership strategy? Options: Board president, Membership committee chair, Finance chair, General manager, Developer-owner, Other
• Walk me through the most recent time your membership metrics surprised you, what happened, and what did your board do?
• Which member segments in your club do you rely on most for dues and event participation today? Options: Long tenured full members, Young families (35-50), Social only members, Corporate / business memberships, Seasonal or reciprocal members, Other
• When would missing your next membership target create a crisis you cannot recover from without outside help? Options: Within 3 months, 3 to 6 months, 6 to 12 months, More than 12 months, Unsure
• What single membership or financial signal would cause you to stop evaluating options and act immediately?

Where Membership Really Hurts

• If your current attrition outpaces enrollment for another year, what is the most likely outcome for your club's operations? Options: Staff reductions, Service or hours cuts, Special assessment for members, Closure of underused facilities, Program shutdowns, Unsure
• In the last 36 months, how many net members has your club lost each year on average? Options: Less than 5%, 5 to 10%, 10 to 20%, More than 20%, Unknown
• Describe the reasons candidates who toured your club then declined, including any specific objections about fees, culture, or facilities.
• To what extent are deferred maintenance needs in your facilities already limiting revenue generating activities? Options: Completely limiting key activities, Significantly limiting some activities, Moderately limiting activities, Minimal impact today, Not sure
• Who on your team notices first when member dissatisfaction in your club starts to rise, and how do you typically become aware? Options: General manager, Membership director, Front of house staff, Board members via members, We only see it through resignations, Other
• Which single operational failure at your club today would make an outside management solution mandatory rather than optional?

The Other Paths You're Considering

• Point to the one alternative for your club that feels most likely to prevail and why, including internal fixes, incumbent managers, or other external partners.
• Tell me what would need to be true about your current approach for you to stay with it instead of changing to an outside partner.
• Has anyone on your staff proposed solving membership declines at your club without outside help, and if so what plan was offered? Options: Yes, detailed internal plan, Yes, high level ideas only, No internal plan proposed, Unsure
• Suppose a competing option achieved its stated outcomes for your club within 6 months, would that make you cancel talks with outside managers? Options: Yes, No, Only if outcomes included financial guarantees, Depends on board sentiment
• Rate your satisfaction with any incumbent manager's responsiveness and transparency for your club, if an incumbent exists. Options: Very satisfied, Satisfied, Neutral, Dissatisfied, No incumbent

Board, Culture, and Who Holds the Keys

• Would a shift to professional management at your club be acceptable to a vocal minority of long tenured members or would it trigger strong opposition? Options: Broadly acceptable, Acceptable with concessions, Strong opposition likely, Unsure
• Share a recent example at your club where your board and general manager priorities clashed, and what the result was.
• Identify the governance roles at your club that will retain final approval rights over membership policy and fees post transition. Options: Full board, Membership committee, Finance committee, Developer owner, External trustee or advisor, Other
• Tell me how members describe your club's cultural priorities when younger prospects ask about it.
• How often does your board revisit membership categories or initiation fee policy at your club today? Options: Annually, Every 2 to 3 years, Ad hoc as problems arise, Rarely or never
• If your board required guaranteed protection for legacy members, what specific concessions would kill the financial case for your preferred solution?

Money Matters: Profit, Dues, and the Cash Tight Spots

• To what degree is closing the gap between dues and operating costs at your club urgent to avoid special assessments or cuts? Options: Immediate, within 3 months, Near term, 3 to 12 months, Manageable now, 12+ months, Unclear
• Share the top three expense areas where reductions would be acceptable to your board.
• Name the revenue levers you have tried in the last two years to boost margins at your club. Options: Initiation fee changes, Tiered dues or tiers, Event and banquet pricing, Food and beverage margin focus, Facility rentals and corporate events, Other
• Identify who currently owns your club's most recent audited financials and how recent they are.
• What single budgetary condition would force you to demand a fixed cost management agreement rather than a revenue share model?

