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Sports Federation of Queensland

(QSport) submission:

Queensland

Government Sport &

Active Recreation

Strategy 2019-2029

October, 2018

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Introduction Sport and active recreation play central and compelling roles in the lives of many Queenslanders, but

it is increasingly evident there are changes in:

who is (and is not) participating in sport and active recreation;

what inspires people to become and remain active; and

the barriers and impediments to building participation.

The Sports Federation of Queensland (QSport) understands the Queensland Government values the

role of sport and how it contributes to Queensland’s social cohesion, economic prosperity and

individual’s health and wellbeing. We also acknowledge that the achievement of more

Queenslanders being active requires both sound investment and evidence to direct and shape the

initiatives, opportunities, policy and programs that can inspire the achievement of priority

outcomes. This is the responsibility of all stakeholders who understand the benefits of sport and

active recreation.

QSport welcomes the opportunity to contribute and shape a shared vision for a vibrant, inclusive,

connected and productive Queensland. We also value the intention to develop a Strategy that

acknowledges and supports sport and active recreation providers and stakeholders as pivotal

contributors to enhancing better personal, social and economic outcomes for all Queenslanders.

Our submission relating to the Strategy Discussion Paper includes insight into the sport sector and

takes a solution-oriented approach to the challenges and priorities outlined. It is designed to

illustrate how the Strategy and its implementation can be used to:

Support and extend the capacity of sport to continue to deliver positive results through

sporting clubs and associations,

Enable different but relevant stakeholders to work together toward joint outcomes,

Support flexible responses to emerging opportunities,

Inform programs, priorities, decision making and coordination of policy positions and

promotion, and

Preserve autonomy of organisations while achieving our shared goals.

QSport – Representing a Collective Voice Across Queensland, there are over 6000 registered Sporting Clubs and Associations delivering sport

at State and Local levels. Based on 2012 figures, sport contributes at least $7.9 billion or around 3%

of Queensland’s Gross State Product, and contributes significant productivity, health and civic

benefits (PKF, 2012). QSport is the major representative body for sport in Queensland.

As a Federation we are comprised of an independent collective membership of 68 State Sporting

Organisations (SSO’s) of the possible 80 registered sports in Queensland; and have an additional 45

Sport and Recreation organisations as Associate Members. Over our 25-years as an incorporated,

independent representative body, QSport have consistently and diligently represented the diverse

and at times competing needs of our members.

QSport’s role and responsibility is to influence and assist the growth and development of sport in

Queensland and we do this through a range of activities including but not limited to:

providing members with forums to exchange information, advice and assistance,

facilitating industry development workshops,

assisting in the long-term planning for sport and sport facilities in the State,

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leveraging relationships with other peak body peers (including the FSR Skills Alliance,

Community Sport Australia),

providing leadership through promoting the role of sport and value of sport in the State, and

through

the communication of messages from sport to government and government to sport.

Why Sport?

As preface to this report it is worth remembering that sport is both universal and variously defined.

While sport is traditionally seen as focused on competitive and rules-based physical competitions

that require exertion and skill, at its most inclusive it includes “any form of physical activity that

contributes to physical fitness, mental well-being and social interaction” (UN Inter-agency Taskforce

on Sport for Development and Peace). An understanding of these definitions and applications

demonstrates sport is seen to be:

A cost-efficient tool to help create a better world,

A means to improving the lives of people;

A forum to build bridges between individuals and across communities;

A healthy pastime;

A forum to build relationships through shared experiences and achievements;

A mechanism of self-expression etc.

For Queenslanders sport may be social, recreational, competitive or elite. It incorporates physical

activity and serves to develop physical literacy. It entails some level of exercise and/or mastery; and

it can also be viewed as entertainment, a hobby or leisure. At its heart sport is personal though it can

be team based; and it can be played/ engaged in every day. Across its diversity it is sufficiently

various to support the disparate interests of the Queensland population. It can be elite, social,

educational, occasional, organised or non-organised; regional, rural, metropolitan, embedded in

infrastructure or fluidly engaged across a range of environments.

