Intro
The provision of a sport or recreation facility can significantly enhance the quality of life. Activities held within sport and recreation facilities can encourage participation, promote health and wellbeing and foster a sense of community. However, planning a sport or recreation facility is an involved and sometimes difficult task.
To “get it right” may take time and involve a range of skills, many of which can be found within your community. This guide provides an overview of the facility planning process for a specific sport or recreation facility. It identifies the stages involved in the facility planning process, the key principles of facility provision, highlights the benefits of joint and shared facilities, identifies sources of capital funding and references various facility planning resources.
March 2007
This quick guide is a summary of the topic of facility planning for sport and recreation planning. The contents should not be used or relied upon as a substitute for professional advice.
The provision of a sport or recreation facility can significantly enhance the quality of life. Activities held within sport and recreation facilities can encourage participation, promote health and wellbeing and foster a sense of community. However, planning a sport or recreation facility is an involved and sometimes difficult task. To "get it right" may take time and involve a range of skills, many of which can be found within your community. This paper provides an overview of the facility planning process for a specific sport or recreation facility. It identifies the stages involved in the facility planning process, the key principles of facility provision, highlights the benefits of joint and shared facilities, identifies sources of capital funding and references various facility planning resources.
The Department of Sport and Recreation (DSR) have developed four key principles of facility provision. Together they provide a planning framework for providers of sport and recreation facilities.
The key principles of facility provision are:
A preliminary task to planning a sport and recreation facility is the preparation of a strategic recreation plan. A recreation plan identifies existing facilities and services, the broad recreation needs of the community and the action required to meet identified needs. It outlines the priorities for sport and recreation facilities and services, ensuring that provision is equitable and efficient.
The preparation of a recreation plan may identify a range of development requirements. If the recreation plan identifies the need for a specific sport or recreation facility, the facility planning process should begin.
The five key phases in the Facility Planning Process for a sport and recreation facility:
The first phase in the facility planning process is to undertake a facility specific needs assessment. This process will verify whether a new facility is required or if the need can be satisfied in some other way. It will also provide clear direction with regard to the most appropriate scope, scale and mix of components for the proposed facility.
The key elements of a facility specific needs assessment are:
The needs assessment should involve broad consultation. Discussions should occur with various members of the community, key agencies (e.g. Sport and Recreation, Education Department) and groups, neighbouring local government authorities, sports clubs/associations and other providers of sport or recreation services.
Once all the information is gathered and analysed, a report is completed recommending to either modify or abandon the proposal, upgrade or amalgamate existing facilities, or to develop a new facility.
If the needs assessment recommends the development of a new facility or significant redevelopment of an existing one then the next phase in the facility planning process is to undertake a feasibility study.
The purpose of a feasibility study is to enable an objective decision regarding resource allocation to a sport or recreation facility. The study will refine the concept and then test that concept to determine if it will perform both practically and financially.
The key elements of a feasibility study are:
Community consultation should occur throughout the feasibility study to determine particular requirements such as size, usage, access, functionality and affordability.
Once completed the feasibility study should enable an objective decision regarding the resource allocation to the proposed facility. At this stage an evaluation is concluded to either proceed, modify, postpone, stage or abort the project.
If the feasibility study recommends to build a facility, the project then enters the design phase. It is at this point a management plan is finalised, a design brief is developed and a design consultant or team is appointed.
The management plan outlines how the facility will be used by the community and/or user groups and should include the following key components:
The management plan is then used in the development of the design brief -that is, the functional requirements of potential user groups and activities are translated into a set of design specifications. A comprehensive design brief is critical if the expectations of the client and community are to be realised.
The key elements of a design brief are:
The requirements of the project design brief are incorporated into drawings prepared by the design consultant(s). A detailed cost analysis is undertaken and all statutory approvals are obtained. Finally, all the contract documentation is prepared, tenders are invited and a contractor is appointed.
The design team consists of the design consultants engaged to develop the design of the facility. In the case of a small project, it may not be necessary to appoint design consultants. However, for medium and large-scale projects, the following professionals are usually included in the design team:
For larger more complex projects, it is worth considering the appointment of a professional project manager. The project manager would be responsible for managing the activities of the professional design team, and ultimately for the construction of the project.
Should a project manager not be appointed, then the architect would generally coordinate all the other design professionals involved.
There are many benefits to joint provision and shared use of sport and recreation facilities including:
Potential partners for sport and recreation facilities include:
The basis of shared provision and use is to broaden access, maximise usage and rationalise costs in order to get the best possible value from the facility. However, if shared facilities are to be successful, all parties need to think through their specific needs for access and use, and be assured that an opportunity for compatibility exists before planning advances to the design phase.
Management agreements for shared use facilities should be comprehensive, detailing arrangements for location, funding, management risk allocation and use. However, if the sharing arrangement is to be successful, their application requires flexibility, trust, open communication and co-operation.
Where appropriate co-location, joint provision and shared use of sport and recreation facilities can result in the best outcome for your sport, club, school or community. These options should be explored at length with various government agencies, State Sporting Associations, commercial operators, neighbouring local governments and sport and recreation clubs before any decisions are made to extend or build a new facility.
Capital funding for sport and recreation facilities may come from a number of the following sources:
Local governments and community groups can seek up to a third contribution towards the upgrading or construction of a new sport or recreation facility. Contact your local department office to discuss the project and to determine eligibility for funding.
Funds may be available for multipurpose facilities that encourage and increase community participation. Facilities include skateboard parks, trails and community buildings for the use of groups such as children, youth, disabled or women. Contact the Grants and Community Development Office of Lotterywest.
Availability for funding varies between LGAs. A contribution is usually required from the applicant group either financial or in kind (i.e. voluntary labour). Contact your local government authority.
Funding may be available for joint-use facilities where the project is a joint venture between a local government authority and the Education Department. Contact the Facilities Branch of the Education Department and your local DSR office.
Private interests such as churches, local business groups, developers and major employers within the community may contribute funding towards public sport and recreation facilities.
Community funding may be sourced through: