National Sports Governance Observer
Assessment of Ukrainian federations using this methodology — here.
Introduction
The National Sports Governance Observer (NSGO) provides a comprehensive set of 274 indicators for measuring good governance in sports federations operating at the national or sub-national level. Developed by Dr. Arnout Geeraert within the Erasmus+ funded project coordinated by Play the Game , these indicators enable reliable measurement of governance quality through clearly defined criteria.
The indicators are dispersed over four dimensions that emerge from relevant academic literature:
- Transparency - An organisation’s reporting on its internal workings
- Democratic processes - Free, fair and competitive elections; involvement of affected actors in decision-making
- Internal accountability and control - Separation of powers and compliance systems
- Societal responsibility - Employing the organisation’s potential for positive societal impact
Indicator Categories
Given that organisations vary in terms of capacity, the indicators are divided into three categories:
- Basic - Minimum standard for all federations, relatively easy to implement
- Intermediate - For mid-size to large federations (10-30 FTE employees)
- Advanced - For the largest federations (30+ FTE employees) or those committed to highest standards
Dimension 1: Transparency
Principle 1
The organisation publishes its statutes/constitution, internal regulations, organisation chart, sports rules and multi-annual policy plan on its website.
Relevance: The publication of these key documents allows stakeholders to monitor core aspects of the organisation’s governance.
| # | Indicator | Category |
|---|---|---|
| 1.1 | Does the organisation publish its statutes on its website and are they retrievable through the home page (or sub-levels of the home page accessible through the home page) of its website? | Basic |
| 1.2 | Does the organisation provide its statutes to its internal stakeholders through email or a protected member section of its website? | Basic |
| 1.3 | Does the organisation publish its internal regulations on its website and are they retrievable through the home page (or sub-levels of the home page accessible through the home page) of its website? | Basic |
| 1.4 | Does the organisation provide its internal regulations to its internal stakeholders through email or a protected member section of its website? | Basic |
| 1.5 | Does the organisation publish its sports rules on its website and are they retrievable through the home page (or sub-levels of the home page accessible through the home page) of its website? | Basic |
| 1.6 | Does the organisation provide its sports rules to its internal stakeholders through email or a protected member section of its website? | Basic |
| 1.7 | Does the organisation publish its multi-annual policy plan on its website and is it retrievable through the home page (or sub-levels of the home page accessible through the home page) of its website? | Basic |
| 1.8 | Does the organisation provide its multi-annual policy plan to its internal stakeholders through email or a protected member section of its website? | Basic |
Principle 2
The organisation publishes the agenda and minutes of its general assembly meeting on its website.
Relevance: The publication of the agenda and minutes of the general assembly opens up for scrutiny the (key) relationship between the decision-making and the legislating bodies of the organisation.
| # | Indicator | Category |
|---|---|---|
| 2.1 | Did the organisation publish the agenda of its latest general assembly meeting on its website before the meeting took place and is it retrievable through the home page (or sub-levels of the home page accessible through the home page) of the website? | Basic |
| 2.2 | Does the published agenda contain the various agenda items with a word of explanation, the list of topics to be discussed and does it specify which items shall be put to the vote? | Basic |
| 2.3 | Does the organisation provide the agenda of its general assembly meeting to its internal stakeholders via email or a protected member section of the organisation’s website before the meeting takes place? | Basic |
| 2.4 | Does this agenda contain the various agenda items with a word of explanation, the list of topics to be discussed and does it specify which items shall be put to the vote? | Basic |
| 2.5 | Does the organisation publish the minutes of its latest general assembly meeting on its website and are they retrievable through the home page (or sub-levels of the home page accessible through the home page) of the website? | Basic |
| 2.6 | Does the organisation provide the minutes of its general assembly meeting to its internal stakeholders via email or a protected member section of the organisation’s website? | Basic |
| 2.7 | Do the minutes of its general assembly meeting give a summary of the deliberations and ballots? | Basic |
Principle 3
The organisation publishes board decisions on its website.
Relevance: By regularly justifying decisions, boards can prevent becoming closed and secret clubs and are encouraged to make decisions in the general interest of their organisation/sport.
| # | Indicator | Category |
|---|---|---|
| 3.1 | Does the organisation publish public versions of the minutes of all the board meetings that took place during the past 12 months on its website (retrievable through the home page or sub-levels of the home page)? | Basic |
| 3.2 | Does this version contain an explanation of the rationale behind certain (key) decisions? | Basic |
| 3.3 | Does the organisation provide public versions of the minutes of its board meetings that took place during the past 12 months to its internal stakeholders via email or a protected member section of the organisation’s website? | Basic |
| 3.4 | Does this version contain an explanation of the rationale behind certain (key) decisions? | Basic |
Principle 4
The organisation publishes information about its board members on its website.
Relevance: Basic biographical information facilitates external scrutiny of the quality and performance of senior officials. Disclosing information on current activities in other sports organisations, official functions, and political posts may signal potential conflicts of interest.
| # | Indicator | Category |
|---|---|---|
| 4.1 | Does the organisation’s website list the names of all the current members of the board? | Basic |
| 4.2 | Does the organisation’s website list the start and end date of the mandate of each member of the board? | Basic |
| 4.3 | Where applicable, does the website also state the duration and the number of previous mandates? | Basic |
| 4.4 | Does the organisation’s website provide biographical information about individual board members, including their professional background? | Basic |
| 4.5 | Does the organisation’s website provide information on other positions in sports organisations held by the board members? | Basic |
| 4.6 | Does the organisation’s website list at least one (general) e-mail address, which may be used to contact the board? | Basic |
Principle 5
The organisation publishes information about its members (athletes and clubs) on its website.
Relevance: Information about members gives an indication of relevance and impact of the organisation.
| # | Indicator | Category |
|---|---|---|
| 5.1 | Does the organisation’s website list basic information about affiliated clubs? | Basic |
| 5.2 | Does the organisation’s website list information about the number of affiliated clubs? | Basic |
| 5.3 | Does the organisation’s website list information about the number of affiliated athletes? | Basic |
Principle 6
The organisation publishes an annual report, including financial statements, on its website.
Relevance: The annual report provides stakeholders with an overview of the organisation’s general (and financial) performance, demonstrating if and how objectives have been accomplished.
| # | Indicator | Category |
|---|---|---|
| 6.1 | Does the organisation publish its most recent annual report on its website and is it retrievable through the home page (or sub-levels of the home page accessible through the home page) of the website? | Basic |
| 6.2 | Does the organisation publish its 3 most recent annual reports on its website and are they retrievable through the home page (or sub-levels of the home page accessible through the home page) of the website? | Basic |
| 6.3 | Has the organisation’s latest annual report been provided to its internal stakeholders through email or a protected member section of the organisation’s website? | Basic |
| 6.4 | Did the board establish formal internal procedures that ensure timely and accurate reporting within the framework of the annual report? | Intermediate |
| 6.5 | Does the most recent annual report set out the organisation’s objectives and how they have been accomplished over the past year through concrete actions? | Basic |
| 6.6 | Does the most recent annual report give an account of the organisation’s finances (including income and expenses)? | Basic |
| 6.7 | Does the most recent annual report contain a report on the activities of all the standing committees? | Basic |
| 6.8 | Does the most recent annual report include information on the championships and events (co-)organised by the organisation? | Basic |
| 6.9 | Does the most recent annual report provide an (anonymised) overview of the declarations of conflicts of interest and of the decisions in which conflicts of interest were involved? | Basic |
| 6.10 | Does the latest annual report explore the risks faced by the organisation and how it aims to control these risks? | Intermediate |
Principle 7
The organisation publishes regulations and reports on the remuneration, including compensation and bonuses, of its board members and management on its website.
Relevance: Reporting on both the remuneration of senior officials and management and the pay-setting process generates trust and generates a powerful deterrent for self-dealing.
| # | Indicator | Category |
|---|---|---|
| 7.1 | Does the organisation’s latest annual report include a statement (report) on remuneration? | Basic |
| 7.2 | Does the remuneration report include a statement on the organisation’s remuneration policy, including on the procedure and rules governing the establishment of the board members’ remuneration and (where applicable) on major changes to the remuneration policy that were implemented since the last report? | Basic |
| 7.3 | Does the remuneration report include a separate statement on the board members’ remuneration, including any fringe benefits, in an anonymous or aggregated manner? | Basic |
| 7.4 | Does the remuneration report include a separate statement on the remuneration of management, including any fringe benefits, in an anonymous or aggregated manner? | Basic |
Dimension 2: Democracy
Principle 8
Board members are democratically (re-)appointed according to clear procedures.
Relevance: The threat of being replaced by a challenger in case of under-achieving or inappropriate behaviour incentivises officials to conform to their constituents’ wishes, perform better, and refrain from opportunistic behaviour.
| # | Indicator | Category |
|---|---|---|
| 8.1 | Do the organisation’s statutes and, where applicable, internal regulations contain procedures for the appointment and reappointment of the members of the board? | Basic |
| 8.2 | Do the rules governing elections cover information on individuals qualified to vote; majority or percentage needed to win the election and, where applicable, weighting of votes; quorum; and election rounds? | Basic |
| 8.3 | Do the rules governing elections ensure that the general assembly directly elects the majority of the members of the board? | Basic |
| 8.4 | Do the rules governing elections ensure that elections take place on the basis of secret ballots? | Basic |
Principle 9
The organisation takes steps to achieve a differentiated and balanced composition of its board.
Relevance: Profiles for board functions help organisations in their search for well-suited candidates. They facilitate establishing a differentiated and balanced composition of the board, which helps organisations to achieve their objectives better.
| # | Indicator | Category |
|---|---|---|
| 9.1 | Does the board have a document establishing the desired profile (responsibilities, background, competences) of each board function? | Basic |
| 9.2 | Does the document motivate these profiles based on the organisation’s (long-term) policy objectives? | Basic |
| 9.3 | Has the document been approved by the general assembly? | Basic |
| 9.4 | Does the board have a document establishing that the board periodically evaluates the actual and desired profiles and when a vacancy occurs? | Basic |
Principle 10
The organisation has a nomination committee.
Relevance: A nomination committee helps ensure that elections take place according to established procedures and assists with finding well-suited candidates for vacancies.
| # | Indicator | Category |
|---|---|---|
| 10.1 | Do the organisation’s statutes and/or internal regulations establish a nomination committee that oversees the (re-)election process of the members of the board? | Basic |
| 10.2 | Do the organisation’s statutes and/or internal regulations establish that the president of the board cannot act as the president of the nomination committee? | Basic |
| 10.3 | Do the organisation’s statutes and/or internal regulations establish that at least one member of the nomination committee should not be a member of the board or an employee of the organisation? | Intermediate |
| 10.4 | Do the organisation’s statutes and/or internal regulations establish that the tasks of the nomination committee include searching for candidates for vacant board mandates? | Intermediate |
| 10.5 | Do the organisation’s statutes and/or internal regulations establish that the tasks of the nomination committee include searching for candidates for vacant management positions? | Intermediate |
| 10.6 | Do the organisation’s statutes and/or internal regulations establish that the tasks of the nomination committee include identifying gaps relating to the skill, expertise and composition of the board? | Intermediate |
Principle 11
The organisation establishes a quorum (a minimum number of attendees required to conduct business and to cast votes) in its statutes or internal regulations for the board and the general assembly.
Relevance: A quorum ensures that decision-making is not monopolised by a small group.
| # | Indicator | Category |
|---|---|---|
| 11.1 | Does the organisation establish a quorum in its statutes or internal regulations for the board? | Basic |
| 11.2 | Does the organisation establish a quorum in its statutes or internal regulations for the general assembly? | Basic |
| 11.3 | Does the organisation establish a quorum of at least 75% in its statutes or internal regulations for the board? | Basic |
| 11.4 | Does the organisation establish a quorum of at least 50% in its statutes or internal regulations for the general assembly? | Basic |
Principle 12
The organisation has established term limits as well as a retirement schedule.
