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INDIAN OLYMPIC ASSOCIATION

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Added on: 2024-11-23 16:30:08
Order Code: SA Student riya Arts and Humanities Assignment(7_23_35318_634)
Question Task Id: 492971

INDIAN OLYMPIC ASSOCIATION

(IOA)

GOVERNANCE AUDIT REPORT

BY: RIYA SISODIA

SUBMITTED TO D.R. GEOFF WALTERS

SUBMITTED BY RIYA SISODIA

TABLE OF CONTENTS

INTRODUCTION

A BACKGROUND OF THE ORGANISATION - ANALYSE THE ORGANISATIONS POSITION IN THE SYSTEMIC GOVERNANCE OF THEIR SPORT

CURRENT BOARD STRCTURE CONSIDER ASPECTS SUCH AS THE STATED ROLE AND RESPONSIBILITIES OF THE BOARD, THE SIZE OF THE BOARD, COMPOSITION OF THE BOARD THE COMMITTEE STRCTURE.

GOVERNANCE AUDIT AND ANALYSIS - TO WHAT EXTENT DOES THE BOARD REFLECT BEST PRACTICES AS SET OUT IN THE U.K. SPORTS GOVERNANCE CODE.

STRUCTURE

PEOPLE

COMMUNICATION

STANDARDS AND CONDUCT

POLICIES AND PROCEDURES

5. RECOMMENDATIONS FOR ITS REFORMS SET OUT REALISTIC RECOMMENDATIONS ON HOW TO IMPROVE THE OREGANISATIONS GOVERNANCE STRUCTURE.

6. REFERENCES

INTRODUCTION

The Indian Olympic association is the main governing body for the Olympic movement and the commonwealth games in India being recognized by the ministry of youth affairs and sports. IOA is also the affiliated member of the international Olympic committee, commonwealth games federation, Olympic council of Asia and association of national Olympic committees. The IOA also administers the athletes welfare and various aspects of sports governance in the country. The IOA overseas the representation of athletes and teams participating in Olympic games, commonwealth games, Asian games, and other international multisport competitions. Established in the year 1927, IOA has Sir Dorabjee tata and D.R. A.G. Noehren as the founding president and secretary general respectively and having said that the states in India established their own Olympic association, as member units of the IOA (olympic.ind.in, n.d.). Whereas we can see that the primary mission of the Indian Olympic Association being a member of the IOC is to promote, protect and develop the Olympic movement in the country. The IOA has established various initiatives with different stakeholders for the development of sports education and Olympic studies.

A BACKGROUND OF THE ORGANISATION - ANALYSE THE ORGANISATIONS POSITION IN THE SYSTEMIC GOVERNANCE OF THEIR SPORT

The background of IOA was related to Indias participation in the 1920 and 1924 Olympics. Following to this in 1923-1924 Olympics a provisional all India Olympic committee was formed and the All-India Olympic games, that later became the national games of India were held in February 1924. Eight athletes from different sports were selected to represent India at the 1924 Paris Olympics games accompanied by manager harry Crowe Buck. In Relation to the development of Indian Olympic Association (IOA) was created at the initiative of harry Crowe buck and D.R. A.G. Noehren (Both of the madras YMCA college of physical education). Indian Olympic Association was formed in year 1927 and since that year was officially organized by the IOC as Indias National Olympic organization. In 1928 Bhupinder Singh took over as Indian Olympic association president. However, the need for creation of an organization for coordinating the Olympic movement in India was related to Indias participation in the 1920 and 1924 Olympics when sir Dorabjee tata suggested the need for a sports body at national level for promoting Olympic sport in united India. Following to this the 1920 games, the committees sending the team to these games, met on the advice of sir Dorabjee TATA, invited D.R. A.G. Noehren (to also join them) . However, the first IOA president sir Dorab Tata was important in financing and supporting the movement alltogether. Messer Buck and Noehren travelled across India and helped many states organize their Olympic association. Noehren being the first secretary and G.D. sondhi was the first assistant secretary of the IOA where after the resignation of Noehren in 1938, sondhi and S.M. Moinull Haq became the secretary and joint secretary of the IOA. In its initial years the IOA selected sportspersons to represent India at the Olympic games. Subsequently by 1946-1947 the Indian Olympic association took responsibilities to send only the team to the Olympics which meant arranging transport board and accommodation. While the separate national sports federations are responsible for selecting and training competitors for their sport. The IOA faced some challenges to secure funding so that it could send the national team to the Olympics and finance the related costs of transport room and board. Whereas we can see that ahead of 1948 Olympics the IOA council agreed that a team representing other sports with officials for each of these sports and a chief manager would be entered for the 1948 Olympics and so from 1948 onwards India began sending teams representing several sports each selected by its national sports federations.

