The Australian Institute of Sport (AIS) mission is to lead and enable a united high performance (HP) system that supports Australian athletes/teams to achieve podium success.
Relocating to a high performance (HP) program represents a significant transition in the life of an elite athlete. Every athlete relocation is unique and requires a consideration of individually tailored support, advice, and education.
Australian athletes who relocate to a high performance program are supported to thrive in sport and in life.
This document provides National Sports Organisations (NSOs) with a framework of principles and accompanying guidelines to consider when working with athletes who are relocating to a HP program. The purpose of these principles and accompanying guidelines is to foster informed decision-making, promote clarity of communication, and maximise an athlete’s positive experience of HP.
This framework is intended for use as a ‘best practice’ guide. It is anticipated that NSOs will draw from it in formulating policies and processes that are specific to, and customised for, the particular demands of individual HP programs.
Required or approved vs discretionary
Some athlete relocations are required by NSOs as being necessary for program participation and team selection. Other athlete relocations occur as a result of joint decision-making between an NSO and a categorised athlete who is seeking improved sporting opportunities.
Instances of relocation that are made at an athlete’s personal discretion, in the absence of the High Performance Director’s (HPD) direction or approval (i.e. an athlete is simply ‘trying a new environment’), are not regarded as athlete relocations for the purposes of this framework.
While NSOs are encouraged to assist any athlete who is moving between training environments as much as reasonably practicable, these principles have been designed for use in cases of required or approved relocation only. All required or approved relocations should be approved by the NSO’s HPD.
Permanent vs temporary
Athlete relocation may be either temporary (training block, camp, or other specific period even if extended in duration) or permanent (relocation from an athlete’s place of primary residence to a new HP training environment). These principles have been designed to assist in scenarios of permanent relocation, but may be useful to consider in matters of temporary relocation as well.
Relocation-Principles-for-National-Sporting-Organisations.pdf
Athletes are equipped with the emotional skills and practical abilities required for relocation.
Every relocation is unique. Accordingly, each athlete should be considered individually in terms of their general physical and psychological needs, demonstrated independent living skills, career and education requirements, and capacity to integrate into a new environment.
Athletes (and their families) should be fully briefed about the requirements, challenges, and risks involved in relocation. Briefing should include detailed education around the day-to-day expectations and obligations that apply to athletes in the HP program.
AW&E managers should meet with athletes (and their family if the athlete is under 18) to assess and support an athlete to be practically and emotionally ready for relocation. AW&E Managers are encouraged to proactively offer their support and lessons learned from prior relocations, to help prepare athletes for their individual relocation needs. Where the relocation is from a NIN to a NSO program, a meeting with the NIN AW&E provider may provide a helpful starting point.
The Athlete Relocation Guide and Athlete Questionnaire are resources that AW&E managers may find useful for information-gathering purposes during this phase (Appendix 2).
Areas for consideration | ||
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1. | Familiarity with HP program |
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2. | Independent living skills |
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3. | Emotional readiness |
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4. | Cultural considerations |
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5. | Practicalities |
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NSOs ensure that relocation communication is timely, transparent, and accessible.
A relocation offer from an NSO to an athlete should be made in writing (for example, in the Athlete Agreement or a separate relocation agreement) and should detail any other available support as appropriate (for example, access to SSSM services, gym facilities, etc.).
The athlete’s primary service provider (NSO or NIN) should be clearly identified. Where various providers are responsible for different services, service provision is clearly mapped. Details about support service providers, relevant contacts, the Mental Health Referral Network (MHRN), Career Practitioner Referral Network (CPRN), and codes of conduct should also be provided.
The relocation process will be a more positive experience for athletes and their families when communication is timely, transparent, and accessible. It is imperative that the primary service provider (NIN or NSO AW&E) is clearly nominated to avoid communication overlaps or miscommunications.
In some case, a relocation may involve an athlete moving to join a team or program for the first time. However in many cases a relocation will be a hand-over of a pathway athlete in a NIN to the NSO’s HP program. In these circumstances it is important for the NSO to communicate with the providers in the NIN that already have an established relationship with the athlete, to ensure a smooth provider transition.
As a measure of best practice, NSOs should prepare a relocation contract/offer that details: support services, financial obligations, HP expectations, emergency contacts, support personnel, codes of conduct, and any other relevant details that will assist the athlete to understand their rights and responsibilities within the HP program. Establishing sound communication pathways will help to support the relocation process and experience.
Areas for consideration | ||
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1. | Service provider |
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2. | Communication pathways |
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3. | Contracts |
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NSOs ensure that all financial responsibilities and expectations are established prior to relocation, and are detailed in the relocation offer or agreement.
Athletes should be fully aware of their financial responsibilities when relocating. It is therefore important that NSOs are upfront, transparent, and comprehensive regarding all financial commitments undertaken by the athlete in the course of relocation.
A relocation agreement should be prepared and signed by both the NSO and the relocating athlete that communicates the rights, responsibilities, and financial obligations of each party.
Financial considerations should be reviewed by the NSO and the relocating athlete, with all relevant financial obligations clearly communicated in the relocation agreement. Athletes should be assisted to explore the costs associated with relocating and how they intend to support themselves once they have relocated.
Areas for consideration | ||
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1. | Financial support |
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2. | Travel |
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3. | Other |
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NSOs provide relevant and up-to-date information, support, and guidance in relation to housing and transport.
Housing requirements differ considerably by NSO, HP program, and individual athlete needs. Regarding housing and transport, it is recommended that NSOs provide specific details around any assistance available to athletes in the relocation agreement.
Information should be provided that equips athletes with the requisite skills and knowledge to independently manage housing and transport arrangements.
Financial considerations should be reviewed by the NSO and the relocating athlete, with all relevant financial obligations clearly communicated in the relocation agreement. Athletes should be assisted to explore the costs associated with relocating and how they intend to support themselves once they have relocated.
Areas for consideration | ||
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1. | Financial support |
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2. | Travel |
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3. | Other |
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NSOs ensure that relocating athletes are inducted to the daily training environment (DTE) in a way that fosters inclusion, transparency, social connection, and overall wellbeing.
The induction of a new athlete into a HP program should be undertaken in a manner that enables the athlete to comfortably manage the transition. In instances where athletes are relocating to a HP program for the first time, a customised approach should be considered between, for example, a straight entry into full training or a more gradual introduction. Such considerations may be negotiated between the HP manager and the athlete during the planning phase of a relocation.
Inducting athletes into the HP program is a key opportunity for the NSO to represent the organisation’s culture and values.
It is important to acknowledge that relocating athletes will have many adjustments to negotiate during the first few weeks in a new location. In addition to commencing training with the HP squad, they may also start studying at a new university or school, begin a new job, and/or be settling into a new home environment. The transition is likely to be physically and emotionally exhausting, and to require ongoing support, communication, and monitoring to ensure that challenges do not become overwhelming.
Areas for consideration | ||
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1. | DTE induction |
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2. | Other induction considerations |
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NSOs ensure an athlete’s education and/or employment goals are supported when considering relocation.
The AIS is committed to supporting Australia’s elite athletes to achieve whole-of-life success, both during and after their time in high performance sport. In keeping with this commitment, an athlete’s interests and aspirations around career and education should be explored as part of the relocation process.
This process may involve a review of an athlete’s individual life plan (or the career, education & wellbeing aspects of an athlete’s Performance Plan). It may also involve liaison with the Elite Athlete Education Student coordinator at any relevant EAEN institution, and a briefing around the CPRN.
Many athletes will already be studying or working, but may not be aware of the options and support available to them when relocating.
The AW&E manager should provide relevant information, guidance, and support that enables the athlete to make informed decisions in relation to their career and education. Where the relocation is from a NIN program, a review of the work done between the NIN and the athlete so far, and how it may be continued, revised or changed as needed should be considered.
Areas for consideration | ||
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1. | Education |
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2. | Employment |
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3. | Career |
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NSOs ensure that relocating athletes are briefed about, and have access to, relevant community services and support networks.
Social connection is a key index of wellbeing, and of particular importance to any individual undertaking a successful relocation. It is therefore suggested that NSOs take a proactive approach to supporting a relocating athlete to connect with the local community, both within and outside of the parameters of their sport.
In addition, opportunities to be involved in the NSO’s community engagement programs, as well as AIS Community Engagement initiatives, should be raised and explored as appropriate.
Athletes who connect with their local community within sport and outside of sport are likely to experience greater overall wellbeing than those who do not. NSO AW&E providers can provide a basic welcome pack that includes useful community information (local supermarkets, restaurants, petrol stations, emergency services, landmarks, transport routes, etc.).
Areas for consideration | ||
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1. | Social connection |
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2. | Engagement opportunities |
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NSOs ensure that athletes are emotionally and practically supported when exiting a HP program.
The AIS acknowledges the importance of providing transition support for elite athletes at every stage of their high performance career, including during times of non-selection and when transitioning-out of HP sport.
NSOs should consider developing processes and policies that provide guidance to both HP staff and categorised athletes around the management and delivery of a supported transition-out of the HP program.
When an athlete has relocated to be part of a HP program, exiting may pose added complications if relevant guidelines and processes are not in place. NSOs should develop transition-out guidelines that detail processes for managing an athlete’s exit from a HP program.
Exit plan guidelines should be attached to any relocation agreement in order that any risks and/or areas of negotiation are clear (for example: for how long is the athlete financially supported, if at all, after exiting? For how long is service access/provision available and what are the details around this?).
A successful and effective transition-out plan may include:
Areas for consideration | ||
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1. | Short term immediate considerations |
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2. | Longer term considerations |
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The following optional resources may assist with the planning and review of individual athlete relocations. Contact the AIS People Development & Wellbeing team for access to this material: