Outcomes
The Scottish Governing Body (SGB) has in place systems and processes, in line with all relevant legal and regulatory obligations and accepted best practice, which promote the effective delivery of agreed outcomes and desired impact
The SGB demonstrates careful, responsible stewardship of public money and public trust and ensures that its people, resources and assets are safeguarded effectively
The SGB is strategically minded and promotes the long-term success of the organisation, the sport and the community in which it operates
Rationale
Well-structured, proportionate and up-to-date policies and processes provide the SGB with a robust framework for delivering its activities in a sustainable and trusted manner, ensuring the correct application of funds and for creating a safe environment for all who come into contact with the organisation. They set down expectations for behaviour, facilitate effective implementation of the Board’s decisions and oversight of them, as well as providing a key mechanism for ensuring that the SGB’s activities are carried out in alignment with the agreed culture and values.
Strategy
What does it look like?
The SGB creates a long-term strategic plan, incorporating consultation with key stakeholders and agreed by the Board, which sets out key objectives, outcomes and desired impacts. The strategic plan is aligned to the SGB’s vision, mission and values.
The Board reviews the strategic plan regularly, and ideally at least annually. The review incorporates feedback from all relevant stakeholders on at least a four-yearly basis.
The review is supported by appropriately resourced and achievable annual operational plans which integrate budgets, clear performance indicators, timelines and outcomes. Progress against the plans is monitored, with clear expectations around responsibilities and accountability.
The SGB seeks to assess its impact over time on its sport, the communities it serves and wider society.
The social and environmental impact of the SGB’s strategy, operations and activities are factored into the Board’s decision making.
There are high level procedures for monitoring, evaluating and reporting, developed from the highest standards of public sector management and industry approved processes and practices.
The Board engages in thoughtful horizon-scanning, actively considering changes in key factors such as the sporting landscape, lifestyle trends, technology, the environment, and political priorities.
How will we know we’ve achieved it?
A clear, ambitious and achievable strategic plan is in place, “owned” by the Board, with agreed commitments to deliver on priorities and achieve targets and outcomes
The strategic plan is supported by focused annual operational plans and budgets, as well as defined key performance indicators
Measures are agreed by which the SGB can understand the impact it is having on its community and society. More experienced organisations may develop a theory of change and undertake more sophisticated impact assessments.
Regular updates and clear reports are presented to the Board by management
Progress against the strategic plans is communicated to members, partners and other stakeholders regularly and in an appropriate format
Financial forecasts and long-term financial planning are undertaken and are regularly reviewed
Best practice suggests that the SGB develops and publishes its environmental sustainability planning and that this is integrated into strategic and operational plans
The SGB takes a well-informed, reasoned needs-based approach to technological innovation and seeks to understand the opportunities and risks of both adopting and not adopting new technologies. This might include undertaking proportionate cost-benefit analyses and a process of adopting new technology for its utility rather than its availability.
Effective performance management systems
What does it look like?
The SGB will have an adequate control frameworkthat is supported by effective performance management systems. This will reflect theapproach required to deliver the outcomes of thestrategic plan.
The SGB provides evidence of their strategic planning framework. This is supported by annual operational plans incorporating clear targets, and outcomes.
A clear programme of review and self–assessment throughout the period of the strategic plan is scheduled which is based on feedback from all stakeholders.
There are high level procedures for monitoring, evaluating and reporting, developed from the highest standards of public sector management and industry approved processes and practices.
How will we know we’ve achieved it?
Focused operational plans and budgets and defined key performance indicators support the Board in the monitoring of the implementation of the strategic plan
Regular updates and clear reports are presented to the Board by management
Progress against the strategic plans is communicated to members, partners and other stakeholders regularly and in an appropriate format
Leadership within the Board is evidenced through achievement of targets and feedback from members at AGM and/or open forums
Financial forecasts are developed and long-term financial planning is undertaken
A central log of policies covering all aspects of the SGB’s operations is maintained and includes a schedule for review and identifies key personnel responsible
Policies are designed with input from key stakeholders, are proportionate, regularly reviewed, are written in clear, readily understandable language and are made available in a range of formats to ensure accessibility
Training is provided for staff, volunteers and others who are expected to abide by policies
Effective control environment
What does it look like?
SGBs will have in place robust and proportionate governance, finance and control processes and demonstrate that they are fit to receive public funds. In addition to organisational compliance and regulation, there will be rigorous reporting procedures in place
All decisions and activities come with a degree of risk. The Board should determine the SGB’s appetite for risk – financial, operational, reputational – in pursuit of its objectives and ensure that appropriate processes are in place to identify, assess and manage risks.
The SGB seeks to explore opportunities to strengthen its financial resilience by diversifying income streams and by engaging in partnerships which align with its purpose and values.
How will we know we’ve achieved it?
The Board agrees the level of risk the SGB is prepared to adopt
There is a robust risk management policy in place and a risk register will be updated on a regular basis and monitored by the Board. The register will be used by management as a live document and amended as appropriate.
The Board considers risk as a standing item on meeting agenda.
The SGB has in place a robust internal control framework and this is reviewed regularly annually by the Board
Robust financial management practices are in place, including evidence of appropriate reporting to the Board
The Board receives accurate information in a timely manner
Strong and effective operational and HR management processes exist and are reported to the Board within a reasonable timeframe
Robust crisis management and business continuity plans will be in place. These are tested and reviewed regularly and cover key steps and individual responsibilities as well as communications plans.
There are clear, trusted channels for staff and volunteers and other stakeholders to raise concerns in a confidential and trusted manner. There is confidence that issues raised through these channels will be dealt with appropriately, sensitively and in a timely manner.