Assessment Update

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Introduction to Sports Management – Week Nine
 Welcome
 Assessment Update
 Discussion Forum
 Start Module Five
1. Determine the experience
Step One sets the parameters for the event. Address the
concept questions before starting – the Five W’s:
 What type of event will it be? (content/product)
 Why is the event being held? (purpose/objective)
 Who will be the audience? (target market)
 Where will it be held? (location/venue)
 When will the event be staged? (timing)
Goldblatt, J. (2014). Special Events. Wiley & Sons: New Jersey:
THE AFL is pleased to announce Australian indie-pop artist G
Flip will perform at the pre-game entertainment show for the
2021 NAB AFLW Grand Final on Saturday April 17.
Both the national anthem and Welcome to Country will be
performed by local talent as part of the pre-game formalities.
52 women’s teams in Adelaide have their
games scheduled on Saturday afternoon
when the AFLW Grand Final is to be played.
Student Activity: When could the AFLW Grand Final be played?
The initial four year partnership will inject millions of
dollars into elite women’s football and grassroots initiatives
around the country, and it’s just the start of what is set to be
an exciting new partnership.
 CBA to become official partner and bank of the Matildas,
Junior Matildas, Young Matildas and more
 CBA to become the largest investor in Australian
women’s football
 Partnership supports Football Australia’s new 15-year
vision and strategic agenda
 With the combination of its investment in football and
cricket, CBA believes it will be the largest supporter of
women’s sport in the country
Assessment Summary
Assessment
Assessment Type
Length
Due
Weight
1
Reflective Journal –
My Sport Experience
1000 words
End of Week 4 – Sun Mar 14
20%
2
Project Proposal for a
new sport (Report)
1500 words
End of Week 6 – Sun Mar 28
40%
3
Final Report for a new
sport
1500 words
End of Week 12 – Sun May 9
40%
Assessment 2 and 3 are linked – you need to choose create a new sport, or modify an existing
sport, to attract a new market.
Assessment Two Feedback
HD

D
5
(75+)
C
10
(65-74)
P
13
(50-64)
F
13
(0-49)
Develop the final form of the sport that you have invented including:
 Introduction to the sport – name, brief concept, season or time of year
 The target market – who will play this new sport?
 Mission and/or Vision Statement – what is the purpose of this new sport?
 Goals and SMART Objectives – how will you establish this sport in the next 3-5 years?
 SWOT Analysis – table format with a minimum of five factors in each of the four segments
 Risk Matrix Table – potential risks and strategies to minimise them
 Rules including scoring and how to win
 Equipment and Uniforms required to play and to minimise risks
 Proposed Competition for the first year
Rubric:
Context, Audience and Purpose
Knowledge and Understanding
Critical reasoning, presentation & defence of an argument
Referencing
10%
50%
30%
10%
Goals and Objectives
Once the Mission and Vision are confirmed the focus is on what can be
achieved in the next 1-5 years – the Goals and SMART Objectives.
Goals (or Aims) outline the key areas of focus that will help the organisation
to achieve its Mission and Vision.
Each Goal then has SMART Objectives that outline the targets to be
reached and the timeframe. It is the Objectives that will be measured.
SMART is an acronym for: Specific, Measurable, Achievable, Relevant and
Timebound. Every objective should be SMART. If the organisation achieves
its SMART Objectives then it achieves its goals, mission and vision.
Goals and Objectives
When writing the Mission, Vision, Goals and SMART Objectives we
move from very broad statements to very specific sentences, otherwise
known as ‘stepwise refinement’.
Mission and Vision
Goals
SMART
Objectives
Let’s explore an example from Cricket Australia:
Mission: To unite and inspire communities through cricket.
Vision:
For cricket to be Australia’s favourite sport, and
a sport for all Australians.
Cricket Australia would have many goals to achieve this Mission and
Vision as outlined in their strategic plan. CA have invested in three
forms of cricket and grown both the men’s and women’s game. They
may decide that they would like to see more Aboriginal Australians
playing the sport which would help to achieve their vision.
This strategic decision requires a Goal and SMART Objectives:
Goal 1
To introduce 10,000 Aboriginal Australians to the
game by Year X.
Objective 1.1
Provide cricket pitches to 20 Aboriginal and remote
communities by Year X.
Objective 1.2
Educate 100 cricket coaches in Aboriginal and
remote communities by Year X.
Objective 1.3
Facilitate 5 coaching sessions and 1 carnival in
20 Aboriginal and remote communities by Year X.
Make sure that the objectives above are SMART!
