5.2 Managing Change

Key Principles

"Where there's a will, there's a won't" (Gaultieri's Law of Inertia)

Arthur Block, Murphy's Law Book Three: Wrong Reasons Why Things Go More Whatever approach a particular NGB takes to the preparation of its strategic plan, there are a number of key principles it should bear in mind from the start.

"The business that is not being purposefully led in a clear direction which is understood by its people is not going to survive" - Sir John Harvey-Jones, Making it Happen: Reflections on Leadership

First, the leadership of the NGB has to be committed to the planning process and the eventual plan right from the outset. If they sit on the fence until it is finished, and then pick and choose the bits they like, the plan is probably doomed. It's also the case that if there is no commitment to the plan from the start, those in positions of authority may feel they don't have to argue their case fully during the planning process because they can tinker with the final plan later.

Second, the process must be an inclusive one, which involves all key stakeholders including the membership. Canvassing the views of partners and members and involving them in key decisions can be difficult and people may have difficulty in making constructive suggestions for the future. This is particularly the case when clubs and other stakeholders doubt that real change is about to happen. If all the elements of the NGB can be persuaded that a strategic plan really will deliver the proposed outcomes this suspicion can be overcome.

NGBs have responsibilities relating to the general development of sport amongst current non-participants. These guidelines have already emphasised the importance of working in partnership whenever possible. Potential partner agencies (sponsors, private facility operators, etc) can be regarded as NGB "stakeholders": what they do will affect, or be affected by, the work of the NGB. Therefore it makes sense to bring them into the process, particularly as they can also offer a useful external perspective and different experience. The more that an NGB can base its planning on wide consultation the better.

"Any organisation, which has been through an effective planning process can throw away its plan because everyone should know what is in it, why and be keen to implement it." - American management guru Tom Peters

Third, the process is more important than the agreed plan document - which, for some people, can almost be the purpose of the process. It is the process of preparing the plan that generates consensus and shared ownership, not the final printed document, however good it may be. This reinforces the need for an inclusive planning process. A key role for the Strategic Planning Committee will be to facilitate this process and ensure that all views are taken on board.

Fourth, what really matters are the results achieved as a result of the planning process and implementing the plan. A strategic plan is not prepared for its own sake, but to determine and deliver desired outcomes. Desired outcomes for the NGBs would include improved opportunities for participation and better educational opportunities for volunteers and staff. It is also important to bear in mind that the new developments are sustainable and that the outcomes will benefit the sport in the wider sense.

Fifth, the process takes considerable time and effort but should be based on common sense and not over-complicated or reliant on management jargon. The time spent on the planning process is time well spent if it ensures that the plan produced is truly representative of the interests of the local area.

Sixth, there is no single, "correct" way to produce a strategic plan; different NGBs have different needs, face different problems and have different resources and skills.

The experience of Sport Ireland will prove very beneficial to NGBs in figuring out what method works best for a sport of their demographics and profile.

Lastly, the NGB should be aware of the need for it to proof its strategic plan in relation to inclusion, equality, social, economic and cultural policies.

The proofing process involves ensuring that key topics and themes are explicitly taken into account in a Strategy. There should be an element of formality in terms of both process and a record of its having occurred. Proofing should occur over the period of preparation and should be built into implementation, monitoring and evaluation. Sport Ireland has been involved in the proofing process when developing their own plans and therefore, their experience will inform the work of the planning team of the NGB.

"The strategy was prepared over the course of a three month period by a strategy team, representative of various grades and work areas in the Department, set up to oversee and drive the process. Senior management at head of division level met on a number of occasions and discussed mandate, mission, stakeholders, customer/client expectations and environmental issues. Subsequently there was an extensive consultation process with all members of staff. Workshops, with independent facilitators, allowed staff in each division to challenge and build upon the work already initiated by the strategy team and senior management."

Department of Tourism, Sport and Recreation, Statement of Strategy 1998-2001

Who Should Prepare the Strategic Plan?

Each NGB has to adapt the methods described in these guidelines to suit its own needs. It is accepted that strategic planning must involve wide-scale consultation to reinforce the partnership's sense of ownership. The plan should not be prepared by one or two office-bearers or specialist "experts" working in isolation; if it is, the plan will almost certainly lack the support required for its successful implementation.

The best approach may be to create a small planning team, with a specific individual given the job of drafting the plan. The role of the planning team is very much an overseeing one, as it should not undertake the work itself. Its job is to be a sounding board; identify individuals or organisations that should be consulted; prevent the plan heading off on irrelevant tangents; monitoring progress; and keeping their membership informed.

The planning team should be a sub-committee of the Board of Directors. The planning team should carry out their work under the general superintendence and control of the Board.

The Use of External Facilitators

External facilitators can be used in two main ways. The first is to appoint consultants to work for the NGB and prepare a draft plan for it to consider. This will almost never be successful. The consultant will be objective, certainly, but this approach does not lend itself to building the shared ownership of the plan, which is essential to success.

Moreover, however good or bad the plan may be, it will be too easy for those who do not like "the consultant's plan" for some reason - for example, it may threaten their position - to argue that it will not deliver the required results or does not reflect the NGB's views adequately and therefore should be ignored. In these circumstances the money spent on the consultant will be wasted.

The second approach is to use an independent facilitator to help the NGB shape its thinking (but not do that thinking) and prepare its plan. This approach is likely to be more successful as an independent outsider will assist the plan preparation but remain under the control of the NGB. This approach was used by Sport Ireland to assist in the preparation of its strategy, Building Sport for Life. If the NGB decides to appoint an external facilitator they should consult with Sport Ireland before and at the time of the appointment.

The advantages of using an independent facilitator in this way are usually:

• Outsiders are objective and do not bring with them "past baggage"
• Outsiders may not know (and may well be uninterested) in fine detail but should be able to identify key issues
• Outsiders' involvement is time-limited and so they can open up cans of worms, which will not be popular with some individuals - although others may heave a sigh of relief
• Outsiders provide a focus for fostering change and may well have relevant experience of how other organisations operate
• Outsiders are a temporary extra resource for the NGB, not involved in day-to-day administration and therefore able to spend time thinking, talking and facilitating the planning process.