Governance

 

Draft 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. 

Members

  • Chairperson
  • Hon Secretary
  • Financial Officer
  • Club Captain
  • Course Officer
  • Membership and Marketing Officer
  • Communications and Social Media Officer
  • Operations Manager in attendance

 

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;
  • Set out the Club bye-laws which govern the rules relating to the use of the course
  • 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 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
  • Have a good knowledge of the Club’s Constitution and
  • 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
  • Ability to express orally and in writing, ideas and information in ways that are appropriate, accurate and
  • Have good interpersonal, leadership and influencing skills and the ability to contribute effectively to the Committee and to stakeholders at all
  • Ability to exercise independent judgement within a teamwork
  • 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

Draft Terms of Reference - Golf Committee

The Golf Committee is responsible for organising golf, including competitions, handicaps and matches; and 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 Womens Committee Convenor)
  • Men’s Competition Convenor
  • Women’s Competition Convenor
  • Junior Organiser
  • Fundraising and Social Events Officer
  • Operations Manager in attendance 

Role and Responsibilities 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 Mens’ Competition and Handicaps subcommittee
  • Oversee the work of the Womens subcommittee which has responsibility for matches, competitions, handicaps, Get into Golf for Women and nominating a women as Vice Captain. The Womens Committee convenor will be 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. 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
  • Have good interpersonal, leadership and influencing skills and the ability to contribute effectively to the Committee and to stakeholders at all
  • Ability to exercise independent judgement within a
  • 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

Standing Orders for General Meetings

Standing Orders for General Meetings

1.  All Members speaking on a motion should be succinct, but no specific time limitation is to be imposed, all decisions thereon being left to the discretion of the Chair.

2.  The decision of the Chair on any point of order shall be final.

3.  No Member shall be permitted – except with the express permission of the Chair – to speak more than once on the same proposition, except: (i) the proposer, who shall have the right of a brief reply; or (ii) on a point of order or information.

4.  Any discussion may be closed by a proposal ‘that the question be now put’ being moved, seconded and carried, such a proposal being put to the meeting without debate.

5.  Voting shall take place according to Club Rules. In the event of a poll, tellers shall be appointed by the chair.

Golf Ireland's 9 Governance Principles

  • Golf Ireland’s 9 Governance Principles – adopted by Council on 5 July 2021
    • Principle 1: Good Governance. Govern your club well by adopting a robust constitution and set of policies to enable adherence to standards, best practice and legislation.
    • Principle 2: Controls. Ensure appropriate internal financial and management controls are in place.
    • Principle 3: Accountability & Transparency. Be open about the process of decision making, ensure elections are democratic and account to membership regularly.
    • Principle 4: Gender Equality. Take positive action to increase and encourage the number of women and girls playing, leading and working at the club.
    • Principle 5: Safeguarding. Adopt and implement the Code of Ethics and Good Practice for Children’s Sport and Golf Ireland’s Safeguarding Policy.
    • Principle 6: Inclusivity. Develop an inclusive environment and welcome diversity at all levels of the game.
    • Principle 7: Compliance. Comply with The R&A Rules of Golf and Amateur Status, the affiliation rules of Golf Ireland and the Rules of Handicapping.
    • Principle 8: Engagement. Commit to active involvement and communication with volunteers and stakeholders
    • Principle 9: Integrity. Be honest, fair and impartial. Acknowledge and manage conflicts of interest and loyalties appropriately.

Women in Golf Charter

Code of Conduct and Conflict of Interest Policy

The objectives of the Code are to:
• Establish a set of ethical principles and appropriate behaviours
• Promote and maintain confidence and trust
• Prevent the development or acceptance of unethical practices

1.1 Business Conduct
The Club is committed to act ethically and honestly at all times. To this end Management Committee* members:
Should use their reasonable endeavours to participate in all meetings.In particular, they will:

• Be objective, honest and open in all their dealings
• Exercise leadership, enterprise and judgement in directing the Club and act in the best interests of the Club as a whole
• Must not be guided by any outside influences of whatever kind, including political, commercial or stakeholder influences, or by personal interests.
• Must not make any representations or issue correspondence in the name of the Club to any external party (including the media).
• Should not use the Club’s resources or time for personal gain or for the benefit of persons or organisations unconnected with the Club or its activities
• Must not give or receive corporate gifts, hospitality, preferential treatment or other benefits that might affect, or could reasonably appear to affect, their ability to make independent judgements on transactions involving the Club. Where a benefit has been received in the course of their own business the details should be declared to the Chairperson
• Will at all times reject any improper or inappropriate practices
• Will behave with courtesy and respect towards the Chairperson and fellow members of the Club
• Will not engage in conduct which in the reasonable opinion of the Management Committee would bring the Club into disrepute
• Will comply with all provisions in the Constitution

1.2 Conflicts of Interest
Management Committee* members will take all necessary steps to avoid conflicts of interest, professional or personal, and will not be involved in taking a decision on a matter where a conflict of interest could arise. In particular, they:

• Must disclose any outside interests in conflict or in potential conflict with the business of the Club.
• Should absent themselves when the Management Committee* is deliberating or deciding on matters in which they or a person or body connected with them has an interest
• Should, in cases where they receive documents relating to their interests or of those connected with them, return these to the Chairperson
• Should a matter relating to the interests of the Chairperson arise, he/she should depute another member to Chairperson the meeting and should absent himself/herself when deliberating or deciding on a matter in which he/she (the Chairperson), or a person or body connected with him/her, has an interest.

1.3 Confidentiality
Management Committee* members will respect the fact that they may have access to and have a right to access to certain information, including confidential information, only by virtue of their being members of the Management Committee*. Where members become aware of such information, they will maintain confidentiality in relation to all such information or business transactions except when otherwise authorised by the parties involved, or if required by law.

1.4 Loyalty
Management Committee* members acknowledge the responsibility to be loyal to the Club and fully committed to all its activities. Management Committee members shall:
• Not engage in or support any activity or any organisation directly conflict with those of the Club.
• Abide by collective decisions of the Management Committee and not publicly adopt, promote or engage in a position which in the reasonable opinion of the Management Committee* does not reflect the position, view or approach adopted. Notwithstanding, it is accepted that individuals may have opinions on particular matters that differ from the collective opinion of the Committee/Board and they are entitled to have their contrary opinions recorded at meetings
• Not undermine the goals and objectives of the Club
• Not publicly criticising fellow Management Committee* members or staff
• Defend and protect the good name of the Club

1.5 Fairness
Management Committee* members will ensure that all of their dealings are underpinned by a conscious commitment to fairness in all dealings with members, stakeholders and employees. They will ensure that everyone is valued and treated equally irrespective of gender, marital status, sex, race, colour, creed, membership of traveller community, sexual orientation, political preferences, age or disablement or other status protected under legislation.

1.6 Legal & Regulatory Compliance
Management Committee* members will ensure they comply with all laws and regulations relevant to running the Club and when they become aware of non-compliance with any legal obligation, they should immediately bring this to the attention of the Chairperson.

*or The Council until the Management Committee is established.

Members of Council:

To record your agreement to comply with The Code of Conduct and Conflict of Interests Policy please scroll down.