Club Support Resource
Board/Committee Induction - Template
Note: Delete this page once you complete tailoring the template for your own Club.
This template helps your club to establish a formal induction procedure for your
board/committee members.
Using a structured approach will help you to ensure that you:
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Meet your basic legal obligations;
Help board/committee members make consistent and reliable decisions – this
promotes a culture of fairness;
Have established a clear understanding of expectations, rules and consequences;
Welcome and introduce your board/committee to your club and their new job.
It should assist in delivering long-term benefits to your club as it will minimise the incidence
of board/committee reverting to their own set of rules which in turn reduces disputes or
grievances caused by confusion. Also, it adds to the overall professionalism of your club
operations.
How to complete this template
It’s designed to be customised
This template for the Board/Committee Induction is made up of topics and sections.
Customise it based on your club’s specific requirements. The more time you spend tailoring
it to your requirements the more effective it will be.
To complete the template:
1. Replace <Club> with your Club name.
2. Where you see the <INSERT HERE>, replace it with your own text.
3. Where you see a Guidance note (delete this later) read and then delete the note
content. We’ve added these to help you complete the template. They are not meant
to be part of your final version.
4. Once you have finished work on the template, delete this introductory content.
5. Lastly, refresh the page numbers in the table of contents. Right mouse click on the
table of contents choose >‘Update Field’< choose ‘Update page numbers only’.
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Club Support Resource
Example Golf Club Board/Committee Induction Manual
Contents
1. Welcome ....................................................................................................................... 3
2. Club Vision & Mission ................................................................................................... 4
3. What you as a Board member need to know. ................................................................ 5
4. Your Role on the Board/Committee............................................................................... 5
5. A Common Club Governance Model – Medium to Large Clubs..................................... 6
6. The Board/Committee Role and Sub-Committees ......................................................... 7
7. Board /Committee Member Code of Conduct .............................................................. 10
8. Functions of Sub-Committees ..................................................................................... 11
9. Role of the President (or Captain) ............................................................................... 11
10. Role of the Treasurer ................................................................................................ 17
11. Making the Most of Your Time on the Board/Committee ........................................... 19
12. Committee Succession Planning ............................................................................... 20
13. Board/Committee Annual Self-Assessment ............................................................... 21
14. Board/Committee Induction Checklist........................................................................ 23
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1. Welcome
This induction package has been designed to give you all the information you need to have
an active role in your Board/Committee.
As an elected director/committee representative, you and your fellow board/committee
members have a duty of care to the club and are charged with the responsibility of
leadership, control and direction of the club as set out in your club’s constitution. At times it
may not be an easy job but it will afford you a wealth of business and social experience and
hopefully a great deal of personal satisfaction.
Your primary duty is to help set board/committee policies and think strategically for the club.
Depending on the size of your club, identified volunteers or the club manager should see to
the carrying out those policies as the operating head of the club.
Your relationship with your Club
As a director/committee representative you have responsibilities in addition to attending
board/committee meetings. These include the responsibility to promote the club and
contribute to a healthy membership. Your attendance at the club and at social functions is
important. Try and attend regularly, play golf and socialise in the clubhouse. Observe
employees and their approach to trying to please members though their service. If you
notice some facet of facility or service that appears out of place, please report it to the
identified volunteer or manager.
A roster exists for competition presentations at events such as < insert e.g. Twilight golf,
Saturday golf, Sunday mixed golf>. Please note your allocated roster and if you are
unavailable please arrange to swap with another board/committee member.
Your relationship with the Members
Be prepared to listen to constructive feedback and complaints from time to time. Some
complaints may be well founded, others may stem from imagined insights. Remember that
you are not expected to know the answer or to solve problems at all times. Learn both sides
of the story before committing yourself to an answer. Do not make rash promises that could
prove embarrassing to you or could put you in an untenable position.
Avoid the temptation to feel you should, in an effort to soothe the complaining member,
agree on the spot with his or her position. Avoid discussing, if at all possible, the negative
aspects of the club. Emphasize the positive, even if it means hiding your own concerns
about certain club operations.
You have, by agreeing to run for the board/committee, accepted the responsibility of dealing
with the club’s challenges, and it is best to do so as quietly and efficiently as possible without
stirring up emotions.
As a board/committee member you have to build trust, support and confidence in the club,
the board/committee, sub-committees and staff (if applicable).
