CLUB DEVELOPMENT IN WESTERN AUSTRALIA ... · Web viewAssist clubs to overcome resistance to change Governance Improve structures, processes and practices in governance and financial

Collective Perth MetropolitanClub Development Plan2013-2017

Prepared by the Department of Sport and Recreation in partnership with key club development stakeholders in the Collective Perth Metropolitan Region.

July 2013

CLUB DEVELOPMENT IN WESTERN AUSTRALIA

Vision

Sport and recreation clubs are well resourced, supported and adaptable organisations that create stronger, healthier, happier and safer communities.

Purpose

Sport and recreation clubs are sustainable organisations that deliver diverse opportunities for people to participate in physical activity in their local community, in a safe and welcoming environment.

Guiding Principles

Advocate for and support the development of sustainable high-level sport and recreation clubs

Recognise and respond to the diverse cultures, changing environments and the needs of sport and recreation clubs

Provide leadership and develop partnerships to achieve club development initiatives Provide education, training and professional development opportunities for club volunteers

and community organisations Collaborative approach to club development by connecting State Sporting Associations,

Regional Sporting Associations, Local Government and other relevant community organisations

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REGIONAL CLUB DEVELOPMENT PLAN INTENT AND IMPLEMENTATION

This Regional Club Development Plan has been developed by the Department of Sport and Recreation in consultation with regional club development stakeholders. It aims to highlight challenges and opportunities for club development across the region and helps to inform the future direction and delivery models required to achieve the outcomes identified.

The intent of this plan is to: Increase stakeholder understanding of emerging club development challenges in the region Guide strategic and operational planning processes for organisations involved with the

delivery of club development Guide investment in club development activities and initiatives.

This four year plan will be regularly reviewed and updated to ensure it remains relevant and continues to respond to the needs of clubs in the region.

This plan does not belong to the Department of Sport and Recreation. It is a strategic plan to guide all stakeholders that have a role to play in the delivery of club development across the region. State and Local government working in partnership with industry and other regional stakeholders is vital.

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WESTERN AUSTRALIAN SPORT AND RECREATION INDUSTRY STRATEGIC DIRECTIONS 2011–2015 (SD5)

Western Australia’s sport and recreation industry has been guided by three five-year strategic directions since 1997, giving the industry a framework in which to operate and develop. It has also guided State Government decision-making and funding directions and has been the catalyst for the achievement of a range of industry outcomes.

SD5 is the title for the next generation of strategic directions.

The intent of the Strategic Directions documents is to:

Establish a sport and recreation industry vision and strategic direction; Highlight the current and future key issues and challenges facing the development of the

sport and recreation industry; Establish a guiding framework within which sport and recreation organisations can develop

their own strategic plans and development priorities; Provide advocacy and policy support to achieve a range of industry outcomes; Promote understanding of Government priorities and their relation and impact to sport and

recreation; and Establish key partnerships within, and between, government and industry on key issues.

SD5 is a dynamic framework. Issues and challenges will continue to evolve over the lifetime of the framework.

Relevance to Club Development

This Regional Club Development plan has been informed by two key challenges in SD5, Organisational and People Development.

People Development1. The industry must bolster its attraction and retention strategies to ensure competitiveness in

a projected tight labour market.

2. Innovative solutions and models are required to:a) enable productivity gains for ‘time poor’ volunteers; andb) engage young people in volunteering.

3. A strengthened and ongoing commitment to workforce training and professional development is required to underpin the Industry’s long-term sustainability. This extends to initiatives that:

a) strengthen the skills, efficiency and knowledge of employees/contractors; andb) bolster executive and board governance capability.

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Organisational Development

1. Greater focus is needed on sport and recreation organisations evolving relevant and robust business models that enable:

a) sustainable operational and financial viability;b) responsiveness to changing markets and contexts (e.g. commercialisation, industrial awards, structure of sport system, unitary modelling, changing participant markets); andc) efficient application of new technology and business systems.

2. Concerted efforts are required to manage or reduce the regulatory and compliance burden on the Industry, especially those that impact on the 200,000 volunteers within the Industry.

3. Partnerships must be formed to assist the Industry to interpret implications and to develop responses to key strategic externalities (e.g. tax reform, multiple COAG agendas, carbon tax introduction, water shortages, climate change).

Meeting these challenges will require a collaborative effort across the Industry and at regional levels. As a call to action, all stakeholders must commit time and energy to progress these challenges.

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REGIONAL PROFILE

Population and Demographic Profile

Information sourced from Australian Bureau of Statistics (2011)

Population

Total 1,627,767

Aboriginal and Torres Strait Islanders 29,407People with a Disability (need for core activity assistance) 57,011Cultural and Linguistically Diverse arrived in 2006 – 2011 154,694

Gender Male – 49.6%Female – 50.4%

Age BreakdownUnder 5yrs 6.6%5yr – 19yrs 19.4%20yrs -64yrs 61.5%65 yrs plus 12.5%

Median Age – 36

Climate

Information sourced from Australian Bureau of Meteorology

Perth climate is defined as Mediterranean, and characterised by warm and sunny weather. SeasonsPerth can be categorised into the following four seasons:

Spring September to NovemberSummer December to FebruaryAutumn March to MayWinter June to August

In Perth, sport can be played either on an annual or seasonal basis. Seasonal sport can be referred to as ‘summer sport’ which is predominantly played between October and March and ‘winter sport’ between April and September.

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TemperatureThe mean annual maximum temperature for Perth is 24 °C and mean annual minimum temperature is 13 °C.

The hottest month is February with a mean maximum temperature of 31.9 °C and mean minimum temperature of 17.5 °C and the coldest month is July with a mean maximum temperature 17.9 °C and a mean minimum temperature of 8.0 °C.

Four of Perth’s hottest summers on record have occurred in the past five years. Temperatures can reach up to 43 °C in summer, with Perth experiencing numerous heat waves in recent years (three or more consecutive days over 35 °C).

Australian average temperatures are projected to rise by 0.6 to 1.5 °C by 2030. The warming is projected to be in the range of 1.0 to 5.0 °C by 2070.

RainfallThe annual total rainfall for Perth ranges between 500mm and 700mm near the coast and the coastal plain and up to 1000mm in the hills. The long-term average rainfall is 850mm. The majority of rainfall occurs in Winter and Spring (June to November).

Local Governments

Information sourced from Department of Local Government and Communities website www.metroreform.dlg.wa.gov.au

There are 30 Local Governments in the Perth Metropolitan at the time of developing this plan (see page 8 for a map). The Local Governments are as follows:

ArmadaleBassendeanBayswaterBelmontCambridgeCanningClaremontCockburnCottesloeEast Fremantle

FremantleGosnellsJoondalupKalamundaKwinanaMelvilleMosman ParkMundaringNedlandsPeppermint Grove

PerthRockinghamSerpentine Jarrahdale*South PerthStirlingSubiacoSwan Victoria ParkVincent Wanneroo

*Serpentine Jarrahdale is serviced by Department of Sport and Recreations Peel OfficeThe State Governments Metropolitan Local Government Reform recommends voluntary amalgamations reducing the number of local governments from 30 to 14 which is scheduled to take effect from 1 July 2015. The reform aims to build a stronger, more effective and financially secure local government sector.

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http://www.metroreform.dlg.wa.gov.au/

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Primary Industry

The main primary industries in the Perth Metropolitan are:1. School Education (4.9%)2. Cafes, Restaurants and Takeaway Food Services (4.3%)3. Hospitals (3.4%)4. Architectural, Engineering and Technical Services (3.2%)5. Supermarket and Grocery Stores (2.3%)

Sport and Recreation

Information sourced from Department of Sport and Recreation Sports Census 2011-12, Australian Sports Commission and Australian Bureau of Statistics

There are approximately 2,380 sport and recreation clubs and associations within the Perth Metropolitan area representing over 90 sport and recreation activities.

In 2010, total participation in any physical activity (organised and non-organised) was 1,145,700 people, equating to 85.8% of the total Perth Metropolitan population. 53.6% of this population regularly participated in physical activity during this period.

Participation was higher in non-organised physical activities such as; walking, jogging/running, swimming, cycling and fitness/gym. Organised sports with higher participation rates include; Australian Rules Football, Cricket, Netball, Football (Soccer), Golf, Hockey, Basketball, Tennis, Volleyball and Bowls.

The Australian Sports Commissions The Future of Australian Sport (2013) report identifies six megatrends to impact the Australian sports sector over the next 30 years. The following megatrends are likely to impact community sport and recreation in the Perth Metropolitan area:

A perfect fit – Individualised sport and fitness activities are on the rise. People are fitting sport into their increasingly busy and time-fragmented lifestyles to achieve personal health objectives. Participation rates in aerobics, running, walking, along with gym memberships, have all risen sharply over the past decade while participation rates for many organised sports have held constant or declined.

