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The Adelaide University [Club name] Club

Committee Manual

This manual is aimed at assisting those looking to take up a position on the AU [Club Name] Club Committee

Comprising:

Committee induction materialCommittee responsibilities – an overview

Committee succession

Contents page

Many AU Sport Clubs are at different stages in terms of their planning, management and size of their committees. This Committee Manual is a good tool to provide key information

to committee members.

Its contents should be adjusted to suit your club.

1. Committee induction1.1. Club - History1.2. Club Plans: Strategic Plan, annual Business/Operational Plan, Facility Plan

and Marketing[At a minimum, include your 3 year Strategic Plan and a yearly Operational Plan should be included]

1.3. Constitution1.4. Club Structure1.5. Committee member contact details1.6. Relationship with AU Sport and other key stakeholders1.7. Club policies1.8. Calendar of events incl. Committee dates, Key sport dates and Social events1.9. Online Club House1.10.Next Step

2. Committee responsibilities2.1. Position Descriptions2.2. Meeting Procedures2.3. Legal and ethical2.4. Insurance2.5. Liquor licences2.6. Financial accountability2.7. Advocacy on behalf of members2.8. Guardianship of Strategic Plan

3. Committee succession3.1. Finding new Committee members3.2. Identifying skills/expertise gaps3.3. Seeking diversity in membership3.4. Taking an effective recruitment approach3.5. Being aware of possible conflicts of interest

Page

1. Committee induction1.1 Club Background

Provide some information about the history and background of the club in this section. This section would only need to be updated every few years.

Example text provided by the AU Football Club:

Founded in 1906, the Adelaide University Football Club (AUFC) is the founding club of the South Australian Amateur Football League (SAAFL). The AUFC, or ‘The Blacks’ as we are also known as, is the world's greatest and largest Football club, with 7 senior teams competing in the SAAFL every week, an Over 35s side, and a Women’s team in the S.A. Women’s Football League (SAWFL). The club consists of over 200 players and many more supporters, all of whom play and support the club purely for the love of the game and the opportunity to do so with like-minded people.

The club is incorporated and the administrative duties of the AUFC are managed by a Committee, which has been intrusted to guide the club’s future and development on behalf of the clubs members. This is evident from our financial position, excellent facilities and strong working relationships with our key stakeholders and sponsors.

We welcome all players, whether they be an A-grade centre half forward or 7 th on the bench for the ‘Scum’. We are a diverse club, with players and members from all walks of life and regions. Membership of the AUFC is open to anybody and is not confined to those studying at The University of Adelaide.

We have a preponderance of under-graduates playing in our top sides and make appropriate allowances for academic and professional commitments. The AUFC offers a supportive and enjoyable culture to be immersed in; a culture where those we attract are inevitably surrounded by like-minded young men and women of integrity and quality. The club's culture has survived for well over 100 years and is as strong today as it has ever been.

Our past players' ("The Greys") network has exceptional depth and our alumni / career network is unrivalled in this State. It is vast, prominent and particularly helpful to club members, whether it’s undergraduates looking for work / work placements / work experience or graduates looking for a position to begin a career.

There is no better place for a young man or woman to play footy!

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1.2 Club Plans: Strategic Plan, annual Business/Operational Plans, Facility Plan and Marketing Plan

Provide information (or at least links) to the planning documentation of the club to committee members in this section. It ensures that all committee members are aware of the direction the club wants to head in. At a minimum, every club should have a 3 year Strategic Plan and an annual Operational Plan (strategies and action plan for the year).

If the club has other plans, such as Marketing, Facility or Recruitment plans in place, copies or links to these documents should also be included.

The [Club Name] is in the process of developing a ‘planning culture’ over the next few years to assist the Committee in determining strategic priorities for the club over the long term.

Example text if not providing copies of the plans in this document:

On the website (ADD and hyperlink or maybe it’s in the dropbox file), Committee members will be able to access the latest plans and guidelines as they are developed and updated.

The Committee recognises that those taking up leadership positions within the club do so on a volunteer basis. All documentation has been developed to assist Committee members and, as such, is easy to read, use and update.

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1.3 Club Constitution

Add a copy of the Club Constitution here

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1.4 Club Structure

Add a copy of the Club Structure here

Example:

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AU Sport

State Sporting Body

President

Secretary Treasurer Social Membership Officer

Sports Manager

Vice President

1.5 Committee Member Contact Details

Provide key club members (not just committee members) contact details here

Example:

Name: Position: Phone Number:

Email Address:

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1.6 Club Relationships

Provide a list of key organisations that the club has important relationships with and what is involved with those relationships. Organisations might include AU Sport, your State Sporting Organisation and other clubs.

Remember, those reading this document may not have an understanding of who the club deals with and what for, thus this section is a good place to explain this.

AU Sport

The [Club Name] is affiliated with Adelaide University Sport, which is directly affiliated with The University of Adelaide and has been incorporated in its own right since 1979. AU Sport is administratively autonomous and has full control of the allocation of expenditure from its budget.

AU Sport is governed by the Sports Council, which is comprised of designated representatives from each of the affiliated and financial clubs. Responsibility for the conduct of AU Sport's business is vested in the Board of Management, which is elected annually (four members retire each year on rotation) by the Sports Council.

The relationship with AU Sport is positive and the club understands that it is there to help. As an affiliated club, the club has a number of requirements it must meet for AU Sport and these can be found online at theblacks.com.au under ‘Clubs/Blacks Clubhouse’, which all club officer bearers are encouraged to read.

It needs to be noted that:

[Note any important points about the relationship with AU Sport. For example]:

- Facilities: The landlord for the University Playing fields is the Adelaide City Council who leases it to The University of Adelaide. AU Sport has the responsibility on behalf of the University to manage the bookings and liaise with those contracted to maintain the facilities.

- Liquor Licence: The liquor licence for the club rooms is under AU Sport and not the Club

- All AU Sports clubs, including our club, must maintain a least a 50% student membership base (the membership base does not include junior numbers).

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State Sporting Bodies/Competition managers

The [Club Name] is affiliated with the [State Sporting Body] and/or [League] which allows the club to play in its competition. To maintain affiliation, the club must:

[List any main requirements the club needs to do or reference where this information can be found to maintain affiliation/involvement]

Other Clubs

The club needs to maintain and foster a positive working relationship with the [list other clubs] as both clubs share facility use during their respected seasons. It is agreed that:

[List any important agreements in place]

Others

[Is there any other key organisation that the club has a relationship with? Not including sponsors. If so, add here]

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1.7 Club Policies

In this section, provide a list of key club polices and where they can be found.

The club has a number of policies in place to ensure the safety of those involved in the club and the club itself. All policies can be found [provide or note where these policies can be found].

All policies have been developed with ‘good practice’ in mind and follow the guidelines of governing bodies. The club reviews its policies regularly and communicates to all members by [list how. For example by referring to them in club newsletters, websites and membership sign ups].

Policies are:[PROVIDE LIST AND LINKS]

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1.8 Calendar of Events

In this section, provide a list of key events/dates including committee meetings, key sport dates (preseason, season, finals) social events, AU Sport events, public holidays etc. This section would need to be updated yearly.

[YEAR]JanuaryDateDate

Committee MeetingPre-season starts

FebruaryDateDateDateDate

Committee MeetingAU Sport O WeekSelectionsClub Social event 1

MarchDateDateDate

Games startAU Sport Grants CloseAU Sport Council 1

AprilDateDate

Uni mid semester BreakEaster

MayDateDate

AU Sport Blues nominations Round 1 closeAU Sport Council 2

JuneDate Uni midyear breakJulyAugustDate AU Sport Re-O WeekSeptemberDate FinalsOctoberDate End of season functionNovemberDate AU Sport Blues AwardsDecember

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1.9 Online ‘Club House’

In today’s world, a club has to have a presence online, be it in the way of a website, social media, communication via email or storing of club documents online in shared access files. Provide details on what online tools the club uses and any policies and processes associated with this in this section.

The [Club Name] is a modern organisation and understands that, in today’s world, a community sports club not only has to have a ‘bricks and mortar’ home but, to survive, it has to have a presence online. The club has a number of online systems to manage and communicate to its members, the Committee and other key stakeholders.

Committee Emails (personnel or club)Emails are a very easy way of communicating to each other, but they are also easy to misread or ignore! For this reason, Committee members are advised to communicate in a reasonable manner over email and if an issue occurs or a matter of urgency arises, to communicate face to face or over the phone.

Committee members are also asked to ensure email safety and not allow access to those for whom the information is not intended. If a Committee member would prefer a club email account (i.e. clubnametreasurer@theblacks.com.au), rather than a personal one, please contact AU Sport (sdo@theblacks.com.au) to set this up for you. Using a club email makes handover to others in the future easier, as all communication for that one position is in the one email account.

Dropbox (or other online shared access file)Example textThe [Club Name] has a shared ‘Dropbox’ account, which the Committee has access to and is encouraged to use for all club related documentation. WebsitesThe [Club Name] has access to the AU Sport website theblacks.com.au/[sport]. This website has such features as an online membership database, sms and large group emails to members and an online shop with the ability to sell membership, tickets to events and merchandise. [X] and [Y] has access to update and manage the website.

