| Country |
Cyprus
|
| GG Principle(s) | Transparency (& Internal Accountability and Control) |
| Sport Organization | Cyprus Tennis Federation (CTF) CTF was founded in 1951. It officially represents the sport in Cyprus under the rules of the International Tennis Federation, and the European Tennis Federation. CTF is also a member of the Cyprus Olympic Committee since 1984. The board of CTF is comprised by two persons voted in from each club, which is a full member (founding and non-profit member (7 in total)) and one person that is elected by the associate members (profit making member). The Board is therefore comprised by 15 persons and their individual service is for three years. |
| Source of Information (link) and publication date on site | http://www.tennis.com.cy/en/page/structure-organizational-chart |
| Short description of measures adopted |
In the CTF’s official website, there is a clear
section devoted to the standing committees (13
in total). In there, the Federation clearly
reports (a) the purpose of each of the standing
committee (b) defines the delegated tasks of
each and (c) details each committee’s
composition. The duration is also reported
(2017-2020=3 years). What is also helpful is the
organisational chart of the Federation.
http://www.tennis.com.cy/index.php/en/file/59GXUbDCpmrGpdeP_+CepQ==/ |
| Target groups | Volunteer Board members / external experts |
| Other stakeholders groups | Athletes / Coaches / Volunteers / Officials |
| Are these measures imposed by a legislative framework? (explain) | One of the five main objectives of CTF is to comprise committees and their terms of reference and to appoint persons other than board members so as to enable the proper functioning of these committees. Although not strictly imposed, the measure is in line with the Cyprus 2018 Code for Good Governance for the National Sport Federations in which (see article #2.1.2 on page 14) that encourages all Federations to make publicly available (via their official webpage) information about the personnel involved in the Federation and the committees’ composition thereof. |
| Why is this a good practice | The existence of standing committees supports the sound evaluation of the Board’s composition and performance and safeguards the application of a clear governance structure according to the principle of separation of powers. Being transparent of what each committee entails and who leads each committee allows for external stakeholders to directly reach / communicate with the members therein. |
| Results (evaluation, incentives for adoption, barriers for adoption) | A detailed description of the standing committees contributes towards a more transparent sport organisation. However, what will make the overall task even more transparent would be publicly available reports (minutes) on the activities of the standing committees. |
| Country |
Belgium
|
| Dimension | Transparency |
| Organization |
sport / location, size, main sources of
financing and main governance model (eg
dependent on volunteers)
Name: Gymnastiekfederatie Vlaanderen vzw Abbreviation: Gymfed Founded: 1977 Affiliated clubs: 320 Sporting members: 116 738 Paid employees: 93 |
| Source of Information | https://www.gymfed.be/over-gymfed/bestuur/raad-van-bestuur |
| Short description of measures taken | The organization publishes a public version of the board minutes on its website. These minutes summarize the discussions within the board and include decisions with a word of explanation. |
| Target audiences | In the first place the general assembly. By extension all interested stakeholders. |
| Other stakeholders groups | / |
| Are these measures imposed by a legislative framework | The measure is part of the Code of Good Governance in Flemish Sports Federations. The adequate implementation of the measure is rewarded with an extra subsidy. |
| Why is this a good practice | The organization publishes a public version of the minutes. The documents are easy to retrieve via the organisation’s website. Board decisions that concern the general assembly are listed and justified. Relevant information is presented in an orderly manner. For example, information is listed about the nature, timing, responsibility and follow-up of each agenda item. |
| Results (evaluation, encouraging for application, obstacle to application) | By publishing a public version of the minutes, the board is more accountable for the meeting agenda and board decisions. |
| Country |
Lithuania
|
| GG Principle(s) | Transparency |
| Sport Organization |
Lithuanian Canoe/Kayak Federation
info@canoe.lt Federation has five full-time employees. The members of the Executive Committee (EC) are volunteers. Main sources of revenues: government funding, Lithuanian Olympic Committee funding, sponsors |
| Source of Information (link) and publication date on site | http://bki.lt/ |
| Short description of measures adopted |
Federation publishes its constitution, bylaws,
internal rules, organization structure, sports
rules and long term political plan on its
website. http://bki.lt/federacija/dokumentai Federation publishes date, agenda and protocols of its EC meetings on its website. Example: http://bki.lt/images/dokumentai/LBKIF_Neeilines_konferencijos_protokolas.pdf Federation publishes decisions of its EC meetings on its website. Example: http://bki.lt/doc/2018/20181009_Vykdomojo_komiteto_balsavimas.pdf Federation publishes the information about EC members on its website. EC is comprised of nine members. http://bki.lt/federacija/vykdomasis-komitetas Federation publishes information about its members on its website. 34 clubs are members of the Federation. http://bki.lt/federacija/nariai Athletes-members of the national teams are outlined by age groups: senior, youth and junior. http://bki.lt/rinktines |
| Target groups | Athletes, coaches, referees, clubs, sponsors |
| Are these measures imposed by a legislative framework? (explain) |
Transparency is ensured through the Federation
Statutes http://bki.lt/doc/federacija/20180131_lbkif_atnaujinti_istatai.pdf Strategic plan of 2017-2020 http://bki.lt/doc/2016/2017-2020-lbkif-strateginis-planas.pdf Regulations of Coach Board http://bki.lt/doc/federacija/treneriu_tarybos_darbo_reglamentas.pdf 2019 high level sport program http://bki.lt/images/dokumentai/2019_Didelio_meistriskumo_programa_BKI_irklavimas_KKSD.pdf |
| Why is this a good practice | In 2018 Lithuanian Association of Sports Federations evaluated the Federation as one of the best in country. Research in 2018 showed that Federation is among top five (among 14 strategic sports federation) by the implementation of transparency principles. |
| Results (evaluation, incentives for adoption, barriers for adoption) | Federation publishes its annual report on its website, however, financial reports are missing. Salaries full-time employees, compensation, prizes and the rules and reports of such payments are not published. |
| Greece |
Greece
|
| GG Principle(s) | Transparency |
| Sport Organization |
