governance guide

GovernanceGUIDE

Golf Ireland – Governance Guide 1

G O L F I R E L A N D G O V E R N A N C E G U I D E

GovernanceGUIDE

2 Golf Ireland – Governance Guide

CONTENTSDefinitions 6

Introduction to Governance 9

Good Governance 10Why is Good Governance important for Clubs? 10What happens when good governance is not observed? 10How can this guide assist your club? 11

Hole One: Getting started - Management Committee actions 13Adopt Golf Ireland’s 9 Governance Principles 14Governance Subcommittee 15Affiliation to Golf Ireland 17Golf Ireland General Meetings 17

Hole Two: Structure of the Club 19Legal Structure 20Club Constitution 21Incorporated 21Unincorporated 21

Organisational Structure 22Level 1: Strategy, Governance and Decision Making 22Level 2: Operations 23Level 3: Subcommittees 23

Proprietary Clubs 24

Hole Three: Structure of the Management Committee 27 and Subcommittees Management Committee Size 28Management Committee Positions 29Gender Balance Requirements 30Terms of Reference 30Terms of Office 31Subcommittees 32Working Groups 33

Hole Four: The One Club Model Framework 35The One Club Model Framework 36

Hole Five: Inclusivity 43Governance and Equality 36The Women in Golf Charter 44Gender Balance 44


Hole Six: Recruiting Club Volunteers 47Skill Set 48Nominations Subcommittee 50Elections 50Management Committee Effectiveness Review 51

Hole Seven: Club Policies & Processes 53Club Plan (T) 54

Risk Assessment and Register (T) 56Financial Reporting (T) 56

Insurance 56Code of Conduct 57Matters Reserved for the Management Committee 57Data Protection Policy/GDPR 57Financial Controls Policy 58Employment Handbook 58Business Continuity Policy 58Equality Policy 58Bullying, Harassment and Victimisation Policy 59Health and Safety Policy 59Volunteer Policy 59Social Media Policy 59Communications Policy 60Internet and Email Policy 60Gifts Policy 60Safeguarding/Child Welfare Policy 60Whistleblowing Policy 61Disciplinary and Grievance Policy 61Lobbying Policy 61Induction Policy 61Inclusion/Disability Policy 61

Hole Eight: Running Effective Meetings 63Role of the Chair 64Meeting Schedule 64Agenda 64Any Other Business 65Notice of Meetings 66Minutes 66General Meetings (Agm/Egm) 67

Hole Nine: Implementation and Next Steps 69Managing Change 70Support and Resources 70


FOREWORD

The production by the Transition Board of Golf Ireland of this Governance Guide for Clubs marks the completion

of another important task in the mission we have been given in respect of the establishment of a single governing body for golf on the island of Ireland. In January 2019, a historic decision was taken by the affiliate Clubs of the Golfing Union of Ireland (GUI) and the Irish Ladies Golf Union (ILGU) to create Golf Ireland as that single governing body. In the time since then, the Transition Board of Golf Ireland has been giving effect to that decision, with a view to having the new body ready to “go live” in January 2021.

Under the Proposal approved by Clubs in January 2019, it was agreed, among other things, that Golf Ireland would undertake a number of actions to support Clubs in terms of their Governance. The Proposal referred to the development “of a governance code for golf and governance guides for clubs” and also to “assisting affiliate clubs who wish to make the journey towards a new club model, with best practice guidance by Golf Ireland”. In delivering on its mandate in this regard, the Transition Board have decided to produce a comprehensive guide for Clubs, a roadmap, as it were, that they could follow as they transition to the new dispensation being brought about by the creation of a single, national governing body. In attaching this Guidance, I wanted as Chairperson of the Transition Board to make a number of general contextual comments in terms of what lay behind our thinking in the production of the Document.

In the first instance, I wish to make clear that we are offering the Document as “Guidance” to Clubs. We fully recognise and respect at the Transition Board that Clubs are autonomous in terms of their internal structures – or as the Proposal puts it, “Golf Ireland recognises that the

affiliate clubs are individually constituted bodies”. So what we are setting out in this Document is advice and counsel on what we believe best practice could look like as Clubs adjust to the new reality of men’s and women’s golf now being administered together by a single national governing body. Formal decisions in that regard are a matter for Clubs themselves.

It is also the case that we have had requests from many Clubs for advice on how they should proceed now in the context of Golf Ireland. Many Clubs are now actively looking at their Constitutions and structures and are seeking guidance and suggestions on the best way forward for themselves in the new scenario.

But there are other, wider reasons also behind the production of this Guidance. As a new national governing body, incorporated in law, Golf Ireland has a fiduciary obligation to promote Good Governance and best practice in all regards, including in terms of advice to its affiliate Clubs. And indeed, beyond “obligation”, this is something we actively wish to promote in any case as Golf marks this important new moment in its history in Ireland. Having the best possible Governance arrangements at all levels, from top to bottom in our sport, is we believe the right and good thing to do. And in national and international policy terms, this is, of course, also very much the direction of travel.

At Government level, the relevant Department in the ROI – now the Department of Media, Tourism, Arts, Culture, Sport and the Gaeltacht – has developed the National Sports Policy 2018–2027 which specifically requests the adoption of The Governance Code advocated by Sport Ireland for all sports’ National Governing Bodies. This Code provides a set of criteria to be followed in terms of ensuring best practice in the sporting sector.

Foreword by Tim O’Connor, the Chairperson of the Transition Board of Golf Ireland

FOREWORD


The situation is similar in Northern Ireland. Sport NI, the public body responsible for the development of sport in Northern Ireland, also has in place a specific Code of Governance for sport that needs to be followed by all Governing Bodies in receipt of state funding. Moreover, we recognise that Governance is a daunting space for Clubs. Most of the affiliate Clubs of the GUI and ILGU – and soon to be members of Golf Ireland – are voluntary bodies operating in an increasingly complex environment. I take this opportunity to re-state and acknowledge with thanks what excellent work is being done in this regard by Clubs throughout the island. But part of the challenge is that situations continue to evolve – as is clearly happening now for Golf – and Clubs want to ensure that they are as up to date as possible.

This Guide has been designed with all those questions and considerations in mind. As you will see in going through it, what we have put together is a step-by-step roadmap across all the different dimensions of running a Golf Club today. We hope that in examining it, Clubs will be able to think through what works best for them, given that it is very clear that one size won’t fit all.

We also appreciate well that full implementation of best practice as we set it out here will take time and may well require an incremental approach. That will be for each Club to decide in terms of its own circumstances.

What I would ask, however, as the Chairperson of the Transition Board, and while fully respecting the principle of autonomy, is that Clubs would (a) take this opportunity to have a fresh look at their structures and Constitutions and (b) approach that exercise with an open mind and a desire to embrace in the fullest way possible the spirit of equality and inclusion which was at the heart of the historic decision – approved by overwhelming majorities – of January last year. We have always said that Clubs, and our volunteers, are the life-blood of our sport. Decisions taken at national and regional level are undoubtedly important and significant, but the real engine for the continued development and evolution of our great sport, building on its proud history, will rest with our Clubs. We hope that this Guidance document will be helpful to you in the months ahead as you engage with these important conversations and discussions.

Finally, can I thank my colleagues on the Transition Board (see the full list below), and in particular the Club Governance Sub Committee chaired by Brian Punch, for their sterling and dedicated work in producing this comprehensive Guidance Document. I also express particular thanks to our hard-working executive colleagues, led by Golf Ireland CEO Mark Kennelly, who was strongly supported by the outgoing CEOs at the ILGU and GUI, Sinead Heraty and Pat Finn respectively, and also Anne McCormack and Eoin Holligan.

We are grateful as well to Consultant Sarah O’Shea for her excellent input. Can I also stress that Mark and his team stand ready to assist and support Clubs seeking assistance with the Guidance, both in the coming months and indeed after the full establishment of Golf Ireland next January. I wish you, the Golf Clubs of Ireland, very well with the important work ahead and thank you for the ongoing great support you provide to your members.

