1.1 - The board have a directors’ code of conduct which outlines the high standards of professional and ethical conduct expected by directors in the interests of the organisation

1.2 - The organisation actively engages with its stakeholders to establish, define and make publicly available, its core values and associated behaviours

1.3 - The board actively demonstrates the organisation’s core values and behaviours, and embeds these into decisions and actions

2.1 - The board develops, communicates and implements a stakeholder engagement plan aligned to its strategy.

2.2 - The board identifies and implements opportunities to meet with and collaborate regularly with the boards of their member bodies.

2.3 - The organisation proactively engages and communicates with its member bodies, ensuring accountability and transparency.

2.4 - The organisation proactively collaborates with its member bodies to create alignment and maximise efficient use of resources.

3.1 - The organisation has adopted, in collaboration with its members, a strategic plan for the sport, with clear and measurable targets and an implementation plan, which link to a detailed operating budget.

4.1 - The board should have a diverse mix of skills, expertise, and experience in order to meet the strategic goals of the organisation.

4.2 - The board demonstrates a strong and public commitment to progressing towards achieving its diversity, equity and inclusion goals within its board composition.

4.3 - The board, while ensuring the prevailing criterion for election is eligibility, skills, expertise, and experience, should be composed in a manner such that no one gender accounts for more than 50% of the total number of directors.

4.4 - The organisation’s directors should be independent, regardless of whether elected or appointed.

4.5 - The organisation has a documented and transparent process for the identification and appointment of directors.

4.6 - The board has a composition which incorporates both elected and appointed directors.

4.7 - Directors undertake recognised governance education.

5.1 - The organisation should be a legal entity incorporated under the legislation which best fits its size, need and jurisdiction.

5.2 - The organisation should have a staggered rotation system for directors, with term limits and a maximum tenure of no longer than 10 years.

5.3 - A director who has completed the maximum tenure on the board is not eligible to stand as a director for that organisation for a period of at least three years.

5.4 - The board has a process for inducting new directors.

5.5 - The board operates under a documented board charter.

6.1 - The organisation has a Finance, Audit and Risk committee.

6.2 - The board shall appoint the chair and evaluate their performance.

6.3 - The CEO, upon leaving their role with the organisation, is not eligible for appointment or election to the board within 3 years.

6.4 - The board has rigorous processes for identifying and managing director conflicts of interest.

6.5 - The organisation reports on governance outcomes at both its Annual General Meeting (AGM) and in its Annual Report.

7.1 - The sport has a documented process to ensure compliance with working with vulnerable persons and children legislation, (that reflects the varying legislative requirements of all States and Territories), including maintenance of relevant checks.

7.2 - The board has a documented process for ensuring that the policies and procedures implemented by management are consistent with the organisation’s risk management framework.

7.3 - The board has established a risk management system that is appropriate for the size and context of the organisation, aligns with strategy and enables organisation-wide decision making for the management of threats and opportunities.

Note: From July 2022, Sport Integrity Australia is responsible for standards relating to Principle 8, including the measurement of maturity levels and support for sporting organisations.

9.1 - The board should regularly evaluate its performance and performance of individual directors. The board should agree and implement a plan to take forward any actions resulting from the evaluations.

9.2 -  The board will operate itself in an efficient manner and directors meet as appropriate to discharge their duties effectively.

9.3 - The board has documentation and processes to operate its meetings in an efficient and effective manner.

9.4 - The board maintains accurate records of meetings and board decisions.

9.5 - The board has documented financial delegations. This includes, but is not limited to: expenditure, funding, grants, other financial transactions as resolved by the board.

9.6 - The board has documented non-financial delegations. This includes, but is not limited to: human resources, correspondence/public relations, membership, strategic actions, business plans, board resolutions, grievances, and complaints.

9.7 - The board has a documented CEO (or equivalent) performance evaluation process.

9.8 - The board has a documented succession planning process for key personnel and the retention of corporate knowledge.