Huw G Jones Chief Executive Sports Council for Wales

1. STRATEGIC, ADMINISTRATIVE AND STUCTURAL CHALLENGES: Kurdistan’s Options Huw G JonesChief ExecutiveSports Council for Wales

2. ‘Success is not final; failure is not fatal – it is the courage to continue that counts’.Winston Churchill

3. STRUCTURE OF THE PRESENTATION • Context and Challenges • Strategic Planning • Strategic Management • People Management • Performance Management • Administrative Structures • Addressing the Challenges

4. CONTEXT • Multi level governance like Wales: • National • Regional • Local • ‘Roadmap’ • ‘Sport for All’ • International success

5. CHALLENGES (1) • PE and School Sport • Curriculum • Teacher Training • Facilities: secondary and primary • Communication/Planning/Joining-up • MOSY/ Min of Education • MOSY/Local Govt • KROC/KRPC/Nat Fed • Develop people (coaches, leaders, officials, administrators)

6. CHALLENGES (2) • Partnership working: National Federations; clubs; schools; colleges; local govt etc • Leadership – individuals making things happen for the common good • Risk; change; discomfort • Structure change • Culture change

7. ‘I’ve spent 30 years going around factories. When you know something’s wrong, nine times out of ten it’s the management – in truth, because people aren’t being led right.’Sir John Harvey-Jones

8. STRUCTURE OF THE PRESENTATION • Context and Challenges • Strategic Planning • Strategic Management • People Management • Performance Management • Administrative Structures • Addressing the Challenges

9. STRATEGIC PLANNING:WHAT IS A STRATEGY? • About process • Means to achieve aims • Realistic priorities • Management tool • Evolutionary • People and outcomes • About a document • Blueprint or tech. document • Wish list • Academic report • Tablet of stone • Capital plan IS IS NOT

10. STRUCTURE OF THE PRESENTATION • Context and Challenges • Strategic Planning • Strategic Management • People Management • Performance Management • Administrative Structures • Addressing the Challenges

11. STRATEGIC MANAGEMENT: WHAT IS IT? • Strategic planning alone is not sufficient to ensure delivery • Must link planning into an operational framework • Ensure internal and external ownership • Empower people to deliver

12. STRUCTURE OF THE PRESENTATION • Context and Challenges • Strategic Planning • Strategic Management • People Management • Performance Management • Administrative Structures • Addressing the Challenges

13. PEOPLE MANAGEMENT • People deliver not strategies • Strategies should drive management plans • Management plans should drive work programmes • Work programmes should be monitored • People should be appraised • Training linked to organisational needs

14. STRUCTURE OF THE PRESENTATION • Context and Challenges • Strategic Planning • Strategic Management • People Management • Performance Management • Administrative Structures • Addressing the Challenges

15. PERORMANCE MANAGEMENT Improve performance Increase Participation OUTCOMES % of 11-16 year olds members of sports clubs No of GB Champions OUTPUTS No of junior development schemes, No of GB staff supported INPUTS - Time, Staff, Money

16. STRUCTURE OF THE PRESENTATION • Context and Challenges • Strategic Planning • Strategic Management • People Management • Performance Management • Administrative Structures • Addressing the Challenges

17. ADMINISTRATIVE STRUCTURES FOR SPORT: OPTIONS • American Model • Public Sector Model • Voluntary Sector Model • Commonwealth Model

18. ‘AMERICAN MODEL’ • Countries – USA • Characteristic – Market led; little government investment; youth sport developed in colleges • Laissez –faire approach to sport • Strengths – Minimal public cost; investment primarily at local level • Weaknesses – Disadvantaged groups miss out on sporting opportunities; Sport for All difficult to achieve

19. ‘PUBLIC SECTOR MODEL’ • Countries – France, Portugal, Spain, Eastern Europe etc • Characteristic – Central and Local Government driven • Government is a ‘Direct Provider’ of facilities and uses sport for ‘social engineering’ • Strengths – Government has lead role and responsibility; gets credit for success • Weakness – Political interference in sport; Govt does not always invest properly

20. ‘VOLUNTARY SECTOR MODEL’ • Countries – Iceland, Norway, Sweden, Denmark, Finland • Characteristic – Led by sports confederations • Government is an ‘Enabler’; recognises independence of voluntary sector • Strengths – Mobilises voluntary activity and recognised autonomy of sports bodies • Weaknesses – Political influence and political credit difficult to achieve; requires strong voluntary federations

21. ‘COMMONWEALTH MODEL’ • Countries – Wales, Scotland, England, NI, New Zealand, Australia, Africa, Dubai • Characteristic – Led by quasi-independent Sports Councils separate from government • Government sees sport as a ‘public good’ rather than a political tool • Strengths – Decisions taken outside government and interference minimised • Weaknesses – Political influence difficult to achieve

22. STRUCTURE OF THE PRESENTATION • Context and Challenges • Strategic Planning • Strategic Management • People Management • Performance Management • Administrative Structures • Addressing the Challenges

23. ADDRESSING THE CHALLENGES • Clarify what you want to achieve and why • Establish strategic approach • Decide priorities and allocate budgets • Establish appropriate structures • Develop management plans for delivery • Develop people • Establish a performance framework • Put in place monitoring and evaluation

24. Everyone thinks of changing the world, but no one thinks of changing himself.Leo Tolstoy