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Sport Governance Principles

Principle 2: The Team

Aligned sport through collaborative governance

Principle 2: The Team

Aligned sport through collaborative governance

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.

2023 SCORE
3.17
1.0
2.0
3.0
4.0
Standard 2021 Avg 2022 Avg 2023 Avg
2.1
The board develops and publishes a strategy for engaging with, and listening to, the organisation’s members and stakeholders (including boards of their member; bodies)
 2.9 2.8 3.54
2.2
The board identifies and implements opportunities to meet with and collaborate regularly with the boards of their member bodies
 3.4 3.4 3.71
2.3
The organisation proactively engages, communicates and collaborates with its members, ensuring accountability and transparency
 3.5 3.7 3.61
2.4 Member Collaboration N/AN/A 3.16
Observations
  • Principle 2 scored above the overall average (3.09), yet slightly lower than in 2022 (3.26), reflecting the continuous challenge to align sport through collaborative governance, particularly within a federated model.
  • Standard 2.1 Stakeholder Engagement Plan (2.64) was a priority Standard for 2022, with a Board Stakeholder Engagement Plan resource developed to support NSO/Ds.
  • In order to provide further direction for NSO/Ds, Standard 2.4 Member Collaboration (3.16) was introduced in 2023, reinforcing that best practice is for an organisation to collaborate with its member bodies and (where relevant) national body to engage in collective decision-making that is formal, consensus-oriented, and deliberate. Further, there is a focus on organisations collaborating to maximise efficient use of resources.

SPOTLIGHT ON SPECIAL OLYMPICS

Special Olympics Australia (SOA) sought feedback on engagement methods, activities and timing from members and stakeholders as part of the process of reviewing and updating their engagement strategy. The goal was an engagement strategy that is inclusive and fit for purpose, driving a high level of engagement.

As a result of the engagement process, SOA established a national council with state chairs and held virtual town hall meetings, which have informed tweaks to strategy and key changes to program delivery. SOA also introduced a monthly newsletter – Field of Play – which provides key updates and fosters open communication between the organisation and its members.

These initiatives led to a lift in the maturity score for Standard 2.1 from 3 to 4.

Learn more about Principle 2: The team

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