Sport Governance Guide 2017
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CONTENTSIntroduction . 03Principle 1 . 04Case Study - Downshire Tennis Club . 05Principle 2 . 06Case Study - Canoe Association Northern Ireland . 07Principle 3 . 08Case Study - Ulster Camogie . 09Principle 4 . 10Case Study - St Peter’s GAA Club Warrenpoint . 11Principle 5 . 12Case Study - Disability Sport NI . 13Links . 1402 SPORTS GOVERNANCE GUIDE FOR NORTHERN IRELANDWWW.SPORTSGOVERNANCENI.NET
INTRODUCTIONThis guide provides the sport and recreationsector with an overview of good governancepractice.It aims to provide organisations with principles,behaviours and case studies of what goodgovernance looks like. This is a vastly debatedtopic at present with several high difficultiesduetopoorgovernance standards.This guide aims to help sport and recreationbodies to meet the demands and expectationsthat they face on a regular basis. By showcasinggood governance, organisations provideconfidence to members, partners and funders.The five principles of the Code of GoodGovernance 2016, and additional sportsspecific good practice and behaviours tosupport each principle, are outlined. Casestudies also provide additional context to theprinciples and show how the organisationshave developed their own governancestandards. Many sports organisations, whetherthey are a governing body, club or umbrellaorganisation, will use different terms for theircommittee, board or executive. For thepurposes of this guide the term committee isused.Sport NI and the Northern Ireland Sports Forumare members of the Developing GovernanceGroup, along with partners including VolunteerWWW.SPORTSGOVERNANCENI.NETNow and NICVA. This group produced TheCode of Good Governance which was revisedin 2016. Following on from the work of the group,several governing bodies and umbrella groupscame together to discuss the benefits ofadditional governance support for the sector.There are governance codes in the UnitedKingdom and Ireland which are relevant to thesector, but the group agreed to work from thelocal Code of Good Governance, with supportfrom the governing bodies GovernanceNetwork.Representatives from Disability Sport NI, IrishAthletic Boxing Association, Irish FootballAssociation, Outdoor Recreation NI, Ulster GAAand Ulster Rugby joined the NI Sports Forum andSport NI on the working group. We thank theseorganisations for their support in developing theguide.We hope that you find it useful and ask that youvisit www.sportsgovernanceni.net to receivefurther information and support which willbenefit your organisation. Many resources canalso be found on the DIY Committee Guidewebsite including a Governance Health Checkwhich is a practical, step-by-step means ofensuring your organisation is adhering to thekey principles of the Code of GoodGovernance, as well as identifying areas whereyou may wish to make changes or improve.SPORTS GOVERNANCE GUIDE FOR NORTHERN IRELAND 03
PRINCIPLE 1An effective board will provide good governance and leadership by understanding its roleand responsibilities.The members of the board are equally responsible in law for board actions and decisions. They arecollectively responsible and accountable for ensuring that the organisation is performing well, issolvent and complies with all its obligations in terms of: Setting and safeguarding the vision, values and reputation of the organisation. The rules set out in the governing document. Their legal duties. Their stewardship of assets. The organisation’s operating environment. The structure of the organisation. Overseeing the work of the organisation.Good Practice/behavioursMembers of executive committees of sporting and recreational organisations should receivetraining at the beginning of their time on the committee to:1. Agree the values that underpin the organisation.2. Agree a clear mission and vision for the organisation.3. Be aware of the mission, vision and values of their organisation, and how to keep its reputationhigh.4. Gain knowledge of the governing document (constitution/articles of association) as a usefuland regular source of guidance, especially during elections and membership or equalitydiscussions.5. Develop an understanding of legal responsibilities, e.g. safeguarding, fraud, financial practicesand charities legislation should all be considered.6. Understand expected behaviours individually and collectively.This training should be repeated biannually.The executive committee should also make sure that:7. Any assets are recorded, protected, and used to meet the organisation’s objectives. Decisionsregarding assets should be guided by the constitution.8. A volunteer/staff handbook is prepared, to help members understand their roles andresponsibilities.9. The organisation fits its setting, and can implement change to suit needs. It should make sure allcommittee members stay involved and in touch, taking an interest in sporting success, forexample.04 SPORTS GOVERNANCE GUIDE FOR NORTHERN IRELANDWWW.SPORTSGOVERNANCENI.NET
