Bodies

Draft Strategic Plan Version Dec. 2006.

Bratislava, february 3^th - 4^th, 2007.

ENGSO Development Group 2005-2007

Draft – Strategic Plan (version 0.8)

2006-12-08

Content

Executive Summary

ENGSO, the European Non-Governmental Sports Organisation, is the pan European organisation for the national sports umbrella organisations (National Sports Confederations and/or National Olympic Committees) in Europe.

The Executive Committee of ENGSO decided in August 2005 to initiate a process to revitalise and strengthen the organisation. For this purpose an ENGSO Development Group (EDG) was appointed with the following tasks:

·        Evaluation of ENGSO’s role, aims, policies and strategies to date.

·        Identifying a mission statement and important areas/issues for ENGSO.

·        Outlining a long-term strategic plan for ENGSO

Based on a thorough evaluation of ENGSO today and taking into account the needs and wishes of ENGSO members, as well as paying attention to the input from relevant stakeholders in Europe, the ENGSO Strategic Plan (2007-2011) was devised.

The Plan, that is to be agreed at the General Assembly in May 2007, includes a new vision and mission and newly defined activity areas. The plan also refers to necessary changes in the internal organisation and its working methods.

The new ENGSO vision is to be the voice of organised sport in Europe, representing the views of our members.

 The new ENGSO mission is to promote the interests of sport in Europe.

ENGSO exists to be a proactive frontrunner in the sports political field, a strong networking organisation for sport in Europe and a credible counterpart for European governmental institutions dealing with sport. This requires a professional, proactive and progressive attitude and working methods, diplomacy in sports political matters and up to date information on European sporting affairs, as well as continuous development of the organisation. Evidently ENGSO can only fulfil its mission statement in good co-operation with other parties.

The four ENGSO activity areas (2007-2011) are: 

1.      Influence the sports political agenda by outlining and implementing a strategic approach for acting within the sports political field

2.      Upgrade and consolidate the ENGSO internal organisation

3.      Develop clear and effective profile and communication methods

4.      Identify and obtain new organisational resources

To strengthen the role of ENGSO and to facilitate the future tasks identified in the strategic plan, it is necessary to make changes to the organisation (structure, human resources) and its working methods. The following summarizes the most remarkable changes in that respect:

·        Besides full members (the present ENGSO members), associated members (European branches of GAISF members and other Europe based sports related organisations) will be allowed to join the organisation if they assist in realising the ENGSO mission

·        ENGSO members will pay a differentiated fee to the ENGSO organisation, according to their financial capacity. This is to increase resources for the revitalised organisation.

·        ENGSO staff (presently consisting of the Secretary General and an Administrative coordinator at the ENGSO Secretariat in Belgrade) will be complemented by an Information officer. The location of the position is still to be decided. Presence in Brussels is very important and should be considered as a first option.

·        Within the Executive Committee the following responsibilities will be divided among the members: ENGSO Development, EU/Sports Political matters, Communications & Marketing and Funding.

·        Executive Committee members put in valuable time and will be refunded by ENGSO for travelling and accommodation costs required for proper execution of their tasks and responsibilities. This increases the possibilities for ENGSO members to nominate qualified candidates.

·        A Coordination Committee will be established, responsible for giving support to the ongoing development of ENGSO. The Coordination Commission will work closely with the ENGSO ExCom.

·        There will be three permanent Working Groups, consisting of  appointed volunteers from the membership:

o       EU/Sports Political Working Group

o       Communications & Marketing Working Group

o       Funding Working Group

·        For all Committees and Working Groups there is a description of tasks and responsibilities and of working methods and membership (Terms of Reference)

·        Pillars for ENGSO’s new working methods will be:

-          proactively meeting with important stakeholders and target groups and strengthening the European sporting network in the interest of sport in Europe

-          involving and supporting national experts in policy development and promoting ENGSO across a range of subject areas

-          frequent and high quality exchange of information through the website and electronic newsletters

-          formalising working procedures, especially in the field of communications (internally and externally), involving both the strategic and the operational level

For the interests of sport in Europe!

