Members -The Strategy Committee needs your views!
A massive thanks to the 371 members who gave their views in the Governance Questionnaire.
Council, by a majority vote, have now ratified the Strategy Committee’s detailed governance proposals and have asked me to get feedback from members. Council will consider the feedback, and then will call an EGM to vote on proposed changes to the Constitution to enable members to be elected to the new roles at the AGM in January 2022 and other proposed changes at the AGM.
Please take time to read the proposals. The Strategy Committee – Alison Chestnutt, Dympna Fitzpatrick, Noel Gormley, Rodney McKirgan, Lorraine Wilson and myself are all convinced that they are for the benefit of all members now and in the future.
IVAN KERR – Strategy & Governance Convenor
Draft Governance Proposals
Fit for Purpose – Business-like, modern, sustainable for the future.
CONTENT
- Changes since the previous review by Council.
- Governance Online Questionnaires
- Equality
- The Nine Principles of Good Governance
- Code of Conduct Policy
- Chairperson
- IT Officer
- HR Officer
- Size of Management Committee
- Subcommittees
- Trustees
- Why do we need to change?
- Changes to the Constitution to be proposed at the EGM
- Notices Of Motion for the AGM 2022
- Terms of Reference Management Committee
- Terms of Reference – Golf Committee
- Roles and Responsibilities
Please note that the term “golf income” is frequently used. It is the charge made to the accounts for the use of the course, clubhouse and associated services for golf including membership, green fees and societies. “Cash received” relates to when payment is made.
1 CHANGES SINCE THE PREVIOUS REVIEW BY COUNCIL
- Change the name of the Membership Development Officer to Membership and Marketing Officer (responsible for all Golf Income – Membership, Green Fee Payers and Societies)
- Change the name of the Communications and Marketing Officer to Communications and Social Media Officer
- Change the name of the General Manager to Operations Manager to reflect the main thrust of the role.
- Role Titles of Management Committee members. The roles are frequently described as officers, rather than convenors, as they do not have a subcommittee.
- Given the extent of governance change the Management Committee will co-opt the Strategy and Governance Convenor to the MC for the first year.
- The Standing Orders for General Meetings should be on the Club’s website.
2 GOVERNANCE ONLINE QUESTIONNAIRES
In the 2019 Members’ Survey 230 members responded to the question:
- ”At present we have a Club Captain who chairs all Council Meetings. We have a proposal to appoint a Chairperson to chair Council Meetings, (in place of the Captain) for a period of three years and to deal with business matters allowing the Captain to concentrate on golf matters. Do you agree?” 85% in favour.
In June 2021 over 370 members expressed their opinions in a Governance Questionnaire about changes proposed by the Strategy Committee to modernise the management of the club.
- Golf Ireland recommends two main committees to replace Council.
1 A Management Committee responsible for the strategic and governance decision making and financial oversight under the leadership of a Chairman. All committees report to the Management Committee.
2 A Golf Committee responsible for organising golf, including competitions, handicaps and matches; and fund-raising and social events under the leadership of the Captain.
94% in favour
- Council has appointed a Nominations Committee, under the Chairmanship of Lorraine Wilson, to seek out the best member to recommend to Council to be Chairman and for the appointment to take effect as soon as the best suitable candidate is chosen. In future members will be able to put forward alternatives at AGMs. 89% in favour
- Starting 2023 there will only be one Captain each year. There will no longer be a Lady Captain. We would like to see a woman as Captain every 3 years. 79% in favour
- Golf Ireland recommends that each committee has terms of reference and role descriptions for each member of the Management Committee. 94% in favour
- Golf Ireland recommends that clubs should undertake an effectiveness review to establish how the Management Committee has functioned collectively and individually each year. 96% in favour
- Golf Ireland recommends that all members of committees sign a Code of Conduct and conflict of interests document. 94% in favour
- Golf Ireland recommends that all adult playing members be allowed to attend and vote at a General Meeting. This would mean that Student Members (aged 18 and over) would become eligible to vote. 93% In favour.
We need to give members who so enthusiastically showed their approval for these measures the opportunity to put them to the vote and if agreed into effect.
- EQUALITY
- Council have signed up to the R&A Women In Golf Charter Membership committing the club to having 30% female representation on the Club Committees. The R&A project that there is the opportunity for female golfers in GB&I to become 30% of the total golf market
- Golf Ireland recommends for clubs with one captain that the role should alternate male and female each year. Following discussions with the Ladies’ Committee there will be a male and a female Vice Captain with the ambition that there will be a woman as Captain every three years.
- THE NINE PRINCIPLES OF GOOD GOVERNANCE
Council have signed up to Golf Ireland’s Nine Principles of Good Governance and circularised it to the members. The Club adheres to good governance practice and follows Golf Ireland’s guidance on good Club governance. We have a range of policies and practices which our membership is requested to comply with and breaches of these will be taken seriously. Golf Ireland’s 9 Governance Principles are set out in https://dungannongolfclub.com/governance/
- CODE OF CONDUCT AND CONFLICT OF INTEREST POLICY
- Fundamental to having more effective meetings. See https://dungannongolfclub.com/governance/
6 CHAIRPERSON
The Strategy Subcommittee now recommends that the position will be elected at the AGM.
- IT OFFICER
He/she will help oversee the replacement of ClubV1 Membership system to provide an integrated suite of applications, oversee data protection at the Club and help MC members use the IT resources. The IT Officer is not a member of the Management Committee.
- HR OFFICER
The Strategy Committee has decided to recommend getting professional help when required, either from a member or use a service such as Golf HR, and not include a specific HR role on the Management Committee. The responsibility for HR is for the Hon Secretary.
Common mistakes at Private Members’ Clubs
- Treating even potential employees unfairly
- Unwittingly employing illegal immigrants
- Changing contract terms without agreement
- Giving notice for poor performance too late
- Tolerating inappropriate humour
- Handling redundancy badly
The Club does not have Employee Handbooks.
- SIZE OF THE MANAGEMENT COMMITTEE
A reason for the Council not being fully effective is that the number of members on Council – 12 – is not conducive to decision making.
- The R&A, PGA, BIGGA, Golf Course Managers Association and governing bodies in England, Scotland and Wales recommend a maximum of 8 and less for smaller clubs. They have at least 5 years’ more experience in using the Management and Golf Committee model.
- There is ample research that shows the smaller the board /committee size the better the organisation performs. Proprietary clubs have smaller boards – Edenmore has 3 directors.
Suggest
- Chairperson
- Hon Sec
- Financial Officer
- Club Captain
- Course Officer
- Membership and Marketing Officer
- Communications and Social Media Officer
- Governance Officer – Co-opted for first year of Management Committee
Operations Manager in attendance.
- SUBCOMMITTEES
Subcommittees are rarely used in business. When something can be accomplished by one person, why waste time forming a committee when he/she can do the job perfectly well? Bear in mind that the MC will consider proposals and will decide to proceed or otherwise.
Golf Ireland recommends the following subcommittees, as a minimum:
- Golf
- Audit and Risk
- Nominations
- Governance
For the time being the Audit and Risk role will be taken on by the Management Committee. The only other subcommittees proposed are
- Women’s Competition Committee
- Men’s Competition Committee
- Women’s Committee
The Management Committee have the power to appoint new subcommittees when they deem it beneficial and appropriate.
- TRUSTEES
Clarify the Role of Trustees by adding “Trustees have no active role in the management of the Club in their capacity as Trustees. Being a Trustee does not prevent him/her taking on any other club roles.”
- WHY WE NEED TO CHANGE?
What we are proposing has been thoroughly researched by Golf Ireland and has been successfully in use around the world, having first been recommended by the R&A over 30 years ago. Golf Ireland has taken longer to recommend the business and golf model as it was the last country in the world to have a single governing body for men and women.
- We need to formulate plans around course improvements over several years covering tees, bunkers, drainage, practice ground etc., knowing that they will be implemented due to the continuity of business leadership of the club.
- Management meetings will be more effective with a smaller committee and defined responsibilities. More effective meetings are more likely to attract the best business people to put themselves forward for the MC.
- Creating the new role of Membership and Marketing Officer with specific responsibility for Membership, Green Fee Payers and Societies will help to accelerate growth.
- Sport NI, a major funder of the clubhouse, has a specific Code of Governance that is required for state funding. The proposals align with the requirements of Sport NI.
Why do we need a Chairperson?
- Less onerous on the Captain, making it easier to attract future Captains
- More business focused. The Chairperson needs to be business oriented – this is not necessary for Captain
- Continuity – the Captain is only in office for one year. We need a business leader who will be able to see through strategic plans over at least three years
- Potential Captains have been reluctant to accept the role with the responsibility of taking charge of the business of the club in addition to leading the club in all golf and social events.