[If the club has another website that it uses provide details here]

The AU website (theblacks.com.au) also has links to:AU Sport Online Shop AU Sport Governance mattersAU Sport monthly newsletterThe personal accident insurance programThe Blacks Clubhouse, which contains information for club committee members on matters relating to club management. The AU Sport Club Uniform Guidelines The AU Sport Club Grants Program (two rounds in March and August of each year)

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The AU Scholarship Program, applications for which close in early MarchInformation on Blue, Half Blue, Club Letters, Service to Uni Sport, Club of the Year, Coach of the Year and Volunteer of the Year Awards

FacebookThe club has an active Facebook group/page. Admins for these pages are [x] and [Y]. AU Sport Sports Development Officers (SDO) do have access to the group/page.

Other online tools[Include information on any other online tools that the club uses].

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1.10 The next step for new Committee members

It is highly recommended that, within one month of your appointment, you should contact the President to organise a meeting with your previous office bearer (if possible). This will provide you with the opportunity to ask any questions in relation to the manual and your position, as well as discuss current issues and share ideas on the future direction of the [Club name].

This is regarded as beneficial to all parties, as it gives the opportunity, away from a busy Committee meeting, to ask background questions on any matter, which may require a more detailed explanation.

All new club committees are expected to attend an AU Sport Club Committee Induction with one of the AU Sport SDOs. This meeting is an opportunity for the new committee to meet with the AU Sport, SDO where they will to provide information on the club’s responsibilities to AU Sport.

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2. Committee responsibilities

2.1 Position Descriptions

It is important in any club that committee members understand their role and what is expected of them. By including position descriptions for all positions, everyone will understand who is doing what tasks.

Templates for position descriptions can be found on ‘The Blacks Clubhouse’ at theblacks.com.au

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2.2 Meeting Procedure

To ensure smooth running of the club, it is important that committee members understand what is expected of them at committee meetings. In this section, provide any relevant information that they may need to know.

Example text:

In regard to conducting the future business at a Committee meeting, agenda items with no back-up information must be deferred to the following or a later meeting when that information is available, unless extenuating circumstances arise.

It is understood that it is the member’s responsibility to ensure that agenda items are accompanied, in advance, by suitable background notes to enable the Committee to consider each item within a reasonable timeframe during each meeting or to seek further information prior to the next meeting before making a decision.

It is also understood that the Committee must exercise strong discipline in not considering matters without the required back up information.

2.3 Legal and ethical

As a [Club name] Committee member, you have the same responsibilities, albeit to a smaller organisation and with less scrutiny, than a multi-national company. You need to act with care and diligence in all matters relating to the management of the club.

Committee members must exercise their power and discharge of duties in good faith in the best interests of the organisation. This means, in clear language, to do what you expect anyone else to reasonably do in your place by paying attention to the matters being discussed at Committee meetings, reading the papers carefully prior to the meeting and asking about anything you do not understand or that seems out of place. If you have a personal interest in the matter, you must declare your conflict of interest, abstain from voting on the matter and ask that the abstention be recorded in the minutes.

We encourage and expect Committee members to make judgemental decisions based on the facts presented. If the Committee member attends meetings regularly, ensures good financial reporting practices are in place, defines situations where current policies are deficient, understands the Committee’s core work and keeps abreast of all governance issues etc, then rational decisions should have been made and a duty of care appropriately taken.

As a Committee member, there will be occasions when you will be given confidential information (financial or otherwise) as background material, to enable the Committee to discuss an item prior to a formal decision being made. This information must not be shared with outside parties, unless permission is given by the President or used for your personal benefit.

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Ethically, the Committee must be seen to be transparent with all of its decisions, financial or otherwise. Advice, guidance or the sharing of information may be sought from key stakeholders if necessary and agreed upon by the Committee.

2.4 Insurance

All affiliated club Committee members are covered, by the AU Sport insurance program with Directors and Officers liability. This provides protection for Committee members, who are sued individually for acts of negligence by the Committee.

All members are required to purchase AU Sport (Student, University, Associate, Social or Junior) Membership as part of paying their [Club name] membership fees. All non-playing volunteers, such as coaches, trainers, umpires, game day support staff and committee members, should also purchase the appropriate AU Sport Membership. For more information on the AU Sport insurance program, please visit theblacks.com.au/insurance or contact the AU Sport Administration Officer.

2.5 Liquor licences

[Include information about it if you have one]

2.6 Financial accountability

As stated below, the Committee must ensure that the organisation acts according to its stated mission and for the purpose for which it receives company tax exemption.

