healthy body healthy mind 2012 to 2016 Australian University Sport limited Strategic Plan

Transcription

1 healthy body healthy mind Australian University Sport limited Strategic Plan 2012 to 2016 World University Summer Games Bronze Medallist, Cate Campbell wins gold at london 2012 olympics

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3 Table of contents INTRODUCTION Structure of the AUS strategic plan 5 Mission statement, constitutional object and function 7 Values and commitments 8 PEAK BODY Leading and managing 11 Building stakeholder relationships 11 Representing tertiary sport 12 Core outcomes 12 PARTICIPATION IN SPORT Increasing participation in sport 13 Excellence in High Performance 14 Successful, well managed events 15 AUS Participation Pathway 17 SUPPORT PLATFORM National Development Program 19 Governance, finance and administration 20 National IT and communications (myunisport) 21 Business development (sales, marketing and media) 22 People management 23 Strategic planning annual review cycle 24

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5 From the Chair The principal object of Australian University Sport (AUS) is to be the national authority for the promotion and conduct of university sport in Australia on behalf of Members, clubs and student participants. The creation and ongoing development of this Strategic Plan has been a collaborative effort and includes input provided by Members, AUS Directors, managers and students, as well as a number of professional sports administrators. This Plan focuses directly upon core strategies that tackle the ongoing challenges to university sport, while providing underpinning principles and a strategic basis to best position the sector into the future. The Plan covers the timeframe from 2012 to With the passage of the Services and Amenities Fee Legislation in October 2011, there is scope for increased optimism for sport and student services in the future, while at the same time AUS and its Members understand that sport will always have to work hard to attain its fair share of support at all levels. The core AUS objectives presented in this second edition of Healthy Body - Healthy Mind are to: Provide effective leadership and advocacy in obtaining and deploying the resources and funding needed in support of a sustainable and vibrant university sport sector. Effectively promote the long term societal benefits of investing in sport and the health and well-being of students in the university sector. Coordinate and maintain an effective communications system between AUS, Members and clubs through the network of Sport Delivery Agents (SDAs), Regional Development Managers (RDMs) and shared technology systems. Source additional funding for programs that can be delivered equitably across the university sport sector. Strive for the continuation of Commonwealth support beyond Maximise resource support for university sport through commercial and national business development opportunities. Coordinate an enduring and vibrant AUS event and program schedule. Systematically improve the quality and culture of university sport high performance programs and their standing in the national sporting landscape. Australian University Sport Strategic Plan 2012 to 2016 Each of these strategies supports the ultimate aim of AUS and its Members for the continued growth and quality of student participation in university sport. Additionally, it is clear that sport development opportunities exist in other higher education institutes apart from universities, including the TAFE sector. Following positive research conducted in 2011, it is likely AUS will increase its activity in support of TAFE sport development in the 2012 to 2016 timeframe. This Plan belongs to the AUS Members collectively, under the management responsibilty of AUS. Success in achieving these objectives during the 2012 to 2016 period will significantly improve the future of the university and broader higher education sport sector beyond Richard Larkins AO President 3

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7 Structure of the AUS Strategic Plan The AUS Strategic Plan has four elements: MISSION, CONSTITUTIONAL OBJECT AND VALUES These are the intellectual, moral and philosophical drivers that influence AUS s conduct and strategic approach to the achievements of its objectives. PEAK BODY This strategic element details the aims, actions and outcomes of AUS with respect to leadership, stakeholder relationships and university sport sector representation. PARTICIPATION This strategic element details the aims, actions and outcomes of AUS sport participation pathways including high performance, events and programs. Australian University Sport Strategic Plan 2012 to 2016 SUPPORT PLATFORM The support platform includes operational areas that drive and underpin Peak Body and Participation in Sport. The support platform includes: National Development; Governance, Finance and Administration; IT and Communications; Business Development; and People Management. The Strategic Plan is underpinned by two key operational resources: THE ANNUAL BUDGETED OPERATING PLAN Links the AUS program and objectives to the operating budget in alignment with the AUS Strategic Plan. AUS POLICY AND PROCEDURES DIRECTORY Maintained electronically, this comprehensive list of documents includes the inventory of all AUS policies and procedures. Mission, Constitutional Object and Values Peak Body Participation in Sport Support Platform (Development/Governance and Management/ Communications/ Business Development/People) Operating Plan Policies & Procedures 5

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9 STRATEGIC ELEMENT #1 MISSION STATEMENT FOR AUSTRALIAN UNIVERSITY SPORT Building the environment for success and well-being through sport and education The charter of university sport is not only to provide the opportunities for participation and facilities in which to participate; it is to promote the benefits of sport through improved health and fitness which in turn, assists students in their academic pursuits through the connection of a healthy body and healthy mind. Australian University Sport Strategic Plan 2012 to 2016 Constitutional object and function STATEMENT OF MAJOR OBJECTS AND FUNCTIONS The object of AUS is to act as the peak body and national authority in Australia for the promotion, conduct and support of university sport in Australia for the mutual and collective benefit of Members, clubs and student participants. AUS will promote its object through the following principal functions; (a) developing, integrating, controlling, managing, conducting and promoting participation in university sport events at all levels; (b) cooperating with Members and stakeholder groups, organisations and agencies to assist Members to promote and support sport, fitness and related activities; (c) being a member of, and otherwise participating in and liaising with, the International University Sports Federation (FISU) and such other bodies as may be desirable in the pursuit of its objects, including approving, selecting and managing Australian teams in the World University Games and other appropriate international university sporting events; and (d) representing the interests of the Members, students, and university sport, and in particular, bringing issues which involve AUS and/or university sport to the attention of government and other relevant organisations and promoting the importance of commitment of appropriate facilities and resources for university sport. 7

10 Values and Commitments VALUES 1. Effective leadership COMMITMENTS AUS provides effective leadership delivering: consultative strategic planning, implementation and risk management and review processes; regular and effective communication with Members; nationally coordinated programs with a vision shared by AUS, Members and student participants; a skills based Board and management team; best practice policy and procedures; and responsible corporate citizenship adopting globally relevant policies such as member protection, anti doping and environmentally friendly office procedures. 2. Healthy body/healthy mind Students enrolled in Australian universities must have affordable and convenient access to participation in sporting activities that encourage: an appreciation that participation in sport complements the educational experience; a climate whereby both governments and universities accept shared responsibility for ensuring the provision of sporting activities and facilities for all students; and a greater awareness of the long term societal benefits from investment in sport and the health and well-being of students enrolled in higher education. 3. Self sufficiency A financially self sufficient organisation with: diversified funding sources and revenue generating activities; best practice fiscal management; and national business development initiatives that generate benefits for Members and student participants. 8

11 Values and Commitments VALUES 4. The importance of people COMMITMENTS AUS embodies the people involved in the promotion and delivery of sport across the tertiary sport sector: be they professional sport administrators, coaches, officials, employees, volunteers or student athletes; effective people are recruited, trained, professionally developed and retained throughout the tertiary sporting sector; and AUS and the people involved in delivering sport programs share a commitment to high standards of customer service and leadership. Australian University Sport Strategic Plan 2012 to The spirit of doing one s best AUS promotes fair play and the spirit of doing one s best knowing and promoting that the pursuit of academic and sporting aspirations should be complementary components of the higher education experience. 6. Being open and transparent 7. Capacity and ability to deliver A culture of openness and transparency is evident in the way AUS conducts its operations whereby: AUS consults Members in its strategic, business and program development; AUS maintains open and transparent reporting and communication channels with all Members; and financial objectives and results are clearly communicated to Members. AUS has the capacity and ability to deliver essential services to Members and participants enabling the connection of external stakeholders with the university sport sector. This capacity and ability to deliver is facilitated by: the communications network that includes AUS staff, Members, campus based SDAs, student sporting clubs and participants; and an effective National IT and Communications system (myunisport). 9

