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Sport Governance Principles

Principle 9: The Scorecard

Embedded systems of internal review to foster continuous improvement

Principle 9: The Scorecard

Embedded systems of internal review to foster improvement

The board must have an appropriate system of internal controls to enable it to monitor performance, track progress against strategy and address issues of concern.

2022 SCORE
Standard 2021 Avg 2022 Avg
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 2.4
9.2 The board will operate itself in an efficient manner and directors meet as appropriate to discharge their duties effectively 3.3 3.4
9.3 The board has documentation and processes to operate its meetings in an efficient and effective manner 3.5 3.6
9.4 The board maintains accurate records of meetings and board decisions 3.1 3.3
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 3.3
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 2.7
9.7 The board has a documented CEO performance evaluation process 2.7 3
9.8 The board has a documented succession planning process for key personnel and the retention of corporate knowledge 1.7 1.9
  • Principle 9 continued to have the greatest variance in scores, with scores varying from 1.89 for Standard 9.8 to 3.56 for Standard 9.3. All Standards which form Principle 9 had scoring improvements from 2021 to 2022.
  • A number of NSOs and NSODs actively engaged in board evaluations with the support of the ASC during the reporting period, resulting in a 16% increase in total scores for Standard 9.1 – Board Evaluation. A continued focus on systems of evaluation, including CEO performance evaluation (Standard 9.7) will further drive improvements in effectiveness and performance.
  • NSOs and NSODs reported improvement in the documentation and process around both Financial Delegations (Standard 9.5) and Non-Financial Delegations (Standard 9.6). However, NSO and NSOD assessments indicate that arrangements regarding Non-Financial Delegations are less mature and accordingly this has been adopted as a priority in 2022 to support NSOs and NSODs to further strengthen their processes and oversight in areas such as staffing, public relations, strategic actions, business plans, and grievances and complaints.
  • Standard 9.8 – Succession planning remains the lowest scoring Standard across all Principles. The ASC will continue to support NSOs and NSODs to improve this Standard through the development of resources and continuity of business planning tools.


In its Governance and Organisational Enhancement Plan, Water Polo Australia identified the need to undertake a board evaluation process to foster continuous improvement. Supported by their ASC governance advisor, the Water Polo Australia board used the ASC's board evaluation tool to gain a clear understanding of its governance practices, responsibilities and priority areas for improvement.

The board evaluation insights were the catalyst for the board to achieve increased maturity across the Sport Governance Standards. The Board has refreshed several of their committees and developed whole of sport values and behaviours, enshrining them in an updated code of conduct and board charter for their board directors.

Water Polo Australia has surged from 1 to 4 on the maturity scale for Standard 9.1.

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