Outcomes
The Scottish Governing Body (SGB) attracts, develops and retains people from across the communities it serves, helping to deliver its strategic objectives
The SGB creates safe and equitable access to sport and equality of opportunity in its operations and activities, creating an open, inclusive and welcoming culture where everyone can feel valued and respected
Rationale
People are integral to any organisation and sport depends on great people in both in paid and voluntary roles. SGBs should have a plan in place outlining how they will grow a more diverse workforce with the skills, experience and diversity of background to meet the needs of all participants and the communities they wish to engage, support and benefit.
SGBs should demonstrate a commitment to developing and retaining talent. Education and learning should be easy and affordable to engage with. As digital technology increases accessibility, SGBs should explore ways of modernising approaches to learning and development.
Diversity and inclusion: What does it look like?
The SGB demonstrates a clear and publicly stated commitment to achieving equality of opportunity, diversity and inclusion in all the SGB’s activities and in its workforce, including the Board.
The Board sets EDI priorities and objectives for the SGB to achieve and seeks regular assurance about how the SGB’s commitments and objectives are being delivered, and tracks progress against the priorities it has set.
The adoption of the Coaching Scotland framework Coaching Scotland within strategies and plans would be recommended and consideration should be given to engaging young people within SGB decision making forums.
SGBs should seek to reduce the barriers to volunteering and grow the number of volunteers involved in their sport.
[The SGB publishes annual information about its work to deliver these commitments and objectives, and the progress it has made.]
How will we know we’ve achieved it?
EDI is embedded in the SGB’s activities, policies, communications and in its recruitment processes
Where appropriate seek advice relating to equalities or inequalities to inform policy from specific targeted groups.
The SGB engages fully with the Moving to Inclusion Framework, using its diagnostic tool and guidance to create a realistic but ambitious Equalities Action Plan, committing time and resources to the plan’s implementation, reviewing regularly and reporting on its progress
The SGB undertakes exercises to understand the composition of the Board and the workforce, gathering data in an appropriate, confidential and sensitive manner so that it can better understand its people and identify areas for improvement
The SGB considers not only the Protected Characteristics in its recruitment, workforce management and participation, but seeks to go beyond these and make the SGB a welcoming environment for those from all backgrounds and demographics [including lower socio-economic strata, neurodivergent, etc.]
Consideration is given to designating a lead director for EDI to embed the SGB’s commitment and ensure that this feeds into strategic decision making
Equality impact assessments are carried out once staff and board are trained and able to conduct them.
Succession planning
What does it look like?
The SGB has in place proactive plans for appointments to the Board and key positions within the organisation, and actively considers the skills, experience that are needed to meet the SGB’s strategic objectives.
How will we know we’ve achieved it?
Succession planning is undertaken regularly and in addition is undertaken before and after key events, significant changes in the SGB’s circumstances and to its strategy
Key roles are identified for which rigorous success planning is critical – these might include leadership roles and those with financial, governance, safeguarding or sporting performance responsibilities
A skills matrix is utilised to ensure gaps are identified and then filled
Job descriptions for new posts are developed and advertised widely and openly using accessible, inclusive language and formats
Steps are taken to actively identify and develop possible future Board members / other leaders (volunteers and staff)
Handover notes and key role descriptions are kept up to date, stored appropriately and are accessible to those who need them
Induction & development: What does it look like?
Board
The SGB has clearly documented roles and responsibilities for Board members.
Upon appointment, all Board members receive a comprehensive and tailored induction, covering their legal duties and responsibilities, policies and key information about the SGB and their role.
When appointing individuals with limited board-level experience, the SGB pairs new Board members with one of longer standing.
Plans are in place to ensure prospective Board members and senior staff are appropriately trained and developed. The retention of corporate memory is considered.
Board members take responsibility for ensuring that they are informed on matters concerning the sport and its wider stakeholders, as well as on the business and operations of the SGB.
Staff and volunteers
The SGB has clearly documented roles and responsibilities. This will include job descriptions for all employees and volunteers as well as those in senior leadership roles. This will also show levels of authority for senior managers and volunteers who have specific roles.
The SGB has in place a comprehensive suite of policies and procedures regarding its staff and volunteers.
The SGB monitors and assesses the skills and experience of its staff and volunteers, ensuring that the workforce can deliver the strategic objectives. The SGB identifies opportunities for training and development for its workforce.
staff and volunteers aspire to hold qualifications which align with relevant professional standards'.
The SGB monitors and assesses the diversity of its staff and volunteers and the extent to which they represent the communities that the SGB serves and wishes to engage, taking proactive steps to improve the demographic profile of the workforce.
