Moving towards a Culture of
Strategic Management in Fiji:the case of Fiji Rugby
Faculté des sciences de la motricité,
Université catholique de Louvain, Belgique
MASTER EXECUTIF EN MANAGEMENT DES ORGANISATIONS SPORTIVES
EXECUTIVE MASTERS IN SPORTS ORGANISATION MANAGEMENT
MEMOS XVII
2013-2014
Moving towards a Culture of
Strategic Management in Fiji: the case of Fiji Rugby
Vers une culture de Strategie d’Entreprise à Fidji:
Étude de cas sur Fiji Rugby
By Carl Rangituatata Ngamoki-Cameron © 2014
Tutored by Professor Leigh Robinson
Affiliation of Tutor
ABSTRACT
Purpose – The purpose of this paper is to set out research that aimed to
understand how Fiji’s Olympic Sport Organisations (“OSOs”) could move
towards a culture of strategic management.
Methodology – Quantitative research was carried out on Fiji’s OSOs using
the readiness assessment tool developed by Minikin (2009) and qualitative
research into the Fiji Rugby Union (“FRU or Fiji Rugby”) that included semistructured interviews, the review of several documents and participant
observations.
Findings – The quantitative research on Fiji’s OSOs found that: (1) there is a
need for strategic management to improve accountability, transparency and
competitiveness; and, (2) governance is of a basic to moderate level of
development, however, organisational performance is not being adequately
evaluated or monitored, if at all, and that generally the practice of strategic
leadership and strategic planning is below the Sport Industry Benchmark. The
case study of the FRU found that the FRU Strategic Plan was not fit for its
purpose; discussed the vision, values and strategic objectives of the FRU; and,
proposed a methodology for revising the FRU Strategic Plan. The development
of human capacity is the key for Fiji’s OSOs to move towards a culture of
strategic management and financial independence from funding agencies. The
training and development of those responsible for governance and management
at village, school, club, provincial and national levels in the practice, theory and
applicable tools of governance and strategic management is at the heart of
improving the accountability, transparency and competitiveness of Fiji’s OSOs,
reinforcing the public’s trust and confidence in these sport organisations, and
sustainably lifting the standard and performance of Fiji’s athletes and national
sporting teams.
Research Implications – The research identified suitable frameworks of
governance, strategic management and performance management for use by
Fiji’s OSOs. The research also developed and proposed a methodology for the
revision of the FRU Strategic Plan.
Practical Implications – The development and implementation of a longterm, sport industry-wide training and education program on the governance
and strategic management of sport organisations in Fiji, aimed at those
responsible for the governance and management of Fiji’s OSOs from village to
national levels. The update, revision and validation of the FRU Strategic Plan.
Originality – The paper presents an analysis of the practice of governance
and strategic management by Fiji’s OSOs, including a unique case study and
insight into the FRU’s practice of strategic management, strategic planning and
performance management.
Key words - Strategic Management, Fijian Culture, Vaka i Taukei,
Solesolevake, Ke davo donu na vauna, ena qai muri main a Sauta, Talanoa Na
Yagona, Fijian way of Life, Fiji Rugby Union or FRU or Fiji Rugby,
International Rugby Board (“IRB”), Strategic Planning, Performance
Management, Oceania National Olympic Committees (“ONOC”), Fiji
Association of Sports and National Olympic Committee (“FASANOC”), Fiji
National Sports Commission Decree 2013, Olympic Sport Organisations in Fiji
or OSOs.
Paper Type: Research paper.
SOMMAIRE
Objet – L’objet de cette dissertation est d’engager une recherche dont le but
est de comprendre comment les comités d’organisation des sports Olympiques
(OSO) peuvent évoluer vers une culture de stratégie d’entreprise.
Méthodologie – Nous avons entrepris une recherche quantitative sur les
organisations de Sports Olympiques en nous servant de l’outil d’évaluation de
disponibilité opérationnelle élaboré par Minikin (2009) et une recherche
qualitative sur la Fiji Rugby Union (“FRU ou Fiji Rugby”) qui a comporté des
entretiens à moitié structurés, l’analyse de plusieurs documents et les
observations de participants.
Conclusions – La recherche quantitative sur les “OSO” Fidjiens a conclu que:
(1) il y a un besoin réel de stratégie d’entreprise pour améliorer la
responsabilité, la transparence et la compétitivité; et, (2) la gouvernance en
général est à un niveau de développement basique ou modéré, cependant, la
performance organisationnelle est peu évaluée et pilotée, voire pas du tout, et en
général l’usage de leadership stratégique ou de planification stratégique est en
dessous de l’étalonnage (standards) de l ‘industrie du sport. L’étude de cas de la
FRU a révélé que la planification stratégique n’était pas adaptée à son objectif ;
a débattu de la vision, des valeurs et des objectifs stratégiques de la Fidji Rugby
Union, et propose une méthodologie pour revoir la planification stratégique de
FRU. Le développement du potentiel humain est capital pour les OSO’s
Fidjiens afin d’évoluer vers une culture de stratégie d’entreprise et
une
indépendance financière par rapport aux bailleurs de fonds. La formation et le
développement des responsables de la gouvernance et de la gestion au ntniveau
du village, de l’école, du club, de la province et au niveau national ; avec la
mise en pratique, la théorie, les outils appropriés et la gestion sont au cœur de
l’effort pour améliorer la gouvernance, la transparence et la compétitivité des
OSOS Fidjiennes. Ceci pour rétablir la confiance et la foi du public envers ces
organisations sportives, et en élevant durablement le niveau et les performances
des athlètes de Fidji et des équipes sportives nationales.
Les Implications de cette recherche.– Ce travail a identifié des canevas
appropriés de gouvernance, de stratégie d’entreprise et de pilotage de la
performance pour les OSOs Fidjiennes. Ce travail a aussi développé et proposé
une méthodologie pour la révision de la planification stratégique de FRU.
Implications Pratiques—Le développement et la mise en place à long terme
d’un programme de formation et d’éducation sur la gouvernance et la stratégie
d’entreprise des organisations sportives à Fidji, qui visent les responsables de la
gouvernance et de la gestion d’entreprise des OSO’s Fidjiennes; depuis ceux du
niveau des villages à ceux du niveau des équipes nationales. La mise à jour, la
révision et la validation de la planification stratégique de FRU.
Originalité – La dissertation présente une analyse de la pratique de la
gouvernance et de la stratégie d’entreprise des OSO’s Fidjiennes, qui inclut une
étude de cas unique et un aperçu de la mise en œuvre de stratégie d’entreprise et
pilotage de la performance par FRU.
Mots clé - Stratégie d’entreprise, Culture Fidjienne, Vaka i Taukei,
Solesolevake, Ke davo donu na vauna, ena qai muri main a Sauta, Talanoa Na
Yagona, le style de vie Fidjien, Fidji Rugby Union or FRU or Fidji Rugby,
International Rugby Board (“IRB”), Planification Stratégique, Pilotage de la
Performance, Oceania National Olympic Committees (“ONOC”), Fiji
Association of Sports and National Olympic Committee (“FASANOC”), Fiji
National Sports Commission Decree 2013, Olympic Sport Organisations in Fiji
or OSOs.
Type de dissertation: Recherche.
ACKNOWLEDGEMENTS
I would like to express my sincere gratitude and appreciation to all of the
people and sport organisations that made possible this unique experience and
amazing journey towards an Executive Masters in Sports Organisation
Management (“MEMOS”) from the Université catholique de Louvain,
Belgique, particularly Olympic Solidarity and FASANOC for their financial
assistance.
I especially wish to acknowledge the FASANOC executive board members,
particularly Dr Robin Mitchell (President ONOC & IOC member in Fiji) and
Reginald Sanday (President FASANOC) for accepting my application to attend
the MEMOS program on scholarship. Also, the board members and office
bearers of the Fiji Rugby Union, Cycling Fiji and Fiji Triathlon Association for
supporting my MEMOS application to FASANOC, particularly Filimone
Waqabaca, Chairman Fiji Rugby Union, Dom Sansom, President Cycling Fiji
and Andrew Pene, President Fiji Triathlon Association.
Participation in the MEMOS XVII program required the necessary logistical
coordination and administrative support of principally the following
organisations and individuals who were always kind, considerate and courteous
towards me: Professor Thierry Zintz (MEMOS Director), Professor Ian Henry
(MEMOS Project Coordinator), Joana Zipser-Graves (Section Manager, NOC
Management Programs, Olympic Solidarity), Lorraine Mar (Secretary General
& Chief Executive Officer, FASANOC), Lyndall Fisher (Sport Administration
Officer & Sport Development Manager, FASANOC), Marta Avila (Chaperone,
Guatemalan Olympic Committee) and Peter Brull (Chaperone, Finish Olympic
Committee).
I am grateful to my tutor, Professor Leigh Robinson, for her positive attitude
and guidance that led to my research topic, title and this paper; Brian Minikin,
for his initial support and encouragement; the participants in my research who
made this research possible but due to confidentiality restraints I am unable to
acknowledge individually; and for the memorable moments, diversity,
i
friendship, respect and inspiration of my fellow MEMOS XVII students who
work daily and passionately to achieve the Olympic Vision of building a better
world through sport.
I must thank Frank Boivert for his expert skill and assistance translating the
abstract in this paper from English into French, although Kamil Khoury was
generous enough to assist with a basic translation of the abstract.
In conclusion, I must end where it all began. This journey would not have
been likely if I did not have a passion for sport, especially rugby union, and had
not been coaxed into coaching the Rewa Rugby Union provincial men’s senior
team from 2004 to 2006, by the then President of the Rewa Rugby Union, Ro
Vilitati Mataitini; if I had not been nominated in 2011 by the Prime Minister of
the Republic of Fiji, Rear Admiral Josaia Voreqe Bainimarama, and supported
in this nomination by the President of the Republic of Fiji, Brigadier-General
Ratu Epeli Nailatikau, to be the independent community director on the board
of the Fiji Rugby Union for two years to April 2013; but for the leadership and
guidance of the then FRU Chairman and current Commander of the Republic of
Fiji Military Forces, Brigadier Mosese Tikotonga from 2011 to 2013; and if it
was not for my nomination in 2013 by the then Chairman and current President
of the Suva Rugby Union, Commander Francis Kean, and subsequent election
to the post of legal director on the board of the Fiji Rugby Union to April 2015.
ii
CONTENTS CHAPTER 1 - INTRODUCTION
1 1. The Research Problem
1 2. The Research Aims and Question
1 3. Summary of Chapters 2 to 4
2 CHAPTER 2 – LITERARY REVIEW
3 1. Introduction
3 2. Strategic Management
5 3. Performance Management System
6 CHAPTER 2.1 – STRATEGIC MANAGEMENT
7 1. Governance reflective of an OSOs’ culture
7 2. What is strategic management and the planning process?
8 Figure 1 – Strategic Management Process ............................................................................................................ 8 3. What is the board’s role in strategic management?
9 4. How to prepare for the strategic process?
10 5. Why is strategic management needed?
13 6. What are the benefits of strategic planning?
16 7. Common barriers to strategic planning
21 CHAPTER 2.2 – PERFORMANCE MANAGEMENT SYSTEM
23 1. The Performance Management Cycle
23 Figure 2: The Performance Management Cycle ................................................................................................ 23 2. The Balanced Scorecard
25 3. Strategic Objectives Model
27 Table 1 – Model of Organisational Performance .............................................................................................. 28 4. Readiness Assessment Tool
28 CHAPTER 3 – METHODOLOGY AND RESULTS
30 1. Introduction
30 iii
2. OSO Assessment
31 3. Case Study: - Fiji Rugby
33 CHAPTER 3.1 – OSO ASSESSMENT
36 1. Quantitative Research Methodology
36 2. Results of RAT Assessment
38 Table 2 – OSOs below Governance Sport Industry Benchmark .................................................................. 38 Graph 1 – FRU, FTA & CF RAT Results compared to Sport Industry Benchmark ............................. 39 Graph 2 – OSO Governance Results compared to Sport Industry Benchmark ....................................... 40 3. Discussion of RAT Assessment Results
40 CHAPTER 3.2 – CASE STUDY
42 1. Qualitative Research Methodology
42 2. Results of Documentary Review
44 2.1 FRU Strategic Planning Working Document ............................................................................................... 44 Table 3 – July 2012, Workshop Schedule ........................................................................................................... 46 The Vision Exercise .................................................................................................................................................... 46 The Mission Exercise ................................................................................................................................................. 47 Table 4 – July 2012, top five SWOTs ................................................................................................................... 48 Strategic Planning / GAP Exercise ........................................................................................................................ 48 Balanced Scorecard Exercise ................................................................................................................................... 49 Table 5 – July 2012, Balanced Scorecard ............................................................................................................ 49 Graph 3 – July 2012, Balanced Scorecard ........................................................................................................... 50 Formulation of Strategic Plan and other initiatives .......................................................................................... 50 2.2 FRU Strategic Plan, 2012 - 2022 – ‘Leaving a Legacy’ ........................................................................... 50 Table 6 – FRU Strategic Plan Vision, Mission and Values ........................................................................... 51 Table 7 – FRU’s Strategic Goals ............................................................................................................................ 52 2.3 FRU Development Plan 2014-2015 ................................................................................................................. 54 2.4 Fiji National Sports Commission Decree 2013 ........................................................................................... 55 2.5 2013 IRB Report .................................................................................................................................................... 56 2.6 2012 PWC Report .................................................................................................................................................. 57 3. Results of Interviews
58 3.1 Part A – Preparing to Revise .............................................................................................................................. 58 (A) Who are the key stakeholders for the FRU, which key stakeholders should be involved in the
planning process, and how would you involve the Vanua? ........................................................................... 58 (B) How would you go about revising and developing the FRU Strategic Plan? ............................. 60 Strategic Planning Committee ................................................................................................................................. 60 iv
Consultant and Balanced Scorecard ...................................................................................................................... 61 Workshops in 4 Divisions ......................................................................................................................................... 64 (C) How much time is required to revise the FRU Strategic Plan, how long should the plan be
for, and when should the plan be reviewed? ....................................................................................................... 66 3.2 Part B – Revision of the FRU’s Vision, Values and Objects .................................................................. 67 (A) What are the core values for Fiji Rugby? ................................................................................................ 67 Table 8 – Core values for FRU ............................................................................................................................... 68 (B) What should be the vision for Fiji Rugby overall, and for 7s and 15s? ........................................ 69 (C) How would you achieve this vision or what are the strategic objects of Fiji Rugby? .............. 72 Table 9 – Mission Research Results ...................................................................................................................... 75 4. Discussion of Case Study Results
76 4.1 A diagnosis of strategic planning by the FRU ............................................................................................. 76 Introduction .................................................................................................................................................................... 76 The FRU strategic documents are not fit for purpose ...................................................................................... 79 4.2 Revision of FRU Strategic Plan ........................................................................................................................ 88 Table 10 – Proposed Methodology for the Revision of FRU Strategic Plan ........................................... 90 4.3 Governance, Constitutional Review, Incorporation, Performance Management ............................. 91 CHAPTER 4 – CONCLUSIONS
93 1. The Fiji Rugby Union
93 Picture 1 - The first committee of the Fiji Rugby Union - 1913 .................................................................. 93 2. Rationale for Strategic Management
94 3. Strategic Management of Fiji’s OSOs
94 LIST OF REFERENCES
98 APPENDICES
101 Appendix 1 - Chronology of Events of Governance and Management
101 Fiji Rugby Union 15s, Governance and Management ....................................................................................... 101 Fiji Rugby Union 7s ....................................................................................................................................................... 102 Athletics Fiji ..................................................................................................................................................................... 103 Netball Fiji ........................................................................................................................................................................ 103 National Golf Association of Fiji .............................................................................................................................. 103 Boxing Fiji Association ................................................................................................................................................ 103 Appendix 2 - FRU Structure and Background
104 Appendix 3 - RAT Governance Pillar 1 – Strategic Management Elements
107 v
Appendix 4 - Colonial Cup 2004 - 2008
108 Appendix 5 - OSOs RAT Data and Column Graph – 2014
110 Appendix 6 - Stakeholder Interview Questionnaire
112 Appendix 7 - Combined Stakeholder Interview Answers
114 Appendix 8 - The FRU’s 10 Strategic Goals
128 - The FRU’s Balanced Scorecard Quadrants and Strategic Goals
129 vi
Chapter 1 - Introduction
1.
1.1
The Research Problem
Generally, the public’s trust and confidence in the governance and operation
of Fiji’s OSOs is low and expectations of performance pessimistic. There is a
degree of justification for the public’s negative attitude towards Fiji’s OSOs, as
so many internal governance and management issues have been highly
politicized and publicized (see Chronology of Events of Governance and
Management Appendix 1).
1.2
For example, the governance and management of Fiji’s largest national
federation, the Fiji Rugby Union, over the last decade has been unstable, its
operational performance unremarkable, and its financial position precarious or
uncertain (see Appendix 1 and the FRU Structure and Background in
Appendix 2).
1.3
However, despite these challenges for the FRU, to the credit of the players
and those people involved in their development and participation (including
families, coaches, villages, schools, clubs, provincial unions and the IRB), the
FRU’s national athletes and teams continue to punch well above their weight on
the international scene.
2.
2.1
The Research Aims and Question
The purpose of this paper is to set out research that aimed to understand how
Fiji’s OSOs could move towards a culture of strategic management.
2.2
The research focused on how to move Fiji’s OSOs towards a culture of
strategic management, by quantitatively investigating the governance capacity
of Fiji’s OSOs, as context for further qualitative research into the Fiji Rugby
Union as an exemplar of how to move Fiji’s OSOs towards a culture of strategic
management.
1
3.
3.1
Summary of Chapters 2 to 4
Chapter 2 – Literary Review: contained a review of literature relevant for
research purposes. Chapter 2.1 – Strategic Management: began with a brief
discussion of governance, outlined the concept of strategic management and a
five-step process developed by Camy & Robinson (2007, p.62, Figure 1).
Chapter 2.2 – Performance Management System (“PMS”): outlined the concept
of performance management and a four-step process by Robinson & Palmer
(2010, p. 127, Figure 2).
3.2
Chapter 3 – Methodology and Results: outlined the theoretical and
methodological procedures used for research purposes, the readiness assessment
tool developed by Minikin (2009), documentary review and semi-structured
interviews. Chapter 3.1 – OSO Assessment: outlined the quantitative research
methodology used on OSOs, the results of the RAT assessment, and presents
and discusses the RAT assessment results. Chapter 3.2 – Case Study: outlined
the quantitative research methodology used on the FRU, the results of a
documentary review and semi-structured interviews, and presented and
discussed the case study results.
3.3
Chapter 4 – Conclusions: outlined the conclusions reached from the research
and suggested how Fiji’s OSOs can move towards a culture of strategic
management.
2
Chapter 2 – Literary Review
1.
1.1
Introduction
A review of literature on governance, strategic management, and performance
management was undertaken and informed quantitative research into Fiji’s
OSOs and qualitative research into the Fiji Rugby Union.
1.2
The literary review identified the following governance and management
tools for research purposes and for the use of management in Fiji:
(a) The readiness assessment tool (Minikin, 2009) was useful for research
into the strategic management capacity and development of Fiji’s OSOs;
(b) The five-step strategic management process (Camy & Robinson, 2007,
p. 62, Figure 1) was useful for research into the strategic management
activities of the FRU;
(c) The four-step performance management process (Robinson & Palmer,
2010, p. 127) was useful for research into the performance management
activities of the FRU.
(d) The Contingent and Standards governance framework (Mowbray 2011)
(“CaS”) is useful for Fiji’s OSOs because the framework addresses poor
governance in sport, is non prescriptive, adaptive to the changing needs
of sport organisations as they move around the governance lifecycle,
applies to large and small OSOs, reflects the culture of a sport and those
involved in it, and is multi-dimensional.
1.3
The literature is crowded with different models for both strategic management
and performance management, like for example: the four-phase strategic
planning processes defined by Sport and Recreation New Zealand (2004, p.8)
and the Australian Institute of Company Directors (“AICD”) (2014, p.14),
which were considered conceptually inaccurate for the purposes of the research;
3
and the holistic performance management methods; the balanced scorecard
framework, which was considered far to complicated in general and not suitable
for use in Fiji; the strategic objectives model (Winand, Zintz, Bayle and
Robinson, 2010), which may be suitable for use in the Fiji context; and the
readiness assessment tool (Minikin, 2009), used for research into the strategic
management capacity and development of Fiji’s OSOs.
1.4
The accountable, transparent and competitive governance and management of
a sport organisations is totally dependent on the quality of the people that
participate in an OSO, combined with the synergy, trust and communication
that exists between the board and executive teams of the organisation or the
office bearers and volunteers of the organisation.
1.5
Strategic management by an OSO involves high-level strategic planning,
aimed at achieving a strategic advantage, and the formulation of a strategic plan
for achieving long-term strategic goals and objectives, as well as, the
implementation of a strategic plan and allocating resources necessary for the
carrying out of an OSO’s strategic goals or objectives.
1.6
At an operational level of an OSO, the goals and objectives established in a
strategic plan are each further refined into separate operational strategic
objectives and plans that are implemented and individually evaluated on a
regular basis for performance. This performance management process, system
or cycle is critical to achieving the vision of an OSO.
1.7
There are two factors that are integral to the success of any performance
management system for OSOs, as follows:
(a) The staff must have an attitude or culture that is supportive and
accepting of performance management, making sure that procedures and
operations actually meet targets; and,
(b) The effective setting of performance measurements and targets that are
4
measureable, achievable, specific, time-specific, ends not means, and
ranked.
2.
2.1
Strategic Management
Chapter 2.1 - Strategic Management, is divided into 7 Sections, and for the
purposes of the research into the FRU this Chapter is focused on how to prepare
for the strategic process (Section 4), why strategic management is needed
(Section 5), and the benefits of strategic planning (Section 6).
2.2
These 7 Sections can be summarized, as follows:
(a) Section 1 - Governance reflective of an OSOs’ culture, briefly discusses
governance and the CaS governance framework;
(b) Section 2 – What is strategic management and the planning process,
defined strategic management and presented the Camy and Robinson
(2007) five-step model of strategic management;
(c) Section 3 – What is the board’s role in strategic management, discussed
the board role in formulating a strategic plan, managing strategy and the
performance of an OSO.
(d) Section 4 – How to prepare for the strategic process, discussed how an
OSO can formulate a detailed political and administrative plan for the
revision or development of a strategic plan by simply answering the
following four questions (Camy & Robinson, 2007, p. 62):
1. Why do you need a strategic plan?
2. How will you go about developing this plan?
3. How much time do you have to carry out the strategic planning
process?
