Providing financial assistance to community groups and local governments to develop sports floodlighting infrastructure.
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.
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:
Refer to the guidelines for more information before applying.
There are 3 rounds of Club Night Lights Program per year. 2 small grant rounds, and 1 annual and forward planning round.
Club Night Light Program timeframes
Information on eligibility and draft application forms.
How to apply for Club Night Lights Program
List of recent successful Club Night Lights Program grants.
There are publications available on the department’s website which will assist you in preparing your application.
Suggested publications are:
model is separated into two stages. Stage One — Intelligence Gathering
consists of a decision-making tree to guide the collation and
interpretation of data as part of a needs assessment process.
It is a 13-step process, complete with guidelines on how to identify gather and analyse data.
two is a sustainability matrix developed to assess the feasibility of
facilities and programs. This stage consists of 52 criteria, which are
grouped into nine weighted categories. Weighting guidelines have been
developed, though communities may choose to use a number of consensus
building techniques to alter these so that they reflect local values.
Each criterion is rated on a scale of 1 to 4, with the highest score
providing the most benefit.
The model is designed in such a way
that it can be entered at any point in the planning process. It has also
been developed so it can be used by planners or user groups with a
range of skills and experiences.
While guidelines have been
prepared to assist in both stages, incomplete data still enables the
user to gauge the need for, or feasibility of, community facilities and
services. The more complete the intelligence gathering process the more
robust the assessment.
In addition to guiding need and
feasibility related decisions, the model can also be used to assess the
functionality of existing facilities and programs, and if necessary
provide rationale for their disposal or termination. Stage Two can also
be used to compare the cost and benefits between alternative types of
facilities (e.g. when determining budget priorities) or to determine the
most suitable location for a new facility or program.
proposed that the model will be further developed to include a web-based
interface. It is anticipated that the model will evolve over time as
users test and refine its relevance to different circumstances.
full application of the model, based on a complete intelligence
gathering and interpretation process will make the planning process more
robust. In using this model, however, it is important to understand
that it is a guide only.
This decision-making tool was prepared by CCS Strategic Management in association with Geografia at the request of the Department of Sport and Recreation. Copyright and intellectual property rests with the Department.
A project control group including local government representatives oversaw the project.
recourse contains comments of a general nature only and is not intended
to be relied upon as a substitute for professional advice. No
responsibility will be accepted by the Department of Sport and
Recreation for loss occasioned to any person doing anything as a result
of any material in this resource.
This booklet was prepared with a
view to outlining the Department of Sport and Recreations' requirements
for decision making. However, any opinions, findings, conclusions, or
recommendations expressed herein are guidelines only and should not be
expressly relied on by project proponents.
decision making tool has been prepared to assist in determining the
need for, and feasibility of, community and recreation services. While
the model is predominately to be used for facility planning, it has been
structured so that it can also be applied to program based solutions.
model is separated into two stages. Stage One - Intelligence Gathering
consists of a decision-making tree to guide the collation and
interpretation of data as part of a needs assessment process. It is a 13
step process complete with guidelines on how to identify gather and
Stage Two is a sustainability matrix developed to
assess the feasibility of facilities and programs. This stage consists
of 52 criteria, which are grouped into nine weighted categories.
Weighting guidelines have been developed, though communities may choose
to use a number of consensus building techniques to alter these so that
they reflect local values. Each criterion is rated on a scale of 1 to 4,
with the highest score providing the most benefit.
The model is
designed in such a way that it can be entered at any point in the
planning process. It has also been developed so that it can be used by
planners or user groups with a range of skills and experiences. While
guidelines have been prepared to assist in both stages, incomplete data
still enables the user to gauge the need for, or feasibility of,
community facilities and services. The more complete the intelligence
gathering process the more robust the assessment.
In addition to
guiding need and feasibility related decisions, the model can also be
used to assess the functionality of existing facilities and programs,
and if necessary provide rationale for their disposal or termination.
Stage Two can also be used to compare the cost and benefits between
alternative types of facilities (e.g. when determining budget
priorities) or to determine the most suitable location for a new
facility or program.
It is proposed that the model will be
further developed to include a web based interface. It is anticipated
that the model will evolve over time as users test and refine its
relevance to different circumstances.
