#GovConf13 LEADING CHANGE CHALLENGING MINDSETS BRIAN HENNING SPORT NI

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LEADING CHANGE

CHALLENGING MINDSETS

BRIAN HENNING SPORT NI

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SPORT Northern Ireland

‘The Leading Body for Developing Sport in Northern Ireland’

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DCAL DELIVERY OPTIONS

Arms Length Body

or

Departmental Internal Delivery Unit

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‘ALB’

or

‘Not To Be’

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ALB STAGE 2 REVIEW

DCAL has confirmed Sport NI’s future status as an ALB

#GovConf13Governance in an ALB• Ensures Clearly Defined Functions and Roles

• Defines Values with Appropriate Behaviours

• Focuses on Clarity of Purpose and Outcomes

• Takes Informed Decisions and Manages Risk

• Makes Accountability Meaningful & Appropriate

• Develops Capacity and Capability in Executive & Board

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ESTABLISHING GOOD GOVERNANCE

• The Nolan Principles

• Independent Commission on Good Governance in the Public Sector

• NIAO Good Governance – Effective Relationships between Departments and Arms Length Bodies

• Managing Public Money

#GovConf13 CORPORATE GOVERNANCEDichotomies and Dilemmas

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DILEMMAS

• Public Accountability v effectiveness

• Avoiding Risk v Identifying & Managing It

• Value for Money v Proportionality

• Process v Performance

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A Crowded Pitch?

#GovConf13Accountability Framework

#GovConf13 Sport NI’s Governance Review

Based on the Emerging Findings Report from DCAL, Sport NI’s response:-

• CIPFA independent review of Sport NI Governance – September, 2012

• Governance Improvement Plan agreed by SNI Board and submitted to DCAL – February, 2013

• DCAL approve revised Suite of Governance Documents – May, 2013

• SNI Implement and Embed Governance – February to December, 2013

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Governance Issues – 18 Months Ago

• Highlighted outdated Management Statement and Financial Memorandum (MSFM)

• Established need for Clarity in Roles/Relationships between Minister, DCAL, Board, Chair and CEO

• Identified a lack of Checks and Balances in operation

• Confirmed the Board not properly Informed on Key Risks

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Issues Currently Being Addressed

• Duplication of work of the Committees.

• Board Effectiveness – some deficits in Induction, and Training of Board Members.

• Board should develop working relationships between its Members outside of the Board Room.

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SNI’s Framework of GovernanceSport Northern

Ireland Vision

Board of Sport Northern IrelandInc Committees

Directions

MSFM

Terms and Conditions

Code of Conduct

Scheme of Delegation

Standing Orders

Risk Management Strategy

Information

Accounts

Communications Plan

Business Plan Updates

Board Assessment

Quarterly Assurance Statements

Risk Register

Fraud and Issues Reports

Internal/ External Audit Reports

STRA

TEGI

C

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WHERE TO NOW FOR SPORT NI

#GovConf13

Planning to Perform

• Is Good Governance Enough? Will it deliver High Performance?

• High Performance needs Focus on Goals

• Key to High Performance is ‘Good Teams’

• Building Good Teams –requires Leadership

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#GovConf13DCAL & SPORT NIA High Performance Team

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ROOM FOR IMPROVEMENT?

“IF YOU DON’T KEEP STRIVING TO IMPROVE - YOU ARE GOING BACKWARDS”

(Steve Hansen – 2013 All Blacks Coach)

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The Best Team in World Sport

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Outstanding Performance

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Experienced Leadership

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Innovative Leader Appointed

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Pressure to Perform!!

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The Power of Sport in a Shared Future

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Challenge the Mindset

Power of Performance V

Fear of Failure

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Moving Beyond Fear

• Our Deepest Fear…..

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Governance Constrains?

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Governance Liberates!