First, envision the course/club you like best, or play most often, or belong to, or a great course you've visited...the place that's most near and dear to your golf. It can be public or private.
Next I make you the president, or owner/operator, managing director or top authority at that place...you have to mind a bit of the public/membership, but yours is the say-so.
Next I have you on the dais for the annual membership meeting or similar convention of the people who are the "stakeholders" in your golf course-the people who play it or belong to it or are its' constituents...As you are in the midst of delivering a modest, but healthy fiscal and facilities report and projections for the next year... a bag of 2 million dollars left hidden in the rafters of the converted dwelling that is your clubhouse, falls right in front of the lectern for all to see.
What do you do with the money? You can't do everything with 2 million dollars... it is invested for unknown contingency projects? Is it spread over three of four departments? Do you do a significant reno-restoration of 50% of the course? Do you cut down several hundred trees and culvert a stream on the 5th hole? Do you address as many bunkers as 2 million will allow? Do you rebate member assessments, restructure a new category of member golfers? Do you lower greens/cart fees for everyone or type of user, or a class of users? Do you rebuild or purchase property to build that new range and short game area? Do you pay down existing debt? Do you upgrade the cart fleet and make 2 part-time cart kids. Do you raise the pro's salary, or let him hire an assistant or two PGM kids?
In so posing, I'm interested to know what the board actually cares about on the immediate, personal level. You don't to have to divulge the name of the actual place if you don't want to..but a bit of context is due, depending on the priority.
cheers vk