Source: http://muhaz.org/the-commonwealth-of-australia-the-state-of-victoria-the-state.html
Timestamp: 2020-06-07 06:34:05
Document Index: 547828788

Matched Legal Cases: ['art 1', 'art 2', 'art 3', 'art 5', 'art 2', 'art 5', 'art 5', 'art 3', 'art 5', 'art 6']

The commonwealth of australia the state of victoria the state of queensland
Part 1 - fo r malities
Part 2 - objectives and pr incip les
National Planning and Resource Allocation Prin c i ples
Part 3 - roles and respons i b i l i ties of each party
Role of the States and T erritories
Part 5 - financial arrangements
Stand in g Committee on Rec r e a tio n and Sport
N atio n a l E l i te Sports Cou n c il
Variation of the Ag reement
Senator the Honourable Mark Arbib
The Honourable Phil Reeves MP
The Honourable Hugh Delahu n ty MP
The Honourable Terry Wa l dron MLA
The Honourabl e Mi chelle O Byrne MP
Mr Karl Rio Hampton M L A
In recognition that outcomes for Australia's international sporting success require a strong, collaborative and aligned National Institute System, in February 2011 the Sport and Recreation Ministers council agreed to a new National Institute partnership in order to deliver on defined national objectives and measures of success.
This National Institute system Intergovernmental Agreement (Agreement) has been established to implement the new National Institute partnership and clearly identifies criteria and processes for identifying, monitoring and assessing priority National Sporting Organisations (NSOs), collaborative national planning approaches, roles and responsibilities and service delivery parameters to ensure that national athletes receive services and support from the National Institute system to maximise their chances of international and national success.
This Agreement is created subject to the provisions of the National Sport and Active Recreation Policy Framework (Framework) and contributes to the Framework's international and national success measures . This Agreement should be read in conjunction with the Framework and subsidiary schedules.
Through this Agreement, the Parties will work together with identified NSOs to improve support fO\ their athletes, through nationally agreed high performance plans.
s. The Parties are committed to working in close cooperation to achieve strong alignment in the delivery of sports programs by the State and Territory Institutes and Academies of Sport and the Australian Institute of Sport in partnership with identified NSOs. These sports programs derive from the nationally agreed high performance plans for the relevant NSOs.
The Australian Olympic committee, Australian Paralympics committee and the Australian commonwealth Games Association are important stakeholders in the support of NSOs and will be involved as observers to the operation of this Agreement.
This Agreement acknowledges the primacy of the NSOs in the development of their sport specific high performance plans in the context of the nationally integrated high performance system.
This Agreement does not diminish the effort to support the high performance plans of other NSOs whose athletes are not part of the National Institute system.
the Commonwealth of Austral (ie: the Commonwealth); and ·
In entering this Agreement the commonwealth and the States and Territories (the Parties) recognise that they have a mutual interest in improving national athlete development and need to work together to achieve this.
This agreement will commence as soon as all Parties sign the agreement and will expire on 31 December 2014. Annual reviews will be conducted (refer paragraph 45).
Agreed NSO High Performance Plan: the detailed plan for the operation of an NSO's high performance program developed and agreed through the National Planning Process described at Schedule A;
AJS: the Australian Institute of sport;
AIS & SIS/SAS sports programs: programs run by the A IS and SIS/SAS to support the daily training environment of athletes;
f. Identified Sports: sports identified to receive support as a priority under this Agreement nt;
National Planning Process: the process for collaborative ly developing NSO high performance plans (refer Schedule A);
NESC. the National Elite Sports council;
t. sso: State sporting Organisation.
Part 2 - objectives and principles
The Agreement, together with other relevant agreements, will contribute to the following objectives:
The Parties have agreed the following measures of success:
medals at summer and wint'1Olympic, summer and winter Paralympics and Commonwealth Games;
effectiveness of the alignment through the partnership; and ii. satisfaction of the Parties.
Across jurisdictions and consistent with agreed investment under Part 5,this Agreement will be based on the following principles:
The following principles will be applied to national planning for national priorities and subsequent expenditure, consistent with agreed investment levels at Part 5. The National Planning Process is described at schedule A: ·
national athlete programs will be agreed through the National Planning Process with individual Institutes and Academies in accordance with information aggregated from agreed NSO High Performance Plans in line with the capacity and performance of individual Institutes and Academies to deliver the agreed elements of an NSO's High Performance Plan;
f. NSOs will be expected to contribute funds and resources to support national athletes in jurisdictions as per their agreed high performance plans;
each Party will expend jurisdictional resources in their jurisdictions to deliver agreed support to nationally coordinated NSO High Performance Program; ·
all Parties will follow an agreed NSO's High Performance Plan provided it meets the National Institute Partnership Principles and the National Planning and Resource Allocation Principles, except as provided for in paragraphs 16(h), 16(i) and 16(j);
Part 3 - roles and responsibilities of each party
The Commonwealth will have responsibility for:
working with the other Parties to further develop the provision of support for the athletes' daily training environment (including coaching, strength and conditioning, spo rts science and medicine and athlete career and education services);
working with States and Territories to establish a coordination mechanism to facilitate problem solving as well as to ensure that the development and implementation of service delivery, including servicing plans, proceeds smoothly; ·
ii. a national performance measurement and assessment process as part of the National Planning Process; and
iii. an evidence base to facilitate the measurement of performance against performance measures and standards that cut across the Parties; and
a research capacity to provide advice to the Parties on systemic issues associated with high performance sport .