Chapter 1: Purpose and process of ENGSO development

1.1        Purpose of ENGSO development process

ENGSO, the European Non-Governmental Sports Organisation, is the pan European organisation for the national sports umbrella organisations (National Sports Confederations and/or National Olympic Committees) in Europe. The Executive Committee (ExCom) of ENGSO decided in August 2005 to initiate a process to revitalise and strengthen the organisation. The outcome of this initiative was to be an organisation that meets demands of its members in a modernised, effective and efficient way, as far as the resources of the organisation allow, within an external environment that is fast changing and which requires ongoing interaction.

The ExCom appointed an ENGSO Development Group (EDG) and defined the following tasks:

·        Evaluation of ENGSO’s role, aims, policies and strategies in areas of action to date.

·        Identifying mission statement and important areas/issues for ENGSO.

·        Outlining a long-term strategic plan for ENGSO

During the 20 months process[1] the Executive Committee was updated on progress of the work and invited to give input. Two ExCom members (President and Secretary General) were also ex officio member of the EDG, which allowed for good co-operation between the EDG and the ExCom. The ExCom will present its strategic plan, based on the work done by the EDG, to the members at the General Assembly (GA) in Helsinki in May 2007. At the GA members will discuss and agree the strategic plan, as well as possibly required adjustments of the ENGSO Statutes to enable its implementation.

1.2   Instruments and information

Before establishing ENGSO’s general and strategic objectives for the coming years an analysis of  ENGSO’s current position and activities was required; “to decide where we want to go, we must know where we are”. The following instruments were used during the evaluation by the EDG:

-         SWOT

-         Members Survey

-         Stakeholders analysis

To keep ENGSO members involved throughout the development process, information as well as opportunities for interaction was regularly provided.

1.2.1        SWOT

The SWOT analysis looked at the current Strengths and Weaknesses within ENGSO and the Opportunities and Threats for ENGSO in the future. The SWOT analysis considers both internal issues (human resources, financial and budget, organisational structure) and external ones (sociological issues, norm and regulations, politics, client opinions) that can affect the organisation.

For results of the SWOT-analysis carried out by members of the EDG, the ExCom and the Reference Group see Chapter 3.

1.2.2 Members’ survey

To get a wider and more structured picture of all ENGSO member countries, a member survey was sent to all ENGSO members by e-mail. The incoming information was processed by statistical experts of the Swedish Sports Confederation and analysed by the EDG. 

For results of the Members’ survey carried out by the EDG see Chapter 3.

1.2.3 Stakeholders’ analysis

A stakeholders’ analysis was conducted with the aim of obtaining a structured picture of the ENGSO environment. This analysis by the EDG was built on interviews of a number of important stakeholders in the ENGSO environment. See Chapter 3.

For results of the Stakeholders’ analysis carried out by the EDG see Chapter 3.

1.2.4 Information

Throughout the process updates on the EDG-process were given at all ENGSO member meetings. Information was also put on the ENGSO website and in the ENGSO Newsletter as well as in special EDG Newsletters, which were sent electronically. In line with the aspired transparency by the EDG, engagement with the EDG was open to all ENGSO members.

Chapter 2.  The external environment of ENGSO

The external environment of the ENGSO organisation and its members must be considered when preparing and determining future organisational strategy.

2.1              Developments in outside world

ENGSO is situated within an environment that is very dynamic. As the outside world is constantly changing and ENGSO can not be isolated from its surroundings, ENGSO is required to continually develop in response to new situations, opportunities and threats.

To illustrate how diverse but also fundamental the changes are in the ENGSO environment some examples of world shaping developments are listed below:

• globalisation (environmental concerns/climate changes, big diseases, international migration, crime, and terrorism, ideological struggle)

• growing market economy as an integral part of international order
• increasing impact of information and communication technology, knowledge (co)determining power
• sharpening differences between rich and poor
• strengthening of civil society
• growth of political and religious extremism
• increasing interdependence between political forces, economic dynamics and civil society

Such major developments require us (societies, organisations and people) to be aware and deal with what is going on around us. Evidently, this applies to ENGSO too.

2.2              Developments affecting sport

Many of these major global political developments also affect sport, resulting in new sport and sports related trends. Each member of ENGSO is affected by one or more of these trends, often in different ways, and therefore ENGSO must be in a position to respond:

• Declining participation in traditional sports structures
• Diversification of sports and sports activities
• Diversification of sports participants (age, cultural background etc)
• Growing popularity of ‘new wave’ activities and the need for work/life balance 
• Development of sports related leisure industry
• Increasing commercialisation, growing influence of the business sector in sport
• Increasing (often safety related) government interference
• Growing economic impact of sport (related) matters
• Growing (importance of) professionalisation of sport
• Increasing interdependence between sport, school, business, media, etc.

2.3       Stakeholders

In anticipating and responding to the external environment, it is vital to understand which ‘players’ and stakeholders could impact on sport.

The ability of ENGSO to influence external stakeholders is difficult to qualify and quantify, but it is essential that ENGSO regularly engages with the key players and is aware of their actions.  As ENGSO has a European focus, attention must be placed on European organisations.

The key political organisations in Europe are:

Governmental organisations

European level

• European Union: European Commission, Members of the European Parliament
• Council of Europe, Enlarged Partial Agreement on Sport (EPAS)

National level:

• EU Council of Ministers
• EU Presidencies

Non governmental organisations

International level:

• International Olympic Committee (IOC)
• General Assembly of International Sport Federations (GAISF)
• Trim And Fitness - International Sport for All Association (TAFISA)
• International Sport and Culture Association (ISCA)
• International Council of Sport Science and  Physical Education (ICSSPE)
• Federation Internationale d'Education Physique  (FIEP)
• Intenational Womens Group (IWG)

European level:

• European Olympic Committees (EOC)
• European Sports Federations (EFs)
• European Women and Sport (EWS)
• European Physical Education Association (EUPEA)
• European Association for Sport Management (EASM)
• European Association of Employers (EASE)
• European Observatoire of Sports and Employment (EOSE)
• Confédération Européenne Sport Santé (CESS)
• European Company Sport (EFCS)
• European Fair Play Movement (EFPM)
• EU office of German Sport

In Chapter 3 the results of the external stakeholders’ analysis, one of the instruments used in the evaluation of ENGSO, is presented.

Chapter 3. Evaluation of ENGSO

Before drafting the strategic plan, it was necessary to look at ENGSO today (aims, role, policies and structure) and the expectations of both members and relevant stakeholders. A SWOT analysis, a members’ survey and an external stakeholders’ analysis were completed. In this chapter the results of those evaluations are presented.

3.1    SWOT Analysis

The SWOT analysis looked at ENGSO’s current Strengths and Weaknesses, and future Opportunities and Threats. SWOT analyses were made by the EDG, the ENGSO ExCom and the ENGSO Reference Group 2006. Together these groups represent 21 ENGSO members.

The following Ss, Ws, Os and Ts have been distilled through a prioritising process. ENGSO members that participated in a SWOT analysis may not recognise themselves in the exact priorities listed below. This is because these reflect the most common trends rather than individual perspectives.

3.2    ENGSO Members’ Survey

An email survey was conducted to collect structured input from all ENGSO members on a number of relevant questions connected to ENGSO today and in the future.

3.2.1        Method

With help from the statistical department of the Swedish Sports Confederation an e-mail survey, formulated by the EDG, was distributed in May 2006. The survey consisted of ten questions. The respondents could comment and make their own remarks on some of the chosen areas of interest. The survey was sent out to all ENGSO member organisations.

3.2.2        Results

Out of the 41 ENGSO member organisations 15 answered. The survey clearly indicated that ENGSO is known to the member organisations as platform for exchanging information on European sports matters and as a lobby organisation. The most obvious reasons to be a member of ENGSO is exchange of knowledge and information on sports political and sports development related matters.

When it comes to how effective the organisation is on exchanging knowledge and experience no member cited ENGSO as “very effective”; answers were equally divided between referring to ENGSO as “effective” and “not very effective”.

Concerning the question on how ENGSO is handling its political task the answers are less positive: fewer respondents consider ENGSO as “effective” politically as it is in the exchange of knowledge and experience.

3.2.3        Conclusions

15 member organisations were interested in giving their opinions, which is positive. However 26 member organisations did not respond. The latter could indicate a low interest in ENGSO matters from the member organisations, which is a reason for concern. Technical and administrative problems in reaching the members could also be causing the response of 15 out of 41. This could indicate a need for ENGSO to update its data on member organisations.

Those member organisations that did answer were all quite clear in pointing out that the exchange of information and knowledge in sports political and sports development matters is the most important field for ENGSO to be active in.

3.3    Stakeholders view upon ENGSO   

An integral part of the development work undertaken by ENGSO, with approval of the ENGSO ExCom, was consulting the environment. This meant getting input from relevant external parties on the position and possibilities of ENGSO, on the achievements and failings of the organisation and on its added value both today and tomorrow.

3.3.1    Methods

27 stakeholders were identified, including both governmental organisations and non governmental organisations, the majority of which operate at a European level. The analysis was done through telephone interviews during the period June – September 2006. A few representatives preferred to provide answers in writing (after consultation within their organisation). Some also indicated a wish to follow-up the interview with a meeting to discuss co-operation possibilities.

3.3.2    Results

Many stakeholders expressed appreciation that they were being consulted (i.e. to consult external stakeholders in an organisational development process) and there was consensus on the following issues:

-          All recognised the relevance of a European umbrella organisation for sport

-          All mentioned the sports political role of ENGSO (in present and future). However, ENGSO is perceived as a passive representative more then as an active advocate defending the interests of is members

-          All referred to the importance (some with much emphasis) of ENGSO being a counterpart for the EU

-          All underlined the importance of (more) co-operation between ENGSO and their particular organisation.

On particular issues different stakeholders gave different input.  This was related to the status of the stakeholder organisation concerned, the interests of that particular organisation and/or personal relations.

Many of the stakeholders interviewed:

-          were positive about ENGSO’s potential as European sports umbrella. Though some indicated that ENGSO has not lived up to the role and responsibilities that go with the claim of being the European sports umbrella.

-          highlighted the importance of a greater profile for ENGSO, more clarity on what ENGSO actually does and increased political weight for the organisation. For example, the latter could be realised by opening up membership to European sport federations.

-          mentioned the importance of actual delivery of concrete products and services; as it would increase ENGSO’s profile and contribute to the ‘right of existence’ for the organisation.

-          stressed the importance of more visibility of the organisation.

Only a few mentioned the role of ENGSO in the field of education and support amongst members and the availability of expertise within the internal ENGSO network. Some mentioned the lack of ENGSO activity in their particular field of expertise (e.g. fair play or physical education) or ENGSO being not inclusive enough.

3.3.3    Conclusions

Based on the interviews it can be concluded that:

1. External stakeholders are generally positive about the potential of ENGSO, referring especially to the ability to really channel what happens at local and national level to the European level and being the true voice of European sport. An environment expressing more or less this view of ENGSO is something that should be cherished.
2. The importance of political action/lobbying, in co-operation with others, especially vis-à-vis the EU, is a priority for most stakeholders.
3. Most stakeholders see a need for ENGSO to ‘deliver’ (ideas, initiatives, expertise, studies, project participation etc), also meaning that ENGSO make its products and services more visible and accessible.
4. There is an urgent need for better communication about the expertise within ENGSO, and the actions and achievements by ENGSO. This also requires finding new ways to effectively tap internal resources.

Chapter 4. ENGSO Strategic Plan

The Strategic Plan for the future ENGSO has been based on the collected information on the present ENGSO situation and assembled ideas on the future role and responsibilities of ENGSO.

This chapter presents the new vision and mission, the four activity areas and the structure of the internal organisation.

4.1   ENGSO Vision and Mission 

The notions of vision and mission are extremely close to each other and are sometimes confused. For ENGSO the ‘Vision’ refers to an ideal that is difficult to attain and to shared values.

Our vision is to be the voice of organised sport in Europe, representing the views of our members.

We value the unique characteristics of sport such as equality, tolerance and fair play.

We believe that the autonomy of sport, its democratic and non-governmental character and its commitment to the practice of good governance, including transparency, are essential for a healthy future both inside and outside of sport.

Our shared values are based on our belief that the sports structures, its volunteers and young participants are the backbone of sport in Europe. Building up and strengthening these structures and supporting volunteers is necessary to develop sport, increase participation, especially amongst the young, and maintain an impact that reaches beyond sport.

For ENGSO ‘Mission’ gives the ‘big idea’ of the organisation and refers to its right to exist or reason for being.

Our mission is to promote the interests of sport in Europe.

