Report of the Review into the Glasgow 2014 Campaign
engaging, uniting, inspiring and motivating all Australians.1November 2014Glasgow 2014 Campaign ReviewContentsSlide NoIntroduction4Executive Summary5Scope of Review18Review Terms of Reference 19Process Undertaken23Terms of Reference Issues24Public Domain Incidents31Findings36Key Themes41Key theme Leadership
42Key theme Culture46Key theme Stakeholder Engagement49Key theme Governance51Key theme Coaching56Key theme Benchmarking Performance & Accountability
60Key Theme A shared model for high performance69Recommendations732Glasgow 2014 Campaign ReviewAppendicesSlide NoAppendix 1 Stakeholder Engagement79Appendix 2 Benchmarking BMEs82Appendix 3 Input into the Review83Appendix 4 Possible Head Coach Role84Appendix 5 Review Panel Members85Appendix 6 Glossary8631. Title slide quote from Australias Winning EdgeGlasgow 2014 Campaign ReviewThis report was commissioned by the Board of Athletics Australia as a result of matters arising out of the Glasgow Commonwealth Games campaign. Specifically these matters included that athletics did not meet its ACGA medal targets, the public domain issues of camp compliance and the suspension of the Head Coach. During the review process broader issues arose and for the sake of completeness these are taken into account in the report. The purpose of the review was to assess Athletics Australia's performance against the terms of reference and to recommend on future team preparation, governance structure, support structure, organisational culture and risk mitigation.Athletics Australia established a review panel consisting of independent chair Chris Wardlaw and board members, Jan Swinhoe, Peter Bromley and Anne Lord to conduct the review.The review process included face to face and phone interviews, specific online surveys directed to athletes, personal coaches, team staff and MAs and also accepted direct submissions, both by invitation and from other interested parties. Over 100 people contributed, including athletes, coaches, AA staff, team staff, Board members, MAs, media and the wider athletic community.The key themes of the report are Leadership, Culture, Stakeholder Engagement, Governance, Coaching, Benchmarking Performance and Accountability and a shared approach to High Performance. The review presents recommendations to continue to work on and improve AA's performance in these areas.The process resulted in the emergence of consistent findings centered aroundcommunication, stakeholder engagement, coaching, roles and responsibilities and leadership. The panel found that by improving two way communication, developing and implementing more robust stakeholder engagement and by clarifying distinct roles and responsibilities throughout the organisation, AA and its stakeholders can work together to improve outcomes for the sport.The Panel would like to thank all contributors to the Review for their candour and positive intent. Ultimately, the ideal of athletics as the purest of sports remains. We sincerely believe there is a great opportunity to be tapped in both achievement and participation and that Athletics Australia canleadin these areas.Chris WardlawJan SwinhoePeter BromleyAnne LordNovember 2014Introduction4Glasgow 2014 Campaign Review5Report of the Review into the Glasgow 2014 Campaign
Glasgow 2014 Campaign ReviewThe Review was established to critically examine all aspects of the Australian Athletic teams participation in the Glasgow Commonwealth Games.The Review Panel conducted interviews and on line surveys and received direct submissions from over 100 athletes, coaches and AA staff and Board members
Executive Summary6Intent and ProcessGlasgow 2014 Campaign ReviewGlasgow PerformanceThe Panel found thatthe 2014 Glasgow Campaign did not meet all of the ACGA medal targetsthere were quality medal performances with a large number of qualified/selected athletes providing a good presence across disciplines to inspire young and emerging athletes watching from homesixteen athletes (18.6%) achieved PBs at the Games and a few athletes delivered world class performances at their first BMEthe inclusion of para athletes in the championship athletics team has been successful and provides leadership to other sports many athletes and coaches found the Glasgow a valuable experience it provided a supportive environment that contributed to their athletic careerExecutive Summary7Key Themes and FindingsGlasgow 2014 Campaign ReviewHead CoachThe Panel found that the removal from Glasgow of the Head Coach was appropriate. The impact of this incident within the team and on team performance was marginal.Camp ComplianceThe Panel believes there should be a high expectation, for performance reasons, that all athletes assemble in camp within an agreed window. However camp attendance should not be rules bound and compulsory. Discretion for exemption should be part of the ongoing policy.Executive Summary8Key Themes and FindingsGlasgow 