Council Practice Book
1 Council Meetings
2 The Secretary (S.O. 2.1)
3 The Treasurer (S.O. 2.1)
4 The Manager (S.O. 2.2)
5 The Chairman of Council (S.O. 3)
6 Notice of, and Agenda for, Council meetings (S.O. 4)
7 Order of Business at Council Meetings (S.O. 6)
8 Motions (S.O. 7)
9 Amendments to Motions (S.O. 9)
10 Points of order
11 Council Committees and Panels (S.O. 13)
12 Responsibilities of the Principal and other Standing Committees
14 Committee and Panel Procedure
15 Delegation of Powers
16 Budget and Expenditure Approval
Composition of Committees
- Counties Sub-Committee
- Disciplinary and Appeals Panels
Responsibilities of Committees
COUNCIL PRACTICE BOOK
January 2017 Edition
In this document use of the masculine gender shall be deemed to include the feminine gender.
1 Council Meetings
1.1 If, in the opinion of the Chairman of the Council, it is not practicable for the first meeting of the Council in the session to carry out all its business on the day of the Annual General Meeting of the Association, the meeting shall be adjourned to a day as soon as can be arranged thereafter.
1.2 The business at this first meeting of Council shall include:
1.2.1 Election of the Chairman and Vice-Chairman of the Council for the forthcoming session in accordance with Clause 22 of the Constitution of the Association. Names of the persons proposed as Chairman and Vice-Chairman of the Council for the forthcoming session shall appear as Motions on the Agenda for the first meeting. Some personal details of any candidates may also be appended. These Motions shall be taken as the first item of business immediately after the composition of Council has been agreed.
1.2.2 Election of Chairmen of the Standing Committees of Council (see CPB 11.1). Names of the members of Council proposed as Chairmen of the Standing Committees for the forthcoming session shall also appear as Motions on the Agenda for the first meeting. Some personal details of any candidates may also be appended. These motions shall be taken as the second item of business.
1.2.3 Election of one member to the Executive Committee from the Management Committee in accordance with 11.6.
1.2.4 Election and appointment of the members of the Standing Committees (see 11.1 and 11.16.3) other than Executive and Management.
1.2.5 Confirmations of date(s) for further Meeting(s) of the Council in the forthcoming session, and determination of dates for the following session.
1.2.6 Confirmation of dates for formal Meetings of the Principal Standing Committees in the forthcoming session, and determination of dates for the following session.
1.3 No one shall serve as Chairman of Council for more than three years in succession. (S.O.3)
1.4 Subsequent Council meetings shall normally be held: one in December or January (the winter meeting) and one in March or April (the spring meeting). Additional Council Meetings may be called as required. (S.O.1).
1.5 Standing Committees will submit their plans for the current session for confirmation at the winter meeting, and tentative ideas for the subsequent session at the spring meeting.
2 The Secretary (S.O. 2.1)
2.1 The "Secretary" in this document is the Honorary Secretary of the Association elected under Clause 20 of its Constitution of the Association, with the overall responsibility described in S.O. 2.1. The specific duties of the Secretary are as follows:
2.2 to attend as a member all the meetings of the Association, Council, and the Management and Executive Committees. He shall assist their Chairmen as necessary in the conduct of those meetings and, in conjunction with their Chairman, he shall:
2.2.1 prepare and issue the calling notice, agenda and supporting documentation for them;
2.2.2 keep the minutes of all their proceedings;
2.2.3 arrange for minutes (other than those of the Executive Committee), together with any reports and agreed policy papers referred to therein, to be published to Members on the website normally within 4 weeks of the meeting;
2.2.4 provide a summary of significant decisions for publication in the Gazette and Website;
2.3 in conjunction with the Treasurer, to keep account of any receipts and expenditure of the Association dealt with by the Secretary;
2.4 to organise any voting procedure required under Clauses 18 and 19 of the Association's Constitution;
2.5 in conjunction with the Chairman of the Management Committee, to prepare and distribute the Management Committee Report for each ordinary meeting of Council, and the Minutes of Management Committee Meetings;
2.6 with the assistance of the Manager, to prepare and present a report at each meeting of the Management Committee and Council, covering agreed items;
2.7 in conjunction with the Treasurer, advise the Executive Committee on the terms of service for staff;
2.8 to notify the person complained against (complainee) about incidents in tournaments reported by tournament officials. The complainee shall have the right to file with the Secretary a statement in response and to refer the matter to a Disciplinary Panel. The Secretary shall maintain a Register of such reports and statements for the previous five years and shall notify the chairmen of the Golf Croquet and Tournament Committees about entries in the Register;
2.9 to maintain the Rules of the Association, Standing Orders, Council Practice Book and record of significant decisions and publish them on the Website.
2.10 to assist the Chairman of Council to ensure that the CA maintains the highest standards in the care of its employees and provides appropriate support, working conditions and training for them.
2.11 to monitor the services provided by the Office, report to the Chairman on them and advise on improvements.
2.12 The Secretary is not required to carry out the functions set out in 2.2 above in respect of the proceedings of the other Standing Committees but he shall maintain a file containing master copies of all the committees' minutes.
3 The Treasurer (S.O. 2.1)
3.1 The "Treasurer" in this document is the Honorary Treasurer of the Association, elected under Clause 20, with the overall responsibility described in S.O. 2.1. The specific duties of the Treasurer are as follows:
3.2 to attend as a member all the meetings of the Association, Council, and the Management and Executive Committees;
3.3 to keep Council aware of and informed about its financial duties and responsibilities;
3.4 to compile draft annual accounts for the Association's Independent Examiner and present the certified accounts to the Council and AGM;
3.5 to compile and present regular management accounts and reports to Council and the Management Committee, including the implications of financial plans and budgets of the Council's committees;
3.6 to advise the Executive Committee on salaries and, in conjunction with the Secretary, terms of service for staff;
3.7 to provide the Manager and Office staff with guidance and training on the Association's financial practices as required;
3.8 to monitor the financial activities of the Office, report to the Chairman on them and advise on improvements;
3.9 to audit the financial records produced by the Office and ensure that it keeps proper records of all financial transactions for inspection by the Independent Examiner and HM Revenue and Customs.
