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Club Managers Training is Mandatory in NSW. Article by Warren Tapp.
Many Club Managers tell me that their Board don’t know what they don’t know about being a Club Director. This is not surprising when most Boards are made up from their members (often volunteers) who often do not have the skills or experience to be responsible for a multi-million dollar turnover or assets.
Club Governance Training – Paying Club Directors
Article by Warren Tapp
I have seen a variety of remuneration arrangements for club Boards. Many pay their directors no fee at all while some pay them all and some pay the Chair and not the rest of the Board.
Risk Management and Club Directors,
Article by Warren Tapp.
What is Risk Management?
It is the anticipation of events that can cause harm to your club and the proactive steps to minimise those risks.
Here are some Horror Stories in Clubs I have Witnessed
Article by Warren Tapp
A lot of Club Boards have Strategic Planning meetings but often nothing changes. How long since your Board asked this question: “what does the future look like for our club?”
Surveys have found that the biggest worry today for Directors of public companies in Australia is cyber security. That is the risk that someone could hack into your databases of your staff or club members details or your financial records and use that information against your club.
So often Club Managers say to us that “the Board of Directors just leave everything up to me and I wish they would not”.
While the Manager is the Public Officer as far as the regulators are concerned, it does not mean they are responsible for everything. The law is very clear about the accountability of Club Directors or Committee members, you are all responsible too.
All Club Directors or Committee members must avoid any conflict of interest in their decisions for the Club. What does this mean? It means you can take part in any Board/Committee decision that you might benefit from. The hardest part is recognizing you actually have a conflict of interest.
All Club Committee members should read their Club Constitution, preferably as part of their induction on to the Board. As the document is the set of rules that apply to how your Club entity itself operates.
Clubs should consider getting an internal audit review done every few years. An internal audit looks at the controls you have in place to minimise the risk of such things as fraud. Audit reports offer suggestions to gain more efficiency in your Club operations.
Whether your Club is a company limited by guarantee or an Incorporated Association and you are a member of the Board or Committee, you have serious legal duties you must fulfill. It makes no difference whether you are paid for the role or you are a volunteer, the law
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