12 Values and Commitments VALUES COMMITMENTS 8. Inclusion and respect for diversity AUS, its Members and stakeholders, encourage all university students to participate in sporting activities where: access to participation is available regardless of race, gender, religion or physical ability; AUS and Members understand that different students will have differing sporting aspirations; and AUS and Members will work to ensure participation pathways cater for both elite and non-elite participants. 9. Stakeholder relationships AUS maintains mutually beneficial relationships with multiple stakeholders including: Members through Sport Delivery Agents (SDAs) Clubs and student participants Universities Australia and TAFE Directors Sport related academic faculties Australian Sports Commission (ASC) Australian Olympic Committee (AOC) Australian Paralympic Committee (APC) Australian Commonwealh Games Association (ACGA) National Sporting Organisations (NSOs) State Sporting Organisations (SSOs) State Institutes of Sport (SIS/SAS) Corporate partners International University Sports Federation (FISU) Oceania University Sports Association (OUSA) Australasian Campus Union Managers Association (ACUMA and TAG) State and local government event partners Those in the broader community who utilise university sporting facilities throughout Australia. 10

13 STRATEGIC ELEMENT #2: Peak Body AIM: To effectively lead, manage, build stakeholder relationships and represent the university sport sector. FOCUS ACTIONS A) LEADING AND MANAGING 1. Lead the university sport sector in promoting an appreciation of the vital contribution that participation in sport and physical activity makes towards a well balanced higher education. 2. Provide exemplary, nationally recognised best practice strategic leadership, governance and management practices. 3. Ensure AUS strategic aims and objectives are relevant to Members, clubs and student participants. 4. Develop and maintain effective relationships with all stakeholders. 5. Develop, maintain and regularly audit AUS policies and procedures. Australian University Sport Strategic Plan 2012 to 2016 FOCUS ACTIONS B) BUILDING STAKEHOLDER RELATIONSHIPS 1. Establish agreed understandings with Universities Australia regarding the aims and objectives of AUS. 2. Develop strategic partnerships with NSOs, SSOs, ASC, AOC, government agencies, corporate entities and other external entities where the potential to establish mutually beneficial relationships exists. 3. Promote a positive and productive relationship with FISU, OUSA and respective Members. 4. Be the public and media advocate for the university sporting sector in Australia. 5. Maintain good working relationships with Member universities working effectively through SDAs. 6. Promote research partnerships and practice-based opportunities with academic faculties linking industry with the university sport sector. 11

14 FOCUS ACTIONS C) REPRESENTING TERTIARY SPORT 1. AUS plays a key linking/liaison role for the Australian university sport sector to all relevant government and non-government organisations. 2. Promotion of university sport as mainstream sport through increased promotion of student athlete participation in major sporting events. 3. Create and provide pathway links between the university sport and national sports program. 4. Play a leading role in respect to lobbying governments and stakeholders on behalf of the higher education sport sector. 5. Effectively advocate for the promotion of the broader benefits of health and well-being as integral to the higher education experience in Australia. The focus and actions of AUS for Strategic Element #2, Peak Body, derives from and aligns with the core strategic objectives detailed in the introduction of this plan. AUS strives to achieve the following core outcomes during the 2012 to 2016 period: PEAK BODY CORE OUTCOMES 1. AUS is an effective and sustainable peak body that best represents the tertiary sport sector. 2. Governments and tertiary institutions appreciate that investing in the health and well-being of students creates longer term societal benefits and each accepts shared responsibility for funding tertiary sport. 3. AUS and Members communicate effectively and delivery capacity and capability is enhanced through the network of SDAs, RDMs and myunisport technology. 4. Commonwealth funding levels are extended through to 2016 and beyond. 5. Commercial opportunities arising from an effective communications delivery capacity and capability are maximised to the benefit of the entire tertiary sport sector. 6. A long term, vibrant AUS event and program schedule is in place and commercial event partnership arrangements are contractually secured for events well in advance. 7. The quality and culture of the university high performance sport is continually improving, with international results regularly featuring performances in the world s top 10, while NSOs embrace the program. 12

