Introduction
The Australian Womensport & Recreation Association (AWRA) was incorporated in 2005 as a volunteer not-for-profit organisation.
AWRA strongly endorses the delivery of sport, physical activity and recreation to all Australians to build a healthier and particularly wants to see a 'fair go' for women and girls.
While much has improved for girls and women in sport, physical activity and recreation over the past 30 years - through the collective efforts of a range of government and non-government organisations as well as individual still more needs to change before there is gender equality in the Australian sport and recreation industry. A paradigm shift is needed, so the sport and recreation industry can fully engage girls and women at all levels of involvement, from grass roots participation to leadership roles. The first steps in this shift are to develop the workforce capacity of the industry and to develop the confidence and skill of more women for these roles.
AWRA has received strong support from other state-based women's sport bodies from around to act as an umbrella body and independent 'consumer voice' for girls and women in sport, physical activity and recreation in .
AWRA's Vision is to be .
The national body providing leadership and a voice for women and girls in sport, physical activity and recreation, to enable their full participation.
AWRA's is:
To provide advocacy and leadership for the progress and facilitation of opportunities for Australian women and girls in and through sport, physical activity and recreation.
Achievements 2005 - 2008
Since 2005 AWRA has focussed on developing a sound governance framework and processes, including the adoption of the Constitution, the development of the Strategic Plan 2005-2008 and position descriptions for the Board.
Concurrently significant networks have been developed and communication programs established, including:
· The website: www. australianwomensport.com.au · Web learning modules
· Bi-monthly newsletter
· Media releases
· Membership brochure, and
· Conference presentations.
AWRA has also conducted research, surveys and made submissions to Federal Government reviews. Grants received from the Federal Government, through the Office for Women and the Australian Sports Commission, have enabled AWRA to undertake this work. More recently project money has been received for a National Sports Leadership project for women and girls in sport, and for another website module, so that the web learning modules now cover the following areas:
· Introduction to Good Governance Sport & Recreation
· Committee Readiness for Sports Organisations
· Effective Board Meeting Procedure
· Risk Assessment Learning
· Effective Mentoring
The website now attracts over 2000 visits per month, with newsletters and media releases being the most popular.
Key Result Areas 2008 - 2012 AWRA will provide advocacy and leadership through the following Key Result Areas over the next 3 years in order to achieve its Vision.
1. Research, Innovation and Issue management
2. Communication
3. Business development
1. Research, Innovation and Issue management
Goal
Strategies
1.1 Develop an e-chat for the membership to discuss current issues.
1.2 Monitor relevant State, Federal and International sport policy development.
1.3 Lobby for a national sport policy.
1.4 Conduct forums regarding policy.
1.5 Form partnerships for the conduct of relevant research and projects.
1.6 Conduct projects based on information gathered through the e-chat and policy developments.
1.7 Produce relevant position papers.
1.8 Prepare submissions for relevant enquiries. 1.9 Respond to reports in a timely manner.
1.10 Respond to media issues in a timely manner.
2. Communication
Goal A high profile brand through the recognition of AWRA as a valuable source of information and the voice for women and girls in sport, physical activity and recreation.
Strategies
2.1 Upgrade website with better membership facilities
2.2 Develop an e-communication strategy
2.3 Consider the development of an e-chat function on website for members
2.4 Develop regular enewsletters (8/year)
2.5 Include register of issues in the e-news and on the website
2.6 Seek sponsorship for e-news
2.7 Develop new membership brochure and distribute widely as part of a membership campaign
2.8 Develop 'strategic plan' brochure
2.9 Update media database
2.10 Develop and distribute regular press releases
2.11 Identify potential Ambassadors
2.12 Source a Patron
2.13 Establish presence at relevant national and international conferences and meetings
2.14 Develop links with key politicians, government departments, NSOs and women of influence
3. Business development Goal
A governance framework with business operations fully supporting the objects of AWRA.
Strategies
3.1 Develop an annual plan with clear measurable outcomes.
3.2 Recruit office administrator, if and when funds are available.
3.3 Develop Code of Conduct for Directors.
3.4 Increase individual and corporate membership numbers.
3.5 Develop a succession plan.
3.6 Encourage younger women into AWRA.
3.7 Develop a Risk Management Plan.
3.8 Raise profile of Directors.
3.9 Establish e-news working group with members.
3.10 Establish research & projects working group with members.
3.11 Establish membership working group with members.
3.12 Establish sponsorship/funding working group with members.
3.13 Conduct regular Board meetings.
3.14 Develop strategic partnerships with relevant organisations.
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Values
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Definition |
Monitoring Indicators |
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Credibility
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To be respected and believed, by the range of stakeholders and wider community. To be responsive. Statements are to be well researched and substantiated, not just someone's opinion. To stand by our organisational statement. Deliver promised outcomes, on time and on budget |
Providing accurate and timely advice Assessment and reference documents are valued and trusted as a peak organisation by various stakeholders / Government bodies. Ensure the right people are placed into the right Organisational roles through effective Succession Planning
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Passion |
Drive to complete & influence positive changes Commitment to achieve |
Longevity of the organisation Board membership (continuity) Membership base (quantity) Input of individuals Continuation of funding
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Values
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Definition |
Monitoring Indicators |
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Integrity / Ethics |
Honesty of individuals & organisation Follow guidelines Confidentiality Transparency Fairness Respect Tolerance Inclusion Recognising and valuing diversity |
Follow constitution Compliance Comply with ethical standards Reporting through meetings and communications / emails / teleconference and documentation. (Financial / Governance / Statutory / Regulatory) Dispute resolution process
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Equity |
Equal opportunities for women/girls Fairness Availability of facilities/programs/funding/ sponsorship/media reporting Positive vs. Negative Not token gestures Fairness for special populations disabled culture financial disadvantage linguistic disadvantage |
Develop policy Policy monitoring Proactivity vs. reactivity Tracking of changes being implemented Monitoring statistically Coaching Leadership Presidency CEO (males vs. female) Promotion of good practice Promote good and effective governance
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