Aquatic Sports Strategic Facility Plan 22 Nov 2012 PDF

Department of Sport & Recreation
Aquatic Sports Strategic Facilities Plan
Perth and Peel Metropolitan Region
November 2012
Contents
1. Introduction 1
1.1 Project Overview and Scope 1
1.2 Project Methodology 2
2. Aquatic Strategic Facilities Plan Overview 3

2.1 The Strategy 3
2.2 Issues, Challenges and Opportunities 3
2.3 Sustainable Clubs Vision 4
2.4 Desired Outcomes 5
3. Association and Club Information 6

3.1 Association Philosophy 6
3.2 Club Distribution and Memberships 7
3.3 Relationship Maps 7
4. General Challenges for Aquatic Sports 10

4.1 Specific Challenges for Aquatic Sports Associations 11
5. Facilities Information 12
5.1 Overview 12
5.2 Review of Current Facilities 12
5.3 Facility Planners and Managers 13
5.4 Clubs and Associations Facility Needs 14
5.5 Gaps in Facility Provision 15
5.6 Duplication in Facility Provision 16
6. Facilities Classification 17
6.1 Hierarchy of Facilities 17
7. Sustainable Clubs and Facilities Model 22

7.1 Objectives of Sustainable Clubs and Facilities 22
7.2 Sustainable Club Factors 22
7.3 Sustainable Facility Factors 22
7.4 Benchmark Assessment and Guidelines 23
7.5 Guidelines to Improve Facility Sustainability 24
8. Policy, Roles and Responsibilities 25

8.1 Facilities Policy 25
8.2 Club Management and Usage Policy 25
8.3 Change Management Policy 25
8.4 Aquatic Facility Development Policy 26
8.5 Facility Funding Policy 27
8.6 Roles and Responsibilities 28
9. Implementation and Communication Plan 31

9.1 Implementation Barriers 31
9.2 Policies and Actions to Reduce Barriers 31
9.3 Communication and Implementation Policy 31
10. Conclusions and Recommendations 33

10.1 Conclusions 33
10.2 Involvement in the Facility Planning Process 33
10.3 Club Membership and Increasing Participation 34
10.4 Development of a Hierarchy of Facilities 35
10.5 Improved Relationship between Clubs and Facility Managers 35
Table Index
Table 1 Issues, Challenges and Opportunities 3
Table 2 Distribution of Clubs and Members in the Perth Metro Area 7
Table 3 Specific Challenges and Threats for Associations and Clubs 11
Table 4 Aquatic Facilities Distribution and Facilities Per Capita 12
Table 5 Facility Planners – Philosophies, Expectations and Challenges 13
Table 6 Facility Managers – Philosophies, Expectations and Challenges 14
Table 7 Common Facility Requirements for Clubs and Associations 14
Table 8 Sport Specific Requirements 15
Table 9 Facility Gaps – Association Level 16
Table 10 Facilities Classifications and Descriptions 17
Table 11 Benchmark Assessment for Facilities with Club 23
Table 12 New and Expanded Aquatic Facility Development Process 26
Table 13 CSRFF Funding Process– Annual & Forward Planning Grants 28
Table 14 Communication and Implementation Timeline 32
Appendices
A - Methodology and Consultative Process
B - Position Papers
C - Club Information & Survey Responses
D - Demographic Analysis
E - Facility Visits – Summary of Findings
F - Sport Participation Types and Development Pathway
G - Summary of 2009 FINA General & Competition Requirements
H - Aquatics Facility Classification
I - Current Clubs and Facilities
1. Introduction
1.1 Project Overview and Scope

Aquatic sporting clubs are currently facing a number of issues relating to the provision, distribution and
access to aquatic facilities through the Perth and Peel metropolitan areas. To address this concern, the
Department of Sport and Recreation, in conjunction with Swimming WA, Masters Swimming WA, Water
Polo WA, and WA Diving Association (WA Diving), as well as number of Local Government
representatives and other key stakeholders participated in a study to address the needs of aquatic
sports. This research culminated in the Aquatic Sports Strategic Facilities Plan (the Strategic Facilities
Plan).
The associations recognise the efforts and issues facing State and Local Governments in the provision of
sustainable and appropriate facilities for these sports and for the wider community. The Strategic
Facilities Plan therefore is designed to provide a set of pathways, principles and actions to support the
associations in improving their current situation, and to provide information to assist the associations,
clubs and their members in better understanding, planning and meeting their facility needs. Specifically,
it aims to:
Provide an overview of current facilities within the Perth and Peel metropolitan areas, assessing the
need for aquatic facilities;
Identify issues relating to the provision of aquatic sports infrastructure;
Review current competition requirements and make a determination as to the implications for future
facilities and competitions;
Promote the provision of sustainable and appropriate facilities to support the growth of aquatic sports
and clubs; and
Develop strategies for the provision of new facilities, expansion of existing facilities and improving
access for clubs to existing facilities.
The Strategic Facilities Plan will provide a framework to assist clubs, associations, local government
authorities and the State Government to guide the appropriate planning and development of aquatic
facilities. It will also guide the associations and their clubs towards sustainable models that are reflective
of their philosophies and objectives.
The Strategic Facilities Plan comprises the following scope:
Facility review: Overview of current facilities within the Perth and Peel Metropolitan areas identifying
gaps, duplications and opportunities;
Facility classification: Development of a facility classification and hierarchy and of sustainable models
for associations, clubs and aquatics facilities;
Scoping assessment: Identification of the association’s philosophies and expectations, participation
and club information, and the relationships and interaction with relevant stakeholders;
Needs assessment: Identification of current needs and future requirements with regards to the
provision of aquatic facilities, assessment of associations’ current challenges and future threats; and
Strategic implementation strategies: Develop policies and implementation strategies to assist with the
development and provision of sustainable and appropriate facilities. The policies and strategies are
designed to assist facility planners, facility managers, sporting associations and clubs to work
together in increasing aquatic sporting participation.
Aquatic Sports Strategic Facilities Plan 1

1.2 Project Methodology
The project comprised of an ongoing consultative process. A project reference group was set up to
review the project progress and findings. The group was formed with representatives from each state
sporting association, the Department of Sport and Recreation and the project consultants
The consultation methodology included meetings and workshops conducted with members of sporting
clubs, coaches, officials and industry stakeholders during 2010. This included two sets of workshops
conducted during the Needs Assessment stage. The first workshop focused on assessing the specific
needs of each association, clubs and their members. The second set of workshops was conducted with
representatives from the Department of Sport and Recreation, aquatic facility planners and managers
from local and state government and industry stakeholders. A detailed project methodology is provided in
Appendix A of this report.
Further information was gathered from the associations and clubs through club surveys and position
papers with feedback summarised in Appendix B and C. During the facility review site visits to a number
of aquatic facilities were conducted to identify current components, operations and programs. The
Strategic Facilities Plan was provided to all Perth and Peel metropolitan local governments for review
and comment. Details of the findings from these visits are provided in Appendix E.
1.2.1 Facility Visits

The project included a number of visits to aquatic facilities across the Perth metropolitan area in order to
meet with facility managers and facility planners. The visits were used to gain a better understanding of
the operations of aquatic facilities and to identify the specific components of facilities currently used by
aquatic clubs for training and/or competition purposes. A summary of visit findings is attached in
Appendix E.

2. Aquatic Strategic Facilities Plan Overview
2.1 The Strategy

This Strategic Facilities Plan defines a strategy to achieve the desired outcomes for the associations,
clubs and their members. Stakeholders and the project reference group acknowledge the difficulties in
preparing the strategy for a number of aquatic sports, clubs and members within the context of demand
for facilities and the financial constraints of facility providers. Therefore actions and recommendations
should be further developed by individual sports, clubs and state associations to meet their specific
needs.
The state sporting associations represent their aquatic sports when dealing with the Department of Sport
and Recreation and national sporting bodies organising state level competitions. The associations
provide their clubs and members with strategic direction for their respective sports. For aquatic sports to
increase participation they require sustainable clubs that have access to appropriate aquatics facilities.
2.2 Issues, Challenges and Opportunities

A range of issues and challenges were identified throughout the project relating to growing aquatic sports
and providing appropriate facilities and access for their members. From these issues and challenges a
number of opportunities became clear and are the basis for the Strategic Facilities Plan.
It is important to understand that the level of participation in organised swimming, masters swimming,
water polo and diving is dependent on pool design and the availability of pool space. These factors
together with the quality of relationship with the facilities’ managers and the number of qualified coaches
available have a direct impact on club and association membership numbers.
The proliferation of leisure style; including shallow water areas, water slides and children’s play
equipment aquatic facilities; represents a major concern to the competition and performance pathways
and associations future growth. These issues, challenges and related opportunities are outlined in Table
1 below.
Table 1 Issues, Challenges and Opportunities
Issue 1
Inability to access adequate pool space required for club programs.
Challenge
To improve relationships with facility managers in order to secure increased lane space;
Improve relationship between Clubs and Associations to facilitate better use of available water space;
and
Identify aquatic facilities that do not have clubs but have capacity to sustain a club.
Opportunity
There a number of facilities without clubs especially schools;
Amalgamate clubs that are within a single facility to increase and improve club programs; and
Form Steering Group with key Aquatic Associations to manage interests collaboratively.

Issue 2
Difficulty in increasing the number of club members.
Challenge
To increase the conversion of learn to swim programs and facility run squad programs into aquatic
club members;
To increase the amount of appropriate pool space to support aquatic clubs, e.g. deep water for diving
and water polo;
To better manage the existing facility provision for club usage; and
To advocate for dry land facilities as a means to progress club and sport development at reduced
costs.
Opportunity
Potential to significantly increase the number of club members through the conversion of members
from non-club based learn to swim programs;
Long term improvement in the development of elite athletes;
To develop an even distribution of clubs and a more diverse range of facilities within a planned
hierarchy; and
The Associations are to take a leadership role in promoting the benefit of aquatic sporting clubs to the
community.
Issue 3
Limited involvement of clubs and associations in the planning or redevelopment of aquatic facilities.
Challenge
To actively participate in the planning and development or redevelopment of aquatic facilities.
Opportunity
To provide knowledge and assistance of the needs of aquatic clubs, thus potentially increasing sports
participation;
Develop a hierarchy of facilities that meets aquatic sports participation, training and competition
requirements; and
The Department of Sport and Recreation to provide notification to the associations of proposed new
facilities and upgrades to existing facilities.
2.3 Sustainable Clubs Vision

Vision: Sustainable clubs which support the growth of aquatic sports in WA
Objective Increase aquatic sports participation especially for clubs and associations.
Actions: Strengthen links with key stakeholders including schools and facility managers;
Improve promotion of the benefits of club membership; and
Develop sustainable aquatic clubs for people of various aspirations and abilities.

Objective Improved access to existing facilities.
Actions: Identify and develop relationships with facility managers at potential club locations
with appropriate facilities for example water polo and diving require deep water;
Create a ‘facilities group’ between the aquatic associations to achieve coordinated
and effective discussions with facility managers; and
Develop strategies to negotiate greater water time within existing facilities.
Objective Improve the quality of competition and training facilities.

Actions: Establish Club and Association competition and training needs;
Identify facility gaps;

Identify the preferred locations for new facilities and clubs;
Identify the preferred location for renovating existing facilities and clubs;
Establish clear standards within a hierarchy of facilities; and

Identify facility needs and feasibility of creating new facilities with clubs.
2.4 Desired Outcomes

The desired outcomes for aquatic sports are:
1. Increased participation in aquatic sports and clubs;
2. Improved access to existing facilities for clubs and associations;

3. Improved distribution and standard of facilities within a defined hierarchy of facilities;
4. Improved relationships and interactions between stakeholders especially between clubs, facility
managers and learn to swim providers;
5. Larger and more sustainable clubs across the Perth and Peel metropolitan area; and
6. Improved infrastructure to host national and international events.

3. Association and Club Information
3.1 Association Philosophy

To assist in understanding the wide range of issues and challenges facing the Aquatics Sports
associations and their members a number of workshops and meeting were conducted with a variety of
stakeholders. Position papers were issued to participants of these workshops to identify specific
philosophies and expectations for each of the associations and their clubs. Detailed responses to
position papers are provided in Appendix B. These responses formed the basis for discussion at the
workshops highlighting both the common and divergent points of views.
3.1.1 Swimming WA
Swimming WA and its clubs strive to provide members with a lifetime of participation in sport with a focus
on competition and elite level pathways. Other philosophies are to:
Increase participation through the promotion of the sport to the community;
Ensure there is appropriate access to training and competition facilities for its members;
Provide competitions and training programs for the development of elite athletes;
Support and promote club sustainability and growth in membership;
Establish good relationships between clubs and facility managers to secure increased facility usage
and the promotion of club programs; and
Increase its level of involvement in the planning of new facilities and the refurbishment of existing
facilities.
3.1.2 Masters Swimming WA

Masters Swimming WA and its clubs seek to provide a recreational environment that enhances the
health and fitness of its members. Other philosophies are to:
Assist clubs to increase pool access through strengthening relationships with other aquatic sports,
pool managers and local government authorities;
Promote and increase club membership and participation across all age levels;
Increase benefits and services to members, supporting volunteers and coaches;
Promote club activities and benefits to the wider community with support from government health
agencies;
facilities; and
Provide local community access to swimming activities.
3.1.3 WA Diving
WA Diving’s primary objective is to increase the performance of its members by developing pathways for
elite competition. Other philosophies are to:
Support clubs in their relationship with facility managers to ensure pool access;
Increase, where possible, participation of members through learn to dive programs;
Improve the standard of land based training facilities for clubs and elite athletes; and
Provide advice in the planning of new facilities and the refurbishment of existing facilities which may
include diving facilities and infrastructure.
3.1.4 WA Water Polo

WA Water Polo focuses on enhancing the sports profile through increasing participation in all age groups
and competition levels. Its emphasis is on fostering and developing clubs, players and coaches for high
performance achievement. Other philosophies are to:
Increase the number of clubs and club sizes;
Maintain a sustainable club model through better governance policies;
Provide training and support for the development of qualified coaches;
facilities;
Increase participation and attract younger participants through Flippa Ball programs; and
Increase participation at all levels of competition including social, masters and elite.
3.2 Club Distribution and Memberships

Table 2 provides a summary of the club distribution and membership numbers for the associations in the
project reference group. Information in this section is limited by the number of responses by clubs to the
survey.
Table 2 Distribution of Clubs and Members in the Perth Metro Area
North North South South

Central East West West East Peel Totals
Swimming WA Clubs 26 8 2 3 1 3 43
Participants 1868 473 296 322 57 197 3156
Masters Swimming WA
Clubs 13 3 5 3 2 1 27
Participants 813 95 189 68 48 75 1282
WA Water Polo Clubs 6 0 0 1 0 0 7
Participants 1761 0 0 0 0 42 1803
WA Diving Clubs 2 0 0 0 0 0 2
Participants 374 0 0 0 0 0 374
Maps with club locations illustrate the extent of coverage currently provided by each sport in the Perth
Metropolitan Region (Appendix I).
3.3 Relationship Maps

Two relationship maps have been developed to provide an understanding of the interactions between
clubs, associations, facility managers and other key stakeholders. The first is a club centric relationship
map and the second is a facility manager centric relationship map. These maps have been created to

illustrate the complexity of relationships and interactions by clubs, facility managers and other
stakeholders.
The stakeholders involved in the relationship maps include:
Clubs, members, coaches, volunteers and officials;
Associations and governing bodies;
Facility planners and managers;
The Department of Sport and Recreation;
Western Australian Institute of Sport (WAIS) and elite squads;
Sponsors and partnerships with organisations; and
Ancillary users and the general public.
In the case of Masters Swimming WA, the clubs structure varies slightly as it is primarily run by
volunteers. Their Club Committees consist of volunteers and club coaches who are active members, with
squads not being part of the club structure. In the case of WA Diving, the club will liaise with the
association, who in turn contacts the facility manager.
Figure 1 Club Relationship Map

Figure 2 Facility Manager Relationship Map
3.3.1 Development Pathways

The participation types and development pathways for each sport are provided in Appendix F. It
illustrates the different competition structures and athlete pathways from beginners to elite level
competitors for Swimming WA, WA Water Polo and WA Diving. Masters Swimming WA’s structure has
club activities based around fitness and recreation.
As competitions or meets for swimming, water polo and masters swimming are participation based there
is not a performance based development pathway. If there was a change in the provision of facilities
such as an increase in the number of competition standard facilities with adequate water depth for relays
there may be change and increased focus on an elite sport development pathway.
3.3.2 The Role of WAIS

WAIS plays a vital role in the development of high performance or elite athletes. WAIS provides a daily
training environment to enhance performance through the provision of coaches, health professionals,
trainers and facilities. In general WAIS has only a limited relationship with the overall members of any
sport, except diving which has a small number of club members with an elite focus.

4. General Challenges for Aquatic Sports
There are a number of major challenges that are common to aquatic sports, associations and clubs.
These are summarised below:
Insufficient Water Space during Peak Periods

Constrained or unavailable pool space especially during peak periods. Majority of facility users
including learn to swim, general public and facility manager led programs are often programmed
during peak hours;
General public is the primary user group and facilities must cater for all users and clubs, which has
the effect of compromising available water space for clubs;
A number of aquatics facilities close or close some of their pools during the winter period, thus
reducing available lane space;
Peak usage hours make up the peak income stream for facilities and therefore compromise the
ability of clubs, particularly water polo and diving, to access water space in these times; and
Pool usage is dependent on ensuring fair and equal access to all community users. Current pool
policies allocate a minimum of 2-3 lanes for community usage at all times.
Access to Existing Facilities

Inability to access facilities such as schools, private facilities or facilities that have large squads and
programs but are not associated with clubs; and
Local facility managers are committed to providing benefits for the general community which impacts
on the availability of space needed for club programs and club expansion objectives.
Lack of Appropriate Competition and Training Facilities

Lack of high standard competition facilities that meet specific sports’ requirements;
Increase of leisure space often impacts pool design;
Increase in ageing population often impacts on pool design including the provision of shallow water
(1-1.2 metre depth) pools ; and
Ageing competition facilities.
Minimal Involvement in the Facility Planning or Redevelopment Process

The lack of consultation with local and state government during the planning phase impacts in
facilities not meeting the sports competition standards or training requirements;
The lack of consultation with and between local and state government and the State Sporting
Associations during the planning phase impacts in facilities not meeting the sports competition
standards or training requirements;
Reconfiguration of pool dimensions during design results in unsuitable competition standards; and
Inadequate general amenity and ancillary facilities.