15 STRATEGIC ELEMENT #3: Participation in Sport AIM: To increase sport participation opportunities in support of the health and well-being of university students. To deliver quality sporting events, programs and services to encourage participation at regional, national and international levels. FOCUS ACTIONS A) INCREASING PARTICIPATION IN SPORT 1. Develop and provide Members with programs, resources and tools to promote and increase participation in sport. 2. Working through the RDMs and SDA networks, assist with regional growth and development programs aimed at increasing participation in sport and at events - develop additional sanctioned events. 3. Maintain survey and research instruments that can measure and monitor students sport participation across the sector. 4. Build, promote and maintain inclusive participation pathways that include grass roots through to high performance opportunities. 5. Ensure sport programs offer diversity and appeal to international students. 6. Promote the benefits of health, fitness and well-being as the underpinning philosophy for participation in university sport programs. Australian University Sport Strategic Plan 2012 to 2016 OUTCOMES 1. Reliable evaluations of programs and events through the use of surveys are conducted annually. AUS responds to feedback where appropriate while a culture of continual improvement is evident - event viability is sustained. 2. AUS produces participation industry benchmark results and makes this data available to Members on an annual basis. 3. The national survey system measures participation and annual growth in participation in targeted areas is achieved - annual participation records are maintained and graphed. 4. Using feedback from Members and participants, evaluations of the attractiveness of participation pathways are regularly reviewed and used to continually improve the quality of sport programs. 5. A broad range of activities in the sport participation pathway is included and suits participant demographics and diversity. 6. Research conducted periodically measure attitudes to the health and well-being message and evidences increased acceptance of this philosophy. 13

16 FOCUS ACTIONS OUTCOMES B) EXCELLENCE IN HIGH PERFORMANCE 1. Design programs to encourage integration of university sport and the national high performance sports program. 2. Continue to build and cultivate strong working relationships with targeted NSOs reinforcing the integration of AUS programs and NSO elite pathways. 3. Work closely with NSOs, the ASC, AOC and ACGA, to provide elite coach and high performance staff training exchange opportunities. 4. Build the quality of World University Summer Games (WUSG), World University Winter Games (WUWG) and World University Championships (WUC) programs attracting best available elite athletes and coaches while cultivating a best practice high performance culture. 5. Increase funding support for international representation enabling higher subsidies for athletes and coaches. 6. Develop elite student athlete support programs that reinforce the value and worth of dual career education. 7. Improve the visibility and profile of campus based elite athlete programs. 8. Recognise, promote and reward athletes, coaches and officials representing AUS and award outstanding performance and contributions to university sport. 1. Increased high performance program collaboration between institutions and NSOs. 2. Increased joint elite athlete development programs between institutions and NSOs. Universities retain and service increasing number of elite athletes through campus based programs. 3. Successful establishment of high performance staff and coach exchange programs between AUS and NSOs. 4. World University Summer and Winter Games and Championship team results are regularly within the world s top ten. 5. The success of the international representation program will be measured by the number of world top ten student athletes and the number of student athletes selected to national, Olympic and Commonwealth Games teams. 6. Relationships between AUS, ASC and NSOs are strengthened through WUSG, WUWG and WUC strategic partnerships. 7. An elite student athlete database is established and a register university based high performance programs is maintained. 8. There is greater media profile and exposure for universities and athletes. 14