While sport can be many things, for Queenslanders it is part of the fabric of our identity. It brings the

community together and focuses our passions. This is regularly evidenced through the support and

enthusiasm Queenslanders show for our elite sport teams and performances (e.g. recent

Commonwealth Games), our State of Origin pride, our parochial regional-team passions, and our

support and care for any athlete who strives to better their performance or represent their school,

club, zone, region, state or country.

Sport is a function, a lever and a partner in delivering social, economic, health and community

benefits through promoting social inclusion, enhancing our sense of connection, building

Queensland’s external profile and enabling more active and healthy opportunities.

The QSport submission to the Queensland Sport and Active Recreation Strategy is imbued with these

understandings and based on a collation of views including those of our members and partners.

Specifically, it is informed by:

consultation (through workshops & survey) with our state-wide members and associates,

facilitated discussions with the QSport Board (refer to Attachment 1 for summary of key

outcomes),

participation in several of the Qld State Government strategy consultations (including Gold

Coast, Maryborough, Toowoomba and Brisbane),

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review of evidence-based research into the impediments and potential for activating

increased participation in sport and active recreation, and

collaborative conversations with other key stakeholders (e.g. QORF, SFR Skills Alliance,

LGAQ, Clubs Qld, Ministers Sport Advisory Council etc).

Qld Sport & Active Recreation Strategy 2019-2029 – In Context While a targeted, resourced and actionable Sport and Active Recreation Strategy is vitally important

to the sector, it will also play a key role in achieving wider outcomes informing the Queensland

Governments Our Future State: Advancing Queensland priorities. Research and common sense

inform us the greatest outcomes come from taking holistic and connected approaches to change and

development. Each of us are impacted at personal, familial, institutional, community and policy

levels. Thus, to influence social as well as behavioural change takes an alignment of initiatives –

including economic, health, school, community, media, society and public policy.

The Sport and Active Recreation Strategy can help demonstrate and align the role and potential of

sport as a tool to directly and indirectly address State-wide and regional community priorities

including, but not limited to:

Creating jobs / strong economy:

o engaging (even) more Queenslanders into the workforce;

o supporting workplace productivity through benefits of sport activity/s;

o training, developing and qualifying the sport workforce (paid and volunteer) with

technical and transferable governance, leadership & personal skills;

o encouraging economic growth through regular participation fees and services, event

delivery, direct and indirect tourism activities and contributing to community

services

Keeping communities safe / Queenslanders healthy:

o building community connection and social cohesion;

o engaging youth;

o inspiring and motivating individuals and community through competitive and

recreational success;

o enhancing liveability and lifestyle choices

Giving all children a great start:

o enabling the development of physical, social, emotional and cognitive literacy and

self-confidence for children,

o maintaining participation, skills and wellness across the life course;

o building resilience

Being a responsive government:

o offering innovative and accessible participation opportunities inclusive of all

Queenslanders and promoted through the Queensland Government’s services

portals (e.g. modified sport, local community clubs & associations, come & try);

o partnering across departments and with local government to create local sport and

active recreation solutions.

How to Build Participation, Connection, Economy and Success While sport has been traditional, it can also be adaptable. While sports continue to innovate and

adapt their delivery models, products and services to suit community needs, there are ongoing

changes to the sporting landscape. These are influenced by changing social trends, technological

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advances, a societal reduction in risk appetite and implications of increasing costs and compliance

expectations.

To meet ever-emerging changes, to bridge the gap between community and sport expectations, to

continue to offer sport, social, personal and economic benefits, and to enable staff to be nimble and

inclusive means there will need to be ongoing and sustainable opportunities to support the sector to

play its role. This will include:

building the capacity of sport;

connecting sport with government and non-government partners; and

investing in regional/ local solutions, rather than presuming a one size fits all approach of

streamlined funding/ management.