Why do we need to change to Management and Golf Structure?
- It is a more effective use of Committee members’ time. Rather than everyone dealing with both business and golf, the MC, with predominantly business skills, will deal with business matters including an annual operations plan, budget, strategic plan and course development plan. The GC will focus on golf matters.
The new structure will facilitate long term planning and budgeting therefore allowing consistent improvement in the course and golf club facilities.
The smaller Management Committee will facilitate quicker decision making.
Why do we need a Nominations Committee?
- The present system has resulted in few younger men joining Council. 56% of adult male members are aged under 50. There is not a single man under 50 on the Council. It is really important that the Management Committee is representative of the membership.
Why One Captain?
- Over the years it has become harder to find suitable members who have the time and commitment to be Captain.
- The Strategy Committee with a 50/50 gender balance discussed this matter at length. It feels that the proposal will foster a stronger culture of inclusivity and collaborative working to promote and develop the game, ultimately leading to a modern club culture.
Why do we need Terms of Reference and Role Descriptions?
- So that everyone is clear about what role they should be playing and suitable training is provided, when required. It helps ensure that important matters are not overlooked and avoids duplication of effort.
- The Operations Manager needs to be clear re his line manager. One person – The Chairperson – not other individual Council Members or Trustees.
- Clear role descriptions enable the Operations Manager to delegate tasks to Committee members in line with their role responsibilities.
Why should Students be allowed to vote at AGMs and EGMs?
- Golf Ireland recommends that all adult playing members be allowed to attend and vote at a General Meeting. It encourages greater participation in the club both as players and encouraging volunteering for roles which is at the heart of a members’ golf club.
- CHANGES TO THE CONSTITUTION TO BE PROPOSED AT THE EGM
Suggestions:
- Additional addendum – All references to the Council in the Club Rules and Bye Laws shall in future mean the Management Committee with the exception of Rules 7, 9 and 11 when it shall mean the Management Committee and The Golf Committee.
- Add to Rule 3 – General Good Governance Clause
The Club adheres to good governance practice and follow Golf Ireland’s guidance on good Club governance. We have a range of policies and practices which our membership is requested to comply with and breaches of these will be taken seriously. The Club has adopted Golf Ireland’s 9 Governance Principles which can be found at https://dungannongolfclub.com/governance/.
- Replace Rule 4.
The business and affairs of the Club shall be managed by the Management Committee, who shall be elected for not less than one year by the general body of the members.
The authority of the The Management Committee shall take effect from the day following the 2022 Annual General Meeting when it shall assume the power and responsibilities previously exercised on behalf of the Club by the Council.
The Management Committee shall consist of a Chairperson, Captain, Financial Officer, Membership and Marketing Officer, Honorary Secretary, Course Officer, Communications and Social Media Officer.
The Chairperson shall hold office for three years. All other Members of the Management Committee and Golf Committee shall hold office for one year except as provided in the case of a co-opted member, elected in accordance with Rule 7, having rights of voting in relation to the affairs of the Club.
The Management Committee will delegate all golfing matters to The Golf Committee which shall consist of The Captain (Chair), Vice Captain – Men, Vice Captain – Women, Men’s Competition Convenor, Women’s Competition Convenor, Juniors’ Organiser and Fundraising and Social Events Officer.
Members of the Management Committee are required to sign a Code of Conduct and Conflict of Interests Code – see https://dungannongolfclub.com/governance/
The Management Committee and Golf Committee’s Terms of Reference see https://dungannongolfclub.com/governance/.
- Add to Rule 6 – Trustees
Trustees have no automatic active role in the management of the Club in their capacity as Trustees. Being a Trustee does not prevent him/her taking on any other club roles.
- Alter Rule 8 The quorum for the Management Committee is 4.
- Alter Rule 10
The Chairperson shall preside at all Club and Management Committee meetings. In his/her absence, the Captain shall preside. If the Chairperson and Captain are absent, the members shall appoint one of their members to preside. The Chairperson shall have a casting vote at all meetings, save as provided in Rule 11, clause (b).
- Change Rule 13. A Women’s Subcommittee, under the Chairmanship of the Vice Captain – Women consisting of all the female members on the Golf Committee will meet as required in Terms of Reference to be agreed with the Management Committee.
- Introduce a new rule allowing all golf members other than Juniors to vote.
- New Rule re Gender Balance
The Management Committee shall consist of at least 30% women and at least 30% men. The calculation shall be to the nearest whole number.
14 NOTICES OF MOTION FOR AGM
- Legal Action
All members of the Club have the following primary obligations:
- To be bound and comply fully with the Club Constitution, bye-laws, rules, regulations, polices and /or codes and the rules of golf or any competition or activity held under the Club’s auspices.
- To be bound and comply fully with any decisions by the Club
- Not to take legal action against the Club on any issue relating to the application of the Club Constitution, bye-laws, rules, regulations, policies and/or codes and procedures or those of its sub-committees without first pursuing the matter through the Club’s disciplinary process and under the terms of the disciplinary policy and until such procedures have been exhausted.
- Matters reserved for the Management Committee:
- A statement to require the MC to provide members with a summary of decisions taken at MC Meetings.
- Adoption of a Management Committee Effectiveness Review – See Para 13 in Governance Review. This could be as simple as comparing performance at the end of the year to the Annual Operations Plan and Budget.
- Adopt an Information and Confidentiality Policy.
- Adopt a Standing Orders of the Management Committee Policy.
- Adopt a Reserved Functions for Management Committees.
- Other motions based on GI new template Constitution – expected in September/October.
15 TERMS OF REFERENCE – MANAGEMENT COMMITTEE
The Management Committee is responsible for strategic and governance decision making and financial oversight. It provides guidance and leadership and sets the tone of the club from the top. The Management Committee should have a healthy balance between golf and business expertise across key areas. The Operations Manager will normally be in attendance.
Members
- Chairperson
- Hon Secretary
- Financial Officer
- Club Captain
- Course Officer
- Membership and Marketing Officer
- Communications and Social Media Office
Role and Responsibilities of the Management Committee
- To provide individual skills in key areas
- To champion the club
- To ensure that independent judgement is exercised on issues of strategy, performance, resources and standard of conduct
- Establish the vision, values and long-term strategy for the Club (this would usually be for a 3- to-5-year period)
- The MC should try and maintain a clear separation of strategic and operational responsibilities
- To treat all fellow committee members with respect and listen objectively to all committee members views
- To partake in training on appointment or as/when appropriate
- Draft an operational plan for the next 12 months and present to the members at the AGM
- Monitor progress annually against agreed goals and objectives
- Review the vision and core values at least every four years
- Create the Club governance structure
- Appoint subcommittees when they deem it beneficial and appropriate.
- Set out the Club bye-laws which govern the rules relating to the use of the course and clubhouse
- Monitor performance, financial expenditure, risk and resource allocation against the operational plan
- Ensure financial solvency and integrity through robust controls and policies and personal integrity
- Appoint and support the Operations Manager
- Oversee management of the golf course
- Manage risk and help identify new opportunities for the club
- Develop and oversee high level policies
- To have a duty of care to children and young people at the club by ensuring the club has robust safeguarding policies and procedures in place
- Maintain effective committee performance and participate in an annual evaluation process
- Build effective relationships with external partners as required by the Club
- Attend events and meetings as appropriate and act as hosts to partners, sponsors and other stakeholders as required.
- Treat all MC matters in strict confidence
- Have a good knowledge of the Club’s Constitution and Byelaws
- Empathise with the volunteers, fellow members and staff who are vital to the running of the Club.
All Committee members, on appointment, should sign the Code of Conduct and Conflicts of Interest register and should not hesitate to raise potential conflicts of interest when they arise.
Desirable Attributes for all Management Committee Members
- Good listening skills
- Ability to express orally and in writing, ideas and information in ways that are appropriate, accurate and concise
- Have good interpersonal, leadership and influencing skills and the ability to contribute effectively to the Committee and to stakeholders at all levels
- Ability to exercise independent judgement within a teamwork framework
- Analytical skills – the ability to prepare for meetings by understanding the key issues and asking constructive questions
- Demonstration of club values – lead by example with the values and leadership behaviours visible to staff, members and visitors
Working knowledge of golf and of golf’s governing bodies.
