Sport Governance Principles
SPORTGOVERNANCEPRINCIPLESMARCH 2020
CONTENTSPurpose of the Sport Governance Principles2The startline6Principle 1: The spirit of the game—values-driven culture and behaviours8Principle 2: The team—aligned sport through collaborative governance10Principle 3: The gameplan—a clear vision that informs strategy12Principle 4: The players—a diverse board to enable considered decision-making14Principle 5: The rulebook—documents that outline duties, powers, roles and responsibilities16Principle 6: The playbook—board processes which ensure accountability and transparency18Principle 7: The defence—a system which protects the organisation20Principle 8: The best and fairest—a system for ensuring integrity22Principle 9: The scorecard—embedded systems of internal review to foster continuous improvement24The game is changing—contemporary and stable governance structures26Glossary and definitions of common governance terms281
PURPOSE OF THE SPORTGOVERNANCE PRINCIPLESUnderpinning the access to, and enjoyment of, sport is thecommitment and effort of sporting organisations acrossAustralia. In order to help these sporting organisations todeliver more positive sport experiences more regularly,we are pleased to release the updated Sport GovernancePrinciples. This document reflects the evolution of sportgovernance over the preceding decade.Sport is a key element of a cohesive and thriving nationalcommunity. It is a tool for achieving outcomes in areassuch as education, health, leadership developmentand fair play, and is unrivalled in its ability to link heart,mind and body, to connect individuals and to inspirecommunities. Increasingly, all sporting organisationsare being held accountable for their governance.Governance is not only relevant to large national sportingorganisations; it is important for all organisations in oursector. It is for this reason that these Sport GovernancePrinciples were co-designed through a whole-of-sectorengagement. The clear message throughout the codesign was that no matter the size or maturity of thesporting organisation, there was a need for educationaland accessible principles to help guide organisations togood governance. There was also a clear need for theSport Governance Principles to link to education, supportand resources to transition the theory into practice.2These principles can be used throughout the Australiansport sector, from small local clubs to large nationalorganisations, but the details and explanations tend tobe most applicable to national sporting organisationsand state/territory sporting organisations. Giventhe diversity of the sport sector, the language usedthroughout the principles might not align with or alwaysbe directly relevant to every sport and organisation. Alist of terms can be found in the Glossary, but it is worthhighlighting the interchangeable nature of some of thekey terms: ‘Board’ (aka, board of directors; committee ofmanagement, council, committee), ‘Director’ (aka, boardmember, committee member), and ‘CEO’ (aka, executivedirector, general manager). For organisations that donot have a CEO, some sections may be less relevantbut, equally, this role could be filled by directors or othervolunteers in the organisation.It is important to remember that good governance is neverstatic or fully achieved. As the leaders governing sport wehave an ongoing opportunity to change, to transform andto be better, but we need to be selfless, determined andfocused on our purpose. These are attributes we expectof our elite athletes. They are also the attributes we seein our volunteers, grassroots participants and supporters.These Sport Governance Principles seek to support thosewho govern sport to perform at a high standard as we lookto modernise and continually embed good governance insport in Australia. These principles, as well as a full list ofinteractive tools, resources and education, can be foundon the sport governance website.
