1. An Independent Review of the World Squash Federation
8 November 2016
Rowland Jack
Presentation to the WSF Conference

2. Contents Context Governance assessment 360 degree review
Recommendations
Questions

3. Context

4. Context President’s announcement at EGM Objective:
To determine whether the WSF and its partners are “fit for purpose” in their governance, structures, areas of responsibility and relationships, including relationships with the Olympic Movement and other key stakeholders
Add about I Trust Sport

5. Approach Process-driven Culture-driven ASOIF governance tool
360 degree review
Subjective Objective

6. Governance assessment

8. Sports development & solidarity
ASOIF tool
50 indicators divided into:
Transparency
Integrity
Democracy
Sports development & solidarity
Control mechanisms

9. ASOIF tool – scoring 1 2 3 4 Not fulfilled at all Partially fulfilled
Not fulfilled at all 1
Partially fulfilled 2
Fulfilled 3
Well-fulfilled according to rules / procedures 4
Totally fulfilled in a state-of-the-art way

10. ASOIF tool scoring – example
5.7 Decisions can be challenged through internal appeal mechanisms on the basis of clear rules

11. ASOIF tool scoring – example
5.7 Decisions can be challenged through internal appeal mechanisms on the basis of clear rules
Score
Definition No 1
Some opportunity for internal appeals 2
Internal appeals policy in place 3
Internal appeals policy in place, evidence of implementation 4
State-of-the-art appeals policy, evidence of implementation, outcomes published

12. ASOIF tool scoring – example
5.7 Decisions can be challenged through internal appeal mechanisms on the basis of clear rules
Evidence:
Dispute resolution process - Articles paras 152-4
Rule for appeals - Code of Conduct, para 9
Disciplinary/Appeals Committee activity in Exec Report
Score
Definition No 1
Some opportunity for internal appeals 2
Internal appeals policy in place 3
Internal appeals policy in place, evidence of implementation 4
State-of-the-art appeals policy, evidence of implementation, outcomes published

13. Positive Limit of 2 x 4 year terms for elected positions
Good range of information published
Accounts audited externally
Appropriate and functioning internal appeals process

14. Room for improvement Ethics committee not independent
Only some board/commission decisions published
Limited information about prevention of match-fixing
Limited representation of athletes/stakeholders
Lack of risk management procedures
Some guidelines on gender equality and continental representation but not full regulations
Limited resources restrict development activities
Consideration: proportionate requirements

15. Analysis of scores Category Average (out of 4) Transparency 2.1
Integrity
1.5
Democracy
1.9
Sports development/solidarity
0.8
Control mechanisms
1.4

16. Sources Memorandum & Articles of Association
Executive Committee Report
Report of the Directors & Financial Statements – 30/6/15
Code of Ethics / Code of Conduct
Minutes of EGM on 3/6/16
Strategic Plan
Anti-Doping Rules 2015
Environment Policy
Issues of Instant Update
Andrew Shelley and Gerard DeCourcy

17. 360 degree review

18. 360 degree review 30+ individuals approached: WSF officials and staff
WSF Regional Federation leaders
Member National Federation leaders
PSA representatives
Players
Promoter
Journalist
Broad spectrum of views

19. Questions Your view of the WSF?
Should the WSF focus on standards, rules and regulations or more ambitious work on coaching, development, promotion?
Should WSF Regional Federations be more/less autonomous?
How well are Member Nations serviced by WSF and Regional Federations?
Should the PSA do more to develop the game, or focus on the Tours?
Should the PSA and WSF have a closer relationship? If so, in what ways?
Your vision for Squash for next decade?

20. Respondents Name Organisation Role Craig Archer
Pan-American Squash Federation
Vice President
Neven Barbour
Oceania Squash Federation
President
Marcel Borst
European Squash Federation
Gerard DeCourcy
Downie Stewart Lawyers
Partner / former WSF Vice President 2006–10
Tom Duggan
England Squash
Performance Director
Jacques Fontaine (*)
Alex Gough
Professional Squash Association
CEO
Linda MacPhail
World Squash Federation
David Mandel
Squash Australia
John Nimick
Event Engine Inc
Tournament promoter
N Ramachandran
5 others asked to remain anonymous

21. Responses – points generally agreed
WSF and PSA need to work collaboratively towards a common vision for squash
Given the funds available, the WSF administration operates effectively
Lack of resource at global and regional level
PSA has had a positive impact on the professional game
Squash should continue to aspire to the Olympic programme

22. Responses – other recurrent themes
WSF:
Failure to implement a strategic plan effectively
Leadership not well-regarded beyond a small circle and acts on occasion in a unilateral manner
Few assets to monetise, should be more ambitious
Not promoting squash effectively
Governance structure needs to be reformed
Should continue to be responsible for international governance
Olympic campaigns have detracted from other activities
President has personally invested time/resource in Olympic campaigns
AGMs poorly attended
PSA should dedicate some resource to development
Worrying decline in squash in some developed markets

23. Responses - disagreement
Balance of WSF and PSA responsibilities in promoting squash
Role of WSF in running events
WSF voting system – one member, one vote or a weighted system

24. Recommendations

25. Recommendations
Derive from 360 degree review or governance assessment or both
Several overlap with AGM proposals
Role of culture
Need to prioritise

26. Recommendations – by type
Strategic plan
Appoint INEDs
Increased role for staff
Review WSF assets
Maintain IOC Recognition
“Stakeholder Council”
Review voting system
Revenue share with PSA
Proactive contributions
Risk management process
Independent Ethics Committee
Regional federations aligned
Publish minutes
Increased role for athletes
Practical
Structure
Financial
Olympic

27. Recommendations – by source
Strategic plan
Appoint INEDs
Increased role for staff
Review WSF assets
Maintain IOC Recognition
“Stakeholder Council”
Review voting system
Revenue share with PSA
Proactive contributions
Risk management process
Independent Ethics Committee
Regional federations aligned
Publish minutes
Increased role for athletes
Practical
Structure
Key:
█ 360 degree review
█ ASOIF tool
█ Both
Financial
Olympic

28. Technical governance
Develop a multi-year strategic plan for squash with stakeholder
Formalise agreement with PSA
Joint statement of commitment
Introduce a formal process for risk management
Publish minutes as default option

29. Governance structure
1 or more independent, non-executive directors for Executive Board
“Stakeholder Council” instead of Executive Committee
Define role – scrutinises EB
Independent Ethics Committee
Increased role for athletes in decision-making
PSA Players’ Committee member on WSF Athletes’ Commission
Broaden responsibilities of WSF administration, protect EB authority
Review WSF voting system
Encourage WSF regions to align more closely with WSF

30. Additional resources
Review WSF assets and consider new assets for commercial development
Discuss revenue share model with PSA, funds for agreed development projects

31. Olympic Movement Remain compliant with IOC Recognised IF status
Look for opportunities to contribute to calls for expertise

32. Acknowledgements Thanks to all who have offered time and support:
Interviewees
Andrew Shelley
Gerard DeCourcy
John Zerafa - VERO communications
Prof- Jean-Loup Chappelet – IDHEAP
Cover image: Steve Line - squashpics.com

33. Questions

34. Thank you
@itrustsport