Australasian Leisure Management Issue 140 2020

www.ausleisure.com.au

ISSUE 140

FACILITIES

The Gold Coast’s Comm Games Legacy Sustainable and Successful Projects

Print Post Approved PP100022562

SPORT

The AFL’s Restructuring New Approaches to Sponsorship

PLUS

Introducing IAKS Sustainable Loans Navigating Teams through Change 100 Years of Pilates

VENUES

The Road Back to Live Events PBM Safety

AQUATICS

Carlile Swimming’s COVID Challenge Revitalising Blayney’s CentrePoint

contents

Issue 140

16

30

52

36

44

26

features 16

Staying in the Swim Carlile Swimming’s Coronavirus challenge

20

Delivering for the Gold Coast Legacy venues beyond the 2018 Commonwealth Games

26

A New Ball Game Coronavirus forces a dramatic restructure at the AFL

30

A Century of Pilates Pilates 100-year journey to be a fitness phenomenon

36

The Road back to Live Events The Live Entertainment Industry Forum’s aims

COVER: As part of extra safety measures to combat the threat of Coronavirus, Fitness First has introduced enhanced hygiene protocols in its clubs.

Courtesy of Fitness First Australia.

regulars

40

Communuity clubs need to pivot when seeking sponsorship

44

55 People 60 Products www.ausleisure.com.au for all the latest industry news, products and events

Fresh Water Revitalising Blayney’s CentrePoint Sport and Leisure Centre

48

Designing a Successful Aquatic Leisure Centre Developing sustainable aquatic and recreation facilities

50

Navigating Teams through Change 10 lessons for Managers

6 From the Publisher 8 Two Months in Leisure

A New Approach to Sports Sponsorship

52

Event Safety in a Changing World A year of adaptation for PBM Safety

56

Introducing IAKS How the European-based IAKS is relevant to Australasia

58

4 Australasian Leisure Management Issue 140

Loans to Champion Sustainable Growth Helping facilities help the environment

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From the Publisher

Published by Australian Leisure Media Pty Ltd, 102 Taiyul Road, North Narrabeen, NSW 2101 (PO Box 478, Collaroy, NSW 2097) AUSTRALIA ABN 32 092 549 721

Tel: 02 9970 8322 Fax: 02 9970 8355 E-mail: leisure@ausleisure.com.au www.ausleisure.com.au Twitter: @AusLeisure Facebook: www.facebook.com/AusLeisure Editor Karen Sweaney Publisher Nigel Benton Design Australian Leisure Media Pty Ltd Contributors Mel Hearse and Gwen Luscombe

Advertising Inquiries Nigel Benton Tel: 02 9970 8322 Email: nigel@ausleisure.com.au Printed in Australia by Newstyle Printing Pty Ltd 41 Manchester Street, Mile End, SA 5031 Tel: 1300 773 438, www.newstyleprint.com.au The annual subscription cost is AUS $90 (inclusive of GST) in Australia, New Zealand and throughout the Rest of the World.

Members of AALARA, ALFA, ASPA, ASSA, EVANZ, ExerciseNZ, IAKS, the Sports and Play Industry Association and the VMA receive the magazine as a membership benefit.

The views contained in Australasian Leisure Management are not necessarily those of Australian Leisure Media Pty Ltd or the Editor. While every care is taken with advice given, Australian Leisure Media Pty Ltd and the Editor can take no responsibility for effects arising therefrom. Views expressed by contributors may be personal and are not necessarily the views of their employers or professional associations.

© Australasian Leisure Management, 2020.

ISSN 1446-1374

Official Publication

In Association with

Australasian Leisure Management is an Australian product, Australian owned and printed in Australia.

The Face of 2020 As the year of 2020 arrived just nine months ago nobody would have predicted how it would transpire.

In these pages, I wrote of how the industry was well placed to improve public wellbeing, blissfully unaware that Coronavirus was beginning to take hold in China and that it would shortly thereafter spread around the world impacting every aspect of working and public life, creating the ‘new normal’ of life.

The cover photograph of this issue, an example of the cleaning regime in Fitness First Australia’s clubs, rather sums how the world, and this industry, has changed.

In 2019, someone in a mask on our cover would have been unimaginable ... in 2020, it is the face of the year.

Welcoming new readers This issue sees us welcome members of Australian Sports Professionals Association (ASPA), IAKS – the International Association for Sports and Leisure Facilities and Leisure Industry Association of Western Australia (Aquatics) Inc [LIWA Aquatics] as readers of the magazine, with our having entered into a partnership that will see organisation’s members receive the magazine. (In the case of IAKS, this is for the Association’s Australasian readers).

Formed in 2019, ASPA brings together like-minded individuals with professional careers and backgrounds in sport across Australia.

IAKS is profiled on page 56.

LIWA Aquatics has been providing support, professional development and networking opportunities to the aquatic recreation industry of Western Australia since 1969.

The not-for-profit organisation has previously published the Aquatic Recreation Australia Journal, but, amid current challenges and changing technology LIWA will now produce a monthly eNewsletter for its members and provide articles and media content to Australasian Leisure Management to publish.

As LIWA Aquatics Executive Officer, Steve Good explains “while the previous Aquatic Recreation Australia Journal has served the aquatics industry well, recent surveys to our members found that a change of how industry news was to be delivered was favoured. To ensure LIWA was able to provide an option to suit most members we are pleased to partner with Australasian Leisure Management so that both a hard print industry magazine and ongoing monthly eNews are going out to all LIWA members on a regular basis.”

Covering the aquatic industry - from major metropolitan facilities to small, seasonal pools in the regions - has always been a significant focus for Australasian Leisure Management.

These new organisations will join the Australian Amusement, Leisure and Recreation Association (AALARA); the Australian Leisure Facilities Association (ALFA); the Australian Swim Schools Association (ASSA); the Entertainment Venues Association of New Zealand (EVANZ); the Exercise Association of New Zealand (ExerciseNZ); Sports and Play Industry Association (SAPIA) and the Venue Management Association [Asia and Pacific] (VMA) in having their members receive the magazine.

The new Asian Leisure Business website With the world becoming more inter-connected, readers will have noticed this publication including an increasing amount of Asian-oriented news.

With use of the website by professionals in Asia growing, the resources of Australasian Leisure Management have been used to power the pages of a new website - Asian Leisure Business.

Aimed at professionals and decision makers from Saudi to Sapporo, Bali to Beijing, www.asianleisure.biz is the first website delivering news specific to the leisure industry in Asia.

It also includes a free to use recruitment page for job vacancy listings.

Nigel Benton, Publisher

Two Months in Leisure Some of the industry headlines over recent months. Daily industry news can be read at www.ausleisure.com.au

Village Roadshow moves toward acquisition by private equity firm

Mass participation sporting events call for $48 million stimulus funding from Federal Government With the sector struggling to stay afloat due to the ongoing impact of the COVID-19 pandemic, Australia’s mass participation sporting event industry is seeking Federal Government support in the form of a $48 million stimulus package.

Describing the sector as being “in crisis”, the Australian Mass Participation Sporting Event Alliance (AMPSEA) is seeking the Federal Government support for the benefits that a strong sporting event industry delivers through local jobs, improved community health and the delivery of critical cash flow for regional economies.

Highlighting the sector’s value, AMPSEA Chair Chris Heverin, Managing Director of Spartan Australia and New Zealand, stated “the mass participation sporting event industry punches well above its weight, contributing $1.1 billion to the economy each year and employs more than 11,000 people.

“The 21,000 events held each year deliver health benefits for participants, provide critical cash flows for local economies and raises $70 million each year for charity.”

Swimming Australia highlights role swimming can play in nation’s Coronavirus recovery Swimming Australia has released the findings of a community impact study which shows that swimming has a total economic and community impact of over $3.7 billion per annum for the nation, contributing a community health impact of $135 million per year and a $4.35 billion lifetime health contribution.

The independent national study, funded with the support of Sport Australia, was completed by management consultants Sport Business Partners and Street Ryan, set out to better understand the broader community benefits of competitive and social swimming - across each of economic, social and health impacts.

8 Australasian Leisure Management Issue 140

In a deal valuing the company at $758 million, Village Roadshow has agreed to a takeover deal by private equity firm BGH Capital with shareholders being offered up to $2.45 for their shares.

This price relies on the reopening of Queensland’s borders (while currently operating the group’s theme parks are only open to Queenslanders) and when Village Roadshow can reopen its cinemas.

The deal will only go ahead if shareholders approve the acquisition at a meeting set for November. If the deal is approved, the BGH transaction will be completed shortly after.

Village Roadshow, along with Ardent Leisure, have each secured $70 million from a financial assistance package for Gold Coast theme parks announced by the Queensland Government.

Bushfires and Coronavirus impact Australian tourism with no imminent respite Bushfires and continuing COVID-19 restrictions have devastated the Australian tourism industry, particularly in regional areas, with the Australian Tourism Export Council (ATEC) warning that domestic tourism may not fill the void left by foreign visitors.

With new data released by the Australian Bureau of Statistics today showing that the number of jobs in the tourism sector fell by 3% in the year to March, the largest fall in 16 years, (ATEC) has warned that without assistance and borders reopening some operators are facing closure.

With the fall in jobs seemingly driven by the bushfires, which burned almost 16 million hectares of land in Queensland, NSW, Victoria, Western Australia, South Australia, Tasmania and the ACT, ABS spokeswoman Amanda Clark explained “tourism activities tend to be labour intensive and this data shows the impact of the bushfires and the early stages of COVID-19 on the tourism industry.”

NSW Government plans merger of Sydney’s parks agencies Management of some of greater Sydney’s best known areas of parks and open spaces including the Royal Botanic Gardens, Centennial Parklands and Parramatta Park are to be merged into a single management body by the NSW Government.

Having revealed a new ‘super agency’ to manage the state’s sport and entertainment venues, the NSW Government has said it will combine Centennial Park and Moore Park, Parramatta Park and Western Sydney Parklands Trusts into a new agency.

Latest AusPlay data shows further increase in adult participation in sport and physical activity More than 82% of adult Australians participated in sport and physical activity at least once a week in 2019 according to the latest AusPlay figures from Sport Australia.

Released by Sport Australia on 30th April with no accompanying statement, the figures show an ongoing rise in sport and physical activity with 63.6% of Australians reporting they are active at least three times a week - compared with 63% in 2018 and 47.7% in 2019 - and 90.4% of Australians reporting they exercise ‘at least once per year’.

While reporting on Australians participating in sport and physical activity at least once a year would appear to be of little value, the figures also show that female activity declined in 2019, with 65.4% reporting that they were active at least three times a week, compared with 66.1% in both 2017 and 2018.

Image: Wanaka’s Rhythm and Alps Festival.

Woodford Folk Festival founder Bill Hauritz says event will survive Countering reports that the annual event may never be held again, Woodford Folk Festival Director Bill Hauritz has advised that the popular art and music festival will survive the Coronavirus pandemic and the shutdown of the live events industry.

While commenting that the impact of the Coronavirus pandemic has been “life-changing”, Hauritz says that the Festival - Australia’s largest music and culture festival - will continue even though it will not be held this year.

Fitness First introduces attendee temperature checks at NSW clubs EVANZ calls for greater consideration of mass gathering restrictions Without ways being found to keep them open, the Entertainment Venues Association of New Zealand (EVANZ) has expressed its fears that damage of ongoing mass gathering restrictions and changing of Levels in New Zealand’s COVID-19 response will impact the country’s venues long into the future, with some likely to be forced to close.

EVANZ Board Member and Trusts Arena Chief Executive, Mark Gosling advised “while we agree with a COVID-19 Elimination Strategy - examples of what other countries are doing would be worse for the sector - we cannot support endless changing of gathering number restrictions.

“We don’t agree that larger events can’t go ahead safely under Level 2. We don’t believe social distancing rules should be the new normal in theatres, venues and at events. We don’t want our future to be empty rugby stadia and online performance. So we have to find other ways of keeping events running and our venues open.”

Fitness First has introduced temperature checks for members as they enter their clubs in NSW. Having been forced to temporarily close some of its Sydney clubs during August after their use by members infected with COVID-19, Fitness First’s move follows similar action by other gyms across Australia.

Commenting on the extra safety measures enhancing the chain’s existing safety and hygiene protocols, David Aitchison, General Manager at Fitness First Australia, advised “a fever is one of the first recognisable symptoms of COVID-19 so if a reading comes back with an elevated temperature, we will ask that person to leave our facilities and seek medical attention.

“While the measure is currently not compulsory, we strongly encourage all people visiting Fitness First clubs to comply to help keep our community safe.”

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Australasian Leisure Management Issue 140 9

Jobs in the arts and hospitality could take five years to recover to pre-Coronavirus levels

Western Australian Government backs the arts, sport and tourism Looking to stimulate the local economy in the wake of the Coronavirus pandemic, the Western Australian Government has announced a three-year WA Recovery Plan that includes significant funds for the arts, sport and tourism.

In the arts, a $76 million funding package includes a $30 million upgrade of the Perth Concert Hall, a $15 million program of upgrades to His Majesty’s Theatre and a $15 million ‘Getting the Show back on the Road’ shared risk package to support the reactivation of live performances and touring activities.

In sport, $300 million will be invested in elite and community infrastructure backing a range of projects resulting in benefits to jobs, local businesses and contractors.

Projects will include the remodelling of Perth’s WACA as a 10,000-capacity boutique venue, with the WA Government matching an earlier Federal Government commitment to the redevelopment. $150 million will also be spent upgrading infrastructure at tourism destinations including Rottnest Island, Perth Zoo, Kings Park and Karijini National Park in the Pilbara region.

Image: The concept for the WACA’s remodelling as 10,000-capacity boutique venue.

Royal Life Saving publishes new National Swimming and Water Safety Framework for learn to swim programs Royal Life Saving Society - Australia has published the new National Swimming and Water Safety Framework, which sets out new benchmarks for children participating in swimming and water safety lessons.

With early reports showing that some parents may be reluctant to re-enrol their children in swimming lessons due to the COVID-19 Pandemic, Royal Life Saving is keen to highlight why swimming and water safety skills are essential for fun, fitness and safety, especially as summer approaches.

This Framework has been re-developed in partnership with experts from industry organisations, including AUSTSWIM, Swimming Australia and ASCTA.

Parks Australia Director James Findlay resigns after Kakadu traditional owners call for sacking Following calls from Kakadu Aboriginal traditional owners for him to be sacked, Dr James Findlay has resigned from his role Director of Parks Australia.

The resignation of Dr Findlay (pictured) comes after the board of management at Kakadu delivered a no-confidence vote against him in August and an Australian National Audit Office (ANAO) report from June last year advised that the Federal Government agency was not effectively managing some of the nation’s most precious land.

With his role including responsibility for managing Kakadu and Uluru-Kata Tjuta National Parks in a joint relationship with Indigenous representatives, Kakadu’s board of management delivered a unanimous no-confidence vote against the Park’s managers, in particular Dr Findlay, saying the relationship was “irretrievable”.

10 Australasian Leisure Management Issue 140

Employment in the arts and hospitality sectors - hard hit by the Coronavirus crisis - will take more than five years to recover to pre-pandemic levels according to a report from Deloitte Access Economics.

In a recently released report, economists painted a grim picture of the job losses wrought by the Coronavirus shutdown across the Australian economy.

While Deloitte estimates some whitecollar sectors have suffered job losses of less than 10% and will rebound to previous employment levels before the end of next year, it sees that between 50% and 60% of jobs have been lost in the accommodation, food, arts and recreation industries, and these will not recover before the end of 2025.