17 Australian University Sport Strategic Plan 2012 to 2016 FOCUS C) SUCCESSFUL, WELL MANAGED EVENTS ACTIONS 1. Develop and maintain a five year national events calendar. 2. Secure university, state and local government event partnership agreements well in advance in order to secure optimal support from partners and to enhance event viability. 3. Pursue realistic, viable participation targets for all AUS events relevant to event viability. 4. Develop, implement and maintain highest quality event management standards and delivery, including best practice risk management systems. 5. Ensure events are attractive to students, offering variety and challenge and establish student focus groups for AUS events. 6. Ensure ongoing staff, volunteer and officials training programs. 7. Ensure RDMs are well resourced so that they can provide maximum support for event participant recruitment through the SDA network. 8. Maintain clearly defined, well communicated event rules, policies and procedures at all times - review periodically. 9. Periodically submit bids to FISU for hosting World University Championship events. 10. Extend and maintain close working relationships with NSOs and SSOs for competition management assistance. 15

18 OUTCOMES 1. The national event calendar is circulated to Members annually increasing awareness of AUS events, while providing better advance planning opportunities. 2. State and local government event partners are contracted well in advance of event dates - ideally 12 months prior to the actual event. 3. Event participation is measured and graphed each year and participation targets are met. Events run to budget and are viable. 4. Event staff and University Team Managers (UTMs) are kept up to date with best practice event management methods - AUS conferences and forums include regular training opportunities. 5. AUS responds to feedback received from Members, student focus groups and the Improving Sport Outcomes Committee (ISOC) event reports are compiled for all programs; a culture of continual event improvement is evident. 6. Members and participants have a sense of ownership over events. 7. RDMs are supported by adequate numbers of regional event staff. 8. A comprehensive event rules, policies and procedures manual is maintained and monitored for all AUS events. 9. FISU World Championship events are periodically hosted in Australia - AUS creates new event opportunities. 10. Increased quality and quantity of NSO and SSO involvement in assisting AUS with competition management. 16

19 AUS Participation Pathway Australian University Sport Strategic Plan 2012 to 2016 World University Summer and Winter Games World University Championships National Team Tours and AUS Sanctioned Events/Competitions Australian University Games & Championships Regional University Sport Program Campus Based Sport and Recreation Participation 17

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21 STRATEGIC ELEMENT #4 Support Platform AIM: The support platform is underpinned by the National Development Program, governance, finance and administration, IT and communications, business development and people management. FOCUS ACTIONS A) A WELL RESOURCED NATIONAL DEVELOPMENT PROGRAM 1. Seek out and procure funding support from federal, state and local government in support of the strategic aims of AUS and Members. 2. Working with SDAs and clubs to roll out and deliver myunisport. 3. Working with SDAs and clubs, drive health promotional programs. 4. Working with TAFE institutions, assist with the development and promotion of a TAFE sport program. 5. Manage the AUS annual survey, compile and circulate reports from survey findings and maintain industry benchmark data. 6. Focus on establishing increased capacity and capability in respect to service and program delivery through RDM and SDA network. 7. Explore and develop new and innovative program opportunities for regional members. 8. Train and provide professional development and mentoring to RDMs and SDA staff through regular forums and meetings. 9. Through the RDM and SDA networks, promote the overriding strategic aim of AUS - increasing participation at events and sport and recreation on campus. 10. Position RDMs as communications liaison agents between AUS and SDAs in respect to each of the aforementioned action areas. Australian University Sport Strategic Plan 2012 to 2016 OUTCOMES 1. The National Development Program continues to attract government funding support through AUS and Members build strong relationships through RDM and SDA regional network and member services and benefits are valued. 3. Servicing and reporting schedules for AUS to ASC are compliant. 4. AUS meets all federal and state government governance, administration and compliance requirements. 19

