Club Management

Rockhampton Regional Council is committed to growing an active community that everybody enjoys and we are proud of.

We facilitate a coordinated approach for the region to increase physical activity and develop a better understanding of the importance of health and wellbeing in everyday life, and do this through:

  • Support, promotion and value adding to existing clubs and active lifestyle initiatives.
  • Development of collaborative planning of initiatives.

Discover the range of resources and information that can support your club or group.

Starting a club

Step One: Initial Meeting

An initial meeting should be called with potential members to discuss and identify the need for the club. Items for discussion include:

  • Need – is the club actually needed, are there other clubs in the area, is there a call for additional clubs, are there enough potential members?

  • Development – if there is a need how will the club get started? What steps are going to be taken to ensure the early success of the club?

  • Facilities – how will the club obtain facilities, can it use existing facilities, what are the costs of developing the facilities and how will these be funded?

Ensure there is a clear agenda for this meeting so that it goes efficiently and effectively. Everyone has the opportunity to contribute to discussions. 

Step Two: Get in touch with relevant organisations

Before starting your club you should discuss your intentions with the sport or activity’s governing body, Rockhampton Regional Council and Queensland Government’s Department of National Parks, Sport and Racing.

These organisations may provide advice, guidance or alternative suggestions on your proposal.

Step Three: Create a Constitution

A constitution sets the rules by which the Club will operate. It is a legally binding document and is registered with the Office of Fair Trading. The Office of Fair Trading provides a template for constitutions referred to as the Model Rules.

Step Four: Setup an Incorporated Association

An incorporated association has the same powers, benefits and responsibilities as a person, but is legally separate from its members, this means:

  • That the committee makes the decisions
  • The association is legally liable for these decisions
  • Individuals on the committee, as long as they act in good faith, aren’t personally liable

Call a general meeting, at least seven (7) members need to be present, and agree to become an Incorporated Association, adopt the constitution, agree on a club structure and elect the committee.

Step Five: Lodge an application with the Office of Fair Trading

In order to finalise the process of becoming an Incorporated Association the newly formed committee must lodge an application with the Office of Fair Trading.

Useful Links:

From association to incorporation

Step One: Get a Common Seal

This is a rubber stamp that legally identifies your association and provides proof of your association’s name on legal documents.

The seal itself must include the words ‘Common Seal’, the association’s full name and the word ‘Incorporation’ or its abbreviation ‘Inc”.

Step Two: Open a bank account

The newly formed incorporated association will need to open an account with a financial institution, the account must be in the name of the association and kept in a Queensland branch of the financial institution. 

Signatories will need to be appointed to the account (via a Committee Meeting or General Meeting), these members will have the authority to sign cheques on behalf of the association.

Make sure at least one (1) of the signatories must be the president, secretary or treasurer.

Step Three: Insure your association

Public liability insurance can help protect the association’s assets. It is imperative that the association holds public liability insurance if it needs to pay damages for an incident on the association’s property or any actions the organisation may take. The Queensland Government provides more information on why you need public liability insurance.

If you use Council owned land you will require a minimum of $10 million public liability insurance. If you use state owned land (whether or not it’s controlled by Council) you will require $20 million public liability insurance.

Step Four: Transfer property

Your incorporated association is a legal entity and any property of the association should be transferred to the newly incorporated association, this includes assets, liabilities, rights and legal proceedings.

Useful Links:


Management Committee

The basic requirements of a management committee are to ensure it operates lawfully and to uphold, review and amend its constitution. The members of the management committee have the same responsibility as company directors in the community organisation’s governance.

What makes a management committee great?

