Board Skills for Sport IoD training – Day two

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The Board Skills for Sport course is the world's first sport-specific director training course.

For more information visit the Sport and Recreation Alliance website: http://www.sportandrecreation.org.uk/programmes-initiatives/boardroom

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  • Formerly at UKS 10 years, HoGEngland U20sWelcome John Boyd – BSUK and SRA
  • Formerly at UKS 10 years, HoGEngland U20sWelcome John Boyd – BSUK and SRA
  • Aim to translate information from Day 1 to a sporting contextWill use experience and technical skills in the room
  • Pairs – what you learned, shareGroup share
  • Pairs, todayGroup share and flipchart (ML)
  • New MPs encouraged to adopt same approach Nick Leeson signed off own accounts
  • Athletics - anti-doping processSnowsport GB – financial controlABAE – IF suspension, concern from SE. Played out in the media
  • No process for managing individual activityWho signs off spend? Who authorises new projects?No process needed, everyone knows how things are done around here…
  • Nick Leeson – no oversightMPs expenses – pressure on new MPs. Known and accepted way of operating
  • Vision – aspirational, something to follow, e.g. world without poverty, hunger. Martin Luther King had a dreamScience – evidence, research, understanding, the detail, e.g. cancer research, SRA club survey Craft – living in reality and making practical decisions. Disconnected management – no process, pragmatism, practical application of information Dispirited management – no vision, inspiration Disorganised management – no information, evidence on which to base decisions
  • e.g. BBC and C4 O&P coverage. ITV in Rio 2014
  • Not all initiatives, policies and schemes listed here but these have had significant influence Marc Scott – Sport NI Modern Sport
  • Anyone know DCMS objectives?Recent history including shift to and from physical activity. Policy affects strategy affects resources affects investment
  • There is more than one truth (David Bowie)4s – on flipchart set out partners and highlight / indicate those of greatest import. On wall groups feed back
  • So many institutions, decision makers, influencers, partners
  • It’s about managing stakeholders…Consider where you might place those listed on flipcharts
  • e.g.What about the international landscape?
  • In groups using post it notes, places stakeholders on flipchart Consider questions 10 minutes Feed back to another group (or whole group if time)
  • Why would British Cycling prepare a whole web-page for partnership?
  • Has anyone gone through an exercise c.f. pre-break at a Board meeting?Relationship with clubs and members – clearly defined, communicated and nurturedBeing ‘on message’. Decisions made in the Board room must be communicated in a unified fashion. Naysaying is damaging.
  • Fighting sports…Connection between your organisation and international bodies. Street Games?Understand their goals, their mission and consider the mutual benefit of developing a relationship as well as the risks of NOT developing a relationship JOHN BOYD
  • What does ‘getting involved in operational delivery” mean?Board member contacts officers unilaterally to help with projectsIf want situation might this justifiably happen?When there are few or no executives and Board members take a lead on a given area. Clearly delegated and authorised
  • Pointing to the sun
  • Raison d’etreElevator conversationOwned by the organisation and everyone involved with it
  • Increase the number of people playing TchoukballWhat for – to improve the health of the nation What for – as it will reduce health bills, extend life, bring greater quality of life, reduce teen pregnancy, increase academic performance Annoying 5 year olds aid policy development
  • LaudableAchievable if underpinned by sound strategy, resources and total commitment from everyone in the organisation
  • JOHN BOYD
  • Appears unwieldy and difficult matrix. Potential for multi-functional individuals. Encourages prioritisation.
  • JOHN BOYD
  • Pairs – answer questions. 15 minutes. Feed back
  • Can they do what is required legally, technically, behaviourally and in time No one group dominatingAnyone set terms of office? Why? How received?Historical and traditional democratic structures of sport - member vote and representation It’s the 21st century. “best people for the job”. What does 10 able bodied white males tell you…?
  • GB Hockey – performance only but must include HCSCs as players drawn from these IF recognised NGBsDSUK – charity with multiple functions beyond WCPPGBTKD – no home nations, WCPP only. PD on Board
  • British Canoeing formerly 60 council membersFootball Association of Wales still has 30How is decision making possible?
  • Individuals feel included, Boards take steps to enable inclusion. It is an outcome mostly achieved by experience. Representation – those membersDiversity – you’re on the Board, what more do you want…Behaviour – talking sticks, who shouts the loudest, sardonic humour, conversations held elsewhere
  • Working towards a balanced, inclusive and skilled Board – Firmly held beliefs and apathy in equal measure
  • NOT the 12 step programme but a drink will be needed by the endHighlight only one aspect of this – communication. Changing articles, changing voting processes, introducing independent membersEveryone sees the value of change, no one wants to be changedPractical steps include a skills audit – what are you looking for, what currently exists?
  • Groups of ¾ on flipchart list skills, backgrounds, qualities, experience required
  • e.g. of a skills audit however skills must underpin mission and strategy
  • Mentions diversity, articles and focus on competence
  • Plan for rebuttals – different in which the skills matrix can be met short and long term
  • Control is also behavioural not just a process
  • Performance – financial, project failure, individual under performance / lack of skills and personnel Aims and objectives – more medals, more participants. Sport in decline Expectations – reputational damage
  • It has got to be top down – Board demands to know what risks, mitigating action, progress etc. Philosophy seeps into operational activity
  • What risks would you place here and where? Mitigating action from the floor
  • Templates, frameworks, heat maps and lists all mechanisms but it is fundamentally about leadership and behaviour.
  • Who can the Board delegate to?CEO or similarCommitteesContractors and consultantsIndividual Board membersChair / CEO relationship JOHN BOYD
  • Thank you – IoD, Mikkel, John
  • Board Skills for Sport IoD training – Day two

