PAC32-R-2502(i) B Meeting 07/11/2019

PAC32-R-2502(ii) B Meeting 07/11/2019

Joe Reynolds Chairperson of Horse Sport Appointed by DAFM &DTTS

Representative of Clare Hughes Edward Doyle David O’ Meara Taylor Vard Lt. Col. Tom Freyne Lucinda Creighton Mary Lambkin Coyle Northern Ireland Appointed by DAFM &DTTS Director Director Director Director Director Director Director in consultation with Appointed by DAFM &DTTS Breeding & Production Equestrian Sport & Recreation High Performance Sport Coaching & Education Appointed by DAFM &DTTS Appointed by DAFM &DTTS (DAERA & Sport NI) TBC Advisory Council Advisory Council Advisory Council Advisory Council

Advisory Council Advisory Council Advisory Council Advisory Council Breeding & Production Equestrian Sport & Recreation High Performance Sport Coaching & Education

Technical Committee FEI Officials, Education & Rules

Technical Committee Standing Committee Medical Committee Vetting Referrals (Athlete Health & Safety) & Vetting Referrals Appeals Committee

Technical Committee High Performance Committee High Performance Committee Standing Committee FEI World Breeding Championships Senior & Youth Senior & Youth Horse Finance, (Le Lion & Lanaken) & Para Dressage Commercial & Human Resource

Technical Committee High Performance Committee High Performance Committee Standing Committee Horse Sport Ireland Horse Sport Ireland Audit & Risk Coaching Programme Endurance & Driving Senior Jumping

Technical Committee High Performance Committee High Performance Committee Standing Committee High Performance Junior/ Young Rider/ Pony Jumping Horse Sport Ireland Health & Safety Children on Horses Jumping PAC32-R-2502(iii) B Meeting 07/11/2019

Strategic Plan 2019 - 2024 2 Our Mission

To lead the Equestrian ◼ Grow participation sector and enable it to ︎Win medals fulfill its potential ◼ ◼︎Be a top Breeding Nation ︎

HORSE SPORT IRELAND 3 Our Vision

To have the best riders and horses in the world

HORSE SPORT IRELAND 4 Strategic Focus Areas 1 2 3 4 5 Leading the Developing a Competing Building the Engaging Sector Sustainable on the Organisational with the Funding World Stage Capability Equestrian Model Community and Stakeholders

HORSE SPORT IRELAND 5 6

Leading the Sector - Breeding and Production

◼ Unite the sector behind a shared vision for the equestrian community.

◼ Support and promote the growth and quality of breeding of Irish horses.

HORSE SPORT IRELAND 7 Breakthrough Initiatives

Leading the Sector - Breeding and Production Overall Goal Maintain genetic diversity and the Ireland to be recognised as a top nation ■ preservation of important bloodlines. in Breeding and Production of Sport Monitor the sector and advocate on Horses. ■ key issues on behalf of the sector. Promote and Market Irish breeding. Detailed Action Areas ■ Provide reliability/authentication Provide direction on national breeding ■ (quality assurance) overseeing the ■ policy and facilitate increased quality production of Irish-bred horses economic activity. and ponies. Ensure there is a proactive approach Ensure Ireland maintains a clean ■ to lifetime care of Irish-bred horses. ■ image through anti-doping activities. Support the infrastructure around Support education and knowledge ■ performance testing. ■ transfer across the sector (both on Develop a sustainable business the technical and business side of ■ model for Irish breeders. the sector).

HORSE SPORT IRELAND 8

Leading the Sector - Sport and Recreation

◼ Unite the sector behind a shared vision for the equestrian community.

◼ Grow participation through quality coaching, education, facilities and experiences.

◼ Design and deliver high-quality training and coaching programmes.

HORSE SPORT IRELAND 9 Breakthrough Initiatives

Leading the Sector - Sport and Recreation Overall Goal Support the industry in developing Vibrant growth of equestrian sport in ■ sustainable business models for the terms of participation numbers across leisure sector/riding schools. the various disciplines through quality Develop a national coaching and experiences, environments and supports. ■ education strategy, programmes and certification pathways to develop the Detailed Action Areas capability of those operating within the Drive increased participation through sector and to attract new participants ■ targeted initiatives. to horse riding and equestrian pursuits. Ensure a positive environment for Provide support resources and ■ participation. ■ knowledge transfer to people Make the sport more accessible for operating within the sector including ■ people to get involved. a comprehensive coaching and Promote and market horse sports and education digital resource centre. ■ Ireland as an equestrian country.

