Good Governance in Sports’ Organisations Governance Matters Kate Costello

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

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. Understand the Role of the Board

“The Board’s role is to create the future of the organisation, not just mind the shop”. John Carver What is Governance?

The Role of the Board Accountability Strategy Formulation Compliance Roles Appoint CEO Performance Roles Monitoring and Supervision Policy Making Outward Looking Inward Looking Past & PresentFuture *adapted from Tricker, RI: International Corporate Governance (1994) p149

Those you can’t say no to! the law and regulation constituent document or empowering legislation creditors (eg. bank; suppliers) other contractors (eg government funding; sponsors) Accountability

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

“listening” to stakeholders risk management organisational culture Good Governance in Accountability

what is “Strategy”? – Michael Porter the gut, the head, the heart answer the hard questions Strategy Formulation

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

“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 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 Good Governance in Policy

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

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

“hire and fire” the CEO remunerate and reward assess performance plan for succession CEO and Succession

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 Get the Right Skills

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

Encourage the Right Behaviour Board Effectiveness Research Shey Newitt Compliant but not contributing: why Australian boards are being under- utilised

Chair – CEO relationship critical behaviour and teamwork a “living” Code of Conduct Working Relationships

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

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

Good Governance in Sports’ Organisations

company limited by guarantee if NSO governance function with board (not split with a council) constitution/rules flexible allowing changing policy or by- laws Constitution/Rules

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

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

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

performance management succession planning CEO/GM

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

chair manages behaviour protocol for board and staff interaction Teamwork

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

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

The right skills The right behaviour The right processes Your Checklist In Summary

Understanding Good Governance in Sports’ Organisations Governance Matters governancematters.com.au