So were in limbo ... great .... why not do something proactive for a change.
Give the whole operation to Graham Hudson. He has the track record from before and is the reason we’ve seen improvements of recent. Give Graham the course, the clubhouse, F&B upstairs and the retail sales in the shop (like a normal operation). Let him set rates for everything. Let him advertise where and when he wants to within that budget (like a normal operation). Let him allocate his staff as he sees fit.
Simply give him an annual operating budget and three years to turn a profit.
The task is simple. He and the staff have to make a profit to stay. They will have to work together to make this work including some concessions on schedule and staffing. Allow them to invest profits back in the course as they see fit. This is still the one scenario that is most likely to work.
It's better than where we sit now.