PRINCIPLE 1 CASE STUDYDownshire Tennis ClubDownshire Tennis Club, Hillsborough, Co. Down,Sub-committees focus on development of keyis a role model for how a club can contributeareas of the club’s business and ensuring newto the delivery of the Ulster Tennis strategycommittee members and other volunteers canwhich runs up until 2021. Within its strategy,be integrated and supported. ContinuallyUlster Tennis has set out an agreed vision andrefreshing and blending committees is crucialplans for continuous improvement, introducingto the implementation and oversight of thepeoplework of the mes and players and supporting thecommunity.Downshire Tennis Club firmly believes thatexceptionaldevelopmentandfinancialDownshire Tennis club fully endorses thissustainability will be achieved and sustained bystrategy. The club is led by a strong committeeimplementing a long term development plan,structure, with 30 volunteers who have clearand targeting and recruiting talented peopleroles and accountabilities. Talented peoplewho work well together as a team, in pursuit ofwith skills to support the strategy are co-opteda common cause to provide exceptionalat any time during each year, with a brief forservice to their members and community.each role and the freedom to act andachievetheirobjectives.Committeemeetings are held monthly.Courtesy anddiscipline are encouraged by raising issues inadvance with the relevant people.The Club has experienced dynamic growth inrecent years. Costs have been reduced andfundraisingandsponsorshipincreased.Additional surpluses have been reinvested incontinuous improvement in club programmes,ensuring members obtain value for moneyand enjoy friendship and fun.TheClub’sfinanceshaveimprovedsignificantly and as a result the club has beenable to invest in capital projects.WWW.SPORTSGOVERNANCENI.NETSPORTS GOVERNANCE GUIDE FOR NORTHERN IRELAND 05
PRINCIPLE 2An effective board will provide good governance and leadership by working well both asindividuals and as a team.The board will have a range of appropriate policies and procedures, knowledge, attitudes andbehaviours to enable both individuals and the board to work effectively. The board will plan for itsown development and renewal by: Finding and recruiting new board members to meet the organisation’s changing needs inrelation to skills, experience and diversity. Providing suitable induction for new board members. Providing all board members with opportunities for training and development according to theirneeds. Periodically reviewing their performance both as individuals and as a team.Good practice/behaviours1. Discuss and identify gaps within the current committee structure and develop a role descriptionfor these positions. Publicly advertise roles on websites such as, those of community & sportingorganisations. Recruitment should not be limited to inside the organisation. This could require anamendment to the governing document.2. All committee members should have a specified term of service and term limits. They should bere-appointed or replaced on a staggered basis to assist with succession planning and ensurecorporate continuity. It is recommended that term limits should be 4 x 2 years, 3 x 3 years or 2 x 4years.3. Have a formal induction policy. This policy should include new committee members having thechance to meet staff and volunteers and visit events, games and training to gain an insight tothe organisation’s activities.4. An annual review should be conducted with individual committee members. This may be doneformally or informally. This review should identify training and development needs. Thisinformation should be fed back into the overall assessment of committee performance.5. The committee should carry out a yearly review of its performance informed by committeemembers, staff and volunteers. This review should be led by the chair and findings andfeedback should be given to the committee as a whole. Any matters for committee membersand staff should be dealt with separately.06 SPORTS GOVERNANCE GUIDE FOR NORTHERN IRELANDWWW.SPORTSGOVERNANCENI.NET