22 5. AUS and Members build a highly effective program delivery capacity through the RDM and SDA network attracting increased funding. 6. Strong working relationships are built and maintained with key ASC program staff. 7. Well attended RDM and SDA forums and professional development seminars are conducted regularly. 8. Working with the GM and RDMs, participation targets for events are established and targets are met. Steady increases are achieved - data is graphed continuously. 9. The National IT system (myunisport) achieves an uptake that embraces the majority of Members and clubs. FOCUS ACTIONS B) GOVERNANCE, FINANCE AND ADMINISTRATION 1. Board and Annual General Meetings (AGM) are held regularly and managed at a high standard of governance and reporting. 2. Ensure all regulatory, constitutional, directors fiduciary, risk and corporate responsibilities are met within the Commonwealth Corporations Act. 3. Ensure AUS operates under the appropriate corporate structure and is meeting its statement of objects and function. 4. The Board creates adhoc committees to assist with policy development from time to time. 5. The Board appoints and maintains standing committees to assist with policy development for areas such as financial management and risk, legal and governance and sport development. 6. Develop and maintain high standards of financial accountabilty, cost efficiency and budgeting, while developing a financially intelligent organisation. 7. Implement responsible, open and transparent investment policies and strategies. 8. Ensure an active, up to date risk management system is adhered to and reported upon at all Board and section managers meetings. OUTCOMES 1. The AUS President convenes at least four Board meetings each year and convenes an AGM. Special meetings are called as required. Meeting minutes are maintained with action items completed in a timely manner. The performance of the Board is reviewed annually. 2. AUS conducts annual legal, governance and risk management reviews. 3. AUS maintains a Company Limited by Guarantee structure. 20

23 4. AUS uses adhoc committees and recruits expertise in key areas resulting in the formation of relevant and meaningful policy. 5. Standing committees provide the Board with expert guidance and policy support in the vital areas of finance, governance, risk management and legal. 6. AUS employs skilled financial management staff, reputable auditors, while Members know financial reporting is open and transparent. 7. AUS maintains financial planning of long term objectives and annual results are measured while long term targets are achieved. 8. AUS risk management policies and procedures are considered best practice and the assistance of AUS legal advisors is used in all matters concerning risk, regulatory, compliance and contractual matters. Australian University Sport Strategic Plan 2012 to 2016 FOCUS ACTIONS C) NATIONAL IT AND COMMUNICATIONS (myunisport) 1. AUS, SDAs and clubs support the myunisport platform owing to its utility as a sports management tool. 2. In consultation with SDAs, maintain a communications policy applicable to the use of myunisport covering issues such as functionality, privacy and commerciality. 3. A feature of myunisport is that it captures a national database of tertiary sport participants that can be counted, identified and demographically defined for reporting purposes to the ASC. Maximise eyeball hits to build the commercial viability of the system. 4. Contract an appropriate IT company to project manage the ongoing functionality of myunisport that best services the needs of AUS, SDAs and clubs. 5. Provide a myunisport inhouse training and help desk service as an initial point of call for SDAs. 6. Ensure a major feature of myunisport is the provision of essential sport policy and management tools and shared knowledge is readily available for SDAs and clubs. OUTCOMES 1. SDAs understand the intent and purpose for developing myunisport and SDA and club uptake targets are achieved. 2. SDAs and clubs have ongoing input into how myunisport can best service the sector and what functional requirements and upgrades are needed. 3. The ability of AUS to measure and capture participation in sport data is enhanced through the functionality of myunisport and eyeball hits gradually increase each year - commercial returns are realised. 21

