Collective Perth
Metropolitan
Club Development Plan
2013-2017
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
2|Page
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.
3|Page
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 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.
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.
4|Page
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.
5|Page
REGIONAL PROFILE
Population and Demographic Profile
Information sourced from Australian Bureau of Statistics (2011)
Population
Total
1,627,767
Aboriginal and Torres Strait Islanders
People with a Disability (need for core activity assistance)
Cultural and Linguistically Diverse arrived in 2006 – 2011
29,407
57,011
154,694
Gender
Male – 49.6%
Female – 50.4%
Age Breakdown
Under 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.
Seasons
Perth can be categorised into the following four seasons:
Spring
Summer
Autumn
Winter
September to November
December to February
March to May
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.
6|Page
Temperature
The 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.
Rainfall
The 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:
Armadale
Bassendean
Bayswater
Belmont
Cambridge
Canning
Claremont
Cockburn
Cottesloe
East Fremantle
Fremantle
Gosnells
Joondalup
Kalamunda
Kwinana
Melville
Mosman Park
Mundaring
Nedlands
Peppermint Grove
Perth
Rockingham
Serpentine Jarrahdale*
South Perth
Stirling
Subiaco
Swan
Victoria Park
Vincent
Wanneroo
*Serpentine Jarrahdale is serviced by Department of Sport and Recreations Peel Office
The 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.
7|Page
8|Page
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.
9|Page
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
1.1
1.2
1.3
1.4
1.5
1.6
1.7
1.8
1.9
1.10
1.11
Planning
Greater support in developing, implementing, communicating, reviewing and evaluating;
strategic, operational and succession plans
Encourage visioning and goal setting for medium term
Increase club understanding of what SSAs are trying to achieve
Educate clubs to align with direction and planning of SSA and National Sporting Organisations
Assist clubs to overcome resistance to change
Governance
Improve structures, processes and practices in governance and financial management
Increase support provided to clubs in the area of governance
Increase clubs understanding of government legislation
Enhance leadership and management within clubs to achieve good governance
Investigate alternative club models
Greater promotion and integration of Information Communication Technology (ICT) processes
into club administration
Strategy
1.12 Develop and maintain business strategies
2. People Development
2.1
2.2
2.3
2.4
2.5
2.6
2.7
People
Assist volunteers who are time poor to change their methods to work smarter rather than
harder
Reduce volunteer workload and turnover
Engage more young and new people in volunteering
Improve recruitment and retention strategies
Greater acknowledgment and rewards for volunteers
Change attitudes to understand that not all roles in clubs are volunteer based
Improve planning and management of workforce
10 | P a g e
2.8
2.9
2.10
2.11
2.12
Training and Development
Deliver specialised and quality training and development opportunities for club workforce; in
particular coaches, officials and club administrators
Ensure practical tools are offered as part of training sessions for clubs
Provide training and development opportunities tailored to clubs and delivered to smaller
groups or at an individual level
Review workshop approach to ensure they meet clubs needs and overcome barriers
Provide support to club personnel to adapt to the changing environment of sport and
recreation
3. Communication and Relationships
3.1
3.2
3.3
3.4
3.5
3.6
3.7
3.8
Communication
Develop methods to centralise data for use between stakeholders
Provide greater clarity when communicating between stakeholders
Increase frequency of communication between stakeholders
Greater acknowledgment and promotion of club achievements and best practice within the
industry
Greater communication with the wider community to increase club profile
Enhance sharing of information and resources between clubs and stakeholders
Promote benefits to join club and participate in sport and recreation activity
Develop a better understanding of community and club member needs, not just committee
members
Relationships
3.9 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
4.1
4.2
4.3
4.4
4.5
Facilities and Open Space
Ensure facilities meet current and future demands; building new and improving existing
facilities
Better communication around the use of facilities and open space
Greater involvement of clubs in facility and open space development
Change attitudes and increased understanding towards shared use facilities
LGs provide adequate public open space
11 | P a g e
5. Resourcing and Funding
5.1
5.2
5.3
5.4
5.5
5.6
5.7
5.8
5.9
5.10
Greater flexibility in funding programs for clubs
Funding provided to extend the CDO Scheme and support club development initiatives
Greater education to clubs on the role of the CDO and how it can be of assistance
CDO are further resourced and informed to achieve their roles with clubs
LGs seeks support from Council to continue/ enhance CDO role
Educating clubs to access alternative funding opportunities beyond traditional membership
fees and bar takings
Overcoming barriers for clubs not actively participating in club development programs
Greater support from DSR to stakeholders in delivering club development workshops and
resources
Clubs receive resource kits
SSAs and LGs to increase ability and improve resources and support offered to clubs
6. Participation
6.1
6.2
6.3
6.4
6.5
Participation
Greater support and delivery of programs to engage minority groups into sport and recreation
clubs
Provide a better playing environment responsive to the needs of participants
Improve engagement of recreational players into structured sport system
Promote and support initiatives that overcome barriers to participation for individuals, i.e.