Image: FLG’s Greg Oliver

Fitness and Lifestyle Group advises of redundancies amid restructure Impacted by facility closures and restrictions during the Coronavirus crisis but also moving to consolidate its operations across its various brands, the Fitness and Lifestyle Group has announced redundancies among a number of its support staff.

The Group - which, since its creation in 2016, has brought together gym chains Fitness First Australia, Goodlife Health Clubs and Jetts Fitness, along with other brands including Zap Fitness, GO Health Clubs, Hypoxi and Emily Skye Inspire - is restructuring its support functions in its Australian and New Zealand operations.

Explaining the changes, FLG Chief Executive and Managing Director, Greg Oliver told Australasian Leisure Management “over the last few months, we have faced many difficult challenges as a result of the impact of COVID-19.

“We, like many other companies, have had to review our operating structures to ensure we had the most appropriate support structure to better serve our brands across Australia and New Zealand, and in doing so have adopted a consolidated model that we use in other regions that we operate in.”

IN BRIEF Sunshine Coast Council has unveiled its $1.69 million renovations at the Kawana Aquatic Centre (left) that has seen a host of improvements at the facility including new tiles and lane markings installed in the 50 metre pool at a cost of $870,000, while the pool filtration was replaced for $820,000.

As part of a new agreement, DXC Technology is to become NT Cricket’s inaugural Premier Partner and Naming Rights Partner of Marrara Cricket Ground, which sees the home of cricket in the Territory renamed as DXC Arena.

Victor Harbor Council in South Australia has purchased the Victa Cinema as a part of its plans for an Arts and Cultural Centre.

When only the best will do!

After almost two decades of seeking to redevelop its home ground at Brookvale Oval on Sydney’s Northern Beaches, NRL club the Manly Sea Eagles is poised to begin the building of a new Centre of Excellence and 3,000 seat covered grandstand at the northern end of the venue.

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The Victorian Government has advised of its commitment to fund the next step towards the establishment of a facility for elite women’s football - the Home of the Matildas - at Melbourne’s La Trobe University (left).

The Matildas will make us of the $150 million La Trobe Sports Park - part of a plan for a ‘university city of the future’.

Rockhampton Regional Council has opened its concept plans for a proposed high level, multi-purpose motorsport precinct for public consultation.

The NSW Government has reversed its decision to relocate Sydney’s Powerhouse museum from its Ultimo site to Parramatta.

Shoalhaven City Council has recently installed six new 22-metre high light towers at Berry Showground using energy efficient LED floodlights and a smart phone controller system; allowing sportsground users the ability to operate the lights via a phone-based system.

A serial conman who defrauded a dozen ticket buyers by pretending to sell them concert tickets online, has been sentenced to five-and-a-half years in prison by a Court in Brisbane.

The Queensland Government has announced that it is to provide $15 million to the project to reconfigure Brisbane’s Ballymore Stadium as a high-performance training venue, matching monies pledged last year by the Federal Government.

The ACT’s $36 million Stromlo Leisure Centre, managed by YMCA NSW (the Y) and featuring a 50-metre pool with moveable bulkhead, has opened to the public (left).

Christchurch City Council is moving forward with preparation work for the new Canterbury Multi-Use Arena, announcing that construction is ready to start early next year.

www.ausleisure.com.au for all the latest industry news

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Australasian Leisure Management Issue 140 11

Cockburn ARC named not-for-profit Fitness Business of the Year at 2020 Australian Fitness Awards The presentation of the fourth 2020 Australian Fitness Award has seen the Cockburn ARC (Aquatic and Recreation Centre) in Western Australia announced as the national winner of the not-for-profit Fitness Business of the Year award.

The City of Cockburn facility is considered a ‘next generation’ facility combining elite sport, education and community sport and recreation in one world-class facility, strategically designed to achieve their vision of “more people, more active, more often.”

2020 Perth Royal Show receives funding to go ahead The Perth Royal Show will go ahead this year from 26th September to 3rd October with the Western Australian Government having provided $2.1 million to the Royal Agricultural Society of Western Australia (RASWA) to support the Show.

The funding is a one-off support measure to assist the RASWA with recovery from the impacts of COVID-19 and includes a $450,000 grant from Lotterywest.

The event will be the only one of Australia’s Royal Shows to be held this year.

Australia Council research highlights the significance of arts and creativity for all Australians New research from the Australia Council - Creating Our Future: Results of the National Arts Participation Survey - shows growing numbers of Australians consider arts and creativity build social cohesion and support health, education and the future economy, critical areas as our nation recovers from the impact of COVID-19.

The research highlights that Australia is a creative nation: nearly every Australian - 98% of the population - engage with arts and culture. An increasing majority of Australians acknowledge the positive impacts of arts and creativity on our lives and our communities (84% up from 75% in 2016).

Creating Our Future: Results of the National Arts Participation Survey is the fourth report in a landmark series spanning over a decade that examines Australians’ attitudes towards and engagement with arts and culture.

Conducted immediately prior to the COVID-19 pandemic, the survey results also provide important information as the nation works toward recovery.

Western Australian Parks and Wildlife Service manager demoted over African hunting images A man appointed as acting District Manager for Western Australia’s Parks and Wildlife Service’s Esperance region, has been removed from his position by the state’s Department of Biodiversity, Conservation and Attractions following concerns over images that appear to show him trophy hunting wildlife in Africa.

Jewell Crossberg was demoted after a review of his role was ordered by the Department after concerns were raised by local citizens who sent images from his Facebook page, apparently of him trophy hunting wild animals, to the media.

12 Australasian Leisure Management Issue 140

2019 Golf Australia Participation Report released The 2019 Golf Australia Participation Report, compiled annually by Golf Business Advisory Services, has revealed a 0.05% increase, the first of its kind since 1998.

Golf Australia Chairman Andrew Newbold acknowledged the “fantastic result”, just one of several promising numbers in the report and adds “we continue to see a rise in social club membership, but we couldn’t be more pleased that clubs in Queensland (0.9% rise) and South Australia (0.8% rise) really helped drive us to a membership number we haven’t seen this century.”

Among other key positives, there has been a 33% surge in the number of 9-hole competition rounds through ‘Play 9’, a combined initiative of Golf Australia and the R&A. There was also a 2.7% increase in junior club membership, the first increase in junior membership for more than 10 years.

Viva Leisure acquires Plus Fitness’ master franchisor for $20 million Viva Leisure has acquired Australian Fitness Management, the master franchisor of Plus Fitness, for $20 million.

Viva Leisure’s acquisition sees it add 197 franchised locations across Australia, New Zealand and India to its operations for an upfront consideration of $18 million, with up to $2 million in additional payments to be made if key performance indicators are met.

The acquisition was struck on a multiple of 12 times Plus Fitness’ net profit after tax, including the deferred earn-out payment.

Plus Fitness’ franchised clubs - 190 in Australia, three in New Zealand, four in India - have approximately 175,000 combined members and revenues in excess of $100 million.

Fans at Auckland’s Mt Smart Stadium.

Auckland Council agrees merger of facilities and tourism and events CCOs

FILEX announces revamped event calendar for 2021 and beyond

Auckland Council has approved a recommended merger of its Regional Facilities Auckland (RFA) and Auckland Tourism, Events and Economic Development (ATEED) organisations.

The merger follows a report from an independent panel that reviewed the operations of all Council Controlled Organisations (CCOs) during 2020.

The Council report advised that the merged entity will undertake all the current functions and activities of RFA and ATEED, with RFA’s business units, venues, events and programming to operate as usual (taking into account Coronavirus and border restrictions).

The organisers of FILEX have announced a new format for the event that will see the southern hemisphere’s largest fitness convention transform into three separate education events, each tailored to meet specific market segments - trainers and instructors, fitness business owners, and for the first time, an exclusive event designed for the chief executives of Australasia’s major fitness industry businesses.

The re-imagining of FILEX’s annual event calendar, in conjunction with Fitness Australia, follows extensive consultation with fitness businesses, industry suppliers, trainers, instructors and key stakeholders.

Australia’s ski industry facing massive challenges through Coronavirus crisis

www.ausleisure.com.au for all the latest industry news

Contributing well over $2 billion annually to the national economy and one of the biggest employers in regional Australia, the ski industry is facing unprecedented challenges during the current Coronavirus crisis.

With Victorian resorts closed and those in NSW running on restricted numbers due to COVID-19, Australia’s snow industry is in crisis.

Snowsports Industries of Australia President, Edward Fortey advises “it desperately needs assistance.

“The retailers, ski hires, bars, restaurants, lodges and other businesses employ mainly seasonal and local workers. Few if any of them are qualifying for JobKeeper or other assistance (and) many businesses (now) have zero turnover.”

New study highlights that arts festivals are key for reviving South Australia’s post COVID -19 tourism A new University of South Australia (UniSA) study, prepared in conjunction with Arts SA and Adelaide Festival Centre, indicates South Australia’s festival sector has a key role to play in reviving the State’s tourism post the COVID -19 pandemic, and should receive greater promotion and support.

The report also underlines the need for a total reboot of how the arts scene is represented in South Australian tourism promotion, aimed at improving the future sustainability of both sectors.

South Australia has long been synonymous with world class arts festivals but, like festivals the world over, the future of many events in the State has been made challenging by the COVID-19 pandemic.

Australasian Leisure Management Issue 140 13

Sentosa Golf Club first to sign up to United Nations Sports for Climate Action Initiative Singapore’s Sentosa Golf Club has made history by becoming the world’s first golf club to join the United Nation’s Sports for Climate Action Initiative.

The prestigious golf venue, set on the popular Sentosa Island, is already highly regarded for its approach to environmental sustainability, and takes this significant step following its collaboration with international sustainable golf non-profit, GEO Foundation.

The UN’s Sports for Climate Action Initiative aims to support and guide sports organisations and their communities on a path to achieving the global climate goals set out by world leaders in the Paris Agreement on climate change of 2015.

Recreation Aotearoa calls for MP engagement in advance of General Election With New Zealand moving toward a General Election, Recreation Aotearoa is calling on its members to engage with their local MPs to advocate on behalf of the industry and the investment and legislative backing it needs to continue delivering community, economic, social and well benefits to the country.

Recreation Aotearoa advises “just as the recreation Industry starts to get to grips with a new COVID-19 world, we look up and see that a General Election is on the horizon and approaching fast.”

In 2017, in the months leading up to the election, Recreation Aotearoa wrote to each political party to ask a series of questions relating to outdoor recreation and outdoor education, publishing and promulgated their answers several weeks before polling day.

Reed Exhibitions Australia announces discontinuation of The Fitness Shows in Melbourne and Sydney With its global events and exhibition business dramatically impacted by COVID-19 restrictions, Reed Exhibitions Australia has announced that it is to discontinue The Fitness Shows that it runs in Sydney and Melbourne.

Reed Exhibitions, cancelled its flagship Reed Gift Fairs Melbourne event and has reported a drop in global revenue of more than 70% in the first half of 2020 compared to the same period in 2019.

Making drastic cuts to staff and events, Reed Exhibitions Australia Managing Director, Brian Thomas advised “(we have) been undergoing a thorough and extensive review of our entire events portfolio in order to reshape our company to maintain a strong and progressive business for the future.”

UFC’s Abu Dhabi Fight Nights ‘absolutely a win’ The UFC’s inaugural Fight Island events in Abu Dhabi have been “one of the most important moments in the promotion’s history” according to UFC Senior Vice President David Shaw.

Following four events across a twoweek period at Yas Island’s Flash Forum, Shaw described the concept as “absolutely a win”, noting “when we look back at the Fight Island experience after five or 10 years, we are going to say this was one of the most important moments in the UFC’s history.

“In my view this is one of the most progressive and ambitious endeavours we have ever undertaken. This will have a long-lasting impact not only for our brand, but for the sport. This is a pretty important catalyst that’s going to help propel mixed martial arts in the region for many years to come.

Ardent Leisure pleads guilty over 2016 Dreamworld ride deaths

Les Mills plans to kickstart fitness industry’s COVID-19 recovery with new campaign Les Mills has unveiled plans to kickstart the fitness industry’s COVID-19 recovery with the largest ever global fitness event, World United a new campaign to help clubs reactivate paused members and attract new ones.

Expected to be the largest ever global fitness event, World United will see the synchronised launch of live and online fitness celebrations involving tens of thousands of fitness facilities and trainers worldwide kicking off from 19th September onwards.

The milestone activation will see clubs across the globe open their doors (or livestream where necessary) to members and prospects for a thrilling day of fitness festivities. This will include the exclusive release of new United-themed Les Mills workouts, filmed during lockdown by 374 of the world’s top Instructors across 48 different countries.

14 Australasian Leisure Management Issue 140

Ardent Leisure, owners of Gold Coast theme park Dreamworld, have pleaded guilty to three charges relating to the deaths of four people in 2016.

Charged with three counts of Failure to Comply with Health and Safety Duty, Category 2, under the Queensland Health and Safety Act in relation to the fatalities, Ardent Leisure admitted to failing to comply with its health and safety duty, exposing individuals to a risk of serious injury or death.

The Coronial inquest into the four deaths made findings of a series of failures at the theme park, including safety and maintenance systems that the Coroner described as “rudimentary at best” and “frighteningly unsophisticated”.

Live Performance Australia releases comprehensive COVID-Safe guidelines To help the live performance industry prepare in reopening venues and resuming productions, Live Performance Australia (LPA) has released a comprehensive set of COVID Safe guidelines that cover auditions, rehearsals and performances, as well as touring of live performances.

The Performing Arts Connections (PAC) Australia guidelines for COVID-Safe Theatres, originally issued in June, have also been revised and updated.

Tailored guidelines for events of scale, such as large concerts and music festivals, are being developed through the Live Entertainment Industry Forum (LEIF).

Intelligence shows importance of facilities re-engaging with members Tracking day-to-day recovery trends across the Australian and New Zealand aquatic, fitness and recreation sectors, the ActiveXchange Data Team has identified the importance of facilities re-engaging with members as they reopen in the wake of Coronavirus closures.

Powered by ActiveXchange and SportsEye and assessing the latest COVID-19 impact and recovery industry intelligence, it has been found that with Australia beset by ongoing infection concerns, member re-engagement rates across New Zealand facilities are 25% above Australian levels.

Crucially, the study found that spikes in membership cancellations continues for over two months after reopening if facilities fail to properly re-engage past members.

New recognition levels for Western Australia’s Waterwise Aquatic Centre Program Waterwise aquatic centres across Western Australia will have the opportunity to achieve a new level of recognition under changes to the state Water Corporation’s Waterwise Aquatic Centre Program.

From next year, the program will introduce Gold and Platinum status for centres demonstrating excellence in water efficiency practices.

Centres that have participated for five years or more will also receive special recognition for their sustained commitment to water conservation.

The latest endorsed Waterwise Aquatic Centres include four regional centres - Geraldton Aquarena (pictured above), Perenjori Swimming Pool, Bruce Rock Aquatic Centre and Esperance’s Bay of Isles Leisure Centre, along with Wanneroo Aquamotion.

Without JobKeeper 60% of Australian fitness businesses will close in less than a month A report from Fitness Australia has revealed that, without the Federal Governments JobKeeper payments or other financial support, 60% of businesses in the exercise industry “would last less than a month”.

Fitness Australia’s Impact of Extending the JobKeeper Payment for the Fitness Industry Report highlights the critical role JobKeeper has played in supporting an industry that’s designed to support Australians.

Worryingly, without JobKeeper the report found more than 60% of businesses, sole traders and individuals reported they would remain viable for less than a month; and 86.8% for less than three months.

The peak body has also countered what it refers to as “misinformation, uninformed sources and negative commentary” that it feels is portraying health and fitness facilities as ‘hotspots’ for COVID-19.

Gathering data from a random sample of NSW fitness facility operators to prove gyms are safe, Fitness Australia found that in the two months after gyms reopened from the state’s Coronavirus lockdown, there were more than 6.26 million checkins across 423 NSW gyms - with no recorded transmission.

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Australasian Leisure Management Issue 140 15

Staying in the Swim Jon Harker explains how Carlile Swimming has faced up to the challenge of post COVID-19 operations

I

magine running nine swimming centres, with 500 staff, providing 20,000 lessons a week, in a COVID-19 climate.

How do you adhere to the ‘new normal’ in an ever-changing pandemic?

Add the challenge that to be safe, small children need to be supported in water, making social distancing impossible.

And then there is the need to help customers feel comfortable with so many unanswered questions about the virus itself.

Explaining that these have been just some of the challenges faced by one of Australia’s best known swim schools, Carlile Swimming Director and former Australian Champion, Richard Cahalan

16 Australasian Leisure Management Issue 140

states “of course, it’s challenging, it is for all swim schools. Our starting point was how do we keep doing what we’ve always done, and that’s keeping everyone safe.

“Because at its heart, that’s what learning to swim is all about. Firstly, being safe around water and then learning to love it. You throw COVID-19 into the mix and yes, it makes things much harder.

“Not only do you have to put the right systems in place, you have to communicate those steps in a way that makes sense to the families that trust us to care for their children.”

Carlile Swimming uses state of the art technology to help maintain water quality and there is no evidence of the virus being transferred through properly treated water. Outside of the pools, staff are regularly sanitising surfaces throughout the day and the facilities are then given a deeper clean by contract professionals each night.

Those are steps you would naturally expect, but many more were needed. These included doing an audit of all spaces to determine exactly how many people could be in each section of their nine facilities and how many would be allowed in the pools themselves.

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When aquatic facilities were allowed to reopen in NSW, some of the NSW Government’s advice regarding what was safe remained fluid. To ensure they were ready, Carlile Swimming delayed their re-opening until 20th July.

Cahalan advises “there were a few reasons for that decision.

This pandemic is not something anyone has ever experienced before and the advice from NSW Health was constantly evolving. We wanted to be sure we were taking the right steps.

20th July also lined up with the return to school and we thought that routine would make things easier for our customers.

“Naturally, we knew not everyone would return. For all swim schools, winter is less busy and then the Pandemic was always going to keep some people at home.”

Noting that managing social distancing was perhaps the toughest challenge, Cahalan notes “balancing COVID, and social distancing, in an industry where children need to be physically supported to stay safe, is tough. But we are in an environment in which they could otherwise drown.”

With Carlile Swimming teaching babies from as young as three months, Cahalan comments “in those classes, which generally go through until two and a half years of age, we have a parent in the water with their children.

“We need to space things out a little further and we made some changes to our routines, but the children are in the same ‘bubble’ with their parent, so that helps.”

Adapting has been an ongoing challenge. Spanning across the Sydney metropolitan area, Carlile Swimming’s nine centres have all introduced measures to stay COVID safe. Innovation has been the key.

Cahalan adds “the transition has been incredibly challenging, but our highest priority has always been keeping our customers, children, and staff safe.

“We just want to keep doing the best we can.”

The biggest innovation was the introduction of a new customer management system from iClass Pro which Carlile’s Swimming’s Head of Operations, Scott Wilson, says has been a game-changer.

Wilson advises “it’s a great system. It has allowed us to introduce contactless checkin, which in this environment is so important.”

18 Australasian Leisure Management Issue 140

With children, prior to COVID, checked-in to lessons with handheld tokens, Wilson says iClass pro also allowed Carlile, to introduce a COVID-19 make-up system.

Wilson comments “as you’d expect, it is important for us to encourage anyone who is unwell or has any symptom not to come to the pool. So, we decided to provide make-up classes at no extra charge. iClass Pro allows our families to manage the make-up process themselves. It’s so simple, they can see when lessons are available and book themselves a time that suits.” iClass Pro also assists in limiting face-to-face interactions between staff and parents, as parents can access feedback on their child’s progress through the system.

Operations staff have been trained on the procedures should a COVID outbreak occur, including contact tracing methods and following government guidelines. All Staff have completed the government’s COVID-19 Infection Control Training and staff who are feeling unwell won’t return to work until given the all clear.

With ample hygiene products supplied and regular cleaning of surfaces and pool equipment, Carlile Swimming’s COVID systems are hitting the mark.

According to Wilson, customer feedback has been overwhelmingly positive, explaining “the response we’ve had (in a recent survey) has been incredible. We feel really happy that the measures we’re taking are making our families feel safe, and that they feel we’ve really put in the effort to make this work.”

The survey found that 88% of Carlile customers rated their return to swimming as good, or very good and 92% believed Carlile’s communication regarding the pandemic was good or very good.

Wilson acknowledges “it was great confirmation that we are on the right track and that our customers understand why we have taken the steps we have.

“We’re so grateful to our families who support us and who, like us, are trying to stay safe and do the right thing.”

Wilson and the team at Carlile have regularly reviewed their approaches to keep in line with NSW Health guidelines.

Along with the contactless check-in system, screens at the customer service counter and other safety and hygiene approaches, limiting spectator numbers has been a major step.

He explains “learning to swim is a big step in a child’s life and people love coming along and watching, but we’ve had to limit spectator numbers to one carer per child. Hopefully, one day we will be back to normal, with grandparents and others coming along to watch, but for now that’s sadly a no go.”

With Carlile having also introduced COVID Marshalls, Wilson adds “our customers want us to ensure the rules are followed.

It helps everyone maintain confidence that we are looking after everyone who attends the pool each day.”

Asked about social distancing in the water, Wilson confirmed that Carlile is following NSW Health advice, noting “as with schools, children aren’t socially distancing in the water and staff will continue to provide hands on support.”

One area which has also evolved is the use of masks.

Health advice is that when wet, masks are ineffective and are therefore not used by teachers. Out of the water masks have been provided, but at the time of writing, their use was at the discretion of parents and staff.

Cahalan advises that Carlile will continue to monitor advice and be ready to react as necessary, concluding “if the direction from Government changes, then of course we’ll be following those instructions. The previous advice was that masks weren’t necessary. We’re seeing that change in Victoria and if that happens here, then we’ll follow that advice.”

Jon Harker is Director of strategy development consultancy Hark Attack Pty Ltd.

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Commonwealth Games legacy venues (from left): The Gold Coast Sports and Leisure Centre, the Carrara Indoor Sports Centre and Metricon Stadium

Delivering for the Gold Coast Gwen Luscombe outlines how Commonwealth Games legacy venues have fared since 2018 and how they are emerging better and stronger from the Coronavirus crisis

S

ince the closing ceremony of the 2018 Commonwealth Games on the Queensland Gold Coast, over a million people have passed through the City of Gold Coast’s aquatic, recreation and sports centres.

Keeping sport alive and having also hosted more than 100 major events, including business conferences and trade shows, the facilities’ full calendar of events has generated more than $46 million in flow-on economic benefits in the 2018/19 financial year.

Advising that the legacy of the Commonwealth Games has been a real economic win for the region, Brett Robinson, City of Gold Coast Executive Coordinator, Major Sporting Venues, explains “the venues have been very well received by the local community as well as local, national and international events post Commonwealth Games.

“Having the luxury of state-of-the-art versatile venues such as the Gold Coast Sports & Leisure Centre and Coomera Indoor Sports Centre (GCSLC), it attracts major events to the

facilities, not just sports but dynamic and new emerging events.

“In 2019, the GCSLC received over 900,000 patrons through the door, servicing the local community and a plethora of major event activities.”

Sport has always been an indicator of the Gold Coast as a thriving city. But, like all sporting venues across the country, the COVID-19 pandemic has put a halt on their events calendar.

As Robinson notes “Pre-COVID, our events calendar was heavily booked for the duration of 2020, however the majority of these have been either cancelled or postponed to a later date. We are currently going through a very much phased approach for reopening, in line with the Federal Government and Queensland Health.”

With restrictions easing in Queensland and borders now opening to some states, he says the re-emergence plan from lockdown had to be carefully considered for both domestic and international events.

Robinson advised “initially, we slowly brought back elite

Entrance to Coomera Indoor Sports Centre.

Gold Coast Aquatic Centre.

20 Australasian Leisure Management Issue 140

Gold Coast Sport and Leisure Centre

athletes to the venues who were in training for the Olympics.

This moved through to small group bookings and shoot arounds at GCSLC and now we are, in a very measured way, reintroducing community sport and smaller scale events.

We have got events coming into the venues in line with our COVID-19 Management Plan, with careful guidelines in place.

“As for international events, this is very much an unknown area for when this will return in line with opening up our international borders.

“We have received an increase in usage on our Elite Field, due to the Sports Precinct being positioned as a hub for the AFL, receiving an additional eight teams to the facility.”

Advising that forced venue closures allowed them an opportunity to improve the spaces, do some refurbishments and set the venues up for the future creation of a sporting and leisure precinct, Robinson goes on to say “we have used this time as an opportunity to implement renovations and maintenance procedures while the venues have been closed.

This is a continual effort in line with our strategic management plan, maintaining the venues to the highest level.”

Some of these venues went back in business quickly with the return of the 2020 Toyota AFL Premiership season and the transfer of 12 Victorian AFL teams to the Gold Coast. These teams have been hosted there for matches to continue safely at Metricon Stadium as well as at Brisbane’s Gabba.

In late June, an increased crowd capacity was also announced, allowing approximately 6,500 spectators (following health and temperature screenings) into the venue to attend the Gold Coast SUNS v Fremantle Dockers Round 4 AFL match.

Robinson notes “one of our key goals is to create the Gold Coast Sports Precinct, which is home to both Metricon Stadium and the Gold Coast Sport and Leisure Centre, as the leading sports precinct in Queensland, with plans to expand the capacity and functionality of the destination.”

22 Australasian Leisure Management Issue 140

It’s a smart move as Robinson says the Gold Coast has always been an attractive destination for not just sporting events but business events and trade exhibitions alike, commenting “I believe the one benefit the Gold Coast has is the year-round climate, with the ability to support the majority of sports throughout the year. Also, there is a vast amount of sporting facilities across the Gold Coast, providing a perfect destination to inspire sport and outdoor activities.”

In partnership with the Destination Gold Coast, much work is underway to continue to capture not just the sporting market but the meetings and conference market too.

In July, Destination Gold Coast kicked off a video campaign highlighting the hard work behind the scenes as the industry as a whole eagerly awaits the return of events to the state.

Destination Gold Coast’s then Chief Executive, Annaliese Battista said the campaign acknowledges the significant disruption as a result of the crisis while also highlighting the compelling appeal of the Gold Coast.

Battista, who has since left the organisation, explained “the Gold Coast is undoubtedly Australia’s favourite host, attracting over 193,000 delegates last year who injected $570 million into the economy.

“The city will be high on every delegate’s wish list, particularly after months of unprecedented restrictions.

“After a gruelling start to 2020, we know decision-makers will be dreaming about meeting in a destination offering wide open spaces, stunning beaches, a warm climate and natural beauty just a stone’s throw from world-class venues and attractions.

“Prior to the pandemic, Gold Coast’s business events market share recorded a five per cent increase in 2018/19, with one in every two Queensland events hosted on the Gold Coast.”

While there are still challenges ahead the future looks promising with a solid pipeline of both business and sporting events confirmed in future years.

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Metricon Stadium.

In collaboration with industry, Destination Gold Coast secured $123 million in conference business through to 2024, with further opportunities pending a decision.

Battista adds “we know the Gold Coast performs exceptionally well domestically, with approximately 80% of events being derived from key national associations and corporate groups.”

Late last year, Queensland Commonwealth Games Minister Kate Jones told the Gold Coast Bulletin “we made a decision to invest in the Commonwealth Games so we could deliver sporting and events infrastructure that would grow the Gold Coast’s tourism industry,” adding that these legacy venues were well-placed to continue boosting the region.

“What’s exciting is the best is yet to come - we’re seeing stronger bookings than ever for our Games venues which will have a great flow-on effect for local businesses.”

Sports Gold Coast Chairman Geoff Smith agrees the opportunity for these venues and for the city is immense,

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24 Australasian Leisure Management Issue 140

stating “with an expected population approaching a million by 2030 the Gold Coast must decide today what it wants to be as a metropolis in the future if it wants to maintain its unique lifestyle and standard of living.”

Adding that sport is a vital indicator of the health, unity, wellbeing and happiness of any city, Smith sees that it will take strong leadership, creativity and the ‘have a go’ attitude the region is known for, to ensure the destination is internationally renowned as a destination for sports and events.

He adds “the Gold Coast should have at least four boutique stadiums by 2030 capable of comfortably seating 5,000 to 8,000 people located at either Border or Goodwin Parks at Coolangatta, Robina, Southport and Coomera.

“The capacity of Metricon Stadium should increase in 10 years to cater for the growing crowds attracted by not only the Suns being one of the most successful teams in the AFL but to cater for the Gold Coast’s Big Bash cricket team and regular international cricket tests and tournaments.

“Dubai and Qatar have spent billions on infrastructure to achieve this whereas the Gold Coast and its magnificent natural resources and facilities could be much more successful with a fraction of the cost.”

Questioning cynics who doubt these aspirations, Smith looks back to the turn of the millennium to ask whether anyone at that time would have expected that within 20 years the Gold Coast would not only be home to two national teams and two worldclass stadiums but had also hosted a Commonwealth Games.

He concludes “our city has the resources, infrastructure and climate to be world renowned in sport now and does not have to wait 10 years. We need to step up and grab the opportunity with both hands as mentioned above through strong, smart leadership through accountable corporate structures.”

Freelance tourism, events and food writer, Gwen Luscombe is Director of the Ideas Library and a former Editor of Spice magazine.

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A new ball game The ongoing impact of Coronavirus has forced Australia’s dominant football code to undertake a dramatic restructuring. Nigel Benton reports

W

ith the impact of Coronavirus affecting sport at all levels, AFL, Australia’s dominant football code, is undertaking a restructure that will see around 20% of its workforce cut and key members of its senior management team made redundant.

Having temporarily stood down 80% of its workforce in March, when its 2020 season was halted due to COVID-19, the ongoing impact of the Coronavirus pandemic is expected to see revenues generated by the AFL and its clubs fall from a forecast $1.2 billion to $800 million this year.

Facing this expected $400 million loss of income, the restructure has focused on four areas of AFL business - AFL House In Melbourne, Marvel Stadium, AFL State Entities and AFL Industry Club Shared Services. Set to come into full effect on 1st November it will include the departure of senior staff from the AFL’s executive team, which is reducing in size from 11 to eight.

Among the senior staff departing are executive team members Ray Gunston, who will be retained as a consultant, and Darren Birch, head of digital media production arm AFL Media. Also leaving are Ken Wood, who oversaw the league’s salary cap, and Kevin Sheehan, who ran the AFL draft. Patrick Keane is leaving the executive team, but staying on in the Office of the Chief Executive.

The slimmed-down executive team will be composed of Steve Hocking, Travis Auld, Andrew Dillon, Tanya Hosch, Kylie Rogers, Sarah Fair, Walter Lee and Brian Walsh.

Rogers will continue to lead the AFL’s commercial activity, including corporate partnerships, membership, premium products, ticketing and events. She will also oversee marketing, digital media including the AFL’s website, Marvel Stadium operations, and the customer and fan experience.

Auld will lead the Marvel Stadium and Docklands Precinct redevelopment, AFL major projects, finance, clubs, broadcasting and fixtures.

With the code facing ongoing revenue challenges for 2021,

26 Australasian Leisure Management Issue 140

AFL Chief Executive Gillon McLachlan (pictured right) advised that the decision to reset the AFL business model had been taken to ensure it is able to respond to a changing and uncertain environment at a time where finances had been depleted and current and future industry revenue had been impacted.

McLachlan advised that the restructure will see the AFL focus on four key strategic objectives: 1. Re-build financial strength - with Auld to oversee this agenda including reducing industry debt levels and building future financial security. A new General Manager Finance will be appointed to bolster this focus.

2. Fan First - A newly formed department led by Rogers will have an enhanced focus on the AFL’s fans and audience keeping the game affordable and accessible, and in particular a focus on growth in northern markets where the AFL says “fans have embraced our game over the past several months”.

3. Investment in community football - continuing to grow the game at grass roots and supporting community clubs who need assistance after the devastating impact of the bushfires earlier this year and COVID. 4. Investment in technology - for fans to enjoy the game with broader content offering in different ways beyond just traditional game days. Technology will also drive key efficiency in how the AFL will operate under the new structure.

Other objectives in the restructure include “an enhanced focus on diversity and inclusion”, and the establishment of an expanded “Club Shared Services model that will lead to driving greater productivity, enhanced capability and efficiency across the industry.”

In addition to the Shared Services model, which the AFL

and clubs will work on over the next 24 months, there will be a revised model developed in 2021 for second tier competitions, along with NAB AFL and NAB AFLW pathways, to drive greater alignment from community football to the elite game.

Explaining the changes, McLachlan advised “for our industry and game to emerge stronger from this ongoing Covid-19 challenge and the increased uncertainty we face over coming years, we need to significantly change our business model for not only the AFL but the wider football community.

“We have very clear priorities that we need to focus on, and I am confident that we have made the right decisions around the structure needed to deliver on those key priorities.

“We know that everyone in football is hurting and there are hard decisions being made, but we simply cannot shift the burden to our members, supporters or the 1.7 million people who participate in our game, because every family is facing the impact of this pandemic.”

Women’s AFL Advising of continued investment in female AFL at all levels nationally, McLachlan commented “the reality is that we will lose talented, committed, passionate football people from our organisation and that is incredibly difficult, but this pandemic has forced every business, every family and every individual to take steps that no-one had planned.

“The necessity of operating differently during the pandemic, along with experiencing a reduction in revenue, has forced us to explore and understand what we can do differently and what we are capable of, and also what we need to continue to achieve to keep the industry strong. I am very grateful for all those who have worked tirelessly to ensure our successful return to play.

“We are also acutely aware that every household of football supporters and members has been impacted in some way, which might include their ability to pay to play or support their clubs. We won’t shift the cost burden to our supporters, so we have to look at how we can be more focused in what we do to build the game. As hard as that is, there is no alternative.

“The challenge is far from over and we will continue to be flexible in how we respond but it was important to take decisive action now to re-set our focus, our model of operating and our expectations.”

State Operations The restructure is also seeing changes and staff reductions in the AFL’s state operations that will see the integration of activities undertaken at AFL House and those of AFL’s state entities.

Here, McLachlan notes, this will deliver “a strong focus on nationally co-ordinated programs and local delivery with a clear mandate on continuing to invest in community football and grow participation in all states.”

In practice, this will see the abolition of chief executive roles in state offices NSW, Victoria, Queensland, Tasmania and Northern Territory, replaced by state-based ‘heads’ who will 28 Australasian Leisure Management Issue 140

report to General Manager - Game Development Sam Graham.

Introducing these new arrangements, McLachlan noted “community Football at all levels will always remain a priority. Each State and Territory has different challenges and areas of focus, but a national model of co-ordinated programs with localised delivery will help each market grow the game and provide the necessary support to our community leagues and clubs.

“We are also committed to the $18 million investment into Victorian regional community football that we signalled last year.

“We have built an outstanding team at the AFL. There will be great people who leave our organisation whose commitment and passion will leave a lasting legacy.

“The AFL and Club finances will continue to be significantly impacted beyond this season and we need to make sure we focus our energy and our resources on our new key priorities in order to re-build the industry’s financial strength and safeguard the game.”

The AFL is also preparing a reduced pay deal for players through a revised collective bargaining agreement with the AFL Players Association while clubs impacted by the code’s reduced income - Gold Coast, Fremantle, North Melbourne and Hawthorn – have confirmed they have dismissed several members of their staff in response to the $3.5 million reduction in the ‘soft cap’ in 2021.

The AFL’s action has been slammed by the United Services Union, with Sector Organiser, Troy Dunne commenting “it is shocking that Mr McLachlan thought it was appropriate to use a video call from his car to tell staff that hundreds of jobs will be gone in a matter of weeks and more than half of them will need to apply for positions in a new structure that hasn’t even been revealed yet.”

Nigel Benton is Publisher of Australasian Leisure Management.

Key appointments in the AFL’s new structure can be seen in People on page 55.

Restructuring sees integration of management at Melbourne’s Marvel Stadium Marvel Stadium has now formally integrated into the AFL structure. Kylie Rogers will be the AFL Executive General Manager in charge, with former stadium Chief Executive Michael Green leading as Head of Stadium Operations.

The Marvel Stadium and Docklands Precinct redevelopment will sit under Travis Auld with the dedicated precinct redevelopment team to be led by General Manager of Property Development Matthew Chun.

“Marvel Stadium is a fantastic asset for the AFL business, our end goal was to always fully integrate the stadium business into the AFL, which in turn will provide fans, at any event, the best possible experience.

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A century of

Pilates Karen Sweaney accounts for Pilates 100-year journey to be a global fitness phenomenon

I

t’s hard to ascribe a reason but the fitness industry isn’t big on anniversaries, maybe always looking forward to the ‘next big thing’ rather than drawing from its heritage.

In the past few years at Australasian Leisure Management

30 Australasian Leisure Management Issue 140

we’ve reported 24/7 chains Jetts reaching its 10th birthday, Genesis Fitness Clubs passing 20 years of operations and HF Industries over 40 years in the game (milestones that any group thought to share) but we are on the cusp of an industry phenomena that it is impossible to ignore - 100 years since the creation of Pilates.

2019 marked 100 years from when Joseph Pilates was released from a British internment camp where he developed a fitness method, which he fittingly called ‘contrology’, that has grown to become a multibillion-dollar industry.

From 1920 on, he then developed his series of rehabilitative exercises, spreading his fitness gospel outside of the camp’s walls. His method was designed to create total balance of the body and mind - a revelatory innovation in the decades before recreational exercise was a part of the average person’s doctor-recommended daily routine.

However, Pilates was a true believer in his own method, writing, in 1934 “all new ideas are revolutionary (and) when the theory responsible for them is proved through practical application, it requires only time for them to develop and to flourish.”

Born near the German city of Düsseldorf in 1880, Pilates was a sickly child whose health challenges motivated him to become strong. He trained to become a gymnast, which led to a career as a performer with a German circus troupe.

Touring England in 1914 when the First World War broke out, he was arrested and spent the duration of the hostilities in a British internment camp where his eponymous workout was born. To pass the time, Pilates would watch the island’s cats chase mice and birds, marvelling at their agility - a contrast to the physical and emotional state of his fellow internees.

He studied the cats’ movements and concluded that frequent stretching gave them their vim. Pilates then began devising exercises to stretch human muscles, and he’s rumoured to have tinkered with the camp’s hospital beds to build crude workout equipment.

Happy with the results in his own body, he taught the regimen to the camps’ prisoners - a captive audience. When the ‘Spanish Flu’ influenza pandemic (which killed 50 million people globally) reached the British Isles in 1918 supposedly none of Pilates’ trainees got sick.

As a learning applicable to the current Coronavirus pandemic, according to the legend, Pilates’ trainees from 100 years ago were in better shape at the end of the war than when it began.

Laying the foundations of a global fitness phenomenon In 1926, Pilates left Germany for the USA and met his wife, Clara, on a ship crossing the Atlantic. Together, they would help launch a multibillion-dollar industry.

First, the couple settled into a space on the second floor of a building in New York, right next to where the city’s ballet companies rehearsed. The space doubled as an apartment and a gym, which he began to fill with his homegrown fitness apparatus - early models of today’s Reformer models. He soon began working with dance luminaries George Balanchine and Martha Graham, who sent their ballerinas to him to rehabilitate from, and eventually prevent, injury. Then came the Hollywood celebrities, including Katharine Hepburn and Laurence Olivier.

Throughout the next few decades, Pilates gradually attracted everyday people with the means to pay US$5 for a session. He would roam the gym wearing tight swimming trunks, homemade espadrilles, and often little else, showing off his impressive physique, according to Lolita San Miguel, one of only three living disciples to have been trained by Pilates himself - and who, in

Joseph Pilates developing his ‘Contrology’ technique (and previous page)

her 80s, still teaches. He was tempestuous, occasionally telling clients to “get out” if they frustrated him.

He had a glass eye, some say due to a boxing accident, which along with his mane of white hair, could make him appear cartoonish. He drank more than a litre of alcohol and smoked 15 cigars daily.

Pilates was a vociferous critic of the American lifestyle - the way Americans sat at desks, moved, even their love for sports like baseball, which he believed threw the body out of balance!”

He told Sports Illustrated in 1962 “Americans! They want to go 600 miles an hour and they don’t know how to walk.

“Look at them in the street. Bent over, coughing! You men with grey faces! Why can’t they look like animals? Look at a cat. Look at any animal! The only animal that doesn’t hold its stomach in is the pig.”

Pilates believed he could fix Americans with his method by aligning body and mind in perfect harmony, adding “by exercising your stomach muscles you wring out the body, you don’t catch colds, you don’t get cancer, you don’t get hernias.”

When Pilates died in 1967, the 86-year-old had trained just a handful of protégés, who continued his method in a handful of small studios across the USA, mostly followed by dancers who relied on it to stay limber and strong.

With the support of his protégés and dedicated clients who invested in the studio - including Romana Kryzanowska, Eve Gentry, Kathy Grant, Ron Fletcher, Bruce King, Lolita San Miguel, Mary Bowen and Jay Grimes - Pilates’ New York studio remained open, with his devotees ensuring that the power and efficacy of the Pilates method was kept alive.

However, its market remained small with Ken Endelman, founder and Chief Executive of California, USA-based Balanced Body, Inc., recalling that when he started the company in 1976, there were maybe 10 Pilates studios worldwide, mostly cantered around New York and Los Angeles.

Endelman first brought Pilates to the west coast of the USA in 1972 while Eve Gentry brought Pilates to New Mexico in 1968.

At that time former dancer Ron Fletcher’s interpretation of the method combined with his showmanship and keen knack for public relations attracted Hollywood stars like Barbara Streisand, Ali McGraw and the media attention that came with it.

As a result, by the mid-1980s, Pilates was beginning to attract wider interest which in the second half of the eighties saw America – at that time moving on from aerobics and bodybuilding – take Pilates from its niche and into the mainstream.

Pilates: a trademark or generic term?

As Pilates grew in popularity, the ‘Pilates’ name was held in trademark by instructor Sean Gallagher and only people who went through a very specific program were ‘allowed’ to use it.

Others, irrespective of their level of training or quality of equipment, had to mitigate their title with disclaimers like ‘Pilates-based’ or ‘Pilates inspired’.

32 Australasian Leisure Management Issue 140

However, refusing to capitulate, a four-year legal battle between Gallagher and Ken Endelman of Balanced Body, Inc., led to a US Court decision that saw the name ‘Pilates’ declared as standing for an exercise method that could not be trademarked (exercise methods and surnames are not entitled to trademark protection in the United States).

In October 2000, US District Court Judge Miriam Cedarbaum ruled that then existing Pilates trademarks were invalid and directed the United States Patent and Trademark Office to cancel them with immediate effect.

This decision had significant repercussions for the entire Pilates community with positive and negative results.

Marguerite Ogle, a freelance writer and experienced natural wellness and life coach, who has been teaching Pilates for more than 35 years, last year wrote that the positive result of the Court decision was that those who do have legitimate training in the Pilates method are now free to call their work Pilates.

Ogle highlighted that “before the lawsuit, even those who had trained extensively with Joseph Pilates himself could not refer to their work as Pilates. In addition, many credible Pilates certification training programs are now able to legitimately state that they are teaching Pilates and graduating instructors certified to teach the Pilates method.”

However, she also indicated a downside, writing that “now that the Pilates name is free for anyone to use (and) many are. There has been a dramatic rise in the number of programs claiming to offer certification in the Pilates method in as little as a weekend of study.

“In turn, there are fitness instructors who, though they may be very talented in their field, take these short courses, get ‘certified’ and then claim to be Pilates instructors. Some may not even realise that the Pilates method is actually a very sophisticated science that requires a lot of study and experience as a student before they are qualified to teach.”

Pilates in Australia In Australia, Allan Menezes is generally acknowledged as introducing Pilates to the region.

A former competitive athlete, he turned to Pilates after suffering a debilitating back injury during a rugby game and having found that conventional methods of rehabilitation to be of no effect.

After migrating to Australia, Menezes opened Sydney’s first studio (the Body Control Pilates Studio) in 1986.

The studio’s first clients were members of Sydney Dance Company, the Australian Ballet and many ballet and other dance students and models as well as many business people around the studio’s central location in the city’s CBD. Having completed the world’s first Pilates Training program with the Institute for the Pilates Method in the USA, Menezes then began offering his own training courses in the early 1990s. This was followed by a requirement for Pilates studio equipment, which the Pilates Institute of Australasia (started by Menezes) supplied together with the training courses.

Ken Endelman, founder and Chief Executive of California, USA-based Balanced Body, Inc.

A popular manual, The Complete Guide to the Pilates Method, then followed in 1998, becoming a training manual for Pilates instructors worldwide. It also became one of the exercise prescription manuals for the Degree in Osteopathy at the University of Western Sydney.

Menezes, then focused on national training for the fitness industry in Pilates for the general population as a fitness program, as well as physiotherapists and other practitioners in Pilates for rehabilitation.

With the explosion in Pilates many courses, studios and ‘gym Pilates’ have sprung up around the country.

Reflecting on this and concerned by the quality of instruction, Menezes explains “many are getting injured by Pilates and yoga as there are many instructors who are jumping on the band wagon of popularity. It is imperative that the public request to see where their trainers received their qualification and how long it took them to achieve it.

“Pilates will continue to grow in popularity, especially for the baby boomers who are now showing sign of wear and tear with many having knee and hip replacements. Having a Pilates practitioner who understands the mechanics involved in working with these conditions, using a variety of Pilates and other equipment, will get them faster on the road to recovery.”

Tamara O’Reilly, owner of The Pilates Workshop in the NSW city of Wollongong, has completed four Pilates teacher training certifications in her time as a Pilates instructor.

With a wide range of Pilates teacher training courses available she sees the task of finding the most suitable program an arduous one.

Feeling that the type of Pilates instructor people want to be as key to choosing the appropriate course, she advises “you wouldn’t complete a weekend cookery course and expect to open a restaurant. Why do people think Pilates is any different?”

Balanced Body MOTR

So, why has Pilates grown so consistently and for so long?

The answer, according to Balanced Body’s Endelman “is that no other form of exercise provides so many benefits, so efficiently and for so long. There are no big companies forcing customers to accept Pilates.

“People have embraced Pilates simply because it works so well and it’s the people that have propelled Pilates from one studio in New York to millions of practitioners in almost every country worldwide”.

Chris Skinner from HF Industries backs up Endelman’s statement by adding that “in Australia we have taken Pilates in a class format to the masses as opposed to specific sectors and the masses like it.

