Changing the debt, ownership or membership structure is relevant only if they can generate an operating profit, which no one seems to have focused on in this thread. Operating profit means that expenses (golf operations, personnel, cart expense, maintenance, utilities, taxes, insurance, cost of bar and restaurant, promotion and advertising, management overhead, legal, accounting, etc.) have to be exceeded by income (daily fees, dues, bar and restaurant income, event income, etc.) There must also be enough working capital to carry the operation, particularly important given the seasonality.
Operating profit is the primary calculation, and if you can't generate a profit consistently from operations in the short season they have, you aren't going to be viable. The new owners doubtless are trying to figure that one out. The "structure" or "model" will derive from those factors, and those factors alone.
I wish bonny good luck to all concerned.