4.1 Specific Challenges for Aquatic Sports Associations
The specific challenges and threats for each of the aquatic sports associations are provided in Table 3.
Table 3 Specific Challenges and Threats for Associations and Clubs
Swimming WA
Limited access and usage of pools during peak hours, often only a couple of lanes are allocated for
club activities;
Inability to conduct national and international competitions, therefore restricting ability to grow the
sport;
A large number of pools do not have the minimum depth (1.5 metres) at both ends of the pool to
conduct competitions;
Limited number of high standard facilities which restricts the ability of the sport to attract suitably
qualified coaches to WA; and
Poor distribution of high standard facilities resulting in a clustering effect for high performance
training and increased travel for athletes.
Masters Swimming WA
Limited or no access and usage of pools during peak hours;
Lack of ancillary facilities for after training social activities (e.g. cafes, club rooms);
Poor level of support from facility managers in the promotion of club activities; and
Competing usage requirements with surf clubs activities, triathlon, private adult squads and general
public requirement of facility.
WA Water Polo
Limited or no access to the usage of pools during peak hours;
Limited number of facilities with adequate pool depth and dimensions for water polo competitions;
Lack of ancillary facilities for club activities;
Poor level of support from facility managers in the promotion of club activities; and
Poor distribution of suitable facilities across the Perth metropolitan region.
WA Diving
Insufficient numbers of pools with diving infrastructure;
Limited access to suitable diving facilities outside Challenge Stadium;
Prohibitive hire costs for facilities external to Challenge Stadium restricting number of ‘Learn to Dive’
programs;
Lack of dry-land training facilities;
Conflicting pool usage with water polo especially during peak periods; and
Lack of suitable infrastructure limits the ability of Associations to attract qualified coaches.

5. Facilities Information
5.1 Overview
A key objective of the Strategic Facilities Plan is to identify the needs and expectations of each
association with regards to the provision of aquatic facilities. This includes the adequate planning and
distribution of future facilities as well as improving usage of existing facilities. Another objective of the
Strategic Facilities Plan is to identify a classification and hierarchy of facilities to develop a more
sustainable long term model for aquatic sports and facility providers.
At present the majority of aquatic facilities in the Perth and Peel metropolitan areas are managed by local
government authorities. The usage of these facilities is based on ensuring access and participation to the
general community to maximise revenue generation for the facility. Programs provided by facility
managers are developed to meet the needs of a diverse array of user groups. By working with clubs and
associations to maximise usage during non-peak period’s aquatic facilities can improve their benefit to
the community and financial sustainability.
5.2 Review of Current Facilities
5.2.1 Aquatic Facility Distribution

There is a considerable difference in the distribution of aquatic facilities within metropolitan area, with the
north west, south east and peel metropolitan areas having a significantly lower proportion of facilities per
capita than the central, south west and north east. Although not noted in the table, schools which contain
aquatics facilities are generally located in the central area of Perth, with 80% of the 34 schools that have
aquatic facilities located in this area. Due to the current policy of the Education Department access to
schools is to be approached on a school by school basis.
Table 4 below shows that the provision of aquatic facilities based on a population per lane basis is
currently best provided for in the Central, South East and South West Regions. Due to the expected
increase in the Perth and Peel population, the future provision of facilities either through new or
redeveloped facilities will need to be targeted at the regions with less provision currently and those with
the greatest expected population growth.
Table 4 Aquatic Facilities Distribution and Facilities Per Capita
North North South South Total

2011 Central Peel
West East East West
State 1 0 0 0 0 0 1
Regional 1 0 0 0 0 0 1
District 7 2 0 1 2 2 13
Local 6 1 7 1 3 1 20
Total Facilities 15 3 7 2 5 3 35
Population 2011 714,600 299,800 198,200 178,500 223,600 97,100 1,711,800
Population Per Lane * 4,131 9,369 3,539 8,925 4,658 12,138 7,127
* Assumes 26, 15, 12 and 8 lanes for State, Regional, District and local facilities.

Note: A study to upgrade Challenge Stadium to meet National and International event hosting requirements is being
undertaken by the Department of Sport and Recreation.
5.3 Facility Planners and Managers
5.3.1 Philosophies, Expectations and Challenges

A workshop was held with the participation of aquatic facility managers and planners to identify their
philosophies and expectations with regards to the planning and management of aquatic facilities. The
outcomes of this workshop are summarised in Tables 5 and 6 below.
Table 5 Facility Planners – Philosophies, Expectations and Challenges
Philosophies
Provide facilities that maximise catchment areas and benefit the majority of community users
possibly through the provision of facilities by a combined/multi local government approach.
Expectations
Provide multipurpose self-sustained facilities (low capital and operating costs) for a variety of users;
and
Strategic location of facilities (e.g. Proximity to schools, residential areas, transport accessibility) to
maximise potential catchment areas.
Challenges
Conflict between community and sport associations versus planning requirements (e.g. budget
constraints);
Managing political interests and expectations;
Multipurpose facilities requirements. Facility design determined by community needs (e.g.
playground area, shallow pool for children and families);
Limited source for capital funding;
Provide sustainable design aimed at capital and operating cost reductions (e.g. lower depth levels);
and
Specific pool components required by sports may result in high capital and operating cost (e.g.
greater depth increase heating costs).

Table 6 Facility Managers – Philosophies, Expectations and Challenges
Philosophies
Manage facilities to meet a variety of community needs ensuring equal opportunities for all users.
Expectations
Ensure equal usage of facilities by a variety of community users including organised sport
members;
Provide community social hubs; and
Sustainable management of facilities (revenue generation, increase usage).
Challenges
Balance different user’s needs (increase water access, conflicting usage times);
Expectation from multi-purpose facilities to ensure provision for a variety of community users’
requirements;
Unrealistic expectations of usage by associations. Conflicting times and pool space requirements
(increasing membership versus time constraint);
Achieve financial sustainability. The general community represent the biggest users - specialist
sports are a lower priority (programs are mainly designed to meet the community needs);
Limited funds for operating costs. Associations requiring specific pool design components (e.g.
depth, length, heating, club rooms); and
Aquatic sports need to promote the value and potential benefit to the community.
5.4 Clubs and Associations Facility Needs

The common philosophy of the associations is to increase participation in their sport and to provide
development pathways for elite or high performance competitors. The responses from the workshops
and surveys highlighted the various competition structures and development pathways for each
association. The expectation of facilities by each association is based on their requirement for training
and competition. Competition requirements for each sport are based on FINA guidelines which are
detailed in Appendix G. National, State and interclub Masters meets are all participation based and
therefore do not require a high standard of facilities.
Table 7 Common Facility Requirements for Clubs and Associations
Common Facility Requirements
Ancillary facilities (cafeteria, shops) Facilities with amenities to support the social activities of clubs.
Indoor or outdoor facilities heated to allow all year round training

All year round usage and competition.
Spectators viewing areas Appropriate spectator areas for competition and other events.
Club rooms and/or storage areas Storage areas for equipment and club meetings.
Location Facilities located within close proximity of public transport.
Sufficient parking bays and disabled access (ramps, handles
Car parking and disabled access
and aids devices).
Table 8 Sport Specific Requirements
Association Requirements Minimum (training) Preferred (competition)
Pool length 25 m 50 m
Pool width 19.2 m 25 m
Lane numbers 8 10
Swimming WA
Pool depth 0.9 m to 1.2 m 2m
Other Diving blocks Electronic timing

Lane ropes Touch panels
Pool length 25 m 25 m & 50 m
Pool width 19.2 m 25 m

Masters
Lane Numbers 8 8
Swimming WA
Pool depth 0.9 m 1.2 m to 2 m
Other Lane ropes Electronic timing
Pool length 30 m 35 m
Pool width 25 m 33 m
WA Water Polo
Pool depth 1.2 m (Flippa) 2.2 m
2.0 m
Other Goals Goals, Score boards

Spring boards and 1 m spring board 1 m & 3 m spring board
platform 5 m, 7.5 m & 10 m
platform
Pool depth 3.5 m (1 m spring board) 3 m springboard: 3.8 m

WA Diving
10 m platform: 4.88 m
Other Area for basic dry land Dry land training area
training and specific Score board
equipment storage
5.5 Gaps in Facility Provision

The specific gaps in the provision of facilities as identified by the aquatic sports associations are
described in Table 9.

Table 9 Facility Gaps – Association Level
Swimming WA Masters Swimming WA
No regional standard facilities – especially for Access to pool space throughout the year;
competition purposes;
Access to pool space in peak periods; and
Limited high level competition facilities, only
Access to amenities to support and promote
Challenge Stadium; and
social aspects of these clubs.
Inability to host national or international
events.
WA Water Polo WA Diving
Access to or ability to construct amenities to Regional standard facilities with suitable

support and promote social aspects of these diving infrastructure.
clubs;
Facilities anywhere other than the western
Limited access to pool space to expand suburbs (Challenge Stadium).
number of clubs or number of members within
Limited high level competition facilities; and
existing clubs;
Dry-land training facilities with access from
Northern and eastern areas of the
diving infrastructure.
metropolitan region do not have any aquatic
facilities capable of hosting water polo; and
Limited high level competition facilities, only
Challenge Stadium.
5.6 Duplication in Facility Provision

The information provided through the workshops and surveys indicates that the duplication of facilities is
not a current issue for the four associations. There is a shared concern about the difficulties in increasing
participation numbers due to the limited number of suitable training and competition standard facilities.
Any perceived duplication of facilities would be for leisure water focused facilities. This assessment is
from the viewpoint of the sporting associations and their clubs.

6. Facilities Classification
A classification of facilities has been developed to understand the types and standard of facilities
currently provided in the Perth and Peel metropolitan area. Detailed information regarding the
classification of facilities is provided in Appendix H. The classification of facilities should be reviewed to
assess if the sports needs and expectations align with the facilities being planned and provided to the
community.
Table 10 Facilities Classifications and Descriptions

Pool Requirements Additional Infrastructure
Requirements
State/National/ Facility must have two or more 50 metre The facility must provide access to the
International pools (minimum one indoor pool) of appropriate dry land training facilities for
relevant competition standard for each each sport. The facility must have
of the aquatic sports. adequate spectator amenities for
competitions such as car parking and
aquatics related infrastructure.
Regional Regional facilities must have a minimum Either option must also have a minimum
of two 50 metre pools, one with deep of one indoor pool, be capable of
water to accommodate water polo hosting regional competitions with
competition and diving (1 and 3 metre adequate spectator facilities.
springboard)
OR
One 50 metre pool, one 25 metre pool

and a pool capable of accommodating
water polo and diving activities (1 and 3
metre springboard).
District The facility requires a minimum of one The facility must be capable of
50 metre pool, plus a second pool with a supporting water polo or diving (1 metre
minimum length of 25 metres. and 3 metre springboard) local
competitions.
Neighbourhood The facility will either have a 50 metre or
25 metre pool with leisure water.
6.1 Hierarchy of Facilities

The Western Australian Planning Commission and the Department of Planning have recently released
Directions 2031 – Spatial Framework for Perth and Peel. The development of the aquatics facilities
above reflect the proposed population distribution outlined in this document. Information relating to the
required population catchments is provided in Appendix D. In order to provide facilities equitably across
the Perth and Peel metropolitan area to meet the needs of the aquatic sports a number of development
and changes must occur over the coming decades.
6.1.1 Improved Distribution of Aquatic Facilities

The development of a hierarchy of facilities and the proposed distribution of redeveloped and new
facilities is aimed at improving the distribution across the Perth and Peel Metropolitan areas. Figure 4
below shows that the provision of aquatic facilities based on a population per lane basis is best provided
for in the Central, South East and South West regions. Due to the rising population, the provision of new
facilities will need to be targeted at regions with less provision at this time and those with anticipated
population growth in the coming years. This figure also illustrates the effects of the introduction of these
facilities and highlights the improvement in the distribution of facilities between the various metropolitan
areas if the hierarchy is achieved through the development of new facilities over the coming decades.
Figure 4 Current and Proposed Population per Lane
Note: The figure above illustrates the total available lanes versus total population and does not indicate
total access or actual usage. The figures have been calculated using current population data and
population projections from the WA Planning Commission’s Directions 2031 planning policy.
6.1.2 Achieving a Hierarchy of Facilities and Equitable Distribution

The hierarchy of facilities based on the facilities classification described in Table 10 has been developed
with the objective of providing a range of facilities and aquatic amenities to the meet the needs of aquatic
sport in the coming decades. The hierarchy is modelled on the current provision of facilities, the
proposed facilities classification and potentially developed facilities. This Strategic Facilities Plan has
identified that to provide a more equitable distribution of facilities across the Perth and Peel metropolitan
areas that reflect the current and estimated population growth the following facilities will need to be
developed. These facilities are designed to meet the training and competition requirements of aquatic
sports.
The following is a proposed list of facilities to be developed or redeveloped in order to achieve a
hierarchy of facilities that improves the distribution of aquatic facilities in the Perth and Peel metropolitan
regions as shown in Figure 4 above.

By 2021 Convert a state level facility (swimming) into an international standard facility (Central)
Two new district facilities (North West and South West)
Convert one local facility into a district facility (North East)
Three new local facilities (North West, South East and Peel)
By 2031 Two additional new regional facilities (North West and Peel)
Convert one additional local facility into a district facility (North East)
One new district facility (South East)
Three additional new local facilities (South West, South East and North West)
Note - All new facilities would need to be subject to appropriate feasibility assessment and/or business
case submissions to the relevant state or local government body.
Figure 5 Current and Projected Facility Hierarchies
International/National 0 1 1
State 1 0 0
Regional 1 1 3
District 13 16 18
Neighbourhood
20 22 24
2011 2021 2031

Total: 35 38 46
One aim is to develop an existing facility to meet the national and international competition requirements
by 2021 for swimming and a hierarchy of facilities to meet aquatic sports competition needs, this facility
will also act as the single State level facility. A study to upgrade Challenge Stadium to meet National and
International event hosting requirements is being undertaken by the Department of Sport and Recreation.
Figures 6 and 7 show the location of existing facilities and show what facilities may be developed in the
future to achieve the population per lane figures provided in Figure 4.

Figure 6 Swimming clubs located in Central, North East and North West metropolitan regions

Figure 7 Swimming Clubs located in South East, South West and Peel regions

7. Sustainable Clubs and Facilities Model
7.1 Objectives of Sustainable Clubs and Facilities

The objectives of sustainable clubs and facilities are to:
Provide appropriate amenity to all facility users including the general community, aquatic clubs and
elite competitors;
Recognise the link between high performance achievements and increased participation;
To optimise the usage of existing facilities and to achieve better synergies among facility managers,
associated clubs and community users; and
Increase participation at all levels of sport and promote a healthy lifestyle.
7.2 Sustainable Club Factors

The sustainability of an aquatic sporting club is dependent on its ability to grow and to offer the
appropriate training/competition environment to its members. The main factors that contribute to the
sustainability of a club are:
Defined development and participation pathway structures to offer personal development
opportunities to a range of members;
Developed club marketing and business plans to promote club activities among the public while
increasing membership and strengthening relationships with facility managers;
The provision of qualified coaches to attract and retain members;
A strong and collaborated relationship with facility managers to secure and increase access to pool
space allowing extended training times;
Promoting a strong club culture including a volunteer model that contributes to the economic
sustainability; and
A high competition standing of a club with the exception being Masters Swimming WA, which adopts
the principals of fitness, friendship and fun.
7.3 Sustainable Facility Factors

Factors to contribute to sustainable facilities include:
Optimal location of facilities to maximise catchment areas (e.g. close to schools, employment areas)
and ensures accessibility to public transport;
Maximise the benefits of a variety of community users by providing multipurpose facilities including
ancillary amenities (e.g. gym, café, spectator areas);
Ensure maximum use of pool space that meets the expectation of community users and the training
and competition needs of associated clubs;
Economical and efficient designs with a focus on minimising maintenance and operating costs (e.g.
energy efficiency through solar or geothermal heating systems);
Ensure pool design meet both sports and general community expectations; and
Early involvement in the planning phase - proactive planning approach.

7.4 Benchmark Assessment and Guidelines
A benchmark assessment is provided in Table 10 to enable facility managers and planner to self-assess
their facility and identify actions to improve facility sustainability.
Table 11 Benchmark Assessment for Facilities with Club
Facility Total General Public Number of

Primary Classification
Sustainability Members Facility Usage Sports *
State/National/International: High 600+ High 4 + WAIS

Two or more 50 metre pools (minimum
Med 400+ High 4 + WAIS
one indoor pool) of relevant competition
standard. Provide access to dry land Med 500+ Low 4 + WAIS
training facilities for each sport. Must
have adequate spectator amenities for
competitions, car parking and related Low 300+ Low 4 + WAIS
infrastructure.
Regional Facility: High 400-600 High 3

Either two 50 m pools (one with depth to
Med 300-500 High 2
support water polo and diving
competition) or one 50 m pool, one 25 m Med 300-450 Low 3
pool and one pool able to support diving
and water polo competition. Either
option must also have a minimum of one
Low 200-400 Low 2
pool indoors, be capable of hosting
regional competitions.
District Facility: High 300-500 High 3

The facility requires a minimum of one
Med 200-400 High 2
50 metre pool, plus a second pool with a
minimum length of 25 metres. Capable Med 200-400 Low 3
of supporting water polo or diving (1 m
and 3 m springboard). Low 100-250 Low 2
Neighbourhood Facility: High 100-200 High 2
The facility will either have a 50 m or 25 Med 0-150 High 1

m pool occasionally with occasional
leisure space. Med 50-150 Low 2
Low 0-100 Low 1
* Assumes only swimming, masters swimming, water polo and diving
** WAIS training facility

7.5 Guidelines to Improve Facility Sustainability
Guidelines to improve or maintain a club and facilities sustainability is provided in Appendix H. These
guidelines are based on three main areas, these being:
1. Facility infrastructure
2. Facility management
3. Club Involvement
The guidelines articulate specific actions to be undertaken through identifying:
Who the action applies to;
Individual objectives;
Outcome;
Impact; and
Recommended actions.

8. Policy, Roles and Responsibilities
8.1 Facilities Policy

A proactive planning approach needs to be undertaken by aquatic sports associations with early
engagement of key stakeholders such as local government authorities, developers and state government
agencies. This is to assist in the provision and/or access to appropriate facilities that meet the needs of
the sports and the wider community.
Policies and actions were identified during the workshops to align the differing expectations of
associations, facility managers and planners, these include:
Explore different design models that meet both sports and general community needs;
Review facility design based on the needs and requirements of the aquatic sports and their
members;
Integrated approach to building new facilities. Councils collaborate to build more appropriate facilities
that maximise catchment areas and user’s expectations;
Early involvement of Associations, the Department of Sport and Recreation and clubs in the
planning phase and proactive planning to ensure appropriate infrastructure provision; and
Explore improved economical and efficient designs (e.g. solar or geothermal heating systems)
including whole of life costs such as operating and maintenance costs.
8.2 Club Management and Usage Policy

Policies and actions to align expectations of management and club usage are:
Explore alternative coaching models (e.g. Learn to Swim Programs and swimming squads coached
by associations coaches);
Strengthen relationships between local government authorities, State, schools and facility managers;
Provide incentives to facility managers to create champions through affiliation with associations and
having successful and sustainable clubs located at their facility;
Leadership in creating clubs through greater involvement by the associations in conjunction with the
Department of Sport and Recreation’s club development officers;
A more flexible approach by clubs to training times and competition schedule; Collaborated approach
between facility managers and club presidents (proactive verses a reactive engagement);
Associations to approach facility managers as a combined club or user group, therefore
demonstrating their combined benefit to the facility in terms of financial usage; and
Associations to source funding for sport specific pool design upgrades.
8.3 Change Management Policy

To achieve the desired outcomes of the Strategic Facilities Plan, especially increasing access to existing
aquatic facilities there needs to be changes in the relationships between clubs and associations. Some of
the policies and actions expected of clubs intending on successfully implementing change are:
Develop flexible usage practices regarding facility usage times;
Avoid peak facility usage times;

Demonstrate value and benefit to facility managers and planners of clubs being located at their
facilities;
Pay for lane hire and entry; and
Initiate programs which extend the opening hours of facilities with the intent to pay for extra.
8.4 Aquatic Facility Development Policy
8.4.1 New and Expanded Facility Policy

The following is the preferred process to be undertaken for those considering developing or expanding
an aquatic facility.
Table 12 New and Expanded Aquatic Facility Development Process
Step Action
1 Discuss proposal with club members, community and relevant stakeholders - what type of
facility is required, local, district, regional or state - proceed or reconsider.
2 Initial meetings with LGA, DSR and sporting associations ‘Steering group’ regarding proposal.
3 Together with LGA initiate discussion with DoP and/or developers if the proposed aquatic facility
is in the location or vicinity of a large sub-division.
4 Prepare Needs Assessment report (DSR format) – present to DSR, LGA and associations.
5 Nominate facility type and objectives based on Club Classification Chart (Appendix H).
6 Review proposal with LGA, sporting associations and DSR – proceed or reconsider.
7 Co-ordinate funding options and sources for the facility, e.g. developers, LGA’s, sporting
groups.
8 Prepare Feasibility Study (DSR format) to apply for CSRFF funding, this includes concept
design, cost estimates and operational plan.
9 Confirm primary funding sources for full capital cost (not including CSRFF or Lotterywest
grants).
10 Apply for CSRFF and LotteryWest grants.
11 Prepare facility business plan, final review of proposal - proceed or reconsider.
12 Secure all funding sources formally.
13 Design, procure, construct and occupy aquatic facility (using specialist consultants).
DSR - Department of Sport and Recreation.
LGA - Local Government Authority.
DoP - Department of Planning.
CSRFF - Community Sporting and Recreation Facilities Fund.

8.5 Facility Funding Policy
8.5.1 Funding Overview Roles and Responsibilities

The development of aquatic facilities is primarily funded by local government authorities. Other possible
funding sources for the development of facilities are the Department of Sport and Recreation’s
Community Sporting and Recreation and Facilities Fund (CSRFF) for sporting components, LotteryWest
for community components, the Federal Government for sustainability and water saving initiatives and
Developer Contribution payments as part of suburban redevelopment. Irrespective of the funding source
a prospective aquatic facility provider must focus on its ability to maintain, upgrade and manage the
facility in a sustainable and self-sufficient manner.
It is important that the Aquatic State Sporting Associations and their clubs identify potential funding
sources as listed above and also how to provide contributions from themselves for sporting
infrastructure. The associations and clubs should identify potential sponsors, increases in membership,
fundraising activities and other avenues to increase their contribution to the development and
redevelopment of facilities plus the addition of new infrastructure such as boom separation of pools.
During the planning and design stage the local government authority and other stakeholders must justify
the need for an aquatic facility and demonstrate how it will operate. The Department of Sport and
Recreation provides a number of guides to aid in the planning and development of the facility. The
Department of Sport and Recreation should be consulted during the planning and design project phases.
8.5.2 CSRFF Assessment Criteria

CSRFF assessments are based on the following criteria:
Project justification;
Planned approach;
Community consultation;
Management planning;
Access and opportunity;
Design;
Financial viability;
Co-ordination; and
Potential to increase physical activity levels.
It is recommended that the Department of Sport and Recreation request comment and advice from all of
the relevant aquatic state sporting associations in the assessment of CSRFF funding decisions.
8.5.3 CSRFF Application Process

It is a requirement of the CSRFF that applicants contact the Department of Sport and Recreation prior to
submitting an application. This will ensure that the assessment criteria are clearly understood and the
project is eligible.

Table 13 CSRFF Funding Process– Annual & Forward Planning Grants
Time (Date) Stakeholder Action, Task or Requirement

July DSR Newspaper Advertisement.
July LGA, DSR Application forms are available from LGA’s (metropolitan) and DSR
Regional Offices regional offices.
August/September Clubs, LGA Applications to be lodged with LGA’s during September – check with
relevant LGA to confirm exact date.
September LGA Assessed by LGA, recommendations provided, applications

presented at LGA council meeting.
September LGA, DSR Applications lodged by LGA’s with DSR in September.
November DSR Applications assessed by regional managers and forwarded to

Facilities Consultant - CSRFF, last working day in November.
December DSR Applications assessed by State Sporting Associations and Facilities

Consultant – CSRFF.
February DSR CSRFF Advisory Committee considers applications and makes

recommendations.
February / March Minister Minister considers recommendations and grants approvals.
February / March DSR Successful and unsuccessful applicants notified.
CSRFF - Community Sport and Recreation Facilities Fund.
There is a similar process for the application of small grant funds which occurs twice a year. Applications
for these grants open in February and July and close in March and August respectively. Assessment
takes place during April and September before successful applications are announced in May/June and
October/November.
8.6 Roles and Responsibilities

Understanding the roles and responsibilities of all stakeholders is important to enable the Strategic
Facilities Plan to be implemented. Partnerships and relationships are the key to the success of the
Strategic Facilities Plan and the sustainable provision of aquatic facilities.
8.6.1 Association Roles and Responsibilities

The primary roles and responsibilities of the sporting associations are to:
Promote and advance their sport;
Conduct championship/state events;
Co-ordinate metropolitan competitions;
Provide high performance pathways for athletes and coaches;
Educate coaches and officials;
Provide assistance to clubs with management issues;
Represent the sport in the public forum; and

Develop strategies to grow and develop their sports.
8.6.2 Clubs Roles and Responsibilities

The primary roles and responsibilities that clubs must undertake are:
Train, represent and coordinate club members;
Provide sport equipment for club members; and
Liaison with the relevant local government authority and facility managers in relation to access to
facilities, any issues which may result in the need for additional funding or the replacement
infrastructure or facilities.
8.6.3 Local Government Authorities Roles and Responsibilities

Local government authorities are the primary providers of publically accessed aquatic facilities within the
Perth and Peel metropolitan areas. The roles and responsibilities that they undertake as planners,
funders and managers of aquatic facilities are:
Provide aquatic programs that cater for all users and age groups such as learn-to-swim, swimming
squads and aquarobics;
Provide public access to aquatics facilities at all times (where possible);
Regular maintenance of sporting infrastructure and identification of required sporting infrastructure;
Capital refurbishment of core facilities and infrastructure (sinking fund);
Business Plans should be prepared or updated annually by facility managers and include but not be
limited to:
Utilisation demand projections;

Financial projections;
Operational plans;
Organisational structure; and
Marketing plans.
The condition of facilities is to be recorded and maintained. Asset management plans should be
prepared and maintained by all facility managers. The asset management plans should include:
Register of assets;
Asset performance;
Planned actions and lifecycle management of the following: and
o Ventilation;
o Boilers;
o Filtration systems;
o Air-conditioning; and
o Surfaces (corrosion).
Costs and benefits of major assets.

8.6.4 VenuesWest Roles and Responsibilities
VenuesWest is the leading state agency with regards to the planning, management and maintenance of
significant sport, recreation and entertainment assets and has many similar requirements to those listed
previously for local government authorities. VenuesWest is charged with the responsibility of providing
sustainable and accessible state assets delivering sport, recreation and entertainment opportunities for
Western Australians and it fulfils this requirement through the provision of elite sport facilities and
support; provision of community facilities and services; and the provision of competitive and cost
effective state owned assets.
8.6.5 The Department of Sport and Recreation Roles and Responsibilities

The Department of Sport and Recreation, as the state government agency responsible for increasing the
participation levels of sporting and recreational activities in WA, recognises the importance of clubs and
appropriate facilities to achieve this objective. The Department of Sport and Recreation as the manager
of funding for community level sport and recreation facilities and infrastructure through the CSRFF grant
program is committed to ensuring facilities are used to their full potential. For a facility to reach its full
potential and longevity it must be well maintained to reduce the need for upgrades, restorative
maintenance or replacement.
The Department of Sport and Recreation provides reports and manuals for the asset management and
maintenance of facilities including:
Management Plan Guide;
Asset Management Guide; and
Life Cycle Cost Guide.
(* See the Department of Sport and Recreation’s website – for above mentioned reports and up to date information)
The Department of Sport and Recreation is committed to ensuring the principles of sustainability are
incorporated in the planning process of sporting infrastructure. These three key elements include:
1. Social sustainability - contribution to developing social capital and capacity building;

2. Economic sustainability - elements of organisational and financial sustainability; and
3. Environmental sustainability - water conservation, energy efficiency and waste minimisation.
The Department of Sport and Recreation provides advice and support through programs and initiatives
such as CSRFF (grant funds for sporting facilities), club development officers (funded in partnership with
participating local government authorities) and programs to increase participation. In particular the
Department of Sport and Recreation provides considerable literature on the following topics:
Constitutions and incorporation;
Asset management;
Planning, feasibility, design and development of facilities;
Marketing and promotion;
Volunteers, coaches and officials; and
Health and safety.

9. Implementation and Communication Plan
9.1 Implementation Barriers

The major barriers to implementing this Strategic Facilities Plan are:
Disconnect between the funder of facilities and the aquatic sporting clubs and associations;
Limited ability for clubs to improve access to existing facilities by improving relationships between
clubs and facility managers;
Limited conversion of children and adults in learn to swim or facility run squad programs into aquatic
club members and competition pathways; and
Inability of clubs to increase revenues to enable them to provide sporting equipment and
infrastructure such as booms to increase and improve lane access.
9.2 Policies and Actions to Reduce Barriers

There are a number of actions that should be undertaken to reduce the barriers to entry, these include:
Forming a ‘facilities steering group’ with representatives from aquatic sports associations, the
Department of Sport and Recreation and industry stakeholders (possibly LIWA, Royal Life Saving);
The Department of Sport and Recreation to advise the ‘facilities group’ when local government
authorities are requesting funds or advise for the upgrade, redevelopment or development of aquatic
facilities;
The ‘facilities group’ to identify and meet with local government authorities that are likely to be the
providers of new aquatic facilities or those looking to upgrade existing facilities;
A ‘one club’ (for all of the aquatic sports at a facility) model be explored by the ‘facilities steering
group’ to assess whether a single club model for multiple sports would achieve better outcomes for
the facilities, sports, clubs and members; and
Approach schools and private aquatic facility providers to identify opportunities for clubs to be located
within their facilities or to use facilities.
9.3 Communication and Implementation Policy

Communication of the Strategic Facilities Plan to all key stakeholders is essential for successful
implementation. As identified in this report each of the stakeholders has a number of important roles and
responsibilities relating to the planning, development and management of aquatic facilities. As clubs play
an important part in many people’s lives it is essential that there is effective communication of this plan
and communication between stakeholders.

Table 14 Communication and Implementation Timeline
Time Period Stakeholder Communication and/or Action
2011 Associations Present Strategic Plan to Association boards for approval.
2012 Associations & DSR Form ‘facilities steering group’.
2012 Associations Promotion of Strategic Facilities Plan on association web

sites including DSR web site.
2012 DSR Send Strategic Facilities Plan to all LGA’s.
2012 LGA’s & Clubs Assess club classification.
2012 LGA’s & Clubs SSA’s to prepare business plan based on sustainable
initiative.
Annually LGA’s & Clubs Prepare Business Plan – provide to LGA, Associations
and DSR.
Annually Associations & DSR Review and update the Plan.
Bi-Annually Associations, LGA’s Review club classifications, record successful and

and Clubs unsuccessful sustainability initiatives and communicate to
stakeholders.
SSA – State Sporting Association.

10. Conclusions and Recommendations
10.1 Conclusions
The growth and development of aquatic sporting clubs can be facilitated by a number of initiatives
undertaken by the state sporting associations. The associations will need to work effectively with each
other and with key stakeholders, such as the Department of Sport and Recreation and facility managers,
to improve access to appropriate training and competition facilities. At present the number of members in
aquatic sports is not reflective of the general participation by the community in aquatic sports and
activities.
There are some gaps in the provision of facilities from both a statistical and geographic viewpoint and in
the type of facilities provided. Ideally there would be a greater distribution of aquatic facilities for the
North West, South East and Peel metropolitan areas. There will need to be a collaborative approach
taken by all stakeholders and led by the Department of Sport and Recreation if an appropriate hierarchy
of facilities is to be utilised by the community in the long term. Any provision of an aquatic facility must be
made through a needs assessment and detailed feasibility analysis.
Ideally aquatic facilities will be developed within residential areas and/or in employment hubs and in
close proximity to public transport. A planned approach between all the associations will be critical in
providing strategic advice to ensure that appropriate facilities are developed for the benefit of the sports
and the wider community. To achieve this outcome it will require earlier consultation with local
government authorities, developers and state government agencies to reach a positive outcome.
The recommendations of the Strategic Facilities Plan for aquatic sports in the Perth and Peel
metropolitan areas are divided into four main categories. These categories are:
1. Club membership and increasing participation;
2. Development of a hierarchy of facilities;
3. Improved relationship with aquatic facility managers; and
4. Involvement in the facility planning process.
Improvements in each of these categories will increase the number of club participants and an
improvement in all of these areas will provide significant benefits for each of the aquatic sports.
10.2 Involvement in the Facility Planning Process

The associations expressed strong frustration at the continued occurrence of not being engaged,
involved or notified of the planning, development or redevelopment of aquatic facilities. The results are
numerous facilities constructed with minor elements not meeting the training or competition requirements
of sports. In the majority of these cases minor changes would have resulting in significant increases in
clubs ability to increase members or locate at specific aquatic facilities.
Recommendation 1:
The Associations and the Department of Sport and Recreation are to form an ‘Aquatic Sports Facilities
Steering Group’. This group is to develop strategies for the expansion of existing facilities, provision of
new facilities and improving access for clubs and members to both.

Recommendation 2:
The Department of Sport and Recreation and the Associations are to notify the Steering Group of any
facilities in the planning or redevelopment process as well as informing of any facility and access related
issues.
Recommendation 3:
The Associations are to develop a broad cost benefit analysis to articulate the value of clubs to existing
and prospective facility managers and owners.
Recommendation 4:
The Associations are to also develop a cost benefit analysis for facility infrastructure such as a boom to
divide water space and improve functionality of aquatic facilities.
10.3 Club Membership and Increasing Participation

The level of participation in organised swimming, masters swimming, water polo and diving is dependent
on pool design and the availability of pool space. These factors together with the quality of relationship
with the facilities’ managers and the number of qualified coaches available have a direct impact on club
and association membership numbers. The proliferation of leisure style; including shallow water areas,
water slides and children’s play equipment aquatic facilities; represents a major concern to the
competition and performance pathways and associations future growth.
Recommendation 5:
The Associations are to be proactive and coordinated in their approach to facilitate increased access to
suitable aquatic facilities, including being more flexible to training times and competition scheduling.
Recommendation 6:
The Associations and Steering Group are to be proactive in consulting with facility managers to advocate
for greater usage of existing facilities and promoting the benefits of club and association memberships.
Recommendation 7:
The Aquatic Sports Facilities Steering Group is to develop a series of strategies to promote the FINA
sports as a means to increase membership and participation.

