Sport Governance Standards
Evaluation and assurance of sporting organisations.
The Sport Governance Standards (SGS) are the measures by which sporting organisations at both the National and State level can evaluate the effectiveness and efficiency of their governance systems and processes.
The SGS have been co-designed with the Australian sport sector to achieve continuous governance improvement in all sporting organisations, with an increased focus on accountability and transparency.
Using the SGS as an organisational governance evaluation tool, government agencies are able to identify, advise, support, resource, as well as educate our sport partners. In doing so, government agencies at both the national (ASC) and State and Territory level, will use SGS evaluations to work with sporting organisations to continually improve their governance systems and process.
There are 42 SGS, each comprising 4 measures, which organisations assess their own performance against annually. Each standard aligns to a Sport Governance Principle, effectively bringing it to life.
A key output from the SGS self-assessment is the National Governance Benchmarking Report. The report aims to benchmark the current governance maturity of sporting organisations in Australia, identifying development needs to enable support, education and resources for the sector.
Values-driven culture and behaviours
An organisation’s culture and behaviours should be underpinned by values which are demonstrated by the board and embedded in its decisions and actions
1.1 Code of Conduct - The board has a directors’ code of conduct which outlines the high standards of professional and ethical conduct expected of directors
1.2 Defined Values and Behaviours - The board engages with its stakeholders to define its core values and behaviours, and makes them publicly available
1.3 Demonstrated Values and Behaviours - The board and the directors demonstrate the organisation’s core values and behaviours, by embedding them into decisions, actions, documents and communications
Aligned sport through cooperation and collaboration
Across a sport, boards should work together to govern collaboratively and create alignment to maximise efficient use of resources and implement whole-of-sport plans
2.1 Member and Stakeholder Engagement Plan - The board develops, communicates, and implements a Member Stakeholder Engagement Plan that is aligned to its strategy
2.2 Board Engagement - The board engages (meets and/or communicates) with boards of its members/affiliates on governance matters, either directly or through staff, to create alignment
2.3 Member Collaboration - The board has a formal structure for governing collaboratively with the boards of constitutionally linked organisations to create alignment and progress as a collective
A clear vision that informs strategy
The board is responsible for overseeing the development of the organisation’s vision and strategy as well as determining what success looks like.
3.1 Strategic Plan - The board has approved a strategic plan, developed under its direction and in collaboration with members and stakeholders. The plan includes a clear vision, strategic objectives, and measures for success
3.2 Operational Plan - The board ensures an operational plan is in place to deliver on the strategic plan. It includes an appropriate budget, workforce, and review/reporting processes
3.3 Roles & Responsibilities - The board has co-designed a roles and responsibilities framework with constitutionally linked organisations (e.g. NSO and SSO) to deliver on the nationally aligned strategy. The board drives and monitors adherence to the framework
3.4 Resource Alignment - The board consciously aligns and utilises its resources with constitutionally linked organisations to achieve its nationally aligned strategic objectives
A diverse board to enable considered decision-making
A board should be a diverse group of people who collectively provide different perspectives and experience to facilitate more considered decision-making.
4.1 Board Skills and Diversity Matrix - The board has a diverse mix of skills, expertise, and experience to meet the strategic goals of the organisation
4.2 Diversity, Equity and Inclusion Goals - The board demonstrates a strong commitment to diversity, equity and inclusion by setting goals for its composition
4.3 Gender Balance: Directors - The board, while ensuring the prevailing criteria are eligibility, skills, expertise, and experience, the board does not have more than 50% of one gender
4.3.1 Gender Balance: Chair & Deputy - The board should ensure that either the role of Chair or Deputy Chair is filled by a woman or gender diverse person
4.4 Director Independence - The organisation’s directors are independent, regardless of whether they are elected or appointed
4.5 Appointment of Directors - The organisation has a documented and transparent process for the identification and appointment of directors
4.5.1 Nominations Committee Gender Balance - The board should ensure that no one gender accounts for more than 50% of Nominations Committee members
4.6 Elected vs Appointed Directors - The board has a composition which incorporates both elected and appointed directors
4.7 Governance Education - Directors undertake recognised governance education
Documents that outline duties, powers, roles and responsibilities
An organisation should clearly define and document its structure and the duties, responsibilities and powers of members, directors, committees and management.