5
4. What budget do you have for the strategic planning process?
(e) Section 5 – Why is strategic management needed, discussed the role,
rationale and reasons for developing a culture of strategic management
for Fiji’s OSOs.
(f) Section 6 – What are the benefits of strategic planning, discussed the
benefits of developing a culture of strategic management.
(g) Section 7 – Common barriers to strategic planning, puts the problems
faced by Fiji’s OSOs into context, by presenting research into the state
of strategic planning by Sport and Recreation New Zealand (2004, p. 7),
which characterized strategic planning in the sport and recreation sector
in New Zealand.
3.
3.1
Performance Management System
Chapter 2.2 - Performance Management System, is divided into 4 Sections,
each section outlined one of four selected models relevant for the purposes of
research into Fiji’s OSOs and the FRU, particularly the readiness assessment
tool (Minikin, 2009) used to evaluate the governance capacity of Fiji’s OSOs
(Section 4), the balanced scorecard framework used by the FRU to develop its
current strategic plan (Section 2), and the four-step strategic performance
process (Camy & Palmer, 2010, p. 127) recommended for use by Fiji’s OSOs
(Section 1).
6
Chapter 2.1 – Strategic Management
1.
1.1
Governance reflective of an OSOs’ culture
Whether or not the standards, policies or rules of an OSO are implemented or
developed; good governance in Fiji is totally dependent on the quality of the
people that participate and are involved in it, combined with the synergy, trust
and communication that exists between the board and executive teams of the
organisation (Mowbray, 2011, p. 39).
1.2
According to Mowbray (2011, p. 26), there is no model of governance that
will transform a poor-performing organisation into a pillar of high performance.
The performance of the board is almost entirely dependent on the people
involved; models or frameworks can only help them by providing tools to work
with.
1.3
The CaS governance framework provides an alternative for OSOs dissatisfied
with their current structure and who do not want to adopt models that are not
reflective of the culture of their sport and those involved. Boards can attain a
level of excellence through the application of the CaS framework that will
reflect the success of the organisation.
1.4
The development of the CaS framework was reinforced by the need to
develop a governance framework that adapted to the changing needs of sport
organisations as they move around their governance lifecycle and was built
upon an extensive and thorough review of governance literature, highlighting
the general dissatisfaction of the existing Carver (1997) model of governance in
sport, the incidents of poor governance in sport and significant country-specific
research into the governance of sport organisations.
1.5
The CaS framework allows OSOs to adapt their governance style and
practices dependent on their position within their governance lifecycle. The
CaS
framework
recognizes
that
organizational
effectiveness
is
multidimensional and is not reducible to a single factor. The CaS framework’s
7
flexibility allows the development of best practice governance standards in
smaller OSOs where by necessity the interaction between the CEO,
stakeholders and staff may need to be more interactive due to factors of size and
resources.
1.6
The non-prescriptive nature of the CaS framework allows organisations to
develop governance standards that account for the different governance
requirements associated with the recreational and elite or competitive elements
of a sport.
For example, the research highlighted the conflicts that occur
between these sectors in a number of sports but specifically in cycling where
the reality is that, for the great majority of participants, their participation does
not require the help or services of their NF.
1.7
More information on the CaS governance framework is freely available online
at www.spportgovernance.org.
For the reasons outlined above, the CaS
governance framework is suitable for use by Fiji’s OSOs.
2.
2.1
What is strategic management and the planning process?
Strategic management can be defined as the implementation of a strategy,
which is a plan for achieving long-term goals and objectives and allocating
resources necessary for carrying out these goals (Camy & Robinson, 2007, p.
62).
Figure 1 – Strategic Management Process
8
2.2
Strategic management for an OSO can be represented as a simple five-step
process, as outlined in Figure 1 above, which needs to focus on the vision and
mission of an OSO (Camy & Robinson, 2007, p. 62).
3.
3.1
What is the board’s role in strategic management?
In summary, although not all directors are responsible for formulating the
plan, the board of an OSO is responsible for the following (AICDs, 2014, p. 51,
V1):
(a) Deciding its strategy, mission and values.
(b) Ensuring there is a strategic plan and approving it.
(c) Maintaining a structure and reward system to support achievement of
the strategy.
(d) Reviewing and agreeing the business, action or operational plan and
annual budget.
(e) Monitoring the achievement of the strategic plan, the business, action or
operational plan and the budget outcomes.
(f) Monitoring risks faced by the organisation.
3.2
Thus, the board’s responsibility is to understand, test and endorse an
organisation’s strategy, not necessarily to propose strategy (Owen, 2003).
3.3
Generally speaking, it is for management, rather than the board, to propose
strategy. This is not an impediment to the board taking the initiative in an
appropriate case. But management is best able to dedicate time to strategic
thinking and is likely to have greater industry knowledge and experience. The
final decision on approval of a strategic plan rests with the board, as the board is
ultimately responsible for the organisation’s performance (AICDs, 2014, p. 15).
9
3.4
In monitoring performance, the board needs to measure management
proposals by reference to the endorsed strategy, with any deviation in practice
being challenged and explained (Owen, 2003). A good board will intervene if
the strategy starts to fail. Whilst senior members and the CEO of an OSO play
critical roles in setting strategy the success of the process and planning is
dependent on the initial and continued political support of key stakeholders,
including an OSO’s constituent members.
4.
4.1
How to prepare for the strategic process?
The quality of preparations for strategic planning and the quality of planning
throughout the strategic process to a large extent determines whether or not
conditions are favourable for implementing the strategy developed and the
success of that strategy.
4.2
Engaging in strategic management requires formulating a detailed political
and administrative plan that addresses, at a minimum, the following four
questions (Camy & Robinson, 2007, p. 62):
(a) Why do you need a strategic plan?
(b) How will you go about developing this plan?
(c) How much time do you have to carry out the strategic planning process?
(d) What budget do you have for the strategic planning process?
4.3
To develop a plan, first, a decision has to be made as to what steps and
methods are going to be employed to gather information and who will be
involved in the planning effort, including whether or not to engage a consultant
to guide and facilitate the process. Establishing a method is important so as to
know who will be involved and at what stage they will be involved.
10
4.4
Second, a decision as to the time frame for the process so that you know when
stakeholders have to be available. Performing a strategic diagnosis of an OSO
and defining a strategic plan are usually long processes. Thus, it is helpful to
define how much time is available to develop or revise the strategy, which may
include:
(a) A quick exercise, such as a week, in which case it will only be possible
to make revisions to an existing strategy;
(b) A relatively short process, such as 1 month, in which case diagnosis and
strategy development will be compressed; or
(c) An in-depth analysis over 9 to 12 months.
4.5
As a general rule of thumb, one should plan for 3 to 6 months to analyse and
develop a new strategy because most OSO strategies require a collaborative
approach.
4.6
Where a long planning process is required or an OSO has been through a
serious crisis or series of crises the support of the senior members of the OSO
and its constituent Council or General Assembly is essential.
4.7
Where the time available for strategy development is short, such as 3 months,
the committee responsible for its development may approve the procedure and
then communicate the information and explanation to the management team and
member organisations.
4.8
According to Chappelet (2010, pp. 58-59) drawing up the first strategic plan
should not take less than three months or more than twelve. The idea is that the
preparation of this first plan should not be endless, and nor should it be a
rapidly completed superficial exercise. Time should be taken for the plan to be
widely discussed within the organisation and approved by its governing body.
Then the plan must be implemented and its effects evaluated.
11
4.9
Finally, it is useful to establish a budget for developing the strategic plan.
This budget should include financial and administrative costs, such as the costs
of data collection and human resources, including time dedicated by Board
members and managers. If feasible, the budget may also include the cost of an
outside consultant.
4.10
Chappelet (2010, pp. 58-59) says that in addition to budgeting for the time
and human resource required, it is also essential to draw up a financial budget
for developing the first plan in order to finance the cost of necessary studies, to
collect information, and to possibly bring in consultants. Some funding could be
set aside for brainstorming sessions or in order to cover meals or other
incentives for those contributing to the process, whether volunteers or
employees. If no such budget is possible, the strategy development process runs
the risk of being seen as unimportant. Once launched, strategic management
falls within the organisation's normal administrative costs.
4.11
By the end of this planning stage, an OSO is ready to begin the process of
developing its strategic plan and should have political support, with the
approval of senior members of the Organisation or the Board and its constituent
Council or General Assembly, for the following:
(a) Rationale for the strategic planning process;
(b) Methodology for achieving the plan;
(c) Budget, time frame and human resources dedicated to achieving the
plan.
4.12
The strategic plan of an OSO may be formulated by answering the following
four questions, as follows (Camy & Robinson, 2007, p. 62; AICDs, 2014):
(a) What is our situation or where are we now – current performance?
12
(b) What are our objectives or where do we want to be – vision, mission
and values?
(c) How do we realize those objectives or how do we get there – strategic
intent?
(d) Have we achieved our objectives or how do we know we are going or
getting there - monitoring?
5.
5.1
Why is strategic management needed?
Clarifying the role of strategic management in an OSO is an essential and
important first step to ensure that all stakeholders are aware of the importance
and need for the development and implementation of a strategic plan and are
committed to helping with its development, if required (Camy & Robinson,
2007, p. 63).
5.2
The IOC considers the development of strategy at the highest level of an
organisation aligned to its vision as the first basic universal principle of good
governance and requires Olympic International Federations to have a four-year
strategic planning process.
5.3
In the Fiji context, the following internal and external reasons for developing
a strategic plan are relevant for both small and large OSOs:
Internal to OSO
(a) Vague objectives, poorly defined roles and responsibilities of
participants, a lack of clear cohesion amongst activities and a need to
clearly define priorities.
(b) To use as a unifying tool for management and internal communication.
13
(c) To encourage staff and volunteer involvement and a more effective
collaboration between the two types of workers.
External to OSO
(a) The need to demonstrate good governance and to communicate goals,
values and key objectives to partners.
(b) To show any sponsors and funding agencies how the OSO will use its
resources in general and particularly the resources provided by these
organisations.
(c) Such plans are a useful tool for dealing with the increasing cost of highperformance sport. A strategic plan will allow an OSO to plan the
efficient and effective use of its resources, which is particularly
important where an OSO operates in an environment of dwindling
public funding for sport.
(d) The plan is a communication tool that can be used to reinforce an OSOs
image and the legitimacy of its activities to its public and private
partners.
5.4
The development of a strategic plan by an OSO is often driven by external
reasons. The literature review sourced the following summary of reasons for an
OSO to strategically plan:
(a) In response to the diversification of sport practice and the
commercialisation of sport and greater competition between the
traditional and new sports in terms of gaining or retaining athletes, fans,
television viewers and/or sponsors (Chappelet, 2010, p. 56).
(b) To survive in a constantly changing environment and meet the particular
challenges it is facing (Minikin, 2011, p. 44-56).
14
(c) To achieve its vision and goals (AICDs, 2014, p. 5).
(d) To achieve competitive advantage and strategic success (Robinson,
2013 L2, p. 3).
(e) To improve its ability to perform a coordinated set of tasks and skillfully
utilize its resources to achieve its goals (Robinson, 2013 L2, p. 3).
(f) To produce a strategic plan that will guide its development and provide
a framework for the day-to-day operations of the organization (Minikin,
2011, p. 47).
(g) To address internal factors such as vague objectives, poorly defined
roles and responsibilities of participants, a lack of clear cohesion
amongst activities and a need to clearly define priorities. The strategic
plan should be a unifying tool for management and internal
communication.
It should encourage paid staff and volunteer
involvement and a more effective collaboration between the two types
of workers (Camy & Robinson, 2007, p. 63-64; Chappelet, 2010, p. 5859).
(h) Often to address external factors, such as the need to demonstrate good
governance and to communicate goals, values and key objectives to
partners. A plan will also show partners that you are doing everything
you can to fulfill these goals, values and objectives. In many cases, a
strategic plan is required by funding agencies to show how you will use
the resources they give you. Such plans are also a useful tool for
dealing with the increasing cost of high-performance sport; a strategic
plan will allow you to plan the efficient and effective use of your
resources.
This is particularly important if you operate in an
environment of dwindling public funding for sport.
Externally, the
strategic plan is a communication tool that you can use to reinforce the
15
organisation’s image and the legitimacy of its activities to your public
and private partners (Camy & Robinson, 2007, p. 63-64).
(i) Also to address external factors where a sport organisation is losing
members, its services are not attractive, loss of interest on the part of
fans, financial difficulties, or even increased competition from similar
organisations or new entrants to its market (Chappelet, 2010, p. 58-59).
6.
6.1
What are the benefits of strategic planning?
An OSO will benefit from strategic planning by identifying and building a
broad framework that allows it to achieve its mission and vision, matching its
strengths to available opportunities that arise within its internal and external
environment, providing a set of guidelines that guide it in the pursuit of its
mission and objectives (Boyd, 2005; Minikin, 2011, p. 46).
6.2
Minikin (2011, p. 45-46) sets out a number of benefits of strategic planning
sourced from Chappelet and Bayle (2005) and Gollwitzer (1996), as follows:
(a) Increasing the awareness of the operating environment both within
the organization and outside of it. By understanding the forces that are
working within and around the organization, volunteers have a better
chance of becoming more efficient and more productive with the limited
but valuable time that they are contributing.
(b) Coping with change in the environment. As an organization undertakes
projects that develop areas of its operating environment, it is likely that
these changes will impact other areas of the organization. For example,
running a new competition may require the addition of new personnel
and access to new facilities. This in turn may impact on the financial
procedures and the skills required of volunteers, which will in turn
require additional training and preparation and a better communications
strategy. Effective planning will assist the organization with these
rolling changes.
16
(c) Exerting more control over the organization’s destiny. This means
members can decide where they want the organization to be in the future
and how to get there. This will provide members with a clear picture of
their own roles and responsibilities and enable more effective
contribution to the common goal by the members as a whole.
(d) Improving the financial performance of the organization. This
engenders confidence by assuring staff and volunteers that monies are
being handled responsibly and spent effectively. An organization in a
healthy financial position is more likely to provide for the needs of its
members.
(e) Improving organizational control and coordination of activities. This
will reduce duplication of effort and create an environment that
members are happy to operate in. A sign that govern- ance is not
achieving this is when a “them and us” mentality develops within the
organiza- tion, resulting in a lack of respect for decision-makers and the
administrative processes that exist within the organization.
(f) Providing a sound platform for decision-making and forming other
plans. This should be based on an effective monitoring and evaluation
process that provides information accurately and in a timely fashion to
the decision-makers.
6.3
The SPARC Guide to Strategic and Business Planning (2004, p. 6) states that
a good planning approach will benefit an OSO, as follows:
(a) By enabling an organisation to better understand the dynamic
environment and many pressing challenges it must face, and to make
strategic choices, establish a clear direction and gain stakeholder
support.
(b) By being a mechanism by which an organisation ensures alignment
17
between its desired direction and the resources and activity necessary to
achieve the desired strategic outcomes.
(c) To avoid poor planning, which puts an organisation at risk of making
poor decisions and operating in a reactive rather than proactive manner.
6.4
The process of strategic planning should ensure an OSO focuses on activities
that meet its objectives and which it has the capacity to deliver (Robinson &
Minikin, 2011, p. 223).
6.5
The benefits of strategic management to Fiji’s OSOs, include being able to
address the following challenges:
(a) Poor infrastructure - NFs in Oceania, including Fiji, lack key
infrastructure for sports development from the grassroots to elite level
(Rapilla, 2008, p. 10).
(b) Avoid funders overlooking grass roots development and sustainable
activities - The influence of funders is a key issue for NFs in Fiji and
other developing countries in Oceania and parts of Asia, where they are
heavily, if not totally reliant on external funding (Robinson & Minikin,
2011, p. 220) from organisations like Olympic Solidarity, FASANOC,
the IRB, the Fiji National Sports Commission or corporate sponsors.
The expectations of these external organisations may unreasonably or
detrimentally influence the formation of an OSOs structure and
organisational priorities, and lead these sport organisations to adopt
objectives, strategies or programs that meet the criteria set by these
external agencies rather than what is more appropriately required by the
organisation itself. This in turn may have an adverse impact on the
establishment of sustainable activities by the organization, including
investing heavily in elite sport at the expense of grass roots development
and participation for all. In other words, by offering funds for a specific
18
area of development only, funding agencies may be encouraging, or
even force NFs to undertake projects that they are not ready for, simply
because they require funds (Kikulis, 1992), or to adopt programs that are
not so relevant to them (Skinner, 1999, p. 175).
(c) Encourage the allocation of adequate resources to the development of
an OSOs capacity, sporting systems, strong competitive structures and
infrastructure as opposed to being drawn away to support elite
programs - The literature emphasizes the need for OSOs to direct their
resources toward the development of organizational capacity, sport
systems, strong competitive structures and developed infrastructure, for
example Rapilla (2008, p. 9) in her assessment of NFs in Papua New
Guinea said that it “would appear that successful performance in
Olympic sport is an outcome of a development system. Therefore the
challenge for all Olympic sport organisations is to get their
infrastructure right to ensure an outcome of successful performance”.
This statement is supported by an earlier and comprehensive study of
New Zealand sport organisations from which it was concluded that
“sports with a strong competitive structure at all levels are likely to be
internationally successful at the elite level. Strength in domestic
structure due to the number and enthusiasm of participants creates
athletes who are mature and competition hardened as they move to
international competition (NZOCGA, 1994, pp. 7-13).”
In addition, a recent study examining sport policy factors leading to
international sporting success (SPLISS, 2006) supported the view that
success in sport on the international stage requires a complex integration
of support programs and infrastructures. This may be in conflict with
the pressure of managing sport development priorities as vital resources
are drawn away from development to support elite programs.
The
pursuit of both goals is very difficult, as each one demands different
delivery systems and technology (Papadimitriou, 2007, p. 572).
19
The external pressure to take part in competitions at various levels or
to make use of offered programs of support are often in conflict with the
internal needs of OSOs, such as organisational structure, human and
physical resource requirements and communications. Adding to this
conflict can be personal influences and priorities set by personal
agendas.
For example, choosing to build new administrative headquarters
(meeting the needs of the administrator), over the establishment of a
much needed training facility for the athletes (meeting the needs of the
athletes).
Furthermore, if planning is used for the primary purpose of obtaining
funding opportunities as opposed to assessing the priorities for
development, the result might be a further deterioration in the capacity
of the sport organisation to deliver appropriate programs and services to
its members.
(d) Avoid a culture of short cuts and consumption, shooting for the
stars, but ending in disappointment - According to Minikin (2011, p.
44) the temptation for many sport organizations is to aim straight for the
top, to “shoot for the stars” without establishing a proper base. The end
result is usually disappointing and it will either have cost a lot of money
and left very little to show for it, or achieve success without having the
capacity to be able to capitalize on it. Some symptoms of this might
include:
(1) Establishing a national squad before establishing a national
competition framework in the sport;
(2) Spending vital development funds on sending athletes to where
they can access facilities for training and competition because
20
they are not available at home; and,
(3) Employing foreign coaches or human resources at rates well
beyond the economic viability of the organization in a bid to
gain early success.
Taking short cuts to achieve aspirations that the organization is not
ready to take on may retard growth of the organization and ultimately
compromise the overall development of the sport itself.
Many sport managers are in favor of gambling on a results-based
outcome, in the hope that the outcome will stimulate the development
required.
The problem with this approach, however, is that if the
organization does achieve a successful outcome, it might not be in a
position to take advantage of the opportunities for development that
arise from it.
Chappelet (2010, p. 69) encouraged a change in culture from simply
consumption to results and performance, and said that:
Such a systematic approach offers those in charge of
organisations better control. It makes it possible to move from a
culture whereby the resources available are simply consumed to
one of results and performance. It is not only a case of being
efficient by using the means available to the organisation
sensibly, but also of being effective in spending or deploying the
resources according to deliberately chosen objectives that fully
reflect the organisation's vision and mission. In other words,
doing the right things, not only doing the things right!
7.
7.1
Common barriers to strategic planning
The SPARC Guide to Strategic and Business Planning (2004, p. 7) also
charaterised strategic planning in the sport and recreation sector in New
Zealand, as follows:
21
(a) Poor preparation. Limited analysis of the external environment,
current capability and stakeholder expectations.
(b) Time pressure. The planning process is often squashed within a busy
operational environment. There can be very little time to properly
examine strategic possibilities.
(c) Focus on ‘business as usual’. Plans often focus on doing what we’ve
always done but perhaps aiming to do them a little better. There can be
an unwillingness to think ‘outside of the square’ and respond to the
realities of the external environment.
(d) No supporting resource plan. A ‘stretch’ vision may be set but there
is often no resource plan for people, finance and infrastructure to
support the vision. Thus the feasibility of the plan is called into
question.
22
Chapter 2.2 – Performance Management System
1.
1.1
The Performance Management Cycle
The performance management process operationalizes the strategic planning
process. The strategy and planning activities set the objectives and establish the
plans that the performance management process must manage and deliver on
(Robinson & Palmer, 2010, p. 127).
1.2
The performance management process set out in Figure 2 aims to answer the
following three practical questions and more:
(a) How do you know how your organization is doing if you don’t have
accurate performance evidence?
(b) How do you know what to aim for if you don’t know what your current
position is? or
(c) What other similar organizations achieve?”
1.3
A basic (unrefined to an applied level) representation of the performance
management process is set out in Figure 2 (Robinson & Palmer, 2010, p. 127).
Figure 2: The Performance Management Cycle
Set objectives
Evaluate the
operations Put plans in to
operation
23
Develop plans
1.4
The performance management process begins with the objectives established
for a strategic plan and the setting of specific strategies to achieve each of these
objectives.
1.5
The strategies need to be measurable, achievable, specific, time-specific, ends
not means, and ranked (MASTER). Performance for sport organisations can
mean different things depending on what objectives are specified. Robinson
and Palmer (2010, pp. 71-72) list 11 non-mutually exclusive aspects of
performance, including economy, effectiveness and efficiency.
1.6
Performance indicators should be constructed from empirical data and
repeated at time intervals or compared with different organisations. Targets are
typically quantitative and give objectives and strategies specificity, because
they are precise statements of what is to be achieved, and by when. They
support the process of performance management because they are the key
reference points against which improvement can be monitored. Benchmarking
helps to compare similar organisations and to put an organisations performance
into perspective.
1.7
Whatever performance management framework is utilized by an OSO
Robinson and Palmer (2010, p. 134) highlighted two factors that are integral to
successful performance management, as follows:
(a) Culture of Performance - First, it is important for the organisation to
have a culture that supports performance management. An effective
performance management framework is more than just a system of
controlling the operations of an organisation; it must also encourage
staff to consider performance management as a fundamental way of
doing things.
Staff is the key to making sure that procedures and
operations actually meet targets and thus, the organisation’s culture has
to support this process.
24
(b) Effective Measurement - Second, in order to be effective, performance
management systems must involve effective performance measurement
and target setting. This is perhaps the key to making performance
management effective, because if measures of performance are not
established, then managers are not in a position to assess how they are
doing, or to be able to take corrective action if required. In addition, it is
important to set levels of performance, or targets that are to be achieved,
as this aids comparison with other organisations and with previous
performance.
2.
2.1
The Balanced Scorecard
Underpinning the Balanced Scorecard method is the establishment of a
number of performance measures associated with targets in order to assess
whether performance meets expectations. The original scorecard has been
through many revisions and now has four main components, as follows:
(a) Destination Statement - A destination statement which sets out what
the organisation will look like at a defined point in the future assuming
that the current strategy has been successful;
(b) Activities and Outcomes - The strategic plan segmented into activities
and outcomes;
(c) Objectives - A set of definitions for each of the strategic objectives;
(d) Measures and Targets – A set of definitions for each of the measures
selected to monitor each of the strategic objectives, including targets.
(Targets can be thought of as a standard or level associated with the
performance indicator. For example, performance in a league is the
performance indicator and second position is the target to be achieved).
2.2
The Balanced Scorecard encourages managers to focus on four areas of their
organisation’s operations, as follows:
25
(a) The Customer - managers need to ask what existing and new members
value from the service. In addition, they need to identify potential
members and find out why they are not using the service. This area
encourages the identification of measures that answer the question "How
do customers see us?" For example, an assessment of member
satisfaction would allow a club to answer this question. This allows
targets that matter to stakeholders to be developed and incorporated into
the performance management system;
(b) Internal - this considers the operations of the organisation in order to
identify what has to be achieved to meet objectives. The purpose of this
is to improve internal processes and decision-making and encourages
the identification of measures that answer the question "What must we
excel at?"
(c) Innovation and Learning - this requires managers to identify areas of
improvement and to learn from past performance and encourages the
identification of measures that answer the question "Can we continue to
improve and create value?" This enables the organisation to identify its
competitive position and to identify strengths and weaknesses that need
incorporating into the planning process;
(d) Financial - managers are required to consider the financing of the
organisation in the context of creating value for stakeholders. Although
finance has traditionally had a set of well established performance
measures and targets, the choice of which to use needs to be determined
in consultation with key stakeholders.
2.3
The scorecard is balanced as managers are required to think in terms of all
four areas of performance and to measure their performance in these areas. A
key feature of this approach is that it considers both the internal and external
aspects of the organisation, in particular customers. In addition, it should be
26
related to the organisation’s strategy as it considers operations in the light of
organisational objectives. Finally, it focuses on both operational and social
objectives of the organisation, which is important to stakeholders of sport
organisations.
2.4
This approach to performance management is flexible in that the process of
deciding what should be the focus of the scorecard should allow managers to
clarify the strategy of the service.
2.5
However, like all management techniques, problems can arise in the
implementation of the Balanced Scorecard, as follows:
(a) First, there may be a problem with conflicting measures.
Some
measures such as increases in gold medals and cost reduction naturally
conflict.
The balance that will achieve the best results must be
determined after consideration of the service’s objectives.
(b) Second, performance measurement is only useful if it initiates
appropriate management action. There is little point in developing a set
of measures for the four aspects of the scorecard, if managers are not
going to react to the information that these generate or cannot control
the outcome.
(c) Finally, managers need to have the skills to be able to interpret the
information that the Balanced Scorecard generates.
3.
3.1
Strategic Objectives Model
Winand, Zintz, Bayle and Robinson (2010) developed a model for measuring
the organisational performance of NFs from the French speaking community of
Belgium.
3.2
The model considered objectives distributed among five main dimensions:
sport, customer, communication and image, finance and organization, which
27
were measured by quantitative performance indicators.
3.3
The model measures the strategic objectives and operational goals of an
organisation. In addition, the priority that each chair of each NF attributed to
each dimension and each objective was assessed.
A comprehensive and
thorough review of literature on organisational performance was presented in
the research and underpinned the development of the model illustrated in Table
1 (Winand et at, 2010, Table 3, p. 286) below.
Table 1 – Model of Organisational Performance
4.
4.1
Readiness Assessment Tool
Rapilla (2008) developed a simple and practical self-assessment tool for NFs
in Papua New Guinea to identify their state of development and immediate
priorities for focusing the allocation of scarce resources.
4.2
Minikin (2009) developed the readiness assessment tool from Rapilla’s initial
work and undertook research using a multidisciplinary and inductive approach
to determine key pillars of organisational development and the elements of
these pillars across a continuum from basic to elite organisational development.
4.3
The research centered on “senior sports administrators” from across the Pacific
28
Region, including the secretaries general, chief executive officers, and
representatives of several National Olympic Committees and Regional
Federations (Minikin, 2009, pp. 39-43).
29
Chapter 3 – Methodology and Results
1.
1.1
Introduction
Research into Olympic Sport Organisations in Fiji and the Fiji Rugby Union
involved two different approaches:
(a) Quantitative research into OSOs through direct observations or
experiences and reported information of those responsible for
governing and managing Fiji’s OSOs. The information or data for this
research was collected using an online based research tool where
participants from OSOs rated the development of their OSO and certain
elements that make up the governance and strategic management pillar
of the tool on a scale of 0 to 5 or from having nothing in place to being
at a specialized and professional level of development. The results of
each OSO’s governance or strategic management rating can be
compared with other OSOs or against the median rating or an industry
benchmark.
(b) Qualitative research into the FRU aimed at gathering an in-depth
understanding of human behaviour and the reasons that govern such
behaviour or how and why the FRU developed its strategic plan, as
well as, what, where and when the plan was developed.
The
information, knowledge and insights into Fiji Rugby and research data
was collected using a range of methods, including reviewing certain
documents,
undertaking
semi-structured
interviews
with
key
stakeholders, and participant observations.
1.2
By understanding the general level of governance and strategic management
development of Fiji’s OSOs and the FRU’s strategic management experience
Fiji’s OSOs may move towards a culture of strategic management, particularly
Cycling Fiji (“CF”) and Fiji Triathlon Association (“FTA”).
1.3
This Chapter is divided into two parts: Chapter 3.1 – OSO Assessment; and,
30
Chapter 3.2 – Case Study of Fiji Rugby Union.
2.
2.1
OSO Assessment
Chapter 3.1 - OSO Assessment, is divided into 3 Sections: Section 1 – RAT
Assessment, the methodology adopted for the research into Fiji’s OSOs is
presented; Section 2 – RAT Results, outlined the results of the RAT research;
and, Section 3 – Discussion of Results, the results of the RAT research are
summarized and discussed.
2.2
The RAT assessment determined the level of strategic management
development for Fiji’s OSOs against the ‘Sports Industry Benchmark’
(“benchmark”). Specifically, the strategic elements of governance pillar 1:
strategic leadership; strategic planning; and, the monitoring and evaluation of
any strategic plan (see Appendix 3). The FRU, CF and FTA were analysed as
a distinct group, but included in the overall analysis of OSOs.
2.3
The RAT assessment was selected for the following reasons:
(a) It was specifically developed for sport organisations in the Oceania
region;
(b) It is useful in assessing the structure and development of OSOs across
eight pillars identified as typical of sport organisations in Oceania,
particularly governance and strategic management.
(c) Provides an objective assessment that leads to recommendations for use
in developing strategic plans for OSOs while prioritising the application
of resources.
(d) The information provided by undertaking a regular RAT assessment
would help guide boards and management of OSOs to make informed
choices and decisions about the development of the organisation for
which they are responsible. This should enable decisions made to be
31
based on the ‘state of readiness’ of the organisation and reduce
decision-making based on perceived immediate needs.
(e) If conducted on a regular basis, a RAT assessment will, over time,
demonstrate the overall progress that the organisation is making as it
strives to achieve its mission and strategic objectives. This adds value
to the evaluation process, providing the necessary information to
members when decisions are to be ratified at an OSOs’ annual general
meeting.
2.4
The strengths and weaknesses of the ONOC’s online RAT assessment,
included the following:
(a) It is an inexpensive speedy and easy way of acquiring information from
OSOs in a non-threatening manner.
(b) The self-assessment tool is easy to use and once familiar to users, can be
completed from home or work.
(c) The resulting data was easy to compare, quantitatively analyse, interpret
and describe.
(d) The strengths of the RAT tool may also be detrimental to the integrity of
the information or data collected.
(e) The ease of completion may mean that the responses are not considered
in adequate detail.
(f) The wording of each element may lead participants towards a particular
response. Where the elements are not fully understood or explained
participants may become confused and select the wrong option or select
a more flattering option than is actually the case.
32
(g) Whilst the tool is convenient in obtaining lots of data from multiple
participants the results may not reflect the full and accurate scenario as
to the structure and development of an OSO.
3.
3.1
Case Study: - Fiji Rugby
Chapter 3.2 – Case Study of the Fiji Rugby Union, is divided into 4 Sections:
Section 1 – Qualitative Research Methodology, the qualitative methods of
research into the FRU are discussed.
3.2
Section 2 – Results of Documentary Review, was divided into 6 separate
subsections, each one reviewing and analysing the following 6 documents: the
FRU Working Document; FRU Strategic Plan; FRU Development Plan; Fiji
National Sports Commission Decree 2013; and two reports from the IRB in July
2013 and PWC in 2012.
3.3
Section 3 – Results of Interviews, divided into Part A – Preparing to Revise
and Part B – Revision of the FRU’s Vision, Values and Objects presented and
discussed the results of semi-structured interviews with key stakeholders.
3.4
Section 4 – FRU Discussion, the results of the research in general are
discussed and a methodology for revising the FRU Strategic Plan is proposed.
This section is divided into 3 subsections. Subsection 4.1 – A diagnosis of
strategic planning by the FRU, examines whether the FRU Strategic Plan is fit
for purpose; Subsection 4.2 – Methodology for Revising the FRU Strategic
Plan, discussed how the FRU may go about revising the FRU Strategic Plan and
proposed a framework of responsibilities in Table 10; and, subsection 4.3 –
Governance, Constitutional Review, Incorporation, Performance Management,
discussed these topics in general.
3.5
The FRU is being used as an exemplar of how to move Fiji’s OSOs towards a
culture of strategic management for several reasons, including the following
(see Appendix 1): (a) The FRU is Fiji’s largest OSO and sport organisation; (b)
Rugby is Fiji’s largest and most popular sport; (c) the FRU has strategic
33
management experience; (d) Rugby is an integral part of the ‘vaka i taukei’ or
indigenous Fijian way of life; (e) Rugby is a part of Fiji’s national identity and
culture supported by the nation as a whole, which are made up of a multicultural, multi-racial and multi-religious community; and (f), the FRU is the
midst of reforms to improve its governance, administration and financial affairs.
3.6
The strengths and weaknesses of the documentary review and interviews,
included the following:
(a) The interviews and documentary review procured insights and in-depth
information on the past strategic management, planning and
performance management activities of the FRU and whether the FRU
Strategic Plan is fit for purpose.
(b) The interviews permitted the development of rapport and an open and
candid discussion with participants about the vision, values, mission,
challenges, strengths, weaknesses, opportunities and threats facing Fiji
Rugby, and how to address these issues.
(c) Interviewing participants is time consuming and it can be difficult to
find mutually suitable times to conduct interviews.
(d) The nature of the information generated from interviews was difficult to
analyse, compare and categorise.
(e) The researcher’s bias may have influenced the responses of each
participant, however, efforts were made by the researcher to be objective
with each participant and the development of semi-structured questions
from the FRU Working Document and literature helped keep the process
as objective as possible.
(f) The discussion on a new vision for FRU had to be influenced to open up
discussion and solicit responses as to a vision for both 7s and 15s
34
Rugby.
(g) The participants bias, as a coach, provincial union representative, FRU
manager, director, did colour the content of their responses to questions,
particularly how to achieve any vision for Fiji Rugby.
(h) The documentary review and analysis was useful in obtaining objective
and internal information on the FRU; was not disruptive to the FRU’s
general activities; and, was drawn from existing information.
(i) Not all documentary information was freely available or was
confidential in nature. The FRU Strategic Plan and FRU Development
Plan was only discovered and shared during interviews.
Ancillary
documents to these plans, such as budgetary documentation or the
development of values stated in the FRU Strategic Plan was not
available.
(j) The time required to read, review and analyse these documents was
significant and required suitable skills to do so.
3.7
The use of group workshops for this research in place of individual interviews
was not possible or practical because of poor relations between the FRU and
provincial unions, also because of the logistical difficulty and costs involved in
organizing such workshops throughout Fiji for this purpose. However, for the
purposes of revising the FRU Strategic Plan, such workshops are recommended
in order to capture a majority of key stakeholders.
35
Chapter 3.1 – OSO Assessment
1.
1.1
Quantitative Research Methodology
In February and March 2014 workshops were held in Suva, Fiji, over several
days. All of Fiji’s approximately 40 NFs, including the 21 OSOs that are part
of Fiji’s ‘Olympic Team’ were invited to voluntarily attend Fiji’s ‘Olympic
House’ on scheduled days to complete ONOCs’ online RAT assessment. The
participants were encouraged to send a group of 3 to 5 administrators from their
NF to conduct the assessment as a team, preferably including a member from
their regional sport federation and/or FASANOC. The team members were
asked to deliberate and agree on the responses given for each element under
each of the eight pillars. Participants were asked to bring their own computers,
however, additional computers and internet access was available for accessing
ONOCs’ online RAT assessment program.
1.2
This research focused on the aforementioned 21 OSOs, which ranged in size
and development from small or basic to large and specialised. Of Fiji’s 21
OSOs, only 11 completed the RAT assessment this year. 3 OSOs which did not
complete the RAT assessment this year, had previously completed RAT
assessments, Fiji Volleyball Federation in 2011, Athletics Fiji in 2012 and Fiji
Swimming in 2013. Their previous assessments have been included in this
research, despite the possibility of these organisations either developing or
regressing along the development stages described below. It is further observed
that the data submitted by the Fiji Volleyball Federation may not be accurate.
One representative from Athletics Fiji who attended the RAT assessment
workshops was not permitted to complete the assessment because there were
two sets of officials claiming to be elected to run the organisation.
No
representative from the FRU was present at the workshops to complete the RAT
assessment, but the assessment was completed online after the workshops.
Thus, data from 15 of Fiji’s 21 OSOs in total was collected and used for this
research.
1.3
The participants were briefed on the background, purpose and benefits of
36
completing the RAT assessment on a regular basis and permission was obtained
for the results to be used for the purposes of this project. The participants were
then asked to login to the ONOC RAT assessment webpage using their login
email and password. Once logged into the RAT assessment program guidance
was given to create a new assessment.
1.4
The participants had to complete the assessment for each of the eight pillars of
Governance, Management, Sport Activity, Communication, Human Resources,
Finance, Physical Resources and Values. There was a glitch with the program
and the Management pillar was missing. This omission was of no consequence
to the research for this project, as the research was only concerned with Pillar 1
“Governance”. The participants had to rate each element under each pillar in
only one of the five development stages, from 0 to 4, as follows:
0 - ‘Nothing in Place’
1 - ‘Basic Level of Development’
2 - ‘Moderate Level of Development in Place’
3 - ‘High Level of Development in Place’
4 - ‘Specialised and Professional Level of Development’
1.5
The participants had to work through each pillar, and the various elements of
each pillar, and click on the circle option for each element that best or closely
represented the state of development in their OSO. Moving the mouse cursor
over the circle option for each element automatically caused an information box
to appear with a more detailed description of that stage of development for a
particular element. The strategic management elements and descriptions of the
Governance Pillar 1 are summarized in Appendix 3.
1.6
The resultant score for Governance Pillar 1, and the scores for each
37
constituent element were compared against the benchmark.
1.7
The benchmark describes the readiness of a sport organisation to establish
itself using the basic principles of business such that it operates as a business
with a product or service base specific to sport. It is an ideal assessment to use
if an OSO is considering how it might become more financially viable and
evolve into an income generating business that draws financial security from its
products and services as opposed to its members or from funding agencies.
2.
2.1
Results of RAT Assessment
The data results of the RAT assessment are summarized and illustrated in the
table and column graph in Appendix 5.
2.2
Overall, only 2 of the 15 OSOs in total scored higher than the benchmark.
The FRU scored 2 points in total above the benchmark and the Fiji Football
Association was head and shoulders above the field scoring 8 points in total
above the benchmark.
2.3
The remaining 12 OSOs scored below the total benchmark and 9 of those well
below the benchmark, as set out in the Table 2 below:
Table 2 – OSOs below Governance Sport Industry Benchmark
Total RAT score less
benchmark
OSO
-14
Cycling Fiji
-11
Athletics Fiji
-11
Fiji Yachting Association
-9
Boxing Association of Fiji
-9
Fiji Volleyball Federation
-7
Woman’s Golf Fiji
-6
Fiji Table Tennis Association
38
2.4
-6
Fiji Archery Association
-5
Basketball Fiji
Column Graph 1 below compares the rating for each element of Governance
Pillar 1 for the FRU, FTA and CF, against the benchmark.
2.5
The FTA, CF and FRU scored below the benchmark for the strategic
management elements of strategic leadership, strategic planning, and
monitoring & evaluation.
Graph 1 – FRU, FTA & CF RAT Results compared to Sport Industry Benchmark
2.6
Column Graph 2 below similarly compares the rating for each strategic
management element of Governance Pillar 1 for the 15 OSOs that participated
in the RAT assessment.
39
Graph 2 – OSO Governance Results compared to Sport Industry Benchmark
2.7
In general, most OSOs rated below the benchmark for each of the three
strategic management elements in Graph 2. The Fiji Football Association being
the only exception for strategic leadership and strategic planning.
2.8
However, all OSOs in the research, including the Fiji Football Association
scored below the benchmark for monitoring and evaluating the performance of
their organisation. 5 OSOs were way below the benchmark, CF, Basketball
Fiji, Boxing Fiji Association, Fiji Table Tennis Association and Fiji Yachting
Association. 3 of the OSOs, Athletics Fiji, Fiji Judo Association and Woman’s
Golf Fiji did not score this element and it is assumed that performance of these
organisations is not monitored periodically at all.
3.
3.1
Discussion of RAT Assessment Results
The results show that none of Fiji’s OSOs that participated in the research
adequately practice performance management (monitoring and evaluation) or
strategic planning and generally that strategic management and the governance
of Fiji’s OSOs is of a basic to moderate level of development, except for the Fiji
Football Association.
40
3.2
The Sport Industry Benchmark was designed to tell whether an OSO is
developed enough to be financially independent from funding agencies. Only
two OSOs scored a total rating above the benchmark, the FRU and Fiji Football
Association, however, the FRU has been technically insolvent for some time
and dependent on funding agencies for its continuity.
3.3
The FRU, FTA and CF all scored below the benchmark on all three of the
Strategic Management elements and therefore organisational development in
these areas is needed.
41
Chapter 3.2 – Case Study
1.
1.1
Qualitative Research Methodology
The methods of data research included the review of certain documents,
undertaking semi-structured interviews with key stakeholders, and participant
observations.
Whilst the observations of the researcher were not directly
analysed they did help procure relevant information, understand the FRU’s
context and problems, and help conduct interviews efficiently.
1.2
The first part of this research involved the review of the following documents:
the FRU Working Document, the FRU Strategic Plan, the FRU Development
Plan; the Fiji National Sports Commission Decree 2013; and two reports from
the IRB in July 2013 and PWC in 2012, looking at the structure, governance,
administration and finances of the FRU.
1.3
This documentary review outlined the FRU’s strategic management activities
since 2012, diagnosed the internal and external environment of the FRU, and
informed the revision and review of the FRU’s vision, objectives and
development of a suitable semi-structured interview questionnaire for the
second part of this research.
1.4
The second part of this research consisted of semi-structured interviews with
key stakeholders in Fiji Rugby representing past and present members of the
board (including past chairman), management, coaching staff, presidents and
secretaries of affiliated unions of the FRU, and a former president of the FRU
Council. The participants interviewed did so on the basis that their identity
remained anonymous.
1.5
As an ‘ice-breaker’ the participants were asked to provide general
background information as to their past and current involvement in Rugby.
Generally, participants were eager to share their knowledge, perceptions,
opinions and insight into the operations and direction of Fiji Rugby. Usually
their enthusiasm meant that a lot of information was provided out of sequence
42
to the semi-structured questions at first, but the questions were revisited later on
in the interview in a sequential fashion for completeness and clarification.
1.6
In general, depending on the particular participant and their familiarity with
the process of developing a strategic plan and their operational knowledge of
Fiji Rugby, the participants were, as follows:
(a) Introduced to the role for strategic management (inclusive of strategic
planning and performance management) in sport organisations;
(b) Updated as to the results of the documentary review;
(c) Asked a series of questions divided into two parts. Part A, preparing to
revise the FRU Strategic Plan; and Part B, revising the FRU’s vision,
values and objectives. The questions asked are listed in Appendix 6
and the participants’ answers summarized in Appendix 7;
(d) In summary, for Part A the participants were asked the following
questions:
(1) Who are the key stakeholders for Fiji Rugby, which key
stakeholders should be involved in the planning process, and how
would you involve the Vanua?
(2) How would you go about revising and developing the FRU Strategic
Plan (including committee and consultant)?
(3) How much time is required to revise the FRU Strategic Plan, how
long should the plan be for, and when should the plan be reviewed?
(e) In summary, for Part B the participants were asked the following
questions:
43
(1) What are the core values for Fiji Rugby?
(2) What should be the vision for Fiji Rugby overall, and for 7s and
15s?
(3) How would you achieve your vision or what are the strategic
objectives for Fiji Rugby?
2.
Results of Documentary Review
2.1
FRU Strategic Planning Working Document
1.
This document outlines the process and results of research planning
facilitated by officials from the IRB over a two-day workshop with key
stakeholders of the FRU. The document is 42 pages in length. Page 2 of
the document was left blank for senior management to fill in the rationale
for the FRU.
2.
The workshop was conducted in July 2012. The key stakeholders were
defined as “all coaches, technical experts, managers, executives and
sponsors” who it was claimed “would have a say in the direction in which
Fiji Rugby would progress towards” ensuring ownership by all parties. 18
participants in total were involved in this workshop. These participants
were divided into three perceived equally represented groups for the
duration of the workshop.
3. The workshop had two main objectives, as follows:
(a) First, to develop a working document for management to be able to
use for the development of a strategic plan for the period 2012 to
2020 that was “holistic, have a long term effect and focused on
long term rugby success for the nation”.
44
(b) Second, to establish the balanced scorecard framework and for
management to be able to use the strategic planning templates
provided to fill in the gaps such as the objectives for the goals, the
key performance indicators, targets and milestones.
4.
The workshop was intended to set in motion a platform for other
initiatives, such as: A process management system; a balanced scorecard
system from the corporate, departmental, and union to club levels; a
dashboard system that reports on the Key Result Areas and their Key
Performance Indicators as stipulated by the corporate scorecard from club
level all the way up to the FRU; and a business excellence system to govern
the efficiencies and effectiveness of the FRU’s processes and systems. The
FRU was to benchmark itself against the Fiji Business Excellence Awards
standards.
5.
The workshop was claimed to have been “successful in many ways”,
without specifying details, and it was acknowledged that there were so
“many things that could be incorporated in the future such as a values
exercise or an environment scanning exercise” but this workshop was the
beginning and the FRU Working Document should be the basis of future
strategic planning exercises.
6.
Both days consisted of four formal sessions, summarized in Table 3
below:
45
Table 3 – July 2012, Workshop Schedule
The Vision Exercise
7.
The vision exercise was broken into three parts. Part 1, required the
participants to brainstorm and write down what success would look like for
the FRU, if it could be guaranteed. Part 2, the participants were then asked
to write down the outcome of each success statement. For the final part of
the vision exercise, Part 3, the participants were asked to consolidate a
vision for each of the three groups.
8.
Management were to agree on the final vision from these three vision
statements, having considered the full results of each part of the vision
exercise.
9.
The participants and facilitators did not link the results and senior
management were expected to continue discussion with the participants to
determine the linkages to ensure that the strategic direction takes into
account the voice and the ideas of all the key stakeholders and drivers of the
FRU.
This was noted as “vital to ensure plans are carried and
implemented at operational level”.
46
10. Two of the three groups came up with the same vision statement. The two
statements created from the exercise are:
(1) To be the number 1 Rugby Team in the World; or
(2) To be World Leaders in Rugby.
The Mission Exercise
11.
The mission exercise was broken into two parts.
In Part 1, each
participant was asked to write down their answers to the following three
questions:
(1) Our collaborative group will do what (action);
(2) For whom (who do we serve); and,
(3) So that (result of our action).
12.
In Part 2, the SWOT results from a previous IRB facilitated strategic
planning workshop was relied upon. Each participant was asked to rank
their top five findings for each of the strengths, weaknesses, opportunities
and threats previously determined, and classify whether each of the five
selected were internal or external factors to the FRU. The consolidated
rankings of each participant were statistically analysed to ensure that there
was uniformity in the top five SWOTs selected. The top five consolidated
SWOTs had a 95% confidential interval of being the choice of all the
participants of the workshop.
13.
The SWOT ranking exercise resulted in 20 strategic goals being selected,
as set out below in Table 4.
47
Table 4 – July 2012, top five SWOTs
Strategic Planning / GAP Exercise
14.
From this exercise templates were created that were used to determine the
balanced scorecard strategic goals. The five SWOT results were used as a
baseline to establish the current situation of the FRU. The three groups
were asked to envisage the desired situation for each SWOT, key indicators
for the current situation and objectives for the desired situation.
15.
The exercise did not define the actions to be undertaken to achieve the
objectives for the desired situation, as intended, except in the case of five
SWOT results where action plans were created and in one case key
indicators for such action plans. A particularly detailed strategy or action
plan was created to achieve the benchmark domestic competition in the
Oceania region, including detailed key indicators for each month of the
year.
16.
The workshop did not develop strategies or actions to achieve identified
opportunities for: ‘International Exposure’; ‘Local domestic competition
48
(expand regionally)’; ‘Promotional opportunities’; or ‘Branding –
awareness’; Similarly, no strategy or actions were developed for the threat
of ‘Political Instability’.
Balanced Scorecard Exercise
17.
From these templates the participants developed the strategic goals for the
balanced scorecard method. The participants weighted the importance of
each strategic goal based on the vision and mission exercises. The strategic
goals were then grouped under four quadrants from the Fiji Business
Excellence Awards model. Leadership and People; Finance; Customers;
and, Processes and Risk; the results of which are set out in Appendix 8.
18.
The balanced scorecard did not include a fifth quadrant for the “social
aspect of” Fiji Rugby, but it was noted that it should “to ensure that this
area remains separate and becomes and area not to be forgotten as the
game becomes more and more professional and more corporate in
nature”.
19.
The resultant scorecard focused on the Customer Quadrant, which
participants defended by stating that “rugby in Fiji [was] ultimately for the
people, both players and spectators”.
The scorecard Table 5 and pie
Graph 4 developed and results are set out below.
Table 5 – July 2012, Balanced Scorecard
49
FRU Scorecard Item Weights
Leadership and People
13%
Finance
13%
Processes and Risk
23%
Customers
51%
Graph 3 – July 2012, Balanced Scorecard
Formulation of Strategic Plan and other initiatives
20.
It was recommended for management to establish a concise strategic plan
from the two-day workshop and FRU Working Document, and undertake a
list of initiatives to “ensure that the objectives and actions” of the
scorecard are achieved effectively and efficiently, as follows: Establish a
Corporate Scorecard, Departmental Scorecard, Provincial Union Scorecard
and Club Scorecard; Initiate and establish a process mapping, tagging,
analysis, improvement and management system; Establish a dashboard
system; and, establish the Fiji Business Excellence System throughout Fiji
Rugby, beginning with the High Performance Unit and piloting Club level.
2.2
FRU Strategic Plan, 2012 - 2022 – ‘Leaving a Legacy’
1.
During an interview with management it was revealed that a strategic
plan, the FRU Strategic Plan, and development plan, the FRU Development
Plan, had been developed from the FRU Strategic Working Document. The
FRU Strategic Plan is 17 pages in length and claims to set out the “Fiji
Rugby Union’s Strategic Plan for the next ten years from 2012-2022”,
however, the cover page says from 2012 to 2020.
50
2.
The purpose of the Strategic Plan was to outline “how Fiji Rugby will
continue to implement and develop strategies to enable Fiji Rugby to be
more consistently competitive internationally and support the next
generation of players in becoming world class rugby players”.
3.
The vision, mission and values of the FRU were defined as follows in
Table 6 below:
Vision
TO BE
WORLD
LEADERS
IN RUGBY
Mission
The Fiji Rugby Union will
foster:
1. Dynamic rugby
development
2. Create a sustainable
vibrant and competitive
rugby culture
3. Provide equitable return
to stakeholders
4. Promote growth and
development of Rugby
in the Fiji Islands
1.
2.
3.
4.
Values
Achieve Rugby
Excellence through
discipline and
teamwork
Lead with Passion
and Integrity
Invest in our People
and our Players
Honour God and
Respect the Vanua
Table 6 – FRU Strategic Plan Vision, Mission and Values
4.
The key strategic goals of the FRU were aligned to two selected key
stakeholders, the IRB’s strategic goals and the Government of Fiji’s
strategic framework for change pillars, illustrated in the comparative Table
7 below sourced from the FRU Strategic Plan.
5.
Whilst the comparative Table 7 summarized 7 strategic goals for the
FRU. The document only developed basic strategies and actions for 3 of the
7 strategic goals listed, and added a new strategic goal for high performance
structures and processes to underpin the national team.
6. The FRU Strategic Plan defined four strategic areas or goals for the FRU:
51
(1) Ensure sustainable financial performance and growth;
(2) Develop sustainable Rugby development and infrastructure;
(3) High Performance; and,
(4) Governance, Planning and Leadership.
7.
Strategic goals 1 (Ensure sustainable financial performance and growth)
and 2 (Develop sustainable rugby development and infrastructure) of the
FRU Strategic Plan link with the workshop defined strategic goals 1 (To be
a financially sustainable rugby union) and 2 (Develop sustainable rugby
development infrastructure).
Table 7 – FRU’s Strategic Goals
52
8.
However, strategic goal 2 of the FRU Strategic Plan included strategies
and action plans for the development of domestic competitions for 7s and
15s, the development of the governance, administrative and financial
competence and capability of member unions. These strategies do not fit
squarely under this strategic goal and link more with the opportunity
identified in the previous workshop SWOT/GAP analysis exercise (Table
4) for the development of local domestic competitions (vibrant and
competitive), which dropped out of the 10 strategic goals developed by
participants of the July 2012 workshop using the balanced scorecard
framework.
9.
Strategic goal 3 (High Performance) and objectives (strategies for high
performance across the member unions) of the FRU Strategic Plan links
with the workshop strategic goal 6 (Develop and maintain the best HPU
centre in the region (centre of excellence – COE)) and workshop goal 7
(Produce world class national teams, presence, and players – produce world
champions).
10.
Strategic area 4 of the FRU Strategic Plan - Governance, Planning and
Leadership, is described differently in Table 7, as “SG 4 Strengthen good
governance and professionalism in Fiji Rugby”.
Five strategies are
proposed. The first four are related to the ‘other initiatives’ intended for
management to establish after the July 2013 strategic planning two-day
workshop, namely implementation of the balanced scorecard system, adopt
the Fiji Business Excellence Framework, introduce process mapping and a
quality circles model. The fifth and final strategy relates to strengthening
the community and ‘Vauna’ (Indigenous Fijian) participation which links to
one of the 10 FRU strategic goals established in the July 2012 strategic
planning workshop, strategic goal 10, “To ensure mass participation of
rugby at all levels for everyone and to till the social role in the country”
(see Appendix 8, The FRU’s 10 Strategic Goals).
53
11.
The Fiji Government’s 5 pillars of strategic change are general and deal
with good governance, efficient, effective, sustainable and accountable
leadership, management, and performance.
The competitiveness and
accountability of the FRU are driving forces for the improved strategic
management of the FRU. The IRB’s 7 strategic goals are general: the
promotion of Rugby; increase participation in sport; player welfare;
sustainability of the FRU operations; Fiji’s participation at the Olympics;
and, strong and effective leadership. These pillars and goals are drivers for
the FRU to further develop its strategic management, planning and
performance management processes, practice and capacity.
2.3
FRU Development Plan 2014-2015
1.
The FRU Development Plan is only 6 pages in length. Excluding the title
page, vision and mission statements repeated from the FRU Strategic Plan,
the development plans for Fiji Rugby are contained on three pages,
consisting of three strategic goals.
2. The strategic goals for the development of Fiji Rugby are:
(1) Participation – to deliver a mass participation program through the
Get into Rugby (GIR) program;
(2) Training & Education – to deliver a program which provides a
holistic approach for all rugby stakeholders; and,
(3) Woman’s Rugby – to delivery programs that provide accessibility
into rugby for girls and woman. The defined actions for each goal are
concise.
3.
Goal 1 (Participation) links with workshop goal 10 (to ensure mass
participation of rugby at all levels for everyone and to fill the social role in
the country). Goal 2 (Training & Education) has no obvious direct link to
the previous workshop, but does link vaguely to the 7s and 15s development
54
part of strategic goal 2 of the FRU Strategic Plan, which links back to the
SWOT/GAP analysis of the workshop.
4.
Goal 3 (Woman’s Rugby) links directly with strategy 3 of strategic goal 2
(Develop sustainable Rugby development and infrastructure) of the FRU
plan. There is no obvious direct link to the SWOT/GAP analysis or balance
scorecard goals.
2.4
Fiji National Sports Commission Decree 2013
1.
The Fiji National Sports Commission Decree 2013 came into existence on
22 January 2013. The Decree is only 7 pages in length, broken into 5 parts,
and contains 26 provisions. The Decree establishes the Fiji National Sports
Commission (“FNSC”), which has the following objects:
(a) Institute a clear and manageable framework to guide and enhance
the delivery of sports programs in Fiji through a coordinated and
partnership approach at all levels of participation;
(b) Provide coordination, direction and support the development of
sports in Fiji;
(c) Establish higher standards of excellence in all sports delivery;
(d) Improve participation in structured physical activity at all levels of
participation; and,
(e) Support and encourage excellence in the performance of athletes and
coaches by developing sports science and encouraging research in
high performance athletics.
2.
The FNSC functions as a sport funding and grant agency for the
Government of Fiji, whose other functions relevant to this research includes
but is not limited to the following:
55
(a) Regulate all matters relating to sports in Fiji to ensure that all sports
and elected officials comply with their constitutions, regulations and
guidelines;
(b) Intervene and solve disagreement within sporting bodies;
(c) Support
national
sporting
organisations
and
other
related
organisations in their planning, administration and development;
(d) Co-operate with national and international sporting organisations in
aiming to foster a sporting environment that is free from the
unsanctioned use of performance enhancing drugs and doping
methods;
(e) Affiliate bodies such as schools and districts to national sporting
organisations; and
(f) Administer tax incentive rebates.
3.
The FNSC has the power to intervene and solve disagreement within
sporting bodies and to regulate sports in Fiji to ensure compliance with their
constitutions.
4.
However, the FNSC has not yet established any body to investigate or
solve any disagreements in Fiji.
Also, the FNSC has not passed any
regulations to ensure that all sports and elected officials comply with their
constitutions.
2.5
2013 IRB Report
1.
In July 2013 the IRB produced a detailed 39 page report reviewing the
FRU’s governance, administration and finances, concluding that the FRU
was in crisis and that change was required. Positively noting there was
56
strong potential to grow the game in Fiji, but that the FRU was not well
governed or managed. A new board had been elected in April 2013, so
these problems were largely a legacy issue for the new board.
2.
The following key recommendations were made, amongst others, for the
FRU:
(a) To develop a new vision and strategic direction for Rugby in Fiji. A
new vision and strategic framework, with clear implementation,
strategy and KPIs. A clear outline of what Fiji wants to achieve in
World Rugby and what the FRU needs to do to get there and how.
(b) To strengthen, reform and change its leadership and governance
model, with a new approach to the appointment of people with
skills, rugby knowledge, leadership, strategy, and effective decisionmaking and controls to govern.
(c) To reform its constitution and become a company limited by
guarantee, with a skill’s based board.
(d) To undertake a thorough review of the competencies and skills of
management.
2.6
2012 PWC Report
1.
Following the poor performance of the ‘Flying Fijians’ (Fiji’s national
men’s 15s team) at the 2011 Rugby World Cup, PWC was commissioned to
produce a report reviewing the structure of the FRU. The report was 29
pages in length.
2.
PWC made several key recommendations, including the following that are
relevant to this research:
57
(1) A strategic plan needed to be developed and reviewed annually.
The FRU needed to have a clear understanding of its strategic aims
and direction. The strategic plan would be a useful tool to guide the
organisation;
(2) The development of a performance management system for the
FRU; and,
(3) The review of the FRU’s constitution, as requested by a number of
its member unions.
3.
Results of Interviews
3.1
Part A – Preparing to Revise
(A)
Who are the key stakeholders for the FRU, which key stakeholders
should be involved in the planning process, and how would you
involve the Vanua?
1.
Primarily, the major provincial unions and the ‘Vanua’ or the indigenous
people of Fiji, their chiefs, land and customs (Ravuvu, 1983), at least for the
Vanua based provincial unions, were identified as key stakeholders for the
FRU.
2.
In summary, the following list of groups or organisations were identified
as key stakeholders for the FRU:
(a) Affiliated unions, made up of major and minor provincial unions, the
B Division, Island Zone unions and woman’s rugby;
(b) Vanua and village teams;
(c) Primary (Kaji) and Secondary Schools;
58
(d) Players, including overseas based players and former players;
(e) Board, FRU management and Staff, Coaches and Referees;
(f) IRB;
(g) Government of Fiji, Ministry of Sports, Fiji Sports Commission and
Fiji National Sports Commission;
(h) Town Councils;
(i) FASANOC;
(j) Sponsors.
3.
The general view was that all key stakeholders should have some
involvement in the strategic planning process, but that the major provincial
unions are the primary stakeholders in Fiji Rugby and should have most say
in the direction of Fiji Rugby.
4.
As a majority of provincial unions are Vanua based, the inclusion
approval and support of the Vanua in the strategic planning process is
indirect through each particular union, however, the further direct support
and approval of the Vanua for the direction and activities of the FRU may
be sought through engagement at village level with the people and their
chiefs. Any existing, new or revised strategic plan for the FRU may be
presented to the Vanua to avoid any misunderstanding and to seek their
support.
5.
In the past, the FRU held training camps for national teams in selected
villages, be it a chiefly village for a particular area or the village of an
incumbent player in a national team. The pride of the village in their
national representatives and the pride of the players in having their chiefs
59
and fellow villagers present during international matches helped to sustain
and develop part of the FRU’s identity, motivate and inspire the on-field
performance of players.
(B)
How would you go about revising and developing the FRU Strategic
Plan?
Strategic Planning Committee
1.
In 2003, one employee of the FRU and three master’s students from the
University of the South Pacific wrote a strategic plan for the FRU over
several evenings. The plan was then presented to all major provincial
unions over approximately a three-week period and their support solicited.
2.
Following this, the plan was presented to the FRU Council at general
meeting, consisting of the FRU’s affiliated unions or provincial unions, for
approval. Approval was not expressly given by the FRU Council on the
debated merits or demerits of the plan, but rather by way of provincial and
tribal alliances. The individuals presenting the plan to the FRU Council
each had the support of particular provincial unions and these individual
presenters together had the collective support of a majority of the provincial
unions leading to the plan being accepted and passed at the meeting.
3.
This 2003 plan, amongst other things, is partly credited with the
establishment of Fiji’s first and only professional league, the Colonial Cup
between 2004 and 2008 (see Appendix 4) and the performance of the
national men’s 15 aside team, the Flying Fijians, at the 2007 Rugby World
Cup, where they made history by reaching the quarterfinal, after beating
Wales, a Tier One nation, for the first time.
4.
The establishment of a competent and capable committee, in general, was
seen as practical and necessary. The committee made up of individuals
from key stakeholders who had suitable Rugby knowledge, strategic
60
planning experience and business skills.
Made up of a workable and
practical number of say 3 members. Ideally, the FRU CEO, a member of
the board, and a representative of the provincial unions.
5.
Given the urgency for this revision and the short timeframe suggested by
participants the committee may decide how to revise the strategic plan for
Fiji Rugby and then create a revised strategic plan; procure the approval and
support of key stakeholders to the revision process and revised strategic
plan.
Consultant and Balanced Scorecard
1.
A consultant may be of value facilitating the planning process, including
running workshops, clarifying the role of strategic management in an
organisation is an essential step that highlights the importance that
stakeholders should place on the development and implementation of a
strategic plan, to introduce any new concepts, explain the process and
rationale behind planning, create some independence and objectivity, guide
participants through the process, and collect and analyse data.
2.
As provincialism or the traditional, customary and organisational interests
of different provincial unions and Vanua, including the mustering of
modern alliances for various reasons, foreseeably and naturally collide the
use of a consultant for the revision or development of a strategic plan for
Fiji Rugby, was seen as important, but not critical or essential.
3.
The use of an independent and neutral consultant in the planning process
was seen as beneficial to maintain some level of independence and
objectivity, integrity, trust and confidence in the process and eventual plan
itself.
4.
The cost of engaging a consultant and the revision process itself was seen
as a barrier to undertaking any revision of the FRU Strategic Plan, as the
61
finances of the FRU are in a precarious state, unless a funding agency was
willing to fund the costs. A number of participants believed that the IRB
would be a possible funder and partner in the revision of the FRU Strategic
Plan, perhaps being able to provide an expert consultant for the exercise.
5.
However, the IRB’s past efforts and approach in facilitating the
development of the current FRU Strategic Plan was perceived by a few
participants as superficial, being focused only on the process and primarily
for funding purposes, “a cut and paste job from Australia”, format driven
and there was no effort to think creatively or “outside the box”.
6.
The documentary review and analysis of the FRU Strategic Plan and FRU
Development Plan concluded that they were not fit for purpose.
The
consultant left management to formulate an effective strategic plan and
operational plan which was not achieved. Thus, any consultant may be
required to also assist in the completion of effective strategic and
operational plans for the FRU.
7.
A number of participants believed that any consultant needed to be open
minded, pragmatic, not format driven, and adopt or use methods of strategic
planning that are suitable, adaptable or adapted to Fiji’s context.
8.
In general, it was perceived that many office bearers from provincial
unions or from other key stakeholders lacked any requisite training,
knowledge, skill or qualifications to effectively implement the initiatives
proposed in the FRU Working Document, including the balanced scorecard
method.
Thus, any consultant may be required to also assist in the
development of any strategic management and performance management
initiatives across all levels of Rugby in Fiji.
9.
Management purportedly undertook two other strategic planning
workshops in 2012/2013 involving all of FRU’s managers, officers and
employees. One with an external consultant and one internally. These
62
workshops reportedly were long, hours and hours were spent going round
and round in circles debating issues that ultimately yielded superficial
results. There also seemed to be a real resistance to change within the FRU,
everyone protecting their own patch, and not willing to be innovative or
think outside the box in addition to struggling to efficiently and
pragmatically work through the strategic planning process.
10.
The use of the balanced scorecard method was seen as overly complicated
which perhaps partly explains why the July 2012 proposed initiative to
adopt this performance management tool from the club level up was never
implemented. These initiatives have been retained in the FRU Strategic
Plan, under strategic area 4, Governance, Planning and Leadership.
11.
A perceived disadvantage of bringing in consultants is that they may not
have the time or capacity to adequately appreciate the problems within Fiji
Rugby and do not have the time or capacity to comprehensively solicit this
information from key stakeholders whom retain this knowledge. Also, that
key stakeholders with relevant knowledge do not share that information
either because they do not believe the information they have to share is of
value or they are not able to express themselves openly for various reasons.
12.
Where possible, the inclusion of traditional customs in the consultation
process with stakeholders may help to establish an environment where
information is share more freely and openly. For example, the custom or
practice of ‘Talanoa Na Yagona’ or the consumption of kava (also known
as yagona), which has a calming effect, and conversation round a kava bowl
(Sundowner, 1896).
13.
This custom is an integral part of the iTaukei (indigenous Fijian) culture,
and is consumed ritually when welcoming visitors, sending village members
on journeys, christening boats, laying the foundations of homes, casting
magical spells, making deals, settling arguments and, as is usually the case,
chatting, is presented as a sevusevu or a traditional gift offered by guests to
63
the host, or as a token of respect to visitors of higher rank (Fiji Guide,
2014).
14.