Member Experience: The Feel Behind Retention and Growth

• To what extent does the current on site experience at your club attract younger members aged 35 to 50? Options: Strongly attracts, Somewhat attracts, Rarely attracts, Not at all, Unsure
• Describe your onboarding process for new members at your club from application to 90 days in terms of touchpoints and owner.
• Indicate which programs or amenities new members have cited as their primary reason for joining in the past year. Options: Golf access / tee priority, Social programming and events, Family and kids programming, Dining and food experience, Fitness and wellness, Other
• When was the last time you ran a member satisfaction survey at your club, and who reviews the results? Options: Within 3 months, 3 to 12 months ago, More than 12 months ago, Never
• Assuming member experience improvements raise retention by 5 percent in a pilot year, what internal barriers would still prevent you from signing a management agreement?
• Point out the touchpoint in the first 90 days that most frequently determines whether a new member stays at your club. Options: Orientation and tours, Food and beverage welcome, Introductory programming, Billing and admin clarity, Staff follow up, Other

Operational Readiness and Constraints

• Imagine your membership and billing data cannot be exported, what would that do to your club's timeline and appetite for a change?
• Provide a list of the third party systems that must integrate with a new management platform for your club and indicate whether APIs or data exports exist. Options: Point of sale / F&B system, Club management CRM, Accounting software, Online booking and tee time system, Access control / gate systems, Greens or maintenance vendor systems, Other
• Please name the person on your team who owns IT and data access and whether they can commit time during transition windows.
• Are your membership, billing, and financial records fully digitized and exportable in industry standard formats? Options: Fully digitized and exportable, Partially digitized, Mostly on paper, Mixed systems, not exportable, Unsure
• Explain any vendor contracts or service agreements tied to your club that include change of control, termination fees, or exclusivity clauses that could delay a handover.
• Would you proceed if outstanding infrastructure or contract issues would add more than two months to the timeline? Options: Yes, No, Only with a clear mitigation plan, Unsure

Decision Drivers and Next Steps

• Should your pilot prove the numbers, what would stop you from signing that week?
• Please list the contractual terms that are non negotiable for your board, such as fixed fees, board approval of programs, or member grandfathering.
• Estimate the earliest realistic date you could start a pilot or pre deployment readiness assessment for your club. Options: Within 2 weeks, 2 to 6 weeks, 6 to 12 weeks, 3 to 6 months, Unsure
• Provide the list of signers required to proceed from pilot to commercial agreement for your club and the timeline they expect.
• Define the single metric or outcome that would make you consider this engagement a success at 12 months.
• Finally, who else from your team should we involve in the next conversation to clear technical, financial, or governance questions? Options: Board members, General manager, Finance chair, Membership chair, Facilities manager, IT lead, Developer owner, Other

• Membership & Operations Solution Experience

• Confirm the current state and its cost
• You confirm the modeled membership program produces a credible path to net positive growth and narrows the operating revenue gap.
• Run the membership funnel model using your last 12 months of attrition, initiation, and revenue data and deliver a 3-year enrollment and revenue projection before the follow-up session.
• You confirm the operational changes protect member experience while reducing cost pressure and addressing maintenance risk.
• Apply the membership growth program to a real scenario
• Provide membership roster and attrition by cohort for the last 24 months, current dues and fee schedule, and the latest operating budget summary.
• You agree on the remaining evidence required before advancing to scope and commercial conversations.
• Walk through operational changes and maintenance staging
• Provide a prioritized deferred maintenance list and any recent member experience or satisfaction survey results.
• Validate the future state with an explicit question
• Confirm the club segment or pilot scope to be modeled and the decision timeframe for advancing to Solution Scope.
• Agree remaining evidence and next steps toward a pilot or decision

• Membership & Operations Solution Experience
• Solution Experience Deck
• Membership & Operations Solution Brief

• meeting
• slides
• document

• Operate Clubhouse Food & Beverage Services
• Manage Membership Sales Outreach Campaigns
• Host Prospective Member Guest Visits
• Process Membership Applications and Sponsor Letters
• Run Member Onboarding and Facility Orientation
• Administer Initiation Fee Processing and Refunds
• Administer Monthly Dues Billing and Delinquency Management
• Operate Golf and Recreation Programs and Events
• Manage Tournament and Tee-Time Operations
• Manage Preventive Facility Maintenance Program
• Oversee Capital Assessment Billing and Collection
• Oversee Capital Project Procurement and Contracting
• Administer Financial Statements, Accounts Payable, and Payroll