16 TERMS OF REFERENCE – GOLF COMMITTEE
The Golf Committee is responsible for organising golf, including competitions, handicaps and matches, fund-raising and social events under the leadership of the Captain. It will also deal with issues arising that relate to golf, the course and the use of clubhouse facilities which are communicated via the membership.
Members
- Club Captain (Chairperson of the Golf Committee)
- Vice Captain – Men
- Vice Captain – Women (and Women’s Committee Convenor)
- Men’s Competition Convenor
- Women’s Competition Convenor
- Junior Organiser
- Fundraising and Social Events Officer
- Operations Manager in attendance
Role of the Golf Committee
- In association with the Management Committee co-ordinate the golfing and social events for each season
- Oversee the work of the Men’s Competition and Handicaps subcommittee
- Oversee the work of the Women’s subcommittee which has responsibility for women’s matches, competitions, handicaps, Get into Golf for Women and nominating a woman as Vice Captain. The Women’s Committee convenor is the female Vice Captain.
- Oversee the entrance and induction procedure for new members
- Assess, monitor, support and help develop all aspects relating to the playing of golf at Dungannon Golf Club
- Consider the needs of all playing sections within the Club and promote and support their various interests, both on and off the course
- Interpret and make recommendations as to any external factors which have an effect on the playing aspects
- Identify any areas of concern relating to golf (e.g. slope, stroke index, par, general course setup etc) and where necessary refer to the appropriate Officer- e.g. the Course Officer
- Work with the club Operations Manager in preparing the annual fixture list and the scheduling of events.
- Support all the teams representing the club and encourage their participation in inter-club competitions and fixtures
- Support the Junior Organiser in the promotion and running of Junior activities and competitions
- Ensure close liaison with the Management Committee on all matters relating to the general good of the club including the views of the membership
- Liaise with the Communications and Social Media Officer to ensure regular communication to Members of appropriate and relevant information relating to club golf and social activities
All Golf Committee members, on appointment, should sign the Code of Conduct and Conflicts of interest register and should not hesitate to raise potential conflicts of interest when they arise.
Desirable Attributes for all Golf Committee Members
- Ability to express ideas and information in ways that are appropriate, accurate and concise
- Have good interpersonal, leadership and influencing skills and the ability to contribute effectively to the Committee and to stakeholders at all levels
- Ability to exercise independent judgement within a team
- Analytical skills – the ability to prepare for meetings by understanding the key issues and asking constructive questions
- Demonstration of club values – lead by example with the values and leadership behaviours visible to staff, members and visitors
- Working knowledge of golf and of golf governing bodies.
17 ROLES AND RESPONSIBILITIES
CHAIRPERSON
To provide leadership and direction to the Management Committee enabling it to fulfil its responsibilities in providing sound governance and strategic direction for the club.
- Ensure the Club pursues its Vision and Mission as set out in the Constitution and/or strategic plan as well as meeting its obligations under the club rules, law and relevant legislation/regulations.
- Work in partnership with the Operations Manager to support employees, helping them achieve the aims of the organisation; and to optimise the relationship between the Management Committee and staff
- Facilitate Management Committee meetings with well-rounded and carefully considered decision-making.
- Liaise with The Captain to ensure there is good communication between the Golf Committee and the Management Committee
- Provide a written report for each Management Committee meeting.
Responsibilities:
- Hold the necessary leadership, communication skills and governance knowledge necessary to manage and chair the Management Committee
- Dedicate sufficient time to the role
- Chair all meetings of the Management Committee and General Meetings in accordance with the Constitution
- Carry out all duties in the best interests of the Club as a whole
- Lead the Management Committee and ensure the values of the Club are evident in all the work it does
- Promote constructive relations between all members of the Management Committee, the staff and its partners (shop, professional, restaurant)
- Identify and oversee any induction or training required for Management Committee members
- Liaise with the Hon Secretary to agree an agenda and papers for each for each meeting
- Ensure an appropriate number of meetings are scheduled in advance and keep meetings in order and discussions on track. Ensuring that meetings progress effectively is a key function of the Chair
- In managing a meeting, the Chair should encourage each Management Committee member attending to actively contribute to the discussion topics. This can be done by asking people questions, encouraging discussion, challenge and debate.
- Guide discussions to a point where members can reach decisions and if necessary defer decisions if appropriate to a future meeting.
- Ensure proper and accurate information is provided to the Management Committee members.
- Agree how decisions are implemented and whose task it is to carry out actions, arising from decisions taken
- Ensure the Club operates within all legal and financial regulations in force, including any applicable company law, employment law, equality legislation and promote good governance
- Work closely with sub-committees agreeing terms of reference and reporting to the Management Committee
- Ensure key matters such as strategy, governance, financial management and risk assessment are regularly reviewed
- Liaise with Golf Ireland in order to keep abreast of best practice
- The chair should be a regular golfer so that he/she can see for himself the state of the course.
- The Chair will take the chair at any disciplinary hearing appertaining to members and conducting appeals by staff.
It is important that the Chairperson does not usurp the Captain. The Captain is always the number one person in the club and a good chair takes a role in the background. Hopefully, to give continuity, the Chairperson will fulfil this role for several years.
PERSON SPECIFICATION
The Chair should be able to demonstrate skills in facilitation, strategic planning and team development. This leadership role is critical to the long-term success of the club as the Chair leads the Management Committee, lives by the club values and encourages the membership to engage in the club’s future.
- Be well informed on all Club activities and be able to provide oversight
- Be a person who can develop good relationships internally and externally and work collaboratively as a team player
- Be forward thinking and committed to meeting the overall goals of the Club
- Have experience at Board or Committee level
- Have experience in leadership, business & management roles
- Possess sound commercial judgement and a business background would be preferable.
- Have experience in managing people
- Effective communication skills
- Be a good listener
- Be a competent public speaker
- Have a good working knowledge of the Club Constitution, roles and duties of office bearers, sub-committees and staff.
- Be a good role model and project a positive image when representing the Club, externally and internally.
FINANCIAL OFFICER
- Responsible for the financial supervision and risk management of the Club to allow the MC to provide good governance of the club.
- The Treasurer is the chief financial management officer whose tasks include the preparation of annual budgets, planning for the Club’s financial future and monitoring the Club’s ongoing revenue and expenditure.
RESPONSIBILITIES
- Provide advice to the MC in the management of the Club finances.
- Develop quarterly management accounts with costs split over course, clubhouse and administration.
- Provide monthly financial updates/reports for presentation at monthly committee meetings.
- Administer all financial affairs for the Club. This would include regular meetings with the Chair, Hon Sec and Operations Manager.
- Lead the annual Budget process and ensure an appropriate Annual Financial Plan is provided to the MC for approval. Agree budgets for key areas e.g. Course, House, Marketing, Strategy.
- Review all proposed Capital Expenditure and present to MC for approval.
- Liaise with The Golf Committee regarding competition entry fees/prize funds,
- Liaise with the Club’s Bankers with regard to the Club Accounts, Overdraft & Loan facilities.
- Act as a signatory on the Club Bank Accounts
- Review financial process within the Club ensuring continuous improvement of same.
- Support the Auditors of the Club.
- Provide a written report for each Management Committee meeting
PERSON SPECIFICATION
The Financial Officer should be able to demonstrate skills in Financial Management and have an appropriate accounting qualification.
DESIRABLE ATTRIBUTES
- Financial expertise and qualification.
- Good organisational, computer and communication skills.
- Ability to maintain accurate records.
- Honest and trustworthy.
- Have a good working knowledge of the Club Constitution, roles and duties of office bearers, sub-committees and staff
- Dedicated Club Person.
HONORARY SECRETARY
- Primary administration officer of MC and provides the link between the Committee, members and outside agencies.
- Responsible for compliance. Guide the MC on all Constitutional, legal and administrative matters.
- Organise meetings, both MCs and General, and issue notices/agendas for same, take minutes and distribute thereafter.
- Deal with all Club correspondence.
- Responsible for induction of new MC members and arranging appropriate training where necessary.
- Responsible for ensuring the Club Rules, Bye Laws and Policies are kept up to date and Bye Laws and Policies reviewed by the MC every two years
- Provide a written report for each Management Committee meeting.
RESPONSIBILITIES
- Guide the MC in ensuring that all decisions taken are constitutionally valid and/or are in accordance with Club Byelaws.
- To uphold the ethos, integrity, standards and ethics of the Club.
- He/she shall be responsible for the maintenance, safe keeping and availability of all Club records, both hard copy and digital.
- He/she shall record details of all MC and General meeting decisions.
- He/she will ensure access to such detail as required by MC or as requested as points of information by members.
- Update Constitution following any change of rule(s).
