Governance Structure for Basketball Australia post 1 July 2009

1. Governance Structure for Basketball Australia post 1 July 2009 Adopted by the Board: 26 May 2009

2. EXECUTIVE SUMMARY • This paper outlines the governance structure for Basketball Australia going forward • The governance structure aims to be streamlined - built on two Board sub-committees (Finance/Audit and Executive Remuneration) and five standing committees chaired by a Board member with one other Board member, members of management and other members • The committees are set up as provided for in the constitution for BA which allows that “The Directors may by written instrument delegate any of their powers to Committees consisting of those persons they think fit (including Directors, individuals and consultants), and may vary or revoke any delegation.” • Non-BA Board members will be 50% nominated through an open and inclusive nomination process (for subsequent Board appointment) with the balance directly appointed by the Board. There is a different nomination process for the NBL Commission.

3. BASKETBALL AUSTRALIA GOVERNANCE STRUCTURE AIMS TO STREAMLINE PREVIOUS APPROACH FROM TO * Board holds non-NBL positioning, marketing and content management ** Working name, replacing “Community” *** Overlaps with Competition Commission but High Performance owns strategy and policy for players pathway with Competition Commission owning operations and execution NOTE: Reference numbers shown in parens identify same functions in FROM/TO

4. ROLE OF THE NBL COMMISSION • The NBL Commission is established to govern the NBL and its major roles are: • To manage the NBL as a strategic business unit of BA. • To determine the appropriate financial criteria and parameters for the clubs and league to establish the sustainable financial model that provides for secure growth in future seasons. • To define the appropriate timing for each NBL season. • To determine the appropriate geographic coverage, size and composition of the NBL, criteria for expansion, and criteria for club inclusion. • To ensure that the NBL is appropriately linked to the high performance pathway for the development of players, coaches and officials. • To ensure that the NBL provides an appropriate opportunity for players, coaches and officials to perform to their full potential at the international level. • To review the management effectiveness of the commercial management and operations support provided to the league • The commercial management of the NBL will be a major focus of the General Manager Commercial Operations BA. The NBL Commission will recommend the objectives and key result areas for Board approval. These objectives will be reviewed quarterly and reported to the Commission. • The NBL will be operated by the General Manager, NBL Operations who will report to the BA CEO. The objectives and key result areas for the General Manager will be recommended by the Commission for Board approval. These objectives will be reviewed quarterly and reported to the Commission.

5. ROLE OF THE AWARDS AND HONOURS COMMISSION • The overall role of the Awards and Honours Commission is to build and protect the heritage of the sport of basketball in Australia across all levels and its major roles are: • To  make nominations from basketball to the Australian Sports Hall of Fame and for other appropriate national awards and honours • To induct individuals into the Australian Basketball Hall of Fame • To induct individuals into life membership of Basketball Australia • To define a framework and process for the management of the heritage of the sport of basketball in Australia • To provide guidance on award and honours to all levels of basketball • To conduct events around the various awards given at the elite levels of the sport in Australia

6. ROLE OF THE COMPETITIONS COMMISSION • The overall role of the Competitions Commission is to context the sport of basketball in Australia across all levels and its major roles are: • To promote and provide advice in relation to the conduct of all national leagues and competitions, national championships (including underpinning competitions), junior leagues, state based leagues and competitions. The Commission will consider the needs of AWD and able bodied athletes. • To ensure that the competition structure throughout Australia is such that it provides appropriate pathways for players, coaches and officials to perform to their full potential at the international level. These pathways will be determined by the High Performance Commission in consultation with the Competitions Commission. The final decision rights will be held by the High Performance Commission with the Competitions Commission responsible for execution. • To ensure that competitions at all levels are integrated and part of an overall, coordinated national competition plan. • AIMS OF THE COMPETITIONS STRUCTURE • The aims of the competitions structure are: • To provide the highest possible standard of competitions at all levels in Australia. • To provide competitions appealing to the public and to the media, so that basketball gains prominence and recognition as a major sport in the Australian Community. • To provide National League competitions as seen in most other major countries in the World. • To provide a standard in competition which will assist in the preparation of the Australian National Teams for World Championships, Olympic and Paralympic Games and other major international competitions. • To ensure that all competitions are integrated, cost effective and give the best possible opportunity for Australia to perform well internationally

7. ROLE OF THE HIGH PERFORMANCE COMMISSION • The overall role of the High Performance Commission is to develop an appropriate environment for development of elite participants in basketball within a consistent philosophy of Australian basketball. As such its major roles are: • To promote and provide advice in relation to the development of players, coaches and officials including: • Conduct of all national leagues and competitions, national championships (including underpinning competitions) and state based leagues and competitions • Conduct and curriculum of national development programs, such as the National Intensive Training Program and the National Officials Development Program and programs underpinning them • Links between national team programs • To consider the needs of AWD and able bodied athletes • To ensure that the development and competition structures throughout Australia are such that they provide appropriate pathways for players, coaches and officials to perform to their full potential at the international level

8. ROLE OF THE ASSOCIATIONS COMMISSION • The overall role of the Associations Commission is to provide support, guidance and direction for the delivery of the programs by the local and state associations. As such the major roles are: • To ensure the best practice governance models are adopted and implemented • To provide guidance in the management of all volunteer programs and activities • To manage, promote and administer the delivery of the Aussie Hoops development programs • To ensure the relationships with the schools are coordinated to maximize the program delivery • To oversee the TBN to ensure the capture and manage the database • To ensure that all insurance is provided in accordance with legal provisions and needs • To provide guidance in the sourcing of government funding at all levels for the successful delivery of programs across all areas of BA • To provide guidance in the development of resources for association level development programs in officiating, coaching or player development • To provide guidance in facility maintenance and development of existing facilities • To provide guidance in sourcing of funding at all levels for the development of new facilities

9. OPERATIONAL /ADMINISTRATIVE COMMITTEES CONTINUE AT THE DISCRETION OF THE CEO OR COMMITTEE CHAIR Operational Committees Decision on Future Ownership • Aussie Hoops Coordinators • NITC Program Head Coaches • Indigenous Sports Coordinators • Coach Education • National Referee Development Program Coordinators • Project Connect (disability sport) Coordinators • Association* Committee/CEO • High Performance Committee • Association* Committee • High Performance Committee • High Performance Committee • Association* Committee Administrative Committees • State/Territory GMs and BA Management Team • Basketball Managers and GM Community Basketball • CEO • CEO • Any continuing committees require: • Clear Terms of Reference • Documented decision rights • Identification as a standing or ad hoc committee * Association is working name replacing Community

10. CURRENT MEMBERSHIP Committees and Commissions Membership • Audit and Finance Committee • Executive Remuneration Committee • Awards and Honours Commission • Competition Commission • Spangler, Maddock, NBL club owner nominee director • Thodey, Spangler, Smith-Gander • Gaze, 3 others TBD • Smith-Gander, Gaze, Davidson, Woods, Martin, Wallace, Kerle • Association* Commission • High Performance Commission • NBL Commission • Spangler, others TBD • Maddock, others TBD • Smith-Gander, Sengstock, Spangler, Blackwell, Morris, Smythe, Vlahov NOTE: Chair named first *Association working name replacing Community