A full application of the
model, based on a complete intelligence gathering and interpretation
process will make the planning process more robust. In using this model,
however, it is important to understand that it is a guide only.
decision making tool was prepared by CCS Strategic Management in
association with Geografia at the request of the Department of Sport and
Recreation. Copyright and intellectual property rests with the
commencing a facility or program planning exercise, it is important to
determine the scope of the project to ascertain key objectives,
milestones, and data gathering activities. The scope may take the format
of a project brief or tender document and will set out the philosophies
and imperatives that underpin the investigation.
In determining the scope, the proponent may ask the following questions:
the catchment of a facility/program or the study area of a needs
assessment investigation is an important phase of the data collection
process. The catchment of a facility or program will vary depending on
its size and function. The study area will vary according to the scope
of the planning exercise being undertaken.
At times the two will
overlap. If, for example, you are exploring the need and feasibility for
a proposal that has been mooted from the community, user groups or as
part of the political process, the catchment of the proposed facility or
program may be one and the same.
On the other hand, if as a
local or state government agency, you are seeking to establish need
within a clearly defined area (e.g. a municipal boundary), then the
study area is determined through the scoping phase. It is, however,
important to understand that administrative boundaries do not
necessarily influence the patronage patterns of facilities or programs.
Consideration, therefore, should also be given to facilities and
programs in neighbouring municipalities.
There are a number ways
to determine the catchment of a facility or program. The simplest is
based on a radii distance from a facility or program outlet. These radii
will vary depending on the facility.
Some guidelines are provided below:
While circular catchment analysis is a useful starting point, it does
not take into account major barriers (e.g. rivers, major roads),
accessibility (e.g. road networks, public transport options) or
population densities (see Standards Based Gap Analysis Guidelines). The
diagram below provides an example of how these factors may influence the
catchment of a facility.
Note: Even though some areas are within
the 5km catchment of facilities, physical barriers restrict their
accessibility. As a result they become part of those areas in which
there is a potential provision gap (see coloured areas above).An alternative approach to measuring catchments may be through a
'ped-shed' analysis, which involves determining accessibility distances
based on transport and pedestrian routes. Geographic Information Systems
can be of assistance.
the study or catchment area has been determined (as outlined in Section
2), it is essential that the status quo is defined. An audit of all
relevant existing facilities in the area is appropriate.
Ideally as much information as possible! Make sure that you also collect data on school and private facilities.
facilities the following information is recommended to be collected and
stored in a readily accessible data base for all existing facilities.
This data file represents an asset register, condition report and
utilisation record for the facility.
programs that are not facility specific the nature of the program,
location(s), frequency, fees and participant data should be collated.
key elements for analysis related to planning for new facilities or
programs are the location, capacity and condition of the existing
records are generally the best source, however, they are rarely in a
single data file, location or format. Usually it is necessary to gather
and compile the necessary information for your own analysis. For
facilities a site inspection is essential, during which a photographic
record can be taken for future reference. This site visit also allows
for a current inspection of the facility condition and its suitability
for future use, modification or removal.
For programs, auditors
ought discuss the program with providers and attend sessions if
possible. Note that at the time this model was developed the Department
of Sport and Recreation was in the process of developing a Facilities
Mapping System to establish a metropolitan facilities database.
The following questions should be asked for each of the existing facilities and programs:
analysis allows you to align the planning process to the population you
are trying to serve. It can provide insight into the social and
economic dynamics of local communities and ensure the proposed facility
or program is suited to the targeted user groups.
Demographic data can be obtained from the Australian Bureau of Statistics (ABS) website free
of charge or for a nominal fee. While basic demographic data is
regularly updated, detailed information is only available for Census
years (1991, 1996, 2001 and 2006).
This data is available at a
variety of geographic scales. The basic unit is a Census Collection
District or CCD. Amalgamated data sets can be acquired at postcode,
suburb, local government, regional, state and national levels. Talk to
ABS staff for additional advice.
As a facility or program planner
you will also need to consider population change (growth/decline) and
future demographic profiles. The most appropriate data source for this
information is the WA Department for Planning and Infrastructure
population forecasts, called Western Australia Tomorrow. This can be
downloaded from Planning Western Australia.
