National Sports Governance ObserverSeminar: presentation of the Code of Good Governance
Nicosia, 5 June 2018
Dr. Arnout GeeraertLeuven International and European Studies, KU Leuven
Content
• Good governance: a means to an end
• Measuring good governance: the National Sports Governance Observer
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Content
• Good governance: a means to an end
• Measuring good governance: the National Sports Governance Observer
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Towards conditional autonomy
Growing idea: sport federations need to earn their autonomy.
• “Good governance in sport is a condition for the autonomy and self-regulation of sport
organisations” (European Commission 2011)
• “Calls upon all sports governing bodies to commit to good governance practices […] in
order to reduce the risk of falling victim to corruption” (European Parliament, 2015)
• “[t]he mainstreaming of good governance principles in the management of sports
bodies is seen as an appropriate way to prevent and mitigate unethical behaviours
including corruption” (Council of Europe, 2016).
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8
sports organisations need to justify their autonomyand demonstrate good governance
(Thomas Bach, 2013)
we have to exercise autonomy with responsibility, which means in accordance with the rules of good governance
(Thomas Bach 2015)
[y]ou can only enjoy autonomy when adhering to the principles of goodgovernance
(Thomas Bach, 2017).
Towards conditional autonomy
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The importance of good governance
Consensus that good governance is important, but different rationales
A. Good governance as and end in itself
• Trickle down effect from the international level.
• Attention for good governance in other sectors.
B. Good governance as a means to an end
• Enhances federations’ legitimacy, effectiveness, and resistance to unethicalpractices.
• Enables federations to increase their autonomy by building trust with governmentsand stakeholders.
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Good governance: a means to an end
Transparency refers to an organisation’s reporting on its internal workings, whichallows others to monitor these workings.
Democratic processes entail free, fair and competitive elections; affected actors’involvement in decision-making processes; and fair and open internal debates.
Internal accountability and control refers to both the implementation of theseparation of powers in the organisation’s governance structure and a system ofrules and procedures that ensures that staff and officials comply with internal rulesand norms.
Societal responsibility refers to deliberately employing organisational potentialand impact to have a positive effect on internal and external stakeholders andsociety at large.
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Content
• Good governance: a means to an end
• Measuring good governance: the National Sports Governance Observer
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Reform policies
A. International level• International federations (e.g. FIFA, IAAF): governance reforms• ASOIF and AWOIF: encourage the implementation of good governance principles
B. (sub-)national level• Public actors: have implemented codes and policies (e.g. Flanders, UK, Australia,
Cyprus)• Public actors and sport sector: consider (new) good governance policies (e.g.
Poland, the Netherlands)
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Reform policies
Good governance: difficult to define, measure, and implement
• No common understanding of ‘governance’ and its (abstract) components.
• Gap between discourse and practice and between expectations and reality.
• Sport federations need to understand what principles must be implemented and
how and why.
• Public actors, stakeholders, and researchers need reliable and valid monitoring
tools to effectively signal and address weaknesses.
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Sports Governance Observer
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NSGO project: partners
Funding: 383,000 euro EU Erasmus+ programme + subsidies from Danish Parliament.Coordinator: Play the Game / Danish Institute for Sports Studies (Idan)
Seven full project partners: researchDanish Institute for Sports Studies/Play the Game; German Sports University Cologne; KU Leuven;Molde University College (MUC); University Bucharest; University of Warsaw; Utrecht University
Three voluntary partners: researchSou do Esporte (Brazil); Marco Begovic (private researcher; Montenegro); University of CentralLancashire and Molde University College (MUC)
Nine associated partners: advice and dissemination of research findingsCyprus Sport Organisation (CSO); Danish Football Association (DBU); EPAS, Council of Europe;European Association for Sports Management (EASM); Flemish Sports Confederation (VSF);International Council of Sport Science and Physical Education (ICSSPE); Norwegian FootballAssociation (NFF); Polish Golf Union (PGU); Romanian Football Federation (FRF)
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NSGO project: objectives
Main aimAssist and inspire national sports organisations to raise the quality of their governancepractices
Measure governance and build capacity• Develop and apply indicators of good governance• Produce reports on the status quo of good governance
Establish sustainable networks: between the project partners and key stakeholders • National training workshops and Play the Game conference
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NSGO project: operationalisation
• 4 dimensions: transparency, democratic processes, internal accountability andcontrol, and societal responsibility
• 46 principles, 274 indicators: on the basis of theoretical framework + best practices• Reliable measurement: clearly defined criteria• Easy to use and reliable: 1, 0, or not applicable
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NSGO project: operationalisation
• 4 dimensions: transparency, democratic processes, internal accountability andcontrol, and societal responsibility
• 46 principles, 274 indicators: on the basis of theoretical framework + best practices• Reliable measurement: clearly defined criteria• Easy to use and reliable: 1, 0, or not applicable
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NSGO project: examples of principles (1)
Transparency• The organisation publishes its multi-annual policy plan on its website.• The organisation publishes the agenda and minutes of its general assembly meeting on its
website.• The organisation publishes board decisions on its website.• The organisation publishes an annual report, including financial statements, on its website.• The organisation publishes regulations and reports on the remuneration, including
compensation and bonuses, of its board members and management on its website.
