Resetting the Australian Olympic Committee as an Organisation

Transcription

1 Resetting the Australian Olympic Cmmittee as an Organisatin At the end f last year, the AOC undertk an rganisatinal review with the fcus n clearly affirming what we are abut, prviding fr implementatin f the Cultural Review recmmendatins and t refine ur rganisatinal structure t ensure we are fit fr purpse. This was nt a whlesale rebuild but a reset. Imprtantly, the reset addressed the strng message frm the Cultural Review and debrief papers f bth the Lndn and Ri Games, that there was a significant degree f rganisatinal dysfunctin, particularly when games time peratinal pressures increased. This dysfunctin added t the apparent lack f clarity in decisin making, perceptins f unfair treatment and pr behaviur. The Cultural Review als highlighted a lack f understanding amngst staff and stakehlders f the AOC s wider rle under ur Objectives. Understanding and giving effect t these Objectives is critical t the AOC missin and ur rle in the Internatinal Olympic mvement. The reset tk a three step apprach; Objectives "What we d" While effectively set by the IOC, AOC t clealy define & develp strategies t ensure successful achievement f the Objectives. Values & Culture "The way we d things" AOC t develp & wn ur values and culture. Structure "Hw we d things" ensuring AOC has the capacity & capability t deliver n ur missin. Our Objectives what we d The sixteen Objectives f the AOC are listed in the cnstitutin and have been apprved by the IOC under the Olympic Charter which regulates IOC recgnitin f all Natinal Olympic Cmmittees (NOC). Chapter 4 f the IOC Charter explicitly sets ut the missin and rle f NOCs as well as their cmpsitin and structure. The Objectives are in effect AOC s strategic gals t be achieved as part f a strategic plan. The Objectives prvide the AOC with clarity f its rle and missin. Therefre, the challenge and fcus f the AOC is t ensure we successfully achieve and imprve n this missin year n year. Resetting the Australian Olympic Cmmittee as an Organisatin Page 1

2 T assist in being able t clearly develp strategies and allcate respnsibilities, the Objectives, as set ut belw, have been cmbined where similar, paraphrased in peratinal terms and presented in tw grups, guiding and peratinal. Guiding Objectives these are at the cre f everything we d and prvide the base n which strategic initiatives need t align with; 1. Develp, prmte and prtect the principles f Olympism and the Olympic Mvement in Australia in accrdance with the Olympic Charter and all regulatins and directives issued by the IOC; 2. Take actin against any frm f discriminatin and vilence in sprt; 3. Prtect clean athletes and the integrity f sprt by being a leading advcate in the fight against dping and all frms f manipulatin f cmpetitin and related crruptin. Adpt and implement the Wrld Anti Dping Cde; 4. Ensure the bservance f the Olympic Charter, preserve the autnmy f the AOC and resist all pressures f any kind, including but nt limited t plitical, legal, religius r ecnmic pressures which may prevent the AOC frm cmplying with the Olympic Charter; 5. T exercise its exclusive authrity t select and designate the city r cities which may apply t rganise Olympic Games in Australia. Operatinal Objectives these are the active wrking Objectives; 6. Prmte, raise awareness and encurage participatin in sprt fr the health, wellbeing and ther benefits t all individuals and in supprt and encuragement f thse bjects, the develpment f high perfrmance sprt as the pinnacle f the benefits f sprting participatin; 7. Prmte the fundamental principles and values f Olympism in the fields f sprt and educatin in schls, sprts, physical educatin institutins and universities and the creatin f institutins dedicated t Olympic educatin; 8. Plan and execute the representatin and participatin by Australia at the Olympic Games, Winter Games, Yuth Olympic & Winter Games and Reginal Games; 9. Give practical supprt t the issue f indigenus recnciliatin thrugh sprt; 10. Supprt measures relating t the wellbeing, medical care and health f athletes; 11. In fulfilling these bjects cperate with gvernmental and nn gvernmental bdies while maintaining independence and nt assciate with any activity which wuld be in cntradictin with the Olympic Charter. T achieve the Objectives ten strategic initiatives have been identified fr implementatin ver this quad. Strategic Initiatives 1. Design and implement cmmunity engagement prgrams in c rdinatin with natinal federatins and ther rganisatins t prmte the benefits f participatin in Olympic sprts; 2. Implement resurcing and systems t enable the successful planning and delivery f multiple teams in verlapping cycles 8 teams between ; 17 between with best practice plicies and prcedures; Resetting the Australian Olympic Cmmittee as an Organisatin Page 2

3 3. Develp an verarching cmmunicatin strategy fr the AOC and Olympic sprts, alng with games and prgram specific plans, in c rdinatin with Natinal Federatins and cmmercial partners; 4. Initiate plans t significantly expand AOC s leadership f Olympic sprts thrugh advcacy with gvernment and ther natinal and internatinal frums; 5. Implement a cmmercial strategy t imprve revenue frm established and new surces t supprt expanded bjectives and attendance at additinal games; 6. Develp and implement an imprved natinal fundraising strategy; 7. Initiate prgrams t supprt Olympians including Transitin; 8. Achieve active and respnsive engagement with Natinal Federatins at multiple levels; 9. Develp an engagement strategy t cmmunicate and manage ur entry int reginal and ther games; 10. Ensure AOC peratinal systems and prcess, including digital strategy, are in place t efficiently and effectively supprt the abve. The CEO and senir management team will priritise the initiatives, develp plans t enable executin and determine effective perfrmance measures fr reprting t the Executive. Our Values and Culture the way we d things This aspect f the reset is being addressed thrugh implementing the recmmendatins f the Cultural Review undertaken by The Ethics Centre. The prcess f determining an apprpriate set f values fr the AOC has already cmmenced and will be finalised in the first quarter f Everyne at the AOC; Executive, Cmmissins, senir management and staff will wn the prcess and the final agreed values and behaviurs. This will becme the way we d things at the AOC. The Review s central recmmendatins and actins taken t date are; Renewed cmmitment by all leaders t mdel persnal leadership that is cnsistent with the AOC s ethical framewrk this cmmitment has been made by the Executive and CEO; Delegate t a sub cmmittee f the Executive respnsibility fr active mnitring f culture Executive has apprved the Culture, Remuneratin & Nminatins Cmmittee t versee this task; Revise the AOC s explicit ethical framewrk in cnsultatin with staff and stakehlders t enable us t better articulate ur purpse, values and principles Executive & senir management wrkshp has been held, full staff wrkshp scheduled fr early 2018; Develp a cultural plan which identifies the AOC s target culture and a plan fr clsing the gap between current and target culture this will fllw after the abve recmmendatin s prcess is cmplete; Establish a dedicated Peple & Culture functin Head f Peple & Culture reprting t the CEO has been recruited and cmmences March 2018; Develp a frmal prcess f re engaging with the Natinal Federatins including cycle f feedback and cnsultatin Head f Public Affairs & Cmmunicatin has been recruited and cmmences February 2018 & a specific respnsibility has been included in Games Operatins. Resetting the Australian Olympic Cmmittee as an Organisatin Page 3

4 Gvernance The AOC has been perating under the ASX Crprate Gvernance Principles and Recmmendatins and thrugh the Annual Reprt the AOC has cmmitted t these principles and recmmendatins. As part f the Cultural Review, The Ethics Centre made tw recmmendatins in relatin t gvernance; 6. The AOC Executive review its gvernance mdel ensuring that it is fit fr purpse as a cmmittee dependent n it cmplying with all IOC directins requirements fr recgnitin as a NOC and nt merely derived frm generally accepted standards. 7. AOC shuld determine the extent t which it ught t separate strategic versight frm executive functins, clearly cmmunicate this decisin and then clarify the rle f the AOC Executive in relatin t stakehlders, including: spnsrs, athletes, Natinal Federatins, the Australian public and gvernments. This matter shuld be included as part f an rganisatinal review f reprting lines and respnsibilities. In light f these recmmendatins the AOC Executive has cmmenced a gvernance review using an independent cnsultant t assist in determining apprpriate gvernance standards fr an rganisatin like the AOC. Structure hw we d things T ensure the AOC has the capability and capacity t deliver n its Objectives, an rganisatinal structure f seven functinal divisins has been established. Each divisin is headed by a senir manager and respnsible fr specific Objectives and Strategic Initiatives. The fllwing diagram sets ut the AOC s verall structure and cre reprting lines and the specific bjectives and strategic initiatives each divisin is accuntable fr. While the bjectives will nly change ccasinally, the initiatives will be regularly addressed. Cmmunity Engagement & Olympian Services Objectives Objectives 6,7,9,10,11 Initiatives Initiative 1, 6,8 Games Operatins & Sprts Services Objectives 8,10,11 Initiative 2, 8, 9 Cmmissins & Cmmittees Public Affairs & Cmmunicatins Enabler t all bjectives Initiative 3,4,8,9 Executive President Chief Executive Officer Cmmercial Operatins Objective 11, supprt f 6,7,8,9 Initiative 5 Olympic Team Executives Peple & Culture Objective 10 & enabler Initiative 7,10 Infrmatin & Technlgy Services Enabler fr all bjecives Initiative 10 Crprtate Services Enabler fr all bjectives Iniative 10 Resetting the Australian Olympic Cmmittee as an Organisatin Page 4

5 Fr the Summer and Winter Olympic Teams, the Chef de Missin, appinted by and reprting t the Executive, cntinues t have the ultimate respnsibility fr the Team. The Chef is supprted by a Team Executive and AOC management and wrks clsely and c peratively with the CEO t ensure the AOC staff are clear n respnsibilities and reprting lines during the tw phases f a Games cycle, planning and Games time. Fr the Yuth Olympic Team, reginal games teams and teams fr ther games, the planning and delivery will be managed directly by the Games Operatins & Sprts Services divisin reprting t the CEO. The CEO and Head f Games Operatins will wrk clsely with these teams appinted Chef de Missins. An verview f each divisins key areas f respnsibility and staffing fllws. Cmmunity Engagement & Olympian Services With the adptin f the IOC s Olympic Agenda 2020, and Recmmendatin 23 t Engage with Cmmunities, the AOC amended the Cnstitutin in May 2017 t prvide fr mre meaningful engagement between the Olympic Mvement and Australian cmmunities. T give this full effect this divisin has been created t have prime respnsibility under the Head f Cmmunity Engagement & Olympian Services reprting t the CEO t ensure AOC strategy is clear and the prgrams are delivered, including games time campaigns. The divisin has respnsibility acrss three imprtant areas. Cmmunity Engagement Prmte and encurage participatin in sprt fr the health, wellbeing and grwth f Olympic sprts participatin and retentin, including pathways; Prmte the principles and values f Olympism in the fields f sprt and educatin in schls, sprts, and universities; Develp strategies & initiatives that give practical supprt t the issue f indigenus recnciliatin thrugh sprt; Develp cnstructive relatinships with the ASC participatin divisin and state and territry departments f sprt and recreatin and educatin. Olympian Services Prvisin f services t the alumni and Olympian Clubs t fster their activities and supprt ur aim t build netwrks and engagement pprtunities between Olympians and the AOC; Cllabrate with the Wrld Olympians Assciatin, IOC and Olympic Slidarity fr pprtunities including funding, emplyment and educatin; Prvide service t AOC departments with Olympians as required, including athlete appearances; Service the Athletes Cmmissin. Fundraising Develp and manage the natinal fundraising prgram t maximise pprtunities and revenue generatin thrugh State Fundraising Cmmittees, gvernments and reviewing the event peratins fr natinal efficiencies and expense cntrl; Resetting the Australian Olympic Cmmittee as an Organisatin Page 5

6 The divisin is als respnsible fr servicing the State Olympic Cuncils fr their peratins and prgrams. There are n additinal staff fr the divisin, rather a reallcatin and clearer fcus f respnsibilities and imprved c rdinatin f State based staff. The State staff will be drawn clser t the AOC s as they nt nly feel part f but are part f the team. The mangers f the three delivery areas will be required t take respnsibility fr wrking with State staff t assist in activatin f their respective prgrams, while the Head f the divisin will need t manage State staff pririties and wrk lad. Games Operatins & Sprts Services This is the lead divisin t plan and deliver the representatin and participatin by Australia at the Olympic Games, Winter Games, Yuth Olympic & Winter Games and Reginal Games. The Head f this divisin, reprting t the CEO, is respnsible fr the peratinal planning, integratin, budget develpment and delivery f each team s participatin in a Games. Other Divisinal Heads will be required t accunt t the Head f Games Operatins and Sprt Services fr the delivery f their peratinal requirements fr teams. Fr the Summer and Winter Olympic Teams during the games planning phase the Head f Games Operatins will have dual reprting t the CEO and Chef de Missin. During games time, the divisin will deliver the Team s peratinal requirements under the directin f the Chef de Missin. The Tky 2020 team rganisatinal structure will be presented later this year. A key respnsibility f this divisin is building strng and peratinally effective relatinships with natinal federatins t enable the AOC t understand and plan fr member sprts respective highperfrmance cmpetitin requirements. This includes lking fr new and innvative ways t better deliver the games time experience fr athletes and fficials. In additin, the divisin will manage; Relatinship with Lagardere fr team utfitting and prcurement; Athlete and Natinal Federatin supprt prgrams including Medal Incentive, Olympic Slidarity, NF high perfrmance grants; Relatinship with the AIS t c rdinate their supprt f team preparatin and games time perfrmance; Servicing f the Medical Cmmissin. This divisin has three new rles, a secnd Manager f Games Operatins and tw c rdinatrs t ensure the AOC has the capability and capacity t supprt the teams with best practise fr ptimal athlete perfrmance. Hwever, there is nly an increase f ne in headcunt as the psitins f Manager, Games Selectin & Legal and Manager and Games Supprt & Yuth have been made redundant. Cmmercial Operatins The cmmercial functin is utsurced t Lagardere with the CEO respnsible fr managing the relatinship and reprting t the Executive thrugh the President. The CEO, with the senir management f Lagardere, is respnsible fr the develpment f cmmercial strategy and the day t day management as part f AOC s peratins. The President particularly versees significant strategic cmmercial issues and the imprtant IOC relatinship. The Head f Cmmercial Operatins prvides the peratinal and c rdinatin link between AOC and Lagardere t facilitate the delivery f the services including; Resetting the Australian Olympic Cmmittee as an Organisatin Page 6

7 Spnsrship acquisitin and servicing; Management f TOP prgram; Licensing; Prcurement and utfitting; Brand management and rights prtectin; Games time cmmercial peratins including ticketing, spnsr prgrams; Facilitate the delivery f spnsr benefits and t determine ptential new pprtunities; C rdinate spnsr leveraging prgrams ensuring AOC participatin in the planning and develpment and as required in delivery; General marketing cnsultatin fr prgrams and initiatives; Public Affairs and Cmmunicatins This revamped divisin led by the Head f Public Affairs and Cmmunicatin reprting t the CEO, cmbines gvernment relatins, media cmmunicatins, issue management, crprate and scial respnsibility as well infrmatin disseminatin and strategic cmmunicatin advice. The divisin is respnsible fr develping and implementing all internal and external cmmunicatins strategies fr Teams and AOC prgrams and prviding the day t day and games time media services, cntent prductin and issues mnitring and management. Imprtantly the divisin will supprt the President, CEO and Executive by develping strategy t influence public plicy as well as building and maintaining a strng reputatin and relatinship with stakehlders. Other imprtant key respnsibilities include; Take the lead rle in driving the expansin f the AOC s scial media and digital platfrms; In c rdinatin with Cmmercial Operatins develp strategies and initiatives t supprt and integrate partner leveraging prgrams with AOC prgrams; Maintaining relatinships with NFs in prmtin f sprts and athletes in and utside games time. Peple & Culture Reprting directly t the CEO, the Head f Peple & Culture has key respnsibilities that expand the traditinal HR rle as well as assisting the CEO initiate and embed the recmmendatins frm The Ethics Centre review. These respnsibilities include; Crdinate the develpment and delivery f a new end t end HR mdel including leading the develpment and driving the unique AOC culture; Games time wrkfrce planning, recruitment, selectin, inductin, crprate training, and exit prcesses fr temprary staff, cntractrs and vlunteers; Leading the implementatin f AOC s athlete centred prgrams and plicies including Olympian Transitin; Resetting the Australian Olympic Cmmittee as an Organisatin Page 7

8 Prviding direct HR supprt t the OWIA and cnsultant HR service t the natinal federatins n request; Service the Culture, Remuneratin & Nminatins Cmmittee. At this pint the Peple & Culture divisin cnsists f the senir manager, an assessment f resurcing requirements will be made when the new Head f cmmences in March. In implementing the athlete centred prgrams and the Transitin Prgrams the rle will be supprted by Olympian Services and State based staff. Infrmatin & Technlgy Services Infrmatin and cntent management is a cre activity acrss all AOC divisins. The Chief Infrmatin Officer, reprting t the CEO, will lead the divisin with a strng fcus n the develpment f strategy, plicy and systems that successfully supprt the utcmes being sught fr each divisin and t guide AOC investment in this area. Opprtunities t imprve AOC s peratins, cmmunicatins reach, and the prmtin f Olympic athletes will increasingly depend n digital systems t supprt the activities. Key functins f this Divisin include; Infrmatin technlgy management; Data Management technical directin; Infrmatin /Knwledge Management; Technical cmmunicatin services and systems; Systems & integratin t supprt peratins; Hardware & sftware prcurement & planning; Website(s) platfrm & peratin. Tw new rles titled Technical Leads, have been created t quickly learn and utilise new technlgies and be a surce f ideas n hw emerging technlgies can help AOC s business. Staff numbers have nt been increased as the tw new rles replace tw frmer rles which are nw redundant due t the new directin and methd f delivering infrmatin services. Crprate Services The majr functins f this Divisin remain financial management, cmpliance, risk management, internal cntrls, prperty and premises and payrll with the CFO reprting t the CEO. The CFO is the AOC Cmpany Secretary and in this rle reprts t the President and Executive. The Chief Financial Officer & Head f Crprate Services will wrk with the CEO n financial strategy, including imprving the accuracy f ur financial reprting and frecasting capacity and in cmmercial strategy with Lagardere. Legal will cme under Crprate Services frm an peratinal perspective, with the Legal Cunsel reprting t the Head f, hwever the psitin will cntinue t attend senir management meetings and prvide direct advice t the CEO, ther senir managers, and Executive given the rle s brad range f respnsibilities. Crprate Services respnsibilities include; Business prcesses and prcedures Resetting the Australian Olympic Cmmittee as an Organisatin Page 8

9 Cmmercial cntract management Legal services Cmpany secretary Office peratins (incl. state ffices) Servicing f Finance Cmmissin and Audit & Risk Cmmittee Summary This paper sets ut a reset f the AOC that will ensure the rganisatin is fit fr purpse thrugh; Clearly affirming the Objectives f the AOC what we d ; Implementing the recmmendatins f the Cultural Review, including reviewing the AOC values that will be supprtive f ur Objectives the way we d things ; A review f gvernance by an independent cnsultant t assist in determining apprpriate gvernance standards fr an rganisatin like the AOC Hw we d things ; Develping an rganisatinal structure that brings clarity and purpse t existing rles, expands the scpe f ther psitins and creates new rles where there are gaps in capacity and capability Hw we d things. Ten strategic initiatives have been identified t be implemented ver this quad t address the recently added bjectives and the increased participatin f Australian teams in reginal and ther games. Each initiative will have agreed measures f success, which include strategic utcmes, peratinal results and budget perfrmance. Fllwing is the new rganisatin chart fr the AOC, setting ut each divisin s staffing and reprting lines. There is renaming f divisins and titles, ne additinal divisin, Peple and Culture, and a headcunt increase f 2, taking staff numbers frm 36 t 38, including State based staff. Please nte, nt all psitins are full time. The AOC is building an rganisatin that is nt just fit fr purpse, but t be high perfrming. We are cmmitted t deliver n ur Objectives fr the benefit f member sprts, state Olympic cuncils and the verall Olympic mvement. Resetting the Australian Olympic Cmmittee as an Organisatin Page 9

10 President Organisatin Chart January 2018 Executive Assistant Pamela Harris Jhn Cates AC Chief Executive Officer Matt Carrll AM Executive Assistant Lisa Stephensn Chief Financial Officer & Head f Crprate Services Tdd Day Head f Peple & Culture Amie Wallis Chief Infrmatin Officer Cian Mynihan Head f Games Operatins & Sprts Services Luke Pellegrini Head f Cmmunity Engagement & Olympian Services James Edwards Head f Public Affairs & Cmmunicatin Strath Grdn Head f Cmmercial Operatins Jess Hurfrd Legal Cunsel Annabelle Williams OAM Crdinatr, IT Supprt Andrew Singh Crdinatr Sprts Services Gabrielle Massn Lagardere Prcurement Service Hayden Bushell Manager, Cmmunity Engagement Julia Ck Senir Manager, Media Operatins Julie Dunstan Manager, Cmmercial Jan Stauntn Manager, Finance Pauline Sydenham Technical Lead TBA Manager, Games Planning Rb Verguw Manager, Data Integratin Jrge Arai Manager, Natinal Fundraising Warwick Waters Manager, Cmmunicatins Ashleigh Knight Accuntant Luke Vtan Accunts Payable Jane Kandinata Technical Lead TBA Crdinatr, Games Planning Susy Vlahvich Manager Olympian Services Sarah Burstn Manager Digital Media Matt Bartl Administratin Officer TBA Manager Games Operatins David Rlph Manager Games Operatins Alice Bwen Manager Olympian Liaisn Meg Sissian Crdinatr, Digital Media Gergia Thmpsn Administratin Assistant & Receptin TBA Crdinatrs, Games Operatins Nicle Palmer & Alecia Andersn State Managers Maria Cabeliza, Lisa Zmers, Kirsty Withers, Lisa Lilleyman