Outcomes
The Scottish Governing Body (SGB) operates transparently and actively promotes a mutually beneficial relationship with all who share its objectives or have an interest in its activities
The SGB is open and accountable, promotes democratic involvement where appropriate and uses its position to influence positive change
Rationale
Open, transparent and meaningful engagement with relevant stakeholders is an essential component of accountability and builds trust among those with an interest in how the SGB operates. It helps to ensure that the SGB is in tune with and responsive to the community it serves. It also provides the SGB with the opportunity to share its successes with its members and the public.
SGBs and their long-term success rely on the health and resilience of the society and ecosystems of which they are a part. By contributing to the future wellbeing of the wider environment in which they operate, SGBs can exercise social leadership as well as promote their own sustainability.
Openness and accountability
What does it look like?
The SGB publishes information annually about its activities, performance, financial situation, strategy and impact.
The SGB publishes information about its Board members, and senior members of staff as well as its governing document and relevant constitutional documents, key decisions, and relevant policies and procedures.
How will we know we’ve achieved it?
The annual report and key financial information are published on the SGB’s website
Biographies of Board members and senior members of staff are available on the SGB’s website
The SGB’s vision, mission and values, its strategic plan and its key strategies such as its people planning, environmental sustainability strategy are available on the SGB’s website
Key documents, policies and appropriately redacted minutes of Board meetings and general meetings are available on the SGB’s website
Where the SGB holds annual general meetings, participation is actively encouraged and consideration is given to facilitating attendance virtually, where permitted by the governing document
[Key information about committees, councils and advisory groups is made publicly available]
All information provided about the SGB and its operations is accurate, timely and presented in appropriate formats which maximise its accessibility
Positive relations and partnerships
What does it look like?
SGBs will be clear that they need to work and build relationships with a range of partner organisations and key stakeholders across the wider sporting community. They will also engage with their members, ensuring that communications are clear and effective, providing mechanisms and opportunity for feedback.
The SGB provides stakeholders with accessible and appropriate information about its governance, strategy, key policies, activities, financial performance, and Environmental, Social, and Governance (ESG) practices.
The SGB undertakes mapping of its stakeholders, both internal and external, and produces a communications plan for each. Communications are tailored for each audience, accurate, relevant and are designed with accessibility in mind.
The SGB has engagement mechanisms for communicating with and hearing the views of key stakeholders to factor these into the decision-making process and produce a sense of belonging and empowerment. These groups might include:
Members
Athletes and participants
Employees and volunteers
Young people
Feedback mechanisms ensure that dialogue is two-way, providing accountability and assuring key stakeholders that their views are valued.
The SGB will recognise areas of challenge and address these at an early stage seeking resolution through dialogue and if necessary established procedures.
How will we know we’ve achieved it?
The SGB maintains strong partnerships with its national, UK wide and international partners
The SGB has a clear understanding of its membership and engages with them on a regular basis
The governing document sets out provisions for the holding of general meetings
The SGB has an effective communication plan that uses a range of channels through a mix of technologies and formats
A policy is in place for dealing with grievances, complaints and disputes and the process is actively communicated
Messages are clear and communicated consistently across the SGB’s sporting landscape
Ethical and fair practices are embedded in the SGB’s strategic and operational decision making, its activities, business and procurement processes
Where appropriate, the SGB reports on its ESG progress, using frameworks such as the UN Sustainable Development Goals
Proactive GB and home country engagement
What does it look like?
SGBs are cognisant of the interaction of their strategy and plans with those of UK and other Home Country plans. Best practice across functions for the management of membership, insurance, coaching and development of officials will be shared and promoted.
SGBs will be aware of UK and Scottish Government policy and its impact on SGB outcomes. SGBs will share key detail and likely impact of policy and regulation with its members.
How will we know we’ve achieved it?
SGBs will have regular contact and interaction with UK Sport and Home Country Sports Councils, relevant National Governing Bodies in the other Home Countries and other agencies where appropriate
Sharing of best practice across the sport and across the wider sporting landscape will be commonplace
The SGB organisational structure aligns with UK and Home Country board and committee structures
The SGB has appropriate representation at high level in their UK NGB
There is formal communication feeding into and from meetings and forums to ensure consistency
Environmental sustainability
What does it look like?
The SGB contributes to the sector’s leadership on addressing climate challenges and the threat it poses to society in general and to sport in particular. The SGB makes a public commitment to promoting environmental sustainability and reducing its own impact on the world around it.
The SGB undertakes to understand its impact on the environment and takes practical, proportionate steps to reduce this, embedding its commitment in both its strategic and operational planning.
How will we know we’ve achieved it?
The SGB uses an appropriate mix of qualitative and quantitative methods to understand its environmental impact and to inform actions to reduce this
The SGB produces a statement of how it will mitigate its environmental impact
Organisations with greater resource produce an environmental strategy to share their long-term plan for reducing negative impacts. An ESG framework then sets out risks, priorities, and actions, with regular review
The organisation communicates its ESG activity and impact clearly, so stakeholders understand its commitments and progress
ESG is a standing item for Board discussions, with decisions and considerations clearly documented to demonstrate ongoing commitment and accountability
ESG considerations are embedded in all policies and activities, demonstrating that the SGB’s commitment is put into practice