Decision Making in Surf Life Saving
One of the most common misunderstandings within volunteer organisations is how decisions are made and who has the authority to make them.
Within Surf Life Saving decisions are not made by individual volunteers, officers, committee members or staff members acting alone. Instead, decisions are made through the governance structure established by the Club’s/Branch/State Constitution, By-Laws, Regulations, and Policies.
These governance documents clearly outline who has the authority to make decisions, the process that must be followed, and the matters that must be referred to specific committees, the Management Committee, or the membership at a General Meeting.
Decisions are Made Through Governance Structures
Clubs operate through a democratic governance framework. Officers and committee members are elected or appointed to act on behalf of the membership and are entrusted with making decisions in the best interests of the Club.
Most decisions are made through formal meetings of committees. These committees consider information, discuss available options and make decisions through the processes outlined in the Club’s/Branch/State Constitution, By-Laws, Regulations, and Policies In this way, the collective view of the committee prevails rather than the opinion of any individual member.
While advice and recommendations may come from many sources, decisions are made through the Club’s formal governance processes. Members, officers, committee members and staff can only make decisions where authority has been specifically granted under the Club’s Constitution, By-Laws, Policies or delegated authority.
How Decisions Should Be Made
Effective decision making involves careful consideration of all relevant information and perspectives. Depending on the matter being considered, this may include:
- Gathering relevant information and evidence.
- Seeking advice from subject matter experts.
- Consulting with affected stakeholders.
- Assessing risks and opportunities.
- Evaluating available options.
- Considering financial impacts and resource requirements.
- Conducting discussion and deliberation through the appropriate committee.
- Making a decision through consensus or formal voting processes.
The decision-making process should always be transparent, fair, and aligned with the Club’s governing documents.
A Simple Decision-Making Checklist
Before making a decision, committees and officers should consider the following questions:
- Is the decision consistent with the Club’s values?
- Does it support the Club’s objectives and strategic direction?
- Does it comply with the Club Constitution, By-Laws, Policies, SLSQ Regulations, and SLSA Policies?
- Do we have the authority to make this decision?
- Can the Club afford it?
- Does it represent value for money and the best interests of the Club?
If the answer to any of these questions is unclear, further consideration should occur before a decision is made.
Supporting Decisions Once They Are Made
Healthy debate and differing opinions are an important part of good governance. Committee members are encouraged to ask questions, challenge assumptions and contribute their views during discussions.
However, once a decision has been validly made through the appropriate governance process, all committee members and officers are expected to support and comply with that decision, regardless of how they personally voted.
Publicly undermining legitimate decisions made by authorised committees can create confusion, weaken governance structures and contribute to division.
Good governance requires members to participate actively in discussions, respect the decision-making process, and support the collective decisions made in the best interests of the Club/ Branch/State.
Remember
Good decisions are not determined by who has the loudest voice or strongest opinion. They are made through the governance framework established by the Club’s/Branch/State Constitution and By-Laws, ensuring decisions are transparent, accountable, and made in the best interests of the Club and its members.
There are many ways to conduct decision making.
| Discussion and deliberation | Engage in open and constructive discussions to exchange ideas, perspectives, and arguments related to the decision at hand. They can share their thoughts, ask questions, and challenge assumptions to gain a comprehensive understanding of the situation. |
| Seeking input | From relevant stakeholders, experts, or individuals with expertise in the area under consideration. This helps gather diverse perspectives and insights, leading to a more informed decision-making process. |
| Gathering data and information | collect relevant data, facts, and information related to the decision. This may involve conducting research, analysing reports, reviewing past experiences, or consulting reliable sources. Having accurate and up-to-date information provides a solid foundation for decision-making. |
| Evaluation of options | evaluate the pros and cons of available options or alternatives. They can assess the potential risks, benefits, feasibility, and alignment with the club’s goals and values. Tools like cost-benefit analysis, SWOT analysis (Strengths, Weaknesses, Opportunities, Threats), or decision matrices can be used to facilitate a systematic evaluation |
| Consensus building | Involves active listening, respect for differing opinions, and a willingness to find common ground. Consensus-building techniques such as compromise, negotiation, and finding win-win solutions can be utilised. |
| Voting or democratic process | formal voting process may be used to make a decision as per the constitution or by-laws requirements. Members can vote based on predetermined rules, such as majority rule or a qualified majority. |
Refer to Administration Operations Manual for further information
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