Annual Operational Plan
2014–15
02 Annual Operational Plan 2014–15
About the
Australian Sports Commission
The Australian Sports Commission (ASC) is Australia’s primary national sports
administration and advisory agency, and the cornerstone of a wide-ranging sport sector.
On behalf of the Australian Government, the ASC plays a central leadership role in the
development and operation of the Australian sport sector, administering and funding
innovative sport programs, and providing leadership, coordination and support for our
various sport partners.
The Australian Institute of Sport (AIS) is a division of the ASC. It is Australia’s strategic high
performance sport agency with responsibility and accountability for leading the delivery of
Australia’s international sporting success.
In leading the sector the ASC works with a range of partners, recognising that a shared
approach that brings together expertise from a range of organisations delivers greater
results. By working with, among others, national sporting organisations (NSOs)1,
government departments and agencies, and schools and community organisations, the
ASC is able to support the development of the Australian sport sector from the grassroots
to high performance levels.
A particular focus for the ASC is supporting NSOs and other sector partners to build their
capability and sustainability. It does this by providing support and advice that helps build
their capacity to deliver world-class high performance programs and encourage more
community participation. By making sports safer, more inviting and better managed, all
Australians have better opportunities to be involved.
1 The term national sporting organisation includes national sporting organisations for people
with disability and the Australian Paralympic Committee where relevant.
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ASC values
The ASC values — respect, integrity, teamwork and excellence — provide the foundations for
the way the Commission operates and supports the achievement of organisational goals
and objectives. The values also underpin the ASC’s performance planning and management
system by defining which behaviours support the values and which do not.
04 Annual Operational Plan 2014–15
Annual Operational Plan
The Annual Operation Plan identifies how the ASC will deliver upon its strategic plan during
2014–15. Specifically, the plan identifies:
>> key performance measures the ASC will be accountable for and will report against in
its 2014–15 annual report
>> key strategies being implemented during 2014–15 to ensure the ASC achieves its
performance indicators
>> priority projects the ASC Board has identified as a particular focus for the year.
An underlying suite of division, branch and section plans detail the strategies and
operational activities that ensure the delivery of this plan.
This cascading hierarchy of plans provides for a clear line of sight from the ASC’s strategic
plan through to individual employee activities. Employee performance development plans
identify individual accountability for delivery of activities and ensure alignment with the
organisation’s strategic goals.
The Annual Operational Plan also meets the ASC obligations under ‘Part IV — Strategic
Plans and Annual Operational Plans’ of the Australian Sports Commission Act 1989.
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Statement of strategic intent
The following factors have been identified as critical to the future success of ASC:
1. Simple and transparent goals and accountabilities for Australian sport and the ASC.
2. Modernisation of Australia’s sports governance structures and significant continued
progress on governance reform within NSOs.
3. An increase in community participation in sport:
d. the release and implementation of an ASC participation strategy
e. more sport-based activity played at school utilising delivery of the new Sporting
Schools program.
4. A new and clearer role for the AIS in Australian sport:
c. improved alignment with the state institutes and academies of sport.
5. Better support for athletes:
d. direct athlete support scheme structural reform, enhancement and growth
e. post-career preparation
f. better corporate support for female athletes.
6. More non-government investment in NSOs:
g. commercial opportunities
h. new media/broadcasting opportunities
i. philanthropic investors
j. strategies to increase sports funding from non-government sources.
7. A lean and effective ASC, allowing for organisational resources to be reinvested in
initiatives for the future.
In support of the strategic agenda and achievement of this plan, the ASC will continue to
play a public leadership role for the Australian sports sector. The ASC will lead the drive for
a more positive view of sport in Australia in 2014–15.
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GOAL 1:
Increased participation in sport
The ASC’s success across this goal in 2014–15 will be measured by:
>> the percentage of priority participation NSOs growing their participation base
(target 80 per cent)
>> the percentage of key sport partners that agree the ASC has demonstrated
effective leadership of the sport sector (target 80 per cent).
The strategies the ASC will adopt in 2014–15 to meet this challenge are:
>> implementing a value-adding, coordinated participation strategy
>> providing targeted investment to NSOs to achieve measurable participation outcomes
>> providing reliable data on sports to enable measurement of participation outcomes
>> broadening the reach and exposure of schools to more sport-based activity before,
after and within school hours through the Sporting Schools initiative.
