{ "entity_id": "O-000871", "folder": "Australian-Sports-Foundation-Limited", "name": "Australian Sports Foundation Limited", "type": "Commonwealth Company", "jurisdiction": "Commonwealth", "portfolio": "Infrastructure, Transport, Regional Development, \r\nCommunications, Sport and the Arts", "website": "http://www.asf.org.au", "data_status": "rich", "completeness": { "has_strategy_brief": true, "has_strategy_structured": true, "has_vision": true, "has_kpi_targets": true, "has_kpi_results": true, "has_strategy_overview": true, "has_legislation_text": true, "has_legislation_structured": true, "has_global_initiatives_text": true, "has_ideas": true, "has_artifacts": true, "n_ideas": 8, "n_legislation": 3, "n_artifacts": 8, "n_kpi_targets": 4, "n_kpi_results": 4, "n_outcomes": 1, "verified_own_data": true }, "strategy_profile": { "status": "published", "confidence": "high", "summary": "To be the nation's leading catalyst for philanthropic funding in sport, partnering with athletes, clubs, organisations and donors to deliver a sustainable future for sport.", "official_site_url": "http://www.asf.org.au", "source_documents": [ { "type": "annual_report", "title": "2024-2025 Annual Report", "url": "https://www.datocms-assets.com/102439/1762396391-asf-annual-report-fy25.pdf", "period": "2024-25", "confidence": "high" }, { "type": "annual_report", "title": "2023-2024 Annual Report", "url": "https://www.datocms-assets.com/102439/1730438408-asf-annual-report-fy24.pdf", "period": "2023-24", "confidence": "high" }, { "type": "annual_report", "title": "2022-2023 Annual Report", "url": "https://www.datocms-assets.com/102439/1701730853-40217a_asf-annual-report-fy23.pdf", "period": "2022-23", "confidence": "high" }, { "type": "annual_report", "title": "2021-2022 Annual Report", "url": "https://www.datocms-assets.com/102439/1698643802-asf-annual-report-2021-2022.pdf", "period": "2021-22", "confidence": "high" }, { "type": "annual_report", "title": "2020-2021 Annual Report", "url": "https://www.datocms-assets.com/102439/1698643708-asf-annual-report-2020-2021.pdf", "period": "2020-21", "confidence": "high" }, { "type": "corporate_plan", "title": "Download", "url": "https://www.datocms-assets.com/102439/1771994818-asf-corporate-plan-2025-2029_fa.pdf", "period": "2025", "confidence": "high" }, { "type": "strategie", "title": "Download", "url": "https://www.datocms-assets.com/102439/1771994973-asf-strategic-plan-fy26-30.pdf", "period": null, "confidence": "medium" } ], "purpose": { "text": "To be the nation's leading catalyst for philanthropic funding in sport, partnering with athletes, clubs, organisations and donors to deliver a sustainable future for sport.", "source_url": "https://www.datocms-assets.com/102439/1771994818-asf-corporate-plan-2025-2029_fa.pdf", "source_page": 5, "source_deep_url": "https://www.datocms-assets.com/102439/1771994818-asf-corporate-plan-2025-2029_fa.pdf#page=5" }, "vision": { "text": "A healthier, more inclusive Australia by empowering all communities to access the health and social benefits of sport through philanthropic support.", "source_url": "https://www.datocms-assets.com/102439/1771994818-asf-corporate-plan-2025-2029_fa.pdf", "source_page": 7, "source_deep_url": "https://www.datocms-assets.com/102439/1771994818-asf-corporate-plan-2025-2029_fa.pdf#page=7" }, "strategic_priorities": [ { "title": "Greater need for fundraising, and the support offered by the ASF, among community sports clubs.", "description": "Greater need for fundraising, and the support offered by the ASF, among community sports clubs.", "source_url": "https://www.datocms-assets.com/102439/1771994818-asf-corporate-plan-2025-2029_fa.pdf", "source_page": 13, "source_deep_url": "https://www.datocms-assets.com/102439/1771994818-asf-corporate-plan-2025-2029_fa.pdf#page=13" }, { "title": "Greater need to support elite athletes and those on pathways in the lead up to Australia’s cluster of world sporting eve", "description": "Greater need to support elite athletes and those on pathways in the lead up to Australia’s cluster of world sporting events including the Brisbane Olympics and Paralympics.", "source_url": "https://www.datocms-assets.com/102439/1771994818-asf-corporate-plan-2025-2029_fa.pdf", "source_page": 13, "source_deep_url": "https://www.datocms-assets.com/102439/1771994818-asf-corporate-plan-2025-2029_fa.pdf#page=13" }, { "title": "Greater need for communities to replace lost or damaged equipment and infrastructure caused by increased climate events.", "description": "Greater need for communities to replace lost or damaged equipment and infrastructure caused by increased climate events.", "source_url": "https://www.datocms-assets.com/102439/1771994818-asf-corporate-plan-2025-2029_fa.pdf", "source_page": 13, "source_deep_url": "https://www.datocms-assets.com/102439/1771994818-asf-corporate-plan-2025-2029_fa.pdf#page=13" } ], "values": [ { "name": "Empowering all communities", "description": "", "source_url": "https://www.datocms-assets.com/102439/1771994818-asf-corporate-plan-2025-2029_fa.pdf", "source_page": null }, { "name": "Philanthropic support", "description": "", "source_url": "https://www.datocms-assets.com/102439/1771994818-asf-corporate-plan-2025-2029_fa.pdf", "source_page": null }, { "name": "Sustainable future for sport", "description": "", "source_url": "https://www.datocms-assets.com/102439/1771994818-asf-corporate-plan-2025-2029_fa.pdf", "source_page": null } ], "outcomes": [ { "name": "Outcome 1: Sport’s share of the philanthropic market", "description": "To grow sport’s share of the philanthropic market in Australia.", "activities": [ "Achieving a recurring fundraising activation rate of >65% of registered members by 2029", "Generating $6M in new recurring philanthropic funding into sport via ASF grants and direct funding agreements by 2029" ], "source_url": "https://www.datocms-assets.com/102439/1771994818-asf-corporate-plan-2025-2029_fa.pdf", "source_page": 11, "source_deep_url": "https://www.datocms-assets.com/102439/1771994818-asf-corporate-plan-2025-2029_fa.pdf#page=11" } ], "performance_measures": [ { "code": "CCE01", "measure": "Fundraising for sport", "target": "Achieve >$165m pa", "latest_result": "$118m", "status": "Partially achieved", "target_source_url": "https://www.datocms-assets.com/102439/1771994818-asf-corporate-plan-2025-2029_fa.pdf", "target_source_page": 11, "result_source_url": "https://www.datocms-assets.com/102439/1762396391-asf-annual-report-fy25.pdf", "result_source_page": 11 }, { "code": "CCE02", "measure": "Registered members", "target": "Achieve >11,000 registered members", "latest_result": "6,200", "status": "Partially achieved", "target_source_url": "https://www.datocms-assets.com/102439/1771994818-asf-corporate-plan-2025-2029_fa.pdf", "target_source_page": 11, "result_source_url": "https://www.datocms-assets.com/102439/1762396391-asf-annual-report-fy25.pdf", "result_source_page": 11 }, { "code": "CCE03", "measure": "Fundraising activation rate", "target": "Achieve a recurring activation rate of >65% of registered members", "latest_result": "60%", "status": "Partially achieved", "target_source_url": "https://www.datocms-assets.com/102439/1771994818-asf-corporate-plan-2025-2029_fa.pdf", "target_source_page": 11, "result_source_url": "https://www.datocms-assets.com/102439/1762396391-asf-annual-report-fy25.pdf", "result_source_page": 11 }, { "code": "CCE04", "measure": "Philanthropic funding", "target": "Generate $6M in new recurring funding", "latest_result": "$1m", "status": "Not achieved", "target_source_url": "https://www.datocms-assets.com/102439/1771994818-asf-corporate-plan-2025-2029_fa.pdf", "target_source_page": 11, "result_source_url": "https://www.datocms-assets.com/102439/1762396391-asf-annual-report-fy25.pdf", "result_source_page": 11 } ], "document_alignment_terms": { "must_support": [ "To be the nation's leading catalyst for philanthropic funding in sport, partnering with athletes, clubs, organisations and donors to deliver a sustainable future for sport.", "A healthier, more inclusive Australia by empowering all communities to access the health and social benefits of sport through philanthropic support.", "Greater need for fundraising, and the support offered by the ASF, among community sports clubs.", "Greater need to support elite athletes and those on pathways in the lead up to Australia’s cluster of world sporting events including the Brisbane Olympics and Paralympics.", "Greater need for communities to replace lost or damaged equipment and infrastructure caused by increased climate events." ], "watch_terms": [ "Fundraising for sport", "Registered members", "Fundraising activation rate", "Philanthropic funding" ], "avoid_claiming_without_evidence": [] }, "review_note": "" }, "strategy_brief_md": "# Australian Sports Foundation Limited — Strategy Brief\n\n**Reporting period**: 2024-25\n**Corporate plan in force**: 2025-26\n**Annual Report**: [2024-25](https://www.datocms-assets.com/102439/1762396391-asf-annual-report-fy25.pdf)\n**Corporate Plan**: [2025-26](https://www.datocms-assets.com/102439/1771994818-asf-corporate-plan-2025-2029_fa.pdf)\n\n## Vision\n\n> A healthier, more inclusive Australia by empowering all communities to access the health and social benefits of sport through philanthropic support. [[CP p.7](https://www.datocms-assets.com/102439/1771994818-asf-corporate-plan-2025-2029_fa.pdf#page=7)(https://www.datocms-assets.com/102439/1771994818-asf-corporate-plan-2025-2029_fa.pdf#page=7)]\n\n## Our purpose / purposes\n\n> To be the nation's leading catalyst for philanthropic funding in sport, partnering with athletes, clubs, organisations and donors to deliver a sustainable future for sport. [[CP p.5](https://www.datocms-assets.com/102439/1771994818-asf-corporate-plan-2025-2029_fa.pdf#page=5)(https://www.datocms-assets.com/102439/1771994818-asf-corporate-plan-2025-2029_fa.pdf#page=5)]\n\n## How we deliver\n\n> The ASF's strategic plan involves the following key areas of focus: Operational Excellence, Innovative Thinking, Partner Engagement. [[CP p.12](https://www.datocms-assets.com/102439/1771994818-asf-corporate-plan-2025-2029_fa.pdf#page=12)(https://www.datocms-assets.com/102439/1771994818-asf-corporate-plan-2025-2029_fa.pdf#page=12)]\n\n## Government priorities for this department\n\n- Greater need for fundraising, and the support offered by the ASF, among community sports clubs. [[CP p.13](https://www.datocms-assets.com/102439/1771994818-asf-corporate-plan-2025-2029_fa.pdf#page=13)(https://www.datocms-assets.com/102439/1771994818-asf-corporate-plan-2025-2029_fa.pdf#page=13)]\n- Greater need to support elite athletes and those on pathways in the lead up to Australia’s cluster of world sporting events including the Brisbane Olympics and Paralympics. [[CP p.13](https://www.datocms-assets.com/102439/1771994818-asf-corporate-plan-2025-2029_fa.pdf#page=13)(https://www.datocms-assets.com/102439/1771994818-asf-corporate-plan-2025-2029_fa.pdf#page=13)]\n- Greater need for communities to replace lost or damaged equipment and infrastructure caused by increased climate events. [[CP p.13](https://www.datocms-assets.com/102439/1771994818-asf-corporate-plan-2025-2029_fa.pdf#page=13)(https://www.datocms-assets.com/102439/1771994818-asf-corporate-plan-2025-2029_fa.pdf#page=13)]\n\n## Outcomes\n\n### Outcome 