- Is responsible for ensuring accurate and sufficient documentation exists to meet legal, licensing and regulatory requirements.
MANAGEMENT COMMITTEE MEETINGS
- Organise agreed MC meetings and issue timely and appropriate notices.
- Following consultation with Chairperson and MC members, issue appropriate meeting agenda.
- Record the minutes of MC meetings and have such minutes agreed at the immediately following meeting.
- Inform MC Meetings of correspondence received.
- Act on and respond to such correspondence as instructed by MC.
- Maintain a record of actionable decisions to assist Chairperson/MC to ensure that unresolved issues are not subsequently inadvertently overlooked.
ANNUAL AND SPECIAL GENERAL MEETINGS
The Honorary Secretary plays a key role in preparation for and conduct of General Meetings. He/she is expected to have a good level of knowledge of all related rules and of General Meeting standing orders. The Honorary Secretary should be present at all such meetings and seated beside the Chairperson to assist in dealing with issues which may arise in relation to the foregoing.
- Advise MC of suitable dates and issue notices as directed by the MC
- Issue Notice of election of officers and Committee, to include eligibility, nomination criteria & applicable closing dates
- Advise Members on procedures and acceptable format for notice of motions.
- Circulate and display previous minutes.
- Arrange for signing in of those present and ensure that only those authorized to do so, vote
- Ensure ballot papers are available for elections and motions
DESIRABLE ATTRIBUTES
- Excellent knowledge of the Club’s Constitution and Bye Laws, and roles and duties of office bearers, subcommittees and staff.
- Be organised
- Approachability
- Problem solving
- Attention to detail
- Ability to delegate as appropriate
- Integrity
- Be able to keep confidential matters confidential
- Experience at Board or Committee level
- Effective communication
- Computer skills
- Be well informed of all Club activities
- Be committed to the Club goals
- Sound judgement
THE CAPTAIN
- The Captain assists the MC with the golfing affairs of the Club.
- Lead Officer for all golfing aspects of the Club for one year, with responsibility to represent the Members and Club, both internally and externally.
- Chairperson of the Golf Committee.
- Promote the amateur game of men’s golf & women’s golf respectively amongst its members.
RESPONSIBILITIES
- Responsible for building and maintaining relationships with all Club Members and ensuring golf is vibrant within the Club.
- To uphold the ethos, integrity, standards and ethics of the Club.
- Ensure the Golf Committee administers golf affairs to the highest standards including the regulations of Golf Ireland, The R & A Rules of Golf, The R&A Rules of Amateur Status and WHS.
- In conjunction, with the Golf Committee, select captains for inter-club, provincial/district & national competitions
- To attend inter Club Matches and functions.
- To attend and host the Club’s principal social functions.
- To ensure that all golfing and social activities are planned and managed in accordance with Club requirements.
- To attend Annual and Extraordinary General Meetings of the Club.
- In conjunction with the Chairperson of MC and the Operations Manager when appropriate, to help resolve confidential or sensitive Club and membership issues.
- Provide MC with Golf Committee monthly reports.
- Assist MC with seeking the views of members and encourage them to discuss the type of Club they would like to see in the future.
- Handle correspondence and disputes as appropriate.
DESIRABLE ATTRIBUTES
- Good golfing knowledge
- Well informed on all Club Activities
- Has a good working knowledge of the Club Constitution & Bye Laws
- Has club management experience on Golf Committee, MC, Sub Committee and/or Team management.
- Good organisation, communication & social skills.
- Dedicated club person.
- Ability to delegate as appropriate to Vice-Captains and other committee members.
ROLE OF THE VICE-CAPTAINS
The Vice-Captains assist, support and deputise for the Captain when necessary.
RESPONSIBILITIES
- Assist the Captain when requested by the Captain.
- To uphold the ethos, integrity, standards and ethics of the Club.
- Perform the duties of the Captain in his/her absence.
- Become familiar with the operations of the Golf Committee and the duties of the Captain.
- Undertake other tasks to reduce the work load of the Captain.
- Look on the role as an “internship”, preparing for the day when they will become the Captain.
DESIRABLE ATTRIBUTES
- Good golfing knowledge
- Well informed on all Club Activities
- Have a good working knowledge of the Club Constitution & Bye Laws
- Good organisers.
- Good communication & social skills.
- Dedicated club persons.
- Ability to work with other committee members.
THE PRESIDENT
The role is ambassadorial in nature. An “elder statesperson” with profound knowledge of the Club and its traditions. He/she is the spokesperson for the club and should work to maintain key relationships within and outside of the club.
RESPONSIBILITIES
- a figure-head of the club and spokesperson.
- Represent the Club in a positive manner
- Provide wise council when necessitated
- Represent the Club at matches or functions in support of the Captains/Vice-Captains
- Ensure the Management Committee maintain the ethos of the club.
DESIRABLE ATTRIBUTES
- Long standing member of the club and good working knowledge/experience of club management structures.
- Well informed on all Club activities & protocols.
- Have a good knowledge of the Club Constitution & Bye Laws.
- Forward thinking and committed to meeting overall goals of the Club.
- Be a good listener and communicator.
- Be a good role model and a positive image for the Club in representing the Club in other forums, local community and in a Public Relations type role.
- Be a competent public speaker.
COURSE OFFICER
- Liaise & work with the Course Manager to
- maintain equipment
- ensure health and safety of course staff
- plan staff development
- Overall responsibility for budgetary control of course expenditure in conjunction with the Course Manager.
- Develop a 5 year plan to improve the course, practice range and putting green
- Develop a Course Policy document, as recommended for all golf courses by the R&A, to establish a clear and consistent approach to course management to fulfil the potential of the course for the benefit of members, their guests and visitors. The document should lay out the vision for the course and provide long-term continuity for management of the course.
- Communicate effectively with MC, Golf Comm, members and staff.
- In conjunction with the Course Manager Monday- Friday and someone else needs to be added for weekends take decisions as to whether the course is playable.
- Liaise with specialists to recommend improvements to the course
- Provide a written report for each Management Committee meeting
DESIRABLE ATTRIBUTES
- A good understanding & experience in project management & management best practices.
- Proficient in forward & business planning.
- An understanding of the technical aspects of course management, machinery & maintenance.
- Be available to provide the necessary commitment to the role for at least 3 years.
MEMBERSHIP AND MARKETING OFFICER
- Responsible for all adult golf income streams
- Put forward strategic proposals to the MC to optimize and increase the golf income streams: Membership, Pay and Play and Societies paying attention to the need to substantially increase female membership.
- Put forward and help implement strategic proposals to improve member experience and in particular for new members
- Develop and implement marketing programmes with buy in from the Golf Committee.
- By accessing the club’s membership systems report to the MC on Membership income, Green Fee and Society income, forward bookings and overdues.
- Ensure that Societies and Green Fee Visitors’ bookings and payments are correctly recorded in the BRS system
- Communicate effectively with MC, Golf Comm, members and staff.
- Review of outstanding subscriptions on monthly basis, ensuring policies relating to collection of outstanding subscriptions are adhered to
- Approve any reduced subscriptions agreed with individual members due to ill health or extenuating circumstances.
- Provide a written report for each Management Committee meeting
PERSON SPECIFICATION
The Membership and Marketing Officer should have a consumer sales/marketing/customer experience background and good IT skills.
DESIRABLE ATTRIBUTES
- Good knowledge of club constitution & existing membership categories/profiles and how these relate to membership development (i.e. recruitment & retention).
- Good local knowledge of the club’s catchment area, competitors, sporting organisations & target markets in terms of marketing and promoting to new/lapsed members.
- Good computer skills – particularly MS Office
- Sales/Marketing/Customer experience background
- Involved in local community/other sporting clubs.
- Strong interpersonal & communication skills.
- Be available to provide the necessary commitment to the role for at least 3 years.
COMMUNICATIONS AND SOCIAL MEDIA OFFICER
- Focus on the co-ordination & delivery of regular and consistent internal and external communications via a Communications Plan.
- Manage club website, email marketing, digital marketing and all social media channels to enhance the membership and visitor experiences including a members’ survey on an annual basis.
- Work closely with Membership and Marketing Officer and Fundraising and Social Events Officer in particular ensure a consistent and positive support structure around marketing, communications and social activities.
- Manage the “Mid Ulster Golfer” blog
- Provide a written report for each Management Committee meeting
DESIRABLE ATTRIBUTES
- Digital Marketing & Social Media experience/background.
- Excellent communications skills & experience working with multiple communication channels.
- Good IT skills including knowledge of WordPress
- Proficient in communication planning.
- Be available to provide the necessary commitment to the role for at least 3 years
FUNDRAISING AND SOCIAL EVENTS OFFICER
An important role, the Fundraising and Social Events Officer will develop the strategy with new and imaginative fundraising activities and then lead implementation.
- Co-ordinate annual calendar of social & non-golf activities in the clubhouse.
- Develop and coordinate web-based fundraising.
DESIRABLE ATTRIBUTES
- Outgoing personality
- Experience in Fundraising
- the ability to build and maintain relationships
- creativity, imagination and an entrepreneurial attitude towards fundraising
- a proactive attitude, drive and enthusiasm to carry out projects to conclusion
- the ability to influence others using excellent communication skills
- the capability to work under pressure and meet deadlines
- the ability to meet financial targets
- good organisational and project management skills
COMPETITION AND HANDICAP CONVENORS
The Men’s and Women’s Competitions Convenors are members of the Golf Committee. They will be required to organise the setting up of the Competitions Committees ensuring that like them the Committee Members have the necessary skills and time available to commit to the responsibilities and accountabilities that the Competitions Committee will have.
- The Competitions Committees are required to manage all Club competitions efficiently.
- Liaise with the Communications and Social Media Officer to ensure that members are informed of results.
- Assist with Prize Presentations.
DESIRABLE ATTRIBUTES
- Good IT skills – you can access the HowDidIDo competitions and handicapping system remotely
- Commitment to get the job done accurately and meeting tight timelines.
JUNIOR ORGANISER
- Responsible for junior golfing and social affairs within the Club with full support of the Club Professional.
- Recommend to the MC the appointment of the Junior Captain
- Promote junior golf programmes/coaching & development amongst its members, potential members & in local community/schools.
- Work closely with the MC, Golf Committee and Club Professional to ensure all legal & regulatory requirements to protect children are in place including club safeguarding policies/procedures, Access NI & designated roles (i.e. club children’s officer & designated liaison person).
DESIRABLE ATTRIBUTES
- Strong interpersonal, organisational and communication skills.
- Passion for growing the game for juniors – both boys and girls.
- Good IT skills required to manage safeguarding
- Have required safeguarding training
- Be available to provide the necessary commitment to the role for at least 3 years.
- Genuine and committed approach to safeguarding of children in a safe and enjoyable environment.
IT OFFICER – not a member of either Management or Golf committees
Assist the Operations Manager develop integrated cloud based systems.
- Ensure that the club complies with data protection legislation.
- Help to provide training to other MC and Golf Comm members to help them use the club’s IT systems.
- Manage the provision and training of business email (bloggs@dungannongolfclub.com) for staff and MC Members.
OPERATIONS MANAGER (Previously Secretary/Manager – Secretarial role now under the role of the Hon Secretary).
ROLE DESCRIPTION
Lead the implementation of the Club vision and strategic plan
- Implement monthly operations plans agreed with the Chairperson
- Directly responsible for membership administration – details as agreed with the Chairperson
- Lead and manage Club staff and operational volunteers
- To delegate operational tasks to committee members in line with role descriptions
- Ensure the Club facilities are maintained to the highest standards
- Set and manage budgets in respect of Club facilities and services
- Provide a written report for each Management Committee meeting
The Operations Manager will normally be in attendance at all Management and Golf Committee meetings.
RESPONSIBILITIES
- He/she reports directly to the Chair and, together, they should agree his monthly objectives, review of previous months objectives, as well as the ways in which the Chair will support him/her.
- Ensure efficient and effective implementation of the Club strategy and annual business plans
- Lead and manage staff/partners/volunteers, providing clear direction and support for them and their areas of work
- Provide timely and accurate reports to the Management Committee against the Club’s annual plan
- Work with the Finance Officer to ensure accurate finance information is available to the Management Committee and sub-committees as required
- Overall responsibility for the fabric of the clubhouse.
PERSON SPECIFICATION
The Operations Manager is the key link between the Management Committee and the day-to-day operations of the Club. He/she must ensure all decisions, activities and investment meet the vision and deliver the strategic goals. In addition, this role is critical in maintaining a welcoming, member-focused experience through the core business areas including the course, bar and events.
ROLE COMPETENCIES
Demonstrates strong business acumen. Has an understanding of the key business drivers that will help create a sustainable club. Is able to use sound commercial principles to further develop the club’s best interests.
Highly developed communication skills. Demonstrates excellent oral and written communication skills. Communicates plans and activities in a manner that gains members’ involvement and confidence.
Good IT Skills. Understands all the IT systems, where necessary getting trained. Works closely with IT Officer to ensure office data protection procedures are GDPR compliant.
Demonstrates honesty and integrity. Instils mutual trust and confidence, creates a culture that fosters high standards of ethics, behaves in a fair and ethical manner toward others, and demonstrates a sense of corporate responsibility.
Customer care. An awareness of the member and visitor experience and how the Club can enhance this to maximise revenue and create a reputation for excellence.
Equality, Diversity and Inclusion. An understanding of the principles of equality, benefits of diversity and developing an inclusive organisation
Innovation and Problem Solving. Generates innovative solutions to diverse situations by trying different and novel ways to deal with problems and opportunities
·Strong planning and organising. Prioritises activities and develops plans to achieve them
Ability to be flexible. Is open to change and new information; adjusts rapidly to new situations warranting attention and resolution.
TRUSTEES
Unincorporated Clubs do not have any legal capability to own land, therefore Trustees are appointed to hold property (Clubhouse & land) in trust and for the benefit of the members of the Club. From the Constitution:
The Property of the Club, both real and personal shall be vested in not less than three but not more than six Trustees, who shall be appointed at an Annual General Meeting of the Club. A General Meeting shall have the power to remove any Trustees, and all vacancies occurring by removal, resignation or death, shall be filled up at the same or next General Meeting.
In 2017 following the CGI report Trustees are no longer automatically on Council. The Trust Deed does not confer any additional powers on the Trustees. In connection with their role as Trustees they are not part of the management of the club unless they are elected to a role.
Thank you for publishing this document for others to see.
It is well constructed and shows a way forward.
Congratulations
Many thanks Michael.
I do not believe all adults should be allowed to vote because it is wholly unfair to those of us who pay full membership and for those paying less including five day members to determine the future of the club.
If they want to have the same rights then they should pay the same.
Thanks for your comments Ivan.
Golf Ireland recommend that the benefits entitling all golf members to vote include:
• Increases the opportunity for young people to vote. Members who are 18 can vote in local, National and European elections and therefore understand democracy. The earlier we can engage them in our club voting systems the better chance there is of promoting and sustaining a long-term interest in decisions being made in the club which in turn is likely to increase their commitment to the club
• Generates a greater interest in the club across the wider membership
• Encourages diverse views
• More consistency with other sporting bodies who typically have the rule of one member: one vote for all adult memberships.
Any changes to categories of members being allowed to vote need to be approved by members.
All good
Thanks Seamus.
The one club system which amalgamates Men’s and Women’s Golf into one is relatively new and does not exist in any club in Ireland at present. Why did you not take the members views on whether they would prefer to keep the men’s branch and the ladies branch separate with the men’s and ladies retaining their own Captain etc.
Sean
The “One Club Model” could not be implemented in Ireland when men’s golf and women’s golf were governed by separate bodies, the GUI and ILGU respectively. Since a single body for men’s and women’s golf, Golf Ireland, was established earlier this year, clubs in Ireland including Dungannon have been considering this structure which has been recommended by Golf Ireland.
Dungannon Golf Club has never had a “Men’s Captain”. Whilst there is a Lady Captain, the Captain (who has been male since the Club’s inception) is not the Men’s Captain, but the Club Captain. This means that the Captain and Lady Captain are not equal. The establishment of one Captain and two Vice-Captains, one male and one female, should address this inequality, as the Captain may be of either gender. The Ladies’ Committee has agreed that the office of Lady Captain will cease at the end of the 2022 season and it is the intention that there will be a woman as Club Captain every three years.
The Strategy Committee, which has a 50/50 gender balance, supported this proposal unanimously. The Ladies Committee and Council agreed with the proposal, which includes your suggestion of having a male and female Vice-Captain.
In the Governance Questionnaire 79% of members agreed to there being only one Captain each year and two vice captains, commencing in 2023. Both male and female members had a similar level of agreement.
Dungannon GC was one of the first clubs in Ireland to have a woman as President, has a much younger age profile than most golf clubs with an average age of 48 and has nominated a woman as Captain for 2022. It is a modern, progressive club – reasons why it won the NI Best Golf Club Award in 2019.