3.10 to compile and submit returns and any payments owed to HM Revenue and Customs in due time;
3.11 to issue salary cheques and statements in due time;
3.12 with the assistance of the Manager, to manage the Association's financial assets and systems, including investments, bank accounts and the accountancy database;
3.13 to advise Council through the Investments Sub-Committee on investments and execute investment decisions;
3.14 to advise the Management Committee on subscription and levy rates;
3.15 to assist the Manager in ensuring that the Association is properly and adequately insured as directed by Council.
4 The Manager (S.O. 2.2)
4.1 The "Manager" in this document is the Manager of the Association appointed under Clause 21 of its Constitution, with the overall responsibility described in S.O.2.2. Subject to the Manager's contract of employment and job description, the duties of the post shall be as follows:
4.2.1 Manage all office functions and staff
4.3.1 Supervise financial activities of staff
4.3.2 Ensure that levies, subscriptions etc. are collected by due dates and bills paid
4.4 Council and Committees
4.4.1 Attend meetings wherever appropriate
4.4.2 Assist the Hon. Sec. in the administration of meetings
4.4.3 Maintain all CA records of meetings and papers
4.5 Individual, Club and Federation Members
4.5.1 Maintain good relations with members: individuals, clubs and federations
4.5.2 Ensure that all membership records are fully maintained and accurate
4.5.3 Maintain tournament entries/results/handicap changes
4.6.1 Manage CA Shop
4.7 Liaison and Public Relations
4.7.1 Assist the Marketing Committee with promotional and PR activities
4.7.2 Be the first point of contact for all enquiries
4.7.3 Monitor advice from public bodies and seek further advice where appropriate
4.8.1 Compile the Fixtures Calendar, Directory and other publications as directed by Council
4.8.2 Ensure these publications are published to agreed timescales
4.9 Archives, Trophies and Equipment
4.9.1 Supervise safe storage of trophies and archives
4.9.2 Maintain trophy records including engraving
4.9.3 Ensure that Trophies are transported to the correct venues
4.10.1 Maintain good relations with the Cheltenham Croquet Club
5 The Chairman of Council (S.O. 3)
5.1 The Chairman shall lead Council.
5.2 The Chairman shall chair meetings of Council, assisting the Secretary to prepare the agenda and minutes. Between meetings, he should consult and respond to concerns raised by its members, calling special meetings under S.O. 1.3 or for votes under S.O. 11 if urgent matters arise that require a decision of Council.
5.3 The Chairman shall chair meetings of the Executive Committee. Between meetings, he should consult and respond to concerns raised by its members, calling meetings or for decisions under 11.18 as required
5.4 In consultation with the Vice-Chairman and Chairman of the Management Committee, the Chairman should liaise with the chairmen of council committees to ensure that Council policy is developed and carried out, that the committees are adequately staffed and that successors are available as and when required.
5.5 The Chairman should ensure that the actions of Council and its Committees are communicated to the membership of the Association.
5.6 The Chairman should ensure that matters raised by members of the Association are dealt with, normally by referring them the chairmen of the relevant committee(s).
5.7 The Chairman may represent the Association, giving precedence to the President or Vice-Presidents.
5.8 Exceptionally, the Chairman may take such other action as he considers necessary in the interests of the Association. Such action should be reported to the Executive Committee within seven days.
5.9 The Vice-Chairman should act on behalf of the Chairman at his request or if he is unable to do so.
6 Notice of, and Agenda for, Council Meetings (S.O. 4)
6.1 "Clear days" means days exclusive of the day of the notice and of the day on which the meeting is to be held. For example, when 7 days' notice is required, the notice for a meeting to be held on a Saturday must be e-mailed or posted no later than the Friday of the preceding week.
6.2 The Agenda for the Meeting, and a Report from the Management Committee, accompanied by copies of the minutes of all Management Committee Meetings since the last Council Meeting, shall be sent to each Member of Council with the notice of the Meeting. Any other papers for discussion at a Council Meeting should also accompany the notice of the Meeting.
6.3 The Report should list concisely those matters, which require ratification by Council and those which are items for information.
6.4 A paper that has not been sent with the notice of the Meeting may, with the consent of the Chairman of the Council, be tabled at the Meeting. Before being generally discussed, its author or sponsor should summarise its content and purpose.
6.5 Unless it is a matter of urgency, it is undesirable for any paper or Motion of real importance to be considered at a Council Meeting if no notice has been given.
6.6 At Council Meetings there will be no discussion of non-policy Standing Committee decisions unless the Council member wishing to raise the matter has previously discussed the issue with the appropriate Standing Committee chairman. (See 12.4.15 for how it is decided which matters concern policy).
6.7.1 Notice of any policy matter that a Council member wishes to put on Council's agenda may either be given at a Council meeting or be addressed to the appropriate committee. Such policy items will be included in a future Management Committee report to Council.
6.7.2 Non-policy matters must first be addressed to the appropriate committee. Following discussions at Standing Committee level, Council members wishing to have the matter put on Council's agenda must give prior notice of any proposal. A proposal must have a seconder.
7 Order of Business at Council Meetings (S.O. 6)
7.1 Before the meeting proceeds to business the Secretary shall read out any apologies for the absence of members.
7.2 Discussion on Matters arising from the Minutes should normally be confined to points of information and the Chairman should discourage any debate.
7.3 The Report and accompanying papers from the Management Committee must be circulated with the Notice of the Meeting. The Chairman of the Council may call for an oral report from the chairman of the Management Committee if an item is not covered by the written report, and is of urgent import for consideration by Council. Such oral reports should be presented as briefly as possible and confined to essential details.
7.4 Each Item for Ratification contained within the Report is presumed to be a motion with notice proposed by the presenter of the Report and does not require a seconder. It should be automatically accepted by the Council without a vote unless there is evident dissent and a motion is proposed to reject the Item or to refer it back to the Management Committee.
