Questioning the application of Policy Governance for small-scale sports clubs in New Zealand

Abstract

In 2004, the governing body for sport and recreation in New Zealand developed a governance manual entitled the Nine steps to effective governance. Based on the influential model, Policy Governance, developed by Carver [(1997). Boards that make a difference: A new design for leadership in nonprofit and public organizations (2nd ed.). San Francisco, CA: Jossey-Bass; (2006). Boards that make a difference: A new design for leadership in nonprofit and public organizations (3rd ed.). San Francisco, CA: John Wiley and Sons], this manual is seen as a blueprint for effective sport governance. In this study, we examine its appropriateness for small-scale sports clubs which make up the backbone of New Zealand sport sector. Through a case study of four clubs, using data collected through policy documents and interviews, we piece together the governance structures of four clubs and highlight the way they have achieved success without adopting a Policy Governance approach. We contend that small clubs can be effective using governance structures that deviate from the Policy Govenance approach and should consider more flexible governance structures as suggested by Bradshaw [(2009). A contingency approach to nonprofit governance. Nonprofit Management & Leadership, 20(1), 61–68. doi:10.1002/nml.241] and Mowbray [(2011). Searching for the ‘mythical unicorn’: The missing link between boards of directors and organisational effectiveness (Unpublished doctoral thesis). Auckland University of Technology, Auckland.]