Peak Sporting Body Funding ProgramGuidelines (2016-18)

IntroductionThe Department of Sport and Recreation (the department) invests in Northern Territory Peak Sporting Bodies (PSBs) through its Peak Sporting Body Program (the Program). The Program is designed to support sound planning, management, governance, education, training and pathway development across Northern Territory (NT) sports.

Peak Sporting BodiesA PSB is the pre-eminent governing body for a sport in the Northern Territory. The department’s requirements of a recognised PSB are that they:

are capable of representing all Territorians participating in the sport have proper decision making processes and demonstrates transparency,

accountability and responsibility in the activities undertaken and resources expended develop and implement programs and competitions to improve engagement with

people from culturally and linguistically diverse backgrounds, women, indigenous people and people with a disability

develop and implement common rules, standards and processes for pathway development from broad based “grass roots” participation through to the elite level for athletes, coaches and officials

develop and support the sport fairly and equitably in as many regions of the NT as reasonable to do so, through regional associations, clubs, community groups and regional councils

correctly apply national and international rules manage events that showcase the sport, such as NT and national competitions or

championships where appropriate, maintain sporting facilities and establish agreements for the shared

use of facilities ensure clubs and affiliates have adequate facilities before granting or supporting their

application for rights to host events promote the interests of, and maintain good relationships with, all stakeholders

including members, affiliated clubs, associations and the National Sporting Organisation (NSO)

ensure delegates attend educational and information sessions provided by the department and encourage member organisation representation

comply with policies and procedures established by the Australian Sports Commission (ASC), NSO and the department as required.

Recognition criteria are affiliated with the National Sporting Organisation (NSO) for that sport minimum of 50 members is a legal, not for profit entity operating for a minimum of three years

Note: the department will only recognise one NT PSB for each sport and recognition does not guarantee funding under this program.

Funding eligibilityIn order to receive funding each year a PSB must:

fully acquit any grant funding from the Northern Territory Government provide audited financials from the most recent financial year provide all policy and procedure documents required by the department provide at least one nomination for the Northern Territory Sports Awards have a member protection information officer ensure all board members, paid staff and representative officials and coaches

complete required Play By The Rules modules deliver an annual presentation to the department (Tier one only) have a department representative attend a board meeting at least once per annum provide half yearly management reports (including balance sheet, profit and loss and

cashflows) to the department.

Where a PSB does not meet the funding eligibility requirements some or all funding maybe withheld. Withheld funds will not be carried into any new financial year.

Tiering structureThe three tiered funding structure for PSBs is driven by the department’s strategic focus on investing in PSBs to achieve Quality Participation Outcomes. There are five Drivers that the department has identified as key to achieving Quality Participation Outcomes, and they are underpinned by a number of Objectives and Performance Measures.

Details of the requirements and accountability for each tier are located at Appendix B.

Band Outcomes and funding purposeTier One Should be capable of sustaining development of the sport across the NT and be

progressing toward greater levels of self-sufficiency. Funding is for strategic leadership and building organisational capacity

Tier Two Have a genuine potential for growth, plans in place to achieve them and some capacity for quality delivery in each region it operates. Funding is for growth and development

Tier Three Small sport organisations operating in the NT. Focus and funding should be stability, development of the sport and basic operational delivery.

Figure 1: Whole-of-Sport Driver Map

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Outcomes

Drivers

Objectives

Performance Measures

Quality Participation Outcomes

Pathways/Participation

Governance/Management

FinancialCapacity Events Facilities

Objectives

Performance Measures

Sport Specific Actions

Key Activity Areas

Funding Structure2016-17 is the first year of the new three year funding cycle to be negotiated with each recognised PSB.

Funding for 2016-17 has been allocated based on the department’s assessment of: Performance against the 2013-16 agreed Activity Areas and Actions, for Base and

Development funding and Achievement against Key Tier Objectives and Performance Measures.

The tier Objectives and Performance Measures have been based on consultation with PSB’s, the department’s strategic objectives and benchmarked against similar programs in other jurisdictions.

