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The articles in this edition of the OACNET Newsletter reflect some of the important comments I’ve been hearing as I meet with representatives of the fantastic clubs and organisations across our city.
A key topic has been long-term sustainability, which touches on every aspect of a not for profit organisation’s operations, including governance, culture, finances, facilities and memberships.
I’ve also been hearing about the importance of rigorous induction processes when a volunteer joins a committee or board.
There is so much a committee member needs to know to ensure their organisation is meeting their legal requirements and that their clubs are safe, welcoming and well managed.
A few weeks ago, I was delighted to provide recognition for the 28 clubs that have completed the STARCLUB program. 
It was great to see the range of sports represented and the dedication of the volunteers who willingly give up their time for their sport, their clubs and their members.
Their collective efforts and leadership are creating a lasting positive legacies for their clubs and for sport across our city.
We have around 200 sport and recreation clubs across 54 different sports in Onkaparinga and I’m very pleased to say 85 per cent of them are registered with STARCLUB.
For those of you involved in non-sporting organisations, I encourage you to sign up for the STARservice program to help you meet your legal requirements.
And of course, please keep using and sharing information about our OACNET training workshops.
Erin Thompson


Review of Councils
Sport and Active Recreation Strategic Management Plan 

The Sport and Active Recreation Strategic Management Plan (SARSMP) 2014-2019 purpose is to guide the future provision, enhancement and management of sport and active recreation facilities, services and programs across the City of Onkaparinga through to 2035. This is in line with our overarching Community Plan 2035.
SARSMP is being reviewed in five year cycles and we are nearing the end of the first cycle. Council is therefore currently undertaking an internal evaluation of SARSMP 2014-2019. This will be followed by external research and analysis to obtain key changes and trends that have occurred since 2014 and that are anticipated in the next five years. The internal evaluation and research and analysis information will inform a revised Sport and Active Recreation Strategic Plan 2020-2025.

As part of this review there will be an opportunity for clubs and organisations to provide input and information. This has already commenced with sporting clubs invited to provide player participation and volunteer data and facility usage information. 

it is anticipated the Sport and Active Recreation Strategic Plan 2020-2025 will be endorsed for implementation in June 2020.
Project updates will continue to be provided through the OACNET newsletter. 

Southern Sport, Recreation and Surf Life Saving Forum 
A number of clubs have been working towards the creation of a community forum for clubs and council.
The purpose of the forum is for local clubs to develop a strong, positive and effective relationship between other clubs and council with a focus on identifying and discussing opportunities and challenges that are impacting clubs and council.

Harvey Jolly from the Christies Beach Bowling Club has been elected as the chair of the newly created community forum committee which consists of:

(a) a representative group of eight from clubs who will represent the needs and views of clubs, and
(b) two elected members from Council and up to four Council staff representatives.

The executive of this new forum will regularly meet with council to develop an agreed vision for the long term sustainability and growth of sport, recreation and surf life saving clubs in the council area and collaborate to embrace opportunities and meet challenges. The Forum has had some success already including:
  • a positive Deputation to the Council Chamber with Cr Jamison and Cr Eaton nominated to be on the forum
  • a meeting 27 May where a Memorandum of Understanding was signed (minutes)
The Forum is hosting a meeting on 8 July of all sport recreation and surf life saving clubs to update and inform every one of the progress so far. (invitation)

The meeting will be held at Christies Beach Sports and Social Club from 7pm.

A representative of your club is encouraged to attend.

To RSVP or for further information about the forum, please contact Harvey Jolly email:



This workshop will cover an overview of the most common online systems, the use of a bookkeeper, provide a check list of what they need prior to converting/setting up , reconciliations and producing reports from online software.
When: 24 July 2019
Time: 6.30-9.30pm
Location: City of Onkaparinga Noarlunga office, Ramsay Place, Noarlunga Centre



**Note: Any bar volunteers must have done this training**

Correctly interpret the legal responsibilities that relate to the sale and service of alcohol.
Note: As of July 1 2019 any person serving alcohol MUST have done this training.

When:14 August 2019
Time: 6.30-9.30pm
Location: City of Onkaparinga Noarlunga office, Ramsay Place, Noarlunga Centre


Maximum 2 tickets per organisation for all workshops


Learn about food safety laws and about prevention of food poisoning and safe handling and personal hygiene practices. This is a must for any organisation that prepares, handles and sells food.
When: 25 November 2019
Time: 6-9pm
Location: City of Onkaparinga Noarlunga office, Ramsay Place, Noarlunga Centre


Many sporting and active recreation clubs have a desire to complete the STARCLUB program but where does one start? How does this tie in with good governance? This workshop will assist organisations to identify the key elements with examples on implementation.
When: 23 September 2019
Time: 6.30-9.30pm
Location: City of Onkaparinga Noarlunga office, Ramsay Place, Noarlunga Centre



Learn about the grants available through the City of Onkaparinga and the various criteria that apply when submitting an application.
When: 21 October 2019
Time: 6.30-9.30pm
Location: City of Onkaparinga Noarlunga office, Ramsay Place, Noarlunga Centre

Click here to book your ticket

Suicide Prevention Workshop

Wesley LifeForce will be conducting a Suicide Prevention Workshop on 31 July 2019 at Christies Beach Bowling Club, Smith Avenue Christie's Beach SA 5165 from 9am – 4.00pm.  There is no charge to attend the workshop. Morning Tea will be provided. 

The training is open to community members aged over 18 years.
The program helps participants recognise when a person may be having thoughts of suicide, and provides strategies to intervene and assist them.

Each participant will receive a certificate of attendance as well as support materials.

To register use this link:

STARCLUB and STARservice

Civic Recognition for STARCLUBS

On the 12 June 2019 Mayor Thompson hosted a civic reception to recognise the 28 Sporting Clubs who have completed the STARCLUB program. These clubs were presented with a banner for their achievements and a voucher for additional training. 
STARCLUB is a sports and recreation club management initiative of the state government through the Office for Recreation, Sport and Racing. It is a step-by-step self-assessment resource that will help your club identify what it is doing well and possible areas for development. By addressing the areas for development, your club will be better managed and be providing the best environment possible for your members and the wider community.

For non-sporting organisations the Department of Human Services STARservice. The STARservice Development Program has been designed for use by community not for profit organisations of all sizes.

If you are a community organisation looking to develop your governance but are not quite sure how to undertake a continual improvement program, the STARservice Development Program was created specifically for you. To register for STARservice go to: 

If you have already registered with either program but need support, we encourage you to make an appointment with one of our Club Development Officers who can assist you with the STARCLUB or STARservice process.To register email: 

TOOLBOX Tips and resources to help manage your club

Hiring your venue: What you need to consider

Hiring out your venue is probably a key action for any committee to generate much needed revenue.
But have all the boxes been ticked to ensure that you minimise your risks, meet any legislative requirements, ensure that costs are kept to a minimum and reduce volunteers time in set-up and pack-up? For example some organisations may not have volunteers who can provide assistance with set up/pack up. It is suggested hirers are made aware of this as they often expect everything to be set up and cleaned up for them.

Here is a checklist of many items that you might need to consider. As always, your circumstances might vary and adjustments will need to be made to the checklist.

