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Newsletter from the CEO - (no. 2 of 8) March 2010

Welcome to article two. Continuing the theme of using these emails to provide an outline of our strategic plan and to keep you informed, this week I will discuss:

· Governance and management
(one of the seven key target areas in our strategic plan)

· Proposed changes to the EWA constitution
(to meet the Australian Sports Commission “best practices” governance model)

· A proposed change to align the EWA membership with the competition year

First I will describe the governance and management section of the strategic plan.

Governance and Management

Objective: To have effective governance and management providing a sustainable organisation capable of capitalising on opportunities for expansion and continuous improvement.

Last year EWA with the support of the Department of Sport and Recreation (DSR) carried out a review of the governance and management structure of EWA (Croker Report) and made some strong recommendations that make a great deal of good sense.

In summary the Croker Report findings were:

· That the existing incorporated society structure is still appropriate for EWA

· The existing constitution is no longer a contemporary document and contains a number of inconsistencies against good governance practices

· That the membership structure along with member entitlements are not clearly articulated

· The number of branch committee (Board) members should be no larger than 7 and include at least two members selected for their professional skills and experience

· That branch committee members also serving as chairs of the state sport committees is not in the interests of the organisation as a whole

· That the maximum continuous term for Board directors not exceed 9 years and that the directors positions rotate

· That the EWA governance policy is sound but due for update

· That the existing strategic plan has expired (hence the current update)

To ensure government departments (such as Healthway and DSR) meet their public obligations, funding can only be allocated to organisations with an appropriate governance and management structure that ensures effective use of funds and proper administration of the sport.

After extensive discussion of the Croker Report (DSR funded) the current Branch Committee has agreed on a revised structure that fits with the DSR recommendations and, even more importantly, will deliver the best outcome to our members. These changes will require changes to the constitution and a special general meeting. As part of this proposed change we are taking this opportunity to do a thorough review of the constitution and update it to the latest best practice in governance.

Also, as part of this proposed update to the constitution, we are proposing a change in membership year from the existing financial year period (July – June) to a calendar year period (January – December). While we recognise this will cause some frustration to our members (who will remember the change away from competition year in 2003) there are significant benefits to the members and to EWA. Alignment to competition year means:

· A once a year renewal of both membership and performance cards (less admin for members)

· Less administrative burden to organisers

· Less risk to EWA (riders competing without insurance or without current membership & performance cards)

· Less administrative burden and cost for the EWA administration

The plan is to apply a six (6) month membership for the 2011 year and then return to the normal twelve (12) month membership aligned to the calendar year.

Returning to the governance section of the strategic plan; the strategies to achieve the governance objective are:

· Establish EWA governance structure as recommended by ASC “best practices”

· Develop a sport & business structure that supports a modern professionally managed sport.

· Promote effective working relationships with a myriad of internal & external stakeholders.

· Demonstrate EWA as a progressive and dynamic state sporting association, pursuing our vision with purpose.

The activities that support these objectives are:

· Define EWA governance priorities.

· Establish effective, measurable and tangible goals within a suitable timeframe for change.

· Ensure a collaborative approach in defining annual EWA objectives.

· Develop an annual Board plan/strategy

· Board Members to have clearly defined roles/portfolios based on skills and desired outcomes.

· Board Performance
- reviewed annually
- peer evaluation
- Chair evaluation
- self evaluation

· Establish a mentoring process for members of the Board/EWA Committees

· Ensure annual review of EWA constitution with 3 yearly updating

· Ensure annual review and updating of EWA polices and procedures

· Board and CEO to investigate and develop a clear strategic state facilities plan for the whole of sport

We will know we have achieved this objective when:

· We have an independent, skill based board structure with 5 elected members and 2 appointed

· We have established Board sub-committees and retained EWA Committees for dressage, eventing, high performance, jumping, NCAS, and show horse and established new committees for inter-schools, para-equestrian, other EA/FEI Sports and equine groups

· the Board is effective and efficient in its delivery of EWA’s strategic direction

· We have an annual induction process for new Board Members

· We have established a bi-annual Committee Chairs & EWA Chair forum

· We have an annual Committee Chairs & Board Summit

· Established and effective communication links within EWA and sports that enables coordinated delivery of strategic plan

· Have a symbiotic approach to EWA strategic plan to EA’s strategic plan and vision

Some of the other important changes you will see in the constitution are:

The proposed change	Why this is important to the future of EWA
The Board has seven (7) directors. Five are elected and two appointed.	Essentially this is recognised as a key part to modern governance principles. Members of an organisation should elect the majority of the board of directors. It is recommended that the majority of the board should be made of elected positions. At the moment we have a 5:7, the proposed change is 5:2
The chairs of the four (4) major sports are not automatic directors on the board	Part of the strategic plan is for EWA to become more inclusive to other FEI sports. We cannot be inclusive with certain sports having automatic positions, whilst others do not. Nor can we increase Board size.
Board directors are independent	Independent directors are those not appointed to represent any constituent body, are not employed by or have a significant business relationship with the organisation, do not hold any other position within the organisational structure and have no conflict of interest as a result of being appointed director. An effective board must have a proper understanding of, and competence to deal with, current and emerging issues of the business and can effectively review and challenge the performance of management and exercise independent judgement.
Alignment of EWA objects with EA	To achieve effective outcomes for the sport, it is essential we operate as one body working towards the same outcome to deliver effective products and services to members and stakeholders.
That the board and each committee established should have terms of reference.	The terms of reference should include their: - purpose - authority delegated - composition - elections/appointments - reporting requirements - delineation of the role of the board, committees and management
The establishment of an audit committee from within the board	The audit committee should be independent from the chair, and include 3 persons with financial ability. The audit committee should take prime responsibility for, but not limited to: - reviewing the organisations annual financial accounts and recommending them to the board for approval - overseeing the relationship, appointment and work of external and internal auditors - reviewing compliance related matters - overseeing the organisations risk management framework - regularly reviewing the organisations ongoing financial accounts, systems, and delegations This audit committee can extend their mandate to include compliance and risk management.
Membership year will be from January to December.	To ensure compliance with change in insurance policies we cannot risk our members lapsing during the competition period.

This new constitution will create a board, and policies that ensure that EWA is led with strong leadership, integrity and good judgement, always acting in the best interests of the organisation as a whole, demonstrating transparency, accountability and responsibility to its members.

An effective organisation should ensure its members are:

· Consulted and involved in the development of the sports strategic plan

· Supportive of, and actively involved in, achieving the outcomes of the national plan

· Well-informed and actively participating at its general meetings

· Regularly provided with timely and accurate disclosures on all materials regarding governance and performance of Equestrian WA.

Supporters & Sponsors

Corporate Partners			Strategic Partner