2014 Campaign ReviewLeadershipThe Panel found that leadership failures, at a range of organisational levels, contributed to the disappointing outcomes and incidents of the Glasgow campaign.CultureThe Review Panel found that the Glasgow Games was a missed opportunity to build a vibrant and inclusive culture both organisationally (at AA) and athletically (lead up, camps and Games village)Stakeholder engagementThe Panel found that AA could significantly improve its stakeholder engagement and communication to meet the needs and harness the potential contributions of the broader athletics family member organisations, personal coaches, parents and volunteersGovernanceThe Panel found issues of governance at both Board and management levels including lack of clarity around roles and responsibilities and perceived and actual conflicts of duty for AA staff.Executive Summary9Key Themes and FindingsGlasgow 2014 Campaign ReviewCoachingThe Panel found that coaching emerged as a central theme including:the need to strengthen the systematic approach to supporting coaches (both experienced coaches and the development of new coaches)the lack of engagement with coaches from AA particularly personal coachesthe role and skill set needed to carry out the head coach role the selection and clarity of role of team coaches and the relationship between team coaches and personal coaches Benchmarking performance/accountabilityThe Panel found that Australian athletics campaigns would benefit from regular and consistent benchmarking of outcomes across a range of performance measures.A shared model for High PerformanceThe Panel found that AA should consider its current work against a first principles approach where support is wrapped around athlete and coach and that it should seek to further assess its current approach against world leading evidenced based approaches.Executive Summary10Key Themes and FindingsGlasgow 2014 Campaign ReviewLeadership (refer pages 42-45)That AA invest in the leadership and management capabilities of its staff including additional media training That AA establish a clear set of KPIs for staff which covers key athletic outcomes as well as stakeholder management and internal staff engagement and development.That AA consider the number and roles of professional staff on overseas teams, particularly championship teams, to ensure transparency and maintenance of productivity and future planning for AA.Culture (refer pages 46-48)That AA organise and promote the sport of athletics around the theme of it being the pure sport the banner sport of the Olympics and the Commonwealth Games and the foundation of all other sports.That AA strengthen the induction program for athletes and coaches, and that a parents and supporters of athletes group be a part of AA planning for each major campaign
11RecommendationsExecutive SummaryGlasgow 2014 Campaign ReviewCulture (cont.)That as a matter of priority AA initiate processes to establish a productive and inclusive organisational culture focused on achieving the goals and targets determined by the Board.That AA take immediate steps to strengthen and support formal mentoring arrangements covering athlete to athlete, coach to coach and professional staff to professional staffThat AA establish processes to elicit and respond to regular feedback and input from athletes and coaches including a strengthened Athletes Commission. This will also be an outcome of stronger stakeholder engagement as recommended. In the short term there could be a role for:an Honorary Ombudsman to receive feedback and progress the resolution of issues through the CEO as an initial mechanism to build trust.consideration of a constituted Track and Field chapter in the Australian Athletes Alliance if appropriate12RecommendationsExecutive SummaryGlasgow 2014 Campaign ReviewStakeholder Engagement (refer pages 49-50)That AA establish and implement a detailed stakeholder relations plan that is inclusive of the its major stakeholders and that provides a three year engagement plan for each major stakeholder group.Governance (refer pages 51-55)That AA reconstitute the High Performance Advisory Committee (HPC) to incorporate a broader pool of high performance expertise in the provision of advice to the CEO and the High Performance Department (HPDept.) on AA High Performance policies. That the AA Board give consideration to appointing to the HPC members with high performance and coaching expertise to complement those from the ASC and the AIS.That AA review its current organisational structure and processes, particularly as they relate to high performance, against good governance principles and establish and publish detailed role and accountability statements for AA staff and structures including the role of the AA Board.13Executive SummaryRecommendationsGlasgow 2014 Campaign ReviewCoaching (refer pages 56-59)That AA take into account the findings of this report and determine the role and