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Your relationship with the Board/Committee
Board/Committee members must advance the credibility of the board/committee and
establish confidence within the membership at large that its governing body operates openly,
offers opportunity to express contrary opinion and operates with responsibility and
awareness of its duty.
As a director/committee member please keep in mind that you are representing all members
of the club and not just a select few. Your decisions should be based on what you honestly
believe is best for the members and club as a whole. Disregard your personal feelings and
try to be completely objective.
At board/committee meetings remember that your fellow directors/committee members are
as sincere in their beliefs as you are in yours. If you don’t agree with an idea or statement,
analyse it impartially and deal with it at board/committee level.
Board/committee members act through the majority vote of the board. If an individual
strongly disagrees with a decision of the board/committee they should only deal with this
within the group. If they are strongly opposed to the decision they should reconsider their
position on the board/committee and if needs be resign and re-stand at the next election.
Your relationship with Club Staff
The Manager is responsible for the operations of the club. In your relationship with club
employees, don’t usurp the manager’s authority by openly criticising staff, disciplining or
asking special favours of club employees. Convey any complaints to the Manager. The
Manager has the authority to employ, supervise, appraise, discipline, direct, train and
dismiss employees under this role.
2. Club Vision & Mission
Club Vision
<INSERT HERE>
A vision statement defines what your club wants to become, articulating your dreams and
hopes for the club. Your vision statement is your inspiration, the framework for all your
strategic planning. It answers the question, “Where do we want to go?”
Club Mission
<INSERT HERE>
In simple terms a mission statement communicates the essence of the club to its
stakeholders, members and the public.
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When developing a mission statement, start by asking yourself the following questions:
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What business are we in (what do we do)?
What is the purpose of our club (outcomes and results we want to achieve)?
For whom is our club in business (members)?
What are our shared core values and beliefs (or guiding principles) that we practice
in the delivery of our service?
5. How do you differ from other clubs?
6. What level of service do you provide?
3. What you as a Board member need to know
In law, the board/committee has the ultimate responsibility for the club. Accountability is part
of a chain of relationships. The board/committee needs to acknowledge that it is responsible
for the club, not for its own stake as a board/committee but for the stake of the mission which
the club is to perform.
The staff though the Manager, are accountable to the board/committee who are accountable
to the members. Also, the board/committee is responsible to various regulatory bodies
under federal, state and local laws and regulations.
Potential areas of legal risk include Assoc. Incorporations Act. Corporations Law,
Workcover, WHS, Trade Practices, Privacy, ATO, Liquor Licensing Commission, EPA,
Superannuation, Intellectual Property, Equal Opportunity, Contract Management, and
Insurances.
In order to be effective you need to become familiar with 1) the constitution, 2) the club’s
strategic plan and 3) The policies and by-laws of the club.
4. Your Role on the Board/Committee
Attendance
Your role on the board/committee is an important one, and as such, you should try to attend
every meeting and be prepared to contribute to all debates and projects.
The monthly board/committee meetings are usually held <insert>.
<insert>. Sub-committee meetings are held as scheduled <insert>.
The AGM is held
Member information nights are held as required (generally related to projects) and
attendance is expected.
If you are unable to attend meetings, your apologies should be advised to the Manager well
before the meeting.
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Your role on the board/committee may extend to being involved in a sub-committee. The
sub-committee will form a working party when it needs to investigate an issue or event indetail. By forming a working party the sub-committee intends to maximise its time by having
the working party report back on the outcome.
In addition to meetings, there are a number of occasions that are important in building
teamwork and camaraderie with fellow board/committee members.
You should try and make yourself available for:
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<Insert events – examples below>
Monthly Board Dinners
Annual Golf Day with <Insert>
Annual Presentation Dinner
New Member evenings
Staff Christmas Golf and Drinks
Board/Committee Christmas Dinner with partners and invited club volunteers.
Pennant Volunteering with scoreboards, spotting etc
5. A Common Club Governance Model – Medium to Large Clubs
The model below has been adopted as modern day best practice. It gives clarity, stability
and efficiency to the governance function and illustrates your role.
On the left hand side we see different types of policy in blue. The constitution is policy
determined by members, the policy manuals are policy determined by the board/committee
and operating procedures are policy determined by the Manager (if applicable) or volunteers.
Authority flows from the members to the board/committee within the confines of the
constitution.
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The board/committee, with the help of its sub-committees, develops committee policies to
guide the Manager. These committee policies represent the “voice of the board/committee”
to the Manager, the staff and the members.
