Q&A with Margot Foster

We had a quick chat with Margot Foster who has been appointed to chair the Strategy & Structure Working Group. Margot shares her views on governance and the process at hand. 

What is your experience with committees, governance and Boards?

I have been a part of sporting organisations and other boards for many years and every day I still learn something new about how different organisations operate and finding ways to do things better.

I been on boards of sporting organisations with multiple disciplines similar to equestrian, so I am familiar with the nuances and challenges this can present.

Have you been involved with strategy and structure reforms before?

Yes, my experience includes leading and contributing to governance reforms, restructures and strategy for a wide range of organisations. After all no organisation can stand still so it rethinking the way things are done should be a constant in my view.

Every board has to deal with its strategy live and on a meeting to meeting basis; it’s not a document that sits on the shelf. My strength is always looking for opportunities and ways to do things better for greater efficiencies.

It’s probably my legal background, but I always endeavour to apply good governance principles to provide the necessary due diligence to assess risk and weigh up alternatives to deliver the best outcome for the sport.

Having been a lawyer for so long, I try to see both sides of a problem by putting myself in other people’s shoes and trying to see around corners.

When I was the Chair of Vicsport, we restructured, and refocussed our objectives aiming to become less reliant on government funding and to increase our service delivery to better meet member and stakeholder needs. 

In your experience what is the key to good governance?

I believe good governance is fundamentally important to the success for any organisation. Good governance supports achieving the best outcomes for all stakeholders involved.

In The Boardroom School I teach how essential it is that directors understand their responsibilities and obligations – and that there’s not always one way - but to look for the best way to ensure the organisation’s best interests are the focal point.

Governance is not a case of make it up as you go!

Good governance takes time. If you rush it, you might not get the best result. You need time to get it right, as you don’t always get a second chance.

Not rushing for the sake of it.

People need to be heard.

Ideas and tolerances need to be tested.

Only then can you be confident you are making the right decision.  

As Chair of the working group what are your principles for guiding the group?

Measured, considered, thoughtful.

Equestrian like other sports, relies on busy people, to not only turn up to meetings, but to seriously consider the matters discussed and do work to support the process in the best interests of the sport.

The pace of the working group will be measured and take the time it needs to take.  Perhaps a collected trot or maybe a leisurely canter, but definitely not a gallop. We have a clear purpose and trust in the process we are undertaking.

In my experience, it is far better to get the best solution than to be quick for the sake of it.

What is the current focus of the Working Group?

To prepare for our meeting on 11 April each member of the working group had researched international equestrian bodies to identify how they operated to identify their membership models, revenue sources, roles of the disciplines and overall strategies.

The amount of information provided was terrific and, in conjunction with a similar analysis of Australian NSOs (including those which have restructured in the last few years such as Cycling Australia, Golf Australia), has given the group a solid base on which to consider structure options. 

I can definitely say all options are on the table, nothing has been decided and there is no outside influence which will affect the group’s deliberations.

The group has also been reviewing the foundations of the strategy work, which will soon be tested with stakeholders and staff to set the purpose, vision, mission and values.

At our next meeting in May we will consider the results of interviews with 19 stakeholders which are soon to commence, the results of the strategy work mentioned above, and begin to crunch some structure options based on the research referred to and the survey results from members which are a vital consideration in the group’s decision making.

Our pony might be thinking it’s time to prick up her ears for a canter, but we’re happy with our collected trot for the time being.