Relevance: Term limits remedy high rates of re-election stemming from incumbent advantages. They prevent the monopolisation of power, ensure that office holders do not lose touch with their constituents, and that elections provide new ideas for solving problems.
| # | Indicator | Category |
|---|---|---|
| 12.1 | Do the organisation’s statutes establish term limits for board members? | Basic |
| 12.2 | Does the organisation implement a phased schedule for the retirement of board members, establishing that only a proportion of the members is replaced every time (guaranteeing the continuity of the board)? | Basic |
Principle 13
The general assembly represents all affiliated members and meets at least once a year.
Relevance: Annual general assembly meetings give constituents the opportunity to annually scrutinise financial accounts and past and future policies and to give input to decision-makers.
| # | Indicator | Category |
|---|---|---|
| 13.1 | Does the general assembly represent all the organisation’s affiliated members either through direct or indirect representation? | Basic |
| 13.2 | Do the organisation’s statutes establish that the general assembly meets at least once a year? | Basic |
| 13.3 | Do the organisation’s statutes and/or internal regulations establish procedures that make it possible to convene emergency and extraordinary meetings? | Basic |
| 13.4 | Do the organisation’s statutes and/or internal regulations establish that the members of the general assembly have the opportunity to vote in absentia (e.g. by proxy, via communication technology or via a mandate)? | Basic |
Principle 14
The board meets regularly.
Relevance: Regular board meetings enhance an organisation’s deliberative processes. Regular open debates lead to more effective policy solutions.
| # | Indicator | Category |
|---|---|---|
| 14.1 | Did the board meet at least five times during the past twelve months? | Basic |
| 14.2 | Do the organisation’s statutes or internal regulations establish that the board must meet at least five times a year? | Basic |
| 14.3 | Do the organisation’s internal regulations establish the procedures for drawing up the agenda for board meetings? | Basic |
| 14.4 | Do the organisation’s internal regulations establish the board meeting proceedings? | Basic |
| 14.5 | Do the organisation’s internal regulations establish the procedures for the adoption of decisions? | Basic |
Principle 15
The organisation ensures the participation of athletes in its policy processes.
Relevance: Participatory processes enhance the effectiveness and the legitimacy of policies. Through their inclusion in the policy process, athletes provide specialised knowledge and they come to see policies as their own, so that they are more likely to comply.
| # | Indicator | Category |
|---|---|---|
| 15.1 | Does the organisation have a formal (written) policy that outlines objectives and specific actions aimed at involving athletes in its policy processes? | Basic |
| 15.2 | Are athletes formally represented within the organisation (e.g. via a consultative body)? | Basic |
| 15.3 | Is the multi-annual policy plan adopted in consultation with athletes? | Basic |
| 15.4 | Does the organisation undertake other actions aimed at involving athletes in its decision-making procedures? | Basic |
Principle 16
The organisation ensures the participation of referees in its policy processes.
Relevance: Participatory processes enhance the effectiveness and legitimacy of policies. Through their inclusion in the policy process, referees provide specialised knowledge and they come to see policies as their own, so that they are more likely to comply.
| # | Indicator | Category |
|---|---|---|
| 16.1 | Does the organisation have a formal (written) policy that outlines objectives and specific actions aimed at involving referees in its policy processes? | Intermediate |
| 16.2 | Are referees formally represented within the organisation (e.g. via a consultative body)? | Basic |
| 16.3 | Is the multi-annual policy plan adopted in consultation with referees? | Basic |
| 16.4 | Does the organisation undertake other actions aimed at involving referees in its decision-making procedures? | Intermediate |
Principle 17
The organisation ensures the participation of coaches in its policy processes.
Relevance: Participatory processes enhance the effectiveness and legitimacy of policies. Through their inclusion in the policy process, coaches provide specialised knowledge and they come to see policies as their own, so that they are more likely to comply.
| # | Indicator | Category |
|---|---|---|
| 17.1 | Does the organisation have a formal (written) policy that outlines objectives and specific actions aimed at involving coaches in its policy processes? | Intermediate |
| 17.2 | Are coaches formally represented within the organisation (e.g. via a consultative body)? | Basic |
| 17.3 | Is the multi-annual policy plan adopted in consultation with coaches? | Basic |
| 17.4 | Does the organisation undertake other actions aimed at involving coaches in its decision-making procedures? | Intermediate |
Principle 18
The organisation ensures the participation of volunteers in its policy processes.
Relevance: Participatory processes enhance the effectiveness and legitimacy of policies. Through their inclusion in the policy process, volunteers provide specialised knowledge and they come to see policies as their own, so that they are more likely to comply.
| # | Indicator | Category |
|---|---|---|
| 18.1 | Does the organisation have a formal (written) policy that outlines objectives and specific actions aimed at involving volunteers in its policy processes? | Intermediate |
| 18.2 | Are volunteers formally represented within the organisation (e.g. via a consultative body)? | Intermediate |
| 18.3 | Is the multi-annual policy plan adopted in consultation with volunteers? | Basic |
| 18.4 | Does the organisation undertake other actions aimed at involving volunteers in its decision-making procedures? | Intermediate |
Principle 19
The organisation ensures the participation of employees in its policy processes.
Relevance: Participatory processes enhance the effectiveness and legitimacy of policies. Through their inclusion in the policy process, employees provide specialised knowledge and they come to see policies as their own, so that they are more likely to comply.
| # | Indicator | Category |
|---|---|---|
| 19.1 | Does the organisation have a formal (written) policy that outlines objectives and specific actions aimed at involving employees in its policy processes? | Advanced |
| 19.2 | Are employees formally represented within the organisation (e.g. via a consultative body)? | Advanced |
| 19.3 | Is the multi-annual policy plan adopted in consultation with employees? | Basic |
| 19.4 | Does the organisation undertake other actions aimed at involving employees in its decision-making procedures? | Advanced |
Principle 20
The organisation implements a gender equality policy.
Relevance: Gender equality contributes to fairness and thus, to legitimacy. It also contributes to diversity, which has a positive impact on performance.
| # | Indicator | Category |
|---|---|---|
| 20.1 | Does the organisation have a formal (written) policy that outlines objectives and specific actions aimed at encouraging equal access to representation for women and men in all stages of the decision-making process? | Intermediate |
| 20.2 | Does the organisation implement gender sensitive procedures for identifying candidates for positions awarded as part of electoral procedures? | Basic |
| 20.3 | Does the organisation implement gender sensitive procedures for identifying candidates for positions awarded as part of human resources policies? | Intermediate |
| 20.4 | Does the organisation have a gender balanced representation of women and men on the nomination committee seeking candidates for decision-making positions? | Intermediate |
| 20.5 | Does the organisation undertake actions aimed at the reconciliation of family responsibilities and professional or elective obligations for board members and staff? | Intermediate |
| 20.6 | Does the organisation undertake other actions aimed at promoting gender equality internally? | Intermediate |
Dimension 3: Internal Accountability and Control
Principle 21
The general assembly supervises the board appropriately.
Relevance: A clear separation of powers and checks and balances ensure that an organisation’s internal bodies stimulate, control, and inspire each other.
| # | Indicator | Category |
|---|---|---|
| 21.1 | Has the general assembly approved a multi-annual policy plan? | Basic |
| 21.2 | Does this plan include a long-term financial plan? | Basic |
| 21.3 | Does this plan outline specific objectives and envisioned actions? | Basic |
| 21.4 | Has the general assembly, in the past twelve months, approved an annual policy plan which is based on the multi-annual policy plan? | Basic |
| 21.5 | Has the general assembly, in the past twelve months, approved an annual budget which is based on the long-term financial planning? | Basic |
| 21.6 | Do the statutes or internal regulations establish that the general assembly must approve the multi-annual policy plan proposed by the board? | Basic |
| 21.7 | Do the statutes and/or internal regulations establish that the general assembly approves the annual policy plan? | Basic |
| 21.8 | Do the statutes and/or internal regulations establish that the general assembly approves the annual financial statements? | Basic |
| 21.9 | Do the statutes and/or internal regulations establish that the general assembly approves the annual budget? | Basic |
| 21.10 | Do the statutes and/or internal regulations deny the members of the board voting rights in the general assembly (even in another representative capacity)? | Basic |
Principle 22
The board establishes procedures regarding the premature resignation of board members.
Relevance: Procedures that settle the premature resignation of board members ensure that under-achieving or unethical board members are forced to step down between elections.
| # | Indicator | Category |
|---|---|---|
| 22.1 | Do the organisation’s internal regulations establish general procedures regarding the premature resignation of board members? | Basic |
| 22.2 | Do these procedures clearly establish those situations in which the general assembly has to vote on the issue? | Basic |
| 22.3 | Do the organisation’s internal regulations establish procedures regarding the premature resignation of board members in case of repeated absenteeism in spite of warnings? | Basic |
| 22.4 | Do the organisation’s internal regulations establish procedures regarding the premature resignation of board members in case of conflicts (such as incompatible views)? | Basic |
| 22.5 | Do the organisation’s internal regulations establish procedures regarding the premature resignation of board members in case of malfunctioning? | Basic |
| 22.6 | Do the organisation’s internal regulations establish procedures regarding the premature resignation of board members in case of unethical conduct (as established by the code of ethics)? | Basic |
Principle 23
The organisation defines in its statutes those circumstances in which, due to a serious conflict of interest, a person is ineligible to serve as a member of the board.
Relevance: Conflicts of interest arise when board members decide about certain actions or transactions, which might directly or indirectly benefit them. Conflicts of interest are often unavoidable, yet individuals with particular backgrounds, such as sponsors or judicial body members, are subject to particularly high risks for conflicts of interest.
| # | Indicator | Category |
|---|---|---|
| 23.1 | Does the organisation define in its statutes those circumstances in which, due to a serious conflict of interest, a person is ineligible to serve as a member of the board? | Basic |
| 23.2 | Do the organisation’s statutes establish that a person who is employed by a company that has a commercial relationship with the organisation (e.g. sponsors) cannot serve as a board member? | Basic |
| 23.3 | Do individuals employed by a company that has a commercial relationship with the organisation (e.g. sponsors) not serve as members of the board in practice? | Basic |
| 23.4 | Do the organisation’s statutes establish that a person who is a member of a judicial body within the organisation cannot serve as a board member? | Basic |
| 23.5 | Do members of a judicial body within the organisation not serve as a board member in practice? | Basic |
| 23.6 | Does the board not include acting national politicians? | Basic |
Principle 24
The organisation applies a clear governance structure according to the principle of separation of powers.
Relevance: A clear separation of powers prevents a single person or entity from monopolising power.
| # | Indicator | Category |
|---|---|---|
| 24.1 | Do the organisation’s statutes and/or internal regulations define key positions on the board, including those of president and at least one other position (e.g. secretary or treasurer)? | Basic |
| 24.2 | Do the organisation’s statutes and/or internal regulations establish that the board determines the organisation’s general policy such as mission, vision, and strategy? | Basic |
| 24.3 | Do the organisation’s statutes and/or internal regulations establish that the board has final authority over the organisation’s budget and finances? | Basic |
| 24.4 | Do the organisation’s statutes and/or internal regulations establish that management is tasked with defining the organisation’s operational policy? | Basic |
| 24.5 | Do the organisation’s statutes and/or internal regulations define the purpose of each of the standing committees? | Basic |
| 24.6 | Do the organisation’s statutes and/or internal regulations define the delegated tasks of each of the standing committees? | Basic |
| 24.7 | Do the organisation’s statutes and/or internal regulations define the composition of each of the standing committees? | Basic |
| 24.8 | Do the organisation’s statutes and/or internal regulations define the reporting requirements of each of the standing committees? | Basic |
Principle 25
The board supervises management appropriately.
Relevance: A clear separation of powers and checks and balances ensures that an organisation’s internal bodies stimulate, control, and inspire each other.
| # | Indicator | Category |
|---|---|---|
| 25.1 | Do the internal regulations outline the responsibilities and competences delegated to management? | Basic |
| 25.2 | Do the statutes or internal regulations establish that the board determines the remuneration of management? | Basic |
| 25.3 | Do the statutes or internal regulations establish that management regularly and periodically reports (at least four times a year) to the board about the organisation’s operational management and financial situation? | Basic |
| 25.4 | Do the statutes or internal regulations establish that the board organises an annual appraisal with management to discuss individual performance? | Basic |
| 25.5 | Do the statutes or internal regulations establish that a report is drawn up of this meeting, which is then approved by the board? | Basic |
| 25.6 | Did the board conduct an appraisal with management during the past 12 months? | Basic |
Principle 26
The organisation has an internal financial or audit committee.