In seeing to the implementation of these committee policies, the Manager may delegate to
department managers with the aid of operating procedures.
This model of governance traces the flow of authority from the club members to the service
staff and accountability from the staff back to the members.
6. The Board/Committee Role and Sub-Committees
Club structures need to be contemporary to promote and maintain sound governance and
administration. For medium to large golf clubs, the board/committee role is to govern and
should not be involved in management or operational decision-making. For smaller clubs
without staff, the board/committee is likely to take more of a hands-on approach.
The trend today is for club structures to have smaller boards with greater use of subcommittees for planning purposes. Generally, sub-committees should report to the
board/committee on no less than a quarterly basis regarding their planning and progress.
Role of the club board/committee
Depending on the incorporation status, your club will either have a board of directors
(incorporated company) or committee (incorporated association) who are legally responsible
for the governance of the club.
Main roles and tasks:
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Set objectives, define policy, develop strategic direction and make decisions;
Maintain good governance and introduce ethical standards into daily activities;
Specify the delegation of the chair, executive officer (whether paid or volunteer) and
board;
Ensure the executive officer provides satisfactory leadership, planning, club control
and succession;
Monitor the performance of management (if applicable) and volunteer team;
Monitor the performance of the club against the agreed goals;
Ensure current plans and actions provide for the clubs continuity;
Manage communication with members and other key stakeholders including local
government;
Manage risks;
Clearly identify board and management responsibilities (if applicable);
Ensure compliance with policies, laws and regulations;
Emphasise and concentrate on long-term goals; and
Undertake a regular review of the clubs finances.
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The Role and function of the chair
The main role of the chair, whether it is a President or a Captain, is leadership; and ensuring
effectiveness in all aspects of the governance role.
The chair manages meetings, ensures that the board/committee is balanced and discussion
is open, and includes all directors/committee members. It is also the chair’s responsibility to
ensure that relevant issues are included in the agenda and that all directors/committee
members receive timely information for meetings.
In summary, the chair should:
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Understand legal and procedural requirements for meetings;
Determine the meeting is properly convened and constituted;
Understand the business and objects of the meeting;
Preserve order in the conduct of those present;
Confine discussions within the scope of the meeting and timelines;
Decide whether proposed motions and amendments are in order;
Decide points of order and other incidental matters;
Handle all matters in an impartial manner;
Adjourn the meeting where justified.
Board/committee size
How big should our club board/committee be? There are no hard and fast rules regarding
board/committee size but it should be appropriate for the size of the club. Five is a good rule
of thumb for small to medium sized clubs.
Appointment and selection of board/committee members
For all clubs, term limits of two to three years is preferred to ensure the board/committee
maintains a level of consistency in decision making and stability and is held accountable for
policies and strategy. Ideally there will be a range of skills of board/committee members
such as; golf knowledge, finance, marketing, hospitality, governance, legal, project
management and information technology.
Role of board/committee members
Board/committee members must meet regularly, ideally monthly. As a rule, a club must
provide its directors/committee members with sufficient freedom of action to exercise the
leadership necessary to ensure successful implementation of strategy.
Powers of the board/committee
In summary the role of the board/committee is to:
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set objectives and strategy;
apply culture and ethics into activities;
clearly state responsibilities of key people and monitor their performance;
monitor the performance of the club against agreed goals;
ensure current plans and actions provide for continuity;
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communicate with members and other stakeholders;
manage risk; and
comply with constitution, rules and the law.
Board/committee composition
The board/committee should comprise of people with an appropriate range of skills. It is
strongly recommended that clubs look to recruit people with specific skills for positions on
the board or committee such as the treasurer. Generally, they should:
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have the ability to think laterally;
have good communication skills;
be financially literate;
be able to understand and relate to stakeholders;
be ethical, honest and trustworthy; and
be a team player.
Role and function of sub-committees
Having a multitude of committees assigned to various tasks does not necessarily ensure that
the job will get done. However, a proper performing sub-committee can be an invaluable
tool for the board/committee and the club.
Specialist sub-committees are designed to relieve the board/committee of certain tasks and
are developed to capitalise upon specialist skills of personnel willing to contribute their time
and expertise to the club. Size of the sub-committee can vary according to the club. A subcommittee should be large enough to capture sufficient skills and experience, but not so
large that the effectiveness of decision making is reduced.
