Accountability and transparency

The board needs to be open and accountable to its membership and to its participants and its actions should stand up to scrutiny when reasonable questioned.

One of the issues you may wish to consider in relation to transparency is the use of alternative dispute resolutions or mediators.

Where participants may feel aggrieved or tempted to challenge the decision of an organisation, the use of an organisation such as Sport Resolutions UK may help to demonstrate an open and transparent decision-making process.

Ultimately this type of approach may also protect the organisation from costly legal challenges raised by participants. In addition it may also be worth considering the relationship with participants and organisations which represent athletes and participants.

An open and transparent approach could lead to a more effective organisation that is supported by all stakeholders.

Practical considerations:

  • Running consultations with different stakeholders.
  • Putting in place appropriate complaints and appeals procedures.
  • Being ethically responsible and treating everyone fairly and equally.
  • Embracing differences and similarities and ensuring representation on the board reflects membership and the wider society.
  • Ensuring published accounts are made available to members.
  • Informing people about the work of the organisation and the work of the board.
  • Ensuring all processes and decisions are as transparent as possible.
  • Making use of structures and meetings to fully engage with members and participants.
  • Ensuring there is a conflicts of interest policy in place and that declarations of interest are updated at least once a year and declared in relation to agenda items at each board meeting.
  • Regular and prompt communications of board papers in advance and following meetings.
  • Appropriate mechanisms in place for participants to feed in their thoughts and have their concerns and questions answered appropriately.












Accountability and transparency ensure that our members and stakeholders know how we, as an organisation, are operating and have a vehicle to address concerns.

Unless members feel that the organisation exists for their benefit and stakeholders have the confidence that an NGB operates in an ethical, robust and open way they will seek to find other activities and organisations that meet their needs.

Whilst keeping accounts and ensuring policies and procedures are publicised and adhered to might appear to be an unnecessary task not related to encouraging participating, it is in reality the most essential role of an NGB as it enables sustainability and development.

Matt Lloyd, Chair, British Sledge Hockey Association










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