NETBALL NORTHERN IRELAND ORGANISATIONAL REVIEW …sportlomo-userupload.s3.amazonaws.com/uploaded... · Integrity, Innovation, Inspiration 1-2 Frecheville Court off Knowsley Street

Integrity, Innovation, Inspiration 1-2 Frecheville Court off Knowsley Street Bury BL9 0UF

T 0161 764 7040 F 0161 764 7490 E [email protected] www.kkp.co.uk

NETBALL NORTHERN IRELAND ORGANISATIONAL REVIEW FINAL DRAFT REPORT: MAY 2015

Integrity, Innovation, Inspiration 1-2 Frecheville Court off Knowsley Street Bury BL9 0UF

T 0161 764 7040 F 0161 764 7490 E [email protected] www.kkp.co.uk

NETBALL NORTHERN IRELAND ORGANISATIONAL REVIEW

CONTENTS

INTRODUCTION .............................................................................................................. 4

BACKGROUND ................................................................................................................ 5

GOVERNANCE .............................................................................................................. 10

RECOMMENDATIONS................................................................................................... 20

REQUIRED ACTIONS .................................................................................................... 32

APPENDIX 1: LIST OF CONSULTEES 34

APPENDIX 2: THE CODE OF GOOD GOVERNANCE .................................................. 35

APPENDIX 3: QUESTIONNAIRE TEMPLATE ................................................................ 36


May 2015 3-034-1415: Final Draft Report: Knight Kavanagh & Page 4

INTRODUCTION The Netball Northern Ireland (NNI) Corporate Plan 2011-2016 highlights the Organisation’s key strategic aims and provides details in respect of how it might realise its corporate vision: “To be a professional, accountable, autonomous organisation: increasing participation, improving performance and accessing facilities for netball within Northern Ireland” A fundamental aspect of this review has, thus, been to assess, define and refine the key priorities for the sport linking this directly with the proposed future governance structure of NNI. The intention is that it will then be best structured to support the associated requirements/implications for management, development and financial arrangements. As per the brief for the work, we have developed a report which includes: A brief summary of the consultation process; the findings and issues raised. A summary of the lessons learnt from inter-NGB benchmarking. Key priorities for the sport: short/medium/long term. Proposals for the future governance structure of NNI and the associated requirements/

implications for management, finance arrangements etc. A proposal with regard to what KKP, taking into account all the consultation and

related findings of the review, considers to be the most appropriate, effective organisational management structure (encompassing paid and voluntary roles).

SMART headline strategic recommendations geared to achieving performance goals and objectives over completion of the current (2011 – 2016) cycle.

An action plan of improvements to NNI governance/management systems. Recommendations to inform the new strategy for the period beyond 2016. KKP also considered: NNI’s future role in relation to other key sector players. How it should engage/communicate and respond to the needs of its membership (and

how this could/should affect existing structures and practices).



BACKGROUND The Corporate Plan currently has six priorities which include: Increasing participation in netball within Northern Ireland Improving performance in netball in Northern Ireland at all levels Providing and maintaining effective and efficient development pathways and support

programmes for all netball players in Northern Ireland. Increasing the number of accessible facilities for netball in Northern Ireland Increasing the number and quality of coaches and officials in Northern Ireland. Being a professional, accountable, autonomous organisation, acting as the sole

governing body for netball in Northern Ireland.

The Corporate Plan is underpinned by NNI annual business and operational plans which provide specific details on programmes, budgets and performance indicators to bring the organisations priorities into effect. NNI employs a range of qualitative and quantitative measures to assess its work. Progress is monitored via a performance management system with quarterly reporting to Sport NI linked to scheduled review meetings. Current structure NNI is run by a Board of eight members elected annually from the membership at its AGM. All members of the Board, committees and sub-committees are volunteers. The Full Council comprises: President Vice President Director of Administration Director of Finance Director of Marketing, Fundraising and PR Director of Participation Director of Umpiring and Officiating Director of Performance To assist the Board with its work standing committees, which report to it, are presently in place; these are: Participation: presently comprising the director, six league managers, one schools

representative, one junior participation manager and one secretary (including fixture shield). It is advised by the Participation Officer (see overleaf).

School: has nine members including a chair, secretary, treasurer, five area board secretaries, cup and plate administrator and a participation representative. It does not have a separate advisor.

Performance: has seven members including one director. It is advised/supported by a member of staff responsible for high performance.

Umpiring and officiating: has one director and six members but no separate advisor. Administration and Governance: comprises five members of the management team;

it is advised by the Executive Manager.



Figure 1: Current NNI structure The Board is supported/advised by the Executive Manager. NNI has five full time and three part time employees. One part time coaching role and all the full time roles are fully funded by Sport NI and the two administration posts receive a contribution from it towards total costs. Staffing levels are, thus, at least for the foreseeable future, highly dependent upon NNI continuing to access and retain grant based funding. Over the past five years NNI has undergone both a period of change in the context of starting to appoint staff to manage the day to day operations of the organisation in tandem with a substantial turnover of leadership at Board level. Thus, in addition to the variable momentum and changes of direction caused by this, it is in the process of moving from being what was almost entirely a voluntary governed and managed body to being one which has some level of paid staff resource to implement plans dictated by the strategic direction offered by the Board. It is, therefore, considered to be time to refine its organisational structure and generate greater clarity in respect of the roles and responsibilities of staff and volunteers. NNI has been in receipt of investment from Sport NI geared to it focusing upon embedding and strengthening a high performance system in the sport. It is essential that the outcomes of this review ensure that the organisational structure complements and is designed to deliver this.

Management Board

Admin & Governance

Performance Umpiring & Officiating

Participation Schools Coaching

Executive Manager

Admin C &

WDO

HPM

ACC

Active Clubs



Finances NNI has seen its annual income increase from £35,194 in 2009 to over £300,000 in 2014. Table 1 below illustrates Netball NI’s headline financial position from 2009 to 2014. Table 1: NNI’s income from 2009-20014

The only year when income did not rise was 2013. Conversely, 2011 and 2014 saw particularly large percentage increases. Although, affiliation fees rise annually (the specific larger increase in 2012 can be attributed to changes in recording of school funding), the overall contribution of membership fees to overall funding has decreased in percentage terms (from 11.87% to 7.36%). As noted above, there is currently a clear and high level of reliance on grant aid for the functioning of the organisation. Further, NNI has moved from being a relatively small member’s organisation to a small business with a substantial annual turnover. This, in itself, brings a requirement for more robust governance, increased financial responsibility and improved probity, which this review needs to address. Participation Although the level of finance has increased, consultation and NNI records indicate that membership has remained relatively static over the past few years with approximately 25 senior teams, 20 junior teams, 71 schools and c.500 members affiliated. The increase in affiliation income is considered to be a consequence of a combination of improved administration (more effective in collecting monies) and/or fee increases. In addition to activity linked to/recorded by NNI, netball has seen increases in engagement and participation over the four years of the Active Communities programme. This started in 2010/11 and has generated the following participant numbers: 2,763: 2010-2011 3,121: 2011-2012 4,191: 2012-2013 4,067: 2013-2014 The map overleaf relates to the address provided for each of the 4,067 individuals enrolled on the programme in 2013-2014. This may be either a home or school address but does illustrates a broad picture of the programme’s reach.

Details 2014 2013 2012 2011 2010 2009

£ £ £ £ £ £

Grant Aid 303,649 169,112 187,018 168,389 55,070 35,194

Affiliation Fees 27,222 22,017 32,228 11,698 10,672 10,400

Fundraising 8,407 22,896 2,728 4,997 10,246 15,917

Other Income 30,511 45,260 51,993 31,164 66,043 25997

Total Income 369,789 259,285 273,966 224,228 142,031 87,558

Members income Percentage 7.36% 8.49% 11.76% 5.22% 7.53% 11.87%



It is worth noting that the distribution by consortia under the Active Communities programme does not necessarily reflect the distribution of netball as a sport throughout Northern Ireland as it is specific to that particular programme. As a result it may more closely reflect the distribution of sports specific coaches working under the Active Communities banner. In addition, the focus of the Programme has, to this point, been aligned to participation as an objective in itself. However, with the more recent advent of the Active Clubs programme, which came into effect in January 2015, it is likely that in the future there may be a change in emphasis to more actively identify and promote routes that encourage continuity from Active Communities to sustained participation. This is considered particularly relevant for a sport such as Netball as one of the key target groups is ‘women and girls’ while the Active Clubs programme also places an emphasis on participation among the 14-25 years age group. Figure 2: Netball participants by ‘home address’ under the SNI AC programme (2013/14)

The highest level of ACNI driven/recorded participation takes place in Down Newry & Mourne with nearly 40% of total netball activity. The two consortia of North Down & Ards and Antrim & Newtownabbey also have over 20% of activity each. This suggests that the North West of the Country is particularly ripe for an NNI focus on developing netball activity and driving up affiliated participation.



Membership comparison with home countries Table 2 provides a crude comparison between the four Great Britain home countries illustrating the percentage of the population which is recorded as playing netball and the levels of NGB membership. It is recognised that membership data is not exact and that this may not cover all netball activity in each or all countries but it is an indication of the scale of the sport and levels of NGB engagement with active participants. Table 2: Netball participation of Home countries set against overall population

Country Total population (rounded up)

Recorded netball membership (some figures are estimated)

Percentage population playing netball

Northern Ireland 1,810,000 500 0.028%

England 53,012,000 92,000 0.174%

Scotland 5,295,000 3,700 0.070%

Wales 3,063,000 6,000 0.196% Using ONS data 2011

With regard to the above, on a pro rata basis, Wales outperforms Scotland, England and Northern Ireland in respect of the percentage of the population with active netball membership. Self-evidently, England has a far larger population than the other home nations from which to draw its players. Wales has also outperformed Scotland and Northern Ireland in recent championships having finished 8th at the 2014 Commonwealth Games in Glasgow and 2nd in U17, U21 Development and U21 Performance Championships in 2013. Northern Ireland is the lowest performer of the four Home Nations. As a major, girls only, sport in Northern Ireland, with, what might objectively be regarded as very good levels of funding for its size, it is necessary to see a step change in increasing participation and driving up performance levels across netball in the country. Any streamlining or restructuring of netball and its governance should be undertaken with these key objectives in mind.



GOVERNANCE A fundamental aspect of this report is to assess, define and refine the key priorities for the sport followed by the proposed future governance structure of NNI. It is intended to review the organisational structure whilst ensuring that it addresses the requirements of its membership. In so doing it is essential to consider the important elements of good governance which will support NNI to achieve its objectives. The Code of Good Governance is a best practice document produced by the Developing Governance Group (a group of voluntary and community sector associations, working to improve the quality of governance in voluntary and community organisations in Northern Ireland) It is designed to set the standard for all governing committees/boards in the voluntary and community sector in Northern Ireland and has seven principles which cover: Leadership Responsibilities and obligations Effectiveness Reviewing and renewing Delegation Integrity Openness. (The full explanation of each of these is included as Appendix 2). Consultation and key issues This section incorporates a synopsis of the consultation undertaken with 37 consultees (33 conducted on a face-to-face basis, four via a telephone interview). Interviews were all undertaken in February and March 2015. The consultation process encompassed volunteers, NNI paid staff and other stakeholders. Not unsurprisingly there is a broad range of views and perspectives but the issues raised are considered in the context of improving governance and ensuring that NNI is, and is seen to be, fit for purpose by its membership, funders and other stakeholders. The sections are set out to reflect consultation findings and responses in respect of the seven elements of governance identified above.



Leadership Given that leadership is defined as ‘the action of leading a group of people or an organisation’ and/or ‘the ability to do this’ NNI has issues to address. To be led, those with a stake in NNI whether presently involved in its governance, coaches, players, schools or umpires/officials need to believe that it has the ability to lead and subsequently to understand and agree with where it is intending to take them. There is also a key need to distinguish between leadership and management although clearly they must go hand in hand and be linked and complementary. In essence, the Board’s role and thus the role of people when acting in this context is to set strategic direction and long term goals (irrespective of whether volunteers who may sit on it pick up on administrative and other tasks and/or are involved in the sport in other ways – as player, coach or official). The job of managers and paid staff (plus volunteers when ‘wearing their other hats’) is to plan, organize and coordinate. This may, ultimately, as the sophistication of the support of paid staff increases, also lead to them having a more instrumental role in the generation of policy and strategy for endorsement by the Board. For the time being, however, it is essential that the distinctions are fully understood and absorbed.

Key issues:

Notwithstanding the existence of plan and strategy documents, there is no cogent, coherent vision for netball in Northern Ireland that is universally accepted (or even disagreed with).

Recent seismic changes to Board composition have severely limited consistent leadership. This lack of corporate vision, clearly articulated, has allowed different sections/factions within

the Netball community to pull in different directions, leading to a considerable level of disaffection amongst volunteers and some staff members.

The NNI Board structure is one that has traditionally been difficult to fill, at the majority of AGMs the Board has to invoke a rota to pressure clubs into providing representation on NNI committees. It is safe to state that the NNI has always struggled to fill all board and committee positions.

The changes to the Board structure and the resignations from it at the 2014 AGM have left gaps on the current Board, in particular the Participation, Performance and Umpire directors. This has caused to short term problems strategically as well as some operational issues.

The majority of those consulted are unclear about how NNI is governed, exactly who is leading it, how the interrelationship between the President, the Board and the EM works and how that manifests itself in the day to day running of the organisation.

The current corporate strategy was devised in consultation with key members of the NNI Board and Committee Structure (and subject to wider consultation) and adopted late in 2010.

This document also includes operational plans but it appears that both the corporate strategy and its operational plans have never been fully embraced or implemented at Board or committee level.

SNI is in a position to be able to arrange training to assist NNI Board members to improve their general understanding of their role and related skills.



Responsibilities and obligations Responsibilities and obligations are, in essence, the same thing viewed from different angles. Responsibilities are more intrinsic and, in the case of NNI, relate to the desire to ensure that all those on the Board or involved in the governance and management of the sport have a broad desire to ensure the best outcomes for NNI and netball as a whole. This would, for example, mean people taking and retaining office on the basis of the contribution that their work area can make to the bigger picture (or an agreed NNI strategic vision) rather than, as appears to be the case at present, to defend the interests of a specific interest group or to maintain a specific competitive structure. Arguably, the level of commitment to people’s specific obligations is quite high. The impression gained, however, is that this has fed and reinforced a level of sectional interest which has, overall, not been beneficial for netball in Northern Ireland as a whole.

Key issues:

There has been a partial move away from a ‘hands on’ Board approach to more of a strategic focus, with day to day operation managed by paid employees. The division of work and responsibility is, however, not clean. (It is fully understood that there is and always will be a reliance on volunteers to enable the sport to function effectively – the key issue here is clarity, delineation of roles and responsibilities and ensuring that the knowledge and competencies necessary for full delivery of the obligations associated with each role are in place).

There is, thus, a need for greater clarity of responsibility (legal and financial) between the roles and functions of Board members/committees and between paid and volunteer staff. This also needs to be communicated effectively to all NNI members and stakeholders. Delivering this is key to ensuring that the outcomes of this governance review are successful.

With these factors in mind, the role of the Vice President does not appear to carry much responsibility, other than as a stand in for the President. This position is, therefore, not considered essential to the functioning of the Board as other people can deputise for this purpose, if required.

The role of the Governance and Administration Committee is undertaken by people already involved in other aspects of Board Governance; it appears to duplicate meetings and to achieve (or have thus far achieved) very little.

Ensuring that NNI has up to date policies and procedures is, of course, important and the need to have resource in place for this cannot be underestimated. It should continue to have combined responsibility for financial regulation with a name change to a combined Finance and Governance heading along with the allocation of a proportion of paid staff time - supported by volunteers with particular (but not in all cases necessarily netball specific) skills.

There is a need to focus on ensuring that excellent policies are in place in respect of the recruitment, management and development of both Board and sub-committee volunteers and paid staff. Appropriate training and support needs to be offered to all those holding some position of governance responsibility (and accountability) within NNI.

It will also, given the recent history of wholesale changes/resignations from the Board, be necessary to give more thought to the issue of succession planning and to consider staggering the appointment (term of office) of different directors to ensure a greater level of continuity and the retention (and transfer) of appropriate experience.

