Roles and Responsibilities

Roles + Responsibilities for Strategy Implementation

Australia’s High Performance 2032+ Sport Strategy has been created by the organisations in Australia’s high performance sport system to articulate how the system will organise and mobilise itself to ‘win well to inspire Australians’.

The successful implementation of the Strategy cannot be taken for granted. The creation of the future that the Strategy envisions will be the result of a shared endeavour by every organisation and every person in the HP sport system.

To reinforce and maintain that collective responsibility for implementing the Strategy, the HP2032+ Leadership Group has been formed to oversee the implementation of the Strategy. This Leadership Group has representatives from organisations across the HP sport system, with its members covering a range of role types in the system.

Purpose

This document outlines the roles and responsibilities of the organisations in Australia’s HP sport system in delivering the Strategy. The Strategy is centred around athletes; they are the beneficiaries of the performance of these roles and responsibilities.

The matrix in this document captures the current state, identifying the key roles each organisation plays on behalf of the entire HP sport system to ensure achievement of the Strategy’s priority areas.

Role types are articulated in the Glossary of Terms, found on the final page of this document.

This document has been prepared, with much consultation, under the auspices of the Leadership Group.

Audience

This document is written for the information of the partner organisations in the HP sport system.

Commencement + Review

The roles and responsibilities shown in this matrix are those that stakeholders across our system have agreed to play for Horizon 1 of the 2032+ Strategy. These roles and responsibilities will be reviewed after the 2024 Paris Olympic Games to ensure the roles and responsibilities remain fit-for-purpose as our system evolves and progresses towards our collective vision.

Notes

When reading the roles and responsibilities matrix on the following page, it should be noted that:

• The Australian Sports Commission’s high performance group, the Australian Institute of Sport (AIS), and the State Institutes and Academies of Sport (SIS/SAS) are a part of the National Institute Network (NIN), working together to support National Sporting Organisations (NSOs) in achieving their high performance outcomes. For the purpose of this document, the NIN are separated, to ensure clarity in identifying the different roles the AIS and SIS/SAS play.
• As well as being one of the HP system’s Pinnacle Games Events organisations, Paralympics Australia (PA) also directly oversee some sport programs. Because of this, PA effectively holds a dual role, taking on the role of both a Pinnacle Games Event organisation as well as an NSO in some cases.

"My measure of success for this Strategy is that everyone believes and understands what their roles and responsibilities are and hold one another accountable."

Matti Clements Executive General Manager, AIS Performance

Glossary of Terms

HP System Partners

Recommendations

The Australian HP sport system is complex. It is well recognised that within the broad categories of organisation type outlined in this document, each has its own unique specific accountabilities and pressures. While this matrix can act as a guide, it is imperative each organisation understand who their key HP partner stakeholders are and have clarity over the specifics as to who will play what role in supporting our athletes to win well to inspire Australians. As such, the following recommendations should be considered alongside the HP2032+ roles and responsibilities matrix:

• Conversations clarifying specific responsibilities should be led by the NSO, with the support of other relevant system partners (e.g. the AIS, SIS/SAS etc.)
• All roles and responsibilities should be clearly articulated and agreed upon at the beginning of every four-year planning cycle and be transparently communicated to all other system partners
• Roles and responsibilities should be reviewed and agreed at each annual review.