“It works for all sectors across the board, regardless of Age, Sex or Physical condition.”

With Joseph Pilates having created a multibillion-dollar legacy, Menezes concludes “Pilates has come a long way in 100 years (and) my prediction is that it will still be around in another 100.”

Karen Sweaney is Editor of Australasian Leisure Management.

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t’s been almost six months since the lights went off for the live entertainment industry in Australia, but the shutdown caused

by COVID-19 sparked unprecedented collaboration between the country’s leading promoters, venues and industry bodies.

Their combined goal: to bring back live safely.

The Live Entertainment Industry Forum (LEIF), which represents the biggest promoters of live entertainment and sport, has a singular mission: to bring back fans safely and therefore bring back jobs to the industry, which has been decimated by the gathering restrictions put in place by governments to fight the pandemic.

Through a huge collaborative effort, LEIF has created a 163-page document detailing flexible COVIDSafe industry guidelines for re-opening live events safely. The document was

Geoff Jones

36 Australasian Leisure Management Issue 140

Roger Field

sent to industry and key stakeholders for feedback last month to ensure it is fit-for-purpose.

LEIF was started by Geoff Jones and Roger Field, the Chief Executives of TEG and Live Nation Australasia, in the early days of the pandemic. Jones and Field agreed that the large-scale live industry needed a united voice in dealing with governments and health authorities during COVID-19.

They invited the biggest players in the industry to join them in creating a new forum. LEIF’s founder members are the promoters Frontier Touring, Chugg Entertainment, AEG Presents, Michael Cassel Group and WME; major venues including the MCG, the SCG, Marvel Stadium, Melbourne Olympic Park, Adelaide Oval, ASM Global, Venues West, Stadiums Queensland and Venues Live; and the key member

Cast of the InternationalTouring Production of Pippin. Credit: Terry Shapiro

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bodies Live Performance Australia, Australian Festivals Association, and the Venue Management Association.

LEIF’s executive then appointed former Cricket Australia Chief Executive James Sutherland as convenor of the forum.

Sutherland’s contract runs till the end of September, when he will start his new role as Chief Executive of Golf Australia. He will assist LEIF with a transition to new leadership till the end of 2020.

Much has been achieved in the past six months.

Live entertainment and sport are the beating heart of Australian cultural life. They are crucial to our nation’s mental health and sense of community. So when the pandemic struck, it severely impacted our Australian way of life, as well as the livelihoods of many Australians.

The industry’s 175,000 employees have been affected dramatically in many cases. These are the hard-working people and businesses who help make the big events happen, from the concert promoters and superstars on stage to the students supporting their studies by selling pies at the footy or tickets at the door.

LEIF set about developing, refining and implementing COVIDSafe industry guidelines for venues and events; building a sustainable and deliverable roadmap to fully reopen the live entertainment sector; and doing everything possible to protect jobs in the live entertainment and events industry.

The guidelines provide minimum standards that can be tailored to the unique circumstances of each event and its host venue.

LEIF worked closely with Federal, State and Territory Governments and their health advisors, taking feedback to develop industry-wide protocols for re-opening live events in a COVID-safe manner. LEIF coordinated 50 industry experts across 10 separate working groups to stress test principles to support the return of fans to live events. The draft guidelines have been shared with the Australian Health Protection Principal Committee (AHPPC) and cover everything from cleaning and 38 Australasian Leisure Management Issue 140

sanitisation to crowd management, social distancing, health monitoring, contact tracing and integration with public transport systems.

In discussions with health authorities, LEIF has come to understand the critical importance of contact tracing. Unlike other venues where people are likely to gather – such as shopping centres – operator’s ticketing systems allow us valuable information about patrons and the ability to communicate with them before, during and after events.

LEIF believes the industry’s commitment to COVIDSafe practices will define how quickly the industry can see a return of different forms of entertainment and larger crowds.

LEIF also sees a unique opportunity to showcase Australia – already one of the most attractive touring markets in the world – as leading the world back into the live business, particularly if travel exemptions can be done safely for artists, including some of the great Australian talent currently residing overseas.

The unfortunate second wave in Victoria was a jarring reminder that the virus threat remains, and that circumstances can change quickly. It might be some time before things return to normal for the industry across the nation. In the meantime, LEIF is continuing to advocate on the industry’s behalf, delivering briefings to government bodies, speaking to policy makers and guaranteeing a seat at the table when discussing the important decisions that frame the current reality and shape the industry’s post-COVID-19 future.

The Prime Minister’s announcement of a $250 million JobMaker plan to restart Australia’s creative economy was welcomed by LEIF and the extension of the Federal Government’s JobKeeper scheme until March 2021, albeit at reduced rates, gave the industry a vital lifeline, saved many jobs and provided businesses with extra breathing space.

The Australian Government has also announced Federal support for the industry, including the $75 million RISE Fund to help reactivate the arts and entertainment sector following the impacts of COVID-19.

Sasha Allen as Leading Player and the cast of the international tour of Pippin - set to open at Sydney’s Lyric Theatre. Credit: Terry Shapiro.

There have also been some early successes with venues in some states reopening to crowds. A range of live sporting matches have been hosted in most states except Victoria and Tasmania – albeit with reduced capacity. The A-League grand final has been run and won, while the NRL and AFL plan for theirs in front of larger crowds. The return to live music concerts kicked off in Perth with WA Unlocked rated a success.

The developments are welcome but most events are not economically viable without large capacity crowds and lingering uncertainty continues about how long social distancing regulations will impact live events. The likelihood is that these restrictions will be with us for some time yet – probably well beyond the extended March 2021 cut-off for JobKeeper.

The good news is that LEIF is confident that the Federal, State and Territory governments understand the significant contribution the industry makes to the local, state and national economies, not only in the events space but also the huge indirect contribution to many other sectors such as, tourism, hospitality, technology, customer service and agriculture. It will continue to emphasise this with governments, as well as reiterate how great a role events, venues and staff have in the broader economic recovery from the pandemic.

The road back to live events is likely to have plenty of twists and turns.

What is clear is that people miss live events, they miss the social interaction, sense of community and the unforgettable immersive live experiences.

LEIF was formed for the fans who haven’t been able to see their favourite artist or footballer these past six months, and the hard-working people and business that make those memorable experiences possible.

It has quickly taken a leadership role, forming the closest of partnerships with government and health authorities. LEIF was founded with optimism at its core and will use every effort to see the safe return of fans to live events.

For more information on LEIF visit www.leif.net.au.

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A new approach to

Sport Sponsorship Terry Johnston believes that community sports clubs need to pivot when seeking sponsorship

T

he impact of Coronavirus has led to a number of recent reports suggesting that many community clubs are facing real financial challenges over the coming months and that ultimately many will succumb.

Sadly, COVID- 19 has challenged the typical revenue streams of memberships, sponsorships, hospitality and donations with a study linked to the Suncorp Team Girls initiative indicating that it threatens the engagement of levels of our youth when it comes to sport, reporting that “over a quarter of teen girls are at risk of not returning to team sport”.

So, what can clubs do to be proactive in the face of such adversity?

Looking at sponsorship, before COVID-19 many clubs had some semblance of sponsors and sponsorship revenue, although generally managed on the smell of an oily rag between cash and kind.

With clubs’ sponsorship often based on some basic benefits in exchange, it would be fair to say a lot of clubs’ sponsorship committees would say their sponsorship revenue base was made up of these type of relationships with no real expectation of return on investment by sponsors.

This I would argue is the sponsorship revenue clubs are 40 Australasian Leisure Management Issue 140

starting to see reduce as it is hard to justify. Of course, there will be exceptions due to the impact of COVID-19. But if the ask was generally an appeal for philanthropy then the result was generally that.

I do not wish to confuse philanthropy with sponsorship. If a club has people willing to donate, bequest, gift and have little expectation in return – that is great! But pitching and acquiring sponsors to create sustainable revenue is a completely different ball game. This is where the opportunity in this adversity exists for clubs. This is exactly where clubs need to pivot.

The landscape has forever changed when it comes to asking a small to medium enterprise to financially support a club, the time for a piecemeal approach is over – the approach now needs to be professional and considered – what can the club do to deliver on commercial, brand and community engagement objectives? Notwithstanding, there are some clubs that are more organised in this regard, but they too can still do better!

Community sporting organisations have an important role to play in ensuring children and adults are active and healthy and now more than ever it is even more critical. But these clubs and associations can also play a key role in rebooting the economy as they can deliver on business objectives of small and medium-sized enterprises (SMEs), but they need to change their approach and build capacity in this area.

Other tips Sports clubs have an engaged, passionate audience but often they could do better to allow sponsors to access this audience.

So consider the ways your club can help promote an SMEs’ product or service by creating a list or register of all your clubs possible sponsorship assets, get the key people in a room (or connected by video conference) and flesh this out and ideas will flow. Guaranteed.

But you need to think about how your club can deliver on their brand, commercial and community engagement objectives and you need to get more creative than signage and logos on apparel.

Sports clubs have plenty of volunteers, a history, and a story to tell – but they struggle to articulate it for sponsors. Put this into action by publishing content, telling a story and capturing it in your professional pitch material.

Sports clubs and associations know their organisation makes a positive impact on their respective communities and people’s lives - but they often cannot define it, this too needs to be told and captured in your selling tools. This type of content is what sponsors are looking for to deliver on community engagement or corporate/social responsibility objectives.

Community sport also needs to consider partnering with other organisations in the local health and social space in their local communities, creating strategic alliances with like-minded bodies will help your club’s conversion rate.

While clubs suspect (and are confident) that they can provide significant ‘reach’ for prospective sponsors, they are often not able to demonstrate this. As this is a key to sponsorship success, if clubs can demonstrate quantitatively that they have this reach then they can show sponsors the return on investment they will gain.

Clubs are generally confident that they have a good brand, reputation, and governance – but often fail to really showcase it in their pitch to sponsors. As these are key components in a club’s selling tools, a survey of a club’s member base to get rich data on what members think of the brand so it can be used in the pitch.

Overall while fewer, bigger and deeper relationships with sponsors makes sense, most clubs tend to have multiple lower value partners with high servicing costs. Therefore, I recommend clubs making the change in their sponsorship strategy to a smaller number of more valuable sponsorship partners. Of course, first look to engage with those who already subscribe to your club, and then take steps to grow their investment and

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Community sports clubs can leverage exclusivity in business categories, but often don’t consider that with their sponsor partners. A club should take a considered approach to categories it will not entertain sponsorship in as well as testing appetite for exclusivity of category.

Grassroots community sporting organisations have a challenge in front of them there is no doubting that. Many things will be out of their sphere of control but when it comes to growing commercial partnerships, they need to be what I call ‘Sponsorship Ready” before being able to pitch and secure genuine sponsorship revenue, but the opportunity is there.

Having sold millions of dollars of sponsorships working with international and domestic brands across grassroots, state and national sporting bodies, I have used my experience to develop the Sponsorship Ready methodology to provide a set of tools to enable clubs to monetise their rights to effectively realise results.

The Sponsorship Ready program distils successful sponsorship acquisition for clubs into three processes: 1.Creating a sponsorship asset register – capturing a trove of benefits clubs had unlikely considered 2.Developing a professional strategy, pitch and selling tools – containing all the right inputs for the current market 3.Planning a go to market strategy that will succeed – including training the people tasked with selling so they are set up to succeed.

Netball Australia partner Origin backs teams at all levels. Courtesy of Netball Victoria.

42 Australasian Leisure Management Issue 140

Explaining how the Sponsorship Ready program has helped his club, Ross Fisher, President of the Noosa Heads Surf Club, comments “Sponsorship Ready’s program has set the Noosa Heads Surf Life Saving Club up to succeed.

“The professional selling tools that have come from the process are professional and now in line with how we as a club wish to see our brand be portrayed in the market.

“The results have been impressive and we are genuine contenders in assisting brands connect with the community and moreover deliver commercial return for investment.

“Sponsorship is no longer a handout, we have a strategy now and would recommend the program to any club seeking to go to the next level in raising revenue so they can continue to play the vital role they do in communities.”

Terry Johnston is Director of Sponsorship Ready, a consultant with years of experience in sports marketing and a strong track record of success.

He can be contacted on 0419 757 896, E: info@sponsorshipready.com.au, www.sponsorshipready.com.au.

Community sporting clubs’ income hit by Coronavirus A new study by the Australian Sports Foundation (ASF) has found that the impact of Coronavirus could result in community sports clubs face up to $1.5 billion in losses this year as a result of the evaporation of sponsorship money and falling memberships.

The ASF’s survey shows that community sporting clubs around Australia have suffered an enormous financial toll from the Coronavirus pandemic, with local sponsorship and membership income plummeting since March, when most restrictions were first introduced.

Costs like the rental of facilities, wages for match officials and coaches, as well as insurance and grounds maintenance have continued despite a postponed 2020 season.

With many clubs eating into their savings, it’s estimated that if the shutdown continues, roughly 24,000 clubs will not survive the year.

In addition, a recently published report from the Council of Small Businesses of Australia (COSBOA) confirmed the vital role small to medium businesses play in backing community and local sporting teams across the country.

Canvassing 65 local football clubs and associations across Australia, COSBOA found that more than 90% were supported by a local small business and that many clubs were sponsored by multiple firms.

COSBOA identified butchers, bookkeeping businesses and barbershops as common sponsors for local sports clubs, while there are also plenty of franchised chains like McDonalds were on the list.

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Images of the CentrePoint Sport and Leisure Centre courtesy of Myrtha Pools. Lower image shows renovation work in progress.

Fresh Water David Bennison and Greg Clarke explain how Myrtha RenovAction was used to bring Blayney’s aquatic centre back to life

T

he small town of Blayney in NSW is a community built around local farming and mining, with a population just under 3,500. In the heart of town, just a couple of blocks from its historic railway station, members of the community have for years enjoyed all the benefits of the well-equipped CentrePoint Sport and Leisure Centre.

Originally built around 1970, the facility offers a gym, fitness classes and various sport and community activities with its major feature being one of the few indoor pools in the region home to the Blayney Dolphins Swim Club, as well as providing lessons, learn-to-swim programs, aquafitness classes, community swim time and family aquatic opportunities.

However, as the 2017 winter approached and with the facility nearing its 50th anniversary, problems with the ageing pool had escalated to become more than just normal maintenance issues. With the unfixable failure of the pool area’s air-handling system, along with various aspects of the facility no longer meeting current health standards, the town planned a major renovation of the aquatic facility.

While the pool and pool systems were certainly past their prime, the building itself was in good shape so, after considering many options, rather than choosing a tear-down and rebuild approach, the Council elected to initiate a redesign and renovation of the pool area.

To tackle the complex project, they formed a multidisciplinary team: Swimplex Aquatics; Studio Ga, Architects; Hines Construction; and SCP Consulting, Aquatic Engineers.

Together, these organisations worked in partnership with the CentrePoint facility and the town of Blayney to beautifully restore the complex.

44 Australasian Leisure Management Issue 140

Swimplex Aquatics The goal for the updated facility was to provide the Blayney area with a ‘flexible, fun and fabulous” community aquatics centre.

As an authority on swimming pools and water fun in Australia, Swimplex Aquatics - the Australian distributor and partner of Italy’s Myrtha Pools - was chosen to manage the aquatic aspects of the project.

A world leader in swimming pool technology and manufacturing, Myrtha Pools, which builds more than 1500 new pools a year around the world, has developed an incredibly flexible and efficient pool renovation technology called RenovAction® - which offered the perfect solution for the CentrePoint renewal project.

Myrtha’s RenovAction system is a customisable process that allows tremendous variation in pool size, shape and use.

Modular stainless-steel panels, waterproofed with a durable PVC laminated membrane, form the walls of the pool, providing unmatched durability and easy maintenance.

RenovAction technology has brought game-changing advantages over concrete and other solutions. The modular panels (and all components) are easily carried in through any door, minimising disassembly and demolition, while saving time and expense. Myrtha’s high-chromium stainless-steel alloy, is both strong and resistant to chemicals and corrosion, ensuring a long life for all RenovAction projects. In addition, when compared to a typical poured concrete pool, RenovAction uses a minimal amount of concrete, avoiding an extra labourintensive process and providing the community with the essential, low carbon footprint of Myrtha pool technology.

The Makeover The original aquatic layout at CentrePoint featured three swimming pools, including a 33 metre main tank. The new facility was redesigned to offer a better selection of aquatic options. The planners reconfigured the existing 33 metre pool area to a standard (and race-ready) 25 metre tank, along with an 8 metre learn-to-swim pool. They then designated the

PROUD PART OF HIGH-PERFORMANCE SWIMMING 145 WORLD RECORDS AND COUNTING IN MYRTHA POOLS. www.myrthapools.com Australasian Leisure Management Issue 140 45

remaining area as a fun, splash-and-slide play area for the centre’s younger visitors. To serve each pool’s needs, the new plan included third filtration and heating systems.

The CentrePoint renovation was a major upgrade in almost every way. The pools were brought up to current NSW Department of Health standards for water safety; and circulation, filtration, chemical and overflow systems were all raised to high 2020 standards. During the process, the planners made each pool deeper: the 25 metre tank’s depth increased by approximately 0.2 metres in the deep end, and 0.1 metres in the shallow end, making the facility suitable for more activities.

Additionally, both the 25 metre and learn-to-swim pools were built to offer accessible entry options, ensuring the facility is welcoming to more people who want to swim. The larger pool now has an elevator pool pod to lower a bather into the water, and the pool design includes recessed stairs to make getting in and out of the pool easier for swimmers that have difficulty with using a ladder. The smaller learn-to-swim pool, newly widened, now has space for an easy-entry ramp making access possible for pool users, regardless of ability.

As the only pool in town, timing was everything With closure of the CentrePoint pool for the renovation meaning that the 70-member Dolphins swim team and the

46 Australasian Leisure Management Issue 140

local community would not have a facility to use, a quick installation was critical. Prior to closing the facility, a meticulous design phase was undertaken to plan every aspect of the new centre. Myrtha Pools 3-D CAD modelling then formulated a plan for the facility, with Myrtha prefabricating the RenovAction technology components in Italy before shipping them to Blayney for installation. Only then was the pool shut down, so the renovation and installation could begin.

The head contractor for the project was a highly regarded Bathurst, NSW firm, Hines Construction. Under the expert management of the Hines sports-facility team, the facility had three beautiful new RenovAction pools with the necessary mechanical systems installed, finished and filled in short order - while Blayney residents stormed back for a swim.

A proud day for Blayney The transformation of the CentrePoint facility from faded and substandard to the bright, modern, multi-functional, community hub it has become, is everything town planners had hoped for when it first became clear the old facility needed a facelift.

Three new pools, built for sport, recreation, teaching, fitness and fun are now available to more people than before.

With the project completion coming a few months into the COVID-19 pandemic, the grand reopening of the facility came with new rules and safety measures, but even that could not diminish the enthusiasm of the community, so eager to be back in the swim of things.

Soon after the pool reopened in June 2020, the town named the YMCA NSW to manage and run the revived centre, with the Y being the perfect partner to ensure the citizens of Blayney get the full benefit of their three new Myrtha RenovAction pools.

David Bennison is Business Development Manager and Greg Clarke is National Technical Manager for Myrtha Pools.

They can be contacted on +61 448 166 882 (Australia) and +64 22 5494 348 (New Zealand), E: david.bennison@myrthapools.com and +61 419 855 058, E: Greg.clarke@myrthapools.com respectively.

For more information on Myrtha Pools RenovAction technology visit www.myrthapools.com

Dreamworld - Whitewater World, Gold Coast, QLD

North Star Holiday Resort, Hastings Point, NSW

Cockburn Aquatic & Recreation Centre, Cockburn Central, WA

The Big Banana Fun Park, Coffs Harbour, NSW

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BIG4 Gold Coast Holiday Park, Gold Coast, QLD

Oak Park Sports And Aquatic Precinct, Pascoe Vale, VIC

Dubbo Aquatic Centre, Dubbo, NSW

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Blackwater Aquatic Centre, Blackwater, QLD

Tattersalls Hobart Aquatic Centre, TAS

Splash Aqua Park and Leisure Centre, Craigieburn, VIC

DESIGN CONSTRUCT SPECIALISTS

Outback Splash, Bullsbrook, WA

ENQUIRIES PLEASE CALL 1300 796 759 OR E-MAIL sales@swimplex.com.au

Float Class at Gurri Wanyarra Wellbeing Centre, Bendigo

Group Fitness at Splash Aqua Park and Leisure Centre, Craigieburn

Fitness Equipment at Gurri Wanyarra Wellbeing Centre, Bendigo

Peninsula Aquatic Recreation Centre, Frankston

Developing and Designing Successful and Sustainable Aquatic Leisure Centres Michael King explores how successful and sustainable aquatic and recreation centres can be developed and designed

W

hy 20 years into the 21st Century do we still see recently designed and constructed multi-million dollar aquatic leisure centres that have significant non-functional operational spaces and not fit for purpose activity and service areas?

Certainly the client and its community did not set out to deliver such a facility at such a high capital cost and then have to see non functionality restrict use while also having to pay high ongoing operational deficits for the 40 to 50 years facility operational life.

I am also sure the facility design team did not also set out to achieve this result either so why is this still occurring?

Having worked on more than 300 feasibility studies and been involved with design and development of more than 100 aquatic leisure centres now operating throughout Australia and New Zealand I would like to add my insights into how we can fix these disconnects.

It all starts at the facility feasibility study long before anyone knows what is needed and achievable and before we start design and how much this all costs.

At Otium Planning we set up our feasibility studies around the facility planning framework that is based on people, activities, trends and places.

An effective aquatic leisure facility feasibility study starts with people – reviewing who lives in the area now and estimating who will live in the area during the life of the facility.

It also tests and identifies how people currently use facilities 48 Australasian Leisure Management Issue 140

and what activities they participate in at such facilities.

The study also needs to predict what future facilities and activities are needed and this comes from detailed research to identify trends.

All of this comes together in a clear direction for the facilities in which component options, layouts, sites and business impacts such as visitation projections, operating costs and capital costs are usually considered.

Following the feasibility study phase that tests what could be needed and what is the best solution, the really detailed work needs to start involving a range of complimentary professional services if you want to get your facility right.

At Otium, we regularly see this next phase as the phase where things can go wrong. In many cases feasibility studies can sit and wait while funding, politics and project prioritisation take over in the world of government that we work in.

The biggest mistake we see that takes projects down the wrong path is when after this protracted phase the project, goes out to the design world without much of the detailed work completed to guide design.

In many cases if your requests and concepts are not articulated as to what you want and where you want it, and if you do not question the cost needed to develop and operate the proposed facility – then you may retain a Design Team that gives you “what they think you want – or gives you something they have done somewhere else”.

From Otium’s wide industry experience as a trusted advisor

A SUCCESSFUL SUSTAINABLE 10 KEY STEPSAND TO DESIGNING AQUATIC LEISURE CENTRE A SUCCESSFUL AND SUSTAINABLE AQUATIC LEISURE CENTRE

Our industry experience from working on more than 100 centres, now built and operational has proven this process. Following feasibility and site studies these are the ten steps to success:

IDENTIFYING RELEVANT FACILITY DEVELOPMENT CASE STUDIES Conferring with the key people who managed similar projects to review how they went about it, what worked, what didn’t and what would they do differently.

PROJECT DESIGN TEAM TENDER BRIEF Decide on the procurement process to appoint the design team and determine which services/disciplines will be part of the team. Develop design team tender brief.

FINANCIAL MODELLING AND BUSINESS PLANNING Based on the recommended facility components, develop operational and financial assumptions and prepare a 10 year financial model to enable review/ analysis of different components and options. Select the preferred option and update the financial model and complete the draft business plan.

TENDER DESIGN SERVICES A key selection tip is to ensure design teams have completed at least 2 similar size/value projects as a prerequisite and also provide access to referees for these completed projects.

DETERMINE PROJECT MANAGEMENT, DESIGN AND CONSTRUCTION PROCESS Review and choose the most suitable project procurement and delivery process to ensure the project budget and timeline is met.

APPOINT INDEPENDENT ADVISORS Appoint an aquatic leisure business/management planner and a Quantity Surveyor to advise the client team and to assist the design process with ongoing independent peer review input for the facility design phase.

COMPLETE FUNCTIONAL AND TECHNICAL BRIEF Complete facility vision, aims/objectives, site details, area schedules, functional relationships, key construction/product requirements, planning & legislative issues, ESD, traffic management & timelines into project brief. Update QS cost estimate ensuring the design brief is within budget allowances.

COMPLETE SITE INVESTIGATIONS Complete site survey, ground & soil conditions, cultural heritage & environmental reviews to inform the functional and technical brief. Note: it is critical at completion of these reviews to identify project cost impact issues and update the QS cost estimates.

in the planning and development of successful facilities we support the development of collaborative and integrated design and operational expertise to deliver success facilities.

To help understand this process I have summarised what we call the 10 key steps to designing a successful and sustainable aquatic leisure centre as shown above.

COMPLETE FUNCTIONAL AND TECHNICAL BRIEF REVIEWS Design team to review the functional and technical brief, line by line, requiring them to edit/value add to the brief, question details, bring in their project experience etc. Hold a final design team meeting to confirm the updated brief, agree on a final facility and site design guiding document and update QS costs.

USE FUNCTIONAL AND TECHNICAL BRIEF AS GUIDING DOCUMENT As changes evolve during schematic to detailed design, use the functional & technical brief and QS cost schedule as a checklist so that the design changes best meet the facility brief and project budget.

These 10 steps have been proven to help develop high use, financially sustainable and functional fit for purpose aquatic leisure facilities by linking a large range of expertise and experience to solve the complex design, development and operational issues such facilities require.

Michael King is Director of Otium Planning Group Pty Ltd Australasian Leisure Management Issue 140 49

Navigating Teams through Change Kristen Green shares 10 ways for managers to navigate during times of change “The pace of change has never been this fast … and it will never be this slow again”.

Canadian Prime Minister, Justin Trudeau at the 2018 World Economic Forum

I

t’s never easy navigating change for most of us at the best of times, let alone through this time where COVID-19 has upended our way of life and working. There is no precedent for what we are currently experiencing. With an uncertain end date, there is also no clear path on how we should manage our teams and emerge from this time - while at the same time accepting that things may never return to pre-COVID-19 conditions.

Personally and professionally, we are experiencing seismic shifts - challenging what we once knew as life and business 50 Australasian Leisure Management Issue 140

as usual. Everything is being challenged - and yet, we need to confront this new reality, and prepare ourselves for transition and eventual recovery.

It’s true that change is an essential and important part of life and business. Rather than viewed as a ‘once off’ event, change is actually part of a continuum - often with an unclear or unknown end date. While this is largely accepted, our current COVID-19 circumstances are viewed as ‘reactive change’ - large scale change due to unforeseen, and unplanned circumstances out of our control. In these current times, for organisations to endure, there is an urgency to be agile in order to adapt and change to the “new normal” way of doing business.

Workplaces have been drastically changed - many are now working from home; others have had hours reduced or are working in different roles. The impact of these changes has been dramatic on our livelihoods - impacting both our physical and psychological wellbeing in the process, driven by the fear and uncertainty of the future.

The current global pandemic has been the ‘tipping point’ for many - who were already feeling overwhelmed by the increasingly fast pace of modern life, accelerated by technology.

This feeling of being overwhelmed by change is described as change fatigue. Change fatigue, as defined by Professionals Australia, refers to the “physical and psychological responses that occur when a person feels burdened by change and powerless to address their circumstances”.

Often those who feel overwhelmed by change and experience change fatigue, are also those who become most resistant to change.

Leading teams through change is more challenging when they are resisting change and experiencing feelings of fear, uncertainty, loss of control and have a general inability to cope.

Our employees and our own perception of change is driven by our past experiences and memories. No two responses will be the same - as reactions to change is as individual as we are.

An important consideration when leading our teams through change.

One of the key considerations is understanding that arriving at a new comfort level for team members will take time - don’t underestimate how difficult it is to take people out of their personal comfort zone. It’s about managing expectations and individual reactions to change.

Effective leadership strategies are critical to navigate the current climate of fear and uncertainty for teams. They need to provide clear strategic direction, while at the same time, providing a vision for what is possible.

As social analyst Mark McCrindle wrote earlier this year: “the key characteristic of a leader is foresight. The reason they can lead is that they see things not just as they are - but as they will be.”

So how can we lead ourselves and others to minimise the impact of this change on employees, customers and our business? Managing change and the associated processes will call on all aspects of leadership - but mostly, the ability to build organisational and individual resilience among the team through an intentional culture, delivered through a deliberate strategic response.

Leaders can be well positioned to manage themselves and their teams through this disruptive, challenging business environment by implementing well-designed proactive change management strategy including the following 10 key points: 1. Communication One of the key ways you can successfully facilitate change and minimise resistance and angst among team members is to communicate transparently. It’s important to communicate the ‘big picture’ to assist in understanding the end goal, and where the team members fit in. Your messaging needs to be clear and consistent, across all platforms, to prevent ambiguity. Ensure

that you are providing the opportunity to the team for two-way feedback, and they feel comfortable discussing concerns with you directly if required.

Kristen Green.

2. Employee Engagement It is critical to ensure that all employees feel a part of the journey that the organisation is experiencing. The greater the understanding of the employees on the need for the business to change, the more engaged and participative they will be throughout the process. Involve them where possible in the change process, particularly where the change directly impacts them. This will also assist in overcoming resistance to change and help them understand where change is necessary.

3. Be present and available It’s as simple as it sounds - just being accessible for your team is important at this time to show your support. If your team is in a face to face environment, be visible to them - and ensure that you check in with them regularly in person. Take the time to actively listen and be interested in how they are coping.

4. Show empathy - support teams Influential American academic, Brene Brown defines empathy as “simply listening, holding space, withholding judgment, emotionally connecting, and communicating that incredibly healing message of ‘You’re not alone.’” In being empathetic to others during this period of change and uncertainty, you are acknowledging that everyone responds to stressors differently and showing your support to assist others overcome some resistance to change.

5. Dynamic Strategic response It is difficult to have a concrete strategy in these unprecedented times, when we are dealing with such uncertainly. What once was….is no longer. Many of our business strategies developed pre-COVID-19 are no longer relevant, so our strategic planning needs to be dynamic and agile. An environmental scan is a great way to assess the current factors impacting directly on the business, and where risk is evident, identifying how it can be mitigated at this time. COVID-19 has seen the emergence of innovative new business models for many - driven by the fullscale disruption of traditional business models. Innovation will often be driven from necessity at this time, to meet the needs of your existing customers who are no longer able to engage with you in ways that they used to.

6. Resilient leadership - clarity and decisiveness Be a confident, strong leader for your team during times of uncertainty. A team will gain confidence knowing that you as the leader are entrusted to guide the organisation and them through the turbulent times. Much like the analogy of the swan swimming on the lake - as a leader you need to exude confidence, calm and poise…but meanwhile you are scrambling with a hive of activity beneath the surface to keep the business and team together. In the same context, it’s also Aquafit staff adapt to the COVIDSafe environment.

important however, to allow yourself to be authentic and show enough vulnerability for your team to know that you as a leader are also sharing the challenges of the team together.