Tim O’ConnorChairperson, Transition Board of Golf Ireland

TRANSITION BOARD MEMBERSPauline Bailie, Mary Culliton, Ian Kerr, Brege McCarrick, Joe McNamara, John Power, Brian Punch and Fiona Scott


Management Committeefor the purpose of this guide shall mean the Committee that runs and controls the club and in some cases may be known as a Club Committee, Club Council or Club Board.

30:30:40 Gender Balance• 30% male representation• 30% female representation• 40% representation from either gender

ToolkitA suite of template documents and policies, additional reference material and helpful guidance which can be found on the Golf Ireland Governance section of the website and which will be updated from regularly. The Toolkit or “T” symbol is used throughout this guide to let you know when further information, guidance or templates associated to a topic are available.

DEFINITIONS


INTRODUCTION TO GOVERNANCE

The way in which sport is governed has significantly progressed in recent years with greater expectation falling on National Governing Bodies and sports organisations to have solid foundations in place to govern their sports.

In simple terms, governance means the process and systems of how a club is run and how it is ensured that the proper controls and practices are in place. It includes how we manage the club, how we hold elections, what rules we have in place

and what policies, codes and practices we operate.

It also means ensuring we comply with all legal and accounting requirements and ensuring we have appropriate financial controls and risk assessments in place. It also relates to how we as individuals behave, lead and work within our club. In general, it sets the tone and culture of the club.


Introduction to Governance

Good Governance

The definition of good governance varies throughout different sectors, different countries and different

structures therefore there is no single definition for “good governance.”

However, it is generally accepted that having good governance means having policies and procedures in place that allow golf clubs to run well. Good governance shouldn’t be mistaken for just being about abiding by rules and regulations. Instead it should encompass the culture your golf club wishes to have and the types of behaviours that will be accepted within the club to ensure the culture is demonstrated by the Management Committee, staff and members, both in theory and practice.

Why is Good Governance important for Clubs?When a club is governed to a high standard it promotes confidence amongst its members and creates a culture which will entice future members.

Good governance helps clubs to:• Build trust• Be transparent• Avoid risks• Set guidance• Attract funders• Achieve goals• Run efficiently• Be accountable• Operate to best practice• Adapt to change• Grow resilience• Improve sustainability• Protect our reputation• Plan succession• Work democratically

What happens when good governance is not observed?When good governance is not observed it can lead to issues such as poor management, financial instability, reputational damage, legal actions and an overall undermining of the club and its membership.

Common causes of poor governance include: • Having good intentions, but a lack of experience in

good governance.• A knowledge of governance but lack of time or

experience of how to tackle it.• A skills gap in the areas of finance, risk or governance.• Where conflicts of interest arise.• A lack of diversity and gender balance.• An unfettered power by one or a small group of

individual(s).• Where individuals put their personal interest ahead of

the members’. • Unwieldy board and committee sizes.• Poor dissemination of information to members and

stakeholders.• An absence of term limits.• A lack of checks and challenges.• Insular thinking and no external oversight.• No agreed policies and procedures in place.• Not speaking about governance.• Lack of understanding of roles & responsibilities.• Poor meeting processes (papers, minutes etc.).

How would you currently rate your Club in all these areas?”

“


How can this guide assist your club?The majority of clubs have progressed in the area of governance as they recognise the important role that it has in building trust and protecting the club values, reputation and accountability. However, even with great momentum behind it, it’s not uncommon for clubs to feel that governance is a daunting topic. Therefore Golf Ireland has invested in the creation of this guide and supporting toolkit with the aim of providing support to clubs that are either beginning or continuing their governance journey.

Anywhere you see the “T” symbol you can find additional information, templates or further guidance by visiting the Golf Ireland website Governance Toolkit section.

This guide will lead you through 9 holes and is designed to provide useful, practical steps to improve a club’s governance.

HOLEONE

GETTING STARTED – PAGE 13

HOLETWO

HOLETHREE

HOLEFOUR

HOLEFIVE

HOLESIX

HOLESEVEN

HOLEEIGHT

HOLENINE

STRUCTURE OF THE CLUB – PAGE 19

STRUCTURE OF THE MANAGEMENT COMMITTEE – PAGE 27

THE ONE CLUB MODEL FRAMEWORK – PAGE 35

INCLUSIVITY – PAGE 43 RECRUITING CLUB VOLUNTEERS – PAGE 47

CLUB POLICIES & PROCESSES – PAGE 53

RUNNING EFFECTIVE MEETINGS – PAGE 63

IMPLEMENTATION AND NEXT STEPS – PAGE 69


GETTING STARTED – MANAGEMENT COMMITTEE ACTIONS

HOLE ONE

Governance should be understood by every member of the Management Committee, by members of subcommittees and any staff employed. Training and education is also recommended to ensure everyone knows the importance of good

governance.

The Management Committee can take a number of initial actions to put governance to the forefront at your Club as follows:

The first step to improve club governance is to ensure the matter is discussed and prioritised by the Management Committee. The Management Committee and its members are responsible for overall good governance and leading the club to make any changes.


HOLE 1: Getting Started – Management Committee Actions

Adopt Golf Ireland’s 9 Governance PrinciplesGolf Ireland has created nine overarching governance principles which clubs should adopt and follow in all its decision making and activities.

These principles should be prominently displayed and should be advised to members and form part of the clubs membership information.

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 &

TransparencyBe 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.


The Management Committee should approve the creation of a fixed Governance Subcommittee which should meet regularly. This Governance Subcommittee should:

• Undertake a governance review or audit to establish where the club are positioned now in terms of good governance.

• Proceed to review Holes 2 to 9 and make recommendations to the Management Committee on changes to be adopted within the club.

• Create an action plan to implement change (this plan should include specific actions, dates and a person(s)

assigned to be responsible for delivering on each action).

• Consult with the members in relation to the proposed changes.

• Bring forward changes through the Management Committee to the AGM.

The Governance Sub-Committee will ideally consist of 4-6 people with experience and/or interest in the area of governance and change management. As with all subcommittees, it should have a clear Terms of Reference (T) and follow the minimum 30:30:40 gender balance as explained further in Hole 3.

Governance Subcommittee


Affiliation to Golf IrelandGolf Clubs voted overwhelmingly in favour of the establishment of Golf Ireland which means golf across the island of Ireland will be administered by one Governing Body for the first time since its inception.

This will mean that Golf Clubs will:

• Have a single affiliation to a single governing body

• Will attend Golf Ireland general meetings as one club

• Will internally agree on nomination of candidates and casting of votes with agreement required from both sections

• Have the option to bring the men’s and women’s section together to form a single administrative structure ensuring both genders are treated fairly

The Management Committee should ensure that the club is correctly affiliated to Golf Ireland and ensure the club constitution contains the required affiliation clauses (T). It should also ensure it has approved the attendance and voting at Golf Ireland General Meetings.

HOLE 1: Getting Started – Management Committee Actions


Golf Ireland Liaison CommitteesIn Golf Ireland’s initial year, it is recommended that golf clubs establish a Golf Ireland Liaison Committee to oversee the preparations for Regional Executive and National AGM’s. This Liaison Committee should:

• Comprise of three women and three men, with male and female co-Chairs.

• Be empowered by the club’s main decision-making body – Management Council, Committee or equivalent – to endeavour to agree on the club’s nomination of candidates and, subsequently, on how

the club’s votes will be cast at the Regional Executive and National AGM’s.

• Be charged with agreeing the club’s stance on any notices of motion at the first national AGM of Golf Ireland.

• Nominate the club’s delegation for these AGM’s (two women and two men).

Rules of AffiliationDetails of how to gain and retain affiliation can be found in the toolkit (T).

Golf Ireland General MeetingsTwo men and two women from each affiliate club will be entitled to attend all general meetings of Golf Ireland and of its regions. The minimum number of representatives to attend is one and this person may be male or female.

More information on Golf Ireland can be found by visiting www.golfireland.ie


HOLE TWOSTRUCTURE OF THE CLUB

Having the right structure provides clarity on roles and responsibilities for individuals within the club, when looking at structure it is important to consider two key areas:

1) Legal Structure 2) Organisational Structure


HOLE 2: Structure of the Club

The legal structure outlines how the club is constituted in the eyes of the law. The club will either be

incorporated or unincorporated. It is important when you decide to improve your club governance that you know exactly how the club is structured and how new governance changes can be implemented. If you are unsure, you can check with Golf Ireland, your solicitor or accountant. Remember that the rules of your governing body, or the requirements for grant funding may need your constitution to contain certain clauses.

Club ConstitutionAll clubs should be guided by a constitution or set of rules. Such provisions may also be supplemented by policies, by-laws and terms of reference but these must not contravene the constitution. Legal and taxation advice should be sought in respect of the mandatory requirements for clubs set up as companies or which require any tax exemptions.

In general the following should be clearly set out in the Constitution: • Membership and affiliation to Golf Ireland• Club membership and general rules regarding

admission and members’ rights• Committee membership• Terms of office • Election procedures• Powers and remit of the Management Committee • Minimum number of times the Management

Committee meet annually• Procedures regarding meetings of the club• What is the quorum and how is voting managed• Role of the Chair and high level details on other key

roles• What is the object and purpose of the club• How subcommittees may be set up and delegated

tasks and duties• Reference to any ancillary policies, code and rules that

must be complied with• Financial and governance provisions• Golf specific rules

Republic of Ireland (ROI) clubs must also register annually with the Registrar of Clubs. In Northern Ireland (NI) the most fundamental legislation to be adhered to is the

Registration of Clubs Order 1996 (and all subsequent amendments). Clubs certificates last for five years or until the end of the current registration period, whichever is sooner.

Clubs must also seek their own legal advice and adhere to the Intoxicating Liquor Acts 2003 and The Licensing Order 1996 (NI) (and all subsequent amendments) which set out conditions for a club to maintain an alcohol licence.

IncorporatedAn incorporated club means it is legally set up and registered as a company in the Companies’ Registration Office (ROI) and Companies House (NI). If the club is a company then it will have:

• A Constitution (Memorandum and Articles of Association). This Constitution sets out the basis upon which the club operates and must be in compliance with company law.

• A Board of Directors with directorships registered correctly.

• Compliance requirements under company law as well as other governance, legal and financial requirements.

Unincorporated If the club is not incorporated as a company then you will need to find out how the club is legally structured. Clubs may operate in a variety of ways, the simplest and most common being a committee structure. If the club is unincorporated then it should have:

• A Constitution. There must still be a constitution, set of rules or other documents which set out how the club is governed.

• A Management Committee which oversees the running of the club.

• Trustees may or may not be appointed to hold property (Clubhouse and land) in trust and for the benefit of the members of the club (see role of the Trustee in the toolkit (T)). Trustees should be provided with indemnity from the members and appropriate insurances should be put in place.

More details on legal structures can be found in the Governance Toolkit (T).

Legal Structure


The organisational structure of a club refers to how its overall strategic direction is structured versus day-to-day operations. All clubs, as a minimum, must have a Management Committee which operates at strategic level with various

subcommittees assisting and providing guidance to this Committee. Clubs should also have an operational structure to deal with day-to-day activities.

This section provides a high level overview on the organisational levels which should operate in a club. In Hole 3 we will examine, in more detail, the specific role and structure of the Management Committee and subcommittees.

The organisational chart below details the levels involved:

Organisational Structure

Level 1 Strategy, Governance & desicion making

Leading and dealing with strategic matters pertaining to the club

Level 2Operational

The day to day operations of the club can rest with any of the following:1. General Manager / Staff (if club has employees)2. Voluntary Committee set up to deal with operational matters3. An Opperational Sub Committee of the Management Committee4. Officers of the Management Committee

Level 3 Sub Committees

Golf related Committees. Business and Governance Committees

SCREPORTS INTO THE

BOARD

OPS REPORTS INTO THE

BOARD

SCLIASES ON

OPERATIONAL MATTERS


Level 1: Strategy, Governance and Decision Making The Management Committee should be 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, at a minimum, be responsible for:• Setting the overall strategy for the club• Financial oversight and controls• Governance and risk management• Policy setting and implementation• Compliance with law and regulations

• Appointing subcommittees and their terms of reference

• Compliance with constitution• Employing and managing a general manager• Commercial decisions• Membership policy • Human Resource (HR) policies• Culture and leadership• Equality in relation to equal access to membership and

access to playing the game

Note: Where a club is incorporated, it is important to ensure a Board of Directors operates at Level One and a Management Sub Committee operates at Level Two.

“

HOLE 2: Structure of the Club


Level 2: OperationsIn some cases, a club may have a general manager and other staff to administer the day-to-day operations while smaller clubs rely on committees or volunteers. The optimum structure is one that brings together all members of the club working towards a common goal.

Operational matters include: • Management of club affairs • General administration • Running competitions • Handicap administration and maintenance • Course management • Membership administration • Public information • Marketing and commercial work

Clubs with administrative staff:Clubs with administrative staff should consider the following:

• Clear lines of authority between the role of the Management Committee and staff need to be established and communicated

• A staffing structure should be created alongside a staffing chart ensuring that there is:

- Up to date role descriptions for each member of staff - Employment contracts for each member of staff - Employee handbooks (T) for all staff - Clear reporting lines

Level 3: SubcommitteesSubcommittees may be established to manage operational matters such as competitions, handicaps, membership, course management or for more regulatory matters like audit and risk, governance, HR and finances. Each subcommittee should report to the main Management Commit


Organisational structures differ significantly from proprietary clubs where the owners have total control of the strategic direction and operational activities

(which the General Manager carries out). The “members club” operates under license from the owner and in most cases are responsible for the administration of competi-tion and handicaps. In addition, some proprietary clubs will give the “members club” responsibility for the running of the junior section and/or participation initiatives such as Get into Golf etc.

It is recommended that the men’s and ladies committee form a joint representations committee who engage directly with the general manager and/or owners.

Contact your Golf Ireland Development Officer for more support.

PROPRIETARY CLUBS


HOLE THREESTRUCTURE OF THE MANAGEMENT COMMITTEE AND SUBCOMMITTEES

In order to have an effective Management Committee clubs should review:

• Management Committee size• Management Committee positions• Gender balance requirements• Terms of Reference• Terms of Office for each member


While there are no legal requirements advising what size the Management Committee should be, good governance recommends a maximum of 11 - 12 members in order to be effective.

The Management Committee should have a healthy balance between business and golf expertise across key areas. Clubs may decide to include additional members but should ensure members are included for specific purposes and that the Management Committee is workable.

Management Committee PositionsGolf Ireland recommends the following positions to be filled in the Management Committee. A detailed description of their roles can be found in the toolkit (T)

Chair A Chair should be appointed to conduct all meetings. This person should have expertise and experience in chairing meetings and understand good governance practices. Best practice would suggest that President(s) or Captain(s) should not act as Chair on the Management Committee. If at any meeting the Chair is not present, clubs should have a clause within their constitution to appoint a temporary Chair for that meeting.

Captain(s) and Vice-Captain(s) The Captain(s) and Vice-Captain(s) play a critical role in creating a positive and dynamic environment for members and should consistently demonstrate the values of the club. As stated above the Captain should not hold the position of Chair.

Treasurer/Finance Director The Treasurer or Finance Director is responsible for the financial management of the club and should have expertise in finance and accounting and ensure financial planning and rigorous controls are in place.

Honorary SecretaryThe Honorary Secretary undertakes much of the clubs administrative work. A club may choose to have their general manager take responsibility for some of the operational duties of this role. If the club is incorporated then by law a Company Secretary must be appointed - this may be the Honorary Secretary (if they have the relevant experience).

Elected MembersThese additional members should be elected in accordance with the constitution of each club, generally at

Management Committee Size

HOLE 3: Structure of the Management Committee and Subcommittees


Captain(s) & Vice Captain(s) (2/4

Chair (1)

Hon. Sectretary (1)

Tresurer / Finance Director (1)

Elected Members (4)M

anag

emen

t Com

mit

tee

President

Trustees

Reco

mm

ende

dO

ptio

nal

the AGM. When seeking nominations for elections Clubs should consider issuing guidance on the various skills which the Club may need on the Committee following a skills review as outlined in Hole 6 below.

Clubs may also decide to include:

President(s) For most clubs, the role of the President(s) is ambassadorial and as such they do not need to be a member of the Management Committee. However a club may wish to have their President on the Committee or have them attend meetings in a non-voting capacity.

The President(s) should not act as Chair. It is recommended that clubs have one President, which rotates an annual basis (male/female).

Trustees Golf Ireland does not recommend automatically including Trustees on the Management Committee however where a club’s constitution or Trust Deed stipulates the Trustee to be a committee member then the club should include them and/or seek legal advice on their role and powers within the club.


Gender Balance RequirementsResearch shows that having more women in leadership positions adds value by offering different perspectives and a broader range of opinions, which ultimately helps improve overall decision making.

Golf Ireland has created a minimum gender balance requirement at National and Regional Level and strongly advocates that clubs also adopt the 30:30:40 gender balance principle.

This means the club should have the following minimum representation on their Management Committee:

• 30% male representation• 30% female representation• 40% representation from either gender

For the avoidance of doubt, the target is not to reach 30% female representation, the 30% is a minimum requirement.

In meeting the 30:30:40 rule there should also be at least

one female and one male holding an Officer position in the club. At least one of the four elected positions should be held by a female and similarly at least one should be male.

Due to the disparity in membership numbers and voting rights between genders, clubs may need to proactively approach female members to put themselves forward and run campaigns that are designed to make these roles more attractive to women.

Terms of ReferenceThe Management Committee should have a terms of reference to define its role and purpose. The constitution may also have certain provisions about how the Management Committee should operate and clubs should ensure the terms of reference are consistent with the constitution.

A terms of reference (T) should include: • How the Committee is constituted• Quorum and meetings• Role of Committee• Duties and remit• Reporting practices• Limits on its role and powers, if necessary



Terms of OfficeIn order to comply with good governance practices, those who hold positions in the club must adhere to a maximum term of office. While volunteers can be hard to find, it is best practice to ensure good rotation of people in key roles. It is also important for clubs to encourage new members to put themselves forward.

Golf Ireland recommends clubs openly and actively put measures and communications in place which encourage members to put themselves forward for such roles. Golf Ireland recommends a maximum term of six years (in total) for Management Committee positions, regardless of the type of position held previously. A step away provision of at least three years before someone becomes eligible again to hold a position on the Management Committee may be introduced.

Members who have already served for over six years may be asked to assist in other ways such on a subcommittees or return to the Committee once they have stepped away for the recommended period. This is fundamental for good governance.

In summary clubs should ensure:• Provisions are in place to allow members step away for

a period of time before seeking another term of office.• Terms are no longer than six years with 2 or 3 years

for each term subject to a total maximum of 6 years. Clubs can determine if the term of office for ordinary members on its Committee is best set at 2 or 3 years each. We recommend that the Chair serves a minimum of 3 years for each term in order to ensure the Chair has sufficient time in the post to lead the Club in the most effective manner.

• That the club is not monopolised by any one group of individuals and that elections are encouraged.

• That, while being respectful to existing committee members who have passionately served for many years, new and diverse thinking is encouraged.

• That consideration is given to former committee members being utilised on subcommittees to retain expertise once term limits expire.

• How casual vacancies are filled is established. It is recommended that the power of co-opting a person to fill a vacancy and for the membership to ratify it at the next members meeting is outlined in the club constitution.

Role Maximum Ordinary Maximum Number Maximum number of Maximum years Term Length of Terms years in same position can serve

President(s) 1 Year

Captain(s) 1 Year

Chair & other 3 years 2 6 6 officers (new with no prior service)

Ordinary members 2 or 3 year terms 2 years X 3 terms 6 6 or 3 years X 2 terms

A member stepping Up to 3 years Remaining balance Maximum 6 years up as Chair Examples: of above Chair terms both positions Served 1 year – with cap of 6 years combined 5 years balance total service Served 2 years – Note: 4 years balance Step down of 3 years Served 3 years – required for all 3 years balance positions once 6 year Served 4 years - max has been reached 2 years balance

The following table sets out the recommended terms of office for each role on the Management Committee:


In order to determine the correct timetable to introduce this new rule, clubs will need to conduct a specific audit of their own Management Committee to identify the current terms of office of each member and the date each member’s term of office ends. Clubs should also consider how rotation will work as it is not good practice for all members to step away at the same time.

SubcommitteesCommittee members should have the necessary skills in the area involved and external experts may be brought in to assist on such committees.

When setting up subcommittees the club should follow the minimum 30:30:40 gender balance and also consider representatives from various age categories on such committees.

Clubs should ensure each subcommittee:

• Is properly approved and set up in accordance with the club constitution.

• Has a terms of reference (T) listing its function and remit.

• Has members with relevant expertise/skill sets.• Has a broad representation of members considering

gender, age, golfing ability, length of time as a member etc.

• Reports to the Management Committee.• Has executive or other supports as required (may be

external professional help).• Keeps to an agreed meeting schedule.• Keeps a record of its meetings.



Golf Ireland is recommending the following subcommittees (as a minimum) be set up.

• Audit and Risk• Governance • Finance• Nominations (as required)• Disciplinary (as required)

Other subcommittees that could be established include:

• Business - Commercial/Marketing/Communications• Course• House/Social • Membership/Development• Junior Golf• Handicap• Fixtures and Competitions*

(Clubs may decide to amalgamate the above golfing relating matters under the auspices of one overall Golf Subcommittee or may decide to split out divisions of golf into separate subcommittees as listed above)

Working GroupsThese may be established for short term projects by the Management Committee. They are similar to subcommittees in that they are accountable to the Management Committee, which can determine their membership.

Unlike a subcommittee, a working group is established to deliver a specific project or need for the club, for a specified period of time. After the project is complete, the working group will not continue to meet or exist. Working groups mean clubs can engage people with relevant skills for specific projects.

When setting up subcommittees the club should follow the minimum 30:30:40 gender balance and also consider representatives from various age categories on such committees.

“


HOLE FOURTHE ONE CLUB MODEL FRAMEWORK

The One Club Model Framework brings together the men’s and women’s sections to form a single administrative structure, ensuring both games are treated fairly. This also guarantees that the rights and entitlements of members are determined by membership category and not by gender.


The One Club Model is not mandatory for any club, however it is strongly recommended by Golf Ireland

that each Management Committee discusses and seriously consider the various elements and the potential benefits associated with the proposed framework. It is believed that the One Club Model will foster a stronger culture of inclusivity, equality and collaborative working to promote and develop the game, ultimately leading to a creation of a modern club culture.

Clubs considering the One Club Model should be aware that the starting point and timeframe for implementation will differ in clubs for the following reasons:

• Starting point There are currently several different structures in

clubs and the categories of membership available widely vary.

• Timeframe The timeframe for implementing the One Club Model

will vary depending on the size of the club, its starting point and the model nuances being implemented.

The One Club Model framework consists of nine steps (it is recommended these steps are done in conjunction with a Golf Ireland Development Officer):

Consult with club members about their appetite to

change to a One Club Model

1STEP

Set up a One Club Model Subcommittee Golf Ireland

recommends that this Committee should have

50:50 gender representation for balance and equity.

2STEP

Review current categories of membership (adhering

to the principle of one person, one vote)

3STEP

Agree the One Club Model that best suits

the clubs needs

4STEP

Present to the Management Committee, the Men’s and

Women’s Committees

5STEP

Set up information meeting(s) with

members

6STEP

Agree a timetable for implementation

7STEP

Present a new constitution to members for agreement at

the club AGM/EGM

8STEP

Implement the One Club Model

9STEP

HOLE 4: The One Club Model Framework


Step One: Consult with MembersIssue a survey to your current members to assess their appetite for change (T), your Golf Ireland Development Officer will be able to work with your club on the administration of the survey.

Step Two: Establish a One Club Model SubcommitteeThe One Club Model Subcommittee should have a clear objective of creating a single governing structure within the club. A Golf Ireland Development Officer can support this committee throughout the process and, as mentioned above, the timeframe will vary from club to club and ultimately it will come down to the overall clubs appetite for change.

The desired outcome of this process is to either:

Replace the men’s and women’s committees with a single committee representing both genders which will be responsible for all aspects of the club activity. This would remove the requirement for separate men’s and women’s AGMs

OR

Maintain the Men’s and Women’s Committees, as sub-committees of the Management Committee. A step forward with this option could be to have a joint handicap and/or fixtures committee. Similar to the option above, there is no requirement for separate men’s and women’s AGMs.


Step Three: Review Categories of MembershipOver the past 20 years, particularly in the ROI, there has been a noticeable shift in the categories of membership largely due to the introduction of the Equal Status Act in 2002.

Up to the introduction of the Equal Status Act most golf clubs had two basic membership categories for adults:• full member (all male)• associate member (all female)

In most cases, these members had very defined rights and benefits, with a clear differentiation in membership subscriptions as a result. However, over the years membership categories have become far more complex with clubs seeking to maximise the use of their course(s) by offering attractive membership packages with reduced subscriptions.

Over time, this has led to a number of emerging issues and a lack of fairness in rights and benefits. In some cases this has affected both genders but has mostly been geared towards maintaining a type of associate membership for women (T).

Full 81% 60% 16% 19,784 (101,703) (18,867) (917)

5/6 day 6% 9% 13% 3,543 (7,340) (2,789) (754)

Associate/Lady 0% 16% 46% 7,570Member (4,922) (2,648)

Country 2% 0% 1% 203 (2,296) (149) (54)

Family 1% 3% 3% 1,260 (1,566) (1,066) (194)

Retired 5% 3% 12% 1,625 (5,664) (934) (691)

Youth 5% 2% 2% 838 (6,692) (707) (131)

Other 0% 7% 6% 2,390 (2,042) (348)

Category of Membership % Men Your

Club% Women ROI

% Women Northern Ireland

Total Female Your Club

The below figures outline the main categories of membership alongside the 2019 membership numbers for ROI and NI. It is shown that 81% of full male members have full voting rights, while 60% of women in ROI and 16% in NI have full voting right.



In the majority of clubs only full members can attend and vote at the Club AGM. It is not possible to implement a One Club Model where a large percentage of women cannot attend the club AGM, have a voice and vote (T) due to them being associate members.

This imbalance can be addressed by:-

1. Clubs incentivising associate members to become full members

Golf Ireland strongly recommends that clubs pursue this approach as there are many benefits as seen below. A recommended process for clubs to consider when addressing this subject can be found in Section Four of the LevelPar toolkit.

The benefits of converting your clubs existing associate members into full members are:

• More members with voting rights – strengthening the voice of women in the club

• More members eligible to hold positions on committees

• More opportunity for the club to have equal membership across the club with no allowances made for historic categories

• No potential split or animosity among club members

• Encourage men and women to work together • Support clubs in Northern Ireland to be in a good

position if/when equality legislation is introduced in Northern Ireland.

• More attractive to future members to see equality

across all categories of membership • Greater potential economically (as explored in

hole five)

2. Clubs allowing all categories of membership that are available to both genders and are over the age of 18 to vote at a clubs AGMs/EGMs

The reasons why this approach is deemed good practice 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.

3. Ensuring any variations relating to categories of membership are based solely on playing rights and not gender

Further information on membership categories can be found in section three of the LevelPar toolkit (T).


Step Four: Agree a One Club Model Golf Ireland recognise that clubs are autonomous and will agree the structure appropriate to their needs. Therefore at this stage clubs can chose one of the following:

Replace the Men’s Committee and Women’s Committee with a single golf committee representing both genders which will be responsible for all aspects of the playing of the game.

This would mean:• One golf committee with equal gender balance. • One handicap and Fixtures committee as a sub-set of

the Golf Committee. • Clubs could chose to have One Club Captain rotating

annually (male/female)• Club could have one president that could rotate

annually (male/female) • That all members would need to be eligible to attend

the Club AGM regardless of membership category

Alternatively, clubs could:Maintain the Men’s and Women’s Committees This would mean:• Maintaining two separate committees to manage

men’s and women’s golf including Handicaps and fixtures

• Clubs can remain with two Captains and/or two Presidents.

- Golf Ireland recommend that clubs should have one President rotating by gender.

• That all members would need to be eligible to attend the Club AGM regardless of membership category

Suggestion: A coloured voting system could be put in place e.gMales would be given yellow cards, meaning men could vote for the delegate they want to be elected to the Men’s Committee

Females would be given purple, meaning women could vote for the delegate they want to be elected to the Women’s Committee

Variations:• While maintaining two seperate committees, clubs

could opt to have the handicapping and fixtures elements combined with representation from both genders.

• Clubs could chose to have One Club Captain rotating annually (male/female)

- This would mean if the Male was the Club Captain and the female was the Vice Club Captain in year one the following would be required:

- The Club Captain would Chair the Men’s Committee - The Vice Club Captain would Chair the Women’s

Committee

ConsiderationsConsideration would need to be given to club finances. Currently a number of clubs maintain separate finances for the Men’s club, Women’s club and overall club. Clubs should combine their financial accounts and procedures and budget guidelines and seek accounting advice with regard to same.

Step Five: Present the One Club Model Once the subcommittee has decided on the type of model the club should opt for, the model should be presented to both the men’s, women’s and Management Committee.

Step Six: Nine will naturally flow once agreement from the various committees has been sought.

Support throughout the process is available from your clubs local Golf Ireland Development Officer.



Junior

Management Committee (11/12 members)

Membership / Development House / Social

Golf Sub Committee (S) Course Finance

Audit / Risk Governance Commerical Marketing

Min 30:30:40 Gender Principle on all SCs

50:50 Gender balance on Golf SC if men’s and women’s committtees are amalgamated


HOLE FIVEINCLUSIVITY

While this section heavily focuses on gender equality, Golf Ireland is committed to inclusivity as a whole and recognises the benefits of including a diverse group of individuals, with different backgrounds, personal experiences, values and views.

Everyone deserves to be treated equally and have the opportunity to be involved in the club if they have the necessary skills. It is important to ensure that people are not being excluded or feel that they are being excluded.


Gender equality is an important governance factor for clubs which is why there is such a strong emphasis on

it throughout this guidance. There is growing awareness across the world that gender equality is the cornerstone of inclusive growth in all areas of society. In golf, this was highlighted through the Syngenta market research that outlined there were 36.9 million latent female golfers around the world, which if reengaged, would be worth an estimated $35 billion to the golf industry.

Such realisations are key to the future of the game. However how the sport will become more appealing to modern society will require a great deal of cultural change in all aspects, with a particular focus on governance.

Being cognisant of the opportunities that exist within women and girls golf, Golf Ireland has brought the equality aspects mentioned in the Golf Ireland proposal to fruition through the Women in Golf Charter and adopting equality as a core principle.

Golf Ireland recognise that taking active steps to promote equal opportunity for women and girls in golf has many benefits for clubs including increasing diversity, engaging more women and girls as members and volunteers, reducing risks of discrimination and more funding opportunities. Discrimination has many guises and it is important for all of us to challenge our respective behaviours and attitudes regularly.

The new equality guidelines provide an opportunity for clubs to revisit their own policies, practices and culture to ensure they actively and positively address any imbalances that may exist.

Governance and EqualityHaving healthy gender balance at decision making level within a club is consistent with good governance practice. In recent times, key stakeholders of the industry have begun to drive cultural change and involve more females in leadership roles through initiatives such as:

• The R&A Women in Golf Charter• Sport Ireland Women in Sport Policy• Sport NI Women and Girls: Active, Fit and Sporty

strategic framework

Golf Ireland recommends that clubs who are not already considering gender diversity have their Governance Committee now consider ways in which they can improve in this area. This is not an issue for women to solve - the support from men and male advocates in clubs is central to driving this change and showing leadership. We have provided some helpful guidance on how to improve equality and diversity within a club in our Level Par toolkit (T) which can be used in conjunction with the Women in Golf Charter.

The Women in Golf Charter The Women in Golf Charter intends to inspire an industry-wide commitment to developing a more inclusive culture within golf around the world and enable more women and girls to flourish and maximise their potential at all levels of the sport.

Adoption of the Charter requires national federations and other golf bodies to build on and develop initiatives which will focus on encouraging more women and girls to play golf and stay within the sport as members of clubs, while also empowering women to enjoy successful careers working within the golf industry.

The Women in Golf Charter specifically aims to:• Strengthen the focus on gender balance and provide

a united position for the golf industry.• Commit national federations and organisations

to support measures targeted at increasing participation of women, girls and families in golf.

• Call upon signatories to take positive action to support the recruitment, retention and progression of women working at all levels of the sport.

• Set individual targets for national associations for participation and membership and reporting progress annually.

HOLE 5: Inclusivity


• Develop an inclusive environment for women and girls within golf.

As previously mentioned Golf Ireland is committed to making meaningful change in this area and will fully support clubs across the country to adopt the Women in Golf Charter. More details on how clubs can get involved can be found in the Level Par toolkit (T)

Gender BalanceWith such a focus on improving gender balance from industry leaders, Golf Ireland is advocating the 30:30:40 model for all clubs– this means that clubs should have at least 30% female, 30% male and 40% (female or male) members on their Management Committee and subcommittees. Ensuring this minimum figure for female members safeguards women from being marginalised and are not isolated voices at leadership level. It is important to stress that this is a minimum representation and should not be viewed as the target.

It is understood that these changes can take time and may require changes to Club Constitutions but good governance is a process and the important point is for the club to agree to the principle and start on the journey

to ensure compliance with good practice. Golf Ireland is available to help clubs with any questions which may arise.

The Gender Equality Principle has four core elements that should be followed:

1) The Management Committee membership should comprise of 30% women, 30% men and 40% from either gender (30:30:40 rule)

2) There should be at least one female and at least one male holding an Officer position and at least one of the four elected positions (excluding Captains, Vice Captains) should be held by a female and one by a male

3) All subcommittees should follow the 30:30:40 rule, however it is strongly recommended that any subcommittee or workgroup dealing with equality is increased to a 50:50 gender split.

• Historically men and women have been 100% responsible for their respective sections, therefore to ensure fairness to both genders, where the handicap, fixtures or competitions subcommittee is amalgamated to cover men’s and women’s golf under the one group, it is strongly recommended that representation is increased to a 50:50 gender split for balance and equity.


HOLE SIXRECRUITING CLUB VOLUNTEERS

The success of any club will largely depend the people involved on the various committees within the club.

Golf clubs should involve people with an appropriate mix of diversity, skills, experience and knowledge. Each person should have clear roles and responsibilities and work together to drive the club forward. Check out the Golf Ireland review questions which may be of assistance (T).


Skill SetWhen recruiting for the Management Committee it is helpful to identify the skill set required from potential committee members, this also helps to provide guidance on the specific duties and expectations required for the key roles on the Committee.

This can be done by issuing eligibility criteria before elections or simple guidance to club members on what is expected from the role. Proactively identifying volunteers who are interested in running for election with specific skill sets is also a useful way to help strengthen subcommittees. The clubs nominations committee can assist in identifying skills prior to sending out the notice seeking candidates for election.

For co-opted positions it is important to set out a skill set criteria and identify any skills which may be currently

lacking on the Management Committee which co-opted members could fill.

When setting guidance or criteria the club should consider the following:• What skills are needed? Have we any gaps?

(Administration, legal, finance, competition, media, public relations, commercial/marketing, course, child welfare, membership etc.).

• Have we considered gender balance and the 30:30:40 principle? Do we need to encourage a particular gender to step forward for a position?

• Are we diverse enough?• What personal attributes do we need – integrity,

communication, team player, constructive challenge etc.

• What commitment, in terms of time and involvement, do our members need to give?

HOLE 6: Recruiting Club Volunteers


Marketing and Communications

Strategy Development

Financial Management

Understanding of target market(s)

Human Resources

Customer Experience/Service

IT & Technology

Governance

Sales

Reporting & Analysis

Legal

(insert others)

Experience, expertise or attribute

Required level of expertise

Member name 1 1 2 3 4 5 6 7

Below is a template skills matrix that is designed to help recruit committee members with the right knowledge and expertise which will enable the club to achieve the ambitions and objectives set out.


Nominations SubcommitteeRather than relying upon volunteers to emerge, clubs can establish a Nominations Subcommittee (T) at times when they need help identifying potential candidates. This should also reflect the diversity the club is trying to achieve.

Having a Nominations Subcommittee does not exclude other candidates from applying, but the group should ensure that each vacancy has at least one candidate, picked for their ability to contribute to the club, for that specific role. One benefit of using a Nominations Subcommittee, is that every member is made aware of the volunteering opportunities that exist to serve the club’s interests.

Once the opportunities have been promoted widely, it is then best to select based on skills. The Nominations Subcommittee can either make recommendations back to the Management Committee for final approval by

the Management Committee or if the club prefers the Management Committee can simply accept the proposals of the Nominations Subcommittee.

ElectionsClubs must have fair and transparent rules (set out in the constitution or in a separate election policy which do not contravene with the constitution) which outline the following:

• Eligibility criteria.• The manner in which elections are conducted.• Skills sets required.• The role of elected positions.• The terms of office for elected members.

Timelines for elections should be clear and issued to the membership well in advance of candidacy deadlines. Clubs should always try to encourage members to put

Clubs should always try to encourage members to put themselves forward for election by providing information about the role, encouraging candidates to step up and publishing and advertising their upcoming elections.

“

HOLE 6: Recruiting Club Volunteers


themselves forward for election by providing information about the role, encouraging candidates to step up and publishing and advertising their upcoming elections.

In cases where there are any concerns regarding how elections are to be run, independent observers and scrutineers may be asked to assist (For example: Club Solicitor/Auditor/Golf Ireland Representatives).

Management Committee Effectiveness ReviewClubs should undertake an effectiveness review to establish how the Management Committee have functioned individually and collectively over a given period (usually 12-18 months). This is a good opportunity to highlight areas in which the Committee can do better and areas which have worked well.

This review may be led by the Chair or another trusted person external to the Committee. The first step in this process is to issue an internal review feedback form which

includes a set of questions for each committee member to complete asking for honest feedback.

The Chair (or designated person) may also seek to speak with individuals on a one-to-one basis annually. Any feedback should not be taken as a direct criticism of the members or the Chair but can help the club identify skills that may be needed going forward. It can be useful to have an external person conduct the review if required.


CLUB POLICIES & PROCESSES

Understanding the legal environment and having appropriate policies and processes can help clubs mitigate risk and enhance stakeholder trust.

HOLE SEVEN


This section sets out a detailed list (T) of what overarching documents a club should have and the

recommended policies the club’s Governance Committee should put in place. Clubs may decide to implement other policies for specific purposes and we encourage all clubs to do so if they feel a policy is needed to cover another area the club may be involved in.

Policies should not be kept in a drawer and should be available on the website and issued to Committee and staff members where appropriate. Some policies will be internal only and may only be relevant to the Management Committee.

Club Plan (T)While many members and committees have great ideas about how their golf club can develop, over half the clubs across the country state that they do not have a plan that is written down and actioned. This means

that in most cases, these ideas, remain just as that – ideas.

Planning is a great foundation for a club’s long term sustainability, by creating a club planning process, clubs are encouraged to examine what their vision is and identify the steps needed to get there. This gives greater clarity and purpose to the club both in the short term and over the coming years.

Having a solid plan can help a club communicate with their membership, set goals, acknowledge achievements and act as important roadmap which banks and sponsors will want to see set out.

The club plan should be backed by clear operational plans and sound financial budgeting. Club plans can be prepared by the club internally, with the assistance of a Golf Ireland Development Officer, or the club may wish to seek an external specialist to help draft the plan.