Operate Clubhouse Food & Beverage Services

• Do you plan to operate full-service dining, grab-and-go, banquets, or a combination of these? Options: Full-service dining, Grab-and-go/café, Banquets and events, Combination
• Which point-of-sale (POS) system currently handles food and beverage transactions and will it require integration for reporting? Options: Your existing POS (integrate), You will replace POS, No POS / manual process
• How many covers should typical dinner service support during peak-season weekend nights based on your seating plan? Options: Less than 50, 50-150, 151-300, 300+
• Who will own banquet event order (BEO) templates and final menu-change approvals (membership director, executive chef, committee)? Options: Membership director, Executive chef, Event committee, Shared responsibility
• Provide the kitchen receiving windows and cold-chain requirements for your primary food vendors (days/hours, refrigeration temp needs).

Manage Membership Sales Outreach Campaigns

• List the membership segments you intend to prioritize for outreach (for example: young professionals, families, corporate, golf-only). Options: Young professionals, Families, Corporate, Golf-only, Other
• Identify the CRM or lead list source we should use for campaign outreach (your CRM, spreadsheet/CSV, external lead provider). Options: Your current CRM, Spreadsheet / CSV, Third-party lead provider, No list yet
• Estimate the monthly volume of qualified leads you need to hit your membership growth target. Options: Less than 10, 10-25, 26-50, 50+
• Name the owner for campaign creative approvals and regulatory/compliance review (membership director, GM, committee). Options: Membership director, General manager, Membership committee, Other
• Select the outreach channels and cadence you prefer for a 90-day prospect nurture (email, phone, event invite). Options: Email weekly, Phone outreach biweekly, Invite to events monthly, Direct mail / ad campaigns, Custom

Host Prospective Member Guest Visits

• Describe your current guest visit workflow from reservation to post-visit follow-up, referencing the guest registration form and sponsor introduction step.
• State the maximum guest visit capacity per day you want to support during peak weekend windows (number of visits, dining covers, tee-times). Options: 1-5 visits, 6-10 visits, 11-20 visits, 20+ visits
• Indicate which tee-sheet, booking, or reservation system controls guest slots for golf and dining and whether online guest booking is enabled. Options: Existing tee-sheet system, Marketplace booking enabled, Manual scheduling only, No system
• Specify who conducts the guest welcome and the 48-hour post-visit follow-up calls (membership staff, GM, volunteer sponsor). Options: Membership staff, General manager, Volunteer sponsor, We will provide staff
• Outline the concrete artifacts that will demonstrate the guest-visit process is ready (scripted tour, sponsor letter template, booking confirmation workflow).

Process Membership Applications and Sponsor Letters

• Which membership application form do you use and do you accept digital signatures on that form? Options: Digital signatures accepted, Paper only, Both accepted
• How many sponsor letters does your bylaws or policy require per application? Options: 1, 2, 3, Other
• Where should application approvals be recorded (membership committee minutes, CRM member profile, or a separate membership register)? Options: Committee minutes, CRM member profile, Separate register, Other
• Who performs financial qualification or background verification for applicants (staff, third-party vendor, committee)? Options: Staff (we/you), Third-party vendor, Membership committee, Other
• Specify the target turnaround time from application submission to committee decision per your governance (days). Options: 7 days, 14 days, 30 days, Custom

Run Member Onboarding and Facility Orientation

• What items appear on your onboarding checklist (orientation session, badge/key issuance, billing setup, locker assignment)? Options: Orientation session, Badge/key issuance, Billing setup, Locker assignment, Other
• When should orientation occur relative to membership start date (for example within 7 days of activation)? Options: Within 7 days, Within 14 days, Before first use, Custom
• Who will deliver the orientation and facility tour (membership manager, general manager, volunteer member buddy)? Options: Membership manager, General manager, Volunteer member buddy, Other
• Which systems and accesses must be provisioned during onboarding (POS access, billing profile, guest privileges, locker code)?
• What evidence will validate onboarding completion (signed onboarding checklist, system access confirmed, first transaction logged)?

Administer Initiation Fee Processing and Refunds

• Provide your initiation fee schedule and indicate whether amounts vary by membership classification. Options: Single rate for all, Tiered by membership class, Promotional/discounted rates, Custom
• Which payment methods and payment processors do you accept for initiation fees (credit card, ACH, check, wire)? Options: Credit card, ACH, Check, Wire transfer
• When are refunds permitted under your initiation-fee policy and what documentation is required to process a refund?
• Who approves initiation-fee refunds and which general ledger code should refunds be posted to? Options: Membership committee, General manager, Finance manager
• Specify the reconciliation report or format you require monthly to reconcile initiation fee receipts against the bank deposit.

Administer Monthly Dues Billing and Delinquency Management

• Which dues billing cadence do your bylaws prescribe (monthly, quarterly, semi-annual, annual)? Options: Monthly, Quarterly, Semi-annual, Annual
• Identify the billing or accounting system that will generate recurring dues invoices and handle automated payments. Options: Your accounting software, We will implement billing, Third-party billing service
• Describe your delinquency policy and escalation steps (notice schedule, suspension of privileges, collections referral).
• Who is authorized to impose service suspensions or membership holds for delinquent accounts under your policy? Options: Board, General manager, Finance manager, Membership committee
• Which concrete test results will demonstrate billing readiness (payment methods stored, billing cohorts assigned, test invoices delivered)?

Operate Golf and Recreation Programs and Events

• Select the program types you expect to offer (weekly clinics, leagues, family events, junior camps). Options: Weekly clinics, Leagues, Family events, Junior camps, Other
• Estimate the number of programs or events per month during peak season that the programming team should run. Options: 1-4, 5-8, 9-15, 15+
• Which instructor agreements or vendor contracts exist for lessons and clinics and will those agreements transfer to management? Options: Existing agreements transfer, Agreements expire, No formal agreements
• Who will manage handicap records, player eligibility, and tournament sign-ups (head professional, membership team, committee)? Options: Head professional, Membership team, Tournament committee, We will manage
• Describe the equipment staging and storage requirements for program days and tournaments (cart capacity, locker access, staging area).

Manage Tournament and Tee-Time Operations

• Indicate the tee-time booking window and specific pace-of-play rules that must be enforced on your course.
• List the tee-sheet system and any online booking channels currently used for golf reservations. Options: Existing tee-sheet system, Online booking marketplace, Manual scheduling
• State who sets tournament pairings, payout structures, and final BEO sign-off for events. Options: Tournament committee, Head professional, We coordinate
• Describe your scoring, leaderboard, and prize-distribution workflows for typical tournaments.
• Which test bookings, staff confirmations, and scripted checks will you require before running a live tournament?

Manage Preventive Facility Maintenance Program

• Indicate whether you have a reserve study or preventive maintenance (PM) plan that lists tasks and frequencies. Options: Reserve study available, Preventive maintenance plan available, No formal plan
• Which vendor contracts cover HVAC, irrigation/grounds, and plumbing and do any contracts expire within 12 months? Options: HVAC, Irrigation/grounds, Plumbing, Other
• Where are preventive maintenance logs stored and how often are they updated (CMMS, spreadsheet, paper files)? Options: CMMS, Spreadsheet, Paper files, Other
• Name the owner responsible for lockout/tagout and safety protocol compliance during maintenance activities. Options: Facilities manager, External contractor, General manager, Other
• Specify the deferred-maintenance threshold (by dollar amount or critical-item count) that would trigger a capital-project evaluation. Options: >$25,000, >$50,000, >$100,000, Custom

Oversee Capital Assessment Billing and Collection

• Describe the approved capital assessment schedule and whether assessments are billed as a one-time charge or in installments. Options: One-time assessment, Installment plan, Special assessment subject to vote
• Which general ledger accounts and billing cohorts should capital assessments be posted to for transparency?
• Who approves payment plans, waivers, or hardship arrangements for capital assessments under your governance? Options: Board, Finance manager, Membership committee, Other
• Explain your standard collection and lien procedures referenced in the bylaws or state law that we must follow.
• List the member notices, billing templates, and legal steps that must be in place before assessment billing begins.