Suggestions to inform priority actions to address these needs within the scope of the Sport and

Active Recreation Strategy are outlined below.

Summary of Proposed Priority Actions 1. The investment frameworks and performance targets that support the Strategy need to be

supported by meaningful and intentional research that (for example),

a) captures robust data to inform and shape governments approach to sport policy,

services or sport delivery models;

b) expands understanding of the enablers and barriers to sport and active recreation

participation for different cohorts in the community; and/ or

c) evaluates the impacts and outcomes of various sport and active recreation initiatives

and/ or market outreach activities to inform sustainable and effective programs and

approaches.

2. There will no single answer that will engage and inspire people to participate in sport and

active recreation, but there are clear systemic changes that can add impetus and create

greater opportunity for this to occur. These predominantly focus around addressing

personal, environmental and social inhibitors and enablers for people to play and stay in

sport and active recreation activities.

Even a brief overview of research into the factors that enable and constrain people’s participation in

sport and active recreation reveals the diversity of reasons influencing people’s sport and recreation

choices and perceived opportunities/ relevance (see Table 1). Attention to these underlying facets

may prove most valuable in enabling initial engagement, but it must also be remembered that the

removal of constraints to inclusion does not automatically create access or equity.

Table 1: Snapshot of factors influencing sport and active recreation participation

Cohort/ Target Market

Motivations Barriers Enablers/ Actions

5-19 year olds Fun Feel good about

myself Learn new skills Play with friends To win

No longer fun

Not good enough

Too stressful

Don’t enjoy the team

Too big/ too old

Other things to do

No time

Not ‘sporty’ enough

Great coaches who support participation

Supportive parents Access to spaces for

sport/ recreation Time for play

18-24 year olds Health benefits Lack of fitness Social not just

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Weight management Social interaction Fun Hobby Competition /

performance

Lack of time

Other priorities

Don’t like sport/ physical activity

Cost

Lack of confidence

competitive playing opportunities

Minimise costs Provide work

opportunities through sport

Hold events Provide skill

development training Connect through

social media

18-74 year olds Weight management Social interaction Fun Support networks Sense of

achievement Encouragement from

medical/ health professionals

Mastery of skills

Previous negative experiences (e.g. school)

Not sporty (esp. women)

Anxious in unfamiliar surrounds

Lack of social network

Identity conflict

Lack of role models

Lack of time

Cost

Too tired

Poor health

Quality of facilities

Being female

Advice of medical professionals

Find a playing/ participating buddy

Join a local club, group or team

Increase time and intensity levels gradually

Variety Committing to a

charity/ local fitness, sport event

Over 65’s Expectations of positive outcomes

Feeling healthy Social support Easy access to

facilities Community-based

programs Guidance or

encouragement from health professionals

Institutional encouragement

Stave off effects of aging

Health problems

Lack of support

Cultural/ social norms

Functional ability

The fear of falling

Develop and deliver culturally appropriate programs

Target participation through public health professionals

Subsidise costs Provision of local

options Provide a social

support network

People with disabilities

(PwD)

Health/ well being To belong Adventure/

challenge Independence Sense of freedom Control/ power of

my life Improved self-image Fun Social interaction Achievement

Negative attitudes toward PwD

Sports focused on deficits not abilities

Fatigue

Lack of opportunity/ choices

Dependency on others

Lack of safety

Costs

Lack of coaching, facilities, transportation

Recognition that impairment effects are not uniform across disabilities

We are all unique Trained coaches Support structures Accessible venues/

spaces Affordable

equipment/ adaptive equipment

People to participate with

New mothers Desire to feel better Get back to pre-

Lack of time

Issues with child care

Partner support Personal messaging

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pregnancy weight Enjoyment Bored Relieve stress Other children/

family time

Too tired

Baby reasons

Nursing issues

Lack of facilities or places to go

Costs

Too many other commitments

of appropriateness & need

Support of other friends/ family

Dog needs to be walked

Access to spaces/ equipment

Organisational policy – active at work

Overweight adolescents

Health/ wellness To fit in Social reasons Weight control

Stigma of weight

Location

Timing

Social perceptions/ intrapersonal judgement

Clothing required

Make it fun & enjoyable for adolescents

Involve the family Use some online / e-

media component Supportive staff

Sources e.g.: Allender et al, 2006; AusPlay Survey Results July 2016-June 2017; Birchwood et al, 2008; Bollock

et al., 2011; Crane & Temple, 2015; Darcy et al., 2011; Darcy, Lock & Taylor, 2017; Evenson, Aytur & Borodulin,

2009; Fink, 2015; Foster, 2005; Rosenkranz, Kolt, Brown & Berentson-Shaw, 2013; Smith et al, 2014.

3. Inclusion requires local opportunity and access to a diversity of opportunities across a

spectrum of active recreation and sport ranging from separate and individual activities

through to mass participation and team pursuits. Inclusion has specific meaning in terms of

people with disabilities; and it has broad meaning in terms of providing opportunities and

invitation for all to participate regardless of gender, ability, religion, culture, age etc.

Working toward inclusion and greater sport participation may benefit from:

a. The convening of regular sport and government forums in each region to share and

understand the sport and active recreation opportunities and challenges that could

be addressed across state and local government boundaries (see 9. Regional sports

assemblies);

b. Introducing local/ inclusive co-designed solutions by working with sports to design

and trial pilot programs focused on encouraging engagement from those members

of each community who are not currently active/ most in need. This will require

identification of local barriers to participation for different market segments; and

dedicated evaluation to measure/ monitor impacts (similar to Sport England and

Sport New Zealand approaches);

c. Creating valued regional events that target diversity and bring communities

together for competitive and social sport and active recreation experiences;

d. Reviewing the KPI expectations for sport/ grant funding to value wider and diverse

outcomes beyond growth in membership, numbers of participants.

4. Sport can and already does, play a role in early intervention with youth at risk, first time

offenders and disaffected youth. It does this through its community connections and, with

support, it can enable the connection of Community Policing personnel with regional and

local sporting groups. Through these relationships and interactions sport assists young

people to develop pro-social behaviours and find a place to be valued and develop positive

life skills.

5. Implement a targeted marketing campaign encouraging people to Find their Sport; and

acknowledging the diversity of ways people can be involved. Sport participation is not just

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about competition and a season, yet this message often gets lost in media and public

commentary. Marketing needs to be communicated through channels that suit each

segment and take a positive message that inspires personal motivation (the carrot), not be

shaped around messages of loss or ‘must’s’ (the stick).

This can follow an ABC model focusing on – Autonomy, Belonging, Competence so people not

only learn what is available, but are supported to build capacity to maintain active lifestyles

across the life course.

6. Any marketing campaign needs to be supported with coordinated opportunities for people

to participate in sport and active recreation. E.g. Reintroduction of Super Sport Days; Main

street closures that enable local Festivals of Sport and Recreation (e.g. include ultimate

frisbee, urban orienteering, the opportunity to cycle and walk safely with family, modified

sport competitions, institutional challenges [workplace, schools, community groups,

families] etc); Keep Playing Vouchers (e.g. South Lanackshire in Scotland have introduced

Activage Cards for people aged 60 and over providing unlimited access to different sport and

active recreation activities for a minimal annual fee).

7. The SDP support of the Queensland Government and other funding opportunities helps to

enable ongoing provision of diverse sport opportunities for Queensland communities. State

level sport and recreation organisations are responsible for, and actively engaged in, the

conduct, administration, promotion and development of sporting activity in the State.

Continuation of SSO funding helps support diverse sport opportunities to suit disparate

interests and grow sports capacity to service different community needs.

More specifically, SDP funding affirms and enables the provision of organised sport across the state.