Over the years the IOA undertook wider outreach with several national sports federations and became a governance body that coordinated with sending of multisport teams each selected by their respective national sports federations to the Olympic games and later the IOA also started sending national teams of the CGF and OCA.

GOVERNANCE OF INDIAN OLYMPIC ASSOCIATION

The IOA is currently governed by a 32-member executive council, whose elections are held once in every four years. The IOA has several standing committees made up of subject matter expert and the executive council. However, the standing committees and the office together administers the Olympic movement in India as the IOA. The last election of the IOA was held on 14th December 2017. The working of the executive council is also assisted by different standing comities of the IOA that are constituted with experts in the subject field to help in various aspects of governance together with the executive council members, standing committees and the office. However, few of the research done in relation with the IOA has found out the strengths and weaknesses of the IOA governance to spot the most challenges and opportunities for improvements for the development of the IOA further as suggesting an acceptable good governance framework. IT is very important to have a standard governance practice in the sport organization as not having the same would lead to withdrawal of sponsorship, the drop in sports participation and desirable for government interference (U.K. sport, 2004 ) . However, Firkin and shilbury 2010 described sports governance as the responsibility for the functioning and overall direction of the organization and is a necessary as well as institutionalized component of all sports codes from club level to national bodies, government agencies sport service organizations and professional teams around the world none of the sports organizations, however, can act independently of other agencies in the sporting system.

Whereas in terms of the IOA responsibility it is mainly responsible for maximizing the use of sports for public welfare , so being transparent makes it easier to mark with stakeholders and get further investments into sports and can also help to achieve good decisions because everyone has to be open with high responsibilities for public security , which means documents and official information of the organization should be published on its website or accessible to the members , media and other stakeholders . Therefore, it is important for Indian sports organizations to have a systemic good governance practice to take full advantage of organizational resources. To enhance the transparency in the IOA, these documents should be published online. All together having and effective governance in the IOA will ensure more effective decision making with the organizations demonstrating transparency, accountability in the activities undertaken and resources expended. Moving forward organizations like IOA do have a governance structure but it is important for them to have a systemic governance which is defined by many ways by different scholars. Systemic governance means placing organizations in the wider context and focusing on how sports have evolved from top down hiercichal systems where vested interest compete and how these impacts on organizational governance. According to (Henry and Lee, 2004) systemic governance is concerned with the competition, corporation, and mutual adjustments between organizations in such systems. Whereas in relation to the systemic governance different groups exert power in different ways and in different contexts by drawing on alliances with other stakeholders and in sports this includes stakeholders such as the media, sponsors, agents, professional clubs, professional leagues, grassroot clubs and leagues. Moving forward we can see that in relation to the systemic governance of the sport we can say that the IOA works with different stakeholder organizations such as the national sports federations in the country, the state Olympic associations as well as certain associate members. Systemic governance of an organization like IOA can be assessed If we look at the range of organizations the IOA must consult with, engage with and work with whereas in relation to the IOA stakeholder organization we can see that there are various national sports federations that they work with , engage with and consult with which are Archery association of India, Athletics federation of India , Basketball federation of India, Badminton association of India , the billiards and snooker federation of India , bowling federation of India , boxing federation of India , cycling federation of India, fencing association of India , all India football federation, gymnastics federation of India, handball federation of India , hockey federation of India , judo federation of India , netball federation of India, rowing federation of India , Indian rugby football union and many other sports. Further we can see that in relation to the State Olympic Associations are other stakeholders which includes all the state association of India as being the stakeholder organization that the Indian Olympic Association must engage with consult with and work with. Moving forward another stakeholder organization is the Associate members of the IOA which includes the Equestrian federation of India, yachting association of India being the ones the IOA must consult with and work with. Moving forward we can see that IOA has announced sponsorship agreements with MPL sports foundation, JSW group and Amul for the 2020 Olympic games (www.insidethegames.biz, 2021b). Moving forward we can see that there are some stakeholders that the IOA usually consult with and engage with and which are involved in the sports ecosystem in India which are the Ministry of youth affairs and sports a government department which looks at all the activities of sports in the country. Then comes the ministry of youth affairs and sports which is the topmost sports branch of MYAS whose sole purpose is to overlook the development of sports in India further comes the training of elite athlete management support a decision which is responsible to train the elite fleet of athletes and finally comes the IOA which plays a very important role in selecting top players from all over India to represent the country in Olympics and other international games . Whereas the sport federation of India has the sole responsibility to promote sports in primary secondary and higher secondary grades of education in India and then we have the state federations of India as every state in India has its own state federations which looks after the governing of respective sports in their states along with this we have the state Olympic associations for all the Olympic sports in the country and every state has its own olympic sports association in the country which goes through the recommendation of the sports federation for an athlete , screen them and further recommends it to the IOA .

