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The Club Committee

This Resource is to help your Club Management/Committee. If your Club has a good committee then chances are that your Club will be the best it can be, players will enjoy playing for your Club, be more successful, and your community will be proud of your teams. This document presents a range of information and ideas that we hope will encourage and support your efforts.

The Role of the Committee

Specific Duties

Powers of the Committee

Guidelines for Committee Members

Executive Officers

The Chairperson

The Secretary

The Treasurer

Individual Members

Club Children’s Officer

Delegated Authority

Sub-Committees

Glossary of Terms

References

The Role of the Committee

• The Committee are responsible for all the decisions that effect the Club

• Are responsible for money and how it is used

• They hold meetings to discuss future direction for the Club

• They take responsibility for the important parts of leading, directing and supervising the Club

• They do all this on behalf of the Club members

 

Specific Duties

• Conduct long-term planning of activities so that the aims and objectives of the Club are met

• Develop policy and procedures

• Manage external relations

• Obtain resources and ensure that all financial and legal matters are properly managed

• Regularly communicate with and provide information to members about the running of the Club

• Review the performance of employees, volunteers, subcommittees and the committee itself

• Provide detailed written records and job descriptions to a newly elected committee to help them with their roles

 

To fulfil these roles and duties several things need to be in place:

• Policies and procedures that are clear, ‘user-friendly’ and cover everything

• Resources to meet the needs of the Club

• Strategic plans and action plans

• Networks with other Clubs/Leagues

• Processes for communication and reporting

• Decision making processes

 

Powers of the Committee

• The members of the management committee act as the representatives of the Club.

• It is important that when the management committee members act on behalf of the committee that they have approval to do so.

• If they do not have approval they may act in a way that is not in line with the committee’s guidelines.

• The committee may be legally responsible for any contract that the individual makes when acting on behalf of the committee.

 

Guidelines for Committee Members

There are several simple guidelines that will keep committee members informed and help to avoid any possible areas of conflict or concern. They are:

• Do not place self interest above the needs of the Club

• Be aware of any areas of potential conflict of interest

• Find more information on issues that you are confused about

• Show reasonable care and diligence when acting as a member of the management committee

• Regularly attend committee meetings to stay involved and informed

• Always act in ways that show good will and good faith

• Not to gain financially from any information obtained from being a member of the management committee

• To have all necessary information about the financial situation of the Club

• To seek advice about things that the committee does not understand or that may have legal implications

 

Executive Officers

The Constitution of each Club should identify the positions that will be held on the committee and the jobs to be done. The ‘executive’ roles in committees are: The Chairperson, The Secretary and The Treasurer

There are often other roles that can be decided upon by the group and/or written into the constitution. These positions may include; membership officer, vice secretary, vice treasurer, vice chairperson, public relation officer(s) and others as the committee requires.

A. The Chairperson

 

The chairperson of the committee ‘chairs’ or runs the monthly, general and the annual general meeting. (Monthly meetings will deal primarily with the day to day running of the Club; General meetings may be called for a specific reason – e.g., to organise fundraising; Annual General Meeting – AGM – occurs once a year). If the Chairperson does not run the meeting then the Vice Chairperson takes the chair or the meeting elects someone from the group to chair the meeting. The chairperson’s main responsibilities are to keep order and facilitate the business of the meeting. A chairperson needs to be aware of the ‘feeling’ or mood of the meeting and to provide leadership as needed.

Maintaining a ‘quorum’ at meetings is one of the responsibilities of the chairperson. A quorum is a minimum number of people necessary to hold a meeting. A quorum for the Club committee is half of the elected members, plus one. If there were 8 committee members the quorum would be five. The quorum for a general meeting is double the number of members on the management committee plus one.

The major responsibilities of the Chairperson are listed below; however there is one important role that is expected of the Chairperson in the light of Child Protection.

Each League/Club must have a designated person who will be responsible for dealing with any concerns about the protection of children. The designated person is responsible for reporting allegations or suspicions of child abuse to Health Services Executive and/or An Garda Siochána. The designated person is the Chairperson.

It is also important to note that a number of these roles may be suitable for ‘delegation’ to other members of the committee. Some of the items listed are personal characteristics, skills or abilities and not necessarily tasks to be carried out.

• To know and understand meeting procedures and be able to carry them out

• To fully understand the mission and goals of the Club and be committed to them

• To plan for meetings and set meeting agenda

• To maintain the time lines for the meeting e.g. Starting and finishing on time

• To welcome all participants and make sure that everyone feels at ease

• Make sure that the room is ready for the meeting

• To maintain the ‘ground rules’ as decided by the group

• To stay neutral on issues that may need to be voted on at meetings

• Not to misuse the power of the position but call on the skills of other members

• To acknowledge other team members and encourage all members to be involved in the planning and development of the group

• To ensure that the views of all members are respected

• Able to recognise and use the talents of other members

• Willingness to acknowledge the work of other people

• To motivate and encourage the group members to reach the goals set for each meeting

• To be a good listener who can summarise the discussion

 

A Guide to Roles and Responsibilities for the Chairperson

1. Who will I be responsible to?

The Main Committee

2. Who will I be responsible for?

The Main Committee

3. What is the role of the Club Chairperson?

Chair the Committee meetings and AGM.

Assist the secretary to produce the agendas, head the committee in making decisions for the benefit of the whole club including disciplinary matters and strategic planning.

4. How much time will I need to give to the job?

Two to three hours per month for meetings.

5. What sorts of tasks are involved?

Tasks will include:

• Chair committee meetings/AGM

 

 

 

• Agree monthly agenda for committee meetings and the AGM

6. What else can you tell me about the job?

As the Chair of the Club, it is essential that you are a strong leader who can be objective. As the supporting officer to the Secretary, it is useful for you to have access to a telephone. You may wish to attend a specific training course on how to chair/run meetings.

 

B. The Secretary

 

The person who is chosen to keep a record of all the decisions and discussions that are held by the group is called the secretary. This role is a very important one and should be taken by someone who has the skills and commitment needed. A secretary must be appointed within one month of the Club’s existence. If the secretary of the Club resigns the Club must appoint a new secretary within 14 days.

Skills required include:

• listening

• writing

• accurate recording

• understanding the information

• checking for accuracy

 

Responsibilities include:

• The secretary writes letters from the Club to other Clubs/Leagues or individuals

• The mail for the Club comes to the secretary who then passes it to the other members or takes it to the meetings to be ‘tabled’

• To prepare the agenda for the next meeting. This usually happens after an agenda meeting has been held or information is gathered from all members about what they want. Often the agenda is set by the ‘executive’ of the committee. The executive group is usually made up of the chairperson, the secretary and the treasurer

• Formal and accurate records are kept of what is discussed and decided at each of the meetings. This is referred to as taking the ‘minutes’. In some Clubs the secretary does not take the minutes. Some groups appoint a ‘minute secretary’ whose only role is to take the minutes of the meeting. This person doesn’t need to be a member of the committee. This person would not have voting rights

• Records of the Club need to be kept. This could include a list of all the members, previous committee members, previous decisions that have been made. Any correspondence that has been received that gives information or is related to important decisions is also kept. Important historical records may also be kept and held in a safe place by the secretary

• The secretary is able to act on behalf of the Club when the committee has taken that decision or resolution. One example of this might be if the secretary

 

 

was asked to seek a number of quotes for the purchase of a piece of equipment for the Club

• The relationship between the secretary and the other members of the committee is important. Communication with the chairperson should be on a regular basis. When writing the agenda for the next meetings it will be necessary for the secretary to meet with the Chairperson and/or other executive members of the committee

 

The Specific duty of Minute Taking

Minutes are the formal and legal record required to record the business of a Club.