Basil Thomson, a 19th-century ethnologist, described the custom of
drinking kava around a kava bowl, as following (Fiji Guide, 2014):
The chief’s yaqona circle supplied the want of newspapers; the news
and gossip of the day were related and discussed; the chief’s advisers
seized upon the convivial moment to make known their view; matters of
policy were decided; the chief’s will, gathered from a few careless
words spoken while drinking, was carried by mouth throughout his
dominions.
15.
The most important aspect being its psychological effect, creating a
sharing atmosphere and invisible bond between participants, where visitors
feel warmth and acceptance with the group or gathering, as if family or
close friends.
It is no accident that in Fiji business deals and social
contracts are consummated around a yagona bowl.
16.
Whilst kava may be appropriate for workshops the critical cultural aspect
of the yagona custom is to make all participants in the planning process feel
warm and accepted as though they are family or close friends.
Workshops in 4 Divisions
1.
The use of a large assembly, general meeting or gathering for the strategic
planning process and to discuss the direction of Fiji Rugby was discouraged
by participants because of the plurality of stakeholders, provincialism and a
lack of strategic planning experience in general meant large meetings were
perceived as unworkable and unmanageable.
2.
However, having obtained the support an approval of homogenous groups
of stakeholders, the final strategic plan may be endorsed by the provincial
unions at a properly convened general meeting of the FRU’s members.
64
3.
Thus, strategic planning workshops were generally seen as the most
effective and efficient way to reach a majority of the FRU’s key
stakeholders, although the availability of key stakeholder representatives
and the costs of attending any workshops was seen as a barrier, given the
FRU’s poor financial position, unless funding agencies step in to help with
these costs.
4.
The organisation of any workshops for key stakeholders should be
according to the existing four administrative divisions in Fiji (which
themselves are further subdivided into fourteen provinces), as follows:
(a) The Central Division (Suva City) – made up of the provinces of
Naitasiri, Namosi, Rewa, Serua and Tailevu;
(b) The Northern Division (Labasa Town) – made up of the provinces
of Bua, Cakaudrove and Macuata;
(c) The Eastern Division (Levuka Town) – made up of the provinces of
Kadavu, Lau and Lomaiviti; and,
(d) The Western Division (Lautoka City) – made up of the provinces of
Ba, Nadroga-Navosa and Ra.
5.
Whilst any workshops in these 4 divisions should be open to all
stakeholders, the general consensus of participants was that these workshops
should primarily be for the benefit of provincial unions, especially the major
provincial unions on the main island of Viti Levu or the Central and
Western Divisions, who should be logistically accommodated first and
foremost.
65
(C)
How much time is required to revise the FRU Strategic Plan, how
long should the plan be for, and when should the plan be reviewed?
1.
Unless urgently required, the participants proposed two time-periods
convenient to provincial unions and management for the periodical revision,
review or development of a strategic plan for the FRU, as follows:
(a) One window from June to October outside of any international test
matches for 15s. This window is also convenient for 7s to have its
budget concluded by August for the following year’s Sevens World
Series.
(b) The other window from November to April, which is after the
conclusion of the national provincial competition and prior to the
FRU AGM, usually held annually at the end of April.
2.
Most participants believed that any revision, review or development of the
FRU Strategic Plan should, for practical reasons, be done as quickly as
possible. There was a perceived risk that if momentum in the planning
process is lost and the process stall for any amount of time the presidents
and secretaries of provincial unions would lose interest or become
distracted. Also, that the provincial unions could not sustain and lengthy
planning process of more than three months.
3.
The revision, review or development of a strategic plan for FRU within
three months is not unrealistic. In 2003, the FRU developed a strategic
plan. This plan was formulated over a handful of weekends, approved by
certain provincial unions over a three to four week period and accepted by
members of the FRU at a general meeting. This plan was accepted without
any serious debate as to its merits but more so as a result of the earlier
consultations with certain provincial unions and overall through faith and
trust in the committee that formulated the plan and because of the
committee members’ individual Vanua and provincial links.
66
4.
One participant believed that due to the governance, administrative and
financial crisis of the FRU, it is not realistic for the FRU to plan long term
for more than 8 years at present. In general, most participants believed that
a 4 year strategic plan, reviewed annually would be suitable.
5.
An 8 year strategic plan may be suitable once governance, administration
and finances of the FRU normalize and improve to cope with such long
term planning at an operational level.
3.2
Part B – Revision of the FRU’s Vision, Values and Objects
(A)
1.
What are the core values for Fiji Rugby?
The FRU Working Document and 2012 workshop did not develop a set of
core values for the FRU. The FRU Strategic Plan nevertheless defines four
values and it is not clear how these were developed, but it seems likely the
management developed these values independently of other stakeholders.
In addition, the FRU is also promoting the IRB’s five core values.
2.
In summary, the interviewed participants, without knowledge of the IRB’s
5 core values, specifically identified four of the five values. Participants did
not identify two of the four values defined in the FRU Strategic Plan,
“Invest in our People and our Players” and “Honour God”, but the later
value in God is implicit in the context of Fiji Rugby and Fiji in general.
3.
A summary of core values for Fiji Rugby, as suggested by participants is
outlined below in Table 8, as well as the IRB’s Core Rugby Values being
used by management and staff of the FRU, and the values defined in the
FRU Strategic Plan.
67
Table 8 – Core values for FRU
Research
Passion
Discipline
Pride / Honour
Respect
Humility
Trust
Hard work
Dina
Vanua
Concept of One
Good governance,
transparency and
accountability
Integrity
4.
IRB’s
Core FRU Strategic Plan
Rugby Values
Integrity
Achieve Rugby Excellence through
Discipline and Teamwork
Respect
Lead with Passion and Integrity
Solidarity
Invest in our People and our Players
Passion
Honour God and Respect the Vanua
Discipline
One participant believed the ethics of Fiji Rugby were of a very high
standard as compared to more developed countries, with athletes in Fiji
treating each-other with more respect than athletes in more developed
countries.
5.
Several participants believed the Vanua or the indigenous people of Fiji,
their chiefs, land, customs and traditions (Ravuvu, 1983) underpin Fiji
Rugby, and that the Vanua is at the core and foundation of Fiji Rugby. This
relationship, history and identity with the Vanua inspires and motivates the
individual behavior of all participants in Fiji Rugby, from supporters to
players and voluntary board members.
6.
The diversity of iTaukei or indigenous Fijian customs, traditions and
cultures in Fiji means that when players assemble for national duties, they
“can be like chalk and cheese”.
Galvanizing a national team and
overcoming the cultural diversity was seen by one participant as an ongoing
challenge for coaches to bring out players pride and passion for Fiji.
7.
One participant believed that Rugby belonged to the people of Fiji, all
68
cultures. Whilst another participant believed Rugby belonged to the FRU’s
major provincial unions. The people or public were seen as the driving
force behind Rugby, their love and passion for the game, their coming
together despite their differences in culture, religion and background.
8.
According to one participant, “if you haven’t got any passion for the
game then you shouldn’t be involved at any level of the sport”. The
passion for the game was thus seen the most important value. It was
believed that if you haven’t got passion for the game at any level or in any
capacity you should not be involved in Rugby.
9.
Discipline was seen as a value for the players. Whilst one participant
observed that the players were very respectful with each other, their
tendency to lose concentration at critical times was attributed to a lack of
discipline leading to the inconsistent performance of the team.
Often
wining one game convincingly and then losing the subsequent game,
presumably due to overconfidence. There could be other factors involved
though, like the players not knowing what to focus on, poor preparation and
coaching for the subsequent game, poor game plan and poor on-field
leadership to keep players focused and disciplined.
(B)
What should be the vision for Fiji Rugby overall, and for 7s and 15s?
1.
The July 2012 workshop’s vision exercise came up with two possible
vision statements for Fiji Rugby. These vision statements were very broad
and meant to cover the period to 2020 or 2022, as well as, impliedly both
the 7s and 15 a-side formats of Rugby.
2.
The July 2012 participants were asked to write down “what they believed
to be true if the Fiji Rugby Union’s success could be guaranteed, what
would be the end result of their efforts”, and came up with “To be World
Leaders in Rugby”, which was subsequently approved and adopted by FRU
69
management and included in the FRU Strategic Plan.
3.
The participants generally accepted this broad overall vision for Fiji
Rugby, but the participants for this research were also asked to explain what
their vision for Fiji Rugby would be if focused on 7s and 15s Rugby
independently.
4.
The participants had to be guided somewhat and context given as to the
rationale for developing a separate vision for 7s and 15s, like the Fiji 7s
team consistently performing to a higher level on the World stage than 15s
(see below for more detail).
5.
This guidance did unintentionally end up coaching out of many of the
participants a vision based on performance outcomes, however, the
discussion around what the vision for 7s and 15s should be was more
valuable for the purposes of formulating a useful vision for Fiji Rugby, 7s
and 15s.
6.
In general, the participants believed that the Fiji 7s team should be the
best; number one; the top in the IRB Sevens World Series; and win
everything else on offer, the World Cup, Commonwealth and Olympic
games; and for Fiji to be the most consistent 7s Rugby playing nation in the
World.
7. Also, for one participant Fiji’s vision for 7s:
(a) Needed to play or build on the national backing and support for the
team, the fervor, the style of 7s played at all levels of the game in
Fiji. Fiji was believed to be the only country in the World where the
same style of 7s played by the national level is also played at
village, club, and school levels;
(b) Should build on Fiji’s enviably player base, as well as its reputation
70
for being unbeatable when the team’s ‘tail is up’.
(c) Needs to include development of Woman’s Rugby as there is huge
potential for Woman’s 7s.
8.
In relation to 15s, the participants generally thought Fiji should aim for
consistency; and to go one step further than the best performance at the
Rugby World Cup, to reach the semi-finals; as well as, to be competitive
with Tier One nations (Fiji being rated by the IRB as a Tier Two nation).
9.
The general feeling being that, if success could be guaranteed, the
participants would love to beat the All Blacks and compete against the other
Tier One nations, even be recognised as a Tier One nation in time. Another
participant did not believe that was a realistic vision at present, especially
given the financial and operational problems of FRU.
10.
Put another way, Fiji has a much longer way to go to reach any vision of
being a Tier One nation in 15s and many obstacles, both organizationally
and economically to overcome before reaching that vision, whereas, a vision
for Fiji to be World Leaders in Rugby Sevens is not a stretch of ones
imagination at all, but which is still dependent to a lesser degree on solving
some of the organisational and economic woes of the FRU.
11.
Another participant, who had a coaching bias believed a vision for Fiji
Rugby should be to create an identity for itself or in other words define a
style of playing Rugby and work backwards to design coaching, systems
and competitions that develop and produce players to a national level
capable of playing this defined style of Rugby. For example, a style that
keeps the ball alive and to play entertaining rugby.
12.
Fiji already produces a pool of special and skillful players suited to
running rugby. The danger, according to this participant, is that Fiji stops
71
producing these special players.
13.
Another participant did not want to talk of a vision based on outcomes,
but rather something to do with where Rugby is at in Fiji, and what created
the environment for Fiji Rugby. Where is Fiji Rugby now and search for a
more holistic vision. The participant was influenced by other professional
exercises undertaken previously for a Public Enterprise in Fiji.
The
participant wanted more time to think about a suitable vision for Fiji Rugby
but for the sake of the interview was kind enough to brainstorm a number of
visions that formed into short, striking, memorable phrases, much like that
used as an advertising slogan for a company. For example, all people look
to Rugby, the love of Rugby, for the love of Rugby, sport of choice for
Fijians, Rugby something Fiji can be proud of, and Rugby: Inspiring our
Nation!
(C)
How would you achieve this vision or what are the strategic objects of
Fiji Rugby?
1.
The interview results are summarized below in Table 9. The results can
be linked and a number of priorities and categories can be gleaned from the
participants responses, as follows:
(a) There was a real desire for the ‘corporatization’ of the operations of
the FRU, to operate more professionally like a corporate or business,
to put ‘its house in order’, ‘to live within its means’. From that,
impliedly a number of other objects would be achieved. Improved
standards of governance and management. The development of a
culture of strategic management, planning and performance
management. The development of organisational capacity. Better
financial management, sustainability and consistent funding.
(b) The training and development of both paid staff and volunteers at
all levels of Rugby to improve the qualifications, skills and
72
experience of FRU’s human resources, including coaches, referees,
medical staff and administrators.
(c) The alignment and development of competitions and infrastructure
for both 7s and 15s at all levels designed to raise the quality of
players produced, mapping of player pathways from the lowest
grades through to the national team, the identification, development
and retention of the best talent, professional career opportunities and
contracting
of
key
talent.
The
re-establishment
of
a
professional/semi-professional competition for both 7s and 15s was
seen as a major step forward.
(d) The need for FRU to be more transparent and accountable to its
members. Improve access and communication between FRU and
member unions.
2.
The development of Fiji’s own style of Rugby was seen as important for
the 15 aside game. However, the style of 7s Rugby in Fiji appears to have
developed through competition and spread throughout all levels to the
national team, perhaps because of its entertainment value or perhaps more
so because of its winning characteristics and coaching.
When Fiji
dominated 7s Rugby during the 70s, 80s and 90s, Fiji’s domestic
competition was literally decades ahead of the rest of the World. Little
wonder, Fiji produced such remarkable results for a tiny island nation on the
World scene during that era. Even more remarkable is the fact that Fiji still
retains the best domestic 7s competition in the World despite the FRU doing
little or nothing of late to oversee or develop the level of domestic
competition, and despite the massive growth of the sport internationally and
competitiveness of more developed nations, resulting in 7s being included
in the 2016 Rio Olympics.
3.
Perhaps there is a lesson here from 7s Rugby for the development of a 15s
style of Rugby for Fiji. One that comes out of the trenches on the field of
73
play. One that involves the development of Fiji’s domestic game and the
quality of its coaches, fields, facilities, gyms, referees, medical staff, and
administrative staff and volunteers.
4.
There was a suggestion that Fiji consider developing its players in
competitions offshore in New Zealand and Australia. To develop perhaps a
player exchange system to develop the skills and maturity of players and
build and strengthen ties with unions and clubs in those countries. This
initiative would certainly avoid the costs of strengthening the local
competition in the short term and potentially lift the standard of play, when
and if these players rejoin the local competition.
5.
The hosting of international events was seen as a worthwhile objective,
which it is, in and of itself.
However, the FRU has no capacity to
adequately host, stage or promote such events at present, and is unlikely to
unless or until the themed objectives and priorities summarized above are
achieved.
6.
One participant saw the breaking of provincialism or the disunity and
competing interests that exist between the provinces themselves and
between them individually or collectively and the FRU as a strategic
objective. In otherwords, the need to bring these parties together for the
sake of Rugby, moving Rugby forward in Fiji, and for the development of
Rugby. Again, achieving the themed objectives and priorities summarized
above would go a significant distance towards getting these parties to all
‘sing the same tune’. Similarly, the proper development of a strategic plan
for Fiji Rugby.
7.
The iTaukei concepts of Ke davo donu na vanua, ena qai muri mai na
Sauta and Solesolevake were raised as being apt or applicable to the Fiji
Rugby context, the governance, administration and operation of FRU, at
least in a form adapted to the modern context of Fiji Rugby.
74
8.
The first concept, Ke davo donu na vanua, ena qai muri mai na Sauta,
figuratively means that if the FRU Council, Trustees, Board of Directors,
and Management perform their role competently and the staff and
volunteers perform their role diligently, blessings and mana will follow.
9.
The second concept, Solesolevake, figuratively means that by working
together to achieve both individual and common goals, these goals can be
achieved more efficiently and effectively than had each individual worked
alone towards their own goals.
Table 9 – Mission Research Results
Research Results
General / 15s
• To operate FRU more as a corporate business or to ‘corporatise’
• To oversee the game at all levels of the sport,
• Training and development of people involved in Rugby to uplift
standard.
• Building organisational capability and capacity e.g gym, technical
expertise
• To look at domestic competitions first and foremost, establish
systems and competitions to develop players to the highest level,
which captures players in areas where there is no competition and
provides more game time for players, add fixtures like East vs West,
Fiji residents v overseas, top club challenge, top provincial team v
national team, to phase out the U20 competition, not suitable for Fiji,
stick with an U19 competition,
• Align primary (Kaji) and secondary schools, provincial unions and
national systems, and develop player pathways for talent
identification, development and retention purposes, build framework
that encompasses all levels, pathways and an alignment of player
pathways e.g club level having under 9 and 10 year old competition
• Financial sustainability / customer service
• The sharing of information with other countries and building stronger
ties and relationships with overseas unions for player exchange
programs
• Develop our own Fijian style of Rugby
• To ensure quality teams at the top
• To ensure adequate facilities, infrastructure
• To ensure qualified and competent staff, referees, medial, and
coaches (coaching much more professional now, compared to 20-30
years ago)
• For the FRU to be more transparent and accountable
75
• To have a powerful marketing team
• To host and stage international sports events
• When a critical mass has been reached to export skilled and qualified
staff to the Pacific
• To break provincialism, come together, for the members and FRU to
‘sing the same tune’
• To develop competitive teams
• Firm up in-house processes, finance and player contracts worked out,
build systems and organisational capacity of Rugby at all levels
• Good strategic planning
• Consistent funding, development of a building to generate income
• Selectors to be appointed by the board, call for nominations from the
unions, select good qualified people, need criteria for selection and
nomination
7s
• FRU to administer and set rules for game locally,
• the development a national provincial 7s competition, aligned to
provincial unions, including clubs, villages and schools, able to select
national team from teams competing, provides for weekly
conditioning ready for international duties,
• for all 7s tournaments in Fiji to be sanctioned by FRU, too much
sevens, players need to be rested when required
• create the potential for players to earn a full time wage to stay in Fiji,
and play in the World Series, train in a full time environment. Fiji is
the only place in the World where players are unemployed during the
IRB World Series!
• Clear career pathways and professional pathways for youth to be
retained and not lost abroad on scholarship
• Coaching, conditioning, management and referee development
program for 7s, use of workshops around tournaments and roping in
the IRB to assist
4.
Discussion of Case Study Results
4.1
A diagnosis of strategic planning by the FRU
Introduction
1.
In short, the FRU Working Document, FRU Strategic Plan and FRU
Development Plan are not fit for their stated purposes and certainly these
first two documents have not achieved their stated aim.
76
The strategic
visions, values and objects identified have not been properly defined,
linked, prioritised or operationalised. There is no complete or detailed
operational action plan or budgeting (between priorities).
The links
between the strategic objects of the FRU Development Plan and the FRU
Strategic Plan or FRU Working Document, either do not exist or are
tenuous and unclear. The strategic objects of the FRU Development Plan
may be a result of board, management and IRB priorities and the financial
impecunious state of the FRU.
2.
The operations of the FRU appear to be rolling along, as usual, responding
to or reacting to urgent demands from all quarters, as and when they arise,
which demands are not necessarily strategically important or strategic
priorities for the FRU. Thus, resulting in already stretched and limited
human and financial resources being allocated without strategic direction or
management from the board and management of the FRU.
3.
Without the revision or formulation of a strategic plan and operational
action plan fit for purpose, the strategic direction of the FRU to achieve any
vision for Fiji Rugby cannot be adequately managed by the board or
management. The stretched and limited human and financial resources of
Fiji Rugby cannot be carefully and shrewdly managed, directed and
allocated between the many competing priorities and strategic objectives or
aims of the FRU.
4.
Similarly, the performance of the FRU cannot be performance managed at
present until:
(a) There is a positive acceptance of strategic management, strategic
planning and performance management by the board, management,
staff and volunteers within Fiji Rugby. There is an organisational
culture change, away from protecting one’s own patch and being
resistant to change; and,
77
(b) Effective performance measures have been established to adequately
manage and reward performance when necessary.
5.
The recent conflict between provincial unions and the FRU is derived
partly out of, according to the research, amongst other things the following:
(a) A
perceived
lack
of
transparency,
accountability
and
communication, the need for ‘corporatisation’ or professional
development of the FRU’s governance, administration and
operation, including the up-skilling of all those involved in Fiji
Rugby at all levels, and development of competitions and
infrastructure for both 7s and 15s at all levels, and the reestablishment of a professional/semi-professional competition for
both 7s and 15s.
(b) The announcement in early February 2014 of the “biggest sports
sponsorship deal in Fiji to date”, a $40 million dollar 5 year
sponsorship deal that did not materially change the financial
circumstances of provincial unions or improve the national
provincial competitions, but which sponsorship reputedly did not
undersell local competitions, and where national icons and families
were prioritised and protected, and where Rugby at large was to
become sustainable and financially strong, be it on the global stage,
national level or at local union level.
(c) The withdrawal of IRB funding in January 2014 until necessary and
critical reforms were implemented by the FRU.
6. Whilst the Fiji National Sports Commission has the power to intervene and
solve disagreement within sporting bodies and to regulate sports in Fiji to
ensure compliance with their constitutions, the commission is not able to
exercise this power until a body is established to be able to investigate or
solve any such disagreement and suitable regulations are passed to ensure
78
that all sports and elected officials comply with their constitutions. Thus, at
present the FNSC is not formally able to assist with any conflict,
constitutional or otherwise, between the FRU and its members.
The FRU strategic documents are not fit for purpose
Key stakeholders not identified
1.
The FRU Working Document is silent as to whether any process was
undertaken to identify the key stakeholders of the FRU or determine how
much attention any particular stakeholder or class of stakeholders should
receive from the FRU during the planning process.
2.
The research identified the following three classes of key stakeholders for
Fiji Rugby:
(a) Chief Stakeholders - Board, FRU management and Staff, Coaches
and Referees; Affiliated unions, made up of major and minor
provincial unions, the B Division, Island Zone unions and woman’s
rugby; and Vanua and village teams; Players, including overseas
based players and former players; Primary (Kaji) and Secondary
Schools; IRB;
(b) Facility Stakeholders – Ministry of Education, Fiji Sports
Commission, City and Town Councils, Primary (Kaji) and
Secondary Schools, Villages; and,
(c) Funding Stakeholders - Government of Fiji, Ministry of Sports,
Fiji National Sports Commission; IRB; FASANOC; and Sponsors.
No Rationale for Strategic Management
3.
The FRU Working Document did not define the rationale for developing a
79
strategic plan for the FRU and management do not appear to have done so,
although, having developed a strategic plan. Given, that only a narrow
range of stakeholders were involved in this strategic planning exercise,
which excluded provincial unions, no defined rationale seemed necessary
for communication purposes.
4.
The research identified a strong rationale for revising the current FRU
Strategic Plan and need for the development of and move towards a culture
of effective and competent strategic management practice for the FRU, as
follows:
(a) The FRU Strategic Plan is incomplete and not fit for purpose;
(b) The need for the support and approval of affiliated unions to the
process, method, values, vision, and objects or future direction of
Fiji Rugby and how its resources are to be allocated between elite
sport and the development of say infrastructure and local
competitions;
(c) The need for a development of core values for Fiji Rugby;
(d) The need for a current environmental scan or up to date SWOT
analysis for Fiji Rugby. The results of this research is helpful, but
not comprehensive or thorough;
(e) To meet the standards of accountability and competitiveness
established by the Government of Fiji’s pillars of strategic change
and IRB strategic goals;
(f) The IRB report recommending the development of a new vision and
strategic direction for Rugby in Fiji. A new vision and strategic
framework (excluding the FBEA and balanced scorecard methods),
with clear implementation, strategy and KPIs. A clear outline of
80
what Fiji wants to achieve in World Rugby and what the FRU needs
to do to get there and how; and,
(g) The PWC report recommending the development of a strategic plan
to be reviewed annually, to have a clear understanding of the FRU’s
strategic aims and direction, and the development of a performance
management system.
(h) The announcement in July 2014 of the admission of a Fiji Rugby
League Team into the New South Wales Cup from 2016, which can
ultimately lead to Fiji having full representation in the National
Rugby League competition.
No ownership by Provincial Unions
5.
The FRU Working Document, FRU Strategic Plan and FRU Development
Plan did not achieve their stated aims to develop a strategic plan that was
“holistic, have a long term effect and focused on long term rugby success
for the nation” and that outlined “how Fiji Rugby will continue to
implement and develop strategies to enable Fiji Rugby to be more
consistently competitive internationally and support the next generation of
players in becoming world class rugby players”.
6.
The FRU’s founding members, affiliated unions and provincial unions did
not significantly, if at all, participate in the strategic planning process that
created these documents. The planning process was largely restricted to
FRU management and thus, the provincial unions did not have any “say in
the direction in which Fiji Rugby would progress towards” or take
“ownership” of the process.
7.
All stakeholders, especially the provincial unions and their constituent
Vanua (excluding non-Vanua based teams), should ideally be made aware
of the need for strategic planning and are committed to helping with its
development, if required, and before beginning the process obtain their
81
support and approval (Camy & Robinson, 2007, pp. 64 & 67).
Improvements to Process
8.
The research indicated that the provincial unions are aware of the need for
strategic planning, and are committed to helping with the revision of the
FRU Strategic Plan, if necessary, but that any revision process needed to
achieve the following;
(a) The role of strategic management, strategic planning and
performance management needs to be further clarified for key
stakeholders, especially for the FRU board, management, staff,
volunteers, presidents and secretaries of provincial unions;
(b) Any revisions of the plan needed to be done efficiently and over a
short time frame of no more than 3 months maximum, ideally 6 to 8
weeks, so that provincial unions do not become disillusioned,
frustrated or lose interest in the process;
(c) Any committee or consultant be open minded and adopt a suitable
approach for the Fiji context and not blindly apply concepts and
models from overseas;
(d) The problems are adequately defined and understood by the
committee, stakeholders, and especially the consultant (if overseas
based and unfamiliar with the context and problems);
(e) The process, led by the committee and/or consultant is culturally
appropriate and respectful, to encourage information sharing and
cultural change towards strategic management:
1. By the addition or inclusion of a member or members versed in
iTaukei customs and traditions;
82
2. By achieving the same psychological effect as the custom of
‘Talanoa Na Yagona’ by making all participants feel warm,
respected, accepted and as though they were family, close
relatives or friends.
3. By the promotion of the following customs ‘Ke davo donu na
vanua, ena qai muri mai na Sauta’ and ‘Solesolevake’.
Unclear Values for Fiji Rugby
9.
The vision and values of the FRU help members or provincial unions,
strategic partners and key stakeholders to share the organisation’s dream for
the future. The vision corresponds to what the FRU wants to be in the long
term, whilst the values are the underpinning beliefs that the organisation
promotes.
The vision and values provide a framework for the rest of the
strategic planning process. This is why it is important to be sure of the
values that an organisation wants to promote.
10.
The FRU Working Document did not define a set of core values for Fiji
Rugby. The FRU Strategic Plan defines four values, and additionally the
FRU’s management is promoting the IRB’s five core values. The provincial
unions do not appear to have participated in the development of the vision
and values for Fiji Rugby and thus cannot be said to share in the FRU’s
dream for the future.
11.
The interviewed participants, without knowledge of the IRB’s 5 core
values, specifically identified four of the five values. However, they did not
identify two of the four values defined in the FRU Strategic Plan, “Invest in
our People and our Players” and “Honour God”. The first value being
defined more as a strategic objective and the latter more assumed than
explicitly expressed during the planning process.
83
12.
Any vision and values developed for the FRU need to be underpinned by
the beliefs, customs, traditions and importance of the Vanua (the indigenous
people of Fiji, their chiefs, land and customs), the bedrock of Fiji Rugby, its
core and foundation, which inspires and motivates the individual behavior
of those involved in the Rugby. Also, the provincial unions, which are
largely Vanua based or a part of the Vanua’s social and political institutions.
13.
The public of Fiji was also seen as the driving force behind Rugby. The
general public’s love of the game, passion for the game, their traditions,
customs and support need to also be recognised, nurtured, strengthened and
promoted by the FRU. Rugby is clearly a valued way of life in Fiji and an
indelible institution for iTaukei.
14.
The call by provincial unions for more transparency, accountability and
competitiveness in the operations of the FRU also needs to be factored into
any approved vision and values for Fiji Rugby.
Unclear Vision for Fiji Rugby
15.
Due to the serious and significant financial, governance, administrative
and operational challenges facing the FRU, as an organisation, over the next
4 to 8 years any vision for Fiji Rugby needs to factor this in.
16.
The success or ability of the FRU ‘To be World Leaders in Rugby’ is
directly correlated to and fundamentally dependent upon necessary reforms
to address these financial, governance and administrative challenges.
17.
As the status and ranking of 7s and 15s Rugby Union in Fiji differ
significantly, the research determined what separate vision statements for
both of these formats would look like.
18.
The Fiji 7s team is one of the most popular and successful teams in the
World, winning the Honk Kong Seven’s tournament a record 13 times since
84
its inception in 1976, winning two World Series, and is currently ranked
within the top three teams in the World Sevens Series. Whereas, the Fiji
15s team, is currently ranked 11th in the World, out of 102 countries, and
despite their low ranking, at the 2007 Rugby World Cup, the Fiji team
defeated Wales 38 to 34 to claim a quarter-final spot, theoretically placing
them in the top 8 teams in the World. Also, Fiji 15s has a remarkable
history, and in 1939 set a record that remains intact today for being the only
team to tour New Zealand unbeaten. Also, in 1977, Fiji beat the British
Lions at Buckhurst Park, Suva.
7s Vision for Fiji Rugby
19.
Fiji is already a leading team in the IRB World Sevens Series. As an
organisation, the FRU, is not a World Leader in Rugby.
Any vision
developed for a 4 or 8 year period should take into account the following
performance goals of the team and the state of the FRU, as identified in this
research:
To be the best, number one, the top in the IRB Sevens World Series,
and win everything else on offer, the World Cup, Commonwealth and
Olympic games, and for Fiji to be the most consistent 7s Rugby
playing nation in the World.
20. The development of a vision for 7s that includes the huge potential to
expose woman to the World of 7s Rugby on an International scene. A
vision that builds on the national backing, support, love and fervor for the
team, that recognizes and promotes the Fijian style of 7s, which casts Fiji as
unbeatable and indomitable (impossible to subdue or defeat).
15s Vision for Fiji Rugby
21.
Similarly, a vision for 15s over the next 4 to 8 years needs to factor in the
state of the FRU, as an organisation, and the current performance and
ranking of the team.
85
22.
Compared to 7s, 15s has a much longer way to go to reach any vision of
being a Tier One nation, and consistently competing, if not win, against Tier
One nations, including the All Blacks, and many obstacles, both
organizationally and financially to overcome before reaching that vision.
23.
The fact Fiji is a small island and isolated state, with a relatively small
GDP compared to Tier One nations reinforces the need for prudence and
shrewd management of already limited human and financial resources as
being critical to improve Fiji’s on field performance.
24.
As identified in the research, there is a desire for long-term commitment
and allocation of resources to the development of competitions,
infrastructure and people on a domestic level, in conjunction with, not at the
expense of high performance and elite programs that only finesse the ‘raw’
being produced by the existing competitions and structures.
Strategic Objects for Fiji Rugby
25.
The FRU Development Plan identified 3 strategic goals or prioritise, as
follows:
(a) Participation (to deliver a mass participation program through the
Get into Rugby (GIR) program);
(b) Training and education (to deliver a program which provides a
holistic approach for all rugby stakeholders); and,
(c) Woman’s Rugby (to deliver programs that provide accessibility into
Rugby for girls and woman).
26.
One participant in the research observed that whilst participation of the
game in Fiji can be grown significantly, Fiji already has, per head of capita,
the highest participation rate in the World. The Get into Rugby (GIR)
86
program appears to be an initiative of the IRB and an example of a funder
influencing the direction and resource allocation of Fiji Rugby. This goal
does not link back to the FRU Strategic Plan, but back to goal 10 identified
in the July 2012 workshop. This goal does not appear to be a strategic
priority for the FRU, and as one participant observed, directing resources to
improving facilities, fields, infrastructure, coaching, refereeing, and
improving scrummaging would be more strategically and competitively
advantageous for Fiji Rugby.
27.
Whilst the development goal of training and education can be loosely
linked back to strategic goal 2 of the FRU Strategic Plan and July 2012
workshop SWOT/GAP analysis, there is no direct link with that workshop.
The research indicated that this development goal is a priority for provincial
unions. The training and development of both paid staff and volunteers at
all levels of Rugby to improve the qualifications, skills and experience of
FRU’s human resources, including coaches, referees, medical staff and
administrators.
28.
The development goal of Woman’s Rugby, appears to be a priority
influenced by the IRB and board because of the social importance of
promoting Woman in sport in Fiji. This goal links with strategic goal 3 of
the FRU Strategic Plan (Develop sustainable Rugby development and
infrastructure), but there is no direct link to the SWOT/GAP analysis or
balance scorecard goals developed out of the July 2012 workshop. The
research reaffirmed strategic goal 3 to develop competitions and
infrastructure, particularly the re-establishment of a professional/semiprofessional competition for both 7s and 15s. Whilst the development of
Woman’s Rugby is important, this development should not be at the
expense or sacrifice or lack of focus on the development of competitions
and infrastructure in Fiji as a whole, but more concurrently and in step with
such development.
87
4.2
Revision of FRU Strategic Plan
1.
Clearly a lot of effort and cost has been expended already to develop the
FRU Working Document, FRU Strategic Plan, and FRU Development Plan.
2.
However, the FRU Strategic Plan is not complete or fit for purpose. 4 of
the 7 strategic goals have no strategy or action plan. The FRU Strategic
Plan has not been operationalized and therefore cannot be performance
managed. The links between the mission, objects, and goals are not all clear
and the strategic planning process appears disjointed. Also, there is no
effective mechanism in place for monitoring or evaluating the performance
cycles of the FRU or strategically manage achievement of the FRU’s
existing objectives and action plans.
3.
The balanced scorecard method is very complicated and difficult to
follow. Robinson & Palmer (2010, pp. 129-134) identify several problems
with the implementation of the balanced scorecard framework, as follows:
(a) First, there may be a problem with conflicting measures. Some
measures such as increases in gold medals and cost reduction
naturally conflict. The balance that will achieve the best results
must be determined after consideration of the service’s objectives;
(b) Second, performance measurement is only useful if it initiates
appropriate management action. There is little point in developing a
set of measures for the four aspects of the scorecard, if managers are
not going to react to the information that these generate or cannot
control the outcome; and,
(c) Finally, managers need to have the skills to be able to interpret the
information that the Balanced Scorecard generates.
4.
The preparation and development of the FRU Working Document, FRU
Strategic Plan, and FRU Development Plan appeared to suffer from the
88
same barriers identified by SPARC (2004):
(a) Poor preparation. Limited analysis of the external environment,
current capability and stakeholder expectations;
(b) Time pressure. The planning process is often squashed within a busy
operational environment. There can be very little time to properly
examine strategic possibilities; and,
(c) Focus on ‘business as usual’. Plans often focus on doing what we’ve
always done but perhaps aiming to do them a little better. There can
be unwillingness to think ‘outside of the square’ and respond to the
realities of the external environment; and,
(d) No supporting resource plan. A ‘stretch’ vision may be set but there
is often no resource plan for people, finance and infrastructure to
support the vision. Thus the feasibility of the plan is called into
question.
5.
In place of the balanced scorecard framework and associated initiatives it
is recommended that the FRU follow a more sport relevant and less
complicated framework developed by Camy and Robinson (2007, p. 62),
the five-step process for strategic management outlined in Figure 1. In
addition, the adoption of Robinson and Palmer’s (2010, p. 127) performance
management process outlined in Figure 2.
6.
As a result of the research the following methodology is suggested to
revise the FRU Strategic Plan and start an operational action plan, as shown
in Table 10 below.
7.
A separate workshop for the input and feedback of Primary (Kaji) and
Secondary Schools was considered important and critical to the future
direction of Fiji Rugby, as these two organisations are responsible for the
89
development of players for the future.
These two organisations are
responsible for the largest pool of players in Fiji, having 100,000 and
20,000 registered players respectively. The strategic development of the
organisational capacity of these organisations, the level of coaching,
facilities, competitions and systems are important to the FRU achieving its
vision ‘To become World Leaders in Rugby’.
Table 10 – Proposed Methodology for the Revision of FRU Strategic Plan
Task
Start Planning Process
•
•
•
•
•
•
•
Appoint Strategic Management
Committee (SMC)
Max 3 + Consultant
Need relevant rugby knowledge
and strategic planning experience
Commitment and time available
for process
Ideally made up of CEO, member
of board, member from provincial
unions, and consultant
Appoint Strategic Management
Consultant (C)
Open minded and practical
approach
Use of uncomplicated framework
Culturally appropriate and
respectful
Time frame
• Board
• CEO
• IRB (IRB financial
and technical
support to process
important)
At the earliest
opportunity
• CEO
• IRB
Within 1st week
• SMC
• IRB
• SMC & C
• Funders (IRB,
FNSC, FASANOC
& Sponsors)
• SMC & C
Approve Budget & Method of
Revising Plan
How going to Revise Plan?
Up-to-date SWOT/Environmental
Scan
Revision of Values, Vision and
Objectives
Draft Revised Plan
Approval of Revised Plan
Series of Workshops
1. Board ½ day
Person Responsible
Within 3rd
Week
• SMC & C
• SMC & C
• SMC & C
• SMC & C
• SMC & C
90
Within 6th
Week
Within 10th
Week
2. FRU Management 1 day
3. Provincial Unions, Vanua and
Chief & Facility Stakeholders
- Western Division – 1 day
- Central Division – 1 day
- Northern Division – 1 day
- Eastern Division – 1 day
• FRU Management
* proactive – need to set up at a
convenient time and venue to
encourage attendance
4. Funding Stakeholders – 1 day
- IRB
- FNSC
- FASANOC
- Sponsors
5. Primary (Kaji) and Secondary
Schools – 1 day
• SMC & C
Further Revision of Plan
• Board
• FRU Council at
AGM / SGM
* critical due to series
of crises
• CEO
• FRU Management,
Staff and
Volunteers
Adoption of Plan
Develop Operational Action Plan
and Budget
4.3
Within 11th
Week
Within 12th
Week
At the earliest
convenience
At the earliest
opportunity,
not more than 3
months
Governance, Constitutional Review, Incorporation, Performance
Management
Governance and Quality People
1.
One area highlighted by the research that required urgent attention is the
strengthening, reform and change of the FRU’s leadership and governance
model, with a new approach to the appointment of people with skills, rugby
knowledge, leadership, strategy and effective decision-making and controls
to govern.
Associated with this reform would be the undertaking of a
thorough review of the competencies and skills of management.
2.
The FRU may adopt the CaS governance framework, which provides a
flexible and adoptable governance model that is reflective of the culture,
91
traditions and customs of Fiji Rugby.
3.
However, it does not matter whether the FRU adopts this model or
implements or develops any other standards, policies or rules; good
governance is totally dependent on the quality of the people that participate
and are involved in it, combined with the synergy, trust and communication
that exists between the board and executive teams of the organisation.
4.
According to Mowbray (2011, p. 26), there is no model of governance that
will transform a poor-performing organisation into a pillar of high
performance. The performance of the board is almost entirely dependent on
the people involved; models or frameworks can only help them by
providing tools to work with.
Constitutional Review and Incorporation
5.
Another key area highlighted in the research requiring urgent attention is
the review and reform of the FRU’s constitution and transitioning the
organisation to a company limited by guarantee, and a skill’s based board.
6.
This area of enquiry was outside the scope of this research, however, was
raised by participants as a strategic objective of the FRU and part of the
general call to ‘modernise’, ‘corporatise’ and ‘professionalise’ the
governance, management and operations of the FRU.
Culture of Strategic Management and Performance Management
7.
The research identified a culture within the FRU resistant to change and
the practice of strategic planning, and personnel insufficiently qualified to
effectively practice strategic management and performance management
methods.
8.
Also, the need for effectively defined strategic objectives or strategic
actions that are measurable, achievable, specific, time-specific, ends not
means, and ranked.
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Chapter 4 – Conclusions
1.
1.1
The Fiji Rugby Union
Fiji Rugby has humble beginnings in 1913, as an amateur sport (see Picture 1
below), and a more recent history of Government and IRB involvement and
subsidization, especially since the professionalization of rugby union in 1995,
driven by the need for ‘commercialization’ of the sport and by increased public
pressure for the FRU to be more accountable and transparent. The FNSC, IRB
and FASANOC continue to be involved and heavily subsidize the operating
costs of the FRU. Thus, commercial agendas have competed with social and
political agendas.
1.2
The development of human capacity is the key to lifting the governance and
strategic management standards throughout rugby union in Fiji. Over the years,
it appears as though there has been little incentive for rugby union
administrators to improve their skill levels. Administrators in general have
learned their skills informally and current practices mirror those of earlier
generations. These practices are more suited to the amateur days of rugby
union than modern commercial practice.
Picture 1 - The first committee of the Fiji Rugby Union - 1913
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2.
2.1
Rationale for Strategic Management
In general, Fiji’s OSOs need to develop the governance and strategic
management of their organisations to improve accountability, transparency and
competitiveness, as well as, become more independent of funding agencies.
2.2
Such governance and strategic management development of Fiji’s OSOs
would help to:
(a) Avoid a culture of short cuts and consumption, shooting for the stars,
but ending in disappointment (Minikin, 2011, p. 44);
(b) Encourage the allocation of adequate resources to the development of an
OSOs capacity, sporting systems, strong competitive structures and
infrastructure as opposed to being drawn away to support elite programs
(Rapilla, 2008, pp. 9-10);
(c) Avoid funders overlooking grass-roots development and sustainable
activities (Robinson & Minikin, 2011, p. 220);
(d) Use as a unifying tool for management and internal communication,
encourage staff and volunteer involvement and a more effective
collaboration between them;
(e) Show any sponsors and funding agencies how an OSO is using its
resources in general and particularly the resources provided by a funder;
and,
(f) Reinforce the image and legitimacy of OSOs’ activities to the public,
private partners and members.
3.
3.1
Strategic Management of Fiji’s OSOs
The research found that governance is of a basic to moderate level of
94
development, organisational performance is not being adequately evaluated or
monitored, if at all, and that generally the practice of strategic leadership and
strategic planning is below the Sport Industry Benchmark.
3.2
As the governance and performance of an OSO is totally dependent on the
quality of people that participate in governance, for Fiji’s OSOs to move
towards a culture of strategic management those responsible at the highest level
of governance and management from village to national levels need to be
developed and trained accordingly.
3.3
The development of human capacity is the key for Fiji’s OSOs to move
towards a culture of strategic management and financial independence from
funding agencies.
The training and development of those responsible for
governance and management at village, school, club, provincial and national
levels in the practice, theory and applicable tools of governance and strategic
management is at the heart of improving the accountability, transparency and
competitiveness of Fiji’s OSOs, reinforcing the public’s trust and confidence in
these sport organisations, and sustainably lifting the standard and performance
of Fiji’s athletes and national sporting teams.
3.4
The clarification of the role of governance, strategic management, strategic
planning and performance management in a sport organisation for the
administrators and stakeholders of Fiji’s OSOs is an essential first step in the
development of human capacity across Fiji’s sport industry and developing an
industry-wide understanding, appreciation and commitment towards the
practice of good governance and strategic management, and the avoidance of
the following bad practices:
(a) Poor preparation – the successful formulation of a detailed political
and administrative plan for the revision or development of a strategic
plan requires careful preparation and forethought, if not, the result can
be the limited analysis of an OSO’s external environment, current
capacity, and stakeholder expectations.
95
(b) Rushing the planning process - the planning process is often squashed
within a busy operational environment, leaving little time to properly
examine strategic possibilities;
(c) Cultural resistance - a cultural resistance to change, to think outside
the square and respond to the realities of the external environment;
focus on business as usual and doing what has always been done but
perhaps aiming to do them a little better.
(d) A ‘stretched’ vision that is not feasible - if a ‘stretched’ vision is set
by an OSO, there is often no resource plan for people, finance and
infrastructure to support the vision, and thus, the feasibility of the plan
is called into question.
3.5
The Fiji Government has recognized the general social need in Fiji for the
development of human capacity in Pillars 1 (ensuring sustainable democracy
and good and just governance), 3 (ensuring effective, enlightened and
accountable leadership) and 4 (enhancing public sector efficiency, performance
effectiveness and service delivery) of its ‘Strategic Framework for Change’.
3.6
The Fiji Government has also provided for the institutional framework and
mechanism to support Fiji’s OSOs develop their human capacity, by the
establishment of the FNSC in 2013 with the following relevant functions and
powers: to “administer money appropriated by the Government or raised by
the Commission for the purposes of the Commission”; to “make grants and
provide scholarships or like benefits for sporting activities and related
purposes”; to “co-ordinate and promote activities for the development of
sports”; to “initiate, encourage, facilitate research and development in
sports”; to “provide support and financial assistance to national federations,
in the development of their sport and of their high performance athletes”; and
to “organize and provide research, professional, and technical services in the
areas of sports science, sports medicine and sports management”.
96
3.7
The FNSC’s 2013 to 2018 strategic plan also includes the following relevant
corporate objective to “provide coordination, direction and support the
development of sports in Fiji”, and strategic goal to “Initiate, encourage,
facilitate research and development in sports by organising and providing
research, professional, and technical services in the areas of sports science,
sports medicine and sports management”.