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The startlinePrinciple 1Principle 2This section providesa basic understandingof sport governanceThe spirit of the game—values-driven cultureand behavioursThe team—aligned sportthrough collaborativegovernanceGovernance is the system bywhich organisations are directedand controlled. It is the way inwhich expectations are madeclear and the culture of theorganisation is modelled.An organisation’s cultureand behaviours should beunderpinned by values whichare demonstrated by the boardand embedded in its decisionsand actions.Across a sport, boards shouldwork together to governcollaboratively and createalignment to maximise efficientuse of resources and implementwhole-of-sport plans.Principle 3Principle 4Principle 5The gameplan—a clear visionthat informs strategyThe board is responsiblefor overseeing the developmentof the organisation’s visionand strategy as well asdetermining what successlooks like.The players—a diverseboard to enable considereddecision-makingThe rulebook—documentsthat outline duties, powers,roles and responsibilitiesA board should be a diversegroup of people who, collectively,provide different perspectivesand experience to facilitate moreconsidered decision-making.An organisation should clearlydefine and document its structureand the duties, responsibilitiesand powers of members, directors,committees and management.Principle 6Principle 7Principle 8The playbook—board processeswhich ensure accountabilityand transparencyThe defence—a system whichprotects the organisationThe best and fairest—a system for ensuring integrityTo proactively protect theorganisation from harm, the boardensures the organisation has andmaintains robust and systematicprocesses for managing risk.An organisation should havemeasures and protocols to ensureintegrity of the sport and safeguardits participants.Principle 9The game is changingThe scorecard—embeddedsystems of internal review tofoster continuous improvementContemporary governancestructuresGlossary anddefinitionsThrough effective processes andcontinual review of its performance,the board is able to demonstrateaccountability and transparency toits members and stakeholders.The board must have anappropriate system of internalcontrols to enable it to monitorperformance, track progressagainst strategy and addressissues of concern.Sporting organisations shouldregularly consider how theirgovernance structuresallow them to best achieve theirpurpose and respond to thechallenges of a changingenvironment.Common governance termsSport Australia Standardsfor Funded NationalSporting Organisations.5
THE STARTLINEStepping onto the field for the first time is daunting for aparticipant. What is the purpose? What are the rules? Whois on my team? What is my position? What is the spirit ofthe game? Being a director or a CEO, no matter the sizeor complexity of the organisation, can raise the samequestions. This section provides a basic understanding ofsport governance and is complemented by the Glossary.What is governance? An internet search will bring upmany definitions of governance. These definitions areoften more confusing than helpful because of the amountof information and the complexity of the terminology.At its most basic, governance is the system by whichorganisations are directed and controlled. It is the wayin which expectations are made clear and the culture ofthe organisation is modelled. The following lists furtherclarify what governance is and is not.GOVERNANCE IS:GOVERNANCE IS NOT The ‘brain’—the thinking and monitoringpart of an organsiation The ‘body’—the doing and running ofan organisation Leadership in terms of purpose, strategyand values A recognition of long-term service to a sport The structures and processes fordecision-making in an organisation Ongoing, deliberate and proactive A set of checks and balances formanaging risks An organisation’s day-to-day andweek-to-week activities A secondary, sporadic thing to be done whentime permits A reactive process when things go wrong Box-ticking to receive funding A method for evaluating organisationalperformanceGood governance does not guarantee success; however, poor governance almost certainly guarantees failure. Much like acoach develops a training plan and goals for a team, governance helps set the purpose for an organisation, its vision and howit will get there. For a gameplan to be effective, it is important to know the objective, the rules, the team members, and theteam’s approach. The same applies in governance.6WHAT’S THE OBJECTIVE?WHAT ARE THE RULES?Governance is having the processes and systemsto enable good decision-making to help ourorganisation achieve its purpose. It is also aboutsetting and exemplifying our agreed values andbehaviours both individually and collectivley.When governing, we must follow a set of rules.These rules are determined by legislation and theconstitution agreed to by our members. The rulesinclude policies and procedures which outline whatwe can and cannot do.WHO’S ON THE TEAM?HOW’S IT PLAYED?Our governance team includes the board ofdirectors and, where there is one, the CEO, with thesupport of members. We all have different rolesto play including holding each other to account inachieving the best for the organisation. These rolesare described more on the next page.Our agreed values underpin our culture and guideour behaviours. Our culture is exemplified throughour trust in each other and the confidence thatcomes from the support of our teammates.