7.5 At the Spring Council Meeting, the Chairman of the Management Committee will propose approval of the Annual Accounts for submission to the next Annual General Meeting and the Budget for the current year will be considered if this has not previously been done.
7.6 Other Reports may include reports from any Council-appointed body or person, covering matters of importance not covered by any other Committee.
7.7 >Members are asked to give reasonable notice of any Questions to the Chairman they may wish to put, but this is not a requirement. Questions should be confined to matters that cannot properly be raised when any item already on the agenda is being considered. The Chairman may allow a limited amount of discussion arising from questions.
7.8 Policy matters for consideration at a later meeting. A limited time, decided by the Chairman, will be allowed for matters to be introduced and discussed. They will then be referred to the appropriate committee for consideration and the member who raised the matter should be invited to take part in committee discussions. Such matters will come forward to Council again via a Management Committee report.
7.9 Routine Business includes the election of Individual Members.
7.10 Any Other Business. Such items shall be subject to the constraints in 6.6. No business of any real importance should be transacted under this head unless proper notice of it has been given.
8 Motions (S.O. 7)
8.1 Definition. A MOTION is a proposal, affirmative in form, moved by a member. If resolved upon it then becomes a RESOLUTION.
8.2 Motions for the precedence of any particular business include the following: -
8.2.1 To proceed to the next business.
8.2.2 To move the closure (i.e. That the question be now put)
8.2.3 To adjourn the debate.
8.2.4 To adjourn the meeting.
8.3 The following categories of Motions may also be moved without notice:
8.3.1 On matters of urgency as provided by Standing Order nod. 7.2
8.3.2 Matters affecting the committees as provided by Standing Order nod.13.4.
8.3.3 To change the Standing Orders of Council, as provided by Standing Order nod. 19.1.
8.3.4 To suspend Standing Orders of Council, as provided by Standing Order nod.20.1.
9 Amendments to Motions (S.O. 9)
9.1 Amendments generally should seek to do no more than one of the following: -
9.1.1 To omit certain words,
9.1.2 To omit certain words and insert others, or
9.1.3 To insert certain words.
9.2 Amendments substantially altering a motion should not be put without proper notice.
9.3 Amendments should preferably be in writing and handed to the Chairman.
9.4 No amendment may be moved after the question is put.
9.5 Amendments to amendments should be avoided as they generally lead to confusion.
9.6 An amendment which so amends a substantive motion (i.e. a motion which has already been properly amended) that it becomes again the original motion should not be allowed.
9.7 It may happen that after an amendment has been carried the substantive motion incorporating that amendment is lost. If so the original motion is not revived.
10 Points of Order
10.1 Points of Order may be raised in order to draw attention to breaches of procedure. If raised during a speech the interrupter must prove that the speaker is (1) straying from the point at issue or (2) using unparliamentary language or (3) infringing the Constitution or Standing Orders.
10.2 A Point of Order about intended procedure may be raised at any time when a member is not speaking.
11 Council Committees and Panels (S.O. 13)
11.1 The Standing Committees of Council are:
11.1.1 The Principal Standing Committees: Coaching, Development, Executive, International, Management, Marketing (including Publicity and Membership), Publishing, Association Croquet Tournaments and Golf Croquet Tournaments.
11.1.2 Other Standing Committees: Counties Sub-Committee, Equipment, Handicap, Information and Communications Technology (ICT), Investment, Association Croquet Laws, Golf Croquet Rules, Major Grants, Association Croquet Selection and Golf Croquet Selection
11.2 The Management Committee is responsible to Council; all other Standing Committees are responsible to, and present their reports to, the Management Committee. Each Committee Chairman is accountable for the performance of his committee. The Chairman of Council, the Chairman of the Management Committee, the Secretary and the Treasurer have the right to attend and speak at any meetings of the Principal Standing Committees as observers and they shall not be included in any count of members present, or calculation for determining whether there is a quorum.
11.3 Each year, after 1st June, once nominations for election to the Council have closed, a list of the Standing Committees shall be sent by the Secretary to the candidates and to the continuing members of Council inviting them to indicate their order of preference for serving on Standing Committees.
11.4 Subject to 11.5 - 11.14 below, a list of individuals it is proposed should serve on Standing Committees, drawn up in the light of their expressed preferences and having regard to the needs of the particular committees, shall be prepared by the Chairman of Council, the Vice-Chairman and the Chairman of the Management Committee and submitted to the Council at its first meeting in each session following the Annual General Meeting of the Association. Such a list may include Individual Members who are not members of Council.
11.5 The Management Committee shall consist of its Chairman, the Chairman and Vice-Chairman of Council, the Secretary, the Treasurer and Chairman of the Coaching, Development, International, Marketing, Publishing and Association Croquet Tournaments and Golf Croquet Tournaments committees. The Chairman of the Management Committee shall not concurrently be the Chairman of Council, the Treasurer, the President or a Vice-President of the Association, but may be the Vice-Chairman of Council. A Chairman of a Principal Committee who is unable to attend a Management committee Meeting may appoint another member of the committee to attend in his stead.
11.6 The Executive Committee shall consist of its Chairman who shall also be the Chairman of Council, the Vice-Chairman, the Secretary, the Treasurer, the Chairman of the Management Committee (who may also be the Vice-Chairman) and one other member of the Management Committee who is elected annually by Council.
11.7 All the members of the Selection Committees shall be elected annually by the Council at its first meeting in each session following the Annual General Meeting of the Association.
11.8 Each Member Federation and Coaching Academy recognised by the Coaching Committee shall be entitled to appoint someone to be a member of the Coaching Committee, in addition to those appointed by Council under 11.4 or co-opted under 11.21.
11.9 The Counties Sub-Committee shall consist of the Chairmen of the AC and GC Tournaments Committees and the Directors and Manager of the AC and GC Inter-Counties Championships.
11.10 Each Member Federation shall be entitled to appoint someone to be a member of the Development Committee, in addition to those appointed by Council under 11.4 or co-opted under 11.21. Its Chairman shall endeavour to co-opt someone with experience of lawn construction and maintenance if none of its other members have this.
11.11 The Marketing Committee shall appoint one of its members to sit on the Publishing Committee.
11.12 The Major Grants Committee shall consist of the Chairman of the Development Committee, who shall chair it, the Chairman of the Management Committee and the Treasurer.
11.13 The Chairman, or nominated deputy, of the Association and Golf Croquet Tournaments committees shall be a member of the other committee, to maintain communication. The same shall apply to the Laws, Rules and Selection Committees.
11.14 The Editor of The Croquet Gazette shall be a full member of the Publishing Committee and the Webmaster shall be a full member of the Marketing and Publishing Committees. In addition, they shall be entitled to attend any meeting of a Standing Committee, except the Executive Committee, at which matters concerning the Gazette or the Website respectively are on the agenda and shall be entitled to speak, but not to vote or be counted in the quorum for the meeting unless they are also a member of the Committee.
11.15 Members of Disciplinary and Appeals Panels shall be appointed as required and on an ad hoc basis by the Executive Committee from those appointed annually by Council to the pools of those available to serve in this capacity. Each Panel should consist of three persons, none of whom has any personal involvement in the matter under dispute. Membership of the Council, per se, shall not be regarded as having any personal involvement in a dispute to which the Council itself is a party.
11.16 The members of Standing Committees, and those appointed to the pools of those available to serve on panels, hold office until the first Council meeting following the next Annual General Meeting of the Association. Members serving on a Panel continue to do so until the Panel has reached and communicated its decision.
11.17 The number of members of any Standing Committee shall be as the Management Committee determines subject to:
11.17.1 the specific provisions in 11.5, 11.6 and 11 8 to 11.14 above and
11.17.2 the general provision that no committee, other than the Development and Coaching Committees, may consist of more than 12 individuals and
11.17.3 Council's right, in special circumstances when carrying out the provisions of 1.2.4, to override the Management Committee's decision.
11.18 For a meeting of a Standing Committee or a sub-committee to be valid the number of persons present shall be at least half the number of members currently elected, appointed or co-opted to serve on it.
11.19 A meeting may take place by teleconference and decisions may also be taken by the Chairman as a result of an e-mail discussion. Such decisions should be reported under under 12.2.2 and reported at the next meeting of the committee.
11.20 No one may serve as Chairman of a Standing Committee for more than four years in succession, except that the Chairman of the Executive Committee may not serve for more than three years in succession in accordance with 1.3.
11.21 Subject to the constraints set out above, a Standing Committee may co-opt individuals of appropriate experience to serve on the respective committee until the following Annual General Meeting of the Association provided that such individuals shall be Individual Members and that on each committee the Chairman of the committee and at least one other member shall at all times be members of the Council.
11.22 The Manager is entitled to attend and speak at the meetings of all the Standing committees except the Executive Committee and the chairmen of these committees are encouraged to invite him to do so. Unless he is also an elected member of Council he is not however entitled to vote or be counted in the quorum for the meeting.
11.23 Council and any of its Standing Committees may establish ad hoc committees, including sub-committees and working parties. The body setting up an ad hoc committee shall
11.23.1 Select its chairman (who, if not a member of Council, shall be a member of the appointing body) and its members. At least one member of the ad hoc committee shall be a member of Council.
11.23.2 Decide its terms of reference including a procedure for reporting its conclusions and the conditions for the termination of its work.
All such details shall be minuted.
11.24 The chairman of any Standing Committee may allow other guests to attend that committee on the same conditions as apply to guests at the Council under Council Standing Orders nod. 15.2 and 15.3.
11.25 Standing committees are encouraged to elect a Vice-Chairman from among their members who are members of Council, to deputise for and assist their Chairman as necessary.
12 Responsibilities of the Principal and Other Standing Committees
12.1 Each Committee shall deal with its own appropriate business as set out below, and such other business as may be referred to it by the Council or the Management Committee.
12.2 All Committees other than the Executive and Management Committees have the following common responsibilities:
12.2.1 preparation of contributions to the annual income and expenditure budget and longer term forecasts, following any guidelines given by the Management Committee.
12.2.2 preparation of reports to the Management Committee to be available for circulation at least 10 days before each of its meetings. After the meeting, these reports will be updated by the Secretary to reflect its decisions and to remove any material deemed confidential, then published on the CA Website.
12.2.3 preparation of a report of their activities to go into the annual report of Council to the AGM.
12.2.4 preparation of lists of objectives and plans as required under 1.5
12.2.5 communicating committee decisions and other relevant information expeditiously to the Secretary and the CA Manager.
12.2.6 appointing a member of the committee to ensure that its section of the website is maintained and to communicate with Member Clubs and Individual Members through that and The Croquet Gazette. In particular, any new or updated policy documents should be published and publicised and minutes of committee meetings, together with any reports and agreed policy papers referred to therein, shall be published to Members on the website normally within 4 weeks of the meeting. Any material which may be regarded as sensitive or contentious should first be discussed with a member of the Executive Committee.
12.2.7 sending to the Hon. Secretary by 1 June each year a list of any significant decisions taken by the committee during the preceding 12 months. The date the decision was taken and reference to the relevant minute should be stated.
12.3 The Executive Principal Standing Committee is chaired by the Chairman of Council and deals with:
12.3.1 Matters of an urgent nature which require executive action before a meeting of the Management Committee can be held,
12.3.2 Appointment of and matters, including remuneration, relating to employees of the Association and those undertaking specific tasks or roles, e.g. the Archivist, Editor of the magazine and Webmaster.
12.3.3 In liaison with the President and Vice-Presidents, matters relating to appointments and awards not within the remit of other committees. These should be reviewed at least annually and any recommendations for election as President, Vice President or Honorary Individual Member, or award of the Council Medal, should normally be made to the March meeting of Council.
12.3.4 The appointment of members and chairmen of Disciplinary and Appeals Panels as required by 11.14, and consideration of applications to view the Register (see 2.8) and documentation concerning Panel decisions.
