Module 3 - Secretarial functions

Module 4 - Aspects relating to meetings

Module 5 - Aspects relating to finance

Module 6 - Example of a club constitution

Module 7 - Telephone tree

Module 8 - Fund raising ideas

Module 9 - Match result cards and Umpire Report cards

From time to time a club rises to great heights and shines above all its rivals. How was this accomplished? What ingredients were used? Why was this club successful, while the others remained ordinary or even poor? If one club can do it, why not others like yours?

For any club to reach top effectiveness it must make use of all its available reserves. It must involve ALL of its members. Nothing must be overlooked if you want create a club of harmony and co-operation.

This goes without saying – yet how many clubs are actually working along these lines? If we look at the normal Executive of most clubs we find a committee consisting of:

To produce a "super club" however, you need to consider that there will be many areas of responsibility, some of which can be outlined as portfolios of the additional committee members while others could be the area of responsibility of either a loyal senior member of the club or a promising younger member who needs to be given a chance to show his ability at performing the tasks asked of him. Such people would not be members of the club committee but would be responsible to a member of the committee.

For example have you thought about appointing:

What is not always fully appreciated is that the climate in which a club is organised is totally dependant upon the central figure in the club, the Chairman and the establishment of a strong hardworking committee of enthusiasts. Above all, the organisation of the club must be clearly understood by all those involved.

One can think of the organisation as follows:

1. THE ADMINISTRATORS

This is the club committee which has to:

The effectiveness of any club is largely dependant on the character and ability of the Chairman. He needs to be dynamic and should be the main initiator within the club. In short he:

2. Is the spokesman of the club.

3. Must ensure smooth running of meetings.

4. Must ensure that the will of the majority is executed.

5. Must ensure that financial matters are firmly controlled.

9. Needs the full support of his committee.

10. Must delegate tasks to his committee.

11. Must know every detail of meeting procedures -

THE BUCK STOPS WITH HIM!!

2. Carries out the duties and tasks given to him.

Usually the Chairman oversees all the portfolios handed out to the committee members but an option is for the Chairman and Vice-Chairman to divide all the portfolios between them so that they can do a better job at overseeing the activities of these portfolios. A suggestion would be a division as follows:

Secretary Match Secretary

Treasurer Statistician

Club Delegates Scorers

Public Relations Umpire Liaison

Fund Raising Equipment

Supporters Club Social/Catering

Team managers Coaching Development

The Secretary is the nerve-centre of the club and is the right hand man of the Chairman. He is vital to the successful management of the club and works very closely with his Chairman. He needs to:

1. Be a mine of information.

2. Know exactly what all officials are doing.

Do not confuse the tasks and functions of the club secretary with that of the match secretary who is one of the officials delegated to convene the selection panel.

Is the main person responsible for the finances of the club. It is important that the finances are handled in accordance with the constitution and decisions taken by the committee. He is responsible for:

1. all financial matters of the club.

4. collecting subscription fees.

6. opening a bank account on behalf of the club.

9. keeping proof of all cash payments.

Module 5 deals with the finer details of the responsibilities of the Treasurer.

Each club elects a number of additional club members to serve on the club committee. It is their responsibility to perform the tasks allocated to them by the Chairman.

Usually the additional committee members take responsibility for all the other areas of organisation as listed. It is important to understand that they do not need to do the work of each portfolio under their control but to act as co-ordinator of this sub-committee so that these sub-committees know exactly what needs to be done in each area of the club organisation. These committee members would need to report back to each committee meeting on each of the sub-committees under their control.

Volunteers are the life blood of every club and they dedicate hours of time and energy working in a variety of ways. Without them the SUPER CLUB can never exist, as they are needed to take on the tasks of the many areas of the club’s organization as the officials of the club.

Often these volunteers are other club members who although not elected to the club committee are willing to serve the club. Sometimes they are keen juniors and do so in the hope that they will be recognized and might be elected to a future club committee or because they have a loyalty to the club and serve with no thought of personal gain. Whichever way we look at it such volunteers must never be forgotten by the club committee and need to be constantly recognized and thanked.

The various club officials could be the following:

In some of these cases a single person could perform the tasks while in others a sub-committee might be requested. Such a sub-committee would be co-ordinated by the club committee member responsible for it. An example would be the selection sub-committee under the chairmanship of the match secretary.