  • Does your insurance policy cover hiring out your venue?
  • Does your lease permit you to hire out?
  • Does the hirer comply with the new Child Safe laws? (1 July 2019)
  • What is the maximum number of people permitted onsite?
  • Will you or the hirer be providing alcohol? If so, do you or the hirer meet all the liquor licencing rules and servers of alcohol have all completed the Responsible Service of Alcohol course?
  • Is your Work Health Safety (WHS) policy up to date?
  • Does your hiring agreement cover your organisation appropriately? Is it clear what the responsibilities of the hirer are? Is the application for hiring comprehensive in terms of detail?
  • Do you ask for a hiring bond and is it clear how this is to be paid upfront and then how/when it is given back?
  • Are there restrictions on the use of the facility and whether security is a must?
Have you:
  • Have you booked/reserved the room/venue/resources?
  • Checked alarm requirements i.e. before or after hours access is required/security?
  • Checked what room configuration the hirer may need?
  • Booked in a site induction with the hirer’s so that they know what to do in an emergency, exits, assembly points, reiterate the restrictions and where facilities e.g. toilets, kitchen facilities etc are located?
  • Checked refreshment requirements (alcohol, urn/hot water/tea coffee etc)
  • Are you providing the food or is catering outsourced? If you are providing the catering, what planning may be required?
  • Do you have the cleaners booked to do the post clean or is it the responsibility of the hirer, if so when does the facility need to be cleaned by e.g.can it be done the next morning?
  • Do you have a prepared arrival/departure checklist for the hirer with items such as:
    • turn off alarm
    • turn off the air-conditioning/turn lights off in the toilets
    • ensure the dishwasher is emptied/bench tops wiped/rubbish removed
    • chairs re stacked/tables folded/floors swept /washed etc
    • check that all exit doors are closed
    • turn on alarm (rearm)
    • emergency contact number
What does the hirer need?
  • Projector?
  • Electricity for any special equipment/band/DJ/music?
  • Are power cords tested and tagged?
  • Speakers and microphones?
  • Audio cables?
  • Access to the internet?
  • Is there a smoke alarm? Can candles and smoke machines be used?
  • Tables and chairs? What configuration for set-up? If the venue is prepared by organisation?
  • Additional tables?
  • Are waiting staff required?
  • Does the kitchen require additional volunteers?
  • Good job descriptions for all volunteers helping out is a must to reduce your risk
A clear hire procedure and relevant policies, good planning and willing volunteers provide a platform for successful hire of your venue and ensures repeat business. Prepare a “Hire Pack” to provide to potential hirers.
Having a dedicated venue sub-committee and/or a volunteer function team with clear terms of reference would be necessary where the venue is regularly hired out. You may require a roster for checking the venue after events if multiple events occur over a weekend.

Who needs a working with children check (WWCC) from 1 July 2019? 
STARCLUB Question 21

People need a working with children check if they are in a ‘prescribed position’. This means people who:

  • are in paid or volunteering roles where it is reasonably foreseeable that they will work with children
  • run or manage a business where the employees or volunteers work with children
  • are employed to provide preschool, primary or secondary education to a child.

A working with children check assesses whether a potential employee or volunteer could pose a risk to the safety of children, based on criminal history and child protection information.

Is your role affected?

Check the list below for examples of volunteer or paid roles and activities that would foreseeably have contact with children, and therefore require a working with children check. If your role type isn’t in this list and you are not sure if you need a working with children check, please contact Screening SA.

You don’t need a working with children check if you:

  • work for SA Police or the Australian Federal Police
  • employ or supervise children in a workplace, unless the work is child-related (e.g. you manage a fast food restaurant that employs people under 18)
  • work in the same capacity as a child (e.g. you work at a checkout in a supermarket that also hires people under 18 in the same type of role)
  • don’t think you will work with children for more than seven days (consecutive or not) in a calendar year*
  • are a parent or guardian volunteering with your own child (e.g. at school) and do not have close personal contact with other children, or participate in an organised overnight event (e.g. a school camp)
  • live interstate, have a current child-related check from your home state, and are working at an organised event in South Australia lasting no more than 10 consecutive days
  • are under the age of 14.

*The seven day exclusion does not apply if you are involved in an overnight activity (e.g. school camp), or have close contact with children with disability

Apply for a check

If you don't have a current child-related employment clearance and need one before 1 July 2019, speak to your organisation about how to apply.

After 1 July 2019, you can apply for a new working with children check online yourself.
WWCC are free for all volunteers.

Child safety laws

The new, stronger laws for people working or volunteering with children were recommended as part of federal and South Australian royal commissions, and help keep children safe in our community.

The requirement to have a valid child-related clearance from 1 July 2019, such as a working with children check, is covered by the following legislation:

With the new laws:

  • only the South Australian DHS Screening Unit can do a working with children check (organisations can no longer do their own background screening of workers and volunteers)
  • some work-types that didn't require checks to work with children under the old laws now have to have a working with children check
  • individuals can do their own application for a new working with children check, which helps make people job-ready
  • new working with children checks are portable between roles and jobs across South Australia
  • the new working with children checks are valid for five years and are continuously monitored.

It is an offence to:

  • work or volunteer in a child-related role without a working with children check
  • work or volunteer in a child-related role if you are 'prohibited from working with children'
  • employ a person or volunteer for a child-related role who doesn’t have a valid working with children check, or is prohibited from working with children.

Offences carry fines of up to $120,000 and/or prison sentences.

Keep up-to-date

Subscribe to the DHS Screening Unit newsletter by emailing to stay up-to-date with changes.

A WWCC Flyer can be downloaded HERE
visit to find out more

Developing an effective induction process for your committee

STARCLUB Question 11


It is important to start your committee’s relationship with a new member on a positive note. Some committees make the mistake of signing up a new member, handing them a manual (or in some cases nothing at all) and then largely forgetting about them, assuming they will just get on with the job. While many new committee members may well do just that, you can help to make the settling-in process a little less daunting by having procedures in place to welcome and introduce new members to their role.

It is of utmost importance for your organisation that your committee functions as a team. Having one or some members who do not yet feel part of the team can badly impact on the effectiveness of the committee. The committee member may be "green" but they will still have a vote – and you want to make sure that they know what they're voting on.

An induction process will also help to ensure that the new member can more easily grasp the processes, procedures and aims of the group, which will in turn help to boost their confidence. And the faster new committee members become comfortable within their new role, the sooner they will contribute.
Your committee also needs to get to know its new member's strengths. An effective induction process can help in this process.

Your induction process should start straight away. Don't leave it for weeks or months. You need to strike while the new member's enthusiasm is at its peak. Confirming an appointment and then cutting the appointee adrift will probably leave a bad taste in their mouth – and a feeling that maybe their services are not so in demand after all.

While it is important to start the induction immediately, don't do it all at once. Bombarding a new committee member with too much information can leave them feeling overwhelmed and frustrated. You should adopt a "drip-feed" approach. Hand over the manual straight away but then give them a few days or weeks to digest it before asking them for questions or feedback.

You can involve other volunteers in your induction or orientation process, but the committee should lead the process. It is an excellent idea to offer the services of an experienced committee member as a mentor for the new addition. The mentor should be able to offer insights into aspects of running the committee that may be confusing at first – why meetings are held and how they are held; insights into the strengths of individual committee members; explanations about issues with a complicated background, etc. The mentor should be available to answer questions the new committee member has outside of committee meetings and act as a sounding committee for ideas or issues the new member may want to test before bringing up in a full meeting.

Your induction or orientation process can be formal or informal, or fall somewhere in between. Elements can include:
  1. Initial contact
  2. The committee manual
  3. Make the introductions
  4. Roles and responsibilities
  5. Briefing
  6. Take them on a tour
  7. Reverse the learning
  8. Invite feedback
The manual will serve as an initial introduction to the group as well as an ongoing reference. It should include:
  • Background information about the group;
  • Official documents, such as the constitution/articles of association, rules, the strategic plan, policies, budgets and an annual report;
  • Biographical and contact information about committee members, and staff (if appropriate);
  • Meeting schedule and calendar of upcoming events;
  • An introduction to the group's operational and committee structure;
  • Information about committee and committee members' roles and responsibilities.

Reading the warning signs:
Knowing when your group's finances may be ailing

STARCLUB Question 30

It is your job as a board or committee member to ensure that the organisation your board or committee is overseeing remains financially healthy, so it is of vital importance that you remain vigilant to any situations that may spell trouble.

Below we have listed some warning signs or indications that may help you to recognise when your board may be heading towards financial difficulties. By no means do any of these situations mean there is a problem, rather they indicate circumstances in which questions should be asked.

Any deviation from the budget approved by the board at the start of the financial year
Changes to the budget can mean a change to the organisation's bottom line – and if this is the case, you need to know about it. However, bear in mind that a budget is really no more than a plan, and things don't always go exactly to plan. You need to make sure you are receiving regular updates on how the organisation is performing in relation to the budget so you can keep on top of problems if and when they crop up.