Sub-committees should not abrogate responsibilities or assume the role of management (if
applicable), but should have a charter (within club by-laws, rules or regulations) which
specifically sets their scope of work, roles and responsibilities. The charter should clearly
identify and state the dividing line between the role and responsibilities of the sub-committee
and those of management.
In terms of reporting, sub-committees should be required to circulate minutes of each
meeting to the board/committee and management (if applicable) as well as being required to
report to the board/committee at least quarterly.
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7. Board /Committee Member Code of Conduct
In agreeing to be part of a board/committee and/or sub-committees, you agree to adhere to
standards of behaviour expected of their position of leadership in the club.
Board/Committee Members should:
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Act honestly and in good faith at all times;
Attend assigned meetings or forward their apology prior to the meeting;
Follow up diligently on commitments made at meetings;
Remain loyal to committee decisions once they are made, even if the
board/committee member did not agree with the decision;
Maintain confidentiality of sensitive information as and when required;
Treat all people associated with the club with respect, including members,
management and staff (if applicable), volunteers, contractors, partners, external
stakeholders, and other board/committee members
If applicable, be supportive of management and staff as well as the golf professional
and his/her staff;
Mix with as many members as possible both on the golf course and at social events;
Consider the welfare of the club’s members at large at all times;
Not take advantage of their position on the board/committee in any way;
Understand and attend to the fiduciary responsibilities of being on the
board/committee;
Make decisions based on what is best for the club, not for individual interest or the
interests of a few (sometimes golfing group of friends);
Declare any ‘conflicts of interest’ as they arrive and act to ensure that these conflicts
do not pose a risk to the club;
Be open to feedback from members and respond appropriately;
Act as a positive role model with respect to good club behaviour;
Refrain from excessive use of alcohol at the club;
Adhere to the policies and procedures established by the club;
Adhere to the legislative requirements of the club;
Not receive gifts that result in personal financial benefit;
Always look for opportunities for improved performance of the club operations and
board/committee performance;
Always represent the club in a professional manner; and
Do not speak to the media about any aspect of the club without authority to do so.
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8. Functions of Sub-Committees
Below is an example list of potential responsibilities and activities for each of your club’s
relevant sub-committees.
Membership and Communications
To be responsible to the General Committee for the overseeing of all aspects of the club’s
membership and communications.
The Director of Membership will be appointed annually by the board/committee. The Director
of Membership will call meetings as required. All board/committee members and the General
Manager (if applicable) may attend Membership Committee meetings. With the
board/committee’s endorsement, the Director of Membership may invite others members
onto the Membership and Communications Committee as required.
Management responsibility:
 As appointed or General Manager (if applicable)
Specific Responsibilities:
 Ensure an efficient and effective new member process commencing from receipt of
application, admittance / induction and new member golf and social event.
 Review the detailed membership report on a regular (monthly) basis, detailing all
category changes, departures (resigned/unfinancial) and ‘at risk members’ for the
period, and year to date.
 At least annually, ensure a survey of departed members (resigned/unfinancial)
seeking their views on their club for their view on a range of areas; including their
‘membership experience’, the ‘reasons’ why they left and other issues as identified.
 At least annually, ensure a detailed survey of new members who have recently joined
their club for their view on a range of areas; including their view of the ‘joining
experience’, ‘aspirations of membership’ and other issues as identified.
 Monitor and review the club’s membership categories to ensure they are meeting the
needs of current and potential members.
 Ensure club's website is updated to ensure timely presentation of all information as
required.
 Develop and maintain a 'Communications Plan', which will ensure the timely planning
and execution of all communications activity.
Finance and Risk
Function:
Responsible for supervision and control of all incomes and expenditure of the club, for the
financial operation of the club, for the financial planning of the club, and for safeguarding its
assets.
The Director of Finance will be the Club Treasurer. The Club Treasurer will call meetings as
required. All board/committee members and the General Manager (if applicable) may attend
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Finance Committee meetings. With the board/committee’s endorsement, the Club Treasurer
may invite other members/consultants onto the Finance Committee as required.
Management responsibility:
 As appointed or General Manager (if applicable)
Specific Responsibilities:
 To ensure that the accounting and other records are adequately maintained to
comply with statutory requirements and club needs.
 To ensure that a financial strategy policy is established, approved by the
board/committee and adhered to.
 To ensure that capital expenditure is authorised in accordance with budget and
policy.
 To ensure that financial budgets are prepared and approved by the board/committee,
on an annual and long term basis, to meet the club’s governance and planning
needs.
 To ensure that monthly reporting is promptly and accurately performed, to enable the
board/committee to assess the performance of the club, and to take any corrective
action.
 Report the club’s financial position to members at the AGM;
 To ensure that a suitable accounting system is in place that is adequate for the club’s
needs.
 In conjunction with the club’s auditors, ensure that the annual financial statements
are prepared to satisfy the club’s statutory reporting requirements.
 To ensure that the club’s operating and capital requirements are adequately provided
for, whilst maintaining a medium to long-term view on cash reserves and future
capital requirements.
 To ensure that any excess funds are invested efficiently, in accordance with the
club’s investment guidelines.
 To ensure all club assets are properly recorded and adequately secured.
 To ensure the club’s risk management process is undertaken regularly.
 To ensure that all club assets and risks are adequately assessed and insured as
necessary.
 To recommend to the board/committee, rates for entrances fees (if applicable),
subscriptions, green fees, competition fees and other annual charges;
 To monitor the pricing, purchasing and profit returns from bar and catering activities.
 To oversee that adequate internal controls exist to ensure that income and
expenditure is properly recorded and controlled.
 To ensure that all statutory records are properly maintained, and all employees (if
applicable) are adequately remunerated in accordance with statutory requirements
and common practice.
 To ensure that the club meets all superannuation requirements.
 To oversee that all taxes are promptly remitted, in accordance with legislative
requirements and timetables.
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To ensure that the independent audit process is conducted. A meeting with the
auditor prior to annual audit is advisable.
Course and Water
Function:
To consider all matters relating to course conditions, preparation and development, short
and long term water solutions, and to work within the parameters of a 3-5 year course
development programme.
The definition of course is to cover all property of the club, with the exception of the
clubhouse, car-park, pro shop and associated gardens.
The Director of Course will be appointed annually by the board/committee. The Director of
Course will call meetings as required. All board/committee members, the Course
Superintendent and the General Manager (if applicable) may attend Course Committee
meetings. With the board/committee’s endorsement, the Director of Course may invite other
members/consultants onto the Course Committee as required.
Management responsibility:
 As appointed, Course Superintendent or General Manager (if applicable).
Specific Responsibilities:
 Presentation to members and guests of the best playing surface practicable every
day.
 Establish and direct a multi-year course development programme to guide the
coordinated maintenance, development and improvement of the golf course.
 Establish and direct the annual works and maintenance programmes in conjunction
with the course development program priorities and Course Superintendent.
 Establishment of a tree management and vegetation management plans to guide the
coordinated maintenance, development and improvement of the trees and
vegetation.
 Prepare annual capital and expenditure budgets in conjunction with the Course
Superintendent and General Manager.
 In conjunction with the Match Committee, develop and implement a ‘course set-up
policy’.
 Recommend any purchase of machinery or equipment.
 Attend monthly meeting with the Director of Match to review playing conditions.
 Develop and implement a ‘course water policy’.
 Review the club's irrigation structure and program from time to time to ensure that
ongoing improvements to the efficiency of operation are best practice.
 Follow through, and where appropriate implement, the projects already identified by
the Course and Water sub-committee and approved by the board/committee.
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Match
Function:
To be responsible to the board/committee for the administration of all aspects of men’s,
women’s (if applicable) and mixed golf at the club.
The Director of Match will be appointed annually by the board/committee. The Director of
Match will call meetings as required. All board/committee members, the women’s captain,
the golf professional and the general manager may attend Match Committee meetings. With
the board/committee’s endorsement, the Director of Match may invite others members onto
the Match Committee as required.
Management responsibility:
 As appointed or General Manager (if applicable).
Specific Responsibilities:
 Preparation of the annual schedule of golf competitions and events.
 Development and implementation of Match Committee policies and procedures.
 Oversee the pace of play policy.
 Determining the conditions of play and results of golf events and managing all
matters affecting competitions, matches and general play on the course.
 Providing referees when needed for events.
 Adjudicating on rules of golf.
 Framing local rules in accordance with the rules of golf.
 Instructions relating to course designation, placement of tees and pins in conjunction
with the advice of the Course Committee.
 Overseeing handicapping, course ratings and score card design and production.
 Maintaining a register of winners of all major competitions.
 Maintaining honour boards and perpetual trophies.
 Review the field sizes and time sheet pressure to ensure comfortable playing
conditions are maintained.