This information can be used as the basis for understanding population
growth (and by implication, demand for facilities) and to estimate
likely age profile changes.
data contains a range of valuable information. Data likely to have an
influence on the provision of community and recreation facilities and
recommend that, as a minimum, you attain data for two Census years at a
local government or suburb level to view changes over time. When
analysing this data it is important that you compare suburb or LGA data
to state, national or regional averages to see local variation.
are a number of ways and software tools available to analyse and
interpret Census data including tables, Excel graphs and the use of
Geographic Information Systems (GIS).
Prior to commencing your
data analysis it is important that you convert it to a format that can
compare geographic scales (e.g. state to local government areas).
example, if comparing age profiles for the 1996 and 2001 Census for a
local government area to state averages, each cohort needs to be
converted to a percentage of the total (see tables below for the 'Shire
Data Converted to Percentages for Comparative Purposes
Comparative age demographic
an indicator of temporal changes, graphs comparing raw data between
censuses are a useful device. Population pyramids comparing gender
distribution are also recommended.
Analysis using GIS software
can also be used to determine demographic clusters. One method that can
be applied is to calculate the ratio within data sets (e.g. ratio of
under 30s to over 30s) for each CCD. Most GIS software can interpolate
these ratios across a geographical area to produce a map that highlights
concentrations of various demographic indicators (see map below
produced by MapInfo).
If, for example, you were making decisions
about the location of a youth facility, preference would be given to
lighter shaded areas.
is important to know the average participation rates, frequency of
participation and the characteristics of the participants most likely to
use the facilities or services you will provide.
pax this is the average number of participants involved in the activity
on this day #wks this is the number of weeks that this activity
operates for each year
provision of facilities and programs according to a set standard, or
simply because the neighbouring locality has one, is not advocated.
is, however, useful to gain an insight as to whether the facility or
program you are considering will fill a gap in provision, strengthen an
existing level of provision or push this and existing facilities/
programs into competition or oversupply.
Similar to the catchment
analysis in Section 2, this exercise seeks to address the appropriate
level of provision, but this time on a per capita, or standards basis.
this information is somewhat difficult to come by and exists in a
variety of locations. Some standards can be developed locally. Others
are simply a mathematical assessment making use of the most reliable
data available. Normative participation standards and locally captured
participation standards are described in Sections 5 and 6. These provide
the best means of establishing a reference or standard.
that this table records the level of existing provision which is not
necessarily an indication of what may currently be required and
certainly does not indicate future provision needs.
example is taken from work done by the North Metropolitan Region
Recreation Advisory Committee (NMRRAC) several years ago. In generating
this work the member councils of the north metropolitan region collated
the number of facilities they had in place by each of the categories
below and then interpolated the level of provision for a range of target
populations. The figures shown below are for a catchment population of
100,000 although figures also exist for 135,000 and 150,000.
Note: These standards are an example only and are not necessarily
applicable to all localities. These figures do not include facility
provision by schools and other institutions.
Using the NMRRAC numbers as a standard against which to compare
future provision presumes that the current level of provision is
adequate, sustainable and appropriate for the new circumstances. The
numbers should not be used in isolation or presumed to be a minimum
standard of provision. They do, however, give some indication of what
past planning strategies and community expectations have provided.
third example relates to standards developed from the practice of
demand based planning. This example is taken from a presentation
delivered by Dr Tony Veal from the University of Technology Sydney to
the PLA Annual conference in October 2005.
Here he uses a mix of
normative statistical data, locally captured data and guesstimates based
on local knowledge to derive a standard of 0.49 Hectares of land set
aside for soccer pitches per 1,000 persons.
value of community and stakeholder engagement should not be
underestimated when planning facilities or programs. It can provide
important insights into community values and views, ensure the plans and
facility/program location are in tune with local sentiments and provide
important information about the likely use of the facility. It can also
act as a community capacity building initiative in its own right. To
manage this process it is recommended that you develop a communications
strategy as part of the project scoping phase.
The extent of
consultation will depend on the nature, size, function and location of
the proposed facility or program. The following table provides a
consultative guide to the appropriate level and method of consultation
for facilities. Programs are less likely to have an impact on the
surrounding community, but consultative activities should be considered.
