Decision-making guide
This guide will assist facility planners in determining the need for, and feasibility of community sport and recreation services. The model in this guide can also be structured to apply to program based solutions.
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The model is separated into two stages. Stage One – Intelligence Gathering consists of a decisionmaking 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.
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 refl ect 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 benefi ts 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.
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.
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