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Broadbottom Cricket ClubMove detailed operational discussions into four focused groups, then bring recommendations and decisions to a monthly executive meeting.
Currently, all positions attend one executive committee meeting. Detailed discussions across cricket, facilities, events and administration can make meetings run for hours. Volunteers spend time listening to issues that may not need their involvement.
Operational detail, updates and club decisions compete for the same agenda time.
Groups resolve detail within agreed authority. The executive reviews reports, decides exceptions and coordinates club priorities.
Approve a six-month pilot with a review after three months, agree group remits and reporting leads, and confirm attendance and delegated authority against the constitution before implementation. Delegated spending limits and group budgets are to be agreed by the committee before the pilot starts.
A proposal for discussion and approval. Roles are used throughout; no personal names are included. The 60-minute duration is a target, not a guaranteed saving.
Chair · Vice Chair · Secretary · Treasurer
Safeguarding representative + one reporting lead from each working group
Reporting lead · Club & 1st XI Captain
Teams, participation, development, fixtures and league matters.
Reporting lead · Junior Coordinator
Coaching, junior fixtures, recruitment and player progression.
Reporting lead · Groundsperson nominated by the executive
Pitch preparation, maintenance, equipment, safe facilities and volunteer cover.
Reporting lead · Events Coordinator
Bar operations, events, sponsorship, fundraising and promotion.
If the Events Coordinator post is unfilled, the Vice Chair coordinates that group temporarily. Where a person holds several positions, attendance should be combined wherever practical.
The executive remains accountable for the club. Working groups handle delivery within a remit and budget agreed by the club.
| Level or role | Responsibility and attendance |
|---|---|
| Working groups | Agree routine actions within approved budgets and delegated limits. Escalate unbudgeted commitments, policy changes, significant risks and issues affecting other groups. |
| Executive committee | Set priorities and budgets, oversee finances and risks, and decide recommendations. Proposed routine attendance is core officers, one safeguarding representative and one lead per group, subject to the constitution. |
| Administration and membership | Secretary, Membership Secretary and Assistant Membership Secretary provide a joint written update. Hold a short discussion only when there is an issue to resolve; attend relevant executive items when needed. |
| Safeguarding Officers x 3 | Support every section and retain direct access to the Chair and executive. One representative provides routine oversight updates to the executive, and one holds a standing place in the junior cricket group. Sensitive cases follow the safeguarding process separately. |
| President and Vice President | Retain their ambassadorial and advisory roles. Attendance and any formal rights remain as provided by the constitution. |
| Auditor | Retains independent annual financial oversight, outside operational financial management. |
| Executive Committee Members | Take ownership of defined tasks in working groups. Any existing formal executive membership or voting rights remain until a properly approved change is made. |
Confirm executive membership, quorum, voting rights and any required member approval before changing formal arrangements. The diagram describes a proposed reporting model; it does not itself amend the constitution.
Circulate general reports and decisions to relevant role holders, so smaller meetings do not leave volunteers uninformed. Limit confidential information to those who need it. Hold a meeting of all role holders twice a year, pre-season and end of season, so the whole club still comes together.
No new director or manager posts are proposed. The Treasurer consolidates club and bar figures, working with the Bar Treasurer before the pack is issued. The executive assigns one existing role to keep a single club calendar of fixtures, junior sessions, events and hires.
The executive meets on the last Thursday of each month. Working groups meet two weeks earlier, and everything else works back from that date. Groups meet only when there is useful business to resolve.
| When | Activity | Required output |
|---|---|---|
| Two weeks before executive | Active working groups meet for 30–45 minutes. Relevant role holders attend; deputies or invited contributors join where needed. Where volunteers overlap, groups meet back-to-back on the same evening. | Actions, budget exceptions, risks and recommendations. |
| Saturday before executive | Leads complete the shared report template and update the shared action log. Secretary collects administration and membership updates; Treasurer consolidates finances. | Maximum one page per group, plus essential supporting papers. |
| Monday before executive | Secretary circulates the agenda and combined pack. Members read it and raise factual questions beforehand. | A timed agenda with clear decision requests. |
| Last Thursday of the month | Executive meets for a target of 60 minutes. Leads present recommendations rather than repeating written updates. | Decisions, role owners, deadlines and reasons where needed. |
| Within 48 hours (by Saturday) | Secretary circulates the decision and action log. Group leads brief their teams. | One shared action list and clear next steps. |
Group leads represent their areas. Other contributors join for the relevant agenda item where formal rights allow. Vice captains need not attend alongside captains unless their input is needed.
Use a written update in quiet months. Combine discussions where volunteers overlap. Major events can use brief task meetings; do not create additional standing committees.
Act immediately through the appropriate club procedure. Urgent decisions follow the club’s authorised process and are recorded for subsequent oversight.
A decision beyond delegated authority, an unbudgeted cost, a significant risk, a policy matter, or a conflict between groups. Routine delivery and individual team selection stay in the relevant operational forum.
| Agenda item | Time | Discussion and required outcome |
|---|---|---|
| Previous actions | 5 min | Confirm completed actions and resolve outstanding tasks. |
| Teams and participation | 10 min | Review availability, recruitment, retention and issues across senior, U19, Over 40s and women’s softball cricket. |
| Coaching and player development | 5 min | Agree training priorities and support for movement between teams and from junior cricket. |
| Fixtures and league matters | 5 min | Identify fixture issues, league updates and required club actions. |
| Resources and shared issues | 5 min | Identify equipment, facilities, volunteer and funding needs. |
| Executive report and next actions | 10 min | Agree recommendations, costs, decisions requested, role owners and deadlines. |
One-page report covering progress, finances, risks, decisions required and next month’s priorities.