THE GOVERNANCE TEAMMEMBERSBOARD Who the organisation exists to serve The group of directors who hold ultimateresponsibility for the organisation in accordancewith the constitution Granted powers under the constitution Elect directors to the board and approve majorchanges to the organisation Makes decisions based on what is in the bestinterest of the organisation and its members Sets, approves, and is accountable for the visionand strategy of the organisationDIRECTORSCEO Individuals elected or appointed to serve onthe board An individual hired by the board to implement theorganisation’s strategy Have personal legal duties and responsibilitiesto the organisation Directs and oversees the day-to-day operationsof the organisation Come together to make decisions as the board Is repsonsible to the board and providesinformation to help the board monitor progressand make decisions Exemplifiy the moral, ethical and behaviouralexpectations of the organisation and all itsstakeholdersWHY IS SPORT DIFFERENT?Governance is a part of every organisation. So why do we need a specific set of principles for the governance of sport?The characteristics of sport which produce a different governance environment to that of the corporate or not-for-profitsector are outlined below.UNIQUE STRUCTURESLONG HISTORIES AND TRADITIONS There are often interdependent relationshipsbetween organisations within a sport Many organisations have long-standing traditionswhich can make change difficult Most commonly found in the federated model(national, state/territory, clubs) Sport is reliant on volunteers who fulfil multipleand often conflicting roles Traditionally in Australia, sport has grown fromwithin communities or the ground upPASSIONA VARIETY OF PURPOSES Even experienced directors can make decisionswith their heart rather than their head A single organisation can have many conflictingpriorities, with a tension between highperformance success and participation growth The desire for on field success can override goodgovernance practices Directors often have an emotional connection toand investment in the sport they are involved with For some sports, this includes considering itsrole as an entertainment or lifestyle product Sports have a broad range of stakeholders.7
PRINCIPLE 1THE SPIRIT OF THE GAME—VALUES-DRIVENCULTURE AND BEHAVIOURSAn organisation’s culture and behaviours should be underpinned by values whichare demonstrated by the board and embedded in its decisions and actions.QUESTIONS TO ASKBENEFITS As the leaders of our organisation, do wehave known, shared and agreed values whichunderpin our culture? There is a set of shared and agreed valuesthat encourages collaborative relationshipswith all stakeholders. How do our decisions and actions contribute tothe attainment of our purpose and reflect ourvalues and agreed behaviours? There is a culture of values-driven behaviour thatleads to better decisions being made at all levelsof the organisation. How do we lead our sport in values-basedbehaviour? The organisation is better able to attract andretain skilled people because of its culture. Do our values contribute to good governance bypromoting trust, confidence and collaboration? It is easier to assess and address whetheran individual’s behaviour is in line with theorganisation’s values and culture. Do I reflect on my own behaviour, the impact Ihave on others and the way decisions are made? How do we call out behaviour which goesagainst our values? There is decreased likelihood of misconduct.BEHAVIOURS, CULTURE AND VALUESGOVERNANCE AND THE ROLE OF THE BOARDPeople bring the policies and structures of governanceto life. While policies and structures are an importantpart of governance, they are only meaningful if they areimplemented, enacted and enforced by people within theorganisation. As such, governance occurs through thebehaviours and actions of individuals. For example, thiscould be a director reminding their peers at the start of ameeting to declare their conflicts of interest.Governance is impacted by culture. For example,a culture which fosters constructive communicationbetween directors leads to more considereddecision-making. Conversely, a passive or reactiveculture may mean directors do not consider alldecisions with the same level of rigour, leading toill-informed and ill-considered decisions.Individual behaviours are partly driven by culture; culturebeing an organisation’s shared values and beliefs. Valuesare intangible guides to how an individual is expected tobehave. A shared set of values, and the resulting culture,outlines what behaviours are and are not acceptable.Describing and measuring an organisation’s culturecan be difficult because of its abstract nature. Cultureis not the ticking of boxes; it is lived and breathed,and influences all aspects of an organisation.The relationship between behaviours, culture andgovernance is not simply one way. Governance, whileinfluenced by culture, also shapes culture. As theleaders of an organisation, a board and its directorscan influence culture and behaviours by defining andmodelling organisational values. This occurs in theway the board works with the CEO, represents theorganisation and makes decisions. Additionally,clearly articulated values provide an objective andshared reference point for discussing, assessingand challenging culture and behaviours.WHAT SHOULD OUR VALUES BE?There is no right answer, but they should reflectcurrent or changing societal expectations. Valuesshould be, and are, specific to each organisation.However, values should be developed in collaborationwith members and with the future in mind.8
EXAMPLE BEHAVIOURSAND ACTIONSBOARD Assess options against organisational values as partof the decision-making process Regularly review the values to ensure they are currentand relevant Recognise examples of value-driven behaviour withinthe organisation Ensure the induction process for directors includes adiscussion of values and expected behavioursDIRECTORS Reflect on how behaviours and actions exhibitthe valuesRECOMMENDATIONS Develop a set of values and behaviours inconsultation with all stakeholders. Publish, state and refer to values as a part of‘business as usual’. Document and discuss values and behaviours as partof an induction process. Ensure a values criterion is part of the board’sassessment of decisions. Annually evaluate the directors, chair and CEO ontheir modelling of the organisation’s values. Conduct a periodic culture survey of the organisation,with results published, actions documented andprogress communicated. During meetings, ask whether proposed decisions arein line with and demonstrate organisational values Challenge fellow directors, staff and volunteers foracting in contradiction with the valuesORGANISATION Publishes and refers to its values in major documents(i.e., strategic plan, annual report) Undertakes and acts on cultural assessments Calls out and acts when individuals behave in a waythat contradicts the values Ensures the induction and performance managementprocess for staff and volunteers includes meetingvalues and expected behavioursCEO Acts in a way that exemplifies the values Provides the board with honest assessments oforganisational culture from both internal andexternal stakeholders9