Usually the selection sub-committee consists of:

The Match Secretary could be a volunteer or one of the club committee members. His responsibilities would be to:

1. Act as chairman of the selection sub-committee
2. Inform all players of team selection
3. Confirm fixtures and venues for matches
4. Ensure that all teams are full
5. Deals with last minute withdrawals
6. Ensure that players do not drop too many sides
7. Ensure that everyone gets a game
8. Deal with players who are aggrieved
9. Submit the match results cards to logkeeper of the affiliated body
10. Must control the handing out of match balls and the recovery of the used balls for use at practices-in short no return-no new ball
11. Must ensure that the Match Result cards are always given to the team managers

1. Promotes the club’s image both externally and internally

2. Keeps everyone informed of current and future plans

3. Writes and distributes a monthly newsletter

4. Works closely with the fund raising manager

5. Sells the club to the media with reports and photos

6. Recruits sponsors to identify with the club

7. Creates a sense of identity for the club such as a club T-shirt

1. Collect and process all team statistics

2. Passes them on to the PRO for the media and newsletters

Funds can be raised in many ways in a great number of directions. However, whatever you undertake, be sure you are properly organised. Haphazard efforts seldom are successful.

In collecting for your general funds, your club members should be involved. You will need a sub-committee to help you. These men must be energetic and reliable.

Remember that projects need not be large as your efforts are designed to help offset club costs as far as possible to keep club membership fees as low as possible. Ensure all fund raising projects are self-funding i.e. no capital outlay.

If your club intends undertaking a major venture such as laying a turf wicket or building a net or purchasing an expensive item of equipment, then your planning should:

2. give the project a name

3. set a target figure

4. decide on a course of action

5. decide on which community leader must first be canvassed

6. allocate areas to each canvasser

See Module 8 for a few simple fund-raising ideas

This position can be occupied by a senior player or a retired player who can offer the club the organisation required here. Such a person will need to:

1. generate a spirit of wanting to practice hard

2. generate a desire to win

3. help each player develop his full potential

4. attend coaching courses

5. run coaching clinics for youngsters in the community

1. must attend community development meetings

3. must liaise with the Development structures of the affiliated body

4. must liaise with the local N.S.C.

Each team in the club should have a scorer appointed for the season. This scorer should:

1. ensure that the scoring is neat and accurate

2. submit weekly statistics to the club statistician

1. must create an address list for all such supporters

UMPIRE LIAISON (Match Secretary can do this)

This person must take responsibility for:

1. submitting the captain’s reports on the umpires to the affiliated body

4. encouraging club members to become involved as umpires

It is important to point out that this is a SUPER CLUB. It might be an idea to steadily work towards a SUPER CLUB and appoint these people as a club grows. Initially it would probably be wise to combine portfolios as the following matrix suggests.

Match Secretary Statistician Social/Catering

Team managers Scorers Supporters Club

Coaching Public Relations Fund raising

Groundsman Development Transport

Umpire Liaison Players Equipment

Club delegate

Various functions of the Secretary are explained in this module, which serves as an example of how things can be done.

3. To give members the opportunity to prepare for the meeting.

4. To ensure that no unnecessary discussions take place.

It must be short to the point and should include the following elements:

1. Opening and welcome by the Chairman

2. Attendance register and apologies of members not attending

3. Acceptance of the minutes of the previous meeting

5. Finance

6. New topics to be on the agenda discussed eg.

The order of the agenda may only be changed by the Chairman with the approval of the members attending the meeting.

UNITED CRICKET CLUB

Telephone: 246810 P O Box 10

Port Elizabeth

6000

7 August 1995

Dear club member

Notice is hereby given of the General meeting of the United Cricket Club to be held on Tuesday 11 September 1995 at 19:00 in the Sport Centre Hall.

The minutes of the previous meeting is attached.

Yours faithfully

SECRETARY

1. Opening and welcome

2. Attendance register

3. Apologies

4. Minutes of previous meeting

5. Matters arising from these minutes

6. Financial report

7. Consideration of reports from officers and sub-committee

8. General

9. Date of next meeting

10. Any other business

This is a list of names and signatures of members present at a specific meeting. At any General Meeting this is usually done at the entrance to the meeting room and consists of a register which each person has to complete as he enters. Alternatively a register could be circulated among members during the meeting. At a small club committee meeting and attendance register is not necessary, as the Secretary will draw up a record of those present.

