The ASC operating model is exposed to governance and oversight risk if internal and external collaboration is not consistently planned and managed.
Non-compliance with the ASC Act 1989.
Duplication of effort and inefficiencies.
Loss of key stakeholder confidence.
Inability to meet duty of care obligations.
As a result of the global COVID-19 pandemic, staff have transitioned to working from home in a reduction in the benefits of face-to-face collaboration with our internal workforce and external stakeholders.
The requirement to quickly adapt to the changed work environment and embrace technology to enable virtual collaboration has caused some disruption and reduced visibility.
ASC staff and athletes have faced many challenges through the impacts of the bushfires, hailstorms and the continuing global COVID-19 Pandemic.
AIS site operations have been impacted due to shut down during global COVID-19 Pandemic impacting revenue streams.
We are implementing an enhanced Customer Relationship Management System.
We have aligned our 2020–24 Corporate Plan with the National High-Performance Sports Strategy and the Australian Government’s strategic sports plan — Sport 2030.
Implementation of our Technology Roadmap has enabled remote working and virtual collaboration via Microsoft Teams.
We are working with mental health partners in the development of athlete, staff and community mental health and wellbeing initiatives, and continue to promote a collaborative and connected culture through the SportAus behaviours and the SportAus Way.
Our ability to identify opportunities to support and influence the sport sector impacts our efforts to engage and partner with our stakeholders.
Unable to increase sector capability in the priority areas of:
· Workforce capability
· Integration of core tools, systems and data
· Unable to contribute to positive outcomes for sport
Lack of agreement and clarity of the role of the Australian Sports Commission.
Declaration of a global COVID-19 Pandemic has brought significant challenges to the Sport Sector with some global and domestic professional competitions paused or cancelled, and some Australian community sport on hold.
The ongoing viability of sporting organisations due to reduced community participation compounded by uncertainty around future funding support.
We will continue to play a central leadership role across the broader sport sector building collaboration, alignment and effectiveness.
We have developed the AIS Framework for Rebooting of Sport — a key resource for the sport sector to leverage during the global COVID-19 Pandemic.
We continue to raise awareness of the importance of sport and support participation through an enhanced Sporting Schools program and promoting access to sport for all Australians.
We continue to assist National Sporting Organisations to transition to a whole of sport business model incorporating the three operating model streams: Strategy, Workforce and Financial Management whole of sport business model.
We continue to identify opportunities to enhance sector capability through the integration of systems/data and shared platforms.
We continue to support National Sporting Organisations in delivering agreed participation outcomes by using insights from research and leading practices in sport that are fit for purpose in the current environment.
Inability to build sustainable winning systems for Australian athletes.
Adverse impact on the wellbeing and mental health of athletes, coaches and support staff.
Unable to deliver on the key priorities of:
· supporting Australian athletes to consistently win medals at major international events
· athlete well-being
· athletes positively influencing the Australian Community
Funding uncertainty for Athlete Wellbeing and Engagement (AW&E) specific programs and programs for Talent Pathways athletes, which ceases at the end of 2020–21. These programs are critical in developing athletes for future cycles.
Current postponement and potential cancellation of Olympic and Paralympic games to 2021 due to the global COVID-19 Pandemic.
Restricted travel, training and competition preparation due to global COVID-19 Pandemic.
Athlete engagement with communities is restricted due to global COVID-19 Pandemic.
The AIS Campus is aged and no longer meets international standards.
We will advocate with Government for the extension of the AW&E and Talent Pathways athlete funding.
During this difficult year, this funding has enabled the AIS to:
> extend the Mental Health Referral Network to support alumni and talent pathways athletes, high performance coaches and staff.
> extend mental health literacy services to the high-performance sector to promote understanding of self-care and access the Mental Health Referral Network.
> extend the Career Practitioner Referral Network to coaches and talent pathway athletes.
We have developed the AIS Framework for Rebooting of Sport which provides guidance on returning safely to training and competition during the global COVID-19 Pandemic.
We have enacted our Pandemic Management Plan which includes continued monitoring of AIS site operations to ensure adherence to safety protocols.
We have developed the AIS Site Revitalisation Capital Investment Proposal and continue to work with Government developing options to ensure the AIS remains a source of pride, inspiration and international success.
Increased need to respond to media and public scrutiny impacts our capacity to deliver on strategic priorities.
The ASC is unable to adequately plan for and respond to stakeholder and Government expectations
Reduced capacity to deliver on strategic priorities.
Unable to meet legislative obligations.
Loss of key stakeholder confidence.
Uncertainty across the organisation resulting in low staff morale and reduced ability to attract/retain high calibre staff.
Negative stakeholder and public perception in relation to the outcomes of the Australian National Audit Office report into the Community Sports Infrastructure Grants Program.
Implication for the ASC as a result of the renewed focus on athlete experiences at the AIS.
We are strengthening our ability to govern and manage by embedding new systems and practices that support evidence-based decision making.
We have implemented the recommendations of the ANAO report into the Community Sports Infrastructure Grants Program and continue to fully cooperate with external independent reviews and audits.
We have developed a rolling program of internal audits to ensure rigour and compliance across business functions.
We have strengthened our Conflict of Interest Policy and Guidelines.
We have adopted the Commonwealth Child Safe Framework.