The States and Territories will have responsibility for:
providing support in the athletes' daily training environment;
The Parties share the following roles and responsibilities, working in partnership to:
promote alignment of NSOs and ssos High Performance Plans and object ives;
provide financial support (and any in-kind support identified within the respective agreed high performance plans} as set out in this Agreement (refer Part 5);
f. provide technical support and funding to NSOs to establish and maintain appropriate structures and capacity for corporate governance, where appropriate;
Under this Agreement, performance indicators will differ from NSO to NSO. Performance indicators will be developed as part of the process of developing agreed NSO High Performance Plans. Performance indicators will be shared across partners delivering on those plans.
Performance baselines will be developed through the detailed baseline assessment for establishing identified NSOs (to be undertaken in advance of developing agreed NSO High Performance Plans). This will be updated through the annual performance review of agreed NSO High Performance Plans and the contribution of the Parties to the plan outcomes.
Performance monitoring and review will be built around the existing planning and reporting processes of the NSOs.
The commonwealth will monitor the overall implementation of the Agreement, including support of agreed NSO High Performance Plans. '
The Parties will each provide reports to NSO performance monitoring meetings associated with the National Planning Process.
A report following annual review will be prepared by the ASC and NESC and be provided to SCORS and will cover progress against Agreement priorities including objectives, measures of success and associated actions. milestones and timelines.
SCORS will provide a report to Ministers following each review.
Following acceptance by Ministers the report should be publicly available.
The Parties agree to commit resources consistent with (at least) 2010111 levels to implement agreed NSO high performance plans subject to jurisdictional budget decisions.
Part 6 – governance arrangements.
Governance arrangements will be based on existing structures and individual agency governance arrangements with modified national system governance.
Sport and Recreation Ministers will be responsible for approving and amending the Agreement. 32 . The responsibility of the Ministers in relation to the Agree ment does not affect the proper policy
roles of each of the Parties within their own jurisdictions.
The Ministers may jointly authorise the SCORS or the NESC or other appropriate persons or bodies to carry out particular responsibilities under this Agreement on its behalf.
The SCORS referred to in this Agreement will be the Standing Committee on Recreation and Sport.
The SCORS will be responsible for:
ensuring its members develop a better understanding of the key issues facing NESC through the attendance of the SCORS member from the home State in which the NESC meeting occurs.If the home State member of SCORS is unavailable, that member must arrange their replacement by another member of SCORS;
The NESC will:
include the Australian Olympic and Paralympics committees and the Australian commonwealth Games Association as observers;
Jn carrying out its responsibilities under this Agreement, the NESC will be responsible to the SCORS, and will operate in accordance with any policies, guidelines, instructions or procedures issued to it by the SCORS.
Subject to paragraphs 34 and 35, the NESC will otherwise determine its own procedures for carrying out its responsibilities under this Agreement. The NESC will notify the SCORS of such procedures once determined.
Decisions of the NESC which have material financial implications within the scope of allocated annual budgets for a Party to this Agreement, or which have a material effect on athlete support and outcomes in a Party's jurisdiction, must be decided at a meeting attended by that Party and must be agreed to by that Party.
secretariat support for the NESC will be provided by contributions paid by members.
The relevant NESC members (refer paragraph 36(a)) will attempt to resolve any dispute in the first instance.
If a dispute cannot be resolved between the relevant members, it may be elevated to the NESC for consideration.
If a dispute cannot be resolved by the NESC, it may be referred by a Party to SCORS for consideration, or ultimately to Sport Ministers.
The Agreement will be reviewed annually and prior to its completion on 31 December 2014 with regard to progress made by the Parties in respect of meeting the objectives.
A report of each annual review will be provided to the SCORS by NESC.
The Agreement may be amended at any time by agreement in writing by all the Parties and under terms and conditions as agreed by all the Parties.
A Party to the Agreement may terminate their participation in the Agreement with two years
notice (unless a Party's appropriation has been reduced through budgetary processes) by notifying all the other Parties in writing.
Signed for and on behalf pf the State of South Australia
The Honourable Tom Kenyon MP
The Honourable Hugh Delahunty MP
The Honourable Michelle O'Byrne MP
Mr Karl Rio Hampton MLA
A2 . NSOs must have a current strategic plan in place to enter into a national funding agreement. NSOs currently have variable planning periods (i.e. winter sports. Commonwealth Games, professional sports etc). There will be a shift to a four year rolling strategic planning cycle with annual performance assessment. NSOs are also required to provide an annual budget supported by the planning documentation.