Is the official recording of items on the agenda discussed by members of the committee with the following objectives

1. Minutes are entered in minute file preferably typed

The first business of every meeting is to read and confirm by signatures of the Chairman the correctness of the minutes of the previous meeting. These minutes may be taken as read if they have been previously circulated otherwise the Chairman should allow for members to read through the minutes.

Any objections to the correctness of the minutes must then be raised and if necessary a motion may be put to amend the minutes. Minutes of Annual General Meetings or Special General meetings can be confirmed at the next Annual General Meeting.

It is important to file all club records and to be able to find the information when necessary.

Use a ring binder to keep the following in date order

1. Minutes of meetings

2. Annual reports

3. Statements of accounts

4. Name and address list of all club members

5. A copy of the approved constitution

6. Any playing regulations or by-laws

7. Correspondence

given

There are a few simple rules of procedure that should be understood and followed. These will ensure that the meeting follows a structured and logical sequence.

THE AGENDA – see Module 3

A MOTION – is a recommendation presented to the meeting for debate and approval. It is preferable that any intention to introduce a motion be given to the Secretary in advance and in writing.

THE PROPOSER – is the person who presents the motion

A SECONDER – is a second person, who expresses support for the motion. Once a motion has been seconded it is open for general debate. If a motion does not have a seconder it falls away and cannot be discussed.

The Chairman may not propose or second a resolution or nomination. If he wants to do so he must vacate the chair for the duration of the relevant debate. Before vacating the chair he should ensure that the meeting nominates a replacement to take the chair during the debate.

AN AMENDMENT – is a modification to a motion presented by a third person and seconded by a fourth. The proposer of the original can choose to accept the amendment or decline to accept. If this is the case, the amendment is discussed and voted upon. If it is approved it replaces the original motion, if it fails, debate reverts to the original motion.

There is no limit to the number of amendments that can be proposed but each one should be considered separately in the order in which its proposed. The Chairman should not allow amendments, which simply negate the original motion.

The Chairman should limit individual speakers to one speech on any particular motion. Speakers may speak again on any amendments or on new questions, which have been raised in the debate. The proposer of the original motion may speak more than once as long as it is in reply to questions raised. When all debate has been finished on a motion the Chairman will read out the motion and ask the meeting to vote by indicating those is favour of the motion and those against the motion.

An amendment can take one of three forms:

VOTING – can be done by show of hands or secret ballot. The Chairman can decide which is suitable but a secret ballot is usually recommended where elections are concerned. Members record their vote on a piece of paper, and these are collected and counted.

A CASTING VOTE – is usually part of the Constitution and is for the use of the Chairman. Mostly a Chairman has an ordinary vote but where the ordinary vote is a tie, the Chairman can use his casting vote to decide the issue. The constitution should be carefully checked in this regard.

A QUORIUM – is the minimum number of members that need to be in attendance to make the meeting valid. This should be stated in the constitution.

A POINT OF ORDER – is when a member in the meeting who is in good standing brings to the attention of the Chairman that he wishes to question the procedure of the meeting. Breach of rules, defect in the constitution of the meeting, absence of a quorum, use of abusive language, notice of the fact that discussion taking place is not to the point under discussion, are all examples of valid points of order.

A person may rise on a point of order while others are speaking. The other person will immediately sit until the point of order is disposed of. The Chairman may not be interrupted on a point of order. A point of order will be attended to immediately by the Chairman, whose ruling on it may not be questioned.

If in the opinion of the Chairman, points of order or information are being raised to prevent a speaker from stating his argument or to obstruct the cause of a meeting, the Chairman may refuse to permit any further requests for information on points of order during the remainder of that speakers remarks.

SPEECHES – can only be made by a person eligible to vote, in other words by registered club members whose membership fees are not in arrear. Speakers shall always address themselves to the chair. A person shall remain quiet if instructed to do so by the Chairman. If the person disregards this ruling, the Chairman may instruct him to leave the meeting. Speeches are only permitted if they are relevant to the current business or to a point of order of information.