• Minutes can be used in a court of law and may be used by ‘auditors’ to check that any spending of funds has been authorised and used for what it was intended

• Funding bodies may require copies of the minutes to show that the Club agreed to apply for funds

• How the minutes are written is very important. It is important to take the notes at the time of the meeting. If necessary write the minutes into a final draft after the meeting

• It is helpful when writing minutes to imagine that if you had not been at the meeting would you be able to understand what had happened from reading the minutes

• Minutes should be written clearly, in the order that the discussions happened and with enough detail so that it can be easily understood

• Minutes should be kept in a book or special folder as a permanent record

• After each meeting when the minutes are read, moved as correct, seconded and everyone is happy with them they should be signed off by the Chairperson

 

A guide to Roles and Responsibilities for the Secretary

1. Who will I be responsible to?

The Main Committee, through the Chairperson

 

2. Who will I be responsible for?

The Vice Secretary

 

3. What is the role of the Club Secretary?

The main purpose of this job is that of primary administrator for the club. The Club Secretary carries out or delegates all the administrative duties that enable the club and its members to function effectively. The Club Secretary has an essential role within the club, with a close involvement in the general running of the club. The secretary and his/her assistant provide the main point of contact for people within and outside the club on just about every aspect of the club’s activities.

4. What sort of tasks are involved?

Tasks will include:

• Attending league meetings

• Affiliating the club to the Football Association of Ireland

 

 

 

• Affiliating the club to the league(s)

• Registering players to the league(s)

• Dealing with correspondence

• Organising the club AGM and other club meetings

• Representing the club at outside meetings at the direction of the main committee

5. How much time will I need to give to the job?

Approximately six hours each week and many of these will be at weekends and in the evenings.

 

6. What else can you tell me about the job?

The secretary is often the first point of contact with a wide range of people from within and outside the club. Representing the club at outside meetings which provides the opportunity to find out what’s going on at league and county level is an extremely important part of the job. It would be helpful for the secretary to be available to take phone calls during the working day. The club should support the secretary in the use of modern office technology to assist in their work. This is a demanding, high profile job that has a major impact on the efficient and effective management of the club and the recruitment of volunteers.

 

C. The Treasurer

 

The role of the treasurer is important for the sound financial management of the Club. Often the most difficult position to fill on a voluntary committee is that of treasurer. It is one that carries a lot of responsibility. Clubs may not have the services of an accountant and the treasurer is expected to be familiar with what is required for the financial future of the Club. The primary role of the treasurer is to make sure that the financial affairs of the Club are carried out in correct manner. The person who accepts the position of treasurer needs to have the skills and attitudes that will assist him/her to carry out the role.

The treasurer will be asked to:

• Review and prepare the financial reports

• Attend to any banking requirements

• Record keeping and money handling

• Discuss issues of funding and expenses with paid staff and volunteers

• Be aware of any legal issues

 

When selecting a person to be the treasurer it will be important to consider:

• Do they have a background or qualification in this type of role?

• Are they aware of the goals and mission of the Club?

• Do they have the skills to be accurate and precise in their work?

• Are they honest and trustworthy?

 

A guide to the Roles and Responsibilities for the Treasurer

1. Who will I be responsible to?

The Main Committee

2. Who will I be responsible for?

Match/training/registration fees collector

3. What is the role of the Treasurer?

The main purpose of this job is to look after the finances of the club.

 

4. How much time will I need to give to the job?

Approximately two to three hours per week.

5. What sort of tasks are involved?

Tasks will include:

• Collecting subscriptions and all money due to the Club.

• Paying the bills and recording information

• Keeping up to date records of all financial transactions.

• Ensuring that all cash and cheques are promptly deposited.

• Ensuring that funds are spent properly

• Issuing receipts for all money received and recording this information.

• Reporting regularly to the committee on the financial position.

• Preparing a year end statement of accounts

• Arranging for the statement of accounts to be audited

• Presenting an end of year financial report to the AGM.

• Financial planning including producing an annual budget and monitoring it throughout the year.

• Helping to prepare and submit any statutory documents that are required (e.g. VAT returns, PAYE returns, grant reports). Even if these duties are delegated to another officer, the Treasurer is still ultimately responsible. It is up to the Treasurer to make sure that any delegated work is done properly.

6. What else can you tell me about the job?

The treasurer must be well organised, able to keep records, careful when handling money and cheques, scrupulously honest, able to answer questions in meetings, confident handling figures, and be prepared to take instant decisions when necessary.

 

D. Individual Members

 

Those members of the committee who do not have a specific role (Chairperson; secretary or treasurer) contribute in equally important ways by carrying out tasks and participating in a committed, responsible manner. The opinions and ideas of each committee member are equally valuable. Each person on the committee needs to be dedicated to the cause of the Club.

They are to:

• Act in a way that is honest and serves the interests or objectives of the Club

 

 

• Pay attention to and be involved in the business of the Club. It is important to be well prepared, attend and be part of the meetings that are arranged

• Show reasonable care in all committee work

• Avoid conflicts of interest

 

A guide to the Roles and Responsibilities for the Fund-raiser

1. Who will I be responsible to?

The Main Committee

2. Who will I be responsible for?

Fund Raising Committee

3. What is the role of the Fund Raising Officer?

To raise funds

4. How much time will I need to give to the job?

On average three to four hours each week, but this could rise to eight hours around the time of fundraising events.

5. What sort of tasks are involved?

Tasks will include:

• Apply for grants/sponsorship or other forms of financial assistance from companies, local authorities and statutory bodies

• To co-ordinate fund raising events, possibly two major events per year

• To ensure events and activities are properly licensed with local authorities

• To promote fund-raising activities in press (if there is no PR Officer)

• To ensure that funds are properly accounted for and information is passed on to the Treasurer

6. What else can you tell me about the job?

As the fund raising officer it is essential to have good organisational skills, to be innovative and enthusiastic. It would be useful if you have previous experience in completing grant applications.

 

A guide to the Roles and Responsibilities for the Media Secretary

1. Who will I be responsible to?

The Main Committee

2. Who will I be responsible for?

PR/Media Committee (if club has one)

3. What is the role of the Media Secretary?

To raise the profile of the Club in the local community. To be available to talk to local media. Co-ordinate weekly match reports for all teams and age groups to be forwarded to the local press. Possibly editor of the match day programme (in larger clubs) and/or the Club Bulletin

 

 

4. How much time will I need to give to the job?

Approximately three hours per week.

