We have clearly established what it is that we are trying to achieve as an organisation, by defining our purpose. This purpose shapes the way we conduct ourselves, the programmes we deliver and the way the organisation functions.

Based on our purpose, which gives us a general guide, we know what the specific impact is that we are trying to make through our programmes and activities. 

We set ourselves goals. For the next 1-2 years we know what these goals are. They are in writing, and we review and adjust them on a regular basis.

We know what the Sustainable Development Goals are. We understand how sport can contribute to them in general, and importantly, we know how our organisation contributes to achieving them.

When establishing our purpose, impact and goals, we involve the people who are involved in delivering it and the participants in our programmes. This includes, staff, volunteers, members etc.

In order to measure how effective we are at achieving our goals we have a system in place which allows us to track and evaluate what we actually do, against what we set out to achieve.

We know which skills and competencies are required to run our organisation and deliver our programmes. This relates to the objectives of the programmes, the activities that we deliver and the impact we want to make.

We select or elect people to run our organisation and programmes based on our organisational values and the skills and competencies that we need.

We create transparency in our selection, promotion and election processes by having a written description of all of the different roles we have in the organisation, which lists all of the skills and competencies required.

We plan for the future by knowing where the gaps are in our skills and competencies and have plans in place to fill them.

We commit ourselves to the development of our staff, volunteers and coaches. Based on identified skill and competency gaps our organisation trains and educates our people.

In order to maintain independence and consistency, we have a responsible person or team in which manages our human resource processes and acts as a contact point for our people.

Our organisation protects our people through a written prevention plan. This outlines our commitment to preventing our people from coming to harm, and how we implement it safely and effectively.

We are aware that a prevention plan on paper is not enough without everyone in the organisation understanding exactly how it works. We therefore specifically train our staff, volunteers and coaches on safeguarding in order that they are fully aware of the required mindset, behaviour and processes.  

We recognise that alongside an overall plan, we need to be able to respond to issues which occur incidentally or in relation to specific activities or situations. Therefore, we regularly check safeguarding risks linked to all of our activities (such as travel, changing facilities etc) and address them.

We recognise that we must implement prevention measures on a regular basis in order for them to be relevant to our activities. With our staff, volunteers and coaches we conduct safeguarding checks and trainings on a regular basis, to put us and them in the position to be aware of any potential issues before they happen.

People within our organisation perceive safeguarding is important. Our organisation actively communicates with our people about safeguarding to give them the information they need.

We have a system in place to review our prevention processes. Our organisation measures the effectiveness of our prevention efforts and makes appropriate adaptations when weaknesses are highlighted. 

Our organisation protects our people through a written prevention plan. This outlines our commitment to preventing our people from coming to harm, and how we implement it safely and effectively.

We know how we as an organisation impact the environment. We have taken steps to understand how our activities affect the environment (travel, purchasing, facilities etc) and we take measures to limit our impact.

Beyond a general description of how the organisation affects the environment, we have a specific understanding and approach for each area of our impact (facilities, transport, waste etc). We have specific plans associated to these areas.

Against these areas we set impact specific targets and track our progress.

Beyond our own direct impact, we look to mitigate our secondary impact in the environment. We have an understanding of how our supply chain and the products and services which we buy affect the environment and take action to reduce them.

Our organisation pursues one or more social goals in the selected impact areas. 

We have explicitly formulated our social goals in the selected impact areas. We also ensure that all our stakeholders can see which social objectives we are pursuing.  

Our social goals are at least as important to us as our sporting goals and they are more than just a by-product of our sporting activities.

In addition to our immediate goals (outputs), we also pursue medium and long-term goals (outcomes and impact) in the selected areas and we have a clear idea of how our short-, medium- and long-term goals build on each other.

When establishing our purpose, impact and goals, we involve the people who are involved in delivering it and the participants in our programmes. This includes, staff, volunteers, members etc.

In order to measure how effective we are at achieving our goals we have a system in place which allows us to track and evaluate what we actually do, against what we set out to achieve.

We know the Sustainable Development Goals and we have an idea of how our own activities can contribute to achieving the SDGs.

We do not rely on the potentially positive effects of sport occurring automatically. Rather, we aim at bringing about the intended effects in a targeted way.

In the selected impact areas, we therefore explicitly follow a specific method or approach to achieve our social goals through our sport-based activities.

The role of sport is clearly defined within our methodology or approach. This means that we are able to describe where for example we use sport as "a hook", as a "means to build trust" or as "tool to train a specific skill"

All staff and volunteers who are involved in the implementation of our programmes (e.g. the coaches) have a clear idea of how the activities must be implemented (on and off the field) in order to achieve the desired S4G goals

Our approaches and methods are based on a relevant theoretical foundation (e.g. from the field of sports science, pedagogy, psychology, etc.) or they are based on proven empirical evidence.