1: Sport’s share of the philanthropic market\nTo grow sport’s share of the philanthropic market in Australia. [[CP p.11](https://www.datocms-assets.com/102439/1771994818-asf-corporate-plan-2025-2029_fa.pdf#page=11)(https://www.datocms-assets.com/102439/1771994818-asf-corporate-plan-2025-2029_fa.pdf#page=11)]\n\n**Key activities:**\n- Achieving a recurring fundraising activation rate of >65% of registered members by 2029\n- Generating $6M in new recurring philanthropic funding into sport via ASF grants and direct funding agreements by 2029\n\n## Values and principles\n\n- Empowering all communities\n- Philanthropic support\n- Sustainable future for sport\n\n## What they will measure themselves on this year (targets from 2025-26 corporate plan)\n\n| Code | Measure | Target | Source |\n|---|---|---|---|\n| CCE01 | Fundraising for sport | Achieve >$165m pa | [CP p.11](https://www.datocms-assets.com/102439/1771994818-asf-corporate-plan-2025-2029_fa.pdf#page=11)(https://www.datocms-assets.com/102439/1771994818-asf-corporate-plan-2025-2029_fa.pdf#page=11) |\n| CCE02 | Registered members | Achieve >11,000 registered members | [CP p.11](https://www.datocms-assets.com/102439/1771994818-asf-corporate-plan-2025-2029_fa.pdf#page=11)(https://www.datocms-assets.com/102439/1771994818-asf-corporate-plan-2025-2029_fa.pdf#page=11) |\n| CCE03 | Fundraising activation rate | Achieve a recurring activation rate of >65% of registered members | [CP p.11](https://www.datocms-assets.com/102439/1771994818-asf-corporate-plan-2025-2029_fa.pdf#page=11)(https://www.datocms-assets.com/102439/1771994818-asf-corporate-plan-2025-2029_fa.pdf#page=11) |\n| CCE04 | Philanthropic funding | Generate $6M in new recurring funding | [CP p.11](https://www.datocms-assets.com/102439/1771994818-asf-corporate-plan-2025-2029_fa.pdf#page=11)(https://www.datocms-assets.com/102439/1771994818-asf-corporate-plan-2025-2029_fa.pdf#page=11) |\n\n## How they performed last year (results from 2024-25 annual report)\n\n| Code | Measure | Result | Status | Source |\n|---|---|---|---|---|\n| CCE01 | Fundraising for sport | $118m | Partially achieved | [AR p.11](https://www.datocms-assets.com/102439/1762396391-asf-annual-report-fy25.pdf#page=11)(https://www.datocms-assets.com/102439/1762396391-asf-annual-report-fy25.pdf#page=11) |\n| CCE02 | Registered members | 6,200 | Partially achieved | [AR p.11](https://www.datocms-assets.com/102439/1762396391-asf-annual-report-fy25.pdf#page=11)(https://www.datocms-assets.com/102439/1762396391-asf-annual-report-fy25.pdf#page=11) |\n| CCE03 | Fundraising activation rate | 60% | Partially achieved | [AR p.11](https://www.datocms-assets.com/102439/1762396391-asf-annual-report-fy25.pdf#page=11)(https://www.datocms-assets.com/102439/1762396391-asf-annual-report-fy25.pdf#page=11) |\n| CCE04 | Philanthropic funding | $1m | Not achieved | [AR p.11](https://www.datocms-assets.com/102439/1762396391-asf-annual-report-fy25.pdf#page=11)(https://www.datocms-assets.com/102439/1762396391-asf-annual-report-fy25.pdf#page=11) |", "strategy_overview_evidence_md": null, "internal_strategy_evidence_md": "# Australian Sports Foundation Limited - Strategy, Performance, and Operating Profile\n\n**Generated at**: 2026-05-09T21:57:03.335938+00:00\n**Entity ID**: O-000871\n**Entity type**: Commonwealth Company\n**Jurisdiction**: Commonwealth\n**Portfolio**: Infrastructure, Transport, Regional Development, \n\nCommunications, Sport and the Arts\n**Website**: http://www.asf.org.au\n\n> Draft generated from scraped source material. Treat this as an evidence pack for editorial review, not a final judgement.\n\n## Source Coverage\n\n| Source type | Count |\n|---|---:|\n| annual-reports | 5 |\n| corporate-plans | 1 |\n| global-intelligence | 3 |\n| other-pdfs | 1 |\n| pages | 5 |\n| strategies | 1 |\n\n## Executive Readout\n\n### Purpose\n\n- D elivered more than $1.1B in fundraising\n$700M in fundraising and philanthropic and philanthropic support to Sport by 2032.\nsupport to Sport by 2030.\n$180M BY FY30\nAccelerating sector-\nwide impact through\nan expanded suite of $250M BY 2032\nHIGH PERFORMANCE CULTURE SPORTS ADVOCACY SPORTS PHILANTHROPY $151M BY FY28 fundraising solutions,\nincreased philanthropic Achievement of\nExpand fundraising\nOur focus on excellence, A focus on linking partners A focus on the impact of contributions, and clear our 2032 ambition.\ncapacity by connecting\ninnovation, and a values-led to our Vision and Mission to sport in making meaningful evidence of sport’s\n$118M BY FY26 sport with more\nculture that drives growth, expand our reach and impact. social change. positive influence\nphilanthropic and\nempowers our people and on health, community\n Source: `strategies/1771994973-asf-strategic-plan-fy26-30.pdf (https://www.datocms-assets.com/102439/1771994973-asf-strategic-plan-fy26-30.pdf)`\n- The Executive Leadership Team ASF’s Risk Management Framework is aligned with: monitors risks that may impact delivery of the and regulatory expectations.\nsupports the CEO in delivering operational outcomes, • AS/NZS ISO 31000 Corporate Plan and long-term objectives.\nmanaging risk, and embedding governance standards\n• the PGPA Act and Rule 2014 Key risks include:\nthroughout ASF’s activities.\n• ASF Risk Management Policy • Fundraising growth and market risk\nTo support effective governance and decision-making,\nRisk management is embedded into strategic • Technology and cybersecurity\nASF has a Finance, Audit and Risk Committee which\nand operational planning, budgeting, project • Regulatory compliance\nreports directly to the Board.\nmanagement, procurement, technology governance,\n• Reputation and stakeholder confidence\n Source: `corporate-plans/2025.pdf (https://www.datocms-assets.com/102439/1771994818-asf-corporate-plan-2025-2029_fa.pdf)`\n- ASFCF\nThe ASF’s Mission is that everyone in Australia,\ncommenced operations on 1 July 2018.\nregardless of background, ability or culture,\nhas access to the health and social benefits of As at 30 June 2021 ASF employed 17 staff (15.9\nsport.\n Source: `annual-reports/2020-21.pdf (https://www.datocms-assets.com/102439/1698643708-asf-annual-report-2020-2021.pdf)`\n- [Page 8]\nCORPORATE PLAN 2025 - 2029\nCORPORATE GOVERNANCE\nAND RISK MANAGEMENT\nGOVERNANCE FRAMEWORK GOVERNANCE PRINCIPLES RISK APPETITE AUDIT AND ASSURANCE\nThe Australian Sports Foundation (ASF) is governed ASF’s governance framework is underpinned by the ASF’s Risk Appetite Statement defines the level of ASF maintains a robust assurance framework including:\nby a Board of Directors, which provides strategic following principles: risk the organisation is willing to accept in pursuing\n• Internal audit\nleadership and oversight in accordance with the its strategic objectives.\n• Integrity and ethical conduct • External financial audits\nCorporations Act 2001, the Public Governance,\nPerformance and Accountability Act 2013 (PGPA Act), • Transparency and accountability Key risk areas include: • Compliance reviews\nand relevant regulatory obligations.\n Source: `corporate-plans/2025.pdf (https://www.datocms-assets.com/102439/1771994818-asf-corporate-plan-2025-2029_fa.pdf)`\n\n### Role and Functions\n\n- Performance 13\nASF EMPLOYEE DATA\nResponsible Minister 50\nAll Ongoing Employees Current Reporting Period (2020-21) Ministerial directions and government policy orders N/A\nMALE FEMALE INDETERMINATE TOTAL Information about Directors 9-12\nTotal - Name 9-12\nFull time Part time Total Male Full time Part time Total Female Full time Part time\nIndeterminate\n- Qualifications 9-12\nNSW 1 - 1 1 - 1 - - - 2\n- Experience 9-12\nQLD 1 - 1 - - - - - - 1\n- Number of meetings attended 3\nSA 1 - 1 - - - - - - 1\n- Executive or non-executive status 41\nTAS - - - - - - - - - -\nOrganisational structure and location 13\nVIC - - - 1 - 1 - - - 1\nWA - - - - - - - - - - Employee statistics 50\nACT 5 - 5 3 4 7 - - - 12 Statement on governance 48\nNT - - - - - - - - - - - Board committees and responsibilities 48\nExternal - - - - - - - - - - - Education and performance review processes 49\nTerritories\n Source: `annual-reports/2020-21.pdf (https://www.datocms-assets.com/102439/1698643708-asf-annual-report-2020-2021.pdf)`\n- SA 1 - 1 - - - - - - 1\nTAS - - - - - - - - - -\nVIC 3 - 3 3 - 3 - - - 6 REQUIREMENT\nWA - - - - - - - - - -\nACT 6 - 6 4 3 7 - - - 13 Purposes 6\nNT - - - - - - - - - -\nPerformance 13\nExternal\n- - - - - - - - - -\nTerritories Responsible Minister 49\nOverseas - - - - - - - - - -\nMinisterial directions and government policy orders N/A\nTotal 11 - 11 8 3 11 - - - 22\nInformation about Directors\n- Name 9-11\nAll Ongoing Employees Previous Report Period (2020-21)\n- Qualifications 9-11\nMALE FEMALE INDETERMINATE TOTAL\n- Experience 9-11\nTotal\nFull time Part time Total Male Full time Part time Total Female Full time Part time - Number of meetings attended 13\nIndeterminate\nNSW 1 - 1 1 - 1 - - - 2 - Executive or non-executive status 39\nQLD 1 - 1 - - - - - - 1 Organisational structure and location 13\nSA 1 - 1 - - - - - - 1\nEmployee statistics 50\nTAS - - - - - - - - - -\nStatement on governance 47\n Source: `annual-reports/2021-22.pdf (https://www.datocms-assets.com/102439/1698643802-asf-annual-report-2021-2022.pdf)`\n- TAS - - - - - - - - - -\nVIC 4 - 4 3 - 3 - - - 7\nREQUIREMENT\nWA - - - - - - - - - -\nACT 5 - 5 4 2 6 - - - 11\nPurposes 6\nNT - - - - - - - - - -\nPerformance 13\nExternal\n- - - - - - - - - -\nTerritories\nResponsible Minister 41\nOverseas - - - - - - - - - -\nTotal 11 - 11 9 3 12 - - - 23 Ministerial directions and government policy orders N/A\nInformation about Directors 9-1 1\nAll ongoing employees previous report period (2021-22)\n- Name 9-11\nMALE FEMALE INDETERMINATE TOTAL - Qualifications 9-11\n- Experience 9-11\nTotal\nFull time Part time Total Male Full time Part time Total Female Full time Part time\nIndeterminate - Number of meetings attended 13\nNSW 1 - 1 - - - - - - 1\n- Executive or non-executive status 35\nQLD - - - 1 - 1 - - - 1\nOrganisational structure and location 13\nSA 1 - 1 - - - - - - 1\nTAS - - - - - - - - - - Employee statistics 42\nVIC 3 - 3 3 - 3 - - - 6 Statement on governance 39\n Source: `annual-reports/2022-23.pdf (https://www.datocms-assets.com/102439/1701730853-40217a_asf-annual-report-fy23.pdf)`\n- MALE FEMALE INDETERMINATE TOTAL\nKEY MANAGEMENT PERSONNEL (KMP) REMUNERATION Total\nFull time Part time Total Male Full time Part time Total Female Full time Part time\nIndeterminate\nNSW 2 - 2 3 - 3 - - - 5\nRemuneration levels of all ASF staff (including KMP) are based on the following factors;\nmarket rate for the role; the employee’s skills, experience and qualifications; and the QLD 1 - 1 - - - - - - 1\nachievement of individual and organisational KPIs.