Relevance: The financial or audit committee constitutes a crucial component of internal accountability. The committee monitors whether funds have been allocated efficiently and according to budget and whether financial control and accountability procedures have been complied with. It also checks whether the organisation’s (long-term) financial stability is guaranteed.
| # | Indicator | Category |
|---|---|---|
| 26.1 | Do the organisation’s statutes establish an independent financial or audit committee whose members are appointed by the general assembly? | Intermediate |
| 26.2 | Do the organisation’s statutes and/or internal regulations determine the tasks, operation, and composition of the financial or audit committee? | Intermediate |
| 26.3 | Do the organisation’s statutes and/or internal regulations establish that the committee’s tasks include the assessment of and recommendations regarding the systems of internal control? | Intermediate |
| 26.4 | Do the organisation’s statutes and/or internal regulations establish that the committee’s tasks include the assessment of and recommendations regarding risk management? | Advanced |
| 26.5 | Do the organisation’s statutes and/or internal regulations establish that the committee’s tasks include the assessment of and recommendations regarding governance? | Advanced |
| 26.6 | Do the organisation’s statutes and/or internal regulations establish that the committee’s tasks include overseeing the internal audit process? | Advanced |
Principle 27
The organisation implements a financial control system.
Relevance: A financial control system prevents fraud, embezzlement, and the misallocation of funds.
| # | Indicator | Category |
|---|---|---|
| 27.1 | Do the organisation’s internal regulations establish a system, in which agreements or payments on behalf of the organisation must be signed by at least two persons? | Basic |
| 27.2 | Do the organisation’s internal regulations establish a financial threshold for contracts with external parties, which establishes whether management or the board must take the decision? | Basic |
| 27.3 | Do the organisation’s internal regulations establish a separation of duties, so that the same person cannot both initiate and approve payments? | Intermediate |
| 27.4 | Do the organisation’s internal regulations establish that the same person cannot receive, record and deposit funds? | Intermediate |
| 27.5 | Do the organisation’s internal regulations restrict the use of cash? | Intermediate |
| 27.6 | Do the organisation’s internal regulations establish a requirement for accurate and clear payment categorisations and descriptions in the financial accounts? | Basic |
| 27.7 | Do the organisation’s internal regulations establish a system, in which (significant) financial transactions are periodically reviewed? | Intermediate |
Principle 28
The board annually evaluates its own composition and performance.
Relevance: A self-assessment allows the board to gain insight into its own functioning by openly discussing areas for improvement.
| # | Indicator | Category |
|---|---|---|
| 28.1 | Does the organisation have a document reporting on the evaluation of the board’s composition and performance that took place in the past twelve months? | Basic |
| 28.2 | Did external experts assist the board with conducting this evaluation? | Advanced |
| 28.3 | Do the organisation’s internal regulations (or statutes) establish that the board has to conduct an annual self-evaluation? | Basic |
Principle 29
The organisation’s finances are externally audited by an independent auditor.
Relevance: The appointment of an external auditor allows independent verification of the accuracy and completeness of financial statements. Modern auditing procedures often extend well beyond financial statement audit and evaluate internal controls, risks, governance, and/or performance.
| # | Indicator | Category |
|---|---|---|
| 29.1 | Have the organisation’s financial statements and accounting records been reviewed by an independent and officially approved auditor? | Basic |
| 29.2 | Have the organisation’s risk management procedures and risk assessment methodologies (application and effectiveness) been reviewed at least once by an independent and an officially approved auditor in the past five years? | Intermediate |
| 29.3 | Has the organisation’s governance (compliance programme, governance structure, internal processes etc.) been reviewed by an independent and officially approved auditor in the past five years? | Advanced |
Principle 30
The organisation has or recognises a code of conduct applicable to the members of the board, management and personnel.
Relevance: Codes of ethics are self-imposed internal norms that define and thus highlight unacceptable behaviour.
| # | Indicator | Category |
|---|---|---|
| 30.1 | Does the organisation have a code of conduct that applies to its board members? | Basic |
| 30.2 | Does the organisation have a code of conduct that applies to its management? | Basic |
| 30.3 | Does the organisation have a code of conduct that applies to its staff? | Basic |
| 30.4 | Does the code of conduct that applies to the organisation’s board members contain a general obligation to act with integrity? | Basic |
| 30.5 | Does the code of conduct that applies to board members contain rules on expenses? | Basic |
| 30.6 | Does the code of conduct that applies to board members contain rules on accepting gifts? | Basic |
| 30.7 | Does the code of conduct that applies to board members contain rules on conflicts of interest? | Basic |
| 30.8 | Has the code of conduct been signed by all the members of the board? | Basic |
| 30.9 | Has the board taken steps during the past twelve months to ensure that all the relevant stakeholders are notified of the contents of the code and that they understand it? | Basic |
| 30.10 | Has the general assembly been informed about the code of conduct? | Basic |
Principle 31
The board establishes clear conflicts of interest procedures that apply to the members of the board.
Relevance: Clear conflicts of interest procedures enhance trust in decisions by making sure that they are free from improper influence.
| # | Indicator | Category |
|---|---|---|
| 31.1 | Do the organisation’s internal regulations establish procedures regarding conflicts of interest? | Basic |
| 31.2 | Do these procedures ensure that (perceived) conflicts of interest are reported, meaning that conflicts of interest are listed in the minutes and recorded in a registry? | Basic |
| 31.3 | Do these procedures ensure that commercial transactions with a third party with which a board member has an (in)direct familial or commercial relationship, must be submitted to the general assembly or a body mandated by the general assembly? | Basic |
| 31.4 | Do these procedures guarantee that the members of the board may not participate in the vote about certain decisions for which a conflict of interest exists? | Basic |
Principle 32
The board establishes procedures for the processing of complaints in the internal regulations.
