Gascoyne
Regional Club
Development Plan
2013-2017
Prepared by the Department of Sport and Recreation in partnership with key club
development stakeholders in the Gascoyne Region.
August 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
Salv – can you please insert a brief snapshot/profile for the region. FYI - other RMs have extracted
this information from their regional development commission.
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CHALLENGES, ISSUES AND OPPORTUNITIES FACING SPORT AND RECREATION
CLUBS IN THE REGION
A stakeholder consultation process occurred in March 2013 with Local Governments. The purpose of
the consultation session was to determine the true state of sport and recreation and to gain
community input for the development of a strategic plan for club development.
Vision
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Organisational Development (Governance)
Achieving sustainability
Thrive and grow
Improved facilities
Opportunities for new sports
Merge clubs/shared facilities
Volunteers – surviving burnout
Purpose of sport and recreation
 Community development
 Talent development
 Encourage healthy active
communities
 Both competitive and social
 Sense of belonging
 Developing opportunities
Change in demographic
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Places and Spaces (Infrastructure)
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Culture Tradition
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Transient population
FIFO/DIDO/Shift work
 Junior clubs
 Senior clubs – players in and out
Parent understanding
LG’s have different needs and resources
Affordability
Sports Delivery
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Talented athletes moving to Perth
Expectation of the CDO’s role and how it fits
in and achieves the outcomes in each LG
KidSport
Management of increased club membership
Expectations increased – capacity restricted
Arts/cultural competing for venue
Competing activities / sports
Costs associated with playing multiple sports
Travel costs of teams
Insurance – affordability
Fees
Public Liability Insurance – a combined
approach
Succession planning
Finance
Communication – disconnect within the
sport – club/RSA/SSA
Club’s understanding of modern day
governance and planning - compliance
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Space
Facilities
Water
Limited resources at LG level – reduction in
state and federal funding
Expectations on LG’s on facilities
Opportunities for indoor sporting facilities
Standard agreements with LGA’s for use of
facilities
Expectation on facilities – ongoing financial
management
People Development
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Recruitment and retention of volunteers
 FIFO/DIDO
Lack of volunteers
Lack of officials / training of coaches and
officials
Costs to bring trainers to the region to up
skill volunteers
Coaches wanting to be paid
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ACTION PLAN
Key Focus Area
People Development
Building capacity of clubs by
developing volunteers
Focus Areas:
 Recruiting and retaining
volunteers
 Training Officials
 Training of committees
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Training Coaches
Strategies
Partners/ Key Stakeholders
Timeframe
Through a survey identify training needs of volunteers DSR Gascoyne/Org Dev Team, September 2013
including:
Gascoyne
CDO’s/LGA’s,
SSA’s,
Regional
Sporting
Associations
 People on committees
(RSA’s)
 Officials
 Coaches
CDO’s/LGA’s,
DSR September 2013
Advertise expressions of interest for potential trainers Gascoyne
and club mentors that live within the Gascoyne Region Gascoyne/Org Dev Team, RSA’s
to receive additional training and accreditation to deliver
programs locally.
CDO’s/LGA’s,
DSR October 2013
Conduct planning workshops/brainstorming sessions on Gascoyne
scheduling/implementing training opportunities for Gascoyne/Org Dev Team, SSA’s
/RSA’s, Gascoyne Development
volunteers and potential trainers/club mentors.
Commission (GDC)
CDO’s/LGA’s,
Develop a 2014/2015 training calendar of opportunities Gascoyne
Dev
for people on committees, officials and coaches, Gascoyne/Org
potential trainers/club mentors and launch within the SSA’s/RSA’s, GDC.
Gascoyne Region.
DSR December 2013
Team,
CDO’s/LGA’s,
Utilising programs already in place in the Gascoyne Gascoyne
Gascoyne/Org
Dev
Region, ie. Gascoyne Volunteer and Awards night,
develop a Volunteer Rewards Program for the Volunteering WA, GDC.
recruitment and retention of volunteers.
DSR March 2014
Team,
Develop a volunteer skills register.
Gascoyne Clubs
June 2014
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Key Focus Area
Organisational
Development
(Governance)
Well run clubs who plan for the
future
Focus Areas:
 Well run committees
 Plan for the future
 Provide opportunities for
new sports
Places and Spaces
(Infrastructure)
Access to quality Sport and
Recreation facilities
Focus Areas:
 Improved facilities
 Arts/cultural competing for
venue
Strategies
Partners/ Key Stakeholders
Timeframe
From survey results of training needs specific to people
on committees, incorporate in training calendar training
opportunities in:
 Incorporation and legal training for clubs
 How to run meetings
 Clubs on line
 Developing committee job descriptions
 Developing club strategic or business plans
 Provide assistance to new sports.
Gascoyne CDO’s/LGA’s, DSR
Gascoyne/Org Dev Team, GDC.
December 2013
Raise awareness of the Australian Sports Commission Gascoyne CDO’s/LGA’s, DSR
(ASC) Healthy Check List as an effective tool for clubs to Gascoyne/Org Dev Team, GDC.
utilise in achieving sound levels of governance.
July 2013
Review current sporting facilities in the Gascoyne – DSR Gascoyne / Facilities section, June 2014
conduct a desk top audit of sporting facilities (Include Gascoyne LGA’s, GDC.
facilities that are not being used for sport but may be
suitable, ie. Performing Arts centre, senior citizens etc..)
Conduct audit of user agreements in place between LGA Gascoyne LGA’s
and club/sport – determine suitability and required
changes.
July 2014
Conduct needs analysis to explore opportunities for Shire of Carnarvon, DSR Gascoyne / Ongoing
indoor sporting facilities in Carnarvon.
Facilities Section and GDC.
Conduct needs analysis to explore opportunities for Shire of Exmouth, DSR Gascoyne / Ongoing
additional change rooms in Exmouth.
Facilities Section and GDC.
Conduct needs survey to explore provision of training DSR Gascoyne / Facilities section, June 2014
opportunities for clubs and Gascoyne LGA staff on Gascoyne LGA’s, GDC.
facility planning, management, asset management,
facilities funding that are available.
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Key Focus Area
Culture Tradition
Develop a robust sporting culture
Focus Areas:
 Roboust sport culture
 Arts/cultural competing for
venue
 Changing mindsets
 Competing activities/sports
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Transient population
Strategies
Partners/ Key Stakeholders
Timeframe
Complete a profile of the Gascoyne Region - Conduct DSR Gascoyne / Org Dev / Inclusion
desk top audit of community capacity, demographic Teams, Gascoyne LGA’s, GDC
data, number of clubs / sport and recreation providers,
major issues impacting community such as FIFO/DIDO
and other relevant data etc..
June 2014
Through the completion of a regional profile, identify Gascoyne LGAs, DSR Gascoyne, GDC
gaps in the Gascoyne Region in the provision of sport
and recreation/physical with a view to designing
programs / working with community to introduce new
sports.
June 2014
Develop a simple communications plan for sport and DSR Gascoyne / Org Dev / July 2014
recreation in the Gascoyne – include branding, Communications Team , Gascoyne
positioning statements, value of sport and recreation in LGA’s, GDC, Local Media
the community, ie KidSport, promotion of Gascoyne
sporting events state wide.
Consider special projects such as:
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Being responsive to local community issues by
developing relationships and create partnerships
where required to support special projects
linked to/with sport and recreation.
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Developing a Gascoyne Hall of Fame and annual
Gascoyne Sports Awards
Gascoyne LGA’s, GDC, DSR Gascoyne Ongoing
/ Org Dev / Inclusion Teams / Mid
West Gascoyne Human Services
Regional
Managers
Group
/
Carnarvon Human Services Group
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Key Focus Area
Partnerships
Develop strategic partnerships that
will benefit clubs
Focus Areas:
 Opportunities to establish
partnerships
 Opportunities for clubs to
network
 Clubs to share resources and
facilities
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Communication between
clubs/sports who may be
competing for dates and
times
Strategies
Partners/ Key Stakeholders
Timeframe
Establish a Gascoyne Sport and Recreation Network to Gascoyne LGA’s , DSR Gascoyne
meet regularly (time line and frequency of meetings to
be discussed and agreed upon) and oversee the
implementation of the Gascoyne Strategic Club
Development Plan, consider specific issues that arise and
facilitate communication between all key stakeholders in
the sport and recreation industry, ie. sharing of
resources/facilities/avoiding clashes in events/fixturing.
August 2013
Members of the network would include:
 Gascoyne LGA’s
 Gascoyne Development Commission
 State Sporting Associations
 Regional Sporting Associations
 PCYC’s
 Clubs
 Department of Sport and Recreation
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