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Board Skills for Sport IoD training 2014 – Day two
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Board Skills for Sport IoD training 2014 – Day two


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

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:

Published in: Business, Education

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  • 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 Women’s 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 today’s 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 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
  • 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. What’s it all for? /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. What’s 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 world‘s 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: