2022–2023 funding round
The Club Night Lights Program exemplifies the State Government’s commitment to the development of sustainable floodlighting infrastructure for sport across the State.
The purpose of the program is to provide financial assistance to community groups and local governments to develop sports floodlighting infrastructure. The program aims to maintain or increase participation in sport and recreation with an emphasis on physical activity, through rational development of good quality, well-designed and well-utilised facilities.
Through the Club Night Lights Program, the State Government will invest $10 million over four years towards floodlighting infrastructure. The maximum grant offered for standard grant applications is one third of the total estimated project cost (excluding GST) up to a maximum grant of $1 million.
The Department of Local Government, Sport and Cultural Industries (DLGSC) will assess the total eligible cost of your project (excluding GST) from the information provided.
Some applications will be eligible for up to one half of the project cost. This eligibility will be measured against key development principles. Applicants will have to show their eligibility through the development bonus section of the application form. Meeting Development Bonus criteria will not automatically ensure the applicant is eligible for 50% of the project cost.
Applicants will need to return unspent funds to the department in accordance with the terms of the grant agreement.
The Club Night Lights Program can fund new or upgraded facilities which will maintain or increase physical activity and participation through the provision of floodlighting.
Examples of projects which will be considered for funding include:
Funds will not be available for:
An amount of $10 million will be allocated from 2021-22 through to the 2024-25 financial year.
The maximum grant offered for standard grant applications is one third of the total estimated project cost (excluding GST) up to a maximum grant of $1 million. The department will assess the total eligible cost of your project (excluding GST) from the information provided. Any ineligible items shown as eligible will be deducted from the eligible project cost. This may result in the eligible funding requested for your project being less than the amount you have applied for.
Through a development bonus, some applications will be eligible for up to one half of the project cost. This eligibility will be measured against key development principles. Applicants must show their eligibility through the development bonus section of the application form. Meeting development bonus criteria will not automatically ensure the applicant is eligible for 50% of the project cost.
The department will assess the total eligible cost of your project (excluding GST) from the information provided. Any ineligible items shown as eligible will be deducted from the eligible project cost. This may result in the funding eligible for your project being less than the amount you have requested.
The department does not guarantee you will receive the full amount of financial assistance requested or the maximum level of funding. The level of financial assistance offered will be based on the overall significance of the proposed project, including the benefits provided to the community. Receiving financial assistance under this program does not guarantee future stages of your project will be funded.
There is no obligation on your local government or state sporting association to make a contribution to a project however a contribution from all stakeholders (which may include local government, State Sporting Association and user clubs) in a project that meets local and sporting needs will be viewed more favourably.
State Government funding for any project cannot exceed two thirds (66.66%) of the total project cost.
An important part of the funding process is to ensure the community can bear the true cost of running and maintaining a facility well into the future.
Developing a life cycle cost approach when considering your project’s parameters will provide you with a solid and informed base from which to make the most effective financial, economic and operationally sustainable decisions. This life cycle assessment
should be undertaken in the planning of any project so all parties have an understanding of the upfront, ongoing and replacement costs over the life of the project.
A life cycle cost analysis must be provided for projects with a total cost over $500,000.
Please refer to our Life Cycle Cost Guidelines.
A sinking fund is established by setting aside revenue over a period of time to meet future capital expenses. The annual amount to be set aside is determined by the expected life of the asset using the formula:
Expected cost of replacement (including inflation) divided by the expected number of years before replacement
The responsibility for maintaining and operating a facility rests with the local government, the club or a combination of both. It is important that applicants can demonstrate they can maintain the facility by developing a sinking fund for asset replacement. Local governments, as the asset owner, are expected to ensure that part of their assessment of a project includes confirmation they will underwrite any shortfalls.
Voluntary labour is work undertaken by people, without compensation or reward.
The value of work undertaken by volunteers can be included in the applicant’s contribution. Voluntary labour is allowable up to $50,000 in value, however the grantee’s cash contribution must match any non-cash contribution to the project.
Administration of projects, preparation of applications, claim forms, documentation, etc, is not recognised as a claimable item. In general local government staff hours will not be recognised.
Voluntary labour can be classified as follows:
General work is being undertaken where no recognised qualification is required. This includes work that is supervised by a skilled person and labourers.
A person with a recognised qualification specific to the work to be undertaken, i.e. electrician, grader driver etc.
A person with a formal tertiary qualification specific to the work to be undertaken, i.e. architectural, legal, engineering, surveying work or similar.
Donated materials can be recognised as part of an applicant’s contribution (see examples at the end of this section). Donated materials must be recorded on a Schedule of Donated Materials, which must be endorsed by the local government.
There is no limit on donated materials, however the applicant’s non-cash contribution cannot exceed the applicant’s cash contribution to the project.
Any local government cash/labour/machinery/materials are to be costed as part of the applicant’s cash contribution, not as voluntary labour or donated materials. However, certain services are considered to be part of the local governments normal function, i.e. shire engineers and administration/finance staff, and costs associated will not be recognised.
Donated materials may not be recognised where the donor is the supplier or contractor involved in the project. It is essential that the applicant completes a valid tender process before considering donations or discounts related to suppliers and contractors.
Note: If the supplier or contractor provides materials at the wholesale price or lower, then the difference between the retail price and the wholesale price may be recognised as a donation, (i.e. it has to be demonstrated that the donor is foregoing their profit component in favour of the applicant/project).
There are a variety of voluntary labour and/or donated materials combinations possible. Applicants must first estimate the total cost of the project and then work backwards to see if the method by which they intend to fund the project is allowable. The most important rules are:
You must contact your nearest department office to discuss your project in order to be eligible for funding. There are nine regional offices located throughout Western Australia.
Application forms are available from your nearest department office (regional WA) and local government (metro area only). A draft for information purposes can be downloaded.
Applicants must be either a local government or a not-for-profit sport, recreation or community organisation incorporated under the WA Associations Incorporation Act 2015 and have an Australian Business Number (ABN). Clubs must demonstrate equitable access to the public on a short term and casual basis.
The land on which the facility is to be developed must be one of the following:
Throughout the planning process you must liaise with department officers to ensure that you adequately address the assessment criteria and that information in your application can be clearly understood. The emphasis of the assessment factors is on a planned approach to facility provision and will require the applicant to demonstrate need and to consider planning, design, and management issues to substantiate the need for the proposed project.
Officers assessing applications will provide a rating against the level of project consultation. Where no consultation has occurred, the rating will be zero which will affect your chances of obtaining a grant. To apply for a development bonus, you must contact your nearest department office in order to determine whether you are eligible to apply.
The key principles of facility provision explain in depth the principles against which applications for Club Night Lights Program funding will be assessed. Your application will be assessed on the quality of information you provide and how well this information meets the key assessment criteria. You must answer each question in the application form and supply all requested information.
Assessments have been based on the following criteria:
Further details are available in the department’s document Key Principles of Key Principles of Facilities Provision Provision.
If you are applying for lighting above training standard, emphasis will be placed on projects formally identified by State Sporting Associations as a strategic location for match standard lighting.
Projects must also demonstrate that they can be delivered within the funding period. Projects will be assessed against the scope, time and budget being proposed. You must demonstrate that your project will be completed within the nominated timeframe.
Applicants must liaise with their local government regarding planning and building approvals pertinent to their project. Your local government will assess all relevant applications and is to rank applications in priority order for the municipality.
No distinctions should be made in the ranking between local governments and community applications.
Applicants must liaise with their State Sporting Association to discuss the project. State Sporting Associations are involved in the assessment of applications and may be able to provide valuable information when planning your project, particularly on information related to technical design issues and providing evidence of strategic planning for floodlighting locations.
Advice from all of the above forms part of the assessment of your project.
Your application form, together with the supporting documentation required, must be submitted to your local council by the relevant date outlined in the application process and timeline section. Please note that many local governments will close the application period sooner to accommodate council meeting schedules. It is recommended that you check the closing date for Club Night Lights Program applications with your local government to avoid missing out.
More information on Club Night Lights Program timeframes.
Funding under this program is administered in accordance with the grant agreement, which is executed by successful applicants. Some key obligations of the recipients and conditions of the grant are below — please note actual conditions may differ
at time of grant acceptance:
The State Government, through the department, provides a significant contribution to the sustainability and development of the sport and recreation industry. This is achieved through financial assistance and the provision of expertise, advice and services.
It is important that recipients of this support recognise the State Government contribution during the funding relationship.
Accordingly, successful applicants are required to abide by the grant acknowledgement requirements.
All information provided to the department and gathered during the grant assessment process will be stored on a database that will only be accessed by departmental personnel. The database is subject to privacy restrictions in accordance with the Privacy Act 1998 (Commonwealth) and the Freedom of Information Act 1992.
There are publications available on the department’s website which will assist you in preparing your application.
Suggested publications are:
Amidst a backdrop of increasing demands on government budgets, sport and recreation facilities are being asked to become increasingly financially self-sufficient. Business plans, feasibility studies, life-cycle cost plans, design aspects, construction
processes and the operational asset management of facilities are being placed under more scrutiny than ever before. This applies to both local government owned facilities and community based facilities.
