Club Night Lights Program guidelines

2024–2025 funding round

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About Club Night Lights Program (CNLP)

The Club Night Lights Program exemplifies the State Government’s commitment to the development of sustainable floodlighting infrastructure for sport across the State.

The purpose of the program is to provide financial assistance to community groups and local governments to develop sports floodlighting infrastructure. The program aims to maintain or increase participation in sport and recreation with an emphasis on physical activity, through rational development of good quality, well-designed and well-utilised facilities.

Through the CNLP, the State Government will invest $10 million over 4 years from 2021-22 through to the 2024-25 financial years, towards floodlighting infrastructure. There are 2 small grant rounds advertised annually (February and July) for projects with a cost up to $500,000. The maximum grant offered for small grant applications is 50% of the project cost, capped at $200,000. There is one forward planning round advertised each year for projects with a cost exceeding $500,000. The maximum grant offered for forward planning grants is one third of the total estimated project cost (excluding GST) up to a maximum grant of $1 million.

Eligibility criteria

The CNLP can fund new lighting installations, or upgrades to existing lighting infrastructure, which will maintain or increase physical activity and participation.

Examples of projects which will be considered for funding include:

  • providing floodlighting to community training and/or local match play standard where existing facilities do not meet appropriate standards
  • meeting strategic objectives for state sporting associations by providing facilities for competition play at formally identified locations
  • replacing aging metal-halide floodlighting with energy efficient LED floodlighting to community training and/or community match play standard
  • power upgrades directly linked to the development of lighting.

Funds will not be available for:

  • projects that commence before approvals are announced
  • non-floodlighting infrastructure
  • non-fixed floodlighting
  • safety, pathway or casual recreation floodlighting.
  • development of privately owned facilities
  • facilities considered to be a full State Government responsibility unless there is demonstrated community sporting and recreation need/benefit commensurate with the funding request
  • recurring maintenance or operating costs of existing facilities
  • purchase of land
  • projects that do not meet Australian Standards and National Construction Code
  • projects that have already received State Government funding and are seeking an additional grant to meet cost increases.
  • applicants/projects that have received a department grant in the past and have not satisfactorily acquitted that grant. In some cases this may apply to localities where other significant projects have not been progressed or have not completed a previous project in accordance with the conditions of the grant provided. Department officers will make an assessment and at their discretion, new applications may not be recommended.
  • projects that have State Government funding in excess of 66.66% of the total project cost
  • local government overheads, project administration and project management (unless expressly approved in the grant agreement).

Level of funding available

An amount of $10 million is allocated over 4 years from 2021-2022 through to the 2024-2025 financial years. Notionally, $2.5 million will be allocated each year.

The department will assess the total eligible cost of your project (excluding GST) from the information provided. Any ineligible items shown as eligible will be deducted from the eligible project cost. This may result in the funding eligible for your project being less than the amount you have requested.

The department does not guarantee you will receive the full amount of the grant requested or the maximum level of funding. The level of financial assistance offered will be based on the overall significance of the proposed project, including the benefits provided to the community. If applicable, receiving financial assistance under this program does not guarantee future stages of your project will be funded.

There is no obligation on your local government or state sporting association to make a financial contribution to a project, however a contribution from all stakeholders (which may include local government, state sporting association and user clubs) in a project that meets local and sporting needs will be viewed favourably.

State Government funding for any project cannot exceed two thirds (66.66%) of the total project cost.

Life cycle cost guidelines

An important part of the funding process is to ensure the community can bear the true cost of running and maintaining a facility well into the future.

Developing a life cycle cost approach when considering your project’s parameters will provide you with a solid and informed base from which to make the most effective financial, economic and operationally sustainable decisions. This life cycle assessment should be undertaken in the planning of any project so all parties have an understanding of the upfront, ongoing and replacement costs over the life of the project.

A life cycle cost analysis must be provided for projects with a total cost over $500,000.

Please refer to our Life Cycle Cost Guidelines.

Sinking fund

A sinking fund is established by setting aside revenue over a period of time to meet future capital expenses. The annual amount to be set aside is determined by the expected life of the asset using the formula:

Expected cost of replacement (including inflation) divided by the expected number of years before replacement

The responsibility for maintaining and operating a facility rests with the local government, the club or a combination of both. It is important that applicants can demonstrate they can maintain the facility by developing a sinking fund for asset replacement. Local governments, as the asset owner, are expected to ensure that part of their assessment of a project includes confirmation they will underwrite any shortfalls.