This could be further helped by increasing the time periods for which Board members volunteers serve. For example, at present, Board positions appear to be for a two year period with a potential two year extension. This can, of course (and has been) challenged and Board members removed after one year. The process for so doing needs attention and it is recommended that consideration be given to having terms of office for a minimum of three years (to allow time to fully understand and ‘adopt’ the role, to enable in particular new people to ‘see the bigger picture’ and allow them to take full responsibility for their chosen work area.



Effectiveness

The key question in respect of whether NNI is effective is the degree to which it is successful in producing a desired result. This is problematic if understanding of what the organisation is there for, in the context of its vision and goals is limited. A good proportion of those involved are focused on a narrower area, without the benefit of an oversight of where their endeavours fit into the bigger picture. As noted at the start of this report, the corporate goals of NNI are to:

Increase participation in netball within Northern Ireland. Improve performance in netball in Northern Ireland at all levels. Provide and maintain effective and efficient development pathways and support

programmes for all netball players in Northern Ireland. Increase the number of accessible facilities for netball in Northern Ireland. Increase the number and quality of coaches and officials in Northern Ireland. Be a professional, accountable, autonomous organisation, acting as the sole governing

body for netball in Northern Ireland.

Based upon the evaluation of documentation provided and the consultation process it is, for example, difficult to discern where and how a focus on increasing participation is manifest in the role, function and discernible outcomes of either specific NNI committees or the work undertaken by paid staff at present. (It is acknowledged that corporate plans exist but they have not always been embraced or executed by relevant individuals on committees).

Arguably, the same is true in respect of corporate ambitions related to facilities especially with regard to the development of a strategic plan with a view to increasing access to specific relevant facilities. (It is fully understood that NNI is a long way away from being in a position to self-fund its own facilities). Notwithstanding the absence of consensus, the other stated goals did feature more prominently in the consultation process but, with the partial exception of the attainment of the national senior and age group teams, at no point was reference made to any specific targets or agreed outcomes. In essence, some of the corporate goals are still being treated as ‘territory’ while others appear to be receiving little if any attention. This said, as was clear both during and via the consultation process, NNI benefits (or certainly has the potential to benefit) greatly from the input of a significant number of excellent volunteers who give their time willingly, are conscientious and bring a wealth of experience to committees and the Board. Counterbalancing this, to an extent, is the fact that a number of volunteers appear to rely on memories of what used to occur and are unwilling to countenance change in the way that the body functions. An unshakeable belief in ‘how it used to be’ is not necessarily damaging but it can be when allowed to delimit the mind-set of those presently holding key roles or on certain committees particularly where it constrains the contribution (and corrodes the motivation) of others. Clearly, in the majority of instances, individuals involved in NNI governance and administration are well intentioned. This is, however, insufficient where it does not always extend to their approach to how decisions are made, the rationale for the existence of the Board or specific committees or the number, length, format, content and outcome of meetings (or sequences thereof). This is further compounded by the number of volunteers (and in some cases staff members) who have multiple roles and then can appear to be unable to fully distinguish between and disassociate their responsibilities and duties from, their own personal interests.



A range of actions will be necessary to improve the effectiveness of NNI’s ‘strategic thinking’ in respect of the outcomes it is there to achieve. This relates directly to how strategic thought (such as it is at present) effectively translates into management decisions and approaches that will, in addition to dealing with immediate tasks efficiently, help to move the organisation forward in the context of its medium and long term effectiveness.

Key issues:

To be an organisation that is effective in the medium to long term, NNI must have the capacity firstly to clearly articulate said goals in a clear way and secondly to gear the organisation to their achievement.

There is a need to ensure that the duties, responsibilities and outcomes associated with the inputs and work of individual Board and sub-committee members plus paid staff are clearly articulated in tandem with, as abovementioned, improving lines of reporting and responsibility.

One example of how this does not appear to be happening is what appears to be the present predominant consumption of time of paid staff servicing current administrative and micro-management affairs as opposed to developing programmes to, for example, improve junior and adult participation (particularly outside ‘Greater Belfast’).

NNI needs, while making full use of the skills and experience of current members, to look outside and beyond the organisation for relevant support and expertise which will help the Board, its sub-committees, its paid staff and therefore it as an organisation to improve operate more effectively.

An improvement of the links between the work undertaken by committees (which in many instances is needed and strong) with the strategic direction of the Board is necessary. It is, at times, difficult to discern whether and if so in what form, the Board has ‘authority’ over its sub-committees and a need, therefore, for improved clarity with regard to who does what, based upon what mandate, linked to delivery of which strategic goal.

NNI will become more effective when new talent/volunteers are recruited and both allowed to grow into the respective role and enabled to support NNI (within clearly understood parameters) based upon the outcome of the role not the way in which it is tackled. To enable this, NNI will need (via existing Board members, paid staff plus possibly external support) to provide judicious mentoring and training. (This should prove to be more effective and valuable where the length of office is increased, as identified above).

Although communication is almost always an area in which it is possible to signal a need for improvement, this is definitely the case for NNI. Referring to the abovementioned statements, the limited quality of communication between the Board and its sub-committees, with paid staff and the wider membership is feeding the climate in which personal agendas can be allowed to supersede those of the organisation, use of blurred or the wrong channels for information grows and distrust is allowed to promulgate.

There is a requirement for improved training and development for all the workforce; paiod employees, coaches, umpires and general volunteers. This should entail improved induction, training and ongoing support needed for all to discharge their duties effectively. It is considered that it may be appropriate to bring in expertise from outside the organisation to help NNI move this forward.

As a small organisation it may be difficult to ensure that NNI has access to appropriate expertise in all aspects of its ‘business’. At different time and to varying degrees it may need support and expert input in, for example, marketing and communications, legal, employment, risk assessment and financial probity. NNI is not unique as an NGB in this regard.

At a more pragmatic level, the move to a more strategic approach should necessitate fewer Board meetings which should result in the availability of increased time for other tasks.

Another, related opportunity is to get NNI’s committees far more focused on task and finish inputs (with clearly defined outcomes) and off what appears to be a quite repetitive cycle of regular, administration driven repeat agenda sessions which offer little by way of ‘effective’ outputs. This is also, arguably, unattractive in the context of recruiting new volunteers.

The issue of NNI administration and how to delineate between strategic and operational contributions is touched upon elsewhere in the report.



Reviewing and renewing This requirement essentially relates to the need for the Board to periodically review itself and NNI’s effectiveness and, on the basis of the findings of this, take the necessary steps to ensure that it both continues to work effectively and meet legal requirements – ensuring that NNI is ‘in the right place’.

Key issues:

It is to be hoped that the next ‘periodic review’ of the Board has the chance to be more affirmative in tone and that, the reaction to this current process will lead to NNI taking the necessary steps to ensure that it improves its effectiveness where needed and maintains quality where it is presently satisfactory.

A key facet of this and an essential precursor to the ‘delegation’ discussion below, is ensuring that it has the right people with the right skills (and attitudes) to perform.

It is, thus, a vital outcome of this process that, firstly the new structure proposed and subsequently the skillsets and motivation of those recruited to fulfil key strategic and operational tasks, is objectively evaluated by the Board.

In this context, it is fundamental that an individual’s presence on the Board is, first and foremost underpinned by the interests of the organisation as a whole (see Integrity below). Regular Board self-scrutiny and evaluation of its (and its sub-committees’) functions against an effectiveness template underscored by measured achievement in respect of stated NNI corporate goals is thus, essential. This would be an ideal role for a non-executive director and/ or ‘non-netball’ members of the Board invited for their other skills and abilities.

Linked directly to this and also referred to in the Open-ness section is the format and content of NNI AGMs. There is an argument for a separation of strategy and policy planning (for which open-ness is undoubtedly needed) and the function of an AGM which should, arguably, be more geared to performing key constitutional functions.

While the AGM is one opportunity to communicate with the membership and is, as such, a chance to report on progress and enable a degree of check and challenge in respect of governance, there is a case for separation of this from the strategic planning for the sport. This, arguably needs to be undertaken in a more collaborative forum and be the culmination of strategically directed work undertaken by sub-committees and paid staff.

Having reviewed itself, it is incumbent upon the Board to ensure that the work and functioning of all committees/subcommittees is regularly appraised. Processes to do this will be enhanced by improving the lines of responsibility and communication referred to above and by reference in all instances to the desired outputs which should, themselves, at all times correspond to the stated corporate goals.

Delegation Referring directly back to the sections on leadership and effectiveness, delegation is vital for the accomplishment of many organisational tasks. In effect, it occurs when someone/ something with authority (the Board) confers upon another person the power to do a particular task. The norm in NGBs is for the Board to delegate responsibility to, for example: Committees/sub-committees to consider and report back on a specific issue or process

(and for the board to then oversee and drive action associated with that process). Paid staff to deliver particular tasks or processes. In the normal course of affairs delegation is a one-way street. This said, final responsibility for task completion (and in the case of NNI) delivery against corporate goals, remains the responsibility of the Board; as the ultimate delegating authority.



In the context of how NNI utilises and delegates to its paid staff it is clear that, based upon the present range of tasks described during the consultation, it would be difficult to allocate all NGB administration to them. NNI delegation must be a way for the organisation to distribute appropriate authority, accompanied by an appropriate level of accountability, to those operating at all levels. However, without adequate communication and in the absence of clarity about goals, outcomes, roles and responsibilities delegation becomes difficult. This was a constantly repeated sentiment amongst many of the consultees interviewed. In the context of both delegation and review and renewal, NNI should benchmark itself against the ‘scalar principle’ which necessitates a clear line of authority running from the top of an organisation to the bottom. This ‘chain of command’ is, in effect, the series of relationships between the Board and its committees and the Board and paid staff and allows communications to flow up and down the chain. In theory at least, with a clearer system of authority and communication, problems can be solved easily. In addition, the performance of committees or staff can be assessed and accountability enhanced without undue confusion and delay. The potential positive outcomes of adoption, at least in part of this principle include: Clear (horizontal and vertical) communication of information ; Better relations among Board and ‘ordinary’ members and paid staff A more systematic approach to communication and more rapid (Board) identification

and options to address organisational problems. The absence of such systems has, it could be argued, contributed to: Some of the residual misunderstandings and less than wholly fruitful relationships that

exist in Northern Ireland netball. The difficulty encountered during consultation in nailing down personal and

organisational accountability.

Key issues:

Delegation is relatively weak in NNI. Consultation clearly indicates that NNI members (at all levels) and, to an extent, paid staff are

unsure about who has delegated authority to do what and how performance is monitored. This (reflecting comments on effectiveness above) in part relates to the absence of clarity with

regard to how the functions of key committees and, to an extent paid staff, relate to delivery of organisational goals

There are currently set functions for sub-committees, officers, staff and anyone performing duties on behalf of NNI. However, the parameters for committees, for example, appears to be historical rather than topical or strategy objective related!

The functions (and thus areas of accountability) of key committees appear to be unclear, (despite the existence of operational plans) and there is little evidence of detail appertaining to what they do, why and with which outcomes being communicated to the wider membership.

There is, thus, on the basis that clarity about organisational role and function (and what this means for the various contributory elements of what NNII does) emerges from this process a clear need for improved delineation of roles and responsibilities from the Board down and for paid staff - with tasks and responsibilities clearly delegated.



Integrity Interestingly, in the context of the governance principles referred to above, integrity is a term used to refer to the need for NNI to be a body underpinned by honesty operating with strong moral principles in respect of, for example, fairness and trustworthiness. The second, related and equally important meaning relates to it being ‘whole and undivided’. In general, consultation revealed a mass of people with a genuine commitment to netball in Northern Ireland but without necessarily the level of faith in NNI that is needed to carry the sport forward. It is believed that a number of volunteers have been undermining the current management and leadership of NNI and that this has contributed to what is seen as increased dissatisfaction within and about the sport. Consultation confirmed that there are those who would challenge the integrity of the sport as it is presently managed and administered. Irrespective of whether such feelings are justified or not this situation is leading to wasted energy and has the potential to drive volunteers away from taking up (and/or staying in) positions of responsibility in NNI. The need for the Board and the paid staff to build trust in NNI as a body will be founded upon integrity. This relates strongly to the other governance principles described notably effectiveness, (trust in the) leadership (which will have to be rebuilt) and open-ness.

Key issues:

There is little doubt that current and previous members of the Board view maintaining the interest of the organisation as their primary overriding duty. This is not, however, necessarily reflected in a conviction among others about the NGB’s integrity.

This doubt about NNI is, to a degree, reinforced by the perception that some members and/or paid staff in the organisation appear to put personal views (and or interests) before that of the organisation. This may or not be the case but the ‘jungle telegraph’ basis for communication does appear, on occasions, to exacerbate this tendency.

Conversely, the consultation elicited very open and, at times, astonishingly frank views and the level of polarity of opinion on a number of issues is abundantly clear.

A level of discord is not uncommon or entirely unwelcome within an organisation of this size, with strong members. It is the processes via which it is addressed that are, in some respects the measure of the organisation’s corporate integrity; aligned to its communications capacity.

The flipside of this is that it is imperative, when an individual signs up to undertake certain roles that s/he ‘toes the party line’ when performing duties on behalf of NNI. That is not to say that erstwhile debate, checking and challenging cannot be undertaken in committee and at Board level.

Openness The term openness characterises an organisation that: Emphasises transparency and unrestricted access to knowledge and information Adopts collaborative and/or cooperative management and decision making There is nothing to suggest that NNI does not have either of the above characteristics and it could be argued that the ‘extreme democracy’ that has led to two major changes of governance control in recent years is indicative, at the very least, of a system in which the membership has a voice. Arguably, the fundamental elements that validate any critique in this context are effectiveness and communication.



If NNI is (and we believe is the case) not particularly clear about what it is there to achieve and this is further obscured by the limitations in both horizontal and vertical communication, this will limit any claims it can make in respect of the transparency with which it functions.

Key issues:

There is nothing to suggest that the Board is not trying to be open and accountable to its members, partners, funders and others with interest in its work.

However, the changes to the Board, in the past year, suggest that its members are still trying to get to grips with their roles and how they might carry out their responsibilities effectively.

This has led to limited external communication in respect of the role and effectiveness of the Board with members and other partners, which has added to levels of dissatisfaction, among a number of volunteers.

It is valid to suggest that communication needs to be improved across the whole organisation optimising the use made of a variety of media. The Board needs to lead by example and ensure that its and committee meeting papers are accessible to the membership. It should also, as noted above, reference and benchmark progress made against clear, SMART objectives drawn directly from its stated goals (which are in and of themselves fine).

Summary The following is a synopsis of the consultation undertaken thus far.

Strengths Weaknesses

The organisation appears to be in reasonable condition

Some progress was made from 2009-2013 with regard to improving governance.

NNI is in relatively strong financial position. Volunteers have traditionally been willing to

step forward on to the Board. The Board meets regularly and there

appears to be a willingness to move the emphasis away from dealing with operation to strategic issues.

The sport has a plethora of volunteers, some of whom have relevant and important skills which are used to good effect.

The number of paid staff is high given the size of the membership of the sport.

Paid staff are accessible to the membership with many volunteers directly accessing the individuals which they think will help them most

Staff deliver on stated targets and often also exceed targets

Management of funds and squad opportunities is considered to be good.

The Board has been in the habit of concerning itself with operational issues as opposed to strategic direction.

NNI is heavily dependent upon external funding for paid staff posts. Affiliations/memberships are low and arguably reducing in (financial)

importance. Many current volunteers hold several roles; some are unable to

distinguish what their responsibilities are and involving themselves in discussion and decisions outside their remit.

The fact that the entire Board can be voted off each year does not make for strong and dynamic leadership. The changes at the 2014 AGM (not everyone left – 1 Director stayed on, 1 became a Committee member (predetermined before AGM) and 2 of the resigning directors were predetermined before AGM signals a need for continuity – moving forward.

Consultation evidenced vocal criticism of the role of the Board Professional staff get limited direction from the Board. There is a perception that the Board and its decision making process

is not transparent to the wider membership. Communication throughout the organisation needs to be improved. Relationships with staff members of SNI and NNI are variable Expectations of paid staff by the volunteer workforce are very high;

this is exacerbated by their limited understanding of their targets, roles and responsibilities of individuals.

Opinions are not necessarily voiced via the right channels. There is little evidence of the different committees working together. Adult participation particularly in the North and North West of

Northern Ireland is weak in terms of numbers. The level of netball membership/participation has remained relatively

static in recent years, despite increased investment. Workforce development; coaching, umpiring, volunteer input lacks a

strategic overview.