KidSport
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 diversity
6.7 Build and maintain a positive culture within all aspects of sport
6.8 Overcome poor cultures and community standings that some clubs experience, i.e. alcohol,
inappropriate behaviour
12 | P a g e
STRATEGIC PLANING GUIDE 2013/17
Strategic outcome: Clubs demonstrate sound governance and business practices in achieving their objectives
Organisational Development
Strategic
Issue(s)
1.6, 1.7,
1.12
Reference
to SD5
OD 1a
1.8
OD 2
Strategies
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.
Partners/ Key
Stakeholders
DSR, LGs, SSAs and clubs
Enhance understanding of applicable government legislation through greater education and
communication to clubs
DSR, LGs, SSAs,
Government Agencies and
clubs
1.10
OD 1a
Investigate alternative club structures and models
DSR, LGs and SSAs
1.11
OD 1c
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 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.
Strategic outcome: Clubs develop and maintain suitable plans that guide club operations with a strategic focus
Organisational Development
Strategic
Issue(s)
1.1, 1.2
Reference
to SD5
OD 1a
Strategies
Utilise the ASC Healthy Club Checklist as a governance assessment, benchmarking and planning
tool for clubs
Partners/ Key
Stakeholders
DSR, ASC, LGs, SSAs and
clubs
1.3, 1.4
OD 1b
Support clubs in developing plans that are responsive to community needs, have strategic focus
and align with SSA/NSO direction
LGs and SSAs, NSOs and
clubs
13 | P a g e
Strategic outcome: Clubs recognise and respond to changing environments
Organisational Development
Strategic
Issue(s)
1.5
Reference
to SD5
OD 1b
Strategies
Support clubs to overcome resistance to change by influencing their readiness and capability.
Partners/ Key
Stakeholders
DSR, LGs, SSAs and clubs
Strategic outcome: Workforce capacity and capability of clubs is enhanced to meet operational requirements
People Development
Strategic
Issue(s)
2.1, 2.2,
2.3, 2.4,
2.5, 2.7,
2.8
Reference
to SD5
PD 2a,
PD 2b
Strategies
2.8, 2.9,
2.10, 2.11,
5.8, 5.9
PD 3
Deliver and support specialised training and development programs and workshops that are
responsive to participants needs and offer practical resourcing tools
LGs, SSAs, Training
Providers and clubs
Promote and acknowledge that not all roles within workforce of clubs are volunteer based, with
an increasing number of clubs employing club administrators
DSR, LGs, SSAs and clubs
2.6
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
Partners/ Key
Stakeholders
DSR, LGs, SSAs and clubs
14 | P a g e
Organisational Development
Strategic
Issue(s)
1.9
Reference
to SD5
PD 3
Strategies
Deliver training and professional development to enhance leadership, management and
governance skills of club administrators, in particular executive committee members
Partners/ Key
Stakeholders
DSR, LGs, SSAs and clubs
Strategic outcome: Information is effectively communicated between stakeholders
Communication and Relationships
Strategic
Issue(s)
3.1, 3.3,
3.4, 3.6,
3.9, 5.4
Reference
to SD5
Strategies
Utilise the Departments Clubs Online website to;
 develop an online portal to centralise data and share resources for stakeholders;
and
 acknowledge and promote club achievements in best practice
Partners/ Key
Stakeholders
DSR, LGs, SSAs and clubs
3.2, 3.9
Deliver regular forums for LGs and SSAs to collectively learn and discuss club development
DSR, LGs and SSAs
3.3
Improve frequency of communication between club development stakeholders, in particular
LGs, SSAs and clubs
DSR, 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
DSR, LGs and clubs
Promote the role of the Club Development Officer to clubs and stakeholders, with an
emphasis on how the role can be of benefit
