Sport Canterbury has been presented with their renewed Governance Mark, at the Regional Sports Trust’s (RST) April Board Meeting, an award they first attained in 2019.

Launched in March 2016 by Sport New Zealand, the Mark is intended to set governance standards for the play, active recreation, and sport sector, through a process of self-assessment, third-party review, governance development and reassessment.

Sport Canterbury Board Chair, Gerry Dwyer, (Pictured on right) believes there is real value in the scrutiny of the 12-month evaluation process. “Our stakeholders can now see that, by being awarded the Mark, there's a level of real capability and a degree of sustainability within the RST, based on good governance.”

For Mr Dwyer, it is the small behaviour changes being implemented - as a result of the process - which is the real ‘gold’. “For instance, addressing the strategic items at the beginning of the agenda, when everyone is fresh and has high-energy, rather than focussing on items like, ‘matters arising’ or the ‘CE report’ which should be taken as read, has been one positive outcome of us going through the governance mark process.”

Sport New Zealand Chief Executive, Raelene Castle, says Sport Canterbury should be proud of their achievement. “We would like to congratulate Sport Canterbury on being awarded the Governance Mark.  It is deserved recognition for their effort and commitment to on-going improvement.”

“The process for being awarded the Mark is a rigorous one, and this achievement is a reflection of Sport Canterbury’s hard work and strong leadership in our sector.”

Mr Dwyer agreed and saw the leadership perspective offered by “having a very capable independent assessor, in Sport Canterbury’s case Hilary Poole - an experienced Chief Executive and Board Member from within the sport sector - as being invaluable in driving the development plan for the Board’s ongoing capability, both individually and collectively.”

Brett Thawley, Sport New Zealand’s Regional Partnerships Manager (South Island), was on hand to present the Award to the board. (Pictured on left)
 

ENDS

SPORT NZ Governance Mark

Summary

The Governance Mark indicates an organisation is clear about how it intends to use time and money. The board has a considered process for strategy development and an ongoing regime for monitoring efficacy of that strategy. Accountability to stakeholders is delivered through a planned programme of communication. The business of the organisation is conducted within a clear ethical framework. The board understands the strategic nature of its role. Meeting processes mean that time is well spent and the agenda is primarily future focussed.

Gaining the Mark

To gain the Mark, the organisation has been through a process of self-assessment, third-party review, governance development and reassessment. The Mark assesses the organisation's alignment with the Governance Framework for sport and recreation in New Zealand, which covers the key areas of:

•              clarity and cohesion

•              people

•              boardroom processes

•              integrity and accountability.

The Mark award requires complete alignment with the foundation elements of the framework and 80% alignment with the core elements. Based on internationally accepted good governance standards, Nine Steps to Effective Governance, associated templates and significant resources assist Boards to become well-grounded and capable in the face of a rapidly changing world.
 

What the Mark means

At a minimum, organisations displaying the Mark have demonstrated the capabilities set out below. These are the foundation-level requirements of the framework.

Clarity and Cohesion

•              The board is clear about its strategic role and focuses on the long-term interests of its owners

•              There is an outcomes-based plan in place owned by the board

•              The core legal document is up-to-date and specifies board composition, tenure, and recruitment

               processes.

People

•              Board recruitment is undertaken by an appointment panel

•              The board seeks a diverse composition

•              Maximum tenure is specified and honoured

•              The board comprises a minimum of 40% self-identified women.

Boardroom processes

•              The board's role is agreed and documented

•              Delegations to the chief executive are clear, understood and adhered to

•              The chief executive's performance is based on the achievement of outcomes

•              There is a formal performance agreement in place for the chief executive

•              Meetings are led well by the chair

•              The board meets with sufficient regularity.

Integrity and accountability

•              Directors understand their duties and obligations

•              There is a collective agreement on the standard at which the board should operate

•              The board has a culture of accountability

•              Board and management policies cover all the necessary areas of ethics

•              There is a conflicts-of-interest policy that is adhered to

•              The board is confident it is fulfilling its legislative and policy obligations

•              The chief executive reports against the statement of strategic direction

•              The board has strong financial literacy

•              The organisation has an ongoing programme of risk identification and receives a register at every
                meeting.

Article added: Tuesday 16 April 2024