Tier AllocationPSBs will be measured against the program’s Performance Objectives and Measures using the Tier Matrix Assessment (Attachment A). Scores will be assessed by the department in consultation with each PSB. The score as determined by the department will be one of the elements to determine the tier allocated to the PSB.

Where the PSB is unable to meet a performance Objective or Measure due to circumstances beyond their control they may apply for an exemption. For example the PSB does not manage any facilities. Exemptions will be approved at the negotiation stage and prior to the funding agreement being finalised. The Performance Measures highlighted in bold in Appendix B are essential to the recognition of a PSB in each tier, however, the department may, at its discretion, accept a PSB in a tier even if the PSB does not meet all the Performance Measures.

FundingFunding is allocated for three years, however any rights of renewal are conditional on the satisfactory completion of the annually agreed Key Activity Areas and Actions and renegotiation of these in subsequent years. Funding will be indexed in years two and three (as published in the NT Government Budget Papers) by the Northern Territory Treasury.

Funding is made up of three components 1. Base Funding2. Development Funding (Tier 2 and 3 only)3. Performance Funding

Each component and its application are outlined below.

Base FundingBase Funding will be allocated as per the table below. A base level of funding is set and is consistent for each sport within a tier.

Tier Base Funding Score Band1 $185 000 pa 34 – 492 $110 000 pa 50 – 703 $ 35 000 pa 71 – 112

PSBs may use base funding for any of the Key Activity Areas listed in Table 1. A PSB may apply for a variation to the maximum percentage of funding by providing a business case to the department. Variations will be by exception only, and must be able to demonstrate significant benefit to the PSB. The department reserves the right to change Key Activity Areas in years two and three of the agreement after consultation with PSBs.

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Any changes to allocations of base funding after the agreement is signed must be requested in writing to the department and approval is not guaranteed.

Table 1: Base funding Key Activity Areas

Key Activity Areas Max % Core staff salaries (Manager/Development/Admin) 70% Participation programs (grass roots level - come ‘n’ try, club development) 30% Target group initiatives (CaLD, women, disability, indigenous, senior) 30% Regional program development and delivery (Katherine, Alice Springs,

Tennant Creek, Gove) 30%

Remote program development and delivery 30% Athlete development pathways 30% Volunteer development and support (training, equipment) 30% Governance improvement (board development/evaluation, development of

policies and procedures) 30%

Communications and digital engagement (newsletter, website, social media) 20% Stakeholder engagement (attendance at National meetings, NT

meetings/workshops, teleconferences) 20%

Intrastate participation (e.g. NT Championships) 20% Coach and official development and accreditation (accreditation courses,

professional development including travel) for officiating this is restricted to introductory/beginner courses.

20%

Marketing and sponsorship 20% Club management development (workshops, training) 20% Interstate participation (National Championships) 10% Mentoring programs 10% Integrity in sport initiatives 10% Staff professional development 10% General administration/overheads 10%

Performance funding and penalties

Performance incentives and penalties will be determined by the PSBs score against the Tier Matrix which maps the achievements of a PSB against the program’s Performance Measures. Penalties and incentives based on tier matrix scores are outlined below.

PSBs that are managed and governed well should be rewarded for performance. Conversely where a PSB is consistently underperforming they should have funding reduced.

The department reviews performance of PSBs on an ongoing basis and will assist PSBs with advice, resources and referrals with the aim of improving performance.

Tier One PSBs will not receive performance incentives as they have already been allocated significant funding compared to the other tiers, have established participation and remote development programs and should be progressing toward levels of self-sufficiency. However they can receive a penalty for underperforming.

Tier Performance Penalty Performance Incentive1 >49 = $10 000 reduction Nil2 >70 = $10 000 reduction <50 = $10 000 incentive3 >112 =$10 000 reduction <70 = $10 000 incentive

Incentive only paid if all Tier Objectives for the PSB are met as per each PSB

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funding agreement

Grow Your Sport Funding Applicable to Tier Two and Three PSBs onlyThis component is designed to provide capacity for smaller PSBs to invest in activities that support government objectives and will grow the sport through increasing participation, improving services to remote and regional areas and/or addressing barriers to inclusion.

