Resolutions
Committee resolutions
The below resolutions were discussed and voted on during the AGM on Saturday 29th March.
1. Membership Fee Structure
Outcome: Approved
Summary: The membership structure for the 2025/26 season needs to align with the newly announced rates from the Cumberland Committee, which set the adult membership fee at £375. This proposal requires a decision on how we manage the balance between membership fees and match fees.
Options:
| Option | Pros | Cons |
|---|---|---|
| 1. Increase membership cost to meet requirements and reduce match fees | - Lower match fees, which reduces the overall cost of playing. - Encourages greater participation by reducing the cost barrier for attending games. - Easier club income and forecasting management. | - Larger upfront membership cost - Less flexibility in the future when membership fees are required to increase. |
| 2. Increase membership cost to meet requirements and keep current match fees | - Members are familiar with existing match fee model - Generates more club income - Flexibility to reduce match fees in the future. | - Higher overall cost for members - Larger upfront membership cost - Increase in overall payments could put off new members and lead to poor player retention. |
| 3. Increase membership cost to meet requirements and remove match fees | - Easy to manage club income - Less administration for Committee | - Higher costs - Large cultural shift - Less flexibility to change in the future - Members who play fewer games would pay the same as those who play more |
| 4. Move towards monthly subscriptions | - Simplifies payments | - Higher overall costs - Big cultural shift |
Committee Recommendation: The Committee recommends Option 1. This will ensure compliance with the new membership structure while making playing for members more affordable. Our 2025/26 Draft budget has been created with this option in mind.
Supporting information
Modelling with Option 1
| Category | % Memebership Change | % Match Fee Change | % Overall Change |
|---|---|---|---|
| Earlybird Adult | 18.64% | -58.33% | -11.70% |
| Adult | 20.97% | -58.33% | -9.36% |
| Earlybird Concession | 0% | -37.50% | -15.84% |
| Concession | 2.63% | -37.50% | -13.52% |
| Earlybird Junior | 0% | -37.50% | -13.52% |
| Junior | 0% | -37.50% | -13.52% |
| Non-playing | NEW | NEW | NEW |
| Social | 58.33% | -50.00% | -25.00% |
| Captains (Adult) | 20.97% | -100% | -25.30% |
Working Example - Adult early bird
| Availability | Approx cost per session 25/26 | Total cost 25/26 | Approx cost per session 24/25 | Total 24/25 |
|---|---|---|---|---|
| 40% | £19.00 | £395.00 | £19.40 | £403.00 |
| 50% | £15.60 | £405.00 | £16.40 | £427.00 |
| 60% | £13.30 | £415.00 | £14.45 | £451.00 |
| 70% | £11.70 | £425.00 | £13.05 | £475.00 |
| 75% | £11.15 | £435.00 | £12.80 | £499.00 |
| 80% | £10.60 | £440.00 | £12.28 | £511.00 |
| 90% | £9.60 | £450.00 | £11.45 | £535.00 |
2. Remove Digital Secretary Role from WHHC Committee
Outcome: Approved
Summary: This resolution proposes the removal of the Digital Secretary role from the WHHC Committee, reclassifying it as a non-committee role.
Rationale: The responsibilities of the Digital Secretary have significantly decreased following the adoption of Teamo as the club’s primary communication and management tool. The remaining tasks associated with the role are now predominantly business-as-usual back-end duties. Furthermore, responsibilities related to website development and maintenance will be transitioned to the Communications Officer role to ensure consistency in communication and branding.
Proposed Changes:
- The Digital Secretary role will no longer be a member of the Main Committee but will be reclassified as a non-committee role.
- Relevant tasks and responsibilities will be redistributed as follows:
- Communications Officer: Oversight of website content and maintenance.
- Digital Secretary (Non-Committee Role): Continue managing business-as-usual tasks related to Teamo and other digital tools as required.