Transparency in Sports Governance
Balancing Accountability with Reality
Text message (usually from ‘Unknown’ number): "Why won't the board tell us what's really going on with the coaching change? What are you hiding?"
As a director on multiple sporting boards, I've received variations of this message more times than I can count. The assumption that limited disclosure equals deliberate secrecy is both common and understandable - but it rarely captures the complex reality board members navigate.
I've sat on both sides of the transparency equation - as the passionate club member demanding answers and as the board director carefully navigating what can and cannot be shared. This unique perspective has taught me that the transparency debate in sports governance is far more nuanced than most realise.
What the Critics Say
Critics often frame the transparency debate in absolute terms. They demand full disclosure on all decisions, complete access to information and immediate explanations for every action taken by the board. They view any withholding of information as intentional secrecy designed to avoid accountability.
"The board operates behind closed doors." "Members have a right to know everything." "If they won't tell us, they must be hiding something."
These perspectives often emerge from frustration when decisions don't align with expectations or when communication feels insufficient.
The Reality Directors Face
Transparency isn't about revealing everything to everyone at all times (although I’ve certainly been in meetings where members expect exactly that). Rather, it involves providing appropriate information to relevant stakeholders in a timely manner while respecting necessary boundaries. Good governance requires balancing openness with discretion.
True transparency means:
Clearly explaining decision-making processes
Providing the reasoning behind decisions
Being forthright about challenges and limitations
Ensuring stakeholders understand how their input is considered
Common Transparency Challenges
Conflicts of Interest: Experience vs. Independence
Critics say: "Every conflict must be eliminated."
Conflicts of Interest: Experience vs. IndependenceReality: In specialised sports, those with the most experience and expertise often have unavoidable connections. Complete removal of anyone with potential conflicts could eliminate the most knowledgeable voices from decision-making.
The challenge becomes managing conflicts appropriately rather than eliminating valuable expertise. This means:
Robust disclosure processes
Recusal from specific decisions when appropriate
Independent oversight of sensitive matters
Documentation of how conflicts are managed
Selection Decisions: The Impossible Standard
Critics say: "Selection processes must be completely objective and transparent."
Reality: Team and athlete selections involve nuanced judgments that can't always be reduced to metrics. Complete transparency in this context means:
Clear selection criteria communicated in advance
Consistency in application of criteria
Feedback processes for unsuccessful candidates
Recognition that subjective elements will always exist in certain decisions
The most transparent selection processes still result in disagreement and disappointment for those not selected.
Legal Matters: Confidentiality Has Purpose
Critics say: "Members should know all details about ongoing legal matters."
Reality: Full transparency during active legal proceedings can compromise outcomes, violate confidentiality requirements and potentially increase liability for the organisation. Appropriate transparency means:
Acknowledging that legal matters exist
Providing updates on general status when possible
Explaining constraints on what can be shared
Committing to fuller disclosure when legally appropriate
I’ve been in board meetings where we’ve desperately wanted to share more information with our members about a legal situation, but our legal advice was clear: doing so would potentially harm the very organisation we were trying to protect. That’s not secrecy – it’s responsible stewardship.
Integrity Issues: Privacy vs. Disclosure
Critics say: "All integrity concerns should be publicly disclosed immediately."
Reality: Premature disclosure of unproven allegations can permanently damage reputations, violate privacy rights and undermine due process. Responsible transparency involves:
Following established investigation procedures
Protecting the privacy of all parties during investigations
Making appropriate disclosures when findings are confirmed
Explaining the processes being followed
Corporate Governance: Rules Have Purpose
Critics say: "The board hides behind corporate rules to avoid accountability."
Reality: Governance requirements exist to protect the organisation and its members. Following these requirements isn't evasion—it's responsible stewardship. Effective transparency means:
Educating members about governance requirements
Explaining how governance frameworks protect the organisation
Finding ways to be accessible within governance constraints
Using clear, non-technical language when explaining decisions
Reality Check: Perfect Transparency Doesn’t Exist
Despite best intentions, perfect transparency in sports governance isn’t possible or even desirable. Board directors need space for frank discussions, legal matters require confidentiality and personnel issues demand privacy. What matters is creating a culture where:
· Members understand why certain limitations exist
· Communication is consistent and respectful
· The board is approachable and responsive
· Processes are clear even when specific details cannot be shared
Tips for Board Members: Balancing Transparency in Practice
1. Create a communication framework
Before issues arise, establish clear guidelines about what information will be shared, when and through which channels. This isn’t about restricting information – it’s about seeting consistent expectations that your members can trust.
2. Explain the ‘why’ behind the constraints
When you can’t share certain information, explain why those limitations exist. “We can’t discuss this matter because it involves ongoing employment negotiations which we’re legally required to keep confidential” is far more effective than simply saying “Not comment”.
3. Document your reasoning
Even when specific details can’t be shared publicly, document the board’s decision-making process and reasoning. This creates accountability and provides a record you can reference when fuller disclosure becomes possible.
4. Invest in proactive communication
Don’t wait for questions or crises to communicate. Regular updates about board activities, even when there’s nothing controversial to report, build trust that carries forward when difficult situations arise.
Finding the Balance
The path forward isn't choosing between complete opacity or unrestricted disclosure. Instead, it involves:
Setting clear expectations about what information will be shared, when and with whom
Improving communication quality rather than simply increasing quantity
Creating appropriate feedback channels that allow stakeholders to be heard
Documenting decision processes so reasoning is clear, even when specific details cannot be shared
Building trust through consistency between words and actions
Transparency is ultimately about fostering trust. When members understand that certain limitations on disclosure exist to protect the organisation rather than to hide information, they're more likely to trust the board's judgment even when they don't have complete visibility into every decision.
In sporting organisations especially, where passion runs high and decisions deeply affect people's identities and aspirations, managing transparency expectations becomes not just a governance issue but a crucial component of community building.
Moving Forward Together
Building trust between boards and members isn’t a one-time effort – it’s an ongoing conversation that requires commitment from both sides. As leaders, we need to communicate better, explain our constraints more clearly and remain accessible to our communities. As members, we need to understand that good governance sometimes requires confidentiality.
Remember, the strongest sports organisations aren’t those with no secrets, but those where leaders and members share an understanding that they’re all working toward the same goal: a sustainable sport that serves its community for generations to come.
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