Hellenic Table Tennis Federation The Hellenic Table Tennis Federation (HTTF) is located in Athens, Greece. It was founded in 1956 to oversee the development of table tennis at a local, regional and national level. As all sport federations in Greece is a non-governmental independent organization led by an 11 member voluntary board of directors. The Federation employs 9 members working in the administrative structure of the organization. The main sources of funding of HTTF are: regular government subsidies, IOC subsidies, sponsorship, donations, fundraising from organizational services. |
| Source of Information (link) and publication date on site |
http://www.httf.gr http://www.httf.gr/index.php?option=com_content&view=article&id=25&Itemid=17 |
| Short description of measures adopted |
The federation publishes regularly the following
documents and information on its official
website:
|
| Target groups | Young and elite athletes and parents Coaches and referees Local sport clubs and unions of sport clubs The General Secretariat for Sport (state agency) |
| Other stakeholders groups |
The General Secretariat for Sport (state agency)
The Hellenic Olympic Committee Partners and Sponsors Suppliers Local municipalities Sport Event Facility Organizations |
| Are these measures imposed by a legislative framework? (explain) | Yes to some extent. According to the active law 3861/2010, known as DEAYGIA, and starting from 2011, all sport organizations receiving annually at least 50% state subsidies are obligated to upload to Deyagia site all managerial and financial decisions issued by the board of the federation. |
| Why is this a good practice |
The website of HTTF contains a significant
portion of information not only for sport issues
but also for administrative, marketing and
financial matters. It acts a useful channel
between HTTF, and local table tennis clubs,
coaches, athletes and referees. The portal
facilitates the following functions:
|
| Results (evaluation, incentives for adoption, barriers for adoption) | Besides the DEAYGIA law which obliges the publication of sport federations' board decisions and financial documents on the official governmental website, transparency in the case of HTTF is strongly encouraged by the local clubs, coaches and athletes to whom timely information sharing at the federation level is important for the athletes' sport development and excellence. However, no formal evaluation is available for transparency for the particular federation. |
| Country |
Italy
|
| GG Principle(s) | Transparency |
| Sport Organization |
Italian Federation of Football Game (FIGC)
The Italian Federation of Football Game (FIGC) was founded in 1898, recognized by FIFA in 1905, and one of the founders of UEFA in 1954. FIGC has the aim to group all the associations that pursue the goal of practicing the football game. The main objectives of FIGC are the promotion and the regulation of football and its features, and the promotion of social inclusion through football, combating any form of racism and discrimination. |
| Source of Information (link) and publication date on site | https://www.figc.it/it/federazione/federazione-trasparente/disposizioni-generali/ |
| Short description of measures adopted |
Each year, FIGC publishes the Management Report,
the Football Report, the Organizational,
Management and Control Model, the Social Report,
and the Economical Account of the Italian
football. The Management Report is a three-month report that involves 15 specific areas of the Federation and their internal functions. This report is both an internal communication instrument and a control tool for aligning of the results with the organizational politics. The Organizational, Management and Control Model collects a series of general principles, rules of behaviour, organizational procedures and training activities, which aims at ensuring the prevention of specific crimes, as corruption. The Football Report is an annual report which contains all the information regarding the number of football clubs, the teams and people involved in it. The Social Report shows the identity and the mission of the Federation, its role in the sporting system and in the social background of the Nation. The Economical Account of the Italian Football is an innovative research that introduces the economic data determined by the Italian Football, concerning elite and non-elite athletes. |
| Target groups | Public Bodies |
| Other stakeholders groups | Employers |
| Are these measures imposed by a legislative framework? (explain) | The Organizational, Management and Control Model is foreseen by the Law 231/2001, that gives to the organization the legal responsibility about its internal activities. |
| Why is this a good practice | The publication of these detailed Reports allow people from the inside of the Federation to know what the other areas are doing and what is the impact of their work on Italian population. |
| Results (evaluation, incentives for adoption, barriers for adoption) | These reports stimulated the creation of experimental programs focused on more transparency, in particular for what concerns the role of the referees. |
| Country |
Cyprus
|
| GG Principle(s) | Democratic Processes |
| Sport Organization | Cyprus National Olympic Committee (CNOC) The Cyprus National Olympic Committee was founded in 1974 and was officially recognised and became a member of the International Olympic Committee (IOC) in 1979. CNOC, which is a non-governmental, non-profit-making organisation, of unlimited duration created in accordance with the Olympic Charter under guidelines approved by the International Olympic Committee. The mission of the CNOC is to encourage interest in the Olympic Games and to develop, promote and protect the Olympic Movement in Cyprus, in accordance with the Olympic Charter. The activities of the CNOC could be categorised into the following: 1) to participate in international sporting events, 2) to conduct programmes for sports development and training, 3) to strengthen and maintain the principals and value of the Olympics. |
| Source of Information (link) and publication date on site |
https://www.olympic.org.cy/index.php/gr/coc-history https://www.olympic.org.cy/pdf/35years_Cyprus_Olympic_Committee.pdf https://www.olympic.org.cy/index.php/gr/statutes |
| Short description of measures adopted | According to the Statutes of the CNOC (article 11, para: 11.8, on page 8), both genders shall be represented in the Executive Council. In the event that no woman is elected to the Executive Council, the Executive Council shall appoint a woman who is a member of the CNOC on the Executive Council. If there is no woman who is a member of the CNOC, the Executive Council shall appoint a woman who is not a member of the CNOC on the Executive Council. |
| Target groups | Board members |
| Other stakeholders groups |
Women (former) athletes Women (sport) administrators in National Sport Federations |
| Are these measures imposed by a legislative framework? (explain) |
No, but this measure is in line with the
International Olympic Committee (IOC)’s Gender
Equality Review Project, theme #4 (Governance)
and recommendation #20 (National Olympic
Committees and International Federations) that
concerns the electoral processes with a view to
developing strategies for gender-balanced
representation in their governance bodies.