HORSE SPORT IRELAND 10

Developing a Sustainable Funding Model

◼ Develop a diversified revenue model • Government • Sponsorship • Philanthropy • Tax Incentives

◼ Support the growth of the economic value of the Horse Sport sector (jobs, sustainable enterprise, export growth).

HORSE SPORT IRELAND 11 Breakthrough Initiatives

Developing a Sustainable Funding Model Overall Goal Leverage new technologies to develop Put the finances of the organisation on a ■ potential service solutions (e.g. more sustainable, self-determined basis microchips, database, genomics with less reliance on exchequer funding testing etc.) as a proportion of total funding model. Develop philanthropic investment. ■ Increase funding from exchequer Detailed Action Areas ■ through clear business case for Maximise sponsorship opportunities. investment in the sector (whilst ■ Develop additional revenue streams reducing overall reliance on exchequer ■ through new service offerings. funding by raising more self-generated Create an innovation hub to develop funds) ■ new solution ideas through research Support the sector to grow in and partnerships and commercialise ■ economic value through policy setting, these solutions. lobbying and services provision to the sector.

HORSE SPORT IRELAND 12

Competing on the World Stage

◼ Become a Tier 1 status sport within the Irish High-Performance system.

◼ Development of National Equestrian infrastructure.

◼ Develop a world-class equine centre of excellence.

◼ Develop a High-Performance programme to deliver medals consistently.

◼ Academy concept.

◼ Become a leading nation in terms of sales and exports.

HORSE SPORT IRELAND 13 Breakthrough Initiatives

Competing on the World Stage Overall Goal Develop a programme within the 20x20 Ireland to be a leading nation in all ■ campaign of women in equestrian sport equestrian disciplines winning on the to drive increased participation of international stage consistently. females across all national High- Performance squads. Detailed Action Areas Secure funding to develop a world-class Focus on developing High-Performance ■ equine centre of excellence that acts as ■ Programmes which deliver equestrian the new home of Horse Sport Ireland sport as a Tier 1 sport within the and that provides top-class facilities and domestic system. supports including master farrier, Create an academy programme for veterinary expertise, stabling, tack shop ■ promising Irish riders to transition from and other facilities. ‘junior’ to ‘senior’ ranks. Create an environment to showcase ■ Ireland’s sport horses and become a leading sales and exports nation.

HORSE SPORT IRELAND 14 15 16

Building the Organisational Capability

◼ Build an efficient data hub for the industry.

◼ Develop the skillsets of the organsiation to support our vision.

◼ Transform the culture to a more proactive, fast-paced, dynamic fulcrum for the industry.

◼ Streamline operations to maximise returns and value to members.

◼ Re-structure to a member-based model (from an affiliate model).

HORSE SPORT IRELAND 17 Breakthrough Initiatives

Building the Organisational Capability Overall Goal Transform the culture to a more Horse Sport Ireland to be an efficient, ■ proactive, fast-paced, dynamic fulcrum well run organisation providing leadership for the industry. and adding value to the sector. Identify opportunities to streamline ■ operations and ensure we operate as Detailed Action Areas efficiently as possible to support our Build an efficient, comprehensive data activities. ■ hub for the industry. Explore the options and develop the Develop the skillsets of the ■ proposition for re-structuring as a ■ organisation to support our vision member-based model (from an affiliate especially in the areas of: model). • Business management • Commercial • High-Performance

HORSE SPORT IRELAND 18

Engaging with the Equestrian Community and Stakeholders

◼ Develop a refreshed brand consistent with our new direction.

◼ Deliver a proactive, powerful communications strategy to promote .

◼ Engage stakeholders on an All-Island basis.

◼ Promote Ireland as a global leader in Horse Sport.

HORSE SPORT IRELAND 19 Breakthrough Initiatives

Engaging with the Equestrian Community and Stakeholders Overall Goal Develop a training and capability Transform how we engage and the public ■ development programme for staff to perception of the organisation and what support a culture shift in how we we do. engage across the sector. Deliver impactful marketing Detailed Action Areas ■ communications promoting Ireland as Develop a refreshed brand consistent a leading nation for Sport Horses ■ with our new direction. Work with the Advisory Councils to Create a stakeholder map and create a ■ develop clear strategies, policies and ■ proactive communications strategy to action plans across each of the four promote equestrianism and engage areas. with our stakeholders.