12.3.5 Preparation of minutes of its meetings, which shall remain confidential to it.
12.3.6 Preparation of a report of its activities and decisions taken at its meetings, excluding details it decides should remain confidential, for submission to the next Management Committee meeting,
12.4 A Member of Council elected by the Council chairs the Management Principal Standing Committee. The Secretary takes the minutes, and in conjunction with the Committee Chairman prepares the report for Council. It meets at least three times annually and carries out the following business:
12.4.1 Matters relating to the general finances of the Association.
12.4.2 Determining and recommending to Council the overall long-term financial and budgetary policy for the Association.
12.4.3 Matters relating to the membership policy of the Croquet Association, including entitlements of, and subscriptions from, different classes of member.
12.4.4 Policy matters concerning the tournament levy.
12.4.5 Location of office accommodation and liaison with landlords.
12.4.6 Preparation of three-year forecasts and an annual budget for the Association.
12.4.7 Preparation of the Annual Budget of the Management Committee itself.
12.4.8 Preparation of guidance to other Standing Committees to enable them to set their budgets.
12.4.9 Preliminary approval and recommendation to Council of the Annual Accounts of the CA as prepared by the Association's Accountants with the help of the Treasurer.
12.4.10 General monitoring of financial performance of all activities against the budget, and carrying out any corrective actions should such monitoring identify significant divergence from expectation.
12.4.11 Recommending to Council any changes in general policy or function of the Association.
12.4.12 Preparation of draft policy and planning papers for Council.
12.4.13 Drafting for Council's approval any changes to the CA Constitution, Standing Orders of Council and the Council Practice Book.
12.4.14 Ensuring the policies and plans of the Association are carried out efficiently and to the satisfaction of the Council. Communicating with, and coordinating the work of, other committees (see 12.6 below); in so doing Management Committee members should not become involved in the routine work of any committee other than the one they may chair or to which they have been elected or appointed.
12.4.15 Receiving and considering the report of the Executive Committee and minutes of all meetings held by other Standing Committees. In conjunction with relevant other committee chairmen, deciding which matters concern policy and need to be referred to the Council. Ensuring that when any matter of substance is to be considered by the Management Committee, the appropriate committee chairman or representative shall be invited to attend the meeting.
12.4.16 Receiving reports from the Secretary.
12.4.17 Appointing, setting budgets and policy for and receiving reports from International Performance Directors for Association and Golf Croquet and from the leader of the Junior Action Group.
12.4.18 Considering nominations for the award of CA Diplomas. CA Diplomas recognise those club members (and not just CA Members) who have given outstanding service to croquet and have been active in club or federation affairs over a long period. The Diplomas have nothing to do with croquet prowess and everything to do with help given to other members. Nominations should be made by clubs or federations and accompanied by a declaration by the person submitting them that they are not aware of any reason why an award could bring the Association into disrepute. They should normally be accepted, but may be declined if felt to be of insufficient merit or deferred if too many are submitted in any year. The award is not normally made posthumously, but may be if there are surviving family members who would appreciate it.
12.4.19 Managing matters not covered by the terms of reference of other committees.
12.5 Other Standing Committees are responsible to the Management Committee but are empowered to act without reference back unless decisions they intend to take contradict established policy or involve projected expenditure in excess of agreed budgets, or may adversely affect the work of other committees.
12.6 The links between the Principal Standing Committees and the other Standing Committees referred to in 12.4.14 are:
Development<----> Major Grants and Equipment
International<----> AC & GC Selection, Laws and Rules
Management<---> ICT and Investment
Marketing (including Publicity)
AC & GC Tournaments <----> Counties and Handicap
12.7 The Coaching Committee reports to the Management Committee and has the following responsibilities:
12.7.1 Matters relating to national and regional coaching for both Golf and Association Croquet (The Selection Committee is responsible for squad and individual coaching at international level.)
12.7.2 Publishing CA standard coaching material including elite level.
12.7.3 Matters relating to coaching policy, the official list of coaches and the appointment of coaches. Training and examining official Association and Golf Croquet coaches at all levels.
12.7.4 The CA Merit Award Scheme.
12.7.5 The selection of the Coach of the Year.
12.8 The Counties Sub-Committee reports to the AC and GC Tournaments Committees and is responsible for determining eligibility of teams and players for the AC and GC Inter-Counties Championships.
12.9 The Development Principal Standing Committee reports to the Management Committee, normally meets twice annually, and has the following responsibilities:
12.9.1 Matters relating to the policy for development of playing facilities including relations with Federations and other groups involved with regional development, including liaison with Schools, Universities, Colleges and Local Authorities.
12.9.2 Making proposals to the Management Committee regarding obtaining development funds from third parties including Government Departments and the Sports Council.
12.9.3 In liaison with the Marketing Committee, matters relating to regional efforts to increase the number of people that play croquet, and to the development of new clubs.
12.9.4 Within guidelines established by the Management Committee, the making of grants and loans in relation to the above items, ensuring that such grants and loans are applied only to existing Member Clubs, or new facilities where the club is likely to become a Member Club. Decisions on grants or loans in excess of £2,000 shall be referred to the Major Grants Committee.
12.9.5 The organisation of Federation and Clubs' Conferences from time to time.
12.9.6 The selection of the winners of awards to clubs.
12.9.7 The Chairman of this committee is responsible for communicating relevant information between the Management Committee and the Equipment Committee.
12.9.8 The Chairman of this committee is responsible for communicating relevant information between the Management Committee and the Lawns Advisor.
12.10 The Equipment Committee reports to the Management Committee and has the following responsibilities:
12.10.1 Setting standards for approval of items of playing equipment, including mallets, balls, hoops and other court equipment.
12.10.2 Development of testing methods for such approvals, including ball and hoop gauges, and other ball-testing methods and testing equipment.
12.10.3 Development of testing methods for speed of grass courts, and speed and other criteria for approving courts made from artificial surfaces.
