Good Governance Framework


The Good Governance Framework and Toolkit has been developed by Vicsport to assist State Sport Associations (SSAs) to improve governance practices, increase skills and develop greater board diversity.

As part of the Good Governance Project which commenced in 2007, Vicsport completed a variety of specific sports governance research to inform the development of the Good Governance Framework and Toolkit. The resource has since been used as a guide to provide direct support to SSAs in Victoria. This update of the Toolkit was completed to include additional governance resources and information relating to Nomination Committees, the Victorian Child Safe Standards and Incoming Mandatory Board Quotas affecting SSAs, Regional Sport Assemblies (RSAs) and State Sport Representative Bodies (SSRBs).

Included in this resource is a range of information, templates and further and templates across the following five areas of governance:

  • Board Structure and Purpose,
  • Election and Appointment,
  • Board Induction,
  • Board Performance, Behaviour and Culture; and
  • Performance Evaluation and Board Development.

Good Governance Framework

Research conducted by Vicsport from July 2007 - June 2009 revealed a scope of recommendations and potential strategies to improve governance practices and diversity on boards of SSAs. These recommendations and strategies recognise that individuals, organisations and the sport and active recreation sector together play an important role in creating change and achieving significant progress towards board diversity and good governance practices.

These evidence-based strategies form a Good Governance Framework that identifies opportunities across the three key areas:

Individuals OrganisationsIndustry
  • Pathways onto board positions
  • Skill assessment for position selection
  • Managing work-life balance
  • Networking & relationship building
  • Mentoring
  • Understanding board behaviour & culture
  • Understanding board roles & responsibilities
  • Overcoming "tokenism"
  • Confidence building
  • Review of board structure & purpose
  • Consideration of election and appointment of board members
  • Implementation of board induction
  • Board behaviour & culture
  • Performance evaluation and board development including skills audit, assessment and professional development
  • Consistent data collection of board composition of SSA's
  • Skills bank of vacant board positions
  • Showcase female role models
  • Development of resources to support individuals and organisations
  • Deliver mentoring, networking & professional development opportunities for women
  • Promoting the benefits of board diversity
  • Highlighting barriers and strategies for female board participation

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