Key priorities Early indications and the strategic focus of consultation identified the need for NNI to prioritise the following: Embedding itself as a credible, effective leader of netball in Northern Ireland. Developing a clear spine linking stated goals (the present set of corporate goals is a

more than useful start point), Board focus, volunteer effort and paid staff roles and responsibilities.

Ensuring that the Board is focused upon strategy and achievement of stated goals. A more streamlined Board structure with clear demarcation between its role in

determining strategy and any input it may (or Board members individually may) have in respect of operational activity.

Ensuring that the structure of, and expertise on, the Board reflects its role and function A change in the arrangements with regard to tenure for elected posts ensuring

improved stability (perhaps, going forward, applying different start dates for directors to try to build in improved continuity for both NNI leadership and the membership).

Making sure that the structure and terms of reference of NNI committees while focused on their specific policy or work area, reflect the pre-eminence of corporate goals.

Improved performance measurement, management intelligence and, thus, proven return on investment/value for money, both for NNI and Sport NI (to validate and retain the recent increases in investment).

Improved understanding and coordination of the work of volunteers and paid staff with clear lines of demarcation agreed and understood.

Appreciation of the volume of work presently undertaken by volunteers and paid staff alongside a drive to ensure that their input is fully effective and of high ‘outcome value’.

Reflecting the governance principles outlined above the Board should:

Principle Comment

Integrity: Acting as guardians of netball:

…look to uphold the highest standards of integrity not only in what it does but in the wider environment of netball and sport in general.

Defining & evaluating the role of the Board

...understand and evaluate the role it plays and the way it can contribute to netball per se in Northern Ireland

Delivery of vision, mission and purpose:

…set out the vision and strategy of the organisation and ensure that it is followed without becoming involved in the operational delivery

Objectivity: Balanced, inclusive and skilled Board

…comprise individuals with the right balance of skills and experience to meet the needs of netball. This includes the need for independent expertise and representation of the diversity of netball and its community.

Standards, systems and controls:

…be conscious of the standards it should operate to, and its role in exercising appropriate and effective control over the organisation

Accountability and transparency

…be open and accountable to its membership and participants and its actions should stand up to scrutiny when reasonably questioned

Understanding and engaging with the sporting landscape:

…be aware of the international and domestic netball world and position its organisation appropriately.



RECOMMENDATIONS This section identifies the actions NNI needs to take in order to achieve the step change required. This is followed by a more comprehensive assessment of the support structure and proposed delineation of responsibilities. What NNI should do The Board should: Re-affirm, embed and work consistently to the already strong set of strategic aims

currently identified in NNI’s Corporate Strategy 2011-2016. Identify realistic targets that directly reference Corporate Plan objectives and agree

specific objectives and outcomes measures appertaining to them. Concurrently, in light of the fact that it must work with a limited level of resource, make

key decisions in respect of areas upon which it does not intend to focus or upon which there will be reduced emphasis moving forward.

In the context of the above, consider which legal structure best fits the organisation and start to consider how NNI should move towards adopting that structure, with an associated timescale.

Set up a system of effective performance management related directly to stated corporate goals and agreed outcome measures building upon the recently established process.

Make clear and unequivocal decisions about exactly what it intends to manage via its volunteer network and the areas in which it will focus the attention of paid staff ensuring that such activities are fully aligned and complementary

Set up and use a system to enable effective vertical and horizontal communication with NNI and to the whole (current and future) Northern Ireland netball community.

Review and then set up its committee structure to reflects the key outcomes determined by the Corporate Strategy

Review the composition of the existing Board and determine skills and expertise necessary to fill current positions.

Linked to this, consider an extension to the time period that directors are expected to serve (to, say, three years).

Review the paid staff structure to reflect Board decisions made in respect of the areas upon which it expects it to focus under the abovementioned agreed priorities emanating from NNI’s Corporate Strategy.

Work on the premise that NNI committees (and the members that sit on them) will, going forward, have two clearly delineated and distinct functions which are to: Challenge/develop/refine policy/strategy direction (where necessary co-opting and

making full use of appropriate personnel with relevant supplementary experience and skills). In our view this is likely to result in a greater proportion of ‘task and finish’ orientated committee work).

Support NNI administration; we anticipate this this may necessitate more regular and consistent meetings and agenda items.



How to go about it Notwithstanding the required technical and strategic changes, identified above, it is worth noting that the two most important aspects that this review highlights are that: It is not just the words and recommendations of this report that matter, but the

cooperation and buy in from all of the netball community if it is to be successful and ensure that NNI moves forward positively and utilises the full range of its strengths.

Current members of the netball community need to consider whether and how their relationship with NNI should continue if they do not think that they can contribute positively to its future in the light of the recommendations made in this review.

Proposed new Board structure This section identifies how NNI could/should be organised to address the rationale and associated functions which are essential to improving netball accessibility increasing participation and raising netball performance levels in Northern Ireland. Quite clearly, the following are suggestions and NNI needs to consider which is the ‘best fit’ as the organisation movers forward. As the NGB responsible for the management, co-ordination, development and promotion of netball in Northern Ireland, NNI should represent the interests of its members to government, the public and Netball Europe, previously known as the Federation of European Netball Associations (FENA). Given the size of the organization, it is recommended that NNI retain a Board structure with reduced numbers and greater flexibility which is still accountable to its membership with elections for positions undertaken at the AGM. Role of the Board and proposed structure At this stage, we would suggest that the new Board is: Smaller (5 – 7 people). High level Strategic ‘Connected’ (including influential people able to assist the CEO and staff to gain

access to people and organisations with influence and commercial gravitas in Northern Ireland).

Knowledgeable and brings different skills and experience with some (but not all) bringing an in-depth understanding of netball and netball related matters.

Board members should be voted in for a minimum of (say) three years and should have different exit times (to try to improve continuity). The term of office for the President and at least two netball-specific directors should be co-terminus with Sport NI funding cycles (or the way in which NNI works with and to the funding regime). In the longer term this will allow Board members to ‘get their feet under the table’, better understand their overarching strategic role, develop into it and consider succession planning for the future (obviously allowing for proper nominations and voting at the appropriate time).



A proposed structure for the new Board is as follows: President: Chair of the Board and responsible for seeing that the Board is focused on

setting the strategic direction of the sport, working with and through the directors, offering support and checking and challenging the organisation to meet/exceed targets.

Finance and Governance Director: Responsible for ensuring that NNI has appropriate policies and procedures in place across the board, that the organisation observes due diligence and is ultimately responsible for ensuring financial probity.

Participation Director: Primary responsibility is driving increases in participation among both adults and juniors. In this area in particular, the Board needs to be informed by improved outcome measures in respect of, for example: adult/junior members, new club/opportunity development, school-club links etc. This director would, for example, also oversee coordination of schools competitions, leagues and cup competitions as well as scrutinising how the sport is promoted and ‘grown’ in areas of low participation.

Talent Pathway and Performance Director: Responsible for all matters relating to talent ID and the development/performance pathway up to and including national squads.

Workforce Development Director: Responsible for ensuring that there are sufficient, appropriately qualified and competent coaches and umpires available to support the delivery of NNI’s corporate goals (across the whole of Northern Ireland) and that there is a process of supporting and ‘upskilling’ the wider workforce (paid and unpaid)

Two non-executive directors with specific skills (yet to be determined). (We would also suggest that the CEO attends and reports at Board meetings but does

not, for the time being, sit on the Board as a voting member). The process of appointing the: two non-executive directors should be open and transparent. At this point it will be necessary to identify the specific skills that may be of optimum value in supporting NNI through what will undoubtedly be a period of change. Specific areas of expertise may include, for example: Human resources Legal Organisation/transformational change

Employment law Health and safety issues Marketing and communications

It is expected that the non-executive directors will have a vote on Board matters (but this is subject to change and could vary from topic to topic). The time period for non-executive Board members could also be limited to two years (with a possibility of one further year) as this will allow the Board to utilise different people with a range of skills to support NNI as it progresses and transforms itself. This recruitment process for non-executive board members is a specific area where Sport NI can offer practical support. It is suggested that the President and one other director, with support from Sport NI undertake a recruitment process and interview for the position.



