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Training 2: “Focus on people” Tallinn, Estonia 9 – 11.11.2012

Are the roles and responsibilities for the board, management, staff and volunteers clearly established? Jean Camy, EOSE University of Lyon, France


Introduction (1): From where do I speak? • An “old” sociologist observing and analyzing sport activities and organisations since forty years • Also “specialist” of human resource management in sport organisations ( dealing with individual, team and organisational development) • Having chaired several French and European non for profit sport related organisations (mostly formal associations) with a practical experience of governance.


Introduction (2): Are roles and responsibilities for the board, management, staff and volunteers clearly established? • • • • • •

Key words: “Board, management, staff, volunteers” (division of labour) “Roles and responsibilities” (accountability) “Clearly established” (formalisation/rationalisation) Structuring the sport voluntary organisations People governance/management in grassroots sport organisations


1- Structuring the sport voluntary organisations 1.1 Which organisations do we consider? 1.2 General principles of the structure of organisations 1.3 Which existing statutes, roles and responsibilities?


1.1 Which sport organisations do we consider? International federations

National federations Regional leagues Grassroots sport clubs:


Sport organisations designs ROLES

CLUB (E.U.) 2.000 000 ?

REGIONAL LEAGUE (France)

NATIONAL FEDERATION (France)

INTERNATIONAL FEDERATION

BOARD (elected volunteers)

8 to10 board members

8 to10 board members

10 board members

10 to 20 board members

PAID STAFF (managers, coaches, etc‌)

1 to 2 FTE paid 3 to 5 full time personnel staff

10 to 60 full time staff

10 to 200 full time staff

Event volunteers

Event volunteers

OTHER 20 to 40 VOLUNTEERS volunteers (coaches, accompanying..)

Event volunteers

MEMBERS (association)

Clubs (from 5 to Clubs (from 50 to 1000) 10 000)

150 members

National federations (from 10 to 200)


Roles and responsibilities of the different kinds of sports organisations ROLES

CLUBS

REGIONAL LEAGUES

NATIONAL FEDERATIONS

INTERNATIONAL FEDERATIONS

Global role

Deliver sport practice

Organise sport practice

Structure and Define and organise national regulate sport sport practice

Internal relations Main role but Depends from (within the limited power country to federal system) (feel “exploited”) country (decentralized)

Represent national sport Support clubs activities

Head of the system in terms of regulations

Relations with other stakeholders (public authorities, sponsors, etc…)

A crucial role in centralized countries for their relations with the State and sponsors

The most visible part of the system…Could be very rich and powerful

Relations with local public authorities (main source of funding) limited sponsoring

Depends from country to country (decentralized)


1.2 General principles to understand the structure of organisations


Mintzberg’s model of organisation (functional division of labour)


Mintzberg’s views on the different ways to coordinate organisations • Mutual adjustments (speak with each other; limited formalisation) • Direct supervision (orders; limited formalisation) • Standardisation of work processes (everything defined by the techno-structure: taylorism) • Standardisation of results/outcomes () • Standardisation of qualifications (the training gives the standard: recruitment and development are key) • Standardisation of norms, values and beliefs ( its around the values and beliefs (“ideology”) that people agree and work together)


Machine bureaucracy Strategic APEX

Techno-structure

Production of norms and regulations Operating core


Role of values/beliefs (ideology) in the governance of sport associations Association are “mission led” organisations (Mintzberg) • Associations (non-profit voluntary organisations) are specific organisations if we compare them with for-profit entreprises and public services • They are based on a common/shared vision/mission on which individual members regularly agree • and to which they give their free participation and financial contribution (fees) to achieve that mission • because they believe in its importance


ÂŤ Missionnary Âť configuration Ideology: values and beliefs


1.3 Which existing statutes, roles and responsibilities within grassroots sport organisations?


Standard model of the governance of voluntary associations BODIES

ROLES AND RESPONSIBILITIES

Elected Board (volunteers)

Leads/organises

Management

Administrates/manages

Staff and other volunteers

Operate

Members

Decide (through General Assembly)


Recent developments in sport associations • More and more demanding members (still members? or users? or clients ?) • More and more responsibilities for boards • More and more paid staff • More and more “professionnalisation of volunteers” • More and more “volunteering paid staff”


The three pillars of the division of labour for the management of a sport association Tasks required by the functioning of the association

Competencies and capabilities of members (board, management, staff and volunteers)

Roles and responsibilities of the board, management, staff and volunteers


2. People governance/management in grassroots sports associations • 2.1 Take care of the peculiarity of volunteer resources in grassroots sport associations • 2.2 Make their commitment clear, efficient and valuable for people • 2.3 Boards: building (performing) teams (Kalzenbach and Smith) • 2.4 Key behaviours for team members


2.1 Take care of the peculiarity of volunteer resources in grassroots sport associations • Volunteers have limited time and it is not possible to take more of their time to train them formally; • Volunteers take no longer lifelong commitments (turn over) • Highly qualified volunteers are rare and sought after (competition) • There is a huge tacit knowledge within organisations which has been traditionnaly transmited through « compagnonship » (no « formalisation » and little improvement ). • Capitalize on that to create learning communities


2.2 Make their commitment clear, efficient and valuable for people • Map the key roles and functions run in voluntary sport organisations; • Map and formalize (through « e-manuals ») the key related competences; • Share the knowledge and competences (developing « learning communities /organisations » such as treasurer’s communities of practice…); • « Professionalize » volunteers (developing their competences) through mentoring and learning communities • Recruit « volunteering » professionals (not to exploit them but to be sure that they understand the specificity of an association)


2.3 Boards: building (performing) teams (Kalzenbach and Smith)

• A deep sense of purpose • “Complete work” (decision making norms; creativity in problem solving; effective team meetings management; cooperation procedures ) • Ambitious performance goals • Mutual accountability • Complementary skill set / interchangeable skills • Shared leadership • Regular team evaluation • In our case (crucial): open to whole association members


2.4 Key behaviours for team members • Relations with others (Tolerance to others (level1) Acceptance of others (level2) Recognition of others (level 3) Confidence with others (level4)) • Cooperation • Co-responsibility • Acceptance of the norms of the group


Conclusion: The three challenges of people governance in grassroots sports associations • Have a clear vision and mission for the organisation: maintain and update it democratically: what are we there for? Too much organisations are losing their goals and concentrate only on efficiency and development (“instrumental”) • Consider positively the diversity of statutes and interests of the people. Volunteers are rare don’t waist their dedication and energy. Diversity brings richness not only complication! Be flexible! • If you want people (and your organisation) to be accountable, give them opportunities to develop. Principles organisation and procedures can help accountability but people education remains the key.


Thank you for your attention! jean.camy@univ-lyon1.fr

Profile for International Sport and Culture Association

Roles and responsibilities for the board, management, staff  

Presentation by Jean Camy, Univeristy Lyon 1, during the GGGS Training 2: “Focus on people” Tallinn, Estonia 9 – 11.11.2012

Roles and responsibilities for the board, management, staff  

Presentation by Jean Camy, Univeristy Lyon 1, during the GGGS Training 2: “Focus on people” Tallinn, Estonia 9 – 11.11.2012

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