Strategy Review Report Executive Summary

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1 Strategy Review Report Executive Summary NSW Sports Federation 17 October 2012 Bold ideas Engaging people Influential, enduring solutions

2 Strategy Review Report Executive Summary 17 October 2012 This page is intentionally blank. Nous Group n o usgro u p. c o m. a u i

3 Executive Summary An understanding of the history of the New South Wales Sports Federation and the NSW sports sector guides this review Sport plays a crucial role in Australian life, energising its participants and offering a spectacle to its viewers. Sport can lay the foundation for lifetime friendship, promote active and healthy lifestyles for every member of society, and serve as the focal point through which members of the community connect. Since its inception in 1991 the New South Wales Sports Federation ( the Sports Federation ) has sought to ensure that sport thrives in NSW through greater awareness, strong community involvement and greater corporate and Government support. Across NSW, Australia and the rest of the world, peak bodies in sport such as the Sports Federation, as well as sporting clubs and associations, are faced with challenges and opportunities arising from a common set of emerging trends. Some of these are summarised in the table below. Table 1: Challenges and opportunities in sports Challenges Tight funding in the sports sector Declining involvement in organised sport, coupled with rising costs of participation Barriers to women s participation in sport Access to and maintenance of sports facilities Disparity between regional and metro sports organisations Opportunities Key priorities identified in NSW 2021 Plan 2013 Special Olympics in Newcastle, 2015 Asian Football Cup, 2015 Cricket World Cup, 2015 World Netball Championships Increasing health focus amongst sport advocacy bodies Sector reform in education and training includes sport and recreation The crucial question for the Sports Federation is how to deliver enduring benefit to its diverse membership based on a level of funding that currently supports a few fulltime employees. In this context, the Sports Federation s challenge is to determine which strategic objectives it should pursue, and work to build its reputation so that it is recognised as a relevant and credible voice of sport in NSW. To achieve this end, the organisation must also clearly articulate its operating principles and the business capabilities required. This report was informed by a robust methodology and approach Nous Group completed the review between March and May The three key objectives were to: 1. Review emerging trends and national and international peak body experience in the sport sector and consider the impact of these on the Sports Federation; 2. Review the current strategy, financial profile and operating model of the Sports Federation, including membership, board structure and revenue sources; 3. Provide recommendations on the future operating model and principles for the Sports Federation to increase member and sponsor engagement, improve long-term viability and to promote the profile, transparency and accountability of the Sports Federation. n o usgro up. c o m. au 2

4 This report was informed by a range of data collection activities, including a documentation and desktop review, numerous stakeholder interviews and structured focus groups. The views of Sports Federation members who did not participate in the interviews or focus groups were also captured through an online survey. n o usgro up. c o m. au 3

5 This report provides a number of key findings and recommendations related to the five organisational areas Throughout this project, Nous identified a number of key findings and recommendations to enhance the Sports Federation s overall effectiveness and ensure that the organisation delivers on its purpose. The following table summarises the key findings and associated recommendations, which are described in more detail in Section 3 of this report. Review area # Key finding Recommendation Implementation Purpose and strategy 1 Members and key stakeholders are supportive of the Sports Federation s vision to be the voice of sport in NSW a) Create and promote a clear strategic statement that includes purpose, enablers, operating principles and strategic objectives b) To be recognised as the voice of sport, the Sports Federation should be guided by the objectives provided in the Peak Industry Body (PIB) Review Report 2 Consultations revealed a clear set of operating principles that should guide the Sports Federation Adopt a set of operating principles to guide the organisation 3 Performance on current service and value delivery is mixed Develop and clearly articulate the Sports Federation s service pillars which are aligned with the revised strategic direction and core purpose Cost implication: Minor costs Service and value delivery 4 5 Awards ceremonies are viewed as successful and can continue to be built upon Education was introduced to generate surplus and is well recognised, but can be repositioned in the future Increase profile and profitability of the Annual Sports Awards Reposition education service to connect with the needs of members and incorporate knowledge share functions into the organisation s process Responsibility: Board, Management and Members Cost implication: Revenue generating Cost implication: Potentially cost-neutral 6 Members and stakeholders identified an opportunity for the Sports Federation in the area of research and information dissemination Develop a research coordination and information dissemination capability Responsibility: Board, Management and NSW Office of Communities Sport and Recreation Cost implication: To be determined n o usgro up. c o m. au 4