Proposed new structure

The new Board structure does not differ substantially from the current one but is intended to focus minds on transformation and make use of external support and expertise to support the process of taking things forward. Consultation indicates the clear need to consider delineation of roles and responsibilities between Board members and paid staff. The tables below are intended to provide clarity with regard to this but it is important to note that NNI will, as with the majority of NGBs, still in many areas of its operation, continue to rely heavily on volunteer input and support. Arguably (and for subsequent debate) there should be a clear attempt to retain the level of voluntary input on issues associated with the ‘administration’ of netball. The time and attention focus of paid staff should be predominantly on achievement of the goals for which additional resource will be required, in particular that related to increasing participation in (and membership of) the sport, improving performance etc.. The Board Meetings should take place initially quarterly and thereafter on a regular cycle but based upon the volume of business being handled, the roles and functions picked up by paid staff and the function and performance of key committees. It should, as noted, be concerned with the strategic direction and performance of Netball. Led by the President the Board should oversee and scrutinise strategic performance and outputs/outcomes.

President

Governance & Finance Director

Talent Pathway &

Director

Participation Director

Workforce Development

Director

Non-Executive Directors x 2

Chief Executive

Task and

finish groups

Nat. selection panel: all age

groups

Talent pathway

committee

Club development Committee

Coach development Committee

Umpire development Committee

Personal expertise in specific area

Personal expertise in specific area

League management Committee

Schools Committee



It should appoint a chief executive (CEO) to whom to delegate operational management decisions in accordance with a written scheme of delegation adopted by it. The Board's primary focus will be on setting strategy and on the subsequent monitoring and holding to account for performance in respect of the implementation of that strategy by the CEO and paid staff team. The Board shall each year Publish its corporate strategy (or updated statements drawing upon the relevant

progress and performance measures) Prepare for presentation to the AGM a draft business plan and a draft income and

expenditure budget Regularly (on the basis of an agreed AGM linked schedule) review and report upon

financial matters. Regularly evaluate and report upon progress being made towards the achievement of

stated corporate goals – as updated in the annual strategy/statement. The CEO of NNI will support and have an input to Board meetings, report back in respect of achievements against set output and outcome targets and, working closely with Board members, identify how and provide support to enable the organisation to move forward. President The principal functions of the President should be to: Manage and to provide leadership to the Board of Directors. Chair Board meetings. Take responsibility for the Board’s composition and development. Ensure proper information for the Board. Plan and conduct Board meetings effectively. Get all directors involved in the board’s work and ensure that the work of committees

reflect Board set strategic direction. Ensure that the Board focuses on its key tasks. Engage the Board in assessing and improving NNI’s performance. Oversee the induction and development of directors. Support and balance a directive/supportive relationship with the CEO. At least for an interim period, take responsibility for driving and improving horizontal

and vertical communication within the sport. Directors Each director position shall have a term of reference and role descriptor. This will

ensure that nominees fully understand the level and/or responsibility, time commitment and skills required to undertake the role, prior to standing for election.

The directors shall sign up to a code of conduct and make themselves available for relevant mentoring/training.

It will be necessary to make initial contact with people thought suitable and appropriate to form part of a new strategically focused board of directors. Members of the Netball community should not be dissuaded from standing for positions as this would be counter-productive. This process should lead to the establishment of a Board with clear terms of reference which is accountable for delivering agreed key strategic outcomes



The following section identifies an outline of some of the specific functions and staffing establishment which will be required to ensure a seamless transfer to a smaller better functioning Board structure. The diagram below is intended to identify the main functions of the new Netball governance structure including paid staff and the Board. It also considers the interrelationship between the Board, paid staff and the different working groups which will be required to support the new structure effectively. Many current volunteers have relevant skills which will be able to be utilised to greater effect in the new structure. All paid staff will report directly to the CEO, have work programmes and targets set by the CEO and support strategic implementation in their specific areas of responsibility. The Governance and Finance Committee Main responsibility: To ensure financial and administrative probity within NNI Key report: CEO This Board director needs to have an excellent understanding of audit procedures and a good working knowledge of Board administration. S/he will need to be supported by a small group of volunteers (who can be seconded) who are strong on task and finish processes. It is unlikely that this group will need to meet more than four times per annum but it will need to be methodical in its approach to checking and challenging processes and procedures and identifying deficiencies and recognising good practice.

Director led Finance and Governance Committee Administration requirements

Creating/updating and adopting new corporate policies, codes of practice and rules that affect the organisation and governance of NNI.

Setting budgets which are co-terminus with the strategic planning decisions made by NNI.

Producing/ratifying all annual budgets each year.

Appointing sub-committees and advisors to the committee as necessary to deal with its business

Holding disciplinary hearings of the members who infringe the rules/regulations or constitution. This committee will be responsible for taking any suspension or discipline following such hearings.

Creating, implementing, monitoring and reviewing child protection policy; arising issues or disclosures.

Succession planning Ensuring the regular tabling of all Governance and

Finance Committee minutes and recommendations to the NNI Board for ratification.

Producing annual accounts in time for the AGM each year.

Financial management and support in the form of: Seeking/securing sponsorship Obtaining grants (and ensuring

that the requisite conditions are adhered to).

Setting annual budgets/ estimates

Preparing management accounts

Preparation and submission of financial accounting records to the Board for the NNI AGM.

The Participation Committee Main responsibility: To drive increases in netball participation in Northern Ireland in both juniors and adults. Particular consideration needs to be given to linking the work of Active Communities, schools, clubs and leagues and increase recreational netball opportunities across the Country.



Key support: Club development officer (or comparable post-holder in new structure), schools committee, league committee and others, as appropriate. This Director needs to have a very clear understanding of the busy times of the year and it may be necessary, for example, to host more meetings earlier on in the season, to ensure organisational requirements are met. It may be necessary to establish task and finish sub-groups to assist with, for example, work linked to specific goals such as increasing levels of netball participation in the North and West of the Country.

Director led Participation Committee Administration requirements

Designing strategies for increasing netball participation across the country (especially in the North and West) and advising on the resources/volunteer staff required to achieve this over the next three years.

Taking proposals in respect of annual departmental budgets for increasing participation and club development in the short, medium and long term – to the Board.

Identify challenging but realistic targets for increasing membership in adults, juniors, existing and new clubs, for example – for adoption by the Board.

Liaison with schools committee to ensure pathway development

Setting up processes to support volunteers in situ to develop the confidence to establish local teams and clubs

Holding and updating Registered Players’ Information.

Producing annual fixture lists

Administrating and organising all NNI Club League Fixtures, including Shield and Plate Competitions.

Ensuring the regular tabling of all Participation Committee minutes and recommendations to the NNI Board for ratification

Setting annual team registration fees for league entry for all clubs and penalties for late payments.

Co-ordinating rules for domestic competitions.

It should be noted that much of the administration of the sport has, to date, been effectively undertaken by volunteers. There is no reason why this should not continue within the new governance structure and an attempt has been made to distinguish between committee requirements that may necessitate such voluntary input and those more geared to Board support and driving policy. The participation sub-committee (schools) Main responsibility: To drive increases in participation in schools netball and improve links with existing and support new clubs structures where required. Key support: Club development officer (or comparable post-holder in new structure). The chair of this committee needs to work with a range of volunteers (as has been done successfully in the past) to manage school competitions and leagues. It is also necessary to consider a radical (probably task and finish based) review and overhaul of how a more effective process to ensure that school girl netballers become regular club members is out into place.



Schools sub committee Administration requirements

Designing strategies for the development of the increasing netball in all schools and widening participation by improving links to existing clubs.

Identifying strategy for helping school teams develop into new clubs, especially in areas of low club participation.

Setting realistic but challenging numeric targets for new netballers to ‘graduate’ into new clubs.

Support preparation of budgets for the Participation Sub-Committee (Schools) for submission to the Board

Co-ordinating rules for Schools competitions

Identifying what and where support is needed to improve links with schools, Active Communities, Active Clubs and existing clubs.

.Developing and monitoring of yearly operational plans.

Holding and updating Registered Schools & Players’ Information.

Producing annual Fixture Lists

Administrating and organising all NNI School League Fixtures, including Cup and Plate Competitions

Ensuring the regular tabling of all Schools Committee minutes and recommendations to the Participation Committee and subsequently to the NNI Board for ratification.

Setting annual school registration fees for league entry.

Implementing strategy for driving increases in participation by helping to establish new clubs based at school sites, particularly in low participation areas.