CURRENT BORAD STRCTURE CONSIDER ASPECTS SUCH AS THE STATED ROLES AND RESPONSIBILITIES OF THE BOARD, SIZE OF THE BOARD, COMPOSITION OF THE BOARD AND THE COMMITTEE STRUCTURE

Moving forward we can see that the board structure is of utmost importance when it comes to the governance of an organization as the board looks after all the functioning of an organization like IOA. Looking at the current board structure of the IOA we can see that it has a 32-member executive council, headed by president, and assisted by different standing committees that includes subject field experts for effective governance whereas the election for the executive council is held once in every four years having a selected list of executive council which consist of the elected members as per December 10, 2022. The list includes the current president M.S. P.T. USHA, M.R. AJAY.H. PATEL being the senior vice president, M.S. Raj Laxmi Singh Deo and M.R. Gagan Narang - being the vice president , M.R Sehdev Yadav treasurer , M.R. Kalyan Choubey being the joint secretary , M.S. Alak-Nanda ashok joint secretary , M.R. Amitabh Sharma, M.R. Bhupinder singh bajwa, L.T. GEN Harpal singh, M.R. Rohit Rajpal , M.S. Dola Banerji , M.R. Yogeshwar DUTT all being as the executive council member , M.C. Marry Kom being the chairperson of the athletes commission , M.R. Sharath Kamal being the vice chairperson of the athletes commission. The executive council was elected on the 10th December, 2022 whereas the IOA has the committees and commissions in certain departments which again take care of the issues related to those committees which are the ethics commission , arbitration commission, appellate , finance commission, dispute commission, anti-doping committee, gender equity diversity and inclusion committee , prevention of sexual harassment committees , conduct of games and development of sports committees , international relations and education committee, infrastructure asset management and reforms committees , media accreditation committees.

STATED ROLES AND RESPONSIBILITIES OF THE BOARD

As per the companies act of 2006 duty to promote the success of the company a director must act in the way he considers, in good faith would be most likely to benefit the success of the company for the benefit of its members. whereas some of the boards rules are recruiting senior management, monitoring management, and reviewing performance ensuring legal compliance, managing risks, fulfilling responsibilities to stakeholders setting the companys strategic aims along with reporting to shareholders. Further looking at the stated roles and responsibilities of the IOA board we can see that its aim is to develop and protect the Olympic movement and amateur sports, to enforce and defend the exclusive rights of the association to the use of Olympic flag and Olympic insignia, to certify that amateure states of the competitors from India for international competitions, In corporation with national sport federation associations organizations and control selection , training coaching of the team that will represent India, to undertake with assistance of the national sports federation associations organize and control selection , training , coaching of teams that will represent India , To undertake with assistance of the NSF, the financial management transportation maintenance and welfare of teams from India taking part in Olympic games and other games under the patronage of the IOC. To promote and encourage physical moral cultural education of youth of the nation for the development of character, good health, and good citizenship. To take disciplinary action against any federation for misbehavior or any other undesirable activity bringing discredit to the country. The IOA is the governing body for the Olympic movement and the commonwealth games in India along with this administers various aspects of sports governance and athletes welfare in the country.

