APPENDICES REPORT REVIEW OF THE DELIVERY OF THE SPORT OF CANOEING IN AUSTRALIA

Transcription

1 APPENDICES REPORT REVIEW OF THE DELIVERY OF THE SPORT OF CANOEING IN AUSTRALIA

2 2 APPENDIX 1 PROGRAM LOGIC MODEL FOR A SPORT WITH A HIGH PERFORMANCE PROGRAM Virtually all organized sports competing in international benchmark events share common characteristics. They typically have boards, managers, volunteers, coaches, talent search and development, programs, pathways and support services as well as a common objective to improve and sustain medal performance. Hence, the program logic model for a hypothetical sport incorporating recreational participation and a high performance program (see below) represents a best-fit for most sports. Planning and evaluation in a particular sport therefore requires adaptation of the model only at the margin. Summarised below are the if-then or cause-effect, hypotheses that link the foundations of NSO governance and management with high performance outcomes. These links provide the analytical framework for the present review of how well the sport of canoeing is being delivered in Australia. Program objective: To improve and sustain medal performance in international benchmark events. Assumption: That the program objective will not be achieved unless the underpinning linkages summarised below, including sport development, are functioning well. 1. IF a sport has a constitution based on ASC best practice governance principles, THEN it will have an independent skills-based board. 2. IF a sport has an independent skills-based board, THEN its first priority should be to build organizational capability. 3. IF the board wishes to build organizational capability, THEN it must appoint a CEO skilled in strategic management. 4. IF a CEO skilled in strategic management is appointed, THEN the first priority will be to implement a comprehensive performance management system (PMS). 5. IF a comprehensive PMS is implemented, THEN it should include best practice planning, risk management, resource allocation, reporting, monitoring and evaluation methodologies. 6. IF best practice planning, risk management, resource allocation, reporting, monitoring and evaluation methodologies are implemented, THEN the board and staff will gain a keen appreciation of what drives and what impedes program performance. 7. IF the board and staff gain a keen appreciation of what drives and what impedes program performance, THEN they will become knowledgeable about the processes that convert inputs to outputs/outcomes.

3 3 8. IF the board and staff become knowledgeable about the processes that convert inputs to outputs/outcomes, THEN it will understand that it is necessary to foster effective sport development as a primary underpinning pre-condition for achieving the program objective. 9. IF effective sport development is to be fostered as a primary underpinning pre-condition for achieving the program objective, THEN this will require a sufficiently large pool of active sport participants to be attracted and retained in the sport. 10. IF a sufficiently large pool of active sport participants is to be attracted and retained in the sport, THEN a sufficient pool of competent coaches, officials and administrators will be necessary. 11. IF a sufficient pool of competent coaches, officials and administrators is available, THEN effective programs and pathways at the junior and sub-elite levels will be possible. 12. IF effective programs and pathways at the junior and sub-elite levels exist, THEN effective talent identification processes will be evident. 13. IF effective talent identification processes are evident, THEN a sufficient pool of potential elite athletes will be selected for further development. 14. IF a sufficient pool of potential elite athletes is selected for further development, THEN it is necessary to develop effective elite athlete programs and pathways. 15. IF elite athlete development programs and pathways are to be effective, THEN athletes will have appropriate opportunities to gain experience competing in national and international events. 16. IF athletes are to get into a position to take full advantage of opportunities to gain experience competing in national and international events, THEN this will require leadership by competent high performance coaches and managers. 17. IF leadership by competent high performance coaches and managers is provided, THEN there will be effective support services for coaches and athletes during preparation and competition. 18. IF support services for coaches and athletes during preparation and competition are to be effective, THEN such services will be targeted, complementary and well coordinated. 19. IF support services are targeted, complementary and well coordinated, THEN individual athlete preparation will be optimized. 20. IF individual athlete preparation is optimized, THEN the best athletes will be selected for teams. 21. IF the best athletes are selected for teams, THEN on-field performance in benchmark events will improve. 22. IF on-field performance in benchmark events improves sufficiently, THEN media interest in the sport will grow. 23. IF media interest in the sport grows sufficiently, THEN participation in the sport will increase.

4 4 24. IF participation in the sport increases sufficiently, THEN the sport can be more effectively promoted and marketed. 25. IF the sport is more effectively promoted and marketed, THEN improved sponsorship will be obtained. 26. IF improved sponsorship is obtained, THEN resources ($ and in-kind) for the sport will increase. 27. IF resources ($ and in-kind) for the sport increase sufficiently, THEN the best talent (management, coaching and athlete) will be attracted. 28. IF the best talent (management, coaching and athlete) is attracted, THEN it will be possible to achieve the stated program objective, namely, To improve and sustain medal performance in international benchmark events.