For this component, PSBs must provide a business case that clearly integrates with the respective NSO’s strategic plan – identifying Key Activity Areas including current baseline data and measurable key milestones. Key Activity Areas that this funding may be used for is provided in Table 2. The maximum amount per financial year is $10 000.

Table 2: Grow Your Sport Funding Key Activity Areas

Key Activity Areas Inclusive initiatives that embed sustainable opportunities for new/diverse population

groups including women/girls, disability, CaLD and Indigenous people Development of new or improved programs in remote communities Increasing baseline participation numbers Marketing, sponsorship and communication initiatives that lead to increased participation Other activities as approved by the department

Items that funding cannot be used for include: Purchase of vehicles; School based projects that do not link participants to club based programs; Facility related projects (including repairs and maintenance to facilities/assets); and Providing grants to members or member/affiliate organisations.

Membership Definitions and CategoriesThrough standardised definitions of membership, the department aims to be able to understand and compare activities of PSBs using consistent member information. It is, therefore crucial that membership figures provided are accurate according to the definition, noting that participants can only be counted in one membership category.

Full Active Members are those who have access to the full range of programs and services offered by the organisation or their affiliated club or association, as a participant/player (not including officials, coaches or administrators). This type of member typically pays a full registration fee and participates regularly and actively in programs and services.

Program Participants are those who have access to a limited and/or modified range of programs and services offered by the organisation or their affiliated club or association (including school visits) as a participant/player (not including officials, coaches or administrators). This type of member/participant typically pays a lesser (or no) registration fee and participates in particular programs and services rather than in regular competitions.

Event Participants are those who pay a fee per event to participate in the activity and receive limited other services (e.g. a newsletter) from the organisation. This type of participant pays no formal membership fee and may not have access to programs and services of the PSB.

The department reserves the right to undertake an audit to determine the accuracy of membership numbers and membership type as per the definitions and categories.

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Appendix A Tiers at a glance*Note: PSBs must achieve all requirements in their own tier and any preceding. E.g. Tier One PSBs must meet all of Tier One, Two and Three requirements. Tier Two must meet both Tier Two and Tier One requirements.

Objective Tier One Tier Two Tier Three

Full Active Members 1500+ 500-1499 50-499

Inclusion Develops and implements programs and competitions to improve engagement with people from culturally and linguistically diverse backgrounds, women, indigenous people and people with a disability.

Has strategic objectives associated with developing and implementing programs in multiple remote communities.

Develops and implements programs and competitions to improve engagement with people from culturally and linguistically diverse backgrounds, women, indigenous people and people with a disability.

Presence in and some capacity to deliver programs in remote communities

Identifies and practices inclusive approaches to improve engagement with people from culturally and linguistically diverse backgrounds, women, indigenous people and people with a disability.

Minimal presence in remote communities

Development Pathways Appropriate structures, capacity and demonstrated ability to maximise athletic performance and develop coaches and officials

Basic structures and support for athlete, coach and official development including plans and nominated accountable persons.

Athlete, coach and official development is secondary to increasing grass roots participation. May have minimal juniors.

Presence Three regional affiliates and/or delivery in at least five regional or remote areas

Two regional affiliates and/or delivery in at least three regional or remote areas

Essentially operates in one region only but acts on behalf of Territory

Resources FT Executive Officer (or equivalent) plus at least two other support staff (equivalent 2 x FTE)

PT Executive Officer (or equivalent) plus at least one other support staff (equivalent 1 x FTE)

Limited or no paid officers (majority volunteers)

Governance Board is fully independent (no dual members), has staggered rotation, succession planning, separation of powers between Board and Staff.

Board can demonstrate some components of the following: fully independent (no dual members), staggered rotation, succession planning, separation of powers between Board and Staff

Board is working towards being fully independent (no dual members).

Board members (and key personnel) have role descriptions, are given introductory documents on

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commencement and sign code of conduct.

A conflict of interest register exists and is regularly reviewed

Has a minimum 40% of male or female Board representation

Policies All Tiers are required to provide all policies outlined in the guidelines

Financials $500k plus turnover

30% or less of total funding from the department

Diverse revenue streams

Significant cash reserves including management plans

$200 - $499k turnover

60% or less of total funding is from the department

Some diversity in revenue streams

six months cash reserves

$199k or less turnover

High dependence on department funding (60%+) and at least one alternate revenue stream

Returns an annual profit and has reserves to cover three months of operations.

Trained Member Protection Officer

Locally based Locally based preferred. May use national or combine with other sports

May combine with other sports or use national

Play By The Rules All board members, staff and representative staff (including volunteers) must complete Child Protection and Harassment and Discrimination modules

All board members, staff and representative staff (including volunteers) must complete Child Protection and Harassment and Discrimination modules

All board members, staff and representative staff (including volunteers) must complete Child Protection and Harassment and Discrimination modules

Access and Events Unencumbered access to pre-eminent NT facility, Territory wide facilities including plans and details, capacity and history of attracting and delivering significant events.

Documented details list of infrastructure, multiple facilities across the Territory including access. Capacity to host local and national events.

Current and accurate information on Territory wide facilities including standards.

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The following policies (can be national or customised) must be readily available to stakeholders and current. Some policies may combine a number of elements:

o Member Protectiono Child protectiono Code of conducto Smoke free environmento Alcohol managemento Anti-Dopingo Team Selection policyo Heat/Suno Risk Managemento Integrity in Sporto Financial delegationso Social mediao Volunteer Management Policy (recruitment, retention and recognition)

Other required compliance reporting listed in Grant Tracker include: Strategic Plan (covering 3-5 years) Operational Plan (covering the current funding year) Budget (covering the current funding year) Latest Audited Financials (including showing income and expenditure of grant) Updated Constitution (reviewed in last 3 years) Updated Certificate of Currency document (insurance)

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Appendix B Detailed Tier requirements

Tier OneDriver Objectives Performance Measures (in addition to all Tier Two measures)

Development Pathways

1. Participation Base 1500+ Full Active Members as defined in the Program Guidelines.

2. Inclusion

Evidence of effective inclusive approach and programs/competitions to improve engagement with people from culturally and linguistically diverse backgrounds, women, indigenous people and people with a disability.

Has strategic objectives associated with developing and implementing programs in multiple remote communities.

3. Development Pathways Fully functioning, robust athlete development program underpinned by sound athlete development and talent selection philosophies with individual case management.

4. Program Delivery

Specific NT-wide participation targets outlined in strategic/business plan and program supported by employment of a part time resource. Activities run across the NT, are well attended and lead to increased membership.

A strong pool of quality accredited coaches and officials underpinned by a fully functioning identification and development program aligned at all levels.

5. Presence Deliver quality programs/services to at least three formal regional

affiliates/competitions within NT or in five regional or remote areas/communities. A structured procedure to encourage and support new affiliates.

Governance/Management

6. Operational Resources

A fulltime Executive Officer (or equivalent/higher). At least two other support staff (e.g. Development Officer, Admin, Finance) with a

total equivalent of three full-time staff. All board positions are filled and are appropriately skilled. Appropriate reporting structures

in place.

7. Governance

Board is fully independent (no dual members), has staggered rotation, succession planning, separation of powers between board and staff and has diversity.

Regular and well planned communication with stakeholders through a number of mediums, good attendance at department events, and stakeholders report good communication.

Engagement from National Sporting Organisation down is excellent and stakeholders report good engagement.

Constitution has been reviewed in last three years and aligns with good governance best practice.

8. Policies, Plans and Procedures

Strategic Plan clearly aligned with NSO and regional affiliates creating a whole of sport system with linked Business Plan. Both are reviewed and reported against regularly, including what, who, how and when.

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Tier OneDriver Objectives Performance Measures (in addition to all Tier Two measures)

Financial management accounts are regularly reviewed by board, and have cash flow forecasting.

A marketing plan in place outlining a clear and well-defined understanding of the market segments.

Website is up to date, live and interactive, including social media, current news information, all policies/procedures, events, historic documents.

Risk management plan in place. Volunteer policies and management plan in place. All necessary policies are in place, easily accessible to stakeholders and adhered to

consistently.

Financial Capacity 9. Financial Capacity

Compliant with Department of Business (all financials, including latest, have been lodged) Medium to high annual turnover ($500 000+). Less than 30% of total revenue is from the department and funds are generated across at

least 5 revenue streams with a maximum of 30% from any one revenue stream. Returns an annual profit, has significant reserves ($50 000+) and plan for use of reserves.

Facilities 10. Facilities

Owns and/or manages a facility, (or has reasonable access to a quality facility) and has capacity to meet operational costs for their facilities.

Appropriate facility management plan in place and a Territory wide strategic facility plan including forward planning needs.

Events 11. Events The capacity (and history) to deliver National Championships, at a minimum.

Items highlighted in bold are mandatory for that tier.

Table 4: Tier Two PSB Requirements

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Tier TwoDriver Objectives Performance Measures (in addition to all Tier Three measures )

Pathways/Participation

1. Participation Base 500 – 1499 Full Active Members as defined in the Program Guidelines.

2. Development Pathways Has basic athlete development program) with evidence of use of support services and talent selection policies. Athlete development curriculum may be nationally driven.

3. Inclusion

Evidence of effective inclusive approach and programs/competitions to improve engagement with people from culturally and linguistically diverse backgrounds, women, indigenous people and people with a disability.

Presence in and some capacity to deliver programs in remote communities.

4. Program Delivery

Actively promotes inclusion through a basic plan, delivering programs/projects in multiple locations.

Basic participation outcomes included in strategic/business plan and supported by employment of part-time resource. Sport runs activities in all affiliated regions and is increasing full active junior members.

Sport is implementing a Coach and Official Development Plan and has a developing pool of accredited personnel. Evidence of use of the NTIS coach development services.

5. Presence At least two formal affiliates within NT or regular defined delivery to 3 or more regional

areas/communities. Sport recognised by the Australian Sports Commission.

Governance/Management

6. Operational Resources Minimum of a part time Executive Officer. The equivalent of at least one FTE.

7. Governance

Board is working towards being fully independent (no dual members), with staggered rotation, succession planning, separation of powers between board and staff.

Stakeholder database is current and used for communication, use of more than one communication method.

Regular consultation and communication with relevant stakeholders evidenced by positive feedback from stakeholders including members and member organisations.

A basic communication plan identifying actions for website, member communication, social media and other promotion/marketing issues.

Constitution has been reviewed in the past three years. Board has staggered rotation, no members on multiple committees/boards within the sport, and is

more strategic than operational, some sub-committees in place. Board induction package is comprehensive and all new board members are inducted properly.

8. Policies, Plans and Procedures

A Strategic Plan in place demonstrating clear direction for the next three to five years with supporting business plan.

An effective and efficient monitoring/ reporting system against plans. Automated financial system that provides accurate and appropriate information. All members of the board understand the current financial position of the PSB through regular

financial reporting at all board meetings. Whole of sport marketing and sponsorship plan in place which demonstrates and delivers

outcomes.

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Tier TwoDriver Objectives Performance Measures (in addition to all Tier Three measures )

Use of some social media channels (with appropriate policies). A risk management policy that demonstrates regular risk management processes including risk

register. A volunteer policy covering recruitment, screening, induction, training, retention and recognition of

volunteers. All necessary policies are in place, current and generally available to stakeholders.

Financial Capacity 9. Financial Capacity

All previous audited financial reports have been filed with the Department of Business Medium annual turnover ($200 000 - $499 000). Medium dependence on department funding (31-60%), additional funds are generated across a

range of revenue streams with a maximum of 50% from any one revenue stream. Returns an annual profit and has reserves to cover six months of operations.

