paul anderson executive director office for recreation and sport structural reform in australian...
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ORS view - there is not a singular “ideal” model for vertically integrated sporting organisations Each model has its benefits and challenges. One Management Unitary National Behaviours Federated Hybrid Is the solution dependent upon structure?TRANSCRIPT
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Paul AndersonExecutive Director
Office for Recreation and Sport
STRUCTURAL REFORM IN AUSTRALIAN SPORT
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The Key Question• How do we believe sport should be governed and
managed in Australia?• Considerations
Members voting rights - Power Unitary Governance/Management - Structure Financial “Share” capitation – Priorities and Power
FederatedModel
UnitaryModel
• What is gained?• What is lost?
x
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ORS view - there is not a singular “ideal” model for vertically integrated sporting organisations
Each model has its benefits and challenges.
OneManagement
Unitary
NationalBehaviours
Federated
Hybrid
Is the solution dependent upon structure?
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Sport in contextInternationalInternational SportSport OrganisationOrganisation
NationalNational SportSport OrganisationOrganisation
StateState SportSport OrganisationOrganisation
RegionalRegional & District& District AssociationsAssociations
MembersMembers
Community ClubsCommunity Clubs
CommunityCommunity
ParticipantsParticipants
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STATE/TERRITORY STATE/TERRITORY GOVERNMENTSGOVERNMENTS
Traditionally Traditionally participationparticipation
NSOsNSOs
FEDERAL FEDERAL GOVERNMENTGOVERNMENT
Traditionally high Traditionally high performance ASC/AISperformance ASC/AIS
LOCAL LOCAL CLUBS/ASSOCIATIONCLUBS/ASSOCIATION
SS
SSOsSSOs
MINISTERSMINISTERS
CASROCASRO
Relationships
? ? ? ?
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Economic Contribution $1.005 billion – value added to SA economy
2013
Value of Sport in South Australia
Employment Contribution 13,158 people employed
225,000 Volunteers ‘working’ 12,600,000 hours
Social Impact 1,008,000 active participants
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“The Jerry Maguire Principle”
State departments and SSO’s are interested in sustainability and participation•Investment is local•Decision making is local•Strategy is local•Will centralised pool funding work for State priorities?
*data from ABS and relates to 2012-13
Sector LeadershipHigh PerformanceParticipationFacilities Total
ASC investment in NSO’s
$99.9 million$22.2 million
$122.1 million
NSO investment in SSO’s
????
Local council investment
$269,000,000*
SA government investment through
grants
$2,668,500$783,100 (+SASI)$5,203,839$5,049,217$13,704,656
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Sources of Income in SA organisations
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Considerations / Questions
• Member voting rights• Governance Structure• Financial “share”
State Investment – Peak Body Funding• Local Board• State base strategy and decision making• Government Investment Acquitted on State Programs• SSOs retain ownership of Facilities and Assets• Capitation models adequately meet State needs