Key Roles & Responsibilities
The role of the Sponsor is to ensure the club meets all of its governance obligations within the DWP Running Staff Clubs Framework; thus
- the office manager, or in the case of a club covering several locations, the senior manager, should take on the role;
- however, it may be agreed that, to facilitate communication where a club covers a number of locations, the site manager where the Chair is based is nominated as sponsor; and
- the sponsor will act as the initial point of contact in respect of any difficulties which may arise, and which the Chair and committee are unable to resolve.
The Chair is answerable to the sponsor, ensuring that the activities of the club take place, at all times, in a proper and responsible manner, and that club activities are never the cause of embarrassment to the Department. In short, the Chair is:
- Accountable for ensuring that the affairs of the club are properly conducted, in accordance with its constitution, and with statutory requirements e.g. by conducting a monthly finance check to ensure that petty cash held, and the bank statement, balance with the cashbook.
- Responsible, In the case of a club covering several locations, for ensuring that all site Managers are aware of contact details for the sponsor and committee members, in case of any queries regarding events held on their sites.
The Chair should update the RBP of any changes to officers within the club, completing and returning the Chair’s Certificate following the AGM.
The Chair will usually appoint a POC (point of contact) for the club; this role often falls to the Secretary. It is the POC’s responsibility to issue all communications sent by the RBP and advertise and circulate information on local events as appropriate.
The role of the Secretary is a little more structured and is key to the success of a club. The secretary acts as a conduit between the Chair and the committee. The key responsibilities of the secretary are outlined in this document.
The Treasurer is responsible for the financial management of the club and must keep full, up-to-date accounts including, if appropriate, a record of assets. The extent of accounts kept will depend mainly on the size of the Club but the minimum requirement is that a cashbook, or spreadsheet, showing all receipts and payments is maintained. The accounts and record of assets should be supported by documentary evidence e.g. receipts, vouchers, invoices. If the financial situation of the Club appears unsound (i.e. outstanding liabilities exceed cash held) then the Treasurer, or other individual identifying the problem, should report the fact to the full committee immediately. A full outline of the Financial Responsibilities of the Treasurer can be found here.
Elected officers of Clubs are appointed by the members of the Club to control the operation of the Club overall and/or to control specific activities of the Club, and to ensure that the Club (or their particular aspect) is operated in conformance with the constitution and with all statutory requirements. Club committees of HASSRA-affiliated Clubs are also responsible for ensuring that the Club is operated in conformance with HASSRA standing rules.
The committee should support other committees within the office, such as Live Well and People Groups; however, committee members must always consider the financial implication of any request for financial support from these groups.
Committee members should endeavor to attend the monthly meetings, especially the AGM. If a committee member is responsible for organising an event, activity or collection, they must ensure that all appropriate action is taken particulary financial processes.