Thought should also be given to special interest and special needs
groups, e.g. indigenous, disabled, seniors, youth and people from
non-English speaking backgrounds.
meetings are a useful consultation device. Best conducted earlier in
the planning process, they provide the opportunity to gain candid
insights from stakeholders. Meetings would usually be focused on a set
of themed questions.
is highly recommended that as part of the stakeholder consultation
process, facility planners and proponents have preliminary discussions
with potential financial contributors or partners. This might include
funding agencies (e.g. LotteryWest, Department of Sport and Recreation),
neighbouring local authorities, land developers, principal user groups
and potential tenants.
are a useful means for community and stakeholder input. It is
recommended that workshops include a brief presentation on key issues
(e.g. demographic profiles, participation rates, location of existing
facilities). The workshop participants should then be broken into groups
and given specific tasks (such as discussing facility or program needs,
developing ideas for the vision for the locality/facility/program etc)
and then report back to the group as a whole. Themed workshops may be
one way to manage a large number of stakeholders.
or telephone based surveys of residents and users groups is an
excellent source of information and means of gauging community opinion.
Usually two sample sets are required (one for user groups, another for
residents).In the case of user groups it is recommended that the following minimum information is attained:
A community or stakeholder reference group
can provide a refined format for public input whereby the group meets on
an ongoing basis. They usually act in an advisory capacity without
decision making authority. Each meeting should be well structured, with a
clear logic between meetings. Members should be provided with
background information to assist them to provide meaningful input.
a draft concept plan has been prepared, it should be placed in a
publicly available display area and advertised for community comment.
Time should be made available for members of the community to meet and
discuss plans with representatives of the facility's proponents.
that other guidelines relating to community engagement are available
from the Citizens and Civics Office of the Department of Premier and
Cabinet. A wide range of consultation and engagement processes and
strategies are covered in their publications. They can be accessed via
can be defined as overarching documents, procedures or plans that will
have either a legislative or governance influence on the facility/
program planning process. They can also be an important source of
At a minimum it is recommended that you review the following:
the need identified and justified in stages 1 through 9 of the model
may be approached from a number of perspectives. The best solution may
well be non-asset based, meaning that it is not necessary to go about
building a new facility. Rather, the need may be met by offering a
service or program in the user's environment or from an existing
facility. Refer to the Department of Sport and Recreation's Asset
Management Guide for further assistance in this area available at the Department of Sport and Recreation
asset based solution may also not require the development of a new
building. Potential solutions could include use of an existing building
in which there is capacity to accommodate the need, retrofitting of an
existing facility to enable the need to be properly accommodated,
expansion of an existing facility to accommodate the need or ultimately,
and probably as a last resort, the construction of a new purpose built
facility to accommodate the need. Note that facility solutions should
also consider use of an existing school or commercial facility.
is recommended that all potential solutions are identified in this
stage and evaluated using the sustainability matrix in stage 2. This
process will help determine the most suitable solution to the need. It
will also answer any questions from external parties who may have a
particular view on which way the need should be addressed, potentially
without any substantial information to validate their view.
non-asset based solutions the investigations in this stage relate to who
will deliver the service or offer the program, how, when and where.
They become issues of resource logistics rather than facility
For asset based solutions, regardless
of whether a facility is to be new, retrofitted or extended the
determination of location is an essential step and one of the more
complex and contentious tasks in the facility planning process. To
maximise the accessibility of facilities/programs they should ideally be
located equal distance apart, in a hierarchical structure with well
connected road and public transport systems.
Even though some policies recommend this
approach to urban planning (e.g. Liveable Neighbourhoods) there are a
multitude of other factors influencing land development patterns (e.g.
topography, land ownership, historical land use, differences in
demographic profiles etc). As a result, locational decisions become more
A useful starting point is a catchment analysis. Taking
into account accessibility constraints and opportunities (e.g. public
transport, road and natural barriers - see figure in Section 2),
identify the catchments of existing facilities/programs and earmark
provision gaps. This will narrow the location to a general region. Note
that local government boundaries should be excluded from consideration
in this stage.
Once identified, a series of other criteria need to be assessed. These should include:
As well as comparing the feasibility of facilities, the Stage Two
Sustainability Matrix can also be used to assess the benefits of one
location over another by taking into account design, policy, funding,
environmental and accessibility variations.
is essential to develop a conceptual design for each potential
solution, at least in schematic form as early as possible in the
process. It is not necessary to move past the schematic stage at this
point but elements and their relationship to one another and the
surrounding environment should be roughly agreed. This information will
be useful when you do engage an architect or designer.
at this point you may consider developing a program concept. At minimum
this should consist of a statement of intent, target audience,
equipment requirements, space requirements, staffing needs, frequency
and an outline of the program structure.