Democratic processes• Board members are democratically (re-)appointed according to clear procedures.• The organisation takes steps to achieve a differentiated and balanced composition of its
board.• The organisation has established term limits as well as a retirement schedule.• The organisation ensures the participation of athletes its policy processes.• The organisation implements a gender equality policy.
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NSGO project: examples of principles (2)
Internal accountability and control• The general assembly supervises the board appropriately.• The organisation applies a clear governance structure according to the principle of separation
of powers.• The board supervises management appropriately.• The organisation implements a financial control system.• The organisation has or recognises a code of conduct applicable to the members of the board,
management and personnel.
Societal responsibility• The organisation offers consulting to its member organisations in the areas of management
or governance.• The organisation implements a policy on combating sexual harassment in sport.• The organisation implements an anti-doping policy.• The organisation implements a policy on social inclusion through sport.• The organisation implements a policy for the promotion of environmental sustainability.
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NSGO project: final report (November 2018)
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NSGO project: final report (November 2018)
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NSGO project: final report (November 2018)Principle SWIMMING HANDBALL ATHLETICS TRAITHLON GYMNASTICS FOOTBALL UMBRELLA TENNIS AVERAGE
1 100% 88% 100% 100% 88% 100% 100% 100% 97%2 71% 86% 71% 57% 71% 100% 57% 29% 68%3 100% 100% 100% 100% 100% 0% 0% 50% 69%4 67% 33% 67% 67% 67% 67% 67% 33% 59%5 67% 100% 100% 100% 100% 33% 100% 67% 83%6 50% 63% 70% 63% 60% 50% 67% 80% 63%7 0% 25% 75% 50% 0% 0% 0% 50% 25%8 100% 100% 100% 100% 75% 100% 100% 100% 97%9 50% 50% 100% 100% 50% 0% 0% 0% 44%
10 0% 50% 67% 100% 0% 0% 0% 0% 27%11 75% 100% 75% 50% 25% 75% 75% 25% 63%12 100% 100% 100% 50% 100% 50% 0% 50% 69%13 75% 75% 100% 75% 100% 100% 100% 100% 91%14 60% 60% 100% 100% 60% 100% 80% 20% 73%15 0% 0% 0% 75% 25% 0% #DEEL/0! 0% 14%16 0% 100% 25% 67% 75% 50% #DEEL/0! 0% 45%17 0% 100% 50% 100% 75% 50% #DEEL/0! 0% 54%18 25% 100% 25% 0% 75% 75% #DEEL/0! 0% 43%19 100% 100% 25% 100% 50% 50% 25% 0% 56%20 0% 0% 0% 100% 50% 0% 0% 0% 19%21 70% 80% 80% 70% 90% 60% 60% 50% 70%22 50% 67% 50% 67% 17% 33% 50% 33% 46%23 50% 83% 100% 83% 100% 67% 40% 83% 76%24 75% 50% 100% 75% 88% 100% 50% 13% 69%25 17% 17% 67% 0% 83% 33% 17% 0% 29%26 67% #DEEL/0! 67% #DEEL/0! 17% 50% 67% 17% 48%27 0% 33% 43% 75% 43% 29% 71% 14% 39%28 0% 0% 100% 33% 0% 0% 0% 0% 17%29 50% 0% 100% 100% 33% 100% 0% 0% 48%30 50% 20% 90% 90% 100% 0% 10% 40% 50%31 50% 50% 100% 75% 75% 0% 50% 0% 50%32 0% 63% 63% 63% 50% 0% 0% 50% 36%33 20% 50% 80% 50% 100% 60% 25% 80% 58%34 100% 0% 100% 0% 86% 100% 71% 100% 70%35 71% 75% 100% 25% 86% 71% 100% 100% 79%36 17% 60% 83% 67% 67% 33% #DEEL/0! 17% 49%37 42% 91% 100% 33% 50% 25% #DEEL/0! 58% 57%38 57% 50% 86% 71% 71% 57% #DEEL/0! 86% 68%39 83% 75% 100% 0% 83% 50% 33% 0% 53%40 18% 13% 55% 0% 36% 27% #DEEL/0! 9% 23%41 0% 50% 0% 0% 0% 0% #DEEL/0! 0% 7%42 0% 13% 22% 13% 56% 44% 0% 100% 31%43 0% 0% 14% 0% 0% 0% 17% 71% 13%44 50% #DEEL/0! 50% 0% 67% #DEEL/0! #DEEL/0! 33% 40%45 67% 100% 100% 33% 83% 67% 67% 100% 77%46 #DEEL/0! #DEEL/0! #DEEL/0! #DEEL/0! #DEEL/0! 80% #DEEL/0! #DEEL/0! 80%
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not fulfilled weak moderate good very good0-19 % 20-39 % 40-59 % 60-79 % 80-100 %5/6/18