SIZE OF THE BOARD

Looking on the IOA board size we can see that it is currently governed by 32-member executive council headed by president and the working of the executive council is also assisted by different standing committees and the office along with administering the Olympic movement in India.

THE COMPOSITION OF THE BOARD

Moving forward and looking at the IOA board composition we can see that the IOA was established in 1927 and the IOA board has been made up of a 32 member executive council headed by president where the election for the executive council is held once in every 4 years whereas since 1927 it was officially recognized by the international Olympic committee as Indias national Olympic organization under the societies registration act of 1860 where the members of IOA includes the national sports federations, State Olympic associations, IOC members and other selected multi sports organization.

THE COMMITTEE STRUCTURE

In relation to the committee structure of the IOA we can see that the organization has anti-doping committee, the gender equity diversity and inclusion committee, prevention of sexual harassment committee, conduct of games and development committee, international relations and education committee, infrastructure assessment and reforms committee and the media accreditation committee all consisting of a chairman and two members under it. All these committees are designed by the board for helping and dealing with the specific matters and topics under there section. However, some relevant sources states that the high court has appointed certain committees to take over affairs of the Indian Olympic association which is known as a three-member committee of administrators (COA). Moreover, the court also said that the post of the life president and any such permanent post cannot be exceeded than a maximum term of three years and both men and women should be included in the general and executive committee of the sports body which initially was seen when M.S. P.T. USHA was selected as the first women president of the Indian Olympic Association (Delhi HC appoints committee to take over affairs of Indian Olympic Association, 2022).

GOVERNANCE AUDIT AND ANALYSIS TO WHAT EXTENT DOES THE BOARD REFLECTS BEST PRECTICES AS SET OUT IN THE U.K. SPORT GOVERNANCE CODE.

In relation with the board reflecting the best practices as set out in the U.K. Sports governance code we can see that there are five criteria on which the U.K sport governance code is based on and further we will look at weather Indian Olympic Association meets each requirement as mentioned in the UK sports governance code. In relation to the appropriate size of the board we can see that the IOA is currently governed by a 32-member executive council which exceeds the size of 12 as mentioned by the UK sports and sports England to meet certain requirements. Moving forward we can see that the UK sports and sports England has certain code, principle and requirements which consists of the structure, people, communication, standards and conduct, policies and procedures and the committee structure of the IOA. However as mentioned in the U.K. sports governance code we can see that the structure in the IOA and its board has an ultimate decision-making committee and accordingly exercises all its power. Moving forward the another principle mentioned is people as organizations shall recruit and engage with the diversity of background, thought independence and skills and experience to take effective decisions that further the organizations goals and best serve their communities , stakeholders and wider U.K. societies which the Indian Olympic Association complies with and follows completely having people from different backgrounds and diversities. Moving forward we can see that in relation to another principle which is the communication aspect the organization shall be transparent and accountable engaging effectively with stakeholders and nurturing internal democracy which the Indian Olympic association complies with. An organization should have proper standards and conduct which is another very important aspect mentioned in the code and requirements upholding high standards of integrity promote on ethical and inclusive culture and engage in regular and effective evaluation to drive continuous improvements which the Indian Olympic association complies with having an appropriate standard and conduct which the people of the organization and board its follows. Policies and processes are another principle which are required to be of the utmost requirement where the organization shall comply with all applicable laws and regulations, consider their social and environmental impact of their decisions undertake responsible financial strategic planning and have appropriate control and risk management which the IOA complies with at till some extent. All together we can say that the Indian Olympic association is an organization which works on the development of the athletes and matters related to athletes and oversees the working of the different national governing bodies which comes under the IOA.

We can conclude by this that the Indian Olympic Association does comply with the code, principles and requirements as mentioned by the UK sports and sports England in some areas completely, in some partially whereas in some areas having no compliance and the information could not be found out as being unavailable. The information regarding the compliance of the Indian Olympic Association can be found out in the table below which states all the 5 core principles as mentioned by UK sport and sports England.