  • A thorough understanding of roles and responsibilities of committee members
  • Having a thorough understanding of financial management and reporting its position to the members
  • Meeting legislative requirements, including the reporting requirements required by the Office of Fair Trading
  • Develop sound operating procedures and plans to guide committee actions
  • Be transparent and accountable
  • Run effective and efficient meetings
  • Excellent communication between committee members, members, state sporting bodies, Rockhampton Regional Council and Department of National Parks Environment and Science
  • Make all members feel welcome and empower club members to do the same
  • Establish a pool of volunteers that are willing to help out with club tasks
  • Instigate a reward and recognition program for volunteers

Don’t forget that the management committee needs to meet all legislative requirements and act lawfully, to do this:

  • Develop and implement strategic directions, policies, procedures and annual budgets
  • Manage club resources, membership and records
  • Regularly communicate with members and supporters

Useful Links:


Club Administration

Staying on top of administrative actions can be made easier by:

  • Embracing the digital age - electronic file storing and sharing means multiple committee members can have quick and easy access to a variety of documents. Investigate the possibilities for cloud type storage services. This also reduces the obligatory handover of a box of files or paperwork on change of committee.
  • Establishing a quick reference guide - create a folder that has hard copies of important files so that they are accessible, this includes constitution/model rules, plans, policies, lease or licence document, copies of certificates (e.g. Certificate of Incorporation) and other important data. Make sure the folder is stored in an accessible location (e.g. club house) and someone is in charge of updating and managing the folder.
  • Adopting standardised record-keeping procedures - make sure these are communicated to all committee meetings so that information is gathered and stored in similar formats. A procedure and template should be creating for recording of meetings including decisions.
  • Retaining financial records - keep all records for a minimum of seven (7) years.

Strategic Planning

The Committee should work towards developing and regularly updating its strategic plan which could guide club development and processes in the short and long term.

Financial Management

Managing an organisation's finances is an important role to ensure short term and long term financial viability. 

Asset Management

Correct asset management procedures should ensure that assets are maintained, correctly recorded and documented and protected. It can also maximise the potential life of the assets and assist clubs in planning for replacements. Organisations should consider developing an asset register, maintenance plans, facility management plans and procedures for use of equipment e.g. mowers or rollers.

People Management

Volunteer management is another important component of club administration, as volunteers are the life blood of organisations and should be managed, rewarded, recognised and embraced.

Risk Management

Organisations should have adequate risk management processes and plans in place to minimise risks that it may encounter.


Risk Management

Risk management is the process taken to reduce potential legal liability of a club or organisation. It aims to address and reduce the likelihood of potential problems before they occur. Effective risk management is proactive rather than reactive which results in creating a safer environment for all those involved in your club or organisation.

Sport and recreation activities by nature include a broad spectrum of inherent risks, some potential risks that may impact on your club or organisation could include:

  • Unsafe equipment, facilities or playing surface
  • Inappropriate or inadequate insurances
  • Lack of first aid officers or medical emergency plan
  • Participants are not required to sign release forms or a waiver
  • The club is not incorporated

A well developed risk management plan or set of procedures that is effectively implemented will assists a club or organisation through:

  • Improved safety for participants
  • Reduced injuries and accidents
  • Ensuring compliance with legal obligations
  • Better outcomes for the club or organisation
  • Increased image and reputation within community
  • More effective management of events, programs and activities
  • Greater awareness and understanding for officials and volunteers

All influential positions within your club or organisation (committee members, officials, coaches, and volunteers) should be consulted and involved in each step of the risk management process. Each member has specific knowledge and understanding of different aspects of the day-to-day running of the club or organisation which must be incorporated to ensure a comprehensive risk management plan is developed. For a checklist that will help you create a risk management plan, see below. 

Your club or organisation’s officials also have a duty of care to take reasonable actions to ensure that all participants avoid injury or accident during the related sport or activity. This includes keeping up-to-date with rule changes and any other relevant amendments, particularly those involving safety. Officials have a duty of care to:

  • Protect participants
  • Ensure that the sport or activity is conducted safely
  • Enforce the rules
  • Warn participants of dangers
  • Control and supervise the competition.

