OFFICE OF SPORT STRATEGIC PLAN 2018-2022
OFFICE OF SPORTSTRATEGIC PLAN2018-2022December 2017
OUR VISIONA vibrant and valued sport and active recreation sectorthat enhances the lives of the people of NSWTHE VALUE OF SPORT AND ACTIVE RECREATIONSport and active recreation is important, contributing significantly to our health, economy, socialwellbeing and the liveability of our cities and communities.THE HEALTH BENEFITSTHE SOCIAL BENEFITSRegular physical activity improves ourphysical and mental health, and reduces therisk of obesity and lifestyle related illnessesacross life stages.Sport and organised physical activity bringspeople and communities together whichcontributes to a stronger, more sociallyinclusive society.An active lifestyle contributes significantly toour general wellbeing, our productivity andperformance at work or school.A vibrant sport and active recreation sectorcontributes to the liveability of cities andregions.THE ECONOMIC BENEFITSOUR VALUE PROPOSITIONSport and active recreation is a growingindustry that creates jobs and opportunitiesfor investment and innovation.We are committed to realising greater valuefor the people of NSW and recognitionof the importance of sport and activerecreation as a contributor to the economicand social wellbeing of our society.Sporting and other recreational eventsattract visitors to cities and communities,and are significant drivers for the visitoreconomy across the state.An active population leads to improvedproductivity as well as addressingpreventative health costs facinggovernments.01We believe that by embracing a newstrategic direction and working with thesector, government agencies and otherpartners to implement this plan, we canimprove the relevance and recognitionof sport and active recreation and itscontribution to public value.OFFICE OF SPORT STRATEGIC PLAN 2018-2022
Our agenda links to the NSW Government’sPRIORITIESOUTCOMESrDelivering infrastructurerImproved healthrCreating jobsrProductive peoplerTackling childhood obesityrStrong economyrImproving education resultsrStrong communitiesrProtecting our kidsrLivable and culturallyvibrant cities and townsOFFICE OF SPORT STRATEGIC PLAN 2018-202202
OUR OPERATING CONTEXTA rapidly evolving sector with significantchallenges and opportunitiesSECTOR CHALLENGES ANDOPPORTUNITIESThe sport and active recreation sectoris broad and comprises everything fromgrassroots sports clubs to professionalsports, from recreational event organisersto operators of venues, facilities and fitnessclubs, and not-for-profit to commercialbusinesses.The primary outputs of the sectorcome from businesses, venues and nongovernment organisations. These are drivenby a complex and important system ofstate, national and international sportingorganisations, peak bodies, advocacy groupsand involves agencies from local, state andCommonwealth government.The unstructured nature of active recreationpresents government with a number ofchallenges on how to best support andenable the active recreation sector.Shifting participation landscapePeople are increasingly time poor, havelimited budgets and are being offered newforms of entertainment. Fewer peopleare participating in organised sport andbroader participation trends are problematic.Changing community demographics provideopportunities for developing new offeringsand to enable traditional sports to remainrelevant.Sector sustainabilityThe future viability and performance ofmany sports is under threat from decliningvolunteering, funding pressures, productrelevance and governance capability andcapacity to respond to current and futurechallenges.Access to places and spacesLack of access to quality places and spacesparticularly in urban areas is constraininginvolvement in sport and active recreation.Continuing population growth and goals ofincreased participation are driving demandpressures for more and better qualityfacilities. The emerging focus on liveable03communities provides an opportunity tointegrate improved planning and smarterinvestments.Integrity in sportInstances of inappropriate or illegalbehaviour relating to use of drugs, matchfixing, corruption, discrimination andparticipant welfare continue to be exposedand can seriously damage the reputationand integrity of sport.Customer expectationsTechnology and social media are driving newspectator and fan expectations which havesignificant implications for sports and stadiainvestments. Positive engagement on thesefronts provides opportunities to addresssome of the sustainability challenges.High