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LEADING CHANGE CHALLENGING MINDSETS

LEADING CHANGE CHALLENGING MINDSETS. BRIAN HENNING SPORT NI. SPORT Northern Ireland ‘The Leading Body for Developing Sport in Northern Ireland’. DCAL DELIVERY OPTIONS. Arms Length Body or Departmental Internal Delivery Unit. ‘ALB’ or ‘Not To Be’.

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LEADING CHANGE CHALLENGING MINDSETS

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  1. LEADING CHANGECHALLENGING MINDSETS BRIAN HENNING SPORT NI

  2. SPORT Northern Ireland ‘The Leading Body for Developing Sport in Northern Ireland’

  3. DCAL DELIVERY OPTIONS Arms Length Body or Departmental Internal Delivery Unit

  4. ‘ALB’ or‘Not To Be’

  5. ALB STAGE 2 REVIEWDCAL has confirmed Sport NI’s future status as an ALB

  6. Governance in an ALB • Ensures Clearly Defined Functions and Roles • Defines Values with AppropriateBehaviours • Focuses on Clarity of Purpose and Outcomes • Takes Informed Decisions and Manages Risk • Makes Accountability Meaningful & Appropriate • Develops Capacity and Capability in Executive & Board

  7. 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

  8. CORPORATE GOVERNANCEDichotomies and Dilemmas

  9. DILEMMAS • Public Accountability v effectiveness • Avoiding Risk v Identifying & Managing It • Value for Money v Proportionality • Process v Performance

  10. A Crowded Pitch?

  11. Accountability Framework

  12. Sport NI’sGovernance 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

  13. Governance Issues – 18 Months Ago • Highlighted outdated Management Statement and Financial Memorandum (MSFM) • Established need for Clarity in Roles/Relationships between Minister, DCAL, Board, Chair and CEO •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

  14. 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.

  15. SNI’s Framework of Governance

  16. WHERE TO NOW FOR SPORT NI

  17. 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

  18. DCAL & SPORT NIA High Performance Team

  19. ROOM FOR IMPROVEMENT? “IF YOU DON’T KEEP STRIVING TO IMPROVE - YOU ARE GOING BACKWARDS” (Steve Hansen – 2013 All Blacks Coach)

  20. The Best Team in World Sport

  21. Outstanding Performance

  22. Experienced Leadership

  23. Innovative Leader Appointed

  24. Pressure to Perform!!

  25. The Power of Sport in a Shared Future

  26. Challenge the Mindset Power of Performance V Fear of Failure

  27. Moving Beyond Fear • Our Deepest Fear…..

  28. Governance Constrains?

  29. Governance Liberates!

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