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DSR Strategic Plan 2009-2012

Our mission is to enhance the quality of life of Western Australians through their participation and achievement in sport and recreation.

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Our purpose is to:

  • Get more Western Australians physically active.
  • Resource and equip sport
  • and recreation providers.
  • Support talent development
  • and achievement in sport.
  • Promote sound infrastructure planning and sustainable
  • facility provision.
  • Provide affordable recreation camp experiences.

Our key result areas are:

Industry development

Outcome: A cohesive industry that provides a framework to optimise social, economic and health benefits of sport and recreation.

Infrastructure

Outcome: All Western Australians, regardless of the level at which they participate, their means or geographical location, have access to quality sport and active recreation facilities.

Capacity building

Outcome: Organisations that provide sport and active recreation services are effective, accountable, viable and responsive to their stakeholders and build capacity of sport and recreation personnel.

Participation

Outcome: A more physically active society in which sport and active recreation maintain and increase their contribution to community wellbeing.

High performance

Outcome: Excellence is achieved in sporting performance.

Business management

Outcome: A vibrant, responsive and progressive organisation that is accountable to government and the community.

 

Industry development

Outcome 1: A cohesive industry that provides a framework to optimise social, economic and health benefits of sport and active recreation.

Strategies:

1.1    Develop and promote planning and advocacy frameworks.
1.2    Develop and implement a research framework to support policy formulation and service delivery.
1.3    Facilitate opportunities for expanded economic activity through sport and active recreation (including sport export initiatives).

Goals:

  • Broad understanding and recognition across government and the community of the value of sport and active recreation.
  • Planning frameworks supporting sport and active recreation industry development are developed and promoted for industry; by sector and function.
  • Research undertaken is aligned with the strategic plan.
  • Measurement/evaluation discipline applied across all of the agency’s key strategies (policy and service delivery levels).
  • Development of a sport events calender that delivers tourism and sport development benefits.
  • Development of sport linkages within the Indian Ocean Rim to benefit the Western Australian sport and recreation industry.

Performance measures:

  • Extent of understanding of the value of sport and active recreation in key target markets (i.e. government and community, decision-makers).
  • Evidence of sport and recreation contribution to wider public policy agendas (reviews, taskforce representations, consultations etc.).
  • Evidence of research agenda.
  • Extent of projects undertaken in the Indian Ocean Rim region and benefits derived for the Western Australian sport and recreation industry.
  • Effectiveness of sport event strategy and calender on the development of sport and tourism partnerships in Western Australia.

 

Infrastructure

Outcome 2: All Western Australians, regardless of the level at which they participate, their means or geographical location, have access to quality sport and active recreation facilities.

Strategies:

2.1        Integrate broader statutory planning frameworks with sport and active recreation infrastructure         planning.
2.2        Improve the planning, design and management of sport and active recreation facilities (built         and natural).

Goals:

  • Contribute to Major Stadia Development policies of government
  • Deliver outcomes of Perry Lakes Redevelopment Act.
  • Urban/statutory planning and long term budget frameworks incorporate sport and active recreation needs.
  • Strategic infrastructure planning is evident for key sport and active recreation service providers and local government authorities.
  • Strategic urban and infrastructure planning/budget frameworks incorporate sport and active recreation needs.
  • An appropriate hierarchy of “state” level facilities is established, maintained and well managed.
  • Sustainability principles and practice is embedded in sport and active recreation facilities planning, design and management.

Performance measures:

  • Provide support to government deliberation on Major Stadia policy requirements.
  • Number (%) of AK Reserve milestones achieved within timeframes and budgets.
  • Extent of DSR provision of sport and active recreation advice on urban/statutory planning, (i.e. submissions provided, comments requested).
  • Sport and active recreation “statewide” planning framework for infrastructure is completed within specified timeframe.
  • Evidence of ‘Regional Facilities Planning Framework.’
  • Satisfaction levels of CSRFF grant recipients with regard to advice, responsiveness and funding support.
  • Updated State Sport Facilities Plan (SSFP).
  • Development of proposal to government for governance and management policy to be applied to state level sport and active recreation infrastructure.
  • All CSRFF and SSFP funded projects incorporate sustainability principles and practice.