\n Source: `annual-reports/2023-24.pdf (https://www.datocms-assets.com/102439/1730438408-asf-annual-report-fy24.pdf)`\n- REQUIREMENT\nPurposes 6\nPerformance 14\nResponsible Minister 42\nMinisterial directions and government policy orders N/A\nParticulars of non-compliance N/A\nInformation about Directors 9-12\n- Name, qualifications, experience, number of meetings attended 9-12\n- Executive or non-executive status 34\nOrganisational structure and location 13\nEmployee statistics 43\nStatement on governance 40\n- Board committees and responsibilities 40-41\n- Education and performance review processes 41\n- Ethics and risk management policies 41\nRelated entity transactions 34\nSignificant activities and changes affecting the Foundation 14\nJudicial decisions and reviews by outside bodies N/A\nParticulars of any reports on the company N/A\nObtaining information from subsidiaries N/A\nExecutive remuneration 42\nAudit committee 40\nDisclosure requirements for government business enterprises N/A\n Source: `annual-reports/2023-24.pdf (https://www.datocms-assets.com/102439/1730438408-asf-annual-report-fy24.pdf)`\n- Both the ASF Community Sports ■ Performance Culture – Invest in staff\nFinance, Audit & Fund Pty Ltd and the ASFCF had no employees as development and wellbeing to foster ■ Greater need for revenue diversification\nBoard\nDirectors Meetings Risk Committee at 30 June 2025. an inclusive, values-driven, among national and elite-level sports, given\nMeetings\nhigh-performing workforce. pressures on traditional income streams such\nA B A B Location of major activities as sponsorship and government funding; and\nand facilities State of affairs, factors influencing\nGrant O’Brien 2 2 ■ Greater need for communities to replace lost\nperformance, risks and opportunities\nor damaged equipment and infrastructure\nAs at 30 June 2025, the ASF operates from an\nSamantha Pearce 5 6 caused by increased climate events.\noffice based at the Australian Institute of Sport Community sport plays a vital role in social and\n Source: `annual-reports/2024-25.pdf (https://www.datocms-assets.com/102439/1762396391-asf-annual-report-fy25.pdf)`\n\n### Strategic Priorities\n\n- [Page 8]\nCORPORATE PLAN 2025 - 2029\nCORPORATE GOVERNANCE\nAND RISK MANAGEMENT\nGOVERNANCE FRAMEWORK GOVERNANCE PRINCIPLES RISK APPETITE AUDIT AND ASSURANCE\nThe Australian Sports Foundation (ASF) is governed ASF’s governance framework is underpinned by the ASF’s Risk Appetite Statement defines the level of ASF maintains a robust assurance framework including:\nby a Board of Directors, which provides strategic following principles: risk the organisation is willing to accept in pursuing\n• Internal audit\nleadership and oversight in accordance with the its strategic objectives.\n• Integrity and ethical conduct • External financial audits\nCorporations Act 2001, the Public Governance,\nPerformance and Accountability Act 2013 (PGPA Act), • Transparency and accountability Key risk areas include: • Compliance reviews\nand relevant regulatory obligations.\n Source: `corporate-plans/2025.pdf (https://www.datocms-assets.com/102439/1771994818-asf-corporate-plan-2025-2029_fa.pdf)`\n- [Page 7]\ntroper\nlaicnaniF\ntroper\nlaicnaniF\nAUSTRALIAN SPORTS FOUNDATION LIMITED AND CONTROLLED ENTITIES AUSTRALIAN SPORTS FOUNDATION LIMITED AND CONTROLLED ENTITIES\nDIRECTORS’ REPORT FOR THE YEAR ENDED 30 JUNE 2021 DIRECTORS’ REPORT FOR THE YEAR ENDED 30 JUNE 2021\nDIRECTORS’ MEETING ■ raising funds to promote Australian\nGovernment policy of getting more\nFive (5) Directors’ meetings and Five (5) Finance, Australians, more active, more often;\nAudit and Risk Committee meetings were these funds are distributed through ASF\nheld during the financial year.\n Source: `annual-reports/2020-21.pdf (https://www.datocms-assets.com/102439/1698643708-asf-annual-report-2020-2021.pdf)`\n- ASFCF\nThe ASF’s Mission is that everyone in Australia,\ncommenced operations on 1 July 2018.\nregardless of background, ability or culture,\nhas access to the health and social benefits of As at 30 June 2021 ASF employed 17 staff (15.9\nsport.\n Source: `annual-reports/2020-21.pdf (https://www.datocms-assets.com/102439/1698643708-asf-annual-report-2020-2021.pdf)`\n- [pages 7,8,9]\nthat everyone in Australia,\ncommenced operations on 1 July 2018.\nregardless of background, ability or culture,\nhas access to the health and social benefits of As at 30 June 2021 ASF employed 17 staff (15.9\nsport.\n Source: `annual-reports/2020-21.pdf (https://www.datocms-assets.com/102439/1698643708-asf-annual-report-2020-2021.pdf)`\n- At community level, the impact has been 4% in 2020 (although, buoyed by giving to the Pursuant to the Public Governance Performance extent permitted by the Corporations Act 2001.\nno less marked – with thousands of community Australian bushfires) and further to 16% in the and Accountability Act 2013, independent Members\nclubs facing a serious threat to their survival first half of 2021. of the Finance, Audit and Risk Committee are The contract of insurance prohibits disclosure\ndue to a combination of reduced income and appointed following a competitive process and of the nature of the liability and the amount of\nincreased costs.\n Source: `annual-reports/2020-21.pdf (https://www.datocms-assets.com/102439/1698643708-asf-annual-report-2020-2021.pdf)`\n- KEY MANAGEMENT PERSONNEL\nPOST-\nSHORT TERM OTHER LONG-TERM\nEMPLOYMENT\nBENEFITS BENEFITS\n2021 $ 2020 $ BENEFITS\nOther\nPosition Base Superannuation Long service Other long- Termination Total\nName Bonuses benefits and\nTitle Salary1 Contributions leave term benefits benefits Remuneration\nallowances\nKey Management Personnel Remuneration Expense for the Reporting Period\nPatrick\nShort-term employee benefits: Walker CEO 273,390 - - 26,027 9,513 - - 308,931\nSalary 286,275 263,855\nMark\nDirector - - - - - - - -\nStockwell\nLeave accrued 21,075 19,872\nJosh\nDirector - - - - - - - -\nPerformance bonuses - - Liberman\nTotal short-term employee benefits 307,350 283,727 Samantha -\nDirector 16,980 - - 1,613 - - 18,593\nPearce\nKim -\nDirector 16,980 - - 1,613 - - 18,593\nPost-employment benefits: Brennan\nSuperannuation 29,254 26,387 Andrew -\nDirector - - - - - - -\nBaildon\n Source: `annual-reports/2020-21.pdf (https://www.datocms-assets.com/102439/1698643708-asf-annual-report-2020-2021.pdf)`\n- Total financial liabilities 9,367,940 9,393,102\nNOTE 15E LIQUIDITY RISK\nNOTE 15B NET GAINS OR LOSSES ON FINANCIAL ASSETS\nThe Group’s financial liabilities are payables.\n Source: `annual-reports/2020-21.pdf (https://www.datocms-assets.com/102439/1698643708-asf-annual-report-2020-2021.pdf)`\n- Performance 13\nASF EMPLOYEE DATA\nResponsible Minister 50\nAll Ongoing Employees Current Reporting Period (2020-21) Ministerial directions and government policy orders N/A\nMALE FEMALE INDETERMINATE TOTAL Information about Directors 9-12\nTotal - Name 9-12\nFull time Part time Total Male Full time Part time Total Female Full time Part time\nIndeterminate\n- Qualifications 9-12\nNSW 1 - 1 1 - 1 - - - 2\n- Experience 9-12\nQLD 1 - 1 - - - - - - 1\n- Number of meetings attended 3\nSA 1 - 1 - - - - - - 1\n- Executive or non-executive status 41\nTAS - - - - - - - - - -\nOrganisational structure and location 13\nVIC - - - 1 - 1 - - - 1\nWA - - - - - - - - - - Employee statistics 50\nACT 5 - 5 3 4 7 - - - 12 Statement on governance 48\nNT - - - - - - - - - - - Board committees and responsibilities 48\nExternal - - - - - - - - - - - Education and performance review processes 49\nTerritories\n Source: `annual-reports/2020-21.pdf (https://www.datocms-assets.com/102439/1698643708-asf-annual-report-2020-2021.pdf)`\n- The maximum exposure to credit risk is Trade and other payables 23,493,206 9,367,940 23,493,206 9,367,940\nthe risk that arises from potential default of a debtor.\n Source: `annual-reports/2021-22.pdf (https://www.datocms-assets.com/102439/1698643802-asf-annual-report-2021-2022.pdf)`\n- The Group has assessed the risk of the\nTotal expected outflows 23,493,206 9,367,940 23,493,206 9,367,940\ndefault on payment and has allocated $Nil in 2022 (2021: $Nil) to an impairment loss.\n Source: `annual-reports/2021-22.pdf (https://www.datocms-assets.com/102439/1698643802-asf-annual-report-2021-2022.pdf)`\n\n## KPIs, Targets, and Where They Are At\n\n- Federal Government to enable further capacity\nTABLE 1: PERFORMANCE OBJECTIVES\nFUNDRAISING $ ASF MEMBERS FUNDRAISING MATCHMAKING ASF OPERATIONAL\nACTIVATION RATE REVENUES\nKPI Achieve >$165m pa in Achieve >11,000 ASF Achieve a recurring Generate $6m in new Generate annual\nfundraising for sport registered members activation rate of philanthropic funding operating income of\nby 2029 by 2029 >65% of registered into sport via ASF >$9.5m by 2029\nmembers by 2029 grants and direct\nfunding agreements\nFY26 $118m 6,200 60% $1m $6.4m\nFY27 $132m 7,440 62% $3m $7.2m\nFY28 $151m 8,900 62% $4m $8.4m\nFY29 $165M 11,000 65% $6M $9.5M\n10 11\n Source: `corporate-plans/2025.pdf (https://www.datocms-assets.com/102439/1771994818-asf-corporate-plan-2025-2029_fa.pdf)`\n- More broadly, the changing and uncertain economic of societal issues.\nimportance of sport to the Australian culture, nor • Track, measure and report through data-informed environment, and an increasingly volatile geopolitical\n• Greater need for revenue diversification among\nthe many documented health, social and community storytelling, the social impacts achieved environment add to the complex threats to the\nnational and elite-level sports, given pressures on\nbenefits of participating in sport.\n Source: `corporate-plans/2025.pdf (https://www.datocms-assets.com/102439/1771994818-asf-corporate-plan-2025-2029_fa.pdf)`\n- This will\nthe ASF has established ambitious growth targets\nbe achieved through impact reporting that highlights\nand KPI’s as set out below.\n Source: `corporate-plans/2025.pdf (https://www.datocms-assets.com/102439/1771994818-asf-corporate-plan-2025-2029_fa.pdf)`\n- [Page 7]\ntroper\nlaicnaniF\ntroper\nlaicnaniF\nAUSTRALIAN SPORTS FOUNDATION LIMITED AND CONTROLLED ENTITIES AUSTRALIAN SPORTS FOUNDATION LIMITED AND CONTROLLED ENTITIES\nDIRECTORS’ REPORT FOR THE YEAR ENDED 30 JUNE 2021 DIRECTORS’ REPORT FOR THE YEAR ENDED 30 JUNE 2021\nDIRECTORS’ MEETING ■ raising funds to promote Australian\nGovernment policy of getting more\nFive (5) Directors’ meetings and Five (5) Finance, Australians, more active, more often;\nAudit and Risk Committee meetings were these funds are distributed through ASF\nheld during the financial year.\n Source: `annual-reports/2020-21.pdf (https://www.datocms-assets.com/102439/1698643708-asf-annual-report-2020-2021.pdf)`\n- ASFCF\nThe ASF’s Mission is that everyone in Australia,\ncommenced operations on 1 July 2018.\nregardless of background, ability or culture,\nhas access to the health and social benefits of As at 30 June 2021 ASF employed 17 staff (15.9\nsport.\n Source: `annual-reports/2020-21.pdf (https://www.datocms-assets.com/102439/1698643708-asf-annual-report-2020-2021.pdf)`\n- [pages 7,8,9]\nthat everyone in Australia,\ncommenced operations on 1 July 2018.\nregardless of background, ability or culture,\nhas access to the health and social benefits of As at 30 June 2021 ASF employed 17 staff (15.9\nsport.\n Source: `annual-reports/2020-21.pdf (https://www.datocms-assets.com/102439/1698643708-asf-annual-report-2020-2021.pdf)`\n- At community level, the impact has been 4% in 2020 (although, buoyed by giving to the Pursuant to the Public Governance Performance extent permitted by the Corporations Act 2001.