For a facility this information is generally generated in-house,
potentially by the project steering group, before the engagement of an
architect designer. For a multipurpose community centre the process
could produce a schematic something like the one shown below:
Please note that there are a large number of regulations and guidelines
to be considered in the development of sport and recreation facilities.
Perhaps one of the most important is the actual sports dimensions
required for the sport or recreation activity to be accommodated,
including the necessary run-off or clear space required around the
competition or performance area. Sporting dimensions can be sourced via
the following link.Sports Dimensions for Playing Areas (1998) Archive copy
regulations, standards and guidelines will include those related to
facility design and construction including the Building Code of
Australia, Disability Services Act and the Health Act. The Department of
Sport and Recreation's Asset Management guide has a list of relevant
legislation and guidelines in Appendix K on page 54 available at The Department of Sport and Recreation.
though the specific application of their requirements is not necessary
at this schematic stage it is useful to note that there are guidelines
and controls which govern facility design and construction.
For an active playing field the NMRRAC models for local and district facilities could be used as a guide to design.
An example of a technical diagram produced for a facility in Wanneroo.
facilities a quantity surveyor will provide an estimate of the
construction and project costs. A useful format for construction costs
estimates in the pre-feasibility stage is as follows, shown here for a
multi-element facility. Note that the elements can be interpreted as
functional spaces such as halls, rooms or pools but must also include
circulation space, storage areas and amenity areas:
table (prepared in Excel) shows land acquisition in year 3 and a build
program in the fourth year from the current date with costs escalated at
8 per cent per annum. Both Rawlinsons and Department of Housing and
Works publish a building cost index which can be consulted to attain a
current escalation rate. Provisional sum allowances are made for unknown
items such as site and service establishment at this stage. For
programs, quotes for various services and capital costs will need to be
project costs can be readily obtained from a quantity surveyor. The
quantity surveyor should also be able to provide whole of life costs and
maintenance estimates which can be fed into an operating cost schedule.
Operating costs should also be prepared based on proposed programming,
projected participation rates, fee structure and management structure.
that the Department of Sport and Recreation provide a useful life cycle
costs guidelines publication to assist in cost schedule development
available at the Department of Sport and Recreation
capital and operating cost estimates (Total Project Cost) will provide
the proponent with an indication of the overall cost to establish and
operate the facility or program. This exercise then leads to element
modification, exclusion or reconsideration of the design and the
preparation of a funding strategy.
strategies for the development of Western Australian sport and
recreation facilities have been very strongly influenced by the State
Government's CSRFF program. This program can be viewed in detail on the
Department of Sport and Recreation's web site the Department of Sport
Generally, the CSRFF strategy allows for up to
one third of the project cost to be met by the State Government, one
third by the host local authority and one third by the project proponent
or user groups. Note, however, that there are restrictions and
limitations to the extent of funding offered by the State under this
scheme and a full one third contribution to the total project cost is
Other facilities funding sources include:
An organisation called Our Community (our community)
also provides information on grant programs. This is a commercial
organisation and there is a small charge for access to detailed
information on the site. You may regard the cost as worth paying.
of the above organisations will also provide funding for programs and
services. Healthway are a specialist program funding agency which can be
accessed through this link: HealthWay Western Australia
A funding model such as the one below should be prepared for the project.
project example shows a multi-purpose sporting facility development
proposal being driven by Hockey. Note that the Hockey club proposes the
raising of a commercial loan for any funding shortfall associated with
the project. The figure for commercial loan funds shown in blue
indicates that the best case scenario calls for a loan of $309,097,
however, the most likely outcome, or perhaps worst case scenario, calls
for that loan to be $919,097. This analysis provides a statement of
viability for the project, i.e. if the funding cannot be secured then
the project is simply not viable.
Program funds come from a
variety of sources including local government grant schemes. Check with
your local government authority for assistance given to local clubs. The
Department of Sport and Recreation offers a series of program funds
including the Sport and Recreation Community Grants Scheme.