RIGHT OF ATTENDENCE – at meetings is reserved for those who have the right to vote. Those who do not have the right to vote may only attend with the express permission of the Chairman.

A budget is the FINANCIAL PLANNING for any given period, or event. It is a logical plan of all the financial aspects to be taken into consideration.

The planning of the budget rests with the Chairman and the Treasurer and would follow some important steps.

1. R. Mhlangu R 20-00
2. T. Jaantjies R 20-00
3. A. Smith R 20-00
4. L. Majol R 20-00

Income surplus R 33-00

When such a monthly budget is planned for a 12 month period you have a projected detail of all the possible expenses and income for the time period. The following is an example of a cricket club’s annual budget.

Bank: Opening Balance R………………………….

Membership fees R………………………….

Donation R………………………….

Sponsor R………………………….

Fundraising R………………………….

Administration R………………………….

Stationary R………………………….

Telephone R………………………….

Bank charges R………………………….

Audit Fees R………………………….

Honoraria R………………………….

Prizes R………………………….

Affiliation fees R………………………….

Transport R………………………….

Catering R………………………….

Balls R………………………….

Ground Maintenance R………………………….

Equipment R………………………….

Rent & Electricity R………………………….

____________________

R………………………….

____________________

1. A cheque account must be opened by the club at a bank

2. There should be 3 persons authorised to sign cheques

3. No cheque may be issued unless signed by 2 of the 3

signatories

4. All deposits should be made by the Treasurer

1. A pre-numbered receipt book must be kept.

Sponsorship 500-00

820-86

Expenses

Affiliation fee 200-00

Sports equipments 794-00

Taxi hire 312-00

Refreshments 188-31

Field Hire 400-31

Profit/loss for the month R 1073-94

The total expenses must be subtracted from the total income for the month. If income is larger than expenses a profit will have been made, if expenses are greater than income a loss would have been made for the month (show by putting brackets around the amount).

You will also need to report to the committee what the end of month bank balance is e.g. the amount of R1264-69.

At the end of the financial year the Treasurer must prepare an income statement for the financial year of the club.

This will be in exactly the same format as the monthly income statements except it will cover the entire year. The Treasurer should be able to compile this by summarisng the 12 monthly financial statements (i.e. add up memberships on all the monthly statements and put the total in on the statement for the full year)

The Treasurer should have a copy of the club membership list. As each member pays his membership fee the Treasurer should mark this off on the list. This way he has a record of who has paid and who has not paid. The Treasurer must ensure that ALL members pay their membership fee for each year.

It must be remembered that the actions of the club should at all times be in terms of its constitution. Once a constitution has been drafted and adopted by the members of the club the committee must act in terms of it’s constitution or else, in a constitutional manner, amend its constitution.

Without dealing with a constitution in detail, it should include the following:

1. The name of the Club

2. The aims and objectives of the club

Possibly there should also be by-laws which can be more easily amended, which deal with the day to day business of the association. They may include matters such as.

It is not necessary for a constitution to be set up in strict legal terminology, in fact simple clear wording is desirable.

An example of a constitution and rules

The idea behind this concept is to structure the club members in such a way that communication is quick and organised especially on occasions when telephonic communication has to be used.

Various methods can be used but the basic idea is to:

All of these people are the "back up men" of the club in that they do the work and need to feel that they are important enough to be informed of anything, which they should know about. Under this system nobody can say "nobody told me about it" as the chain ensures that somebody is always responsible for contacting someone else.

The club secretary will also need to inform the match secretary who would need to:

Match:…………………HomeTeam vs……………………Visiting Team …………………………..

League:…………………………………………. Date: ……………………………………………….

This card returned by: …………………………………………………………….………Cricket Club

WON by: ……………………….Or NO RESULT: …………………………………………………

Team batting First Team batting Second

a) Club ……………………… ………………………

b) Total runs ……………………… ………………………

c) Number of wickets fallen ……………………… ………………….…..

d) Overs allotted ……………………… ………………………

e) Overs faced ……………………… ………………………

f) Time taken ……hours………min ………hours………min

g) Over rates ……………………… ………………………

• Note: incomplete overs should be shown as such eg : 3 balls = 0,5 overs.