The need for this is clear in considerations of inclusiveness and equity, community engagement and

connection, however it is also more essential. As demonstrated in a longitudinal study of nearly 6500

participants in the UK, children who participate in organised sport at age 10 are more likely to

participate in sport / physical activity at age 42 than those have no (or no positive) experience of

physical recreation as a child (Smith et al., 2015). The reasons for this are suggested to include that

sport:

teaches a level of self-discipline and physical literacy required for future participation,

involves training and games, and

actively promotes its health and lifestyle benefits.

These messages and skills are readily transferable across the life course.

8. There remains an ongoing need to build the capacity of sport and sport workers to meet

sport, governance and sport administration requirements, as well as to deliver individual,

community and high-performance services. Sport does function in an ever-changing

landscape and it needs to be able to offer quality venues, develop and deliver targeted

programs; continue to build, refresh and maintain an upskilled and informed workforce; and

increase human and physical capacity for sport to deliver, in partnership with others.

Examples of capacity building areas needing investment include (at least):

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a. staff (paid and volunteer) training and professional development (from

administration, officiating, coaching and training to program design, governance,

oversight, planning and strategic decision making),

b. staff payment and valuing (a lack of funding to pay for the human resource to

deliver stifles the capacity of sport to build sustainable initiatives that address issues

of equity, inclusion, participation etc),

c. volunteer recognition to acknowledge the importance and essential contributions

sport volunteers make to their clubs, local communities, state,

d. the protection of sport and active recreation spaces and places (in rural, regional

and metropolitan areas),

e. the growth and priority of usable and desirable green/open space around all high-

density developments (sporting, residential, commercial, retail) to enable local

communities to be active in attractive and safe environments which encourage sport

(including modified sport) and physical recreation (e.g. volleyball, outdoor gym,

community football, park run, tennis),

f. improving access and design of all facilities and sport infrastructure to offer

appealing spaces and to cater for community use (e.g. consider how facilities can

encourage participation and welcome – use of natural light and open space, creating

spaces for socialising, hang out spaces for teens, developing indoor facilities with

outdoor training spaces to tap into community desire for diversity and enhance the

mix of opportunities),

g. ongoing maintenance of venues/ spaces so they are sufficient, safe and suitable (this

is particularly notable in rural and regional Queensland where population bases are

smaller, but need is vital to continue the role of sport as a social connector and

regions as hothouses for elite performers),

h. subsidising sport clubs for the increasing costs of utilities (e.g. power, water) and

removing crippling costs for venue management, rent, rates or venue hire.

9. State Sporting Organisations and Sport and Recreation Clubs and Associations consistently

have great insight into their sports potential and often the localised needs of their

communities. Taking advantage of this knowledge requires introducing flexible, community-

based and coordinated models for funding that:

recognises individual sport/ community needs,

adapts to provide an embedded solution,

allows for developmental change to respond to emerging needs,

supports the sport workforce to design, deliver and evaluate,

creates shared accountability, and

empowers local/ regional leaders, sport organisations and clubs to drive initiatives.

10. A viable mechanism to enhance local solutions and build collaboration within communities is

to support the establishment of regional sport assemblies in rural and regional Queensland.

Based on successful modelling in Victoria and more locally, the Sunshine Coast Sports

Federation and North Queensland Sport Foundation, regional sports groups can provide

local support, information and development opportunities for local clubs, enable the

development of inclusive opportunities for those most at need, and provide a hub to

support and connect local sport with local government, the private sector, QSport and other

potential partners.

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11. To achieve wider social and economic returns and impacts, we need to continue to evolve

the sport product. This can be done by:

a. incentivising clubs/ sport to modify/ create flexible approaches to doing sport,

b. supporting sporting organisations and clubs to develop their ideas into applied

solutions; and to shift from talk to action,

c. introducing start-up hubs for sport innovations to allow ideas to be challenged,

shaped, resourced, trialled and evaluated.