SWOT Analysis Example – Beach Cricket
Strengths (Internal):
 Cricket is a summer sport
 Beach Cricket is already played on the beach
 Beach Cricket is easy to play on the beach
 Equipment already available
 Cricket Australia run excellent events
Weaknesses (Internal):
 Three other forms of cricket already exist
 Cricket Australia finances are limited
 Lack of staff to focus on new initiatives
 Decline in cricket umpires
 Lack of infrastructure (fencing, sand graders)
Opportunities (External):
 Beach Volleyball has become an Olympic Sport
 The IOC are supporting new sports
 All continents have access to beaches
 Playing sport on beaches is low cost
 Sport Australia want people to be active
 First sport to promote mixed teams (M/F)
Threats (External):
 Beaches and water create some risks
 Beaches/tides are unpredictable
 Not all countries play cricket
 Protests due to environmental issues
 Difficult to control access/crowds
Assessment Three Brief
Develop the final form of the sport that you have invented including:
 Introduction to the sport – name, brief concept, season or time of year
 The target market – who will play this new sport?
 Mission and/or Vision Statement – what is the purpose of this new sport?
 Goals and SMART Objectives – how will you establish this sport in the next 3-5 years?
 Proposed Governance Structure – how would you structure the Board of Management?
 SWOT Analysis – table format with a minimum of five factors in each of the four segments
 Risk Matrix Table – potential risks and strategies to minimise them
 Final Rules including scoring and how to win
 Equipment and Uniforms required to play and to minimise risks
 Proposed Competition for the first year including – how many games (team sports) or events (individual sport) in the first year?
 Venues/Facilities – where will the sport be played and why?
 Proposed logo and colours (brand) of the new sport
 The sports position on ethics and social responsibility
 Proposed Funding Partners – commercial sponsors and government grants
 Proposed Launch – what event would you coordinate to launch this new sport?
 Conclusion – convince the reader that this sport has a future
Assessment Three Rubric
Your assessment should also address the Rubric outlined in the
Assessment Brief:
 Context, Audience and Purpose 10%
 Knowledge and Understanding 50%
 Critical reasoning, presentation and defence of an argument 30%
 Referencing 10%
The slides from Modules 1 – 6 are good references but you should also
include the readings provided and websites that you find relevant from
the sports industry.
Subject Overview
Module 1
Module 2
Module 3
Module 4
Module 5
Module 6
The Sports Industry
Governance and Risk
Sport Marketing and Media
Sport Tourism and Events
Sport Facilities and Venues
Professionalism and Ethics
Module Five Readings
1. Module Five Lecture Slides
2. Westerbeek, H., Smith, A., Turner, P., Emery, P., Green, C. & van
Leeuwen, L. (2005). Key success factors of operating sports
facilities and running sports events (pp. 22 – 45). In Managing
sport facilities and major events. Allen & Unwin, Australia.
3. Sawyer, T. H. (1999). Programming and scheduling process (pp.
53-60). In The Management of Clubs, Recreation, and Sport:
Concepts and Applications, Sagamore Publishing, Champaign, IL.
4. ADDITIONAL READING: Rossman, J. and Schlatter, B. (2000).
Recreation Programming: Designing Leisure Experiences.
Module Five Topics
1. Types of Sport Facilities
2. Facility Planning
3. Facility Management
Next Week:
4. Public Funding Sources
5. Private Funding Sources
6. F&B, Ticketing, Programming
Discussion Forum: Provide a photo or image, and a brief summary, of an innovation that
you like from a sport facility around the world. Post your response at the Discussion Forum.
SPO101
Module 5
Sport Facilities and Venues
This Module
 Types of Sport Facilities
 Facility Planning
 Facility Management
 Public Funding Sources
 Private Funding Sources
 F&B, Ticketing, Programming
SPORT FACILITIES
Facilities and Venues Defined
A Facility is a built structure that has been designed, or
re-configured, for sport. The facility could accommodate
one or more sports, and provide a setting where athletes
and fans are indoors, outdoors or a combination of both.
Venues are places where events or organised gatherings
are held, and could include sport stadiums, function
centres, theatres, botanical gardens and local parks.
Both terms are used in sport. Not all sports require a built
facility, for example water sports utilise oceans, lakes and
rivers, and snow sports utilise mountains.
The Sport Facility
The sport facility is the central asset in sport – the place
where sport is played and often a place of significance for
the city and its community.
The sport facility is built primarily for the sporting contest –
the event. While events come and go the facility is a lasting
legacy and, if managed and marketed correctly, a long-term
asset for the host community.
The sport facility is the predominant means through which
sport is produced, consumed and delivered to the public –
all the elements of sport converge at one place.
The Sport Facility
We also see sport facilities in every suburb and country town,
serving an important role in society in the provision of sport and
recreation but also a common meeting place to satisfy our
needs for social interaction and a sense of belonging.
The different types of sport facilities include:
 Multi-purpose
 Single-purpose
 Sport Precincts and Institutes
 High Performance Centres
Multi-purpose Facilities
Sport facilities that are multi-purpose accommodate multiple
sports:
 Stadiums with ovals (AFL, cricket, athletics)
 Stadiums with pitches (rugby, soccer, NFL, hockey, lacrosse)
 Indoor Arenas (netball, basketball, tennis, volleyball, ice hockey)
 Leisure and Recreation Centres (court sports, fitness, squash)
 Swimming Pools/Aquatic Centres (swimming, diving, water polo)
 Gyms and Fitness Centres (gym equipment, classes)
 Community Halls (table tennis, gymnastics, martial arts)
 Community Clubs (football/cricket, soccer/rugby, netball/tennis).
Multi-purpose Facilities
The MCG (100,000 capacity) is home to the AFL Grand Final and Boxing Day Test but has
also accommodated Athletics at the 1956 Olympics and 2006 Commonwealth Games.
Multi-purpose Facilities
Melbourne opened the new AAMI Park in 2010, a rectangular stadium with 30,000 capacity,
to host soccer, rugby league and rugby union with crowds sitting much closer to the pitch.
Multi-purpose Facilities
Melbourne has the Melbourne Arena, 10,500 capacity, to host indoor sports including Tennis,
Netball and Basketball but its flexibility has also attracted Ice Hockey and Cycling.
Multi-purpose Facilities
Melbourne also has the versatile Docklands (Marvel) Stadium, 53,000 capacity with a retractable
roof and seating, allowing it to host AFL, Cricket, Soccer, Rugby, Basketball, WWE and UFC.
Class Exercise
Assume you are
managing one of the
football teams in
Melbourne and had
the choice of stadium
for your home games.
What criteria would
you consider to be
important before
choosing one of the
stadiums as your
home ground?
MCG
100,000 capacity
Design: Oval
Marvel Stadium
53,000 capacity
Design: Oval or
Rectangular with
retractable roof
AAMI Park
30,000 capacity
Design: Rectangular
Single-purpose Facilities
Single-purpose facilities are designed and built for one sport:
 Golf Courses
 Baseball/Softball diamonds
 Motor Racing
 Horse Racing
 Beach Volleyball
 Lawn Bowls
 Rock Climbing
 Skate Parks
 Surf Parks
 Ski Resorts
 Ice Arenas
 Velodromes
Some sports, like Tennis and Netball, have traditionally shared
the same courts. More recently they have identified a need to
offer their sports all year. The sports decide to invest in their
own single-purpose facilities, providing better playing
conditions and competitions for their participants.
Single-purpose Facilities
TennisGear manage five tennis centres in Queensland and recently expanded into
Adelaide with 18 courts at the Playford Tennis Centre.
Single-purpose Facilities
Purpose built Netball Centres now exist in Adelaide, Brisbane (pictured), Darwin,
Melbourne, Perth and Sydney to host Super Netball, state and local competitions.
Sport Precincts and Institutes
A third type of facility is the sport precinct and sport institute,
that brings multiple facilities together:
 Sydney Olympic Park
 Melbourne and Olympic Parks
 Australian Institute of Sport (Canberra)
 Sport Institutes in most capital cities
The precincts host sporting events and provide a training base
for full-time, elite athletes and professional teams, and the
institutes provide elite facilities and services for athletes
preparing for the next Commonwealth and Olympic Games.
Sport Precincts and Institutes
Sydney Olympic Park was built for Sydney 2000 Olympics and is now a suburb in its own right.
The precinct of 430 hectares was home to 10 Olympic venues and now hosts over 5000
events every year. The precinct has seen significant commercial and residential development
since 2000 including hotels, parklands and walking trails.
Sport Precincts and Institutes
The Australian Institute of Sport (AIS) in Canberra was opened in 1981 to support athletes
preparing for the Commonwealth and Olympic Games. It has facilities for Track and Field,
Swimming and Aquatics, Basketball and Netball, Volleyball, Gymnastics, Tennis and Combat
Sports, plus outdoor fields, strength and conditioning, recovery centre and accommodation.
High Performance Centres
The focus on elite, or high performance sport, and the shift
towards the full-time athlete, has seen professional sport teams
invest in their own high performance centres.
The high performance centres are usually purpose built for
one team or club, provide elite training facilities, swimming
pools and spas, gyms, physiotherapy and medical services,
plus space for athletes to eat, attend meetings and socialise.
Some professional teams are building these centres in the
communities that they represent, while others are building them
near the major stadiums or arenas where they play.
High Performance Centres
The Brisbane Lions have plans for a new $70 million high performance centre to accommodate
men and women’s AFL teams, administration, retail, social club and community facilities.
Trends in Facility Design
 Land is at a premium in capital cities and we are seeing a
focus on multipurpose facilities;
 Multi-configuration is therefore important – retractable
roofs, seating, floors to accommodate multiple sports;
 Facilities for elite sport need to accommodate broadcasting
needs – access, lighting, production space;
 Indoor arenas and some stadiums are deliberately smaller
to create demand for seating (10,000 – 20,000 seats);
 Spectator comforts – seating, super-screens, wi-fi, food
and beverage options, fan engagement, minimal queues;
 Open 365 days – function rooms, tours, museums, cafes;
 At community level – male and female changerooms.
Trends in Facility Design
As new sports become mainstream new facilities are created:
we have Bounce to accommodate indoor trampolining, climbing
gyms for indoor rock climbing, and URBNSURF (surf parks) for
surfing. They are all recent additions to the Olympic Games.
Facility Planning
Facility Planning is:
“the process by which an organisation envisions its future by
linking its purpose to the strategy of the overall organisation and
then developing goals, objectives and action plans to achieve
that future. The result of the facility planning process is the
strategic facility plan”.
International Facility Management Association (2009)
Facility Planning is similar to the planning processes discussed
in this subject but may take longer, and involve different areas of
expertise, because the end result is a significant asset.
Facility Planning
Facility Planning involves a number of steps including:
 community consultation
 the feasibility study
 site selection
 the design process
 consulting with architects and engineers
 seeking funding support and grant applications
 engaging construction companies
 building approval.
This process is discussed in SPO203 Managing Sport Facilities.
Advertiser, April 15 2021, p. 11
Facility Planning
Some sports take a national
approach to facility planning,
identifying their facility needs
across the country, and advising
state associations and clubs on
the planning process.
The Netball Australia National
Facilities Policy is available at:
https://netball.com.au/sites/default/files/2019-
07/PDF-web-version-Netball-Australia-NationalFacilities-Policy_mar16.pdf
Facility Planning
State Associations also
have responsibility for
facility planning and
development, providing
support to voluntary
clubs and working closely
with state government to
identify local needs.
The SA Cricket Infrastructure Strategy 2019-2029 is available at:
https://www.saca.com.au/community/grants-and-scholarships/sa-cricketinfrastructure-strategy
Facility Planning
Existing facilities and precincts
also need plans to ensure they
are evolving, keeping up with
trends, and providing notice to
Government that funding support
will be required.
The Sydney Olympic Park
Master Plan 2030 is available at:
https://www.sopa.nsw.gov.au/Developing-ourPark/Master-Plan-2030
Facility Management
Facility Management is:
“maintenance and care of commercial and not-for-profit
buildings including but not limited to sport facilities, including
heating, cooling and ventilation systems (HVAC), electrical,
plumbing, sound and lighting systems, cleaning, groundskeeping, security and general operations”.
“The goal of facility management is to organise and supervise
the safe and secure maintenance and operation of the facility
in a financially and environmentally sound manner”.
Schwarz et al (2015)
Facility Management
The role of Facility Manager can be a diverse role with a
vast list of responsibilities depending on the type of facility:
 Booking, Scheduling and Programming
 Marketing, public relations and advertising
 Front of House: Box Office, Ticketing, Customer Service
 Catering, Food and Beverage, Retail
 Cleaning, Maintenance and Asset Management
 Traffic, Parking, Access
 Human Resources
 Financial Management
 Risk Management and Security
 Safety, first aid and medical
Facility Management
Larger, commercial facilities would divide this work into
teams – for example Maintenance, Operations, Marketing.
Smaller, community facilities managed by volunteers would
need to take on some of this work and negotiate the rest with
the facility owners, most likely local government.
Governments will often invest in sport facilities but then
decide to outsource its management and/or maintenance.
Businesses that specialise in the management of sport and
recreation facilities include YMCA, Belgravia and ASM Global.
Facility Management
Belgravia Leisure manage 170 sport and leisure
facilities across Australia and New Zealand including
golf courses, sport stadiums and aquatic and leisure
centres, employing 4,500 staff.
Based in Los Angeles with an Australian office in Brisbane,
ASM Global are responsible for 300 stadiums and arenas
across the globe including ANZ Stadium (Sydney), Suncorp
Stadium (Brisbane) and Optus Stadium (Perth).
YMCA, recently re-branded as the Y, manage 79
recreation and leisure centres, 49 health and fitness
centres and 50 aquatic centres across Australia.
The Y employ 12,000 staff in Australia.
FUNDING AND REVENUE

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