Governance audit: Code Principles and requirements

Principle 1: Structure

Organisations shall have a clear and appropriate governance structure, led by a Board which is collectively responsible for the long-term success of the organisation and exclusively vested with the power to lead it. The Board shall be properly constituted and shall operate effectively

Requirements Full compliance Partial compliance Fail to comply Information not available

The Board of the organisation shall: a. be the ultimate decision-making body and accordingly exercise all of the powers of the organisation; b. be responsible for setting the strategy of the organisation; and c. maintain and demonstrate a clear division between the Boards management and oversight role and the executives operational role.

Yes, fully comply.

The IOA board has a ultimate decision making committee and accordingly exercises all the power. Having said that we can see that all the power in the IOA board has a clear management and oversight role along with the executive operational role. The Board shall be of an appropriate size, not exceeding 12 unless agreed with UK Sport and/or Sport England, to: a. Meet the requirements of the organisation; b. Have the appropriate balance of skills, experience, diversity, independence and knowledge; c. Manage changes to its composition (including that of its committees) without undue disruption; and d. Promote an open and inclusive dialogue among the Directors.

This has failed to comply as the IOA board is currently governed by a 32 member executive council Each organisation must maintain an up-to-date matrix detailing the skills, experience, diversity, independence, and knowledge required of its Board.

Information for this has been partially available. No one individual on the Board may have the unfettered ability to take a decision.

Full compliance as in the IOA there are several committees members who take the decision altogether not a single person on the board. If a member of the executive management of the organisation (e.g. the Chief Executive Officer or Senior Finance Officer) is appointed to the Board, then they may only be appointed in an Ex Officio capacity

Information not available.

Subject to the exceptions set out in Requirement 1.7 below, a director may serve on the Board for a number of consecutive terms, each term being no more than four years in length, up to a maximum of nine years continuous service.

Information not available

The exceptions referred to in Requirement 1.6 are as follows:

a. In the event a director is: i. subsequently appointed as the Chair following a period of service as a Director on the Board; or ii. appointed to a senior position within their sports international federation while serving as a director; that Director may continue to serve on the Board for the period of such appointment, subject to a maximum term of 12 years on the Board inclusive of their term prior to such appointment.

b. A Director appointed in an Ex Officio capacity may serve on the Board for the duration of their holding the relevant office.

c. In exceptional circumstances (for example to assist succession planning), a Chair or Director may hold office for a further yearInformation not available.

1.8. When a Director has completed their maximum term, at least four years must elapse before they can be eligible to stand as a Director for that organisation again.

Information not available.

1.9. Each Board must have a duly appointed Chair who shall be responsible for the leadership of the Board.

Partially comply as the IOA does not have a single person who takes care of all the responsibilities rather an executive committee who are responsible for the leadership of the board. 1.10. The roles of Chair and Chief Executive Officer (or equivalent) shall not be exercised by the same individual and the division shall be established in writing and agreed by the Board.

Yes this fully comply and is been seen in the organisation of IOA . 1.11. UK Sport and Sport England reserve the right to require that an organisation in which they invest appoint an Independent Chair. This right will only be exercised after appropriate consultation and if UK Sport/ Sport England reasonably believes that it is necessary to safeguard public funding or further the purposes for which that funding was granted.

Fail to comply as information is not available on this.

1.12. At least 25% of the Board shall be Independent Non-Executive Directors

Information not available

1.13. Each Board shall appoint one of its Independent Non-Executive Directors to be the Senior Independent Director (SID)

Information not available

1.14. The Board and its Committees (if any) shall: a. meet sufficiently regularly to discharge their duties effectively; and b. maintain a proper record of their meetings and decisions.

Fully comply in the IOA as the people who are appointed and the committee members meet regularly when required to discuss the proper functioning of the IOA. 1.15. The Board shall: a. maintain (i) an Audit Committee, and (ii) a Nominations Committee; b. ensure the Nominations Committee shall be majority Independent Non-Executive Directors and if dealing with the appointment of a successor to the Chair, shall be chaired by an Independent Non Executive Director; c. ensure all Committees shall report to Board and have clear terms of reference, and d. establish any other Committees and/or Task and Finish Groups as it sees fit.

