Sports Precinct Funding, Cycling Organizations, Ellyse Perry's Sponsorships, Objectives for Western

Government funding for sports precinct development

Q 1.

Use the following brief and suggested discussion points (listed below the illustration of the stadium), to answer the following Question:

What does a government, such as the State government of Victoria, seek to achieve by being a major contributor in the funding and development of a new regional sports precinct? And, what arguments are there against government investment such as this?

Brief

The Victorian Labour Government have agreed to provide $11.6 million towards the Macedon Ranges Regional Sports Precinct. The plans for the precinct include a new grass oval, a synthetic surface sports field, a pavilion, new tennis and netball courts, outdoor gym equipment and play spaces, barbeques and a track for walking, cycling and running. The estimated cost of the stadium is $41.4 million, with the Victorian Government of Victoria committing $11.6 million to the project, and the balance provided by the Macedon Ranges Shire Council ($10 million) and AFL Victoria ($100,000) thus far. The Council have planned the development of a Regional Sports Precinct Advocacy Group to source the balance of funding required.

You may wish to consider the following in providing your answer:

• Role of the state and reasons for state intervention
• Cost
• Public and private benefits
• Tenants
• Victoria’s existing sport facilities and stadia

Use the brief below to answer the following Qs about Cycling Australia, State Cycling Associations and community cycling clubs:

What is the role of non-profit organisations such as Cycling Australia, State Cycling Associations (such as Cycling Victoria) and community cycling clubs?

Do cycling organisations at all three levels play the same role, or are there differences? Explain.

How does the government assist an organisation like Cycling Australia or a State Cycling Association (such as Cycling Victoria) and what is the government seeking to gain from this assistance?

Brief

Cycling Australia is the peak body for cycling in Australia. In 2018 it had over 250 affiliated clubs across Australia with 34,218 members, of which 14,789 were racing memberships, 9,058 were riding memberships and 876 were non-riding memberships (amongst others). Cycling Australia is supported by Associations in each State and Territory:

Cycling ACT – 734 members

Cycling New South Wales - 9,207 members

Cycling Northern Territory – 775 members

Cycling Queensland – 4,200 members

Cycling South Australia - 1,537 members

Cycling Tasmania – 771 members

Cycling Victoria – 5,698 members

Cycling Western Australia – 1,772 members

The following is provided in the 2018 Annual Report, available on the Cycling Australia website:

‘As the national body responsible for the sport of cycling in this country, Cycling Australia is recognised by the International Cycling Union (UCI), the Australian Government, the Australian Olympic Committee, Commonwealth Games Australia and the Australian Paralympic Committee. Our vision is to be the world’s leading cycling nation while affirming our leadership of cycling in Australia’

Role of cycling organizations

Use the concept of ‘circuits of promotion’ to explain how Ellyse Perry (detailed in the brief below) provides value to Adidas (sponsor), the Sydney Sixers (team), the WBBL and Fox Sports.

Brief

Ellyse Perry is a professional cricketer, who plays with the Sydney Sixers in the Women’s Big Bash League (WBBL).

Ellyse made her debut for both the Australian cricket and the Australia women's national soccer team at the age of 16. During the 2018 ICC Women's World T20 tournament in the West Indies, Perry became the first cricketer for Australia, male or female, to play 100 Twenty20 International matches. In the final of the same tournament, she became the first cricketer for Australia, male or female, to take 100 wickets in Twenty20 International matches. In July 2019, during the Women's Ashes, Perry became the first player, male or female, to score 1,000 runs and take 100 wickets in Twenty20 International cricket. Last year, she broke the record for the most runs in a WBBL season, scoring 777 runs at 86.33, 221 runs clear of the previous record holder. She also broke the record for the best ever ODI bowling figures by an Australian woman - Women’s Ashes (7-22 from 10 overs).

Her batting average in tests is 78, and she has taken 31 wickets in 8 tests.

She won the Belinda Clark Award in 2016, 2018 and 2020, the Rachael Heyhoe Flint Award for the ICC Women's Cricketer of the Year in 2017 and 2019 and the ICC Women's ODI Cricketer of the Year in 2019.

Ellyse’s achievements have resulted in a significant global public profile, media coverage and endorsements. It’s estimated that Ellyse earns about $300,000 a year with her combined WBBL and national team contracts, which includes marketing duties. Her net worth had been valued at over $10 million with her sponsorships and endorsements. She is in her 9^th year of a partnership with Adidas, has partnered with Fox Sports, Commbank and has contracts with Toyota and Hublot.

Key social media stats:

• Ellyse has 626k followers on Instagram and 802k likes on her Facebook page
• Women’s Big Bash League has 3,241 likes on their Facebook page and 72.7k followers on Instagram
• Sydney Sixers has 179k followers on Instagram and 863k likes on their Facebook page
• Adidas has 25.7m followers on Instagram
• Fox Sports Australia has 156k followers on Instagram

Using the following brief, write 5 objectives using the SMART criteria. You may wish to consider, amongst others, performance, revenue, membership, attendance, media coverage, sponsorship.

Brief

The Western Bulldogs (formerly Footscray Football Club) is a professional club in the Australian Football League. The club was founded in 1877, in Footscray – an inner western suburb of Melbourne. It entered the AFL in 1925. The women’s team competed in the first Women’s AFL competition in 2017 and won a premiership the following year against Brisbane, in 2018. The men’s side has won two premierships, 1954 and 2016. The ALF league currently consists of 18 teams spread over five of Australia's six states. There are also VFL and VFLW teams.

Sponsorships and achievements of Ellyse Perry

The Western Bulldogs’ headquarters and training facilities are still at its original home ground in Footscray at Whitten Oval. The club’s supporter base is predominantly from Melbourne's west – a traditionally working-class area. It plays its home matches at Marvel Stadium in the Docklands, also in the inner west of Melbourne. The club also runs a community Foundation: The Western Bulldogs Community Foundation to “deliver innovative and engaging community services for individuals and families residing in Victoria’s West”. They also partner with Victoria University and are working to expand the Club’s community to Ballarat and Western Victoria.

Western Bulldogs use the services of highly qualified and nationally acclaimed coaching staff, physiotherapists, sports scientists, strength and conditioning personnel and operations staff to assist in achieving its goals.

The most recent data is as follows:

Refer specifically to the following organisational structure for Badminton Australia to explain the concepts of chain of command, span of control, departmentalisation and work specialisation.

How would you critique this particular organisational chart in light of these concepts?

Use the following brief about the Australian Open tennis tournament to describe some of the features of sporting organisations or events that mean that human resource management in sport is special.

Which of the 8 phases of the human resource management process are most important for the following Australian Open stakeholders and why:

• Media
• Ball kids
• Chair umpires and lines-people
• Contractors
• Volunteers

Note: The most important phase might be different for each of the stakeholders

Brief

The Australian Open is one of four Grand Slam tennis tournaments in the world, played in Melbourne, Australia each year in January. In 2017 players competed for a total of AUS$50 million in prize money. In 2015, 704 players competed across all events and categories, representing 49 nations. The following are some key figures from the 2015 event, which illustrate the size and scale of the tournament:

• 703,899 people attended
• 650 journalists, photographers and videographers provided coverage
• 380 ball kids worked at the Open, including 327 from Victoria, 25 from interstate, 20 from Korea, 20 from China and 2 from Singapore
• 107 cars were used to transport players to and from Melbourne Park, which were driven by staff and volunteers
• 360 chair umpires, linespersons and reviewers officiated matches during the Open
• 8,412 staff, contractors and volunteers were employed
• 27,500 people were accredited as players, coaches, special guests, umpires, officials, media, etc.

Based on the following descriptions of three teams based in the Australian State of Queensland, are the five functions of leadership likely to be different for the CEO of the Turtles, the CEO of the Rattlesnakes and the President of the Koalas? Provide a justification for your answer. Do any of the organisations require a manager more than a leader? Provide a justification for your answer.

The Townsville Turtles are a team in the National League. The Turtles’ annual revenue is approximately AUS$40 million and they play to an average of 35,000 fans per game. They have a range of sponsors, both Australian and international.

The Rockhampton Rattlesnakes are a team in the Queensland League. The Rattlesnakes’ annual revenue is approximately AUS$4miilion and they play to an average of 3,500 fans per game. They have a range of sponsors, based mainly in the local Rockhampton area, which they supplement with revenue from gaming machines located at the social club, which is part of their home stadium.

The Kingaroy Koalas are a team in the Wide Bay League. The Koalas’ annual revenue is approximately AUS$400,000 and they play to an average of 350 fans per game. They have a range of sponsors, mainly local peanut farmers, who like to support the club.

You have just been appointed as a consultant to UK Athletics. An independent review has revealed poor performances over the last few years and feelings of mistrust, both on and off the field. The media has picked up on this, and headlines like the one pictured below, now dominate the sports news.

Using both ‘symptoms’ and ‘dimensions’, explain what will be most and least useful in diagnosing the organisation’s culture, and what will be most and least useful in establishing a plan to change the culture in UK Athletics.

A professional sports club is reviewing its governance framework. Describe the key principles the club should consider in its review, with specific reference to the roles played by each of the following:

• Boards
• Staff
• Volunteers
• Members
• Stakeholder groups

The four basic dimensions of the balanced scorecard approach to performance management can be customised to better suit the special features of sport management.

Which aspects of the multi-dimensional performance management model for sport would be most appropriate to:

• A professional club
• A national sport organisation
• A community sport club

Please explain your reasons for which aspects are appropriate to the three types of organisations above.