Individual team selection stays with the weekly selection meeting, chaired by the Chairman of Selectors (Seniors).
For every action, record the task, responsible position and due date. Carry forward only unfinished actions that still require attention.
| Agenda item | Time | Discussion and required outcome |
|---|---|---|
| Previous actions | 5 min | Review progress and outstanding tasks. |
| Age group updates | 10 min | Review attendance, enjoyment, development and coaching capacity. Highlight exceptions rather than every result. |
| Training, fixtures and facilities | 5 min | Resolve scheduling, equipment and ground requirements. |
| Recruitment and progression | 5 min | Agree recruitment, parent communications and progression between age groups and into senior cricket. |
| Safe delivery and volunteer support | 5 min | Review supervision, training needs and operational safeguarding actions. |
| Executive report and next actions | 10 min | Agree funding requests, recommendations, role owners and deadlines. |
One-page report including participation trends, coaching needs, finances and decisions required.
Keep confidential safeguarding cases outside this meeting. Use the established safeguarding route immediately when a concern arises.
For every action, record the task, responsible position and due date. Carry forward only unfinished actions that still require attention.
| Agenda item | Time | Discussion and required outcome |
|---|---|---|
| Previous actions | 5 min | Confirm completed work and outstanding issues. |
| Playing facilities | 5 min | Review pitches, outfield, practice areas and readiness for the coming month. |
| Clubhouse and equipment | 5 min | Prioritise maintenance, repairs, servicing and replacement. |
| Work programme and volunteers | 5 min | Agree tasks, volunteer cover and timing around fixtures and events. |
| Costs, risks and executive requests | 5 min | Confirm budget position, quotations, urgent defects and approvals required. |
| Confirm actions | 5 min | Record role owners, deadlines and the monthly report. |
Prioritised work list and short executive report identifying costs, risks and decisions required.
Unsafe facilities or equipment are addressed immediately. Do not leave urgent safety issues until the next meeting.
For every action, record the task, responsible position and due date. Carry forward only unfinished actions that still require attention.
| Agenda item | Time | Discussion and required outcome |
|---|---|---|
| Previous actions | 5 min | Review outstanding commitments and tasks. |
| Bar performance and operations | 10 min | Review income, costs, stock issues, volunteer cover and operational problems. |
| Events and clubhouse use | 10 min | Review the next three months, responsibilities, expected income and costs, and clashes with cricket. |
| Fundraising and sponsorship | 5 min | Review opportunities, sponsor commitments and progress against targets. |
| Promotion and engagement | 5 min | Agree publicity, communications and volunteer recruitment. |
| Executive report and next actions | 10 min | Confirm recommendations, financial exposure, approvals required, owners and deadlines. |
Updated events calendar and one-page report covering bar performance, fundraising, sponsorship and decisions required.
Reconcile bar figures with the Treasurer before the executive pack is circulated. If the lead post is vacant, the Vice Chair coordinates temporarily.
For every action, record the task, responsible position and due date. Carry forward only unfinished actions that still require attention.
| Agenda item | Time | Discussion and required outcome |
|---|---|---|
| Opening business | 5 min | Confirm attendance, apologies, quorum, conflicts, previous minutes and outstanding actions. |
| Financial position | 10 min | Review cash, club and bar performance, budget variances and upcoming commitments. |
| Safeguarding and significant risks | 5 min | Review oversight matters and actions. Handle confidential case information separately. |
| Working group recommendations | 25 min | Approve, decline or seek further information on recommendations from the four groups. Allocate time according to decisions required. |
| Club priorities and administration | 10 min | Resolve cross-group issues, membership exceptions, decision correspondence and upcoming commitments. |
| Confirm decisions and close | 5 min | Read back decisions, role owners and deadlines. Confirm the next meeting date. |
Decision and action log circulated within 48 hours, with owners and deadlines.
Accept routine reports in writing. A group that misses the report deadline has no agenda slot that month unless the matter is urgent. Raise additional decision items before circulation; the Chair determines how urgent late matters are handled.
For every action, record the task, responsible position and due date. Carry forward only unfinished actions that still require attention.
Use the same report format across all groups. Keep it to one page and make the requested decision easy to find.
| Report section | What to include |
|---|---|
| Progress | Up to three brief points on delivery and outcomes. |
| Financial position | Approved budget, actual income or spend, forecast and variance. State nil where relevant. |
| Risks and dependencies | Issue, impact, proposed action and support needed from another group. |
| Decision requested | Recommendation, cost, funding source and deadline. State “none” if no decision is needed. |
| Next month’s actions | Task, responsible position and due date. |
| Stage | Action |
|---|---|
| Before starting | Confirm constitutional requirements, group remits, leads and the meeting calendar. The committee agrees delegated spending limits and group budgets. Record the current meeting duration as a baseline. Time the pilot so the six months include the start of the season. |
| During the pilot | Track executive duration, attendance time across all meetings, actions completed by deadline and decisions deferred for missing information. |
| After three months | Interim review. Ask volunteers whether meetings are relevant and whether they feel informed, and make any adjustments needed. |
| After six months | Full review. Compare results with the baseline and agree to retain, adjust or end the arrangement. |
Source roles: BCC positions 26–27. Club crest: Broadbottom Cricket Club official website. This proposal changes meeting workflow only to the extent approved through the club’s governance process.