Fit-for-purpose boards needed to take sports forward
THE SIGNIFICANCE of board composition in enhancing the performance of sports organisations cannot be overstated, as the board is the primary source of the knowledge, skills, and expertise t he organisation needs to function effectively. Moreover, the ability of board members to influence or build relationships with other organisations is critical, given the interdependent nature of sports.
Accordingly, it raises concerns for me when I encounter graduates in sports management and marketing, or individuals passionate about sports, lamenting the closed and exclusive nature of sports organisations. They often note the lack of clear pathways for the appointment of independent board members. Indeed, my research on governance in national governing bodies of sport in Jamaica suggests that not many of our sports organisations have independent, non-executive board members from outside their sport.
Such a situation is inimical to the growth and development of sports in Jamaica over the long term, especially the smaller or non-traditional sports. Without new people, ideas, perspectives and networks, sports organisations run the risk of experiencing stagnation and epistemic limitation, which will adversely impact their effectiveness and prospects for success.
COMMENDABLE EXAMPLE
World Netball offers a commendable example of addressing board diversification by appointing independent directors. Its overt focus on good governance resulted in a proposal for the appointment of independent directors to the board being tabled at its Congress in 2019. The proposal called for the conversion of two of its elected director roles to independent director roles.
In an interview published in the February 2024 edition of Governance and Compliance magazine, Head of Finance & Governance at World Netball, Angela Sanderson, who has been a leading light for good governance in the organisation, explained that change was necessary to address the board’s skills needs and lack of cognitive diversity. However, members were initially hesitant to embrace the idea of changing the board structure as “they wanted netballers representing netballers”.
Although initially hesitant, the membership ultimately approved the conversion of one of the elected director roles. Following the successful engagement of its first independent director in 2021, the members agreed to the conversion of another elected director role and the addition of a new independent athlete director role. World Netball now has three independent directors on a board of 10 and acknowledges further room for improvement.
“There are still skills that can be added, we still think that we can increase the number of independents, and we still need to improve the gender balance (the board previously had no men, now it has two), but we’re coming from a very good place now. We’ve got a board where many of the members are at the highest level within their chosen industries. That’s what we need in order to take the sport forward,” Sanderson also said in the interview.
Some of our local sports organisations could benefit from emulating the practices of World Netball.
CO-OPTING
Co-opting is another process for appointing board members to diversify talent in the boardroom and add strategic experience and expertise. In 2022, for example, the Lancashire County Cricket Club, one of England’s 18 professional first-class domestic teams, co-opted the English Football Association’s commercial director, Navin Singh, as a non-executive board member to assist the club in its digital media strategy. This followed a publicised and transparent recruitment process.
BOARD APPRENTICE
Within this dynamic of board diversification and inclusiveness, there is also the matter of succession planning and talent development in terms of creating pathways for those with passion, knowledge, and skills, but little to no experience working in governance and sports organisations. In England, the Women’s Talent Pathway Audit Board (WTPAB) has created the new role of ‘board apprentice’, recognising that as women’s football grows, the demand for talented and experienced people in all roles and at all levels will also increase. The Women’s Talent Pathway programme has primary responsibility for identifying and developing future England lionesses.
According to the WTPAB, the role “is ideal for someone who does not have experience on a committee or board but who wants to develop it”. Over the course of a year, the organisation works closely with the board apprentice to develop the skills needed to seek further governance positions and become a future leader.
Pivoting to The University of the West Indies, University of Technology, Jamaica, G.C. Foster College and overseas universities which offer sports-related courses and degrees, our local sports organisations could explore similar arrangements through internships and volunteer opportunities. For instance, my involvement with the Sports Council for Glasgow, where I currently serve as a trustee, began during my time as a student at the University of Stirling in Scotland, pursuing a master’s degree in sports management. Upon the organisation’s call for trustees, committee members, and volunteers, which was circulated among students, I underwent a successful interview process for the role of trustee.
These are but a few examples of good governance practices that our local sports organisations can implement to strengthen their boards, improve governance and overall performance. Sports organisations, over to you.