Corporate Governance

The board of directors (the Board) is committed to the highest standards of ethics and sound corporate governance in order to add long term value to the Commission’s stakeholders. The board is responsible for the formulation of the vision, of the Sports and Recreation Commission (SRC) and provides leadership and strategic direction to the organization.

The Board abides by the Public Entities Corporate Governance Act. It applies the principles of the six pivotal pillars that of disclosure, discipline, transparency, independence, accountability, responsibility, and fairness. These pillars are fundamental to good corporate governance as developed by the Organization for Economic Co-operation and Development (OECD (King Report 1: 1994).

The board is composed of seven (7) able members with diverse industry experience, skills and qualifications.  The board composition ensures a balanced wealth of ideas and sound decisions.

The board is oriented and evaluated constantly to stay abreast with the best corporate governance principles and industry best practice. The board has a sound board charter which outlines the scope, authority, and responsibility of the Board of directors

The Board committees function independently from each other, are provided with sufficient resources and authority, and are evaluated by the board of directors. They are a subset of the board and perform specific functions that assist the board in discharging its advisory and oversight responsibilities.  The Committees make full use of board members’ expertise, time, and commitment, and ensure diversity of opinions on the board and meet often. They have specific terms of reference by which they operate.

The following are the board committees that exist within the organization.

1. Sports and Recreation Development
2. Audit Committee
3. Legal and Compliance
4. Finance, Human Resources and Administration
5. Marketing and Business Development

In terms of Section 29 of the Sports and Recreation Commission Act, the board is responsible for the Regulation through registration and licensing of: national associations, Clubs; Recreational facilities. Enforcement of proper governance by all registered sport and recreation organisations, and compliance with the SRC statutes and their own constitutions. (S 20 (c) of the SRC Act). The board also Engages with NAs, and monitors performance, Evaluates and manages risk, Delivery of effective, sustainable and proportionate sports policy and regulation

In a bid to find practical ways and solutions on how to improve governance in the Sporting sector with an emphasis on NSAs the board is in the process of working with the Danish Institute for Sports Studies who have developed tools and instruments for measuring and benchmarking governance in IFs and NSAs under the banner Play the game.

The National Sports Governance Observer (NSGO) project is a robust framework for improving governance in national sports organisations by establishing and nurturing domestic networks of public authorities and sport stakeholders; exchanging and disseminating good practices; monitoring the implementation of good governance standards. Using this instrument has the potential to assist the SRC in improving governance in national sports organisations through exchanging and disseminating good practices, monitoring the implementation of good governance standards. This also could open room for project funding partners soon.