NWA Strategic Forum - Governance & Membership Review ... ·...

Netball WA Strategic ForumGovernance & Membership Review

Saturday 1 April 2017

Netball WA Strategic Forum – Governance & Membership Review

• Welcome

• Introductions

• House-‐Keeping


Background

• In 2015 , McLaughlin Sports Consultancy (MSC) undertook an independent Governance and Membership Review on behalf of Netball WA

• Feedback was received from key Netball WA stakeholder groups and representatives using the following methodology:

• 50+ face to face or telephone interviews• 3 Focus Group sessions• A series of e-‐surveys

• A total of 18 Recommendations were made and these were presented as a Report to the Netball WA Board for noting in January 2016


Background

• This report was the subject of deliberation at the 2016 Strategic Forum

• Since that time a:• Governance & Membership Review Working Group has been established, consisting

of: Simon Taylor NWA Chief Executive OfficerJill Powell NWA Board MemberLiz Booth NWA General Manager – Community NetballKieran Marsh NWA Media & Communications Manager

• Role of the Working Group – Implementation of key Recommendations to ensure that the two Governance & Membership Review objectives are met


Key Objectives

To establish a robust governance model to ensure the growth of participation of

Netball across both the traditional club environment

and non-‐traditional

participation environments.

To establish a membership model which builds capacity,

retains revenues and enables greater breadth and reach of the sport across the

Western Australian community.


Recommendations Update

• Since that time a number of Recommendations have been completed, these being:• Non-‐Playing Membership (3.1.2)• One-‐Netball Community Model Engagement Strategy (3.2)• Netball WA Digital Strategy (4.1)

• Others have been determined as not necessary, namely:• Fixed Membership Model (3.1.4)• Netball WA & Basketball WA Strategic Facility Plan (4.2)


Recommendations Update• Other Recommendations remain a “Work in Progress”

• NWA – A Public Company Limited by Guarantee (PCLG) (2.4)• NWA – Board Composition (2.5)• NWA Member -‐ Voting Rights (2.6)

• NWA Strategic Plan 2018 -‐2022 (2.2)

• NWA Governance Model – Phases 1 & 2 (2.1 & 2.3)

• Role Identification (1.1)• NWA Staffing Matrix (1.2)


Recommendations Update• Other Recommendations remain as “Work Pending”

• Membership Model – One Netball Community Model (3.1)• Current Membership Model – One Netball Community (3.1.1)• Membership Model – One Netball Community (3.1.3)

(Fees as a % of the Total NWA Revenue)• Registered Participant Element of the Membership -‐ One Netball Community

Model (3.1.5)• Partner Element of the Membership Model – One Netball Community Model

(3.1.6)


Key Elements

Determination of an appropriate model which meets the following :• Is consistent with the roles identified in the Recommendations Report and

subsequent consultation• Makes the best use of resources at every level of the model• Ensures a clear pathway and responsibilities• Acknowledges the work loads at various levels of the sport• Provides clarity to each level of the service delivery• Is a model that will continue to develop and grow the sport across the

next 10 years• Model is flexible to cater for ongoing growth and changes in market and

resources


Figure 5 – Core Functions & Service Delivery ResponsibilitiesNWA

Implementing strategies to achieve the objectives of the current NWA strategic plan.Working collaboratively and openly with the WA Netball community to implement Governance and

Membership Review recommendations which are endorsed by the NWA Board.Assisting Regions, Associations and Clubs to have effective governance models, systems and

procedures.Assisting Regions, Associations and Clubs to have strategic/operational plans in place.

Establishing one brand across the sport in Western Australia.Growing relationships with all Netball providers including indoor centres, schools and others.

Development and delivery of volunteer workforce development programs.Management of the Smarter than Smoking WA Netball League.

Inclusion programs (Aboriginal and Torres Strait Islander, Multi-‐Cultural and Disabilities).Ensuring clean and transparent communication systems are in place and used across the whole of the

sport.Facilitating the effective use of technology at state, region, association and club level.

Driving the evolution of Netball in WA, removing barriers to participation.

RegionsManagement of Regional teams in NWA

events/competitions (e.g. WA Netball League etc.)

Talent identification (players, coaches and umpires).

AssociationsCommunicating with clubs.

Management of Association teams in regional events/competitions.

Delivery of high quality local competitions.

JointDelivering junior participation programs (Associations and Clubs).

Communicating with the Associations (NWA and Regions).Ensuring the efficient and effective collection and analysis of

participant data across the state (NWA, Associations and Clubs).Coach education and development throughout WA (NWA and

Regions).Ensuring facilities meet demand (NWA and Associations).