Voluntary labour

Voluntary labour is work undertaken by people, without compensation or reward.

The value of work undertaken by volunteers can be included in the applicant’s contribution. Voluntary labour is allowable up to $50,000 in value, however the grantee’s cash contribution must match any non-cash contribution to the project.

Administration of projects, preparation of applications, claim forms, documentation, etc, is not recognised as a claimable item. In general local government staff hours will not be recognised.

Voluntary labour can be classified as follows:


General work is being undertaken where no recognised qualification is required. This includes work that is supervised by a skilled person and labourers.


A person with a recognised qualification specific to the work to be undertaken, i.e. electrician, grader driver etc.


A person with a formal tertiary qualification specific to the work to be undertaken, i.e. architectural, legal, engineering, surveying work or similar.

Charge-out rates

  • Unskilled voluntary labour is calculated at a rate no greater than $25 per hour.
  • Skilled voluntary labour is calculated at a rate of up to $40 per hour.
  • Professional voluntary labour is calculated at a rate of up to $60 per hour.
  • Voluntary labour must be recorded on a Schedule of Voluntary Labour, and endorsed by the local government. This can be included as part of the overall project cost when making a claim.

Donated materials

Donated materials can be recognised as part of an applicant’s contribution (see examples at the end of this section). Donated materials must be recorded on a schedule of donated materials, which must be endorsed by the local government.

There is no limit on donated materials, however the applicant’s non-cash contribution cannot exceed the applicant’s cash contribution to the project.

Any local government cash/labour/machinery/materials are to be costed as part of the applicant’s cash contribution, not as voluntary labour or donated materials. However, certain services are considered to be part of the local governments normal function, for example shire engineers and administration/finance staff, project management and costs associated will not be recognised.

Donated materials may not be recognised where the donor is the supplier or contractor involved in the project. It is essential that the applicant completes a valid tender process before considering donations or discounts related to suppliers and contractors.

Note: If the supplier or contractor provides materials at the wholesale price or lower, then the difference between the retail price and the wholesale price may be recognised as a donation, (for example, it has to be demonstrated that the donor is foregoing their profit component in favour of the applicant/project).

  • The intent is to prevent suppliers or contractors simply scaling up components or project costs to secure a greater level of grant.
  • The applicant is to provide satisfactory supporting evidence to establish the value of donated material, e.g. A letter or an invoice from the supplier stating the value of the donation and how or on what basis the valuation was made.
  • Cash donations form part of a grantee’s cash contribution.
  • Donated land — neither a local government nor an applicant can claim donated land as part of their contribution.
  • Land purchased by the applicant — the funds spent by an applicant on purchasing the land for the facility is not allowable as part of the applicant’s contribution.
  • The donation is a sponsorship.

Examples of voluntary labour/donated materials

There are a variety of voluntary labour and/or donated materials combinations possible. Applicants must first estimate the total cost of the project and then work backwards to see if the method by which they intend to fund the project is allowable. The most important rules are:

  • CNLP contribution will not exceed half of the GST exclusive project cost (or the percentage of funding approved as per application).
  • The applicant’s non-cash contribution must be matched by the applicant’s cash contribution. Local government donations in cash or kind are treated as cash contributions by the applicant.
  • Voluntary labour cannot exceed $50,000.

How do I apply?

You must contact your nearest department office to discuss your project in order to be eligible for funding. There are 9 regional offices located throughout Western Australia.

Application forms are available from your nearest department office (regional WA) and local government (metro area only). A draft for information purposes can be downloaded.


Applicants must be either a local government or a not-for-profit sport, recreation or community organisation incorporated under the  WA Associations Incorporation Act 2015 and have an Australian Business Number (ABN). Clubs must demonstrate equitable access to the public on a short term and casual basis.

The land on which the facility is to be developed must be one of the following:

  • Crown reserve
  • land owned by a public authority
  • municipal property
  • land held for public purposes by trustees under a valid lease, title or trust deed that adequately protects the interests of the public.