From extreme to mainstream – The rise of lifestyle, adventure and alternative sports which are particularly popular with younger generations. These sports typically involve complex, advanced skills and have some element of inherent danger and/or thrill seeking.

More than sport – The broader benefits of sport are being increasingly recognised by governments, business and communities. Sport can help achieve mental and physical health, crime prevention, social development and international cooperation objectives.

Everybody’s game – Australia faces an ageing population. This will change the types of sports we play and how we play them. To retain strong participation rates, sports of the future will need to cater for senior citizens and the changing cultural make up of Australia.

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CHALLENGES, ISSUES AND OPPORTUNITIES FACING SPORT AND RECREATION CLUBS IN THE REGION

The Department of Sport and Recreation held three planning sessions in March 2013 with key stakeholders from both Local Governments and State Sporting Associations (see Appendix A). The information provided below is a summary of the key points that were tabled:

1. Organisational Development

Planning1.1 Greater support in developing, implementing, communicating, reviewing and evaluating;

strategic, operational and succession plans 1.2 Encourage visioning and goal setting for medium term1.3 Increase club understanding of what SSAs are trying to achieve1.4 Educate clubs to align with direction and planning of SSA and National Sporting Organisations1.5 Assist clubs to overcome resistance to change

Governance1.6 Improve structures, processes and practices in governance and financial management1.7 Increase support provided to clubs in the area of governance 1.8 Increase clubs understanding of government legislation1.9 Enhance leadership and management within clubs to achieve good governance 1.10 Investigate alternative club models1.11 Greater promotion and integration of Information Communication Technology (ICT) processes

into club administration

Strategy1.12 Develop and maintain business strategies

2. People Development

People 2.1 Assist volunteers who are time poor to change their methods to work smarter rather than

harder2.2 Reduce volunteer workload and turnover2.3 Engage more young and new people in volunteering2.4 Improve recruitment and retention strategies 2.5 Greater acknowledgment and rewards for volunteers2.6 Change attitudes to understand that not all roles in clubs are volunteer based2.7 Improve planning and management of workforce

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Training and Development2.8 Deliver specialised and quality training and development opportunities for club workforce; in

particular coaches, officials and club administrators2.9 Ensure practical tools are offered as part of training sessions for clubs2.10 Provide training and development opportunities tailored to clubs and delivered to smaller

groups or at an individual level2.11 Review workshop approach to ensure they meet clubs needs and overcome barriers2.12 Provide support to club personnel to adapt to the changing environment of sport and

recreation

3. Communication and Relationships

Communication 3.1 Develop methods to centralise data for use between stakeholders3.2 Provide greater clarity when communicating between stakeholders3.3 Increase frequency of communication between stakeholders 3.4 Greater acknowledgment and promotion of club achievements and best practice within the

industry3.5 Greater communication with the wider community to increase club profile3.6 Enhance sharing of information and resources between clubs and stakeholders3.7 Promote benefits to join club and participate in sport and recreation activity3.8 Develop a better understanding of community and club member needs, not just committee

members

Relationships3.9 Improved relationships and better understanding between all stakeholders; DSR, Local

Governments (LGs), SSA, NSO, Australian Sports Commission (ASC), Schools, Clubs and community

3.10 Deliver a united and proactive approach between stakeholders to achieve club development outcomes

4. Places and Spaces

Facilities and Open Space4.1 Ensure facilities meet current and future demands; building new and improving existing

facilities4.2 Better communication around the use of facilities and open space4.3 Greater involvement of clubs in facility and open space development4.4 Change attitudes and increased understanding towards shared use facilities4.5 LGs provide adequate public open space

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5. Resourcing and Funding

5.1 Greater flexibility in funding programs for clubs5.2 Funding provided to extend the CDO Scheme and support club development initiatives5.3 Greater education to clubs on the role of the CDO and how it can be of assistance5.4 CDO are further resourced and informed to achieve their roles with clubs5.5 LGs seeks support from Council to continue/ enhance CDO role5.6 Educating clubs to access alternative funding opportunities beyond traditional membership

fees and bar takings5.7 Overcoming barriers for clubs not actively participating in club development programs 5.8 Greater support from DSR to stakeholders in delivering club development workshops and

resources 5.9 Clubs receive resource kits5.10 SSAs and LGs to increase ability and improve resources and support offered to clubs

6. Participation

Participation6.1 Greater support and delivery of programs to engage minority groups into sport and recreation

clubs6.2 Provide a better playing environment responsive to the needs of participants6.3 Improve engagement of recreational players into structured sport system6.4 Promote and support initiatives that overcome barriers to participation for individuals, i.e.

