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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.

2022 SCORE
Standard 2021 Avg 2022 Avg
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
The board identifies and implements opportunities to meet with and collaborate regularly with the boards of their member bodies
3.4 3.4
The organisation proactively engages, communicates and collaborates with its members, ensuring accountability and transparency
3.5 3.7
  • All Standards measuring Principle 2 maintained strong scores from 2021 to 2022 with Standard 2.3 the second highest scoring across all standards.
  • There was a 21% reduction in NSOs and NSODs which reported a score of 4 from 2021 to 2022 for Standard 2.1. This is in line with a clarification of the interpretation of the Standard and is therefore considered a correction that provides a more accurate representation of the current state of maturity of this standard across NSOs and NSODs.
  • The results of Principle 2 indicate that the majority of NSOs and NSODs have existing mechanisms to communicate and engage with member bodies, but that these mechanisms are not driven by a stakeholder engagement plan.


Volleyball Australia committed to an update of their national engagement plan, following a series of stakeholder consultation meetings with members. One key area of discussion was the previous board practice of meeting with members only once a year at the AGM. Under the new plan the board and its members meet at least five times a year, reviewing different aspects of the strategic plan at each meeting. These regular forums build trust and transparency and provide a two-way forum to understand challenges the sport is facing, decision-making processes and joint areas of focus for the sport.

This increased collaboration with members contributed to Volleyball Australia achieving a maturity score of 4 on Standard 2.1, up from 2 in 2021.


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.

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