Our vision is to lead the sustainable growth of polocrosse in Australia.
We will successfully lead the sustainable growth of polocrosse in Australia through strong leadership, governance, financial management and a commitment to our members and the wellbeing of all players and horses.
OUR VALUES
Our values are vital in strengthening the sense of connection within the Australian Polocrosse community. They guide all we do to lead, govern and grow our sport. Our values are:
- Integrity and respect: We treat everyone (including our horses) with integrity and respect. This means we operate with an unwavering commitment to acting with consistency, decency, safety and honesty.
- Wellbeing and care: We will balance the pursuit of success with the wellbeing of our members and horses at all levels of polocrosse.
- Collaboration and inclusion: We welcome anyone with an interest in polocrosse; creating a truly inclusive community. We collaborate with our State and Territory Associations and all key stakeholders to support the growth and vibrance of polocrosse now and into the future.
- Transparency and excellence: We operate with openness and transparency and work hard to be better tomorrow than we are today, in all that we do.
OUR PLAN
Take a look at our 2023–2026 Strategic Plan to see how we will deliver on our vision.
OUR GUIDING PRINCIPLES
Our ambition is to nurture polocrosse in Australia, to open the gate to people of all ages, backgrounds and persuasions to join a club and get involved for competitive and recreational sport. Together, as leaders, we can foster collaboration and innovation to provide our members and participants with rewarding experiences and quality programs.
Australian polocrosse is governed and delivered through a connected ecosystem at club, zone, state and territory and national levels filled with passionate people who fulfil critical roles.
To succeed in these efforts, it is important we acknowledge our roles and responsibilities in leading and delivering polocrosse to our community.
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Articulating the roles and responsibilities of the leaders of polocrosse is intended to establish clarity and a common goal that respects actions, and the decisions that sit behind them, are taken in the best interests of the sport, its members and participants.
We will do this in an environment of open, honest and accountable communication. Together we will lead a stronger polocrosse nation.
Decision and behaviour principles
This statement of intent shows a commitment to work constructively and effectively to grow the sport of polocrosse across Australia. It is non-binding, but rather a point-in-time commitment we will review annually and evolve as our sport evolves.
We are excited about the possibilities for the future and are committed to working together to find solutions to challenges and take advantage of opportunities.
We will make decisions and behave in a manner that has the best interests of our members and participants at its core.
Our general behaviour principles are:
- Act in a collaborative and cohesive way.
- Work with each other with openness and honesty.
- Hold each other accountable.
- Consult in a transparent manner.
- Keep each other informed and engaged.
Our drivers
The drivers underpinning this model of roles and responsibilities stem from the strategic priority areas of the Polocrosse Australia 2023–2026 Strategic Plan.
| GOVERNANCE | PA will develop and deliver effective governance, management and leadership strategies to create and maintain an inclusive, vibrant and sustainable national sporting organisation. |
| PARTICIPATION AND GROWTH | PA will actively support the growth and development of all categories of membership to promote participation from social involvement through to the elite levels of polocrosse. |
| BUSINESS DEVELOPMENT | PA will strive to create a strong financial base to ensure the ongoing financial viability of the organisation and to support participation and growth of the sport at a national level. |
Action principles for shared responsibilities
Working together to achieve success, we will be guided by the following principles:
| ROLE | RESPONSIBILITY |
| Whole-of-sport strategic plan | ✔︎ Work together to align strategic planning cycles. ✔︎ Be held accountable to the strategic plan. ✔︎ Work towards the development of a whole-of-sport strategic plan. ✔︎ Continue progress of shared services and resource sharing strategies. |
| Advocacy | ✔︎ Maintain and develop excellent relationships at all levels of government. ✔︎ Seek to influence decisions within political, economic and social institutions within our jurisdictions. |
| High performance and talent development pathways | ✔︎ Develop a framework, aligned to the national strategy, to effectively guide and inform the development and support of athletes, coaches, umpires and administrators. ✔︎ Link grassroots to elite. |
| Financial sustainability | ✔︎ Collaborate on the development of a whole-of-sport commercial plan to enhance commercial value to grow the sport. ✔︎ Collective decision making in setting of national fees and levies. ✔︎ Consistent financial reporting. ✔︎ Work together to produce and analyse financial evidence for decision making. |