An unexpected reduction in revenue in comparison with previous years
Unexpected is the operative word here. Reductions in revenue are not necessarily a reason to be alarmed; income streams are often lumpy. However, being aware of fluctuations (particularly if they are not anticipated in the budget) will ensure you can be one step ahead of any potential problems and take steps to overcome them.

An unexpected increase in costs in comparison with previous years
This could include a telephone bill that is usually $100 a month that suddenly jumps to $500, or a wages bill that suddenly becomes much more expensive than usual. Again, it is the unexpected nature of the increase that should set the alarm bells ringing, rather than the increase itself.

The incurring of any unusual and unexpected but significant expenses
A large cost that appears out of the blue can throw a budget right out of whack. When this happens it is important to confirm that the expense is a one-off and that it can be covered.

A failure to obtain independent valuation of major assets
The key feature of this statement is the word "independent". Changes in the value of any assets that come under your board or committee's responsibilities need to be assessed "at arm's length" by a third party before any changes are made to the accounts.
Significant variation in the amount of liability (or debt) in comparison with previous predictions
Spiralling debts are often the first sign of ill-health. If the organisation is spending too much, it's vital to get to the bottom of the problem sooner rather than later.

A reduction in the value of net assets
Net assets are the value of total assets minus total liabilities. Any change in the net assets indicate a change in the organisation's value.

Poor performing fundraising activities
If fundraising activities are not bringing in the expected revenue, it may be time to start pulling in belts or thinking about other alternatives.

A lack of clarity as to the source of funds
It is wise to know exactly where your organisation's funds are coming from as there may be conflict of interest, legal or ethical considerations to take into account.

Late reports
Late reporting is often an indication of deceptive behaviour, misleading practices – deliberate or otherwise – or an attempt to avoid accountability. Even at its most benign, late reporting still constitutes a failure of duties and may prevent you from detecting a problem early enough to fix it. It is therefore vitally important that the cause of the delay is uncovered immediately and that processes are put in place to prevent it happening again.

Vague answers to questions regarding financial capacity
Board and committee members are duty-bound to ask questions and continue asking them until they are completely satisfied with the answers. If you are being put off by the person responsible for safeguarding your organisation's financial health, you would be foolhardy if you did not find out why.
This is where the use of a Financial Controls Checklist which can be found in the Financial Management Guide (page 35) issued through the Office of Recreation, Sport and Racing. It is good practice that the committee or board own the financial accounts and they should sign off each year as (a) an alternative to the audit, or (b)  in addition to the audit.

The Value of Gender Diversity for your Club
STARCLUB Questions 16 & 17

Many sporting and recreation clubs have embraced gender diversity for their clubs activities, but unfortunately women continue to be under-represented in visible leadership roles across the sport and recreation area. Grassroot sport and recreation clubs play an important role to drive positive change.

Gender diversity is an important element in creating a healthy club environment. Clubs that offer appealing participation and leadership opportunities for people of all genders, not just men and boys, can attract and retain a wider range of members, making it easier to grow their membership base.

Leaders don’t just have to be presidents. Leaders may also include committee members, coaches, instructors, officials, and other key volunteers such as team managers.

Women can face different barriers to leadership:
  • Women often feel reluctant to take on leadership roles in male-dominated environments
  • Women in leadership roles often report feeling intimidated or treated dismissively
  • If a leadership environment is not welcoming and open, women are likely to leave
It is important your committee best represents your community, both current and future. Committee members are elected according to your club’s rules or constitution to run the club on behalf of members, and to achieve the club’s goals and objectives.

Having gender balance on your committee helps to:
  • enable your committee to better understand the needs and interests of all club members
  • reduce the risk that members of one gender will be prioritised over others
  • improve your committee’s problem-solving abilities
  • increase the pool of ideas and skills available for the committee to draw on
  • empower the committee to be more creative and innovative.
A quick summary of actions for your club might include:
  1. Develop an inclusive culture
  2. Promote committee roles widely so that different people have an opportunity to apply
  3. Ask women what roles they would be interested in fulfilling
  4. Present your club as diverse and inclusive in public forums
  5. Write a clear and inclusive position description for the role
  6. Provide clear information about the responsibilities and commitments of committee members
  7. Ensure women have opportunities to take on influential decision making roles
  8. Provide a welcoming and informative induction process
The “Guidelines for Women in Sport and Recreation” document is located HERE
A useful guide “Smart strategies for marketing to Women” is located HERE