12. Organised sport and active recreation are threatened by rising compliance requirements and

costs of insurance. Some sports indicate they have already taken their insurance policies off

shore in efforts to keep costs affordable, but there is a potential forthcoming crisis as costs

keep rising at unsustainable rates. This impacts on the affordability of sport for individual

participants. QSport do not have the solution in this instance, but we note that it is not an

increase in injury or severity that is driving the change.

13. Build community-based sport and active recreation infrastructure that schools access,

rather than building school infrastructure that community struggle to access. This could

increase venue use and serve to connect young people with sporting clubs to enable easier

lifelong participation, not drop out once they leave their school sport system.

14. Improving sport and physical activity levels needs to start with greater opportunities for

children to develop fine and gross motor skills. This can occur through supporting parents

to be active role models for their children, but institutions are also key. While the application

and role will differ across state and independent schools, schools need to be supported to

play a greater role in fostering physical literacy, and enabling children’s cognitive, social and

physical development. A collaborative conversation and evidence-based approach is

needed to enable:

a. More time for physical activity and movement in schools,

b. Resourcing and training for physical education specialists in primary schools,

c. Adjusting curriculum approaches that prioritise subject matter knowledge rather

than whole of person learning and development,

d. Understanding of the value of sport and physical activity by teachers and principals

and reviewing risk mentality and appetite,

e. Sufficient and effective use of time in the school day that provides every child with

their 30 minutes of physical activity each day, regardless of their circumstances.

15. The creation of shared outcomes, as well as economic and social value requires meaningful

collaboration across different stakeholders. To prosper over time this entails government

(state and local), policy, approaches, inter-departmental interests, sport and active

recreation organisations and associations, private providers, community and interest groups

having active and valid roles in creating collective impact. Based on research in other

jurisdictions (e.g. health, community development), we know this can only be achieved if:

Sport and active recreation opportunities and experiences for communities are

placed at the centre of decision making with an understanding that effective

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engagement and delivery can impact positively on economic, social, personal,

health, civic outcomes;

Internal politics, personalities and processes enable state government agencies (e.g.

SRS, Health, Education, YJS, Infrastructure, LG, Planning, Treasury, Parks) to work

collaboratively across departments, regions, interests;

State and local government authorities’ partner and/or work in alignment, not in

competition;

There is a shared vision for change and agreement of key actions;

All parties are enabled to collect and share data and measure results, so initiatives

can be evaluated and evolved to suit local need/s;

There are open and ongoing communications that treat stakeholders as peers and

build trust and relationships;

There is a backbone agency that is resourced and provides dedicated and skilled

staff with capacity to coordinate with all other organisations.

16. To continue and expand Queensland’s elite sport success requires ongoing resourcing of the

QAS, but also will benefit from:

a. Establishing more shared and regional facilities that enable athletes to train,

practice and perform (e.g. multi-use ovals, not single sport Stadia);

b. Developing Regional Sport Academies to underpin the identification and

development of athletes at a regional level (e.g. Gold Coast and NSW Regional Sport

Academies);

c. Upskilling grassroots coaching to support athlete development;

d. Identifying core skills for all coaches (including focus on the person, not just the

performance);

e. Coordinating shared athlete development programs (e.g. nutrition, coaching,

performance, IP, mentoring);

f. Leveraging commercial opportunities and tourism through elite sport (e.g. events

and sponsors, profile athletes as role models) and reinvesting in supporting athletes

(both in skill development and living costs).