Healthway are a specialist program funding agency which can be accessed through this link: HealthWay Western Australia
wellbeing is a very broad term. Generally it is defined as the degree
to which a population's health, education, income, leisure and economic
needs and wants are being met. Data gathered during Stage One should
guide this assessment.
of community can be defined as the degree to which people feel part of a
wider social network. Indicators may include participation and
volunteer rates, facility usage, number of people within an individual's
network, feelings of safety and security and levels of trust. Surveys
and consultative activities can assist determine these factors.
can act as important meeting points for different parts of the
community. Indicators may include the likelihood that the facility will
be used by a cross section of the catchment population.
that cater to a wide range of age groups are more sustainable as they:
1) enhance the catchment potential and 2) promote social interaction. In
assessing this criterion, consideration should be given to the
catchment age profile and the nature of the facility (e.g. seniors
centre, skate parks are designed for specific age groups)
that cater to both genders are more socially and financially
sustainable. While acknowledged that some facilities/programs will have
an inherent gender bias, efforts should be made to promote use by both
men and women.
part of the Stage One - Intelligence Gathering exercise, certain social
issues may be identified (e.g. unemployment, declining numbers of
youth, perceptions of safety and security, health problems in local
population). Facilities/ programs that, in part, address these issues
should be considered more socially desirable.
the extent to which a facility or programs will increase participation
rates is a difficult task. The best method is to determine whether
demand on existing facilities and programs is limiting the ability of
groups and individuals to participate in activities of choice. At times
(but certainly not always) the physical presence of a facility (e.g.
footpaths) will improve participation rates.
for the less advantaged in the community would include people with
mental and physical disabilities; low income families; unemployed or
people with significant health issues. Data attained during Stage One
should assist in this process.
projected participation rates carried out as part of the Stage One -
Intelligence Gathering with the facility’s/program’s projected target
user groups should enable an assessment of this criteria.
that the proposed facility's/program's catchment does not overlap with
existing facilities/program's is critical to their long term
sustainability. Refer to Stage One - Determining Catchment/Study Area
catchment/ study area population profiles carried out as part of the
Stage One - Intelligence Gathering with the facility's/ program's
projected target user groups should enable an assessment of this
Comparing catchment/study area income profiles
and participation profile carried out as part of the Stage One -
Intelligence Gathering should enable an assessment of this criteria.
catchment/study area ethnicity profiles (carried out as part of Stage
One - Intelligence Gathering) with the facility's/program's projected
target user groups should enable an assessment of this criterion. The
key is to ensure that the cultural leisure preferences are matched to
the intended function of the facility/program.
Gauging local community support is a complex task. Support can me measured in degrees based on the results of a survey (e.g. strongly support, support, opposed, strongly opposed) or consultation activities.
regional or catchment support can be measured through a survey sample,
public comments or as part of the broader engagement process (e.g. workshop outcomes).
difficult to ascertain, Council resolutions and conversations with
officers can provide an indication of likely local government support.
difficult to ascertain, funding guidelines and conversations with
officers can provide an indication of likely DSR support.
difficult to ascertain, state sporting association strategic plans and
conversations with officers can provide an indication of likely SSA
The needs of special interest groups can be determined as part of the broader and community engagement process.
from community groups and potential tenants/user groups can be attained
as part of the consultative process. An exchange of letters is
and non-indigenous impacts can be assessed through the consultative
process, a review of local planning schemes or by engaging an
anthropologist or heritage consultants.
Neighbourhoods, the Western Australian Planning Commission's planning
and design guidelines, promotes integrated urban form, high levels of
passive surveillance, pedestrian friendly streetscapes and a hierarchy
of POS and facility distribution. In regional areas, this may be less
relevant. In this instance, rate the facility a 4. The same should apply
to program based solutions.
City promotes high-medium density nodal developments connected through a
network of accessible roads and public transport options. In regional
areas, this may not be relevant. In this instance rate the facility a 4.
The same should apply to program based solutions.
policy review should identify the core intent of the Department of
Sport and Recreation's Strategic Directions policy statement and
evaluate the alignment of the proposed facility or program development
with that policy.
policy review should identify relevant local government policies,
procedure and community facility and service strategic plans.
strategic plans provide an overarching direction to local government.
They usually consist of a vision statement, set of guiding principles,
key initiatives and performance indicators.
local governments participate in regional recreational advisory groups.
Many have developed facility and program based strategic plans. These
should be identified as part of the policy review process. Where these
have not been prepared rate the facility/program a 4.
