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Context: Half of the national sports federations in India do not have a sexual harassment panel mandated by the Sexual Harassment of Women at Workplace (Prevention, Prohibition and Redressal) Act, 2013, which requires every organisation with more than 10 employees to have an internal complaints committee (ICC) to deal with cases of sexual harassment.

Details

• A report has revealed that half of the national sports federations in India do not have a sexual harassment panel mandated by law.
• This is a clear violation of the Sexual Harassment of Women at Workplace (Prevention, Prohibition and Redressal) Act, 2013, which requires every organisation with more than 10 employees to have an internal complaints committee (ICC) to deal with cases of sexual harassment.

Sexual Harassment of Women at Workplace (Prevention, Prohibition and Redressal) Act 2013 ● The Act covers all women, irrespective of their age or employment status, who may be subjected to sexual harassment at any workplace, whether in the public or private sector. ○ It also covers domestic workers, students, research scholars, patients, customers, clients and visitors. ● The Act applies to all workplaces, including offices, factories, shops, hotels, restaurants, educational institutions, hospitals, sports complexes, transport services, entertainment venues and homes. ● The Act mandates every employer to constitute an Internal Complaints Committee (ICC) at each office or branch with 10 or more employees. ● The ICC consists of a presiding officer (a senior woman employee), two other employees (preferably committed to women's rights) and one external member (from an NGO or legal background). ● The ICC is responsible for receiving and inquiring into complaints of sexual harassment from aggrieved women employees and recommending appropriate action to the employer.

Findings of the report

• The absence of an internal complaints committee (ICC) in these national sports federations (NSFs) means that women athletes, coaches, officials and staff working in these organisations have no recourse to justice if they face sexual harassment at their workplace.
• Poor functioning of some of the ICCs that were constituted by the NSFs.
• Some of them did not have a proper composition as per the Act, which requires at least one external member who is familiar with issues relating to sexual harassment.
• Some of them did not have any women members at all, while some had only one woman member out of four or five.
• Some of them did not have any records of their meetings or cases handled by them.

Sports Governance in India

About

• India is a country with a rich and diverse sporting culture. From cricket to hockey, from badminton to chess, India has produced many world-class athletes and champions in various sports. However, the governance of sports in India has often been criticized for being inefficient, corrupt, and politicized.

Sports Governance Structure

• The Indian sports governance consists of two separate bodies managing sports in the country:
  • The Ministry of Youth Affairs and Sports (MYAS)
  • The Indian Olympic Association (IOA)
• The MYAS is a government body that oversees various institutions such as the Sports Authority of India (SAI), which provides infrastructure, training and financial assistance to athletes and coaches.
• The IOA is an autonomous body that represents India in the International Olympic Committee (IOC) and other international sports federations. It also organizes national games and championships for various sports disciplines.

Challenges

Lack of autonomy and accountability of the national sports federations (NSFs)

• NSFs are the bodies that regulate and promote different sports in India and are affiliated with the Indian Olympic Association (IOA), which is the apex body for Olympic sports in India.
• NSFs are supposed to be independent and democratic organizations that follow the principles of good governance, such as transparency, participation, and fairness. However, many NSFs are plagued by nepotism, favouritism, and interference from political and bureaucratic forces.
• Some NSFs have been headed by the same person or family for decades, without any elections or term limits.
• Some NSFs have also been accused of misusing funds, violating rules, and discriminating against athletes on various grounds.

Lack of coordination and cooperation among different stakeholders

• There are multiple agencies and authorities involved in sports development and management in India, such as the Ministry of Youth Affairs and Sports (MYAS), the Sports Authority of India (SAI), the IOA, the NSFs, the state governments, the private sector, and the civil society.
• However, there is often a lack of clarity and consensus on their roles and responsibilities, leading to duplication of efforts, wastage of resources, and conflicts of interest.

Lack of a long-term vision and strategy for sports development

• India has a huge potential to become a sporting powerhouse, given its large population, young demographic, and diverse talent pool.
  • However, there is no clear and coherent policy framework or roadmap to harness this potential and achieve excellence in sports at all levels.
• Sports policy in India has often been reactive and ad hoc, rather than proactive and systematic.
• There is also a lack of adequate investment and innovation in sports infrastructure, technology, research, education, and grassroots development.

What can be done to improve sports governance in India? 

Reforming NSFs

• NSFs should be made more accountable and transparent by ensuring regular elections, audits, disclosures, and grievance redressal mechanisms.
• NSFs should also be made more inclusive and representative by ensuring gender parity, regional diversity, and stakeholder participation.
• NSFs should also be made more professional and competent by hiring qualified staff, adopting best practices, and enhancing their capacity building.

Strengthening coordination

• There should be better coordination and alignment among different agencies and authorities involved in sports governance in India.
• There should be a clear division of roles and responsibilities among them, based on their expertise and mandate.
• There should also be regular dialogue and consultation among them to avoid conflicts and ensure synergy.
• There should also be greater involvement of the private sector and civil society in sports governance in India.

Developing a vision

• There should be a comprehensive and long-term vision and strategy for sports development in India. This vision should be.
  • Based on a thorough analysis of the strengths, weaknesses, opportunities, and threats facing Indian sports.
  • Aligned with the national goals and aspirations of India.
  • Translated into concrete action plans with measurable outcomes and indicators.

Conclusion

• Reform in the Sports governance structure would require political will, legal framework and public awareness. It would also require learning from the best practices of other countries that have achieved success in sports through good governance. By adopting such a reform, India can hope to achieve its potential as a sporting nation and enhance its image and pride on the global stage.

Must Read Articles:

Governance of sports in India: https://www.iasgyan.in/daily-current-affairs/governance-of-sports-in-india

PRACTICE QUESTION Q. How can sports governance be improved to ensure fair and transparent decision-making processes, accountability and stakeholder participation? What are the main challenges and opportunities for reforming the sports governance structure in the context of globalization, commercialisation and digitalisation?

https://indianexpress.com/article/express-exclusive/not-just-wrestling-half-of-national-sports-federations-dont-have-sexual-harassment-panel-mandated-by-law-8590204/