WESTERN AUSTRALIAN SPORT AND RECREATION INDUSTRY STRATEGIC DIRECTIONS 2011–2015 (SD5) sport and recreation industry has been guided by three five-year strategic Western Australia’s directions since 1997, giving the industry a framework in which to operate and develop. It has also guided State Government decision-making and funding directions and has been the catalyst for the achievement of a range of industry outcomes. SD5 is the title for the next generation of strategic directions. The intent of the Strategic Directions documents is to: Establish a sport and recreation industry vision and strategic direction; Highlight the current and future key issues and challenges facing the development of the sport and recreation industry; Establish a guiding framework within which sport and recreation organisations can develop their own strategic plans and development priorities; Provide advocacy and policy support to achieve a range of industry outcomes; Promote understanding of Government priorities and their relation and impact to sport and recreation; and Establish key partnerships within, and between, government and industry on key issues. SD5 is a dynamic framework. Issues and challenges will continue to evolve over the lifetime of the framework. Relevance to Club Development This Regional Club Development plan has been informed by two key challenges in SD5, Organisational and People Development. People Development The industry must bolster its attraction and retention strategies to ensure competitiveness in a projected tight labour market. Innovative solutions and models are required to: a) enable productivity gains for ‘time poor’ volunteers; and b) engage young people in volunteering.
WESTERN AUSTRALIAN SPORT AND RECREATION INDUSTRY STRATEGIC DIRECTIONS 2011–2015 (SD5) Western Australia’s sport and recreation industry has been guided by three five-year strategic directions since 1997, giving the industry a framework in which to operate and develop. It has also guided State Government decision-making and funding directions and has been the catalyst for the achievement of a range of industry outcomes. SD5 is the title for the next generation of strategic directions. The intent of the Strategic Directions documents is to: Establish a sport and recreation industry vision and strategic direction; Highlight the current and future key issues and challenges facing the development of the sport and recreation industry; Establish a guiding framework within which sport and recreation organisations can develop their own strategic plans and development priorities; Provide advocacy and policy support to achieve a range of industry outcomes; Promote understanding of Government priorities and their relation and impact to sport and recreation; and Establish key partnerships within, and between, government and industry on key issues. SD5 is a dynamic framework. Issues and challenges will continue to evolve over the lifetime of the framework. Relevance to Club Development This Regional Club Development plan has been informed by two key challenges in SD5, Organisational and People Development. People Development The industry must bolster its attraction and retention strategies to ensure competitiveness in a projected tight labour market. Innovative solutions and models are required to: a) enable productivity gains for ‘time poor’ volunteers; and b) engage young people in volunteering.
great-southern-rcd-plan.docx