Some of the key priority projects that the ASC will be delivering in
2014–15 include:
An increase in community Implement a value-adding, coordinated and
participation in sport refined approach to participation by the ASC to
complement the high performance strategy,
Australia’s Winning Edge.
Participation survey Develop and implement a sector-wide survey
that collects high-quality and comparable data
on participation in sports.
Completing the Active Delivery of the Active After-school Communities
After-school Communities program until it concludes on 31 December 2014
program and implementing the and preparing for full delivery of the Sporting
Sporting Schools initiative Schools initiative by 30 June 2015.
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GOAL 2:
Increased international success
The ASC’s success across this goal in 2014–15 will be measured by:
>> finishing first at the Glasgow Commonwealth Games
>> the percentage of Australia’s Winning Edge funded sports rated by the AIS as
achieving their performance targets (target 80 per cent)
>> percentage of Australia’s Winning Edge funded sports that agree the services
they received from the AIS has made a high-quality contribution to their high
performance program (target 80 per cent)
>> percentage of Australia’s Winning Edge partners that agree the AIS has demonstrated
strong leadership of Australian high performance sport (target 65 per cent)
>> percentage of Australia’s Winning Edge partners who agree there is strong strategic
alignment across the high performance institute network (target 65 per cent).
The strategies the ASC will adopt in 2014–15 to meet this challenge are:
>> providing targeted investment in NSOs to assist with the delivery of programs
aligned to their Australia’s Winning Edge targets
>> providing high performance consultation that assists NSOs with strategy, high
performance planning and program delivery to increase the likelihood of Australia
achieving sustainable high performance success
>> implementing innovative and customised high performance system solutions to
optimise athlete, coach and leader talent
>> ensuring the right athletes get the right support at the right time by planning,
coordinating and delivering expertise for Australia’s Winning Edge funded NSOs
and athletes
>> supporting innovative solutions for prioritised NSOs and promoting growth of
new knowledge and expertise for high performance sport.
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Some of the key priority projects that the ASC will be delivering in
2014–15 include:
Alignment of national high Review the current approach delivered by the
performance system state and territory institutes, academies and
the AIS, and work with the national institute
network to achieve greater system alignment
to support Australia’s Winning Edge sports.
Personal Excellence Develop and implement a new Personal
Excellence strategy to create environments
for adaptive learning and communication
to assist athletes throughout their sporting
careers and beyond.
Performance management Review and evolve the Australia’s Winning
framework Edge performance management framework,
which identifies key areas for action to ensure
NSOs can achieve agreed outcomes and holds
NSOs accountable for their performance.
High performance investment Review and evolve the Australia’s Winning
Edge high performance investment model to
ensure resources are targeted and prioritised
to deliver performance outcomes aligned with
Australia’s Winning Edge.
Better support for athletes Reform, enhance and grow the Direct Athlete
Support scheme to improve its alignment
with Australia’s Winning Edge.
Athlete performance support Implement a new AIS performance support
approach that provides sport science and
sport medicine servicing to national athletes
and teams.
Australia’s Winning Edge Continue to deliver Australia’s Winning Edge
initiatives initiatives, including the Competitive Innovation
Fund, Centre for Performance Coaching and
Leadership, AIS Sports Draft, and Research
Into Action Fund.
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GOAL 3:
Sustainable sport
The ASC’s success across this goal in 2014–15 will be measured by:
>> number of priority-funded NSOs achieving high compliance with the ASC’s
mandatory governance principles (target top-15 sports)
>> percentage of priority-funded NSOs achieving increases in commercial and non-ASC
revenue (target 80 per cent)
>> the percentage of key sport partners that agree the ASC has effectively shared
knowledge and expertise in sport (target 80 per cent).
The strategies the ASC will adopt in 2014–15 to meet this challenge are:
>> providing targeted project support to NSOs to assist them improve capability in
areas of governance, commercialisation, ICT and financial management
>> investing in key sector projects that benefit the entire sporting system
>> coordinating key sport projects in partnership with state departments of sport and
recreation to enhance alignment of the sport system
>> working across the sector to develop and share an evidence base for sport.
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Some of the key priority projects the ASC will be delivering in
2014–15 include:
Improved governance Require NSOs — and in particular the
standards across national top-seven funded sports — to adopt the
sporting organisations mandatory governance principles or place
their funding at risk.
Monitor and support specific governance
reforms within swimming, cycling and athletics.
