One Sailing – Phase 3

The business case and organisational review and analysis conducted under Phase 2 was completed and resulted in a report, One Sailing – The Case for Change. The Report was widely discussed through a national consultation process in July 2015, that took in the Clubs and Boards of all State and Territory Associations. The new unifying and enabling organisational model recommended by the Report was accepted by the Boards of Australian Sailing and all State and Territory Associations (MYAs) at the Federal Assembly held in Sydney, Saturday 1st August 2015, as the basis to move to Phase 3.

This next Phase consists of two sections, firstly, implementation planning which will lead to drafting of an agreement with each MYA and secondly operational implementation.

Implementation Planning

This first section of Phase 3 incorporates the detailed planning required to implement One Sailing. Initially this will consist of a detailed analysis of the operations of each MYA, current delivery of services, costs, business systems and roles and responsibilities of staff. Using this as the base, work will then focus on;

  1. Scoping of a detailed transition plan for each MYA by function, including the operational requirements of YA support required for each function and timelines. Two options for implementation will be reviewed;
  • Transitioning all services of an MYA at once;
  • Transition staggered by service across several MYAs – for example the finance function.

The most likely outcome will be a blend of both options, given that while the nine MYA businesses are similar in operation there is variation in scale and a need to take local operations into account.

  1. Development of a detailed organisational structure for One Sailing that takes into account any particular requirements of each MYA, reviewing existing roles and responsibilities and setting out new ones to ensure the club centric model is delivered and the efficiency gains are maximised. This process would also identify secondments.
  2. Scoping of the service delivery model to incorporate all existing services and new services. The new model will include benchmarks on standards and targets for growth in participation.
  3. In consultation with MYA Boards review changes to roles and responsibilities of the Australian Sailing and MYA Boards.
  4. Scope the quality assurance function and reporting regime for each MYA.
  5. Review Australian Sailing systems and processes to manage the integration of national service delivery.
  6. Review of committees to ensure appropriate support and integration into the new structure.
  7. Develop the financial arrangements between MYA and Australian Sailing.

Implementation Agreement

As Implementation Planning progresses, Implementation Agreements for each MYA will be drafted. The Agreements will be based on the above planning and have a number of common elements along with clauses to factor in local requirements. The Implementation Agreement will document the agreed MYA safeguards and for each MYA include the following;

  • Staffing arrangements including secondments and reporting lines;
  • Budgeting and financial arrangements including costing of services;
  • Service standards and levels with appropriate benchmarks and annual reviews;
  • Specific targets for participation programs;
  • Details of programs targeting club member retention with specific attention to youth;
  • Detailed instructor, coach, race officer and race official training programs including frequency and targets;
  • Communication plans for Clubs and Classes;
  • Plans for the delivery of existing regattas and events;
  • Any services and activities to be retained by the MYA.

In addition, the Agreement will set out each parties roles and responsibilities, financial arrangements, and the transition of staff. For secondments, agreements will need to be drafted for each individual staff member.

While the Implementation Agreement will provide a level of detailed clarity, the Agreement will need to be based on a sense of trust and reciprocity, accepting we are in this together to act in the best interests of Sailing. Each party will agree to perform its known obligations and each promise to work in a unified manner to resolve future challenges and difficulties as they arise.

The Implementation Planning process will also facilitate the commencement of an integrated strategic plan, business plan and collaborative budgeting for One Sailing.

During the Planning some staff secondments and variations to reporting lines would be beneficial to assist the process. Any secondments/reporting changes would of course require the approval of the respective MYA and the agreement of the staff member.

Once Implementation Agreements are signed, Operational Implementation can commence in full.

Operational Implementation

Operational Implementation is simply that, One Sailing goes operational as per the plan. This will include;

  1. Transition and secondment of people and reporting line changes;
  2. Transition of functions;
  3. Operating & business systems implemented;
  4. Initiation of quality assurance and reporting.

Management of Phase 3

The Steering Committee and Transition Committee will continue to carry out their designated roles in the One Sailing process. In particular the Transition Committee, given the major changes and reforms are to the organisational structure, will have a key role in the planning and execution of Phase 3. To assist the Transition Committee, dedicated project officers will be appointed to support the planning effort and ensure the transition and changes are carefully managed and executed.

Communication remains key during this Phase. Regular updates will be provided to all Boards, staff clubs and classes, governments and other stakeholders as per the Communication Protocol.