 Risk management tips for officials

  • Always inspect and clear the playing field or arena of visible dangers.  Consider reducing the size of the playing field if necessary (e.g. if broken glass was found in the “in goal” area of a football ground it is difficult to know that all the glass has been picked up so consider shortening the field);
  • Cancel the contest or event if there is inclement or dangerous weather (e.g. extreme heat or thunder storms where lightning is likely);
  • Inspect and control use of both competition and protective equipment;
  • Enforce the rules of the sport and control the conduct of participants (a warning to “tone down” behaviour before things get out of hand can be effective);
  • Be able to provide basic first aid if required and to deal appropriately with potential and actual injuries;
  • Keep an officiating diary and record any incidents that occur during a competition;
  • Seek regular evaluation of your performance and make sure you know about changes to the rules;
  • Undertake a course on “conflict management”;
  • Ensure you have a “balance” in your life and give yourself sufficient time away from officiating to avoid “burn out”;
  • Have insurance to cover both if a claim is made against you and also to cover medical expenses or lost income if you are injured.

No risk management plan or procedure, regardless of the time and effort that went into it, will have any influence on improving safety unless it is implemented effectively ‘on the ground’. When developing a risk management plan you must ensure it is easy to understand, user friendly and accessible to all; this will assist in the day-to-day implementation of the plan.


Risk Management plan checklist

  1. Appoint a risk manager - responsible for the risk management process.
  2. Identify key positions who will be involved in managing risk (committee, officials, coaches, event manager, financial officer, etc).
  3. Determine the club’s risk management context.
  4. Identify risks – what can happen, why and how?
  5. Analyse risks.
  6. Evaluate risks.
  7. Design a risk elimination and reduction plan.
  8. Implement the plan.
  9. Develop and implement a clear communication strategy on risk management.
  10. Communicate the strategies to all appropriate levels of the club.
  11. Ensure the board addresses risk management periodically as a meeting agenda item.
  12. Monitor and review strategies at least annually and report to the board through the risk manager.
  13. Ensure the board has adopted and implemented a risk management policy.

 The following are useful websites that may assist you in developing a risk management plan:

Managing Risks - Play by the Rules
Risk Management - Australian Sports Commission



Volunteer Management


The proper management of volunteers within community not-for-profit organisations involves various operations.

It is advised to begin with planning the requirements for a volunteer program. Planning is essential for the success of any volunteer program and involves:

  • Gaining support for the program
  • Developing applicable policies and procedures
  • Designing volunteer positions
  • Educating others in the organisation about involving volunteers

Once these factors have been considered a solid foundation is created to support the organisation's volunteer program.

Volunteer Coordinator

It's also necessary to ensure a member of the organisation's committee is responsible for the volunteers. Working closely with senior management, the volunteer coordinator's work could include:

  • Assessment and prioritisation of staff requests for volunteer assistance
  • Development of volunteer job descriptions
  • Advertisement of positions
  • Screening of applications
  • Volunteer orientation and training
  • Management a staff/volunteer relations
  • Development and review of the organisation's volunteer policies and procedures
  • Supervision, evaluation and formal recognition of volunteer contributions.

Job Descriptions

Clear job descriptions need to be written for each volunteer position. Committee members must be involved in developing and approve all positions.

Well-crafted position descriptions for each approved job will assist the organisation to:

  • Set the criteria for selection and placement of applying volunteers
  • Understand the scope responsibilities and limitations of the work
  • Put in place appropriate screening measures for applicants
  • Develop necessary training materials
  • Establish standards for performance in supervising and evaluating volunteers, including grounds for possible termination
  • Develop means to recognize and reward volunteer effort

To provide volunteers with a challenge and the motivation for continued success, each position description should include an explanation of the program's desired outcomes and the volunteer's role in helping the organisation achieve them. Specific skill sets and experience required for each position must be identified. It also important to specify the location, time commitment and expected duration of the project.

Volunteer staff, just like paid staff, need clear, accurate and current descriptions of the work that they are expected to do. All volunteer positions should have their own position descriptions, which need to be reviewed at least once every year, or whenever the nature of the work changes substantially.

