Club Administration is the back bone of sports clubs. Without good administrative practices clubs become dysfunctional and poorly organised. Club administration is the behind the scenes day- to-day running of the club.


All club administrators are volunteers and very vital in our sport. There are many areas that are covered by Club Administration; this is not an exhaustive list, but a good step towards understanding how a Club operates.


It is essential to have a strong committee with delegated roles so that your Coach does not end up becoming burdened with the day-to-day running of the club. Often Coaches will get burnt out if this happens.

Committee members must understand the importance of completing assigned tasks!


Club committee meetings should be held regularly to ensure the effective running of the club.  Usually monthly or 6-weekly is sufficient.    The secretary should take minutes of these meetings and provide action points from the meetings. It’s a good idea to ensure names are assigned to action points so as committee members are accountable for action.  Action points should be followed up at each meeting.


An Annual General Meeting MUST be held every year in order to sign off annual accounts, make major decisions for the club, get membership support etc.

Prior to the AGM the Committee should send out a Notice of AGM to all members with adequate notice to attend (per the club constitution) which should include a proposed Agenda.


Financial management is managing money received or spent. Doing it well is essential to any Club. Financial management has three basic parts:
  1. Planning (on how to raise and spend money)
  2. Record keeping
  3. Reporting
Although the Treasurer is generally the person who manages the finances, good financial management does not rest solely on the treasurer of the club. The committee members must also have input into the financial running of the club and the short and long term planning. To make the treasurers job easier and ensure the smooth running of the club all paddlers and affiliated members must do their part and keep up to date with membership payments. It is important that club funds are only spent with the consent of the Club Committee and no contracts are entered into without that consent.  The Treasurer may be authorised to make minor payments up to a delegated amount without needing the consent of the committee. The below links will be useful but it is recommended that your club talk to an accountant or someone with finance experience to get your head around the key concepts.


The Club Representative is the administrative link between the Club and Canoe Racing NZ Inc.


The Club Rep is appointed by the club and it is their responsibility to monitor and maintain communications with Canoe Racing NZ.   There can be more than one Club Rep in each Club. The Club Rep is often the Club Secretary but can be other members from the committee.  The important thing is for one person to be responsible for answering emails or ensuring information gets to the right people within the club.


The Club Secretary manages the club’s administrative procedure. They are the main link between the committee and the club’s members. Usually the Secretary is the first point of contact an outsider has with the club.

The role of the Secretary includes:

  • Assisting the Chairperson/President in preparing agendas for meetings
  • Sending notice of upcoming meetings and circulate previous minutes
  • Having a good knowledge of the club’s policy and constitution
  • Communicating information to the members
  • Keeping records and correspondence
  • Keeping everyone well informed


The Club Chair (may also hold the role of President) generally provides the leadership for the club and chairs committee meetings. However they are not able to make decisions for the club any more than any other member of the committee.  Decisions should be made by a majority decision of the committee.  Sometimes the Chair may need to act as a “tie breaker” in voting situations.  Your constitution will dictate what kind of majority needs to occur to make a club decision, particularly involving spending money.


Other roles may be set up for major areas of responsibility such as:

  • Uniform Officer
  • Equipment Officer
  • Health and Safety Officer
  • Coach Co-ordinator
  • Funding Officer
  • Social Co-ordinator
  • Communications Officer

Some of these may require sub-committees.   Some committee members may hold multiple roles, but be careful not to overload one person.


An important component of maintaining a quality club culture is to set standards of acceptable behaviour. An important tool for defining and communicating acceptable standards of behaviour is a documented Club Code of Conduct. 


A Code of Conduct is only worthwhile if it is not only read but understood by everyone within the Club; and they support and act within the Code.   


This is a useful document for new members to a Club. This is a good way for the club to gather information about the paddlers such as medical details, date of birth etc. 


In the event of an emergency, especially with children, emergency contact details must be readily available.


The contact details of your club and committee members should be kept up to date.  Email  if details of your club change.


All clubs are listed on the Canoe Racing NZ Website.  This is the easiest way for prospective club members to find a club in their area.


A club email account is a good idea, this way all club correspondence will go to one place. This account does need to be checked regularly by the Club Rep or Secretary.


The committee is responsible for:

  • Ensuring the club meets its aims and goals, and its obligations, as outlined in its constitution.
  • Making sure there are people and resources available to achieve these aims and goals.
  • Managing any potential risks to the club.
  • Developing and implementing policies that achieve its aims and goals.
  • Involving everyone in the club with achieving it aims and goals.
  • Reporting, at least once a year, to the wider club.
  • Ensuring the long term well-being of the club, both financially and organisationally.
  • Monitoring and evaluating the club’s activities for quality and relevance.
  • Providing a job description for each role within the management committee. Job descriptions outline the key tasks and responsibilities of each of the management roles.