In addition, the measure is in line with the Cyprus 2018 Code for Good Governance for the National Sport Federations in which (see article #4.5 on page 18) that encourages Board diversity in terms of gender and age. |
| Why is this a good practice | Academic research provides consistent evidence of women’s under-representation and marginalization on the boards of most national sport organizations and international sport federations. With article 11.8 in the COC’s Statutes, it is ensured that the Board and its Executive Council will be represented by – at the very least – one woman. This statutory obligation may confirm what current academic research puts forward, yet, still, it offers the window for more (gender) diversity and equality inside the Boards and decision-making organs thereof. |
| Results (evaluation, incentives for adoption, barriers for adoption) |
Since 1996, the CNOC has established the Women’s
Committee (with no voting rights) with main
areas of action being the representation of
women in all fields, research on women's
participation in Cypriot sports, the
organization of events and the development of
contacts with various stakeholder groups, as
well as with international sporting bodies.
Since its inception, the main goal of the
Committee has been to involve more women in all
areas of sport. Among the active women members
of the Committee is the current CEO of the CNOC.
An important incentive has been the 2018 Educational Program centered on empowering women to participate in decision-making in sport and aligned with CNOC’s 3-year strategic plan (2019-2021) |
| Country |
Belgium
|
| Dimension | Democracy |
| Organization: sport / location, size, main sources of financing and main governance model (eg dependent on volunteers) |
Name: Wind en Watersport Vlaanderen Abbreviation: WWSV Affiliated clubs: 81 Sporting members: 27000 Paid employees: 14 |
| Source of Information | https://www.wwsv.be/sites/default/files/HuishoudelijkReglementWWSV-20171214.pdf |
| Short description of measures taken | The board drafted board member profiles based on the vision, mission and strategic goals of the organization. The profiles were submitted to the general assembly for approval. |
| Target audiences | Board of Directors / general assembly / stakeholders |
| Other stakeholders groups | / |
| Are these measures imposed by a legislative framework | The measure is part of the Code of Good Governance in Flemish Sports Federations. The adequate implementation of the measure is rewarded with an extra subsidy. |
| Why is this a good practice | The organization determines the role of the board within the framework of the mission, vision and strategic objectives. On the basis of this role, profiles are defined for the board positions of chairman, vice-chairman, ordinary board member and treasurer. These profiles describe the specific professional and personal competences that these board members should possess. |
| Results (evaluation, encouraging for application, obstacle to application) | The search for (suitable) board members is often difficult. This is especially true for small federations. Board member profiles may facilitate the search. The search will be more targeted and this will help give potential candidates a realistic and clear idea of what is expected from them. |
| Country |
Lithuania
|
| GG Principle(s) | Democratic processes |
| Sport Organization |
Union of Yachtsmen info@lbs.lt Federation has three full-time, one part time employees and several free lancers. The members of the Executive Committee (EC) are volunteers. Main sources of revenues: government funding, Lithuanian Olympic Committee funding, sponsors. |
| Source of Information (link) and publication date on site | http://www.lbs.lt/ |
| Short description of measures adopted |
EC is elected in accordance with democratic
principles and clear procedures. Function of EC
is performed by the LBS Board. Members of LBS
Board are elected by all LBS members through
voting, which is organized in accordance with
LBS Statutes. Federation has established a set
number of LBS Board members’ cadencies and the
term of retirement. Practice has showed that both LBS members and non-LBS members can become a candidate for the LBS Board member. According to LBS Statutes, individuals who have similar goals to those of the Federation can become LBS members. There are no age limits for individuals who want to become LBS members. All candidates have equal opportunities, no groups are discriminated. Presently a natural rotation is evident in order to ensure quality of Board work as well as continuity of ongoing projects. LBS is striving to have Board members of various age groups and qualifications. Today the age of LBS Board members ranges from 36 to 70 years old. Electoral conference meets at least once per year and represents every member of LBS. Federation ensures that athletes, referees, coaches, volunteers, and staff members are involved in the process of Statute changes. These rights are defined in Article 3 of LBS Statutes, which states that staff members and LBS members in accordance to their competencies have a right to participate in preparation of LBS documents. It can be done by either participating in a work group or through individual proposals. Main governing documents of LBS: Statutes, Law of Public Administration, long term programs, selection criteria. Federation is implementing the policy of gender equality. LBS documents have no restrictions based on gender. LBS administrative staff includes both men and women. |
| Target groups | Athletes, coaches, referees, clubs, sponsors |
| Are these measures imposed by a legislative framework? (explain) |
Democratic processes are ensured through the
Federation Statutes http://www.lbs.lt/lt/lbs-statutas.html 2017-2020 Sports Sailing Development Program http://www.lbs.lt/lt/zinok.html |
| Why is this a good practice | In 2018 the research showed that the LBS was the best among Lithuanian strategic sports federations in terms of implementation of democratic principles. |
| Results (evaluation, incentives for adoption, barriers for adoption) | Not Available |
| Greece |
Greece
|
| GG Principle(s) | Democratic Processes |
| Sport Organization |
The Hellenic Olympic Committee (HOC) is located
in Athens, Greece. It was founded in 1894 to
oversee the development of the Olympic Movement
and advice the state on the national policy for
sport. The organization is composed by a General
Assembly of 32 member sport organizations and
led by a 7-member voluntary Executive Board.
The main sources of funding of HOC are: government subsidies, IOC subsidies and private fundraising. |
| Source of Information (link) and publication date on site |
http://www.hoc.gr Personal contact with the President of the Committee: Prof Agreitaki, P. |
| Short description of measures adopted |
The Hellenic Olympic Committee introduced a
Commission for Women in Sport in 2017 as a
response to corresponding practices followed by
IOC. The "Women in Sport" Commission of the
Hellenic Olympic Committee is currently
consisted of 16 members, 13 women and 3 men.