10.4 Development of a Hierarchy of Facilities
There is a lack of a planning and development to support a hierarchy of facilities that meet the needs of
aquatic sports. There are gaps in the provision of regional and district type facilities. The development of
such facilities would support the development pathways and programs.
Recommendation 8:
The Associations are to prepare criteria based on the individual needs of their sport to assist in the
assessment of funding applications to the Department of Sport and Recreation’s CSRFF program. These
criteria are to reflect the sports and Associations’ philosophies.
10.5 Improved Relationship between Clubs and Facility Managers

There are numerous clubs that have expressed that they do not have strong relationships with the facility
managers. This results in poor outcomes for the club and members including restricted access to pool
space or general amenities. This situation has a direct effect on the ability of clubs to increase
membership.
Recommendation 9:
The Associations are to provide a direct leadership role to improve relationships between clubs and
facility managers. To assist this outcome a formal document to help clubs articulate their benefit to the
facilities operation and sustainability should be created.
Recommendation 10:
The Associations are to develop partnership arrangements with facility managers; through a shared
resource approach for coaches, volunteers and programs.

Appendix A
Methodology and Consultative Process

Aquatic Strategic Facilities Plan – Detailed Project Methodology
The flowchart bellow summarises the project program and methodology followed through the project development.
Consultative Process – Needs Assessment Stage
This stage involved consultation with representatives from the four aquatic associations, respective clubs, the Department of
Sport and Recreation, the WA Institute of Sport and a number of pool managers. This consultation was developed through a
series of workshops focusing on specific topics. To assist with these workshops ‘position papers’ were issued to a number of
workshop attendees. The position paper allowed for workshop attendees to articulate views on the following topics:
Facility expectations
Association philosophy and role in facility planning
Sustainable club philosophy
Criteria for audit assessment
General needs and threats to individual sports
The responses from the position papers (Appendix A) formed the basis of workshop discussions and highlighted issues where
there was consensus and others where there are divergent viewpoints.
Workshop Series 1
A workshop was held with each association at the beginning of the needs assessment stage. Club presidents and association
representatives were invited to participate and express their views on their clubs’ current status and needs. The focus of these
workshops was to assess the specific needs of each association and their clubs, specifically with regards to the current
provision of aquatic facilities and their future expectations. The topics discussed include:
Association and club philosophies
Sustainable club models and participation;
Relationships with pool managers and pool accessibility;
Interaction between the associations and DSR; and
Current and future facilities expectations.
The workshops in series 1 were conducted by GHD. The dates and attendees are provided in table below.
Workshop Series 1 – Attendees
Workshop Date Attendees
10 May 2010 Simon Taylor – Executive Director SWA

Swimming WA (SWA) Jeanette Bailey – President SWA
Kaye Bulger (phone) – Chair- Technical Committee SWA
Anna Inglis – Chair- Competition Planning Committee SWA
Rick Corkill - Director SWA
Jeff Williams – Vice President SWA
12 May 2010 Wendy Holtom – Executive Officer WAMS

WA Masters Swimming Ivan Martinovich – President WAMS
(WAMS) Marlene Anderson – President Cockburn Masters Club
Gary Bradley – President Claremont Masters Club & Director of Development MSWA
Viki Shelver – President Westcoast Masters Club (& VenuesWest Aquatics Manager)
Max Wannell – President Bold Park Masters Club
Ashley Chaplyn – former Secretary Cockburn Masters Club
13 May 2010 Nancy Taylor – Taylor Diving Club Coach

WA Diving Jack Taylor – WAIS Coach
(WADA) Bruce Prance - WADA Representative
Wayne Press – WADA Representative
02 June 2010 Simon Tiverios - CEO WAWP

WA Water Polo Phil Scales – President Claremont Club & WAWP President
(WAWPI) Tibor Seress – WAWP Representative
Peter Szilagyi – WAIS Coach
Paul Oberman – WAIS Coach
The Workshops Series 2
The second series of workshops was conducted with representatives from different associations, clubs, DSR, aquatic facility
managers and persons within the industry. The workshop topics were:
Working with Facilities’ Managers and Developing Club Value
– Identifying club value

– Existing and future relationship models
– Opportunities with new facility managers
One Club and One facility User Group Models
– Governance
– Associations synergies
– LGA relationship strategies
Hierarchy of Facilities
– Facilities gaps and duplications

– Classification of facilities
– Distribution of facilities
– Facilities requirements
The workshops in series 2 dates and attendees are provided in table below.
Workshop Series 2 – Attendees
21 June 2010 Julie Rutherford - DSR

Working with Facilities’ Simon Tiverios - CEO WAWP
Managers and Developing Club
Value Phil Scales – President Claremont Club & WAWP President
Max Wannell - WAMS (President Bold Park Club)
Gary Bradley - WAMS (President Claremont Club )
Ivan Martinovich - President WAMS
23 June 2010 Liane Tooth - DSR

One Club & One Facility User Clint Klymovich - DSR
Model
Wendy Holtom - Executive Officer MSWA
Jane Collins - President WAD
Simon Tiverios - CEO WAWP
Phil Scales – President Claremont Club & WAWP President
28 June 2010 Julie Rutherford - DSR

Hierarchy of Facilities Liane Tooth - DSR
Clint Klymovich - DSR
Simon Taylor – Executive Director SWA
Wendy Holtom – Executive Officer MSWA
Viki Shelver – President Westcoast Masters Club (& VenuesWest Aquatics
Manager)
Jane Collins – President WAD
Simon Tiverios - President WAWP
Phil Scales– President Claremont Club
Ross Peters – VenuesWest
Position Papers
Position papers were issued to the Series 1 workshop participants to identify specific philosophies and
expectations for each of the associations and their clubs. These responses formed the basis for discussion at the
workshops allowing to articulate views on the associations for the following topics:
Facility expectations
Association philosophy and role in facility planning
Sustainable club philosophy
Criteria for audit assessment
General needs and threats to individual sports
Club Survey
A survey was sent to each association for distribution to their respective clubs. The survey comprised of a number of questions
covering the following topics:
Club and member information
Facilities and usage – competition and training requirements
Visit and hire costs
Responses to the club survey varied across the associations, the responses to the survey were:
Swimming WA: 4 out of 40 surveys received
WA Masters Swimming: 15 out of 25 surveys received
WA Water Polo: 1 out of 9 surveys received
WA Diving: 1 out of 2 surveys received
Consultative Process – Facility Plan Stage
The facility plan stage involved visits to seven aquatic facilities intended to identify current pool components, operations and
programs. A workshop was held on the 24 of September 2010 at DSR Offices. Participants included facilities managers,
planners and LIWA representatives. The workshop aimed to identify philosophies and expectations of the management and
planning of aquatic facilities as well as exploring align strategies for meeting association’s requirements. Attendees to the
workshop are listed in table below.
Facilities Plan Workshop - Attendees
Attendees Position
Centre Manager - Beatty Park Leisure Centre
Dale Morrissey
Manager Healthy Life - Aqualife Centre
Nicole Annson
Venues West - Facilities Manager
Chris Andrich
Coordinator Leisure Centres - Craigie Leisure Centre
Rohan Klemm
Manager - Melville Aquatic Centre
Stephen French
City of Melville - Planning
Todd Cahoon
Manager - Terry Tyzack (city of Stirling)
Ceyne Cameron
City of Swan - Planning
Brian Blechynden
City of Melville - Planning
Mick Doyle
Centre Manager - South Lake Leisure Centre
Stefan Humphreys
Nick Wilkinson City of Canning - Planning
Attendees Position
LIWA
Tony Head
LIWA
Jeffery Fondacaro
DSR
Sammuel Peace
DSR
Nerisa Finau
GHD
Tim Eldridge
GHD
Carolina Arias
Appendix B
Position Papers
For Aquatic Associations and Clubs

Swimming WA
WA Master Swimming
WA Water Polo
WA Diving

Strategic Facilities Plan Aquatics – Needs Assessment
By GHD Pty Ltd on behalf of Department of Treasury and Finance (Building

Management and Works) and the Department of Sport and Recreation
POSITION PAPER
Objectives
As part of the Strategic Facilities Plan project for Aquatics a report is being prepared to assess
the current and future facility’s needs with regards to swimming, master swimming, water polo
and diving.
This Position Paper template has been created to assist in the collection of information to form
the Needs Assessment report. This paper provides an opportunity for the four associations;
clubs and members to express their current and future needs establish expectations for each
sport and identify current and future facility’s requirements.
A workshop has been organised with Swimming WA representatives for the week of Monday
the 10th of May, 2010 to discuss the needs of the association, its members and the Position
Papers. The association may nominate a maximum of 8 attendees such as club presidents,
club members and/or the association board representatives.
Instructions
Please complete the following sections by the 30th of April and return to Tim Eldridge on
tim.eldridge@ghd.com.au or call on 6222 8845 if you have any questions.
Note: Individuals’ names will not be included in the final reports.
Strategic Facility Plan Aquatics – Needs Assessment 1

Position Paper
1. Facility expectations
Swimming WA
Establish expectations for Swimming WA and its members for current and future facilities with regards to:
Specific requirements for training ( e.g. pool designed)
Specific requirements for competition
General requirements (e.g amenities, car park)
Facility management relationship (e.g. lane access, storage/ club rooms)
Location (e.g. access to public transport)
Response 1:
Training at Club and Elite levels, winter and summer, long course and short course.
Competition across International and National (Open and Age), State open and age, Regional and Qualification events and club events.
Timing Equipment, starting blocks both ends, depth of pool, lighting standards
Adequate seating and marshalling areas for each level and indoor v outdoor facilities.
Response 2 :
Current facilities need to be maintained to a high standard in order to attract and keep high quality coaches/swimmers to the facility.
Swimming in WA is sadly lacking in a “National / International” standard facility. Whilst Challenge Stadium used to be able to accommodate
National swim meets, the restriction of 8 lanes indoors now prevents this due to time constraints. Pools now used for National events have 10
lanes in order to accommodate the number of heats/swimmers in a restricted time. Challenge does have a 10 lane outdoor pool, however this
is not covered and has no electronic scoreboard suitable for these events. The lack of a suitable facility imposes financial restraints on both
Swimming WA and its members, many swimmers seeking National competition having to travel up to four times a year interstate to compete at
that level of swimming.
Future facilities should be constructed to FINA standards with an provision for suitable seating for spectators, most of the facilities constructed
recently whilst they are suitable for swimming clubs, there is not enough seating for State Championships etc.
Facility Management relationships need to be maintained to be beneficial to Swimming WA/Swimming Clubs and the Management.
There needs to be a recognition that the relationship with Management and Swimming is beneficial to all parties, ideally learn to swim
companies should know their limitations and pass the swimmers onto the Swimming Club for further development.
Facilities should be accessible by public transport, a heavy reliance is currently placed on families of swimmers to transport them to and from
the pool for training.

Position Paper
Response 3:
Training Pools
Not to be of Leisure Pool design
Needs to have straight sides with adequate walking along and around pool.
Temperature controlled to a training temperature - not too hot. Required depth at both ends of the pool to allow for diving from blocks.
Diving blocks at both ends to meet required specifications.
Specific requirements
50 metre pool with boom facility.
Correct lane ropes, flags etc. and the require safety specifications.
Diving Blocks.
General Requirements
Tiles to be non slip around the pool, at the ends of the pool (for backstroke starts) and in the change rooms.
Change rooms to be large enough to cope with the demands of a large number of swimmers during a competition, to be of easy maintenance.
There to be good water fountains around the pool area.
Availability to a food kiosk that sells healthy food and drinks.
Cool down pool ( 25m length).
Club rooms.
Car park facility close to the pool large enough to cater for a large crowd during competition time. Covered access area into the pool.
Facility Management Relationship
This is a hard question at this stage to answer as it would depend on the Pool Management and who was in charge of running the pool. The ideal
relationship would be for the Swimming codes to have a position on the Management Team of the pool to be able to maintain a workable environment
for all uses of the pool. Swimming WA would ideally like to see facilities available to their Association in the form of Club Rooms with pool access;
these could be used for 2 or more clubs and/or Officials when required. The Club Rooms to have a storage shed with pool access to house lockable
cages for the swimming equipment used during training, lockable computer cupboards for the Clubs computers and personal equipment, an office,
toilets and a small kitchen.
Location
Within the city boundaries it would be a great asset to have a pool near public transport. In the country, this is not practical and also the Clubs in the
country need parents to be coming to training etc., dropping children off and getting involved in the running of the Club.

Position Paper
Response 4
Lap pools – not leisure pools – cooler water temps
50m pools with boom – deep enough for diving at all points – standard blocks with grip surfaces – adequate spectator seating – sufficient and
suitable areas for marshalling, recording etc.
Cafeterias with Healthy choice foods, non slip floors in shower/change rooms, close car parking and covered walkways/entries
On deck lockable cages for storage of equipment. Club rooms for multiple club use – each having a lockable workstation area for computer
equipment and records. Kitchen and general purpose area for social and meeting purposes.
Close to other sporting facilities (suits parents with kids doing various sports). Close to Public transport advantageous but as parents are
required to assist then they need to drive there anyway.

Position Paper
2. WA Swimming Philosophy and Role in Facility Planning
Swimming WA
a) What philosophy (focus) should Swimming WA have for the development of new facilities? (e.g. competition, training or competition &
training)
b) Identify what role WA Swimming should play in identifying and implementing:
Facility standards
Facility planning
Facility management
Response 1:
Competition and Training and Training Need – Working with Facility holders to secure access to water space
Play a sign off role in conjunction with state and local government planning for standards and placement of facilities.
Education and support to facility managers on role of club and link to sport.
Response 2:
Swimming WA should focus on new facilities being constructed to the highest standard possible, I feel there needs to be a “National”
standard facility both north and south of the river. This would allow the association to conduct large meets away from the “Premier”
stadium (currently Challenge Stadium). It would also alleviate to some extent long distances travelled by swimmers to attend meets.
The focus should be on a combined competition and training facility.
The pool itself should be built to FINA standards with suitable spectator areas. The ability for the facility to provide gymnasium areas
would also be beneficial as would allocate club rooms for use by the resident clubs.
Facility management needs to acknowledge the benefits of having a resident swimming club at the pool and also be aware that a good
facility will get the support of Swimming WA in appointing the pool for events conducted by the association.

Position Paper
Response 3:
In the ideal world Swimming WA would like for all future pools to be built to a standard that can cater for the needs of our Clubs. Pools would
need to be built to the specifications of a competition/training pool. Swimming WA along with the other water codes have available a “Facilities
Guide” detailing all the specifications needed to have a pool built to meet the requirements for competition and training, and/or what maybe
required by other water sports. This Guide to be available to Shires when they plan for future development of pools in their Shires. It would be
also beneficial to have a representative available to Shires to call upon to be part of their planning committees when dealing with the
development of pools. This person to be part of the employment of DSR and speak on behalf of ALL the codes of water sports from pool to
open water. This person to have a good working relationship with a member of Swimming WA to be able to call on a representative of
Swimming WA to also attend the Shire meetings (when and if required) to discuss the future development of their pools.
In regards to the management of a pool, unless the pool was owned by Swimming WA, the facility would be run by a Management Team.
Swimming Wa would like to have a member of their staff work with the Management Team for any programmes planned for the use of the pool.
To liaise with the Management Team on behalf of Swimming and their Clubs.
Response 4 :
a) Providing the best possible for our sport

b)
Liaising with all bodies to ensure new facilities provide for National competition standards for all Water disciplines.
Facility management I see as Council or Pool owners area – difficult for SWA to have much say.

Position Paper
3. Sustainable Club Philosophy
Swimming WA
Establish the philosophy of a “sustainable club” and identify its attributes. Develop an ideal model that is realistic and factors in long term influences.
Including but not limited to:
Governance
Optimum club member numbers
Facility’s management and relationship
Amenities and pool access
Development pathways
Response 1:
Multiple models:
Pool operations from LTS through to High Performance under the one model where the base helps fund the elite/competitive swimming.
Club links to Pool operations as part of a requirement for funding/support – cultural importance of the club and sport in the commercial model
Response 2 :
Swimming WA currently has a policy that details what we see as a sustainable club.
Swimming WA also has a policy for dealing with “Clubs at Risk” – identified and targeted by the Swimming WA Development Officers.

Position Paper
Response 3:
Sustainable Club
In response to this question I would suggest that the panel have available a copy of the “Go Club” that is run by Swimming Australia for the Clubs
around the country. This highlights the requirements needed to run a successful Club bye way of governance, Club numbers, facilities etc.
This is answered in specifications required for a pool. In response to pool access, it would ideal to have pools available from early morning e.g. 5am
to approx 8pm at night. This would cover the training requirements of most clubs.
Development Pathways
Swimming WA has in place through the Development Staff in the office some clear pathways for our swimmers to develop into “elite swimmers”. This
is a work in progress and is constantly being reviewed by the Association. There is now a working relationship with WAIS which also has in place
some clear development pathways for swimmers.
Response 4 :
As per the Go Club model.
A sustainable Club requires knowledgeable leadership with succession planning and risk management policies in place. The recognition of
the importance of all roles within the club – not only the swimmer.
Club member numbers can be limited by the facility used (ie. 1 25m pool serving multiple uses restricts squad numbers).
Club management must develop a good working relationship with the facility management to ensure ongoing availability of the facility to the
club.
The development of swimmers is determined by the facility available ie dry land session areas and sufficient lane space for training sessions.
Development pathways to allow all swimmers the best opportunity to reach their chosen goals – therefore clubs to access to all resources’ to
develop swimmers, officials, coaches and administrators.