As you go through this list - Ask yourself what policies has our club in place and what policies do we need to put in place?“

HOLE 7: Club Policies & Processes


It is important to consult with membership and stakeholders when drafting the club plan to gain insight into priorities going forward. Strategies can vary but generally the following is covered:

Club vision, mission and values

Core objectives over 3-5 years, how these will be achieved and what actions are needed

Stakeholder map How to measure success

How to implement the strategic plan

Who is responsible for each action


Risk Assessment and Register (T)As part of good governance the club should conduct a risk assessment and keep a risk register. These documents will often be requested by insurance companies, for audit and funding purposes and are, in general, good practice. Risk assessments can be conducted internally and both staff and volunteers should input in establishing what risks the club may need to consider and how such risks can be mitigated.

Some risks to examine include; financial, governance, reputational, funding, force majeure (pandemic), safeguarding, health and safety, staff etc. After the assessment is conducted a risk register should be kept which can outline each risk, its potential impact, likelihood of it happening and how it can be mitigated against (e.g. insurance, policy, good practice etc). The risk register should be regularly updated and should be a standing item for the Management Committee to review every quarter.

Financial Reporting (T)The Management Committee are responsible for ensuring correct legal, tax and regulatory requirements are met for the financials of the club.

InsuranceClubs should ensure they have the correct insurance in place. It is important to consult with your broker/insurance company and understand what cover is in place, what is the level of cover and where there may be gaps.

It is also important to conduct an annual review and not simply renew without checking again that the cover is suitable. The risk register can assist your insurer in understanding the potential areas the club may need to consider.

Indemnity cover is important for Directors, Trustees and Committee members. Insurance does not mitigate against all risks and claims processes can be difficult so it is important the club is happy that the level of insurance is adequate.



Policies (T)Code of ConductThe code of conduct details what is expected from individuals in terms of their commitment, loyalty, confidentiality and behaviour. The code sets out the culture and environment under which the club operates and summarises expectations of those that serve the club.

The code also includes a conflicts of interest and loyalty section which outlines how conflicts are handled and asks individuals to register any potential conflicts which may happen. In sport, conflicts can be common but it is important to note that having a conflict may not be an issue in itself (unless it undermines the individual’s involvement in a position completely).

Most conflicts can be dealt with by acknowledging them and individuals stepping away from decisions and discussions on particular subjects where a conflict may arise.

Matters Reserved for the Management CommitteeIt is good practice (especially for Company Boards) to have a schedule or list of items are that exclusively reserved for the Management Committee to deal with or to make a decision on. This is particularly important for the general manager and staff to understand what the Committee has authority over and what matters cannot be delegated to a subcommittee. Such matters might relate to:

• Purchase of land or capital projects. • Spends over a particular amount.• Entering contracts over particular values.• Approval of the granting or acceptance of loans.• Club strategy.• Annual budget and business plan.• Approving financial statements.• Approval of policies.• Financial authorities.• Crisis management plans.

Data Protection Policy/GDPRClubs need to have a robust Data Protection Policy/GDPR Policy (the EU’s General Data Protection Regulation) in place. This will require the club to undertake a data mapping exercise which will establish a list of exactly what data the club collects, for what reason and for what length it is held.

The Data Protection Policy may be different for each club depending on what activities they undertake and what


data is collected from individuals. The policy must clearly outline how it complies with the law. It is a complex area and may require the club to take some external advice and training on the matter.

Financial Controls PolicyThe Financial Controls Policy cites who can sign cheques, use online banking, what limits are in place for authorisation, who can use a credit card and how expenses are handled. It normally also covers matters such as the debt and reserves policy and financial reporting deadlines. Financial reviews are also covered in this policy. Larger organisations may have monthly or quarterly financial reviews. Any detailed matters relating to grants, tax, loans or borrowing policies can also be included but must comply with the clubs constitution.

Employment HandbookIf the club has employees it will need to have a staff handbook which lists policies and procedures applicable to staff. These must comply with employment legislation. Matters such as recruitment, induction, training, sick pay, leave, appraisals and the grievance and disciplinary procedures would normally be included.

Business Continuity PolicyAs occurred during the Covid-19 pandemic, many clubs closed and business had to stop. A business continuity policy will present what happens in such circumstances. When business is interrupted this can be very helpful particularly in cases of crisis and emergency including injury or death, an accident, loss of data or cyber-attack.

This policy would list information such as:

• Fire safety and first aid plans.• Emergency contact list.• Who is responsible for particular areas.• Backup plans for data.• Who manages public relations.• How we continue activities.

Equality PolicyTo comply with equality legislation the club needs to have an equality policy which guarantees that there is no discrimination against any individual or group. Clubs are legally bound by the Equal Status Acts in Ireland and a set of other legislation and complaints mechanisms in Northern Ireland.



It is important that clubs understand their anti-discrimination obligations. Clubs should ensure matters relating to its equality policy are examined by the Governance Committee and any concerns or issues around equality in the club are immediately advised to the Management Committee for review and action.

Bullying, Harassment and Victimisation PolicyAllegations around matters such as bullying and harassment can be very damaging for a club and can undermine confidence and trust at all levels. What is important for the club is to itemise a clear and fair process for how issues will be reported, managed and ideally resolved.

Health and Safety PolicyThis policy catalogues the health and safety protocols and procedures a club will follow in relation to all its activities. It should also review the clubs offices, property and examine specific details on any hazards that may exist

and how these are managed. It will also list what the club should do in case of an accident.

An individual should be identified as responsible for health and safety and first aid within the policy. Someone with experience in health and safety should be asked to conduct a visit and assist with the policy.

Volunteer PolicyGiven the number of volunteers clubs engage with it is good practice to have a clear policy in place when an individual becomes engaged with the club for the first time. This policy can act as a guide for volunteers for what is expected of them and the various policies that apply to them as volunteers for the club.

Social Media PolicySocial media use is now common place and a policy can be a helpful tool to provide guidance and advice to our committee members. While clubs cannot police and

Given the number of volunteers clubs engage with it is good practice to have a clear policy in place when an individual becomes engaged with the club for the first time

“


control what the general public may say with regard to the club on social media they can set guidance for members and committee members. Clubs can remind everyone of who is authorised to make official social media posts and who is not. Normally staff will have their own social media policy within the employee handbook.

Communications PolicyA good communications policy can make it clear who is the spokesperson for the club, how media queries will be dealt with, how announcements are made and who should engage on behalf of the club. It can help to lay out the process of how committees will be updated and who is ultimately responsible for the clubs messaging.

Internet and Email PolicyStaff will have their own policy regarding internet and email practices, however it may be the case that your club has provided volunteers access to servers and email addresses. If this is the case, then a club should have a policy with regard to data ownership and how data is shared and kept confidential.

Gifts PolicyIn sport it can be common place for gifts to be exchanged and, while this is a very positive part of how we express our acknowledgment and gratitude, it is important that the Management Committee have guidelines set out as to what is acceptable or not in terms of gifts. A policy can set out the level of monetary value that gifts should not exceed before having to be reported, the level that the club itself will not spend on gifts and who is authorised to agree to the purchase or presentation

of gifts. Gifts can also cause disquiet if they are regularly kept by certain individuals so gift pooling (especially at Christmas and especially for staff) can be a useful way to handle such matters.

Safeguarding/Child Welfare PolicyThis policy will outline a clubs process with regard to vetting procedures and the clubs overall position with regard to child protection and the protection of vulnerable adults. The policy should clearly state how matters will be handled, by whom and the responsibilities for reporting in line with current legislation. It should also detail how stand down order and suspensions are handled and the clubs policy on safeguarding training and vetting. The club constitution should include a provision clearly referring to the obligations on the club to comply with safeguarding legislation and state that a policy is in place which sets out the processes and procedures under which the club operates.

Sport Ireland’s Safeguarding Guidance for Children and Young People in Sport (2019) which follows Children First: National Guidance for the Protection and Welfare of Children (2017) and co-operating to Safeguard Children and Young People in Northern Ireland (2017) specify requirements on recruiting and working with children, young people and vulnerable adults. Every club must have a policy in that regard and the Management Committee members should be familiar with their obligations.



Clubs should have a Children’s Officer and a Designated Liaison Person (who is separate to the Children’s Officer, if possible) to ensure the required reporting procedures are followed and to report any suspected cases of child neglect or abuse to the duty social worker in the Child and Family Agency/Tusla or an Garda Síochána/Gateway team or the PSNI. The club should agree the process by which it will recruit or appoint its Children’s Officer and Designated Liaison person and have safeguards are in place to ensure those persons have the required training, vetting, experience and skills necessary for such positions.

Whistleblowing PolicyThis allows anyone to raise concerns, in confidence, about possible improprieties regarding matters of public interest. It sets out what protections are afforded to whistle-blowers under legislation and what procedures should be followed in such cases.

Disciplinary and Grievance PolicyIt is important that clubs also have a Disciplinary and Grievance policy in place for its members and volunteers separate to any staff policy. This will cite how complaints and disputes or breaches of the clubs policies will be handled.

These policies protect the club by setting out a roadmap regarding the process the club will follow in such cases. The principles of natural justice and fairness must be to

the forefront when clubs engage in these matters which can sometimes lead to legal proceedings.

Lobbying PolicyIf the club has employees and is undertaking in any lobbying activity (i.e lobbying a relevant public official about purchase of land, policy changes, legal changes, grants) it is mandatory to register as an organisation that partakes in lobbying and file a quarterly return. The sipo.ie website provides guidance on whether you should register or not and what constitutes lobbying activity.

Induction PolicyClubs should ensure their Committee members have an induction procedure and information pack issued. It may also include that last set of minutes for the committee they are sitting on. Induction packs can be large so they can be circulated via a Dropbox or email link. It is also important for the Chair of the Committee to discuss the new role with them and ensure they have all the information they require.

Inclusion/Disability PolicyThis policy documents the clubs commitment to all people with disabilities and outlines how the club will facilitate the inclusion of those with disabilities and which activities will be offered. The policy should include any club training in this area providing details of who is responsible for enquires and a general access policy in respect of the facility and equipment.


RUNNING EFFECTIVE MEETINGS

In this section we examine at how clubs meetings should run.

HOLE EIGHT


Role of the ChairThe role of the Chair is to agree and set the agenda sometimes with input from the General Manager, the Honorary Secretary or taking into account matters which may need to be addressed or which have been raised. The Chair sets the tone for the meeting and the timings. It is good practice to ensure a set amount of time is divided as appropriate to each agenda item to ensure all matters receive adequate attention. The key to a well-run board meeting is a strong Chair and a well-planned agenda.

The Chair should:• Insist papers have been read in advance so time is not

wasted reading material• Control how the meeting is run and the speaking time

for member’s present avoiding too many discussions running over or any monopoly in conversations

• Encourage an open, transparent meeting, seek out questions on topics and ensure each member feels they can contribute to the discussion.

• Avoid matters being brought to the table as “fait accompli” (already decided), encourage individual contributions and avoid group thinking. Ultimately the decision will be made by the majority if that is what the Constitution stipulates but a robust discussion in a constructive rather than disruptive manner should take place.

• Call out poor behaviour when necessary and resolve conflicts where possible.

Meeting ScheduleIt is good practice to agree a meeting schedule for the year ahead or at least for the next 6 months and ensure the dates are secured in peoples diaries. Meetings should be held for the minimum times set out in the Club Constitution but good practice would suggest at least every 4-6 weeks depending on the nature of the Management Committee and how much it engages at the operational level. In smaller clubs it may meet more regularly as it may be more operationally involved.

An agenda might include: • The minutes of the last meeting • Matters arising from minutes• Outstanding action points• Update on Club activities• Strategic issues • Financial updates

• Governance updates• Risk Register update• Golf committee issues• Membership/Stakeholder issues • Human Resource updates• Course management • Project work

It is good practice to identify matters on the Agenda which are for discussion or for note or matters which may require a decision.

Agenda

HOLE 8: Running Effective Meetings


Any Other Business Many agendas end with Any Other Business (AOB) however it is not recommended to include this as an agenda item as it increases the risk of Management Committee members using AOB for their own purposes. This can lead to a “bomb” or unforeseen item being dropped at the end of the meeting which can influence the entire atmosphere of the meeting which can be difficult to turn around.

Instead it is recommended that if a member feels something needs to be added to the agenda after it has been circulated they should be encouraged to raise it with the Chair who has the option of fitting it in or keeping it for another meeting. If clubs choose to keep AOB it is recommended that there is an agreement in place that it will only be used as a way of raising issues for discussion at a future meeting or elsewhere.


Notice of MeetingsClubs should ensure adequate notice is provided for its meetings and that it has been agreed how notice will be issues e.g. via email.

The Honorary Secretary should take note of attendance and members should ensure they give apologies if they are unable to attend. The Chair should raise any repeated failure to attend with the relevant member. Papers should be issued at least 5-7 days in advance and ideally each agenda item should have a memo or paper attached outlining what the discussion is about.It would be normal for the General Manager to attend meetings and provide an update on the activities at operation level. Other staff or other individuals may be invited to attend to present or give guidance on certain agenda items.

MinutesThe Honorary Secretary should take minutes in an agreed standard format which outline key discussions and decisions of the Committee and any follow up actions necessary. Minutes do not need to be verbatim but an overall indication of what was discussed under each Agenda item and the outcome or decisions relating to same.

HOLE 8: Running Effective Meetings


The Chair should review the minutes and may offer guidance on what additional detail should be recorded. Key matters, especially around financial decisions, must be properly recorded.

There is no need to attribute comments to particular individuals however members may wish individual concerns are recorded. The final decision of the Committee is collective even if not everyone agreed. Minutes are normally approved at the next meeting and signed by the Chair.

General Meetings (AGM/EGM)Clubs must hold general meetings of all members in accordance with its Constitution. This is particularly important if a club is a company and certain legal requirements must be followed.

The key to running a good general meeting is proper planning, timing and communication with members. It is important that the meeting is set up correctly, Chaired in a professional manner and there are no surprises for members which could generate an unfavourable outcome.

If there are key decisions to be made at such meetings (e.g. Changes to the Constitution or an important Club policy) consideration should be given to advance consultation with members before springing matters on them.

An AGM at a minimum should include:• Overview of financial statements • Clubs activities report • Appointment of the auditors and setting fees where

relevant • Elections

An EGM is generally held in accordance with the Club Constitution for urgent matters.


IMPLEMENTATION AND NEXT STEPS

Using this guide and the toolkit documents (T) the Governance Subcommittee should: • Identify a list of governance tasks which need to be completed. • Identify which tasks may be easier than others to implement. • Identify which governance tasks may require approval from the club membership (e.g. Changes to Constitution)

and those which can be implemented more easily at Management Committee level (e.g. introducing a policy or procedure).

• Delegate tasks between the subcommittee members or delegate to others in the club including any staff who may be able to help.

HOLE NINE


Managing ChangeSuccessfully leading others through the change process is not an easy task. Some within the club will view any element of change in a negative light, they may feel that they are losing something they currently have in order for others to gain.

It is important that individuals within the committee navigate their way through the discomfort that comes with change and this can be done by helping members understand that remaining stagnant comes at a much greater long term cost than implementing change.

As implementing any level of significant change can take time it is important that:

• A timeline is agreed. • Members are updated as to the work of the

Governance Committee so any change is not sudden or unexpected.

• Those on the Governance Committee are trusted by the membership to be acting in the best interests of the Club when recommending changes.

• When receiving feedback it is equally important that a Governance Committee do not get side tracked and unduly delayed by any individual issues or cases raised.

• The Chair of the Committee progresses work on governance which is in the best interests of the club as a whole.

Governance can always be improved so once the building blocks are put in place practices and policies can be continually upgraded to take account of any specific issues which arise but these should not delay putting good governance practices in place to begin with.

Support and ResourcesGolf Ireland can support your club in the following ways:• Offer advisory support in relation to any areas covered in

this guidance document • Provide sample templates that clubs can amend to suit

their individual needs• Facilitate Governance Subcommittee Meetings• Facilitate Club Planning Subcommittee Meetings • Regional workshops/seminars on Governance

In addition the Governance Toolkit can be found on our website with all the guidance notes and templates referred to in this guide.

HOLE 9: Implementation and Next Steps

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governance guide

Documents