KidSport6.5 Develop a better understanding of FIFO and DIDO workers impact on participation and

support initiatives to overcome issues

Culture 6.6 Greater recognition of cultural diversity6.7 Build and maintain a positive culture within all aspects of sport6.8 Overcome poor cultures and community standings that some clubs experience, i.e. alcohol,

inappropriate behaviour

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STRATEGIC PLANING GUIDE 2013/17

Strategic outcome: Clubs demonstrate sound governance and business practices in achieving their objectives


Strategic Issue(s)

Reference to SD5

Strategies Partners/ Key Stakeholders

1.6, 1.7, 1.12

1.8

1.10

1.11

OD 1a

OD 2

OD 1a

OD 1c

Identify new and innovative governance and business practices to create successful clubs, with an emphasis on:

utilising the Department’s Financial Management Project for clubs.

Enhance understanding of applicable government legislation through greater education and communication to clubs

Investigate alternative club structures and models

Promote and support clubs to innovate and improve Information Communication Technology (ICT) processes. With an emphasis on:

utilising the Department’s Sport4All Club Talk program for clubs to; develop free websites, provide access and training in Social Media resources, guidelines and policies

DSR, LGs, SSAs and clubs

DSR, LGs, SSAs, Government Agencies and clubs

DSR, LGs and SSAs

DSR, LGs and SSAs

Please note: The Department recognises developing people is integral to achieving sound governance and business practices. This is reflected in the People Development section of this action plan.

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Strategic outcome: Clubs develop and maintain suitable plans that guide club operations with a strategic focus


Strategic Issue(s)

Reference to SD5


1.1, 1.2

1.3, 1.4

OD 1a

OD 1b

Utilise the ASC Healthy Club Checklist as a governance assessment, benchmarking and planning tool for clubs

Support clubs in developing plans that are responsive to community needs, have strategic focus and align with SSA/NSO direction

DSR, ASC, LGs, SSAs and clubs

LGs and SSAs, NSOs and clubs

Strategic outcome: Clubs recognise and respond to changing environments


Strategic Issue(s)

Reference to SD5


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1.5

OD 1b

Support clubs to overcome resistance to change by influencing their readiness and capability.


Strategic outcome: Workforce capacity and capability of clubs is enhanced to meet operational requirements

People Development

Strategic Issue(s)

Reference to SD5


2.1, 2.2, 2.3, 2.4, 2.5, 2.7, 2.8

2.8, 2.9, 2.10, 2.11, 5.8, 5.9

2.6

PD 2a, PD 2b

PD 3

Deliver and promote new and innovative strategies to recruit, retain, reward, manage, train and develop club administrators (volunteers). With an emphasis on:

utilising the Department’s Community Volunteer Project for clubs to; recruit young people volunteering for the first time, club administrators in governance areas and reward volunteers in our industry

Deliver and support specialised training and development programs and workshops that are responsive to participants needs and offer practical resourcing tools

Promote and acknowledge that not all roles within workforce of clubs are volunteer based, with an increasing number of clubs employing club administrators


LGs, SSAs, Training Providers and clubs


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Strategic Issue(s)

Reference to SD5


1.9

PD 3

Deliver training and professional development to enhance leadership, management and governance skills of club administrators, in particular executive committee members


Strategic outcome: Information is effectively communicated between stakeholders

Communication and Relationships

Strategic Issue(s)

Reference to SD5


3 Utilise the Departments Clubs Online website to; DSR, LGs, SSAs and

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.1, 3.3, 3.4, 3.6, 3.9, 5.4

3.2, 3.9

3.3

P 4

develop an online portal to centralise data and share resources for stakeholders; and

acknowledge and promote club achievements in best practice

Deliver regular forums for LGs and SSAs to collectively learn and discuss club development

Improve frequency of communication between club development stakeholders, in particular LGs, SSAs and clubs

Support clubs to communicate and increase profile with their wider community, in particular promoting benefits to joining their club and being physically active

Promote the role of the Club Development Officer to clubs and stakeholders, with an emphasis on how the role can be of benefit

clubs

DSR, LGs and SSAs


DSR, LGs and clubs

DSR, LGs, clubs, industry and community stakeholders

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3.5, 3.7

3.11

Strategic outcome: Strong relationships are built between stakeholders to deliver collaborative sport and recreation outcomes

Communication and Relationships

Strategic Issue(s)

Reference to SD5


3.9

Improve relationships between club development stakeholders with an emphasis on achieving common outcomes, in particular LGs, SSAs and clubs