12.10.4 Research and development of playing equipment, including mallets, balls, hoops, and court surfaces.
12.11 The Handicap Committee reports to the Management Committee and has the following responsibilities:
12.11.1 The approval of handicaps and changes in handicaps.
12.11.2 Matters relating to handicap policy, the official list of Handicappers and the appointment of Handicappers.
12.11.3 The CA Grading System.
12.11.4 The selection of the winners of the Apps and Steel trophies.
12.12 The Information and Communications Technology Committee reports to the Management Committee and has the following responsibilities:
12.12.1 Developing and maintaining an ICT strategy.
12.12.2 Technical arrangements for the processing, storage and publication of the CA's data in support of its objectives, with particular concern for conformance with data protection and other relevant legislation.
12.12.3 Specification, implementation and/or approval of new software and systems and changes to existing ones.
12.12.4 Specification and/or approval of computers and communication equipment for use on CA business.
12.12.5 Sourcing of ICT services.
12.12.6 Arrangements for support and training.
12.12.7 Matters relating to the software technology of the website.
12.13 The International Principal Standing Committee reports to the Management Committee, normally meets annually unless there are major international developments in progress, and has the following responsibilities:
12.13.1 International matters (other than team selection) including arrangements for international championships organised by the Croquet Association, and Croquet Association representation in international events held outside the Domain.
12.13.2 Proposing to the Management Committee the appointment and nomination of Croquet Association representatives to serve as officials and on committees of the World Croquet Federation and other Associations.
12.13.3 Representing the Association and exercising its votes in the World Croquet Federation (WCF) Council. The Chairman of the International Committee is the Association's point of contact for the WCF Management Committee.
12.13.4 Communication with other Governing Bodies, in liaison with other appropriate committees.
12.13.5 Making proposals to the Management Committee regarding obtaining funds for international events from third parties including Government Departments and the Sports Council.
12.13.6 Liaising with the Tournament Committees over venues and dates for international events.
12.13.7 Custody and maintenance of international trophies when England or Great Britain are the holder.
12.13.8 Appointing, setting a budget and policy for and receiving reports from the Bursary Panel.
12.13.9 The Chairman of this committee is responsible for communicating relevant information between the Management Committee and the Laws, Rules and Selection Committees.
12.14 The Investment Committee reports to the Management Committee and has the following responsibilities:
12.14.1 to make recommendations to Management Committee on investment objectives and policies.
12.14.2 to make individual investment decisions in line with the objectives and policies. An investment decision can be implemented if it is agreed by a majority (including the Treasurer or Committee Chairman) of the committee and approved by one Trustee who is not a member of the committee.
12.14.3 to report at least annually to Management Committee and Trustees.
12.15 The Association Croquet Laws Committee reports to the Management Committee and has the following responsibilities:
12.15.1 In collaboration with the World Croquet Federation Association Croquet Laws Committee, questions of interpretation of, or proposed amendments of, or additions to, the Laws, and the Regulations for Refereeing, of Association Croquet.
12.15.2 Matters relating to the official list of Referees and the training, appointment and examination of Referees and Examining Referees for Association Croquet. Training in the laws for players is organised by the Coaching Committee, using material and instructors provided by this Committee.
12.15.3 Collaborating with the AC and GC Tournaments, GC Rules and Handicap Committees over questions of interpretation of, or proposed amendments of, or additions to, the non-Refereeing Regulations for Tournaments.
12.16 The Golf Croquet Rules Committee reports to the Management Committee and has the following responsibilities:
12.16.1 In collaboration with the World Croquet Federation Golf Croquet Rules Committee, questions of interpretation of, or proposed amendments of, or additions to, the Rules and the Regulations for Refereeing, of Golf Croquet.
12.16.2 Matters relating to the official list of Referees and the training, appointment and examination of Referees and Examining Referees for Golf Croquet. Training in the rules for players is organised by the Coaching Committee, using material and instructors provided by this Committee.
12.16.3 Collaborating with the AC and GC Tournaments, AC Laws and Handicap Committees over questions of interpretation of, or proposed amendments of, or additions to, the non-Refereeing Regulations for tournaments.
12.17 The Major Grants Committee reports to the Management Committee and has the following responsibilities:
12.17.1 Consider recommendations for grants or loans of more than £2,000 referred to it by the Development Committee. It may approve grants or loans of up to and including £5,000 and refer any in excess of that to the Management Committee. Its decisions must be recorded.
12.18 The Marketing (including Publicity) Principal Standing Committee reports to the Management Committee, normally meets at least twice annually, and has the following responsibilities:
12.18.1 Matters relating to the marketing, merchandising and commercial policy of the Croquet Association, including the net income from sales.
12.18.2 Generating ideas for increasing income from any source. ensuring they are considered by other committees and, when agreed, are implemented.
12.18.3 Maintaining the goodwill of members and affiliates: individuals, clubs and federations.
12.18.4 Publicising the Croquet Association and its activities to members and to others in all relevant media.
12.18.5 Public Relations.
12.18.6 The preparation and maintenance of the Association's 'house style' and public image.
12.18.7 Advertisement revenue from Association publications and sponsorship revenue.
12.18.8 Liaison with any Committee when the image of the Croquet Association may be affected by its activities.
12.18.9 Matters relating to recruitment of members of the CA, both clubs and individuals, in conjunction with the Development Committee.
12.18.10 Oversight of the CA Commercial Events, their managers and contracts.
12.19 The Publishing Principal Standing Committee reports to the Management Committee and has the following responsibilities:
12.19.1 The objectives and editorial policy of all publishing media, including The Croquet Gazette, the CA website and social media.
12.19.2 Liaison with the Marketing Committee regarding publishing matters relating to advertisements and sponsorship.
12.19.3 Terms of reference for, and appointment of, the volunteers who help publish the magazine and the website.
12.19.4 Ensuring that the contents of publishing media accord with agreed policies.
12.19.5 All legal matters relating to publishing media, including copyright, libel, defamation and data protection.
12.19.6 The contents of The Croquet Gazette.
12.19.7 Matters relating to schedule-keeping and printing.
12.19.8 Liaison with the Manager who has responsibility for distribution.
12.19.9 Post-publication scrutiny of the schedule-keeping and contents of every issue. Discussion of the contents and design with CA members, and the provision of feed-back to the Editor.