Position Paper
4. Criteria for Audit Assessment
WA Swimming
Establish criteria to assess current aquatic facilities with regards to the needs of WA Swimming, clubs and members. Including but not limited to:
Minimum facility provision for training purposes (e.g. pool dimensions, amenities)
Minimum facility provision for competition purposes (e.g. pool dimensions, amenities)
Please nominate two facilities for auditing which the association’s clubs are currently using for training and/or competition purposes.
Response 1 :
Challenge Stadium/Arena (Venues West facilities)
Craigie leisure Centre
Response 2:
Two facilities for assessment would be:

Fremantle Leisure Centre (both a 50m outdoor and 25m indoor pool) – used for club purposes – supposedly under review for renovation.
Southlakes Leisure Centre (25m recently renovated indoor pool) – used for club purposes
If a facility was built for competition purposes it would also be suitable for training purposes. A good facility will attract a good coach and
generally houses a good and active swimming club.

Position Paper
Response 3:
Minimum facility provisions for training/competition
The required specifications for a pool for training and or competition are listed in the FINA handbook, page 360 under “Facility Rules”. This outlines
all pool requirements.
In brief an ideal pool would be :
50 metres in length with boom facilities to then make it a 25 metre pool (for short course winter events). To include Automatic Officiating
Equipment at both ends. Depth - a minimum depth of 1.35 metres, extending from 1.0 metre to at least 6 metres from the end wall for
pools with starting blocks. Water temperature to be 25 – 28 degrees.
Pools to have available all amenities as outlined in question 1 - eg - lane ropes, starting blocks with adequate numbering, flags, change
rooms, kiosks, club rooms, storage rooms, lockable equipment cages, parking areas, enough seating to hold spectators, computer/automatic
timing room facilities, correct lighting and to meet all health and safety requirements.
The two pools that I would suggest for Auditing would be Challenge Stadium as this facility is now rather dated and needs a review of
equipment available to run successful competitions. Arena would be the next as this facility was built without thought to holding competitions
as there are not enough spectators seating available.
Response 4:
Training
Adequate lane space for swimmer numbers, suitable area for dry land sessions, access for wheelchairs, shower/change rooms facilities.
Competition
8 lane pool space (25m or 50m depending on event), marshalling area, recording area, officials area, Healthy choices in cafeteria, drinking
water fountains, adequate spectator area, presentation area, good sound system, shower and change room facilities, spectator toilet
facilities, easy access for wheelchairs – both competitor and spectator.
Challenge Stadium and Arena.

Position Paper
5. Position Statement
Please provide a concise position statement for you and/or your organisation regarding the current and future needs of your club and members. e.g.:
What would constitute a successful facility and hierarchy of facilities based on training and competitions needs?
What risks, threats and consequences are there for your sport, association and members in the provision of inappropriate facilities?
Response 1:
Facilities Standards achieved across the state to hold international/national events in one centre, State events 3-4 centres, Regional/State Qualifying
events in each of the 8 regions and multiple centres across Perth metro. Across long course and short course.
Access to heated water 12 months of the year in each regions
Access to pool space adequate for the number of club participants art each pool
Inappropriate facilities lead to reduced events, reduced profile, reduced competiveness reduced clubs and reduced participants.
Response 3 :
A successful facility would be a pool built to a National Level of competition to be run and managed by the staff of Swimming WA. This was the
Association could cater to the needs of their Clubs in the manner of training standards, high performance coaching and having a facility capable of
running National Meets.
Currently in WA we have been unfortunate not to have a pool that can adequately cope with the demands of a National Meet. This means that our
swimmers are disadvantaged financially every year as they have to travel to the Eastern States to attend the National Meets. The Association is
also financially burdened by this as the Association tries to cater for our elite swimmers to give them exposure to higher competition and the chances
to achieve at being selected for the high performance National Teams.
On a local level, it has been made very clear that Swimming WA will not be able to grow their membership base and be financially independent as
there is a large lack of water space for Clubs to train and grow their Clubs. Some Clubs are turning away swimmers as they don’t have the water
space. Local councils make it hard for the Clubs to develop by restricting water space and make the cost of lane higher out of the reach of many
families. We need to have Local Councils made more aware of the needs/demands of Clubs and the importance of the sport of swimming within their
communities. Spread the healthy image by encouraging as many children to participate in swimming.
In the country there are still a few pools that are classified as “cold water pools”. This restricts the usage of these pools to only a few months of the
year, limiting the coaching/training for country children. It would be on the wish list to see these pools heated and used all year.

Position Paper

POSITION PAPER
Objectives
and diving.
A workshop has been organised with WA Masters Swimming representatives for the week of
Monday the 10th of May, 2010 to discuss the needs of the association, its members and the
Position Papers. The association may nominate a maximum of 8 attendees such as club
presidents, club members and/or the association board representatives.
Instructions

Position Paper
WA Masters Swimming
Establish expectations for Masters Swimming WA and its members for current and future facilities with regards to:
Response 1:
Training- Need for close access to pool deck and walking the lanes. Stairs and or ladders out of the pool should have consideration for older
frail swimmers. Better designed lane ropes-so fingers can not get caught. Water inlet to pool to be defused as to not cause turbulence.
Competition – Starting blocks at both ends. 9 lanes if possible ( one for warm up cool down) facility for electronic timing, Suitable pool depth
at both ends for dive starts.
General-good easy to access shower/toilet facility – good hot water systems. Carparks with good lighting. Pool deck surface gentle on bare
feet but still non slip. Make consideration of acoustics inside the complex.
Facility Management – good relationships are a must pool staff must be on our side. Clubs need storage space and a meeting/function room
to use on a regular basis. Pool use on training night and competition days to be generous not charged at premium rates. Wall space to
display club trophies
Location- not so important for Masters Swimmers but yes on a bus line would be good. Train even better.

Position Paper
Response 2:
Current & Future Facilities should attempt to incorporate the following as a minimum for servicing of MSWA club activities as well as individual needs
of MSWA members (utilising facilities both during organised club activities as well as leisure/family activities):
Pool/Centre - General
Open all year round
Opening hours to suit all users, lap swimmers mainly require early mornings/evenings
Coordination of pool opening times with opening hours for other amenities (water-based, cafe/change facilities) (our experience is that cafe
facilities in particular are not open early mornings so socialising/coffee afterwards is always at a different location !)
Opportunity for community/social meeting place combined with swimming/leisure activity
Ancillary recreational facilities combined with aquatic facilities eg sauna/spa, gym facilities, courts, halls, cafe/leisure, crèche
Water-Based Activities
Mix of pool facilities available – indoor/outdoor and different pool lengths
Main pool supported by ancillary water-based activities through teaching pools, toddler pools & hydrotherapy pools
Focus on non-competition use, eg leisure, lap swimming, lane hire/availability
Learn-to-swim programs and stroke technique programs to compliment leisure/fitness uses
Health & fitness programs such as aqua aerobics
Water play areas for children
Amenities/Other
Land-based activities such as gym, courts and fitness class/programs to compliment swimming/water-based activities ie “multi-use” facilities
preferable
Non aquatic play areas for children
Spectator seating – informal poolside seating and more formal (portable ?) competition seating
Cafe/restaurant facilities (indoor and outdoor) to encourage longer stays at the facility and social/community contact before/after swims
Facilities for disabled users
Accessibility to all users, regardless of age, gender, physical and financial abilities
Secure on-site parking facilities
Location, appearance and cleanliness of the pool/centre is a key factor in recurring usage – including water quality and temperature
Service and quality of staff/management
Location adjacent to other health and fitness, and maybe medical-related, facilities. This could include physiotherapy and other health-related
services – aiming for a “one stop shop” for leisure/health/fitness needs especially as users become older

Position Paper
Response 3:
50m heated outdoor pool
Pool & change rooms close to entry
Room access for meeting & storage
Cheap entry during off peak times
Discount entry for Masters swimmers
No stairs to pool entry
Notice board for Masters clubs at entry
Response 4:
Ability to have 50m & 25m pool mode all times of the year
As per FINA international pool standards
Car parks /amenities etc as per required building standards
Require meeting rooms/storage area and land available to build individual Club rooms
Central location or near Fwy if possible for new facilities

Position Paper
2. Masters Swimming WA Philosophy and Role in Facility Planning
WA Masters Swimming
a) What philosophy (focus) should Masters Swimming WA have for the development of new facilities? (e.g. competition, training or competition &
training)
b) Identify what role Masters Swimming WA should play in identifying and implementing:
Facility standards
Facility planning
Facility management
Response 1:
Our focus would be on training first and then competition second
MSWA should be involved in standards and planning. We should not be involved with the management of facility

Position Paper
Response 2:
Development of New Facilities
MSWA is a key stakeholder and its members are key users of the facilities. Involvement at the consultation phase of any new development is vital to
ensure a new facility meets the need of MSWA clubs as well as members – which use facilities both as club members and in personal/family groups.
Focus of MSWA could include:
Developing a facility “standard” requirement to meet needs of MSWA clubs
Hierarchy of pool structures eg main “Olympic” standard, regional, local and recreational facilities
Predominantly non competition and training use
Pool size (25m and/or 50m standards) with greater number of lanes (at full standard width)
Hours of availability, and availability of lanes at suitable times for training/lap swimming
Implementation of complimentary facilities both water-based and land-based
Club rooms/club storage facilities
Generally, all major points listed as needs/expectations of club members noted in the response to Question 1 should be addressed in some
part in the development plan for any new facility
MSWA Role
Standards – yes, but these should broadly be determined (with input from MSWA) in the development plans for new facilities. See above. MSWA’s
role is to provide input to a Strategy, then input into specific design requirements for new facilities – beyond that not sure.
Planning – not as relevant, more determined by demographics of population growth and ageing of existing facilities.
Management – not as relevant, MSWA doesn’t need to get involved in the management of particular facilities.
It’s only input in this area would be where management of a facility was causing a deviation away from the facility plan/standard and outcome
expected by users including MSWA.
*Ownership of new facilities needs to be addressed as part of any overall strategy, ie public/private ownership, funding and commercial expectations
of stakeholders involved.
Response 3:
Board be set up to advise councils & Govt Dept on facilities – one Master swimmers needed on board
Use of school pools

Position Paper
Response 4:
Facilities (pool) needs to meet international standards set by FINA
Involvement in planning even if just a wish list from our organisation
Nil involvement in facility management

WA Masters Swimming
Governance
Response 1:
I believe that the model that our clubs are formed under are quite sound and are set up for the longevity of the club.
The size of our clubs appear to be limited by the use of lanes for training on a regular basis. I think that many of our clubs could handle
memberships of 200.
Management and relationships. The relationships that masters club develop is most important because when management are “on our side”
the club in these facilities always seem to be our stronger clubs.
Amenities and pool access covered in above question
Development pathways. With the lowering of the joining age to Masters being 18 years it is good alignment that a junior swim club use the
same facility, so there can be some flow on of memberships, and lets keep the younger ones swimming longer.

Position Paper
Response 2:
Sustainable club attributes might include:
Minimum club membership base of 20-25
Management Committee of 5-7 members
Membership (and participation in Management Committee) needs to include differing age groups, ie full range of members from aged 20+
(this is a critical issue to ensure succession planning)
Regular changes to Management Committee positions, eg key officeholders serving no more than two year terms
Involvement of other members in “sub-committee”, “project”, “social functions” activities to promote widespread involvement and encourage
future Management succession planning
Club needs 1 or 2 commercial/business-oriented members to “steer” governance issues as necessary
Minimise burden of “red tape” and administration requirements – both internally and from affiliation bodies such as MSWA
Establish goals/mission statements – for individual clubs not just MSWA
Set realistic expectations of club activities/involvement and tailor these to individual club circumstances, eg if the majority of members are
focussed on open water swimming rather than pool swimming events, then encourage those and don’t commit to BACC pool challenges
Establish social and other sporting activities to compliment the swimming activities of the club – this particularly maintains interest of
members and encourages more lasting friendships and contact with fellow members
Develop family-oriented activities involving spouses, children, grandchildren etc – don’t just focus on individual members
“Encourage” and “praise” as an overriding philosophy rather than “complaining”, “criticising” or being negative about issues which might arise
from time to time (remembering that the success of any club is based on volunteers who will only continue doing what they do while they
continue to enjoy doing it !)
Response 3:
Optimum club numbers between 40-50
Coach on deck – if possible
Have different lanes for different abilities

Position Paper
Response 4:
Policy for Governance needs to be set by State/National body with volunteers/members to comply with policies. Following the Club
constitution would also be a high requirement.
If a club is to be run by a volunteer committee (all non paid) a realistic number is between 120-150 maximum. Over this figure a part time
paid secretary may be required.
All stakeholders need access to Facility management like any customer would expect.
A Club of a maximum size suggested above would require Club room facilities ideally with in a short vicinity of the pool.
Development pathways- The club would need to develop a continuous improvement model to assist with both individual and Club
development

WA Masters Swimming
Establish criteria to assess current aquatic facilities with regards to the needs of Masters Swimming WA, clubs and members. Including but not
limited to:
Response 1:
Minimum facility for training would be acess to three lanes 2/3 times a week in a 50 mtr pool.
Minimum facility for competition would be a 8 lane pool with starting blocks 25 or 50 mtr pool

Position Paper
Response 2:
Facilities used by CMSC nominated for auditing purposes:
South Lake Leisure Centre
Fremantle Leisure Centre
Suggestions for incorporation into Audit Criteria:
Pool size/dimensions
Number of pools (main/teaching/toddler/hydro etc)
Number of lanes/width of lanes
Current pool programs and land hire availability
Opening hours and times available for club use
Change facilities – number of showers/toilets/secure lockers
Age, condition and remaining economic life of current pool buildings – split between pools, change facilities, plant & equipment, other
amenities
Crèche facilities (and opening hours)
Cafe/kiosk/restaurant facilities (and opening hours)
Pool equipment available for public/club use
Storage facilities available for club equipment
Availability of meeting rooms
Cost of lane/room/other facilities hire to clubs/public
Advertising/promotion space available for club use
Demographic data for usage of pool facilities eg age, postcode location, household types, income etc
Use of facilities by other clubs – who, when & for how long ?
Response 3:
Minimum 50m heated outdoor pool
Bold Park Aquatic Centre
Challenge Stadium
Craigie Leisure centre

Position Paper
Response 4:
The minimum facility for training needs to be a 25m or 50m pool with changing facilities and a consistent water temperature for training
requirements. The number of lane required would depend on swimmer numbers.
As above for competition.
2 pools for auditing: Challenge Stadium & Claremont Pool
Response 1:
The risks are that entrance fees become too high (2/3 times per week times 50 weeks Approx $600.00 plus club fees another $100.00 ) a lot for some of our
senior members. People in general will not regularly use a facility if things like showers toilets, pool deck etc are of a substandard level. We must cultivate a
easy transition for the young people to become Masters Swimmers
Response 2:
A successful facility would be a multi-use centre which meets the majority of needs/expectations noted in our response to Q1. It needs to provide the
opportunity for training, lap swimming, club equipment storage, club room use and social networking facilities at convenient times to promote an “all
round” club.
While our club’s core focus might be swimming, our strength is generated from other activities which run in parallel which might include water/land-
based sports and fitness activities as well as social activities. This promotes greater friendship and bonding as members of a club.
The risk to a club association (which our club has experienced first hand) is that if facilities do not meet the minimum standards/expectations, there is
a tendency for members to simply stay away.
This will impact a weaker swimming club, but in our case the club’s activity base has evolved and adapted to the changing preferences of members
and, as a result, we have focussed on other activities (beach/open water swimming, gym, land-based activities) to compliment the pool swimming
base. And a key focus is to be able to socialise both before and after which is still generally difficult to achieve at most aquatic facilities at the times
allocated to the club.

Position Paper
Response 3:
Help from pool managers to encourage Masters swimmers
Pool management to point public to Masters club at pool when public enquire regarding swimming clubs
Pool entry prices may be to high to swim regularly
Pool water not kept clean
Pool facilities not kept clean
Response 4:
The majority of 50m pools (except Challenge) suitable for training and competition in the metropolitan area were build in the 1950s & 1960s so any
remodelling/refurbishment could only assist club members. I don’t believe any masters swimmers expect state of the art facilities at every pool they train or
compete at. It is however important that any future pool facility is constructed to the highest training and competition standard. Should inappropriate facilities
be constructed it could have a flow on effect to Masters swimming should the development of junior Club’s stall.

Position Paper
Response 4:
Facilities must be maintained at a suitable level – many clubs do not have enough access to lane space to enable their club to grow. Pool focus is
more on leisure pools – great for lifestyle but not for clubs.
As the access to facilities becomes more expensive (pool entry is cheap for those using centres occasionally but when a competitive swimmer is
using the centre many times a week it becomes very expensive) and the facilities more limited this will detract from swimming as a sport.