 Where applicable, make recommendations to the General Committee regarding the
duties of the Golf Professional.
 Recommend to the board/committee a Golf Development sub-committee.
o The Golf Development sub-committee will oversee all operational issues with
regards to golf development, particularly juniors; from the beginner level to
the elite (see separate responsibilities and activities).
 Recommend to the board/committee a Pennant sub- committee.
o The Pennant sub-committee will be responsible for all operational issues of
pennant.
 Discipline relating to golf matters.
o Minor issues will be dealt with by the General Manager (if applicable).
o Serious issues will be dealt with by the Director of Match.
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Women’s Committee
The golfing affairs of the women members of the club shall be managed by a sub-committee
proposed by the women members and ratified by the board/committee.
A President, Captain and Secretary together with up to a small number of members shall be
elected by the women members (all women members entitled to vote at a General Meeting
of the club shall be entitled to vote). Further Sub-committees may be appointed by the
Women’s Golf Sub-Committee to assist with their work.
Golf Development
To be responsible to the board/committee for the administration of all golf development at
the Club.
The Director of Golf Development will be appointed annually by the Match Committee. The
Director of Golf Development will call meetings as required. All board/committee members,
the Golf Professional and the General Manager may attend Golf Development Committee
meetings. With the board/committee’s endorsement, the Director of Golf Development may
invite others members onto the Golf Development Committee as required.
Management responsibility:
 As appointed or General Manager (if applicable).
Specific Responsibilities:
 Promote junior, female, diverse-groups and local community golf development.
 Conduct events of interest for target groups.
 Consider game innovations in response to local market needs e.g. shorter-formats.
 Supporting programs include MYGolf, Play Golf Week, Community Coaching and
various other State / Territory initiatives. Information on Development Programs is
available on the ClubSupport portal under the Programs section.
House and Social
To be responsible to the board/committee for the overseeing of all aspects of club’s social
calendar, provision of food and beverage service, and the maintenance of the clubhouse
and associated areas, inclusive of clubhouse gardens.
The Director of House and Social will be appointed annually by the board/committee. The
Director of House and Social will call meetings as required. All board/committee members,
the Women’s President, the Golf Professional, and the General Manager (if applicable) may
attend House and Social Committee meetings. With the board/committee’s endorsement,
the Director of House and Social may invite others members onto the House and Social
Committee as required.
Management responsibility:
 As appointed or General Manager (if applicable).
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Specific Responsibilities:
 Recommend, plan, promote, implement and review a diverse social programme for
the benefit of members and guests.
 In conjunction with the Finance Committee, review the financial return from internal
and external functions.
 Ensure that the clubhouse buildings, furniture, fixtures and fittings, clubhouse
surrounds and clubhouse gardens are maintained in suitable condition.
o Complete timely repairs as appropriate.
 Recommend a capital and maintenance budget on an annual basis.
 Review revenue and cost centres on a monthly basis in conjunction with the Finance
Committee.
 Ensure that safe work environment is maintained.
 Ensure trading times are in line with member expectations and staffing levels are
kept at appropriate levels.
 Oversee the dress standards in the clubhouse.
9. Role of the President (or Captain)
The President is most commonly the head of a golf club.
performed by the Captain.
At some clubs this role is
This role is responsible for the integrity of the board/committee process, including the
effectiveness of meetings and the board/committee’s adherence to its own governance
policies and responsibilities. In addition to sitting on the board/committee, the President is
an ex-officio of all sub-committees. In the club’s constitution, the President is generally
afforded a casting vote.
The role should be occupied by a person with leadership skills, widely respected for sound
judgment, who possesses a broad experience of both the club as well as the governance
role of boards/committees.
The President ensures that targets and performance goals are overseen, strategic planning
is undertaken and monitored, budgeting and risk management for the future is taking place
and that communication with all stakeholders is occurring.
Depending on the club’s constitution, the President will often be responsible for chairing the
Annual General Meeting. To this end the President will be required to understand the AGM
process and how to conduct a public meeting. A sound knowledge of the club’s constitution
will also be required.
The President shall often be the representative of the club, together with the Captain, at golf
industry events.
Key skills:
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The ability to lead a board/committee and a club;
The ability to think strategically;
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Be friendly and approachable;
Ability to delegate and not micromanage;
An understanding of club business, structures and systems;
Oral communication skills;
The ability to understand and relate to club members;
The ability to build consensus and to get teamwork to occur;
Be ethical, honest and trustworthy;
Be committed to the mission and values;
Independence;
A willingness to commit the time and effort;
Interest in more than the honour of the position.
