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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 material
Committee 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 induction
1.1. Club - History
1.2. 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. Constitution
1.4. Club Structure
1.5. Committee member contact details
1.6. Relationship with AU Sport and other key stakeholders
1.7. Club policies
1.8. Calendar of events incl. Committee dates, Key sport dates and Social events
1.9. Online Club House
1.10.Next Step
2. Committee responsibilities
2.1. Position Descriptions
2.2. Meeting Procedures
2.3. Legal and ethical
2.4. Insurance
2.5. Liquor licences
2.6. Financial accountability
2.7. Advocacy on behalf of members
2.8. Guardianship of Strategic Plan
3. Committee succession
3.1. Finding new Committee members
3.2. Identifying skills/expertise gaps
3.3. Seeking diversity in membership
3.4. Taking an effective recruitment approach
3.5. Being aware of possible conflicts of interest
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1. Committee induction
1.1 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 7th 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:
AU Sport
President
State Sporting
Body
Vice President
Secretary
Treasurer
Social
Membership
Officer
Sports
Manager
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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]
January
Date
Date
February
Date
Date
Date
Date
March
Date
Date
Date
April
Date
Date
May
Date
Date
June
Date
July
August
Date
September
Date
October
Date
November
Date
December
Committee Meeting
Pre-season starts
Committee Meeting
AU Sport O Week
Selections
Club Social event 1
Games start
AU Sport Grants Close
AU Sport Council 1
Uni mid semester Break
Easter
AU Sport Blues nominations Round 1 close
AU Sport Council 2
Uni midyear break
AU Sport Re-O Week
Finals
End of season function
AU Sport Blues Awards
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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. [email protected]), rather than a personal one, please
contact AU Sport ([email protected]) 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 text
The [Club Name] has a shared ‘Dropbox’ account, which the Committee has access to and is
encouraged to use for all club related documentation.
Websites
The [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 matters
AU Sport monthly newsletter
The personal accident insurance program
The 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 March
Information on Blue, Half Blue, Club Letters, Service to Uni Sport, Club of the Year, Coach of
the Year and Volunteer of the Year Awards
Facebook
The 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 reinvestment 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.
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.
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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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