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Great SouthernRegional Club Development Plan2013-2017

Prepared by the Department of Sport and Recreation in partnership with key club development stakeholders in the Great Southern Region.

June 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.

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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; andb) 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); 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

Based on population figures from the 2011 ABS and Great Southern Regional Profile (Great Southern Development Commission)

Population – 55,366

Demographic Profile:

LGA’s Population Male Female Median Age

Aboriginal & Torres

Strait Islander

Albany 33,650 16,577 17,073 41 1,0833%

Broomehill/Tambellup 1,139 573 566 37 15914%

Cranbrook 1,079 578 501 41 212%

Denmark 5,194 2,554 2,640 47 531%

Gnowangerup 1,271 669 602 36 12910%

Jerramungup 1,055 569 486 40 162%

Katanning 4,183 2,082 2,101 36 3859%

Kent 512 275 237 37 00%

Kojonup 1,982 983 999 41 985%

Plantagenet 4,882 2,497 2,385 43 1523%

Woodanilling 419 220 199 39 72%

Number of Local Governments – 11 (see listed in above table)

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Electorates

State Electorates Legislative Council Federal Electorates

Albany (Peter Watson – Labour)

South West (Robyn McSweeney – Liberal)

O’Connor (*Tony Crook – Nationals)

Blackwood-Stirling (Terry Redman - Nationals)

South West (Colin Holt – Nationals)

* Currently stepping down as Member for O’Connor

Wagin (Terry Waldron – Nationals)

Primary Industry - The region's main economic activities include:

o Agriculture and horticultureo Timber and forest productso Mineral extractiono Tourismo Retailo Service industrieso Fishing and aquaculture.

Climate – Great Southern region has a Mediterranean climate with mild summers and cool wet winters

Sport and Recreation Clubs and Associations - Sport is an important part of life across the Great Southern with each community providing a range of facilities to cater for a range of sports from outdoor to indoor. The Great Southern is a region has a natural environment that provides a myriad of outdoor recreation opportunities, both land and aquatic based. Outdoor recreation is the growth market within the region.

Sport and recreation is about more than winning. It is a vehicle to bring community together and provide people with opportunities for positive interactions with one another. It fosters good physical and mental health in our young and can play an important role in creating the places and events for people to get together. The Department of Sport and Recreation (DSR) in the Great Southern strives to get more people active, supports achievement, participates in planning and provides funding to create great places to be active and builds capacity of service providers.

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KEY REGIONAL DRIVERS AND INFLUENCES

Major forces and trends that could positively or negatively shape or influence the future of sport and recreation in the region.

Demographics :

The population of the Region in 2010 was 59,340, and this is projected to increase to 70,500 by 2026.

While this projection is encouraging, the ABS data shows that growth in the region is lagging behind the state average. In the decade from 2000 to 2010 the population of the Great Southern increased by 12%. Over the same period the overall State population increased by 22.4%.

The age profile is also trending older at a faster rate than the rest of the State. While the number of people in the 0 to 44 year age group remained flat in the decade between 2000 and 2010 the population aged 45+ increased by 32%.

While an ageing population is not unique to the Great Southern region, the rate of change is of some concern. The natural (including climatic) assets of the region are conducive to the retirement lifestyle and this is in part fuelling this trend.

The implications of this are that the proportion of the population in the workforce will decline and there will need to be a continual increase in expenditure on health and aged care services.

With ageing population an international trend it is unlikely that any strategies will be able to reverse this movement, however initiatives that could help at least bring the region more into line with state trends would be advantageous.

While the population in the region’s provincial city (Albany is growing) the population is declining in small rural communities.

FIFO/DIDO :

A range of towns within the Great Southern region are identified as “source communities” providing workers for the burgeoning Western Australian resource sector.

FIFO workforce typically has more contiguous leisure days, more money, looking for opportunities, with more need for physical activity.

A typical FIFO roster in mining is 2 weeks on, 1 week off. Other common roster periods are 9 days on, 5 days off or 6 days on, 4 days off. These extended ‘off’ periods provide time for activities that would not otherwise be practical over a typical weekend.

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There are over 150,000 FIFO workers in Western Australia, earning a median income of $2,300 per week (70% higher than the national average). 64% of these workers are in the 25-44 age range.

Compared with other employment types, FIFO workers were significantly more likely to be current smokers, drink alcohol at risky levels, and be overweight or obese.

SUPER TOWNS INVESTMENT – KATANNING

Katanning was chosen as a SuperTown because of its growth potential, central location and demonstrated governance ability.

The vision for SuperTowns is to create communities with access to services, affordable housing and a diverse range of lifestyle and job opportunities. Katanning’s growth plan would seek a considerable investment in economic, environmental and social infrastructure to achieve and support a population of 15,000 people. Katanning has a current population of 4,183.

The Shire of Katanning’s 2008/09 budget (pre-SuperTown status) was approximately $9 million and its 2012/13 budget is approximately $42 million (post SuperTown status).

One of the four priority projects identified by the Shire of Katanning includes the development and consolidation of Regional Recreation facilities. A phased project that includes the Leisure Centre extension, co-location of the Bowling Club and expansion of the Katanning Country Club.

CURRENT PARTICIPATION TRENDS

- Increase in outdoor recreation participation - Growing awareness of the value of outdoor activity for health- Obesity levels still growing in WA- Expanding Perth metro area is requiring people to travel further for recreation, making the

Great Southern region a good adventure destination- Tightening of regulations for tour operators fuelled by increasing litigation nervousness- Growth in personal services industry i.e. Gymnasiums- Decline in organised sport – people craving more flexible options

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

As identified at a Great Southern Recreation Advisory Group (GSRAG) meeting held 28th February 2013. The GSRAG is in the business of developing community sport and recreation opportunities for residents of the Great Southern and visitors or potential visitors.

It does this by: -- Helping to create co-operation across local government municipal boundaries.- Being a forum for sharing ideas.- Providing advice and direction.

The GSRAG membership is comprised of two representatives from each participating Local Government Authority in the Great Southern region, of which there are nine (a staff member and an elected member of Council);Great Southern Regional Manager Department of Sport and Recreation; Other members from time to time as deemed appropriate and accepted by vote of this Group.

Four key areas to club development have emerged through stakeholder consultation:

People Development (Supporting Volunteers)

Identified characteristics of volunteers and volunteerism in the Great Southern region: Reluctant to take on roles due to litigation, etc. Need to attract via state-wide initiative rather than local Incentive program – sustainable/retainable Stretched – every facet of society. Volunteer coordinator in club structure could assist Unhappy about needing to be “qualified/accredited” Everyone working, no more ‘stay at home’ mums available Positive side to unemployment – Work for Dole initiative Mentoring process – senior club members bring 18yo to every meeting, they learn the role/s Community Clubs – admin is not playing the sport but is very good at the role

Travel

The regional issue of travel for meetings and supporting competition structures Travel from regional centres to smaller towns – improve facilities for regional towns to host Common boundaries between sports Must be a reason to travel – competition, family day. Tie social events around competition

events Cost and climate – facility suitable (dry/wet) and fuel costs to travel Subsidising for centralisation of competition, they subsidise the outer club travel

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Organisational Development (Governance)

Paying the same Association fees to governing body as metro clubs, without the regional support

Clubs more aware of necessary governance, how can they cover insurance costs? Give the running committee confidence

Farmers don’t consider OS&H. Most workers volunteer and understand, farmers just pay insurance and that will “take care of it”

Combined clubs to watch over the smaller clubs, one person to control insurance and provide advice on risk, etc.

Change Management

Resistance to change Can’t hold a role for more than 2 years, encourages rotation, no fear of being stuck in one

role for 10 years, etc. Mentoring to assist role change/acceptance – succession planning/apprentice program Templates to guide new members/committee Join multiple clubs to provide one overarching committee – less volunteers, allows more

willing volunteers to umpire, coach etc. That overarching committee act as Club Development Officers

Paid volunteer to cover secretary, registrar for 3-4 sports (part-time role), value add to role (Multi-sport Secretariat)

Volunteer coordinator who is effective will be recruiting, training, attracting new club members and volunteers

Summary of Key Issues

Should the Club Development Scheme be retained and adequately resourced it would be appropriate to offer the Club Development Scheme in an expanded format to the entire Great Southern region. This would entail a re-shaping of local government collective hubs to ensure the Club Development resources provide adequate coverage across the GS region

Population challenges – meeting the growth in the larger regional centres as well as sustainability in rural areas of decline (small rural communities)

Impacts of workforce on community sport – FIFO/DIDO and transient movements Recruitment and retention of volunteers Up skilling of volunteers Parental involvement in their child’s sport Succession planning – planning for the future

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ACTION PLAN

Key Focus Area Strategies Partners/ Key Stakeholders Timeframe

Lifestyle Identify clubs in high growth areas and provide support to manage increased membership growth. Provide greater support to the development of new clubs.

Local Governments, Land Developers, Regional Sporting Associations, Clubs

Ongoing

Develop a better understanding of the impact FIFO/DIDO has on clubs and if required provide additional support to clubs in recruiting and retaining FIFO/DIDO members.

Local Governments, Regional Sporting Associations, Clubs, Corporate Bodies

June 2014

Coordinate an education campaign targeting parents to increase their understanding of sport and recreation clubs; how they operate and the benefits for children in joining a club.

Local Governments, Regional Sporting Associations, Clubs

June 2015

Acknowledge Local Governments have different requirements and provide customised support when required.

Local Governments Ongoing

Promote KidSport and financial support programs to assist community members to overcome financial barriers in joining sport and recreation clubs.

Local Governments, Regional Sporting Associations, Referral Agents

Ongoing

Support Local Governments in their pursuit to meet community expectations and develop better facilities through Community Sporting and Recreation Facilities Fund.

Local Governments Ongoing

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Organisational Development (Governance)

Provide assistance in developing strong operational capacity within clubs by promoting/coordinating a range of workshops/seminars that cover key topics i.e. Member Protection etc.

Local Governments, Clubs, DSR Ongoing

Implement a range of educational programs for clubs that focus on:

- Technology- Club Talk initiative- Play by the Rules initiative


Support the extension/expansion of the Club Development Scheme to cover the entire Great Southern region.

Local Governments, DSR June 2014

Assist clubs in ensuring they are compliant with required legislation i.e. Working with Children Checks etc.

Local Governments, Clubs Ongoing

Support clubs to develop plans that are responsive to community needs and have a strategic focus.


Places and Spaces (Infrastructure)

Provide support and opportunities for sporting clubs to develop skills around key issues:

- Asset maintenance- Facility management

Local Governments, Clubs, DSR Facilities Branch

Ongoing

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People Development (Volunteers)

Promote and support clubs in developing Volunteer Management Plans by accessing funding through the Community Volunteer Grants.


Incentivise the appointment of Volunteer Coordinators with Club’s Executive.

Local Governments, Clubs Ongoing

Provide ongoing support to clubs to up skill their volunteers (in a range of key positions).


Assist clubs to explore alternative models of club administration beyond traditional volunteer structure i.e. paid club secretariat to administer a collective of sports.


Ongoing

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