24 4. Regional and national forums are conducted each year by AUS in collaboration with its IT service provider and SDAs have significant input into ongoing servicing needs and functional upgrades. 5. A long term IT servicing capacity along with training and help desk are in place and resourced by AUS to support SDA and club usage of the national system. 6. A highly interactive sport information library is well utilised and SDAs attitudes and satisfaction levels in respect to the National IT and Communications system are monitored annually. FOCUS ACTIONS OUTCOMES D) BUSINESS DEVELOPMENT (SALES, MARKETING AND MEDIA) 1. Develop attractive AUS products and saleable packages. 2. Develop and implement a complementary sales and marketing plan. 3. Develop a sponsorship and servicing strategy to attract partners that are compatible with the overall aims and interests of AUS. 4. Build preferred supplier arrangements with appropriate service providers which provide benefits to AUS, SDAs and student participants. 5. Develop and maintain a national branding strategy. 6. Coordinate the image of all AUS events, functions and ceremonies consistent with the AUS sales and marketing plan. 7. Conduct market research from time to time to ensure currency of marketing appeal. 8. Maintain a style guide for AUS publications, website, signage and other marketing collateral consistent with the sales and marketing plan. 9. Maintain a national media, website and social media monitoring service. 10. Strive to increase attractiveness and utility of the AUS website. 11. Ensure the AUS brand and image penetrates to Members and students on campus. 12. Engage SDAs and students in regular conversations via social media communications tools including but not limited to Facebook, Twitter and YouTube channels. 1. AUS has built an attractive range of valuable products and has sold these to corporate partners at realistic prices. 2. A sales and marketing plan is in place and meets its predicted, budget sales revenue targets annually. 3. AUS strategically targets, secures and retains corporate partnerships in medium to long term relationships (three to five years). 22

25 4. AUS enters into and maintains a number of mutually beneficial preferred supplier arrangements - Members and students receive tangible benefit from these schemes. 5. AUS projects a conspicuous, consistent image. 6. AUS events and functions are well organised and branded appropriately. 7. AUS maintains currency in terms of market appeal. 8. There is coherence and consistency of the AUS image across a variety of marketing and promotional media. 9. Monitoring indicates annual growth in media exposure for AUS events and programs. 10. Cumulative, monthly monitoring of traditional media, website analytics, electronic newsletters circulation are measured and reports show growth of traffic and usage annually. 11. Working in collaboration with RDMs and SDAs, AUS marketing collateral and programs are effectively disseminated on campus. 12. The number of likes on Facebook page, followers on the Twitter feed, subscription and readership statistics of the electronic newsletter increases, while page views on the website and articles published in the mainstream media all increase annually. Australian University Sport Strategic Plan 2012 to 2016 FOCUS ACTIONS E) PEOPLE MANAGEMENT AUS values the people working or volunteering in university sport at national or campus levels. In order to recruit, professionally develop and retain a skilled workforce, AUS commits to: Providing high standards of human resource management policies and procedures for all staff and volunteers under the supervision of AUS. Regularly monitor and review staff performance, while providing constructive feedback to volunteers. AUS values and reinforces to staff and volunteers at every opportunity the importance of customer service, leadership, work life balance, personal development and ongoing learning. Provide regular professional development and industry opportunities for tertiary sport sector personnel. Develop and maintain succession plans for the AUS Board, management and staff. 23

26 Strategic Plan Annual Review Cycle STEP 4 Dec (year ending) End of year performance review and next year s priorities The Board and CEO review the year s performance of AUS and identify the strategic priorities for the next year STEP 1 April/May Update/review strategic plan The Board and CEO report on organisational performance in respect to the previous year s strategic priorities in the AUS Annual Report at the AGM STEP 3 Oct/Nov Senior staff strategic review AUS section managers review and report to the CEO on progress made in respect to the year s strategic priorities. STEP 2 June/July ASC compliance ASC and AUS sign off on the Strategic Plan, program KPIs and the Annual Funding Service Level Agreement ONGOING Reporting and alignment CEO provides strategic progress reports to Directors at all the Board meetings or as required; section - managers report progress in respect to strategic priorities at all managers meetings. 24

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28 /unigames /AUSunigames /unigames /AUSunigames Phone: Fax: Fax: Address: Address: Suite 1.12, Sports House Suite 1.12, Sports House Cnr Caxton & Castlemaine Streets Milton Cnr QLD Caxton 4064 & Castlemaine Streets Milton QLD 4064