1. NISA INFORMATION MEETINGS

2. ENVIRONMENT & OPPORTUNITIES
The Government Strategy for Sport - Sporting Future focuses on sport and physical activity delivering health, social community and economic outcomes.
A UK Governance Code for Sport came into force on 1 April 2017 setting out the levels of transparency, accountability and financial integrity required from sports bodies seeking public funding. Implementation of the Code by 30 September 2017 is mandatory

3. HOME COUNTRIES STRUCTURES
The Government Strategy for Sport - Sporting Future focuses on sport and physical activity delivering physical & mental wellbeing, social, community and economic outcomes.
Sport England funding will be directed at delivering these priorities. NISA Strategy considers the changing priorities for sport
As the lead organisation for ice skating within the UK, NISA has set up a working group to review how NISA can assist with re- invigorating the home nations bodies in Northern Ireland, Scotland and Wales and developing appropriate regional structures in England
NISA will be engaging with the home nation bodies in Northern Ireland, Scotland and Wales to facilitate ice skating development programmes within the home countries and regionally within England. This will promote better delivery systems, provide opportunities for membership engagement and allow access to local funding sources.

4. NISA Strategy 2016 – 2026 Skate for Fun Skate for Gold Skate for Life
Approved October 2016
NISA Strategy 2016 – 2026
Vision 2026
Succeed on World stage and inspire all generations to enjoy skating, in all forms, for fun, success and life
A mouth-watering picture of what the organisation looks like in 2026
Skate for Fun
Skate for Gold
Skate for Life
Mission 2026
Establish an infra-structure that increases and sustains participation at all levels and achieves success on the World Stage by 2026
What we need to achieve over the next strategic cycle to move closer to the Vision
1) Organisation: Deliver a high performing, credible and strategy-led organisation; foundations by 2018, mature by 2022.
Objectives
2) Participation: Evidence of increased participation in ice skating at all levels and
membership rising from 5,000 to 10,000 by 2022
Specific, Measurable, Achievable, Relevant & Timebound goals to measure progress
3) Talent: Deliver a systematic, evidence-based, athlete-centred talent programme that supplies a pipeline of athletes with medal-winning potential, to all skating disciplines by 2022 and beyond.
4. High Performance: Have at least three disciplines represented in 2022 Olympic Games and win ?? medals in 2026 Olympic Games
Strategies
Organisation
Deliver a credible, modern, innovative, expanding and high performing organisation
Workforce
Ensure there is a highly qualified and trained workforce to deliver the strategic objectives
Participation
Deliver a participation framework
that ensures strong participation at all levels and in all disciplines
Talent and Performance
Deliver a systematic and evidenced based medal-winning talent and elite pathway
The direction we will take to achieve the Mission & Objectives
Deliver the corporate strategy which ensures a strategic fit between the organisations mission, goals, capabilities and changing market opportunities
Produce a comprehensive workforce plan to recruit, retain, reward and support talented people within the organisation
Develop a participation framework that includes competitive, recreational, coaching, officiating, talent and performance pathways in all disciplines
Establish a robust talent pathway which identifies confirms and develops athletes on a trajectory to be WCP Podium and Podium Potential athletes in the 2022 and 2026 Olympics.
Tactics
Establish effective leadership and a flexible, modern management structure which seeks, encourages and delivers innovation
Encourage and develop teamwork, engaging employees to understand their role in the success of the organisation
Profile market segments, develop
offerings for target markets and build a positioning strategy that creates a competitive advantage
Specific actions to
enable the above
(high level)
Establish a performance coach development and mentoring programme aligned to the needs of the talent to performance pathway
Develop annual operational and individual plans with SMART targets, communicated throughout the organisation with clear accountability for results aligned to the corporate strategy
Develop and deliver induction, succession and training plans to ensure an effective Board
Improve the membership package to ensure it meets market needs and improves customer satisfaction
Apply to Sport England for Talent and Podium Foundation funding in 2017 to support the talent pathway programme
Establish an effective HRM system, aligned to the corporate strategy
Establish robust Governance to ensure the organisation is ‘fit for purpose’, transparent and compliant with legislative and stakeholder requirements
Implement an ice rink accreditation scheme that quality assures programme delivery against recognised NGB standards. Including Safeguarding, Equality and Coaching requirements
Work closely with UK Sport, the BOA and other
stakeholders to deliver the WCP in preparation for the 2022 and 2026 Olympics
Produce a volunteer strategy to recruit, deploy, reward and support volunteers
Recruit and develop a workforce against world class attributes to support the talent and performance programmes
Work closely with national stakeholders to deliver common objectives, including Home Nation Sport Councils, Public Health England and Equality organisations
Build turnover and profitability by increasing income and ensuring the efficient use of resources
Review and update the coach education and licencing scheme, aligning it to industry standards for the participant framework
Select athletes to compete Internationally in the right competitions to meet the development and performance needs of both the athlete and Association
Deliver a communications and media strategy to establish effective policies, systems and processes including branding, website and social media
Establish an innovative and robust education programme for judges, officials and volunteers aligned to the participant framework
Establish profitable relationships with local delivery networks to get products to market, including ice rinks, skating clubs, local authorities, local commissioning groups and county sport partnerships
Review and revise the domestic competitive and test structures to adequately prepare talented and performance athletes to compete on the world stage
NISA People Market High Performance