However, it is worth noting that the Executive
Board of the Hellenic Committee is led 7 board
member of whom only one is female. As for today, only 13,4% the board members of the National Sport Federations in Greece are women, only one federation is led by a female president and seven federations are led by boards which are consisted solely of male elected members (Kathimerini News Report, 15.06.2017) The main objectives of the particular commission are:
|
| Target groups | Active or non-active women in sport |
| Other stakeholders groups |
Volunteer board members of National Sport
Federations State policy representatives related to sport, physical activity and leisure Local sport clubs Physical Education Department at Universities Other sport related organizations |
| Are these measures imposed by a legislative framework? (explain) | NO, mainly encouraged by reforms introduced by the IOC |
| Why is this a good practice | The "Women in Sport" Commission is a national initiative backed by the Hellenic Olympic Committee (HOC). HOC has a pivotal role in the Greek sport system and policy formulation. This commission is an example of how an umbrella sport organization can demonstrate a leadership role by introducing a standing working group to start tackling serious gender equality issues in sport. The particular commission is considered a significant initiative with multiplier effects for breaking down barriers for women's participation in the leadership of national sport federations and local clubs. |
| Results (evaluation, incentives for adoption, barriers for adoption) | Lack of official national reports communicating progress made on women representation and participation in sport. |
| Country |
Italy
|
| GG Principle(s) | Transparency |
| Sport Organization |
Italian Swimming Federation The Italian Swimming Federation (FIN) was founded in 1899, under the name of Italian Federation of Rari Nantes (FIRN), and became FIN in 1930. The Federation aims at organizing and spreading the swimming disciplines in Italy and abroad. FIN governance structure is made up of the President, the Federal council, the Presidency Council, the College of Auditors, the General Secretary, the Regional Committees, the Local Committee and Delegates, and the Technical and Administrative Sector |
| Source of Information (link) and publication date on site | https://www.federnuoto.it/home/federazione/norme-e-documenti-federazione/2592-statuto-fin/file.html |
| Short description of measures adopted |
FIN’s regulation is based on democratic
principles. It makes a distinction between
community-based and person-based internal
democratic principles . The community-based
internal democratic principle relates to the
composition of the assembly that takes a
decision. The assembly elects its members, who
can be persons from sport groups and sport
federations regularly subscribed to CONI
register and continuatively practicing the
sports activity. Group and sports federation
activities can be to agonistic, amateur,
school-related and promotional. The basic vote has to be expressed by one representative of each group or federation. However, the sports societies that have reached qualitatively superior sports performances can have multiple votes. This superior sports performance is established through national public lists. The regulation states that corrections in this procedure are also applied to avoid that the voting process is unbalanced. According to the person-based internal democratic principle, the 30% federal counselors should be athletes and technicians. Gender of counselors should be balanced, with 1/3 of females inside the group. |
| Target groups | Employees, Managers, Public Bodies |
| Other stakeholders groups | National Sport Federation and National Authority for Sport Promotion Committees |
| Are these measures imposed by a legislative framework? (explain) | These measures must contain the principles stated by the law n.15 of January, the 8th 2004 (D. Lgs. 8 gennaio 2004, n.15), which recognizes the legal identity of CONI, without any limitation in the internal democratic principle. |
| Why is this a good practice | The democratic principles adopted by FIN ensure the representation of each person from the sport system in terms of the position of the federations/sport organisations, the role inside them and gender balance. |
| Results (evaluation, incentives for adoption, barriers for adoption) | People who are elected in their new charges (positions/role) are not allowed to keep their previous charge (positions/role) at the same time. The over mentioned practices help to control the phenomena of "conflict of interest" due to many positions held. However, charges for some specific rules are not assigned by-election but through the personal decision of the President in charge (the also called "cariche fiduciarie"). |
| Country |
Greece
|
| GG Principle(s) | Internal accountability and control |
| Sport Organization |
HELLENIC ATHLETICS FEDERATION The Authentic Marathon of Athens is a major sport event organization next to the Greek National Federation of Athletics, responsible for hosting annually the event, over the last 36 years. Borrowing the words of the federations' President, Panagopoulos, the particular event "unifies the legend with the history, it showcases the strength of the human will, it is a fountain of values, of social liability, environmental sensitivity, friendship and solidary" (https://www.athensauthenticmarathon.gr/site/index.php/en/event-en/general-en). Other key goals of particular event are : (a) to contribute to the development of running activities in the city of Athens and nationally, (b) promote internationally the history of Athens as the birthplace of marathons, (c) to showcase the how sport events can contribute to the local economy, (d) build relationships between the sport federation and different stakeholders including the municipality, the sponsors, the international network of marathon cities, the local NGOs, the volunteers etc., and (e) to promote important social values and social integration. Today the event is fully self-financed and sustained, and creates a significant surplus which supports the sport activities of the Athletics Federation during a long period of sever cutbacks in public spending to sport federations |
| Source of Information (link) and publication date on site |
https://www.athensauthenticmarathon.gr/site |
| Short description of measures adopted |
Over the last ten years the Athens Marathon has
grown from a local even with 5,000 participants
to an international event with 55,000
participants. It also involved a number of
parallel activities engaging a large number of
stakeholders. As an successful event, presents a
good practice for how to turn a small sport
event to a mega event which delivers sport,
economic and touristic benefits to the
federation and the society at large, and
accounts for this annually by reporting related
performance information. What is important to
note in this good practice, is that the
significant growth of the event was based on a
strategic plan developed by the Athletics
federation which was well prepared and