capabilities of the Head Coach and authorise the filling of that role. That AA adopt arrangements for the appointment of Team Coaches for major campaigns that:has a transparent and open process for appointmentprioritises early appointments where possibleallows for performance based appointments over successive campaignsregularises remuneration for Team Coaches along the lines of other team membersThat AA ensure that Personal Coaches are embraced as part of AAs approach to high performance including consideration of:Personal Coaches of podium athletes automatically have the highest accreditation available if they are not on the teamappointment of a Personal Coach voluntary liaison personimproving communication between Personal and Team Coaches
14RecommendationsExecutive SummaryGlasgow 2014 Campaign ReviewBenchmarking Performance (refer pages 60-68)That AA establish an organisation wide business intelligence process using athletes and coaches as the basic unit of measurement to establish relevant team benchmarks, track progress over time and build the evidence base to identify where support can be most effective.That AA establish initial targets for the 2018 Gold Coast Commonwealth Games based on the 2006 Melbourne Commonwealth Games across a range of measures.High Performance (refer pages 69-72)That AA assess its High Performance Strategy (policy and operational guidelines) against evidence based frameworks such as Sports Policy factors Leading to International Sporting Success (SPLISS) with particular reference to relevant critical success factors and AAs KPIs to maximise the benefits of its support from the Winning Edge strategy.
15Executive SummaryRecommendationsGlasgow 2014 Campaign ReviewHigh Performance (cont.)That AA continue its 6-8 year high performance planning and development cycle with rigorous evaluation after each major campaign. This includes competition, coaching support and athlete development programs noting that the Australian team for the Gold Coast Commonwealth Games is likely to be large.That there should be a high expectation, for performance reasons, that all athletes assemble in camp within an agreed window. The Camp policy should have a basis for discretion, exercised by the team head coach, to allow for athlete/event groups performance circumstancesThat AA through its High Performance Strategy review its current risk mitigation approach against best practice to ensure AA teams deliver optimal performance. A focus of this review should be to further develop stakeholder communication protocolsPanel ReportThat the Panels report should be published together with the Boards response. Prior to publication briefings should be undertaken with ACGA, MAs, the ASC review panel and athletic journalists.
16Executive SummaryRecommendationsGlasgow 2014 Campaign Review17Report of the Review into the Glasgow 2014 Campaign
Glasgow 2014 Campaign ReviewScope of ReviewThe Reviews Terms of Reference largely focused on the Glasgow Campaign and any process and policy lessons that should be considered for future campaigns.During the Panel's process a range of related matters have been identified.The learnings obtained through this process apply more broadly than the specific campaignIn the interests of full transparency these matters are included in the report to the AA Board for their consideration
18Glasgow 2014 Campaign ReviewTerms of Reference (ToR) Part 1Assessment of the efficacy of the High Performance Department Policies (including team, coach and management selection, preparation, funding and pre-Games attendance) concerning the Glasgow Commonwealth Games Team including their:implementation;suitability; consistency;shortcomings; successAssessment of the level, standard and success of the communications amongst athletes, coaches, high performance department personnel and team management both prior (from time of selection) to and during the Games.Assessment of the role of the AA High Performance Committee in formulating policies and procedures for and in relation to the team and the governance structure of that committee including an assessment of the alignment of the Committees role and processes with that of the CEO and High Performance Director and other personnel within AA.19Glasgow 2014 Campaign ReviewTerms of Reference (ToR) Part 2Assessment of the performance of the team at the Games as against the High Performance targets set pre-Games and assessment of team culture around the pre-Games camp and at the Games.Assessment of the best method of establishing a risk register and measures to mitigate risks.Assessment of the media policy including the crisis management policy established for the Games, the implementation of those policies at the Games and the awareness of the contents of these policies by key personnel including key stakeholders.An assessment of the extent to which the campaign met the goals and targets of AAs strategic plan and the High Performance De...