Final Thoughts The development and growth of participation in sport and active recreation require at least:

The reduction of costs for participation (e.g. a lack of free programs and safe places to play

in low income communities or households means that for many, they do not realistically

have opportunity to participate)

Increase in access to safe, proximal sport spaces and programs (including transportation and

a feeling of cultural fit)

Ongoing support and recognition for the people who plan, coordinate, develop and deliver

sport both volunteers and paid staff

Targeted messages and programs to inspire, motivate and activate the diversity of our

population

Individual and community motivation (which would be supported through normalising

physical activity in Queenslanders everyday lives)

A whole of life approach (including with schools at all levels, workplaces, retirement/ aged

care facilities)

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Diversity of opportunities, activities, ways of participating, spaces, infrastructure and

timelines for engagement

Quality facilities

These lay the foundation to be able to achieve further elite success (build the participation base),

economic return (events, festivals, direct employment in sport and sport related fields, increased

workplace productivity) and enhanced community connection (community hubs, shared success,

competition and social belonging).

The development of the Sport and Active Recreation Strategy 2019-2029 provides an opportunity to

address these essential components and to think about both systemic and behavioural change. That

requires a shared Vision; organisational and interpersonal Skills to be able to deliver and create

partnerships that drive outcomes, Incentives to support clubs and organisations, stakeholders and

collaborators to be act and innovate, Resources to support delivery, and an Action Plan to illustrate

the roadmap. If even one of these is missing, then the result can be either confusion (no vision),

resistance (no incentives), frustration (no resources), status quo (no action plan) (Knoster, Villa &

Thousand, 2000).

Sport does make a difference and has done so consistently throughout history. Directly and

indirectly sport contributes to creating opportunities for tourism and hospitality through sporting

festivals, competitions and events. It is recognised for supporting workplace productivity through

lower levels of absenteeism, reducing stress and enhancing physical fitness. It builds people’s sense

of social cohesion, community pride, team work skills and wellbeing.

With support sport can and will continue to play these roles and do so within community and for

community. It can also contribute to further growth and development in Queensland through:

Partnering with other institutions/ experts and providers. For example, some sport centres,

SSO’s and clubs have the capacity to partner with rehabilitation services to provide a

transition for people recuperating from health or other issues into ongoing physical activity

maintenance and community connection;

Targeting non-participating groups in the community;

Revising the clothing requirements for sport to be more inclusive;

Working with government to develop sport festivals and build the sport workforce.

As a predominantly volunteer-led and volunteer-run sector we know sport will continue to connect

our communities and engage, involve and inspire our population.

Of Note QSport understands the ‘why’ driving the Governments interest in developing a strategy, actions and

implementation plans to inform the investment and roles of sport and active recreation for the next

decade. We also know that to make a positive difference it is vital there is adequate resourcing,

collaboration within government, and collaboration between government and the sport sector. Only

then can the ‘what’ and the ‘hows’ be realised.

An adequately resourced, supported and properly positioned QSport will play a positive part in this

development and future.

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Attachment 1: QSport member feedback on the Sport and Active

Recreation Strategy

The development of the QSport submission was informed by feedback from our Board, members

and partners. Through attendance at the Government consultation sessions, meetings, facilitated

workshops and an online member survey, QSport captured a range of ideas on:

What sport is doing well to deliver sport and active recreation services,

What Government is doing to support SSO’s and clubs provide sport and active recreation

opportunities,

What Government is doing that intervenes in sport delivering opportunities,

How government might best invest to support Queenslanders participation in local sport and

active recreation

Innovations.

The following provides an overview of the key messages from these data gathering activities.

What sport is doing well Have a strong volunteer workforce that enables affordable opportunities for community

Engage with participants over extended periods of time (including lifetimes)

Developing physically literate children supporting lifelong participation

Encourage teamwork

Support health and wellbeing and development of cognitive and social health

Teach skills that are used in life (including first aid, risk management, discipline,

communication, resilience etc)

Local clubs are hubs in their communities

Competitive and organised sport helps build self-esteem

Sport is fun and self-motivating

Build community connection and equality

Build and support elite athletes and sport pathways

Creates champions and ambassadors for Queensland

Sport acts as a pressure valve in society and offers a purposeful use of time

Contributes directly and indirectly to the economy through hosting of events, festivals,

tourism, providing employment

What government is doing well to support SSO’s to provide sport and active

recreation Provides critical base funding especially for the non-commercial sports