implemented over the last ten years. The plan
was based on specific strategic activities which
explicitly highlighted and improved over the
years and on values such as collaboration,
democracy, participation and social
responsibility. The key strategy activities were
as follows: • Building up the unique characteristics of the Athens Authentic Classic Marathon • Investing on the Services, quality and the total experience of the event • Setting priorities on promoting the event’s activities first among the local community • Developing international relationships which operate as tools for event promotion at the international level • Managing the event’s finance so as to be fully self-sustained • Transforming the event to a vehicle for social solidarity • Cultivating a running and sport culture at a local level and nationally (Asimakopoulos, 2018) |
| Target groups |
--Marathon high performance athletes --Event participants --Event spectators --Media --Sponsors and supporters |
| Other stakeholders groups |
• The Hellenic Olympic Committee • The Municipality of Athens • The Police Department of Athens • The Public Broadcast Company (ERT) • A large number of corporate sponsors • The Greek Red Cross • A number of public and private schools • Universities |
| Are these measures imposed by a legislative framework? (explain) | No |
| Why is this a good practice | This is suggested to be a good practice for how strategic planning and implementation, at a federation level, can bring outcomes not only for the benefit of the sport organization itself, but also for the local economy, other non-profit organizations, the sport tourism and commercial partners. This plan has enabled also the federation to report back to the community measurable results which not only break records on performance but also showcase how the non profit federation can become accountable to the community for actions and outputs. |
| Results (evaluation, incentives for adoption, barriers for adoption) | In 2005, the Marathon of Athens was an initiative funded soley by the federation, and attracted 4.300 participants, 300 volunteers, 5.000 spectators, one sponsor. It also involved only one single activity, i.e., the marathon. As for 2018, the events attracted 55.000 participants, 150.000 spectators and 1million TV viewers, 3.300 volunteers, a large number of companies as sponsors and its program is deployed in four days with different running races, ceremonies, sport expo, marathon gala, the sponsors village and various environmental programs. The event has contributed to raise more than 3,8 million euros for other non-profit organizations and has created a significant economic impact for the Athens’ economy which is estimated to over 25 million euros (Asimakopoulos, 2018). The event organizers publish annually performance data for participation, finance and other quality criteria. |
| Country |
Lithuania
|
| GG Principle(s) | Internal accountability and control |
| Sport Organization | Lithuanian Basketball Federation Federation’s personnel comprised of 18 staff members. The main sources of revenue are sponsors, government support, incomes from commercial activities. |
| Source of Information (link) and publication date on site |
https://krepsinionamai.lt/ |
| Short description of measures adopted |
Executive committe (EC), which is comprised of
14 members, is appropriately administered by
electiorial conference. EC has quarterly
meetings. EC decisions are legally binding if
more tan half members attend the meeting. EC
performs 23 functions designated in federation
Statutes. EC is managed by federation Statutes
and its own work reglament. https://www.krepsinionamai.lt/wp-content/uploads/2017/10/LKF-istatai.-Patvirtinti-2017.04.23-konferencijoje.pdf EC appropriately administers executives, as it approves the selection of the Secretary General, two or three vice-presidents. Candidates are submitted by the President. EC early evaluates its structure and results. Federation organization structure is based on divisional principles. Power is assigned to separate institutions in order to restrict authority and to ensure equality. Organization structure was established in strategic plan of 2016-2024. https://www.krepsinionamai.lt/wp-content/uploads/2016/08/LKF-strategija-2016-2020-m_Patvirtinta-2016-05-31.pdf Federation applies systems of financial control; financial audit is performed by independent audit company. Federation has behavior code and applies its norms to EC members, executives and staff members. Federation decisions can be disputed through internal and external mechanisms. Federation Statutes establish a three-member Commission of Ethics, Discipline and Appeal. Federation conference elects these members for a two-year term. Number of terms is not limited. Functions of this commission are defined in the Code of Ethics and Discipline. Commission in extrajudicial terms solves disputes and problems pertaining violations of Statutes and other rules. EC defines clear principles of conflicts of interest management as it pertains to its members. On February 6, 2008 “Lithuanian Basketball Federation Executive Committee member confidentiality and avoidance of interest conflict declaration” was passed, which must be signed by each member prior to each EC meeting. EC internal rules establish regulations for investigation of complaints. Federation Statutes clearly define the circumstances under which a person is ineligible to become a member of EC. EC has a schedule of its entire year’s meetings, which is approved and made public during the last meeting of the year. |
| Target groups | Athletes, coaches, referees, clubs |
| Are these measures imposed by a legislative framework? (explain) |
Statutes of the Lithuanian Basketball Federation
(2017) https://www.krepsinionamai.lt/wp-content/uploads/2016/08/LKF-strategija-2016-2020-m_Patvirtinta-2016-05-31.pdf The Code of Ethics and Discipline (2016) https://www.krepsinionamai.lt/wp-content/uploads/2016/08/LKF_etikos_kodeksas_patvirtintas_20160531.pdf |
| Why is this a good practice | Research in 2018 showed that the principles of internal accountability and control were best executed by the Federation. |
| Results (evaluation, incentives for adoption, barriers for adoption) | Federation does not have internal committee of financial audit, these functions performed by an independent audit company. |
| Country |
Cyprus
|
| GG Principle(s) | Accountability and Control (Democratic Processes) |
| Sport Organization |
The Cyprus Federation of Amateur Boxing (CFAB)
was founded in 1995. The Federation’s objectives
are: (1) the organizing, running, diffusing and developing the Amateur Boxing sport; (2) the coordination of the activities related to this sport and the member clubs of the Federation and, (3) the uplifting morally and spiritually the athletes and the members of the Federation in the spirit of this sport and animated with its philosophy. |
| Source of Information (link) and publication date on site | https://www.facebook.com/cyprusboxingfederation/ |
| Short description of measures adopted | The CFAB is an illustrative and characteristic example of a small-size national federation that is willing to comply with good governance rules and regulations, but one that lacks the capacity to do so (e.g., CFAB does not even have its own official website and uses a social media platform to reach out internal and external stakeholders). Once the first ever Code of Good Governance for Cyprus National Federations was introduced, the Federation took immediate actions and made substantial amendments in its Statute so the organisation fully applies to the Code’s articles: in particular, the ones that concern conflicts of interest (accountability & Control) and Board members’ term limits. As such, CFAB has devoted article 12 of the amended Statute to the issue ‘conflicts of interest’ by delineating what and how this can occur. At the same time, CFAB has made explicitly clear that the any Board member who wishes to serve the Federation s/h can do so via two consecutive terms of 5-year duration each (Article 15, para. 6). |
| Target groups | Volunteer Board members / Committees |
| Other stakeholders groups | Internal stakeholders (e.g., Coaches / Officials) and external stakeholders (e.g., sponsors). |
| Are these measures imposed by a legislative framework? (explain) | Both measures are in line with the Cyprus 2018 Code for Good Governance for the National Sport Federations (see articles #5 and #9 on pages 18 & 22) in which there are provisions for term limits and conflicts of interest. |
| Why is this a good practice | Some boards experience the problem of the retention of long-serving members who have become dead wood. Regardless of their past or even current contribution, a degree of institutionalisation and defensiveness sets in over time. There may be a correlation between the lack of term limits and the high chances of conflicts of interest. As such, boards with no limit to board members’ tenure and no clear procedures for dealing with conflicts of interest are particularly vulnerable to accountability and control problems. |
| Results (evaluation, incentives for adoption, barriers for adoption) | The amendments made on the Federation’s Statute took only place early 2019. The adopted measures and overall amendments in the Statute will facilitate the support from Cyprus Sport Organisation that the Federation in question is very much in need in order to implement fully the guidelines as per the recently introduced Code (see official website, templates for risk management, strategy etc.) |
| Country |
Belgium
|
| Dimension | Internal accountability and control |
| Organization |
sport / location, size, main sources of
financing and main governance model (eg
dependent on volunteers) Name: Vlaamse Atletiekfederatie VZW Abbreviation: VAL Affiliated clubs: 91 Sporting members: 32 000 Paid employees: 21 |
| Source of Information date on site |
https://www.atletiek.be/admin/storage/main/valstatutenhuishoudregl-2018.pdf |
| Short description of measures taken | The board establishes conflicts of interest procedures applicable to the members of the board. |
| Target audiences | Board members |
| Other stakeholders groups | / |
| Are these measures imposed by a legislative framework? (explain) | The measure is part of the Code of Good Governance in Flemish Sports Federations. The adequate implementation of the measure is rewarded with an extra subsidy. |
| Why is this a good practice |
The organization has procedures for dealing with
conflicts of interests. These procedures ensure
that (1) perceived or actual conflicts of
interest are noted in the minutes of the board
and recorded in a register and (2) that
commercial transactions with a third party with
which a member of the board has a (in) direct
family and / or commercial relationship must be
submitted to the general assembly or a body
mandated by the general assembly for approval.
These procedures also guarantee that the members
of the board may not participate in the vote
about certain decisions for which a conflict of
interest exists.
Resultaten (evaluatie, aanmoedigen voor toepassing, belemmering voor toepassing) Clear conflicts of interest procedures enhance trust in decisions by making sure that they are free from improper influence. |
| Country |
Italy
|
| GG Principle(s) | Accountability and Control |
| Sport Organization |
Italian National Olympic Committee The Italian National Olympic Committee (CONI) is the national authority that disciplines, regulates and manages the national sports activities, cures the preparation of athletes, manages the sports events, and plans the participation of the Italian delegation to the Olympic games and other sports events. This body is supervised by the Presidency of the Council of Ministers and is financed by the Minister of Economy and Finance. The governance model is based on three good governance principles that are Responsibility, Transparency and Accountability. |
| Source of Information (link) and publication date on site |
https://www.coni.it/it/coni.html
https://www.coni.it/it/bilancio-di-sostenibilit%C3%A0.html (published in 2018) http://www.funzionepubblica.gov.it/articolo/riforma-della-pa/28-02-2017/performance-e-valutazione |
| Short description of measures adopted | Every year, CONI publishes its own Financial Budget, Energy Management Report and Sustainability Report, so it clarifies its willingness to engage and sustain the National Sport level. Concerning performance evaluation, CONI and CONI Services define a System for Performance Measurement and Evaluation, based on the feedback of five political figures that are: the National anticorruption authority, the Independent Organ for Performance Evaluation, politic and administrative organs, managers of each administration involved, and stakeholders. CONI and CONI Services have to create a three-year performance plan which defines the objectives and the indicators for the administrative and managerial performance. |
| Target groups | Employees, Managers |
| Other stakeholders groups | port brand organization for clothes, accessories and equipments, renovation of sport building organizations |
| Are these measures imposed by a legislative framework? (explain) | The Independent Organ for Performance Evaluation is mandatory for each Public Institution (DL n. 150/2009, modified by DPR n. 105 of May, the 19th 2017). According to this law, every public administration has to measure and evaluate its performance concerning the whole functioning of the organization and of the employees units. Performance thus is evaluated according to the specific objectives of the administration and its general objectives, defined by strategic priorities developed in agreement with national policies. |
| Why is this a good practice | The publication of these reports allows people to know exactly what the sport organization is doing and its impact on the environment. |
| Results (evaluation, incentives for adoption, barriers for adoption) |
Each event, training or initiative has to be
registered through a standard form before the
activities start. The standard form contains
detailed esteem of their costs (e.g., travel
costs, subscription fees, contributions, paid
workforce, food, accommodation, and so on).
The limitation is that the implementation costs for the local committee sometimes might grow since for each purchase the local committee has to adopt the national e-commerce platform (MEPA). The MEPA system is centralized and standardized at the national level and this may generate cheaper prices in some place of Italy and higher quotes in other part of the country. |
| Country |
Cyprus
|
| GG Principle(s) | Social Responsibility |
| Sport Organization |
Cyprus Sport Organisation (CSO) CSO is an organisation that is politically supervised by the Ministry of Education and Culture and entitled to act as the Supreme Sporting Authority in the Republic of Cyprus. CSO is governed by a board of nine volunteer non-executive members (Board of Directors), appointed by the President of the Republic of Cyprus for a term of 30 months. The Board is composed by a President, a Vice- President and seven further members. CSO has 4 departments (Sports, Technical, Finance and Human Resource) and 267 employees to fulfil its mission and carry out public sports policies. Sports Academy is a competent body of the CSO assigned to promote education, and training of those who are involved in sport organisations’ governing and administrative bodies, especially the sport federations’ volunteer board members and administrative personnel. Within this framework, the CSO’s Sports Academy seeks to continuously upgrade not only the knowledge status of sport stakeholders, but also the cooperation with all sports stakeholders, to better meet their educational and training needs related to the various |
| Source of Information (link) and publication date on site |
https://cyprussports.org/gr/activities/committees/academy-sports.html
http://www.keda.org.cy/ |
| Short description of measures adopted | In 2017 and 2019, CSO’s Sports Academy, in cooperation with the Cyprus Association for Sport Management (CYASM), organized a series of educational programs that spanned across a wide range of sport management related topics, including financial management, sports facility management, sports marketing, social responsibility and good governance, human resources management, legal issues in sports legal, to name but a few. |
| Target groups |
Volunteer Board members Sport administrators |
| Other stakeholders groups | Athletes / Coaches / Volunteers |
| Are these measures imposed by a legislative framework? (explain) | No, but these initiatives respond to the scope and purpose of CSO’s Sports Academy. |
| Why is this a good practice | Sport has evolved dramatically in the last 20 years. At the elite level, there has been a transformation in the commercialization of sport. Major sporting events attract millions of viewers, hundreds of thousands of spectators and generate significant revenues. Sponsorship and merchandising activity has also grown exponentially. In addition, elite sporting competition, lifestyle adjustments and other initiatives have helped to fuel interest in grassroots participation in sports. An increasing number of people want to be involved in sport at all levels and in different capacities. Against this background, board members and sport administrators at all levels are in need of continuous training and development. The seminar series reported in the present good practice can be considered as a sound initiative by the sporting highest authority towards a wide range of stakeholder groups and society as a whole. |
| Results (evaluation, incentives for adoption, barriers for adoption) | In total, 105 and 88 participants participated in the seminars in 2017 and 2019 respectively. In Cyprus, there are approximately 400 Board volunteers in the national federations, and more than 500 sport administrators in the 354 affiliated and funded dependent sport clubs. As such, it is anticipated that this training and development programmes to have an indirect impact on the 56,000 registered athletes, 400 elite athletes, as well as on 133 sport clubs trainers and 40 national coaches. |
| Country |
Greece
|
| GG Principle(s) | Social Responsibility |
| Sport Organization |
The Hellenic Olympic Committee (HOC) is located
in Athens, Greece. It was founded in 1894 to
oversee the development of the Olympic Movement
and advice the state on the national policy for
sport. The organization is composed by a General
Assembly of 32 member sport organizations and
led by a 7-member voluntary Executive Board.
The main sources of funding of HOC are: government subsidies, IOC subsidies and private fundraising. |
| Source of Information (link) and publication date on site |
http://www.hoc.gr Papadimitriou D., & Alexandris, K., (2017). 'Adopt an athlete for Rio 2016': the impact of austerity on the Greek elite sport system. International Journal of Sport Policy and Politics, DOI: 10.1080/19406940.2017.1416487 |
| Short description of measures adopted |
The "Adopt an athlete for Rio 2016" was a
program initiated by HOC, in 2014, to address
the issue of inadequate public resources to fund
the participation of already qualified elite
athletes to the Olympic Games of RIO 2016.
The Hellenic Olympic Committee as the responsible entity to support the Greek delegation to the particular games, came across to this challenge two years ahead of the games. The particular program by HOC invited private companies but also wealthy individuals to consider supporting elite athletes by covering their expenses to RIO 2016. The response to this call was very high thereby offering the opportunity to many companies to engage in the program either by supporting promising athletes as part of a sponsorship agreement, or by "adopting" athletes by donating resources as anonymous individuals. The program was designed and overseen by HOC. |
| Target groups | Athletes, coaches, referees, clubs |
| Other stakeholders groups | Private companies National sport federations Media Existing HOC sponsors |
| Are these measures imposed by a legislative framework? (explain) | No |
| Why is this a good practice |
The "Adopt an athlete for Rio 2016" is a good
example of how collaboration among key sport
organizations and private companies can become
important for facing pressing challenges such us
the lack of public resources for supporting
mature elite athletes; especially in countries
like Greece that undergo a prolonged period of
austerity measures. This program presents an opportunity for the companies and the citizens to engage in social responsibility activities aiming to create opportunities for talented athletes to participate in the Olympic games of Rio 2016 and pursue their aspirations, after many years of intensive sport training. The program shows also how long standing dependencies for state resources by NSFs and NOCs to promote elite sport development can present also lucrative opportunities for private sector players to enter and create opportunities for elite sport services in the context of corporate social responsibility. Therefore, sport managers should be prepared to respond in such challenges by developing partnerships for sharing resources, services and expertise with non-sport stakeholders in order to ensure support for elite athletes. Such action can also strengthen the legitimacy for sport organizations as non-profit communities. Finally, the program demonstrates that elite sport development pathways are under constant movement in terms of legitimate organizations, institutional logics and stakeholder relationships, requesting good governance on the part of the organizations involved. |
| Results (evaluation, incentives for adoption, barriers for adoption) | It is estimated that 60 elite athletes were benefited by the program, which involved 30 private companies and wealthy Greek citizens. No official report has been announced by HOC |
| Country |
Italy
|
| GG Principle(s) | Social Responsibility |
| Sport Organization |
Italian National Olympic Committee The Italian National Olympic Committee (CONI) is the national authority that disciplines, regulates and manages the national sports activities, cures the preparation of athletes, manages the sports events, and plans the participation of the Italian delegation to the Olympic games and other sports events. This body is supervised by the Presidency of the Council of Ministers and is financed by the Minister of Economy and Finance. The governance model is based on three good governance principles that are Responsibility, Transparency and Accountability. |
| Source of Information (link) and publication date on site |
https://www.coni.it/it/responsabilita-sociale.html
https://www.coni.it/images/rsociale/capitoli2016/cap_3_web.pdf |
| Short description of measures adopted |
About Social Responsibility, CONI employs sports
and physical activity through positive
testimonials as an instrument for increasing
psychological features (e.g., self-esteem,
socialization and interaction abilities) and for
promoting an active lifestyle. The practices relating to this issue cover three main areas : - Sport, Youth and School (increasing sport participation inside and outside the school, supporting athletes’ dual career, supporting talents in their athletic and educative course); - Sport and Social Development (using sport as a mean of social development and growth in at-risk context, supporting the inclusiveness through sport, sharing values of legality through sports); - Sport, Health and Community (Promoting sport and positive lifestyle at every age, promoting ground-field, installations and outdoor areas as instruments for socialization in suburban areas). Moreover, the profits that CONI gains through the training courses have to be reinvested in school technology improvements and in the valorization of the sport talents in the school environment. |
| Target groups | Citizens, Families |
| Other stakeholders groups | Cultural Associations, Rehabilitation Communities, Integration Communities, Recreational Communities |
| Are these measures imposed by a legislative framework? (explain) | These measures are not imposed by any legislative framework. |
| Why is this a good practice |
CONI recognizes the meaning of sport in terms of
social and educational values, that allows the
development of the poorest areas of Italy.
