Page 1 Page 2 Page 3 Page 4 Page 5 Page 6 Page 7 Page 8 Page 9 Page 10 Page 11 Page 12 Page 13 Page 14 Page 15 Page 16 Page 17 Page 18 Page 19 Page 20 Page 21 Page 22 Page 23 Page 24 Page 25 Page 26 Page 27 Page 28 Page 29 Page 30 Page 31 Page 32 Page 33 Page 34 Page 35 Page 36 Page 37 Page 38 Page 39 Page 40 Page 41 Page 42 Page 43 Page 44 Page 45 Page 46 Page 47 Page 48 Page 49 Page 50 Page 51 Page 52 Page 53 Page 54 Page 55 Page 56 Page 57 Page 58 Page 59 Page 60 Page 61 Page 62 Page 63 Page 64 Page 65 Page 66 Page 67 Page 68 Page 69 Page 70 Page 71 Page 72 Page 73 Page 74 Page 75 Page 76 Page 77 Page 78 Page 79 Page 80 Page 81 Page 82 Page 83 Page 84 Page 85 Page 86 Page 87 Page 88 Page 89 Page 90 Page 91 Page 92 Page 93 Page 94 Page 95 Page 96 Page 97 Page 98 Page 99 Page 100 Page 101 Page 102 Page 103 Page 104 Page 105 Page 106 Page 107 Page 108 Page 109 Page 110 Page 111 Page 112 Page 113 Page 114 Page 115 Page 116 Page 117 Page 118 Page 119 Page 120 Page 121 Page 122 Page 123 Page 124 Page 125 Page 126 Page 127 Page 128 Page 129 Page 130 Page 131 Page 132 Page 133 Page 134 Page 135 Page 136 Page 137 Page 138 Page 139 Page 140 Page 141 Page 142 Page 143 Page 144 Page 145 Page 146 Page 147 Page 148 Page 149 Page 150 Page 151 Page 152 Page 153 Page 154 Page 155 Page 156 Page 157 Page 158 Page 159 Page 160 Page 161 Page 162 Page 163 Page 16455 55 The ASC maintained a strong focus across governance, workforce capability and commercialisation in 2015–16, delivering 76 projects and significantly exceeding planned performance targets. Project examples included the new Board evaluation tool, coach education resources and assisting NSOs with go to market strategies. Further work across a large pipeline of projects is currently underway and expected to be completed in 2016–17. The ASC has undertaken nine projects designed to increase non-government revenue streams of NSOs, including conducting a sponsorship workshop and two sector specific projects aimed at the commercialisation of women’s sport. The ASC has supported Hockey Australia with a go to market strategy to develop Hookin2Hockey into a nationally consistent junior product, and has continued to assist Netball Australia with the implementation and development of technology to support the Fast5 product. The success of these commercialisation projects will be monitored in the 2016 ASPR, however, these initiatives have created real opportunities for NSOs to reduce reliance on government revenue. In 2015 the ASC continued to support best practice governance and the number of sports which are required to demonstrate compliance against the MGSP was expanded to 21. The average rating of the 15 sports that have been assessed for more than one year increased from ‘adopting’ to ‘implemented’ in 2015–16, demonstrating that the number of NSOs complying with the MSGP continues to increase. For sports outside of this group, the ASC provided advice and support to ensure that good governance is achievable across the sport sector. The ASC has also commenced work on new governance initiatives, including the launch of Integrity Guidelines for directors and leaders of sporting organisations in May 2016, and the next wave of governance reform in June 2016. These projects are a part of the ASC continued focus and commitment to advocating for effective governance and will be further implemented in 2016–17. During 2015–16 the ASC has finalised the organisational development tool, Sport.Scan, which is designed to measure and track improvements in the organisational capability of NSOs. To ensure strategic alignment and streamlined engagement with NSOs, the ASC has delayed initial data collection to coincide with the 2016 ASPR process.