Process – Core Functions

• The roles identified within the Report have been confirmed by the membership

• The first step was seen as a need to define what was meant by a Region, Association, Club and the various playing arms of the sport – i.e. Individual Member and Participant

• Other definition required for an Associate Member • Creation of definitions and the key criteria associated with these

definitions will:• Ensure equity and• A clear understanding of where each body sits within the new Model.


Netball WA Proposed Governance Model


Questions & Answers


Workshop 1

Define the key criteria for an Association and a Club?


• Rules of Engagement -‐ In each group• Appoint a scribe and a person to provide feedback to the

Forum• Discuss workshop question in your group – Allow 25 minutes • Consider key criteria listed on your table as part of your

discussion• Each group to provide feedback to the floor–Allow 10

minutes for all groups• All information and ideas to be collected and collated by

Netball WA for consideration


Workshop 2

Define the composition and the role of a Regional Advisory Committee?


• Rules of Engagement -‐ In each group• Appoint a new scribe and a another person to provide

feedback to the Forum• Discuss workshop question in your group – Allow 25

minutes• Consider key criteria listed on your table as part of your

discussion• Each group to provide feedback to the floor – Allow 10

minutes for all groups• All information and ideas to be collected and collated by

Netball WA for consideration


Open DiscussionWA Netball League

Define the key criteria that a WANL Club would need to consider when submitting an “Expression of Interest” to participate in this competition?


West Australian Netball League (WANL)

• BACKGROUND – The WA Netball State League commenced with a Pilot season in 1989. 2017 will mark the 28th season of WANL

• Over this time there has been some tweaks to the WANL competition but no major overhaul has occurred

• Over the same period there has been significant changes to competition structures and programs that underpin and draw from WANL

• Governance & Membership Review provides Netball WA with the perfect opportunity to review its Premier Competition and all other competitions that sit within the Netball WA Competition Framework


West Australian Netball League (WANL)• CURRENT THINKING – WANL Regions to become WANL Clubs that affiliate directly

to Netball WA.

• WANL Clubs may or may not be connected to a Netball WA Region. If connected to a Region, ALL Club governance and operations to remain completely separate to the operations of the Regional Advisory Committee (RACs)

• A set of Criteria (as part of a Club Accreditation Process) to be developed that all WANL Clubs must address in an “Expression of Interest” submission

• Any changes to WANL are likely to come into effect from 2019, however there may be some interim changes required in 2018 following anticipated Constitutional changes as a result of Governance & Membership Review.


Communications&

Engagement Strategy


• Clear and transparent communication will be a central component of this process and, as a result:• A comprehensive schedule of regular in person and

written updates to stakeholder groups to ensure you remain engaged and informed.

• Regular EDM communications, as well as key engagement opportunities including the 2017 Strategic Forums and Regional Roadshows.

• Access to a dedicated Governance and Membership Review & Strategic Plan web portal, to be housed on the Netball WA website

Communications & Engagement Plan and Schedule


• Netball WA social media platforms (Particularly Facebook but opportunities via LinkedIn and Twitter)

• Dedicated Governance and Membership Review & Strategic Plan web portal containing all information updates and most relevant documents (to be housed on the Netball WA website)

• Regular Netball WA EDM communications (e.g. CEO Insights, Eye on the Ball, Community Netball newsletter etc.)

• Scheduled 2017 engagement opportunities (Strategic Forums, Regional Roadshows, Regional & Metropolitan Presidents Meetings, Association Championships, Regional Functions i.e. WANL Launches & Presentations etc.)

Assets


Where to From Here?


Process – Development of Netball WA Strategic Plan• Netball WA to work collaboratively with its key stakeholders in

developing a new Netball WA Strategic Plan 2018-‐2022

• Strategic Plan stakeholder engagement to run parallel with the Governance & Membership Review implementation of recommendations and development of new Governance Model

• For Regions and Associations this engagement will take the form of Regional Roadshows between April and June 2017

• Current thinking -‐ 3-‐Components to each Regional Roadshow and 4 -‐Strategic Pillars to help drive the development of the Strategic Plan


Process – Development of Netball WA Strategic Plan

• Netball in WA strategic vision to overarch and link all three (3) Strategic Plans i.e. Netball WA – Community, West Coast Fever & Glass Jar Australia and other areas of the business i.e. State Netball Centre, Corporate and Shared Services

• Recommendation to develop a Strategic Prioritisation Tool/Template to allow Regions and Associations to identify the aspects of the Netball WA Strategic Plan each entity will focus on during specified time period.

• Netball WA’s current Joint Business Plan Template is the tool to support this recommendation.


Governance & Membership Review Timeline Handout


Questions & Answers


Thank-‐you for your

Participation

Netball WA (Inc.)

200 Selby Street JOLIMONT WA 6014PO Box 930 SUBIACO WA 6904

T (08) 9380 3700 F (08) 9380 3799E [email protected]

www.westcoastfever.com.auwww.netballwa.com.au

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