Governance vital in sports

The Star

18-05-2025

HAVING been involved in the management of sports organisations at both state and federal levels for more than a decade, I have witnessed first-hand both the promise and the pitfalls of our sports system. Malaysia is blessed with talented athletes and a passionate public. But for too long, that potential has been undermined by governance failures at various levels.
We must confront a hard truth: many of our sports bodies lack the accountability, transparency, and legal adherence necessary to build sustainable sporting excellence. These governance principles are not theoretical concepts – they are the foundation for trust, performance and progress.
Not just titles
In many Malaysian sports associations, leadership positions are treated as honorary titles rather than roles of stewardship. Some remain in office for years without being held accountable for performance or development. Annual reports, athlete pipelines, grassroots programmes – these are often treated as secondary concerns.
True accountability means defining roles clearly, setting measurable goals and regularly reporting on progress. Sports leaders must answer not only to their members but to the broader public, especially when taxpayer money and government facilities are involved. Without accountability, mediocrity becomes entrenched, and excellence remains out of reach.
Transparency and credibility
As a lawyer dealing with sports organisations, I have seen too many decisions in our sports bodies made behind closed doors. Committee members are sometimes presented with decisions that have already been made by the top leadership. The wider membership is expected to simply endorse them and is recorded as unanimous. This may lead to distrust among the stakeholders and affect collective efficiency.
Transparency is the antidote to this mistrust. Documents such as budgets, minutes of meetings, and selection criteria should be readily available to stakeholders. Transparency does not weaken a sports body – it strengthens its credibility.
No one is above the rules
There is a troubling tendency among some sports leaders to view legal and constitutional requirements as suggestions rather than obligations. But sports autonomy does not mean being above the law. The Sports Development Act 1997, regulations from the Sports Commissioner, and the constitutions of sports bodies exist to protect fairness and institutional integrity. Often the constitution itself is amended to satisfy the vested interests of a few, which is subsequently rubber- stamped by the docile council.
Failure to hold proper elections, bypassing of disciplinary procedures, and irregular financial practices are not internal matters–they are governance breaches that impact national confidence in our sporting institutions. The law is a safety net. It protects athletes, officials and the integrity of the system. A well-run sports body must embrace, not evade, legal frameworks. This is where the Sports Development Act must empower the office of the Sports Commissioner's office.
No room for bootlicking
One of the more corrosive aspects I have observed is the culture of bootlicking and currying favour in council meetings and decision-making platforms. Critical decisions are too often made not based on merit, facts, or what is best for the sport –but on pleasing influential personalities.
Sycophancy stifles dissent and fails our athletes and our responsibility. Council members must offer independent judgment, not blindly agree. Without the courage to question and uphold fairness, professionalism and progress in sports will remain out of reach.
Building competence
It's important to note that not all shortcomings stem from bad intentions. Many grassroots and state-level leaders are passionate individuals who care deeply about their sport. But passion alone is not enough. Competence in governance, financial oversight, and strategic planning is essential.
That is why I strongly advocate for mandatory training programmes for all elected officials in sports bodies. Just as athletes train and improve, so too must administrators. National-level associations, in collaboration with the Youth and Sports Ministry and the Olympic Council of Malaysia, must invest in the capacity building of those entrusted with leadership.
Reform Roadmap: Where do we go from here?
If Malaysia wants to become a serious sporting nation – not just one that celebrates occasional victories – we must reform how we manage sports. Among the steps I believe are critical:
> Mandatory annual audits and publication of financial reports
> Term limits for key leadership positions
> Transparent, criteria-based selection processes
> Independent panels to oversee elections and appointments
> Linking public and private funding to governance compliance
> Channels for athlete and whistleblower feedback
> A more principled, knowledgeable and courageous council members
> Leave politics out of sports management unless it helps sports excellence.
Governance should not be an afterthought. It should be the starting point of every conversation about sports development.
We often talk about producing world champions, gold medallists, and a sporting culture that unites the nation. But without the right systems in place, these dreams remain elusive.
We must shift from personality-driven leadership to institution-driven governance. We must reward integrity, professionalism, and performance – not flattery, loyalty, or politics. And above all, we must place the athlete – at every level – at the centre of every decision. Yet they should not be spoilt by whims and fancies.
The time for governance reform is now. If we do not act with urgency and courage, we will continue to lose not only opportunities – but also the confidence of our youth, our athletes, and our future champions.
Senior lawyer Dato Sri Dr Jahaberdeen Mohamed Yunoos is the founder of Rapera, a movement which encourages thinking and compassion among Malaysians. The views expressed here are entirely his own.