Wheatbelt
Regional Club
Development Plan
2013-2017
Prepared by the Department of Sport and Recreation in partnership with key club
development stakeholders in the Wheatbelt 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:
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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 Development
1. 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; and
b) engage young people in volunteering.
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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; and
b) bolster executive and board governance capability.
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);
and
c) 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
The Wheatbelt is a large and diverse region extending to the north-east and south-east of the
metropolitan area. It comprises an area of 154 862 square kilometres and has a population of 72 856
(2011 ABS Census) making it the third most populous region in the state providing around 3.3% of
the total WA population.
Over 15% of the population were born overseas and more than 5% are indigenous. Over 10% of the
population are aged between 15 and 24 years with 13% aged 65 and over. The median age is about
37 years.
The increased population overall in the previous 12 months was around 1.6%. Expected population is
forecast to increase to 89 900 by 2031 - an increase of an additional 15 469 people.
The Wheatbelt is divided into four distinct but inter-connected sub regions – each serviced by a
regional centre.
 Avon (Northam the commercial centre) is close to Perth and has a relatively high rainfall.
 Central Coast and Central Midlands lies to the north (Moora the commercial centre) and
includes approx. 150km of coastline from Guilderton to Jurien Bay.
 Central East (Merredin the commercial centre) includes areas rich in minerals including gold,
nickel and iron-ore.
 Central South (Narrogin the commercial centre) is mostly agriculture.
Around 16 000 of the total population is located within these four commercial centres.
Although there is no major city in the Wheatbelt - Northam is the largest regional centre and has a
population of around 6 570 (ABS 2011) in the town and 11 258 within the Shire.
Around half the Wheatbelt population is spread across more than 30 towns. The other half live in
settlements of less than 200 people and on rural properties.
Significant growth is expected within the Wheatbelt region (2031) with the majority of growth
expected in the Avon Arc (increase of 7 200) and coastal sub-regions. The Avon Arc is expected to
accommodate nearly half the Wheatbelt growth.
The major growth areas are expected to include Chittering, Toodyay, Northam and York.
In the coastal sub-region the major growth areas are expected to include Jurien Bay and Lancelin.
Growth in the Outer Arc sub-region is predicted to be steady and to accommodate around 10% of
total predicted growth across Moora, Wongan, Goomalling, Cunderdin and Dowerin.
The South-west sub-regional growth is expected primarily around Narrogin. Other Shires in the
south-west are experiencing a population decline.
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Dalwallinu is the focus for growth in the north-east sub-region and Merredin in the eastern subregion will experience growth.
The Wheatbelt is WAs largest contributor of agricultural products including honey, wildflowers and
citrus fruit. While agriculture remains the dominant industry the economy of the region is supported
by mining (gold, nickel and iron-ore), commerce, retail, manufacturing, fishing (rock lobster and wetline fishing) and tourism.
The success of agriculture is at the mercy of the weather which can be a fickle master. Parts of the
eastern agricultural area has been experiencing drought conditions for some seasons. This has
impacted significantly on communities.
There are 43 LGAs in the Wheatbelt and around 160 towns, villages and smaller settlements
encompassing West Arthur in the south-west, Dandaragan in the north-west, Lake Grace in the
south-east to Yilgarn in the north-east.
These LGAs are responsible for a large asset base and provide essential services. Their combined
annual expenditure is currently around $187M. Some of these LGAs are engaged in the structural
reform process.
Wheatbelt LGAs include:
LOCAL
GOVERNMENT
Beverley
Brookton
Bruce Rock
Chittering
Corrigin
Cuballing
Cunderdin
Dalwallinu
Dandaragan
Dowerin
Dumbleyung
Gingin
Goomalling
Kellerberrin
Kondinin
Koorda
Kulin
Lake Grace
Merredin
Moora
Mt Marshall
Mukinbudin
POPULATION
MALE
FEMALE
MEDIAN
AGE
1567
934
974
4427
1063
870
1310
1266
3185
678
605
4685
985
1181
1045
437
826
1360
3282
2476
486
490
809
473
489
2251
538
434
696
678
1722
348
324
2431
491
597
602
236
433
722
1737
1246
265
256
828
461
485
2176
525
436
614
588
1463
330
281
2254
494
584
443
201
393
638
1545
1230
221
234
51
45
40
42
47
44
38
40
43
43
40
44
42
43
39
42
41
40
36
37
39
45
ABORIGINAL
& TORRES
STRAIT
ISLANDER
72
4.5%
122
1.3%
43
4.4%
64
1.4%
31
2.9%
18
2.0%
32
2.4%
54
4.2%
82
2.5%
10
1.4%
13
2.1%
81
1.7%
72
7.3%
115
9.7%
85
8.1%
12
2.7%
27
3.2%
26
1.9%
189
5.7%
305 12.3%
0
0.0%
21
4.2%
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LOCAL
GOVERNMENT
Narembeen
Narrogin - Town
Narrogin –Shire
Northam
Nungarin
Pingelly
Quairading
Tammin
Toodyay
Trayning
Victoria Plains
Wagin
Wandering
POPULATION
MALE
FEMALE
MEDIAN
AGE
812
4219
875
10557
230
1163
1043
404
4387
348
895
1847
438
417
2031
478
5200
129
591
505
232
2180
190
500
940
225
395
2188
397
5357
101
572
538
172
2207
158
395
907
213
44
37
37
39
47
44
48
41
46
44
41
45
44
ABORIGINAL
& TORRES
STRAIT
ISLANDER
20
2.4%
394
9.3%
14
1.6%
587
5.5%
21
9.1%
133 11.4%
152 14.5%
48
11.8%
107
2.4%
27
7.7%
23
2.5%
61
3.3%
3
0.6%
West Arthur
868
450
418
44
9
1.0%
Westonia
277
167
110
43
6
2.1%
Wickepin
750
389
361
42
21
2.8%
Williams
914
477
437
43
6
0.6%
Wongan-Ballidu
1434
738
696
38
107
7.4%
Wyalkatchem
522
267
255
45
15
2.8%
Yilgarn
1636
1007
629
38
23
1.4%
York
2387
1184
1203
46
98
4.1%
Red = Aboriginal & Torres Strait Islander Population >5% (Wheatbelt average)
WALGA supports three Zone Councils for Wheatbelt LGAs including:
WHEATBELT ZONE COUNCILS
Avon Midland Country Zone
Central Country Zone
Great Eastern Country Zone
LOCAL GOVERNMENT
Chittering, Dalwallinu, Dandaragan, Gingin,
Goomalling, Moora, Northam, Toodyay, Victoria
Plains, Wongan-Ballidu, York
Beverley,
Brookton,
Corrigin,
Cuballing,
Dumbleyung, Kulin, Lake Grace, Narrogin,
Pingelly, Quairading, Wagin, Wandering, West
Arthur, Wickepin, Williams, Town of Narrogin,
Shire of Narrogin (plus Woodanilling)
Bruce Rock, Cunderdin, Dowerin, Kellerberrin,
Kondinin, Koorda, Merredin, Mount Marshall,
Mukinbudin, Narembeen, Nungarin, Tammin,
Trayning, Westonia, Wyalkatchem
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A number of LGAs have formed voluntary regional organisations (ROCs) which usually consist of 4 or
5 LGAs with similar dynamics who group together to achieve comparable outcomes across a subregion.
REGIONAL ORGANISATION OF COUNCILS (ROC)
Avon Regional Organisation of Councils (AVONROC)
Central Midlands Voluntary Region Organisation
of Councils (CMV-ROC)
North Eastern Wheatbelt Regional Organisation
of Councils (NEW-ROC)
Roe Regional Organisation of Councils (ROE-ROC)
South East Avon Voluntary Regional Organisation
of Councils (SEAV-ROC)
LOCAL GOVERNMENT
Chittering, Dowerin, Goomalling, Northam,
Toodyay, Victoria Plains
Dalwallinu,
Moora,
Wongan-Ballidu,
Dandaragan, Gingin
Koorda, Mt Marshall, Mukinbudin, Nungarin,
Trayning, Wyalkatchem
Corrigin, Kondinin, Kulin, Narembeen
Beverley, Brookton, Cunderdin, Quairading,
Tammin, York
Wheatbelt East Regional Organisation of Councils Bruce Rock, Kellerberrin, Merredin, Westonia,
(WE-ROC)
Yilgarn
4WDLROC
Lake Grace, Wagin, Williams, West Arthur,
Dumbleyung
Dryandra Regional Organisation of Councils Wickepin, Pingelly, Cuballing, Wandering, Shire
(DRYANDRA-ROC)
of Narrogin, Town of Narrogin
Wheatbelt towns Northam and Jurien Bay are two of nine Western Australian towns recently
endorsed as SuperTowns. With population growth set to double in Western Australia over the next
30 to 40 years, SuperTowns will offer more opportunities and amenities for people who choose to
live in the State’s regional areas and provide an attractive alternative to living in Perth.
