EAST PERTH DISTRICT BASKETBALL ASSOCIATION (Inc.)

Transcription

1 MISSION That East Perth Basketball will seek to develop the sport of basketball within its boundaries, to promote and ensure access to the sport of basketball for all persons and be responsive to the needs of individuals and groups within the community. OBJECTIVES To manage the association in line with the Mission of the association. To act in the best interest of the sport in general. To provide for the development, coaching and encouragement of members of the association. To apply the property and income of the Association solely towards the promotion of the objectives of the Association so that no part of that property or income may be paid or otherwise distributed, directly or indirectly, to members except in good faith in the promotion of these objectives. MANAGEMENT The management, regulation and control of all business of the association shall be vested in a board of directors, which will operate subject to the constitution and rules of the association. STRUCTURE The Organisation and Reporting Structure of the Association is as follows: MANAGING DIRECTOR SECRETARY DIRECTOR OF BASKETBALL DIRECTOR OF BUSINESS DIRECTOR OF JUNIORS DIRECTOR OF FINANCE DIRECTOR OF WABL DIRECTOR OF FUND RAISING DIRECTOR OF SBL DIRECTOR OF MARKETING DIRECTOR OF DEVELOPMENT DIRECTOR OF PAST MEMBERS DIRECTOR OF EMERITUS

2 EPDBA ROLES AND RESPONSIBILITIES BY POSITION The following is an overview of the roles and responsibilities for each of the Director positions, and the additional positions in support of each area of responsibility: A Director, as a member of the Board, has joint responsibility to realise the objectives of the Association in compliance with the Constitution and Rules of the Association. Managing Director: The Managing Director has a particular responsibility for the management and development of the Association. Manage the Board of Directors in accordance with the Constitution and Rules of the Association Provide leadership for the Board and their various roles. Develop a strategy plan for the management and development of the Association; Attend and Chair the Director and Member Meetings. Set the agenda for meetings and manage meetings in line with the agenda and the meeting checklist. Facilitate and run Official Functions; Liaise with Basketball Western Australia (BWA) and represent the Association at BWA meetings and functions; Liaise with Director of Basketball and Director of Business on overall general operations; Liaise with other Directors and attend committee, sub-committee and working party meetings where required; Compile the annual report in cooperation with the Secretary - Strategy review / implementation - Merchandise Manager - Equipment Manager - Venues and Stadiums Liaison for the approx 56 stadiums in the area - Volunteer Program and Rewards

3 Director of Business: Has a particular responsibility for the development of mutually beneficial involvement of the business community with the Association. Develop and seek approval for a strategy plan to involve the business community of the district with the aims of the Association; Liaise and coordinate with the Directors of Finance, Fund Raising, Marketing and Past Members to facilitate the development of mutually beneficial involvement of the business community. - Community Volunteers Director of Finance: Although all the committee members have equal responsibility for the control and management of club funds, the Director of Finance plays an important part in helping the Board carry out these duties. Director of Finance has a particular responsibility for the management of all financial matters pertaining to and deriving from the Association with the following specific responsibilities set out in the Constitution: Shall be responsible for the receipt of all monies paid to him or her on behalf of the association and must issue receipts for the monies in the name of the association; Pay all of these monies into the association bank account at the earliest opportunity; Ensure all accounts are paid as and when they fall due for all regular payments; Any extraordinary payments to be approved at a board meeting prior to payment; Keep a record of all financial transactions of the association is such manner as will enable true and correct records of the association to be prepared and presented at each board meeting. These records must contain clear explanations of all transaction. Submit to members at each Annual General Meeting, accounts of the association showing the financial position of the association at the end of the immediately preceding financial year of 1 July to 30 June of the following year; Shall have custody of all securities, books and documents of a financial nature relating to the association; Following the end of the financial year and prior to the Annual General Meeting the Director of Finance shall submit all records to be audited by an auditor nominated by the board at the meeting prior to the Annual General Meeting.

4 Manage and control the funds the club collects and raises. Attend Director Meetings. Responsible for all book keeping and banking. Prepare monthly financial reports for Director Meetings. Prepare Budgets / Forecasts for discussion and approval by Directors. Prepare and lodge BAS statements and fulfill any other Tax Office requirements. Liaise with Auditor. Liaise with other Directors in respect to finance matters. - Book-Keeper (Banking and data entry for all club finances) - Assistant Book-keeper (collect monies from WABL/SBL/Junior coordinators, Banking) Director of Fundraising: Has a particular responsibility for the management and development of fund raising in the District. Develop and seek approval for a strategy plan for the management and development of fund raising in the district; Assist with preparation of Annual Budget and updated Forecasts by providing a plan and budget with sufficient detail Manage and coordinate sponsorship/fundraising activities. Set-up and oversee sub-committee to assist in sponsorship/fundraising events and activities. Liaise with Director of Finance regarding timing of funds required. Liaise with WABL and SBL Coordinators regarding player/parent involvement for fundraising events. Liaise with Director of Marketing on communications and the positioning of the association as well as Director of Business on the involvement of business organizations within the District; To generate funds for the benefit of the entire club structure Include social aspects to fundraising events wherever possible. Add value tapping into all resources across the club

5 - Fundraising events Coordinator - Sponsor Liaison Coordinator - Government Grants/Liaison - Sub-Committee of Helpers (as many as possible) Director of Marketing: Has a particular responsibility for the management and development of marketing and communications in the District. Develop and seek approval for a strategy plan for the management and development of marketing and communications in the district; Liaise with other Directors in respect to marketing and communications; Oversee media announcements & liaison, club newsletters, website and other communications. Oversee the Media Partner arrangements with the local written and radio media. Produce general interest stories about the club for local press Coordinate weekly game reports for inclusion in the local paper - Media Liaison - Game(s) Reporter - Club Newsletters - Web Master - Advertising/Promotions - Servicing Sponsors - Partnerships and Stakeholder Development Director of Past Members: Has a particular responsibility for the management and development of past members (including players, coaches and officials) within the District. Develop and seek approval for a strategy plan for the management and development of past members in the district;

6 Collect, collate and archive information relevant to the clubs history. Moving towards the formal establishment of a Past Players, Coaches and Officials Association; Coordinate and arrange a past player/member and official function each year to coincide with the SBL and/or WABL Season Liaison with Life Members of the Association and coordinating the appropriate invitations for special functions - Working committee of past members Director of Emeritus: Has a particular responsibility for assisting the Managing Director. Pursuant to the Constitution: This position is not voted on but is filled by the immediate past managing director for a period not to exceed the following AGM and has one vote on the board. Assist and support the Managing Director. Director of Basketball: Has a particular responsibility for the management and development of basketball in the District. Develop and seek approval for a strategy plan to manage and develop basketball in the district at the community level (ie: other local competitions both juniors and seniors); Meet with BWA Development Officer(s) (where appropriate) and coordinate the Clubs involvement Oversee various administrative roles such as protests and disputes and codes of conduct.

7 - Protests and Disputes Committee - Code of Conduct review / implementation - WABL Coaches/Assistant Coaches - SBL Coaches/Assistant Coaches Director of Juniors: Has a particular responsibility for the management and development of Junior Basketball in the District. Develop and seek approval for a strategy plan to manage and develop junior basketball in the district; Ensure that the EPDBA Domestic Junior Competition operates efficiently and effectively in its own right and be supportive of the entire EPDBA structure and pathway. Liaise with Stadium operators Focus on player numbers by accessing schools, recreation centres & community Associations Identify potential players, coaches, referees and administrators for club pathway - Referees Coordinator - Stadium Manager - Games Controller (possibly 2 positions Morning/Afternoon) - First Aid Officer - Door Person - Trophy Presentation/Season Wind-up Coordinator - Equipment, Uniform and Merchandising Coordinator - Other Director of WABL: Has a particular responsibility for the management and development of Western Australia Basketball League Basketball in the District.

8 Develop and seek approval for a strategy plan to manage and develop WABL basketball in the district; Work with Junior and Senior WABL Coordinators to oversee all WABL game day and training activities (including Summer Classic). Oversee Referee Coordinator and Games Controller / Stadium Manger. Ensure referees are appointed for all WABL days, and advise other club of appointments for Away Games. Oversee the appointment and rostering of First Aid Officers, Door Person, and Shot Clock Operators for Home Games. Oversee preparations and running of Trophy Presentation/Season Wind up. - Junior WABL Coordinator (Coach/ Manager/ Parent Liaison 12s, 13s, 14s,16s,) - Senior WABL Coordinator (Coach/Manager/Parent Liaison 18s, 23s, Div 1) - Referees Coordinator - Home Game Stadium Manager/Games Controller (possibly 2 positions Morning/Afternoon) - Home Game First Aid Officer - Home Game Door Person - Home Game Shot Clock Operators - Trophy Night/Season Wind-up Coordinator - Equipment, Uniform and Merchandising Coordinator - Appoint Team Managers - Facilitate the coaching applications and recommend coaching appointments Director of SBL: Has a particular responsibility for the management and development of State Basketball League Basketball in the District. Develop and seek approval for a strategy plan to manage and develop SBL basketball in the district;

9 Facilitate Coaching applications and the recommendation of Coaching appointments Oversee Contract Administrator, Away Game Travel Coordinator, Game Night Coordinator, Sponsor Liaison Officer, Scorebench Coordinator and Games Controller. Oversee preparations and running of Trophy Presentation/Season wind up. Attend meetings at BWA / SBL Commission, as required. Liaise with BWA / SBL Commission regarding venue availability, fixturing, etc. Liaise with opposing clubs regarding team lists, travel arrangements, etc. - Away Game Travel Coordinator (Transport and Accommodation bookings for away games to Geraldton, Bunbury, Kalgoorlie and other regional locations where appropriate) - Contract Administrator (signing, copying, and lodgments of player and coach contracts and BWA registrations) - Equipment, Uniform and Merchandising Coordinator - Sponsor Liaison Officer - Home Game Program/Newsletter - Home Game Scorebench/Stats Coordinator (Volunteers also required to run scorebench and call stats and operate video). - Home Game Stadium Manager/Games Controller. (Ensure SBL games are run in accordance with BWA guidelines, lodge official scores and player votes with BWA). - Game Night Coordinator (To manage set-up and pack-up for SBL games including Roster of Helpers) - Game Night Helpers (Set-up/Pack-up including chairs, sponsor boxes and signage; Courtside Announcer; Sound Desk; Bar staff; Video operator; Floor Wipers; Door Person; Sponsor liaison and catering). - Trophy Presentation/Season Wind-up Coordinator Director of Development: Has a particular responsibility for the management and development of coaches, players and officials in the District. Develop and seek approval for a strategy plan to manage and develop players, coaches and officials in the district;

10 Development Programs for Players Development Programs for Coaches Development Programs for Referees Development Programs for Officials (Scorers and Statisticians) Assist with running of coach clinics Fitness/Footwork/Vertical leap Advanced Skills development (Boys; Girls) - Player Development Officers - Advanced Training Coaches and Coordinator - Camp Coordinators - Coach Development Officer - Referee Development Officer - Official Development Officer Secretary: Pursuant to the Constitution: Must co-ordinate the correspondence of the Association; Keep full and correct minutes of the proceedings at all board meetings, the Annual General Meeting and any Special General Meetings called by the Association; Minutes of meetings to be forwarded to all board members at least seven days prior to the next meeting; Secretary shall nominate a person within the association to maintain a membership database; To make available the senior members list to all members on request. The junior member s list shall be kept separately to ensure privacy of junior members; In summary the role includes: Responsible for ensuring effective communication links between Directors and between other stakeholders. Assists the Chair in running an effective meeting Make bookings and other arrangements for meetings and confirm arrangements with / to Directors. Record attendance and minutes of Director Meetings Correspondence to/from players/members/external parties Manage all external correspondence Advertise coaching vacancies, development programs, clinics, etc. Make arrangements for the AGM and Co-ordinate the AGM reports

11 Liaise with other directors in management and coordination of media liaison, club newsletter, website, protests and disputes, codes of conducts, etc. Maintenance of club database including contact list of all Members, Players, Directors, committee members, working groups, volunteers and employees - Membership Applications (collecting, collating and data entry) - Collect/Distribute mail - Club Database Coordinator (Data Entry and Management)

12 ROLE OF THE BOARD OVERVIEW The Board's primary responsibility is one of stewardship and trusteeship on behalf of stakeholders, ensuring that the East Perth District Basketball Association ( EPDBA Association Club ) remains viable and effective in the present and for the future. The Board is ultimately accountable for all Association matters. The Board ensures the Association has a secure long term future by: Establishing the Association's strategic direction and priorities. Interacting with key stakeholders. Ensure that the Association's strategic direction remains both appropriate and achievable. Reporting back to the stakeholders at the AGM. Defining key relationships between the Association and its stakeholders and other key individual and Associations/groups. Evaluating the effectiveness as a board. The board's job is to create the future, not mind the shop' Board members should: Act honestly, in good faith in the exercise of his or her duties, for the best interest of the Association. Recognise that the primary responsibility is to the members as a whole but should, where appropriate, have regard for the interests of all stakeholders of the Association. Not allow personal interests or the interests of any associated persons, or sectional interests to conflict with the interests of the Association. Be clear and understand the roles, responsibilities and reporting relationships of the Board, staff and volunteers. Attend all Board meetings. Where attendance is not possible members will submit an apology. If absence is likely to extend for several consecutive meetings, members will obtain leave of absence. Abide by Board decisions once reached. Once decisions are made, speak with one voice Under common law, Governing Board members have a responsibility to act honestly, exercise reasonable care and skill and understand their fiduciary duties whilst performing their necessary tasks on behalf of the Association.