PRINCIPLE 2THE TEAM—ALIGNED SPORT THROUGHCOLLABORATIVE GOVERNANCEAcross a sport, boards should work together to govern collaboratively and create alignmentto maximise efficient use of resources and implement whole-of-sport plans.QUESTIONS TO ASKBENEFITS How does our board build and maintainrelationships with other boards? The experience of participants and otherstakeholders is enhanced, with alignedcommunication and shared access toinformation and resources. Are we considering what’s best for the sport,its members and participants? How do we plan and communicate as wholeof sport? How do we ensure our collaboration andconsultation is meaningful and enduring? What areas of organisational development,resource utilisation and delivery of our sport canwe collaborate on? How do we recognise and embrace the diversepriorities of the organisations within our sport?Like the rest of society, sport is constantly challengedby external influences and market forces. Sportorganisations must adapt to the environment and caterfor new trends. This is achieved best by collaboratingacross the whole of sport.WHAT IS GOVERNANCE ALIGNMENT WITHIN A SPORT?Collaborative governance is the term used to describe theneed for boards in a sport network to interact and developa whole-of-sport vision. To achieve this, boards within thesame sport engage in collective decision-making that isformal, consensus-oriented and deliberate. This decisionmaking process provides the foundation for an alignedvision across the whole of sport with a common purposefor implementing strategy and associated policies.WHAT IS ALIGNMENT AND HOW CAN ALIGNMENT LEADTO SHARED EXECUTION?Alignment describes how the organisations within asport work cooperatively and collaboratively to benefitthe sport. There is no singular model for achievingalignment as sports differ in many areas. Alignmentwithin a sport can refer to areas such as branding,digital, commercial, strategy, finances, workforce, andparticipation program design and delivery. Alignmentenables a sport to become more effective and efficientin the delivery of the sport, and ultimately improve theexperience for the sport’s stakeholders.10 There is a greater return on investment oftime and money by being aligned in functions,systems and processes. A united voice and coordinated delivery methodallows the sport to activate the strategy. There is long-term financial sustainability andreinvestment in strategic priorities because ofefficient strategic and operating frameworks. Across the sport, each organisation canproactively identify opportunities to achievestrategic objectives.Success of alignment and shared execution fundamentallyrelies on enduring cooperation, collaboration and, aboveall, the collective will of the boards in a sport networkto promote the importance of alignment. Though oneorganisation, due to capacity, may be the primaryfacilitator of an alignment process, the outcomes mustbe developed and agreed upon by all parties, with theparticipant experience at the front of mind.HOW CAN BOARDS LEAD ALIGNMENT?Boards should apply an objective and inquiring mind,devoting appropriate and quality time to consideringmatters relati
Sport Governance Principles to link to education, support and resources to transition the theory into practice. These principles can be used throughout the Australian sport sector, from small local clubs to large national organisations, but the details and explanations tend to
EU SPORT POLICY: EVOLUTION EU SPORT POLICY: EVOLUTION 2011: THE COUNCIL WORK PLAN ON SPORT On May 20, the EU Sport Ministers adopted a Work Plan for Sport. The Council Work Plan sets out the sport ministers' priorities in the field of sport for the next three years (2011-2014) and creates new working structures.
The politics of sport and sports policy 130 British sport policy: rhetoric and reality 131 . Further reading 139 9 Governance and sport 140 Introduction 140 Who makes the rules? 142 The governance of the Games 144 Paralympics: new sets of rules for the Games 145 Making the rules: key players 147 . The economic development of sport 177 Sport .
Governance and Policy in Sport Organizations Paralympic Sport: All Sports for all People Principles and Practice of Sport Management Sport Law: A Managerial Approach . and sport for development. Prior to UofL, she worked as an assistant athletic director and assistant dean of first-year students at Dartmouth College. She
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Canadian Sport Policy that acknowledges the existence of barriers to sport participation for Aboriginal Peoples and has as a goal to increase access and equity in sport. In 2003, the federal govern ment modernized its sport legislation with the passing of the Physical Activity and Sport Act. This Act confirmed the Govern
apply a school sport philosophy and the NCCP Code of Ethics to your school sport pro-gram; integrate safety standards into school sport coaching; manage school sport policies and procedures; and apply the roles and responsibilities of a school sport coach. This workshop is delivered by the following School Sport Oganizations in .
governance essentially comprises a set of standards and operational practices leading to the effective regulation of sport. Therefore, whilst good governance must be distinguished from specific sports regulations, the application of good governance principles should facilitate the development and implementation of more effective sports regulation.
