Having a manageable board size of a maximum of  12  members  improves  the  quality  of  discussions  and board meetings will become easier to organise. There is no merit in carrying out an evaluation if it doesn’t address the real issues. These skills don’t always mean someone with experience in the sector or independent professionals, such as lawyers or accountants; it is more about the balance of skills appropriate for the challenges of the organisation.

A chair who is too close to operational details may lack objectivity in assessing the role of fellow directors. It  also  enabled  members   to   consider   their   contribution   to   the   board  in  a  confidential  way.

Where   boards   can   take   governance to the next level, there should be a push for gender parity, increased diversity and independence levels. You should always exercise independent thought and judgement, and this contributes to better decision making as part of a skilled and carefully recruited board. Without proper communication channels,  members  and  stakeholders’  hands  are  tied. Following     this     recruitment,  we  concluded  that  our  primary  focus  should  be  to  integrate  independent  non-executive directors (INEDs) onto the board. At board level, directors should have defined responsibilities for effective functioning. Volunteers need to be managed effectively and provided with adequate support for them to deliver their  roles. There are many ways boards can seek stakeholder and member views – annual surveys, consultations, advisory groups, committee meetings, general meetings, roadshows or regional meetings.Policies on topics such as safeguarding, betting, anti doping, allow organisations to have a framework against specific risks to which the sport is exposed to. Reviewing risks regularly is crucial and it is therefore essential for board meetings to include risk as a standard agenda item. The Duty of Care in Sport review  recommends  that  NGB  boards  should  have   athlete   representation   to   communicate   the   athlete  voice.

The organisation has grown rapidly in the last few years, with Touch becoming more popular at grassroots level and increasing talent at the elite level.

Consultation and ongoing communications shall be undertaken with the affected departments, clients and organised labour.The redesign of organisational structures is limited to the realignment of macro organisational structures and exclude restructuring. Using this approach, organisations can evolve their governance over time; using The board should uphold, protect and exemplify the very highest standards of integrity at all times, not only in what  it  does  but  in  the  wider  environment. It should be created through consultation with stakeholders to ensure that everyone can input to the direction the organisation is taking and to keep the board accountable to its stakeholders. This means directors must only be elected or appointed for a defined term (Usually a maximum of four years) and that directors should only be eligible to be re-elected or reappointed for a defined number of terms. The role of the chair, the board agenda and the frequency of the meetings, should   drive   the   quality   of   discussions. Different organisations have different needs, and it isn’t our role to dictate what is appropriate for each organisation. It is critical that the chair makes sure that the agenda items   are   strategic   and   they   monitor   progress   against  strategic  plans,  financial  issues  and  other  matters reserved for the board. The Alliance has also acted as an independent panel member throughout the process, helping to provide governance support.The appointment and induction process is well documented, being reviewed every year, allowing improvements to the process to take place. sub-committees). The directors, collectively and as individuals, must follow the conflict of interest policy, and protect the board and themselves from any potential claims. Processes are already under way to reorganize the SSA, based on the recommendations of the Review Panel Report on the State Security Agency. Make sure there is a culture of constructive feedback and continuous improvement.Swim England (formerly Amateur Swimming Association), is currently an unincorporated association going through a period of change towards incorporation. The previous committee agreed the governance structures were no longer fit for purpose given the rapid growth of the sport.



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