Partially comply as the IOA has some committees under it which all report to the board having clear terms of reference . 1.16. A Council shall not be able to override the Board but may have reasonable rights to consultation and constructive challenge.

Fully comply with the IOA as it has a proper and constructive management of the board having the council not override it. 1.17. A Council member may serve on the Council for a number of consecutive terms, each term being no more than four years in length,

up to a maximum of nine years continuous service.

Partially comply as the elections for the executive council is held in every four years but information regarding the nine years continous service is not mentioned. 1.18. Where Councils are permitted to appoint Directors, such appointments shall reflect not more than one third of the Directors.

Information not available .

Principle 2: People

Organisations shall recruit and engage people with diversity of background, thought, independence, skills, and experience to take effective decisions that further the organisations goals and best serve their communities, stakeholders, and wider UK society.

Requirements Full compliance Partial compliance Fail to comply Information not available

2.1. Each organisation shall publish clear ambitions to ensure its leadership represents and reflects the diversity of the local and/or national community (as appropriate). These ambitions shall be centred on each organisation committing to achieving greater diversity in all its forms on its Board and senior leadership team, as well as where possible cascading this ambition in line with Requirement 4.1.

The IOA partially comply with this requirement. 2.2 Each organisation shall create a Diversity and Inclusion Action Plan which, among other things, shall: a. identify actions needed to achieve, support and then maintain the ambitions laid out in 2.1, including how these will be reviewed; b. demonstrate a strong and public commitment to promoting, embedding and advancing diversity and inclusion on the Board, senior leadership team and beyond; c. be published on the organisations website, with an annual update; and d. be agreed with UK Sport and/or Sport England.

There is no information available on the diversity and inclusion plan of the IOA.

2.3 The Board shall maintain and regularly review the Diversity and Inclusion Action Plan (DIAP), on at least an annual basis.

Fail to comply as the IOA does not have as such any diversity and inclusion plan. 2.4. Each organisation shall have a documented, formal, inclusive, rigorous and transparent procedure for the appointment of all type of directorships to the Board, and all appointments shall be made on merit in line with the skills and diversity required of the Board.

Yes the IOA fully comply with the requirement as all the directorships are appointed by a transparent procedure. 2.5. In exceptional circumstances a Director may be co-opted onto the Board if this is necessary to ensure that the Board has the skills and/or experience necessary to fulfil its role.

Yes, the IOA partially comply with this. 2.6. The appointment of the Chair and Independent Non-Executive Directors must be via an open, publicly advertised recruitment process.

Yes this full comply with the IOA as all the recruitment process are advertised publicly. 2.7. The Board shall have in place continuity plans for the organisation and succession plans for orderly appointments to the Board and to key posts within the organisation Information not available.

2.8. The Nominations Committee shall lead the process for Board appointments on behalf of the Board.

Information not available.

2.9. The Board or Nominations Committee shall inform UK Sport/Sport England of any appointment process being carried out by the organisation in relation to a. any Directors; and b. the Chief Executive Officer; and shall permit UK Sport/Sport England to observe any such process.

Fail to comply as information is not available for this as IOA does not inform the UK sport and sport England being an organisation from a different country. 2.10. No individual shall be appointed as a Director until they have provided to the organisation a declaration of good character and commitment to integrity.

Information not available.

2.11. On appointment, each Director shall be given a written statement of their responsibilities.

Yes the IOA comply with these requirement and works accordingly. 2.12. Each organisation shall ensure that new Directors receive a full, formal and tailored induction on joining the Board. 2.13. Remuneration of Directors and employees, if any, shall be determined in accordance with a formal, approved procedure.

Yes, this fully complies with the IOA board and organisation structure. Principle 3: Communication

Organisations shall be transparent and accountable, engaging effectively with stakeholders and nurturing internal democracy.

Full compliance Partial compliance Fail to comply Information not available

3.1. Each organisation shall publicly disclose information on its governance, structure, strategy, activities, and financial position, including an annual update on governance, to enable stakeholders to have a good understanding of them.

Yes the IOA complies with this requirements as they have an annual update on governance along with publicly disclosing information on governance. 3.2. Each organisation shall publish: a. the remuneration (if any) paid to each of its Directors (except for members of the senior management team who are Ex Officio Directors); and b. in the case of organisations which employ more than 50 staff, the total remuneration paid to its senior management team.

Information not available

3.3. Each organisation shall develop and deliver a strategy for engaging with, and listening to, its stakeholders (including elite athletes where appropriate). The Board shall annually review and monitor its delivery.

Yes, the IOA fully complies with this requirement. 3.4. Each organisation shall have a People Plan and shall review and discuss it on at least an annual basis and share the findings of that discussion openly with its members and people (e.g. employees, volunteers).

Yes, the IOA fully complies with this requirement. Principle 4: Standards and Conduct

Organisations shall uphold high standards of integrity, promote an ethical and inclusive culture, and engage in regular and effective evaluation to drive continuous improvement.

Full compliance Partial compliance Fail to comply Information not available

4.1. The Board shall set out, promote, and support the implementation of minimum good governance standards, including with respect to diversity and inclusion: a. throughout its organisation; and b. within its membership and/or associated organisations.

Yes the IOA partially complies with this requirement. 4.2. The Board, led by the Chair shall:

a. undertake and maintain in writing a record of an annual evaluation of its own skills, performance, and effectiveness;

b. undertake and maintain in writing a record of annual appraisal of each individual Director, and CEO;

c. undertake and maintain in writing a record of evaluations of its Committees (Committee evaluation need not be undertaken annually); and

d. agree and implement a plan to take forward any actions resulting from the evaluation.

Partial compliance of the IOA under this requirement. 4.3. The Board shall: a. undertake an external evaluation of the Board facilitated at least every four years or at the request of UK Sport/Sport England; and b. agree and implement a plan to take forward any actions resulting from the evaluations

Information not available.

4.4. Each organisation shall adopt a mandatory Code of Conduct for all types of directorships and Council positions that, among other things, requires all parties to act at all times in the best interests of the organisation, as well as acting with inclusivity, integrity, in an ethical manner and in accordance with their organisations Conflict of Interest policy.

Information not available.

4.5. The Code of Conduct, terms of reference and other policies relating to the Board and its Committees shall be regularly reviewed and maintained.

Information not available.

4.6. The Board shall maintain a Conflict of Interest (COI) policy which: a. identifies protocols for Director voting, ensuring fair participation of voting among the directors. If a COI is identified or declared, the conflicted Director may not be counted in the quorum, participate in any discussions, or vote, on the conflicted matter; b. outlines the Chairs responsibility in managing COI; c. requires the maintenance of a COI register and illustrates the process for this; and d. outlines the responsibility on individuals Directors to maintain an up to-date record of their COI.

Information not avliable

4.7. The Board shall ensure its responsibilities towards the welfare and safety of its members and people (including but not limited to employees, participants, and volunteers) are factored into the decisions it makes and shall appoint one of its Directors to take a lead in this area.

Yes, the IOA board partially complies with this requirement as they take into account the welfare and safety of its members and other people involved in the organisation. Principle 5: Policies and Processes

Organisations shall comply with all applicable laws and regulations; consider the social and environmental impact of their decisions; undertake responsible financial strategic planning; and have appropriate controls and risk management procedures.

Full compliance Partial compliance Fail to comply Information not available

5.1. The Board shall demonstrate that both individually and collectively it understands the key legal and regulatory obligations (including those which are specific to sport National Governing Bodies) which affect the Board and the organisation.

Yes, the IOA does comply with the legal and regulatory obligations and hence fully comply with this requirement. 5.2. The Board shall ensure it factors impact on stakeholders, wider society and the environment into the decisions it makes, and the actions implemented by the organisation.

Yes, the IOA fully comply with this requirement. 5.3. The Board shall be responsible for ensuring that it and the organisations staff have the relevant competence and qualifications in financial matters. Yes the IOA recruits the people taking into consideration all the aspects of the qualifications and financial matters. 5.4. The Board shall:

a. adopt appropriate and proportionate policies and procedures for their organisation including those which address regulatory obligations and those that ensure sufficient financial control;

b. take all reasonable steps to ensure that these policies and procedures, where appropriate, are communicated to, and understood and followed by, its Directors, staff and volunteers (where relevant); and

c. ensure that these policies and procedures are reviewed and updated in accordance with the organisations review scheduleYes the IOA complies with this requirement . 5.5. Each organisation must prepare annual accounts which:

a. comply with legal requirements and recognised accounting standards; b. give specific disclosure of income received from public investors and clearly account for the expenditure of such funding;

c. are audited (unless otherwise agreed by Sport England and/or UK Sport); and

d. are published on the organisations website.