Facilities 10. Facilities Has good understanding of all facilities and can provide advice on the National standards for

facilities for their sport. Reasonable access to National standard facilities.

Events 11. Events The capacity (and history) to deliver intra-Territory Championships.

Items highlighted in bold are mandatory for that tier.

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Table 5: Tier Three Sport Requirements

Tier ThreeDriver Objectives Performance Measures

Pathways/Participation

1. Participation Base Between 50-499 Full Active Members as defined in the Program Guidelines.

2. Inclusion Identifies and practices inclusive approaches to improve engagement with people from culturally and linguistically diverse backgrounds, women, indigenous people and people with a disability.

3. Development Pathways Athlete development is secondary to increasing base participation and development pathways are

nationally driven with little local input/content. Demonstrates efforts for attracting and retaining athletes but with minimal junior numbers.

4. Program Delivery

Demonstrates inclusive behaviours for specific population groups for participation e.g. indigenous, women, disability, CaLD.

Sport demonstrates efforts for attracting and retaining athletes but with minimal junior numbers. Sport has a planned approach to developing Coaches and Officials.

5. Presence*

Essentially operates from or services one regional area e.g. Darwin, Palmerston, Alice Springs, East Arnhem (based on council boundaries).

The organisation can satisfy the department that it is the pre-eminent organisation taking responsibility for the development of the sport in the NT.

Affiliated with National Sporting Body, but sport may not recognised by Australian Sports Commission.

Governance/Management

6. Operational resource* Workers are voluntary (may be paid stipend/honorariums) or casual (umpires)*. All board positions are filled with relevant skills.

7. Governance

Board has a minimum 40% of male or female board representation. Annual audited financial statements are presented to members and endorsed at each AGM,

which is held in accordance with the organisation’s constitution. Board includes independent members and is a mix of strategic and operational. Board members (and key personnel) have role descriptions, are given introductory documents on

commencement and sign Code of Conduct. Constitution is compliant with Department of Business. An agenda is prepared for board meetings and board papers are circulated sufficiently prior to the

meeting. Database of participant and stakeholder information used for distributing communications. Good relationship with stakeholders and may have minimal connection with NSO.

8. Policies, Plans and Procedures

Strategic plan in place and appropriate annual operational plan, which may incorporate strategic plan.

Processes to identify, assess, prioritise and manage risks (including a basic risk register). Current insurance policies covering identified risks. An annual budget is prepared and endorsed by the board. Demonstration and delivery of basic marketing strategies.

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Tier ThreeDriver Objectives Performance Measures

Process for vetting volunteers, including Working with Children and National Police Checks as appropriate.

Current policies for all areas of legislation relevant to the organisation. The following policies (can be national or customised):

o Member Protectiono Child protectiono Code of conducto Smoke free environmento Alcohol managemento Anti-Dopingo Selection policyo Heat/Suno Risk Managemento Integrity in Sporto Financial delegationso Social mediao Volunteer Management Policy

At least one trained Member Protection Information Officer (MPIO). All board members, staff, representative coaches and officials must complete two Play by

the Rules modules - Child Protection and Harassment and Discrimination. A basic website.

Financial Capacity 9. Financial Capacity

Audited financial reports have been lodged with the Department of Business. Low annual turnover (less than $200 000). High dependence on the department funding (60%+) and at least one alternate revenue stream,

which may contribute up to 40% of funding. Returns an annual profit and has reserves to cover 3 months of operations.

Facilities 10. Facilities Current and accurate documentation on member/affiliate facilities throughout the NT.

Events 11. Events Provides information, advice and resources to affiliates hosting events. Runs small local events.

Items highlighted in bold are mandatory for that tier.

Over and above all other criteria, PSBs that are totally volunteer-based, have affiliates in only one location and their sport is not recognised by the Australian Sports Commission will be considered as a Tier Three PSB.

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