Project Charter – Softball NSW Team Cathy Kerr – General Manager Andrew Dodshon – President Andrew Hamilton – Consultant Steering Committee Frances Crampton – Board member Andrew Dodshon – President Problem/ Issue Problem Statement Review and submit recommendations on a governance model, structure and people resources to enable Softball NSW to implement its agreed strategies Goals Overall improvement target High governance standard expected of an SSO More strategic focus of the Board and skill set of Board members Implementation focus of management as opposed to hands-on operational Staff morale and ownership of position Improved relationship with major internal sport stakeholders – associations in particular Problem occurrence Poor organisational management and accountability due to: Allocation of responsibilities Poor role clarity and staff incorrectly assuming responsibility for other staff responsibilities Poor reporting and accountability structure and too much responsibility completed by choice and necessity by too few paid staff in particular management A hands on operational instead of strategic approach by a Board and management Human resourcing including falling volunteer numbers and disgruntled membership Critical success factors – project introduce processes and documentation to create a high standard governance model expected of an SSO Map out a plan for an appropriate structure and if necessary staged increase in resources whether paid or voluntary to enable successful implementation of strategic plan Ensure consistent customer (member) experience especially internal sport stakeholders – associations introduce meaningful measurements to drive accountability and performance Problem impact Staff disgruntledness, disempowerment (office factions), burn out, longevity and succession planning Low credibility with key stakeholders – associations in particular Dwindling volunteer contribution Member loss of faith in the Board and management Low documentation levels and loss of corporate knowledge Board compliance and appropriate governance implementation and succession planning Critical success factors – teams Job satisfaction and ownership Appropriate delegations, reporting and clear lines of demarcation between board, management and operational staff Enable succession planning for Board positions Meaningful KRAs across all roles Definition Project boundaries/ scope In scope Governance model: Constitutional compliance and currency Alignment with national objects and whether these are being achieved Organisational structure including sub-committees Position descriptions for staff and Board Sub-committee TOR Staff and Board appraisals Board agendas, minutes and implementation of outcomes Reporting lines Planning – strategic and operational – and on-going reporting Board and staff skill sets Policy and procedures drafting and reviewing including induction manuals Out of scope Budget review Membership structure, benefits and servicing Milestones Project time frame (phases & activities) Briefing document: 3 rd – 21 st March (3 hrs) Feedback: week commencing 31 st March Project commence: week commencing 7 th April Requesting and reading of documentation: 7 th – 27 th April (Easter and ANZAC Day period) (20 hrs) Interviews of staff and Board members: 28 th April – 9 th May (5 hrs) Report writing: 12 th – 23 rd May (20 hrs) Feedback on draft report: week 26 – 30 th May Report finalisation: 31 st May – 1 st June (2 hrs) Key deliverable dates Submit briefing document: 21 st March Board meeting: 30 th March Submission of draft report: 23 rd May Submission of final report: 2 nd June Presentation to Board (if required) – TBA (2 hrs) Critical success factors Timely access and release of required information Response times to questions Decision-making Staff and Board member availability and accessibility Acceptance of recommendations and willingness to accept and then implement change