A good job description would include the following:

  • A brief summary of the mission and major activities of the entire organisation.
  • A description of the purpose and duties of the advertised volunteer position, including the actual task/s that the volunteer is expected to perform.
  • Areas of accountability.
  • Supervisor and lines of authority
  • Duration of the position.
  • Expected time commitment each week/month etc.
  • Workplace location.
  • Skills required/preferred.



Effective marketing is more than just advertising, gaining publicity or securing sponsorship; its purpose is to ‘make a sale’. Marketing your sporting club or organisation is a process that involves finding a market for your activity (or product), making your product desirable to that market, and exchanging your product for something of value.

Obvious marketing activities that sporting clubs and organisations engage in include open days, events and simple advertising. What most committee members and officials of your club or organisation don’t realise is that they market the club simply by taking on their roles. A committee member who provides relevant information that is easy to understand to an enquiry from the public over the phone contributes to the positive image of your club or organisation. So too does a team in uniform that plays fairly and does not contest an officials ruling.

Marketing of a sporting club or organisation that is implemented effectively has numerous benefits which include:

  • Increase in membership
  • Enhancing reputation
  • Creates opportunities
  • Raises awareness
  • Is value for money

The best way to ensure your club or organisation receives all of these benefits and more is to develop a well planned, comprehensive and purposeful marketing plan. There are two types of marketing plans which can be developed, strategic and tactical.

Strategic marketing plans usually spans a three to five year period and are closely linked with the club or organisation’s overarching strategic plan. This type of marketing plan is valuable when developing ongoing programs and is vital when seeking sponsorship for large amounts of money.

Tactical marketing plans often stem from the club or organisation’s overarching strategic plan and achieve short-term goals such as an increase in membership for a season.

Both types of marketing plans contain similar components which can include:

  • Summary – provides an overview of the plan and states the aims and objectives, often easiest to write last.
  • Table of Contents – assists readers in navigating through relevant topics and information.
  • Introduction – this section outlines what the club or organisation plans to do.
  • Situation Analysis – highlights what the club or organisation’s current situation is, as well as how these factors affect the plan. A SWOT analysis is often beneficial throughout this step.
  • Target Market Analysis – defines the current market including information on the demographic such as age, gender, ethnicity, lifestyle, income, etc.
  • Problems and Opportunities – this section answers questions such as should the club or organisation stay in the current market? Can the club or organisation compete in the market effectively? Are the current marketing strategies working or should they be altered?
  • Objectives – use the SMART method to effectively define your objectives.
  • Marketing Mix – a mix of marketing strategies should be used to achieve your objectives, this section outlines which will be used.
  • Implementation and Control – describe how the plan is going to achieve each outcome, when it will be done and who will be responsible for each activity. A timetable or schedule format could be used.

It is important to consider the 5 P’s when developing and implementing a marketing plan:

  1. Product – does the club or organisation has something others require?
  2. People – have you considered all involved; participants, members, customers?
  3. Price – is the whole cost (time, money, etc.) comparable?
  4. Promotion – are potential customers aware of your product?
  5. Place – is it central or convenient?

SWOT Analysis

A SWOT analysis is used to identify both internal and external factors that impact on a club or organisation. They are used to highlight information that can be used to develop SMART objectives.


Strong senior membership


No Junior members


Develop junior teams


Limited resources

SMART Objectives

S - is the objective SPECIFIC?
M - is the objective MEASURABLE?
A - is the objective ACHIEVABLE?
R - is the objective REALISTIC?
T - does the objective have a TIMEFRAME?

Smart objectives ensure that the club or organisation are working towards goals that will provide effective and efficient progress.

An example of a SMART objective is "Increase membership by 10% over the next two years by engaging with the local school communities". This objective is specific (increase membership by 10% over the next two years), it is measurable (increase membership by 10%), it is achievable and realistic (by engaging with the local school communities), and lastly, it has a time frame (over the next two years).