A3 . The diagram below describes the planning process. A rolling four year funding commitment to NSOs is envisaged.
National priority deliberations (ASC, SIS/SAS, SDSRsl
10. Longer term cycle assessment of NSO & HP program
9.Annual performance reporting to partners
internal & external consultation with key stakeholders (Members. ASC, NESC)
Agreement with key stakeholders on roles and resources
8. Pathways to Podium (P2P) committee oversight
7.Development of service agreements
4 Development of strategic plan & high performance plan
S .Development of detailed annual budget
National Pathway presentation
A4 . During the consultation phase (Consultation step 1), the ASC (including the AIS), SIS/SAS, and State Departments of Sport and Recreation (SDSRs as required) will set national priorities for national athlete programs in the context of the alignment and vertical integration of these programs with underlying development programs. This will have regard to the principles,
National priorities and resources committed by jurisdictions. In the National Institute Partnership Agreement. The priorities set by the ASC (including the AIS). SIS/SAS and SDSRs will include:
the likely location of these programs consider ing historical approaches and outcomes.
AS . Consultation steps 2 and 3: NSO High Performance plans must take their strategic guidance from the NSO's Strategic Plan. NSO high performance staff, working with their chief executive officer, will consult regarding the content for the high performance plan which will ultimately become an operational level plan for the NSO as a subset of the strategic plan. staff involved from the NSO include the national head coach, high performance manager and/or performance director.
A6 . The steps to finalise the high performance plan for each NSO will collectively be known as National Pathways Planning (Steps 4, 5 and 6). The aim of the National Pathways Planning phase is to ensure mature, aligned and resourced high performance plans with clear objectives consistent with the broad framework of the National Sports and Active Recreation Policy Framework, the National Institute Partnership Agreement and associated priorities, are developed and agreed by contributors and deliverers.
This approach aims to establish the most effective allocation of current resources for each NSO and its members, the ASC, the A IS, and SIS/SAS in order to achieve the maximum return in terms of sustainable sport outcomes. Individual NSOs' high performance plans must demonstrate the results of collaboration and agreement with system partners and effective allocation of resources within the NSO.
High performance plan content is expected to cover the key areas essential for a successful high performance program including elements such as daily training environment, coaching, domestic and overseas competition, sport science, sport medicine, national talent identification and development, underpinning programs, high performance management, financials etc. The plan
is expected to outline strategies, actions, targets/KPls, personnel responsibilities, timelines and budget allocations.
The ASC, through its partnership arrangement with each NSO, will assist NSOs to implement their high performance plan with system partners so that broad consultation occurs resulting in an agreed plan. The plans will be developed within indicative funding parameters and national priorities discussed with each NSO throughout consultation and plan preparation. A final review and endorsement/agreement step is included. The list of NSOs will be reviewed annually - it is anticipated that around twenty to thirty NSOs will be involved.
Following agreement service delivery agreements will be finalised and funding allocations will be locked in. which links National Pathways Planning into the steps under the Monitoring phase. There is the ability,if partners see it as a priority,to streamline agreements with NSOs, moving from agreements between each SIS/SAS/AIS and each NSO to a single "partnership" agreement with each NSO. This single agreement would form part of the ASC's funding agreement with the NSO.
A7. Pathways to Podium (P2P) Program - Management, Monitoring, Reporting and Review of High Performance Plans: steps 7 to 10. The basis for these steps will be agreed high performance plans for each NSO and signed service delivery agreements derived from the plans.
The P2P program focuses upon the management and oversight of the high performance program defined in the NSO high performance plans with a view to maximising medal outcomes. NSO high performance plans are the foundation documents for the P2P meetings and are used to measure NSO performance against KPls defined in the plans.
maximise medal outcomes;
enhance NSO high performance pathways with a focus on future success;
maximise the strategic alignment and effective use of resources between major stakeholders;
protect and maximise the return on Government investment; and
provide leadership and direction to the NSO high performance program.
The responsibilities of the P2P committees1 (established with each NSO) include:
monitor the implementation of high performance plans of the NSO, including structure, direction and activities of the high performance program. This includes the entirety of the high performance program across all relevant disciplines. including underpinning programs;
review expenditure against budget;
review the performance of the program against agreed program KPls;
liaise with external stakeholders as necessary for the effective delivery of the program; and
any other matters related to the implementation of the high performance program.
Annual performance reporting by NSOs to stakeholders such as the ASC and the SIS/SAS will be against the KPls defined in the NSO high performance plans.
Through annual performance reporting and review, funding can be revised by the Ase and other system partners.
P2P committees, depending on whether they are strategic or operational in nature.typically include the NSO CEO,a member of the NSO's Board, the NSO high performance manager,NSO head coach, members of the ASC
Executive (CEO, Director AIS, Director SPD or delegates), a representative from the SIS/SAS, the ASC sport consultant responsible for the sport and the AIS sport performance manager responsible for the sport.
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