The management of a facility plays a crucial role in its continued successful operation. Management planning will impact significantly on design, administrative and financial considerations and occurs in the initial concept stages of planning
for a facility. The two most crucial factors in successful management are financial control and effective service delivery to ensure a smooth operation.
In order to remain relevant and to be an ongoing success, managers of recreation facilities need to plan ahead, anticipating change and modifying services accordingly. Without a management plan in place, organisations run the risk of being ineffective,
vulnerable to changing trends and wasting valuable resources. A management plan is designed to deliver a project - not only during the set-up phase, but also for the lifetime of the project.
In order to remain relevant and to be an ongoing success, managers of sport and recreation facilities need to plan ahead, anticipate change and modify services accordingly.
Without a management plan in place, organisations run the risk of being ineffective, vulnerable to changing trends and wasting valuable resources. A management plan is designed to deliver a project — not only during the set-up phase, but
also for the lifetime of the project.
Your management plan is a resource that everyone involved in the facility can work to. However, there are a number of key principles that should be considered. The information provided in this guide will assist facility managers to achieve efficient
management practices, which will ultimately increase the likelihood of a successful facility.
A management plan is a formal planning tool that aims to design the future operations of the facility. It is a written document that outlines:
A good management plan will improve the effectiveness and efficiency of your facility. It identifies who your clients are, what services are on offer and why. It will provide you with short and long term goals, improve the quality of your services
and products and enable you to manage a more successful operation.
How the facility fits into the broader corporate direction of the parent organisation.
Management is forced to evaluate the consequences of alternative strategies and tactics.
Services and products are tailored to meet customer needs. New opportunities and competitive advantages are discovered.
A clear statement of what the organisation/facility does and where its key stakeholders want it to be.
The amount of human and financial resources needed to launch or operate a facility (previously identified in the Feasibility Assessment) is reviewed and finalised.
The financial requirements for any capital works, and
for all operational activities are detailed. Cash flows and balance sheets are projected for the next 1–5 years.
Potential problems and risk associated with managing the facility are identified and ways of overcoming or mitigating them are detailed.
Ways of measuring and evaluating the effectiveness of the facility are established.
A vision statement is the first step in the planning process followed closely by the development of a mission statement.
A vision statement is a vivid description of a desired outcome that inspires, energises and helps the organisation create a mental picture of your target. It could be a vision of a project or goal.
Vision statements are often confused with mission statements, but they serve complementary purposes.
The next step in preparing a management plan is to develop a mission statement for your facility. The mission statement is a clear statement of what the facility does and the way in which it will be managed. The mission statement describes:
It is important to ensure that all personnel are committed to the mission statement. Encourage input into the planning process from all levels of management, not just senior staff. It is also important that whatever vision and mission is developed,
it reflects the aspirations of the stakeholders.
A mission statement which truly reflects a shared vision will created unity and commitment within your organisation.
Once the mission statement has been agreed to, the next step is to work out how to achieve it. It is important to identify the goals that will enable you to achieve your mission. Goals reflect what you aim to achieve and give direction to the
operation of the facility. They are usually broad statements that have no time frames.
For example, following are the mission statement and goals of a sporting club with its own facility.
Highfields Sports Club will offer and promote sport within the community and will provide facilities regardless of age, gender, ethnicity, religion, degree of ability or disability.
With the goals in place, the final step is to set out major initiatives. These are the specific actions needed in order to achieve the goals. It is helpful to arrange and focus on these in key performance areas.
Collectively, your objectives form an action plan and detail specific actions that will be taken at a particular time in order to achieve a defined outcome.
Together your initiatives should form an action plan showing:
Clearly detail all the assumptions made to determine the goals and major initiatives. Key performance areas (KPA) focus on general areas of operation within a facility, where a desired outcome is required over the period of the management plan.
Focus areas are those specific operational areas within a key performance area. For example, a focus area within a key performance area of finance would be operational budgets.
An example of goals/initiatives for a sporting facility that is run by a sport or club is shown below:
An example of the goals/initiatives of a larger recreation facility is outlined below:
An excerpt from the Waverley Council Management Plan 2000–2003
All sporting facilities require a management plan. Preparing a management plan is not a difficult task, however it will require a considerable time commitment. It may be practical to develop your management plan in stages, adding to it and refining
it over time. This is extremely important, particularly when the organisation is seeking funding in the future for their facility.
To be able to complete each of the components as outlined in Section 5 of this kit, you need to gather a broad range of information on your facility. This process of researching and questioning will enable you to set your goals and devise a number
of objectives to achieve those goals.