PRINCIPLE 2 CASE STUDYCanoe Association Northern IrelandThe Canoe Association Northern Ireland (CANI)Knowledge retention is important so CANI are inhas changed its structure from an associationthe process of identifying training for directors toto a limited company with charitable status.ensure breadth of skills within the board. ToCANI were guided through the process by asupport new directors, an induction process issolicitor who ensured that all appropriate stepsprovided. To monitor performance and providewere taken to successfully make the transfertraining and support, all directors receive anand advised on what systems needed to be inannual appraisal by the chairperson followingplace. Sport NI also contributed financially towhich plans are made to support director’sthe costs of changing the organisation’s status.development. A skills audit is also carried out toThe change provides greater governanceidentify any missing skill sets across the boardassurance and also will enable CANI to avail ofand measures are taken to address the gaps.the benefits associated with being a charity.This process took almost two years and involvedAlong with the legal change the subcommitteeevery level of the organisation and significantstructures have been reviewed and are now fitinput from the CANI committee and thefor purpose to reflect the change and growthDevelopment Manager.of the organisation. This has involved changingthe roles of the committees from ‘decisionAs CANI is now a limited company the Councilmaking’ to ‘advisory’ and inviting people fromhas changed to a Board of Directors and newoutside canoeing who bring fresh ideas andterms and conditions for the Board have beenchallenge the norm.developed.EachDirectorhasaroledescription, which ensures all key aspects ofCANI is now better protected and in a betterthe organisation receive the focus of aposition to develop as a company and anon-executive director. Director’s terms ofcharity.office have been re-written so that at eachAnnual General Meeting (AGM) one-half of thedirectors must retire from office and after sixyears’ service a director must retire but may beco-opted back if required. New directors areappointed at the AGM to replace those thatretire. There is also the provision to appointindependent directors to join the board to fillany gaps in skill sets.WWW.SPORTSGOVERNANCENI.NETSPORTS GOVERNANCE GUIDE FOR NORTHERN IRELAND 07
PRINCIPLE 3An effective board will provide good governance and leadership by ensuring delivery oforganisational purpose.The Board has ultimate responsibility for directing the activity of the organisation and delivering itsstated purposes. It will do this by: Ensuring organisational purposes remain relevant and valid. Providing public benefit. Developing and agreeing a long term strategy. Developing operational plans and budgets. Monitoring progress and spending against plans and budget. Amending the plan and budget as appropriate. Evaluating results, assessing outcomes and impact. Maintaining a positive working relationship with volunteers and staff including the most seniormember of staff.Good practice/behaviours1. Agreeing clear decision making and delegation powers, e.g. to individuals within theorganisation, to staff, or creating appropriate committees with delegated authority, such as anAudit Committee.2. Develop a 3-5 year Strategic Plan in consultation with a wide range of stakeholders e.g. clubs,governing body, local authority. This plan should be clearly linked to the purpose of theorganisation.3. Delivery of a strategy and a supporting annual operational plan remains the responsibility of allcommittee members. This should be kept under review, along with the input of committeemembers, led by the chairperson4. Regular review of performance against strategic and operational plans.5. Identifying new and innovative partnerships and expansion opportunities for the organisation.6. Celebrating achievements and recognising public benefit.7. Long term financial planning with the organisation to ensure increased income generation, e.g.public funding, and sponsorship.08 SPORTS GOVERNANCE GUIDE FOR NORTHERN IRELANDWWW.SPORTSGOVERNANCENI.NET
PRINCIPLE 3 CASE STUDYUlster CamogieUlster Camogie has come a long way in a veryshort period of time thanks to the hard workingUlster Camogie Council, the Executive andmost of all consultation with stakeholders. UlsterCamogie had a Strategic Plan in place from2009-2015 but this plan faced difficulties in theimplementation period and although many ofthe targets were achieved, it lacked a solidbackbone as it had not been developedthrough consultation with the CamogieAssociation, Ulster GAA, Sport NI and clubs.The Ulster Camogie Council wanted todevelop a fresh, realistic plan which embracedthe changing environment and to ensure thatorganisational purposes remained relevant. Asa body Ulster Camogie has undertakenextensive work to strengthen its governanceand leadership. This was key to forming aStrategic Plan which could be grasped by all.The process started with a number