How will we know we’ve achieved it? - Board
Recruitment and appointment of new Board members is matched against specific roles and objective criteria
All new Board members are provided with a comprehensive tailored induction, delivered over an appropriate timeframe (Including specific mandatory training for Safeguarding).
Consideration is given to providing support or mentoring for new or inexperienced Board members
Training opportunities are provided for all Board members, both individually and collectively, to help them succeed in their role
Board appraisals and evaluations are carried out on a regular basis (at least once every 12 months). This can be through peer assessment
Reviews of the Board and governance arrangements are facilitated externally on a regular basis, where cost and resources allow
The SGB and its Board will be open to assessment and feedback from partners and members and other key stakeholders
How will we know we’ve achieved it? - Staff and volunteers
A full suite of role profiles for staff and volunteer positions is created and made readily available
The promotion of equality and diversity is clear throughout the organisation and the SGB actively works to attract a diverse range of candidates
A written policy or procedure is in place for the support and development of the workforce. This might include a training and development plan for all staff and volunteers
Policies and procedures relating to staff and volunteers are made available and reviewed regularly
Decision-making processes are clearly documented, approved, communicated and followed
Staff appraisals and evaluations will be carried out on a regular basis at least every 12 months
The SGB provides the opportunity and mechanisms for staff and volunteers to feed back to the Board and senior management on performance, activities, decisions and issues affecting the SGB and the wider sport
Remuneration
What does it look like?
A formal and transparent procedure, approved by the Board, for developing policy on executive and senior management remuneration should be established.
Policies regarding remuneration of the workforce are aligned to the organisation’s size and complexity, and to its purpose and values. Additionally, they should promote performance and demonstrate a commitment to achieving value for money.
How will we know we’ve achieved it?
A clear process is in place by which pay is agreed, including by benchmarking across similar roles
Safeguarding Culture
Everyone who takes part in sport or who engages with organisations who deliver sport has a right to feel safe and free from harm and/or adverse behaviour. The SGB is committed to providing a safe, inclusive and empowering environment where everyone who engages with the sport feels respected, protected and able to participate fully. The organisation recognises that all children are inherently vulnerable and that some adults may have additional vulnerabilities or care and support needs that require tailored safeguarding measures.
What does it look like?
Safeguarding is understood as a shared responsibility across the organisation. People know what good practice looks like, understand their roles and feel confident to raise concerns.
Robust, trusted and transparent systems are in place to prevent harm, identify risks early and respond effectively.
These systems align with legislation, nationally accepted best practice, sportscotland’s Child Wellbeing and Protection in Sport (CWPS) Standards and the Safe Sport Framework.
The Board demonstrates visible leadership and holds ultimate responsibility and accountability for safeguarding. It sets clear expectations, ensures appropriate resourcing, approves policies and receives regular assurance on safeguarding performance, risks and incidents.
Board members champion a culture where safeguarding is prioritised, model expected behaviours and ensure that the voices of children, young people and adults with vulnerabilities inform decision‑making.
The organisation actively promotes and protects the physical health, mental health and wellbeing of all participants, athletes, volunteers and workforce members.
Safeguarding practice includes safer recruitment, clear reporting and whistleblowing mechanisms, proportionate risk management and continuous learning to strengthen safeguarding culture and practice.
The SGB actively promotes and protects the physical health, mental health and wellbeing of all who engage with the organisation, as part of the workforce, as athletes and participants or in any other capacity.
The SGB should understand and influence the development of the right cultures within the sport.
How will we know we’ve achieved it?
Codes of conduct should be in place across the organisation setting out the behaviours excepted.
The SGB seeks to understand how its people are affected by imbalances of power and opportunity and takes steps to address these
Safeguarding is a regular agenda item for the Board, with incidents, near-misses and developments in the safeguarding landscape documented and discussed regularly.
Staff and volunteers have access to training and development opportunities on both physical and mental health and wellbeing
The SGB is compliant with sportscotland’s CWPS Standards and can evidence implementation across all activities. Compliance is reviewed regularly to maintain and improve standards.
Safeguarding policies, procedures, training and resources are routinely reviewed and updated in line with legislation, best practice and learning from incidents or audits.
Staff and volunteers receive role‑appropriate safeguarding training, and the SGB can evidence that training is understood and applied.
A Board lead for safeguarding, safety and wellbeing provides oversight and assurance, and safeguarding is a standing Board agenda item.
A confidential, trusted mechanism for raising concerns is in place, well‑communicated and accessible.
Safeguarding data and reporting are reliable, analysed for trends and used to inform improvement.
The SGB understands how power and opportunity affect its people and takes steps to reduce inequalities and challenge poor behaviours.
Children, young people and adults with vulnerabilities are listened to, and their feedback informs safeguarding practice.
Safer recruitment, vetting and supervision processes are consistently applied and reviewed.