Improving Australian sport: the next cycle

1. Improving Australian sport:the next cycle Sport and Recreation Tasmania 19 October 2010

2. Where are we today?Implementing change in Australian sport and active recreation • New vision and direction for Australian sport: “Pathway to success” and “Working together for Australian sport” predicated on a collaborative and cohesive system • Spirit of national cooperation and readiness exists to drive improved outcomes: need to build deeper alignment and commitment • ASC with a clear mandate and new direction involving a new role: system leadership

3. A better Australia Health, well-being, social cohesion and inclusion, international relations, international success, economic benefits, national identity and pride Collaborative national sports system creating opportunities for all Australians to participate and excel ASC AOC/APC/ACGA State and Local Govt NSOs (including SSOs and Clubs) Other system partners “A shared vision for Australian sport”

4. Building sustainable Australian sport transformedparticipant experience cohesive effective sports system Talent ID Funding New strategies and initiatives NSO capacity building Aligning high performance Coaching and officiating Capacity building Pathway development Innovation/ research Athlete support Aligned systems Leadership New system strategic direction incorporating National S&AR policy framework New collaborative culture New collaborative commitments Clear roles for system partners New system vision and objectives

5. Critical success factors - more than new sports strategies • “hard” components • vision, positioning, strategy, structure, processes, capacity, capability, accountability and reward systems • “soft” components • leadership, culture, team climate, values, trust, relationships, behaviours, engagement, influencing and change management

6. Sport system strategic shifts Sport outcomes Sports development NSO- system beneficiary High Performance Plans Competitive Federal-State programs & relations Passive SCORS involvement Sport and broader policy objectives System and sports development NSO- system partner Whole of pathway plans Cooperative Federal-State programs & relations Active SCORS leadership

7. Our change in Vision To continue to be recognised as the world leader in developing high performance and community sport. A collaborative national sports system creating opportunities for all Australians to participate and excel

8. To lead the national sports system and support sporting organisations and other system partners to deliver sport to Australians

9. Key strategies

10. We are making some important strategic shifts Directive leadership style Passive system leadership Individual program focus ASC centricity Service provider Current culture SSSM research Affiliative leadership style Active system leadership, modelling and partnering Leveraged strategies System centricity System manager (brokering system interests) Preferred culture Sport research

11. Some of our leadership challenges • Connecting ASC within the Government • Building a more cohesive and collaborative system and ASC • Managing the reform implementation challenges • Effectively engaging, influencing and motivating our system partners and our people • Building a highly capable, aligned and cohesive leadership team in ASC and in Australian sport

12. Evolving the Australian Sports System Enhanced government strategic policy capability Leveraging the benefits of sport for government Enhanced government, sports and community sector awareness Leadership and whole-of-system view Business Schools Sporting Organisations UniSports Inquiry & learning Clearinghouse CRC Research Centres of Health Sport studies Other sector learning partners / providers Enabling & Supporting partners SSF’s AOC, APC, ACGA SMA ACHPER ANZSLA ASADA ASF Other NFP’s Federal Government Minister for Sport PM&C ASC AIS State Governments Ministers for Sport SDSR’s SIS/SAS COMMUNITY COAG SRMC SCORS NESC Local Government A more active, healthier, resilient, high performing, cohesive, proud Australia

13. System Planning Alignment Vision mm mm mm mm Outcomes Mission Strategies Goals System Strategy Strategies ASC/NSOs/SDSRs Strategic Plans National priorities / agreements LGA/SSOs and clubs Local priorities / arrangements

14. Building unified sports and system cohesion ASC NSO ASC and SDSRs work with SSOs to strengthen their NSO–SSO alignment SDSR SSO • Governments need to role model expected behaviours and reinforce the importance of the NSO-SSO relationship • We also need to develop and strengthen the NSO-SDSR relationship: • get NSOs thinking more re SDSRs as partners • build SDSR understanding of NSO centrality (problem partly from SDSR focus on • recreation / participation and historic focus of NSOs on high performance)

15. Aligning participation Key elements Other providers NFPs ASC NSO SRMC reform: national sport and active recreation policy framework ASC will lead the strengthening of alignment and collaboration and manage the sport- active recreation interface Other providers SDSR SSO NSO participation plans: complementary to SDSR plans NSO-SSO-club (Sports) capacity building Other providers local govt clubs

16. ASC and SDSR Partnership Continuum Adapted from Himmelman, A.T., American Journal of Community Psychology 2001 Vol 29. No.2

17. ASC system partner interactions ANZLA, SMA, ASADA Research and educational institutions State Sports Federations Business Minister and PM&C SDSR ASC Peak Sport Bodies Local Government Schools SIS/SAS ASF Other key Federal agencies Sporting Organisations Other key State agencies Other Not-for-profits Legend Collaboration Cooperation Coordination Networking

18. Critical Success Factors for SDSR / ASC partnership

19. What are your thoughts? • Are our strategic intent and direction of Australian sport the right ones? • What would you like to see from ASC; what does ASC need to do to add value to your work and Australian sport? • What do you see as your value adds to the system? • What do you see as some of your challenges or challenges we both face?