The ASC’s understanding of Develop and implement new reporting
the financial situation of the processes to provide greater insights into
top-15 funded sports means it the actual financial position of NSOs and
is well-positioned to identify greater insight into the various sources
any major financial risks for and uses of funding.
these sports
Monitor the financial viability of priority-funded
NSOs to ensure risks are identified and assistance
provided to build the financial capability and
sustainability of NSOs.
Strategies to increase Investigate options and alternative avenues
sports funding from for the funding of sport through commercial,
non-government sources philanthropic and other options, including use
of the Australian Sports Foundation.
Cross-sports broadcasting Deliver second phase of the feasibility of
platform (if viable) a multi-sport digital broadcasting platform
for sports.
ASC as a Clearinghouse for Investigate the viability of extending the ASC’s
Sports technology apps current role in showcasing a number of apps,
to establishing a formal Clearinghouse for
Sport technology apps.
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GOAL 4:
Enhanced ASC capacity to lead,
partner and support
The ASC’s success across this goal in 2014–15 will be measured by:
>> quality of ASC facilities with survey ratings (greater than 80 per cent)
>> increased occupancy and site usage (10 per cent)
>> quantifiable increase in employee engagement
>> ASC business units (divisions and branches) achieve a greater than 80 per cent
performance against performance measures and within budgets as specified within
their respective plans
>> majority of ASC staff have a positive view of the outcomes of the new ASC
Enterprise Agreement
>> improved engagement with ASC/AIS digital platforms
>> no ‘A’ category findings from the Australian National Audit Office financial statement
audit alongside an unqualified audit report
>> the ASC has sufficient capital and operating funding for 2014–15.
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The strategies the ASC will adopt in 2014–15 to meet this challenge are:
>> promoting a performance culture to attract, retain and develop a high-quality, agile,
skilled and professional workforce
>> empowering leaders to be client-focused, high performing, innovative and
accountable; and promoting a safe, healthy and inclusive work environment
>> delivering high-quality, fit-for-purpose and future-focused infrastructure through
innovative delivery models to optimise site usage
>> supporting business solutions through improved delivery of high-quality, cost-
efficient and contemporary ICT services
>> driving improved corporate service provision through a focus on business
improvement contestability, innovation, accountability and ethical decision-making
>> enhancing governance through evidence-based decision-making using
performance data, research, review and evaluation
>> providing accurate, contemporary and timely communication services and
government relations support
>> securing sufficient funding for the ASC to deliver its core activities.
13 Annual Operational Plan 2014–15
Some of the key priority projects the ASC will be delivering in
2014–15 include:
A lean and effective Ensure the ASC’s enabling services deliver the
organisation capacity and capability required to support the
operations of the ASC and the implementation
of Australia’s Winning Edge.
Undertake capital and minor works for the
ASC-based NSOs.
Upgrade the AIS Arena.
Rebuild ASC central stakeholder and sport
investment management systems to provide
a single source of consistent data.
Acknowledged leadership role Provide leadership of Australia’s high
in Australian sports system performance system and high performance
sport through the AIS.
Provide leadership for sport participation
through the development of a participation
investment strategy.
Provide leadership and guidance for integrity in
sport, working closely with the Office for Sport
and Australian Anti-Doping Authority (ASADA).
Enhance the ASC/AIS digital Remodel the ASC/AIS websites to a common
footprint and brand profile digital platform that builds on greater social
engagement, digital presence and enhanced
commercial capability; presenting the ASC/AIS
as a contemporary and engaging organisation.
Commercialisation strategy Develop a commercialisation strategy for the
for AIS campus AIS campus to optimise use of the site.
Improved procurement Implement a central procurement function and
practices and outcomes achieve savings through improved procurement
practices, better contract management and
harnessing organisational buying power.
Managing capital and Develop a long-term plan to manage
depreciation depreciation and capital for the ASC,
including the AIS Campus.
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Budget
Table 1 — 2014–15 Budget by outcome
Outcome 1: Improved Outcome 2: Excellence in
participation in structured sports performance and
physical activity, particularly continued international
organised sport, at the sporting success by talented
community level, including athletes and coaches,
through leadership and including through leadership
targeted community-based in high performance athlete
sports activity. development and targeted
science and research.
Revenue from $86.717m $176.939m
government
Revenue $15.034m $17.376m
from other
independent
sources
Total budgeted $101.751m $194.315m
expenditure
Expenses $3.434m $4.194m
not requiring
appropriation in
the Budget year
