Pilbara

Regional Club

Development Plan 2013-2017

Prepared by the Department of Sport and Recreation in partnership with key club

development stakeholders in the Pilbara Region.

June 2013

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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 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 Information sourced from Australian Bureau of Statistics 2011

The Pilbara encompasses 507 896 square kilometres from the North West coast to the border of the Northern Territory and is one of the largest regions in WA. The Pilbara is best known for its economic contribution to Australia. In 2010 the Pilbara produced 53% of WA's mineral and petroleum production, representing $71.7b. Key industries in the Pilbara are mining, construction and export, with two of the world’s largest ports by tonnage located at Dampier and Port Hedland. Other key industries include manufacturing, tourism, agriculture (sheep and cattle) and fishing and aquaculture. The Pilbara countryside offers unique outdoor adventures with three distinct geographical formations: vast coastal plain, inland ranges and arid desert. The Region is home to the Dampier Archipelago which boast pristine reefs and untouched islands as well as three National Parks: Millstream-Chichester, Karlamilyi (Ruddell River) and Karijini National Parks. The region is divided into four Local Government Authorities - Shire of Ashburton, Shire of Roebourne, the Town of Port Hedland and Shire of East Pilbara. The major towns of the Pilbara include Port Hedland, South Hedland, Karratha, Onslow, Newman, Tom Price and Marble Bar. A significant number of Indigenous communities are also present in the Pilbara, along with historic towns such as Cossack and pastoral stations and localities which date back to an early pastoral and pearling era. The population of the Pilbara from the 2011 Census was 59895 with unsubstantiated reports that a similar number work in the Region but FIFO or DIDO. The median age is in the early 30’s with 12% of the population being Indigenous. Population increase over the next 10- 20 years is expected to be very high with the Shires of East Pilbara, Roebourne and Town of Port Hedland expected to double. The town of Onslow in the Shire of Ashburton is expected to increase from 700 to 3500. Demographic and Population Profile:

Local Government Total Population

Population Male

Population Female

Median Age

Aboriginal & Torres Strait Islander

Shire of Ashburton 10,001 6,522 3,479 33 934 (9.3%)

Shire of East Pilbara 11,950 8,040 3,910 32 2,028 (17%)

Town of Port Hedland 15,044 8,574 6,470 31 2,223 (15%)

Shire of Roebourne 22,900 13,751 9,149 32 20,22 (8.8%)

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The Pilbara climate is arid and tropical with high temperatures and low irregular rainfall a significant factor. During summer months, maximum temperatures exceed 32C almost every day and temperatures in excess of 45C are not uncommon. Flooding is a major hazard in the Pilbara between the months of November and May due to the exposure to Tropical Cyclones. Sport and Recreation is an integral part of the Pilbara lifestyle and contributes towards enhancing the quality of life throughout the region. Residents have access to a wide range of sporting and recreational activities that are supported by local, regional and state associations and agencies. There are more than 400 sporting, recreation and community organisations in the Pilbara. Major towns in the Pilbara provide air-conditioned facilities for indoor sports during the day and with increased access to lit sporting grounds, there has been an increase in opportunity to participate in a wide range of sport and recreational activities in the evenings in both junior and senior sport. However, due to the extreme heat in the summer months many sporting clubs and associations continue to compete for ground and oval space on a daily basis throughout the winter season, with 90% of sports played at this time. The opportunities for inter town/community competitions for clubs and associations is also limited to Regional Championships (at most) due to the extensive distances between towns. The high number of FIFO and DIDO employees within the resources industry is showing a major strain and effect on participation and volunteer numbers in a number of sports and communities within the Pilbara region, with many participants accessing non structured activities and/or little or no commitment to the local sporting community.

FLAGSHIP PILBARA SPORT AND RECREATION PROJECTS IN 2013/14

1. Indigenous Engagement Strategy How do we engage the broader indigenous population in regular and structured sporting activities in regional and remote areas of the Pilbara? Develop a Pilbara DSR Position through extensive community consultation across the Pilbara region in order to develop strategies which identify and endeavour to meet the sport and recreation needs of indigenous communities across the Pilbara. Major stakeholders include; DSR Pilbara, DSR Leederville, State and Local Government, Non-Government Organisations – Local Service providers, Aboriginal Corporations, Indigenous communities. 2. Catering for Population Growth Strategies to meet the needs of population growth across the Pilbara region. Provide and lead opportunities to work in collaboration to develop “Pilbara Position” to ensure appropriate and adequate planning processes are completed and access to open space is utilised in new development and suburban areas. Major stakeholders include; DSR Pilbara, DSR Leederville, LGA’s, LandCorp.

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3. Regional Advocacy Promote DSR profile across the Pilbara region to ensure a better understanding and value of the Department. Develop and implement relationship and partnership workshops and functions which provide opportunity for major community stakeholders, agencies and industry to access DSR knowledge and expertise. Major stakeholders include; DSR Pilbara, Pilbara Development Commission.