7. People first mindset As the saying goes “people don’t care how much you know … until they know how much you care”.

Especially during this crisis and period of change and uncertainty, leaders need to have the wellbeing and safety of all their employees as a central focus. Both the physical and psychological impact of this pandemic on our teams cannot be underestimated at this time.

8. Training Train, train and then train some more! Provide your team with the tools to be able to effectively respond to the “new normal” through regular role playing, especially around dealing with conflict and conflict resolution. Teaching the team skills in active listening and empathy, and scripting responses to difficult conversations will give them confidence to deal with challenging situations, especially in customer facing roles. Our customers are also feeling overwhelmed and anxious at this time, and frontline staff especially are dealing with often fearful customers, which can manifest as aggression and impatience.

9. Employee Mental Health The COVID-19 pandemic has already seen some alarming mental health statistics, with the Harvard Business Review identifying “75% of people say they feel more socially isolated, 67% report higher stress, 57% are feeling greater anxiety and 53% say they feel more emotionally exhausted”.

Simply checking in with your team by asking “Are you OK?” goes a long way to at least starting a conversation about their wellbeing. Managers should also be aware of the resources available to support and help employees who may be struggling and make these resources freely available to all.

10. Culture Having a positive, inclusive culture is critical to the success of a team where mutual trust, respect and understanding exist.

It is only where these elements exist, that members of a team are able to openly communicate and support each other during periods of change. The stronger the culture is in an organisation, the greater the likelihood - all other things considered equal, that they will emerge a stronger, more united team.

Kristen Green is Executive General Manager of Campbelltown facility Aquafit, a Board Member of the Women in Fitness Association and the 2018 Winner of the IHRSA Woman Leader Award.

Australasian Leisure Management Issue 140 51

The crowd at Horn v Pacquio at Brisbane’s Suncorp Stadium.

Big Bash League entertainment and Paul McCarthy with his 2019 VMA Award (below).

Event Safety in a Changing World Paul McCarthy, Director of PBM Safety, explains how his business has adapted to COVID-19

C

ommenting on the last six months, Paul McCarthy, Director of PBM Safety, explains “like every other business in our much loved industry, we too have been affected by the disruption caused by COVID-19, “while we have adapted to holding virtual meetings with our team and clients, working in isolation, we have also used this time to up-skill our staff and some of our onsite tools.

“Some staff have updated existing qualifications while others have acquired new ones and the PBM team have completed the World Health Organization and Australian Government online COVID learning modules.”

PBM Safety is a Division of PBM Enterprises, which services event 52 Australasian Leisure Management Issue 140

and venue clients as specialists in safety and emergency management, risk consultancy, online staff and contractor inductions, weather forecasting, auditing for gaps in compliance or occupational health and safety management systems.

Already operating in an industry that has to constantly plan for the unexpected, the current crisis has seen PBM Safety reassess its operational strategies and adapt to the evolving changes that COVID-19 continues to bring to the events and entertainment landscape.

Facing up to the impact of COVID-19, the company has consulted with and assisted venue clients with updating their venue emergency management plans and procedures, including evacuation diagrams. This downtime has also provided an opportunity to catch up on PBM Safety projects that were on the back burner and to explore new ways to assist their clients re-emerging from COVID-19.

Here, McCarthy advises “we have updated and created new modules for our Safety Management System, to incorporate the unforeseen learnings experienced as an industry in the first quarter of 2020 – the bushfires as well as COVID-19 and we have migrated the WHS Management System onto an online platform.

“While it will take some time for our industry to reach the new equilibrium and understand the ‘new normal’ we anticipate recovery will be in small and staggered steps; local, state, national and then international.

“Regardless of which segment or level of the industry you belong to, the key essence is adapting to the changes we face ahead, ensuring our systems are in order and that we become more resilient throughout the recovery process to be better prepared for any future unforeseen occurrence.

“We appreciate that not all entities have readily available resources. For this purpose, we have prepared R.E.A.D.Y. – a ‘WHS Recovery Toolkit’ to assist clients as they come back online. R.E.A.D.Y. is essentially a package to assist with evaluating and preparing businesses with the disruption COVID-19 has brought and the recovery phase with a focus on managing risk and safety of all event participants.”

This Toolkit covers: how to bring staff back online; preparing office spaces and warehouses for workforce re-entry; preparing on how to deliver; the services they provide and the events they deliver.

It provides sequential steps to proactively manage COVID-19 risks and also focuses on the elements that we already present in delivering events pre COVID-19. The toolkit includes a comprehensive guide for Employers/PCBUs, COVID-19 Safety Plan and Risk Assessment templates, a host of checklists to assist with compliance and Employee/Worker learnings.

McCarthy notes “we are a company with the ability to understand and adapt to a variety of client needs and

Is your business R.E.A.D.Y. to return from COVID-19?

“Like every other business in our much-loved industry, we too have been affected by the disruption caused by COVID-19.

It will take some time for our industry to reach the new equilibrium and understand the ‘new normal’ and like most we anticipate recovery will be in small and staggered steps; Local, State, National and then International” Paul McCarthy, Director - PBM Safety.

Regardless of which segment or level of the industry you belong to, the key essence is adapting to the changes we face ahead, ensuring our systems are in order and that we become more resilient throughout the recovery process to be better prepared for any future unforeseen occurrence.

entit have readily available resources - for this purpose, we We appreciate that not all entities ed R.E.A.D.Y. - a 'WHS Recovery Toolkit' to assist you as you come back have prepared online.

R.E.A.D.Y. is essentially a package to assist with evaluating and preparing businesses with the disruption COVID-19 has brought and the recovery phase.

It covers: 1. How to bring staff back online 2. Preparing office spaces and warehouses for workforce re-entry 3. Preparing on how to deliver a. the services you provide b. the events you deliver 4. Preparation for re-entry into venues; and more

ut R.E.A.D.Y. or to speak to someone from PBM Safety If you would like to learn more about about how we can assist your business with your health and safety needs, head to:

www.pbm.net.au/safety/COVID-19

© PBM Safety 2020

PBM Safety © 2020

Support staff as Australia secure the ICC Women’s T20 World Cup at the MCG in March (above) and PBM Safety’s awards.

expectations, providing a range of safety and risk management solutions.

“Our success and reputation is built upon our proven ability to develop and maintain strong relationships and forge longstanding partnerships with our clients and strategic partners.

“This reputation has allowed PBM to expand beyond Melbourne (HQ) with offices in Adelaide and Brisbane and to provide services throughout Australasia and South East Asia.

“PBM Safety’s focus on providing exceptional customer service together with their international standard experience ensures that any commitment made to a client results in successful and exciting long-term partnership.”

A Working Life in Entertainment Paul McCarthy possesses extensive entertainment industry experience which began in 1980. Starting out as a sound engineer with local bands in Adelaide in 1980, McCarthy quickly advanced to touring nationally and then internationally.

As his system skills developed and production technology knowledge progressed, a need to rig equipment in the air and build large stages led him to obtain Rigging and Scaffolding Certification in 1987.

Servicing some of the largest names in the Australian and International entertainment industry, such as Frontier Touring, John Farnham/Glen Wheatley and Paul Dainty along with international acts included U2, Dire Straits, Bon Jovi

54 Australasian Leisure Management Issue 140

and Michael Jackson, his learnings led to the creation of his first successful company in 1990, Megastage Rigging and Production.

With a local contract with the Adelaide Entertainment Centre as House Rigging Supplier, McCarthy’s main business activity in Australia at this time, he expanded the business to establish a base in Singapore.

During this time he also worked on some of the world’s largest theatrical productions like AIDA and Phantom of The Opera and toured throughout Asia with the Enosuka Kabuki, Bolshoi Ballet and Moscow Circus, as well as a foray into corporate events with MG and Jaguar.

In 1996, he relocated back to Melbourne and concentrated on commercial business and operations, holding Senior Management positions at the Melbourne Convention and Exhibition Centre (Technical) and Marvel Stadium (Technical Manager/Occupational Health and Safety Manager in 1999).

In 2002, McCarthy accepted an offer to return to the MCEC as Technical Services Manager which enabled him to further develop his OHS Management skills in an extremely competitive environment.

In 2008, he seized an opportunity to commence his own Health and Safety Management Consultancy practice.

Now, almost 40 years down the track, with a wealth of diverse experience and credentials behind him, McCarthy has established himself as one of Australia’s most experienced Audio Visual and OHS Consultant.

In addition to possessing numerous technical and industry qualifications, including SAI Global Lead Auditor Certification, in 2019 he was named as the recipient of the Venue Management Association’s Allied Professional of the Year Award.

Under McCarthy’s leadership – PBM Safety completed an enormous 2018-19 with several major contracts in emergency management planning with Cricket Australia for the Ashes and ODI/T20 series; the Gold Coast Commonwealth Games Organising Committee, delivering nearly 11,000 man hours; Special Olympics National Games; Suncorp Stadium at the Horn v Mundine event and Bon Jovi concert. 2020 had started well with delivery of safety for ICC Women’s T20 World Cup Tournament.

Within PBM Safety he acknowledges the role of Annmaree Angelico, National General Manager; Bryan McCarthy, Queensland Safety Coordinator and Simon Duncan, South Australian Safety Coordinator.

Snap Fitness Franchisor strengthens its global leadership team International franchisor Lift Brands, the parent brand to leading global fitness franchises and brands including Snap Fitness, 9Round International Franchise, YogaFit Studios Franchise, and Fitness On Demand, has announced a series of appointments designed to strengthen its global leadership team, including a new Global Chief Executive and APAC Chief Executive.

Ty Menzies (pictured), former Lift Brands APAC Chief Executive, has been appointed Lift Brands Global Chief Executive, and will focus on helping each brand navigate business obstacles through COVID-19.

Current Lift Brands APAC Chief Operating Officer, Andy Peat, has been appointed Lift Brands Global Chief Product Officer while experienced franchise executive Chris Caldwell has been appointed as APAC Chief Executive.

ActiveXchange leadership appointments to drive expansion and growth Data and technology company ActiveXchange has announced the appointment of James Ellender as its Chief Executive.

Ellender’s appointment will see Alex Burrows, ActiveXchange’s founder, move into the role of Chair and continue to support the growth and impact of the organisation in Australia, New Zealand and internationally.

Since launching in 2018, ActiveXchange has developed and continues to roll out a network of software accounts (the SportsEye platform) enabling the sector to fully realise the value generated from data and information sharing, establishing Australia and New Zealand’s first and only coordinated community sport investment and delivery eco-system.

Ellender has more than 20 years’ experience working for multiple large leisure operators (including the YMCA and Belgravia Leisure), coupled with time in education, health, sport, disability and not-for-profits all while partnering with local, state and federal government agencies.

New leadership team announced at Skills Active The newly announced leadership team for New Zealand training agency Skills Active has seen Resource Development Team Leader Jenni Pethig promoted to the position of Learning Solutions General Manager.

Senior staffer Todd Maddock is now General Manager of Delivery, having had the scope of his role expanded to oversee both the technical and field staff involved in arranging training.

Skills Active was also recently joined by People and Finance General Manager Anthony Cox, and Chief Executive for sister company Qualworx, Graham Hill.

Completing the team is long-standing Kaihautu Ron Taukamo.

Image (clockwise from top left): Todd Maddock, Anthony Cox, Ron Taukamo, Maren Frerichs (Chief Operating Officer), Jenni Pethig and Graham Hill.

People

New structure for AFL’s Executive Team

Effective from 1st November, it will consist of: Steve Hocking - Executive General Manager, Football Kylie Rogers - Executive General Manager, Commercial and Customer Travis Auld - Executive General Manager, Finance, Clubs and Broadcasting Sarah Fair - Executive General Manager, People Andrew Dillon - Executive General Manager, Game Development/General Counsel Tanya Hosch - Executive General Manager, Inclusion and Social Policy Walter Lee - Executive General Manager, Strategy Brian Walsh - Executive General Manager, Corporate Affairs AFL State based leaders Head of AFL Victoria Brad Scott Head of AFL Queensland Trish Squires (pictured right) Head of AFL NSW / ACT Tiffany Robertson Head of AFL Tasmania Damian Gill Head of AFL NT Stuart Totham

VMA Board elects MCEC’s Leighton Wood as new President The Venue Management Association (Asia and Pacific) Ltd [VMA] has announced the election of Leighton Wood as its next VMA President.

First elected to the VMA Board in 2016, Wood, the Chief Operating Officer at the Melbourne Convention and Exhibition Centre, has previously served in a range of capacities with the VMA, including the last two years as Chair of the Professional Development Committee.

The AGM also ratified the election of incoming Directors: Heather Clarke, Manager, Event Operations and Planning at the Sydney Opera House; Anthony Duffy AVM, Managing Director VIPeople; and Evan Wood, Director of ICT Services at the International Convention Centre Sydney as new Directors.

Phil King AVM, General Manager of the Adelaide Entertainment Centre and Coopers Stadium was returned for a further term.

Australian Fitness Show’s Shaun Krenz to create new fitness business event Shaun Krenz, Director of the Australian Fitness Show, has left Reed Exhibitions to join exhibition and events company National Media and launch Business of Fitness, a new business-to-business event for the exercise industry in Australia and New Zealand.

A qualified personal trainer, Krenz joined former Australian Fitness Show owner Diversified Communications in 2019 and led its expansion from a one-off annual event to a four event per year portfolio, with annual events established in Sydney, Melbourne (launched 2014), Perth (launched 2013) and Brisbane (acquired in 2015).

People News continues on page 60

Australasian Leisure Management Issue 140 55

Winners of the 2019 IOC, IPC and IAKS Architecture Prizes (left) and recognition of IAKS members (right).

Introducing IAKS With Australasian industry professionals often looking overseas for best practice and the latest insights, IAKS - the International Association for Sports and Leisure Facilities - is a unique hub for best practice with a European flavour

G

iven the global scale of the leisure industry, many sectors tend to look to the USA for their leads and international learnings, to the International Association of Amusement Parks and Attractions (IAAPA), the International Health, Racquet & Sportsclub Association (IHRSA) and the International Association of Venue Managers (IAVM), while local government has traditionally looked to the United Kingdom.

However, despite linguistic differences, Europe’s industry excellence is increasingly recognised as a source from which Australian and New Zealand industry professionals can learn.

Examples of this see France as one of the world’s major swimming pool markets, Italy as an innovator in aquatics, attractions and fitness, while German’s FIBO event has surpassed IHRSA’s Expo in recent years as the world’s largest fitness convention.

Held every two years in the German city of Cologne, FSB and Aquanale are the world’s largest international trade fairs for public space, sport, and aquatic and recreation facilities, at which numerous sectors of the industry are displayed within three halls of the massive Koelnmesse GmbH complex.

FSB’s success is also reliant on the fruitful cooperation and constructive assistance given by IAKS - the International Association for Sports and Leisure Facilities, with the IAKS Global Congress held in conjunction with the trade fair.

For those who have not previously encountered IAKS, it is the leading global non-profit organisation for professionals from the sport, leisure and recreation facilities industry which has, since 1965, provided international networking opportunities for the exchange of planning, design and operational expertise.

With facilities of any kind at the core of its activities, from small grassroot neighbourhood facilites through to large scale global stadiums, over its 55 year history IAKS has been sharing insights and facilitating management, planning and architectural design excellence for facilities to the world.

With its mission, ‘Facilitating an Active World‘, IAKS collaborates with international organisations to promote active and meaningful lifestyles and transform communities and urban

56 Australasian Leisure Management Issue 140

areas into places of active living. Championing sustainable and high-quality indoor and outdoor facilities it advances gobal best practice guidelines to ensure built facilities are fully inclusive, universally accessible and socially relevant.

