Understanding Roles within Wales Rugby League
The Role of WRL Staff
CEO, Chris Thair (3 days a week) - see section below in members of the WRL Board
National Development Manager (FT), Idris Evans - download Job Description here
National Performance and Coaching Manager (FT), Jon Ellis - download job description here
North Wales DO (FT), Allen Jones - download JD here
Media and Communications Manager (1.3 days a week), Ian Golden - as per service provider agreement (consultant)
Annual Objectives and Person Responsible
The 2015-19 National Plan (click to download) lists the annual objectives under the 7 Key Pillars of Activity. Whilst the CEO and the Board is ultimately responsibility for the delivery of all the objectives, the following people are the lead responsible person for achieving the objectives that fall under the following key pillars:
1. Governance and Leadership - CEO, Chris Thair
2. Central Services - CEO, Chris Thair
3. Commercial - Commercial Director, Craig Poskitt
4. Media and Communications - Media and Communications Manager, Ian Golden
5. Junior Pathway - Performance and Coaching Manager, Jon Ellis
6. Community - National Development Manager, Idris Evans
7. International - Wales Head Coach, John Kear
Current Members and roles of the WRL Board
Brian Juliff, WRL Chairman - see "Role of WRL Chairman" below
Chris Thair, WRL CEO - The lead executive of WRL, he is responsible for all day-to-day management decisions and for implementing the Company's long and short term plans. The WRL CEO acts as a direct liaison between the Board and management of the Company and communicates to the Board on behalf of management.
Richard Greenwood, WRL Non independant Director - As a chairman of a community rugby league club in Wales, this greater empathy with members will ensure all Board decisions are well considered ones. Richard's experience and role on the Board will enhance the commercial performance and media profile of the organisation.
Nigel Hansford, WRL Independant Director. The financial expert, Nigel's role is to ensure all financial practices are sound and necessary actions with companies house are completed.
Role of the WRL Board
The powers of the WRL Board are defined in the WRL Articles of Association and its role is different to no other Board. The Board is there to:
1. Set and maintain vision, mission and values
2. Develop strategy: Establishing the essential purpose of the organisation and along with the chief executive officer develop the long-term strategy. To ensure the organisation is continually on track every Board agenda item is set under the 7 main pillars as set out in the WRL Strategy.
3. Establish and monitor policies which govern organisational activity.
4. Set up employment procedures by creating comprehensive, fair and legal personnel policies that protect the organisation and those who work for it.
5. Ensure compliance with governing document i.e. WRL Articles of Association and Memorandum of Understanding
6. Ensure accountability as required by law to such bodies as HMRC, Companies House, Sport Wales and accountability to partners (commercial and strategic), staff, volunteers, players and the public which includes producing annual reports and financial reports.
7. Ensure activities are compliant with the law
8. Maintain proper fiscal oversight by managing the organisation's resources, most noteably its finances, so it can meet its objectives. It:
- Secures sufficient resources to fulfil the mission
- Monitors spending
- Approves the annual financial statement and budget
- Provides insurance to protect the organisation from liability
- Seeks to minimise risk
- Participates in fundraising (in some organisations)
- Ensures legal compliance
9. Select, manage and support the chief executive: The board creates policy covering the employment of the chief executive. It selects and supports the chief executive and reviews his or her performance.
10. Respect the role of staff: The board recognises and respects the domain of staff responsibility. At the same time, it creates policy to guide staff activities and safeguard the interests of the organisation.
11. Promote the organisation Through its own behaviour, governance oversight and activities on behalf of the organisation the governing board enhances and protects the reputation of Wales Rugby League. Board members are good ambassadors for the organisation.
12. Maintain effective board performance: Finally it is essential the board keeps its own house in order and takes steps to establish productive meetings, high standards of conduct, effective sub committees, self review processes and partnerships which enhance the Boards performance.
The Role of WRL Chairman
The principal role of the Chairman of the Board is to manage and to provide leadership to the Board of Directors of the Company. The Chairman is accountable to the Board and is the main liaison to the CEO, acting as the main communicator for the Boards decisions. To main organisational integrity the WRL Chairman is an independant director, free from interests, which ensures independant judgement.
More specifically, the duties and responsibilities of the Chairman are as follows: 1. to act as a liaison between management and the Board; 2. to provide independent advice and counsel to the CEO; 3. to keep abreast generally of the activities of the Company and its management; 4. to ensure that the Directors are properly informed and that sufficient information is provided to enable the Directors to form appropriate judgments; 5. in concert with the CEO, to develop and set the agendas for meetings of the Board; 6. to act as Chair at meetings of the Board; 7. to recommend an annual schedule of the date, time and location of Board and Committee meetings; 8. to review and sign minutes of Board meetings; 9. to sit on other Committees of the Board where appropriate as determined by the Board; 10. to call special meetings of the Board where appropriate; 2 11. in concert with the CEO, to determine the date, time and location of the annual meeting of shareholders and to develop the agenda for the meeting; 12. to act as Chair at meetings of shareholders; 13. to recommend to the Board, after consultation with the Directors, management and the Governance and Nominating Committee, the appointment of members of the Committees of the Board; 14. to assess and make recommendations to the Board annually regarding the effectiveness of the Board as a whole, the Committees of the Board and individual Directors;