Relevance: Complaint procedures allow stakeholders to express their grievances and call those to account who violate applicable rules.
| # | Indicator | Category |
|---|---|---|
| 32.1 | Do the organisation’s statutes and/or internal regulations establish procedures for processing complaints about violations of applicable rules of conduct? | Basic |
| 32.2 | Do the procedures contain clearly defined rules for submitting complaints? | Basic |
| 32.3 | Do the procedures contain clearly defined rules for investigating complaints? | Basic |
| 32.4 | Do the procedures contain clearly defined rules for notifying the person who submitted the complaint about the outcome of the investigation? | Basic |
| 32.5 | Do the procedures contain clearly defined rules for the reference of the case to an independent internal or external tribunal? | Intermediate |
| 32.6 | Do the procedures establish that no person who, in good faith, reports a concern shall be subject to retaliation or negative consequences? | Basic |
| 32.7 | Do the procedures establish that reports of concerns and related investigations must be kept confidential to the extent possible? | Basic |
| 32.8 | Do the procedures enable individuals to file an anonymous complaint? | Intermediate |
Principle 33
The organisation’s decisions can be contested through internal or external mechanisms.
Relevance: Procedures for contesting the organisation’s decisions allow stakeholders to call decision-makers to account.
| # | Indicator | Category |
|---|---|---|
| 33.1 | Do the organisation’s statutes and/or internal regulations establish procedures that allow athletes, coaches, referees, delegates and clubs to appeal against a sporting sanction? | Basic |
| 33.2 | Do the relevant procedures establish that the parties concerned are entitled to a hearing if they so desire? | Basic |
| 33.3 | Do the applicable procedures establish that the members of the relevant dispute resolution body may not belong to the board or to any of the standing committees of the organisation? | Basic |
| 33.4 | Do the relevant procedures establish clearly defined rules for appealing the decision of the dispute resolution body? | Basic |
| 33.5 | Does the organisation provide means for legal aid or pro bono counsel? | Advanced |
Principle 34
The board adopts an annual meeting schedule.
Relevance: A work plan and matching meeting schedule enhances the efficiency, effectiveness and transparency of the board.
| # | Indicator | Category |
|---|---|---|
| 34.1 | Does the board have a document outlining an annual meeting schedule? | Basic |
| 34.2 | Does the meeting schedule arrange for a meeting to discuss the budget? | Basic |
| 34.3 | Does the meeting schedule arrange for a meeting regarding the financial statements? | Basic |
| 34.4 | Does the meeting schedule arrange for a meeting regarding the policy plan and the annual report? | Basic |
| 34.5 | Does the meeting schedule arrange for a meeting regarding the annual self-assessment? | Basic |
| 34.6 | Does the meeting schedule arrange for a meeting regarding the appraisal of management? | Basic |
| 34.7 | Does the meeting schedule arrange for a meeting regarding the preparation of the general assembly? | Basic |
Dimension 4: Societal Responsibility
Principle 35
The organisation offers consulting to its member organisations in the areas of management or governance.
Relevance: Sports federations are in a good position to enhance the capacity and expertise of their member organisations in the areas of management or governance through their capacity to engage in cooperative processes with its members and other relevant organisations.
| # | Indicator | Category |
|---|---|---|
| 35.1 | Does the organisation have a formal (written) policy that outlines objectives and specific actions to be taken regarding the consulting for its member organisations in the areas of management or governance? | Basic |
| 35.2 | Does the organisation have a designated staff member who formally acts as a single point of contact and is responsible for all matters related to management and/or governance consulting? | Intermediate |
| 35.3 | Does the organisation provide some form of consulting to member organisations in the areas of management or governance through knowledge transfer? | Intermediate |
| 35.4 | Does this consulting include the organisation of workshops or training sessions? | Intermediate |
| 35.5 | Does this consulting include tailored (one-on-one) advice? | Advanced |
| 35.6 | Does this consulting include the distribution of templates or good practices? | Basic |
| 35.7 | Did the organisation carry out an evaluation of the impact of its relevant actions? | Basic |
Principle 36
The organisation implements a policy aimed at mitigating health risks of sporting activities.
Relevance: Sports federations are in a good position to stimulate the mitigation of health risks of sporting activities through their capacity to raise awareness, organise events and campaigns, and engage in cooperative actions with their members and other relevant organisations.
| # | Indicator | Category |
|---|---|---|
| 36.1 | Does the organisation have a formal (written) policy that outlines objectives and specific actions aimed at mitigating the health risks of sporting activities? | Basic |
| 36.2 | Does the organisation have a designated staff member who formally acts as a single point of contact and is responsible for all matters regarding the health risks of sporting activities? | Intermediate |
| 36.3 | Does the organisation undertake actions aimed at informing athletes of the specific risks associated with the sport in question? | Basic |
| 36.4 | Does the organisation undertake actions aimed at preventing or mitigating the specific risks associated with the sport in question? | Basic |
| 36.5 | Did the organisation conduct an analysis of the specific risks associated with the sport in question? | Basic |
| 36.6 | Did the organisation carry out an evaluation of the impact of its relevant actions? | Basic |
Principle 37
The organisation implements a policy on combating sexual harassment in sport.
Relevance: Young athletes are often in a vulnerable position regarding sexual harassment. Sports federations are in a good position to combat sexual harassment in sport through their capacity to issue disciplinary rules, raise awareness, organise events and campaigns, and engage in cooperative actions with their members and other relevant organisations.
| # | Indicator | Category |
|---|---|---|
| 37.1 | Does the organisation have a formal (written) policy that outlines objectives and specific actions aimed at combating sexual harassment in sport? | Basic |
| 37.2 | Does the organisation have a code of conduct which outlines rules aimed at promoting the physical integrity of athletes? | Basic |
| 37.3 | Does the organisation have a designated staff member who formally acts as a single point of contact and is responsible for all matters regarding combating sexual harassment in sport? | Basic |
| 37.4 | Does the organisation cooperate with other organisations with a view to combating sexual harassment in sport? | Intermediate |
| 37.5 | Does the organisation promote the exchange of best practices on combating sexual harassment among its member organisations? | Intermediate |
| 37.6 | Does the organisation undertake other actions aimed at raising awareness for sexual harassment issues? | Intermediate |
| 37.7 | Do the organisation’s statutes and/or internal regulations establish procedures for processing complaints about unwanted sexual behaviour? | Basic |
| 37.8 | Does the procedure contain rules for submitting complaints? | Basic |
| 37.9 | Does the procedure contain rules for investigating complaints? | Basic |
| 37.10 | Does the procedure contain rules for notifying the person who submitted the complaint about the outcome of the investigation? | Basic |
| 37.11 | Does the procedure contain rules for the establishment of an independent tribunal? | Intermediate |
| 37.12 | Did the organisation carry out an evaluation of the impact of its relevant actions? | Basic |
Principle 38
The organisation implements an anti-doping policy.