| National development and participation | ✔︎ Collaborate on the development of whole-of-sport development and participation plans to increase members and participants to grow the sport. ✔︎ Collaborate with and support member states in implementing participation drivers and pathway structures. |
| NATIONAL | ROLES AND RESPONSIBILITIES | MEMBER STATE COMMITMENT |
|---|---|---|
| National organisation | ✔︎National governing body for polocrosse in Australia to lead its growth and success. ✔︎Maintain excellent relationships with member states. | ✔︎Work collaboratively and in alignment with and as polocrosse’s leaders. |
| National and international relationships | ✔︎ Maintain excellent relationships with IPC. | ✔︎ Advocate and support when needed. |
| International competitions and tournaments | ✔︎ Deliver competitions and tournaments. | ✔︎ Support and enhance international competitions and tournaments. |
| National high-performance strategy and national talent pathway framework | ✔︎ Lead the delivery of a world-class high-performance strategy, including the athlete development pathway for future squad members. ✔︎ Transition aspiring athletes into national programs. | ✔︎ Support and enhance the high-performance program across local jurisdictions. ✔︎ Align state pathway to national pathway. |
| National engagement and participation | ✔︎ Lead the development, and support the implementation, of the national participation plan. | ✔︎ Embed agreed participation drivers in local jurisdictions. ✔︎ Support clubs and states in delivering the sport. |
| National championships | ✔︎ Deliver national championships. | ✔︎ To support and enhance the delivery of national championships. ✔︎ Timely selection and development of teams to compete in national championships. |
| Strategic relationships | ✔︎ Federal Government and Government agencies ✔︎ Maintain excellent relationships with ASC and other national peak bodies. ✔︎ Ensure continuity and growth of funding. | ✔︎ Support and enhance relationships and funding requirements. |
| Financial sustainability | ✔︎ Ensure long-term financial sustainability. ✔︎ Deliver value for money to members, participants and partners. | ✔︎ Support where appropriate to ensure long-term financial sustainability and value to members. |
| National policies | ✔︎ Develop and maintain a national policy bank, including Integrity and Child Safeguarding. | ✔︎ Adopt and implement national policies. |
| National database | ✔︎ Maintain high-quality and easily accessible data. ✔︎ Analyse data and use as evidence for decision making. | ✔︎ Adopt and use the national database at all levels. ✔︎ Promote the national database at all levels. |
| National insurance program | ✔︎ Align to a collective insurance program that ensures all registered participants have a base level of insurance protection. | ✔︎ Promote the national insurance program at all levels |
| National branding | ✔︎ Create and utilise a recognisable and recallable branding of polocrosse messages and programs. | ✔︎ Adopt and promote the branding and messages |
| STATE | ROLES AND RESPONSIBILITIES | NATIONAL COMMITMENT |
|---|---|---|
| Member states | ✔︎ State governing body for polocrosse in states and territories to lead its growth and success. ✔︎ Maintain excellent relationships with PA. | ✔︎Work collaboratively and in alignment with and as polocrosse’s leaders. |
| Member state relationships | ✔︎ Maintain excellent relationships with member states and clubs. ✔︎ Maintain excellent relationships with state government and peak agencies. | ✔︎ Advocate and support when needed. |
| State/territory competitions and tournaments | ✔︎ Deliver competitions and tournaments. | ✔︎ Support and enhance state, zone and club competitions and tournaments. |
| Financial sustainability | ✔︎ Ensure long-term financial sustainability. ✔︎ Deliver value for money to members, participants and partners. | ✔︎ Support where appropriate to ensure long-term financial sustainability and value to members. |
| Talent development pathways | ✔︎ Actively facilitate transitioning aspiring athletes into the national high-performance program. ✔︎ Develop and foster potential. | ✔︎ To lead the delivery of the high-performance pathway strategy. ✔︎ Align national pathway to state pathway. |
| State championships | ✔︎ Deliver state championships. | ✔︎ Support and enhance state championships. |
| Strategic relationships | ✔︎ Maintain excellent relationships with: o state/territory departments or sport o government and state peak organisations ✔︎ Ensure continuity and growth of funding. | ✔︎ Support and enhance relationships and funding requirements. |
| Program delivery | ✔︎ Deliver introductory, social, education programs in line with the national plan. | ✔︎ Consult and collaborate in the development of national plans. |
| Facilities | ✔︎ Operate and maintain facilities. Advocate with and on behalf of states, zones and clubs for facilities at all levels of government. | ✔︎ Advocate with and on behalf of the state, states, zones and clubs at all levels of government. |
| National policies | ✔︎ Adopt and implement national policies where relevant. | ✔︎ Development and maintenance of a national policy bank, including integrity and child safeguarding. |