A NEW era of constructive change is on the cards for Showjumping Ireland which this week welcomed the findings of a comprehensive review commissioned by the Association.

Chartered Accountants Crowleys DFK carried out the 62-page review which the SJI had pledged at its last AGM to commission in a bid to clearly identify how best to serve its members and lead the organisation forward. Among the issues raised at that AGM was whether SJI should appoint a CEO/Office Manager.

The review was duly commissioned last February and on foot of its findings, SJI has now put in place a temporary project steering group to help implement the key recommendations.

Among the Review’s key findings are:

  • The size of the current SJI board is too large and should be reduced from 21 to a max of 13 with nine (9) being ideal – three members from each region and one chair.
  • The length of service for board members and sub-committee members should be limited.
  • The directors and secretary should possess the necessary mix of skills for the roles.
  • ManFI committee should be replaced by a properly constituted Audit and Risk Committee with at least three non-executive board members.
  • CEO/office manager should be appointed with responsibility for day-to-day operations.
  • Board should develop a three to five-year Strategic Plan.
  • Board members should be required to adhere to a Code of Conduct and a Conflicts of Interests policy.
  • A spokesperson should be appointed for the organisation and to communicate with stakeholders.
  • An annual report should be published.

    • Safeguarding the future

    SJI chairman Eamon Rice, told The Irish Field: “The sporting landscape is ever changing, never more so than in the current climate. Showjumping Ireland (SJI) has taken this time to reflect inwards at our current structure, to better understand the inefficiencies within our organisation.

    “As an Association, we feel that the time is right to move from what may be considered a legacy structured sporting organisation. Our goal as an Association is to strive for a more professional/business type structure that will help not only safeguard our future but allow us to grow the sport, with the conscious effort to respect our ethos, our members and the voluntary nature of Showjumping Ireland.

    “As with some other leading sporting organisations in Ireland. On the 28th of February 2020, SJI commissioned an internal review of the organisational structure, policies and procedures. SJI decided that it would be the best time to engage with the expertise of an external party (Crowleys DFK, Chartered Accountants) to help with deeper and more robust audit from an external position.

    “We welcome the results of recently completed Crowley’s DFK Governance and Organisational Review and have embraced their recommendations and are currently in the process of implementing the policies and procedures of the report.

    “In order to effectively manage and coordinate this change and management, the board is in the process of establishing a temporary project steering group whose remit is to manage the completion of the first five stages of the Road Map, agreed actions and report to the Executive Committee on a regular basis. During this period, consultation and communication will be ongoing with all stakeholders including our governing bodies (Horse Sport Ireland).

    “We firmly believe that this action is for the benefit of the organisation and that this measure will help strengthen, grow and future-proof our organisation for years to come.”

    Poor structures

    Outlining a eight-step ‘Road Map to Improved Governance’, the Review details over 30 recommendations to put the SJI on the right track in terms of governance and organisational issues.

    “SJI displays many of the attributes typically associated with organisations that have poor or dysfunctional governance structures.

    “The breakdown in governance has hampered the organisation in maximising its potential and achieving the objectives it set out in its 2009 strategic plan. The relationship between some board members has broken down and has contributed to an atmosphere of disharmony at board meetings and in the organisation generally,” the review concluded.

    A lack of clarity between the board, management and sub-committees created tension and dysfunction, it stated.

    Loyal membership

    “The Association has a loyal, dedicated membership keenly interested in the sport and its development. The membership and the sport are not well served by a Board that is unable to conduct the affairs of the Association in a professional and proper manner.

    “The Board has however recognised that the current situation cannot continue. This is a positive step. The recommendations we have made should be viewed as a complete suite that, combined, will result in a governance and operational structure that is in accordance with best practice and appropriate to the SJI’s particular circumstances,” concluded the review.