Relevance: Sports federations constitute a crucial chain in the international anti-doping regime through their capacity to issue disciplinary rules, raise awareness, and engage in cooperative actions with their members, anti-doping authorities, and other relevant organisations.
| # | Indicator | Category |
|---|---|---|
| 38.1 | Does the organisation have a formal (written) policy that outlines objectives and specific actions aimed at preventing, detecting, and combating doping practices? | Basic |
| 38.2 | Does the organisation implement disciplinary rules to combat doping in conformity with the World Anti-Doping Code? | Basic |
| 38.3 | Does the organisation have a designated staff member who formally acts as a single point of contact and is responsible for all matters regarding combating doping in sport? | Intermediate |
| 38.4 | Does the organisation undertake actions aimed at raising awareness for anti-doping rules? | Basic |
| 38.5 | Does the organisation undertake actions aimed at educating athletes about the dangers of doping use? | Basic |
| 38.6 | Does the organisation implement formal procedures establishing its cooperation with the National Anti-Doping Authority? | Basic |
| 38.7 | Did the organisation carry out an evaluation of the impact of its relevant actions? | Basic |
Principle 39
The organisation implements a policy on social inclusion through sport.
Relevance: Sports federations are in a good position to stimulate social inclusion through sport via their capacity to raise awareness, organise events and campaigns, and engage in cooperative actions with their members and other relevant organisations.
| # | Indicator | Category |
|---|---|---|
| 39.1 | Does the organisation have a formal (written) policy that outlines objectives and specific actions aimed at improving the social, cultural, educational or psychological circumstances of marginalised and/or fractured communities through sport? | Basic |
| 39.2 | Does the organisation have a designated staff member who formally acts as a single point of contact and is responsible for all matters regarding social inclusion through sport? | Intermediate |
| 39.3 | Does the organisation promote the exchange of best practices on social inclusion among its member organisations? | Intermediate |
| 39.4 | Does the organisation cooperate with other organisations with a view to improving the social, cultural, educational or psychological circumstances of marginalised and/or fractured communities through sport? | Intermediate |
| 39.5 | Does the organisation undertake other actions aimed at improving the social, cultural, educational or psychological circumstances of marginalised and/or fractured communities through sport? | Advanced |
| 39.6 | Did the organisation carry out an evaluation of the impact of its relevant actions? | Basic |
Principle 40
The organisation implements a policy combating discrimination in sport.
Relevance: Sports federations are in a good position to combat discrimination in sport through their capacity to issue disciplinary rules, raise awareness, organise events and campaigns, and engage in cooperative actions with their members and other relevant organisations.
| # | Indicator | Category |
|---|---|---|
| 40.1 | Does the organisation have a formal (written) policy that outlines objectives and specific actions aimed at combating discrimination in sport? | Basic |
| 40.2 | Does the organisation have a code of conduct which outlines rules aimed at combating discrimination in sport? | Basic |
| 40.3 | Does the organisation have a designated staff member who formally acts as a single point of contact and is responsible for all matters regarding discrimination in sport? | Intermediate |
| 40.4 | Does the organisation cooperate with other organisations with a view to combating discrimination in sport? | Intermediate |
| 40.5 | Does the organisation undertake actions aimed at raising awareness for discrimination issues? | Basic |
| 40.6 | Do the organisation’s statutes and/or internal regulations establish procedures for processing complaints about discrimination? | Basic |
| 40.7 | Does the procedure contain rules for submitting complaints? | Basic |
| 40.8 | Does the procedure contain rules for investigating complaints? | Basic |
| 40.9 | Does the procedure contain clearly defined rules for notifying the person who submitted the complaint about the outcome of the investigation? | Basic |
| 40.10 | Does the procedure contain rules for the establishment of an independent tribunal? | Basic |
| 40.11 | Did the organisation carry out an evaluation of the impact of its relevant actions? | Basic |
Principle 41
The organisation implements a policy to promote gender equality in sport.
Relevance: Sports federations are in a good position to promote gender equality in sport through their capacity to raise awareness, organise events and campaigns, and engage in cooperative actions with their members and other relevant organisations.
| # | Indicator | Category |
|---|---|---|
| 41.1 | Does the organisation have a formal (written) policy that outlines objectives and specific actions aimed at promoting gender equality in sport? | Basic |
| 41.2 | Does the organisation raise awareness via educational materials for all decision-makers on the importance of having a diverse population in decision-making organs throughout the sport? | Intermediate |
| 41.3 | Does the organisation undertake actions aimed at supporting (future) leaders of both sexes through either formal training or informal arrangements (e.g. mentoring system)? | Intermediate |
| 41.4 | Does the organisation have a designated staff member who formally acts as a single point of contact and is responsible for all matters regarding gender equality issues? | Intermediate |
| 41.5 | Does the organisation cooperate with other organisations with a view to promoting gender equality in sport? | Intermediate |
| 41.6 | Did the organisation carry out an evaluation of the impact of its relevant actions? | Intermediate |
Principle 42
The organisation implements a policy to combat match-fixing.