of in-depthconsultation events throughout Ulster withplayers and volunteers at every level. This wasassisted by Ulster GAA who Ulster Camogie areclosely aligned to, supported and advised by.Ulster Camogie implemented an IntegrationPolicy across Ulster which has led to improvedrelations across all codes of the Gaelic Gamesfamily.It is important that all structures within Camogiein Ireland are going in the same direction so itwas essential that the Ulster Camogie strategyBuille go Bua (Striking for Success) complimentsthe National Camogie Development Plan OurGame Our Passion. Throughout the process, theNational Development Officer providedsupport and Ulster Camogie also benefittedfrom financial and development support fromWWW.SPORTSGOVERNANCENI.NETSport NI. Through a renewed focus on itsorganisationalpurposeUlsterCamogiedeveloped its strategy for 2013-2017.The five themes of Buille go Bua are: Governance: Strengthening Ulster Council Coaching & Games: Achieving HighStandards Club & Community Development: BuildingCapacity across Ulster Enhancing Camogie Profile: ImprovingMarketing Camogie Schools & Higher Education: Developing theEducation SectorUlster Camogie are continuing to achieve thetargets set throughout Buille go Bua. This hasbeen done through continued evaluation ofresults, assessing outcomes and impacts withclose consultation on a quarterly basis with theUlster Camogie Council, County Boards andstaff, where short term targets were set to ensurethe plan continued to progress towards along-termgoal. UlsterCamogiehavecontinued to develop Governance, Coachingand Talent systems with support from Sport NIover the period of this strategy.As Ulster Camogie implements the strategy theyare reaping the rewards in participation, andperformance in players and volunteers at everylevel.SPORTS GOVERNANCE GUIDE FOR NORTHERN IRELAND 09
PRINCIPLE 4An effective board will provide good governance and leadership by exercising appropriatecontrol.As the accountable body, the board will maintain and regularly review the organisation’s system ofinternal controls, performance, and policies and procedures, to ensure that: The organisation understands and complies with all legal and regulatory requirements that applyto it. The organisation has appropriate up to date internal financial and management controls. It regularly identifies and reviews the major risks to which the organisation is exposed and hassystems to manage those risks. Delegation to committees, staff and volunteers (as applicable) works effectively and the use ofdelegated authority is properly supervised. Proper arrangements are in place for the recruitment, supervision, support, appraisal andremuneration of all staff including the most senior member of staff. Volunteers are managed and supported.Good practice/behaviours1. Regular and scheduled review of policies to ensure they are appropriate and up to date toreflect the needs of the organisation, good practice and relevant legislation.2.Financial and management controls documented. Reviewed regularly and training providedto relevant people (board/executive committee) so that they understand their responsibility inrelation to these controls.3. Putting in place a comprehensive risk register to identify and mitigate any risks, which isreviewed at regular intervals throughout the year by the committee.4. Terms of reference clearly defined for committees, sub committees etc. and reviewed on aregular basis to ensure relevance. Terms of reference for sub committees should also be timebound where relevant.5. Recruitment of staff and voluntary committee members is carried out through a structuredrecruitment process which is open and transparent.6.Support or training is provided to committee members so that they understand their role andwhat is required of them.7.New committee members are given a settling in period to ensure both parties are happy withthe appointment and are also provided with clear role descriptors.8. Agreeing clear decision making and delegation powers e.g. to individuals within theorganisation or creating appropriate committees with delegated authority e.g. AuditCommittee9.Co-opt or recruit new committee members from outside the organisation to increase thecapacity and diversity of the organisation.10 SPORTS GOVERNANCE GUIDE FOR NORTHERN IRELANDWWW.SPORTSGOVERNANCENI.NET
