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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