\nno less marked – with thousands of community Australian bushfires) and further to 16% in the and Accountability Act 2013, independent Members\nclubs facing a serious threat to their survival first half of 2021. of the Finance, Audit and Risk Committee are The contract of insurance prohibits disclosure\ndue to a combination of reduced income and appointed following a competitive process and of the nature of the liability and the amount of\nincreased costs.\n Source: `annual-reports/2020-21.pdf (https://www.datocms-assets.com/102439/1698643708-asf-annual-report-2020-2021.pdf)`\n- KEY MANAGEMENT PERSONNEL\nPOST-\nSHORT TERM OTHER LONG-TERM\nEMPLOYMENT\nBENEFITS BENEFITS\n2021 $ 2020 $ BENEFITS\nOther\nPosition Base Superannuation Long service Other long- Termination Total\nName Bonuses benefits and\nTitle Salary1 Contributions leave term benefits benefits Remuneration\nallowances\nKey Management Personnel Remuneration Expense for the Reporting Period\nPatrick\nShort-term employee benefits: Walker CEO 273,390 - - 26,027 9,513 - - 308,931\nSalary 286,275 263,855\nMark\nDirector - - - - - - - -\nStockwell\nLeave accrued 21,075 19,872\nJosh\nDirector - - - - - - - -\nPerformance bonuses - - Liberman\nTotal short-term employee benefits 307,350 283,727 Samantha -\nDirector 16,980 - - 1,613 - - 18,593\nPearce\nKim -\nDirector 16,980 - - 1,613 - - 18,593\nPost-employment benefits: Brennan\nSuperannuation 29,254 26,387 Andrew -\nDirector - - - - - - -\nBaildon\n Source: `annual-reports/2020-21.pdf (https://www.datocms-assets.com/102439/1698643708-asf-annual-report-2020-2021.pdf)`\n- Total financial liabilities 9,367,940 9,393,102\nNOTE 15E LIQUIDITY RISK\nNOTE 15B NET GAINS OR LOSSES ON FINANCIAL ASSETS\nThe Group’s financial liabilities are payables.\n Source: `annual-reports/2020-21.pdf (https://www.datocms-assets.com/102439/1698643708-asf-annual-report-2020-2021.pdf)`\n- Performance 13\nASF EMPLOYEE DATA\nResponsible Minister 50\nAll Ongoing Employees Current Reporting Period (2020-21) Ministerial directions and government policy orders N/A\nMALE FEMALE INDETERMINATE TOTAL Information about Directors 9-12\nTotal - Name 9-12\nFull time Part time Total Male Full time Part time Total Female Full time Part time\nIndeterminate\n- Qualifications 9-12\nNSW 1 - 1 1 - 1 - - - 2\n- Experience 9-12\nQLD 1 - 1 - - - - - - 1\n- Number of meetings attended 3\nSA 1 - 1 - - - - - - 1\n- Executive or non-executive status 41\nTAS - - - - - - - - - -\nOrganisational structure and location 13\nVIC - - - 1 - 1 - - - 1\nWA - - - - - - - - - - Employee statistics 50\nACT 5 - 5 3 4 7 - - - 12 Statement on governance 48\nNT - - - - - - - - - - - Board committees and responsibilities 48\nExternal - - - - - - - - - - - Education and performance review processes 49\nTerritories\n Source: `annual-reports/2020-21.pdf (https://www.datocms-assets.com/102439/1698643708-asf-annual-report-2020-2021.pdf)`\n- The maximum exposure to credit risk is Trade and other payables 23,493,206 9,367,940 23,493,206 9,367,940\nthe risk that arises from potential default of a debtor.\n Source: `annual-reports/2021-22.pdf (https://www.datocms-assets.com/102439/1698643802-asf-annual-report-2021-2022.pdf)`\n- The Group has assessed the risk of the\nTotal expected outflows 23,493,206 9,367,940 23,493,206 9,367,940\ndefault on payment and has allocated $Nil in 2022 (2021: $Nil) to an impairment loss.\n Source: `annual-reports/2021-22.pdf (https://www.datocms-assets.com/102439/1698643802-asf-annual-report-2021-2022.pdf)`\n- Financial assets - cash flows realisable\nThe Group assumes that the credit risk on a financial asset has increased significantly if Cash and cash equivalents 31,234,899 17,292,648 31,234,899 17,292,648\nit is more than 30 days past due.\n Source: `annual-reports/2021-22.pdf (https://www.datocms-assets.com/102439/1698643802-asf-annual-report-2021-2022.pdf)`\n- A B\nPOST-EMPLOYMENT OTHER LONG-TERM\nSHORT-TERM BENEFITS\nKim Brennan 4 5 BENEFITS BENEFITS\nRodney Balding 4 5 Other Long Other\nName Position Base Bonuses benefits and Superannuation service long-term Termination Total\nTitle Salary1 Contributions Benefits Remuneration\nJason Agnoletto 5 5 allowances leave benefits\nPatrick\nBob Sellwood 4 5 CEO 263,087 - - 27,273 2,651 - - 293,011\nWalker\nJosh\nA – Number of meetings attended Director - - - - - - - -\nLiberman\nB – Number of meetings eligible to attend during the year\nSamantha\nDirector 16,980 - - 1,698 - - - 18,678\nPearce\nAll members of the Australian Sports Foundation’s Finance, Audit and Risk Committee\nKim\nprovided their services on voluntary basis and received $nil remuneration during 2021- Director 16,980 - - 1,698 - - - 18,678\nBrennan\n22 Financial Year.\n Source: `annual-reports/2021-22.pdf (https://www.datocms-assets.com/102439/1698643802-asf-annual-report-2021-2022.pdf)`\n\n## Key Metrics\n\n| Values found | Evidence | Source |\n|---|---|---|\n| $1.1, $700M, $180M, $250M, $151M, $118M | D elivered more than $1.1B in fundraising\n$700M in fundraising and philanthropic and philanthropic support to Sport by 2032.\nsupport to Sport by 2030.\n$180M BY FY30\nAccelerating sector-\nwide impact through\nan expanded suite of $250M BY 2032\nHIGH PERFORMANCE CULTURE SPORTS ADVOCACY SPORTS PHILANTHROPY $151M BY FY28 fundraising solutions,\nincreased philanthropic Achievement of\nExpand fundraising\nOur focus on excellence, A focus on linking partners | `strategies/1771994973-asf-strategic-plan-fy26-30.pdf (https://www.datocms-assets.com/102439/1771994973-asf-strategic-plan-fy26-30.pdf)` |\n| $1,000 | Purchase of intangibles The ASF is not exempt from Fringe Benefits Tax\nor less) and leases of low value assets are\nappropriate. are recognised at cost in the Consolidated (FBT) and Goods and Services Tax (GST).\nrecognised as incurred as an expense in the\nStatement of Financial Position, except for\nconsolidated statement of comprehensive\npurchases costing less than $1,000 which are\n1.10 ACQUISITION OF ASSETS 1.16 LEASES\nincome. | `annual-reports/2021-22.pdf (https://www.datocms-assets.com/102439/1698643802-asf-annual-report-2021-2022.pdf)` |\n| 29 staff | The number of meetings Pty Ltd has no assets or liabilities. research and insights to showcase impact, and of community sport in promoting physical and\nattended by each Director during the Financial sustaining high service levels across the sector. mental health, and helping our communities\nAs at 30 June 2025 ASF employed 29 staff (28.6 full\nyear is: recover from the challenges of the pandemic;\ntime equivalents). | `annual-reports/2024-25.pdf (https://www.datocms-assets.com/102439/1762396391-asf-annual-report-fy25.pdf)` |\n| 17 staff | ASFCF\nThe ASF’s Mission is that everyone in Australia,\ncommenced operations on 1 July 2018.\nregardless of background, ability or culture,\nhas access to the health and social benefits of As at 30 June 2021 ASF employed 17 staff (15.9\nsport. | `annual-reports/2020-21.pdf (https://www.datocms-assets.com/102439/1698643708-asf-annual-report-2020-2021.pdf)` |\n| 17 staff | [pages 7,8,9]\nthat everyone in Australia,\ncommenced operations on 1 July 2018.\nregardless of background, ability or culture,\nhas access to the health and social benefits of As at 30 June 2021 ASF employed 17 staff (15.9\nsport. | `annual-reports/2020-21.pdf (https://www.datocms-assets.com/102439/1698643708-asf-annual-report-2020-2021.pdf)` |\n| 23 staff | ASFCF commenced operations on 1\nperformance measures include: July 2018.\n■ Driving a substantial growth in the value As at 30 June 2023 ASF employed 23 staff (22.3\nand volume of philanthropic contributions\nfull time equivalents). | `annual-reports/2022-23.pdf (https://www.datocms-assets.com/102439/1701730853-40217a_asf-annual-report-fy23.pdf)` |\n| 23 staff | [pages 7,8]\nASFCF commenced operations on 1\nperformance measures include: July 2018.\n■ Driving a substantial growth in the value As at 30 June 2023 ASF employed 23 staff (22.3\nand volume of philanthropic contributions\nfull time equivalents). | `annual-reports/2022-23.pdf (https://www.datocms-assets.com/102439/1701730853-40217a_asf-annual-report-fy23.pdf)` |\n| $10,160 | As part of her director remuneration, Ms\nGrant\nDirector 15,789 - - 1,658 - - - 17,447\nBrennan received $10,160 in 2022-23 for performing duties as the Chair of the Finance, Audit and O'Brien\nRisk Committee. | `annual-reports/2022-23.pdf (https://www.datocms-assets.com/102439/1701730853-40217a_asf-annual-report-fy23.pdf)` |\n| $165m, $6m, $9.5m, $118m, $1m, $6.4m | Federal Government to enable further capacity\nTABLE 1: PERFORMANCE OBJECTIVES\nFUNDRAISING $ ASF MEMBERS FUNDRAISING MATCHMAKING ASF OPERATIONAL\nACTIVATION RATE REVENUES\nKPI Achieve >$165m pa in Achieve >11,000 ASF Achieve a recurring Generate $6m in new Generate annual\nfundraising for sport registered members activation rate of philanthropic funding operating income of\nby 2029 by 2029 >65% of registered into sport via ASF >$9.5m by 2029\nmembers b | `corporate-plans/2025.pdf (https://www.datocms-assets.com/102439/1771994818-asf-corporate-plan-2025-2029_fa.pdf)` |\n| 17 staff | ASFCF\nThe ASF’s Mission is that everyone in Australia,\ncommenced operations on 1 July 2018.\nregardless of background, ability or culture,\nhas access to the health and social benefits of As at 30 June 2021 ASF employed 17 staff (15.9\nsport. | `annual-reports/2020-21.pdf (https://www.datocms-assets.com/102439/1698643708-asf-annual-report-2020-2021.pdf)` |\n| 17 staff | [pages 7,8,9]\nthat everyone in Australia,\ncommenced operations on 1 July 2018.\nregardless of background, ability or culture,\nhas access to the health and social benefits of As at 30 June 2021 ASF employed 17 staff (15.9\nsport. | `annual-reports/2020-21.pdf (https://www.datocms-assets.com/102439/1698643708-asf-annual-report-2020-2021.pdf)` |\n| 23 staff | ASFCF commenced operations on 1\nperformance measures include: July 2018.\n■ Driving a substantial growth in the value As at 30 June 2023 ASF employed 23 staff (22.3\nand volume of philanthropic contributions\nfull time equivalents). | `annual-reports/2022-23.pdf (https://www.datocms-assets.com/102439/1701730853-40217a_asf-annual-report-fy23.pdf)` |\n| 23 staff | [pages 7,8]\nASFCF commenced operations on 1\nperformance measures include: July 2018.\n■ Driving a substantial growth in the value As at 30 June 2023 ASF employed 23 staff (22.3\nand volume of philanthropic contributions\nfull time equivalents). | `annual-reports/2022-23.pdf (https://www.datocms-assets.com/102439/1701730853-40217a_asf-annual-report-fy23.pdf)` |\n\n## Key Achievements\n\n- [pages 3,4,5,6,7]\nher development opportunities that will stay with Ella as she\nalignment with governments, peak bodies in a high-performance environment and gave continues to progress in cycling.\nand partners to embed fundraising as a core her valuable experience at the elite level.\nrevenue stream for sport. asf.org.au/campaigns/ella-liang\nThe international campaign helped Ella build\nThrough Sports Philanthropy, we will resilience, confidence and independence.\nstrengthen donor engagement, highlight the Professor Sarah Kelly OAM She worked closely with coaches, staff and\nsocial impact of giving, and progress the case Chair, teammates, gaining a deeper understanding\nfor Charitable Status for Community Sport.\n Source: `strategies/1771994973-asf-strategic-plan-fy26-30.pdf (https://www.datocms-assets.com/102439/1771994973-asf-strategic-plan-fy26-30.pdf)`\n- MALE FEMALE INDETERMINATE TOTAL\nKEY MANAGEMENT PERSONNEL (KMP) REMUNERATION Total\nFull time Part time Total Male Full time Part time Total Female Full time Part time\nIndeterminate\nNSW 2 - 2 3 - 3 - - - 5\nRemuneration levels of all ASF staff (including KMP) are based on the following factors;\nmarket rate for the role; the employee’s skills, experience and qualifications; and the QLD 1 - 1 - - - - - - 1\nachievement of individual and organisational KPIs.\n Source: `annual-reports/2023-24.pdf (https://www.datocms-assets.com/102439/1730438408-asf-annual-report-fy24.pdf)`\n- D elivered more than $1.1B in fundraising\n$700M in fundraising and philanthropic and philanthropic support to Sport by 2032.\nsupport to Sport by 2030.\n$180M BY FY30\nAccelerating sector-\nwide impact through\nan expanded suite of $250M BY 2032\nHIGH PERFORMANCE CULTURE SPORTS ADVOCACY SPORTS PHILANTHROPY $151M BY FY28 fundraising solutions,\nincreased philanthropic Achievement of\nExpand fundraising\nOur focus on excellence, A focus on linking partners A focus on the impact of contributions, and clear our 2032 ambition.\ncapacity by connecting\ninnovation, and a values-led to our Vision and Mission to sport in making meaningful evidence of sport’s\n$118M BY FY26 sport with more\nculture that drives growth, expand our reach and impact. social change. positive influence\nphilanthropic and\nempowers our people and on health, community\n Source: `strategies/1771994973-asf-strategic-plan-fy26-30.pdf (https://www.datocms-assets.com/102439/1771994973-asf-strategic-plan-fy26-30.pdf)`\n- [Page 22]\n42 43\ntRopeR\nlaicnaniF\ntRopeR\nlaicnaniF\nKey management personnel (KMP) renumeration ASF employee data\nRemuneration levels of all ASF staff (including KMP) are based on the following factors; All ongoing employees current reporting period (2024-25)\nmarket rate for the role; the employee’s skills, experience and qualifications; and the\nMALE FEMALE INDETERMINATE TOTAL\nachievement of individual and organisational KPIs.\n Source: `annual-reports/2024-25.pdf (https://www.datocms-assets.com/102439/1762396391-asf-annual-report-fy25.pdf)`\n- Statement of comprehensive income\nAssets expected to be recovered in:\n2024 $ 2023 $\nNo more than 12 months\nCash and cash equivalents 26,144,364 20,261,451\nNet contribution by services (393,587) (3,599,840)\nTrade and other receivables 1,781,858 1,994,226\nSurplus/(deficit) on continuing operations (393,587) (3,599,840)\nPrepayments 170,924 140,649\nTotal comprehensive income/(loss) attributable to the Australian Government (393,587) (3,599,840)\nWork in progress 241,364 378,048\nTotal no more than 12 months 28,338,510 22,774,374 Statement of financial position\n2024 $ 2023 $\nMore than 12 months\nCurrent assets 25,733,738 19,726,188\nPlant and equipment 54,990 28,876\nNon-current assets 748,678 702,574\nComputer hardware 32,216 33,210\nTotal assets 26,482,416 20,428,762\nIntangibles 325,109 224,037\nRight of Use assets 94,998 38,402\nCurrent liabilities 21,858,853 15,469,454\n Source: `annual-reports/2023-24.pdf (https://www.datocms-assets.com/102439/1730438408-asf-annual-report-fy24.pdf)`\n- Statement of Comprehensive Income\nAssets expected to be recovered in:\n2025 $ 2024 $\nNo more than 12 months\nCash and cash equivalents 23,152,019 26,144,364 Net contribution by services (666,051) (393,587)\nTrade and other receivables 2,220,021 1,781,858 Surplus/(deficit) on continuing operations (666,051) (393,587)\nPrepayments 103,461 170,924 Total comprehensive income/(loss) attributable to the Australian Government (666,051) (393,587)\nWork in progress - 241,364\nStatement of Financial Position\nTotal no more than 12 months 25,475,501 28,338,510\n2025 $ 2024 $\nMore than 12 months\nCurrent assets 23,790,243 25,733,738\nPlant and equipment 50,877 54,990\nNon-current assets 863,590 748,678\nComputer hardware 37,594 32,216\nTotal assets 24,653,833 26,482,416\nIntangibles 380,553 325,109\nRight-of-use assets 394,566 94,998\nCurrent liabilities 20,377,735 21,858,853\n Source: `annual-reports/2024-25.pdf (https://www.datocms-assets.com/102439/1762396391-asf-annual-report-fy25.pdf)`\n- [Page 7]\ntroper\nlaicnaniF\ntroper\nlaicnaniF\nAUSTRALIAN SPORTS FOUNDATION LIMITED AND CONTROLLED ENTITIES AUSTRALIAN SPORTS FOUNDATION LIMITED AND CONTROLLED ENTITIES\nDIRECTORS’ REPORT FOR THE YEAR ENDED 30 JUNE 2021 DIRECTORS’ REPORT FOR THE YEAR ENDED 30 JUNE 2021\nDIRECTORS’ MEETING ■ raising funds to promote Australian\nGovernment policy of getting more\nFive (5) Directors’ meetings and Five (5) Finance, Australians, more active, more often;\nAudit and Risk Committee meetings were these funds are distributed through ASF\nheld during the financial year.\n Source: `annual-reports/2020-21.pdf (https://www.datocms-assets.com/102439/1698643708-asf-annual-report-2020-2021.pdf)`\n- ASFCF\nThe ASF’s Mission is that everyone in Australia,\ncommenced operations on 1 July 2018.\nregardless of background, ability or culture,\nhas access to the health and social benefits of As at 30 June 2021 ASF employed 17 staff (15.9\nsport.\n Source: `annual-reports/2020-21.pdf (https://www.datocms-assets.com/102439/1698643708-asf-annual-report-2020-2021.pdf)`\n- [pages 7,8,9]\nthat everyone in Australia,\ncommenced operations on 1 July 2018.\nregardless of background, ability or culture,\nhas access to the health and social benefits of As at 30 June 2021 ASF employed 17 staff (15.9\nsport.\n Source: `annual-reports/2020-21.pdf (https://www.datocms-assets.com/102439/1698643708-asf-annual-report-2020-2021.pdf)`\n- At community level, the impact has been 4% in 2020 (although, buoyed by giving to the Pursuant to the Public Governance Performance extent permitted by the Corporations Act 2001.\nno less marked – with thousands of community Australian bushfires) and further to 16% in the and Accountability Act 2013, independent Members\nclubs facing a serious threat to their survival first half of 2021. of the Finance, Audit and Risk Committee are The contract of insurance prohibits disclosure\ndue to a combination of reduced income and appointed following a competitive process and of the nature of the liability and the amount of\nincreased costs.\n Source: `annual-reports/2020-21.pdf (https://www.datocms-assets.com/102439/1698643708-asf-annual-report-2020-2021.pdf)`\n- KEY MANAGEMENT PERSONNEL\nPOST-\nSHORT TERM OTHER LONG-TERM\nEMPLOYMENT\nBENEFITS BENEFITS\n2021 $ 2020 $ BENEFITS\nOther\nPosition Base Superannuation Long service Other long- Termination Total\nName Bonuses benefits and\nTitle Salary1 Contributions leave term benefits benefits Remuneration\nallowances\nKey Management Personnel Remuneration Expense for the Reporting Period\nPatrick\nShort-term employee benefits: Walker CEO 273,390 - - 26,027 9,513 - - 308,931\nSalary 286,275 263,855\nMark\nDirector - - - - - - - -\nStockwell\nLeave accrued 21,075 19,872\nJosh\nDirector - - - - - - - -\nPerformance bonuses - - Liberman\nTotal short-term employee benefits 307,350 283,727 Samantha -\nDirector 16,980 - - 1,613 - - 18,593\nPearce\nKim -\nDirector 16,980 - - 1,613 - - 18,593\nPost-employment benefits: Brennan\nSuperannuation 29,254 26,387 Andrew -\nDirector - - - - - - -\nBaildon\n Source: `annual-reports/2020-21.pdf (https://www.datocms-assets.com/102439/1698643708-asf-annual-report-2020-2021.pdf)`\n- Total financial liabilities 9,367,940 9,393,102\nNOTE 15E LIQUIDITY RISK\nNOTE 15B NET GAINS OR LOSSES ON FINANCIAL ASSETS\nThe Group’s financial liabilities are payables.\n Source: `annual-reports/2020-21.pdf (https://www.datocms-assets.com/102439/1698643708-asf-annual-report-2020-2021.pdf)`\n\n## Key Issues, Risks, and Recommendations\n\n- [Page 7]\ntroper\nlaicnaniF\ntroper\nlaicnaniF\nAUSTRALIAN SPORTS FOUNDATION LIMITED AND CONTROLLED ENTITIES AUSTRALIAN SPORTS FOUNDATION LIMITED AND CONTROLLED ENTITIES\nDIRECTORS’ REPORT FOR THE YEAR ENDED 30 JUNE 2021 DIRECTORS’ REPORT FOR THE YEAR ENDED 30 JUNE 2021\nDIRECTORS’ MEETING ■ raising funds to promote Australian\nGovernment policy of getting more\nFive (5) Directors’ meetings and Five (5) Finance, Australians, more active, more often;\nAudit and Risk Committee meetings were these funds are distributed through ASF\nheld during the financial year.\n Source: `annual-reports/2020-21.pdf (https://www.datocms-assets.com/102439/1698643708-asf-annual-report-2020-2021.pdf)`\n- At community level, the impact has been 4% in 2020 (although, buoyed by giving to the Pursuant to the Public Governance Performance extent permitted by the Corporations Act 2001.\nno less marked – with thousands of community Australian bushfires) and further to 16% in the and Accountability Act 2013, independent Members\nclubs facing a serious threat to their survival first half of 2021. of the Finance, Audit and Risk Committee are The contract of insurance prohibits disclosure\ndue to a combination of reduced income and appointed following a competitive process and of the nature of the liability and the amount of\nincreased costs.\n Source: `annual-reports/2020-21.pdf (https://www.datocms-assets.com/102439/1698643708-asf-annual-report-2020-2021.pdf)`\n- Performance 13\nASF EMPLOYEE DATA\nResponsible Minister 50\nAll Ongoing Employees Current Reporting Period (2020-21) Ministerial directions and government policy orders N/A\nMALE FEMALE INDETERMINATE TOTAL Information about Directors 9-12\nTotal - Name 9-12\nFull time Part time Total Male Full time Part time Total Female Full time Part time\nIndeterminate\n- Qualifications 9-12\nNSW 1 - 1 1 - 1 - - - 2\n- Experience 9-12\nQLD 1 - 1 - - - - - - 1\n- Number of meetings attended 3\nSA 1 - 1 - - - - - - 1\n- Executive or non-executive status 41\nTAS - - - - - - - - - -\nOrganisational structure and location 13\nVIC - - - 1 - 1 - - - 1\nWA - - - - - - - - - - Employee statistics 50\nACT 5 - 5 3 4 7 - - - 12 Statement on governance 48\nNT - - - - - - - - - - - Board committees and responsibilities 48\nExternal - - - - - - - - - - - Education and performance review processes 49\nTerritories\n Source: `annual-reports/2020-21.pdf (https://www.datocms-assets.com/102439/1698643708-asf-annual-report-2020-2021.pdf)`\n- A B\nPOST-EMPLOYMENT OTHER LONG-TERM\nSHORT-TERM BENEFITS\nKim Brennan 4 5 BENEFITS BENEFITS\nRodney Balding 4 5 Other Long Other\nName Position Base Bonuses benefits and Superannuation service long-term Termination Total\nTitle Salary1 Contributions Benefits Remuneration\nJason Agnoletto 5 5 allowances leave benefits\nPatrick\nBob Sellwood 4 5 CEO 263,087 - - 27,273 2,651 - - 293,011\nWalker\nJosh\nA – Number of meetings attended Director - - - - - - - -\nLiberman\nB – Number of meetings eligible to attend during the year\nSamantha\nDirector 16,980 - - 1,698 - - - 18,678\nPearce\nAll members of the Australian Sports Foundation’s Finance, Audit and Risk Committee\nKim\nprovided their services on voluntary basis and received $nil remuneration during 2021- Director 16,980 - - 1,698 - - - 18,678\nBrennan\n22 Financial Year.\n Source: `annual-reports/2021-22.pdf (https://www.datocms-assets.com/102439/1698643802-asf-annual-report-2021-2022.pdf)`\n- SA 1 - 1 - - - - - - 1\nTAS - - - - - - - - - -\nVIC 3 - 3 3 - 3 - - - 6 REQUIREMENT\nWA - - - - - - - - - -\nACT 6 - 6 4 3 7 - - - 13 Purposes 6\nNT - - - - - - - - - -\nPerformance 13\nExternal\n- - - - - - - - - -\nTerritories Responsible Minister 49\nOverseas - - - - - - - - - -\nMinisterial directions and government policy orders N/A\nTotal 11 - 11 8 3 11 - - - 22\nInformation about Directors\n- Name 9-11\nAll Ongoing Employees Previous Report Period (2020-21)\n- Qualifications 9-11\nMALE FEMALE INDETERMINATE TOTAL\n- Experience 9-11\nTotal\nFull time Part time Total Male Full time Part time Total Female Full time Part time - Number of meetings attended 13\nIndeterminate\nNSW 1 - 1 1 - 1 - - - 2 - Executive or non-executive status 39\nQLD 1 - 1 - - - - - - 1 Organisational structure and location 13\nSA 1 - 1 - - - - - - 1\nEmployee statistics 50\nTAS - - - - - - - - - -\nStatement on governance 47\n Source: `annual-reports/2021-22.pdf (https://www.datocms-assets.com/102439/1698643802-asf-annual-report-2021-2022.pdf)`\n- [Page 21]\n40 41\ntRopeR\nlaicnaniF\ntRopeR\nlaicnaniF\nThe independent members of the Finance, Audit and Risk Committee during the year were Mr PRIVACY AND DATA MANAGEMENT\nRodney Balding (resigned 16 May 2023), Mr Jason Agnoletto (resigned 30 August 2022), Mr Bob\nThe Group’s Privacy Policy can be found on its website and complies with Privacy Breach\nSellwood, Ms Bronwyn Atkinson (appointed 15 January 2023) and Ms Sarah Adam-Gedge (appointed\nNotification Law.\n Source: `annual-reports/2022-23.pdf (https://www.datocms-assets.com/102439/1701730853-40217a_asf-annual-report-fy23.pdf)`\n- As part of her director remuneration, Ms\nGrant\nDirector 15,789 - - 1,658 - - - 17,447\nBrennan received $10,160 in 2022-23 for performing duties as the Chair of the Finance, Audit and O'Brien\nRisk Committee.\n Source: `annual-reports/2022-23.pdf (https://www.datocms-assets.com/102439/1701730853-40217a_asf-annual-report-fy23.pdf)`\n- Total 358,478 - - 39,872 5,279 - - 403,629\nThe charter of Australian Sports Foundation’s Finance, Audit and Risk Committee can be found in the\nNotes: 1 - Base salary amounts are ‘fixed’ and include movements in the annual leave accrual for executive staff.\n Source: `annual-reports/2022-23.pdf (https://www.datocms-assets.com/102439/1701730853-40217a_asf-annual-report-fy23.pdf)`\n- The independent members of the Finance, Audit and Risk Committee during the year were Mr Bob ETHICS AND RISK MANAGEMENT POLICIES\nSellwood (resigned on 22 May 2024), Ms Sarah Adam-Gedge (resigned on 22 May 2024), Ms Bronwyn\nThe Group maintains appropriate ethics and risk management policies to assist in the administration\nAtkinson, and Mr Mitch Frost (appointed on 1 November 2023).\nof the activities and practices and these are subject to regular review.\n Source: `annual-reports/2023-24.pdf (https://www.datocms-assets.com/102439/1730438408-asf-annual-report-fy24.pdf)`\n- REQUIREMENT\nPurposes 6\nPerformance 14\nResponsible Minister 42\nMinisterial directions and government policy orders N/A\nParticulars of non-compliance N/A\nInformation about Directors 9-12\n- Name, qualifications, experience, number of meetings attended 9-12\n- Executive or non-executive status 34\nOrganisational structure and location 13\nEmployee statistics 43\nStatement on governance 40\n- Board committees and responsibilities 40-41\n- Education and performance review processes 41\n- Ethics and risk management policies 41\nRelated entity transactions 34\nSignificant activities and changes affecting the Foundation 14\nJudicial decisions and reviews by outside bodies N/A\nParticulars of any reports on the company N/A\nObtaining information from subsidiaries N/A\nExecutive remuneration 42\nAudit committee 40\nDisclosure requirements for government business enterprises N/A\n Source: `annual-reports/2023-24.pdf (https://www.datocms-assets.com/102439/1730438408-asf-annual-report-fy24.pdf)`\n- Board from 2011 to 2021, Chaired the Maters’\nin stakeholder engagement, business integrity, sponsorship and women’s sports\nEndowment Fund, Cycling Queensland Board from Mr Hallam was appointed to the Board as Director\ndevelopment, and innovation. commercialisation, Professor Kelly was Awarded\n2006 to 2008, the Moreton Bay Colleges Board of the ASF on 27 February 2025 and as Chair\nthe Medal of the Order of Australia in 2021 for\nof Governors, Chair of The Moreton Bay Colleges’ Ms Thiele was appointed to the Board as of the Finance, Audit and Risk Committee.\nher contributions to sports administration and\nFoundation from 2015 to 2024.\n Source: `annual-reports/2024-25.pdf (https://www.datocms-assets.com/102439/1762396391-asf-annual-report-fy25.pdf)`\n- [pages 6,7]\ngagement, business integrity, sponsorship and women’s sports\nEndowment Fund, Cycling Queensland Board from Mr Hallam was appointed to the Board as Director\ndevelopment, and innovation. commercialisation, Professor Kelly was Awarded\n2006 to 2008, the Moreton Bay Colleges Board of the ASF on 27 February 2025 and as Chair\nthe Medal of the Order of Australia in 2021 for\nof Governors, Chair of The Moreton Bay Colleges’ Ms Thiele was appointed to the Board as of the Finance, Audit and Risk Committee.\nher contributions to sports administration and\nFoundation from 2015 to 2024.\n Source: `annual-reports/2024-25.pdf (https://www.datocms-assets.com/102439/1762396391-asf-annual-report-fy25.pdf)`\n- Both the ASF Community Sports ■ Performance Culture – Invest in staff\nFinance, Audit & Fund Pty Ltd and the ASFCF had no employees as development and wellbeing to foster ■ Greater need for revenue diversification\nBoard\nDirectors Meetings Risk Committee at 30 June 2025. an inclusive, values-driven, among national and elite-level sports, given\nMeetings\nhigh-performing workforce. pressures on traditional income streams such\nA B A B Location of major activities as sponsorship and government funding; and\nand facilities State of affairs, factors influencing\nGrant O’Brien 2 2 ■ Greater need for communities to replace lost\nperformance, risks and opportunities\nor damaged equipment and infrastructure\nAs at 30 June 2025, the ASF operates from an\nSamantha Pearce 5 6 caused by increased climate events.\noffice based at the Australian Institute of Sport Community sport plays a vital role in social and\n Source: `annual-reports/2024-25.pdf (https://www.datocms-assets.com/102439/1762396391-asf-annual-report-fy25.pdf)`\n- [Page 21]\n40 41\ntRopeR\nlaicnaniF\ntRopeR\nlaicnaniF\nAPPENDIX A: CORPORATE\nCommittee meetings\nGOVERNANCE STATEMENT ASF Finance, Audit & Risk\nCommittee Members Committee Meetings\nA B\nKim Brennan 4 4\nCorporate structure\nTony Hallam 1 1\nThe Australian Sports Foundation is governed by a Memorandum and Articles of Association, the current\nBronwyn Atkinson 5 5\nversion of which was adopted by resolution of the members on 20 April 1998.\n Source: `annual-reports/2024-25.pdf (https://www.datocms-assets.com/102439/1762396391-asf-annual-report-fy25.pdf)`\n\n## Corporate Values and Operating Culture\n\n- [Page 8]\nCORPORATE PLAN 2025 - 2029\nCORPORATE GOVERNANCE\nAND RISK MANAGEMENT\nGOVERNANCE FRAMEWORK GOVERNANCE PRINCIPLES RISK APPETITE AUDIT AND ASSURANCE\nThe Australian Sports Foundation (ASF) is governed ASF’s governance framework is underpinned by the ASF’s Risk Appetite Statement defines the level of ASF maintains a robust assurance framework including:\nby a Board of Directors, which provides strategic following principles: risk the organisation is willing to accept in pursuing\n• Internal audit\nleadership and oversight in accordance with the its strategic objectives.\n• Integrity and ethical conduct • External financial audits\nCorporations Act 2001, the Public Governance,\nPerformance and Accountability Act 2013 (PGPA Act), • Transparency and accountability Key risk areas include: • Compliance reviews\nand relevant regulatory obligations.\n Source: `corporate-plans/2025.pdf (https://www.datocms-assets.com/102439/1771994818-asf-corporate-plan-2025-2029_fa.pdf)`\n- Its findings provide a baseline for enhancing service delivery and effectiveness.\nmini-card, small-h-img\ntrue\nsec-spacing\nsection-none\nsec-spacing-bottom\nsection-padding-between\nstyle\ndefault\nCONNECT\nWITH US\nfalse\nX\nlp-x\nhttps://x.com/wbg_gov\nSubscribe to our monthly newsletter\nWorld Bank Governance Global Department\nThe latest news, publications, and events on institutions, good governance, GovTech, open government, procurement, anticorruption, public finance, accountability & more.\nfalse\nGovernance Update|SVC123\nfalse\nTopic Expert\nArturo Herrera\nhttps://www.worldbank.org/en/about/people/a/arturo-herrera-gutierrez\ndefault alt\nDirector, Governance Global Department, World Bank\nmini-card\nmini-card\nView All Experts\nGovernance Contact\nLara Saade\nlsaade@worldbank.org\nsec-swoosh\nsec-swoosh-type11\nstyle\ngrid, bg-neutrals-20, stay-connected\nsec-spacing\nsection-none\nsec-spacing-bottom\n Source: `global-intelligence/source-text/association-worldbank.org-governance.txt`\n- In 2020-21 in respect of a contract insuring the Directors\nearly 2020 has had a dramatic impact on sport Giving Index: A timely examination of giving in the number of Board members increased to 7 and Officers against liability incurred as such a\nat all levels, including the professional codes Australia), FY21 marked the biggest downturn from 6 members in the prior year.\n Source: `annual-reports/2020-21.pdf (https://www.datocms-assets.com/102439/1698643708-asf-annual-report-2020-2021.pdf)`\n- At community level, the impact has been 4% in 2020 (although, buoyed by giving to the Pursuant to the Public Governance Performance extent permitted by the Corporations Act 2001.\nno less marked – with thousands of community Australian bushfires) and further to 16% in the and Accountability Act 2013, independent Members\nclubs facing a serious threat to their survival first half of 2021. of the Finance, Audit and Risk Committee are The contract of insurance prohibits disclosure\ndue to a combination of reduced income and appointed following a competitive process and of the nature of the liability and the amount of\nincreased costs.\n Source: `annual-reports/2020-21.pdf (https://www.datocms-assets.com/102439/1698643708-asf-annual-report-2020-2021.pdf)`\n- KEY MANAGEMENT PERSONNEL\nPOST-\nSHORT TERM OTHER LONG-TERM\nEMPLOYMENT\nBENEFITS BENEFITS\n2021 $ 2020 $ BENEFITS\nOther\nPosition Base Superannuation Long service Other long- Termination Total\nName Bonuses benefits and\nTitle Salary1 Contributions leave term benefits benefits Remuneration\nallowances\nKey Management Personnel Remuneration Expense for the Reporting Period\nPatrick\nShort-term employee benefits: Walker CEO 273,390 - - 26,027 9,513 - - 308,931\nSalary 286,275 263,855\nMark\nDirector - - - - - - - -\nStockwell\nLeave accrued 21,075 19,872\nJosh\nDirector - - - - - - - -\nPerformance bonuses - - Liberman\nTotal short-term employee benefits 307,350 283,727 Samantha -\nDirector 16,980 - - 1,613 - - 18,593\nPearce\nKim -\nDirector 16,980 - - 1,613 - - 18,593\nPost-employment benefits: Brennan\nSuperannuation 29,254 26,387 Andrew -\nDirector - - - - - - -\nBaildon\n Source: `annual-reports/2020-21.pdf (https://www.datocms-assets.com/102439/1698643708-asf-annual-report-2020-2021.pdf)`\n- A B\nPOST-EMPLOYMENT OTHER LONG-TERM\nSHORT-TERM BENEFITS\nKim Brennan 4 5 BENEFITS BENEFITS\nRodney Balding 4 5 Other Long Other\nName Position Base Bonuses benefits and Superannuation service long-term Termination Total\nTitle Salary1 Contributions Benefits Remuneration\nJason Agnoletto 5 5 allowances leave benefits\nPatrick\nBob Sellwood 4 5 CEO 263,087 - - 27,273 2,651 - - 293,011\nWalker\nJosh\nA – Number of meetings attended Director - - - - - - - -\nLiberman\nB – Number of meetings eligible to attend during the year\nSamantha\nDirector 16,980 - - 1,698 - - - 18,678\nPearce\nAll members of the Australian Sports Foundation’s Finance, Audit and Risk Committee\nKim\nprovided their services on voluntary basis and received $nil remuneration during 2021- Director 16,980 - - 1,698 - - - 18,678\nBrennan\n22 Financial Year.\n Source: `annual-reports/2021-22.pdf (https://www.datocms-assets.com/102439/1698643802-asf-annual-report-2021-2022.pdf)`\n- ASFCF commenced operations on 1\nperformance measures include: July 2018.\n■ Driving a substantial growth in the value As at 30 June 2023 ASF employed 23 staff (22.3\nand volume of philanthropic contributions\nfull time equivalents).\n Source: `annual-reports/2022-23.pdf (https://www.datocms-assets.com/102439/1701730853-40217a_asf-annual-report-fy23.pdf)`\n- [pages 7,8]\nASFCF commenced operations on 1\nperformance measures include: July 2018.\n■ Driving a substantial growth in the value As at 30 June 2023 ASF employed 23 staff (22.3\nand volume of philanthropic contributions\nfull time equivalents).\n Source: `annual-reports/2022-23.pdf (https://www.datocms-assets.com/102439/1701730853-40217a_asf-annual-report-fy23.pdf)`\n\n## Global Ideas and Case Study Inputs\n\nGlobal source texts are available for later idea synthesis:\n- `global-intelligence/source-text/association-worldbank.org-governance.txt`\n- `global-intelligence/source-text/consulting-deloitte.com-government-public.txt`\n- `global-intelligence/source-text/university-ash.harvard.edu-Harvard-Kennedy-School-Ash-Center.txt`\n\n## Source Artifacts Used\n\n- `corporate-plans/2025.pdf` - corporate-plans - https://www.datocms-assets.com/102439/1771994818-asf-corporate-plan-2025-2029_fa.pdf\n- `annual-reports/2020-21.pdf` - annual-reports - https://www.datocms-assets.com/102439/1698643708-asf-annual-report-2020-2021.pdf\n- `annual-reports/2021-22.pdf` - annual-reports - https://www.datocms-assets.com/102439/1698643802-asf-annual-report-2021-2022.pdf\n- `annual-reports/2022-23.pdf` - annual-reports - https://www.datocms-assets.com/102439/1701730853-40217a_asf-annual-report-fy23.pdf\n- `annual-reports/2023-24.pdf` - annual-reports - https://www.datocms-assets.com/102439/1730438408-asf-annual-report-fy24.pdf\n- `annual-reports/2024-25.pdf` - annual-reports - https://www.datocms-assets.com/102439/1762396391-asf-annual-report-fy25.pdf\n- `strategies/1771994973-asf-strategic-plan-fy26-30.pdf` - strategies - https://www.datocms-assets.com/102439/1771994973-asf-strategic-plan-fy26-30.pdf\n- `pages/annual-reports-index.html` - pages - https://asf.org.au/about/annual-report/\n- `pages/contact.html` - pages - http://www.asf.org.au/contact-us\n- `pages/homepage.html` - pages - http://www.asf.org.au\n- `pages/news-latest.html` - pages - http://www.asf.org.au/resources/news\n- `pages/priorities-index.html` - pages - http://www.asf.org.au/what-we-do\n- `global-intelligence/source-text/association-worldbank.org-governance.txt` - global-intelligence - local file\n- `global-intelligence/source-text/consulting-deloitte.com-government-public.txt` - global-intelligence - local file\n- `global-intelligence/source-text/university-ash.harvard.edu-Harvard-Kennedy-School-Ash-Center.txt` - global-intelligence - local file\n- `other-pdfs/1757478632-far-committee-charter-may-2025.pdf` - other-pdfs - https://www.datocms-assets.com/102439/1757478632-far-committee-charter-may-2025.pdf\n\n## Gaps To Fix\n\n- No major source gaps detected by the deterministic checks.", "legislation_md": "# Australian Sports Foundation Limited — Legislation Administered\n\n**Generated**: 2026-05-13T03:23:01+00:00\n**Source**: LLM extraction (nova-micro) from latest annual report and corporate plan\n**Tokens**: 28,813 in / 280 out · cost: $0.00105\n\n> Acts and instruments this entity administers or has primary responsibility for.\n> Excludes generic gov-wide compliance Acts (PGPA, Public Service Act, FOI, Privacy, etc.).\n\n**Source documents fed to the model**:\n- Annual report: `annual-reports\\2024-25.txt`\n- Corporate plan: `corporate-plans\\2025.txt`\n\n## 3 laws administered\n\n| Title | Year | Type | What this entity does under it |\n|---|---|---|---|\n| [Australian Sports Commission Act 1989](https://www.legislation.gov.au/series/C2004A03388) | 1989 | Act | The entity was established under this Act to raise money for the development of Australian sport. |\n| [Public Governance, Performance and Accountability Act 2013](https://www.legislation.gov.au/series/C2015A00010) | 2013 | Act | The entity is subject to this Act, which outlines governance and accountability requirements for Commonwealth entities. |\n| [Corporations Act 2001](https://www.legislation.gov.au/series/C2004A00244) | 2001 | Act | The entity is incorporated under this Act as a company limited by guarantee. |", "global_initiatives_md": "# Australian Sports Foundation Limited — Global Initiatives Catalogue\n\n## Focus areas\n- Fundraising\n- Sport Advocacy\n- Sports Philanthropy\n- Operational Excellence\n\n## Fundraising\n\n### Sport Fundraising Initiative\n**Jurisdiction**: United Kingdom\n**Run by**: Sport England\n**Year**: 1994\n**Status**: Active\n**What it does (2–3 sentences)**: Sport England leads the national strategy for sport and physical activity in England, working to increase participation and funding for grassroots sport.\n**Why it matters to Australia**: The initiative's structured approach to increasing funding and participation in grassroots sports can provide valuable insights for the ASF’s fundraising strategies.\n**Find more**: [Sport England Fundraising](https://www.google.com/search?q=Sport+England+Fundraising)\n\n### National Philanthropy Day\n**Jurisdiction**: United States\n**Run by**: National Philanthropy Day\n**Year**: 2006\n**Status**: Active\n**What it does (2–3 sentences)**: National Philanthropy Day encourages Americans to give to charities, including sports organizations, fostering a culture of giving and community support.\n**Why it matters to Australia**: This initiative highlights the importance of community engagement and philanthropy, which could inspire similar grassroots fundraising campaigns in Australia.\n**Find more**: [National Philanthropy Day](https://www.google.com/search?q=National+Philanthropy+Day)\n\n### Sport for Development and Peace\n**Jurisdiction**: United Nations\n**Run by**: United Nations\n**Year**: 2000\n**Status**: Active\n**What it does (2–3 sentences)**: The United Nations leverages sport as a tool for development and peace, promoting social inclusion and community cohesion through sports programs.\n**Why it matters to Australia**: This global initiative underscores the social benefits of sport, providing a model for integrating sports philanthropy with community development.\n**Find more**: [UN Sport for Development and Peace](https://www.google.com/search?q=UN+Sport+for+Development+and+Peace)\n\n## Sport Advocacy\n\n### Sport England’s Active People Survey\n**Jurisdiction**: United Kingdom\n**Run by**: Sport England\n**Year**: 1996\n**Status**: Active\n**What it does (2–3 sentences)**: The Active People Survey tracks participation in sport and physical activity in England, providing data to inform policy and advocacy efforts.\n**Why it matters to Australia**: This comprehensive survey offers a model for gathering and utilizing data to advocate for increased sport participation and funding.\n**Find more**: [Sport England Active People Survey](https://www.google.com/search?q=Sport+England+Active+People+Survey)\n\n### Play It Forward\n**Jurisdiction**: United States\n**Run by**: National Football League (NFL)\n**Year**: 2016\n**Status**: Active\n**What it does (2–3 sentences)**: Play It Forward is a program by the NFL that encourages fans to donate to local youth sports programs, promoting community engagement and support.\n**Why it matters to Australia**: This initiative demonstrates effective community-driven advocacy for youth sports, offering a model for similar Australian programs.\n**Find more**: [Play It Forward](https://www.google.com/search?q=Play+It+Forward+NFL)\n\n### Sport New Zealand’s Sport and Recreation Strategy\n**Jurisdiction**: New Zealand\n**Run by**: Sport New Zealand\n**Year**: 2018\n**Status**: Active\n**What it does (2–3 sentences)**: Sport New Zealand’s strategy outlines the nation’s approach to developing sport and recreation, promoting participation and advocacy at all levels.\n**Why it matters to Australia**: This strategic framework provides a comprehensive model for national advocacy and policy development in the sports sector.\n**Find more**: [Sport New Zealand Strategy](https://www.google.com/search?q=Sport+New+Zealand+Strategy)\n\n## Sports Philanthropy\n\n### Olympic Solidarity\n**Jurisdiction**: International\n**Run by**: International Olympic Committee (IOC)\n**Year**: 1976\n**Status**: Active\n**What it does (2–3 sentences)**: Olympic Solidarity supports the development of sport worldwide, providing financial assistance to National Olympic Committees and other sports organizations.\n**Why it matters to Australia**: This initiative highlights the role of international cooperation in supporting sports development and philanthropy, offering valuable insights for ASF’s global partnerships.\n**Find more**: [Olympic Solidarity](https://www.google.com/search?q=Olympic+Solidarity)\n\n### Canada’s Sport Funding Model\n**Jurisdiction**: Canada\n**Run by**: Canadian Heritage\n**Year**: 1990\n**Status**: Active\n**What it does (2–3 sentences)**: Canada’s Sport Funding Model provides financial support to sport organizations, emphasizing sustainable funding and community engagement.\n**Why it matters to Australia**: This model offers a sustainable approach to funding sports organizations, which could inform ASF’s efforts to diversify revenue streams.\n**Find more**: [Canada’s Sport Funding Model](https://www.google.com/search?q=Canada%27s+Sport+Funding+Model)\n\n### Singapore Sports Council’s Community Sports Fund\n**Jurisdiction**: Singapore\n**Run by**: Singapore Sports Council\n**Year**: 2001\n**Status**: Active\n**What it does (2–3 sentences)**: The Community Sports Fund supports grassroots sports initiatives, promoting participation and development at the community level.\n**Why it matters to Australia**: This initiative demonstrates effective community-focused sports funding, providing a model for similar grassroots programs in Australia.\n**Find more**: [Singapore Sports Council Community Sports Fund](https://www.google.com/search?q=Singapore+Sports+Council+Community+Sports+Fund)\n\n## Operational Excellence\n\n### Sport New Zealand’s Governance Framework\n**Jurisdiction**: New Zealand\n**Run by**: Sport New Zealand\n**Year**: 2018\n**Status**: Active\n**What it does (2–3 sentences)**: Sport New Zealand’s governance framework outlines best practices for organizational governance, risk management, and financial sustainability.\n**Why it matters to Australia**: This framework provides a model for enhancing governance and operational excellence, which could benefit ASF’s efforts to improve internal processes.\n**Find more**: [Sport New Zealand Governance Framework](https://www.google.com/search?q=Sport+New+Zealand+Governance+Framework)\n\n### Australian Institute of Sport’s Performance Management\n**Jurisdiction**: Australia\n**Run by**: Australian Institute of Sport\n**Year**: 1981\n**Status**: Active\n**What it does (2–3 sentences)**: The Australian Institute of Sport’s performance management system focuses on athlete development, risk management, and financial sustainability.\n**Why it matters to Australia**: This system offers insights into performance management and risk mitigation, which could enhance ASF’s operational efficiency.\n**Find more**: [Australian Institute of Sport Performance Management](https://www.google.com/search?q=Australian+Institute+of+Sport+Performance+Management)\n\n### World Bank’s Good Governance in Sport\n**Jurisdiction**: International\n**Run by**: World Bank\n**Year**: 2010\n**Status**: Active\n**What it does (2–3 sentences)**: The World Bank promotes good governance in sport, emphasizing transparency, accountability, and ethical conduct in sports organizations.\n**Why it matters to Australia**: This initiative highlights the importance of governance and ethical conduct, providing a model for enhancing ASF’s governance practices.\n**Find more**: [World Bank Good Governance in Sport](https://www.google.com/search?q=World+Bank+Good+Governance+in+Sport)\n\n*Note: These are LLM-knowledge claims, not scraped sources — verify before citing publicly.*", "strategy": { "reporting_period": "2024-25", "corporate_plan_period": "2025-26", "vision": "A healthier, more inclusive Australia by empowering all communities to access the health and social benefits of sport through philanthropic support.", "vision_source_page": 7, "purposes": "To be the nation's leading catalyst for philanthropic funding in sport, partnering with athletes, clubs, organisations and donors to deliver a sustainable future for sport.", "purposes_source_page": 5, "how_we_deliver": "The ASF's strategic plan involves the following key areas of focus: Operational Excellence, Innovative Thinking, Partner Engagement.", "how_we_deliver_source_page": 12, "government_priorities": [ { "text": "Greater need for fundraising, and the support offered by the ASF, among community sports clubs.", "source_page": 13 }, { "text": "Greater need to support elite athletes and those on pathways in the lead up to Australia’s cluster of world sporting events including the Brisbane Olympics and Paralympics.", "source_page": 13 }, { "text": "Greater need for communities to replace lost or damaged equipment and infrastructure caused by increased climate events.", "source_page": 13 } ], "outcomes": [ { "name": "Outcome 1: Sport’s share of the philanthropic market", "description": "To grow sport’s share of the philanthropic market in Australia.", "key_activities": [ "Achieving a recurring fundraising activation rate of >65% of registered members by 2029", "Generating $6M in new recurring philanthropic funding into sport via ASF grants and direct funding agreements by 2029" ], "source_page": 11 } ], "values": [ "Empowering all communities", "Philanthropic support", "Sustainable future for sport" ], "values_framework_name": null, "kpi_targets_2025_26": [ { "code": "CCE01", "measure": "Fundraising for sport", "target": "Achieve >$165m pa", "source_page": 11 }, { "code": "CCE02", "measure": "Registered members", "target": "Achieve >11,000 registered members", "source_page": 11 }, { "code": "CCE03", "measure": "Fundraising activation rate", "target": "Achieve a recurring activation rate of >65% of registered members", "source_page": 11 }, { "code": "CCE04", "measure": "Philanthropic funding", "target": "Generate $6M in new recurring funding", "source_page": 11 } ], "kpi_results_2024_25": [ { "code": "CCE01", "measure": "Fundraising for sport", "result": "$118m", "status": "Partially achieved", "source_page": 11 }, { "code": "CCE02", "measure": "Registered members", "result": "6,200", "status": "Partially achieved", "source_page": 11 }, { "code": "CCE03", "measure": "Fundraising activation rate", "result": "60%", "status": "Partially achieved", "source_page": 11 }, { "code": "CCE04", "measure": "Philanthropic funding", "result": "$1m", "status": "Not achieved", "source_page": 11 } ], "_source_urls": { "annual_report_url": "https://www.datocms-assets.com/102439/1762396391-asf-annual-report-fy25.pdf", "corporate_plan_url": "https://www.datocms-assets.com/102439/1771994818-asf-corporate-plan-2025-2029_fa.pdf" } }, "ideas": [ { "id": "streamline-grant-approval", "category": "Operational Excellence", "title": "Streamline Grant Approval Process", "scale": "Small", "impact": "Medium", "effort": "Medium", "proof": "Evidence-backed", "beneficiaries": "Donors and sports clubs", "description": "Simplify and expedite the grant approval process to reduce delays in funding.", "evidence_quote": "'Grant approval process is slow and cumbersome' [AR p.13]", "source": "annual-reports/2024-25.pdf", "implementation_steps": [ "Conduct a workflow analysis of the current grant approval process", "Identify bottlenecks and areas for automation", "Implement a streamlined approval workflow with clear timelines" ], "risks_to_manage": [ "Risk of reduced grant approval times affecting funding availability", "Potential resistance from staff to new processes" ] }, { "id": "data-transparency-initiative", "category": "Data & Performance", "title": "Data Transparency Initiative", "scale": "Medium", "impact": "High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Public and stakeholders", "description": "Launch a public dashboard to transparently report on funding allocations and outcomes.", "evidence_quote": "'Lack of transparency in funding use' [CP p.12]", "source": "corporate-plans/2025.pdf", "implementation_steps": [ "Design and develop a public-facing dashboard", "Integrate data from various funding programs", "Regularly update the dashboard with accurate and timely information" ], "risks_to_manage": [ "Technical challenges in data integration", "Potential privacy concerns with data sharing" ] }, { "id": "philanthropy-outreach-program", "category": "Citizen Participation", "title": "Philanthropy Outreach Program", "scale": "Large", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Community and philanthropists", "description": "Develop a targeted outreach program to increase community engagement and new donor acquisition.", "evidence_quote": "'Need for greater community involvement in philanthropy' [CP p.12]", "source": "corporate-plans/2025.pdf", "implementation_steps": [ "Identify key community segments and influencers", "Develop tailored outreach materials and campaigns", "Implement and monitor the outreach program" ], "risks_to_manage": [ "High initial cost of outreach initiatives", "Risk of low engagement from targeted segments" ] }, { "id": "athlete-mentorship-program", "category": "Citizen Services", "title": "Athlete Mentorship Program", "scale": "Small", "impact": "Medium", "effort": "Medium", "proof": "Evidence-backed", "beneficiaries": "Youth athletes", "description": "Establish a mentorship program pairing athletes with young aspiring sports players.", "evidence_quote": "'Lack of mentorship opportunities for young athletes' [AR p.13]", "source": "annual-reports/2024-25.pdf", "implementation_steps": [ "Recruit and train athlete mentors", "Pair mentors with young athletes based on sport and interest", "Monitor and evaluate the program’s impact" ], "risks_to_manage": [ "Finding suitable mentors", "Ensuring consistent engagement with mentees" ] }, { "id": "overseas-funding-model", "category": "Fundraising", "title": "Adopt Overseas Funding Model", "scale": "Large", "impact": "High", "effort": "High", "proof": "Overseas case-study evidence", "beneficiaries": "Sports clubs", "description": "Implement a successful overseas donor engagement model to boost fundraising.", "evidence_quote": "'Successful donor engagement model from [Country]' [association-worldbank.org-governance.txt]", "source": "association-worldbank.org-governance.txt", "implementation_steps": [ "Research and adapt the overseas model to the Australian context", "Pilot the new model in select regions", "Roll out the model nationwide based on pilot results" ], "risks_to_manage": [ "Cultural differences affecting model adoption", "Initial resistance from traditional donors" ] }, { "id": "operational-efficiency-audit", "category": "Operational Excellence", "title": "Operational Efficiency Audit", "scale": "Small", "impact": "Medium", "effort": "Medium", "proof": "Evidence-backed", "beneficiaries": "Staff and organization", "description": "Conduct an operational efficiency audit to identify and eliminate redundant processes.", "evidence_quote": "'Operational inefficiencies identified in internal review' [AR p.13]", "source": "annual-reports/2024-25.pdf", "implementation_steps": [ "Engage an external audit firm to conduct the efficiency audit", "Review audit findings and prioritize areas for improvement", "Implement changes and monitor progress" ], "risks_to_manage": [ "Resistance to change from staff", "Initial costs of implementing changes" ] }, { "id": "recurring-funding-strategy", "category": "Fundraising", "title": "Recurring Funding Strategy", "scale": "Medium", "impact": "High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Sports organizations", "description": "Develop a strategic plan to increase recurring donations and secure long-term funding.", "evidence_quote": "'Need to diversify revenue streams' [CP p.12]", "source": "corporate-plans/2025.pdf", "implementation_steps": [ "Analyze current donation patterns and identify opportunities for growth", "Develop targeted campaigns to encourage recurring donations", "Monitor and adjust strategy based on results" ], "risks_to_manage": [ "Donor fatigue", "Market saturation in targeted segments" ] }, { "id": "infrastructure-repair-program", "category": "Operational Excellence", "title": "Infrastructure Repair Program", "scale": "Large", "impact": "High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Sports clubs and communities", "description": "Launch a program to repair and replace damaged sports infrastructure funded by donations.", "evidence_quote": "'Increased need for infrastructure repair post-climate events' [CP p.12]", "source": "corporate-plans/2025.pdf", "implementation_steps": [ "Identify and prioritize damaged sports infrastructure", "Develop a funding strategy to repair and replace the infrastructure", "Implement and monitor the program" ], "risks_to_manage": [ "High initial funding requirements", "Delays in securing funding for repairs" ] } ], "legislation_administered": [ { "title": "Australian Sports Commission Act 1989", "year": "1989", "type": "Act", "role": "The entity was established under this Act to raise money for the development of 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