The interventions provided by Social Responsibility plans aim at the prevention of obesity and body disease, at the promotion of athletes’ dual career, and at the use of sport as a mean for social inclusion. These practices ensure a dialogue among different institutions, for the development of a more complex and effective intervention. |
| Results (evaluation, incentives for adoption, barriers for adoption) |
From one of these interventions relating to the
school environment, the project “Sport di
Classe” leaded to the adoption of the following
practices: - Redefinition of the Governance system, by increasing the involvement of the national, regional and local institutions; - Introduction of a Sport Tutor inside the school as a figure that supports the school managers and the teachers in sports and physical activities. - Organization of events and promotional activities within the schools. These initiatives led to a significant reduction of the sport activity drop out |
| Country |
Belgium
|
| Dimension | Social responsibility |
| Organization |
sport / location, size, main sources of
financing and main governance model (eg
dependent on volunteers)
Name: Golf Vlaanderen Affiliated clubs: 55 Sports members: 39,418 Paid employees: 7 |
| Source of Information |
https://www.golfvlaanderen.be/nl/clubinfo/golf--milieu/het-milieulabel-voor-golfterreinen |
| Short description of measures taken |
- The organization provides information or
advice to its member clubs with a view to
mitigating the environmental impact of its
activities. - The organization provides clear guidelines for the organization and operation of golf courses. Through the Golf & Environment program, its member clubs can measure and demonstrate their environmental efforts by means of a comprehensive checklist. - The organization cooperates with the Golf Environment Organization with a view to supporting the GEO certificate for golf clubs. A member club that demonstrates that it implements a comprehensive environmental policy plan can obtain the GEO certificate after a positive independent audit. |
| Target audiences | Member clubs |
| Other stakeholders groups | / |
| Are these measures imposed by a legislative framework? (explain) | No |
| Why is this a good practice | The organisation has a formal policy that outlines objectives and specific actions aimed at promoting environmental sustainability. The policy is aimed at sharing knowledge and good practice examples and stimulating action among member clubs. |
| Results (evaluation, encouraging for application, obstacle to application) | Contributing to a cleaner environment through interactions with stakeholders leads to a win-win for the organization and its environment. |
| Country |
Lithuania
|
| GG Principle(s) | Social responsibility |
| Sport Organization |
Lithuanian Rowing Federation www.lif.lt Federation employs 4 full time staff members. Executive Committee (EC) of Federation is comprised of 9 volunteer members. Main sources of revenues: government funding, Lithuanian Olympic Committee funding, sponsors. |
| Source of Information (link) and publication date on site | www.lif.lt |
| Short description of measures adopted |
Federation implements policy, which is aimed at
reducing health risks caused by sports. Athlete
health is routinely checked in accordance with
country’s regulations. Work contracts are signed
with medical specialists, masseuses, physical
therapists. Also, contracts are signed with
medical clinics, where athletes can acquire
services. Federation is governed by the rules of
the International federation (FISA), which
obligates to fight against 1) sexual harassment,
2) discrimination, 3) gambling and match fixing.
Federation has the Code of Ethics http://www.lif.lt/wp-content/uploads/2018/11/LIF-etikos-kodeksas.pdf Federation applies rules governing the regulations regarding use of doping. Athletes and coaches use applications for testing pharmaceuticals in use. It is widely known that FISA was the first organization that started doing drug testing outside of competition period, thus, starting this approach well before WADA did. Federation maintains gender equality within its managerial positions. FISA regulates environmental safety, thus, the main practice/competition facility in Trakai was adequately modified in order to accommodate catamarans, fuel reservoirs. Event organizing committee always has members representing National Park and Environmental Protection Agency. Volunteers always collect drink containers left by athletes. Federation disseminates ideas of harmony between rowing and nature as promoted by the FISA. Federation is implementing a policy by which athletes are encouraged to pursue dual careers. High level athletes are encouraged to remain in rowing community of their respective geographical regions by providing them with competencies of technical staff members and later of coaches. Athletes are also encouraged to gain experience in national and international refereeing. Almost one third of Federation members are active and seek for consultations in management and organization fields. Most seminars organized by the Federation are attended by the vast majority of its members. |
| Target groups | Athletes, coaches, referees, clubs, sponsors |
| Are these measures imposed by a legislative framework? (explain) |
Social responsibility is warranted through the
Federation Statutes http://www.lif.lt/wp-content/uploads/2017/06/LIF-istatai_patvirtinta-2018-08- 22.pdf 2018-2028 sport development strategic plan of the Federation http://www.lif.lt/wp-content/uploads/2018/02/Strateginis-planas-2018- 2028_iki-VK-posedzio_01-12_-patvirtintas..pdf |
| Why is this a good practice | In 2018 Lithuanian Association of Sports Federations evaluated the Federation as one of the best in country. Research in 2018 showed that Federation is the best among strategic sports federations by the implementation of social responsibility principles. |
| Results (evaluation, incentives for adoption, barriers for adoption) | Federation plans to publish the adapted version of International rules to Lithuania’s rowing community by the summer of 2019. |
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