The Talent Pathway and Performance Committee

Main responsibility: Review/develop and implement strategy to identify and support talented players in Northern Ireland. Work with and through partners to achieve the best possible outcomes. Key report: Pathways Officer (tbc) The Director needs to lead a group of people with a range of skills including, for example, recent high performers, high level coaches and preferably someone with knowledge of performance team sport and school netball across Northern Ireland.

Director led Talent Development and Performance Committee

Administration requirements

Review/design of strategy for identification of talented players; advising on required level of support required to achieve this over the next (say) 3-5 years – for presentation to the Board.

Identify short, medium and long term budget and resource allocation need to achieve agreed targets for presentation to the Board

Agree yearly budget targets/annual squad fees.

Agree and monitor annual operational plans and report back to Board on achievements.

Identify which international events to apply for and to attend over the lifetime of the development cycle (three or four years).

Promote/support arrangements to organise and host international events due to take place in NI.

Set the strategy for continuous professional development for head and assistant coaches.

Facilitate any appropriate continuous professional development opportunities to all squad players in line with strategy recommendations.

Hold and update Talent Squad Player Register

Develop annual operational plans and report back to Committee (and via this NNI’s Board) on achievement.

Ensure regular tabling of Committee minutes and recommendations to the NNI Board for ratification.

(Presuming that this continues to be a process) in the new system organise/arrange appointment of selection panels at Open, U21, U19 and U17 age groups.

Organise/arrange appointment of squad head coaches, assistant coaches and team managers.

Deliver CPD opportunities to all head and assistant coaches ensuring equality of opportunity in line with strategy recommendations.



Workforce development Main responsibility: The NNI workforce Development Committee is responsible for the development and maintenance of standards of coaching, umpiring and officiating within Northern Ireland and advising NNI Board on all issues associated. Key report: Workforce development officer (or equivalent in new staff structure) The Director needs to have an excellent understanding of the strategic requirements for coaching, umpiring and officiating netball in Northern Ireland. The strategic aim of this group is to drive up standards whilst supporting those setting out on their coaching or umpiring journey.

Director of workforce development Administration requirements

Design and develop a three year strategy to develop and increase numbers of high quality coaches, umpires and officials in Northern Ireland.

Identify long term budget requirements and set annual budgets for agreed processes for umpires, coaches and officials for presentation to the Board

Nominate representatives to the IFNA Technical Panel.

Work with the Talent pathways and Performance Director to identify, develop and ultimately sanction the appointment of appropriate coaches to all regional development and national squads.

Contribute to, and influence the work of organisations working to promote the interests and development of coaches and their remit.

Monitor yearly operational plans..

Hold and update an active coaching and active umpiring register.

Ensuring the regular tabling of all Coaching, umpiring and officiating committee minutes and recommendations to the NNI Board for ratification.

Organise and develop relevant coaching, umpiring and officiating courses in line with the strategy and Committee direction.

Providing courses and seminars to educate and improve standards of umpiring and officiating.

Develop a system of mentoring and assessment which encourages diversity in umpires and coaches.

Identify and run courses, seminars and CPD to educate and improve standards of coaching, umpiring and officiating

Provide continuous professional development opportunity to registered coaches.

Develop yearly operational plans to support the work of the Workforce development committee.

Set annual course charges to ensure financial targets are met



Two non-executive directors Main responsibility: To support the development and functioning of the Board by bringing specific expertise in relevant areas. Although different areas are identified above, it will be the skills and expertise of the applicants who apply which influence who is chosen to support the Board in the first instance.

Role of the non-executive Skills, expertise and experience

To ensure the Board is staying on task, reviewing and improving effectiveness.

Consider the best legal structure for NNI and lead the organisation through the process.

Work with the President to develop a marketing and communications strategy for NNI which puts NNI at the forefront of NGBs in NI.

Provide specialist support to NNI in utilising key skills and expertise available.

Check and challenge the organisation to improve year on year in all aspects of operation.

Have an understanding/expertise in one or more of the following.

Employment law

Health and safety issues

Transformational/ organisational change

Marketing and communications

Legal understanding of small businesses and legal structures

Human resources

Sponsorship, business and finance

Others as appropriate.

Paid employees Chief Executive Officer Making the other changes proposed and developing NNI as a body with the strategic ambition and Board structure to match its corporate strategy goals would validate the appointment of a chief executive. It is essential that the CEO installed is: An experienced leader in the context of the Board, Netball and the wider sports sector

in Northern Ireland. Able and experienced in building relationships Experienced in managing staff teams, a Board, key external partnerships etc. Strong with a sound, in-depth understanding of all facets of the development of sport. Strategic – able to develop and articulate strategic plans and ambitions Used to operating at senior level with numerous stakeholders in a complex sporting,

political and increasingly commercial environment. Able to inspire and motivate a staff team (and network of volunteers) to deliver

exceptional service to members. A good networker – with skill and understanding of working with all forms of media. There will be a need to remunerate this role at a salary level that reflects the levels of responsibility and company management role that is envisaged with NNI taking HR/ employment law advice should this recommendation be accepted. Reporting directly to the Board, the CEO will lead on raising the profile of the new organisation and be a champion for Netball in Northern Ireland. Areas of responsibility will include:

Strategic planning, management and the achievement of set corporate goals. Resource procurement and management. Advocacy and communications. Performance measurement and management.

Administration & finance support

officers



Workforce Development Manager

Support the CEO to deliver on all targets with specific responsibility for developing and implementing a robust, realistic workforce development strategy.

Develop relationships with both paid staff and volunteers and provide and deliver a full portfolio of products, services and programmes with/to:

Coaches Umpires Volunteers within clubs Volunteers in other settings relevant to achievement of NNI goals.

Work closely with other paid staff members to ensure short, medium and long term targets are achieved in the support of increasing participation and improved performance.

Create and implement a workforce development strategy to ensure continued use and development of valued volunteers.

Manage effective delivery of agreed outcomes, outputs and specific projects, ensuring that targets are achieved in line with budget and agreed timescales.

Monitor and report on activities and provide relevant management information. Ensure effective two-way communication between key networks and partners to

enable the organisation to maintain a clubs and volunteers focus. Forge and maintain excellent relationships with Board and committee members and all

netball partners. Clubs and Participation Manager

The main areas of work will include: Support the CEO to deliver on all targets with specific responsibility for developing and

implementing a robust, realistic strategy to increase participation in existing/new clubs. A major focus of this work will be to strengthen current clubs and increase the overall

number of viable clubs in Northern Ireland. Work closely with the workforce development manager to deliver a full portfolio of

products, services and programmes with/to coaches, umpires and volunteers in clubs Support netball clubs to become more sustainable and to work towards Clubmark NI. Monitor and report on activities and provide relevant management information. Forge and maintain excellent relationships with Board and committee members and all

netball partners. Talent development and performance manager

Develop, finalise and implement the talent development strategy (currently in its formative stages).

Work with SINI, performance coaches, mentors and high level umpires to drive up quality in all aspects of netball development in Northern Ireland, linking closely to the workforce development strategy.

Developing a coaching strategy for the NNI which addresses the needs of all levels from the development of basic netball skills to support for talented netballers and make it accessible to all volunteers in the sector.

Identify how to spot talent and develop a specific NNI process to support it. Monitor and report on activities and provide relevant management information. Forge/maintain excellent relationships with Board and committee members plus key

netball partners.



Administration and finance At present, NNI employs two part time administration/finance officers. This would appear to be an appropriate level of resource to start with although their time in the office will need to be better coordinated to ensure comprehensive office cover. Moving forward, the role of both is, primarily, to support the corporate strategy goals driven work of the Chief Executive and paid staff. It is anticipated that basic tasks (as now) will include: Administrative support to paid staff team. Support administration of the newly formed Board. General office duties e.g., dealing with email and telephone enquiries. Developing and maintaining financial systems and preparation of annual accounts Developing and maintaining improved membership systems. Assisting paid and voluntary staff to prepare funding applications to appropriate bodies

(multiple funders) and maintain all relevant paperwork in good order Help to provide financial/administration reports in line with Board requirements Assist with programme/project financial related work as required.



