Peak Sporting Body Funding Program

Guidelines(2016-18)

Introduction

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

Peak Sporting Bodies

A 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 regionalcouncils
  • correctly apply national and international rules
  • manage events that showcase the sport, such as NT and national competitionsor championships
  • where appropriate, maintain sporting facilities andestablish agreements for the shared use of facilities
  • ensureclubs 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
  • complywith 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 eligibility

In 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
  • providehalf yearlymanagement 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 structure

Thethree 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 atAppendix B.

Band / Outcomes and funding purpose
Tier 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

Funding Structure

2016-17is the firstyear 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’sassessment of:

  • Performance against the 2013-16agreed Activity Areas and Actions, for Base and Development funding and
  • Achievement against Key Tier Objectives and Performance Measures.

The tierObjectives 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 Allocation

PSBs 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 Measuredue 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 Measureshighlighted in bold in Appendix Bare 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.

Funding

Funding is allocated for three years, however any rights of renewal are conditional on the satisfactory completion of the annually agreed Key Activity Areas and Actionsand 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 Funding
  2. Development Funding (Tier 2 and 3 only)
  3. Performance Funding

Each component and its application are outlined below.

Base Funding

Base 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 Band
1 / $185 000 pa / 34 – 49
2 / $110 000 pa / 50 – 70
3 / $ 35 000 pa / 71 – 112

PSBs may use base fundingfor any of theKey Activity Areaslisted 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.

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 andofficial 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 Incentive
1 / 49 = $10 000 reduction / Nil
2 / >70= $10 000 reduction / 50= $10 000 incentive
3 / >112=$10 000 reduction / <70= $10 000 incentive
Incentive only paid if all Tier Objectives for the PSB are met as per each PSB funding agreement

Grow Your Sport Funding

Applicable to Tier Two and Three PSBs only

This 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 casethat 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 $10000.

Table 2: Grow Your SportFunding 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.

MembershipDefinitions and Categories

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

Full Active Membersare 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 Participantsare 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 Participantsare 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 numbersand membership type as per the definitions and categories.

Peak Sporting Body Program 2016-18 Funding Guidelines

June 2016

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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 leastfiveregional or remote areas / Two regional affiliates and/or delivery in at leastthreeregional 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 2xFTE) / 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 ofpowers 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 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.

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

  • Member Protection
  • Child protection
  • Code of conduct
  • Smoke free environment
  • Alcohol management
  • Anti-Doping
  • TeamSelection policy
  • Heat/Sun
  • Risk Management
  • Integrity in Sport
  • Financial delegations
  • Social media
  • Volunteer Management Policy (recruitment, retention and recognition)

Other required compliance reporting listed in Grant Trackerinclude:

  • 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)

Appendix B Detailed Tier requirements

Tier One
Driver / 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.

  1. 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.

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

  1. 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.

  1. 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 /
  1. 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 filledand are appropriately skilled. Appropriate reporting structures in place.

  1. Governance
/
  • Board is fully independent (no dual members), has staggered rotation, succession planning, separation of powers between board and staffand 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.

  1. 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.
  • 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 /
  1. Financial Capacity
/
  • Compliant with Department of Business (all financials, including latest, have been lodged)
  • Medium to high annual turnover ($500000+).
  • 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 ($50000+) and plan for use of reserves.

Facilities /
  1. 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 /
  1. Events
/
  • The capacity (and history) to deliver National Championships, at a minimum.

Items highlighted in bold are mandatory for that tier.