Put management practices under the microscope
The Sport NI fiasco will be addressed - and resolved? - in the fullness of time and it would be improper to comment on either the reports, or the facts, that have led to the present situation.
However, let us not for one minute assume that the issue of "allegations and concerns in relation to the leadership, management and overall culture of the organisation" is peculiar to organisations such as Sport NI.
There is some considerable evidence that similar practices are a feature of many organisations.
I am aware of one particular organisation (among others) that seemed to take the view that its staff should wait forever for the resolution of internal procedures - irrespective of the adverse effect that wait had on an individual's emotional and physical health (bullying can be as much by omission as by commission).
The failure of such organisations to manage their staff in an appropriate manner needs to be exposed at employment tribunals, but procrastination in the implementation of internal procedures means that those who are the victims have lost the will to fight back.
I have no idea what the issues are/were in Sport NI, but it does seem to me that there is a general lack of leadership. On the wider issue of the management of charitable organisations, it seems to me that it is important that the chairs and members of boards of trustees should not bury their heads in the sand with the assumption that the CEO will resolve the issues.
We need a closer, continuing scrutiny of management practices in the voluntary sector.