PRINCIPLE 4 CASE STUDYSt Peter’s GAA Club WarrenpointSt Peter’s GAA Club Warrenpoint operates aRecruitment of members to the club is clearlyfully integrated one club model for GAA,outlined through a structured process andCamogie and Ladies Gaelic Football with onenewly recruited coaches to the club have to goSenior Management Committee (SMC) and 9throughcorecoaches to abide by several club policies srequiringoperating with many teams and volunteers,procedures.creating clear terms of reference has allowedaccompanied by a reference form fromthe club to ensure good governance andanother member or relevant person. The clubleadership with appropriate control of thehas a comprehensive set of policies andclub’s activities.procedures which include Disciplinary,The SMC is the controlling body of the club withComplaints and Appeals, Equal Opportunities,all the business and affairs under its ultimateCodes of Conduct for Administrators as well ascontrol. The SMC is supported by Executiverelevant safeguarding policies. All of these areOfficers, responsible for areas of developmentagain found on the club website.Applicationsmustbewithin the club that align to their skill set. Officersare provided with documented roles andRisk Management is considered pivotal toresponsibilities, allowing them to report backpromoting future growth of the club andeffectively to the SMC. One key responsibility ispreserving existing assets.outlined throughout each role description andassessment is carried out reflecting the club’sthat is to support the implementation of theriskclub’s 5 year development plan.imbedded in club strategic planning andappetite,andriskAn annual riskmanagementiscorporate governance, including club policies.St Peter’s also provide’s significant informationTheon its website. All members of club committeesmanagementfrom the SMC, Executive and subcommitteesbudgets, quarterly accounts, and Internalsuch as Hurling, Football, Camogie, Finance,Financial Control Procedures covering income,Communications, Cultural and Social, are listedpurchasing, expenditure and ngannualon the website so members are aware of sactivities.meetSt Peter’s has a strong ethos of communicationwithwith its membership. The clearly outlined rolesrelevant members of the SMC to agree onand responsibilities allow the SMC to effectivelyactivities for the year ahead with all activitiesmanage activities throughout the year.linked to the club development plan. Memberscan also find the roles of the Officers andCommittees on the website.WWW.SPORTSGOVERNANCENI.NETSPORTS GOVERNANCE GUIDE FOR NORTHERN IRELAND 11
PRINCIPLE 5An effective board will provide good governance and leadership by behaving with integrityand by being open and accountable.The board will be open, responsive and accountable, acting at all times with integrity, in the interestof the organisation and its beneficiaries. The board will: Act according to high ethical standards. Identify, understand and manage conflicts of interest and loyalty. Maintain independence of decision making. Ensure open communication by informing and consulting people about the organisation and itswork. Listen and respond to the views of beneficiaries, service users, funders and supporters with aninterest in the organisation’s work. Handle complaints constructively, impartially and efficiently. Consider organisational responsibilities to the wider community, society and the environment. Consider organisational responsibility in promoting equality and good relations.Good practice/behaviours1. Act as guardians of the sport by applying high sporting ethical standards at all times.2. Ensure that key policies are in place, underpinned by appropriate training and supportincluding: Code of Conduct, Conflict of Interest Complaints, Disciplinary and Appeals Safeguarding Anti-Doping Selection Procedures3. Include the ability to use disputes resolution services/organisations within the governingdocument to mediate or resolve disputes.4. Have mechanisms in place for the completion of vetting requirements.5. Consulting with athletes, participants, members and stakeholders via appropriatecommunication methods for different audiences, for matters such as developing rules,regulations and selection procedures.6. Ensuring all processes and decisions are transparent, whether they involve sporting ororganisational matters, and that communication methods are appropriate for relevantstakeholders7. Promote and monitor equality and diversity e.g. by engaging in The Equality Standard processand ClubmarkNI accreditation scheme through Sport NI.8. Publishing the organisations key documents such as strategic plan, constitution, meeting minuteson the organisation’s website.12 SPORTS GOVERNANCE GUIDE FOR NORTHERN IRELANDWWW.SPORTSGOVERNANCENI.NET