Position Paper

POSITION PAPER
Objectives
and diving.
A workshop has been organised with WA Water Polo representatives for the week of Monday
the 10th of May, 2010 to discuss the needs of the association, its members and the Position
Instructions

Position Paper
1. Facility Expectations
WA Water Polo
Establish expectations for WA Water Polo and its members for current and future facilities with regards to:
Response 1:
WA Water Polo seeks to establish 3 or 4 clubs within the designated 4 zones of the greater metropolitan area. It is hoped that all clubs will
reach the A Grade level of competition. The best comparison to another sport would be that of a WAFL club.
As such the clubs will require a competition level field of play plus land based facilities (Club rooms/bar, storage area & weights training
area).
Field of play:- 30m long, 20m wide & 2m deep. Given width of goals the min overall pool length is 33m. To maximise pool usage a width of
25m is recommended, this would allow for the establishment of two training or junior fields or one training field and 6 25m lanes for
swimming.
Clubs also run junior development and competitions. These activities can see numbers of over 200 children participating. To facilitate club
competition days (normally Saturday morning) a club will need to be able to setup at least 2 junior competition pools.
Club rooms/bar area – access to these facilities should not be underestimated in build and sustaining a successful club. Social occasions are
vital to the culture of the club, bars are essential to maintain sustainability and meeting areas are required for governance and training
purposes. The proximity of the facility to the playing area is vital. No one builds football clubrooms and bars on the other side of the road from
the oval!
Response 2:
Goals, safety net and power point for clocks
Deep enough water (1.8m or deeper for at least 25m)

Position Paper
Response 3:
Correct FINA Water Polo Guidelines (Competition) probably want 35 x 25 metres. No cross over with other sports, e.g. Diving.
Walls of the venue to be strong enough for balls to be bounced or thrown against.
Storage (container, shed etc) for WAIS equipment (x2) – can be under stand etc.
Large clubroom for WAWPI memorabilia, trophies, bar, BBQ, showers, toilets, changerooms
Covered stands, permanent with platforms for filming and platforms behind goals for filming
Car park, gymnasium for elite program usage
Medical room (beds), recovery, rehabilitation
Hotel style accommodation for 30 persons
2. WA Water Polo Philosophy and Role in Facility Planning

WA Water Polo
a) What philosophy (focus) should WA Water Polo have for the development of new facilities? (e.g. competition, training or competition & training)
b) Identify what role WA Water Polo should play in identifying and implementing:
Facility standards
Facility planning
Facility management
Response 1:
WAWPI’s philosophy should seek to establish as a minimum; 1 competition/training facility and 3 training level facilities within each zone. The
difference between to competition and training requirements is the length of the playing field. 30m for competition and 25m for training. All
venues will require club rooms, storage and land based workout areas.
WAWPI should take a lead role in establishing the standard of facilities require, work with local and state government in the planning and
placement of facilities and should actively establish member clubs within the facilities.

Position Paper
Response 2:
Training 1st
Competition 2nd,
Management is the priority
Response 3:
All roles for competing and training, hosting major events (e.g. nationals and national teams).
WAWPI should also run the facility, be involved in planning to provide a facility for elite Water Polo.

WA Water Polo
Governance

Position Paper
Response 1:
Governance – There is not a single governance model. A community/volunteer based club should have a constitution and be registered with
Dept of Commerce under the associations and incorporation act. Corporations that own facilities will need to be governed by ASIC
requirements. The individual that seeks to establish a club will need to meet the requirements of the ATO Dept of Commerce and ASIC
depending on how they intend to operate. However all should be under the umbrella of and be members of WAWPI.
Optimum club member numbers – 500 – 600 members. Consisting of junior and senior members.
Facility’s management and relationship – the majority of facilities are managed by local government; however there is no impairment to
operating a club through another facility owner. Venues West is State Government.
Amenities and pool access – Club require access to facilities at times that match their membership. Junior players need to be able to train in
the after school hours (4:00pm – 6:00pm) whilst senior member can train later (6:30pm – 9:00pm). Club room and bar facilities next to the
field of play is essential.
Development pathways – Water Polo’s development pathway can start with children as young as 8 years old through to seniors. All clubs will
require access to all their members over the period of their development, including when they are members of institutes.
Response 2:
Pool access from not later then 5pm to have young boys and girls for trainings like u12, u14 etc.
Number of members depending on pool space
Response 3:
Sustainable Club Model
Own facilities, own pool, critical mass of players, coaching pathway, junior members (participating for fun-club competition and participating in
WAWPI and national competitions), Women of all grades, masters, seniors – all grades, realistic athlete pathway
CEO, admin staff, board, sponsorship, club goals, constitution, governance, performance, strong relationship with WAWPI and AWPI

Position Paper
WA Water Polo
Establish criteria to assess current aquatic facilities with regards to the needs of WA Water Polo, clubs and members. Including but not limited to:
Response 1:
Minimum facility provision for training purposes – Pool - 25m long, 20m wide & 2m deep. Land based training facilities including weights area.
Club rooms for team meetings and video analysis.
Minimum facility provision for competition purposes – Pool - 33m long, 20m wide & 2m deep. Viewing area grandstand and bar facilities.
Two facilities – Bicton pool & Challenge Stadium
Response 2:
For training no limit, 10m-20m by 10m-20m by 1.7m- 2.0m
For competition WP rules book give you exact answer, for younger players can be modified
Response 3:
35 x 25m – capable of being split into two pools for training – net between showers/toilets

Position Paper
Response 1:
What would constitute a successful facility and hierarchy of facilities based on training and competitions needs – See descriptions above.
The biggest risk to the sport is its inability to grow due to a lack of appropriate pools and facilities.
As clubs grow there also exists a threat to sustainability due to a lack of access to the facilities (remembering the differing requirements of juniors and
seniors).
Club rooms and bar facilities should not be underestimated. The ability to socialise is an important part of a club.
Response 2:
Facility being used regularly for training purposes (WAWPI programs and Elite WAIS) plus state teams and school based PE lessons and programs.
Facility being used for national championships (finals and grades of WAWPI competition, international fixtures and school tournaments

Position Paper

POSITION PAPER
Objectives
and diving.
A workshop has been organised with WA Diving representatives for the week of Monday the
10th of May, 2010 to discuss the needs of the association, its members and the Position
Instructions

Position Paper
WA Diving
Establish expectations for WA Diving and its members for current and future facilities with regards to:
Response:
Full service dryland facility:

8 trampolines + 8 dryboards with harnesses, all installed at ground level
2 dryboards + platforms into foam pit
6 platform box stations onto landing mats
Full service aquatics facility:
A diving well that is used by diving only during peak training times (6.00 -9.30 am & 3.00 -8.00 pm Mon – Fri and Sat training times from 7.00
am – 2.00 pm)
8 springboards (4 x 3M + 3 x 1M + 1 x 0.5M) on one side an 1M, 3M, 5M, 7.5M & 10M platforms flanked by 1 x 1M springboard (with
harness) and 1 x 3M springboard (with harness) on the opposite side. Steps located on the two diving board sides of the well and no steps in
the two adjacent sides.
2 more high performance training and competition level diving faculties – one in the north and one in the south Perth areas:
Would need at least 2 x 1M + 2 x 3M springboards + 1 x 1/2M, 3M, 5M, 7.5M & 10M platform and dryland including minimum of 2 x
trampoline with harness and 2 x dryboard with harness, with crash mats, landing mats and exercise mats.
3 or more training & competition diving faculties:
Would need at least 2 x 1M + 2 x 3M springboards + 1 x 1/2M, 5M, platform and dryland including minimum of 1 x trampoline with harness
and 1 x dryboard with harness, with crash mats, landing mats and exercise mats.
Access to current faculties with diving boards for Learn to Dive classes without restrictions to minimum number of divers coming through the gate
each session.

Position Paper
Position Paper
2. WA Diving Philosophy and Role in Facility Planning
WA Diving
a) What philosophy (focus) should WA Diving have for the development of new facilities? (e.g. competition, training or competition & training)
b) Identify what role WA Diving should play in identifying and implementing:
Facility standards
Facility planning
Facility management
Response:
a)
Provide diving facilities with national level training equipment for club use, so we can grow the sport
Provide an international high performance training environment (similar to the AIS Training Centre in Brisbane).
Provide diving facilities with 2X 1M,2X 3M + 1/2M & 5M for club use to help grow the sport
Provide seating so that major national and international competitions could be held.
b)
Facility standards – WA Diving should be heavily involved in assisting with this as they are the experts in the sport of diving. They would
liase with the National (Diving Australia) and International (FINA) governing bodies to ensure that all legal specifications were met in addition
to ensuring that a High Performance training standard of quality was pursued.
Club coaches need input with facilities that are not of international standard, as these are the facilities they will be using.
Facility Planning - Same as above to the extent that their input would be relevant. For example, WA Diving would be instrumental in planning
the concept but not the actual nuts and bolts designs (which would be done by an engineering firm such as GHD).
Facility management – WA Diving should play a minimal role in this area.

Position Paper
Position Paper
WA Diving
Governance
Response:
Governance of clubs should fall under the clubs business plan, following the constitutions of WADA and Diving Australia (DA)
Optimum club member numbers will depend on coaches and facilities available
Facility’s management and relationship need to think about this one a bit more
Amenities and pool access –should be able to acces pool during peak training times
Development pathways – need to think about this one a bit more

Position Paper
WA Diving
Establish criteria to assess current aquatic facilities with regards to the needs of WA Diving, clubs and members. Including but not limited to:
Response:
Training – The current facility (Challenge Stadium) is inadequate for the following reasons:
Limited water-based equipment (only 5 diving boards + stacked platform levels mean fewer athletes training at the same time)
Limited dryland equipment – proper dryland area has only 3 dryboards + 2 trampolines which, again, limits the number of athletes efficiently
and effectively training at the same time.
Current training environments (water based and dryland) – Too cold, both the air and water temperature. Also, the dryland centre is outside
the main building and while having overhead cover it is open sided and is susceptible to winds, cold air and rain.
High performance programmes have priority over clubs (as it should be) leaving little dryland or water time for clubs thus limiting their growth
Competition – Insufficient spectator seating currently exists for major competitions.

Position Paper
Response:
This I will leave up to WADA admin and the high performance coaches
Response:

Position Paper
Appendix C
Club Information & Survey Responses

Swimming WA
WA Master Swimming
WA Water Polo
WA Diving

Master Swimming WA
Current clubs and venues
Club Facility
Armadale Masters Armadale Aquatic
Ballajura Masters Ballajura Aquatic Centre
Belmont Masters Belmont Oasis
Bold Park Masters Bold Park Aquatic
Carine AUSSI Craigie Leisure
Claremont Masters Challenge Stadium
Cockburn Masters South Lake Aquatic
Fremantle Masters Fremantle Leisure
Gosnells Masters Gosnells Leisure World
Inglewood Masters Terry Tyzack
Leeming South Lake Aquatic
Leisurepark Masters Leisurepark Aquatic
Maida Vale Masters Maida Vale
Mandurah Masters Mandurah Aquatic
Melville Masters Melville Aquatic
Newman Churchlands Newman College
Osborne Park Masters Beatty Park
Perth City Swim Club Beatty Park
Riverton Masters Riverton Leisureplex
Rockingham AUSSI Masters YMCA Aqua Jetty
Somerset AUSSI Masters Aqualife Centre
Stadium Snappers Challenge Stadium
Swan Hills Swim Club Swan Park
Wanneroo Masters Aquamotion
West Coast Masters Arena Joondalup
West Coast Masters Craigie Leisure
Whitford Masters Craigie Leisure
Information from Clubs

The information presented in tables below is based on survey responses obtained from 11 clubs.
Member’s age and Participation Category
Club Members Non-

Competition Recreational Total Percentage (%)
Ages Competition
18-25 24 14 0 38 8
26-35 32 7 11 50 11
36-45 70 5 2 77 17
46-55 69 10 8 87 19
56-65 73 63 4 140 30
66+ 34 16 21 71 15
Club Training Info and Pool Usage
Monday Tuesday Wednesday Thursday Friday Saturday Sunday
Clubs 3 10 5 10 3 6 4
50m pool 2 6 3 6 2 5 3
25m pool 1 4 2 4 1 1 1
Average Members 13 18 20 13 3 24 9
Average Lanes
Used 2.66 2.77 3.2 2.88 3 2.5 3
Club Demographic
The survey shows an increase in participation as age increases. Masters swimming has its highest participation in
the 46-65 years age bracket. The survey identified a gap in membership numbers in the 18-25 age brackets. Other
information included:
High number of participants in the south western region.
Low participation in Peel region.
Sustainable Club Factors
Create a sustainable volunteer base club and coaching model
Providing a social environment for members through land based facilities club rooms and cafeterias
Develop a promotion and marketing strategy targeting facilities managers and health organizations
Attract young people as part of the membership, competitions and volunteer base
Business planning and programs to help clubs achieving long term strategies and objectives
Swimming WA
Club Facility
All Saints Swimming Club All-Saints College Aquatic Centre, Willetton
Applecross Melville Aquatic
Aqua Attack Aquinas
Aqua Jets Belmont Oasis
Aquajets Bilgoman Aquatic Centre
Arena Arena Joondalup
Armadale Kelmscott Ballajura Aquatic Centre
Barracudas Swimming Club Inc. Churchlands High School
Breakers WA Craigie Leisure
Central Aquatic Bayswater Waves
Central Aquatic Beatty Park
City of Perth Challenge Stadium
Fremantle Port Swimming Club Fremantle Leisure
Guildford Blues Swimming Club Guildford Grammar School
Kalamunda Darling Range Sports College
Kwinana Amatuer Swimming & Lifesaving Club Kwinana Recquatic
Lawley Aquatic Perth College
Lawley Aquatic Bayswater Waves
Lesmurdie Legends Swimming Club Inc St Brigid's College
Maida Vale Swimming Club Maida Vale
Mandurah Mandurah Aquatic
Melville Melville Aquatic
Mirrabooka Mirrabooka High School
Mt Helena Mt Helena Aquatic Centre
Newman Churchlands Newman College
Peel Aquatic Mandurah Aquatic
Riverside Swimming Club Terry Tyzack
Riverton Blue Marlins Riverton Leisureplex
Rockingham YMCA Aqua Jetty
Rossmoyne & Districts Swimming Club Rossmoyne SHS
South Lake Dolphins South Lake Aquatic
Southside Penrhos Wesley Swimming Club Penrhos SHS, Wesley SHS
Superfins WA Challenge Stadium
Swan Hills Swan Park
Thornlie Gosnells Leisure World
Tuart Hill Tuart College
UWA Uniswim Swimming Club Inc. UWA
Victoria Park Aqualife Centre
West Coast Swimming Club Inc. Challenge Stadium
Western Sprint Swimming Club Terry Tyzack
Westside Christchurch Aquatic Club Christ Church SHS
Wooroloo Wooroloo Swimming Pool
Information from Clubs

The information presented in tables below is based on survey responses obtained from 5 clubs.
Member’s Age and Participation Category
Non-
Competition Recreational Total Percentage
Competition
5-11 38 22 4 64 35 %
12-18 36 7 9 52 28 %
19-24 14 6 3 23 12 %
25-31 11 3 10 24 13 %
35+ 3 19 0 22 12 %
Club Training Info and Facility Usage

Monday Tuesday Wednesday Thursday Friday Saturday Sunday
Clubs 2 2 3 2 1 1 0
50m pool 2 2 2 2 1 1 0
25m pool 0 0 1 0 0 0 0
Average
Members 35 19 27 19 21 30 0
Average Lanes
Used 3 2 4 2 2.5 3 0
Club Demographic
The survey results indicated a decline in membership numbers as age increases. The graph below shows a high
membership among junior swimmers between the ages of 5 and 11. Membership decreases until a minimum in the
35+ age bracket. Other information included:
High number of participants relative to other sports in the eastern region
Relatively low participation in peel region as compared to other regions for swimming
Clubs link to pool operations as part of a requirement for funding/support
Pool operations from Learn to Swim through to high performance under the one model where the base helps
fund the elite/competitive swimming
WA Water Polo
Club Venue
City Beach Challenge Stadium
Dolphins Claremont Pool
Melville Blackwell Parade, Bicton
Peel YMCA Aqua Jetty
Phantoms Beatty Park
Somerset Aquamotion
Triton Beatty Park
UWA UWA
Due to insufficient responses from club surveys detail information on memberships and training could not be
generated.
Club Demographic
High concentration of participants in the central region with low participation elsewhere.
No participation in the eastern region and north west region
A community/volunteer based club should have a constitution and be registered with Dept of Commerce under
the associations and incorporation act. Corporations that own facilities will need to be governed by ASIC
requirements.
Optimum club numbers should suit the facility, with the facility operating at a critical capacity.
Members should be of varying age and ability
Pool access times to cater for differing demographics such as school children and seniors.
Clubs should have a development pathway suitable for retaining players of all ability
WA Diving
Current clubs
Club Venue
Arrows Diving Club Challenge Stadium
Taylor Diving Club Challenge Stadium
Due to insufficient responses from club surveys detail information on memberships and training could not be
generated.
Club Demographic
Not Enough feedback provided
Low participation in the central region

No participation elsewhere.
Governance of clubs should fall under the clubs business plan, following the constitutions of WADA and Diving
Australia (DA)
Optimum club member numbers will depend on coaches and facilities available
Should be able to access pool during peak training times
Appendix D
Demographic Analysis
Participation in Sport and Recreation

Participation in Sport and Recreation
Aquatics sports have a long and distinguished past in the Australian culture with many Olympic medallists and
world champions. Australians have high rates of participation in aquatic sports and recreational activities but only
have comparatively small representation as part of organised sport in comparison to other organised sports. There
is a significant opportunity for the aquatic associations to increase their membership rates by converting people
already participating in non-organised aquatics sports and attracting them to their clubs. It should be noted that the
2.8% participation noted in Table below includes participation in aquatic facility and school run programs.
Participation in Exercise – Organised and non-organised Sports
Organised Non-organised
Aerobics/fitness (8.6%) Walking (39.7%)
Basketball (3.9%) Aerobics/fitness (16.2%)
Golf (3.5%) Swimming (incl. diving & masters) (14.5 %)
Australian rules football (3.6%) Cycling (13%)
Netball (3.3%) Running (8.7%)
Swimming (incl. diving & masters) (2.8%) Bushwalking (4.4%)
Football (outdoor) (2.7%) Tennis (3.5%)
Tennis (2.7%) Golf (4.4%)
Cricket (outdoor) (2.1%) Weight training (2.1%)
Touch football (0.9%) Fishing (2.1%)
Source: Participation in Sport and Physical Activities, Australia, 2008, includes organised and non-organised
sports and physical recreation activities for Western Australians. Relates to persons aged 15 years and over
who participated in physical activity for exercise, recreation, and sport over a 12-month period for persons who
participated in the activity at least three times per week on average.
The participation in swimming is reasonably consistent across the various age groups with the 65 plus age group
the only demographic which has less than 10% regular participation. Water Polo has its highest participation rate in
Australia in the 15-24 years age group with reducing participation in subsequent age groups. Diving participation is
recorded as being part of swimming participation in this survey data. General sporting participation for age groups
is provided in Table below.
Participation in Exercise – Adult Age Groups
Activity 15-24 25-34 35-44 45-54 55-64 65+ Total
Aerobics/fitness 26.1 28.5 26.2 22.4 20.6 15.7 23.5
Swimming (including
diving and masters 16.6 16.0 18.9 15.6 11.3 7.4 14.5
swimming)
Tennis 9.7 7 8.1 6.6 5 3.4 6.8
Basketball 12..0 5.0 2.4 1.0 0.2** 0.1** 3.6
Australian Rules Football