When preparing a management plan consider the following:
The responsibility for developing a management plan for a sporting or recreation facility lies with the facility manager. However, it is critical that all staff and volunteers are given the opportunity to input their ideas. It may also be appropriate
to seek input from other organisations and key members of the community such as representatives of local government, local sporting clubs/associations, local businesses, youth workers and co-ordinators of other community facilities.
Through adopting an open planning process you are more likely to:
The following list outlines the process for developing a management plan.
Although each management plan is relevant to a particular facility and its core business, there are a number of key components that must be considered.
A check-list of topics to be included in the management plan is summarised below.
The executive summary provides a brief overview of the key components of the management plan and incorporates recommendations. Keep your main points in mind as you write the summary. You do not need to include every point in the summary, but ensure
that the major ideas are covered succinctly. This summary should be able to be read and understood as a separate document from the management plan.
An executive summary is always at the beginning of a management plan.
This section of the management plan provides an assessment of influential trends in the sport and recreation industry relating to your facility and background detail on the organisation. This includes:
Market research is a difficult section to prepare but one of the most important when developing a management plan. Collecting statistics and market research data will help you meet the needs of existing and potential customers and gain a greater
understanding of your industry. Once you have a clearer understanding of market trends you are then able to implement practices to help your business grow.
This component should provide an analysis of your competitors, customers and the marketplace. It should:
Each market research project varies and involves five basic steps:
Primary data is obtained by observation, experimentation and survey. Observation is an effective way of collecting information about customers. All that is required is observing what customers do before, during and after participating in a program.
The final step is to document the findings, reach conclusions and make a series of recommendations.
This section provides an outline of the organisational structure, levels of authority and strategies for maintaining a high standard of management. This includes:
An asset management plan is critical to the management of a facility. To protect the high capital investment and ensure the reliable operation of your facility, a preventative maintenance program must be established. In your management plan include
a physical description of your centre and detail strategies for building maintenance. It should include:
The Department of Sport and Recreation’s Asset Management Guide January 2004 has the information to assist organisations with developing an asset management plan. This is available through the Department of Sport and Recreation’s website
on www.dsr.wa.gov.au or the nearest office to you.
Past, present and projected financial data must be presented to assess the viability of the facility, including:
All facilities face problems and all future projections are based on assumptions. This section outlines any future considerations that impact on your facility including:
Prepare for surprises — identify and assess possible risks and how you will deal with the situation should any of these risks actually occur. Risk is defined as the chance of something happening that will have an impact on objectives. It
is measured in terms of consequence and likelihood.
This section describes how you intend to measure your performance and whether or not you are achieving your objectives. Gather only information that can be used. Information that can be monitored on a regular basis includes:
Once the management plan has been developed, it is important that it does not gather dust on the shelf and become rapidly out of date. Although a management plan is prepared with a three to five year period in mind, it must be updated on a yearly
basis to be relevant. Future changes within the sport and recreation industry, the organisation, the target groups, the marketplace and broader community will impact on the operations of your facility.
An implementation plan should be completed after the management planning process is completed. Implementation plans are working documents to be reviewed at regular intervals.
Implementation plans state:
Tips for implementing a plan
Below is a sample of an implementation plan for a softball association.
For management plans to remain effective, the organisation will need to review and amend it regularly. This requires processes that ensure the plans remain a dynamic working tool for the organisation.
Goals and objectives will need to be refined, modified and in some cases, rewritten. Identify the people in the organisation who will be responsible for monitoring. Tips for monitoring, evaluating and reviewing the management plan:
Good management doesn’t just happen — it needs to be planned. Achievable goals and major initiatives need to be established and followed, sound methods in accounting, budgeting and pricing must be adhered to, and maintaining current
knowledge of client needs and aspirations must be a priority.
The importance of flexibility in terms of programming and staffing cannot be overstated. Equally important is the need for ongoing evaluation and assessment, to ensure services are aligned with current trends and developments in the industry and
By developing a management plan, you will become more effective, efficient and relevant in your service provision, maximising the use of resources while creating meaningful recreation opportunities for your community. Planning your management
is smart and will take you down the road to success!
How to Develop a Management Plan for Your Facility – Department of Sport and Recreation, First Edition – February 1995
Sample Strategic Business Plan – NSW Department of Tourism, Sport and Recreation
Managing Your Project – Sport England, March 2004
Recreation and Sport Planning and Design – A Guidelines Manual – Jim Daly 1995.
Waverley Council Management Plan 2000–2003
Australian Sports Commission 2004, Planning in Sport
Making Your Recreation Centre Viable – Sport and Recreation Ministers’ Council, Commonwealth of Australia, 1990
Leisure Centre Management – Hilary Commission For Sport, Fitness and Leisure, 1993.
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