PRINCIPLE 5 CASE STUDYDisability Sport NIDisability Sport NI is Northern Ireland’s maindisability sports organisation working withchildren, young people and adults who wouldlike to participate in sport and activerecreation. The organisation works with peoplewith physical, sensory and learning disabilitiesof all ages and with schools, disability groups,sporting organisations and clubs to ensure thateveryone can benefit from the health, socialand education benefits of sport and activerecreation. The organisation believes thatevery person with a disability has the right toparticipate in all aspects of life and iscommitted to building a more inclusive societywhere people with disabilities have the sameopportunity as non-disabled people to lead afull, active and healthy lifestyle through sportand active recreation.During 2014-2015 Disability Sport NI carried outa governance review, which lead to thefollowing key improvements:Board RestructureA new skills based Board was recruited throughan open selection and recruitment processand are now appointed on a rotational basisfor a maximum term of two four year cycles.Standing ItemsIn line with good practice the agenda forBoard meetings now include conflict of interest,equality and the risk register.All key policies and procedures are nowroutinely reviewed by the Board of Directors ona three year cycle.Equality StandardDisability Sport NI was one of two organisationsin Northern Ireland to achieve the preliminarylevel accreditation in 2014. The organisationplans to work towards the next level within thecoming years.Consultation with StakeholdersDuring 2015-2016 as part of the development ofthe new ‘Active Living: No Limits 2021 ActionPlan’, a plan to improve the health andwellbeing of people with a disability in NorthernIreland through participation in sport andactive recreation, Disability Sport NI consultedwidely with athletes, participants, membergroups and key stakeholders. The plan waslaunched by the Department for CommunitiesMinister in October 2016.Communications & Engagement StrategyTo improve communication with athletes,participants, member groups and keystakeholders in early 2017 the organisationimplemented a new communications andengagement strategy and appointed it’s firstCommunications & Engagement Officer.Code of Good GovernanceThe Board of Directors have adopted ‘TheCode of Good Governance’ and now follow itsfive principles on an ongoing basisPolicies and ProceduresWWW.SPORTSGOVERNANCENI.NETSPORTS GOVERNANCE GUIDE FOR NORTHERN IRELAND13
Links for further information and reference:Sports Governance NIThis website will provide information relevant to yourorgansiation such as Anti-Doping, Selection Criteria,Gambling, Safeguarding and EqualitySports Governance NIDIY Committee Guide & Governance Health CheckThis website provides additional resources such aspolicies, templates, advice notes and the GovernanceHealth Check documentDIY Committee GuideNorthern Ireland Sports ForumNI Sports Forum are the recognised umbrella organisation forthe voluntary sector of sport in Northern Ireland and act as the“Independent Voice of Voluntary Sport in Northern Ireland”.NI Sports ForumSport Northern IrelandSport Northern Ireland is the leading public body for thedevelopment of sport in Northern Ireland.Sport NIIrish Governance Code for Community & Voluntary BodiesA Code of Practice for Good Governance of Community,Voluntary and Charitable Organisations in Ireland.Irish CodeUK Sport Code - A Code for Sports GovernanceUK Sport CodeThe Code for Sports Governance which was jointly produced bySport England/ UK Sport sets out the levels of transparency, accountabilityand financial integrity that will be required from those who ask forGovernment and National Lottery funding from April 2017.Sport & Recreation Alliance Voluntary CodeThe Voluntary Code was designed to enable sport and recreationorganisations to aspire to and maintain good governance. It is a toolto help Boards perform their role by outlining seven simple principles14SPORTS GOVERNANCE GUIDE FOR NORTHERN IRELANDSRA CodeWWW.SPORTSGOVERNANCENI.NET
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Sports Governance GuideNorthern Ireland2017WWW.SPORTSGOVERNANCENI.NET
WWW.SPORTSGOVERNANCENI.NET SPORTS GOVERNANCE GUIDE FOR NORTHERN IRELAND 03 This guide provides the sport and recreation sector with an overview of good governance practice. It aims to provide organisations with principles, behaviours and case studies of what good governance looks like. This is a vastly debated
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 .
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1. Sport psychology – Sport practice: Sport psychology is faced with issues that arise from exercise and sport practice. It tries to better understand these demands and attempts to give assistance in satisfying them. 2. Sport psychology – Psychology: Sport psychology is
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 .
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