5. What sort of tasks are involved?

Tasks will include:

• Produce weekly match reports for inclusion in the local paper

• Produce a club Bulletin (Monthly/Quarterly)

• Co-ordinator production of programme for home games (Larger Clubs)

• Produce general interest stories about the club for local press

6. What else can you tell me about the job?

As the media officer, it is essential to have good communication skills and ability to produce coherent match reports, press releases etc. Access to a fax, telephone and computer are necessary

 

A guide to the Roles and Responsibilities for the Team Manager

1. Who will I be responsible to?

Club Committee

2. Who will I be responsible for?

Under-?? age group team

3. What is the role of the Team Manager?

The main purpose of the job is to ensure that the club provides a team to compete in the Local Leagues and Cup Competitions. The Manager is responsible for all aspects of activity regarding the age group. The Manager is permitted to engage helpers or assistants as required.

4. What sort of tasks are involved?

Tasks will include:

Weekly:

• Team selection

• Organisation of coaching/training at club ?? per week

• Organisation of transport for team matches

• Team kit & equipment

• Reporting results to Club Secretary after matches and/or to the Club Bulletin Editor

Monthly:

• Team accounts (to Committee and Bulletin)

• Monthly Club team managers meeting

Once each season:

• End of season report to Club Committee

5. How much time will I need to give to the job?

Team activities on match day will, depending on the venue for the game, take up approximately 4 hours. Coaching and training sessions at the club each

 

 

 

week (usually on ?? evening) will take up around 2 – 4 hours. Other duties associated with the tasks outlined above are spread across the week, with telephone calls etc., and will take around 3 hours.

6. What else can you tell me about the job?

The Club requires the minimum of a Level One (Kick Start) FAI qualification for all Team Managers. The Club will assist you in obtaining this award during the season if you do not already have the qualification. An allowance for telephone calls is paid. Other Club Officials and Team Managers are always available for any assistance or advice. A Club first aid kit will be issued to all team managers, which can be replenished on request. The Club provides all playing kit and match and training equipment.

 

Club Children’s Officer

The appointment of Club Children’s Officers is an essential element in the creation of a quality atmosphere in any club. They act as a resource to members with regard to children’s issues and also ensure that children have a voice in the running of the club and can freely talk of their experiences. All clubs are required to have a Children’s Officer in place and appropriate training will be made available to them through the FAI in conjunction with the Local Sports Partnerships and The Irish Sports Council. All affiliated Clubs and Leagues are required to appoint Children’s Officers.

The Children’s Officer should have the following functions:

• To promote the FAI’s Code of Ethics & Good Practice

• To influence policy and practice and to prioritise children’s needs

• To ensure that children know how and whom they can report their concerns to within the club. Information disclosed by a child should be dealt with in accordance with the Department of Health and Children’s Guidelines “Children First”

• To encourage the participation of parents/guardians in club activities

• To co-operate with parents to ensure that each child enjoys his/her participation in soccer

• To act as a resource with regard to best practice in children’s soccer

• To report regularly to the Club Management Committee

• To monitor changes in membership and follow up any unusual dropout, absenteeism or club transfers by children or coach/volunteers

 

Children’s Officers do not have the responsibility of investigating or validating child protection concerns within the club and have no counselling or therapeutic role.

This responsibility lies with the Health Boards and Gardai.

Delegated Authority

Individual members of a committee of a Club have no authority to make general decisions. However, the Committee may decide to delegate authority to one person.

Things to remember about delegated authority:

• Clear guidelines are important when this authority is given

• Decisions being made by a committee member with delegated authority will come back to the full committee meeting to be approved

• The authority is written down and carefully worded to avoid any confusion about the limitations of this authority

• A record is kept of the decision and a copy of the authority

• If the task continues over a long time regular review will be necessary

• Delegated authority is given on the understanding that it will be used in an approved way and according to policy

• The committee ‘owns’ the action or decision

 

Why do committees delegate authority?

• Committee members are busy people and may have full time jobs that limit their time

• Time consuming complex tasks can be undertaken by an individual more efficiently than the whole committee

• A particular committee member may have skills and knowledge that will help with a special task

 

Sub-Committees

Reasons why sub-committees might be useful:

• Sub-committees are effective and useful ways for individual skills and abilities to be put to the best use

• Sub-committees are also used to more equitably distribute the workload of a committee

• Sub-committees allow members who have particular interests or skills to become involved

• Sub-committees give people who may not have the time to be on the management committee as a full member, another opportunity to be involved

• It is important that clear, precise guidelines be developed for the way sub-committees work. The relationship and the reporting process for the sub-committees and the management committee are particularly important

 

Glossary of Terms

AGENDA Program or list of things to be done

ASSETS Items of property or things that we own

ASSESSMENT When someone places a value on an item or checks a situation to find out if something is happening

ASSISTANT Someone who assists with a position or work

AUDIT An official examination of the Club’s accounts and records

AUDITORS The people who come to your Club to look at your accounts or records

AUSPICE An Club that supports a new Club for a period of time before they become incorporate

BOARD An official group of people who supervise or direct an activity

BROKER (Insurance) Someone who finds the best price for your Club and negotiates on your behalf

CHAIR To take the lead of a group during a meeting or gathering

CHIEF EXECUTIVE OFFICER (C.E.O.) – The manager of a Club who looks after the daily functioning of the Club and meets with the board or management committee

COMMITTEE A group of people elected or appointed from a Club to investigate, report or act on their behalf

DEFAMATION When an attack is made on the good name or reputation of some person or Club

DELEGATE To send or appoint someone as a representative

DELEGATION Passing authority to another person or group

DEPUTY A person appointed or authorised to act for another or others

EXECUTIVE A person or group of people who have the power to administer a group or activity

FACILITATE Lead or encourage by involving others in carrying out the business of the meeting

GOVERNANCE Exercise a restraining, directing or guiding influence over

INDEMNITY Protection or security against damage or loss

INDUCTION To formally introduce or bring into

INTERIM In the mean time – for a short time

LIABILITIES An obligation for payment

MINUTES An official record of the proceedings

MOVE To put an idea forward for people to consider

OFFICE BEARER Someone who holds a position of duty, trust or authority

PERSONNEL The people who are employed in a Club

POLICY Definite course of action to be followed

PRELIMINARY Something that is done first - introductory

PRESIDENT An officer appointed or elected to preside over the Club

PROCEDURE The act or manner of moving forward in any action or process

QUORUM The number of members required to be present to transact business legally

RATIFY To say ‘yes’ to something

RECRUITMENT The securing of new members to the Club

ROTATING To move around in order – for everyone to take a turn

SECOND To support, back up or assist

SECONDED Recruited to back up, support or assist

SECRETARY A person who corresponds and keeps records for an individual or a Club

SELECTION The act of choosing or being chosen

SPONSOR A person, firm or Club that supports the activities of a particular group

SUB-COMMITTEES A small group appointed from a main committee

SUBMISSION An idea or request put forward for judgement or approval

SUCCESSION Coming next or after

TABLED An idea put forward during a meeting

TERMS OF OFFICE The time spent in the role of chairperson, secretary etc.