5.1 Legal Entity - The organisation should be a legal entity incorporated under the legislation which best suits its size, need and jurisdiction
5.2 Director Term Limits - The organisation should have a staggered rotation system for directors, with term limits and a maximum tenure of no longer than 10 years
5.3 Director Eligibility - A director who has completed the maximum tenure on the board is not eligible to stand as a director for that organisation for a period of at least 3 years
5.4 Director Induction - The board has a process for inducting new directors
5.5 Board Charter - The board operates under a documented board charter
Board processes which ensure accountability and transparency
Through effective processes and continual review of its performance, the board is able to demonstrate accountability and transparency to its members and stakeholders.
6.1 Finance, Audit and Risk Committee - The organisation has a Finance, Audit and Risk committee
6.2 Chair Appointment and Evaluation - The board appoints the chair and evaluates their performance
6.3 CEO Eligibility - Upon leaving their role, the CEO (or equivalent) cannot be appointed or elected to the board within 3 years
6.4 Conflicts of Interest - The board has rigorous processes for identifying and managing director conflicts of interest
6.5 Governance Reporting - The organisation reports on governance outcomes at both its Annual General Meeting (AGM) and in its Annual Report. The organisation uses governance reporting to drive improvement and collaboration across the sport
A system which protects the organisation
To proactively protect the organisation from harm, the board ensures the organisation has and maintains robust and systematic processes for managing risk.
7.1 Vulnerable Persons and Children - The organisation has a documented process to ensure compliance with working with vulnerable persons and children legislation that reflects the varying legislative requirements of the relevant state and territory, including maintenance of relevant checks
7.2 Development of Risk Management - The board has a documented process for ensuring that the policies and procedures implemented by management are consistent with the organisation’s risk management framework
7.3 Implementation of Risk Management - The board has established a risk management system that is appropriate for the size and context of the organisation. The system aligns with its strategy, and enables decision making across the organisation to manage threats and opportunities
A system for ensuring integrity
An organisation should have measures and protocols to ensure integrity of the sport and safeguard its participants.
8.1 Anti-Doping Policy adoption and implementation - The organisation has adopted the Australian National Anti-Doping Policy (ANADP), or a SIA approved Anti-Doping policy, and it is followed consistently
8.2 Integrity Policy adoption and implementation - The organisation has Sport Integrity Australia (SIA) approved integrity policies and applies them in day-to-day operations and decision-making
8.3 Integrity Education Plan - The organisation has a Sport Integrity Australia (SIA) endorsed Integrity Education Plan that outlines how integrity education will be delivered to athletes, coaches, support staff, administrators and volunteers
8.4 Reporting Integrity Concerns - The organisation has a clear, accessible process for individuals to report integrity-related concerns or suspected breaches (e.g., doping, match-fixing harassment)
8.5 Handling Complaints and Disputes - The organisation has a clear, accessible process for investigating and resolving integrity-related complaints or disputes once they are reported
(Vic only) 8.5 - The organisation has established mechanisms to create a culture that promotes inclusion, safety and good behaviour through codes of behaviour and education to support thier Member Protection Policy and Child Safeguarding Policy
Embedded systems of internal review to foster continuous improvement
The board must have an appropriate system of internal controls to enable it to monitor performance, track progress against strategy and address issues of concern.
9.1 Board Evaluation - The board regularly evaluates its performance and performance of individual directors. The implements plans to act based on results
9.2 Board Meeting Schedule - The board meets as appropriate for directors to discharge their duties effectively
9.3 Board Meeting Agenda - The board uses documentation and processes to ensure meetings are efficient and effective
9.4 Board Meeting Minutes - The board maintains accurate records of meetings and board decisions
9.5 Financial Delegations - The board documents financial delegations. This includes (but is not limited to) expenditure, funding, grants, and other financial transactions as resolved by the board
9.6 Non-Financial Delegations - The board documents non-financial delegations. This includes (but is not limited to) human resources, correspondence/public relations, membership, strategic actions, business plans, board resolutions, grievances, and complaints
9.7 CEO Evaluation - The board has a documented CEO (or equivalent) performance evaluation process
9.8 Succession Planning - The board has a documented succession planning process for key personnel, to facilitate the retention of corporate knowledge