10. Role of the Treasurer
The Treasurer is responsible to the board/committee for supervision and control of all
income and expenditure of the club, for overseeing the financial operation and for
safeguarding the club’s assets.
Responsibilities include:
Records

To ensure that the accounting and other records are adequately maintained to
comply with statutory requirements and club needs.
Policy

To ensure that a financial strategy policy is established, approved by the
board/committee and adhered to.
Capital Expenditure Practices

To ensure that capital expenditure is authorised in accordance with budget and
policy.
Budgeting
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To ensure that financial budgets are prepared and approved by the board/committee,
on an annual and long term basis, to meet the club’s governance and planning
needs.
Reporting
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To ensure that monthly reporting is promptly and accurately performed, to enable the
board/committee to assess the performance of the club, and to take any corrective
action;
Report the club’s financial position to members at the AGM;
To ensure that a suitable accounting system is in place that is adequate for the club’s
needs;
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
In conjunction with the club’s auditors, ensure that the annual financial statements
are prepared to satisfy the club’s statutory reporting requirements.
Funding
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To ensure that the club’s operating and capital requirements are adequately provided
for, whilst maintaining a medium to long-term view on cash reserves and future
capital requirements;
 To ensure that any excess funds are invested efficiently, in accordance with the
club’s investment guidelines.
Assets
 To ensure all club assets are properly recorded and adequately secured.
Risk Management

To ensure that all club assets and risks are adequately assessed and insured as
necessary.
Fees and Charges
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To recommend to the board/committee, rates for entrances fees (if applicable),
subscriptions, green fees, competition fees and other annual charges;
 To monitor the pricing, purchasing and profit returns from bar and catering activities.
Controls
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To oversee that adequate internal controls exist to ensure that income and
expenditure is properly recorded and controlled.
Personnel
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To ensure that all statutory records are properly maintained, and all employees (if
applicable) are adequately remunerated in accordance with statutory requirements
and common practice;
 To ensure that the club meets all superannuation requirements.
Taxation

To oversee that all taxes are promptly remitted, in accordance with legislative
requirements and timetables.
Audit

To ensure that the independent audit process is conducted. A meeting with the
auditor prior to annual audit is advisable.
Key Skills
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Financial background and ability to interpret financial reports and records;
Awareness of accounting procedures and policies;
Able to work in a logical and orderly manner;
Attention to detail.
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11. Making the Most of Your Time on the Board/Committee
How you can effectively contribute to successful meetings at your golf club?
Focus on improving your contribution to the club and avoid disrupting activities:
Improve
Disrupt
Attend each meeting and arrive on time
Dismiss the importance of attendance
Participate in discussion whenever appropriate
Talk too much (or cover ground that is widely
accepted or not relevant to the decision)
Develop a thorough knowledge of the
board/committee’s role and responsibilities and
its current activities
Expect others to know more than you – rely on
experts to give you good advice, or simply
agree with others because they’ve been there
longer
Be prepared: read agenda papers prior to the
meeting and discuss them to resolve confusion
and points of concern
Attend hoping that you will pick up the issues
during debate
Listen carefully to debate
Stay silent, or pander to the majority
Be willing to question and challenge members
during debate
Hold side discussions
Be supportive of others’ contributions
Interrupt others during debate, or disagree
without offering suggestions or alternatives
Accept and volunteer for special assignments
and leadership roles
Lose your temper, be too formal, or use
aggressive tactics to win the debate
Believe that the board/committee can function
without you
Rehash past debates, pursue hidden agendas,
or be pointlessly provocative
Retain your sense of humour
Use your position to help friends or colleagues
Remain loyal to decisions of the board once a
decision has been taken
Use jargon, rush over complicated issues
Avoid and declare conflicts of interest
Revert to personal agendas
Help new members, and your eventual
replacement, when they are appointed
Demonstrate misplaced expectations
Source: “The Book of the Board: Effective Governance for Non-Profit Organisations”, David Fishell (2003).
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12. Committee Succession Planning
It is the responsibility of any board/committee to plan to attract new board/committee
members with the right mix of skills to allow it to evolve and operate efficiently and effectively
to achieve the objectives of the club.
Succession planning is important to ensure continuity in planning and performance.
