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WHAT IS THE SELF ASSESSMENT TOOL?

The self assessment tool has been developed as a resource for grassroots sport organisations and provides a range of information and templates across three themes of governance and four Principles.

The purpose of the tool is to provide access to a sport specific governance resource that will improve governance practices, and to assess the governance and leadership level in your organisation.

The assessment tool is not a survey, but is designed for use either for self assessment purposes or in a coordinated assessment of key processes inside the organisation to help to discuss and improve the way of good governance in organisation.

The self assessment tool is designed with the intention of helping organisations in three ways:

  • 1

    Helps organisations illustrate a commitment to good governance and will help put the issue of good governance higher on the internal and external agenda.

  • 2

    Helps organisations to initiate and achieve sustainable development by encouraging the development of systems and processes to address identified shortcomings.

  • 3

    Gives organisations the opportunity to develop their strategy and leadership based on good examples from the grassroots sport sector and consultation with the good example owners.

The tool is developed as a self-regulatory tool. It has a checklist format, but is not appropriate or possible for an outside organisation to use the tool to audit performance. The tool relies on self-regulation and self assessment allowing each organisation to determine how well they are doing against each of the Principles.

HOW TO USE THE SELF ASSESSMENT TOOL?

We don’t see the self assessment becoming compulsory or government owned. It is an initiative driven by the grassroots sport sector, for the sector and we imagine in future years it will be redrafted by thesector to reflect the dynamism of governance and the evolution of best practice. The tool aims to help organisations change their ethos, behaviours and attitudes; which will only work if organisations are committed to good governance. Self-assessment is part of the journey to achieving the best governance possible for an organisation.

Using Good Governance in Grasroots Sport `s experience, website, Guidelines for Good Governance in Sport and this tool, you have access to governance support, help and advice through the ISCA and project team. You can also work alongside other organisations and benefit from sharing best practice and developing practices together if appropriate.

In order to start the process we suggest:

  • 1

    Discuss the self assessment of good governance of your organisation at a Board meeting and achieve Board approval that everybody will make self assessment of good governance.

  • 2

    Discuss within the Board Good Governance Principles and self assessment tool in terms of what they mean for your organisation.

  • 3

    Include the self assessment process as an objective in your Strategic Plan.

  • 4

    Select an individual in your organisation to take responsibility to organise so called workshop for board on self assessment of good governance.

  • 5

    Make self assessment of good governance individually.

  • 6

    Assessment should be based on evidence, not just assurances, that appropriate systems, policies and procedures are in place and functioning effectively. Once each topic has been assessed, an overall assessment of the governance practices of organisation can be made. It can also be important that you have the relevant documentation at hand when completing the self assessment. This documentation could include relevant policies, written procedures and guidelines, codes of ethics, codes of practice, reports of the Executive Committee meetings, etc.

  • 7

    Discuss as a team (Board) about the results (scoring), differences, challenges and solutions.

  • 8

    Make an action plan for the next steps.

  • 9

    Follow good examples at the end of self assessment tool to find more about specific topics. At the end of each topic you can find “good examples” of practices that can be shared with other organisations as ideas for implementing the good governance.

  • 10

    ISCA and academic institutions can also help you to indicate how well an organisation is doing. Feel free to contact GGGS project manager (sbt@isca-web.org) and let us know what are your wishes, challenges in good governance.

  • 11

    If you don’t understand individual terms or elements, please acess Glossary here.

PRINCIPLES OF GOOD GOVERNANCE

The self assessment tool has been developed as a resource for grassroots sport organisations and provides a range of information and templates across three themes of governance and four Principles:

  1. Inclusivity (focus on policy)

    Inclusiveness in the representation of interested stakeholders means that grassroots sport organisations should enable a broad range of groups to be involved in decision making processes. This includes the involvement of underrepresented groups in decisions, the access of thesegroups to activities, and the inclusion of external stakeholders in decision-making processes. The organisation should be able to identify underrepresented groups and create pathways for their involvement.

  2. Democracy (focus on people)

    Democracy in grassroots sport organizations means the open and frequent access for members of the organizations to influence the political and strategic direction and leadership of the organization. It entails both the equal right of members to run and vote for political leadership functions,as well as the possibility to debate and influence the key decisions of the organization.

  3. Accountability (focus on people)

    Accountability in grassroots sport organizations means defining clear responsibilities for the different parts of the organization, including the board, the management, staff and volunteers/ voluntary committees.

  4. Transparency (focus on process)

    Transparency in grassroots sport organizations ensures that members, as well as stakeholders, know how the organization is operating and have a vehicle to address concerns. It includesorganizations keeping accounts and ensuring policies and procedures are published.

Guidelines for Good Governance in Grassroots Sport

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ISCA wants to ensure this toolkit is really useful to you and your organisation. Therefore, we would appreciate your feedback on it. Please tick this box if you are happy to be contacted again for research and development purposes.
Begin

Please answer the topics below

1 of 3

Developing leadership by understanding context

Focus on policy
Topics We don`t do this
at the moment:
score 1		 We do this
in some way:
score 2		 We do this
quite well:
score 3		 We do this
very well:
score 4
1. Our organisation has developed a clear long term organizational strategic vision.
2. Our organisation has developed a clear short to medium direction that guides our work.
3. Our organisation has considered the significant external challenges facing us and potential opportunities open to us.
4. Our organisation has considered its ability to survive and prosper in the future.
5. We know who our active and key members and stakeholders are, including possibly under-represented groups.
6. We involve and have plans in place to include both established stakeholders and underrepresented groups in decision making.
2 of 3

Developing leadership by building capacity

Focus on people
Topics We don`t do this
at the moment:
score 1		 We do this
in some way:
score 2		 We do this
quite well:
score 3		 We do this
very well:
score 4
1. We, organisations leaders, have the strategic and interpersonal skills to guide, engage and develop the organisation.
2. We have a set of clear values that guide our organisational purpose and activities that are documented in a Code of Ethics.
3. We establish clear roles and responsibilities for the board, management, staff and volunteers.
4. We create opportunities for organisation members to influence and shape both strategic policy and practical implementation through transparent and democratic procedures including open debates and fair elections.
5. We facilitate organisational learning and personal development.
6. We create a positive working environment and ensure the wellbeing of organisation members.
3 of 3

Developing leadership through monitoring compliance

Focus on process
Topics We don`t do this
at the moment:
score 1		 We do this
in some way:
score 2		 We do this
quite well:
score 3		 We do this
very well:
score 4
1. As organisational leaders, we are involved in the overall financial planning and general financial control.
2. We know how to differentiate between regulatory and commercial functions, in our organisations.
3. We review and assess organisational performance.
4. We ensure open exchange and sharing of information and different views on organisational matters with members and stakeholders.
5. We make key strategic and financial documents, board meetings agendas and reports publicly available.
6. We are ethically responsible and treat everyone fairly and equally.
7. We know what the routine operational risks are in our organisation and how these are assessed and subsequently managed.
8. We ensure there is a conflicts of interest policy in place and that declarations of interest are updated at least once a year and declared in relation to agenda items at each board meeting.
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