3.8
Similarly, FASANOC, ONOC, the International Federations or Regional
Organisations for each NF in Fiji are likely to provide support for the human
development of Fiji’s OSOs from the village to national levels in governance
and strategic management.
3.9
Therefore, the above demonstrates that the Fiji Government and OSOs have a
genuine intention to bring about a positive change in the culture or practice of
governance and strategic management in Fiji and have taken the first steps
towards the development of human capacity of Fiji’s OSOs through policy and
funding opportunities.
3.10
The next step is for the FNSC, FASANOC and Fiji’s OSOs to cooperate
collaborate and agree to prioritise the design funding and implementation of a
suitable development program in governance and strategic management for
Fiji’s OSOs.
97
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100
Appendices
Appendix 1 - Chronology of Events of Governance and Management
Fiji Rugby Union 15s, Governance and Management
•
•
•
•
•
•
•
•
•
•
1987 – Rugby World Cup, eliminated in quarter finals
1991 – Rugby World Cup, eliminated in pool stages
1995
o Professionalization of Rugby Union Worldwide
o Rugby World Cup, did not qualify
2003
o Rugby World Cup, eliminated in pool stages
o Strategic plan developed
2007 – Rugby World Cup, eliminated in quarter finals
2009 – National mens 15s coach terminated
2011
o January - FRU Lottery, fundraiser for the 2011 Rugby World Cup,
resulted in the potential losses of over $250,000 in prize money.
o January - FRU Board resigns
o April
§ new chairman and board elected/appointed a annual general
meeting
§ call from affiliated unions for constitutional and operational
reforms to Fiji Rugby
o June – CEO Resigns
o Rugby World Cup, eliminated in pool stages
o Commission of enquiry as to performance of team
o November – appointment of new CEO
2012
o January – appointment of new national men’s 15s coach
o PWC report on structure of FRU
2013
o April
§ new chairman and board, except for two continuing members
§ renewed call from affiliated unions for constitutional and
operational reforms for Fiji Rugby
o May/July – FRU insolvent, IRB enquiry into governance, administration
and finances of FRU
o September – CEO removed
o December – several senior managers removed
2014
o January
§ Board changes structure of FRU
§ IRB suspends funding until FRU implements reforms
§ National men’s 15s coach terminated
o May
§ New national men’s 15s coach
101
§
o June
§
Three board members removed at special general meeting
Three board members claim SGM unconstitutional and continue
to act as directors
§ IRB funding continued
§ Board moves back to original structure of FRU
o July - Announcement of admission of Fiji Rugby League Team into the
New South Wales Cup from 2016
o August
§ Appointment of new CEO
§ Nadroga Rugby Union and Suva Rugby Union request
postponement of semifinals
§ Ratu Kadavulevu School failed to release five players to
participate at the 2014 Youth Olympic Games in Nanjing China.
FRU seeks to suspend school from the Coke Zero Deans
competition
Fiji Rugby Union 7s
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
1977 – Won Hong Kong 7s
1978 – Won Hong Kong 7s
1980 – Won Hong Kong 7s
1981 – Won Hong Kong 7s
1984 – Won Hong Kong 7s
1990 – Won Hong Kong 7s
1991 – Won Hong Kong 7s
1992 – Won Hong Kong 7s
1995 – Pacific Games Gold Medal
1997 – Won 7s Rugby World Cup
1998
o Won Hong Kong 7s
o Commonwealth Games Silver Medal
1999
o Won Hong Kong 7s
o Pacific Games Gold Medal
2001 – World Games Gold Medal
2002 – Commonwealth Games Silver Medal
2003 - Pacific Games Gold Medal
2005
o Won 7s Rugby World Cup
o World Games Gold Medal
2005/2006 – IRB World Sevens Series Winners
2007 - Pacific Games Gold Medal
2009
o Won Hong Kong 7s
o World Games Gold Medal
2012 – Won Hong Kong 7s
102
•
2013 – Won Hong Kong 7s
Athletics Fiji
•
•
2013 - December – two factions claiming control of the organisations
2014 - May – three new members of board elected and impasse resolved
Netball Fiji
•
2013 - December – two factions claiming control of the organisations
National Golf Association of Fiji
•
•
2009 – July – dispute over the presidency of the organisation and whether the
incumbent had been properly replaced
2014 - July – merger of National Golf Association of Fiji and Fiji Woman’s
Golf Association
Boxing Fiji Association
•
2013 - August – differences between the Fiji Boxing Commission and Fiji
Association of Sports and National Olympic Committee resolved which had
stopped amateur boxing in Fiji for the last 13 months
103
Appendix 2 - FRU Structure and Background
1.
Rugby Union was introduced to Fiji in the 1880s. The Fiji Rugby Union is the
governing body for the sport. The FRU was founded in 1913, and joined the
sports international federation, the IRB, in 1987.
2.
In 1995, the IRB changed the worldwide game of rugby union by transforming
it from an amateur to a professional sport. The challenge then for the FRU was
to develop in step with the global professionalization of the sport, and to remain
competitive.
3.
The FRU administers rugby over Fiji's 14 provinces and approximately 100
inhabited islands covering an area of 230,000 square kilometers centered in the
hub of the South Pacific.
4.
Fiji is one of the few countries in the World where Rugby Union is its national
sport.
5.
From a population of almost 900,000, an estimated 15,000 senior players,
20,000 high school students, and 100,000 primary school children participate in
Rugby Union. Fiji has probably the highest ratio of rugby players of any
country registered and active; a recent survey by the International Rugby Board
(IRB) showed Fiji had more post-schools rugby players than New Zealand
(with more than 5 times the population of Fiji) and only slightly less than
Australia (with almost 25 times the population of Fiji).
104
6.
The FRU is the largest Olympic Sport Organisation and National Federation
in Fiji and is a leading sport organisation.
7.
The FRU comprises of 36 affiliated unions and associations, each with their
own administration and constitution. There are 13 unions in Viti Levu (the
largest and main Island) and 5 in Vanua Levu (the second largest island), with
the remaining 18 on smaller outer islands.
8.
The 36 affiliated unions conduct club competitions with their respective areas,
with numbers of clubs numbering more than 600 in total. Primary Schools 714
and Secondary Schools 174. In addition to this structure, there are many village
teams which are too isolated or too few in numbers to form a union. Almost
every village has a team although those not attached to a union may play only
occasional matches.
9.
The Fiji men’s Sevens team is one of the most popular and successful teams
in the World. Fiji has won the Hong Kong Seven’s tournament a record 13
times since its inception in 1976 and won two World Series. Rugby Sevens is
now part of the Olympic program for the 2016 Rio Games;
10.
Between 2003 and 2014, the IRB has ranked the Fiji men’s XVs team,
excluding 2011, between 9th and 13th out of 102 countries worldwide. The 2007
Rugby World Cup was a particularly good year for Fiji, beating Wales to make
the quarterfinals. The 2011 Rugby World Cup was not a good year and Fiji
temporarily dropping to 16th on the IRB rankings. In 2014, Fiji is ranked 11th;
11.
The FRU, as an organisation, is perceived to not be accountable and
competitive, despite its on field successes. The FRU is reputedly insolvent with
governance, administrative and financial problems.
12.
Rugby Union in Fiji is part of the national culture and identity supported by
the whole nation made up of a multi-cultural, multi-racial and multi-religious
citizenry; and
13.
Importantly, because Rugby Union in Fiji is an integral part of the vaka i
taukei or indigenous Fijian way of life, alongside their devotion to religion, the
chiefly system and British Monarch. Rugby Union is almost exclusively played
by indigenous Fijians, which makes up just over half the population of Fiji, with
an estimated population in 2007 of 475,739 (Fiji Bureau of Statistics, 2007)
roughly evenly spread between rural and urban areas.
14.
The inclusion of sevens rugby in the 2016 Rio Games has given extra
incentive and increased pressure for the FRU to be more accountable and
competitive.
15.
The FRU is a member of the Fiji Association of Sports and National Olympic
Committee (FASANOC), founded in 1949 and recognised as a member of the
International Olympic Committee (IOC) in 1955. In total, FASANOC has 21
105
affiliated sports on the Olympic program, including Rugby Union, Cycling and
Triathlon
106
Appendix 3 - RAT Governance Pillar 1 – Strategic Management Elements
107
Appendix 4 - Colonial Cup 2004 - 2008
(sourced from http://en.wikipedia.org/wiki/Colonial_Cup_(rugby_union)
Colonial Cup
The Colonial Cup (named after sponsors The Colonial National Bank) was the
second highest level of competition within Fijian rugby union and was intended to be a
stepping stone for local players into international rugby union. It was Fiji's first
professional league though the players were only paid £40 a week plus lodgings.
History
In 2004, with the gap between provincial rugby in Fiji and test rugby at an
unacceptable level, the Fiji Rugby Union introduced a brand new, streamlined
competition to identify and prepare local players for the international stage. The 30odd provincial unions were grouped into four franchises along geographical lines.
Players not selected for one team could be picked up by one of the others.
The new competition started on the 3rd of April 2004 and finished the 22nd of May
2004 in time for the international test window. The four teams played a round-robin
followed by semi-finals and a grand final. The Coastal Stallions held off a late rally
from the Suva Highlanders to claim the inaugural Colonial Cup 26-21
In 2005 an extra team was added, Northern Sharks, made of players from Vanua,
Levu, Taveuni and Ovalau. Previously the Nothern Division had belonged to the Suva
franchise. Suva Highlanders won the Grand final with a 35-27 win over Western
Crusaders.
In 2006, with the introduction of a Super 14 style tournament called the Pacific
Rugby Cup, the void in the Pacific Island competition pathway between club or
provincial rugby in the respective islands and Test rugby was on its way to being filled.
Coastal Stallions defeated Suva Highlanders 29-15 in a tough encounter to clinch the
2006 title.
Bligh Roosters joined the 2007 competition, Western Crusaders gave up Tavua,
Vatukoula, Ba and Ra to the new franchise.
108
It was announced in 2008 that the competition would cease due to not achieving its
player performance aims and low crowds.
Structure
Fiji’s best 150 players were divided up into 6 professionally run franchises. These
franchises played each other over 10 weeks culminating in a semi-final and final. The
league used 4 points for a win; 2 for a draw; 1 bonus point for scoring four or more
tries in a match; 1 bonus point for losing by 7 points or less. The top four teams then
proceed to the semi-finals.
Franchises
•
•
•
•
•
•
Bligh Roosters - Tavua, Vatukoula, Ba, Ra
Coastal Stallions – Nadroga-Navosa, Namosi, Serua and Malolo
Northern Sharks – Vanua Levu, Taveuni, Ovalau, and Island Zone
Suva Highlanders – Suva, Naitasiri, Kadavu
Tailevu Knights – Tailevu, Northland, and Rewa
Western Crusaders – Lautoka, Nadi and Yasawa
Past winners
•
•
•
•
•
2004 Coastal Stallions
2005 Suva Highlanders
2006 Coastal Stallions
2007 Coastal Stallions
2008 Western Crusaders
109
Appendix 5 - OSOs RAT Data and Column Graph – 2014
110
111
Appendix 6 - Stakeholder Interview Questionnaire
REVIEW OF FRU STRATEGIC PLANNING WORKING DOCUMENT
Part A – Preparing to Review
Stakeholders
1.
2.
Who are the stakeholders of the FRU?
Which of these stakeholders have the highest interest and control or influence
(or should have) over the FRU strategy and priorities (e.g high, medium or low
control/influence)? Or Who are the key stakeholders for the FRU to consult
with in the review and development of its strategic plan
Review of Process
1.
2.
3.
4.
5.
Who should be involved in the planning process?
Should the FRU use a consultant from the IRB or elsewhere to review and
develop its strategic plan?
What process, if any, would you suggest for strategic planning? Or How would
you go about developing the plan?
How much time should be allowed for planning activities or carrying out the
work of formulating a strategic plan? Or How long should the process be?
How often should the FRU review its plan (annually or otherwise)?
Part B – Reviewing Vision and Objectives
FRU’s Core Values
1.
2.
3.
4.
5.
6.
What are the core values of Fiji Rugby?
What motivates or drives the priorities of members of the FRU?
What motivates or drives administrators, referees, coaches, participants,
volunteers, supporters and players of the FRU?
What are the values of the FRU?
What are the values that make up the culture of Rugby in Fiji?
What is the culture or spirit of Rugby in Fiji?
Vision
1.
2.
3.
4.
What should be the vision for Fiji Rugby?
What is your vision for 7s and what is your vision for 15s?
Where do you want the FRU to be in the future?
If the FRU was guaranteed success in both 15s and 7s, what would that look like?
Mission
1.
2.
How do you achieve this vision or what are the strategic objects of Fiji Rugby?
What is the mission for the FRU and what actions would you take to achieve your
vision?
112
3.
4.
5.
6.
What is the purpose of the FRU (for 15s and 7s)? Why does it exist? What is its
What actions would you take to achieve your vision?
For whom would you be taking these actions?
What would be the result of your actions?
SWOT Analysis of FRU
1.
1.Do you general agree with the top 5 SWOT? If not, what would you add or
take away from the top five SWOT?
FRU Strategic Goals and Priorities – GAP Analysis
1.
Do you agree with these strategic goals and priorities? If not, what would you
add or take away?
113
Appendix 7 - Combined Stakeholder Interview Answers
Part 1 – Preparing to Review
1. Who are the stakeholders of the FRU?
P1
Prime/Chief stakeholders are provincial unions, big and little; Rugby playing
public. Very conscious of them; These days sponsors to be given some value;
FASANOC and Government do not see them as stakeholders. Are not entitled
to dictate to the FRU; IRB got to work within the FRU’s framework and rules
of the game
P2
Clubs /unions; Players union – none in Fiji, but have the Pacific Players
Union; Disciplined forces (Police, Military, Wardens); Schools, Universities –
scholarship programs in NZ/Australia taking away player base at early age,
need an incentive to stay in Fiji
P3
Non-financial. Fiji Citizens – divided into joe blows and wealthy
businessmen. Die hard suppporters. Unions, provisional and schools.
Development network, men and woman. Support something that belongs to
them.
P4
Premier Provincial sides focus of Fiji Rugby. Grass root, Kaji, part of rugby
fraternity but not key. B division part, but not key. Rest of affilliation,
primary, Kaji, Island Zone, not key because of availability of resources.
P5
Members of Rugby Council, first and foremost, Then, secondly, sponsors. Not
all unions have the right people (skilled, experienced or qualified for their
jobs). IRB should develop adminstrators! We need to empower unions.
Through workshops for Presidents and secretaries of unions to carry out their
roles property. If unions are strong the FRU would be up there. Currently
only a handful of major unions, 3 or 4, working hard out of the 12 unions.
P6
Provinces and overseas pro players.
P7
Unions, IRB, Pacific Nations (to a less extent Australia/NZ) e.g Tonga,
Samoa, Japan, USA, Pacific Rim – same tier as Fiji, level of development
P8
Member of unions
P9
Unions, Secondary Schools, Kaji rugby, Woman’s Rugby, Government, IRB
P10 Board members, FRU management, provincial union, Fiji Secondary Schools
P11 Unions, management, board and Government Ministries
P12 Sponsors, Unions, Players, Staff, Management, Board, IRB
P13 P14 2. Who should be involved in the planning process? Or Who are the key
stakeholders for the FRU to consult with in the review and development of its
strategic plan?
P1
• Lengthy period of time. Wide scope to include all those involved in
the game, uncluding woman, down to villages and schools.
Throughout the whole system down to the lowest level.
• “Run the risk of the loudest voice being heard”. Mamanucas, what do
they need, how do they relate to national team.
• Grass roots for a start. Rely generally on School Teachers, Masters,
Doctors, Police, Pasters/Ministers for coaching and referees etc, so
include them.
P2
All key stakeholders
114
P3
P4
P5
FRU – board / management, provincial / unions. Qualified facilitator. Done
traditionally. Business and financial sector. Let divisions be involved. Staff.
Select own. Volunteers (referees, coaches, administrators, delegates).
FASANOC, co-opt to subcommittee b/c only represent 7s. Government –
FNSC, FSC, Ministry of Sports. Old Boy reps. Select 7 for advisory review
committee. Get views even if don’t use them. Best person qualified. A key is
they need rugby knowledge and of Pacific Culture. Culture can be taken too
far! Too much praying or not playing on Sunday.
• All unions, senior provincial unions. President’s and secretaries. Take
ownership
• Board
• Key figures in management
• Rep from the Ministry of Youth and Sport
• Rep from Fiji National Sports Commission
• Maybe, FASANOC, because of Olympic 7s
• Involve everyone involved in Rugby
• Athletes, Kaji, Secondary Rugby, Vanua (the indigenous people and
their chiefs)
P6
Wide as you can. Focus on different areas for different workshops e.g
sponsors v provinces. Provinces need a greater say. Community, what are the
pathways like.
P7
• Unions
• Fiji National Sports Commission
• Fiji Sports Council
• FASANOC (NOC)
• Assets/Infrastructure/parks
o Municipal Councils
o Faith based organisations
o Schools
• Fiji Government
• Ministry of Youth and Sport
• Referees Association
• Coaches involves with unions
• Previous office bearers (board/management)
• Ex Fiji reps
P8
Member unions, Sponsors, Former rugby administrators – learn from things in
the past to improve on now
P9
Unions, Secondary Schools, Kaji rugby, Woman’s Rugby, Government, IRB
P10 Board members, FRU management, provincial union, Fiji Secondary Schools
P11 Unions, management, board and Government Ministries
P12 Sponsors, Unions, Players, Staff, Management, Board, IRB
P13 Development Unit, Referees, HPU, Games Committee/Board, Secondary
School, Kaji Rugby and Provincial Unions
P14 Unions/FRU Council members, Sponsors, Players, generally wide
consultation, get everybody involved. “Get under one umbrella”
3. How would you involve the Vanua?
115
P5
The support of the vanua for vanua based teams is important. Most
unions require the support of their vanua.
• Take vanua support through to FRU. Why not go out to the villages.
Come close to the villages. Come down to them. Contributing to the
vanua by holding training camps with the Fiji national team or holding
over night visits to the vanua. Could go to the chiefly village of a
district, rather than going to any village. Even if only over night
exercise, shows respect, acknowledgement of the vanua. By
contributing the costs of hosting you contribute to the development of
the vanua.
P8
Go and visit the vanua. Present plans. Ask for their support. Important for
everyone to be on the same page. Avoid misunderstanding. Village visit.
That’s our pride. If player is in Fiji team. His village hosts the Fiji team.
Represent the vanua. Important for chiefs to be present when hosting games.
When players see chiefs it motivates them. Know that they are being
supported.
4. What process, if any, would you suggest for strategic planning? What
planning, if any, is happening at present or would you recommend? Should the
FRU use a consultant from the IRB or elsewhere to review and develop its
strategic plan? How would you go about developing the plan?
P1
Set up a framework for review. Say consult with reps from divisions.
Eastern, Western, Northern and Central. Set up a committee.
P2
For 7s, annual review/planning start in June for next years season, consultation
with key stakeholders, set budgets August.
P3
• Divide into divisions. Conduct divisional workshop. Engage with
Vanua less formally. Hold workshops in the divisions, more formal,
and board approve basic plan. Have to believe whoever is promoting it
or behind it. Not the FRU!
• Need to be able to communicate culturally and linguistically with the
stakeholders. Should have a cultural advisor during the process.
P4
• Level of education and knowledge of process. People need to be
educated and guided through process carefully.
• The board and management take around to respective unions. A Days
workshop with each division. Solicit views of each division.
• No National consultation, left to FRU council and member unions
mandated by core rugby fraternity and reps – transparent enough!
P5
P6
• Ideas diverge. Good facilitation. Crunch the workshop information
down. Reps from groups.
• Stage 1 workshops with clubs, schools. Provinces. Sponsors etc.
Facilitation to crunch details. Key people from above.
• Stage 2 – reps of 3 groups, refining bigger document.
P7
Understand what problem is! Review existing plan, what achieved. Look at
annual report for FRU.
P8
Talk to the member unions. To Kaji and secondary schools rugby. For Nadi
our aim is to have one jersey from Kaji to provincial level. Have pride and
create uniformity. Upskilling of coaches, medical staff, scrumaging. If we
improve at bottom then senior teams are more competent. Focus at present on
•
116
P9
P10
P11
P12
P13
P14
seniors and national teams.
Next plan should involve all stakeholders. Current board involved in day to
day operations, not enough time for planning and communications. Start to
prepare to plan June/July and review. Have meetings July/August with
stakeholders outside test window. Plan done by October.
Workshop for each provincial union, open for all levels
Involve unions, 12 major unions, 10 minor unions, secondary schools, primary
schools, Government and Woman’s Rugby
Representative of each union and other stakeholders need to be available to do
a SWOT analysis
Need consultant, but what type? Not a copy and past job. In 2003 a retreat
was organised. One or two full days. Natova Island. Invited all key
stakeholders. Everyone enthusiastic. Was high on Fiji having a strong
identity. Develop Fiji’s own style and identity. Fijians to take ownership of
own Rugby. Board couldn’t care less about plan and process, and had no
vision for Fiji Rugby, but should be invited along to be educated on plan. The
plan was taken around to the provincial unions for tacit approval. The plan
was not accepted by the AGM on its merits (or the merits debated), but rather
through provincial alliances. This plan can be partly credited with the
establishment of a semi-professional competition in Fiji, the Colonial Cup that
ran from 2004 to 2007 and arguably contributing to Fiji’s success at the 2007
Rugby World Cup in making the quarterfinals after beating Wales. In
2012/2013, everyone within the FRU was involved in the strategic planning
process, but management did not have the means to implement. There was a
real cultural resistance to change or innovation. Everyone has their own patch
they wish to protect. IRB was merely going through the planning process, no
adaptation to context or organic development of process that suited Fiji. The
strategic plan was forced by IRB for funding purposes. IRB not pragmatic.
Cut and past job from Australia. No adoption to context. IRB was very
format driven. Cannot move outside box. People involved did not have the
intellectual or cultural capacity to carry out effectively the planning and the
process or methodology was way too complicated. Spent hours and hours
going around in circles inefficiently debating issues. Futile exercise. No real
substance in results achieved. Long meetings. Very superficial results. Not
pragmatic enough. In 2012/2013 three strategic planning sessions were done.
One by the IRB, one by external consultant and one in-house. All managers,
officers and employees participated in the three different workshop planning
sessions. Seemed like spent more time in strategic planning workshops than
in doing any work to implement these.
