1. Board Skills for Sport Day 2

2. Facilitator: Amanda Bennett FairPlay Consultancy Ltd Governance Adviser to the SRA 3. Amanda Bennett International rugby player and coach Chair, European Women and Sport (2009-11) Executive Board Member, RFUW Head of Governance, UK Sport Author, Equality Standard for Sport and Women and Leadership Development Programme Director, FairPlay Enterprises Ltd Governance Adviser to the SRA Equality Standard Adviser Head Coach, England U20 Womens Rugby Member, RFU Game Development Sub-Committee 4. Recap List three things you learned yesterday which will help you in your role as a Director 5. Today List three things you want to find out about during todays sessions 6. Aims of the Day Understand the sporting context, its influence on your organisation and the role of the Board Consider the purpose of the organisation Explore the Boards structure and composition Understand what standards, systems and controls should be in place By: Facilitating discussion through scenario-based activity Utilising the skills in the room 7. Why Good Governance? Think News International phone hacking MPs expenses Nick Leeson, Barings Bank The Co-operative Bank 8. Why Good Governance in Sport? Think Taekwondo Snowsport GB Amateur Boxing Association of England 9. What Went Wrong? Process 10. What Went Wrong? Behaviour 11. Henry Mintzberg Managers not MBAs 12. In a Sporting Context Vision an aspirational view of our world Health, participation, medals, inclusion Evidence KPIs; milestones; R&D; audits; insight Individual performance Organisational progress (RAG) Pragmatism practical problem solving, realism 2 coaches, 1 physio, P/T team manager 13. Whats it all for? http://www.youtube.com /watch?v=ntNVQpg3c08 14. Governance in the Sport Sector A Potted History 1999 management audits 2001 Modernisation Programme 2003 Investing in Change 2005-09 self-assurance and KGIs 2006 Additional 300m (UKS) funding triggers 2011 Voluntary Code of Good Governance 2012 governance requirements and key criteria for 2013-17 15. DCMS Objectives Maintaining and improving Britain's elite sports performance Creating a lasting legacy from the 2012 Olympic and Paralympic Games Getting more people playing sport Department for Culture Media & Sport 16. Voluntary Code of Good Governance 7 Principles Voluntary has provided basis on which sports have met funding requirements Sport-specific Flexible and adaptable Backed by Government and National Sport Agencies 17. The Landscape 18. Whats Your Landscape On flipchart paper, draw the landscape within which your organisation operates (5-10mins) Identify agencies of greatest influence / importance to you Describe and explain this to a partner (5mins) 19. Understanding and Engaging with the Sporting Landscape The Board needs to be aware of the international and domestic sporting worlds and position its organisation appropriately Principle 7, Voluntary Code of Good Governance 20. The Sporting Landscape 21. Stakeholder Management Power/influenceofstakeholders Interest of stakeholders 22. Stakeholder Management Power/influenceofstakeholders Interest of stakeholders Sport EnglandMembers 23. Stakeholder Management What financial or strategic interest do they have in the outcome of your work? Is it positive or negative? What motivates them most of all? What information do they want from you? What is their current opinion of your work? Is it based on good information? Who influences their opinions generally, and who influences their opinion of you? 24. Examples 25. The Role of the Board Understanding, defining and overseeing key relationships with other bodies, e.g. investors, commercial partners etc. Upholding required standards set by other sporting bodies domestically or internationally Defining the relationship between the NGB and clubs, members and participants Advocacy, lobbying, promotion 26. International Federations Historical background one or more bodies e.g. Boxing, Golf, Taekwondo Responsible for the governance and development of the sport Rules of the sport Events Olympic and Paralympic status 27. Delivering the Vision, Mission and Purpose The Board should set the high level strategy and vision of the organisation and ensure that it is followed without becoming involved in the operational delivery Principle 3, Voluntary Code of Good Governance 28. Vision Your vision statement is your inspiration, the framework for all your strategic planning. You are articulating your dreams and hopes for your sport. It reminds you of what you are trying to build. 29. Mission A mission statement is a brief description of an organisation's fundamental purpose. It answers the question, "Why do we exist?. The mission statement articulates your organisation's purpose both for those inside the organisation and for the members, stakeholders and the public. 30. Purpose What for? What for? 31. Examples Our aim at Havant Rugby Club is to create an environment where rugby can be played and enjoyed by all ages from 6 to sixty regardless of gender or ability. Bowls England will deliver an exceptional sport and community experience that is appealing, entertaining and accessible to all To organise the worlds information and make it universally accessible and useful Google 32. Vision, Mission and Purpose 33. Your experiences 34. Balanced, Inclusive and Skilled Board The Board should be made up of individuals with the right balance of skills and experience to meet the needs of the organisation. Included in this is a need for independent expertise and for representation of the diversity of the sport and the communities it serves. Principle 4, Voluntary Code of Good Governance 35. Balanced, Inclusive and Skilled Board 36. Your experiences 37. Discussion Competent high calibre individuals offering a mix of skills, experience and backgrounds Why is it important for sport? What steps did your organisation take? What challenges did you face? 38. Cross-Sectoral Good Practice Board members are chosen on the basis of their competence, ability, qualities, leadership, integrity and experience Having at least 2 (ideally one third) independent Directors no one group can dominate decision making Setting terms of office for Board members to ensure the Board is refreshed regularly Ensuring the voice of the participant is heard or represented Board composition adequately reflects society and is mindful of diversity 39. Board Composition MUST reflect mission 40. Size Of The Board Size matters Optimum is 8-12 41. An Inclusive Board Representation Diversity Behaviour 42. How Do You Get There? 43. The 12 Step Plan Agree Board composition Communicate with stakeholders Check Articles Conduct skills audit Communicate with stakeholders Agree recruitment process (including Directors stepping down) Secure stakeholder agreement, e.g. AGM Put in place recruitment plan and resources Open recruitment Comprehensive induction Board evaluation Communicate with stakeholders 44. Skills Audit Matrix What are you looking for? Essential and desirable 45. Skills Audit Matrix 46. Balanced, Inclusive and Skilled Board 47. What Process? Open recruitment advert, panel, interview framework Election voted by designated group, e.g. Members Appointment can follow open recruitment or election Secondment Co-opting * Shadowing* *enables succession planning 48. Standards, Systems and Controls The Board needs to be conscious of the standards it should operate to, and its role in exercising appropriate and effective control over the organisation Principle 5, Voluntary Code of Good Governance 49. Risk is - the uncertainty surrounding events and their outcomes that may have a significant effect, either enhancing or inhibiting: operational performance achievement of aims and objectives meeting expectations of stakeholders 50. Risk Management is - the discipline of: Identifying and assessing all the risks you are exposed to Setting risk appetite for those risks aligned to strategic objectives Deploying the resources needed to control and monitor the risks; and Reporting and re-assessing those risks in a documented and evidenced framework 51. Risk Matrix Catastrophic 19 22 23 24 25 Major 14 17 18 20 21 Moderate 9 12 13 15 16 Minor 4 6 8 10 11 Insignificant 1 2 3 5 7 Impact Likelihood Remote Unlikely Possible Probable Highly probable 52. Risk Heat Map 53. The Bell Lap 54. The Art of Delegation Ensuring authority is delegated appropriately and that checks and balances are in place to manage inappropriate use of decision making responsibilities 55. Standards, Systems and Controls 56. The Art of Delegation Nurture the line management relationship Ensure clarity of outcomes, outputs and KPIs Set individual objectives Create responsibility Clarify accountability Agree limits of authority* Stay in touch Challenge progress ask good questions Monitor and measure performance Reward success and be honest about failure *responsibility without authority creates discontent 57. Thank You and Well Done! Amanda Bennett FairPlay Enterprises Ltd Mob: 07507 355241 Email: Amanda.m.bennett10@gmail.com