The President/Chairman sets the overall committee agenda (consistent with the views of members), helps the committee prioritise its goals and then keeps the committee on track by working within that overall framework.

At the operational level, the major function of the President/Chairman is to facilitate effective committee meetings.

Responsibilities and Duties

  • Lead the culture and purpose of the club/NSO.
  • Oversee the development and successful implementation of the club’s/NSO’s strategic plan.
  • Ensure the club has a strong risk management focus and strategies to minimise risks.
  • Manage committee and/or executive meetings.
  • Manage the annual general meeting.
  • Represent the club/group at local, regional, state and national levels.
  • Act as a facilitator for club/group activities.
  • Ensure the planning and budgeting for the future is carried out in accordance with the wishes of the members.

Knowledge and skills required

  • Can communicate effectively.
  • Is well informed of all organisation activities.
  • Is aware of the future directions and plans of members.
  • Has a good working knowledge of the constitution, rules and the duties of all office holders and subcommittees.
  • Is a supportive leader for all organisations’ members.


The secretary is the key administration officer of the club/organisation. This person provides the link between members, the club executive committee and outside agencies (such as other clubs and organisations).

The position of secretary is critical to the successful management of any club or organisation.

The secretary is often the first point of contact for people interested in the club who need information or details about activities. An effective secretary also helps in co-ordinating club events such as meeting schedules, working bees and fundraising activities.

The secretary’s role is a challenging one. Often not seen as high profile, in actual fact the secretary is a key pivot point for all the club’s activities. This person is a valuable member of the club and contributes continuously to its success. Every effort should be made to support and value this person, whose duties may sometimes be repetitive and time consuming.

In many clubs, the hard work of the secretary is often recognised by an honorarium (a small payment made for the service given).

Responsibilities and Duties

These will vary from organisation to organisation. As a guide we have divided the role into core responsibilities and additional responsibilities.

Core Responsibilities

  • Over see all regulatory responsibilities.
  • Notify all legislative bodies of club/organisation changes (i.e. change of club rules or committee members).
  • Ensure correct registration of all players and competitors.
  • Liaision with local, district, national and international sporting associations.
  • Co-ordinate the lodgement of all match day or competition paper work to competition bodies.
  • Maintain different registers required by the club.
  • Mail/correspondence – inward/outward.
  • Recording of full minutes of all meetings.
  • Ensure correct meeting procedures are used including circulation of agendas and meeting minutes.
  • Communication and public relations – inward/outward.
  • Record maintenance and filing systems.
  • Administration supplies/equipment/keys.
  • To call AGM, SGM and Committee meetings.

Additional Responsibilities

  • Managing/supervising other staff/volunteers.
  • Arranging functions.
  • Supporting club events/activities.
  • Other activities as appropriate to skill and interest.

Knowledge and skills required

  • Administration Skills.
  • Well organised.
  • Task and time efficient.
  • Good communicator.
  • Competent word processing skills.
  • Telephone skills.
  • Understanding of office systems and procedures.
  • Dedication and loyalty.
  • Goal oriented and self-motivated.
  • Decision making and delegation.
  • Management and supervision of other staff/volunteers.

Personal Qualities

  • Lots of energy and enthusiasm.
  • An interest in people.
  • Initiative.
  • Tact and discretion.
  • Commitment.
  • Good listening skills.
  • Good understanding and knowledge of the organisation and its activities.
  • Reliable and trustworthy.
  • Problem solver and positive thinker.


The constitution of most sport and recreation organisations usually requires the Treasurer to have a position on the management committee or board. The Treasurer should also hold a position on the executive committee. It is important that the Treasurer does not operate in isolation because financial resources are critical to the development and implementation of strategic plans, all management committee or board members should have input to the use of an organisation’s finances. At the very least, the management committee or board should be involved in developing and approving the annual operating and capital budgets, keeping up to date with the financial position and performance of the organisation, and asking questions about the organisation’s finances.

A key issue for the Treasurer is accountability. The Treasurer must be accountable to the management committee or board and ultimately the members of a sport or recreation organisation for all financial transactions. Separation of powers and conflict of interest are important concepts in this regard. In order to minimise the risk of errors, misuse of funds or fraudulent activities, all financial transactions (eg receipting cash or making payments) should pass through at least two parties within an organisation. Importantly, the two parties should not be involved in a close interpersonal relationship which might increase the risk of collusion with respect to the misuse of funds. The constitution normally sets out the financial year for organisations. Most finish their financial year one or two months prior to the annual general meeting (AGM). This allows time to get the accounts in order and have them audited in time for presentation at the AGM.

Responsibilities and Duties

  • Ensure that adequate accounts and records exist regarding the organisation’s financial transactions including accurate and up-to-date records of all income and expenditure.
  • Coordinate the preparation of a budget and monitor it carefully.
  • Issue receipts and promptly deposit all monies received in the organisation’s bank account.
  • Make all approved payments and invoice groups/members promptly.
  • Act as the signatory to the organisation’s bank accounts, cheque accounts, investments and loan facilities (with at least one other management committee member).
  • Manage the organisation’s cash flow and be accountable for the organisation’s petty cash.
  • Prepare financial reports and bank reconciliation to be presented at all Committee meetings.
  • Negotiate with banks for overdraft facilities, mortgages and other loan facilities where required by the committee.
  • Regularly file business activity statements (including VAT) with the relevant authorities, where applicable.
  • Prepare financial accounts for an annual audit, and provide the auditor with information as required.
  • Prepare an annual financial report.

Knowledge and skills required

A key benefit of being Treasurer is the opportunity to develop accounting, financial and organisational skills which can be of use in personal and working life. Treasurers who are better at their jobs tend to have the following skills and attributes:

  • Honesty and integrity.
  • Enthusiasm for the task.
  • Good organisational skills.
  • A good eye for detail.
  • Good at making decisions.
  • An ability to work in a logical and orderly manner.
  • An ability to allocate regular time periods (eg weekly or monthly) to maintain the books.
  • An ability to keep good records.
  • An awareness of procedures for handling cash, cheques and other financial transactions.
  • A willingness to learn new skills.


Aims to provide junior athletes with the appropriate development opportunities to assist with furthering their skills, performance and enjoyment of their sport. This may consist of training sessions, skills development, development programs and other activities to support junior athletes to get the most out of their sport.

Responsibilities and Duties

  • Create and Implement Development Plan.
  • Build relationships with organisations who have potential players (e.g. schools etc).
  • Organise, develop and deliver development programs.
  • Co-ordinate each session including coaches, participants, equipment and catering.
  • Co-ordinate structure of the program.
  • Provide general supervision and support for the activities.
  • Be an effective point of contact for parents, particularly for junior sports.
  • Advertise and promote the activities of the club.
  • Create player recruitment strategies.

Knowledge and skills required

  • Is well organised.
  • Works well in a team environment.
  • Is well informed of all organisation activities.
  • Can communicate effectively.
  • Enjoys working with children.

• Has suitable/recognised coaching qualifications.

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