 

Capacity building

Outcome 3: Organisations that provide sport and active recreation services are effective, accountable, viable and responsive to their stakeholders and build capacity of sport and recreation personnel.

Strategies:

3.1        Influence and support sport and active recreation organisations in WA to work towards becoming high performing organisations.

Goals:

  • Sport and active recreation organisations have appropriate governance and management structures/practices.
  • Sport and active recreation organisations effectively use IT to optimise business performance.
  • Well trained and supported personnel operating within the sport and active recreation industry.

Performance measures:

  • Number (%) of non-SSA sport and active recreation organisations implementing the OSP.
  • Number (%) of community sport and active recreation organisations implementing the OSP.
  • Level of IT utilisation (or rating of IT capacity) by sport and active recreation organisations.
  • Evidence of contemporary human resource management practices (as identified in Workforce Development Planning framework) within the sport and recreation industry.
  • Extent to which camps delivery outcomes are achieved.

 

Participation

Outcome 4: A more physically active society in which sport and active recreation maintain and increase their contribution to community wellbeing.

Strategies:

4.1        Facilitate initiatives to increase community participation, with a particular focus on groups with low participation levels.
4.2        Provide the WA community with quality, affordable outdoor active recreation opportunities through access to a sustainable camps network.

Goals:

  • Service providers are better equipped to deliver programs/initiatives to respond to evolving community needs.
  • Effective programming options aimed at increasing participation with low participation groups.
  • Camps achieve ongoing sustainability by delivering quality services, maximum participation and developing partnerships.

Performance measures:

  • Extent of DSR contribution to new initiatives which support improved participation by target groups.
  • Extent to which relevant social policies are implemented within sport and recreation organisations (i.e. Working With Children, Anti-Harrassment etc.).
  • Proportion of community to have reached recommended levels of participation in sport and active recreation.
  • Targeted groups with low participation levels are catered for through programs available from sport and recreation organisations.

 

High performance

Outcome 5: Excellence is achieved in sporting performance.

Strategies:

5.1        Support organisations to deliver high performance programs (WAIS, SSAs)

Goals:

  • State Sporting Associations (SSAs) are supported to have high performance programs.

Performance measures:

  • Percentage of SSAs that have high performance plans in place.
  • Resource WAIS to support talented and elite WA athletes.
  • Provision of opportunities for development in the areas of coaching and officiating.
  • Support is provided for talented athletes, coaches and officials in regional WA.

 

Business management

Outcome 6: A vibrant, responsive and progressive organisation that is accountable to government and the community.

Strategies:

6.1        To develop and implement systems and processes that support the organisation’s business.

Goals:

  • DSR to maintain an inclusive and supportive culture.
  • Effective and efficient systems which integrate across DSR and support business unit operations.
  • DSR effectively develops information and communication technology (ICT) to optimise business performance.

Performance measures:

  • Staff satisfaction levels.
  • DSR career development opportunities provided.
  • Continuous improvements models in place.
  • DSR staff provide efficient services (timeliness and responsiveness to respond to enquiries).
  • Improved access levels of the community for online services.

 

Our major partners are:

  • Sport and recreation clubs and community groups
  • State sporting associations
  • Western Australian Institute of Sport
  • Western Australian Sports Centre Trust
  • Local government authorities
  • Peak industry organisations
  • Outdoor recreation agencies
  • Sport and recreation service agencies
  • Sport and recreation education institutions
  • State departments and agencies, e.g. Education and Training, Health, Planning and Infrastructure, Lotterywest, Healthway, and Housing and Works
  • Federal agencies, e.g. Australian Sports Commission, Australian Sports Drug Agency
  • Non-government organisations,
  • e.g. National Heart Foundation, Australian Council for Health, Physical Education and Recreation (ACPHER)
  • Private sector companies,
  • e.g. Newcrest Mining, Skywest
 
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