The purpose of this framework is to outline aspects such as the role and responsibilities of the Queensland Academy of Sport (QAS), structure and management within the QAS plus the components necessary to ensure that programs operate at a high performance level. The document is to assist in the understanding of the QAS`s: • Organisation • Funding and Management • High Performance Programs It is anticipated that this framework could be used as a guide primarily to current and potential stakeholders to assist: • Management staff of the QAS • Program Leaders (normally referred to as the Head Coach) and Service Team Members • External Organisations. The purpose of the Queensland Academy of Sport is targeted at: 1. Queensland Athletes representing in Australian Senior Teams. 2. Queensland Athletes achieving world class performances in international competition. 3. The QAS being the knowledge and resource hub for the development of elite athletes in Queensland. Another general role of the QAS is to augment the performance and development of the high performance sports system in Queensland. The structure of the QAS includes two High Performance Teams overseen by High Performance Directors. Each team consists of a group of Primary, Partnership and possibly Individual Programs. In addition, the Service Divisions of Sport Science (SS), Sports Medicine (SM), Strength and Conditioning (S&C) and Athlete, Career and Education (ACE) have been imbedded in one of the teams. • Sport Science and Sports Medicine are in Team 1. • Strength and Conditioning and ACE are in Team 2. The structure of the High Performance Teams has a matrix configuration. This describes a grid comprising of different Sport Programs along the top of the table with the different Service Divisions. Specialist staff from Service Divisions are assigned to multi-disciplinary Service Teams that are headed by a Program Leader (normally titled Head Coach). In the matrix system many personnel report to at least two staff and this causes the reporting processes to be complex. Therefore, the performance management of staff necessitates the need to access multiple sources of input. This system demands that staff engage in high levels of interaction and information sharing plus possess strong interpersonal skills. The QAS operates programs in which a program leader (generally a coach) leads and manages a collaborative team of support staff.
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