HORSE SPORT IRELAND 20 Mission: To lead the Equestrian sector and enable it to fulfill its potential Vision: To have the best riders and horses in the world Strategic Focus Areas 1 2 3 4 5 Leading the Sector Developing a Competing on the Building the Engaging with the Sustainable Funding World Stage Organisational Equestrian Community Model Capability and Stakeholders

Unite the sector behind Develop a diversified Become a Tier 1 status Build an efficient data Develop a refreshed ■ a shared vision for the ■ revenue model ■ sport within the Irish ■ hub for the industry. ■ brand consistent with industry. - Government High-Performance Develop the skillsets of our new direction. Support and promote - Sponsorship system. ■ the organsiation to Deliver a proactive ■ the growth and quality - Philanthropy Develop a world-class support our vision. ■ communications of breeding of Irish - Tax Incentives ■ equine centre of Transform the culture to strategy to promote horses. excellence. ■ a more proactive, fast- equestrianism and Grow participation Support the growth of Develop a High- paced, dynamic fulcrum engage stakeholders. ■ through quality ■ the economic value of ■ Performance for the industry. Engage stakeholders coaching, education, the Horse Sport sector programme to deliver Streamline operations to ■ on an All-Island basis. facilities and (jobs, sustainable medals consistently. ■ maximum returns and experiences enterprise, export Academy concept. value to members. Design and deliver high- growth). ■ Become a leading nation Re-structure to a ■ quality training and ■ in terms of sales and ■ member-based model coaching programmes exports. (from an affiliate model).

Transformation Programme Managing the transformation of the organisation whilst delivering on our short-term commitments and objectives

HORSE SPORT IRELAND 21 22 Our Values

◼ Horse Welfare ◼ Communication ︎ ︎ ◼ Ethical Training ◼ Accountability ︎ ︎ ◼ Excellence ◼ Transparency ︎ ︎ ◼ Collaboration ◼ Courtesy ︎ ︎

HORSE SPORT IRELAND 23 Delivering our Plan

We will develop a set of KPI’s linked to Sustainable Funding Model the vision/mission and strategic focus Percentage of self-generated revenue versus ■ exchequer funding. areas that we will track on an ongoing Number of revenue streams and value of same basis and report on annually. ■ (increasing). Level of reserve (increasing) ■ Total revenue. The measures will include: ■ Productivity index - revenue versus economic value. ■ Leading the Sector Competing on the World Stage Number of Foals. Rankings at Senior and Junior Level. ■ Average value of price achieved by category ■ Medals - Olympics, World, European, Paralympics. ■ (increasing). ■ Number of female riders in High-Performance - ratio Total economic value of sector (increasing). ■ increasing to 50:50 or better. ■ Number of participants/Number of additional Conversion rate of Junior to Senior riders. ■ participants per annum. ■ Number of riders per capita (compared to other Building the Organisational Capability ■ countries). Operational efficiency metrics. Number of competitors in shows across all ■ Processing times. ■ disciplines. ■ Rating of show facilities and shows (improving). Engaging with the Equestrian Community and ■ Number of equine tourists. Stakeholders ■ Social media presence. ■ HORSE SPORT IRELAND 1st Floor · Beech House Millennium Park · Oberstown Naas · Co. Kildare · Ireland

T: +353 45 854 516 [email protected]

www.horsesportireland.ie PAC32-R-2502(iv) B Meeting 07/11/2019

R 1 Recommendation / HSI Structure

Section of Report Recommendation 1 - HSI Structure Table 6.2 p36 of Report … Structure, Size and Appointment of Board 'ensure that there is an informed 1 A simplified structure for HSI should be implemented with a small Board of directors and three consultative advisory councils. consideration by the 2 The Consultative Advisory Councils should be established covering the breeding and production, sports and leisure areas. new advisory councils 3 Each of the Advisory Councils should elect a Chairman who would also serve on the Main Board of the HSI. of the distinct issues 4 Directors to the HSI Board should be appointed for a 5 year period. facing the breeding & 5 The size of the HSI Board should be reduced from 19 to 9 to comprise of an independent Chair and external Directors. production, sporting and 6 The Chair to be appointed by the Minister for Agriculture, Food and Marine in consultation with the Minister for Transport Tourism and Sport. leisure sectors. They are 7 Four independent Directors as well as the Chair to be appointed by the Minister for DAFM in consultation with the Minister for Transport Tourism and Sport. also designed to ensure a 8 The Minister for Agriculture, Food and the Marine in consultation with the Minister for Transport, Tourism and Sport should also appoint a representative of the Northern Ireland sector more focused overall 9 The skills for the Chair and the independent Directors to be identified in advance. corporate board in line with 10 The Chair and the four independent Directors to be recruited via publicjobs.ie. best practice principles'

Comments Page 38 of the Report Indecon Recommends that HSI should retain responsibility for national breeding policy. We also suggest that the proposed new Board should consider the merits of transferring the ISH and ID studbooks to the IHB which would be treated impartially as an affiliate.