Committee members need to develop a broad understanding of how the budget has been formulated and the level of programs that will be funded. As an essential component of their duty of care, Committee members must review carefully financial reports and ask questions of the Treasurer, which must be answered to the satisfaction of the Committee, on any financial item which requires clarification.

Outside of Committee meetings, the Treasurer is the person entrusted by the Committee to work closely with the President on matters of financial relevance, including the re-investment of funds, the formulation of fiscal policies and the preparation of Committee documents in relation to equity and budget provision.

2.7 Advocacy on behalf of members

The Committee represents the interests of [Club name] members and is the key body in seeking stakeholder views on all matters of relevance to the club.

The Committee supports and upholds the rights of all of our members in being regarded as an important part of the social fabric of the [Club name] and being able to compete on an even playing field with other community clubs. This may require the intervention of the AU Sport General Manager, or AU Sport Board or other high ranking University officials if any of

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our members or the club is placed in a difficult negotiating position and needs legal advice or a letter of support.

2.8 Guardianship of Strategic Plan

The Committee is the guardian of the Strategic Plan, its mission and vision as detailed below:

Vision[Add]

Mission[Add]

The Committee takes a leading role in strategic planning for the organisation and needs to balance this with the day to day operations of getting players on the field.

More importantly, Committee members are our best salespeople in ‘spreading the word’ on our long term goals and strategies to the member, others within our sport and the Univeristy community, including our stakeholders. At the same time, Committee members are encouraged to have ‘their ears to the ground’, taking the time to listen to candid internal and external comments on how the [Club name] is performing and relaying them to the President and/or Committee.

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3. Committee succession

3.1 Finding new Committee members

For any Committee, a regular changeover of members is not only inevitable, but often desirable. It should be regarded as a natural, positive development for our Committee and club. Invariably, new members can re-invigorate a Committee and inspire existing members.

Therefore, it is important to have an effective recruitment strategy in place at all times. The Committee must be representative of the club’s members, responsive to their needs and productive in its output.

3.2 Identifying skills/expertise gaps

This is the first step in the recruitment process and must be related not only to ensuring the Committee is well balanced, but also to the short term current work of the Committee, where the needs may change according to the priorities of the Strategic and annual Business Plans.

For instance, a Committee person with technology experience may be sought one year and another with project management expertise the next, who can also assist the club, when requested, for a particular project.

The second step is to analyse the skill set of the current Committee and determine whether there are any gaps. Two months prior to the close of nominations, the Committee should ask the President or an allocated Committee member to seek a pool of nominations (with the aid of a carefully scripted ‘sales pitch’) from suitably qualified people in the field where there is a skill gap.

3.3 Seeking diversity in membership

The balance in the Committee should take into consideration such aspects as gender, the number of students and graduates, sports administration experience and personnel skills.

However, there are other desirable qualities that will help build a harmonious and productive Committee. These include an ability to work cooperatively and reach consensus on key issues, where listening to other views and developing creative solutions, which are inclusive of a range of ideas from other Committee members, are paramount. This does not preclude a diversity of viewpoints being actively encouraged at Committee meetings or for there to be robust debate on particularly sensitive issues, however, once debated and a decision taken, all Committee members must support the resolution within and outside of Committee meetings.

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There must be a personal commitment from each prospective Committee member to the [Club name] mission & vision statements and for each member to be prepared to work collectively to achieve the objectives of the Strategic Plan.

A sense of humour is also strongly recommended because a Committee, which can laugh at the right times, is usually one that can move on quickly and take a balanced and more objective approach to its decision making. Being competent, the ability to get along with people and trustworthiness are admirable and desirable qualities for any prospective Committee member.

3.4 Taking an effective recruitment approach

The approach to any prospective Committee member should not be too ‘pushy’. If you harass or force a person to nominate merely out of guilt or to satisfy the Committee’s needs, it is unlikely that the person will be wholeheartedly committed to their role in the long term. On the reverse side, if a person is currently too busy to nominate, his/her circumstances may change and a further approach at a later time may be fruitful.

An invitation to a special Club event should also be considered as part of the Committee’s sales pitch, which must be convincing and enthusiastic, explaining about the [Club name] and where it is heading, as well as selling the opportunity of serving on the Committee as a privilege, and not a chore.

The approach must be personal and face to face. You need to be upfront on what will be asked of them and what the ‘Committee experience’ will be in return. A copy of the Committee Manual may also prove useful in this regard.

3.5 Being aware of possible conflicts of interest

Declaring conflicts of interest have been referred to previously, however, in the recruitment of potential new Committee members, possible conflicts should be discussed.

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