national sports governance observer filenational sports governance observer seminar: presentation of...

National Sports Governance ObserverSeminar: presentation of the Code of Good Governance

Nicosia, 5 June 2018

Dr. Arnout GeeraertLeuven International and European Studies, KU Leuven

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Presentation Notes

Honour to speak here today and to share my experiences

5/6/18 3© Arnout Geeraert

Presenter

Presentation Notes

Did not come all the way from Belgium to tell you a boring story Discussed with organisers First part: NSGO – aim of our project Second part: code of good governance

Content

• Good governance: a means to an end

• Measuring good governance: the National Sports Governance Observer


Content




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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Growing idea Sport used to be a very autonomous sector. Governments accepted that sport needs to be autonomous In the last two decades: more and more corruption scandals in international sport federations.

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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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Presentation Notes

This idea trickled down from the international level to the national level And now we are here... discussing gg in nat spo feds

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.


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.


Content




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)


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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On one hand explain what is important On the other hand look into organisations to see what is important

Sports Governance Observer


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Presentation Notes

Sports Governance Observer Funded by Play the Game Builds on project funded by the European Commission 6 European Universities: 44 principles of good governance 4 dimensions (solidarity is less relevant for explaining corruption)

nationalsportsgovernanceobserver.org5/6/18 15© Arnout Geeraert

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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30 countries have expressed interest

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


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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These indicators have been applied to 8 federations in each partner country. We have a lot of data. The final report will report in detail on our findings. Now, just a few weeks after collecting the data, we would like to share some first preliminary findings.

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


Presenter

Presentation Notes


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)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

Presenter

Presentation Notes


Thank you

[email protected]


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