Information not available

5.6. The Board must actively plan andregularlymonitor the financial position and performance of the organisation. Key elements to this would be:

a. settingan annual budget and regular review of management accounts; b. regular review ofupdated cashflow forecasts; and

c. regular review offinancial risksand mitigations.

Yes the board does actively plan and monitors the financial position and performance of the organisation. 5.7. The organisation shall maintain risk management and internal control systems, which are regularly reviewed and monitored to ensure they are effective and provide reasonable assurance.

Yes the IOA does comply fully with this requirement. RECOMMENDATIONS FOR ITS REFORMS Setting out realistic recommendations on how to improve the organizations governance structure

As we saw that the IOA is an organization that works with the athletes welfare and on various other matters related to athletes being the main governing body of the commonwealth games and Olympic movement in the country, we saw the Indian Olympic association governance structure from depth and can see that though the organization is having a good governance structure overall there are some areas where the IOA can work on and have an improved governance structure which are as follows .

1. IOA has a 32 member executive council where the elections for the executive council is held once in every four years whereas the recommendation here would be to make it once in every two years as reducing the time span can help the organization get different people as if the council is not working well they can be changed quickly and new members can be appointed for the post ultimately helping the organization function in a better way .

2. Another recommendation can be done in the enhancement of transparency of the IOA as being transparent makes it easier to mark with stakeholders and get further investment in sports.

3. Another recommendation can be that having a good governance and transparency in the IOA will help in getting better decision making.

4. The IOA makes sponsorship agreements with few brands before the start of the Olympic games, whereas if made these sponsorship agreements with more focus as which brands would bring in more ROI and capital along with popularity for the game to be publicized at huge level and would be an advantage of the organization.

5. The IOA should also recruit more women who are capable enough to be on the board as the general and executive committee of the sports body as women are also equally deserving to be on the board.

6. we can also see that few of the information regarding the organization was not available related to the core five principle mentioned in the code which again is a drawback as having an appropriate information is a must and the organization should make sure that all the information regarding the same is available.

REFERENCES

Desk, T.B. (2022).Indian Olympic Association - List of newly elected office bearers. [online] thebridge.in. Available at: https://thebridge.in/others/indian-olympicassociation-list-elected-office-bearers-37881?infinitescroll=1 [Accessed 30 May 2023].

2. Delhi HC appoints committee to take over affairs of Indian Olympic Association. (2022).The Times of India. [online] 16 Aug. Available at: https://timesofindia.indiatimes.com/sports/more-sports/others/delhi-hc-appoints-committee-to-take-over-affairs-of-indian-olympic-association/articleshow/93597839.cms [Accessed 26 Jun. 2023].

3. Editor, I. (2020).Indian Olympic Association. [online] INSIGHTSIAS. Available at: https://www.insightsonindia.com/2020/05/28/indian-olympic-association/ [Accessed 5 Jun. 2023].

4. www.insidethegames.biz. (2021).Indian Olympic Association announce three sponsorship deals for Tokyo 2020. [online]Availableat:https://www.insidethegames.biz/articles/1109973/ioa-pen-sponsorship-tokyo-2020-olympics [Accessed 29 May 2023].

5. IASbaba (2022).Indian Olympic Association. [online] IASbaba. Available at: https://iasbaba.com/2022/09/indian-olympic-association/ [Accessed 30 May 2023].

6. Sawant, A. (2020).India & its Stakeholders in Sports| Aonkar Sawant | sportinglobal. [online] Medium. Available at: https://medium.com/sportinglobal/india-its-stakeholders-in-sports-cac08ab292d [Accessed 29 May 2023].

7. Subedi, M.S. and Kumar, S.P., An Assessment of Governance in Indian Olympic Association.

8. olympic.ind.in. (n.d.).Indian Olympic Association.[online] Available at: https://olympic.ind.in/organisation.

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