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Club Fundraising, Governance, and Startup Procedures – Comprehensive Notes

Fundraising, Finances, and the School Store

  • Fundraising money must go through the school store; we do not exchange cash for anything.
    • No one should collect cash directly; there is no cash box or in-person cash collection anymore.
    • The adult adviser does not collect funds either.
    • Funds from fundraisers are deposited into the club account via the school store, and the business office receives reports.
  • T-shirt purchases and other fundraiser items are handled through the school store; the money is reported to the business office.
  • Access to the club account and updates
    • The school office uses a code to post funds to each club account.
    • You can request updates from the presenter or the business office.
  • Fundraising should have a defined purpose beyond just fund-raising for its own sake
    • If you intend to fund activities like pizza parties or social events, those are typically supported by member dues rather than general fundraising.
    • Dues are used when you want to do social activities; fundraising is for a specific cause or objective.
  • Process for collecting funds when a fundraiser involves member contributions
    • If fundraising requires collecting money from members, it must be routed through a fundraiser form (Harper mentioned) and then set up in the school store.
    • Do not collect cash yourself; the system is designed to avoid cash handling.
  • All funds raised go to the club account and are tracked via the office code; updates can be obtained anytime.

Lunch and Learn and Community Engagement

  • Lunch and Learn: existing lunchtime opportunities; not necessarily a mandatory separate event every year.
  • Engagement requirements
    • You are expected to engage the community twice per year (not daily, as lunch occurs every day): once in the fall/winter period and once in the spring.
    • Engagement activities can vary widely (examples given):
    • Watch a documentary as a group, sponsor an event on the lawn, or other community-facing activities.
    • The nature of these events is open-ended and should be accessible to the whole community.
  • The Lunch and Learn framework is separate from daily lunch; it’s an additional opportunity to engage a broader audience.

Starting, Reinstating, and Approving Clubs

  • All clubs must go through the same application process, even if the club existed previously.

    • If reviving or twisting an existing club, you still must submit a new application.
    • The approval process applies to any return or modification of a club.

  • Adult adviser commitment

    • The adult adviser must commit to the club’s governance and process; this is not something you assign or bypass.
    • The adviser is the designated point of contact for the club’s formal processes.

  • Club officer structure (four mandated roles)

    • The required roles are: two co-heads, a treasurer, and a secretary.
    • Only 2 co-heads are allowed; three or more co-heads is not permitted.
    • The four positions are not optional; having a reporting mechanism and proper oversight of funds is essential.

  • When starting a new club, or modifying an existing one, elections and officer appointments

    • If you do not yet have four people, your club’s status may be reconsidered.
    • Elections can wait until funds are shipped; once funds are in place, you can proceed with officer elections and send details to the relevant administrator (the presenter).

  • Process for starting a chapter of a third-party organization ( Madeira)

    • The process is the same as starting a normal club: fill out your club application, and the third-party organization must also complete its own application.
    • Many national organizations require registration fees.
    • If a national organization already has a Madeira chapter, you may continue with the existing account/registration.
    • If there is no existing chapter, meet with Harper and the presenter to determine if the club can be funded and whether approval is possible; otherwise, you may need to present to member reviews.

  • Clarifications about resubmission and “twists”

    • If you plan to keep the same club with a twist, you still must resubmit for approval.
    • The policy emphasizes that every club must go through the approval process and that messaging to this effect has been communicated.

  • Roles, commitments, and reporting

    • Students must commit to the outlined requirements; the adviser must also commit.
    • The four officer roles are essential to ensure reporting, oversight of funds, and planning.
    • If a club cannot fill these roles, its status may be in question.

Practical Implications and Real-World Relevance

  • Accountability and governance
    • The system emphasizes no cash handling, formal reporting to the business office, and club accountability through a designated code.
    • Clear responsibilities for officers (co-heads, treasurer, secretary) help ensure transparent financial management.
  • Financial controls and compliance
    • Moving all funds through the school store reduces cash handling risk and improves traceability.
    • The requirement for an adviser ensures supervision and alignment with school policies.
  • Program integrity and consistency
    • The universal application process for all clubs—new, returning, or modified—maintains consistency and fairness.
    • Registration fees for external organizations and the potential need for member reviews ensure due diligence in selecting partnerships.
  • Real-world relevance
    • The described processes mirror common school governance structures: centralized fundraising, formal account management, and structured officer roles to support student leadership and financial stewardship.

Quick Reference (Key Details in One Place)

  • All fundraising proceeds go through the school store and are reported to the business office; no cash handling by students or adult advisers.
  • Fundraisers must have a defined purpose; otherwise, use member dues for social activities.
  • Fundraising involving member payments uses a fundraiser form and the school store setup; no direct cash collection.
  • Club funds are tracked via a code; updates are available upon request.
  • Lunch and Learn requires two engagement events per year (fall/winter and spring); lunch is daily, but these events are community-facing opportunities.
  • To start or revive a third-party organization chapter, use the same application process; registration fees may apply; consult Harper and the facilitator as needed.
  • Every club, including existing ones with twists, must submit an application; adviser commitment is mandatory.
  • Four officer roles are mandatory: two co-heads, a treasurer, and a secretary; only 2 co-heads are allowed.
  • Elections can be deferred until funds are shipped; aim for clarity and confirmation with the administrator.

Keywords and Concepts

  • 2 co-heads, 4 officer positions
  • School store fundraising, business office reporting
  • Fundraiser form, no cash handling
  • Adult adviser commitment
  • Lunch and Learn, two annual community engagements
  • Club approvals, resubmission, twists
  • Third-party organizations, registration fees
  • Accountability, governance, and financial stewardship