9.1 3.2 2.8 1.5 0.2** 0** 2.9
Surf Sports 2.8 2.7 2.6 2.3 0.7** 0.3** 2.0
Water Polo 0.9* 0.1** 0.0** 0.1** 0.0** 0.0** 0.2
Adult Participation Rates in Sport and Physical Recreation by Western Australians
Age Male % Female % Persons %
15 – 24 57.1 57.0 57.0
25 – 34 44.7 46.3 45.5
35 – 44 40.7 61.0 50.8
45 – 54 33.8 47.3 40.6
55 – 64 39.4 63.6 51.4
65 and over 51.3 47.7 49.4
Employed – Full Time 42.3 47.8 44.1
Employed – Part Time 45.7 59.0 55.5
Not in Labour Force 52.3 53.9 53.3
Total (WA) 44.4 53.7 49.1
Australia 46.8 51.6 49.3
Participation and Club Distribution
The information provided in table below highlights the disproportion of aquatic sporting clubs and therefore facilities
within the Perth metropolitan region. The regions and population numbers are provided by the Deportment of
Planning’s Directions 2031 spatial framework. The information highlights the fact that within the Central area
including the western suburbs there is a significantly higher participation rates than in all of the other areas. This is
primarily due to the higher proportion of aquatic facilities per capita than in the other areas.
North South South

Central East West West East Peel Totals
Population 124,952 247,175 437,481 328,959 306,510 67,782 1,512,859
Number of Aquatic
Facilities 10 8 12 7 9 2 48
Number of Persons per

Aquatic Facility 12,495 30,897 36,457 46,994 34,057 33,891 31,517
Swimming WA Clubs 8 8 8 8 7 1 40
Participants 553 1028 452 473 431 138 3075
Masters Swimming Clubs 7 2 5 6 4 1 25
Participants 602 33 471 795 298 68 2267
Water Polo Clubs 5 0 0 2 1 1 9
Participants 534 0 0 20 35 20 609
Diving Clubs 2 0 0 0 0 0 2
Participants* 70 0 0 0 0 0 70
Total participants 1,789 1,061 923 1,288 764 226 6051
Total Participation (%) 1.43 0.43 0.21 0.39 0.25 0.33 0.40
Participants by Metropolitan Regions
*Not enough data on Diving WA, estimate only

**Note this graph represents where the participant engages in sport and not their place of residence.
Metropolitan Population: Directions 2031 – Spatial Framework for Perth and Peel
The report outlines the planning objectives for the Perth and Peel metropolitan region for the next two decades.
Some of the primary objectives are to create localised employment, town hierarchies and an even distribution of
services for all. It is estimated that there will be 2.2 million people located in the metropolitan area by 2031. Other
notable predictions and objectives include:
556,000 new residents
328,000 new dwellings
353,000 new jobs
Significant aging of the population
Limiting urban expansion (approximately 50% of new housing will be infill)
The foundation for the planning framework is the spatial distribution of centres or the hierarchy of centres within the
metropolitan area. These are identified as being:
Perth Central Area Perth CBD and surrounds
Primary Centres Two – Joondalup and Rockingham

Strategic City Centres Seven (plus one proposed, population focused)
Strategic Specialised Centre Four (service industry focused)
Strategic Industrial Centres Five (plus one planned)

Regional Centres 34 (existing and planned)
District Centres Neighbourhood Centres Local Centres
The Strategic Facilities Plan will need to reflect and incorporate the areas identified in Directions 2031 to ensure
facilities are developed or maintained in growth areas to help promote the sport. Ideally an aquatics facility
hierarchy can be developed on the basis that planning and development will occur as per Directions 2031 in the
next two decades. The focus of these areas will be the Primary, Strategic City, District (Town), as they will be the
location of services, housing and employment.
The Perth and Peel metropolitan areas have been divided into six sub-regional areas as shown in Table 4. The
population projections for five of the six are similar with growth between 29 and 36%. The growth in population in
these areas will be predominately accommodated through the development of infill housing. The Peel region is
expecting a population increase of 51% and 68% increase in the number of dwellings to 2031 and a large
proportion of this will be on the outer lying suburbs of this region. Therefore the facilities strategy (and sporting
strategy) will be different for inner-city areas and outer metropolitan areas.
Growth in Population and Dwellings – Directions 2031 (6 Metropolitan Areas)
Area Population Population % Change Dwellings Dwellings % Change

2008 2031 2008 2031
Central 705,000 910,000 29 319,000 440,000 37
North-West 285,000 395,000 34 107,000 172,000 61
North-East 189,000 258,000 36 73,000 113,000 54
South-West 208,000 278,000 34 82,000 123,000 34
South-East 170,000 228,000 34 65,000 100,000 54
Peel 88,000 133,000 51 38,000 64,000 68

Appendix E
Facility Visits – Summary of Findings
Facility Distribution Map 2011

Facility Visits Summary
Upgrades & future developments Pools Associations Clubs
Aquatic Centre Facility Manager Type Consultation Funding Pool type Users Pool usage times Clubs Usage Relationship (managers clubs) Additional Comments
1) WA Masters Swimming: 3
1) All day less busy times: from 7.00 - 8.30 pm
25 m x 8 lanes, depth (1.2 - Public: 90% clubs (Westcoast (117), Training (twice week) 6.30 -7.30
(weekdays) & Sat and Sun from 3 pm 1) occasional (no proactive approach by club
1.6m), heated Clubs: 10% (Masters' clubs) Whitford masters(37) and pm
• Separation of 25 2) 3 lanes kept for public presidents)
Carine (18)
m pool from Leisure 1) 6.00-9.00 am: 3 lanes public - 5 lanes
City council including • provision of multipurpose club rooms
Craigie Leisure pool (2006) • Council association
Rohan Klemm stake holders Breakers swimming club is managed by the • clubs' main issue: lack of space during
Centre • New 50m x 8 • DSR/CSRFF centre appointing their own coaches and
(community) Public: 50-60% 2) 4.00 -7.00 pm 3 lanes public - 5 lanes peak hrs and high hiring costs
lanes, heated pool 50 m x 8 lanes, heated, 2) Swimming WA: Breakers Training and competition (three
Associations: 30-40% association programs. These are run as per the centre
(2010) depth ( 1.1 - 1.8 m) (120) times a week) 4.00-7.00 pm
Schools: 10-20% 3) non-peak hrs: interim programs e.g. learn to requirements.
swim, aquarobics Swimming WA has a number of members
4) Sat & Sun: public usage training with the rest of the club.
Public: 70%
50 m x 8 lanes, outdoors, 1) peak: 6.00-7.00am and 4.00-6.30 pm (3-4 1) WA Masters Swimming: Training (three times) 6-7pm and
Clubs: 20% (Masters' clubs) 1) Occasional (not active approach) • Lack of pool space during peak hrs
heated, depth ( 1.1 - 1.8 m) lanes used by clubs) Finns Sat 8-9 am
School carnivals: 5%
• Construction
• learn to swim programs are also run in
playground pool
City council including Mini Squads: Monday –Friday: 4- the hydro pool (very demanded pool)
Fremantle Leisure (1996), change • Council
John East stake holders 4.45 pm • Opportunities to explore increase pool
Centre rooms (2006) • DSR/CSRFF
(community) Public: 70% Bronze Squads Tues, Thurs: 4- Good: fix contract with the club, two years usage with associations.
• Future: Re-surface 25 m x 25 m, indoors, 1) peak: 6.30 - 7.30 and 4.00 - 6.30 pm (public and 2) Swimming WA: Breakers
Associations: 20% 4.45 pm renewal period • Summer extended open hrs not
of pools heated, depth ( 1.1 - 1.8 m) association) (120)
Schools: 5-10% Silver: Mon, Wed, Fri 4:45 – 6:00 financially viable in winter (high operating
pm costs) although opportunities exist to
extend it if demand is sufficient.
50 m x 8 lanes, outdoors, Public: 70% 1) Peak: 5.30 - 7.30 am (30% clubs - 70% public) 1) WA Masters Swimming:
Training (twice/wk) 6-7pm and
heated, depth ( 1.06 - 1.8 Clubs: 30% (Masters' clubs) and 4.00 - 7.00pm (30% clubs -70% public) Osborn park Aussie (75) and 1) Occasional (not active approach) • Lack of pool space during peak hrs
Sat: meets
m) School carnivals: twice year 2) Three lanes reserved to public use Perth city (75)
• learn to swim programs are also run in
• Future: 2 extra the hydro pool (very demanded pool)
lanes fro the 50 m • Opportunities to explore increase pool
Public: 90% Training: three times/wk
Needs assessment & Good. Club is expected to increase members usage with associations.
Beatty Park Leisure pool, gym • Council 25 m x 8 lanes, indoors, Schools: 5-10% 1) peak: 9.00 - 12.30pm - schools programs and 2) Swimming WA: City of Perth Competitions and meets: Sat or
Dale Morrissey feasibility conducted through a more proactive promotion • Summer extended open hrs not
Centre expansion and plant • DSR/CSRFF heated, depth ( 09 - 1.3 m) Occasional Masters only term 1 and 4 (119) evenings
with stakeholders financially viable in winter (high operating
(geothermal heating sessions
system) costs) although opportunities exist to
extend it if demand is sufficient.
Winter: 6 - 9 pm water polo, Sat afternoon and • Clubs interested in having a club room with
Summer: Public and Water
Sun mornings (pool closes the rest of hours) 3) WA Water Polo: after hrs usage ( mangers supportive if capital
33m, heated, depth (1.8 -4.8Polo
m) Winter: Daily winter and summer
Summer: pool opens to public during non-water Phantoms(110) and Triton (232) investment is wore by clubs).
Water Polo
polo training sessions • good/ frequent interaction
1) 50 m pool: 1) Swimming WA: Mon-Tues-
Public: 60% Wed-Friday (3 lanes) 3.45 pm –
• Major pool • The centre promotes the clubs’ programs.
1) 50 m x 8 lanes, indoors, Clubs: 30% 1) 50 m Pool 4.30 pm • The four associations have their own
refurbishment (2006 1) SWA: Victoria Park (73) • Learn to swim programs are feeding group
Stakeholders heated, depth (1.47 - School carnivals: 10 - 20% • 6.30 -7.30 am: 5 lanes clubs, 3 lanes public 2) WA Masters Swimming: Tues clubroom with exclusive hiring agreement
- $20M) • Council 2) Masters Swimming: Melville for the associations clubs.
Aqualife Centre Nicole Annson (including community 1.97m), viewing areas 2) 25 m pool: • 7.30 am - 3.30 pm: School program and public (8.00-8.45 am), Thursday (4.30 - with the council. Individual cage areas are
• Future: Leisure • DSR/CSRFF AUSSIE (81) • Each clubs have their clubroom with exclusive
and associations) 2) 25 m x 6 lanes, indoors, Public: 75% • 3.30 pm - 6.30 pm: 5 lanes clubs, 3 lanes public 5.30 pm), Sat (9.00-10.30am) also provided.
pool refurbishment 3) Water Polo: Somerset (35) leasing agreement with the council. Individual
heated, depth (1.2 m) Clubs: 5% • 6.30 pm - 9.00 pm: water polo 3) WA Water Polo: Monday -
and water feature cage areas are also provided.
School carnivals: 20% Friday 6.30 - 9.30 pm and
Saturday afternoons for meets
• Coaches employed by the centre through
• Installation of solar the professional coaching program
• Public: 3 lanes available • 5.30 -7.30 am: 5 lanes squads
heating for pool and • 50 m x 8 lanes, indoors, 1) SWA: Applecross (113), 1) SWA: three time a week (Swimstrong). Squads and clubs are
City council including • Squads, learn to swim • 9.00 am - 3.00 pm: 3 lanes Education 1) SWA clubs are coached by coaches
Melville Aquatic pool hall space • Council heated, depth (1.2 -2.0m) Melville (136) 2) Masters Swimming: Training: coached through Swimstrong.
Shaun Stevenson stake holders programs (centre and department, 5 lanes public appointed by centre.
Centre • Premium • DSR/CSRFF • 25 m x 4 lanes, adjacent 2) Masters Swimming: Melville Tuesday 9.30-10.30 am, Wed 7- • The two swimming clubs are in the
(community) education department) • 3.00 pm - 6.00 pm: 3 lanes squads, 3 lanes 2) Masters Swimming: good but not frequent
interactive water dive pool. AUSSIE (81) 8.15 pm, sat 9-10 am. process to be combined as part of new
• Triathlon public, 2 lanes learn to swim
playground SWA strategy one club per facility.
• 5.30 -7.30 am: 5 lanes squads, 3 lanes public 1) SWA: Southlake dolphins
• 50 m x 8 lanes, indoors, 50 m Pool: 1) SWA: Monday- Friday (6.00-
• Lane extension (2 City council including • 9.00 am - 3.00 pm: 5 lanes Education (131)
South Lake Leisure heated, depth (1.0 - 1.4 m) Public: 10% 7.30 am and 3.00 -5.00 pm) Overall good but not frequent communication is Facility is dated and deemed to be
Nerina Pasini additional lanes) - stake holders • Council department, 3 lanes public 2) Masters Swimming:
Centre • 25 m x 4 lanes, indoors, Associations: 20-30% 2) Masters Swimming: 7.00- maintained. replaced.
2002 (community) • 3.00 pm - 7.00 pm: 3 lanes squads, 3 lanes Cockburn masters (15) ,
heated, depth (1.2 m) Schools: 60% 8.30pm (twice a week).
public, 2 lanes learn to swim Leeming AUSSI (7)
1) 50 m pool:
Public: 30% 1) 50 m Pool
High Performance and • 5.30 -9.00 am: 6 WAIS and Swimming squads, 2 • Qualified coaches are provided through the
1) 50 m x 10 lanes, 1) SWA: Arena (265) 1) SWA: Monday- Friday (5.00-
Squads: 40% lanes public association or by WAIS for the High
indoors, heated, depth (1.2 - 2) Masters Swimming: West 7.30 am and 4.00 -6.30 pm) &
• Additional lanes State, WAIS, other School carnivals: 10 - 20% • 9.00 am - 4.00 pm: School program and public Performance program. High performance programs take priority
Arena Joondalup John Sawka • State funded 2.0m), viewing areas Cost AUSSIE Saturdays morning
(2008) stakeholders 2) 25 m pool: • 4.00 pm - 6.30 pm: 6 WAIS and Swimming • Lack of water space stops expansion of clubs for pool usage
2) 25 m x 3 lanes, indoors, 3) Water Polo: Dolphins flippa 2) Masters Swimming: 6.00-
Public: 75% squads, 2 lanes public such as Water Polo
heated, depth (1.0 - 1.2 m) ball 7.30pm (twice a week).
Clubs: 5% • 6.30 pm - 9.00 pm: Squad training, time trials
School carnivals: 20% and public
Appendix F
Sport Participation Types and Development
Pathway

Swimming WA
WA Master Swimming
WA Water Polo
WA Diving

Swimming WA - Competition Hierarchy
WA Diving - Competition Hierarchy

WA Water Polo - Competition Hierarchy
WA Masters Swimming - Competition Hierarchy

Appendix G
Summary of 2009 FINA General &
Competition Requirements

Swimming WA
WA Master Swimming
WA Water Polo
WA Diving

Summary of Swimming – General and Competition Standards
General
Length Length of the pool should be either 25m or 50m
A minimum depth of 1.35m, extending from 1.0m to at least 6.0m from the end wall for pools with diving
Depth
blocks. A minimum of 1m is required elsewhere.
Gutters may be placed on all four walls of the pool. If located on the end wall they must allow for the
attachment of touch panels and be covered with a suitable grill or screen.
Walls
End walls should be parallel and form right angles to the swimming course and to the surface of the water.
They shall be coated with a non slip surface extending 0.8m below the water surface.
Lanes Lanes shall be at least 2.5m wide, with two spaces of at least .2m outside the first and last lane.
Starting The height of the platform above the water surface shall be from 0.5 metre to 0.75 metre. The surface area
Platform shall be at least 0.5 metre x 0.5 metre and covered with non-slip material
Lane Ropes The lane ropes shall be secured and be positioned such that the floats are on the surface of the water.
International (Olympic)
Dimensions Pool width must be 25m and Pool Length must be 50m
Depth The minimum depth is 2m with 3m being recommended
Flush Walls Pools must be equipped with flush walls at both ends
There must be 8 lanes for World Championships and 10 lanes for Olympic games
Lanes Lanes shall be 2.5 metres wide with 2 spaces 2.5 metres wide outside of lanes 1 – 8. There must be a lane
rope separating these spaces from lanes 1 and 8 for Olympic Games and world championships. If 10 lanes,
these must be marked from 0 to 9
Interference
If the swimming pool and the diving pool are in the same area the minimum distance separating the pools
with other
shall be 5.0 metres
pools
Automatic
Officiating Automatic officiating equipment must be used in accordance with FINA regulations
Equip
Summary of Master Swimming – General and Competition Standards
General
Length Length of the pool should be either 25m or 50m
A minimum depth of 1.35m, extending from 1.0m to at least 6.0m from the end wall for pools with diving
Depth
blocks. A minimum of 1m is required elsewhere.
Lanes Lanes shall be at least 2.5m wide, with two spaces of at least .2m outside the first and last lane.
Starting The height of the platform above the water surface shall be from 0.5 metre to 0.75 metre. The surface
Platform area shall be at least 0.5 metre x 0.5 metre and covered with non-slip material
Lane Ropes The lane ropes shall be secured and be positioned such that the floats are on the surface of the water.
National & International
Width Pool width must be 25m with a length of 50m
Depth The minimum depth is 2m with 3m being recommended

Flush Walls Pools must be equipped with flush walls at both ends
8 lanes for World Championships

Lanes
Lanes shall be 2.5 metres wide with 2 spaces 2.5 metres wide outside of lanes 1 – 8, with floating lane
ropes
Automatic
Officiating Automatic officiating equipment is recommended.
Equipment Starting devices require a Red Light for visual as well
Electronic
Electronic timing display boards
Scoreboard
Summary of Water Polo – General and Competition Standards
General
The distance between the respective goal lines shall be 30 metres for games played by men and 25
metres for women.
Field Of Play The width of the field of play shall be 20.0 metres
The depth of the water shall be nowhere less than 1.8 metres, preferably 2.2 metres.
Sufficient space shall be provided for referees and goal lines for the goal judges.
The boundary of the field of play at both ends is 0.3 metre behind the goal line. The minimum distance
Referees
from the goal line to the pool wall shall be 1.66 metres.
The goal posts must be fixed, rigid and perpendicular at each end with equal distance from the sides and
Equipment
at least 0.3 metre in front of the ends of the field of play
Goals The inner sides of the goal posts must be 3.0 metres apart, crossbar 0.9 m above the water surface
A scoreboard must be supplied which indicates the score, name and number of each player, major fouls
Scoreboard
for each player, goals for each player and timeouts.
Summary of Diving – General and Competition Standards
General
Dimensions All diving pool dimensions should comply with FINA guidelines outlined in table 10 below.
The boards shall be at least 4.8 metres long and 0.5 metre wide. At all FINA Events the type of
springboard shall be determined by FINA.
The boards shall be provided with a satisfactory non-slip surface.
Board Design The springboards shall be installed dead level at the leading edge when the movable fulcrum is in all
positions.
The springboards should be placed on either one or both sides of the platform. For Synchronised Diving,
it is preferred that at least two springboards at the same height shall be placed side by side and no
objects should obstruct the visibility in any part.
Platform Each platform shall be rigid and horizontal.