TREASURER Someone who is in charge of the funds of the Club

References

Active Australia /Association Management Program – Australian Sports Commission 200 – ISBN 1 740130340 Printed by Robey Pty Ltd

i. Committee Management

ii. Legal Issues and Risk Management

iii. Marketing and Promoting Sport and Recreation

iv. Conducting Meetings

Basic Guide to Conducting Effective Meetings – Carter McNamara MBA,PhD www.mapnp.org Pages 1-3

‘Just a Tick’ – A Best Practice Survival Guide for Committees and Boards of Management – Kate Reynolds – Published by Volunteering SA 225 Victoria Square Adelaide 5000 – ISBN 0 958 58771 X

Managing Volunteers, A Good Practice Guide, 2nd Edition, Comhairle (2000)

NSW Sport & Recreation – Administration Tips – Meetings Bloody Meetings’ www.dsr.nsw.gov.au

Peace and Power’ – Building Communities for the Future – Fourth Edition - Peggy L. Chinn – NLN Press New York – Pub No 14 2697

Preparation for a Meeting – Steve McCurley, VM Systems – www.casanet.org

Voluntary Management Committees – Resource Booklet – Marilyn Thomas – The Volunteer Centre – UK ISSN 1350-6560 ISBN 1 897708 16 5

• • • • • • • •

 

 A Guide to Meetings

This Resource is designed to offer your Club/League Committee good practice ideas when it comes to running your meetings. The ‘dreaded meeting’ can be run in a manner which is efficient, effective and painless! This document presents a range of information and ideas that we hope will result in the smooth and constructive running of your meetings.

Contents

A. Ground Rules

B. The What, When and Why of Meetings

C. Decision Making

D. Planning for the Next Meeting

E. Common Challenges

F. Good Communication

G. Minute by Minute

H. Jargon

 

A. Ground Rules

 

When any group of people come together to hold discussions on areas of common interest and to make important decisions the process is helped by setting a clear guide for the way the meetings are conducted. The process of compiling the list of ground rules is important. During this process any areas where there may be potential disagreements will come up and allow for a discussion on how to proceed. Ground rules can be quite comprehensive and detailed. It is often quite easy to put together a list of principles for the way in which the group members will conduct themselves as they carry out the business of their meetings. Asking each member of the committee how they would want to be treated is a good place to begin.

Examples of simple ground rules:

That the opinions of all group members will be respected

Personal attacks on group members are not acceptable at any time

That all members will stay within the timelines of the meeting

A more complex rule might deal with group members speaking to the media:

No member will approach the media to make a comment and if approached by the media, will decline to give a response until advice has been sought from the chairperson or public relations officer.

B. The What, When and Why of Meetings

 

What types of meetings are there? Here are just a few:

1. Management Committee Meetings

2. Management Sub-Committee Meetings

3. General Meetings

4. Annual General Meetings

5. Formal meetings

6. Informal meetings

7. Celebrations

8. Rituals/Services

 

 

9. Information Days

10. Workshops or Training

 

Each member of the committee is responsible for ensuring that the Club complies with its rules about calling and holding meetings. There are a number of procedures that are required, for example:

• The Annual General Meeting must be held once in every twelve-month period and within three months of the close of the Club’s financial year

• A Club must hold its first annual general meeting within 18 months of it been set up

• Club members are required to meet annually and the management committee must meet every 4 months (3 times a year)

• General meetings may be held at any time during the year. Whether the meetings are held once a month or more often is a decision for each Club. The first general meeting after the Club has been set up must not be less than one month and not more than three months after the set up date

• After the first general meeting, others may be called for a number of reasons and in a number of ways

• The duty to call the general meeting falls to the secretary. The secretary is to give not less than 14 days notice of general meetings to the members

• The management committee generally decides how notice will be given

• A meeting of the management committee can be called by not less than one third of the management committee requesting the secretary to do so

• A sub-committee may meet as it pleases, subject to the directions of the management committee

 

C. Decision Making

 

The work of the committee often involves making decisions about many different things. Each committee may have a different way of making those decisions and voting on whether to accept or reject proposals. When a meeting arrives at a point

where a decision or resolution needs to be made, each member will be asked to cast a vote. This vote will show whether they are for or against the idea that has been put forward. Casting one’s vote can be done in various ways;

• In some meetings a show of hands is considered an appropriate method of recording the vote

• In certain settings and for a range of reasons people may ask for a poll. A poll is a written ballot. Each person would write yes or no on a piece of paper and the votes would then be counted. The advantage of this method is that no-one else knows how you vote

• Another less formal method is voting by the voices e.g. “All those in favour say ‘yes’. Those against say ‘no’

• Members can also be asked to stand to show their agreement for a particular motion. If the result is not obvious, then a count needs to be taken and recorded

• On an occasion where a member is not able to attend the meeting to cast his/her vote, it is possible if the Club’s rules provide for it, that s/he appoint another person to vote on his/her behalf. This is referred to as ‘voting by proxy’

 

D. Planning for the Meeting

 

For a meeting to run smoothly there are a number of things that need to be planned and organised before the day of the meeting.

1. The Agenda:

• An agenda is a list of the things that will be discussed at the meeting

• The agenda shows who will speak about each item and sometimes even how long it may take to talk about each item

• People who will attend need to have the agenda before the meeting so that they know what will be discussed

• Some important items will come up at every meeting and will be included on each agenda

 

• At the beginning of the meeting each agenda item should be referred to and some explanation given if necessary

• At the end of the agenda, there is usually a section for ‘General Business’. This is usually a time for each person to raise issues or talk about things that are not on the list already

• Beside each agenda item, there should be some words to explain whether it needs a decision, some discussion, to be planned or to be given to someone as a task

• Invitations or notice of the meeting need to be sent out to those people who will be attending the meeting. The invitation should include an agenda

2. Practical Things:

Will everyone at the meeting be able to see each other?

Are there enough chairs?

People will prefer to have some personal space; is there somewhere to put papers etc?

Will a circle or square be the best arrangement?

Water, tea, coffee and/or biscuits available during the meeting

Make sure that all necessary information papers are available for people at the meeting

Are there pens and paper if they are needed during the meeting?

Make sure there is adequate heat and ventilation.

 

E. Common Challenges

 

The role of the chairperson is an important one. There will be times when others may not agree with the decisions made by the chairperson or the way that the meeting is conducted. It is important that rules/guidelines for the group be written and that they are reviewed. Listed below are a number of ‘problem’ areas that may occur.

 

1. Meetings are too long

 

Make sure that people know when the meeting will end. Planned social time at the end of the meeting may help

Reduce the number of items on the agenda

Think of different ways to discuss the agenda items

Use positive language and tone of voice when you are trying to speed the group up

Plan a tea break in the middle of the meeting

Get feedback from others in the group about how assertive and appropriate you are

Get the group to think about the ground rules

 

2. People are Bored

 

• Have a different sort of meeting occasionally e.g. Drop the long agenda and focus on one issue

• Maybe arrange a semi-formal occasion; one in which people will have the opportunity to find out more about each other

• Invite a ‘guest speaker’ – arrange to have a shorter meeting before/after the speaker

• Hold a review or ‘reflection’ session to look back at the progress and achievements and to plan for the future

 

3. Someone is talking too much

 

• You need to take action, as others will often become bored. They may feel that their presence is not needed, as they do not have an opportunity to input their ideas

• The gentle approach is best and often body language or non-verbal signs can be effective. Take opportunities to acknowledge what this person has said and then ask others for their opinions

• There are occasions when all efforts will be in vain and then the ground rules may be revisited and the point clearly made

 