Some explanatory remarks on the mission:

·        ‘promotes’ refers to the active sports political role of ENGSO, which is predominant without being explicitly mentioned 

·        ‘sports’ refers to the ENGSO members and all other entities that jointly make up the so-called European sports model.

·        The new ENGSO mission is clear and compact, but also attractive.

·        We exist to be a proactive frontrunner in the sports’ political field, a strong networking organisation for sport in Europe and a credible counterpart for European governmental institutions dealing with sport

·        We are and should be seen as professional, proactive, open, progressive, diplomatic in sports political matters and up to date on in sport matters in Europe as well as continuously developing as an organisation

·        We can only fulfil our mission statement in co-operation with others.

4.2       ENGSO Activity Areas 2007-2011  

Based on the vision, including values, and the mission statement, four activity areas have been identified for the coming period.

4.2.1    Influence the sports political agenda by outlining and implementing a strategic approach for acting within the sports political field

Actions to be taken:

-          Determine the sports political strategic themes (ExCom with support of the EU Working Group)

-          Determine stakeholders, allies, supporters and counterparts (ExCom with support of the EU Working Group)

-          Determine roles and responsibilities of the ENGSO organisation in sports politics (ExCom with support of the EU Working Group)

-          Determine procedures and working methods in the sports political work (ExCom with support of the EU Working Group)

-          Write work programme for the 2007-2011 period (EU Working Group in co-operation with ExCom and Information and Liaison Manager)

-          Enlarge and strengthen the networks within European sports (ExCom with support of the EU Working Group period (EU Working Group in co-operation with ExCom and Information and Liaison Manager)

-          Actively make use of     available information and expertise, within ENGSO as well as between ENGSO and other stakeholders (ExCom with support of the EU Working Group and Information and Liaison Manager)

-          Rename the EU Working Group to incorporate all its wider remit (ExCom)

-          Implement 2007-2011 Work Programme (EU Working Group in co-operation with ExCom and Information and Liaison Manager)

-          Evaluate and improve chosen strategy and activities (ExCom with support of the EU Working Group and Information and Liaison Manager)

4.2.2    Upgrade and consolidate the ENGSO internal organisation

Actions to be taken:

-          Establish a Co-ordination Committee (ExCom)

-          Fine tune the descriptions of tasks and responsibilities for the Executive Committee, the Co-ordination Committee and the permanent Working Groups (ExCom with support of the Co-ordination Committee)

-          Establish permanent Working Groups (ExCom)

-          Recruit Information and Liaison Officer in line with job description (ExCom)

-          Establish temporary Working Groups, if applicable (ExCom)

-          Follow up the descriptions of tasks and responsibilities for the Executive Committee, the Co-ordination Committee and the Working Groups (all)

-          Develop the membership by involving associated members (ExCom with support of the Coordination Committee)

4.2.3    Develop and implement clear and effective profile and communication

Actions to be taken:

-          Determine strategic communications objectives, taking into account the sports political agenda (ExCom with support of Communications & Marketing Working Group and Information and Liaison Officer)

-          Determine communication target groups (ExCom with support of Communications & Marketing Working Group and Information and Liaison Officer)

-          Determine roles and responsibilities within ENGSO (ExCom with support of Communications & Marketing Working Group and Information and Liaison Officer)

-          Determine procedures and working methods, concerning both internal and external communication (with support of Communications & Marketing Working Group and Information and Liaison Officer)

-          Identify and develop relevant channels of communication (Communications Marketing Working Group and Information Officer and Liaison in co-operation with ExCom)

-          Write, implement and evaluate Working Programme (Communications & Marketing Working Group and Information and Liaison Officer in co-operation with ExCom)

4.2.4    Identify and obtain new resources

Actions to be taken:

-          Determine strategic funding and marketing objectives (ExCom with support of Funding Working Group)

-          Implement decision to increase resources originating from membership fees (ExCom)

-          Identify and approach potential sponsors and agree on mutually beneficial sponsorship (ExCom with support of the Working Group on Funding)

-          Identify and make use of EU funding, in relation to the sports political agenda of ENGSO (EU Working Group in co-operation with ExCom, member organisations and external parties)

-          Write, implement and evaluate Working Programme (Funding Working Group in co-operation with ExCom)

4.3    ENGSO internal organisation 

To strengthen the role of ENGSO and to be able to take on the future tasks identified in this strategic plan, it is necessary to make changes to the organisation (structure, human resources) and its working methods.