5 5 APPENDIX 2 INTERVIEW SCHEDULE DATE ORGANISATION CITY VENUE CONTACT 28 March 3.00 pm NCE Slalom HP Program Canberra AIS, Leverrier Crescent, Bruce Mike Druce 29 March 8.30 am 5 April am 5 April 2.00 pm 5 April 7.30 pm 6 April 9.30 am 7 April am 10 April 2.00 pm 10 April 3.30 pm 10April 4.30 pm 10 April 7.00 pm 11 April 8.30 am 11 April 9.30 am 12 April 3.00 pm 12 April 6.30 pm 18 April 3.00 pm April NCE Slalom HP Program Penrith Penrith Whitewater Centre Richard Fox SASI Adelaide 27 Valetta Rd, Kidman Park. Wes Battams SA Dept Sport & Rec Adelaide As above Richard Mellon Canoeing SA Adelaide Aquatic Reserve, West Ian Hume Lakes AC (CEO) Canberra AIS, Leverrier Crescent, Robert Barnes Bruce Surf Lifesaving Canberra As above Greg Nance (CEO) WAIS Perth Challenge Stadium, Stephenson Ave Mt Claremont Steve Lawrence AC (former Perth As above Greg Kaeding President) Western Perth As above Dave Stevens Paddlesports CWA Board Perth Observation City Hotel, John Mulcahy Scarborough WA Dept Sport & Perth CWA Office, Stephenson John Mulcahy Rec Ave, Mt Claremont CWA staff Perth As above John Mulcahy Qld Dept Sport & Rec Brisbane Forestry House 160 Mary Street Canoeing Qld Brisbane Sea Scouts Hall, Simpsons Playground Graceville QAS Brisbane Queensland Sports and Athletics Centre, Nathan NCE Flatwater HP Gold Coast AIS Canoeing Centre, Program Robina Ben Klaassen Mark Priestley Alex Baumann Brian Hopley

6 6 26 April 2.00 pm 27 April am 27 April 3.00 pm 27 April 7.00 pm 28 April am 28 April 3.30 pm 29 April am 1 May 9.00 am 1 May 4.30 pm 1 May 7.00 pm 2 May am 2 May 2.00 pm 2 May 3.30 pm 2 May 7.30 pm NSWIS Sydney Athletics Centre Cnr Sydney Olympic Park, Homebush Former CEO of AC Sydney c/- Netball Australia Marian Street, Harris Park Canoeing NSW Board Canoeing NSW members Tas Dept Sport & Rec Canoeing Tas Members Canoeing Tas Board Charles Turner John Bissett Sydney Sports House, Wentworth Trevor Williamson Park, Wattle St, Glebe Sydney As above Trevor Williamson Hobart ANZ Centre 22 Elizabeth Street Dennis Keats Tony Ryan Hobart As above John Borojevic Launceston TIS, Silverdome Complex, 55 Oakden Road, Prospect AC Board Melbourne Corrs Westgarth Chambers, 600 Bourke Street Canoeing Vic Staff Melbourne 332 Banyule Road Viewbank Canoeing Vic Melbourne 332 Banyule Road Board Lander & Rogers Lawyers John Borojevic Peter Heeley Justin Quill Jim Murphy Andrea Boothroyd Andrea Boothroyd Viewbank Melbourne 600 Bourke Street Ian Fullagar VIS Melbourne Olympic Park, Swan Street Vic Dept Sport & Rec Other Vic Canoeing Stakeholders Melbourne Melbourne Old Shell Building, Spring Street 332 Banyule Road Viewbank Peter Spence Craig Pickett Danielle Woodward Tony Williams Katrina Touzeau Andrea Boothroyd

7 7 APPENDIX 3 NATIONAL SPORTING ORGANISATIONS GOVERNANCE PRINCIPLES OF BEST PRACTICE The Australian Sports Commission (ASC) is the Commonwealth Government s statutory authority responsible for the funding and development of sport. As such, the ASC is responsible for the federal government s funding to Australia s national sporting organisations (NSOs) to develop sporting excellence and increase participation in sports. It is important, therefore, that the ASC has a clearly stated position with respect to the governance of national sporting organisations to which the ASC provides taxpayer moneys. Governance concerns three key issues, (1) how an organisation develops strategic goals and direction, (2) how the board of the organisation monitors the performance of the organisation to ensure it achieves these strategic goals, and (3) ensuring that the board acts in the best interests of the members. The ASC recognises that effective sports governance requires leadership, integrity and good judgment. Additionally, effective governance will ensure more effective decision making, with the organisation demonstrating transparency, accountability and responsibility in the activities undertaken and resources expended. It is commonly accepted that governance structures have a significant impact on the performance of a sporting organisation. Poor governance has a variety of causes including director inexperience, conflicts of interest, failure to manage risk, inadequate or inappropriate financial controls, and generally poor internal business systems and reporting. Ineffective governance practices not only impact on the sport where they are present, but also undermine confidence in the Australian sports industry as a whole. Moreover, national sporting organisations are subject to increasing levels of performance scrutiny, particularly in achieving the outcomes sought from government funds. To manage and respond to these changes, the ASC Sports Governance Principles advocate strengthening structures that support good leadership and decision-making and ensure sound and effective governance. In keeping with best practice in Australian corporate governance, this paper contains guidelines within which the ASC believes a sporting organisation s board members should operate and enact their role. The paper takes the form of five major principles, focusing on: clear delineation of governance roles effective governance processes effective governance controls

8 8 governance improvement member responsiveness. The ASC has produced a publication: Governing Sport The role of the Board, which provides more detailed guidance to boards and directors on their roles and responsibilities, and on appropriate policies and processes to follow. This publication can be accessed on the ASC website: Principle 1: Clear delineation of governance roles The ASC recognises that different sporting organisations operate under different governance structures. While not advocating the adoption of any single model, the ASC does advocate that each structure should be clearly documented with a clear delineation of powers and responsibilities of each body involved. Further, there should be no overlap in the powers of any two bodies or individuals in a governance structure. 1.1 The ASC advocates that the management powers be placed in a board which has the power to exercise all the powers of the organisation except those powers that the Act or Constitution requires to be exercised in General Meeting. The ASC does not endorse a governance structure featuring both a Board and another body, whereby this other body (usually called a Council) assumes some Board functions. 1.2 All NSOs must be incorporated either as associations under their appropriate state/territory Associations Incorporation Act or as a company limited by guarantee under the Corporations Act 2001 (Cwlth). Each Act imposes certain requirements that must be met. It must also be noted that, regardless of the Act under which the association is incorporated, if an NSO carries on business in a state other than that in which it is incorporated it is required to be registered under the Corporations Act as a registrable Australian body. This registration imposes additional administrative requirements on the Association. 1.3 The ASC advocates that state/territory Associations legislation is designed primarily for small not-for-profit clubs and associations that operate within the jurisdiction of the relevant state or territory. As such, given the national nature of the business of a national sporting organisation, it is appropriate they register as companies limited by guarantee, subject to the Commonwealth Corporations legislation. This structure requires a higher level of accountability with increased comfort to members who can rely on the provisions of the Corporations Act 2001 in resolving any constitutional uncertainties. Reporting requirements under the Corporations Act 2001 also provide a higher level of transparency and accountability appropriate to organisations that operate without frequent reporting to or contact with members. The ASC expects national sporting organizations in receipt of substantial funding from it to adopt a company structure. 1.4 The incorporated body will have a constitution, which may be changed from time to time by the members. Each sporting organisation should give detailed consideration as to how people and/or organisations may become the members of the incorporated national body. The members will elect the board of directors (board). The constitution of the incorporated body will state the voting power of each member in this regard. The key governance role of the organisation under each of the Acts rests with this board of directors, who must act in accordance with the requirements of the relevant Act, within other federal and state laws and the constitution of the incorporated body.

9 9 1.5 The governance structure should feature a clear separation of powers and responsibilities between the board ( mind of organisation) and the CEO and his/her staff ( hands of organisation). This clarity of powers and responsibilities must also apply to the various board and management committees. The governance structure should also recognise that individual directors, the CEO (or similar), his/her staff, board committees and management meetings hold no authority to act on behalf of the organisation by virtue of their position alone. All authority rests with the board, which may delegate authority to any person or committee. Each such delegation should be clearly documented in a delegations manual or similar. Normally there shall be significant delegations to the CEO. 1.6 The ASC advocates that each board should: Set the broad strategic direction of the organisation through appropriate consultation with stakeholders. This includes determining the organisation s purpose, core values and the ethical framework as well as key objectives and performance measures. Appoint, direct, support professional development, evaluate the performance and determine the remuneration of the CEO. Where necessary, the board may be called upon to dismiss the CEO. Monitor the financial and non-financial performance of the organisation. Ensure financial and non-financial risks are appropriately managed. Ensure the organisation complies with all relevant laws, codes of conduct and appropriate standards of behaviour. Provide an avenue for key stakeholder input into the strategic direction of the organisation. Report on organisational performance to members and stakeholders at the Annual General Meeting 1.7 The ASC advocates that each board should be structured to reflect both the constituency it represents and the complex operating environment facing the modern sporting organisation. Normally, it is envisaged that a board will: Comprise between 5 9 directors. The number of directors on a board should reflect the size and level of activity of the organisation. Have a sufficient blend of expertise and skills necessary to effectively carry out its role. As such the ASC advocates a board with the necessary skills to carry out its governance role rather than a representative board. Have the ability to make a limited number of external appointments to the board to fill skills gaps. Institute a staggered rotation system for board members with a maximum term in office to encourage board renewal while retaining corporate memory. Be broadly reflective of the organisation s key stakeholders, but not at the expense of board skills mix. When directors do represent a constituency, they must never allow representation to become advocacy at the expense of the organisation as a whole. 1.8 In accordance with Commonwealth Government policy and the efforts of international sporting bodies to increase the representation of women in key decision making and leadership positions, the ASC advocates that sporting organisations consciously work towards increasing female representation on their boards. Whilst being mindful of expertise and skill requirements, NSOs should be aiming for equal representation of men and women on their boards. NSOs should use every

10 10 opportunity to move towards this goal and should make significant progress towards this by June Where two bodies are amalgamating, the ASC advocates an interim board arrangement in order for both parties to be confident about the future direction and priorities of the amalgamated body. In the interim arrangement, the board of the new organisation would include equal representation drawn from the boards of the amalgamating bodies or representatives nominated by each of the amalgamating groups interests. This interim arrangement would operate for a finite period of time The ASC advocates that the board outline the roles, responsibilities and expectations of individual directors/board members, including (at a minimum): The directors, acting as a board, have responsibilities for: o Legal issues o Strategic issues o Financial issues o Moral issues o Organisational risk issues, and o CEO performance issues affecting the organisation. The fiduciary duty of directors to act in the interests of the members as a whole and not to represent individual constituents. Thus, once elected the board should have the ability to operate independently in the interests of the organisation as a whole, free from undue influence. The legal duties of individual directors, including the requirement of directors to: o act in good faith and for a proper purpose o exercise due care and diligence o ensure the organisation does not continue to carry on its business while insolvent o meet the requirements of various other federal and state laws which directly impact on the organisation. A code of conduct or policy specifying the behaviour expected of directors. A conflict of interest provision that specifies: o A director must disclose actual/potential conflicts of interest. o The process for disclosure of real or potential conflicts of interest disclosure. o A process that governs a director s involvement in any decisions with which she/he has a conflict of interest. o The requirement for a register of ongoing interest to provide a record of all potential conflicts. o Directors should not hold any other official position at state, regional, club level or corresponding administrative position. This is to ensure no actual or perceived conflicts of interest. Maintaining a register of Related Party Transactions The ASC advocates that the roles of key positions in the governance system are documented. Normally these positions will include: Board Chair/President Directors Secretary

11 11 Management CEO 1.12 Unless very special circumstances are involved, the CEO will not normally be a director. This enables and supports a clear separation of powers between the board and management. Principle 2: Effective governance policies and processes The ASC advocates that each board should agree to and document a clear set of governance policies and processes to facilitate effective governance. These processes should reflect best practice and be subject to regular review. 2.1 The board should document its meeting process. Normally this will include: legal requirements (such as quorum, notice for calling a meeting, etc., as specified in the organisation s constitution); decision-making approach (consensus versus voting) and voting rights of attendees; protocol(s) for meeting conduct and director behaviour; logistical details such as meeting frequency, meeting location, timing of meetings, attendees, etc. 2.3 The board should prepare an agenda for each meeting. In addition, the board should agree how the agenda will be developed and the items for regular inclusion. 2.4 Board meetings should have appropriate documentation. This means issues submitted to the board should be in an appropriate and agreed form (a board paper) and be circulated sufficiently in advance of the meeting. The board should similarly maintain a clear record of decisions made through an appropriate and agreed minuting process. 2.5 The board should be provided with all relevant information on an issue to enable proper execution of directors duties. The board, or any individual board member should also have the right to request, through the CEO, any additional information, eg financial reports to enable them to effectively carry out their duties. 2.6 The ASC advocates that each board plans its key annual activities and develops a corresponding board calendar. 2.7 Each committee established by a board should have terms of reference. The terms of reference should include, at a minimum: committee purpose authority delegated to the Committee committee composition, including the appointment of a Chair reporting requirements delineation of the role of the committee and the role of management. Principle 3: Effective governance controls The board is ultimately responsible for the success of the organisation it governs. The ASC advocates that each board clearly define its role in discharging this responsibility.

12 The ASC advocates that each board determine the process by which it will set the strategic direction, key objectives and performance measures as well as its core values and ethical framework. 3.2 The board should develop a protocol outlining expectations for board-management interactions. This will normally include: expectations regarding the use of a board member s networks/contacts; expectations regarding provision of advice to the CEO and management; a protocol for individual directors to acquire all information required for decision making and control. 3.3 The ASC advocates that each board has in place an effective and efficient monitoring and evaluation system. This will include financial and non-financial monitoring. In particular, each board should monitor outcomes of the implementation of the strategies as the basis for the evaluation of overall performance and reporting to members. 3.4 The ASC advocates that the board has in place an effective risk management strategy and process. This will require the board to take actions to identify key risks facing the organisation and ensure that risk management strategies are developed and actioned. The risk management system should comply with the Australian Risk Management Standard (AS/NZS4360:1999). 3.5 The board should also implement an effective compliance system. It is recommended that this compliance system comply with Australian Standard AS3806:1998 and require, at a minimum, that: the organisation complies with all relevant statutes, regulations and other requirements placed on it by external bodies; effective internal controls exist and there is full and accurate reporting to the board in all areas of compliance; the organisation is financially secure and is able to meet all its financial obligations when they fall due, in the normal process of business. 3.6 The ASC advocates that each board develop and document a regular (annual/sixmonthly) performance review process for the CEO. While the detail of the performance review may be undertaken by a board committee, at some point in the process all directors should have an opportunity to review and comment on CEO performance. 3.7 The board must ensure an effective audit process is in place. The audit may involve internal and external auditors, and for large organisations, an audit committee of the board may be appropriate. An audit committee will only comprise persons who are not directly involved in management of the organisation. 3.8 Since all decision-making power rests with the board, the ASC advocates that each board clearly document all delegations of authority to the CEO and other individuals, committees or groups. This document or delegations register, should be regularly reviewed and updated. It should be the subject of a formal board resolution.

13 13 Principle 4: Governance improvement Each board should ensure that there is regular assessment of board performance and an effective board and individual director development program in place including mechanisms to respond to non-performing directors. 4.1 The board should ensure that its officers and directors have appropriate insurance cover. 4.2 The board should ensure all new directors undergo an appropriate induction process. 4.3 The board should ensure that a director s access to information is appropriately protected with a deed of access or similar. Principle 5: Member responsiveness The board should ensure it exercises leadership, integrity and good judgment, always acting in the best interest of the organisation as a whole, demonstrating transparency, accountability and responsibility to members. 5.1 The board should strive to ascertain the interests, aspirations and requirements of members and create responses to these in the form of a national strategic plan with alignment between this and member plans. 5.2 Members of an organisation should have the ability to remove board members (or a board as a whole) and change the constitution should they see fit. 5.3 Board members have no voting rights beyond those of regular members or by virtue of their position. Where the membership of an organisation comprises other organisations, board members should not be eligible to vote at General Meetings or Annual General Meetings. 5.4 The board should provide the members with a comprehensive annual report outlining how they fulfilled the governance roles of the organisation, the achievements of the organisation, the aspirations of the organisation and sufficient financial information so that members can make a judgment as to how effectively the board is fulfilling its role.

14 AUSTRALIAN CANOEING INC. ORGANISATIONAL STRUCTURE 1 (April 2005) APPENDIX 4 Surf Life Saving Association of Australia Slalom NCE 2 AC AIS NSWIS Non AC Staff: NHC (AIS) Senior Coach (NSWIS) Casual Coach (AIS) Flatwater NCE 2 AC AIS NSWIS QAS Non AC Staff: Acting NHC (DF) (SASI) Coach (BH) (NSWIS) Coach (VF) (QAS) Coach (MM) (AIS) Coach (RA) (WAIS) Members Affiliated club members are members of State Associations. Members of State Associations become members of AC on payment of per capita affiliation fees Affiliated clubs elect State Association President plus four interested directors Affiliated clubs vote at State Association AGM via delegates Receptionist Administrative Assistant State Associations x 6 (independent legal entities) Responsible for the delivery of the sport in each State Elects AC President plus four interested AC directors Votes at AC AGM via delegates AC Board 7 Members President interested Director plus 4 interested Directors elected by State Associations from AC members 2 independent Directors co-opted by Board 2 year terms with President and two interested Directors retiring each year and 1 independent Director retiring each year Eligible for re-election or reappointment Chief Executive Officer Technical Committees Flatwater Slalom Marathon Wild Water Canoe Polo Freestyle ACE Ltd Major Events National Performance Director National Events Coordinator Membership and Communication Coordinator Outsourced Services Legal Manager Canoe Education Sport Development Coordinator (0.80 FTE) Slalom Program Coordinator (0.50 FTE: AC) (0.50 FTE: AIS) Flatwater Program Coordinator (Vacant) 3 Finance Footnotes: 1. Source: AC, CEO Position Overview, 31 March AC Staffing (Jan 2006): Establishment: 8.30 FTE, Vacant: 2.00 FTE, Filled: 6.30 FTE 2. PEF Agreement. Regulates reporting by AIS/SIS/SAS staff to NPD, AIS or SIS/SAS and NCE Joint Management Committee depending on the issue/ budget 3. This position was not filled by an AC employee. The position is currently occupied by an AIS employee Cooperation, collaboration and communication Direct reporting, single point accountability Mixed reporting arrangements

15 APPENDIX 5 SUMMARY OF CANOEING TECHNICAL DISCIPLINES IN AUSTRALIA IN 2005 DISCIPLINE 1 NSW VIC QLD SA WA TAS AC 2 Flatwater Yes Yes Yes Yes Yes Yes Yes Slalom Yes Yes Yes Yes Yes Yes Marathon Yes Yes Yes Yes Yes Yes Wildwater Yes Yes Yes Yes Canoe Polo Yes Yes Yes Yes Yes Yes Yes Canoe Sailing Dragonboat 1 These disciplines are the ones that the International Canoe Federation operates technical committees. 2 AC also operates a Freestyle Technical Committee.

16 16 APPENDIX 6 FLATWATER ELITE ATHLETE PATHWAY Competition Performance Funnel Responsibility State Championships & State Regatta Series Talent Search Surf Programs SSO Programs Club Programs SSO, Clubs & SIS/SAS involvement in Talent Search National Championships & AC Grand Prix Series Talent Development Athletes Clubs, SSO (with SIS/SAS Support) & Regional Academies. World Junior Championships & AYOF Junior Elite Athletes SIS/SAS (Targeted), Clubs & SSO International Regattas National Bronze Scholarship U/23 Emerging Athletes NTC (Targeted) & SIS/SAS (Focus) Olympic Games World Champ's World Cups National Gold and Silver Scholarship Elite NTC (AIS & SIS/SAS) Medal Winners

17 17 APPENDIX 7 SLALOM ELITE ATHLETE PATHWAY Competition Performance Funnel Responsibility State Championships & State Slalom Series Talent Search Schools Programs SSO Programs Club Programs Comercial Providers SSO, Clubs & Commercial Operators. AIS & SIS/SAS for Talent Search National Championships & National Ranking Series Events Talent Development Athletes Clubs, SSO (with SIS/SAS Support) & Regional Academies World Junior Championships & AYOF Junior Elite Athletes SIS/SAS (Targeted), Clubs, Regional Academies & SSO International Competitions & World Cups U/23 Emerging Athletes SIS/SAS (Focus) Olympic Games World Champ's World Cups Elite AIS & SIS/SAS Medal Winners

18 18 APPENDIX 8 CANOE CLUBS BY DISCIPLINE: 2006 Club Discipline West Australia Ascot Kayak Club Canning River Canoe Club Perth Canoe Polo Club Sea Kayak Club Sorrento Kayak Club South West Canoe Club Swan Canoe Club Marathon, Wildwater, Flatwater, Slalom, Canoe Polo Flatwater, Marathon, Wildwater Canoe Polo, Slalom Sea Kayaking Flatwater, Marathon, Wildwater, Slalom Marathon, Wildwater Marathon, Wildwater, Slalom, Canoe Polo, Flatwater, Sea Kayaking Tasmania Tasmanian Canoe Club 3 Derwent Canoe Club Tamar Canoe Club Wildwater Racing, Recreational Whitewater, Flatwater Recreational, Flatwater Racing, Slalom Recreational Whitewater, Extreme Whitewater Racing, Wildwater Racing Canoe Polo, Slalom, Multi-sport events Sea Kayaking, Recreational Whitewater, Flatwater Recreational, Multi-sport events South Australia Christian Brothers College Holdfast Bay Investigator West Lakes Northern District Adelaide Onkaparinga Marathon Canoe Club Flatwater Racing, Marathon Flatwater Racing, Marathon, Recreational Sea Kayaking Flatwater Racing, Marathon Canoe Polo Recreational Touring, Sea Kayaking, Whitewater, Canoe Polo Flatwater Racing, Marathon Marathon New South Wales Berowra Canoeists Big River Canoe Club Flatwater, Recreational Sprint, Marathon, Slalom, Whitewater, Recreational, Touring, Rodeo, Down River Racing 3 Burnie Sprint Kayak Club is currently amalgamating with the Tasmanian Canoe Club.

19 19 Bonville Creek KC Marathon, Recreational, Touring, Burley Griffin CC Sprint, Flatwater, Marathon, Canoe Polo, Recreation, Touring, Sea Kayaking Cape Byron CC Sprint, Marathon, Outrigger Central Coast CC Sprint, marathon, Flatwater, Touring, Recreational, Sea Kayaking Far North Coast CC Marathon, Flatwater, Touring, Recreation, Sprint Great Lakes CC Marathon, Slalom, Whitewater, Flatwater, Touring, Recreational, Down River Racing Hunter Valley CC Canoe Polo, Marathon, Slalom, Whitewater, Flatwater, Touring, Sea Kayaking, Down River Racing Illawarra CC Sprint, Marathon, Flatwater, Recreational, Sea Kayaking, Canoe Polo Just Paddlers Sprint, Marathon, Touring, Flatwater, Recreational Sea Kayaking, Kangaroo Valley CC Slalom/WW, Canoe Polo, Sea Kayaking, Recreational Lane Cove River Marathon, Flatwater Cronulla-Sutherland KC Sprint, Marathon, Flatwater Manly-Warringah KC Sprint, Marathon, Flatwater, Ocean, Recreational NSW Sea kayak Club Sea Kayaking Oxley College CC Sprint, Marathon, Slalom, White Water, Flatwater, Touring, Sea kayaking, Rodeo, Freestyle Parramatta CC Canoe Polo Penrith Valley Canoeing Sprint, Marathon, Flatwater, Slalom, White Water, Recreational, Canoe Polo, Freestyle Rivers CC Canoe polo, Slalom, Touring, Flatwater, Recreational, Sea Kayaking St George KC Sprint, Marathon, Flatwater Sutherland Shire CC All Disciplines Sydney Northern Beaches Sprint Sydney Canoe Polo Canoe Polo, Recreational Tumut Valley CC Recreational, Touring, Wildwater, Freestyle Wagga Bidgee CC Flatwater, Marathon, Recreational, Sprint, Touring Wakehurst Touring Canoe polo, Marathon, Slalom, Whitewater, Flatwater, Canoeists Touring, Recreational, Sea Kayaking Windsor CC Marathon, Recreational Queensland Beaudesert Brisbane Broken Paddle Centenary Currumbin Creek Fitzroy Gold Coast Greater Logan Indooroopilly Ipswich District Karana District Kawana Waters Lourdes Hill College Mackay Flatwater, Marathon, Recreation Flatwater, Marathon, Recreation Canoe Polo, Marathon Canoe Polo, Marathon Flatwater, Marathon, Recreation Flatwater, Marathon, Recreation Flatwater, Marathon, Recreation Flatwater, Marathon, Recreation Flatwater, Marathon, Recreation, Canoe Polo Canoe Polo, Marathon, Recreation Flatwater, Marathon, Recreation Flatwater, Marathon, Recreation Flatwater, Marathon, Recreation, Canoe Polo Marathon, Recreation

20 20 Maryborough Marathon, Recreation Nerang River Marathon, Recreation Newport Waters Flatwater, Marathon, Recreation North West Flatwater, Marathon, Recreation Queensland Sea Kayak Marathon, Recreation Sandgate Marathon, Recreation Springfield Lakes Slalom, Canoe Polo Sunshine Coast Flatwater, Marathon, Recreation Surfers Paradise Flatwater, Marathon, Recreation Tinaroo Canoe Polo, Recreation Townsville Flatwater, Marathon, Recreation University of Queensland Canoe Polo Wallaby River Rats Education, Recreation West End Marathon, Recreation Wynnum Redlands Flatwater, Marathon, Recreation, Education Victoria Ballarat Flatwater/Marathon, Wildwater, Recreation Bendigo Flatwater/Marathon, Wildwater, Recreation Canoe Factory Club Flatwater/Marathon, Canoe Polo, Wildwater, Recreation Canoes Plus Slalom, Wildwater Cobram Flatwater/Marathon, Recreation Deniliquin Flatwater/Marathon, Recreation Echuca Flatwater/Marathon, Recreation Eltham Slalom, Wildwater Essendon Flatwater/Marathon, Canoe Polo Explorers Flatwater/Marathon, Canoe Polo Fairfield Flatwater/Marathon, Canoe Polo, Wildwater, Recreation Footscray Flatwater/Marathon, Recreation Gecko Geelong Flatwater/Marathon, Recreation Gippsland Kayak Recreation Gippsland Waters Flatwater/Marathon, Recreation Ivanhoe Flatwater/Marathon, Canoe Polo, Wildwater, Recreation Kirinari Flatwater/Marathon, Wildwater, Recreation Latrobe Melbourne Canoe Club Slalom, Wildwater Mercantile Flatwater/Marathon, Mildura Flatwater/Marathon, Recreation Mitta Mitta Flatwater/Marathon, Wildwater, Recreation Monash Patterson Lakes Flatwater/Marathon, Wildwater, Recreation Shepparton Flatwater/Marathon, Recreation Sherbrook Flatwater/Marathon, Swan Hill Tarwin Lower Flatwater/Marathon, Recreation Templestowe Canoe Polo, Wildwater, Recreation Victorian Canoe Polo, Recreation Warrnambook Flatwater/Marathon, Recreation Whitehorse Canoe Polo, Wildwater, Recreation Yarrawonga Flatwater/Marathon, Recreation

21 21 APPENDIX 9 OLYMPIC HIGH PERFORMANCE PROGRAMS The Olympic High Performance Programs conducted through the Slalom National Centre of Excellence (NCE) at Penrith and the Flatwater (Sprint) NCE on the Gold Coast aim to provide the best training environment and conditions for athletes to optimise success in international benchmark competition. The objectives of the NCEs are to: Target and attract elite and potential elite athletes; Fast-track the development of these athletes by providing world-class coaching, facilities, infrastructure and support services in an intensive daily training and camp based environment at PWS and the AIS facility on the Gold Coast; Provide elite-level international training/competition opportunities. The following analysis of the operations of the Olympic High Performance Programs has been compiled primarily in terms of how the two NCEs function within the wider AIS/SIS/SAS and SLSA contexts. Targeting and Attracting Elite Athletes Both NCEs use a 3-tier scholarship model. Currently Slalom has 14 athletes on scholarship (plus 2 non-scholarship athletes), most being tier 2 scholarship holders (top world ranking), with all bar two living and training in Penrith. Furthermore, the 2006 National Senior Team are all NCE scholarship holders. It is clear the Slalom program in Penrith is achieving its purpose of attracting the best elite and potential elite athletes. The Flatwater NCE currently has 19 athletes on NCE scholarship, majority on tier 2 scholarships (placed top 2 at 2006 National Championships, or top 6 at 2006 World Cup 2). Six athletes live and train on the Gold Coast, 7 are based in NSW, 3 based in SA, 2 based in WA and 1 in VIC. As all NCE scholarship holders are also members of the 2006 National Senior Team, the program is attracting the best elite athletes, however two-thirds of the NCE athletes only get access to this intensive training environment during camps. Coaching From information gathered and consultations with individuals directly and indirectly affiliated with the Slalom program, there appeared good support and evidence that the Slalom NCE has a world-class coaching team. Athletes reported having good working relationships with the Head Coach and Senior Coach, having confidence in their technical coaching abilities and program planning, although some athletes said that the coaches were being stretched to thinly in terms of the one-on-one time available to each athlete. The coaches comments supported this view, expressing a desire to have a full-time program coordinator and a third full-time coach to work with NCE and emerging senior athletes. Comments regarding the coaching quality and capacity in the Flatwater program where less complimentary. Since the Flatwater program began in 1991, the program has had numerous coaches and program structures. Consequently, coach continuity was raised as a significant concern for the program. There was also considerable concern over not having a National Head Coach based at the Gold Coast facility, which is believed to have contributed to the lack of program structure, communication and coordination. This has had a detrimental impact on athlete-coach relationships, causing distrust and disharmony within the program. Subsequently, the program has assumed more of an athlete-driven focus, compared to a coach-driven focus.

22 22 Richard Fox - National Performance Director (Slalom & Flatwater) Richard was the AIS and Australian National Head Coach for Canoe Slalom from 2001 to 2004, the Head Coach at the 2000 and 2004 Olympic Canoe Slalom Teams and the National Coach in Australia since A former Canoe Slalom athlete, he won five individual and five team world titles for Great Britain in the men's kayak event between 1981 and He was regarded by the AIS as one of their most outstanding coaches. In 2005, Richard was appointed National Performance Director for Slalom and Flatwater. The following announcement was made soon after his appointment - Richard s work history and involvement at all levels of the sport of canoeing over a period of 25 years as an elite athlete, coach and manager provides a rich background for this position. In particular, Richard s proven leadership, communication skills and innovation at the High Performance level will prove a sound background in enabling him to accept the challenges of this demanding new position.. Mike Druce Slalom AIS/NCE Head Coach Mike had been the Head Coach of the NSW Institute of Sport canoe slalom program since 2001 working with World Championship and Olympic teams. Prior to that position he was Head Coach of the Canadian canoe slalom team from leading them to seven World Cup medals. Myriam Fox Slalom NSWIS/NCE Senior Coach Myriam has been a high performance coach working with the senior and junior national team members since Before coming to Australia, Myriam spent 2 years organising coaching for 20 senior and junior athletes in one of France s Regional Centres of Excellence. From she participated in technical coaching clinics and training camps in Canada, USA, Japan, France, UK and Australia. As an athlete, Myriam was a bronze medallist in Atlanta (1996) and twice individual world champion (1989 and 1993). Zlatan Ibrahimbegovic Slalom NCE Coach (casual). Zlatan works with the NCE program and national teams as a fee for service contractor, coaching at camps and on national team tours. He has a third party provider agreement with AIS and is working overseas until September Ben Hutchings Flatwater NCE Coach (NSWIS) Ben has been a National/NSWIS and AIS Coach since January During his time he has successfully coached the men s K4 in 1992 to a bronze medal, as well as a bronze medal at the 1997 world championships. The highlights over his distinguished coaching career include: Bronze K1 500; Bronze K2 500; Bronze K4 1000; Gold K1 500; Gold K1 500 joint coaching; Silver K2 500; Gold K1 500; Bronze K Vince Fehervari Flatwater NCE Coach (QAS) Vince is a former Hungarian and NSWIS paddler, who has recently been recruited into the Australian coaching ranks to assist with the development of kayaking in Australia and to provide technical expertise to the National team. Vince is a seven times World Champion in 200m events. Martin Marinov Flatwater NCE Scholarship Coach (AIS) Martin was a former Bulgarian sprint canoe paddler. At the Seoul Olympics in 1988 he was the bronze medalist in the C1 500m. Four years later he and teammate Blagovest Stoyanov won bronze in the C2 500m. Martin later emigrated and represented Australia. He retired after the 2004 Athens Olympics where he reached the C1 500m semi-final.

23 23 Brian Hopley Flatwater AIS/NCE Program Manager Brian has been the Manager of the QAS Sprint Canoe program since 2002 and was the Head Coach of the Australian Junior Flatwater Canoe/Kayak Team in Brian was a former Strength and Conditioning coach with the Waratahs Super 12 Team and Sports Physiologist for the ARU and Wallabies. Although not NCE coaches, David Foureur and Ramon Andersson provide expert coaching for the NCE during camps. In 2006, both will lead Australian Flatwater teams as National Coaches. David Foureur Flatwater Head Coach (SASI) & National Team Head Coach David was appointed SASI Head Coach in November 1994, and in 2006 was appointed National Head Coach. For the 2004 Athens Olympic Games he coached Daniel Collins and David Rhodes to 4th place in the K2 1000m event and also coached the Australian Ladies K4 500m crew which included SASI athlete Kate Barclay to 6th place (Australia s best result ever in this event at the Olympic Games). David is a Level 2 Coach in Sprint and Slalom, as well as a Level 1 Strength & Conditioning Coach. Ramon Andersson Flatwater Head Coach (WAIS) Ramon is a dual canoeing Olympian, having competed in the 1992 Barcelona and 1996 Atlanta Olympic Games. He won bronze in the K4 1000m at the Barcelona Olympics and then two months later won gold in the World Marathon Canoeing Championships in the K2 class. Ramon also has one silver medal and two bronze medals from other World Championships as well as 14 World Cup Medals. In addition, between 1988 and 1996 he won 29 Australian Championships. Currently WAIS have two athletes on the Senior National Team, and three in the U/23 Team. Ramon has been nominated as the National Coach for the 2006 U/23 Tour. Training Facilities The Penrith Whitewater Stadium (PWS) built in 1999 for the Sydney 2000 Olympics, is the only international competition standard, man-made slalom course in the southern hemisphere. PWS currently charge the NCE program $40,000 per year to access their facilities. This entitles the program to 7 x 1hr sessions per week on white water (2 sessions are open to developing athletes as well) plus a further 20 hrs per week available for floating (Floating provides access to the course, but without the hydraulic pumps on to create white water). As part of their arrangement with PWS, the NCE program is required to use PWS during off peak times. Big users (priority users) of the facility are Rafting and other international slalom teams (UK, Germany, Japan, Slovakia). Fortunately, the Australians are often able to share water time with other international teams when they visit. Training together in this fashion certainly appears to be something quite unique to Slalom culture worldwide. Although the slalom course is world-class, the NCE program does lack other necessary facilities that contribute to a world-class intensive training environment. These include suitable office space and meeting rooms for coaches and program administration, an athlete common room, SSSM consulting rooms, and off-water training facilities such as strength and conditioning, and video/performance analysis. For maximum benefit video performance analysis and feedback to athletes needs to occur immediately after the athlete completes the course. Hence, facilities need to be close to the water s edge. The AIS Flatwater-Sprint Canoeing facility at Pizzey Park, Mermaid Waters on the Gold Coast has been operational since The facility itself is very impressive with a reasonably sized gym that can comfortably cater for approximately people at a time, reasonably sized storage space for boats (currently at maximum capacity), change rooms, office space for

24 staff/coaches, common meeting room with video/data projection and kitchenette (which stocks breakfast provisions and some recovery products). The general consensus was that Dunlop Canal at Pizzey Park offers great water for training, but there is no competition course (as there is at Penrith). However it was suggested that a course may soon be constructed by a private consortium near Bond University which is only a short distance from Pizzey Park. It can be concluded that this facility is certainly able to meet the training needs of elite sprint paddlers. Support Services The Slalom and Flatwater NCEs have access to a range of Sports Science Sports Medicine (SSSM) services that can be provided by NSWIS, QAS (Flatwater only) and/or AIS employed staff, as well as external providers. The NCE Athlete Handbooks outline a recommended list of providers in the areas of medicine, physiotherapy, biomechanics, performance analysis, physiology, psychology, strength and conditioning, nutrition, and athlete career education (ACE). Athletes receive slightly different levels of SSSM support depending on their tiering level. Below is a summary of the scholarship entitlements and allowances: All athletes will have a fully funded medical and physiotherapy screening during their scholarship All athletes will have at least one funded nutrition assessment during their scholarship During the period April to October, tier 1, 2 and 3 athletes receive a $1000, $500 and $250 allowance respectively, to access services such as physiotherapy, medicine, massage and psychology. The program recommends that athletes have their own private health insurance, so that this allowance can be used to cover the gap payable by the athlete. SSSM Services for Slalom From the interviews with Slalom coaches and athletes, it appears the most utilised services are physiotherapy/massage and medical. However other support services that were rated as valuable and having significant impact either for the whole program of for individual athletes included AIS biomechanics, NSWIS and AIS strength and conditioning, NSWIS ACE and sports nutrition (NSWIS third party provider). It was the commonly held belief among those interviewed that the support services offered through the AIS and NSWIS were far in advance than what was used or available to many of the leading canoe/kayak nations. However, the point was made, that even with superior SSSM, Australia is still getting beaten by countries who only use a stop watch and video camera. The Slalom program receives some servicing through NSWIS including ACE, strength and conditioning and psychology, but in recent times, the NCE has tended to use more AIS staff. This is largely attributed to the athletes having to travel to Homebush to access NSWIS services, the perceived high turnover of NSWIS staff, and the fact that AIS staff are starting to spend longer periods of time at Penrith. The program does have access to local SM (approved NSWIS providers). However the problem is that they have very busy practices. The first step is always to try to book in with the local physicians. The second step is then to send athletes to the AIS in Canberra for the day. This is considered to be great because it s a one-stop shop, and athletes don t have to wait around.