Ivan
Congratulations to the Strategy Committee and thank you for your hard work in bringing this together. These governance proposals are excellent and I hope (and pray) when they are implemented next year (and beyond) the results will be excellent too.
Thanks for your kind words Lorna.
A big thank you to The Strategy Committee for all their hard work in producing such a comprehensive document.
Thanks Maurice
Is there a course development plan? If so this should be made available for members to see at the beginning of the year. Many of the jobs that happen throughout the year members do not know about.
An action plan at the beginning of the year should be set out in detail. The course is still the most important part of the club and it needs development and improvement every year.
Joe
The Management Committee will formulate plans around course improvements over several years covering tees, bunkers, drainage, practice ground etc., knowing that they will be implemented due to the continuity of business leadership of the club. This will be part of a multi year Strategic Plan which will provide direction for an annual plan and budget in Spring 2022.
The existing 5 Year Course Plan can be viewed at https://dungannongolfclub.com/5-year-course-plan/
It is very refreshing to see our Golf Club taking a lead role and being proactive in adopting the necessary processes to ensure our club can strive onwards and upwards well into the future. The times are changing there is no doubt and moving with these times is imperative.
It’s likely that most other clubs will be reactive and then play the chasing game!
It’s extremely important within any business (and our club should be no different) that it has the streamlined capability to adapt and implement improvements in all areas when necessary to allow us to keep moving forward. Even more importantly though is that any decisions made can be agreed and implemented as quickly as possible to ensure the benefits are gained as soon as possible and with less red tape the better!
In my opinion there is no doubt that these proposed changes will allow this to happen and all members will benefit greatly in turn.
A very big well done to Alison, Dympna, Noel, Rodney, Lorraine and Ivan on a super piece on work done in your own time for the benefit of our club and all members. Great job guys!
Thanks for your support Ian. Its been hard work. Hopefully members will see the benefit.
In regard to the course development is there agreement in regard to the course development at committee level and also is there a consensus of how course finances are spent over the past 3 years for the development of the course at committee and club level.
As mentioned in earlier posts surely members should have a say in regard to future course developments.
Well done Ivan and team lots of postive actions being implemented from a governance perspective.
While the governance of the club is important and no doubt in safe hands. To reiterate Joe Timlins, point above, the golf course and its general condition are the most important aspect to vast majority of members.
More transparency on works planned and resources available in maintaing the course for the coming year and beyond would be very beneficial to help set expectations.
Fair play to the committee for putting the work in to get to this stage.
As I’m not someone who is ‘in the know’ a lot as I don’t get playing as much as I would like I’d be interested in two things:
1) As Joe mentioned above, is there a development plan that is followed tightly that members can see or does it depend on what is needed most at the time?
2) Should members get a day on actions that take place at given times or is it purely committee led?
It also looked bad that a comment was initially answered by ‘rmeitel’ (not sure who this is as not familiar with name sorry) before being copied and pasted by Ivan.
Aaron and Niall
The report is to improve governance.
It is only recently that the club is in a sufficiently strong financial situation to contemplate a Course Development Plan.
The proposals include in Role and Responsibilities of the Management Committee –
“Establish the vision, values and long-term strategy for the Club (this would usually be for a 3- to-5-year period)
“Draft an operational plan for the next 12 months and present to the members at the AGM”.
Development of the course – the club’s most important asset – and golf income development – as the bulk of the income – are key to both plans.
Ivan.
I have spent sometime reading this proposed document and my initial reaction is that it is much to long, excessive detail and as a club we do not need to be rushing to make such major changes.
I feel members have not had an opportunity to discuss the suggested changes and now that Covid restrictions have been eased we should have an EGM. Only paid up members should attend and social members should have no say in the running of the club.
My understanding is that few clubs in Ireland, North or South have implemented major changes, one that I know of have had a lot of resistance within the club.
I do not thing there is a need for IT or HR officers, we have enough expert knowledge within our club members who can advise council if required.
Current HR practice is there is no longer a requirement for a HR handbook, most companies provide all the information on their websites’
We now have full membership within the club so we don’t need to make changes as what we are currently doing appears to be working.
In spite of Covid Dungannon G.C is in a sound financial position and Lewis Gribbin has played a key role in good times and bad on keeping the finances under control.
Trustees have always played keys roles in the club over the years and have always been very supportive of council. I do feel that all trustees should however be paid up members of the club otherwise they should have no say in the day to day running or future direction of the club.
In summary GI would admit that few club are moving forward with these changes and the captain of a N.I club would say they are having all sorts of issues in trying to implement change and his advise would be to move slowly with change and get All members on board.
Thanks for your comments, Pat. And for pointing out that the HR Handbook can be provided online.
The level of detail is because The Strategy Committee wanted to be transparent.
It is only because of the amalgamation of the GUI and ILGU into Golf Ireland at the start of the year that a single golf committee for men and women is now possible.
In Northern Ireland, 33 clubs are now part of Golf Ireland’s One Club pilot project and there are other clubs that are changing without Golf Ireland involvement.
UPDATE
Peter Greene, Director of Golf Ireland and Chair of the Governance Committee has now provided me with more information
there is significant movement on the one club governance model. When GI asked for pilot clubs recently they were oversubscribed and there are 33 in the pilot against a target of 25. The take up is across the whole of Ireland, not just one province. Golf Ireland is focusing on those clubs who are interested in moving and helping them rather than trying to force clubs who are not ready to move.
I believe the following Ulster clubs are in the pilot
Banbridge
Shandon
City of Derry
Newtownstewart
Lurgan
Knock
Scrabo
Dunmurry
Carnalea
I also know Malone have an EGM imminently regarding a change to their structure and places like Belvoir, Holywood, Royal Belfast have already implemented it
The overall interest is very significant and there are various webinars and programmes being run by Golf Ireland. I believe 100+ clubs have signed the women in golf charter and this represents the approximate number who are directly in contact with Golf Ireland working actively to change/improve their governance structures at the moment (out of approx 380 total) Many clubs have already completed the changes.
This is a significant piece of work and the adoption of the recommendations it proposes would have sweeping and substantial implications for the management of Dungannon Golf Club and consequently on the quality of the course. Given its importance to the general membership, I consider that we are entitled to a full and detailed analysis of its likely impacts. Furthermore, the members are entitled to have sufficient time to consider the merits and deliberate over any drawbacks that may result as a consequence of these proposals.
I respectfully request opportunity for a wholesome debate on the necessity of the proposed changes and an explanation to the general membership for the urgency about their implementation.
Peter
Thanks for your comments.
Please scroll down and see my response to Austin Kennedy.
Ivan
I’d like to add clarity to joe timlins comments .
Firstly when I was elected as course convenor ally brown and myself put together a 5 year plan to improve our course.
After completing various improvements we updated our plans for the course which was passed by council.
We have improved our course in many areas which is still ongoing.
We have kept well within budget while undertaking these improvements.
How about new faces with new ideas?
Would it be an idea to ask members for their views to what areas of the course they would like to see developed or improved as we can see a lot of members see the course development as one of their main concerns so developing a course development plan that would be approved by the members and then to look at the potential costs of such developments and how we would potentially fund this.This would give transparency for the members in terms of course development.
Paul. Good idea. We could consider setting up an online questionnaire to help Council/Management Committee to prioritise the works prior to the full proposal including costs and funding being presented to the AGM.
Sammy Wilson trustee
I do not agree that a trustee has no active role in running of the club .God forbid if we got into financial difficulty who would have to answer ,The Trustees. I think Trustees play an important role and should at least one Trustee attend council meetings .
Thanks, Sammy. At an EGM in November 2017 Trustees ceased to be members of Council. There is nothing in the Rules to stop a Trustee standing for Office.
1) A huge amount of work has been undertaken by the S/C which they should be commended for.
2) Is the present ‘feedback request’ superfluous? Is there any real point in providing feedback when Council has already pre-determined that the S/C proposals will be proposed to an EGM.? Would it not have been better to have the S/C proposals circulated to members first (asking for feedback) and any amendments made to the proposals in view of the feedback settled by the S/C.? These could then have been forwarded to Council, voted on and then forwarded to members in advance of an EGM.
3) The document is very long and complex and required to be explained to members. Given the major changes to the constitution of DGC for generations to come it was necessary to establish a forum/ fora (before any EGM) where the relevant OFFICERS of the club could explain in detail the changes to be made, the reasons for them , and the ramifications thereof. It is simply not acceptable to forward it to members for their perusal without any further input from Council before an EGM.
4) Is it feasible for an operations manager along with his/her extant duties to additionally undertake the roles of House/Bar/Restaurant/Shop ‘Convenors’?
5) The role of trustees is relegated to a quasi ceremonial role. Trustees play a very important legal and supervisory role in any club and to essentially eradicate their functions is a regressive step. What will their future role be?
6) Why change the name of Membership Development Officer? Would it not be better to have a Communications, Marketing and Social Media Officer and leave the role of MDO as it is?
7) Has an impact assessment been carried out in relation to how any changes would impact on the obligations of the club under the Disability Discrimination NI Order 2006?
8) Can it be assumed that the timelines for implementing the proposals and the procedure for so doing are in line with Golf Ireland’s advices, protocols and guidance?
9) There is an underlying impression ( incorrect or otherwise) that the current proposals are being ‘rushed through ‘ without proper scrutiny before any EGM. This would be a mistake given the major changes suggested and their implications for the future development of the club.
Thanks for your comments, Austin. I have responded to each point below.
1. A huge amount of work has been undertaken by the S/C which they should be commended for.
Thank you for appreciating the work done by the committee.
2. Is the present ‘feedback request’ superfluous? Is there any real point in providing feedback when Council has already pre-determined that the S/C proposals will be proposed to an EGM.? Would it not have been better to have the S/C proposals circulated to members first (asking for feedback) and any amendments made to the proposals in view of the feedback settled by the S/C.? These could then have been forwarded to Council, voted on and then forwarded to members in advance of an EGM.
When the forum closes on 9th October the committee will consider the feedback from this page, along with the previous feedback from the Online Governance Questionnaire, and recommend to Council changes to the Draft Proposals.
The key takeaway from feedback on this page so far is that members want to have more input in the prioritisation, planning and funding of course improvements.
The primary proposals were first put forward in 2017 by CGI (now part of Golf Ireland)
• A Chairman to lead a Management Committee
• Replace Council with Management and Golf Committees
• Role Descriptions/Terms of Reference for Committees
These were discussed at a poorly attended Members’ Forum in 2019.
Council has committed the club to gender-balanced organisation by signing up to the Women in Golf Charter earlier this year.
The Nine Principles of Good Governance was adopted by Council and notified to members in July.
The additional proposals have been added following the publication of the Golf Ireland Strategy Guide – see https://dungannongolfclub.com/members/information/ at the end of last year. Positive feedback was given by 370 members in the Governance Questionnaire.
• One Captain and one Golf Committee – which could only be considered with the formation of one golf body – Golf Ireland
• The Nominations Committee to help to identify the most suitable candidates for roles to put forward to the members for election
• Code of Conduct – this was adopted by Council in July
• Conducting a Management Committee effectiveness self-review.
• Allowing all adult golf members to vote
• The Strategy Committee felt that in keeping with the desire by members that the club be run in a business-like way that the minimum number of committees suggested by Golf Ireland should be recommended. Establishment of further committees, however, is up to the Management Committee.
3) The document is very long and complex and required to be explained to members. Given the major changes to the constitution of DGC for generations to come it was necessary to establish a forum/ fora (before any EGM) where the relevant OFFICERS of the club could explain in detail the changes to be made, the reasons for them , and the ramifications thereof. It is simply not acceptable to forward it to members for their perusal without any further input from Council before an EGM.
The document was long to provide full information (requested by one member) and to be transparent. The decisions required at an EGM can be explained at the EGM.
4)Is it feasible for an operations manager along with his/her extant duties to additionally undertake the roles of House/Bar/Restaurant/Shop ‘Convenors’?
Having clear Role Descriptions and integrating the multiple IT systems, as recommended in the 2017 CGI report, will help the Operations Manager to fulfil the role. The Bar Manager plays a very significant role.
5) The role of trustees is relegated to a quasi ceremonial role. Trustees play a very important legal and supervisory role in any club and to essentially eradicate their functions is a regressive step. What will their future role be?
Clarification of the role of the Trustees is taken from the Constitution. They relinquished their automatic inclusion on Council; however they can put themselves forward for any Council role.
6) Why change the name of Membership Development Officer? Would it not be better to have a Communications, Marketing and Social Media Officer and leave the role of MDO as it is?
The Name of the Membership Development Officer was changed to Membership and Marketing Officer to better reflect the responsibility for golf income – membership, societies and green fees. Communications and social media go well together in one role. The revisions are in line with latest guidance given by Golf Ireland.
7) Has an impact assessment been carried out in relation to how any changes would impact on the obligations of the club under the Disability Discrimination NI Order 2006?
An impact assessment under Disability Discrimination law has not been made. I will get this checked out. Neither solicitor on the Council has highlighted this as an issue.
8) Can it be assumed that the timelines for implementing the proposals and the procedure for so doing are in line with Golf Ireland’s advices, protocols and guidance?
Golf Ireland highlights the need to engage with as many members as possible and we have done so. The timeline is consistent with the 2017 CGI Report.
9) There is an underlying impression ( incorrect or otherwise) that the current proposals are being ‘rushed through ‘ without proper scrutiny before any EGM. This would be a mistake given the major changes suggested and their implications for the future development of the club.
As explained, many of the changes have been underway since 2017 and have been discussed by Council over the years at great length. Covid-19 restrictions have prevented us from holding a Members’ Forum and that is why we are seeking members‘ comments online. We have engaged with a far greater number of members than ever before. We would like to see the new arrangements in place from the AGM in January 2022 so that members start to benefit.
The new structure will facilitate long term planning and budgeting therefore allowing consistent improvement in the course and golf club facilities.
The members of the Strategy Committee should be applauded for their time and hard work in preparing these proposals. The proposals as set out should see Dungannon Golf Club develop and improve as we move forward. The proposals are inclusive, and so change for the better is always welcome.
Thanks, Pat
Ivan and team…well done!
This is a well put together document as it shows full transparency as to the proposals that need to be implemented in order to bring the club fully up to date this Century. In my opinion this will avoid stale decision making and long winded talking shops of decision making, of what needs to be done both in the management of business matters within the club and on future course development.
It is excellent that all the members will benefit from these streamline proposals through prior knowledge of a what, when and where approach. What is happening, when things are taking place and where each and every member can be included in the future direction of the club.
It is also great that the new structure proposed will provide a clear point of contact for any member who has any issue that they feel needs to be brought to the attention of the management committee for the benefit of fellow members without any conflict of interest. Also implementing the new job roles and a term of office for committee members allows for fresh creative ideas and thinking when newer members take up the various roles.
As other members continue to highlight, the course and its surroundings is why we are all members of such a great club and as Gerry Colton has commented earlier “How about new faces with new ideas”. If and hopefully when, the club has the sense to implement the new strategy proposal, I would like to see a questionnaire go out to each member asking for their ideas and what they would like to see implemented for the benefit of us all.
I noted from comments and replies that there was a 5 year work improvement plan created by the Course Convenor, is this available for all members to view?
In the interests of attracting new enthusiastic young blood it might be an idea to further encourage a variety of young members to apply for the post of club chairman. As it stands it seems that this post is already filled. When does/did the proposal/nominations for new club chairman expire, has it already been filled and if so when did this take place?
Would it be an idea to help attract younger members on to the committee by possibly allowing them shadow current members in their roles?
It will be great to see Dungannon Golf Club push forward and progress in the future for the benefit of all of its members. Onwards and upwards.
Best Regards
George Eldon. Thank you.
Our committee is very aware that there is a dearth of younger men putting themselves forward for office. The draft proposals will streamline decision making – which should encourage younger men to come forward to the running of the club. If you feel you could help contact me on 07599 414 630.
The current 5 year Plan for the course is at https://dungannongolfclub.com/5-year-course-plan/
Applications for the role of Chairman will not close until November 30 and then the Nominations Panel will put forward their recommended candidate, that Council will consider.
This will not prevent another member from being proposed as an alternative candidate for election at the AGM.
We need to improve the induction process for new members of the Management Committee. Sometimes shadowing will be appropriate. The responsibility for induction is in the role description for the Hon Secretary.
DGC needs to progress; to update & improve all aspects of our course & club. The course is most important to members, followed by the bar/restaurant with how the Club is managed a distant third.
For too long we have not had any concrete plans or strategy in place on how we will improve DGC. Each year a new Captain joins Council, has the best intentions of DGC at heart, but often is disillusioned by mid year. Ask them if you don’t believe me.
We need continuity to plan & if lots of other clubs throughout GB&I have adopted a management & golf committee, successfully, then surely DGC needs to move on. Golf Ireland recommend this strategy. We have always been a progressive Club.
I also think we need to be flexible. As we speak I’m not sure we need an IT or a HR officer. We need access to that expertise, & MC should be able to appoint at their discretion.
Lastly, to attract younger members to join a MC/Council we need to become more professional in our approach & management. This is what they expect & are used to. Currently our approach is too short term.
The document/plan is not perfect. As it is rolled out (subject to approval) I’ve no doubt changes will need to take place. What I do feel is this is the way forward for golf clubs & DGC should adopt these proposals.
Thanks Noel
Well done Ivan and all involved putting together this plan. Well researched and thought out. Clearly points out a positive direction for Dungannon Golf Club.
Kind Regards
Gerry Cullen
Many thanks Gerry.
1. This document proposes significant changes and I would be worried that the majority of members may not have read in detail. Lack of response on this from the members should not imply agreement or approval. An open forum to discuss, understand and vote would be preferred to website commentary. Covid restrictions are expected to be lifted over the next few weeks, which should hopefully allow a more involved members forum.
2. Course maintenance and improvement is key. There have been welcome improvements recently and would be keen to ensure that members get advance notice, and the opportunity to have their say, on any changes that these proposals would cause in course management plans or spending.
Donal. Thanks for your views.
We have provided more detail than any other club in Northern Ireland to show members that our committee have thought things through to make the club more inclusive and more business-like.
The engagement on this online forum is much greater than what happed at the last members forum in 2019.
No doubt minor tweaks to the constitution will be required if the proposals are passed. That happens most years.
Most members understand that smaller committees get more done in less time.
Regardless of the COVID regulations, there are many members, including some on the Council, who would not wish to attend a Members Forum just now. For the same reasons Council on Monday decided to postpone clubhouse entertainments to the new year.
From speaking to a lot of members they tell me that the course is the number one priority. They can see why having a smaller Management Committee led by a Chairman in position for at least 3 years will help it to draw up, implement and fund long term plans, particularly those concerning the course. It is not a new concept – it is widely used. They understand the club needs to move forward.
It is in members’ best interest to get the proposals approved at an EGM in November and let the Management Committee get on with long term planning and budgeting therefore allowing consistent improvement in the course and golf club facilities.
Ivan
Well done to ivan for addressing these issues looks like a lot of hard work has been into it. Looking forward to seeing the changes. Have to praise the restaurant the food is outstanding since Prince has taking over.
Thanks Damien
I want to congratulate the Strategy Committee in compiling the Draft Governance Proposal.
I have reviewed DGC progress over the last 10 years
The reduction in the overdraft the standard of the course and the increase in new members is credit to all involved
Management Committee
I would suggest the following changes be made to the Management Committee structure.
Membership and Development should be a standalone function of the Management Committee justified by the increase in membership and income over the last number of years.
Golf Ireland Governance Guide recommends Membership and Development to be a function in the Management Committee
Events and Fundraising.
This function is Key to generating increased income for DGC and at the same time encouraging members to be part of the club.
It should be a function of the Management Committee
Golf Committee
Marketing, Communications and social Media should be a function of the Golf Committee. This will allow for the interaction with the Golf committee to help raise the DGC profile and image.
Many thanks for your comments Harry.
Our committee felt that “Membership and Marketing” best reflected the role which is to maximise the income from golf (members, societies and green fee payers). It is widely used. There is a big difference in the income generated from visitors (about£27/round) to that generated from members (about£10/round). Getting the best mix of pricing, tee time utilisation and volume to maximise golf income (membership, societies and green fee payers). In 2011 the golf income was £333k. In 2020 it was £327K.
Events and Fundraising. The golf committee brings together men’s, women’s and junior golf under the leadership of The Captain. We feel that Golf and Social events are intertwined with the playing of golf and provide the best platform to maximise Fund Raising.
We went for the proposed split of responsibility because we feel that the time commitment to handle Communications, Social Media AND Marketing is too onerous for a volunteer role to manage without the cost of staff support. Thanks to Alison we have a domain authority, Facebook, Google presence and Blog ratings better than any other club within 25 miles.
Rather than suggesting the Governance Officer to be co-opted by the Management Committee it perhaps would be better to leave role up to the elected Management Committee. Experience has shown that a maximum of 8 on the Management Committee works best for most clubs and gives flexibility re gender balancing.
Hi Ivan thank you for your response to my comments Re Draft Governance Proposals
I have a small query regarding the 5 year plan in relation to course improvements.
Is there any indication or sign off when these improvements have taken place, dates when they took place or are they largely still outstanding?
It would be good for members to know what point we are currently with regard to the 5 year course development/improvement plan.
George
The course plan itself is outside the scope of the forum.
All comments will be reviewed and considered.
Ivan
This is a huge piece of work that could ultimately change the face of Dungannon Golf Club for years to come so it is strategically important for members to have sufficient time to properly debate all the issues. Is this a ‘take it or leave it’ document or can members decide which areas could be adapted for the benefit of Dungannon Golf Club?
Page 1: Ivan Kerr listed on Office Bearers as Strategic and Business Development Convenor but has signed paper as Strategy and Governance Convenor. Do these titles refer to the Strategy Committee? Could this be clarified?
Page 2: Point 1; No Membership Development Officer on the current list of office bearers.
No General Manager on the current list.
Co-opting of Strategy and Governance Convenor to Management Committee for first year due to extent of governance change – but that role doesn’t actually exist! See first point above. Business Development is not the same as governance.
Page 4: Code of Conduct and Conflict of Interest policy – states that;
1:1
3rd – “must not be guided by any outside influences of whatever kind.”
4th; “must not make any representation or use correspondence in the name of the club to any external party.”
Regarding Niall Morgan’s letter, who is seeing these letters and who is replying to them?
7: IT Officer – is not a member of the Management Committee – Page 27: IT Officer is not a member of either Management or Golf Committees –if the IT Officer is not a member of either committee are they a member of the golf club? If not, surely this is a breach of the Code of Conduct.
Page 5: Smaller numbers on Council may lead to quicker, but not necessarily more effective and beneficial to club, decision making. A wider range of knowledge and experience can be very beneficial. (Edenmore may have 3 directors but at the end of their annual report in 2019 they listed the names of 16 committee members – small is not necessarily better.)
Page 6: Sub committees can offer a range of viewpoints and expertise at an earlier stage and guide more accurate and democratic decision making.
Page 7: It is flawed logic to say meetings will be more effective with smaller committee – they may be quicker with speedier decisions, but more knowledge and expertise can equate to more effective decision making and it’s definitely flawed logic to say more effective meetings will attract the best business people! What the committee needs is members who have the best interests of the club at heart, not people who won’t participate unless meetings are quick and easy.
Chairperson is in role for 3 years to provide strategic continuity – would this continuity not be desirable for the committee also?
Page 8: Again, why such a focus on quick decision making – why not effective decision making?
Noel. Thanks for going through the document so carefully.
Ivan Kerr listed on Office Bearers as Strategic and Business Development Convenor but has signed paper as Strategy and Governance Convenor. Do these titles refer to the Strategy Committee? Could this be clarified? Noel – it is confusing. These titles refer to the Strategy Committee.
These are draft proposals. We will be reviewing all feedback. From a preliminary review, we feel that it might be best, providing the proposals are accepted, to allow the Management Committee to appoint an additional officer, based on skillsets required for the Management Committee, thereby making a total of 8 officers – Chair, Club Captain, Hon Sec, Financial Officer, Course Officer, Membership and Marketing Officer, Communications and Social Media Officer and one to be appointed by the Management Committee. The Operations Manager will be “in attendance”.
I will ask Council, who have agreed the Code of Conduct and Conflict of Interest policy to have a look at the points you raised.
Robert Eitel is the main person looking after the website along with Alison. I have tried to provide replies to all queries. We wanted to ensure that replies should be adjacent to the member’s comment. This cannot be done without going into the WordPress site so Robert has posted my replies. In reply to Niall Morgan, Robert incorrectly used his username rather than my name. This was quickly changed.
Re your comments on Pages 5,7,and 8.
At Edenmore their board has three directors – this is the equivalent of the Management Committee for clubs that are set up as a company.
Members putting themselves forward for office have the best interests of the club at heart. We want to ensure that the Management Committee has the right skill set.
We will take on board your comments that “effective” may be more appropriate than “quick”.
Term in Office. We have considered Golf Ireland’s recommendations. We felt that adhering to a maximum term in office as recommended by Golf Ireland was not right for Dungannon. We will review again and may come up with revised proposals for the AGM.
Ivan
Thanks to everyone that has taken the time to read the Draft Proposal and also comment.
As the deadline has now passed no further comments will be added.