The Equestrian Australia was established in 1951, with Mr. (later Sir) Sam Hordern being appointed as President. EA was formally affiliated with the Federation Equestre Internationale (FEI), the world governing body of equestrian sport, in May of that year. The legendary R.M Williams, who was the editor of Hoofs and Horns magazine at the time, was instrumental in the formation of the organisation, and the magazine was initially appointed as the official publication of the EA. Branches were gradually established in each State and the Northern Territory, and a National Office set up, to maintain liaison with the FEI and other National Federations, and to manage Australian representation at international competitions, both at home and overseas.
During the 1990s, the governing body of EA, its Federal Council, explored ways in which to make EA a truly national organisation, rather than one composed of members of individual State Branches. On July 12 1997, EA became the Equestrian Federation of Australia Ltd, a company limited by guarantee, with a Board of Directors comprising the State Chairs and a number of appointed Directors. In 2001, the general membership was able to elect a further three Directors.
At a General Meeting in January 2004, the shareholders (Branches) of EA resolved to implement the recommendations of Governance Review that had been carried out over the previous 18 months. This resulted in a totally new form of "governance", with a skills-based Board of five directors elected by the "shareholders" from nominations by the general membership of the EA.
During 2008, EFAWA became Equestrian Western Australia. Through 2009, in conjunction with the Department of Sport and Recreation WA and the Australian Sports Commission, EWA completed a thorough governance review. The result was a Special General Meeting in 2010 to establish a brand new constitutional framework that significantly saw EWA be governed by a skills-based independent Board of Directors. Along with an improved organizational chart, EWA reflects a sport based on modern governance principles.
WHAT IS EWA’s PURPOSE
To provide opportunities for our members to safely and fairly participate in equestrian competition and activity.
WHAT IS EWA’s VISION
To become the peak equestrian sport body in WA
WHAT IS EWA’s GUIDING PRINCIPLES
The philosophies guiding EWA operations are defined by the following principles:
b. Club support
d. Harassment free sport
2. Financial sustainability
3. Advocacy for the rights of equestrian enthusiasts – community values
5. Education and safety
Our culture must be at the core of what we do and the decisions we make. We must acknowledge we are a member based organization. We must value our members by providing transparent actions, effective communication and excellence in our administration.
State Equestrian Centre
Develop a plan for the management and usage of the State Equestrian Center
Sport and Community Development
To grow participation and interest in equestrian activity through a range of development programs
High Performance Pathways
To foster the success of Western Australian athletes, coaches and officials at a national and international level.
Events & Competition
To provide a vibrant program of national, international and domestic competition showcasing Equestrian to a broader audience.
Marketing and Communications
To effectively communicate between and within all elements of EWA and the horse industry and promote the sport to a wider audience.
Governance and Management
To have effective governance and management providing a sustainable organisation capable of capitalising on opportunities for expansion and continuous improvement.
To develop and diversify income streams that supports the objectives of the strategic plan.
ROLE AND RESPONSIBILITY OF EWA
EWA was established in 1951 with the support of the Royal Agricultural Society. EWA has successfully operated as an organisation for over 60 years and is the custodian for many horse sports in Western Australia. The main function of EWA is to provide a structured framework for equestrian competitions with fair rules and regulations for competitors. Our aim is to improve facilities and access to competitions and training throughout Western Australia, encourage and promote equestrian sport, increase participation levels, support high performance development of members and educate coaches and officials.
EWA is administered in Western Australia by a Board of Directors, CEO and an administration staff team, and a variety of discipline committees. The EWA Board implements the overall policy and governs the sport, including the State Equestrian Centre in Brigadoon. Discipline Committees develop and administer the sport-technical aspects of their respective "Discipline" (code). The EWA administration office provides professional support. However EWA is incredibly proud of the large number of volunteers, from committee members to officials, organisers and helpers at events. It is these volunteers who make horse sport work.
EWA is one of six member states that make up federated governance model of Equestrian Australia Pty Ltd.
· Serve individual members and clubs
· Manage high performance aspects of our sport
· Implement and develop rules, policies, processes and systems
· Provide communication, education and training to riders, coaches and officials
· Promote and advocate for horse sport in WA
· Associate or affiliate with other persons or bodies having an interest in the promotion of sport or recreation, equestrian or otherwise
· Promote, regulate and increase participation in equestrian activities in WA
· Operate the State Equestrian Centre, Cathedral Avenue, Brigadoon as the “Home of Horse Sports” and to develop such further facilities thereof as may be considered necessary to achieve the objective of the centre to be self funding.
KEY RESULTS SCHEDULE
EWA has identified in conjunction with the Department of Sport and Recreation an annual key results schedule.
(refer – OSP-AKRS, published on the EWA website)
1. Establish clear and transparent accounts procedures and financial framework, specifically all budget specific job codes so Board and Executive have a clear understanding of members money
2. Make clear and decisive decisions re: SEC
3. Resolve organizational framework