Consultants do not know the problems within Rugby as well as us. We, rugby
administrators, fail to appreciate our own knowledge. We (the unions) need to
trust in someone independent and impartial. Consultant will help us come
together. But consultant, if IRB or not, need funding for purpose from IRB or
elsewhere. I would use workshops. Do in divisions. Central, West and
North. Engage key stakeholders. But depends on cost of project. Travelling
costs may be too much for unions to bear to get to meeting unless planned at
convenient time. Look at targeting the exercise. A committee could be
formed made up of management, board and union reps. Small and
manageable.
117
4. How much time should be allowed for planning activities or carrying out the
work of formulation a strategic plan?
P1
At least three months
P2
Up to three months
P3
1 year
P4
Carried out after SGM in November, before AGM in April. Separate
workshop. Present report to AGM. Up to 6 months. Short time frame. If
leave it too long may lose interest of participants.
P5
Can do in three months
P6
Six months, minimum because so urgent. Ideally more. Allows bring in and
PR. Show consultation.
P7
Minimum of three months.
P8
After completions in November. Big workshop. Bring everyone together.
Also, workshops in each of the four divisions. Western, Eastern, Central and
Northern. Then one big family.
P9
At least one to two months full time.
P10 2 to 3 months, so we can cover all the provincial unions
P11 3 months
P12 3 months
P13 formulated plan by committee over a few weeks. Then take plan around to
unions over two to three weeks.
P14 No more than 1 to 2 months maximum, while people are still interested. The
longer you wait the plan may die a natural death.
5. How often should the FRU review its plan (annually or otherwise)?
P1
Annually
P2
Annually
P3
Development officer report to people. Strategic plan renew every 4 years.
Operational plan/action plan/business plan yearly review based on reports and
reviews.
P4
Annually
P5
8 years. With annual review. Post World Cup, major review. FRU needs
consistency. 8 years realistic because Fiji Rugby in such a poor state at
present that needs to plan far into the future to build and develop.
P6
Annually
P7
Annually. Reviewed after every World Cup. A new plan for 4 years.
P8
4 to 8 years. Annual review November to April.
P9
Annual review. Given ability of organisation would rather start with 4 year
plan and build to 8 or more year plan. Also, communicate to stakeholders
ideally every six months.
P10 Annually will be good
P11 4 years
P12 Annually
P13 P14 Part 2 – Reviewing Vision and Objects
1. What are the core values for Fiji Rugby?
P1
• Passion for the game - If you haven’t got a passion for the game then
shouldn’t be involved at any level of the sport.
118
Discipline - The players tend to frequently lose focus leading to
inconsistent performance.
• National Pride - Provincial pride and passion for the game is often not
brought to national duties. E.g the pride of players in Nadroga and
Naitasiri is not equaled in performance at the national level.
Something to do with how the elders build them up and motivate them.
Difficult to motivate a Fiji team to give it all for Fiji. Perhaps
explained by Fijian being a fractured race leading to divisive attitudes.
The players when assembled although being Fijian a often like chalk
and cheese! Culturally and tribally different.
P2
• Respect – who we are / where we are
• Humility
• Trust
• Hard Work
P3
I love my Rugby - must belong to the people of Fiji (all cultures). Bringing
people together. Driving force behind Fiji. Only sport that can defer coup.
Business is planned around it.
P4
• Dina – honesty – honest to the country, province and Vanua
• Honour / Pride – wear the FRU jersey with pridOpe
P5
• Pride - In the jersey. All working for Fiji Rugby. Pushing the
passion. Clear understanding of Rugby Administration. Know what
player feels. Realign with their beliefs and tune into their culture.
• Vanua
• Concept of One! Acting together as one. Gives players a lot of
meaning. If we are to win, everyone has to win. Put aside different
backgrounds. Use individual experience and background to fulfill one
goal.
P6
• Strong connection/recognition of where people are from. Vanua.
Provincial price. Cultural ties.
• General to Rugby –sponsorship, community, teamwork
P7
Pride
P8
• Pride for Fiji Jersey
• Good governance, transparency and accountability
• Vanua support
P9
Getting consensus from Vanua
P10
• Passion
• Integrity
P11 Pride
P12 Excellence, Team Work, Integrity and Passion
P13 The ethics in Fiji are very high. They treat eachother with great respect.
Good behavior. Already good values in place and strong (not defined though).
P14 Like BSP, have to consider the Vanua. The culture and traditions of iTaukei.
Foundations of Fiji Rugby built on the Vanua.
2. What is your vision for 7s?
P1
To be the best, to be number one
P2
Any vision needs to play or build on the national backing and support, the
fervor, the style of 7s played at all levels of the game, the enviable player base
•
119
and reputation for being unbeatable when Fiji’s tail is up.
P3
Sustainably in top 3 in the world. 7s and 15s on the same level. Now
Olympic sport. Competing for medal or love o the game!
P4
Win World Championships, talent here. Used to be sanctioned by FRU all
local sevens tournaments. Player welfare. FRU Manage system. National
Provincial Sevens Tournament.
P5
No.1 7s team in the World, consistently perform at the World Cup, Olympics,
World Series
P6
Threat. Out resourced by other nations. Different sport. Conditioning sport.
One weekend of competition. 6 weeks of training. Sport science high.
To be the best in the World. Can win World Series. Can win Olympic Gold.
Huge potential for woman’s sevens.
P7
To be the most consistent 7s Rugby Playing nation in the World.
P8
• To be no.1
• Win World Cup
• Win World Series
• Win Olympic Gold
P9
• No. 1 ranking
• Consistency
• Win World Series
• Win World Cup
• Olympic Gold medal
P10 To be top in IRB World Series
P11 P12 To be the number 1 Rugby Team in the World
P13 P14 3. What is your vision for 15s? or What should be the vision for Fiji Rugby?
P1
Consistently reach the quarterfinals of the RWC. Rugby public would be
happy. Reasonable aim. Bonus making semis.
P2
P3
Play tier one nations and compete, not thrashed. Make semis or top 6.
P4
To be competitive with top 10 nations in the World. Make the RWC
semifinals.
P5
Reach semis’ of World Cup. Haven’t achieved that, but achievable. Been to
quarters before. Top 5 ranking in the World.
P6
Go onto tier one test matches as an equal in 2 to 3 years time. Expectation to
be able to compete and win game on a constant basis against tier one
competitors.
P7
To be World Champions. To be a successful Rugby Nation. A leading Rugby
Nation.
P8
• Improve standings to top 4 over next 4 to 8 years
• World Cup semi finalist
P9
Top 4 to 5 ranking. World Cup semi-final
P10 To be recognised as a tier one side on the World
P11 P12 To be World Leaders in Rugby
P13 Create an identity for Fiji Rugby. E.g keep ball active, play entertaining and
120
successful rugby. The danger is that you stop having these special players.
P14 Not an outcome goal or include values. Something about where we are in
Rugby. Not looking at results, rather look at what creates the environment.
Where is rugby in Fiji. Looking more at a holistic vision. E.g All people
look to rugby, the love of Rugby, for the Love of Rugby, sport of choice for
Fijians, Rugby something Fiji can be proud or Rugby: Inspiring our Nation!
4. What is the objective, goals or mission of the FRU? How do you achieve this
vision or what are the strategic objects of Fiji Rugby?
P1
FRU is the body to administer sport, agree rules to organize the game in Fiji.
Important to have a strong body, not pushed around by government and
others. Huge responsibility. To oversee game at all levels of the sport.
Quality teams at the top. Adequate facilities. Staff. Referees. Coach a huge
job now c/- what was relatively simple 20 – 30 years ago.
P2
P3
I love my Rugby, powerful marketing team, market teams equally (7s and
15s). Make the top 6/semis at RWC. Organisational structure run as
corporate. Business – more transparent. Support infrastructure, physicians etc
Host and stage international events for all sports. End up with huge HR base
to export around Pacific for all sports. E.g 5 HPU managers in 5 years. Not
sustainable. Not necessarily the best, quality and sustainable.
P4
15s
Unions in Fiji, administration, Provincial and Rugby House singing the same
song/tune. Break provincialism of Rugby. Come together.
7s?
All sevens sanctioned by FRU. Too much sevens. Limited system. Rest
players when required.
P5
P6
15s
put in place process. About planning, knowledge and game strategy
process - assess players, review performance, communicate with players, up
skill and develop support and back room staff. Team only as good as support
staff
around team values – play team – respect – better people make better players
7s
Essential part of Rugby. Problems remember back to the day Fiji dominated.
Fiji had special players then. Competition did not have specialist players.
Game far more competitive. That’s the challenge. Developed periodical sport
science program required.
P7
P8
P9
1. Get in house processes firmed up. Once get that finance and player
contracts will work out. Build systems and capacity of Rugby and
culture of transparency and accountability. To live within our means.
2. Good strategic planning
3. Consistent funding. IRB has helped with working out financial
sustainability. Development of building to generate income.
P10 P11 P12 121
P13
What kind of player do we need and how are we going to develop that player
to achieve the style of Rugby we want? What kind of coach do we need and
how to we develop that coach for that style of Rugby? What type of
competition etc Finances and management are separate issues. Mass
participation not problem in Fiji more focus of resources on developing
infrastructure competitions and coaching. Increase level of game in Fiji.
Don’t have enough coaches, fields already. IRB participation programs
flawed as do not lead to much. Priority in scrummaging and raising standard
of refereeing scrums. Development of Player Pathways. Integration of
departments, overcome defensive attitude and culture within FRU,
management not keeping meetings. IRB coaching program started in 2006,
has been going 8 years and only produced one level 3 coach now working in
PNG coaching their 7s team. Coaching is a big problem. High Performance
Competition, new format to improve scrumaging and create more game time
for players. There are pockets in Fiji, like B Division where they only play 5
games a year over two weeks. Not enough game time compared to overseas
where play 25 games a season. Opportunity to utilize and capture retiring
professional players to contribute back to the sport their time skills and
experience.
P14 In order of priority:
1. Build framework that encompasses all levels in Fiji Rugby – pathways
and an alignment of player pathways e.g club level having under 9 and 10
year old competition
2. Financial sustainability / customer service
3. Training and development of people involve in Rugby to uplift standard.
Work on the fundamentals and results will follow. Long term focused.
Building capability and capacity e.g gym, technical expertise
Ke davo donu na vanua, ena qai muri mai na Sauta
Traditionally, if the chief does his role and the people their role and perform
diligently, blessings or mana will follow.
Solesolevake – working together to achieve individual and common goals,
more efficient and achieve more together than on their own
5. What actions would you take to achieve your vision?
P1
7s
• FRU to administer and set rules for game locally
• revert back to regular 7s tournaments.
• Play more sevens locally.
• Selectors appointed by board, call for nominations from unions, select
good qualified people, need criteria for selection and nomination
15s
• more exposure for players the better they will play internationally.
• More emphasis on age grade rugby and development to national team.
• Selectors appointed by board, call for nominations from unions, select
good qualified people, need criteria for selection and nomination
P2
• Great structured club season for 7s –
o Aligned to provincial unions.
o Club/village structure
o Players can earn full time contracts to stay on the Island
§ Play in World Series
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•
P3
P4
P5
P6
P7
P8
§ Train in full time environment
§ Fiji only team in world where players are unemployed!
o Youth also based out of the clubs / schools / Kaji
o Clear pathways career and professional pathways for youth to
retain them from being lost abroad on scholarships
Coaching / conditioning / management / refereeing development for 7s
o IRB has a role to play
o Workshops around tournaments
What we doing now is catch up rugby. What we doing now is adopting other
countries practices. Why not do our own research and development.
Consider our own situation, our own patterns of playing rugby. Develop our
own coaches, administrators and style of play. Need to question more what
other countries are doing and whether good for us or not and whether will
improve our game or not. Need to be more intelligent. Being smarter about
our game.
We had Brad Johnstone. He brought NZ approach. Mac Mcallion brough NZ
approach. Then Greg Smith changed approach slightly. Wayne Pivac brought
back NZ approach but kept Fijian flair. Ilivasi kept flair. But what is Fiji
Rugby developing for Fiji style? We need our own style of rugby!
Align Kaji, secondary, provincial and national system. Achieved at end of 8
years. E.g NZ Akapusi Qera – left Fiji on 2 year scholarship to NZ. Played
for Wanganui and recruited to Wellington Academy. Only reason returned to
Fiji is because visa was not extended.
We missing talent identification and development in Fiji. Sharing of
experience from other countries important. We need system and competition
to develop players to highest level. E.g $500,000 worth of in kind funding to
FRU from Fiji Airways tickets could be given to unions for their players to go
to NZ for a player exchange or skills development program. Build
relationships with unions in NZ and player exchange.
Create a better competition for both 7s and 15s to achieve vision. Untapped
talent in divisions. No access to competitions e.g Cakaudrove – no club
competition so no pool of players to select from or be exposed.
7s - Technology has taken over. We cant rely on the past. Have to watch
video and analyse etc. Have a serious e.g like the former BP national series.
In that time we had core teams probably 4 to select national team from.
Moved tournament around exposing players for selection. Players became
conditioned week in week out on and off the field.
15s - Strengthen competition. E.g east v west. Fiji residents v Overseas. Top
club team challenge. Top provincial team v national team. Nadi U20 has
been champion for last 4 years, but only 3 players in national team. National
team was recently humiliated at world cup and relegated from competition in
future. We don’t need an u20 competition as required by IRB. Can use u19
competition with School leavers. U20 national team can be selected from
secondary school players, u19 competition and senior players of age. The
unions are already strapped for cash. Sponsorship – FRU has to look at our
domestic competition first and foremost. E.g Nadi budget almost half spent
123
on transport. If the FRU can cover transport costs, meals, strapping etc
through sponsorship would lift a huge burden on the unions. Everything
coaching etc to be done e.g FRU advertised level 1 coaching again. We have
too many. But we don’t have enough level 2 coaches
P9
P10 P11 P12 There needs to be more communication between board, players, unions and
for buy-in by players
P13 P14 6. Do you agree with the top five ranked SWOTs? If not, what would you add
or take away from the top five SWOTs?
P1
FBEA criteria and framework not suitable for sport organisation. More suited
to commercial business. Did not agree with strategic goals and priorities.
Listed activities above.
P2
P3
P4
• 10 goals too many
• need strategy to achieve mission
• 5 strategies appropriate
P5
P6
P7
P8
P9
P10 P11 P12 P13 P14 7. What would your SWOT for the FRU be?
P1
Strengths
• Huge support FRU has from people. Has to be captured and
maintained and build it up. Draws all the races into the mix. Even
those who have not had anything to do with rugby. Support of people
is one of the great strengths of the game. However, can be fickle, as
prefer winners.
• Schools rugby. Maybe needs to be refined. Huge store house of talent
coming up. How its natured through. More emphasis as age grade
rugby. Grafted into the national team. Get classification and
competition going. Lot of emphasis on Deans Trophy but what them
for them to go into? Except putting them into the senior team! Need
say under 20 team.
• Continuing support from IRB. Wasn’t long ago that FRU got nothing
from IRB. Work on building trust and confidence of IRB. The
goodwill from NZ and Australia as well. More
Weakness
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Strong leadership and right people at the helm who are capable at
developing good international relations, particularly NZ, Australia and
IRB.
• Financial position
• Movement of talent to Northern Hemisphere.
• Lack clear criteria/process for selectors for 7s or 15s
• Management not capable or experienced
• Fair play. Culture of being bad losers! Bad sportsmanship.
• FRU needs to be conscious of its unions and content. Try to keep them
happy.
Opportunities
• Extended competition, exposure PNC to NZ/Australian teams.
• Visit from NZ/Australian Super 15 teams, Maori Team
Threats
• Rugby League. Scouts grab young kids out of schools and Dean’s
trophy. Pay kids money. League pay 19 year old kids. Game appeals
more to Fijian’s. perfect game for Fijians. Made for Fijians.
• Loss of support for FRU from unions.
• Coaches should come up through schools and unions for national
coach. Developed up the pyramid.
• Beholden to sports council and municipalities for grounds. Squeezed
out. Standard grounds concern.
•
P6
Strengths
• Talented players
• Passion for the game
• National sport
Weaknesses
• Lack of infrastructure
• Supporting local pathways
• Financial constraints
• Lack of process for up skilling volunteers in all aspects of funning
community rugby
Opportunities
• Develop local competitions
• Provincial competition and overseas teams
• No super Rugby in June. June window. Send squad to play Suva and
Nadroga.
Threats
• Continual drain of players overseas
• Rugby League. Cherry pick players, but developed by FRU
• 7s best players offered contracts in Europe.
• More players going overseas at younger age. Lose connection to
Flying Fijians.
3. What are the strengths and weaknesses of Fiji Sevens System?
P2
• Fiji domestic competition is still the best in the World. Fantastic way
to talent ID. So many stand alone tournaments. Need to be formalized
125
ending in a national tournament.
• Invitation tournaments are no good. The teams and players are thrown
together by friends and not formally affiliated to a club, union or
country.
• Fiji’s competitive advantage is its stand alone tournaments and
competition. The coral coast sevens, Marist and Uprising sevens etc.
A coordinated approach is good for selection purposes with players
representing their clubs. This is the start of a structure, but can be
formalized and improved upon.
• Can then add on a youth structure for primary and secondary schools.
The opportunity to develop a youth 7s program with age group raining
camps. Could get the jump on the rest of the world, can offer financial
incentives also to retain talent from being poached overseas. Other
countries are not doing this yet. Like Fiji other countries have plucked
their youth Olympic teams from schools etc and not a program or
system and pathway of development.
8. Do you agree with the 10 strategic goals and priorities of the FRU? If not,
what would you add or take away?
P1
• Doesn’t all have to carry same weight
• Finding a balance between development and elite programs
P2
P3
• To be financially sustainable (G1 – temporary priority) and develop
sustainable rugby development infrastructure, physician/HR.
• Pacific Team and Player pathways (G7 – produce world class national
teams, presence, players, world champions and G 8 – create
alignments, pathways at all rugby levels from Kaji to Flying Fijians)
• Rugby take on a Social Roles to reduce Non-Communicable diseases
(G10 - To ensure mass participation of rugby at all levels for everyone
and to fill the social role in the country
a. Young Fijian men dying at 50, diabetes at 30 years
b. Bias because Cathy health professional
c. Mellenium Development Goals / Ministry of Health
• Goal 3 – to have competent and vibrant workforce with values that
epitomize excellence, Goal 4 – to have efficient and effective
processes and systems that drive orgainsational results, Goal 5 – to
become more customer oriented (service driven, service delivey), Goal
6 – develop and maintain the best HPU centre in the region (centre of
excellence – COE), GOAL 9 : To maintain a high safety standard and
ensuring player welfare is paramount
P4
1. Key FRU to become corporatized / Amending Constitution
a. First step brining professionalism to Fiji Rugby
b. Introduce good governance, transparency, and accountability
c. Remove provincialism in selection of board members
2. Operational overhaul. How to manage provincial rugby. Key
secondary rugby. Possibly do away with Under 20 Rugby. Following
calendar year to be created and circulated to unions in November of
the preceding year i.e at the conclusion of the current season. Better
126
organized.
3. Development of HPU
P5
P6
P7
P8
P9
P10
P11
P12
P13
P14
a. For senior unions to use, commercialization, let coaches look
after gym. Improve pool of players and coaches
b. Problem – no need to affiliate with FRU e.g U18 team to
Australia last year, no linkages to union members.
Any of 10 goals important
1. To be a financially sustainable rugby union (G1)
2. Aligned pathways (G8, G6, G10)
3. World class national team (G7)
Other goals around staffing, some goals are connected. G8, not a good
goal in itself.
For the FRU to be financial sustainable. To sustainably develop sporting
infrastructure. Align Kaji (primary), secondary, provincial and national rugby
competitions. Competent governance and management.
-
127
Appendix 8 - The FRU’s 10 Strategic Goals
OBJECTIVES
WHO
RESPONSIBLE
WEIGHT
MEASURES
TARGETS
MILESTONE
GOAL 1 : To be a financially sustainable rugby union
13
13
0
GOAL 2 : Develop sustainable rugby development infrastructure
OBJECTIVES
MILESTONE
10
10
0
GOAL 3 : To have competent and vibrant workforce with values that epitomize excellence
OBJECTIVES
MILESTONE
13
13
0
GOAL 4 : To have efficient and effective processes and systems that drive organizational results
OBJECTIVES
MILESTONE
10
10
0
GOAL 5 : To become more customer oriented (service driven, service delivery,
OBJECTIVES
MILESTONE
15
15
0
GOAL 6 : Develop and maintain the best HPU center in the region (center of excellence - COE)
OBJECTIVES
MILESTONE
13
13
0
GOAL 7 : Produce world class national teams, presence, players,(produce world champions)
OBJECTIVES
MILESTONE
5
5
0
GOAL 8 : Create aligntment / pathways at all rugby levels (kaji to flying fijians / fijianas)(possibility of a
rugby act)
OBJECTIVES
MILESTONE
5
5
0
GOAL 9 : To maintain a high safety standard and ensuring player welfare is paramount
OBJECTIVES
MILESTONE
10
10
0
GOAL 10 : To ensure mass participation of rugby at all levels for everyone and to fill the social role in the
country
OBJECTIVES
MILESTONE
6
6
0
128
- The FRU’s Balanced Scorecard Quadrants and Strategic Goals
FBEA
CAT 1
Leadership and
People
GOAL 3 : To
have competent
and vibrant
workforce with
values that
epitomize
excellence
Weight
Score
13
FBEA
CAT 7
Finance
GOAL 1 : To
be a financially
sustainable
rugby union
13
Customers
Weight
CAT 5
GOAL 7 :
Produce world
class national
teams, presence,
players,(produce
world
champions)
5
CAT 5
GOAL 2 :
Develop
sustainable
rugby
development
infrastructure
CAT 5
CAT 5
Score
13
13
FBEA
GOAL 8 :
Create
aligntment /
pathways at all
rugby levels
(kaji to flying
fijians /
fijianas)(possibil
ity of a rugby
act)
GOAL 5 : To
become more
customer
oriented (service
driven, service
delivery,
Weight
Score
FBEA
10
CAT 6
5
15
129
Processes and
Risk
GOAL 4 : To
have efficient
and effective
processes and
systems that
drive
organizational
results
GOAL 6 :
Develop and
maintain the
best HPU
center in the
region (center
of excellence COE)
Weight
10
13
Score
CAT 5
CAT 5
GOAL 9 : To
maintain a high
safety standard
and ensuring
player welfare is
paramount
GOAL 10 : To
ensure mass
participation of
rugby at all
levels for
everyone and to
fill the social
role in the
country
10
6
51
23
130