6 Review area # Key finding Recommendation Implementation 7 There is a general lack of clarity regarding the support services arm Clearly articulate the nature of the Sports Federation support function to members Responsibility: Board, Management and Members Cost implication: Minor cost 8 The NSW Sports Federation Board has strong representation from sporting organisations; however capability could be enhanced with broader expertise Revise Board Terms of Reference and Charter and train and/or recruit to strengthen capability (training optional) Responsibility: Board, Management and Members Cost implication: To be determined Governance 9 The Board has recently focussed on operational, rather than strategic issues Revise Board Terms of Reference and Charter to emphasise governance role 10 The Sports Federation lacks clear Board performance measures Development of formal performance measures and reporting framework for the Board Responsibility: Board a) Strong CEO focus on developing relationships with key members and stakeholders (both state and national-levels) Responsibility: Management and Members Cost implication: Minor costs 11 Members have interacted in a limited capacity with the Sports Federation outside of the education and recognition space b) The Sports Federation should develop a clear communication and engagement plan, with a focus on the coming 12 months Cost implication: Minor costs Members, sponsors and partners 12 Sporting organisations across NSW share a number of similar concerns c) The communication and engagement plan should be supported by the launch of a new website and e-newsletters a) The Sports Federation should introduce a structured approach to consulting with members and promote forums for knowledge sharing b) The Sports Federation should coordinate a mentoring or partnering program between like sporting organisations Responsibility: Management Cost implication: Moderate cost Responsibility: Management and Members Responsibility: Management and Members n o usgro up. c o m. au 5

7 Review area # Key finding Recommendation Implementation 13 The Sports Federation lacks a sophisticated marketing plan to attract new sponsors and partners The Sports Federation should develop a targeted marketing plan to attract sponsors Responsibility: Board, Management and Members Cost implication: Minor costs 14 The Peak Industry Body Review highlights potential for increased scope in the Sports Federation s business model Evaluate the viability and effectiveness of partnering with other peak bodies in NSW sport Responsibility: Board in consultation with Members and NSW Office of Communities Sport and Recreation Cost implication: Evaluation: minor costs Implementation: to be determined a) Refocus education by targeting issues raised by members, in line with the role of a peak body and the Sports Federation s strategic direction Cost implication: Potentially cost-neutral Business and operating model 15 The capability of the Sports Federation as a peak body is limited by the size and use of its financial resources b) Build a stronger partnership between members and the Sports Federation c) Increase capability to source and deliver projects Ranking: Must do / High priority Responsibility: All stakeholders Responsibility: Board, Management and NSW Office of Communities Sport and Recreation Cost implication: To be determined 16 The Sports Federation has limited performance management measures A performance management system and reporting framework should be developed in line with the proposed strategic direction Ranking: Must do / High priority Responsibility: Board, Management and NSW Office of Communities Sport and Recreation Cost implication: Moderate to high costs 17 As a peak body, the Sports Federation s operating model must facilitate a structured approach to engaging with members and key stakeholders The Sports Federation should consider introducing a CRM system to enhance member and stakeholder engagement Ranking: Consider doing / Moderate priority Cost implication: Moderate to high costs n o usgro up. c o m. au 6

8 Strategy Review Report Executive Summary 17 October 2012 This report provides a clear statement for the future direction of the Sports Federation The Statement of Strategic Direction outlines the proposed strategic framework and direction for the Sports Federation into the future. For this reason it is presented with a future focus and from the perspective of the Sports Federation. The strategic framework outlines the vision for the Sports Federation and should guide the planning, delivery and evaluation of the organisation and its services now and into the future. The framework outlines proposed key strategic objectives and enablers for achieving the overall vision. The Statement of Strategic Direction also includes a number of important operating principles that underpin and guide the way that the Sports Federation works and interacts with its members and partners. Relevant Reputation Our vision is to be the voice of sport in NSW Advocacy Recognition and networking Knowledge share Develop and promote evidencebased policy positions of direct relevance to members Conduct Annual Sports Awards and Volunteer Recognition awards Develop a research agenda and partner to deliver the research Engage policy makers and other stakeholders to promote the interests and concerns of all members Deliver special projects in the sector (dependent on additional funding) Link members to key decision makers through networking events Facilitate shared skills and ideas workshops between members to build capacity Inform and engage members about key policy decisions, trends and opportunities in the sector Work with members to establish their educational needs and refer to appropriate providers and deliver as appropriate n o usgro u p. c o m. a u 7

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