REQUIRED ACTIONS A ‘step change’ in the visibility, leadership and performance measurement is required by the new Board as NNI moves forward. This will necessitate the installation of a new CEO role, the development of the (or an amended proposed) new staff structure. The proposals should be shared with the membership at the AGM and be available for

scrutiny. The main tenets of this proposal should be voted on with a view to commencing re-organisation

A process should be set in train to appoint the new Board which takes account of the needs, interests and aspirations of current Board members and a review of their skills and experience in current roles.

There will be a need for applications to several of the directors’ roles, as they currently remain unfilled.

A process should be set in motion to appoint a CEO of the right calibre to work with the President to support and direct the full process of establishing the new Board.”

Work with Sport NI to recruit the two non-executive directors with appropriate skills and expertise to help the new NNI Board become established.

It will be necessary for the current paid workforce to continue to work to their prescribed work programmes and for the Executive Manager to continue to support staff and volunteers during this time. While key services can be delivered during the transition period, in our view, an incoming CEO should have the opportunity (subject to legal, HR and financial restrictions) to tweak the structure s/he wishes to establish. Short term actions (i.e., 0 – 6 months) The new Board will need to (in no particular order): Publish and communicate this report’s findings and recommendations. Adopt the proposed changes to governance and workforce. Identify the skills and expertise needed for it in its new form and consider potential

members to drive transition. Prepare, and then approve role/job descriptions and recruitment timetable for core

directors. Keep volunteers, SNI and other partners and interested organisations informed and up

to date. (e.g., initiate communications with partners, stakeholders, etc). Agree terms of reference for Board and related arrangements. Approve an outline budget for 2016/17. Set out a six month transition arrangement implementation plan. Initiate a process to secure the management support needed to drive this transitional

process. Initiate the process to recruit a CEO. Consider the benefits of whether NNI should become a charitable trust, CASC or other

form of not for profit company and set an initial timescale for review.



Recommendations to inform the new strategy for the period beyond 2016. Review governance regularly to ensure that NNI has: Leadership that is fit for purpose Is improving its general governance to the extent that it is considered by partners as a

leading sporting organisation in terms of governance. Has longer term financial planning and security Has excellent standards in business development Set targets for increasing participation which will include:

Growing membership at both junior and senior levels Supporting the expansion of progressive clubs across all of Northern Ireland Creating/developing strong school to club pathways Offering quality competition opportunity for players at all levels of netball in all areas of

Northern Ireland Improving and supporting netball to gain affordable access to facilities of the requisite

quality. Improved profile in all forms of media.

Improving performance levels across the country

Have a clear talent development pathway for players Have an increasingly successful Northern Irish senior team. Better gear the work done in junior and U21 squads to the ‘production’ of the best elite

players; i.e., maintain a player development rather than a ‘results’ focus at all underpinning talent development levels.

Create more, better quality coaches across Northern Ireland Bring more, better quality players through the system.



APPENDIX 1: LIST OF CONSULTEES Face to face consultation

Name Organisation and designation

Karen Rollo Club and Workforce Officer, Netball NI

Jill Poots Manager of governance and culture, SNI

Marc Scott Governance Consultant, SNI

Stella Drayne Team manager of national squads/ sponsor

Denise Prue Top 4 club coach & ex-international coach

Simon Toole Coaching consultant, SNI

Noreen McGreevy Ex Vice President (left in 2014)

Declan Steel Club development consultant

Moya McVeigh Umpiring committee member (chair of participation for 12 years)

Noleen Lennon Active clubs development officer, SNI

Leeann McWilliams Finance administrator

Chris Moore Talent consultant, SNI

Melanie Lloyd Director of Finance

Rachel Stewart Active communities coach

Dawn Baxter Office Administrator

Gemma Tolland Active communities coach

Debbie Hannah High performance coordinator

Ashleigh Evans Director of administration

Lynne Benson Current performance member and ex board finance director (2014)

Micaela Diver President

Clare McAuley Executive manager

Teresa Gillespie Last assistant open squad coach

Laura Montgomery Umpiring committee member

Alison McMurray (nee Hughes)

Secretary of participation (last year’s director)

Norma Bowman Club development consultant

Jackie Portis Top 4 club assistant coach & ex-international coach

Hannah Willis Last NNI captain of the open squad at Commonwealth games

Lorraine Lindsay Ex-President

Elaine Rice

(nee McLaughlin)

Top 4 club coach & ex-international coach

Maureen Caughers Umpiring committee member

Regina Millen Chair of schools

Lisa Rickett Active clubs officer

Ann Curren Current umpiring committee member



APPENDIX 2: THE CODE OF GOOD GOVERNANCE

Category Key elements

Leadership

Leadership is one of the key roles of any management/committee board. Every voluntary/community board should be led by a management committee which ensures delivery of its objects sets its strategic direction and upholds its values.

Management committee/board members have ultimate responsibility to direct the activity of the organisation, ensuring it is well run and delivering outcomes for which it has been set up. It should provide leadership to the organisation by:

Setting the strategic direction to guide/direct the activities of the organisation Ensuring the effective management of the organisation and its activities. Monitoring the activities of the organisation to ensure they are in keeping

with the founding principles, objects and values.

Responsibilities and obligations

Board members are equally responsible in law for board/committee actions and decisions. They are collectively responsible and accountable ensuring that the organisation is performing well, is solvent and complies with its obligations. These include compliance, internal controls, equality and diversity, prudence, managing risks and managing staff and volunteers.

It is necessary for the management committee/board to understand the distinction between employees and volunteers and ensure that good practice in the recruitment and management of both staff and volunteers is in place.

The management committee who are volunteers will also need support and training in order to carry out their roles effectively.

Effectiveness Board members should have clear responsibilities and functions and should organise themselves effectively to carry out their duties collectively and individually. They should take account of:

Duties and responsibilities of individual members. Organising the committees work. Offering information and advice. Skills and experience making best use of current members. Training development and support – ensuring that members receive the

necessary induction, training and ongoing support needed to discharge their duties effectively.

Staff - proper arrangements for the supervision, support, appraisal and remuneration of all staff including the employee in the most senior position.

Volunteers - The management committee/board should ensure proper arrangements are in place for the recruitment, supervision and support of volunteers including clearly defined written roles and a policy is in place

Reviewing and renewing

The Board should periodically review itself and the organisations effectiveness and take necessary steps to ensure that both continue to work well and meet legal requirements.

Delegation The Board is required to set out the functions of the sub committees, officers, staff and anyone performing duties on behalf of the management committee in clear delegated authority and monitor their performance.

Integrity All members of the Board should view maintaining the interest of the organisation as a primary overriding duty. They should act reasonably at all times in the interest of the organisation and of its present and future members.

Openness

The Board should be open and responsive and accountable to its members, partners funders and others with interest in its work.



APPENDIX 3: QUESTIONNAIRE TEMPLATE PROFORMA

Governance

Perspectives on the current structure of netball management/administration in Northern Ireland incorporating its strengths and weaknesses.

Views on the nature and format of the board of Netball NI including number of people, skills and knowledge needed, continuity, professionalism and staff relationships etc.

Perspectives on the current work undertaken in the context of netball development/ management/administration in Northern Ireland including its strengths and weaknesses.

Perspectives on the roles, function and relationships between the various bodies in place to support and service netball in Northern Ireland

Views regarding the financing, financial management; current investment priorities and transparency of these areas.

Netball NI relationships with UK/England/other national governing bodies of sport

Delivery Contextual view about key areas for governance/support/development including:

Volunteers (number/effectiveness/efficiency/succession planning)

League/club administration (strengths/weaknesses/direction)

Coaching/coach development (grass roots / performance)

Recreational activity - sufficiency/availability

Competition - sufficiency/availability

Talent identification and development

Contextual views about key priorities for NNI moving forward, for example:

Junior netball; participation opportunity, clubs, coaching, competition Netball in schools/after school. School-club links Teams/clubs/leagues Netball facilities (indoor/outdoor) - quality/access/programming/sufficiency

/cost. Player retention Talent pathway/performance netball Netball NI performance measurement (value for money/return on

investment

Information contained in the above table was not prescriptive or exhaustive but served as a useful starting point with consultees. A total of x consultees were engaged in the process the full list of which can be found in Appendix 1.

Documents

NETBALL NORTHERN IRELAND ORGANISATIONAL REVIEW …sportlomo-userupload.s3.amazonaws.com/uploaded... · Integrity, Innovation, Inspiration 1-2 Frecheville Court off Knowsley Street