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Sport Governance Principles

Principle 9: The Scorecard

Embedded systems of internal review to foster continuous improvement

Principle 9: The Scorecard

DOCUMENTS THAT OUTLINE DUTIES, POWERS, ROLES & RESPONSIBILITIES

An organisation should clearly define and document its structure and the duties, responsibilities and powers of members, directors, committees and management.

PER PRINCIPLE SCORE
2.7
1.0
2.0
3.0
4.0
Standard Average all NSOs
9.1 The board should regularly evaluate its performance and performance of individual directors. The board should agree and implement a plan to take forward any actions resulting from the evaluations 2.0
9.2 The board will operate itself in an efficient manner and directors meet as appropriate to discharge their duties effectively 3.3
9.3 The board has documentation and processes to operate its meetings in an efficient and effective manner 3.5
9.4 The board maintains accurate records of meetings and board decisions 3.1
9.5 The board has documented financial delegations. This includes, but is not limited to: expenditure, funding, grants, other financial transactions as resolved by the board 3.0
9.6 The board has documented non-financial delegations. This includes, but is not limited to: staffing, public relations, strategic actions, business plans, board resolutions, grievances and complaints 2.6
9.7 The board has a documented CEO performance evaluation process 2.7
9.8 The board has a documented succession planning process for key personnel and the retention of corporate knowledge 1.7
INSIGHTS AND OBSERVATIONS
  • Principle 9 provided the highest discrepancy of scores within a Principle, with the equal second-highest score of 3.5 for Standard 9.3 (meeting documentation and processes) to the lowest overall score in 1.7 for Standard 9.8 (succession planning).
  • Standard 9.1 was the second-lowest of all scores, demonstrating the sector, on average, does not effectively or sufficiently evaluate board or director performance.
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