DSR, LGs, clubs, industry
and community
stakeholders
3.5, 3.7
3.11
P4
15 | P a g e
Strategic outcome: Strong relationships are built between stakeholders to deliver collaborative sport and recreation outcomes
Communication and Relationships
Strategic
Issue(s)
3.9
Reference Strategies
to SD5
Improve relationships between club development stakeholders with an emphasis on
achieving common outcomes, in particular LGs, SSAs and clubs
Partners/ Key
Stakeholders
DSR, LGs and SSAs
Strategic outcome: The provision of facilities and open space meets the current and future needs of clubs
Places and Spaces
Strategic
Issue(s)
4.1
Reference Strategies
to SD5
P&S 2a,
Local Governments and industry providers support the development of open space and facilities
P&S 2b
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)
Partners/ Key
Stakeholders
DSR, LGs, SSAs and clubs
4.2, 4.3,
4.4
P&S 4
Educate, engage and communicate amongst stakeholders the development and shared usage of
facilities and open space
DSR, LGs, SSAs and clubs
4.5
P&S 4
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
16 | P a g e
Strategic outcome: Clubs are aware of and have access to suitable funding and resources to achieve their objectives
Resourcing and Funding
Strategic
Issue(s)
5.2
Reference Strategies
to SD5
OD 1a
Extend and expand the CDO Scheme to benefit additional clubs and communities.
Partners/ Key
Stakeholders
DSR and LGs
5.2
OD1a
Support alternative models for club development.
DSR, LGs, SSAs and Clubs
5.4
PD 3
Provide professional development to CDOs to develop and strengthen their skills, efficiency
and knowledge to fulfil their roles
DSR and LGs
5.5
ID 1
Promote the CDO scheme and alternative models for club development to politicians, elected
members, government agencies and stakeholders to increase their understanding and support
DSR, LGs, Politicians,
Government Agencies and
stakeholders
5.7
OD 1a
Target and engage clubs that do not actively participate in club development programs and
services
LGs, SSAs and clubs
Advocate the importance of club development at a strategic level within LGs and SSAs
DSR, LGs and SSAs
Develop and coordinate a peer mentor program for Club Development Officers
DSR and LGs
5.10
17 | P a g e
Strategic outcome: Clubs provide a welcoming environment and positive culture for their members
Participation
Strategic
Issue(s)
6.2
Reference Strategies
to SD5
P 2a
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
Partners/ Key
Stakeholders
DSR, LGs, SSAs and clubs
6.6, 6.7,
6.8
ID 2a,
ID 2b
DSR, WASF, LGs, SSAs
and clubs
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.
Strategic outcome: Service delivery is changed to overcome barriers and enhance participation
Participation
Strategic
Issue(s)
6.1,
6.4
Referenc
e to SD5
P1
P 2b
Strategies
6.3
P 2a
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
DSR, SSAs and clubs
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, LGs, SSAs and
clubs
6.5
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.
Partners/ Key
Stakeholders
DSR, LGs, SSAs and
clubs
18 | P a g e
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:
Local Governments
City of Armadale
City of Bayswater
City of Belmont
City of Canning
City of Cockburn
City of Fremantle
City of Gosnells
City of Joondalup
City of Kwinana
City of Mandurah
City of Rockingham
City of South Perth
City of Stirling
City of Swan
City of Vincent
City of Wanneroo
Town of Cambridge
Town of Mosman Park
Shire of Kalamunda
State Sporting Associations
and Peak Bodies
Baseball WA
Canoeing WA
Equestrian WA
Gymnastics WA
Netball WA
Outdoors WA
Rowing WA
Rugby WA
Squash WA
Swimming WA
Syncro WA
Triathlon WA
Volleyball WA
WA Diving Association
WA Water Polo
Western Australian Cricket Association
Yachting WA
19 | P a g e