Structure and Decision Making

Recording of Structure and Decision Making

The Management Group

The Management Group is the primary strategic decision-making committee. It is the most high-profile of the committees in a Club, but it is unlikely to be the only one. In all but the smallest of Clubs, the range of activities, scale of operations, and delivery of specific projects will necessitate other committees to complement the Management Group and deliver their strategic decisions. Composition of Management Group - The ideal number of members on a Club’s Management Group is often discussed. The simple way is to ask how many key roles exist at the Club that are fundamental to its success and should come together on a regular basis. There are many examples of Club committees that have grown over time to a dozen or more representatives. This makes for unwieldy and lengthy meetings that often fail to focus on the key strategic decisions facing the Club.

Club Sub-Committees

The Management Group should create sub-committees to assist them in performing their duties. The primary purpose of sub-committees is to focus on specific areas of the Club and make recommendations to the Management Group for approval. Sub-committees will usually include members of the Management Group as well as people invited to join for their specific expertise. Whilst sub-committees might have some clearly defined delegated authority, they should be accountable to the Management Group and should be chaired by a Management Group member to ensure continuity. Sub-committee members should understand that they do not have authority over the management of staff. The terms of reference for the group should also highlight the importance of working to an established strategy.

An Effective Committee

Establishing or developing committees (Management Group, sub-committees, operational or working groups) that are as effective as possible is of the utmost importance. It is the foundation that allows good work to happen.

Terms of Reference

Every committee, from the Management Group to operational committees should have terms of reference which will often be guided by the Club constitution. This is the foundation upon which their work can be conducted.

An effective committee:

Has an appointed Chairperson.
Empowers the Chairperson to enforce agreed meeting rules created annually by the committee to increase effectiveness.
Implements a mandatory induction programme and offers educational opportunities.
Works from a well-documented strategic plan, with supporting financial information.
Embraces its responsibility to achieve SMART goals established at the start of each year within the overall strategic plan.
Documents and implements a clear set of core policies and procedures.
Embraces a set of job or role descriptions that clearly establish accountability and authority.
Is clear on the different responsibilities of paid staff and appointed volunteers.
Schedules a minimum of four committee meetings a year, including one dedicated to the review of the strategic plan and goals of the Club. Meetings should be conducted in an environment and atmosphere that recognises the contribution of volunteer members.
Undertakes an annual evaluation of committee performance, involving external input.
Manages a staggered rotation system with a minimum/maximum term of office.

A Terms of Reference:

Clarify the committee's purpose and activities.
Set out how the committee members are appointed.
Define the limits of authority on spend and activities.
Outline the roles and responsibilities of committee members.
Include reporting frameworks so there is sound oversight by the Management Group and transparent communication between each sub-committee.