Council has launched an Onkaparinga Funding Finder, an online search tool for seeking funding opportunities, such as grants, sponsorship and donations. Onkaparinga Funding Finder can be used by businesses, community groups or council staff to find funding programs from local, state, and federal government as well as business or philanthropic organisations to match a specific project or activity.
Based on the organisation type (i.e. the group doing the searching) and the search terms used, the tool will identify any relevant funding opportunities, and limits the search results to funding programs where local organisations can apply. This is a much better and considerably faster process than trying to filter a Google search, which will come up with interstate grants where our local organisations would not be eligible.
Anyone can register and set up email alerts for when specific grants re-open for applications. Visit to find out more.

Jetstar's Flying Start Program invites community groups and organisations across Australia to apply for a grant to fund a project that will enrich the lives of people in their local community. Tell your project story and you could receive a $30,000 grant.
Entry is open to not-for-profit community groups and organisations of any size, who are seeking funding to help enhance the lives of people in their local community; and can be classified into one of the following categories.
  •   Charity
  •   Education and Health
  •   Arts
  •   Sports

Australian Sports Foundation – Fundraising4Sport (F4S)

Through contact with sporting clubs, associations, national bodies and schools, ... it has worked to promote understanding of the benefits of its tax-deductible services and to develop a ‘self-determinant’ culture within organisations ...READ MORE


Healthy Active Lifestyles Onkaparinga

Healthy Active Lifestyles Onkaparinga (HALO) is our healthy active lifestyles program encouraging individual and community participation in sport and active recreation and promoting healthy active lifestyle choices. HALO achieves this through direct service delivery, industry partnerships, marketing and funding support.​

For more information contact
Are you a regular walker and want to try something new? Looking for a challenge and want to walk or run with like-minded people. Why not try parkrun?
Parkrun is a weekly 5 kilometre timed run, jog or walk and is suitable for people of all fitness levels and abilities. It’s open to everyone, FREE to participate and is an ideal activity for individuals and families to share healthy, active lifestyles together. HALO support five parkrun locations within our city, Christies Beach, Aldinga Beach, Reynella East , Moana and Shiraz Trail (located at McLaren Vale) which are all coordinated by volunteers.
To take part, register in advance by 6pm on the Friday before your first Parkrun event - and print off your barcode (you only need to do this once). Are you a regular walker and want to try something new? Looking for a challenge and want to walk or run with like-minded people. Why not try parkrun?

Onkaparinga Youth are running an event at the Onkaparinga Youth Enterprise Hub (OYEH), Hopgood Theatre, Ramsay Place, Noarlunga Centre on Wednesday 17 July, 5.30-7.30pm featuring a former NBA and Chicago Bulls Player Luke Schenscher and basketball coach and founder of Hoops 4 Life; Tony Moore.

Tony's story is also wrapped around basketball. In his words:

"Basketball gave me hope of opportunities, and despite realising I could never become a star player in the NBA, I knew it could help me do so much more with my life.  I played all through primary and high school, and then joined the US military and go to play with a US Navy representative team.  It was then I realise how powerful of a tool the game was to break down barriers and engage people.  It was an amazing experience meeting different people from around the world while playing basketball.

When I moved to Australia, I saw some kids going through the same things I did growing up. That planted the seeds for HOOPS 4 Life".

Luke's story resonates with our region having grown up in the southern suburbs and going to Cardijn College. Later playing for Adelaide 36ers and Perth Wildcats before heading to the US and being drafted in the NBA in 2005 and playing for Chicago Bulls. 

There is no cost to attend but bookings are essential. Click HERE for bookings. Pizza and refreshments are provided.
Check to see if your committee details are correct on OACNET
If you are a lease or license holder check the details of your lease or license agreement as it may answer your query.

To make an enquiry, phone our Customer Relations team in the first instance
Monday to Friday 8.30am–5pm on 8384 0666.
Alternatively email:
After hours - emergency only phone: 8384 0622
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