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PMGC Committee Charters & Position Descriptions (Non-staff)
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Committee Charters &

Volunteer Position Descriptions


TABLE OF CONTENTS

PMGC BOARD CHARTER        7

Introduction        7

Responsibilities and functions        7

Composition of the Board        8

INDUCTION AND EDUCATION        8

Director letter of appointment,        8

Director’s independence        8

Tenure        9

Chairman’s Responsibilities        9

Board Committees        10

Conflicts of Interest        10

INDEMNITIES AND INSURANCE        11

Company Secretary        12

Role of Chief Executive Officer        12

Strategic Direction and Oversight        12

Board Meetings        13

Code of Conduct        13

Corporate Social Responsibility (“CSR”)        14

Political donations        14

Risk Management        14

Policy and Procedures        14

Board’s Role in Crisis Management        14

Integrity of financial reporting        15

Annual Report to Members and other stakeholders        15

Annual General Meeting        15

Review of CEO Performance        15

Director’s Expenses        15

Board Meeting Papers and Decision-Making        15

Significant Decision-making elements        16

Board of Directors Annual Agenda        18

Retained and Delegated Authorities        19

DELEGATION TO MANAGEMENT ITEMS        19

Sub-Committee Charters        21

DRAFT House & Membership Charter (Not in place)        21

Brief:        21

Composition & Reporting:        21

Duties of the Committee        21

Notice of Meetings, Agendas & Minutes:        21

Relationship with Staff & Facilities:        21

Approved at Board Meeting:        21

Pro – Am Committee Charter        21

Brief:        21

Composition & Reporting:        21

Duties of the Committee        22

Notice of Meetings, Agendas & Minutes:        22

Relationship with Staff & Facilities:        22

Approved at Board Meeting:        22

Finance Committee Charter        22

Brief:        22

Composition & Reporting:        22

Duties of the Committee        22

Notice of Meetings, Agendas & Minutes:        23

Relationship with Staff & Facilities:        23

Approved at Board Meeting:        23

Men’s Golf Committee (MGC) Charter        24

Brief:        24

Composition & Reporting:        24

Period of Appointment:        24

Duties of the Men’s Golf Committee        24

Reporting, Notice of Meetings, Agendas & Minutes:        25

Handicaps        25

Members Handbook        25

Representative Teams        25

Conduct        26

Special Events        26

Finances and Funding:        26

Special Projects        26

Relationship with Staff & Facilities:        26

Approved at Board Meeting:        26

Course Committee Charter        26

Brief:        26

Composition & Reporting:        26

Duties of the Committee        27

Notice of Meetings, Agendas & Minutes:        27

Relationship with Staff & Facilities:        27

Approved at Board Meeting:        27

Men’s Vets Golf Committee Charter        27

Brief:        27

Composition & Reporting:             27

Period of Appointment:        28

Duties of the Committee        28

Notice of Meetings, Agendas & Minutes:        28

Relationship with Staff & Facilities:           28

Approved at Board Meeting:        29

Junior Golf Committee Charter        29

Brief:        29

Composition & Reporting:             29

Duties of the Committee        29

Notice of Meetings, Agendas & Minutes:        30

Relationship with Staff & Facilities:           30

Approved at Board Meeting:        30

         30

Match Committee Charter        30

Brief:        30

Composition & Reporting:        30

Period of Appointment:        30

Duties of the Committee        30

Notice of Meetings, Agendas & Minutes:        31

Relationship with Staff & Facilities:        31

Required Resources:        31

Approved at Board Meeting:        31

Membership Committee Charter        32

Brief:        32

Composition & Reporting:        32

Period of Appointment:        32

Duties of the Committee        32

Notice of Meetings, Agendas & Minutes:        32

Relationship with Staff & Facilities:        32

Required Resources:        32

Approved at Board Meeting:        32

Sponsorship Committee Charter        33

Brief:        33

Composition & Reporting:        33

Period of Appointment:        33

Duties of the Committee        33

Notice of Meetings, Agendas & Minutes:        33

Relationship with Staff & Facilities:        34

Required Resources:        34

Approved at Board Meeting:        34

Seaside Classic Committee Charter        34

Brief:        34

Composition & Reporting:        34

Duties of the Committee        34

Notice of Meetings, Agendas & Minutes:        34

Relationship with Staff & Facilities:        34

Required Resource:        35

Approved at Board Meeting:        35

Women Vets Golf Committee Charter (WVGC)        35

Brief:        35

Composition & Reporting:        35

Period of Appointment:        35

Duties of the Committee        35

Notice of Meetings, Agendas & Minutes:        35

Relationship with Staff & Facilities:        35

Required Resources:        35

Approved at Board Meeting:        35

Women’s Golf Committee* (WGC) Charter        36

Brief:        36

Composition & Reporting:        36

Period of Appointment:        36

Notice of Meetings, Agendas & Minutes:        36