4. Some People Don’t Speak at All!

• If they feel safe and comfortable they are more likely to express their ideas and opinions

• Ask non-threatening, direct questions to those who are silent or less keen to speak

• One ground rule might be that everyone in the meetings is respected and that no personal attacks or ridicule of ideas will be accepted

• Having a time to review the reasons for people attending the meetings often allows people to move away if it is not meeting their needs

 

5. When Members Argue

 

It is important that the chairperson has a sound knowledge of the issues around conflict and how to manage it

Conflict is not always negative and if managed correctly can be a positive force in sound decision making

There are some areas that are more difficult than others and must be handled quickly and competently. Personal attacks or disrespect for a particular person or their ideas is not acceptable

It is not the role of the chairperson to ‘take sides’ but to remain neutral and manage the discussion

Often the issue is one that is based on events outside of the Club or meeting and should therefore be resolved at some other time

Taking time away from the discussion is often helpful

 

6. Conflict of Interest

 

A conflict of interest occurs when you or someone close to you (e.g. family, partner and/or friends) may have an interest in, or potential to benefit from, an event or a decision that you will be contributing to, as a member of the management committee. A conflict of interest may occur in situations where you or someone close to you (family and/or friends) might expect to receive or benefit by way of a favour or information that comes to you because of your role as a member of the committee.

 

Often in small communities it is possible that committee members will know about people or issues to be discussed. It is then up to the individual to decide if it could be seen as a conflict of interest. It is also important that if there is doubt one should clarify concerns with the committee. If you believe that a conflict of interest will emerge or is likely to be seen to emerge then it your responsibility to withdraw from any business or discussion carried on regarding that issue. It is always best to act on the side of caution.

There are several options open to you, if this occurs.

Acknowledge your conflict at the beginning of the discussion with as much or as little detail as you feel comfortable

It is vital that this be done as early in the discussion as possible so that there can be no accusations made

Ask that your actions be recorded in the minutes

Leave the room or area in which the discussion is being held, asking that you be informed when the time is right for you to return

When you return to the room and the discussion, ask that it be noted in the minutes

 

F. Good Communication

 

Clear communication is one of the essential requirements for groups to work well together. Misunderstandings between members of the committee, paid staff and those who provide funds to the Club or members of the public are common and normal but if not made clear can lead to further difficulties.

When there are decisions to be made of a legal nature, it is important that understanding is clear. Time and effort is needed to ensure that misunderstandings do not occur. Listed below are some ideas that will assist in doing this effectively.

They are to:

• Actively listen

• Evaluate

• Negotiate

• Accommodate

 

1. You actively listen by:

Checking that what you think you heard is what the other person is saying - ‘I heard you say that you wanted to change the time of the next meeting. Is that right or did you mean the time of all the meetings?’

Being prepared to say - ‘I am not sure that I understand that. Would you tell me again please?’

Not judging but listening with empathy and trying to understand - ‘That must have been difficult for you. Tell me again what you would like us to do’

If there are facts involved, being sure that you both agree what they are - ‘So the total cost was €350 and that includes all extras. Is that correct?’

By not responding to the ‘mood’ or the way the message is given but to the content -‘You are angry about what happened. We will return the equipment and get a refund’

2. You can evaluate by stopping, considering and reflecting:

Not responding quickly with expressions of anger, humour, amazement or shock – wait and listen for what comes next

Listening to the whole message first and work out what it is that the other person is asking Asking a question rather than thinking you already know what is meant - ‘Are you saying that you think we should look for somewhere else to have our meetings?’

Avoid coming to a decision too quickly

3. You can negotiate by:

Being clear about our own opinion and how we feel - ‘I am interested in your opinion but I still believe that we should look for somewhere else’

Asking ‘how important is it?’ when being asked to compromise

Allowing the opinion of another person

 

Taking time to consider appropriate alternatives for both people

4. You can check and clarify by:

Finding different ways to explain how things are done

Find several ways to explain/describe the reasons and results of the decisions that have been made

Keeping all materials as ‘user friendly’ as possible e.g. Simple language; clear guidelines

Offering further explanation if some people need it

G. Minute by Minute

Listen!

Make sure that everyone has an equal chance to have a say

Check that everyone understands what is said

Summarise the information when necessary

Keep the meeting moving – if something is taking a long time check with the group about this

If conflict arises try to ensure that everyone has a chance to say or express what he or she feels – encourage everyone to listen

Ask people to stick to certain guidelines e.g. Ask people to use simple language

Ask people to speak one at a time

 

1. Opening the Meeting

 

Make sure people know each other

Be welcoming – if you are not able to welcome everyone maybe another member of the committee could do it for you

Start the meeting by saying what it is that you would like to discuss during the meeting (Go through the Agenda). Talk about the importance of each item and how long the discussion might take

 

Ask each person at the meeting to help to keep it on time

Ask for any other things that people might want to put on the agenda (General Business)

Agree on the roles of members in the meeting. Minute taker, timekeeper, chairperson etc

If there are people coming late, welcome them and give them a summary of what has been discussed and where you are up to

• • • •

 

 

2. During the Meeting

 

Move to each agenda item in turn. It will be confusing if the discussion moves off the issue that is to be dealt with

Remind people what the committee is being asked to do for each agenda item. E.g. make a decision, discuss, and be informed

Outline how the discussions will be held and remind people how long it will take

 

3. Making Decisions

 

The chairperson’s role is to make the issue as clear as possible – not to ‘take sides’

Give any necessary background information, or the reason why the decisions need to be made

Each person should be given an opportunity to have his or her say on each point

Make sure that everyone has enough information

Summarize the discussion before a final decision is called for

Clarify how the decision will be made e.g. voting, or the decision to be made by one person after the meeting etc

For important decisions, ‘thinking time’ between meetings can sometimes be useful – it is important to be clear about when the decision will be made and whether any work needs to be done between meetings and who will do it

At the end of each agenda item, make sure that if decisions are made, the results are clear. If action is needed say who is going to do it and make sure that all of this is clearly written down and agreed upon. For important decisions ask the minute-taker to read out the relevant section in the minutes for the groups’ agreement

At the end of the meeting try not to take on too much ‘other business’

Remind people of any social arrangements

Always thank the members of the group for their time and participation

Always end the meeting on a positive note, encouraging people to continue the valuable work

• • • • •

4. After the Meeting

 

Evaluate the meeting – preferably with someone who was there – use this to help you plan the next meeting

Check with people about how they are ‘feeling’ after the meeting

 

H. Jargon

 

The words ‘motion’ and ‘resolution’ are used often in the context of meetings. They have quite different meanings.

• A ‘motion’ is the term used for the proposal or idea that has been put forward

• A ‘motion’ may be discussed, clarified, reformed or reworded

• A ‘motion’ is voted on by the group and may be accepted or defeated. If defeated it never moves to the next stage of becoming a ‘resolution’ of the group

• A ‘resolution’ is a ‘motion’ that has been accepted or approved of by the group or management committee

• A ‘motion’ that becomes a ‘resolution’ is a decision that is binding for the Club

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 Drafting a Club Constitution

A Constitution should be a very simple document which aims to ensure the smooth working of a Club. This is a very basic version of a Constitution and as the Club grows new issues will arise which need to be formalised. It should be emphasised that this Sample Constitution is not intended for a Club which owns significant assets or operates professionally.

What to include in a Constitution

The major aim of the Constitution is to state clearly how the Club’s procedures should work.

It will not cover all contingencies and the power of discretion in cases of dispute will normally lie with the Executive Committee or with a General Meeting. It is always advisable to have a well-designed constitution covering all activities of the Club. This should include clear provisions showing what matters can be determined by the Executive Committee, what is left to the Club in General Meetings, and the majority of votes needed for each body to take an effective decision.

This sample Constitution is intended for outline guidance; therefore when you come to apply it to your own situation you might find it advisable to consult a lawyer to ensure that you have covered all the Club’s specific areas of activity. Legal advice would be essential if the Club developed to the extent that it was employing staff, applying for a liquor licence, purchasing property, borrowing, or if at any time changing circumstances, financial or otherwise, raised doubts about the relevance of the Constitution.

Some Clubs where there are professionals employed or where there are risks emanating from large sponsorships, property transactions or risks with doping control matters have taken the step of incorporating themselves as a company limited by guarantee to minimise many of these risks. Never forget to provide appropriate insurance cover for all the activities of the Club and its office-bearers.

 

1. NAME

 

The Club shall be called

……………………………………………………………………………………….

(Hereinafter referred to as the Club) and it shall seek affiliation to and be bound by the rules of the Football Association of Ireland and the …………..League(s).

2. OBJECTS

 

The Objects should be specified clearly and should define the Club’s purpose.

E.g.

i. The object of the Club shall be to arrange football matches and training for each of the playing members of the Club.

ii. The Club is committed to encouraging the highest ethical standards. All individuals involved in the Club should conduct themselves with integrity, transparency, accountability and in a fair and equitable manner.

 

3. RULES AND REGULATIONS

E.g.

i. The Club shall have the status of an Affiliated Member Club of The Football Association of Ireland.

ii. The Club will abide by The Football Association of Ireland’s Child Protection Policies and Procedures, Codes of Conduct and the Equal Opportunities and Anti-Discrimination Policy.

 

4. MEMBERSHIP

i. The membership shall consist of the following categories:

Included here would be a definition of the various categories of membership, i.e., Player Member, Juvenile Player Member, Committee Member, Non-Player Member etc. Any application form for membership should contain a clause whereby the applicant consents for the purpose of the Data Protection Act, to the Club holding and processing the data on the form for the purposes of the Club.

ii. Members in each category shall pay Membership fees as fixed at each Annual General Meeting. The Club in General Meeting may also require Members to contribute to the funds of the Club by way of a special levy.

iii. All members joining the Club shall be deemed to accept the terms of this Constitution and any Bye-laws from time to time adopted by the Club. They will also be required to conduct themselves in accordance with the Club's ethical framework and the bye-laws as to discipline set out therein.

iv. Any person seeking to join the Club shall submit an application in writing to the Executive Committee.

v. Members shall be admitted by the Executive Committee. Membership is open to all and no application for membership will be refused on other than

reasonable grounds. There will be no discrimination on grounds of race, occupation or gender.

 

vi. The Secretary shall keep a Membership Register. In the event of a member’s resignation or expulsion, his or her name shall be removed from the Membership Register.

 

5. THE COMMITTEE

 

i. The Club Committee shall consist of the following Club Officers: Chairperson, Vice Chairperson, Treasurer, Secretary and Minutes Secretary, plus up to 5 other members, elected at an Annual General Meeting. The Officers of the Club who shall be honorary (non-paid) shall be the Chairperson, Vice-Chairperson, Treasurer and Secretary. All Committee members must be members of the Club.

ii. Committee Members shall hold office from the date of appointment until the next Annual General Meeting unless otherwise resolved at a Special General Meeting. One person may hold no more than two positions of Club Officer at any time.

 

iii. The Club Committee shall be responsible for the management of all the affairs of the Club.

 

iv. Decisions of the Club Committee shall be made by a simple majority of those attending the Club Committee meeting. The Chairperson of the Club Committee meeting shall have a casting vote in the event of a tie.

 

v. Meetings of the Club Committee shall be chaired by the ............................ or in their absence the............................ .

 

vi. The quorum for the transaction of business of the Club Committee shall be three.

vii. Decisions of the Club Committee of meetings shall be entered into the Minute Book of the Club to be maintained by the Club Secretary.

viii. Any member of the Club Committee may call a meeting of the Club Committee by giving not less than 7 days notice to all members of the Club Committee. The Club Committee shall hold not less than four meetings a year.

ix. An outgoing member of the Club Committee may be re-elected. Any vacancy on the Club Committee which arises between Annual General Meetings shall be filled by a member proposed by one and seconded by another of the remaining Club Committee members and approved by a simple majority of the remaining Club Committee members.

 

x. The Club Committee shall have the power to decide all questions and disputes arising in respect of any issue concerning the Club Rules.

 

6. GENERAL MEETINGS

The Annual General Meeting usually fulfils the basic purposes of electing officers and other members of the Executive Committee, of reviewing the Accounts and of considering other matters of importance to the Club membership. It also considers changes to the Constitution.

i. The Club shall hold an Annual General Meeting in the month of

……….……………….. to:

Approve the minutes of the previous year’s AGM.

Receive reports from the Chairperson and Secretary.

Receive a report from the Treasurer and approve the Annual Accounts.

Elect the Executive Committee.

Appoint someone responsible for certifying the Club’s accounts.

Fix the subscription for the ensuing year.

Consider changes to the Constitution.

Review and consider any Bye-laws.

Deal with other relevant business.

 

ii. Nominations for election of members as Club Officers shall be made in writing by the proposer and seconder, both of whom must be existing members of the Club, to the Club Secretary not less than 21 days before the AGM. Notice of any resolution to be proposed at the AGM shall be given in writing to the Club Secretary not less than 21 days before the Meeting.

 

iii. A Special General Meeting (SGM) may be called at any time by the majority of the Committee. 10% of the Club Members may also call such a meeting. The meeting must take place within 21 days of the Secretary receiving notice of the request. Business at an SGM may be any business that may be transacted at an AGM.

 

iv. The Secretary shall send to each member at their last known address written notice of the date of a General Meeting together with the resolutions to be proposed at least 14 days before the Meeting.

 

v. The quorum for a General Meeting shall be ............................ .

 

vi. The ............................, or in their absence a member selected by the Club Committee, shall take the chair. Each member present shall have one vote and resolutions shall be passed by a simple majority. In the event of an equality of votes the Chairperson of the Meeting shall have a casting vote.

 

vii. The Club Secretary, or in their absence a member of the Club Committee, shall enter Minutes of General Meetings into the Minute Book of the Club.

 

7. FINANCE AND ACCOUNTS

i. The financial year shall run from …………. to ………….. each year.

ii. The Treasurer shall be responsible for the preparation of Annual Accounts of the Club.

iii. The Accounts shall be certified by an appropriate independent person elected annually at the Annual General Meeting. (Ensure that the AGM date leaves sufficient time for certification of the Accounts An independent Auditor is essential to protect the interests of the Club’s members. The Auditor should be a reasonably independent person and may be a Club member with a knowledge of accountancy and who is not a member of the Executive Committee. ).

iv. All cheques drawn against the Club’s funds shall be signed by the Treasurer and one of two other nominated office-bearers. (The Club may decide that the signature of the Treasurer is sufficient for the issue of cheques up to, say, €25. A bank manager will be able to advice on the opening of bank accounts.).

v. All members of the Club shall be jointly responsible for the financial liabilities of the Club. (This clause may require amendment if there is a category of member, e.g. juniors, who are to be excused liability).