5. STRATEGIES
Organisation - Deliver a credible, modern, innovative, expanding and high performing organisation
Workforce - Ensure there is a highly qualified and trained workforce to deliver the strategic objectives
Participation - Deliver a participation framework that ensures strong participation at all levels and in all disciplines
Talent and Performance - Deliver a systematic and evidenced based medal-winning talent and elite pathway

6. NISA STAFF STRUCTURE

7. Future Governance for NISA
Key Points

8. DRIVERS FOR CHANGE Expectations of NISA’s Membership
Ice Skating Independent Governance Working Group
Requirements of UK Sport’s contracts with NISA
£1.39 million funding for Figure Skating ( )
£4.38 million funding for Speed Skating ( )
Compliance with the Code for Sports Governance
Obligations for all NGBs receiving public funding from tax- payers and/or the National Lottery
Alignment with NISA’s 2016 – 2026 Strategy
Governance arrangements need to support and facilitate NISA’s Strategy

9. ALREADY PUT INTO PLACE 4 Independent Non-Executive Directors recruited
commercial, financial, HR & legal expertise
Audit Committee formed
oversight of audit, risk and governance matters
Nominations Committee formed
support for the NISA Board on recruitment of directors

10. REQUIREMENTS FOR FUTURE BOARD
The Code for Sports Governance and UK Sport require:
a board which provides leadership on strategy and policy- making & oversight of financial and risk management for the delivery of NISA’s activities
discontinuation of “executive portfolio” type directorships and associated “portfolio sub-groups”
a maximum board size of 12, with a minimum 25% of openly recruited INEDs
all directors, whether appointed or elected, to be recruited on the basis of their skills and experience

11. PROPOSED FUTURE BOARD STRUCTURE
Chair
Minimum of 5 Non-Executive Directors
elected by Members to cover existing Disciplines
Minimum of 3 Independent Directors
appointed by Board to bring commercial, financial & legal expertise
Flexibility to add up to 3 Directors
1 NED for a possible new Discipline
1 INED for additional independent expertise
1 Co-opted Director to meet a short term need

12. PROPOSALS FOR FUTURE COMMITTEES
A set of committees providing technical expertise to support the delivery of NISA’s activities and programmes:
an appropriate structure of committees to bring expertise covering all disciplines (e.g. ice dance; short track ) and also functions (e.g. officials; coaches)
open recruitment of committee chairs and committee members on a skills and experience basis
involvement of relevant NISA staff members on committees
a group composed of the CEO and committee chairs to co- ordinate activities between and across committees

13. PROPOSED FUTURE BOARD STRUCTURE AND PROPOSALS FOR FUTURE COMMITTEES
Please note that, taking account of feedback from the Information Meetings in Sheffield, Edinburgh and London, the formal papers which will be sent out for the 2017 NISA AGM will clarify:
that a majority of the Board Directors will be elected by the NISA Membership
that the Technical Committees will include Committee Members elected by the NISA Membership

14. UPDATED ARTICLES OF ASSOCIATION
The National Ice Skating Association of the United Kingdom Limited (NISA) is a company limited by guarantee
A number of the proposed changes (in particular the future structure of the NISA Board) therefore require relevant changes to the Articles of Association of NISA
The 2016 management audit of NISA, carried out on behalf of UK Sport, also underlined that NISA’s 2011 Memorandum of Association and 2013 Articles of Association needed some general updating to reflect current general good practice among NGBs under current company law
The proposed revised Articles of Association for NISA will be included, with explanatory notes, in the papers for the AGM, to be circulated at least 28 days before 12 August 2017
Every vote from a NISA Member at the 2017 AGM will be important in helping to move our sport forward.

15. EXPECTED BENEFITS OF UPGRADED GOVERNANCE FOR NISA
Retention of existing UK Sport investment in Figure Skating
Return of existing UK Sport investment in Speed Skating from the EIS to NISA
Opportunity to access development funding from Sport England for grassroots and clubs
Ability to meet “due diligence” scrutiny of potential commercial partners and sponsors
Overall more effective and efficient delivery of NISA services and programmes for its Membership and the sport of Ice Skating as a whole