Assessment of application

Throughout the planning process you must liaise with department officers to ensure that you adequately address the assessment criteria and that information in your application can be clearly understood. The emphasis of the assessment factors is on a planned approach to facility provision and will require the applicant to demonstrate need and to consider planning, design, and management issues to substantiate the need for the proposed project.

Officers assessing applications will provide a rating against the level of project consultation. Where no consultation has occurred, the rating will be zero which will affect your chances of obtaining a grant. To apply for a development bonus, you must contact your nearest department office in order to determine whether you are eligible to apply.

The key principles of facility provision

The key principles of facility provision explain in depth the principles against which applications for CNLP funding will be assessed. Your application will be assessed on the quality of information you provide and how well this information meets the key assessment criteria. You must answer each question in the application form and supply all requested information.

Assessments have been based on the following criteria:

  • project justification
  • planned approach
  • community consultation
  • management planning
  • access and opportunity
  • design
  • financial viability
  • coordination
  • potential to increase physical activity
  • sustainability.

Further details are available in the department’s document Key Principles of Key Principles of Facilities Provision.

If you are applying for lighting above training standard, emphasis will be placed on projects formally identified by state sporting associations as a strategic location for match standard lighting.

Projects must also demonstrate that they can be delivered within the funding period. Projects will be assessed against the scope, time and budget being proposed. You must demonstrate that your project will be completed within the nominated timeframe.

Local government involvement

Applicants must liaise with their local government regarding planning and building approvals pertinent to their project. Your local government will assess all relevant applications and is to rank applications in priority order for the municipality.

No distinctions should be made in the ranking between local governments and community applications.

State sporting association involvement

Applicants must liaise with their state sporting association to discuss the project. State sporting associations are involved in the assessment of applications and may be able to provide valuable information when planning your project, particularly on information related to technical design issues and providing evidence of strategic planning for floodlighting locations.

Advice from all of the above forms part of the assessment of your project.

Application process and timeline

Your application form, together with the supporting documentation required, must be submitted to your local council by the relevant date outlined in the application process and timeline section. Please note that many local governments will close the application period sooner to accommodate council meeting schedules. It is recommended that you check the closing date for CNLP applications with your local government to avoid missing out.

More information on Club Night Lights Program timeframes.

Conditions of grant

Funding under this program is administered in accordance with the grant agreement, which is executed by successful applicants. Some key obligations of the recipients and conditions of the grant are below — please note actual conditions may differ at time of grant acceptance:

  1. The State Government’s grant will only be available up to 15 June in the financial year(s) in which it is offered (see above) and is only for use on the project approved. Grants not claimed in the year of offer may be forfeited.
  2. A grant will not exceed the stipulated percentage of the completed project cost (excluding GST), or the maximum grant offered, whichever is the lesser. DLGSC will assess the total eligible cost of your project (excluding GST) from the information provided.
  3. Where the grantee is an incorporated community group or a local government and is registered for GST, payments will be grossed up by 10% of the grant amount (see point 5 below). The DLGSC will issue a Recipient Created Tax Invoice (RCTI) with the grant payment.
  4. Where the grantee is an incorporated community group and is not registered for GST, grant payments will not be grossed up by 10% of the grant amount.
  5. Projects must comply with all laws and applicable building or construction codes, including access for persons with a disability, National Construction Code and other legislation.
  6. Any alterations to the plans supplied in the Application must be submitted to DLGSC for approval before calling tenders, expression of interest or signing contracts.
  7. The following procurement thresholds will be in place for all recipients:
    1. up to $50,000 must have been awarded on the basis that the Recipient obtained at least three (3) verbal quotes;
    2. over $50,000 up to $250,000 must have been awarded on the basis that the Recipient obtained at least three (3) written quotes; and
    3. over $250,000 must have been awarded after a public tendering process, and the Recipient must not "contract split" to avoid the intent of this clause.
  8. Subject to all criteria being met, projects can commence at any time following the announcement of approval.
  9. CNLP is primarily a reimbursement system. Funds must be spent and receipts presented. Only project expenditure which commenced after approvals were announced will be recognised for payment. Claims must be supported with detail (receipts) satisfying audit or Financial Management Act (FMA) and Auditor Generals Act 2006 requirements.
  10. Successful projects valued over $500,000 are able to claim 25% of their grant upon the signing of a major works contract. 50% of the grant may then be claimed once expenditure has reached 50%. The final 25% of the grant is to be claimed upon the completion of the project. It is important to note that the CNLP still primarily operates on a reimbursement basis. Grantees are required to demonstrate that the expenditure of funds has occurred prior to submitting a claim for payment.
  11. Successful projects valued under $500,000 can receive an upfront grant payment upon the signing of a works contract (copy of signed contract to be provided to the department) or where no formal works contract exists, payment will be determined on a case by case basis in consultation with the applicant. Upon completion of a project the applicant will be required to acquit the grant by providing the CNLP claim forms and sufficient evidence of expenditure. If the project is delivered under budget, then grant monies not expended will need to be returned to the DLGSC in accordance with the terms of the grant agreement. Any concerns should be discussed with DLGSC at the time of application.
  12. Voluntary labour can be a maximum of one-third of the project cost, but cannot exceed $50,000. Unskilled labour is calculated at $25 per hour, skilled labour at $40 per hour and professional labour at $60 per hour.
  13. Grantees are required to retain financial acquittal statements for at least three years following the date of final claim. The parties agree that, despite any provision of the conditions of grant to the contrary, the powers and responsibilities of the Auditor General under the FMA are not limited or affected by the conditions of grant.
  14. Grantees agree that the completed project may be randomly audited by DLGSC or the Office of the Auditor General, or his representative, against the submission and agreed conditions of grant. They also agree to assist with any research, evaluation, promotion and usage of the project as requested.
  15. At the completion of the project, grantees accept that they may be required to display signage acknowledging the State Government’s contribution to the project.
  16. Grantees are required to keep complete, up-to-date, accurate and detailed written records during and after the completion of the project.
  17. Grantees must provide DLGSC with a detailed written report outlining the project’s progress every 90 business days or upon request from DLGSC.
  18. Neither the State or nor any agent, instrumentality or emanation of the State shall be liable in negligence for the success or otherwise of the project or responsible for any losses or financial shortfalls based on the project.
  19. In an event of default, the State may terminate this agreement. Successful applicants should carefully read the terms of the grant agreement prior to acceptance.
  20. Grantees must create an asset replacement fund for the full cost of the new facility development.

State Government recognition

The State Government, through the department, provides a significant contribution to the sustainability and development of the sport and recreation industry. This is achieved through financial assistance and the provision of expertise, advice and services. It is important that recipients of this support recognise the State Government contribution during the funding relationship.

Accordingly, successful applicants are required to abide by the grant acknowledgement requirements.

Privacy Act

All information provided to the department and gathered during the grant assessment process will be stored on a database that will only be accessed by departmental personnel. The database is subject to privacy restrictions in accordance with the Privacy Act 1998 (Commonwealth) and the Freedom of Information Act 1992.

Resources for planning and managing sporting facilities

There are publications available on the department’s website which will assist you in preparing your application.

Suggested publications are:

Facility Planning Guide

Jul 8, 2019, 14:46 PM
Title : Facility Planning Guide
Introduction : This guide provides an overview of the facility planning process for a specific sport or recreation facility.
Select a publication type : Guide

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.

Key principles of facility provision

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:


  • Ensure the proposed facility supports the organisation's strategic plan
  • Ensure the proposed facility is justified
  • Ensure the proposed facility is feasible
  • Coordinate planning with other facility providers and government agencies
  • Undertake community consultation throughout the facility planning process
  • Ensure that various options have been considered for location


  • Maximise access and opportunity-aim to cater for a broad range of needs, social issues and physical capabilities
  • Develop a management plan to reflect operational strategies and design priorities


  • Develop a design brief that reflects the needs of potential users and staff
  • Design the facility to be practical, flexible, adaptable, multi-functional, energy efficient and low maintenance
  • Design using Life-Cycle Cost Principles


  • Obtain capital funding that is available from a variety of sources
  • Assess short and long term viability against the aim of the facility, its operating philosophy and projected operating costs
  • Detail facility maintenance strategies in an asset management plan
  • Develop a Life-Cycle Cost Plan

Recreation planning

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.

