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Good Governance in Sports

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Good Governance in Sports Organisations Governance Matters Kate Costello Understanding Good Governance in Sports Organisations Governance Matters ... – PowerPoint PPT presentation

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Title: Good Governance in Sports


1
Good Governance in Sports Organisations
Governance Matters Kate Costello
2
Effective Governance
  • understand the role of the Board
  • get the right skills and encourage the right
    behaviour
  • introduce effective processes

3
Understand the Role of the Board
Governance is what the Board does or should do to
be a value-adder to the organisation rather
than just a cost-centre. It is different from
what management does or should do.
4
What is Governance?
The Boards role is to create the future of the
organisation, not just mind the shop. John
Carver
5
The Role of the Board
Strategy Formulation
Outward Looking
Accountability
Compliance Roles
Appoint CEO
Performance Roles
Inward Looking
Monitoring and Supervision
Policy Making
Past Present
Future
adapted from Tricker, RI International
Corporate Governance (1994) p149
6
Accountability
  • Those you cant say no to!
  • the law and regulation
  • constituent document or
  • empowering legislation
  • creditors (eg. bank suppliers)
  • other contractors (eg government
  • funding sponsors)

7
Accountability
  • Those you need to listen to!
  • owners (shareholders members government)
  • customers
  • staff
  • the community

8
Good Governance in Accountability
  • listening to stakeholders
  • risk management
  • organisational culture

9
Strategy Formulation
  • what is Strategy?
  • Michael Porter
  • the gut, the head, the heart
  • answer the hard questions

10
Good Governance in Strategy
  • longer term strategic plan (with measures)
  • aligned operational/business/annual plan (with
    measures)
  • aligned budgets

11
Good Governance in Strategy
  • dedicate some board meetings to strategic matters
  • spend the first hour on a strategic issue
  • reorganise the agenda (decision discussion
    noting)

12
Policy
I define policy as the value or perspective that
underlies action. Of course that means everyone
in the organisation makes policy including staff
members, but boards must make the broadest and
most inclusive policies in order to control the
organisation. The trick is for the board to make
distinctions between the types and sizes of
policy, so that what is delegated is
clear. Carver J Reinventing Your Board, P41
13
Good Governance in Policy
  • Carver argues that the board only has one
    employee, the CEO.
  • The board will
  • instruct only the CEO
  • view all organisational performance as that of
    the CEO
  • view any organisational failure to comply with
    board policy as the failure of the CEO
  • require that the CEO keep the organisational
    performance within policy criteria and restore it
    to this state should there be policy violations
  • never in its official capacity, help the CEO
    manage
  • John Carver

14
Good Governance in Policy
  • Matters reserved for the board
  • Policy separated from minutes
  • Board Manual

15
Monitoring and Supervision
  • By strategic KPIs
  • By annual KPIs
  • By compliance with board policy
  • By agreeing what information will
  • come to the board, in what format

16
CEO and Succession
  • hire and fire the CEO
  • remunerate and reward
  • assess performance
  • plan for succession

17
Get the Right Skills
  • size of the board
  • board skill set
  • committees
  • the right ones?
  • clear terms of reference?
  • reviewed, or task forces?
  • amend constituent document to
  • make right

18
Board Member Knowledge
  • induction
  • management update sessions
  • expert reports
  • expert development sessions
  • Board and director
  • performance evaluation

19
Encourage the Right Behaviour Board Effectiveness
Research
Shey Newitt Compliant but not contributing why
Australian boards are being under-utilised
20
Working Relationships
  • Chair CEO relationship critical
  • behaviour and teamwork
  • a living Code of Conduct

21
Introduce Effective Processes
  • calendar
  • papers before meeting
  • clear, concise, precise papers
  • duration of meetings
  • calibre of minutes plus action list
  • receipt of minutes after meeting

22
Effective Governance
  • understand the role of the Board
  • get the right skills and encourage the right
    behaviour
  • introduce effective processes

23
Good Governance in Sports Organisations
24
Constitution/Rules
  • company limited by guarantee if NSO
  • governance function with board (not split with a
    council)
  • constitution/rules flexible allowing changing
    policy or by-laws

25
Accountability
  • communication with primary stakeholders
  • compliance policies covering legal, financial and
    operational risks
  • representative board members and a code of
    conduct covering conflicts

26
Strategy
  • aligned Objects across Australia
  • clear strategic direction for the sport
    Australia-wide
  • board spends enough time on strategic issues

27
Policy
  • board meddling in operations
  • board policies easy to access
  • policies reviewed regularly

28
CEO/GM
  • performance management
  • succession planning

29
Structure
  • size of board
  • the right skills and diversity
  • terms of board members
  • committees reviewed

30
Teamwork
  • chair manages behaviour
  • protocol for board and staff interaction

31
Director/Development
  • great induction
  • ongoing development
  • board, chair and board member evaluation

32
Processes
  • agreed agenda format
  • consensus decision-making
  • board papers format agreed
  • minutes accurate with timely distribution

33
In Summary
The right skills The right behaviour The
right processes Your Checklist
34
Understanding Good Governance in Sports
Organisations

Governance Matters governancematters.com.au
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