What if our board has an uneven number of directors?
Where an organisation has an uneven number of individuals on a board or sub-committee, women and/or gender diverse people must account for a minimum of one fewer than half the total number of individuals. For example, for a board of nine directors, women and/or gender diverse people must comprise at least four directors.
Does this apply to community clubs?
While there will not be non-compliance measures for community clubs, all organisations that operate within the Australian sporting environment, including community clubs, are strongly encouraged to adopt this policy and work to implement the gender targets.
Does this apply to professional clubs and leagues?
All organisations that operate within the Australian sporting environment, including professional clubs and leagues, are strongly encouraged to adopt this policy and work to implement the gender targets. Professional clubs and leagues are recommended to contact the relevant government agency within their jurisdiction for further information and clarification.
What if our organisation crosses multiple jurisdictions or is operating under a unitary model?
Where an organisation operates across multiple jurisdictions (e.g. a National Sport Organisation (NSO) or National Sport Organisations for People with Disability (NSOD) with a unitary structure, or an State Sport Organisation (SSO/D) operating in multiple territories), that organisation will be required to comply with the requirements of the Australian Sports Commission (ASC) or relevant State/Territory Agency for Sport and Recreation.
What if a director resigns unexpectedly?
From time-to-time, individual circumstances may temporarily impact an organisation’s ability to meet the gender equity targets. In those circumstances, the organisation is expected to make all reasonable efforts to achieve the gender equity targets as soon as reasonably practical. For example, in the event of a vacancy arising (e.g. a casual vacancy on a board), the organisation is expected to meet the gender equity target as soon as practicable after the casual vacancy occurs, and in line with their constitutional requirements.
Isn’t other diversity important too – not just gender?
Broad diversity is encouraged on all Boards. A mix of genders, backgrounds, age, disability, experience and skills broadens the talent pool, diversity of thinking, innovation, the ability to meet the needs of different members and new markets, and better represents the interests of the community. Ideally, a mix of diversity, including gender diversity, should be considered in the Board make up.
Just as there is a strong case for gender balance, there is an equally strong business case for ethnic diversity. The correlation is statistically significant for both gender and ethnicity. Analysis shows that companies with greater diversity on their boards of directors are more likely to outperform financially. Some research shows a 39% increased likelihood of outperformance for those in the top quartile of ethnic representation versus the bottom quartile .
What happens if our organisation does not comply by the due date?
Non-compliance measures will apply. The ASC and each State and Territory Sport and Recreation Agency has adopted its own mechanism, timelines, and non-compliance measures. Go to the ‘Government Agencies’ section of the website to learn more.
If we have a Finance/Audit Committee and a separate Risk Committee, does the policy apply to both?
Yes, both committees will need to comply - 50% of all members must be women and/or gender diverse.
Are there non-compliance measures for boards with more than 50% women?
All boards should strive for gender balance. Whilst the Policy does not specify that there may be non-compliance measures for sporting organisations with more than 50% women on a board, it should be noted some jurisdictions may have additional requirements in place to ensure board diversity is maintained. It is recommended sporting organisations speak with their relevant government sport and recreation agency to confirm whether there would be non-compliance outcomes in these circumstances.
Will sporting organisations be required to adopt a new constitution to embed the gender targets?
Whilst sporting organisations are still able to meet the requirements of the Policy without constitutional change, it is recommended organisations update their constitutions to reflect the NSO/D (and where relevant SSO/D) Model Constitution and best practice to ensure gender balance is embedded and sustained over time.
What supports are in place for sporting organisations to meet the gender targets?
There is a range of support and programs in place to assist organisations to meet the gender targets both at a State/Territory level and nationally. The nationally available programs include:
For further information on what specific programs and support may be available for your sport please contact the ASC or your State/Territory Agency for Sport and Recreation.
What are the best strategies to find and attract skilled women to boards
The strategies selected will depend upon the unique situation for your organisation, but many sport and recreation organisations identified the following as effective:
- Structured and professional recruitment targeting women. The Sport Governance Resources Library provides many resources including: Board Skills Matrix, Board Success Profile, Board Position Descriptions, and more.
- Advertising widely, including outside your usual network.
- Constitutional reform and policy or strategy creation and implementation.
- Increasing opportunities for women to participate in committees (as a pipeline to and preparation for Director roles).
- Targeting skilled individuals and asking them to apply.
- Board culture reform – ensuring you are welcome and inclusive of all.
- Board flexibility for when, where and how often you meet.
For more information on these and other strategies, go to:
Isn’t setting targets ‘heavy handed’? Women’s sport participation rates are fairly high now - leadership rates will catch up soon.
Despite other initiatives and good intent, the representation of women and gender diverse people in sport governance is not improving fast enough. There is evidence that implementing a policy on representation, in parallel with support to organisations to support the change, works. Timebound requirements give boards impetus to meet targets more quickly. Through having to challenge and adapt processes, organisations also gain benefits of better governance practices and performance along the way.
We want the best person for the job. Won’t gender targets impact on the quality and type of candidates that could be brought onto the Board?
Good practice director recruitment processes consider both diversity and skills simultaneously. There are plenty of qualified and experienced women and gender diverse people who can contribute positively to boards, but inherent and unconsious biases and historical norms in sport can discourage them from putting themselves forward, and influence who is elected or appointed to sport boards. The resources supporting organisations to implement this Policy aim to help dismantle these unintended barriers.
Victoria’s Balance the Board research showed that prioritising gender diversity on boards meant that merit-based appointments were made from the significant experience and skills of current and emerging women leaders across the state. It also found that women brought key experience and skills that enhanced board governance, strategic planning, communication, risk management and dynamics.
The timelines are too short. | Quality male Board members will be forced to step down and that’s not fair.
There are multiple AGM cycles to enable organisations to meet the Policy targets. For most organisations, the natural conclusion of director terms will provide the opportunity for new appointments that support gender balance. The approach for each sporting organisation will be different depending upon their current gender balance, constitution, board structure, size and the number of elected and appointed positions. There are many strategies available, and the ASC and State/Territory Agencies for Sport and Recreation will work closely with organisations to plan their approach and provide support to meet the targets.
How will sport organisations submit their board composition data and when is it collected?
All sporting organisations will be required to submit their board, chair and deputy chair, and sub-committee (if relevant) gender composition through the annual collection of the Sports Governance Standards (SGS) in Game Plan. The SGS will be collected each year between March – May, depending on your jurisdiction.
Guiding Principles
Implementation Timelines
Non-Compliance Measures
Contact us
