The purpose of the Great Southern Regional Sport and Recreation Plan
is to assist in defining a clear direction for the development of sport
and recreation in the region and provide a blueprint to support this
strategy. The plan has been developed following extensive research
across the 11 partner local governments. The outcome has resulted in
four strategic themes being identified for future planning in the region
with regard to the potential impact on sport, physical activity,
health, tourism and the economy.
The following recommendations should be implemented over a 20 year
timeline, subject to regular and ongoing annual monitoring and
evaluation over the project time frame:
The plan pays regard to the aspirations and objectives of each of the 11 local governments:
These local governments form the Great Southern region as identified
within their respective strategic community plans and broader integrated
planning frameworks. In addition, a series of strategic plans and
regionally significant publications and partnerships underpin the
direction and recommendations contained within this plan.
Consistent themes include:
Targeted consultation with local government partners and State
Sporting Associations highlighted the following as key challenges
currently experienced and which this plan could assist in addressing.
The demographic analysis highlights the 45 to 64 year age range as
being the predominant age of the resident population across all local
government areas with the exception of the Shire of Kent. There are
however relatively high percentages of younger children within the
regional area associated with young to middle age family units.
The median weekly household income for all local governments in the
Great Southern is lower than Western Australia, which highlights,
indicatively, a potentially lower capacity to pay for discretionary
services. Conversely, however, the Great Southern has a higher
proportion of high income households than Western Australia as a whole
indicating that there is a strong discrepancy between those who have
potentially high levels of disposable incomes and those that do not.
The Aboriginal population base is relatively low and dispersed across
the region. In such circumstances, the integration of the Aboriginal
community requirements will need to be incorporated within the existing
infrastructure and will require ongoing assimilation and training of
club volunteers/members in valuing diversity and equity of access.
Future growth in the area is likely to be associated with tourism and in
particular regional heritage, flora, fauna and accessibility to tracks
Current trends indicate that for the Great Southern, the following need to be considered:
The rationale underpinning the strategic directions together with the
detailed recommendations, priority, lead organisation, partners and
timeline is identified at section seven of the report. Each
recommendation is aligned to Strategic Directions 6: Strategic Directions for the Western Australian Sport and Recreation Industry 2016-2020.
By creating this strategic plan, the Great Southern has shown its
recognition that sport and recreation is an integral part of creating a
liveable region with thriving communities. The challenge will be to
keep the momentum going to ensure continuous improvement and responses
to community’s needs. Continual review and revision of strategic
planning documents, is a vital component of the strategic planning
process. Policy makers and planners need to continue the dialogue begun
with community and all stakeholders, in order to ensure that their needs
and concerns are being addressed. In addition, as new programs and
initiatives are implemented in response to this initial planning
process, new weaknesses and threats will develop. Hence the need for
review and ongoing consultation.
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