Duties of the Women’s Golf Committee        37

Promotion of women’s golf        37

Induction of new members        37

Duties of the Women’s Match Committee        37

Handicaps        37

Members Handbook        38

Representative Teams        38

Conduct        38

Financial Matters        38

Special Projects        38

Relationship with Staff & Facilities:        38

Approved at Board Meeting:        39

Position Descriptions - Non-Staff        40

President        40

Club Captain        41

Vice - Captain        42

Treasurer        42

Director        43

Media & Communication Officer        44

Course Committee Chair        44

Sponsorship Chair        45

Welfare Officer        45

Grants & House Liaison Officer        45

Course Volunteer        46

POSITION DESCRIPTION: Club Captain        47

Position Description: TREASURER        48


PMGC BOARD CHARTER

  1. Introduction

This policy sets out the major principles used by the Board to manage its affairs and enable it to discharge its responsibilities. In carrying out its responsibilities and powers as set out in this charter, the Board will at all times recognise its overriding responsibilities to discharge its duties in good faith, with care and act honestly in the best interests of the Club.

The Board considers governance, to be the system or process by which the Board, exercising accountability to members, is directed and controlled to achieve sustainable improvement in the Club’s prosperity commensurate with the risks involved.

The purpose of this Charter is to:

Where a conflict or contradiction to the Constitution exists the constitution takes precedence.

Responsibilities and functions

The Board’s key responsibilities are:

The key functions of the Board include:

Composition of the Board

The composition of the Board is determined using the following principles:

INDUCTION AND EDUCATION

Director letter of appointment,

Upon election to the Board:

Director’s independence

The Board shall assess the independence of each Director in light of any interests disclosed by them. Each Director must provide the Board with relevant information to assess his or her independence. In assessing independence, the following matters will be considered and a Director will be regarded as independent if that Director:

Tenure

Tenure on the Board is defined within the Club Constitution:

In addition all Directors are expected to continue as Directors only for so long as they have the confidence of their fellow Directors.

Directors intending to not seek re-election are expected to disclose to the Board their intention with sufficient announcement of at least 3 months (prior to election) to allow succession planning.

Chairman’s Responsibilities

  1. The Chairman of the Board has a major role as the head of the Club’s Directors in providing leadership and other functions including:

Board Committees

  1. The Board may establish from time to time appropriate sub-committees to assist the Board by focusing on specific responsibilities in greater detail than is possible for the Board as a whole, reporting to the Board and making any necessary recommendations.
  2. Each formally constituted Committee, including ad-hoc Committees has a written charter, approved by the Board.
  3. The existence of the Committees should not be seen as implying a fragmentation or diminution of the responsibilities of the Board as a whole.
  4. The role and responsibilities, charter and need for continuance of each committee are reviewed annually by the Board.

  1. The present sub-committees are:

  1. Finance Committee
  2. Pro-Am Committee
  3. Seaside Classic Committee
  4. Course Committee
  5. Match Committee
  6. Membership Committee
  7. Men’s Golf Committee
  8. Women’s Golf Committee
  9. Men’s Vets Golf Committee
  10. Women’s Vets Golf Committee
  11. Junior Golf Committee

Conflicts of Interest

The common law fiduciary duty of Directors, as directors, to act honestly and in the best interests of the company overlaps with statutory duties of the Corporations Act including not to misuse position or information to gain an unfair advantage, to act honestly and to disclose conflicts of interest, etc.

Potential conflict of interests for Directors may include:

information sourced from the Club); or

competing with company for tenders).

To manage conflict of interests in accordance with the requirements of the Corporations Law the Board requires the following guidelines to be adhered to by Directors:

When a conflict of interest arises, leave the Board meeting and not vote on any resolution that relates to the conflicted issue unless the Directors who do not have a material interest in the matter have passed a resolution that identifies the Director, the nature and extent of the Directors interest in the matter and its relationship to the affairs of the Club and states that the interest should not disqualify the Director from voting on the issue;

A Director seeking clarification in relation to these guidelines can consult with the CEO as the Corporations Act provides some exceptions to the general rules espoused in the guidelines.

The CEO can also arrange to provide a standing notice about an interest and will record it in the Board minutes.

INDEMNITIES AND INSURANCE

Deed of Indemnity

Each Director on appointment has executed the Deed with the Club in which the Club provides an indemnity to the Directors to the extent they are indemnified under the Corporations Act.

  1. each Director or retired Director is indemnified against liability the Director may incur to another person (other than the Club or a related corporate);
  2. the indemnity includes costs and expenses incurred in legal proceedings;
  3. in accordance with the law a Director is not indemnified for any liability arising out of negligence or lack of good faith;
  4. if the Director or retired Director has incurred a liability to which the indemnity applies then the Director need not incur any expense before enforcing the right to the indemnity;
  5. where the indemnity covers a claim against a Director, the Club is entitled to assume the conduct, negotiation or defence of the claim and the Director must co-operate with the Club in relation to the claim; and in certain limited circumstances a Director may engage separate legal advisers.
  6. The CEO can arrange to clarify any issues arising from the indemnification deed.

Directors and Officers Insurance

  1. Included in the annual agenda structure is the review of the Directors & Officers Insurance policy. Written details of this policy may be provided.
  2. If required, each Director is required to truthfully answer all questions in the insurers proposal document and to disclose any information to the insurer, which would be relevant to the insurer’s assessment of the risk.
  3. The Club has agreed to pay the directors and officers insurance premiums and not to do anything which may prejudice the policy.

Access to board papers

  1. A Director has both a common law and a statutory right to inspect the documents of the Club.
  2. The Corporations Act provides that a Director is entitled to access financial records at all reasonable times. This right applies to all Directors regardless of whether they have specific financial responsibilities, but a Director cannot extend the right to third parties.
  3. Access to documents can be made through the CEO at no cost to the Director.
  4. For the purposes of certain legal proceedings a person who has ceased to be a Director has a right to access all books of the Club (including its financial records) at all reasonable times. This right extends for a period of seven (7) years after a person has ceased to be a Director.

Company Secretary

  1. Unless otherwise determined by the Board the CEO is the Company Secretary. The Company Secretary (CEO) is accountable to the Board through the Chairman, on all governance matters.
  2. All Directors have direct access to the Company Secretary on governance matters.
  3. The appointment and removal of the Company Secretary is a matter for decision by the Board as a whole.

Role of Chief Executive Officer

  1. The Chief Executive Officer (CEO) is responsible for the overall day-to-day management and the performance of the Club. The CEO manages the Club in accordance with strategy, delegations, business plans and policies approved by the Board to achieve agreed goals and objectives.

Strategic Direction and Oversight

The Board reviews the Club’s long-term strategic plans and the major issues that it and management expects the Club to face in the future.

The Board sets the broad parameters for the Executive’s preparation of the Club strategic plan. The Board only approves the strategic plan after conducting a rigorous review, including considered Board input on major strategic initiatives (including the options considered and sensitivities, on what basis, and why they were rejected).

This review includes a thorough understanding of what is required to successfully execute the strategic plan.

The Board approves key performance measures (budget and financial and nonfinancial KPIs) aligned with the strategic plan and ensures that remuneration is aligned with the achievement of strategic outcomes.

Board Meetings

Board Meeting Annual Agenda

  1. The annual agenda should be aligned with the strategy cycle of the Club and bring many governance aspects of the Board’s charter to life.
  2. The annual agenda establishes how many times the Board should meet each year to discharge its duties and responsibilities.

Board Meetings Procedure

Directors have adopted the following procedures:

  1. there is one Board meeting per month, including at least two meetings annually dedicated mostly to strategy development and review;
  2. proper and timely notice of meetings is provided with an outline of proposed business;
  3. agenda papers which include executive summaries and resolutions are provided in advance to allow time for review;
  4. an action list is presented to ensure all outstanding items are dealt with, including monitoring progress of past decisions;
  5. non-executive Directors may meet periodically at scheduled meetings without Management present;
  6. a general business item is on the agenda so that directors may add items for discussion /information;
  7. agenda items will be called for prior to the meeting
  8. minutes are clear, accurate and have the appropriate detail; and draft minutes will be distributed to the Chairman for comment as soon as practicable after the meeting.

Board Meeting Attendance

  1. It is usual for the CEO to attend Board meetings and record the minutes
  2. Advisors and other parties external to the Board are invited to attend Board meetings by the Board Chairman, as appropriate.

Access to Management

  1. The Board and individual Directors have the power to meet or make inquiry with the CEO, outside of scheduled Board or Committee meetings.

  1. Directors at the CEO’s discretion may have complete access to the senior management in relation to issues for which they are accountable but may not direct those staff in their duties.

Code of Conduct

The Club takes ethical and responsible decision-making very seriously. It expects staff, managers and Directors to do the same.

Based on the Club core values, the Code of Conduct as outlined in the Clubs NSW Best Practice Guidelines is designed to encourage ethical and appropriate behaviour in all Club activities and dealings with stakeholders based on the Club’s core values.

The Code also addresses matters relevant to the Club’s compliance with its legal obligations to all stakeholders.

The Board will take all reasonable measures to ensure compliance with the Code.

Corporate Social Responsibility (“CSR”)

  1. The Club is committed to the long-term sustainability of its operation and aims to optimise, or minimise whatever the case may be, the social, environmental and economic impact of its significant business proposals and ongoing operations for the benefit of all stakeholders.
  2. The Club may require any appointed officials or representatives to complete criminal, working with children or other background checks as considered in the best interests of the Club.