R 2 Recommendation HSI Governance Evaluation

Section of Report Recommendation 2 HSI Governance Evaluation …. In Table 6.1 of the Report 1 Specific skills required by HSI Board should be identified in advance and should be taken into account in appointment of Directors 7 recommendations on corporate 2 HSI Directors should act in the best interest of the company and not be restricted to presenting the views of any specific stakeholders. governance are outlined. These are 3 HSI Directors should receive some accreditation in corporate governance. designed to build on existing 4 Some of main Board Members should serve on the Audit and Risk Committee. good practices and to ensure HSI 5 Board should review the allocation of its time to ensure that sufficient focus is given to each of its core responsibilities. operates to best practice 6 Some minor changes to operation of the Board should be considered. governance…' 7 HSI should commission an external practice to provide an internal audit function.

R 3 Equine Database

Section of Report Recommendation 3 - Equine Database ……. ‘In Table 6.3 of the Report, the recommendations 1 A centralised database including up to date information on both horse registration and performance should be established. on the equine regulations, breeding information 2 A database Task Force Group with an independent Chair and membership of HSI and its affiliates should be formed and performance results database structure in HSI to develop recommendations within 6 months to facilitate implementation of the centralised database and its affiliates are presented. These are designed to enhance cost effectiveness and to ensure 3 There should be increased promotion of enhanced databases rigorous updated information in the sector'…

R4 Supports and Programmes

Section of Report Recommendation 1 - Supports and Programmes 1 Additional resources for HSI are needed if the potential of the sector is to be realised. ….. 'it is also important that supports 2 Key areas requiring additional funding should be identified by Horse Sport Ireland. and programmes implemented 3 Board of HSI should develop a costed submission to the Government outlining what would by HSI are aligned with the objectives be achieved from Exchequer funding and what options exists to develop other non-exchequer fundings sources. of Reaching New Heights. HSI should also take ownership of this industry strategy and should assume responsibility as the co-ordinating body for the implementation of this strategy'

Indecon Report – Governance Journey / Progress Analysis Governance Principles Horse Sport Ireland - Governance Journey - R1 & R2 of the Indecon Report Principle 1 Leading our Organisation Agreeing Vision & Organisation Evaluation Strategic Plan Memorandum and Articles of Associations to be redrafted (Company Constitution) Board effectiveness review Managing Staff Employment Contracts & Service Provider contracts in place Volunteer Policy Human Resource function Head of Sport to be appointed Principle 2 Exercising Control over the organisation Legal & Regulatory Requirements Health & Safety Committee set up; Employment/Staff Handbook Safeguarding Department - Code of Ethics/ Vetting Employment Equality Policy GDPR Journey compliance documents (separate journey) Financial Controls Realigned Finance, Commercial and HR Committee revised Terms of Reference agreed; HSI Financial Policy Identifying Risks Risk Register Audit and Risk Committee Chief Risk Officer Risk Management Policy Internal Audit Company Crisis Management Policy Annual Report to include confirmation Risk Assessments have been completed

Principle 3 Being Transparent and accountable Identifying stakeholders/ effective communication Quarterly meetings with Olympic Discipline Affiliates Annual Report published; Complaints Procedure & Customer Charter High Performance Debriefs; High Performance Squad Criteria & Policies; Regular Athlete feedback sought (questionnaires/workshops) Affiliate representatives on standing committees; Publication scheme for Horse Sport Ireland in line with FOI Legisiation in progress; Detailed selection policies/ squad policies published on website Governance section on website;

Principle 4 Making sure that our governing body, individual board member, committees, staff and volunteers understand their role, legal duties, and delegated responsibility Working Effectively Board Induction process /pack in place; Terms of Reference for Standing Committees- full review ongoing Code of Conduct for Committee members in place Conflict of Interest/ Conflict of Loyalty policy Social Media Policy Additional Board meetings -10 meetings scheduled for 2018; Streamlined agenda - addition of L&G & Risk as standing item/ Focus on compliance/ financial controls & assurance; Board meeting structure changed in line with best practice; Minutes generated by Company Secretary/ action items clearly identifiable Making sure that there is a suitable board recruitment, development, and retirement process Comprehensive induction programme Board skills development programme & corporate governance training (indecon dependant)

Principle 5 Behaving with Integrity Updated Code of Conduct for Directors Declaration of Conflict at each meeting/ recorded in the minutes Establish a register of Director Interests to be completed; Ethics in Public Office returns completed