Below follows a general description of the different parts of the organisation and its practices; based on the need to increase participation within ENGSO, involve the required competences for both existing and the new tasks, and work professionally and proactively.

4.3 1 Basic elements in the ENGSO organisation

b)      General Assembly

·        decides on (review of) vision, mission, strategy and objectives as well as statutes of the

      organisation

·        approves annual reports and accounts, plans and budget for the future

·        debates submitted proposals for action

·        elects Executive Committee

·        decides on membership and other forms of association

·        decides on membership fees

c)      The ENGSO membership

·        ENGSO stimulates active membership

·        ENGSO encourages new members to enter the organisation

·        Different member categories:

-     Full members: National Sports Umbrellas (National Sports Confederations and/or

      National Olympic Committees)

-         Associated members that are of added values to realising the ENGSO mission:

-     European Sports Federations (European branches of GAISF members)

-     Other sports related organisations (European or European branches of international organisations)

The criteria for other sports related organisations and the (developing) content of associative membership is to be proposed to the GA by the ExCom (proposal formulated in co-operation with Co-ordination Committee) 

·        Membership fee: the ENGSO members will pay a differentiated fee according to their financial capacity (see appendix 7).

d)      The ENGSO office

·        The ENGSO office dealing with everyday issues, such as information dissemination, administrative duties, practical organisation of meetings.

·        ENGSO office functions:

-     Secretary General

-     Administrative coordinator

-     Information and Liaison Officer

The ENGSO Secretariat is based in the country of the ENGSO member that provides the elected Secretary General. The actual working place of the Information and Liaison Officer, which is new function,  is to be decided still. Presence in Brussels is very important and should be considered as a first option. The Administrative Coordinator and the Information and Liaison Officer are paid positions.

e)      The elected/appointed ENGSO volunteers (members of the Committees and Working Groups)

·        Executive Committee: responsible for decisions regarding ENGSO policy and strategy and monitoring effective and efficient implementation thereof. Besides the functions of President, Vice President, Secretary General and Treasurer, the following responsibilities are divided among the members: ENGSO Development, EU, Communications & Marketing and Funding. Executive Committee members put in valuable time and will be refunded by ENGSO for travel and accommodation costs required to fulfil their tasks and responsibilities.

·        Co-ordination Committee: responsible for giving support to the ongoing development of

ENGSO; being a resource for evaluating the reorganisation of ENGSO, identifying and recruiting human resources who will continue to strengthen the Executive Committee and the Working Groups. The Co-ordination Commission will be appointed by and work closely with the ExCom.

·        Expert Working Groups:

-          Members of the Working Groups will be appointed by the ExCom.

-          Permanent Working Groups

o       EU Working Group

o       Communications and Marketing Working Group

o       Funding Working Group

-          Temporary Groups: issue based groups such as Sport and Employment, Sport and Health, Sport and Gender that actively co-operate with other stakeholders

-          ENGSO Youth is a separate entity but there is representation of ENGSO Youth on the ExCom and in the Permanent Working Groups, and ENGSO members are informed of ENGSO Youth activities during each GA and Forum.

·        For the Coordination Committee and the permanent Working Group there are Terms of

      Reference

Additionally, ENGSO aims to involve experts in specific fields, both professional and volunteers, from both in and outside member organisations, identified at national level, to support the network of elected ENGSO volunteers.

4.3.2 Working method within ENGSO

The modifications in the ENGSO organisation will require changes in the way the practical work is being handled. This will create, strengthen and consolidate the desire image of ENGSO (as also referred to in the explanatory remarks to the mission).

Changes in the way ENGSO works, that will require implementation following adoption of the strategic plan, are:

·        Proactively meeting with important stakeholders and target groups to strengthen the European sporting network in the interest of sport in Europe

·        Involving and supporting national experts for policy development and promoting       ENGSO across a range of subjects

·        Frequent and high quality exchange of information through the website and electronic newsletters

·        Formalising working procedures, especially in the field of communications (internally and externally), involving both the strategic level (ExCom member) and the operational level (Information and Liaison Officer and Communication Working Group) with special attention to the website.