Relevance: Sports federations constitute a crucial chain in the international anti-match-fixing regime through their capacity to issue disciplinary rules, raise awareness, and engage in cooperative actions with their members, gambling authorities, and other relevant organisations.
| # | Indicator | Category |
|---|---|---|
| 42.1 | Does the organisation have a formal (written) policy that outlines objectives and specific actions aimed at combating match-fixing? | Basic |
| 42.2 | Does the organisation have a designated staff member who formally acts as a single point of contact and is responsible for all matters regarding match-fixing issues? | Intermediate |
| 42.3 | Does the organisation implement disciplinary rules to combat match-fixing? | Basic |
| 42.4 | Do these rules include provisions banning any member of the federation from placing a bet related to youth leagues and a competition or match that he/she may (in)directly influence? | Basic |
| 42.5 | Do these rules include provisions banning any member of the federation from spreading confidential information which may reasonably be expected to be used in the framework of a bet? | Basic |
| 42.6 | Do these rules include provisions establishing the obligation for every member of the federation to report any requests to unduly influence competitions or matches to the federation? | Basic |
| 42.7 | Do these rules include provisions establishing the procedure for punishing any violations of the above rules? | Basic |
| 42.8 | Does the organisation undertake actions to educate elite athletes, promising young athletes, coaches, referees, trainers, and clubs about risks relating to match-fixing? | Basic |
| 42.9 | Did the organisation carry out an evaluation of the impact of its relevant actions? | Basic |
Principle 43
The organisation implements a policy for the promotion of environmental sustainability.
Relevance: The practice of sport and the organisation of sports events often leads to environmental degradation. Sports federations are in a good position to promote environmental sustainability in sport through their capacity to implement sustainability rules, raise awareness, organise sustainable events, and engage in cooperative actions with their members and other relevant organisations.
| # | Indicator | Category |
|---|---|---|
| 43.1 | Does the organisation have a formal (written) policy that outlines objectives and specific actions aimed at promoting environmental sustainability? | Basic |
| 43.2 | Does the organisation have a designated staff member who formally acts as a single point of contact and is responsible for all matters regarding the promotion of environmental sustainability? | Intermediate |
| 43.3 | Does the organisation undertake actions aimed at promoting the environmental sustainability of the sporting events it (co-)organises? | Basic |
| 43.4 | Does the organisation undertake actions aimed at promoting the exchange of best practices on environmental sustainability among its member organisations? | Basic |
| 43.5 | Does the organisation undertake other actions (not related to the exchange of best practices) aimed at promoting the environmental sustainability of sporting activities? | Intermediate |
| 43.6 | Does the organisation cooperate with other organisations with a view to promoting the environmental sustainability of sporting activities? | Intermediate |
| 43.7 | Did the organisation carry out an evaluation of the impact of its relevant actions? | Basic |
Principle 44
The organisation implements a policy on promoting the dual career of athletes.
Relevance: Elite athletes face serious difficulties in combining their sporting career with education or work. Sports federations are in a good position to promote the dual career of athletes through their capacity to raise awareness, organise events, and engage in cooperative actions with their members and other relevant organisations.
| # | Indicator | Category |
|---|---|---|
| 44.1 | Does the organisation have a formal (written) policy that outlines objectives and specific actions aimed at helping athletes combine their sporting career with education or work? | Basic |
| 44.2 | Does the organisation have a designated staff member who formally acts as a single point of contact and is responsible for all matters regarding dual careers? | Intermediate |
| 44.3 | Does the organisation undertake actions aimed at promoting the exchange of best practices on dual careers with its member organisations? | Intermediate |
| 44.4 | Does the organisation undertake other actions aimed at promoting and supporting the inclusion of the concept of dual careers in the activities of its member organisations? | Intermediate |
| 44.5 | Does the organisation cooperate with other organisations with a view to helping athletes combine their sporting career with education or work? | Intermediate |
| 44.6 | Did the organisation carry out an evaluation of the impact of its relevant actions? | Basic |
Principle 45
The organisation implements a policy on promoting sport for all.
Relevance: Sports federations are in a good position to promote recreational sport through their capacity to raise awareness, organise events, and engage in cooperative actions with their members and other relevant organisations.
| # | Indicator | Category |
|---|---|---|
| 45.1 | Does the organisation have a formal (written) policy that outlines objectives and specific actions aimed at promoting sport for all? | Basic |
| 45.2 | Does the organisation have a designated staff member who formally acts as a single point of contact and is responsible for sport for all? | Intermediate |
| 45.3 | Does the organisation undertake actions aimed at promoting sport for all? | Basic |
| 45.4 | Does the organisation undertake other actions aimed at promoting and supporting sport for all in the activities of its member organisations? | Intermediate |
| 45.5 | Does the organisation cooperate with other organisations with a view to promoting sport for all? | Intermediate |
| 45.6 | Did the organisation carry out an evaluation of the impact of its relevant actions? | Basic |
Principle 46
The organisation ensures the fair treatment of professional athletes.
Relevance: Sports federations are in a good position to promote the fair treatment of professional athletes through their capacity to establish minimum requirements for standard athlete contracts where relevant.
| # | Indicator | Category |
|---|---|---|
| 46.1 | Does the organisation implement the use of minimum requirements for standard athlete contracts? | Basic |
| 46.2 | Do these minimum requirements include a standard on minimum wages? | Intermediate |
| 46.3 | Do these minimum requirements include a standard on internal disciplinary rules with sanctions/penalties (fines) and the necessary procedures? | Intermediate |
| 46.4 | Do these minimum requirements include a standard on the process for the resolution of disputes not covered by the contract? | Intermediate |
| 46.5 | Does the organisation undertake actions aimed at promoting social dialogue (between athletes and clubs)? | Advanced |
Conclusion
The 274 NSGO indicators provide a comprehensive framework for assessing and improving governance in national sports federations. These indicators help federations understand what principles must be implemented, as well as how and why. They also provide public actors, stakeholders, and researchers with reliable tools to monitor implementation and effectively signal and address weaknesses.
The framework recognises that good governance is not an end in itself but rather a means to enhance:
- Legitimacy - through perceptions of fairness
- Effectiveness - through better policies and decisions
- Resistance to unethical practices - through accountability and control mechanisms
Sports federations are encouraged to use these indicators for self-assessment and to work progressively towards implementing indicators in all categories, starting with the basic indicators and advancing to intermediate and advanced levels as organisational capacity grows.