 

8. CLUB TEAMS

 

At its first meeting following each AGM, the Club Committee shall appoint a Club member to be responsible for each of the Club’s football teams. The appointed members shall be responsible for managing the affairs of the team. The appointed members shall present to the Club Committee at its last meeting prior to an AGM a written report on the activities of the team.

9. DISSOLUTION

i. The Club is a non-profit making organisation. All profits and surpluses will be used to maintain or improve or develop the Club's facilities or to carry out the objects of the Association to which it is affiliated. No profit or surplus will be distributed other than to another non-profit making body on a winding-up or dissolution of the Club.

ii. If, upon the winding up or dissolution of the Club there remains after the satisfaction of all its debts and liabilities any property whatsoever, the same shall be transferred to some other organisation or organisations having objects similar to the objects of the Club, such organisation or organisations to be determined by the members of the Club by Resolution passed at a General meeting or in the absence of such a resolution (or that the extent to which it cannot be given effect) to the Association to which the Club is affiliated.

 

 

http://www.fai.ie/index.php?option=com_content&view=article&id=84&Itemid=96

 

 Recruiting Volunteers

This resource is designed to help your Club develop effective recruitment policies and practices. The effective recruitment of volunteers requires of Clubs a more planned and professional approach which is similar, yet different from Human Resource Management.

Contents

A. Introduction

B. Human resource management

C. Why do people volunteer?

D. Volunteers managing volunteers

E. Human resource planning

F. The Volunteer Coordinator

G. Recruiting volunteers

H. Selecting and screening volunteers

I. Orientating volunteers

J. Summary

 

A. Introduction

 

The management and running of Clubs and Leagues relies on the involvement and commitment of a large number of volunteers. Volunteers are often described as the ‘backbone’ of our sport and approximately 50,000 are involved in one way or another in soccer. Because volunteers are such an integral part of Clubs/Leagues it is important to make them feel valued and appreciated for the great work they do.

The purpose of this module is to:

Introduce a human resource management approach to managing volunteers in

Clubs and Leagues

Explain the value of volunteers’ diversity, motives and roles

Explain the processes of human resource planning, recruitment, selection and orientation.

 

B. Human Resource Management

 

Human resource management (HRM) is an essential function in the running of Clubs and Leagues. Gone are the days when Club/Leagues were run by one or two people who looked after everything from lining pitches to applying for grants. People today can’t give the same time or resources to Clubs. Thus more people are required and we need to get the most from people’s time, energy and skills. Volunteers need to be managed.

Volunteers come into Clubs with different needs and expectations, and with a diverse range of backgrounds, interests, skills and experiences. As a result, their motives, level of commitment to and involvement in the Club, the benefits they seek from their volunteer experience and the amount of time they are prepared to devote to the Club will vary enormously.

HRM involves planning and organising the recruitment, selection, orientation, training, development and appraisal of volunteers. The two major elements of the

HRM process are the acquisition of human resources and the maintenance of them. Importantly, the performance of volunteers is underpinned by their ability to do the job, the

commitment and effort they are prepared to put into the job and the support provided by the Club. The role of HRM is to bring suitable volunteers into

The Club, help them develop a sense of commitment, provide or plan for training and development opportunities, offer support, and recognise and reward volunteer performance.

C. Why do people volunteer?

 

Most people who volunteer in soccer clubs do so because they have played themselves and want to give something back to the Club or because their child is playing for the Club. Some people work in Clubs because of a sense of pride in their community and/or because they love the game.

In order to recruit volunteers effectively, clubs need to emphasise the benefits that volunteering provides. There are many benefits to being a volunteer in a Club: social contact with like minded people; feeling pride at a Clubs growth; an opportunity to coach future stars; being able to pass on skills and knowledge of the game. However, one of the most important benefits to being a volunteer in a Club is that you have an impact on the ethos of the Club – which in turn impacts your child’s formation or your community.

D. Volunteers managing volunteers

 

Because volunteers manage other volunteers there can sometimes be ambiguity about the lines of responsibility and authority within the Club.

Some positions come under the category of Management while other positions can be described as Operational. It is essential that there are good lines of communication and cooperation at all levels.

 

Management

Board or committee member, Secretary, Treasurer, President/Chairperson, Vice-president/Chairperson, Volunteer Coordinator

Operational

Coach, Team Manager, Bus Driver, Fundraising, Grounds Person

 

E. Human resource planning

 

Human resource planning precedes the recruitment process in that it analyses current needs and projects future needs for volunteers in relation to existing and planned programs and events. As a starting point, the person responsible for HRM should develop and maintain an inventory that details the qualifications, education and experience of individual volunteers and the positions that they hold. The inventory should be updated regularly, as people move from one position to another or leave the Club. This enables a Club to identify where it has an actual or projected shortage or surplus of volunteers.

Where a need for a new volunteer is identified, a job analysis should be used to construct a job description. Through consultation and observation a description of the job requirements is prepared by the person responsible for HRM. A job description specifies the title, duties, conditions (e.g. days, hours, frequency) and specialist skills or qualifications required (e.g. coaching accreditation). A job description enables potential volunteers to understand what is expected of them before taking on a position.

 

 

Job description for volunteer positions

Job title

Purpose of the position

Immediate supervisor’s name and contact details

Benefits for the volunteer

Qualifications and specialist skills required for the position

Main responsibilities and tasks

Hours, frequency and days volunteer is required, or to be negotiated

Start and end date for position

 

A limitation of the traditional approach to HRM is that it is modelled on work organisations in which labour demands are estimated and staff are recruited. In contrast to recruiting paid staff members, volunteers are often elected to a position, particularly at the policy level. They may not necessarily have the qualifications, skills and experience to fulfil the particular role to which they are elected. In other circumstances, a volunteer might be recruited rather than elected because the Club needs an extra ‘pair of hands’ and not because they have particular

skills or abilities. Such situations are difficult to manage especially when there is a shortage of volunteer labour.

Planning can take a Club only so far and plans need to remain flexible if volunteers are going to be recruited successfully. For example, some Clubs traditionally hold their management committee or board meetings at a particular time each month. Being inflexible about negotiating a different meeting time, may result in well qualified candidates who cannot meet at that time being excluded from the pool of potential volunteers.

 

F. The Volunteer Coordinator

 

The process of human resource planning raises the issue of who should be responsible for HRM. The design and implementation of a human resource plan for volunteers is more likely to occur in Clubs that have taken the time to select a motivated and suitably qualified Volunteer Coordinator.

Among the Volunteer Coordinator’s responsibilities is determining where volunteers are needed, preparing or updating job descriptions and planning a recruitment campaign. They may also be required to analyse training needs and to keep the human resource inventory up to date.

