Planning and accountability
Sport Australia’s planning and accountability approach supports the organisation to effectively deliver upon outcomes and meet legislative responsibilities as set out in the PGPA Act and the ASC Act.
Sport Australia is currently implementing a revised practical, consistent and timely approach to strategic planning, as part of the broader strategic review which was undertaken in 2017–18. Key elements of the strategic planning framework include the development and implementation of a new organisational performance management framework and an enterprise wide approach to reporting.
The rolling four-year Corporate Plan sets the direction, strategies and specific targets for Sport Australia. The 2017–21 Corporate Plan provided for three key focus areas across high performance, participation and sport industry growth, which have shaped Sport Australia’s approach to achieving its outcomes under the 2017–18 Portfolio Budget Statements.
Looking ahead, Sport Australia has developed a 2018–22 Corporate Plan, which replaces the 2017–21 Corporate Plan, and is the culmination of a major review of its strategic direction undertaken in 2017. This review built on a number of reviews and consultation processes, including the AIS Future Directions process and the development of Sport 2030, and was supported by an enterprise wide project to refine Sport Australia’s performance measurement framework.
The 2018–22 Corporate Plan is designed to meet strategic planning requirements under the PGPA Act and the ASC Act.
During 2017–18, Sport Australia maintained a risk maturity level of ‘Integrated’ in the Comcover benchmarking program.
Sport Australia’s risk management framework is aligned with the principles of the PGPA Act and the Commonwealth Risk Management policy. The framework assists Sport Australia to manage the risks involved in its activities to optimise opportunities and minimise adverse consequences. At the highest level, Sport Australia’s organisational risk register highlights the key strategic risks and controls, while the internal audit program, fraud control plan, business continuity, emergency management and compliance framework are important components of the risk management framework.
Key risk management activities undertaken during 2017–18 included:
- quarterly review and reporting against Sport Australia’s organisational risk register
- maintaining a risk maturity level of ‘Integrated’ through the Comcover risk management benchmarking survey
- monitoring and reporting the risks associated with the Sport Australia transition program.
Sport Australia’s internal audit program provides independent, management-orientated advice on Sport Australia’s operations and performance. The objective of internal audit is to:
> provide assurance to Sport Australia Executive and the Finance, Audit and Risk Committee that the key risks to achieving Sport Australia’s objectives are being appropriately mitigated
> assist management to continuously improve business performance.
During 2017–18, the focus of the internal audit program related to child safety practices at Sport Australia following the outcomes of the Royal Commission into Institutional Responses to Child Sexual Abuse (Royal Commission). Sport Australia engaged the Australian Childhood Foundation to undertake an internal audit review of child safety, specifically undertaking a gap analysis of Sport Australia’s policies, procedures and practices against:
> the 10 child safe standards outlined within the Royal Commission
> the Australian Human Rights Commission draft National Statement Principles for Child Safe Organisations.
Throughout the year the Finance, Audit and Risk Committee maintained oversight of the internal audit program and implementation of open internal audit recommendations.
Sport Australia continued to fulfil its requirements in relation to fraud control, taking all reasonable measures to minimise the incidence of fraud and to investigate, and to the extent possible, recover the proceeds of fraud against the organisation. Sport Australia has a documented fraud risk assessment and fraud control plan, and has in place appropriate fraud prevention, detection, investigation, reporting and data collection procedures and processes to meet the specific needs of Sport Australia.
During 2017–18, Sport Australia reviewed and updated its fraud control plan and fraud risk assessment and continued to implement recommendations from the 2017–19 Fraud Control Plan to strengthen internal controls. Sport Australia also made updates to its online fraud control training and further promoted the fraud awareness training package to new staff members. During the reporting period, there were no identified instances of fraud. One matter relating to fraud crimes that occurred between January 2015 and June 2015 was finalised in the courts during 2017–18.
Sport Australia utilises a combination of self-reporting and periodic review to monitor and report on compliance. Any instances of non-compliance are reported to the Sport Australia Executive and the Finance, Audit and Risk Committee. Sport Australia mitigates non-compliance through the publication of delegation schedules and Financial Management Instructions to support decision-making.
For the 2017–18 reporting period, Sport Australia did not have any significant issues reported to the Minister for Sport or the Minister for Finance that related to non-compliance with the finance law.
Indemnities and insurance
Sport Australia is insured through the Australian Government’s self-managed fund, Comcover. Insurance includes directors’ and officers’ liability cover to the extent permitted by the PGPA Act. The entire premium is paid by Sport Australia. In 2017–18, Sport Australia did not give any indemnity to a current or former officer of Sport Australia.