General traits that board/committees should look for in identifying potential candidates for
the board/committee include:
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The ability to think strategically;
An understanding of club structures and systems;
Knowledge of the business of the club;
Oral communication skills’
The ability to understand and relate to all types and groups of members;
Teamwork;
The ability to build consensus;
Leadership skills;
Ethical, honest and trustworthy;
Commitment to the mission and values of the club;
Independence;
A willingness to commit the time and effort;
Interest in more than the honour of the position.
Also, a board/committee should identify the skills or experience that it does not possess and
then identify potential candidates that possess these requirements. These could include:
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Marketing;
Financial with qualifications;
IT;
Hospitality;
Legal;
Golf and rules;
Personnel;
Workplace Health and Safety;
Agronomy / Horticulture;
Consulting or project management.
A common method of introducing potential board/committee candidates into roles of club
governance is to first co-opt them onto sub-committees.
This enables both the
board/committee and the potential candidate to ‘test-drive’ their potential future involvement.
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13. Board/Committee Annual Self-Assessment
The board/committee is ultimately accountable for its own performance and should
undertake a review of its performance at an agreed time on an annual basis.
Aspects of the board/committee performance suggested for review include:
Rating
Record your view of
board/committee performance
1
Has a mission statement appropriate
for the club and that everyone is
familiar with.
2
Developed long term goals and a
strategic plan for the club.
3
Established and/or reviewed club
policies and objectives adapting to
current needs and compliance.
4
Worked well with the supporting
volunteers and staff (if applicable).
5
A climate of trust exists between
board/committee members and the
volunteers and staff (if applicable).
Understood its responsibilities to
speak with one voice.
6
7
Sees that it’s actions are adequately
communicated to members.
8
Was responsive to tasks delegated
by the Committee.
9
Carried out its meetings in an
efficient, professional manner.
10
Held meetings that were well
attended.
11
Conducted meetings that were
0 Disagree
up to
5 Agree
Comment
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inclusive and welcome diverse views.
12
Prepared clear reports for
board/committee action.
13
Was timely in completing and
delivering reports.
14
Kept its involvement to policy, except
for operational matters in its charter.
15
Worked with a well-defined set of
responsibilities, which the members
understood.
16
Focused on their own job rather than
the general manager’s job (if
applicable).
17
Contains a sufficient range of
expertise to make it an effective
governing group.
18
Approved risk management
strategies.
19
Appraised the general manager (if
applicable) systematically and
remunerates him/her appropriately.
20
Conducted an induction of new board
members.
21
Each Committee member:
Appreciated the board/committee’s
role in the governance structure.
22
Had the qualifications appropriate for
the board/committee’s work.
23
All board/committee members put in
the required effort.
24
Adhered to the code of conduct.
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25
Demonstrated a commitment to
teamwork.
26
Contributes to Committee succession
planning.
27
Set an example by abiding by all club
rules and policies
14. Board/Committee Induction Checklist
An existing board/committee member or club manager (if applicable) should use this
checklist as a guide and record of what the induction has incorporated.
Name: _______________________
Induction Commenced: ____/____/____
Induction Complete: ____/____/____
Induction Conducted By: ____________________ Signed: ________________________

Task
1. The volunteer has been provided with a copy of the current constitution and
regulations or by-laws;
2. The volunteer has been provided with a copy of the current strategic plan (if
applicable);
a. Discuss the club’s aims, financial performance, members, other
customers and decision-making processes;
3. The volunteer has been provided with a copy of the club structure including
board/committee, sub-committees and staff (if applicable);
a. Outlined the roles and responsibilities of key board/committee
members, sub-committee members and staff;
b. Provided copies of minutes from previous meetings;
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c. Introduced to key staff;
d. Detailed the roles, responsibilities and accountabilities of the
volunteer in their new position (job description) and has had a chance
to discuss the role and ask questions;
e. Discussed Health, safety, risk management and insurance;
f. Provided with the committee member code of conduct.
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4. Familiarise volunteers with club facilities, services, equipment and resources.
5. The new volunteer has been shown around all areas of the club, including:
a. The administration area;
b. The kitchen/bar and supporting areas;
c. The golf / pro shop and supporting areas;
d. The course maintenance facilities;
6. The new volunteer has had the club expectations explained and what they
should be able to expect from others in the club.
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As people have different learning styles, don’t assume that written content will necessarily be
read and understood.
It is advisable to go through the key points of the supporting documents so that important
issues are understood.
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