12.19.10 Provide the technical framework for the website, maintaining house style throughout the website and support to the various committees responsible for maintaining their pages.
12.19.11 Maintaining website content that does not clearly belong to another committee.
12.19.12 To support the Marketing Committee with any changes they may wish to make regarding the design, house style and promotion of the website.
12.19.13 Discussion of the contents and design with CA members, and the provision of feed-back to those responsible.
12.19.14 Advice to other committees and working parties about the broad, overall content of CA serial publications such as the Fixtures Calendar, Directory - and of non-serial publications published by the Association. The Publishing Committee is not responsible for detailed contents which remains with the originating body.
12.19.15 Advice to other committees and working parties about the function and purpose of publications and ensuring they are effective in meeting the requirements of members and others.
12.20 The Association Croquet Selection Committee reports to the Management Committee and has the following responsibilities:
12.20.1 The selection of players for Association Croquet invitation and representative events other than the MacRobertson Shield.
12.20.2 To recommend to Council the appointment, and proposed composition, of an ad-hoc committee to select players for a specific MacRobertson Shield competition.
12.20.3 The selection of players for invitation to elite and international development level Association Croquet coaching programmes.
12.20.4 The selection of players for any Association Croquet squad from which representative teams for England or GB may be drawn.
12.20.5 The selection of players for any CA Association Croquet development squad.
12.20.6 The periodic review of the CA Selection Policy and recommendation to Council of any changes.
12.21 The Golf Croquet Selection Committee reports to the Management Committee and has the following responsibilities:
12.21.1 The selection of players for Golf Croquet invitation and representative events other than the Openshaw Shield.
12.21.2 To recommend to Council the appointment, and proposed composition, of an ad-hoc committee to select players for a specific Openshaw Shield competition.
12.21.3 The selection of players for invitation to elite and international development level Golf Croquet coaching programmes.
12.21.4 The selection of players for any Golf Croquet squad from which representative teams for England or GB may be drawn.
12.21.5 The selection of players for any CA Golf Croquet development squad.
12.21.6 The periodic review of the CA Selection Policy and recommendation to Council of any changes.
12.22 The Association Croquet Tournaments (including Trophies) Principal Standing Committee reports to the Management Committee, normally meets at least twice annually, and has the following responsibilities:
12.22.1 All matters relating to CA AC tournaments and competitions and any questions relating to other AC tournaments held under the Laws and Regulations. (Questions involving amendments or interpretations of the Laws and Refereeing Regulations are the responsibility of the AC Laws Committee).
12.22.2 Liaising with the GC Tournaments Committee regarding the scheduling of CA sponsored competitions to avoid clashes between Association Croquet and Golf Croquet events.
12.22.3 Amendments to the Tournament Regulations in conjunction with the AC Laws and GC Rules, GC Tournaments and Handicap Committees.
12.22.4 Managing the publication of, and all matters (except advertising) relating to, the annual Fixtures Calendar book which includes Golf Croquet events.
12.22.5 Matters relating to the official list of Managers and the appointment of Managers, in conjunction with the GC Tournaments Committee.
12.22.6 Liaison with clubs hosting Championships and National Events.
12.22.7 Lawn and ball hire charges.
12.22.8 Setting entry charges for CA AC tournaments and competitions.
12.22.9 Reviewing at least annually the Register of AC tournament incidents and referring persons to a Disciplinary Panel in the event of particularly serious or multiple alleged offences within the last five years.
12.22.10 Following guidelines from the Management Committee, setting the tournament levy and the preparation of the income and expenditure budget for AC tournament activities.
12.22.11 All matters concerning trophies (including Golf Croquet) and in particular:
- care of, and inscriptions on, trophies;
- maintenance of records;
- allocation of trophies to specific tournament events;
- delivery of trophies to the respective venues.
12.22.12 The Chairman of this Committee is responsible for communicating relevant information between the Management Committee and the Handicap Committee.
12.23 The Golf Croquet Tournaments Principal Standing Committee reports to the Management Committee, normally meets twice annually, and has the following responsibilities:
12.23.1 All matters relating to CA GC tournaments and competitions and any questions relating to other GC tournaments held under the Rules and Regulations. (Questions involving amendments or interpretations of the Rules and Refereeing Regulations are the responsibility of the GC Rules Committee).
12.23.2 Liaising with the AC Tournaments Committee regarding the scheduling of CA sponsored competitions to avoid clashes between Golf Croquet and Association Croquet events.
12.23.3 Liaising with the Association Croquet Tournaments Committee regarding the non-Refereeing Regulations for Tournaments.
12.23.4 Liaising with the Association Croquet Tournaments Committee over the inclusion of Golf Croquet Tournaments in the annual Fixtures Calendar.
12.23.5 Liaising with the Association Croquet Tournaments Committee over matters relating to the official list of Managers and the appointment of Managers.
12.23.6 Liaison with clubs hosting Championships and National Events.
12.23.7 Setting entry charges for CA GC tournaments and competitions.
12.23.8 Advising the Marketing Committee regarding obtaining funds from third parties for Golf Croquet events.
12.23.9 Reviewing at least annually the Register of tournament incidents concerning Golf Croquet and referring persons to a Disciplinary Panel in the event of particularly serious or multiple alleged offences within the last five years.
12.23.10 Following guidelines from the Management Committee, the preparation of the income and expenditure budget for GC tournament activities.
12.23.11 Liaising with the AC Tournaments Committee over trophies for GC Events.
13.1 Council shall appoint one or more person(s) to manage the Association's archives, both physical and electronic.
13.2 The Archivist(s) shall report to Council through the Management Committee, either of which may invite them to its meetings if there are significant issues relating to the archives to be decided.
13.3 The duties of the Archivist are to:
13.3.1 Maintain an inventory of the CA archives stored in the CA Office or elsewhere.
13.3.2 Maintain a database of trophies. (The information to include, type of trophy, size, weight, photograph, provenance, past winners etc. The Office will continue to log the current whereabouts of trophies.)
13.3.3 In conjunction with the Secretary ensure minutes of all major committees are kept.
13.3.4 In conjunction with the Manager ensure that the CA's collection of gazettes is complete.
13.3.5 Act as a focal point for queries on the CA's history and records.
13.3.6 Ensure that the historical records as published in the CA Yearbook are kept up to date.
13.3.7 Perform regular (annual) inventory checks.
13.3.8 Report annually to the Management Committee at the first meeting after the AGM.
13.3.9 Advise on archival matters, in particular on issues relating to the acquisition, disposal, storage and exhibition of archival materials.
14 Committee and Panel Procedure
14.1 The procedure of Standing Committees and Panels shall, as far as practicable, follow the Standing Orders of Council, but there are a number of exceptions, viz.:
14.1.1 Meetings are summoned by the Chairman of the Committee, and another member of the Committee acts as secretary, except in the case of the Executive and Management Committees when the Secretary acts as committee secretary.
14.1.2 Proposals may be moved without notice, and do not require a seconder. General discussion usually precedes the moving of a motion,
14.1.3 Members of the committee may speak as often as they can catch the Chairman's eye, and may remain seated whilst speaking,
14.1.4 A simple majority will decide the issue for all motions.
14.1.5 Resolutions may be rescinded or amended without a waiting period.
14.1.6 A committee may make its own special rules for procedure subject to the approval of the Council for the Management Committee, and the Management Committee for other Standing Committees.
14.2 If any Committee has met or taken some action of which the Management Committee should be aware since the last Management Committee meeting, the Committee Chairman must ensure that a written report is submitted to the next Management Committee meeting.
14.3 All papers required from the Management Committee must be available for circulation with the notice of the next Council Meeting.
14.4 In the absence of any written report from a Committee concerning its activities, the Chairman of the Management Committee may accept an oral report at the next Meeting. Management Committee will expect written reports from the Executive Committee, and Council will expect written reports from the Management Committee.
15 Delegation of Powers
15.1 Pursuant to Clause 27 of the Constitution, the Council delegates to the World Croquet Federation (WCF) Association Croquet Laws and Golf Croquet Rules Committees, power to submit to the Council, proposals for amendments to, or revisions of, the Laws of Association Croquet and Rules of Golf Croquet respectively. Proposals for new editions will require a two-thirds majority of the WCF Council. The Council also delegates to those committees the power to issue rulings and commentary on the Laws of Association Croquet and Rules of Golf Croquet respectively without reference to the Council. The International Committee, after consulting the CA's AC Laws and GC Rules committees respectively, shall propose to the Management Committee the appointment of members of those committees to represent the Council on the WCF committees.
16 Budget and Expenditure Approval
16.1 Budget Process
16.1.1 The Treasurer prepares a draft budget including individual committees' bids and otherwise giving estimates for other items based on recent experience
16.1.2 The committees should be realistic when proposing their initial bid, and should give notice of any significant changes they would like in future years, to enable the Treasurer to prepare a forecast.
16.1.3 The Management Committee then vets the draft budget and revises it, if necessary. It should be active in revising the draft budget figures.
16.1.4 The impact of the budget on future subscription rates should be included within this review.
16.1.5 Council then approves the budget, if necessary making further revisions or referring parts back to the Management Committee.
16.1.6 This process applies to all budgeting, including the development fund (but see 16.2 below).
16.2 Special Budgeting considerations for the Development Committee.
16.2.1 The Development Committee budget is no longer calculated on a formulaic basis (i.e. 25% of reserves). Instead, Council decides upon a long-term guideline for overall grant aid over the next 5 to 10 years. Having set a broad guideline, Council and the Management Committee should aspire to make funds available.
16.2.2 The budget for the Development Committee should be set taking into account the guideline; the circumstances prevailing at the time; expenditure during the preceding 3 years; and the current level of reserves.
16.3 Routine Expenditure Approval
16.3.1 Payments in excess of £500 must be authorised by two people.
16.3.2 Any issues relating to remuneration of staff or the Hon. Secretary and Hon. Treasurer should be agreed by the Executive Committee.
16.3.3 Expenditure relating to routine commercial activities may be authorised by the Manager or Events Manager as appropriate.
16.3.4 Where the budget is defined for a particular committee, as long as an item of expenditure is within the budgeted amount for the item, then this can be approved by by the Committee or its chairman, or relevant sub committee (e.g. for Junior Bursaries). No further approval is required.
16.3.5 For expenditure items covered under 16.3.4 above, if a specific item is going to cost more than expected, but the chairman remains confident that the overall level of expenditure for his committee will remain within its budget, then he should highlight this to the Treasurer, but may authorise the expenditure without further approvals necessary.
16.3.6 The Treasurer should give authorisation for any exceptional items.
16.4 Expenditure Approval for the Development Committee
16.4.1 The Development Committee has a defined process for approving grants - up to £1K may be approved by the committee, £1K to £5K requires authorisation by the Major Grants Committee, and £5K to £10K by the Management Committee.
16.4.2 In the first two cases, authorisation by these committees may only be given if overall expenditure remains within budget.
16.4.3 Grants in the range £5K to £10K should be considered as coming out of the Development Committee's budget unless the Development Committee makes a particular case to the Management Committee for them to be considered as an extension to its budget. The case should clearly state the circumstances and justification for the request.
16.5 Overspend authorisation
16.5.1 Any expenditure by individual committees which falls outside of 16.3.4 or 16.3.5 above must be authorised by the Treasurer.
16.5.2 Where the level of overspend does not exceed £500, and the Treasurer does not anticipate the total level of such overspends across all committees over the year is likely to exceed £2,000, then the Treasurer may authorise the overspend on his own.
16.5.3 If the level of overspend exceeds £500 but is less than £1,000, and the total over the year remains unlikely to exceed £2,000, then the Treasurer should seek the additional authorisation of the Chairman of the Management Committee.
16.5.4 If the level of overspend exceeds £1,000 or the total over the year is likely to exceed £2000, then the matter should be referred to Management Committee for approval.
16.5.5 Where the £2000 limit has been breached, Management Committee may set a new limit within which the Treasurer may operate before needing to refer back to Management Committee again.