Provides opportunity to access competitive funding/ special initiatives to drive new events

and participation

Supports training and development of officials and volunteers

Subsidies to assist those least capable of meeting the costs of sport

Provision of infrastructure, facilities and education

Support the delivery of well managed and safe sport and recreation

Plays a role in promoting sport and active recreation to the wider public

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What government is doing that intervenes in sport delivery Funding that does not recognise the need to pay staff

Level of red tape requirements for achieving and acquitting grant funding/ to use facilities/

governance expectations etc

Reduction in the number of SRS staff available to do developmental work with sports/ Run

Super Sport Days etc

Directs and dictates where money is to be spent without context or expertise

Inflexibility to adapt to organisational / community needs and fragmented approach that

does not seek meaningful or informed local solutions

Lack of access to playing / sport spaces e.g. water access for motorised sport

One size fits all approach - which does not accommodate to small and medium size sports

Fund high profile sports. That money could be utilised better to create better ROI

How Government might better invest Targeted marketing campaigns

Advertise to promote the benefits. Remember sport and recreation is not just high activity –

it’s social, mental stimulation, being part of the community

Open access to school facilities

Address the costs for use and maintenance of venues – these continue to rise and impact on

participation and volunteer management

Work with Local Government to enable facilities to focus on participation not ROI

Develop shared services support (e.g. revamped Jobs Plan) to enable access to depth of skills

especially for smaller/ less resourced sports

Continue to support grassroots activities and assist organisations to be more capable of

providing services required for members

Coordinate an evidence-based approach to sport investment and addressing regional and

local challenges

Collect data on community needs, demographics, facilities, available resources, sport and

club capacity

Identify and support programs and initiatives to be sustainable. This means they need to fit

the area and be allowed to grow and develop over time

Consider forming a collaborative State Health and State Sport and Active Recreation entity

Bring together all parties/ enhance communication across – Local government, Sport and

recreation clubs/ associations, State government, private enterprise, community groups

Developments need to factor in green space to create attractive and safe environments for

physical activity

Green space preservation needs to be a priority (“We have some excellent buildings

however quality of greenspace is often poor”)

Take care of poorer and drought-stricken areas and towns

Upgrade major venues regularly so they remain priority destinations for sport and

entertainment

Extend the voucher system so people can participate long term

Support those sports that demonstrate they cater for all ages and all abilities

Develop a generic database that can be used for reporting and tracking data

Land values threaten the existence of some venues and facilities – help us help ourselves

15 | P a g e

Innovations

Inclusiveness o Build a data hub as a central repository regarding inclusiveness

o Partner with experts and across sports

o Review our clothing to be more neutral and inclusive

o Build and redevelop change rooms that suit all abilities

o Provide free access for council venues

o Drive industry-based promotions to upskill sport workforce

Participation o Change the model of how people CAN play sport. Sport Mash – a multi-pass to sport

o Adapt to social participation, not just competitive

o Vouchers – target those who can least afford sport

o Enable and support across sport collaboration to offer diversified product, short course

games, cross training (without participants having to pay all insurances)

o Partnerships to leverage across sports – e.g. NRL with Touch

o Partnerships with land developers to build the ‘right’ facilities, green and open spaces

o Lengthen the school day – add 45 -60 minutes for physical activity

o State wide promotional campaign followed by free come and try days

o Introduce Community Sport Officers into regions – the linkers to bring together schools,

community organisations, aged care facilities

o Work with teachers and parents to drive change in schools

o Develop regional sports assemblies

o Develop Third Party Agreements with pre-approved providers to reduce red tape in gaining

contractors and to supply core upgrades (e.g. change rooms, canteens)

Elite Success o Broaden the base

o Grassroots coaching needs to be enhanced to nurture structured pathways

o Build shared programs (e.g. nutrition, coaching, performance)

o Work with schools and universities to develop athletes with appropriate sport science

research