The climate of the Wheatbelt varies within the region. Near the coast, the region receives relatively
high rainfall and mild temperatures. In contrast, the eastern fringe is very arid. The remainder of the
region is highly suited to agriculture. Generally though hot dry summers and mild winters
characterise the climate of the region. The summer average daily maximum temperature is 34
degrees, with a daily minimum of around 17 degrees. In winter this becomes the daily maximum
with an average minimum of 5 degrees. The average annual rainfall is 328 millimetres usually falling
between March and November.
Sport is played across the entire region. There is a variety of facilities accommodating mainly
traditional sports across all LGAs with some duplication of facilities across those LGAs that have
more than one settlement within their local boundaries.
Facilities are generally well placed and of a high standard. LGAs are working towards multi-use and
co-located facilities when planning future sport and recreation needs.
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Pools are generally aged - 50m, 33m or 25m in length, situated outdoors and used very seasonally
with one exception of the Narrogin facility which boasts an indoor heated pool and gym and rec
facilities within the one centre.
There is a synthetic hockey turf located in Narrogin which is around 10 years old. A newly completed
hybrid synthetic hockey/tennis turf in Merredin will accommodate hockey in winter and
hockey/tennis in summer and will be used for winter hockey fixtures for the first time in the 2013
season.
Most traditional team sports offer competitions ranging from basic grass-roots competitions to high
performance.
Sports supported under the DSR Regional Organisational Sustainability Program include AFL, cricket,
hockey, tennis, bowls, pony, swimming and netball.
Most LGAs provide a community gym for use by community members.
Trails are important and LGAs are developing Master Plans to accommodate local communities and
tourists.
Information referenced from Wheatbelt Development Commission and Regional Development Australia - Wheatbelt
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CHALLENGES, ISSUES AND OPPORTUNITIES FACING SPORT AND RECREATION
CLUBS IN THE REGION
A stakeholder consultation process occurred through two planning sessions in Moora and Narrogin
in March 2013. Regional stakeholders comprising of Local Governments undertook a comprehensive
SWOT analysis, identifying internal and external factors that impact on the local delivery of sport and
recreation across the region.
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STRENGTHS
Community spirit/sport culture
Inclusivity of sports and clubs
Opportunities for multiple sports to be
played
Club sport is affordable
Support and resources available to clubs
and members
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OPPORTUNITIES
Promotion of seniors programs
Fast food sport – alternative nontraditional sport delivery models
Increased participation and memberships
opportunities for juniors and junior clubs
through Kidsport funding
User pay approach of younger
generations
Alternative and flexible models of facility
management and programming
Links to SSAs/NSOs – relationship
building
Diverse and innovative competition
pathways
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WEAKNESSES
Sports competing for members
Reluctance of clubs to adapt to changing
population dynamics
Lack of volunteers, civic responsibility and
community attitudes to volunteering
Existing governance models (rotation of
books) and the requirement of volunteers
to fill executive roles albeit reluctantly
Inflexibility of traditional sports delivery
models
Lack of information sharing across sports
Junior pathways and high performance
opportunities
Clubs struggle with adapting to changing
dynamics of sport
THREATS
Diminishing and aging populations
Current financial climate of farming
communities
Distance between competitions – travel
requirements
Sporting boundaries and inflexible fixturing
models
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ACTION PLAN
Key Focus Area
Strategies
Club development support
Support and advocate the extension and expansion of the existing CRCs, LGAs, RSAs, Clubs, CDOs
Club Development Scheme in the Wheatbelt.
Ongoing
Develop models of club development and business management for CRCs, LGAs, RSAs, Clubs
clubs using a shared resources model and relationship development
with Community Resource Centres (CRCs):
 Create and develop partnerships
 Co-ordinate professional development opportunities
 Implementation of appropriate CDO models
Ongoing
CRCs, LGAs, RSAs, Clubs
Ongoing
CDOs, LGAs, CRCs, Clubs
Ongoing
RSAs, Clubs
June 2014
Creating appropriate sustainable
support models for clubs
Organisational development
Well run clubs that plan for the
future
Develop other alternative models of club development such as:
 Club secretariat model
Support clubs to develop strategies and achieve:
 Sound financial and cash management processes
 Succession and progression planning initiatives
 Relevant general/specific education and training
opportunities
 Risk management plans
 Up skilling and awareness of relevant legislation (e.g. Working
With Children, Responsible Service of Alcohol)
 A portfolio of Job Description Forms (JDFs) for executive and
other positions
 Formal business management strategies and plans
 Suitable Information Communication Technology (ICT)
awareness and governance resources via websites (Clubs
Online, Play by the Rules)
 Completion of the Australian Sports Commission Healthy Club
Checklist as a governance assessment, benchmarking and
capacity building tool
Partners/ Key
Stakeholders
Timeframe
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People development
Well organised and sustainable
organisations with skilled people
who are supported and recognised
Implementation of the Wheatbelt Industry Network providing
Professional Development opportunities relevant to the industry and
specific to the region, pooling resources and developing strong
networks.