performance successInternational and national success isbecoming harder to achieve as othercountries, states and territories investmore in elite sports. Opportunities to driveimproved high performance outcomes liein addressing pathway connectivity andprogram funding and alignment issues.Availability and analysis of dataUnderstanding and responding to thechanging needs of consumers and thesector requires a strong evidence base. Thetranslation of available data into insightreports has been identified as an avenue toassist in strengthening and shaping futuredecision making across the sector.PartnershipsInnovative solutions to the challengesfacing the sector should be exploredthrough partnerships government andsectors. This will assist in leveragingeconomic and social outcomes andstrengthening the value proposition ofsport and active recreation.OFFICE OF SPORT STRATEGIC PLAN 2018-2022
ECONOMICThe sport and active recreationsector contributes around 10 billionNSWannually to the NSWGross State ProductEmploymentVisitor economypeople employedin the sectordomestic andinternational visitorstravelling to NSWannually to participatein or attend asporting eventSOCIALPARTICIPATION30,000 3.5 millionAdults (15 )participating inphysical activityat least once aweekChildren (0-14)participating inphysical activityat least once aweek outsideschool79%55 %10,000 community based clubs415,000 volunteersOFFICE OF SPORT STRATEGIC PLAN 2018-202259%Adults (15 )participating inphysical activityat least threetimes a week21%Children (0-14)participating inphysical activityat least threetimes a weekoutside school100 State Sporting Organisationsand State Disability SportingOrganisations04
PARTNERS &STAKEHOLDERSSportState Sporting Organisations,National Sporting Organisations,professional clubs, community clubs,regional associations, regional academiesVenues and facilitiesUsers, tenants, school groups,community groupsGovernmentLocal councils, state governmentagencies, Commonwealthgovernment agenciesOther non-government organisationsPeak bodies, advocacy groups,businesses and service providers, activerecreation organisations and volunteers
OUR PRIORITIESPLACES & SPACESWell managed facilities that meet theneeds of users and investorsSECTOR PERFORMANCEA strategically focused and empowered NSWsport and active recreation sectorPARTICIPATIONMore people in NSW participating in sport andactive recreationHIGH PERFORMANCE PATHWAYSMore NSW sporting success and NSW being a valued partnerin Australia’s international successOUR CAPABILITYThe Office of Sport has the capability to make a valuedcontribution to the sectorOFFICE OF SPORT STRATEGIC PLAN 2018-202206
PRIORITYPLACES AND SPACESOur goal: Well managed facilities that meet the needs ofusers and investorsPlaces and spaces for sport and active recreation enable participation and sporting events.Meeting the evolving needs of consumers to support participation at all levels requires astrategic and coordinated approach to building, modernising and optimising the use of facilities.WHAT WE DOOUR STRATEGIC INITIATIVESStadia Network Planning and ActivationWe lead the planning and coordination withGovernment agencies and venue operators todeliver on the NSW Government’s investmentin major stadia. We seek to enhance the fanand user experience through insights fromglobal best practice and to strengthen thecoordination of commercial and operationaldecisions across the network.NSW Stadia Network PlanAsset ManagementWe provide planning, coordination, deliveryand maintenance of high quality venues andfacilities. We inform infrastructure investmentdecisions through master planning tomaximise the value and useful economic lifeof our facilities and precinct growth to thebenefit of the local community.CHALLENGESFacilities Strategy and PlanningWorking with our partners and stakeholders,we facilitate the identification of current andfuture requirements for sport and recreationinfrastructure to inform strategic planningand investment decisions. We influencepolicies and coordinate grants and funding forfacilities and upgrades to improve access andutilisation of metropolitan and regional placesand spaces for sport and active recreation.Olympic Sport Venue ManagementWe operate the Sydney InternationalEquestrian Centre, Sydney InternationalShooting Centre and Sydney InternationalRegatta Centre. Through these venues weattract and host national and internationalchampionships, other sporting andcultural events and provide facilities forthe numerous sporting clubs and