Clubs with sufficient financial resources might consider appointing a paid person to the position of Volunteer Coordinator because of the strategic importance of recruiting and matching volunteers to appropriate positions. Volunteer Coordinators should hold a policy level position within the Club because they need to be fully aware of strategic plans and objectives.

 

G. Recruiting volunteers

 

Recruitment is the process of attracting new volunteers to Clubs. An important question to ask is ‘Why do people want to volunteer for our Club?’ For voluntary positions, the recruitment process is often informal and being able to attract a pool of qualified applicants can be a difficult task.

When recruiting volunteers for the first time, it is important to know something about how they first become involved in the Club. Personal contact with potential volunteers, whether through friends, family or individuals already involved in the Club are among the most frequently cited ways that volunteers first became involved in voluntary work.

Some volunteers seek volunteer opportunities but relatively few volunteers are recruited through advertising or publicity. Clearly, people need to be asked to volunteer if a Club is going to be successful in recruiting volunteers. Few people come to a Club seeking voluntary work opportunities.

Once asked, the recruitment process should provide potential volunteers with a realistic preview of what a job entails. Volunteers need to be know the size and nature of the task ahead of them before deciding to commit their time and energy to a position. This is where an adequately prepared job description is very helpful. Details should include things like meeting times, major tasks and average weekly or monthly time commitment for the position. Benefits and conditions need to be clearly specified so applicants are in a position to make an informed decision about whether a job might suit their skills, experience and availability.

When recruiting volunteers it is important to emphasise the benefits for volunteers rather than the needs of the Club. Many volunteers give up their leisure time to help Clubs and may not be attracted by work-like recruitment campaigns. Volunteers need to feel valued by sport and recreation organisations and not feel as though they are being recruited to fill a position that no one else wanted.

 

H. Selecting and screening volunteers

 

The selection process involves choosing the individual who best meets the requirements of a position. Depending upon the level of the position (management or operational) the selection process can involve a number of steps which may include screening, formal interviews, testing, reference checks and a physical examination. However, it is not often that community based Clubs are in a position of working through a formal volunteer selection process, because the number of positions to be filled is usually greater than the number of people prepared to volunteer.

However, an important consideration in the selection process is whether an individual has the required accreditation or is prepared to undertake a relevant course, has some experience in working with others in a positive way, and is of good character are important considerations. Reference checks are advisable when appointing individuals to a position that involves close contact with children. Criminal history checks may also be necessary if a reference cannot be verified or a reference raises any questions about the character or integrity of a potential volunteer. Appointing a person to a volunteer position as a ‘last resort’ may be more harmful in the long term than temporarily leaving the position vacant and starting the recruitment process again.

Volunteer recruitment and selection checklist

Appoint volunteer coordinator

Prepare projections for human resource needs

Prepare a job description

Develop a recruitment plan

Implement recruitment plan

Screen applications and select (shortlist) volunteers to be interviewed

Conduct interviews and select successful volunteers

Where appropriate check volunteers’ references

Important: For volunteers who will have close contact with children (i.e., any person under the age of 18 years) there may be statutory requirements under child protection legislation to run a criminal history check or for the applicant to provide a written declaration that they are not a ‘prohibited’ person (e.g. someone who has a conviction for a sex offence)

Notify successful volunteers and set up a time for orientation

Notify unsuccessful volunteers

 

I. Orientating volunteers

 

Orientation is the final step in the recruitment process. New members are welcomed to the Club and given details about their position, the day-to-day operation of the Club, and

introduced to key people. Taking up a new position is a critical period for new volunteers and for the Club. Volunteers are making a transition from being an outsider to an insider or moving from a peripheral to a core position within an Club. New recruits cannot be expected to understand the requirements of their new position or how the Club functions on a day-to-day basis. For example, a newly appointed Coach needs to know where the equipment is stored, how to access it, what times the facility opens and closes, what to do in case of an emergency and so on. A well designed orientation process reduces stress on new volunteers, makes them feel welcome and may reduce the likelihood of turnover.

Orientation is based on the process of socialisation, which is about influencing the expectations, behaviour and attitudes of a new volunteer in a manner considered desirable by the Club. Socialisation begins with orientation to key aspects about the Club and its policies and procedures, the position, supervisors and co-workers, and day-to-day routines. In many Clubs the orientation process is less formal, but not less important if volunteers are going to perform their new roles successfully.

Orientation program checklist

Provide an orientation guidebook or kit

Provide copies of current newsletter, annual report and recent marketing/promotional material

Provide a copy of the constitution

Enter the name, address and contact details of each volunteer into database

Gather and file copies of qualifications and accreditation certificates from each volunteer

Introduce the Club’s culture, history, aims, funding, members and decision-making processes

Introduce key volunteers and/or staff (and organisational chart)

Outline the roles and responsibilities of key volunteers and staff

Detail the roles, responsibilities and accountabilities of the volunteer in their new position

Familiarise volunteers with facilities, equipment and resources

Explain and ‘walk through’ emergency and evacuation procedures

 

Familiarise volunteers with the Club’s day-to-day operations (safety procedures, telephone, photocopier, keys, filing system, tea/coffee making, and authorising expenditure)

 

J. Summary

 

This module introduced the human resource approach to managing volunteers in

Clubs and detailed the first four of eight steps (planning, recruitment, selection and orientation). The remaining four steps (training, performance appraisal, recognition and rewards, and retention or replacement) are discussed in the Retaining Volunteers leaflet. Primarily, the goal of recruitment is to acquire the human resources necessary for Clubs to function effectively. Recruitment is more effective when those responsible for bringing new volunteers into the Club understand what volunteering is, why people volunteer and what benefits are gained through volunteering. The Volunteer Coordinator was identified as the person who should be responsible for the volunteer recruitment process. Human resource planning and the preparation or updating or job descriptions should precede the recruitment process. Selection and screening help to ensure that the most appropriate volunteers are appointed to the positions available. Orientation symbolises the point at which new volunteers move from outside a Club to inside or from the periphery to its core. The importance of personal contact should not be overlooked in planning effective recruitment campaigns in Cubs.

 

 

 

 

 

 

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Mayo Association Football League
Touhy Cup Final Preview
Touhy Cup Final next Sunday
Read More... Added :15 July 2014
Mayo Association Football League
John Sherlock Cup 2014

Read More... Added :10 July 2014
Mayo Association Football League

Read More... Added :08 July 2011
Mayo Association Football League

Read More... Added :03 July 2011
Mayo Association Football League

Read More... Added :02 July 2011

League Latest News
Mayo Association Football League
Touhy Cup Final Preview
Touhy Cup Final next Sunday
Read More... Added :15 July 2014
Mayo Association Football League
John Sherlock Cup 2014

Read More... Added :10 July 2014
Mayo Association Football League

Read More... Added :08 July 2011
Mayo Association Football League

Read More... Added :03 July 2011
Mayo Association Football League

Read More... Added :02 July 2011

Club Latest News
Mayo Association Football League
Touhy Cup Final Preview
Touhy Cup Final next Sunday
Read More... Added :15 July 2014
Mayo Association Football League
John Sherlock Cup 2014

Read More... Added :10 July 2014
Mayo Association Football League

Read More... Added :08 July 2011
Mayo Association Football League

Read More... Added :03 July 2011
Mayo Association Football League

Read More... Added :02 July 2011