Oversee Capital Project Procurement and Contracting

• Identify procurement thresholds in your policy that trigger competitive bids versus single-source contracting. Options: <$25,000, $25,000-$100,000, >$100,000, Custom thresholds
• Specify required contract templates, minimum insurance limits, and bonding requirements for capital vendors.
• Who is authorized to sign capital contracts and which board approvals are required for different contract sizes? Options: Board president, Board resolution, General manager up to limit, Other
• Explain how change orders should be approved and recorded against the project budget and contingency line items.
• List the closeout deliverables you require at project completion (as-built drawings, lien waivers, final invoice, signed punchlist).

• Master Services Agreement (MSA)
• Statement of Work (SOW)
• Membership Policy & Fee Schedule
• Transition Milestones & Acceptance Plan
• Governance & Decision Rights Addendum
• Data & Financial Handover Agreement
• Operational Performance Agreement (KPIs & Reporting)
• Change Order Agreement
• Termination & Handover Agreement
• Insurance & Regulatory Compliance Rider

• Go-live Health Check
• First Outcomes Review
• Acceptance Gate, Outcomes Acceptance
• Quarterly Success Review

• Publish the prioritized list of enhancement requests with estimated timelines for consideration in the next configuration review.
• Produce a documented pass or fail outcome for each acceptance criterion recorded in Solution Scope.
• Capture a formal acceptance decision with a named buyer signatory, or record conditional acceptance with remediation timelines.
• Ensure incumbent decommission actions are scheduled and any dual-system fallback habits are closed out.
• Publish the acceptance decision and the detailed outcomes comparison to Solution Scope.
• Create remediation action plan entries for any failed criteria with due dates and acceptance checks.
• Execute the incumbent decommission checklist and confirm archival of legacy data or read-only retention status.
• Schedule the recurring quarterly success review cadence and distribute calendar invites.
• KPI dashboard review
• Confirm whether membership and revenue KPIs remain within accepted tolerances or require escalated remediation.
• Bring outstanding remediation items to closure or re-schedule with clear dates and owners.
• Agree and prioritize enhancement requests for the next operational window.
• Update the KPI dashboard with quarter-to-date data and distribute the summary report.
• Close resolved remediation tickets and reassign any in-flight items with new target dates.
• Reconfirm success criteria and owner roster
• Deployment is verified as functionally complete or a prioritized exception list is recorded.
• Named operational owners and escalation contacts are confirmed for membership, finance, and operations.
• Critical blockers have documented remediation tasks and resolution target dates.
• Publish the go-live exceptions and verification checklist for async review.
• Enable and validate dashboard data feeds for membership and dues reporting.
• Collect the data extracts required for the first outcomes review and circulate the data pull schedule.
• Present first-month outcomes vs targets
• Determine whether membership growth and dues revenue are tracking to Solution Scope targets, with causes for gaps identified.
• Agree a prioritized set of corrective actions with resolution dates leading to the acceptance gate.
• Confirm the data sources and cadence for the acceptance gate evidence pack.
• Publish the outcomes pack comparing net membership change, monthly dues revenue, and retention rate to Solution Scope targets.
• Create remediation tickets for each root cause with target resolution dates and documented owners.
• Run a focused member satisfaction pulse and deliver a summary before the acceptance gate.
• Restate acceptance criteria and targets
• Present outcome evidence vs each criterion
• Deployment and data handoff validation
• Open issue burn-down
• Diagnose gaps and root causes
• Member experience signals
• Document acceptance decision
• Early adoption and operational signals
• Enhancement request triage
• Agree corrective actions and timeline to acceptance gate
• Open issues and immediate remediation
• Remediation plan for any failed criteria
• Operational reporting and cadence confirmation
• Incumbent wind-down and data decommission
• Confirm timeline to first outcomes review