WA State Sustainability Strategy (SSS) guides a number of key
government policies and initiatives. An overview should be prepared as
part of the policy review.
policy review should identify any other state government initiatives
that are relevant to the proposed facility or program. If no other
policies are deemed to be relevant rate the facility a 4.
with the surrounding urban fabric can be measured in terms of the
facility's connections (e.g. footpaths, roads) to nearby land uses,
sightlines and views, architectural consistency and the extent to which
land use conflicts are possible. For some program solutions this
criteria may not be considered relevant. In this instance it should be
via public transport can be measured in terms of proximity and
frequency of buses and trains to the facility or program. Consideration
should also be given to the extent to which public transport frequency
matches peak usage times.
for pedestrians can be measured in terms of proximity and network of
cycle ways and footpaths. Ped-shed analysis may also assist in rating
decisions relating to facilities and programs should, in part, be tied
to a standards based gap analysis. Guidelines are provided as part of
of facilities and programs by schools and education institutions is an
important contributor to the long term viability of facilities and
should be promoted where possible.
Visibility and exposure has marketing, accessibility and safety benefits.
is now accepted that the safest community spaces are the busiest,
particularly at night. The extent to which a program or facility
generates day, night, weekday and weekend activity can be used as an
requires an indication of the compatibility and connectedness between
potential user groups. Complementary seasonal users will generally rate
high. Groups that are already working together and groups are
collaborating to lobby for the proposal will rate high.
facilities and programs must be fit for a purpose, the more
multi-purpose they are, the greater appeal and applicability they have
to a cross-section of the community. Very specific or single purpose
facilities and programs rate poorly.
use facilities generally rate high from a feasibility point of view as
they encourage synergies, expand the catchment potential or increase its
financial robustness. Programs that promote or enhance the level of
shared use of a facility should be rated high.
includes solar passive orientation, environmentally friendly building
materials, renewable energy sources, grey water reuse, waste recycling
and energy efficient plant and equipment. In the case of program
solutions this criteria is not relevant and should be rated 4. NB: Considerations should be given to the facilities design to minimise the Ecological Footprint (EF).
that are visible to nearby neighbours, businesses and passers-by are
afforded protection by onlookers. Exposure to the street, open car parks
and sensitive landscaping to prevent secluded zones are highly
desirable. In the case of program solutions this criteria is not
relevant and should be rated 4.
access to the facility is important to enable and encourage
utilisation. The shorter the connections within the community and the
greater the variety of access options the better. In the case of program
solutions this criteria may not be relevant and should be rated 4.
of a facility on a degraded site to enhance the amenity value of an
area is generally welcomed. Clearing of natural bushland, however, is
generally less well accepted. In the case of program based solutions
this criteria may not be relevant and should be rated 4.
based environmental programs can be defined as initiatives or
activities that raise community environmental awareness or promote
sustainable household behaviours, e.g. tree planting, recycling
programs, water wise campaign, etc.
and design issues will determine how responsive the facility will be to
waste minimisation initiatives. In the case of program solutions this
criteria may not be relevant and should be rated 4.
recovery is a key performance indicator for community facilities and
services. A financially viable facility or service will be able to
generate sufficient income from its activities to meet its operating
facilities and services are likely to incur a trading loss or operating
deficit, it is useful to spread financial costs across more than one
party. Given that community facilities and programs are usually built on
local government owned or controlled land, it is often the host LGA
that is left to meet any operating shortfall. It is an advantage if this
deficit can be offset by contributions from others, such as the
Department of Education and Training, commercial operations or
surrounding LGA's in the case of regional facilities and programs.
to the expense of establishing community infrastructure and services
the aim is to maximise utilisation of facilities. Those that are only
seasonal or only used for limited periods, rank lower that those used
all hours and all year round.
As part of the pre-feasibility process, funding investigations should be carried out.
Local government reserve funding is a potential revenue source and an indicator of Council support for the project.
from other local governments is a good indicator that the project has a
regional focus. It is particularly relevant when the
facility's/program's catchment extends across more than one municipal
The potential for multiple funding sources/project partners should be encouraged wherever possible.
infrastructure and services are expensive and often there are many
competing demands for funding within a community. The higher the
priority a local authority places on this proposed facility the more
likely it will be to succeed.
Mark ToomathSenior Project ManagerTelephone 61 8 9492 9870Facsimile 61 8 9492 9711Email Mark Toomath
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