Design
The minimum dimensions of the platform shall be in accordance with table 10 ( Min dim).
The surface and the front edge of the platform shall be covered throughout with a resilient non-slip
surface. The two surfaces shall be covered separately in order to achieve a clean 90° angle or as
described in FINA rule 5.2.3.
Each platform shall be accessible by suitable stairs (not ladders).

It is preferable that a platform is not constructed directly under any other platform.
Olympic Games and World Championships Requirements
Lighting The light intensity at a level of one metre above the water surface shall not be less than 1500 lux.
Additional The host facility must provide a trampoline with spotting equipment and a hot tub. It is prefer that there
Facilities be two trampolines and a dry land area with a springboard and a platform take-off into foam landing pits.
Olympic Games and World Championships Requirements
Height Width Length Projection
.6-1m .6m 5m .75m
2.6-3m .6m 5m 1.25m
5m 1.5m 6m 1.25m
7.5m 1.5m 6m 1.5m
10m* 3m 6m 1.5m
.6-1m .6m 5m .75m
*10m board requires handrails for at least 3m of length

Appendix H
Aquatics Facility Classification
Sustainability Guidelines

Sustainable Club and Facility Guidelines
Applies to Individual Objective Outcome Impact Recommended Actions
Update and follow club promotion strategy, maintain
All high Maintain sustainable Maintain number of club members, Maintain high
welcoming club, ensure coaches remain suitable and
sustainable participation rates in Maintain facility presence, ability to run club
qualified, maintain relationship with local schools and
clubs associated sport large intra club competitions, sustainability
learn to swim programs.
Club Involvement
High club member satisfaction, more
All high Maintain pool space available training time, ability to run Maintain high Explore alternative training venues including school
sustainable availability for training and flexible training sessions, able to club facilities, maintain co-operative relationship with
clubs competition requirements accommodate higher number of club sustainability facility manager,
Highly Sustainable
members.
Review club strategies and competition/training

Development pathway and club plans
All high Maintain high development pathways. Ensure club strategies
Ensure long term remain aligned with club and
sustainable club remain aligned with associations’ expectations,
sustainability of the club association philosophies while meeting
clubs sustainability greater consultation with facility manager and clubs
requirements of members.
regarding future plans for facility.
All high Maintain high Provide a diverse range of public services and
Maintain high utilisation of Maximise benefit to community,
Management
sustainable club programs, maintain public promotion strategy,

facility associated clubs and LGAs.
Facility
clubs sustainability maintain relationship with local schools
All high Achieve better synergies with public, Maintain high Hold regular stakeholder meetings, explore
Maintain co-operative
sustainable associated clubs and maximise club partnerships with associated clubs for the provision of
relationship with facility users
clubs satisfaction of users. sustainability programs.
Infrastructure
Ensure stakeholder consultation, include provisions

Ensure future developments
Facility
All high Maintain high for ancillary facilities, ensure efficient pool designs
maximise utilisation of the Maximise benefit to community,
sustainable club are explored including alternative pool and boom
facility and meet requirements associated clubs and LGAs.
clubs sustainability configurations, ensure future developments are
of all users
based on strategic facility plan guidelines.
Update and develop club promotion strategy, develop

All medium Increase number of club members,
Increase participation rates in Medium to high welcoming club atmosphere, ensure coaches remain
sustainable increase facility presence, ability to run
associated sport sustainable club suitable and qualified, develop relationship with local
clubs intra club competitions,
schools and learn to swim programs.
Club Involvement
High club member satisfaction, more

All medium Increase pool space available training time, ability to run Explore alternative training venues including school
Medium to high
sustainable availability for training and flexible training sessions, able to facilities, develop co-operative relationship with
sustainable club
Medium Sustainable
clubs competition requirements accommodate higher number of club facility manager,

members.
Review club strategies and competition/training

Development pathway and club plans
All medium development pathways. Ensure club strategies
Ensure long term remain aligned with club and Medium to high
sustainable remain aligned with associations’ expectations;
sustainability of the club association philosophies while meeting sustainable club
clubs consult with facility manager and clubs regarding
requirements of members.
future plans for facility.
Facility Management
All medium Initiate a range of public services and programs,

Increase benefit to community, Medium to high
sustainable Increase utilisation of facility develop public promotion strategy, develop
associated clubs and LGAs. sustainable club
clubs relationship with local schools
All medium Promote better synergies with public, Hold regular stakeholder meetings, explore
Develop co-operative Medium to high
sustainable associated clubs and maximise partnerships with associated clubs for the provision of
relationship with facility users sustainable club
clubs satisfaction of users. programs.
Infrastructure

Facility
All medium for ancillary facilities, ensure efficient pool designs

maximise utilisation of the Increase benefit to community, Medium to high
sustainable are explored including alternative pool and boom
facility and meet requirements associated clubs and LGAs. sustainable club
clubs configurations, and ensure future developments are
of all users

Develop a club promotion strategy, initiate a
All low
Increase participation rates in Increase number of club members, Low to Medium welcoming club atmosphere, ensure coaches are
sustainable
associated sport develop facility presence Sustainable Club suitable and qualified, initiate relationship with local
clubs
schools and learn to swim programs.
Club Involvement
Club member satisfaction, more

All low Increase pool space Explore alternative training venues including school
available training time, able to Low to Medium
sustainable availability for training and facilities, initiate a co-operative relationship with
accommodate higher number of club Sustainable Club
clubs competition requirements facility manager,
members.
Low Sustainable
Develop club strategies and competition/training

Development pathway remains aligned
All low development pathways. Ensure club strategies
Ensure long term with club and association philosophies Low to Medium
sustainable remain aligned with associations’ expectations,
sustainability of the club while meeting requirements of Sustainable Club
clubs initiate consultation with facility manager and clubs
members.
regarding future plans for facility.
All low Initiate a diverse range of public services and

Provide benefit to community, Low to Medium
Management
sustainable Increase utilisation of facility programs, initiate public promotion strategy, initiate
associated clubs and LGAs. Sustainable Club
Facility
clubs relationship with local schools
All low Initiate regular stakeholder meetings, initiate

Develop a co-operative Promote better synergies with public, Low to Medium
sustainable partnerships with associated clubs for the provision of
relationship with facility users associated clubs Sustainable Club
clubs programs.
Infrastructure

Facility
All low for ancillary facilities, ensure efficient pool designs

maximise utilisation of the Provide benefit to community, Low to Medium
sustainable are explored including alternative pool and boom
facility and meet requirements associated clubs and LGAs. Sustainable Club
clubs configurations, and ensure future developments are
of all users
Appendix I
Current Clubs and Facilities
Facility Clubs Distribution 2021 & 2031

Maps and Facility Classifications
Swimming WA
WA Master Swimming
WA Water Polo
WA Diving

Facility Distribution: 2011 to 2031
2011 Central North West North East South East South West Peel
State 1 0 0 0 0 0
Regional 1 0 0 0 0 0
District 7 2 0 1 2 0
Local 6 1 7 1 3 1
School 27 1 6 0 0 0
Private 4 0 0 0 0 0
Total Facilities 46 4 13 2 5 1
Total Approximate Lanes 173 32 56 20 48 8
Population 2011 714,600 299,800 198,200 178,500 223,600 97,100
Population/Lane 2011 4,131 9,369 3,539 8,925 4,658 12,138
2021
Existing New Existing New Existing New Existing New Existing New Existing New
State 1 0 0 0 0 0
Regional 1 0 0 0 0 0
District 7 2 1 0 1 1 2 1 0
Local 6 1 1 7 -1 1 1 3 1 1
School 27 1 6 0 0 0
Private 4 0 0 0 0 0
Population 2021 758,000 358,000 245,000 203,700 283,900 127,300
Population/Lane 2021 4,382 6,885 4,083 7,275 4,732 7,956
2031
Existing New Existing New Existing New Existing New Existing New Existing New
State 1 0 0 0 0 0
Regional 1 0 1 0 0 0 0 1
District 7 3 1 1 1 1 3 0
Local 6 2 1 6 -1 2 1 3 1 2
School 27 1 6 0 0 0
Private 4 0 0 0 0 0
Population 2031 797,700 418,000 280,100 234,600 313,100 158,400
Population/Lane 2031 4,611 5,573 4,377 4,888 4,604 5,110
Venue Sport/Association Club Region
Central
Altone Park Leisure Centre Masters Claremont Masters C
All-Saints College Aquatic Centre, Willetton Swimming All Saints Swimming Club C
Aqualife Centre C
Masters Somerset AUSSI C
Swimming Victoria Park C
Aquinas Swimming Aqua Attack C
Bayswater Waves C
Beatty Park Swimming Central Aquatic C
Water Polo Phantoms C
Water Polo Triton C
Masters Perth City Swim Club C
Masters Osborne Park AUSSI C
Belmont Oasis Swimming City of Perth C
Masters Belmont AUSSI C
Blackwell Parade, Bicton C
Bold Park Aquatic Water Polo Melville C
Masters Bold Park Masters C
Canning Aquatic Centre Swimming Newman Churchlands C
Challenge Stadium Masters Stadium Snappers C
Swimming Superfins WA C
Swimming West Coast Swimming Club Inc. C
Water Polo City Beach C
Swimming City of Perth C
Swimming Newman Churchlands C
Diving Arrows Diving Club C
Diving Taylor Diving Club C
Chisholm College C
Christ Church SHS Swimming Westside Christchurch Aquatic Club C
Churchlands High School Swimming Barracudas Swimming Club Inc. C
Claremont Pool Water Polo Dolphins C
Dalkeith Primary School C
East Fremantle Swimming pool C
Fremantle Leisure Masters Fremantle AUSSI C
Swimming Fremantle Port Swimming Club C
Greenwood SHS C
Hale C
Hollywood Primary School C
Iona C
Leisurepark Aquatic Masters Leisurepark Masters C
Maylands Waterland C
Melville Aquatic Masters Melville AUSSI C
Swimming Melville C
Swimming Applecross C
Mercedes College C
Methodist Ladies (MLC) C
Mirrabooka High School Swimming Mirrabooka C
Nedlands Primary School C
Newman College C
Masters Newman Churchlands AUSSI C
Swimming Newman Churchlands C
Osbourne park Swimming pool C
Penrhos SHS, Wesley SHS Swimming Southside Penrhos Wesley Swimming Club C
Perth College Swimming Lawley Aquatic C
Presbyterian Ladies (PLC) C
Riverton Leisureplex Masters Riverton Masters C
Swimming Riverton Blue Marlins C
Rossmoyne SHS Swimming Rossmoyne & Districts Swimming Club C
Santa Maria C
Scotch C
St Brigid's College C
Swimming Lesmurdie Legends Swimming Club Inc C
St Hilda's C
St Mary's C
St Norbert College C
Subiaco Primary School C
Terry Tyzack Swimming Riverside Swimming Club C
Masters Inglewood AUSSI C
Swimming Western Sprint Swimming Club C
Tuart College Swimming Tuart Hill C
UWA Water Polo UWA C
Swimming UWA Uniswim Swimming Club Inc. C
Wesley C
Venue Sport/Association Club Region
North West
Aquamotion NW
Water Polo Somerset NW
Arena Joondalup NW
Swimming Arena NW
Carine SHS NW
Craigie Leisure Masters Carine AUSSI NW
Masters Whitford Masters NW
Swimming Breakers WA NW
North East
La Salle College NE
Mazenod College NE
Ballajura Aquatic Centre Swimming Armadale Kelmscott NE
Bilgoman Aquatic Centre Swimming Aquajets NE
Darling Range Sports College Swimming Kalamunda NE
Ellenbrook Swimming Pool NE
Eastern Hills SHS NE
Guildford Grammar School Swimming Guildford Blues Swimming Club NE
Maida Vale Masters Maida Vale Masters NE
Swimming Maida Vale Swimming Club NE
Mt Helena Aquatic Centre Swimming Mt Helena NE
Swan Park Swimming Swan Hills NE
Masters Swan Hills Swim Club NE
Wooroloo Swimming Pool Swimming Wooroloo NE
South East
Armadale Aquatic Masters Westcoast Masters SE
Masters Armadale AUSSI SE
Gosnells Leisure World Masters Gosnells AUSSI SE
Swimming Thornlie SE
South West
Kwinana Recquatic Swimming Kwinana Amatuer Swimming & Lifesaving Club SW
Leeming Recreation Centre SW
Secret harbour Swimming Pool SW
South Lake Aquatic Masters Cockburn Masters SW
Masters Leeming AUSSI SW
Swimming South Lake Dolphins SW
YMCA Aqua Jetty SW
Swimming Rockingham SW
Masters Rockingham AUSSI SW
Water Polo Peel SW
Peel
Mandurah Aquatic Masters Mandurah Aquatic P
Swimming Mandurah P
Swimming Peel Aquatic P

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Department of Sport & Recreation

Aquatic Sports Strategic Facilities Plan

Perth and Peel Metropolitan Region

2. Aquatic Strategic Facilities Plan Overview 3

3. Association and Club Information 6

4. General Challenges for Aquatic Sports 10

7. Sustainable Clubs and Facilities Model 22

8. Policy, Roles and Responsibilities 25

9. Implementation and Communication Plan 31

10. Conclusions and Recommendations 33

1.1 Project Overview and Scope

Aquatic Sports Strategic Facilities Plan 1

1.2.1 Facility Visits

Aquatic Sports Strategic Facilities Plan 2

2.1 The Strategy

2.2 Issues, Challenges and Opportunities

Table 1 Issues, Challenges and Opportunities

Inability to access adequate pool space required for club programs.

Aquatic Sports Strategic Facilities Plan 3

Difficulty in increasing the number of club members.

To actively participate in the planning and development or redevelopment of aquatic facilities.

2.3 Sustainable Clubs Vision

Aquatic Sports Strategic Facilities Plan 4

Objective Improve the quality of competition and training facilities.

Identify facility gaps;

Establish clear standards within a hierarchy of facilities; and

2.4 Desired Outcomes

2. Improved access to existing facilities for clubs and associations;

Aquatic Sports Strategic Facilities Plan 5

3.1 Association Philosophy

3.1.2 Masters Swimming WA

3.1.4 WA Water Polo

3.2 Club Distribution and Memberships

Table 2 Distribution of Clubs and Members in the Perth Metro Area

North North South South

Participants 1868 473 296 322 57 197 3156

Participants 813 95 189 68 48 75 1282

WA Water Polo Clubs 6 0 0 1 0 0 7

Participants 1761 0 0 0 0 42 1803

Participants 374 0 0 0 0 0 374

3.3 Relationship Maps

Aquatic Sports Strategic Facilities Plan 7

Figure 1 Club Relationship Map

Aquatic Sports Strategic Facilities Plan 8

3.3.1 Development Pathways

3.3.2 The Role of WAIS

Aquatic Sports Strategic Facilities Plan 9

Insufficient Water Space during Peak Periods

Access to Existing Facilities

Lack of Appropriate Competition and Training Facilities

Minimal Involvement in the Facility Planning or Redevelopment Process

Aquatic Sports Strategic Facilities Plan 10

Table 3 Specific Challenges and Threats for Associations and Clubs

Aquatic Sports Strategic Facilities Plan 11

5.2 Review of Current Facilities

5.2.1 Aquatic Facility Distribution

Table 4 Aquatic Facilities Distribution and Facilities Per Capita

North North South South Total

Population 2011 714,600 299,800 198,200 178,500 223,600 97,100 1,711,800

Aquatic Sports Strategic Facilities Plan 12

5.3 Facility Planners and Managers

5.3.1 Philosophies, Expectations and Challenges

Table 5 Facility Planners – Philosophies, Expectations and Challenges