    1. 1. Board Skills for Sport Day 2
    2. 2. Facilitator: Amanda Bennett Director, FairPlay Consultancy Ltd Governance Adviser to the SRA Contributor: John Boyd CEO, Baseball Softball UK Board Member, Sport and Recreation Alliance
    3. 3. Amanda Bennett • International rugby player and coach • Chair, European Women and Sport • Executive Board Member, RFUW • Head of Governance, UK Sport • Author, Equality Standard for Sport and Women and Leadership Development Programme • Director, FairPlay Consultancy Ltd • Governance Adviser to the SRA • Equality Standard Adviser • Head Coach, England U20 Women’s Rugby • Member, RFU Game Development Sub-Committee
    4. 4. 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 Board’s 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
    5. 5. Recap • List three things you learnt yesterday which will help you in your role as a Director 1. 2. 3.
    6. 6. Today • List three things you want to find out about during today’s sessions 1. 2. 3.
    7. 7. Why Good Governance? Think… • Lehman Brothers “cosmetic accounting” • News International phone hacking • MPs’ expenses • Nick Leeson, Barings Bank
    8. 8. Why Good Governance in Sport? Think… • British Athletics Federation • Snowsport GB • Amateur Boxing Association of England
    9. 9. What Went Wrong? Process
    10. 10. What Went Wrong? Behaviour
    11. 11. Henry Mintzberg – Managers not MBAs
    12. 12. In a Sporting Context • Vision – an aspirational view of ‘our’ world – Health, growth, medals • 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. 13. What’s it all for? http://www.youtube.com /watch?v=ntNVQpg3c08
    14. 14. Governance in the Sport Sector – A Potted History • • • • • • • 1999 management audits 2001 Modernisation 2003 Investing in Change 2005-09 self-assurance and KGIs 2006 Additional £300m – funding triggers 2011 Voluntary Code of Good Governance 2012 governance requirements and key criteria 2013-17
    15. 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. 16. Voluntary Code of Good Governance • 7 Principles • Voluntary – not a funding requirement • Sport-specific • Flexible and adaptable • Backed by Government and National Sport Agencies
    17. 17. The Landscape
    18. 18. What’s Your Landscape • On flipchart paper, draw what you believe to 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. 19. The Sporting Landscape
    20. 20. Stakeholder Management Power/influence of stakeholders Interest of stakeholders
    21. 21. Stakeholder Management Members Sport England Power/influence of stakeholders Interest of stakeholders
    22. 22. 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?
    23. 23. Examples
    24. 24. Break Time
    25. 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. 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. 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. 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. 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. 30. Purpose What for? What for?
    31. 31. Examples To organise the world‘s information and make it universally accessible and useful Google Bowls England will deliver an exceptional sport and community experience that is appealing, entertaining and accessible to all 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.
    32. 32. Vision, Mission and Purpose
    33. 33. Your experiences
    34. 34. Lunch
    35. 35. 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 they serve.” Principle 4, Voluntary Code of Good Governance
    36. 36. Balanced, Inclusive and Skilled Board
    37. 37. Board Composition
    38. 38. 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?
    39. 39. Cross-Sectoral Good Practice • Board members are chosen on the basis of their competence, ability, quality, 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
    40. 40. Board Composition MUST reflect mission
    41. 41. Size Of The Board Size matters Optimum is 8-12
    42. 42. An Inclusive Board • Representation • Diversity • Behaviour
    43. 43. How Do You Get There?
    44. 44. 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
    45. 45. Skills Audit Matrix What are you looking for? Essential and desirable
    46. 46. Skills Audit Matrix
    47. 47. Balanced, Inclusive and Skilled Board
    48. 48. 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
    49. 49. 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
    50. 50. 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
    51. 51. 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
    52. 52. 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 ▲ Remote Likelihood ► Unlikely Possible Probable Highly probable
    53. 53. Risk Heat Map
    54. 54. Risk Management
    55. 55. Break Time
    56. 56. The Bell Lap
    57. 57. Risk Management • Each individual risk needs to be prioritised according to: – the impact on the business should the risk occur, and – the likelihood that the risk will occur. • Process – risk matrix, profile and heat map. Must be integrated into strategy, operations, reporting • Behaviour – led by the Board
    58. 58. Enterprise Risk Management Risk management frameworks with a brief commentary on ISO 31000.
    59. 59. 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”
    60. 60. Standards, Systems and Controls
    61. 61. The Art of Delegation
    62. 62. 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
    63. 63. Thank You and Well Done! Amanda Bennett FairPlay Consultancy Ltd Mob: 07507 355241 Email: abennett@sportandrecreation.org.uk

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