Strengthening Sailing Review

2. Strengthening Sailing Review Key Findings

3. Key Findings - 1 The core business focus of YA as the national governing body of sailing has been inadequately defined and communicated. There is fragmented alignment with the core business of several of the Member Yachting Associations (MYAs) and YA, which has created tension and focus dilemma on whether it should be sailing (incorporating competitive, recreational and commercial sailing) or boating (incorporating both sailing and recreational power boating)

4. Key Findings - 2 The lack of clarity of YA’s core business focus and definition has resulted in the inability for YA to articulate its business model and priorities (how YA generates its income and hierarchy of activities based on available resources). The desired outcome of the current YA 2005–09 strategic plan to provide the vehicle for delivering a systematic approach to change management within the Federation at both National and State/Territory levels and to ensure a cohesive ‘all of sport’ approach to planning and resulting in agreed strategic priorities has not been achieved. There are nine strategic plans for yachting in Australia, resulting in a non-aligned vision and purpose, which creates a highly inconsistent and inefficient model to develop the sport and business.

5. Key Findings - 3 The sport is experiencing the typical growing pains of an organisation aspiring to transition from a small business into a medium-sized business – or more explicitly in the sport context, movement along the continuum from that of a ‘cottage’ industry to that of a professional sport business. The organisational capabilities of most MYAs are limited and there is a significant gap emerging between the professional governance and management continuum of the state associations and YA.

6. Key Findings - 4 The Governance Structure and Processes Review conducted in 2000 by BoardWorks International has resulted in positive improvement to the performance and professionalism of YA governance and the ability to attract more appropriately skilled directors. While the YA constitution has been improved, several key recommendations of the 2000 review were not adopted, which is compromising the leadership of the YA Board and management to govern and deliver the sport professionally and effectively.

7. Key Findings - 5 The current behaviour and practices of the sport within its federated structure are dysfunctional. Effective collaboration between the centre (YA) and its parts (MYAs) is being compromised by passive resistance and distrust between some states and YA. This is impeding the ability of the YA and MYA management to work together seamlessly to implement a national vision and strategy for sailing in Australia.

8. Key Findings - 6 There is a perception by MYAs and individuals within the sport that the focus of the YA Board and YA’s resource allocation is geared too heavily towards the activities of the Australian Sailing Team (Olympic Program) and not in proportion with the needs of its members (clubs) who are predominantly interested parties in competitive sailing below the elite level and recreational sailing/boating. This is of particular concern to clubs and MYAs as overall participation in sailing has either stagnated or declined in some parts of Australia.

9. Key Findings - 7 While it is not necessarily accepted by stakeholders from within the sailing community, the participation pathway for sailing is complex and perceived as being expensive for new entrants comparative to that of the major mass participation sports. While there are many examples of clubs and commercial training operators providing innovative and effective participation programs, this is happening largely in isolation and lacks the consistency of product offering which is desirable for a national participation growth strategy for the sport.

10. Key Findings - 8 Significant improvements have been realised in the delivery of sailing’s high-performance activities between the years of 2005 and 2007. These improvements have been enabled via a highly focused and uncompromised strategy, which has been supported by a significant structural change to the high-performance unit (Olympic and Paralympic), a refreshed coaching structure, and stronger collaboration with the Australian Institute of Sport to integrate and apply sports science and sports medicine. The AST has rebounded from its number 10 ISAF country ranking in the Olympic Classes (Fleet Racing) in 2004 to number one ISAF country ranking in March 2008– this includes five AST members currently ranked number one in the world in their respective classes by ISAF.

11. Key Findings - 9 There are indicators of improvement in the management and results of YA’s commercial activities. The establishment of premium sponsorship properties associated with the Australian Sailing Team and AST brand has been a key driver in the growth of corporate sponsorship income, however this has for the most part not yet enabled YA to deliver more direct benefits to clubs and community level sailing. Further growth in YA self-generated revenue (i.e. non-government) requires bolstering of expertise and dedicated resources to commercial and media development activities.