Political donations

  1. The Club does not make political donations nor align itself to a political party or position.

Risk Management

Risks are any event or action that threatens the assets and earnings of, values or

services provided by, the Club. It is the Board’s role to establish a sound system

of risk oversight and management and internal control.

The Board will endeavour through the Finance committee:

  1. the identification of key business risks;
  2. the measurement of each identified risk in terms of potential impact and likelihood of occurrence;
  3. an assessment of the external environment and the control mechanisms in
  4. place to manage the risk;
  5. the development of action plans to manage the risk; and
  6. constant monitoring of the program and reviewing continued economic justification and/or process improvement opportunities.

Policy and Procedures

The Board is responsible for:

  1. approving and monitoring compliance with all significant policies and procedures by which the Club is operated; and
  2. approving policies and procedures designed to ensure the Club operates at all times within applicable laws and regulations, consistently and in accordance with the Club’s values and ethical standards.

Board’s Role in Crisis Management

The Board has two key roles in a crisis situation, one prior to the crisis and the

other during.

  1. Firstly, prior to the crisis, the Board ensures that there is in place a

crisis management plan that has been tested and employees have been trained in its execution.

  1. Secondly, during any crisis, the Board will fully support management in its

continuity and recovery effort. The CEO will advise on urgent media and communications issues.

The chief spokesman during any crisis will be the CEO supported by specified members of the senior management team or the Chairman as needed.

Integrity of financial reporting

The Board ensures that a structure of review and authorisation designed to ensure the truthful and factual presentation of the Club’s financial position and performance, is in place.

The structure is overseen by the Finance, Audit and Risk Committee, although this delegation does not diminish the ultimate responsibility of the Board to ensure the integrity of the Club’s financial reporting.

Annual Report to Members and other stakeholders

The Board provides the Members and other stakeholders with a comprehensive annual report outlining how they fulfilled their governance role, the achievements of the Club, the aspirations of the Club and sufficient financial information so that members can make a judgement as to how effectively the Board is fulfilling its role.

Annual General Meeting

The Club encourages effective communication with Members and their effective participation at general meetings and has strategies in place to effect this.

All Directors are expected to attend Annual General Meetings.

Review of CEO Performance

  1. The Board sets the performance criteria for the CEO, which are regularly

reviewed.

  1. The performance and remuneration panel comprising the Board Chairman, Club Captain and Treasurer shall review the CEO’s performance and remuneration annually.

Director’s Expenses

  1. The non-executive Directors are reimbursed all out-of-pocket expenses incurred

by them in carrying out their duties as non-executive Directors.

  1. The Company Secretary handles all reimbursement matters.
  2. All charges across the Club’s Bar whilst performing duties must be signed for

Board Meeting Papers and Decision-Making

Board Meeting Papers

The agendas for individual Board meetings should include (but not be restricted to):

The reporting of information to the Board is essentially by way of Board papers.

The Board meeting papers should:

of matters to be discussed;

or inhibiting effective execution of that strategy;

The Corporations Act provides that Directors meetings may be called or held using any technology consented to by all Directors. The consent may be a standing one. A Director can only withdraw their consent within a reasonable time before the meeting.

Informal communications outside Board meetings contribute to overall Board effectiveness (e.g., Club lunches, dinners and other activities like Member Club meetings which help build rapport and understanding).

Significant Decision-making elements

Strategic Fit

(i) Is the proposal part of the existing strategy?

(ii) Is the strategy still applicable?

(iii) If it is not part of the existing strategy, why are management submitting this proposal?

(iv) If reasons are substantive, then should we review the existing strategy?

Financial considerations

(i) Are the financial requirements of the proposal clearly articulated?

(ii) What effect will this project, if approved, have on our cashflow?

(iii) Are there robust financials giving various scenarios supporting the proposal?

(iv) Where necessary, has an independent financial due diligence been completed?

Strategic and operational risks

(i) Have the significant strategic risks been identified?

(ii) Are there alternative proposals that may achieve a better result?

(iii) Have all significant operational risks been identified?

(iv) Have appropriate risk management decisions been made in relation to these risks?

Due diligence

(i) Have the benefits and disadvantages of the proposal been clearly identified?

(ii) Have all appropriate areas of due diligence been completed using external resources where necessary?

(iii) Have all regulatory issues been considered?

(iv) Has third party information been used to test market key assumptions?

Members, stakeholder and market perception

(i) How will members receive the decision?

(ii) If there are concerns, how are they to be managed?

(iii) Are there any other stakeholder issues that need to be managed, eg players, customers, staff and suppliers, communities?

(iv) Are there other ways of constructing the proposal to enhance market perceptions

Ethical fit

(i) Will the organisational values be compromised?

(ii) If the decision became front-page news, would it embarrass the organisation or directors personally?

(iii) If the decision involves other regions or communities are there any ethical or social responsibility questions?

(iv) Will the environment be compromised?

Availability of resources

(i) What effect will the transaction have on the asset base?

(ii) Do our current management have the competencies and resources to successfully implement the decision?

(iii) If alternative resources are required are they easily be obtained?

(iv) What effect will the decision have on other resources, including technology, premises etc?

Synergy

(i) Does the proposal provide potential synergies with the existing business?

(ii) Are there any other future developments that may enhance the synergy effect further?

Value creation

(i) Does the proposal clearly highlight the financial and non-financial outcomes?

(ii) How does the proposal create value for members?

(iii) Is there a clear mechanism to monitor / measure the value created through implementation of the proposal?

Contingency plans

(i) Does the proposal consider a “worst case scenario” in the event of failure?

(ii) Are contingency plans detailed?


Board of Directors Annual Agenda

Scheduled meetings & policy review schedule

Scheduled Meetings

O

N

D

J

F

M

A

M

J

J

A

S

Approve previous minutes

Outstanding action items

Conflict of interests declared

Review Board Charter

Review Committee Charters

Director succession planning

Establish committees for year

Establish meeting dates for year

CEO Report

Finance Report & Minutes

CEO performance review

CEO remuneration review

Review management delegations

Strategy review off-site

Strategic objective progress

Review business plan and budget towards strategic objectives

Approve business plan and budget towards strategic objective

Review risk management plan

Membership Category review & fees

Review insurances

Auditor accounts presentations

Annual financial report approval

Director’s declaration

Director’s induction

Annual report

Annual fixtures working group  finalise

Men’s Golf Committee minutes

Women’s Golf Committee minutes

Men’s Vets minutes

Course Committee minutes

Ad-hoc Committee reports

Junior Committee minutes

Sponsorship Committee

Women’s Vets circulated

Litigation and reportable non-compliance issues

Dept. policy reviews

E,WH&S circulated

Retained and Delegated Authorities

CEO Reporting Responsibilities

The reporting of information to the Board is essentially by way of the monthly board report.

The Board has the following guidelines to assist management with issues that must come to the Board. The CEO is responsible for reporting to the Board on business operations. They include:

DELEGATION TO MANAGEMENT ITEMS

Financial and contractual delegations in respect of the following budgeted transactions:

Other delegations


Sub-Committee Charters


Pro – Am Committee Charter

Brief:

Oversee the planning and delivery of the annual Pro-Am.

Composition & Reporting:        
Duties of the Committee
Notice of Meetings, Agendas & Minutes:

Relationship with Staff & Facilities:        

The Committee shall perform their work in a manner which results in the minimum disruption to staff.  

If any dispute should arise between a member of the Committee, it shall be resolved by the CEO in consultation with the Committee chair.

Special requests for staff resources must be submitted to the CEO for delegation.

A dedicated office and facilities is provided for use of all Club Golf Committee’s on the lower floor of the Clubhouse.

Approved at Board Meeting:

Finance Committee Charter

Brief:

Oversee the accuracy and financial reporting obligations of the Club.

Composition & Reporting:        

The Treasurer is elected at the Annual General Meeting of the Club and at the first meeting of directors is appointed the Treasurer’s portfolio.

Duties of the Committee

Notice of Meetings, Agendas & Minutes:

CEO.

Relationship with Staff & Facilities:        

The  Committee shall perform their work in a manner which results in the minimum disruption to staff.  

If any dispute should arise between a member of the Committee, it shall be resolved by the CEO in consultation with the Committee chair.

Special requests for staff resources must be submitted to the CEO for delegation.

Suitable arrangements shall be made with the CEO to obtain relevant information or access to staff

A dedicated office and facilities is provided for use of all Club Golf Committee’s on the lower floor of the Clubhouse.

Approved at Board Meeting:

        


Men’s Golf Committee (MGC) Charter

Brief:

The MGC administer the day to day organisation and operation of Men’s Golf competitions, (Thursday and Saturday) & Sunday Medley competitions.

All members of MGC are responsible for acting in the best interests of the Club and its male golf members with the goal of ensuring all male golf members have the opportunity to enjoy their golf and golf related activities at PMGC.

All members of the MGC must at all times adhere to the proper etiquette of the game, strictly observe and lead by example in adhering to all club rules, in particular those relating to slow play, course care and to the use of motorised carts on the course.  

All members of the MGC are required to set the example in execution and maintenance of the above conditions.

The MCG is a sub-committee of the Club and outside of its prescribed duties makes recommendations by way of motioned minutes to the Board for endorsement into Club policy.

Composition & Reporting:        

The MGC shall consist of a Chairperson (non Board member), Deputy Chair and members as required by the Chair recommended for appointment by the MGC and endorsed by the Board.