DSR, LGs and SSAs

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Strategic outcome: The provision of facilities and open space meets the current and future needs of clubs

Places and Spaces

Strategic Issue(s)

Reference to SD5


4.1

4.2, 4.3, 4.4

4.5

P&S 2a,P&S 2b

P&S 4

P&S 4

Local Governments and industry providers support the development of open space and facilities to meet the current and future demands of users, with an emphasis on the provision of funding through the Department’s Community Sport and Recreation Facilities Fund (CSRFF)

Educate, engage and communicate amongst stakeholders the development and shared usage of facilities and open space

Advocate for adequate provision of public open space for sport and recreation users to the relevant planning and development authorities



DSR, LGs, SSAs, Government Authorities, Land Developers and clubs

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Strategic outcome: Clubs are aware of and have access to suitable funding and resources to achieve their objectives

Resourcing and Funding

Strategic Issue(s)

Reference to SD5


5.2

5.2

5.4

5.5

5.7

5.10

OD 1a

OD1a

PD 3

ID 1

OD 1a

Extend and expand the CDO Scheme to benefit additional clubs and communities.

Support alternative models for club development.

Provide professional development to CDOs to develop and strengthen their skills, efficiency and knowledge to fulfil their roles

Promote the CDO scheme and alternative models for club development to politicians, elected members, government agencies and stakeholders to increase their understanding and support

Target and engage clubs that do not actively participate in club development programs and services

Advocate the importance of club development at a strategic level within LGs and SSAs

Develop and coordinate a peer mentor program for Club Development Officers

DSR and LGs

DSR, LGs, SSAs and Clubs

DSR and LGs

DSR, LGs, Politicians, Government Agencies and stakeholders

LGs, SSAs and clubs

DSR, LGs and SSAs

DSR and LGs

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Strategic outcome: Clubs provide a welcoming environment and positive culture for their members

Participation

Strategic Issue(s)

Reference to SD5


6.2

6.6, 6.7, 6.8

P 2a

ID 2a,ID 2b

Advocate for and assist clubs in developing a better playing environment responsive to the needs of their participants. With an emphasis on:

utilising the WA Sports Federation (WASF)/DSR Fair Safe Sport Project to support clubs and SSAs to improve child and cyber safety, engage in the Member Protection Information Officers Network and receive training and development in complaint management

Advocate and support initiatives that recognise cultural diversity and develops positive culture within all aspects of sport. With an emphasis on:

utilising the WASF/DSR Changing Attitudes to Alcohol Through Sport Project (Alcohol Project) aimed at inappropriate consumption of alcohol by young people.


DSR, WASF, LGs, SSAs and clubs

Strategic outcome: Service delivery is changed to overcome barriers and enhance participation

Participation

Strategic Issue(s)

Referen


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ce to SD5

6.1, 6.4

6.3

6.5

P 1P 2b

P 2a

Deliver and support programs that overcome barriers for minority groups to participate and join clubs. With an emphasis on:

utilising the Department’s KidSport program to overcome the affordability barrier preventing many young people from low socio-economic families participating in sport and recreation.

Provide services that meets the needs of recreational users and engage users into the structured sports system to grow membership base, which may require delivering more diverse participation options and membership categories

Develop a better understanding of Fly-in, Fly-out (FIFO) and Drive-in, Drive-out (DIDO) workers impact on participation and support initiatives to overcome issues


DSR, SSAs and clubs


Appendix A: Consultations

Club Development Strategic Plan for the Collective Perth Metropolitan was developed via consultation with a number of key stakeholders from across the sport and recreation industry. The following organisations participated in the strategic planning process through attending strategic planning sessions and completing online surveys:

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Local Governments

City of ArmadaleCity of BayswaterCity of BelmontCity of Canning

City of CockburnCity of FremantleCity of Gosnells

City of JoondalupCity of Kwinana

City of MandurahCity of RockinghamCity of South Perth

City of StirlingCity of Swan

City of VincentCity of Wanneroo

Town of CambridgeTown of Mosman Park

Shire of Kalamunda

State Sporting Associationsand Peak Bodies

Baseball WACanoeing WA

Equestrian WAGymnastics WA

Netball WAOutdoors WARowing WARugby WASquash WA

Swimming WASyncro WA

Triathlon WAVolleyball WA

WA Diving AssociationWA Water Polo

Western Australian Cricket AssociationYachting WA

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Documents

CLUB DEVELOPMENT IN WESTERN AUSTRALIA ... · Web viewAssist clubs to overcome resistance to change Governance Improve structures, processes and practices in governance and financial