thecommunity.07Regional Sports Infrastructure FundGreater Sydney Sport Facility PlansStrategic Asset Management Plan for Office ofSport FacilitiesFuture Needs of Sport Infrastructure StudyImprovements in technology, broadcastquality, digital sport content and broadervariety in cultural and sporting eventscontinuously increase consumer expectationsand the international and inter-statecompetition among major stadia.The rapidly growing population of NSWputs pressure on existing places and spacesreserved for physical activity. The rate ofavailable places and spaces per capita hasbeen steadily decreasing in some regionsand particularly in Greater Sydney. In someregions where demand exceeds supply,physical activity levels may be constrained.In other regions the challenge is theopposite with facilities being under-utiliseddue to quality, accessibility or configurationthat may limit their use to certain hours,sports or demographic groups.The response to this pressure involvesinnovation, investment and a new of wayof thinking from both Government and thesport sector. The challenge is to adopt aflexible approach to the provision and useof places and spaces so that availability offacilities is increased and that the facilitiesprovided are fit for purpose.OFFICE OF SPORT STRATEGIC PLAN 2018-2022
r 10% increase inattendance at majorstadia by 2025OFFICE OF SPORT STRATEGIC PLAN 2018-2022r 100% utilisation of sportfacilities across NSWPLACES AND SPACESOUR TARGETS08
PRIORITYSECTOR PERFORMANCEOur goal: A strategically focused and empowered NSWsport and active recreation sectorSupporting a sustainable sector requires collective advocacy, leadership, coordination andsharing of best practice.WHAT WE DOOUR STRATEGIC INITIATIVESSector Performance ImprovementIn collaboration with State SportingOrganisations and other peak bodies, we seekto cultivate and leverage partnerships withinthe sector and lead initiatives to enhancealignment and cohesion. We provide insightsand capacity building strategies and fostercross-sector collaboration and partnerships toimprove sector sustainability and performance.State Sporting Organisations PerformanceImprovement PlanSports IntegrityWe provide awareness training across thesector to improve integrity and confidencein organised sport. We partner with sportingorganisations to support programs and providepolicy advice in relation to match-fixing, sportsbetting, child protection, anti-doping andmember protection.Regional Sport Delivery ModelMajor Sport EventsWe partner with event organisers, governmentagencies, private sector entities and majorsponsors to assist with event planning andactivation to deliver high quality events andmaximise the benefits of events for NSW.Regional Service CoordinationIn collaboration with sector stakeholders,we plan, invest in and deliver on sport andactive recreation outcomes for each of the10 regions in NSW. Our involvement includesleading, coordinating, contributing and insome cases, delivering services and activitiesin the regions.NSW Sport and Active Recreation SectorStrategic PlanChild Protection Best-Practice CapabilityProgramEvents Activation and Legacy PlanningFrameworkCombat Sports and Motor Vehicle SportsLegislation ReviewsCHALLENGESOrganised sport and active recreation is madeup of a complex and diverse network of public,private and not-for-profit players with varyingbusiness models, governance and levels ofcapacity.Not-for-profit sporting organisations andgrassroot sports face challenges with adaptingto consumer demands and expectationsabout governance while remaining financiallysustainable.Addressing emerging integrity threatsoccurring at all levels of sport requirescooperation and collaboration across a rangeof government and sector stakeholders.RegulationWe provide regulatory services forcombat sports and motor vehicle sportsin accordance with the Combat SportsAuthority Act 2013 and the Motor VehicleSports (Public Safety) Act 1985 to promoteintegrity and safety in these sports.09OFFICE OF SPORT STRATEGIC PLAN 2018-2022
r 80% of State SportingOrganisations with a soundorganisational health ratingby 2020OFFICE OF SPORT STRATEGIC PLAN 2018-2022r 80% of State SportingOrganisations satisfied withOffice of Sport quality ofadvice and supportSECTOR PERFORMANCEOUR TARGETS10