The chair shall be elected by the MGC at their first meeting after the Club AGM annually.

The tenure of all positions is at the discretion of the Chairperson.

Where required the Chair may issue a position description for roles on the MGC.

A Board appointed representative is ex-officio on all Club Golf committees and may attend from time to time. The CEO and President shall have a standing invitation to attend Club Golf Committee meetings.

Period of Appointment:

Until the date of the next Men’s Golf Committee election unless the Board decides that an appointment should be terminated earlier.

A maximum of 2 Directors may serve on any sub-committee with most senior position on Sub-committee retained first, if tied then longest serving.

Duties of the Men’s Golf Committee

In the absence of a MGC representative the Club Professional shall determine match decisions regarding MGC events. This includes adjudicating on all matters pertaining to play on the course where an urgent decision is required.

Reporting, Notice of Meetings, Agendas & Minutes:

Handicaps

Members Handbook
Representative Teams

Conduct
Special Events

The Seaside Classic are coordinated by the Seaside Classic Committee.  

Inter-Club hosted events are coordinated by the Club Captain

Beverley Park reciprocal match is coordinated by BP Officer

The Pro-Am event is co-ordinated by the Pro-Am Tournament Committee.

The MGC may be called upon to assist from time to time in hosting these special events.

Finances and Funding:

The MGC are provided an annual allowance of $5,000 for use as they see fit.

Special Projects

The Men’s Golf Committee shall undertake investigations into and report on any matter at the request of the Club Captain or the Board.

Relationship with Staff & Facilities:        

The Men’s Golf Committee shall perform their work in a manner which results in the minimum disruption to staff.  

If any dispute should arise between a member of the Men’s Golf Committee and staff, it shall be resolved by the CEO.

Special requests for staff resources must be submitted to the CEO. 

A dedicated office and facilities is provided for use of all Club Golf Committee’s on the lower floor of the Clubhouse. The main club office is limited to Board and Staff access only.

Approved at Board Meeting:

Course Committee Charter

Brief:

The Course Committee covers and considers policy in regards to the Course and practice facilities.

Composition & Reporting:        

Duties of the Committee

Notice of Meetings, Agendas & Minutes:

CEO.

Relationship with Staff & Facilities:        

The  Committee shall perform their work in a manner which results in the minimum disruption to staff.  

If any dispute should arise between a member of the Committee, it shall be resolved by the CEO in consultation with the Committee chair.

Special requests for staff resources must be submitted to the CEO for delegation.

A dedicated office and facilities is provided for use of all Club Golf Committee’s on the lower floor of the Clubhouse.

 

Approved at Board Meeting:

November 2015


Men’s Vets Golf Committee Charter

 

Brief:

The Men’s Vets Golf Committee (MVGC) has delegated responsibility for the administration and organisation of men’s vets golf competitions in the Club.

 

Composition & Reporting:     

 

Period of Appointment:

 

Duties of the Committee

Notice of Meetings, Agendas & Minutes:

Relationship with Staff & Facilities:   

The MVGC shall perform their work in a manner which results in the minimum disruption to staff. 

If any dispute should arise between a member of the Committee, it shall be resolved by the CEO in consultation with the Committee chair.

 

Special requests for staff resources must be submitted to the CEO for delegation.

 

A dedicated office and facilities is provided for the shared use of all Club Golf Committee’s on the lower floor of the Clubhouse.

 

Approved at Board Meeting:

November 2015  


Junior Golf Committee Charter

 

Brief:

The junior golf committee (JGC) is responsible for the administration and organisation of junior competitions and development of junior golfers in the Club.

 

Composition & Reporting:     

 

Period of Appointment: Until the date of the next annual Junior Committee meeting unless the Board decides that an appointment should be terminated earlier

 

Duties of the Committee

 

Notice of Meetings, Agendas & Minutes:
Relationship with Staff & Facilities:   

The JGC shall perform their work in a manner which results in the minimum disruption to staff. 

If any dispute should arise between a member of the Committee, it shall be resolved by the CEO in consultation with the Committee chair.

 

Special requests for staff resources must be submitted to the CEO for delegation.

 

A dedicated office and facilities is provided for the shared use of all Club Golf Committee’s on the lower floor of the Clubhouse.

Approved at Board Meeting:

 

 

Match Committee Charter

Brief:

Oversight of all golfing matters of the Club

Composition & Reporting:

Period of Appointment:

Following Club AGM for period of 12 months

Duties of the Committee
Notice of Meetings, Agendas & Minutes:

Relationship with Staff & Facilities:        

The  Committee shall perform their work in a manner which results in the minimum disruption to staff.  

If any dispute should arise between a member of the Committee, it shall be resolved by the CEO in consultation with the Committee chair.

Special requests for staff resources must be submitted to the CEO for delegation.

A dedicated office and facilities is provided for use of all Club Golf Committee’s on the lower floor of the Clubhouse.

Required Resources:

Approved at Board Meeting:

        


 


Membership Committee Charter

Brief:

Organise sponsorship of club golf competitions for Men’s Golf and Women’s Golf

Composition & Reporting:

Period of Appointment:

Appointed at first meeting of the Board following AGM for period of 12 months

Duties of the Committee

Functions of Member Badge Draw & Membership inductions and Exit interviews ???

Co-ordinate Wednesday and Friday Members Badge Draws (hosting)

Assist in general house maintenance (i.e. skill based suitability)

Notice of Meetings, Agendas & Minutes:

Relationship with Staff & Facilities:        

The  Committee shall perform their work in a manner which results in the minimum disruption to staff.  

If any dispute should arise between a member of the Committee, it shall be resolved by the CEO in consultation with the Committee chair.

Special requests for staff resources must be submitted to the CEO for delegation.

Required Resources:

Approved at Board Meeting:

TBA


Sponsorship Committee Charter

Brief:

Organise sponsorship of club golf competitions for Men’s Golf and Women’s Golf

Composition & Reporting:

Period of Appointment:

Appointed at first meeting of the Board following AGM for period of 12 months

Duties of the Committee
Notice of Meetings, Agendas & Minutes:

Note:

Sponsors, excluding Port Macquarie Pro Shop and sponsors who provide their own prizes, are invoiced at the end of the month of their sponsorship and vouchers issued to members accounts as prizes.

Port Macquarie Pro Shop will not be invoiced, given they are part of our club, they are able to supply vouchers for their sponsored days.

If any other sponsor wishes to provide additional prizes on their day they may do so, however a list must be provided to the Finance Manager at the end of each month with details of which sponsors provided their own prizes and which sponsors need to be invoiced.

On invoice and reminder for upcoming sponsorship for the sponsorship to include: “Thank you for your support. This sponsorship will provide prize vouchers to the winning members accounts on the day. You may choose to provide additional prizes at the presentation if you wish.”

Relationship with Staff & Facilities:        

The  Committee shall perform their work in a manner which results in the minimum disruption to staff.  

If any dispute should arise between a member of the Committee, it shall be resolved by the CEO in consultation with the Committee chair.

Special requests for staff resources must be submitted to the CEO for delegation.

A dedicated office and facilities is provided for use of all Club Golf Committee’s on the lower floor of the Clubhouse.

Required Resources:

Sponsorship and Advertising Google Drive Worksheet

Approved at Board Meeting:

November 2018


Seaside Classic Committee Charter

Brief:

Oversee the planning and delivery of the annual Seaside Classic Week of Golf

Composition & Reporting:        
Duties of the Committee
Notice of Meetings, Agendas & Minutes:

Relationship with Staff & Facilities:        

The Committee shall perform their work in a manner which results in the minimum disruption to staff.  

If any dispute should arise between a member of the Committee, it shall be resolved by the CEO in consultation with the Committee chair.

Special requests for staff resources must be submitted to the CEO for delegation.

A dedicated office and facilities is provided for use of all Club Golf Committee’s on the lower floor of the Clubhouse.

Required Resource:

Seaside Classic Planning Document (Google Drive)

Approved at Board Meeting:

November 2015


Women Vets Golf Committee Charter (WVGC)

Brief:

Organise golfing events for Women’s Veteran golfers.

Composition & Reporting:

Period of Appointment:

Following Women Vets AGM for period of 12 months

Duties of the Committee
Notice of Meetings, Agendas & Minutes:

Relationship with Staff & Facilities:        

The  Committee shall perform their work in a manner which results in the minimum disruption to staff.  

If any dispute should arise between a member of the Committee, it shall be resolved by the CEO in consultation with the Committee chair.

Special requests for staff resources must be submitted to the CEO for delegation.

A dedicated office and facilities is provided for use of all Club Golf Committee’s on the lower floor of the Clubhouse.

Required Resources:

Approved at Board Meeting:

November 2015


Women’s Golf Committee* (WGC) Charter

* [incorporating Women’s Match Committee (WGMC)]

Brief:

The WGC has delegated authority to administer the day to day organisation and operation of Women’s golf at Port Macquarie Golf Club.

The WGC is responsible for acting in the best interests of Port Macquarie Golf Club (PMGC) and its Women Golf Members with the goal of ensuring all Women Golf Members have the opportunity to enjoy their golf and golf related activities at PMGC.

Composition & Reporting:        

The WGC is a sub-committee of the Club and makes recommendations either through the CEO or by way of a motioned minute to the Board for endorsement into Club Policy.

The WGC shall comprise five (5) Officer positions: President (Chair), Women’s Captain, Secretary; Treasurer and Handicapper and up to seven (7) other committee members. The positions are subject to annual election which must be held as soon as practicable after the annual presentation of awards, and not later than one month prior to opening day of the next golf year.

Should an Officer position remain vacant following the Annual General Meeting, providing there are at least four (4) Officer positions filled, those elected Officers may continue to seek to fill the vacant position up until one month following the commencement of the new golf year.  After that time, should the position continue to remain vacant, the Board will decide the way forward after consultation with the WGC.

The Women’s Captain, Vice-Captain, Handicapper, Secretary shall form the Women’s Match Committee.  The Women’s President is ex-officio on this Committee.

Period of Appointment:

Until the date of the next WGC election unless the Board decides that an appointment should be terminated earlier.

The Club Captain is ex-officio on all Club match committees and shall have a standing invitation to attend Match Committee Meetings.

The CEO and President shall have a standing invitation to attend Club Golf Committee meetings.

A maximum of 2 Directors may serve on any sub-committee with most senior position on Sub-committee retained first, if tied then longest serving.

Notice of Meetings, Agendas & Minutes:

WGC Secretary

Duties of the Women’s Golf Committee

Promotion of women’s golf

Induction of new members

 

Duties of the Women’s Match Committee

Handicaps

Members Handbook

Representative Teams

Conduct

Financial Matters

In respect of financial matters the WGC shall:

Special Projects

Relationship with Staff & Facilities:        

Approved at Board Meeting:

November 2015


Position Descriptions - Non-Staff

President

The President is chair of the Board and is the head governing director of the Club. The Board’s Charter contains the following responsibilities for the President:

In addition the following responsibilities are agreed:

Required Resources:


Club Captain

The Captain has an extremely important role ensuring the successful conduct of golf activities and welfare of players during Club competitions. The Captain is responsible for the:  

 

Note: Decision on suspension of play are delegated to the Head Professional or senior golf staff on duty. The Captain when in attendance should consult when concern for suspension of play arises.

The Captain may choose to delegate any of these responsibilities.

Required Resources:

Decision on the Rules of Golf Book

PMGC Conditions of Play

PMGC Policies

PMGC Members Handbook


Vice - Captain

The Vice-Captain is to assist the Captain in ensuring all golf competitions at the Club are conducted suitably. Responsibilities include:

Required Resources:

Decision on the Rules of Golf Book

PMGC Conditions of Play

PMGC Policies

PMGC Members Handbook


Treasurer

All Directors have a responsibility for the Financial well being of the Club. The Treasurer maintains a relationship with the CEO to ensure the following:

Required Resources:

PMGC Annual Operating Budget

PMGC Capital Expenditure Budgets

Commbiz Login and Authority to view Bank Accounts

PMGC Policies

Director

All club directors hold a responsible position of trust to uphold the traditions and public reputation of their clubs.

The board must conduct the business and affairs of the club in accordance with their club’s constitution and in the best interests of the club and members as a whole.

The board must avoid at all costs pandering to a minority of members at the expense of the majority. At the same time, a balance must be struck to ensure the rights of individual members or groups of members are not ignored.

It is important to remember that directors acting alone have no power or authority, unless the board has specifically delegated a task, function or responsibility to that director.

A director can only effectively exercise power when acting in concert with the other directors.

Required Resources:

PMGC Constitution

PMGC Policies

PMGC Committee Charters and Position Descriptions (non-staff)


Media & Communication Officer

The Media and Communications Officer provides relevant timely golf news to local media and members. The responsibilities include:

Required Resources:

Media release template

Media contact details

Miclub News Login

Facebook page contributor access


Course Committee Chair

The Course Committee Chair is an advisory/support/member communication between the Course Superintendent, Course Committee and members. The Chair oversees the functions of the Course Committee and its charter and items noted below:

Required Resources:

  1. Capital Expenditure Budgets
  2. PMGC Policy document
  3. Course Works Schedule
  4. Course Committee Charter
  5. PMGC Course Improvement Plan and Booklet

Recommended Reading:


Sponsorship Chair

The Sponsorship Chair works to maximise income for the Club through the sponsorship of Club events. This includes:


Welfare Officer

The Welfare Officer has the following responsibilities:


Grants & House Liaison Officer

The Grants & House Liaison Officer has the following responsibilities:


Course Volunteer

Course Volunteers assist in enhancing areas on the golf course by completing tasks or projects under the overall direction of the Course Manager (CM). The agreed tasks that Course Volunteers may undertake in agreed areas with the CM are:


NOTES for review:

POSITION DESCRIPTION: Club Captain

Date Revised:

October 2015

Reports to:

Board

Staff Reporting to Position:

Nil.

Position Objectives:

Primary Position Duties and Responsibilities

General

Note: Typically 10-20 hours per week are required  to fulfill the position.Chief Volunteer

Version 10: 16th October 2019 - Page