Club Development Club Development Officers are currently based in two of the four LGA’s across the Pilbara region, the Shire of Roebourne and Town of Port Hedland. Both positions have been successful in many areas, but have not come without many significant issues and challenges. The remaining LGA’s are reliant on DSR to fund, plan and coordinate Club Development workshops. These additional training opportunities for clubs and communities have been limited in the past due to no Regional Officer based in the Pilbara office.

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CHALLENGES, ISSUES AND OPPORTUNITIES FACING SPORT AND RECREATION

CLUBS IN THE REGION

Due to the remoteness of the Pilbara region and the large distances between regional towns and

communities, the DSR office placed a large emphasis on ensuring that the Club Development Review

Survey reached as many clubs and associations across the Pilbara as possible.

This request and information was disseminated through the two Club Development Officers and key

Local Government contacts across the four LGA’s through to clubs and associations.

The Pilbara received a fantastic response across three of the four LGA’s and along with the targeted

Strategic Planning sessions held in person with The Town of Port Hedland, Shire of Roebourne, Rio

Tinto and key industry service providers including V Swans, Western Australian Rugby League and

The Australian Sports Commission.

Governance:

Only Two formalised CD Scheme positions across the Pilbara

Weak Governance among Clubs and Associations

Integration of FIFO into community sport (i.e. insurance)

Communication:

Facility Access / Lack of space

Distance between regional centres – Participation and Training

Community Inclusion:

Community Sport in competition with Recreation Centre (Fast Food Service)

Volunteer Management:

Competition for volunteers

Lack of Volunteer Training and Support

Lack of High Performance / Pathways – Athletes, Coaches and Officials

Transient nature of the region

Recruitment and retention of volunteers due to excessive numbers of FIFO and 12 hour shifts

Given these key issues, over the next four years it is critical that service providers in the Pilbara

develop an ongoing, one to one support service with the clubs in the region. This will endeavour to

help volunteers within clubs to grow their resource pool, involve more of the community with club

sport at coach, athlete and volunteer level.

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The Key Strategies include;

Greater support for Clubs and Associations in developing, implementing, communicating,

reviewing and evaluating; strategic, operational and succession plans across the Pilbara

region.

Provide training and development opportunities and effective tools tailored to clubs across

the region; Coach Mentor program, Healthy Club Checklist, Modified Workshop formats.

Promote and Support initiatives that overcome barriers to participation for individuals i.e.

KidSport, CPF, ARC.

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ACTION PLAN

Key Focus Area Strategies Partners/ Key Stakeholders Timeframe

Governance (Organisational Development)

Provide professional development opportunities to key Sport and Recreation Industry stakeholders. DSR coordinate forums for Pilbara LGA’s to collectively learn and discuss club development through the following;

Development of Formal Club Development Network across 4 LGAs

Provide ongoing support to Club Development Stakeholders.

Support clubs to move forward and be responsive to change by utilising the Healthy Club Checklist. All OSP Associations to complete with support from Club Development Network members as part of their 2013/ 2014 agreement. Promote and support clubs to innovate and improve ICT processes, focussing on Sport4All Club Talk Program. Provide guidance to Club Development Network members in developing a localised strategy to assist in club strategic planning. Support Club Development Network to deliver specialised training and development initiatives that are responsive to regional need.

Club Development Network (CDN) CDN CDN, RSA’S CDN, RSA’S, clubs CDN, clubs CDN, clubs

Ongoing TBC Ongoing TBC Ongoing Ongoing

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Key Focus Area Strategies Partners/ Key Stakeholders Timeframe

Communication Improve frequency of communication between Club Development Network stakeholders;

Development of Training and Education Calendar with support from Club Development Network.

DSR leads Club Development Network members in the provision of opportunities for local clubs to meet and network on a regular basis. DSR to lead the enhancement of networks and communication pathways within the Region between clubs and State Sporting Associations, Regional Sport Associations, Club Development Network stakeholders.

CDN, clubs. CDN CDN, RSA’s, clubs, SSA’s

Ongoing Ongoing Ongoing

Community Inclusion DSR develops relationships between Club Development Network and other agencies to address social issues impacting at risk children, youth at risk and minority groups. Support programs that overcome barriers for minority groups to participate and join clubs across the Pilbara, including;

Develop various strategies and scenario’s for communities to access KidSport funding (where currently not available)

Provide guidance and support for communities and clubs to access KidSport funding.

Promotion and support for LGAs and community groups to access Community Participation Funding.

CDN, State Government Agencies, LG Agencies, Non-Government Organisations, Local Community Groups, Aboriginal Corporations.

Volunteer Engagement (People Development)

Promote new and innovative strategies to recruit, retain, reward club volunteers, focussing on; Community Volunteer Project & Development/Implementation of Volunteer Management Plans

CDN, clubs, RSA’s, SSA’s.