PRIORITYPARTICIPATIONOur goal: More people in NSW participating in sport andactive recreationParticipation in organised sport, active recreation and physical activity is becoming increasinglyimportant to health in all life stages. Responding to the major demographic and social changesbeing faced requires sports to innovate and develop new offerings to ensure traditional sportsremain relevant to changing community needs.WHAT WE DOOUR STRATEGIC INITIATIVESParticipation Strategy and PlanningWe plan and coordinate with key sectorpartners to review current approaches,influence and connect stakeholdersacross government and the sector, and todevelop and implement new strategies andpolicies that address barriers and promoteparticipation.NSW Physical Activity StrategyParticipation Funding and SupportWe deliver grants and policy support for keysector partners on strategies and programsthat increase participation and promoteinclusion.Sport and Recreation CentresWe operate 11 centres across NSWthat offer facilities, premium outdooreducation programs, traditional campsand fully qualified instructors for schools,sporting groups, families, corporates andcommunities. The centres offer differentspecialist programs in their uniquesurroundings, which provide opportunitiesfor all demographic groups to engage insport, recreation and an active lifestyle.Childhood Obesity CollaborationActive Kids ProgramNSW Women in Sport StrategyCHALLENGESOrganised sport is stagnating with barriers toparticipation including time, money, access tofacilities and a continual increase in new formsof entertainment competing with physicalactivity.Meanwhile participation has increased in moreflexible active recreation activities which areless structured and better able to respond tothe changing needs and lifestyles of time-poorconsumers.The school years are critical to embedding thebenefits and establishing the habits of an activelife.Duke of Edinburgh’s International AwardWe manage the program in NSW andprovide training and support to registeredCoordinators and Award Leaders in schoolsand community organisations.11OFFICE OF SPORT STRATEGIC PLAN 2018-2022
r 65% of NSW adultpopulation participating inregular physical activity by2025OFFICE OF SPORT STRATEGIC PLAN 2018-2022r 30% of NSW childrenparticipating in regular physicalactivity outside of school by2020PARTICIPATIONOUR TARGETS12
PRIORITYHIGH PERFORMANCE PATHWAYSOur goal: More NSW sporting success and NSW beinga valued partner in Australia’s international successHigh performance sport is an important driver for participation in sport and attendance at majorsporting events. Through sport we find inspirational role models who engender communitypride and help strengthen the social fabric of communities, regions and even countries.For over a century Australia has prided itself on our sportspeople delivering superiorperformances on the world stage and inspiring the next generation of aspiring athletes.WHAT WE DOOUR STRATEGIC INITIATIVESHigh Performance StrategyWe partner with sporting organisations,regional academies, state sporting highschools and the NSW Institute of Sportto drive alignment of high performancepathways, resources and stakeholders.Together we seek to influence and connectall relevant stakeholders and resourceswithin the high performance system toachieve better outcomes for talentedathletes.NSW High Performance StrategyHigh Performance Funding and SupportWe foster athlete development and eliteperformance through funding of highperformance sport programs and wefacilitate the development of centres ofexcellence.13National Rugby League Centres of ExcellenceGrants ProgramCHALLENGESLack of integration and alignment inperformance pathways constrains activitiesundertaken by various stakeholdersinvolved in planning and delivery of highperformance programs and limits the costeffective achievement of sport outcomes.Access to quality support services andfacilities in regional NSW is limited.Greater investment is required in talentidentification and development programsto ensure emerging athletes receive theright support at the right time to progressalong the high performance pathway.OFFICE OF SPORT STRATEGIC PLAN 2018-2022
80% of NSW teams withtop three ranking in NationalAged Junior CompetitionsOFFICE OF SPORT STRATEGIC PLAN 2018-202235% NSW athleterepresentation in nationalteamsHIGH PERFORMANCE PATHWAYSOUR TARGETS14
PRIORITYOUR CAPABILITYOur goal: The Office of Sport has the capability to make avalued contribution to the sectorThe Office of Sport was established in 2014 as the NSW Government’s lead agency for sport bybringing together divisions and entities related to sport and active recreation.WHAT WE DOOUR STRATEGIC INITIATIVESOrganisational Capability ImprovementWe embed organisational excellence bycontinuously benchmarking ourselvesagainst best practice to improve ourstructure, systems and processes, developthe skills and capabilities of our workforceand enhance the effectiveness of ourgovernance and risk management systems.Business Excellence ProgramCorporate SupportWe provide core agency coordinatingfunctions, support and administration. Wealso undertake various initiatives to improveemployee engagement, learning anddevelopment, embed our values, and buildour brand within the sector.IMT Platform Rebuild ProgramCustomer Relationship Management ReplacementStrategyShared Corporate Services ProgramModernise and Optimise Sport and RecreationCentresCHALLENGESA decade of change and decentralisation has inhibitedthe establishment of a unifying purpose and anenduring strategy to make NSW the number one statefor sport and active recreation.Responding to the need for increased capability inareas including partnering, influencing and connectingwith stakeholders, facilitating planning and providinginsights and capacity building to make a valuedcontribution to the sector.Alignment of internal systems, processes andstructures to ensure that our agency operatesefficiently and is a great place to work.15OFFICE OF SPORT STRATEGIC PLAN 2018-2022
r Employee Engagementrating of 75% by 2020OFFICE OF SPORT STRATEGIC PLAN 2018-2022r Australian Business Excellenceperformance score above 550by 2020OUR CAPABILITYOUR TARGETS16
ABOUT USCollaborative leadership of sport and active recreation inNSWThe Office of Sport promotes a vibrant and valued sport and active recreation sector thatenhances the lives of the people of NSW.The Office of Sport is an executive agencywithin the NSW Department of Industry andis the lead and coordinating entity within theMinister for Sport’s portfolio.The O
performance at work or school. OUR VISION A vibrant and valued sport and active recreation sector . that enhances the lives of the people of NSW 01. OFFICE OF SPORT STRATEGIC PLAN. 2018-2022 Sport and active recreation is important, contributing significantly to our health, economy, social wellbeing and the liveability of our cities and communities. THE VALUE OF SPORT AND ACTIVE RECREATION .
EU SPORT POLICY: EVOLUTION EU SPORT POLICY: EVOLUTION 2011: THE COUNCIL WORK PLAN ON SPORT On May 20, the EU Sport Ministers adopted a Work Plan for Sport. The Council Work Plan sets out the sport ministers' priorities in the field of sport for the next three years (2011-2014) and creates new working structures.
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1. Sport psychology – Sport practice: Sport psychology is faced with issues that arise from exercise and sport practice. It tries to better understand these demands and attempts to give assistance in satisfying them. 2. Sport psychology – Psychology: Sport psychology is
Canadian Sport Policy that acknowledges the existence of barriers to sport participation for Aboriginal Peoples and has as a goal to increase access and equity in sport. In 2003, the federal govern ment modernized its sport legislation with the passing of the Physical Activity and Sport Act. This Act confirmed the Govern
apply a school sport philosophy and the NCCP Code of Ethics to your school sport pro-gram; integrate safety standards into school sport coaching; manage school sport policies and procedures; and apply the roles and responsibilities of a school sport coach. This workshop is delivered by the following School Sport Oganizations in .
Sep 05, 2017 · STRATEGIC PLAN FORMAT 2017-2020 . The sample strategic planning format uses a one page Strategic Map format to identify areas of focus for the Plan. From the Strategic Map, a Strategic Plan is created to advance strategic priorities for the coming 1-3 years. The plan accomplishments a
Recommendation 2: Governance Change That the sport commits to adopting a modern and best-practice governance model. Recommendation 3: Regional Structure That the sport commits to a formal regional structure with a set number of regions to ensure efficient administration of the sport. Recommendation 4: Single "Whole of Sport" Strategic Plan
Answer a is too narrow to be the implied idea. It is based on only one of the four supporting details, statement 1. b. Answer b covers only statements 2 and 4; therefore it is too narrow to be the implied main idea. In addition, it is a conclusion that is not based on the given facts, which say nothing about one group always being better than another. c. Answer c is a general statement about .