DSR, CDOs, Be-Active Coordinators, facilitators
Quarterly
2013/2014
Promote and support training and education opportunities to clubs:
 Club Business workshops
 Club First aid training
 Club-talk workshops
 As identified
DSR, CDOs, LGAs, CRCs, RSAs,
Clubs, facilitators
Ongoing
Support and advocate appropriate models for club development
relevant to the needs of clubs and the capacity of involved LGAs.
In collaboration with RSAs and Clubs:
 Develop appropriate succession/progression planning models
 Increase the capacity of human resources
 Develop strategies and opportunities for club ‘self-education’
DSR, LGAs, CRCs, CDOs
Ongoing
DSR, RSAs, Clubs, CDOs
Ongoing
DSR, RSAs, Clubs, CDOs
Ongoing
DSR, RDA Wheatbelt, AASC,
Wheatbelt NRM, Youth
Justice, Act Belong Commit
June 2014
DSR, RSAs, 2x Clubs, CDOs
June 2014
Support volunteers in sport and recreation to:
 Promote and support clubs to develop Volunteer
Management Plans (through Community Volunteer Grants)
 Promote and provide support for clubs to develop strategies
to attract, retain, recognise, reward volunteers and prevent
volunteer burn-out
 Develop a Wheatbelt Training Calendar (Wheatbelt website)
and launch across the Wheatbelt region
 Investigate alternative models that reduce volunteer
workloads
Promote opportunities for young people to become volunteers by
linking with relevant groups through the implementation of the
Wheatbelt Youth Strategy
Regional Sports delivery:
 Include within 2013/2014 Grant Agreements a requirement of
2 x Clubs to complete Healthy Club Checklist (support
provided by DSR)
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Wheatbelt Provision of
Community Sport
Identification of a model of
sporting boundaries and fixturing
aligned to sports delivery and
communities needs
Communication
Organisations develop and
maintain partnerships with key
stakeholders
Implementation and education of the Wheatbelt Provision of
Community Sport recommendations:
 Development of a guiding set of principles to maximise
current and future sporting participation
 Develop a community engagement plan to disseminate
findings
 Work with stake-holders to implement recommendations
Encourage and improve positive communication links and structures
between:
 SSAs
 RSAs
 Clubs
 Individuals
DSR, LGAs, RSAs, Be-Active Coordinators, Clubs, CDOs
December
2013
DSR, SSAs, RSAs, Clubs, CDOs
Ongoing
Create opportunities to network and encourage:
 Information sharing across sports
 Exchange of concepts, facilities and equipment
 Formalised communication strategies
 Sharing of resources and best practise across sports
 Establishment of local networks to link with additional
community activities
DSR, RSAs, Clubs, CDOs
Ongoing
DSR, RSAs, Clubs
June 2014 Ongoing
RSAs, Clubs, CDOs
June 2014 Ongoing
Clubs embrace and up skill volunteers:
 Social media
 Information technology (ICT) (ie; Club-Talk)
 Marketing strategies
Clubs develop and maintain an up to date database of club contacts
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Participation
A more physically active society in
which sport and active recreation
contributes significantly to
community well being
Places and Spaces
Well planned and designed
environments and facilities that
are sustainable and enable access
to sport and recreation
opportunities
Encourage inclusivity protocols across sports
Provide support and opportunities for under-represented individuals
and sports
DSR, Inclusion WA
Ongoing
Provide guidance and support in the delivery of Kidsport through-out
the region
DSR, SSAs, RSAs, CDOs, LGAs,
Clubs, CDOs
Ongoing
Support clubs to identify opportunities for juniors:
 Grassroots development
 High performance pathways
DSR, LGAs, Be-Active Coordinators, RSAs, Clubs, CDOs
Ongoing
Identify and recognise the role that sport plays in community:
 Adaption and innovation of programs
 Social impact – crime reduction, economic value of sport,
healthy life-styles, sense of belonging, economic value of
sport
Develop sound and innovative facility management strategies to
encourage higher usage rates and complimentary fixturing models
DSR, LGAs, RSAs, Clubs,
Ongoing
DSR, LGAs, RSAs, Clubs
Ongoing
Encourage positive conversations and relationship development
between LGAs and facility users
DSR, LGAs, RSAs, Clubs
Ongoing
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