Facility Planning Process

The five key phases in the Facility Planning Process for a sport and recreation facility:

Needs assessment

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:

  • Identification of current and future trends
  • Analysis of social indicators
  • Review of existing facilities and services
  • Assessment of similar facilities and services provided in comparable communities
  • Community consultation to identify demand, usage and future potential

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.

Feasibility study

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:

  • Market analysis
  • Draft management Plan
  • Concept plan
  • Location rationale
  • Design and technical options
  • Capital costs and financials
  • Alternatives
  • Sustainability assessment

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.

Design phase

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:

  • Programs and services to be offered and how they will be promoted
  • Proposed management structure
  • Facility maintenance strategies
  • Annual operating budget detailing projected income and expenditure

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:

  • Site details and any clearing constraints
  • Schematic diagram or at least a schedule of specific requirements
  • Accommodation schedule
  • Standard of finishes
  • Project budget and cost limit
  • Key dates for the commencement and conclusion of construction

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.

Design consultants

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:

  • Architect
  • Structural engineer
  • Mechanical and electrical engineer
  • Cost planner or quantity surveyor
  • Landscape architect (if appropriate)
  • Acoustics consultant (if appropriate)

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.

Joint provision/shared use facilities

There are many benefits to joint provision and shared use of sport and recreation facilities including:

  • Less duplication and maximum use of community facilities and services
  • Creation of a community hub-a focal point for community activity
  • Shared capital costs, services, resources and expertise
  • Improved relationships between organisations
  • Reduced operating costs
  • Increased community ownership of facilities
  • Access to a broader range of services and expertise
  • Reduced vandalism

Potential partners for sport and recreation facilities include:

  • Schools, colleges and universities
  • Sport association headquarters
  • Senior citizen centres
  • Neighbourhood and community centres
  • Churches
  • Community and child health centres
  • Health and fitness clubs
  • Art and entertainment venues
  • Local government authority
  • The private sector

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

Capital funding for sport and recreation facilities may come from a number of the following sources:

Community Sporting and Recreational Facilities Fund (CSRFF)

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.

Local government authorities

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.

Education Department of WA

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.

The private sector

Private interests such as churches, local business groups, developers and major employers within the community may contribute funding towards public sport and recreation facilities.

Local community

Community funding may be sourced through:

  • Contributions from potential user groups
  • Fundraising activities
  • Voluntary labour
  • Donations of materials and services
  • Bequests
  • Sponsorship


Locating or integrating two or more facilities on the same or adjacent sites.
Community Consultation
The process of involving and communicating with stakeholders and community groups and individuals throughout the facility planning process.
Concept Design
Preliminary drawings that convey the concept of the project.
Design Brief
A set of instructions from the client to the designer or design team outlining what the client expects the facility to provide.
Feasibility Study
An assessment of a proposal to build a facility that tests the practicability of that proposal.
Joint Provision and Shared Use
An arrangement between two or more parties to co-operatively plan, design and in some cases manage a facility.
Management Plan
An outline of management issues providing direction on how the facility will be managed and utilised.
Needs Assessment
An analysis of the need and demand for recreation facilities and services. May be generic or facility specific.
Organisational Philosophy
The values of the client organisation which supports the provision of the facility.
Recreation Plan
An outline of policies, strategies and methodologies within a structured approach that deals with the provision of sport and recreation facilities.
Schematic Design
Scaled detailed drawings produced by a professional designer or architect.
Social Indicators
Demographic and social characteristics that influence demand for human services. i.e. population size, age, gender, ethnicity, mobility, family structure, housing, disposable income and education.

Further reading

  • Recreation and Sport Planning and Design - Daly J: Office for Recreation and Sport South Australia 2000
  • Recreation Planning Guide - Department of Sport and Recreation Western Australia 1997
  • Recreation Planning in the 90's - An integrated Approach Sport and Recreation Victoria
  • Municipal Recreation Planning Guide 2nd Edition 1995 Sport and Recreation Victoria
Facilities Planning Coordinator
Department of Local Government, Sport and Cultural Industries
Telephone 61 8 9492 9825
Facsimile 61 8 9492 9711
Email the department
Tags :
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Categories :
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Page reviewed 23 November 2023