Policies

Policy Statement (reviewed 16 August, 2007)

QSport Board Responsibilities Guide

Back to top

The Sports Federation of Queensland Incorporated hereafter referred to as QSport is the government recognised industry peak body for organised sport in Queensland. QSport is an independent collective of mainly State sporting organisations which are representative of their activity throughout Queensland. The mission of QSport is to enhance the development of sport in Queensland.

The object of QSport is to promote and sustain interest in the development of organised sport in the State by:

  • providing members with forums for the exchange of information, advice and assistance, where appropriate formulating policies on any subject pertaining to sport by the collection and collation of the views of members and presenting both the majority and minority view to any other organisation, institution or body governmental, semi-governmental or otherwise as appropriate
  • assisting in the coordination of broad, long term planning for sport in the State
  • assisting in the coordination of optimum use of sports facilities and other sporting resources in the State
  • seeking and identifying direct or indirect funding sources which could be made available for the development of sport in the State, aiming to ensure that these funds are put to their most effective use
  • promoting the role of QSport and sport by, amongst other things, the establishment and presentation of awards of merit or any similar form of recognition for skill, service and ability

QSport is analogous to the Sports Federations of other Australian States and Territories which collectively comprise Community
Sport Australia Ltd formerly the Australian State Sports Federations Alliance (ASSFA).

Board Responsibilities

The QSport Board is elected by QSport members to plan, program and govern the affairs of the Sports Federation of Queensland.

Responsibilities of Board Members:

  • Possess an understanding of the roles and activities of QSport.
  • Represent the interests of all sporting organisations to the best of your ability.
  • Represent (where appropriate) the views and needs of your respective Sport Group to the best of your ability.
  • Report (where appropriate) to your respective Sport Group on decisions made by the QSport Board.
  • Report to the QSport Board on participation in activities as a QSport representative.
  • Participate in QSport convened activities including all scheduled Board meetings.
  • Perform designated duties in an honest and accountable manner.
  • Perform designated duties in the interests of QSport.
  • Maintain confidentiality of information provided as deemed necessary.

Executive Positions

As per Section 7(7) of the Sports Federation of Queensland Constitution, the Board
shall elect from within the Directors a Chairman, Deputy Chairman and Treasurer at the first meeting of the Board following the Annual General Meeting.

Chairman
The duties of the Chairman are:

  • Preside and chair all Board and General Meetings of QSport to see that business is conducted in a proper manner.
  • Generally oversee the well being and objects of QSport.
  • Attend all meetings of QSport and of the Board and vote as a member thereof and if he/ she should preside as the chair he/ she may exercise a deliberative as well as a casting vote.

The Chairman has a role to ensure that the Board operates effectively as governors of QSport and that at meetings, the Board remains focused on its governance role and that the meetings are conducted in an effective manner.

Deputy Chairman
The duties of the Deputy Chairman are:

  • In the absence of the Chairman, perform those duties required of the Chairman by the Constitution.
  • Perform such other duties as the Chairman of the Board may from time to time require.

Treasurer
The duties of the Treasurer are:

  • Receive all moneys due to QSport, to pay the same into the Accounts of QSport with QSport's Bankers and to give receipts therefore.
  • Pay all accounts passed by the Board by cheque signed by two (2) Directors, or the Chief Executive Officer and one Director, as authorised by the Board.
  • Enter a proper record of QSport's transaction in such books as the Board shall direct him/ her to keep.
  • At time to time as required by the Board, present a statement at each Board meeting showing the state of QSport's finances and a record of all moneys received and disbursed since the presentation of the last previous statement and record and to produce QSport's bank books and cheque books.
  • Produce at each Annual General Meeting audited statements of receipts and disbursements for the financial year and a balance sheet showing any assets and liabilities of QSport as at the last day of the Year last past.
  • In conjunction with relevant Officers, prepare annual budgets for QSport.
  • Delegate such of his/ her powers and authorities as he/ she may think is fit to any person save and except the authority to countersign cheques on behalf of QSport.

Code of Conduct

Community Club System Development

Back to top

  • need for sports to plan for rationalisation of traditional club locations relative to market forces within and without sport eg. changed competition structures, demographics
  • need for clubs to plan for acquisition and development of administrators, coaches etc to run viable clubs, recognising the still essential nature of volunteers
  • need to identify tasks expected of volunteers (and paid employees) and to ensure training and recognition of effort etc occur
  • need to optimise school to club participant pathway in maintaining participation
  • need to coordinate planning and development with local authorities eg. councils, schools, other sporting and recreational activities, other community interests and groups, including for shared usage of facilities

Elite Sport Development

Back to top

  • need for community, including governments, to take balanced approach to Olympic dimension vis a vis participation base being properly resourced, with sport to optimise opportunities short and longer term of major events such as Sydney Olympics
  • need for specialist government agencies dealing with elite dimension to be accountable to sports and providing more support for those sports not directly involved in programs
  • need for talent identification and development opportunities for individuals/ teams aspiring to optimise potential to create public interest to drive community support and government/ industry involvement
  • need for sports to manage ownership of and relationship with first tier dimensions eg. national leagues, to ensure second and third tiers not deteriorated but changed in a managed way
  • need to emphasise that national leagues are "means to an end" for sports and "not end in themselves" at unreasonable expense of more amateur, volunteer resourced support structure
  • eed for elite dimension facility requirements to be qualified by revenue earning capacity relative to other less resourced dimensions
  • need for elite dimension's domination of media/ sponsor resources to be balanced against needs of other less resourced dimensions

Equity

Back to top

  • need for sports to embrace principles of sport for all, recognising realistic constraints in some activities but encouraging appropriate involvement of all where reasonable

Government Assistance

Back to top

  • need for a rationalised three tiered program of integrated assistance to sport
  • acknowledging sport enhances physical and mental health, quality of life, community values, individual and team based personal development, role model provision and economic activity
  • needs to be integrated with policy and program support for recreation and other elements of broader sector
  • needs to present physical and financial resources allocated as investment in socio economic activity, reflecting growing industry size (including gambling related revenue factor), providing more employment and (with gambling related revenue) more tax revenue, justifying ongoing enhanced extended funding cycles
  • needs to be collaboratively and consultatively driven with organised sport structure based on partnership with peak industry bodies
  • needs to have bipartisan support and involve longer term planning/ database eg. State Government Ten Year Sporting Facilities Development Plan, with three year funding cycles and visible access/ decision making processes

* NB: Federal Government Support - (major) elite/ participation, major facilities, NSO's, Sport Industry Australia;
State Government Support- elite/ participation, major facilities, SSO's, SFQ;
Local Government Support- (minor) elite/ participation, minor facilities, clubs and schools.

Industry Training Development

Back to top

  • needs to be ownership of training for sport to ensure quality and service delivery
  • need for sporting bodies to become familiar with and support the work of training bodies in areas of needs analysis and development of vocational training packages
  • needs to be enhanced effort to obtain, train and retain volunteers, using training and recognition of training as selling points, with cost to be reasonable and delivery streamlined and accessible
  • need for tertiary level training to be wider in application/ relevance across sports to optimise limited but growing employment opportunities

Junior Development

Back to top

  • need to encourage participation for sport related benefits to individual growth in formative, pre-adult life
  • needs to be a value dominated national policy on sport for all over time for resourcing and positioning of junior sport as fundamental base of sport pyramid
  • needs to emphasise the importance of the community based, participant driven system to long term health of sport
  • needs to properly manage the increasing emphasis on extracting talented young/ elite performers and its impact on playing standard/ enjoyment level of majority participant base
  • needs to have government agencies specialising on elite talent identification and development accountable to and inclusive within overall strategies (not operating exclusive to sport structure)
  • needs to address teenage participation and retention issues via greater involvement of target market

Masters Sport

Back to top

  • need to plan for ageing population and potential to retain sports' participants on and off field for own benefit and of younger junior/ adult levels
  • need for specialist government agencies to involve sport in planned approach to nature and level of Masters Games promoted in markets
  • need to have sports adopt the principles of "Play On" report in relation to conduct of masters sport
  • need for sports to be ultimate determinant of extent and coverage of masters sport activity within markets

Media

Back to top

  • need for sports to analyse the nature and extent of coverage of sport by media concerns and the rationale for that involvement
  • need for sports to be pragmatic in approach to media for coverage
  • need for sport to emphasise to media owners/ editorial dimensions the benefits sport brings to the community media survives on at all levels of sport

Physical Activity / Community Health

Back to top

  • need for sport to emphasise concept of more active, sport involved Australia as positive for well being of community and individuals in it, reducing call on public health system by reducing incidence of mental and physical deterioration through active "on and/or off field" involvement in sport

Sponsorship

Back to top

  • need for sports to be professional and pragmatic in approaches to and expectations of sponsors
  • need for sports to demonstrate "value for money" on appropriate levels of sponsorship sought, be it a retail/ sales outcome or a profile raising related benefit sponsors seek
 
 
© 2017 QSport
Web design ToadShow