The leading global non-profit organisation for sports and leisure facilities Since its establishment, IAKS has been recognised by the International Olympic Committee (IOC) as a recognised organisation and cooperates with the International Paralympic Committee (IPC) and other international non-profit bodies.

In addition, IAKS‘ international network includes expertise, ideas and solutions to facilitate an active world, with IAKS experts sharing their experience and insights on operational and management decisions that can influence the design of facilities, thereby helping create facilities that are best-suited for motivating people to adopt a more active lifestyle.

IAKS believes that combining modern design with operational functionality and sustainability is imperative in ensuring maximum usage of facilities for now and future generations, explaining “facilities that are built to optimise economic, social and environmental sustainability ... enhance the liveability factor in communities.”

To ensure this it believes all involved with the development of facilities must deliver “strategies for activating leisure elements into traditional sports hall concepts and integrate recreation concepts for cultural and social uses”.

HASSELL, COX Architecture and HKS’ IOC, IPC and IAKS winning Optus Stadium in Perth.

Allen Jack+Cottier’s IOC, IPC and IAKS winning Milson Island Indoor Sports Stadium

Events, Partnerships and Knowledge Sharing In addition to its involvement with FSB, IAKS stages its own events and embraces collaborations with peak bodies in many countries where participants will meet peers, operators, architects and consultants. Conferences, training and study trips are organised for information sharing, education, advice, guidance and networking. This enables delegates to learn from the insights and expertise of others. It also enables the exchange of planning, design, and operational expertise for professionals from within the industry. Delegates enjoy the networking on an international level, mixing with various experts from around the globe, both in online forums and localised events.

IAKS hosts study trips and facility tours to provide insights in the lighthouse projects of a dedicated city and its surroundings.

Delegates cast a glance behind the scenes, get to know successful operating strategies and find out which forward-looking ideas are applicable to their region.

The architects and operators of these facilities provide first-hand knowledge from design practitioners to operational practitioners.

Since 1967, IAKS has also published SB, the world’s foremost magazine for exemplary architecture, innovations, products and services from sport and providing detailed project descriptions, d lleisure i ffacilities, ili i idi d comprehensive architectural plans, significant pictures, and surprising interviews with the architects and operators.

urban areas into places of active living is at the core of this international competition.

Architects and design studios from Australia and New Zealand have been regularly represented among the winners of these biennial awards, with the Optus Stadium in Burswood (by HASSELL, COX Architecture and HKS) and the Milson Island Indoor Sports Stadium (by Allen Jack+Cottier) having secured medals in 2019 and 2013 respectively.

The jury is looking forward to receiving many more futureoriented projects from Australia and New Zealand for the next competition in 2021.

IAKS Rewards International Exemplary Design and Management IAKS recognises exceptional accomplishment in facility operation and design through an internationally recognised exemplary design awards program.

Backed by the IOC and IPC, the IAKS Award for Exemplary Sports and Leisure Facilities are presented during the IAKS Global Congress and FSB. Held since 1987, the Awards bring to public attention exemplary buildings and complexes that integrate sensible sustainability and legacy considerations, strong functional planning and exceptional architectural design.

With IAKS, IOC and IPC advocating excellence in the visioning, design and operation of fully inclusive and universally accessible indoor and outdoor facilities, identifying and promoting trends for transforming communities and

IAKS in Australasia IAKS has been working with a number of key leaders in Australia for the past few years including the National Sports Convention and has recently appointed leading consultant Yvette Audet (of the Otium Planning Group) as the IAKS Ambassador for Australia and New Zealand.

In her role, Audet will be developing opportunities to align with Australasia’s key peak bodies to share the insights and commitment to exemplary best practice so that we can appreciate the global movement and latest trends.

IAKS has also delivered facility-based aquatic webinars and information guides for the region on matters relating to COVID-19 restrictions while the next Australasian event that it will support will be in conjunction with the National Sports Convention (NSC) in November this year, followed by another at the SPLASH Expo/ ALFA Q conference in the Gold Coast in August 2021.

With the National Sports Conventions in 2018 and 2019 having seen IAKS President Dr Stefan Kannewischer deliver two addresses - The IAKS Future Trends 2020 for Aquatic, Sport and Leisure Facilities and Successful Concepts and Examples from Europe, upcoming NSC Forums will once again be the perfect setting to exchange ideas and knowledge.

In addition, IAKS is looking at establishing an Australian/ New Zealand group to attend the next IAKS Congress in November 2021. This will include the congress sessions, FSB, architectural awards ceremony and site visits.

All industry representatives involved in the planning and operations of sport, aquatic and leisure facilities are urged to become involved to help establish a strong trans-Tasman representation in this global group.

A new partnership between IAKS and Australasian Leisure Management now enables IAKS members in Australia and New Zealand to receive this magazine.

FSB and Aquanale are scheduled to be held at the Cologne Exhibition Centre from 26th to 29th October 2021.

For information about the upcoming events, memberships or a free newsletter from IAKS - email info@iaks.sport Australasian Leisure Management Issue 140 57

Logan North Aquatic Centre roof features 303 solar panels

Loans to Champion Sustainable Growth Mel Hearse advises how Sustainability Linked Loans can help facilities help the environment A relatively new player in the financial field - the first deal in Australia was only inked in December 2018 - sustainability linked loans (SLL) are gaining worldwide traction and pose an interesting proposition across the arts, cultural, fitness, recreation and sporting industries.

In a nutshell SLLs are like any other loan to a company, except with an additional layer of reporting which is conducted by a third-party verifier or the company itself, says Martin Coleman, partner at Ashurst, who have acted on the majority of SLLs in the Australian market.

Campbell Johnston, a senior associate in the same team at Ashurst explains the company would need to track their ESG (environmental, social and governance - a set of standards for a company’s operations that socially conscious investors use to screen potential investments) rating and potentially specific ESG or sustainability key performance indicators developed for the company, against goals that company has agreed in advance with its bank.

As Johnston explains “many companies already track their performance against ESG goals in their annual report, so often a lot of the background work is being done already.

“If the company meets its targets or improves its ESG rating, then the interest rate on the loan will reduce by a preagreed amount. If the company misses its targets or its ESG rating declines, the company may have to pay a higher rate of interest.”

This means the company is financially incentivised to meet these set sustainability goals, while the lender can demonstrate its commitment in the market to supporting sustainable business practices. And the big winner, of course, is the environment and those living within it.

Global events have made these types of loans more important than ever It’s undeniable that 2020 has delivered one blow after another, kicking off for Australia with the devastating bushfires that 58 Australasian Leisure Management Issue 140

decimated many communities, bushlands and our economy itself. Before we’d even had a chance to recover and rebuild, the novel coronavirus COVID-19 came along and threatened further harm to the nation’s economy - first by shutting down key international travel, then by March bringing the whole country and our way of life to its knees.

While hospitality and tourism has worn a substantial amount of the damage caused by the fires and the emerging pandemic, this second blow has had incredibly dire consequences across the arts, cultural, sporting and leisure industries, many of which have been forced into a full - if temporary - closure.

There’s an interesting link between finance, the state of the environment on a global scale, and COVID-19, especially for these industries. The virus has put the finances of the world into something of a freefall - and certainly on an individual business and personal level. However, the progressive shut down of many business as an attempt to halt the spread of the virus has seen the environment show signs of environmental recovery - the kind of recovery we’ve been implored to create for decades but many considered the measures required to do so all but impossible.

To complete the circle, the recovery we are seeing by this financially crippling lock down is the kind needed if we are to avoid events like January’s bushfires in the future. It is especially relevant to Australian business, as we’ve been repeatedly highlighted as a country most likely to suffer considerably from environmental disasters and the costly and long-term fallout they bring.

The good news is, SLLs can help bring the environment to the forefront of business behaviour by financially incentivising them to prioritise more environmentally friendly practices.

Johnston notes “prior to COVID-19, we were expecting to see a rapid expansion and maturing of the SLL market in 2020 (following a three-fold increase in volumes in 2019 compared to 2018) as the bushfires prompted a significant shift in mindset

on climate change across the broader community.”

He also points out that the theme of this year’s annual conference of the Association of Corporate Treasurers in the UK, held online because of Coronavirus, was ‘Balancing Risk: Championing Sustainable Growth’.

Can leisure access SLLs? Unlike green loans, SLLs do not only apply to green companies or companies with a large or visible carbon footprint. Coleman highlighted that any company can become more sustainable by improving their processes, and the proceeds of an SLL can be used for general corporate purposes or working capital rather than just green projects.

Johnston states “as treasurers were looking to refinance existing loans, there was (pre-COVID-19) a sense that SLLs may be moving from nice to have, to essential and expected by key stakeholders across most industries - that folk will expect companies to come to the environmentally conscious party and SLLs provide a win-win way to do so.”

As to what’s involved, to date, Johnston has seen SLL documentation varying from deal to deal as different lenders, companies and their legal advisers adapt the SLL principles and goals of that company or industry for the particular transaction - in short, you will need to ask your financial institute and potentially chat to your auditor or a financial advisor. KPIs can vary and cover a broad range of ESG and CSR (corporate social responsibility) elements which could cover objectives aimed at reducing carbon emissions and water usage, to increasing recycling, increasing use of renewable energy used/ generated or more bespoke KPIs that relate to the focus of a particular business.

If you’re keen to explore SLLs here’s what to do next Advising that your existing bank and/or law firm is generally the best place to start, Johnston comments “some banks in Europe have programs set up for SME, but in Australia this may be some way off and in practice it may not be possible at the smaller end of the market - however, each bank has dedicated sustainability loans teams who will be able to assist bankers.”

Smaller businesses may struggle to attract an SLL at this early stage, but Johnston says this shouldn’t deter smaller businesses from trying, adding “unfortunately, I think this is likely to be a few years away, although it is always worth asking

Global sportswear giant adidas has built a sustainable synthetic sports field using 1.8 million plastic bottles.

International Convention Centre (ICC) Sydney reusable drink bottles

the question of the bank. Some European banks are trying to move as many of their customers as possible onto ESG/SLL platform, but the dynamics there are a bit different because there is talk of banks getting capital relief for SLLs.” If you’ve found success with your lender, step two involves setting your KPIs or ESG goals. Johnston says the general ESG rating is probably the easiest to implement, and involves a consultant completing a review or audit, then providing a score.

The same consultant can also provide ideas for improving that score, and your company and the bank will then set your targets.

If you prefer to set more bespoke KPIs, the starting point is usually what your company is currently reporting on in your annual report or sustainability report; your auditor can help pull that information together into a pack to present to your lender.

Your lender will need to understand how the information is collected internally in order to work out the scores and work with you to set appropriate targets.

Johnston advises “the bank is not going to give a reduction in margin unless it can be sure your company will actually be making a difference; likewise, no one wants to set targets that are too difficult to meet - so they need to be ambitious but achievable.”

There is also a concern in the industry around ‘greenwashing’; where companies publicly promote that they are reducing their impact on the environment when they are actually fudging the numbers.

In terms of how much paperwork is involved if we move ahead on an ongoing basis, Johnston says there is a typically day one report from a consultant on the processes and calculations, then often a report each year signing off on the scores, concluding “sometimes, for large or listed companies, they’ll self-report their scores, with the bank essentially relying on its relationship with the company and reputational damage if a company does not do rigorous testing.”

Johnston’s final take on the suitability of an SLL for cultural and leisure related businesses - “any company with a visible footprint in society; and none more so than sporting venues and music/arts venues can benefit from taking up an SLL.” Melanie Hearse is a freelance writer specialising in health, lifestyle and sport and is a regular contributor to Australasian Leisure Management.

Shoalhaven City Council is creating energy efficient facitities with installations such as the six new 22-metre high light towers at Berry Showground along with energy efficient LED floodlights and a smart phone controller system.

Replas, n Australian provider of recycled plastic products has developed a new product, the Recycled Plastic Sports Themed Seat,

Australasian Leisure Management Issue 140 59

People IN BRIEF The NBL has announced that Leanne Brooke will co-chair its Reconciliation Action Plan (RAP) Working Group, working alongside NBL Commissioner, Jeremy Loeliger.

Products

Polytan upgrades Wellington’s Te Whaea sportsfield to international standard

Polytan has recently upgraded the Te Whaea sportsfield in the Wellington suburb of Newtown, with shock pads installed to meet IRB and FIFA requirements, thereby providing an improved surface and playing experience for users - from both the community

Drew Brown has commenced in the role of General Manager of the soon to open new Ashfield Aquatic Centre.

Peter Filopoulos, former Chief Executive of Football Victoria, has taken on the role of Head of Marketing, Communications and Corporate Affairs at Football Federation Australia (FFA).

The FFA has also confirmed that Jane Fernandez (pictured left) - General Manager of the 2023 World Cup bid - will serve as its head of the 2023 FIFA Women’s World Cup office.

Rugby Australia has appointed Adam Foulsham in the new role of Chief Operating Officer.

Te Pae Christchurch Convention Centre has announced the appointment of Heidi Heming as Business Development Manager, based in Sydney.

Ross Gage has been appointed Chairperson at pool water quality initiative HealthySwim Australia.

Rob Hale has taken on the role of General Manager at Anytime Fitness Australia.

Tourism Australia has announced the appointment of Andrew Hutchinson to the newly created role of General Manager Domestic and New Zealand.

Financial consultant Chris Jackson has been appointed Chair of the State Sport Centres Trust, the body responsible for governing the Melbourne Sports and Aquatic Centre (MSAC), the State Netball Hockey Centre and Lakeside Stadium.

Former Wallaby, Phil Kearns - who had been in the running for Rugby Australia Chief Executive’s role prior to Raelene Castle’s appointment in 2017 – has been announced as Executive Director, Rugby World Cup 2027 Bid.

and professional arenas.

Te Whaea was the first Wellington City Council owned fullsized field to have turf installed in 2010, and is used mostly by local rugby and football teams - but is also a training ground for the Super Rugby’s Hurricanes and visiting All Blacks.

Sport and Recreation Portfolio Leader (and football referee), Councillor Simon Woolf notes “with this work done, we can provide facilities that are easily assessable and readily available to the Wellington sporting community, which will also reduce the risk of injury to players.

“The new installation and new turf means play can go ahead in inclement conditions, and rugby and other codes can have fewer injury concerns thanks to the shock pads. This field also has lighting which allows for higher utilisation, especially in the darker winter months.”

The ground was closed in December when work started, but completion was delayed by the COVID-19 lockdown. The work was done by Polytan NZ Ltd, and cost $1.1 million.

Contact 1800 663 812, E: enquiry@polytan.com.au, www.polytan.com.au

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Australian-based Ginger Kidd has been appointed Global Marketing Director by TSG, owner of Links Modular Solutions, Debitsuccess and FFA PaySmart.

Melissa King, former Chief Executive of Surf Life Saving Australia (SLSA) has been appointed as Chief Executive of the FIBA Women’s Basketball World Cup 2022 Local Organising Committee.

Taronga Conservation Society Australia has announced the appointment of Karen Madden as its Director of Marketing, Communications and Fundraising.

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Bree Miller is the new National Marketing Manager at AUSTSWIM. Former Tourism Australia Chief Executive John O’Sullivan has joined the Tourism WA Board.

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PCYC NSW has appointed Corey K. Oliver as Manager of its Tweed Heads club and David Zammit as Manager of its Hawkesbury club.

Leading sport and entertainment lawyer Paula Robinson, the former Head of Legal for the Gold Coast 2018 Commonwealth Games, has been appointed as Chair of the Queensland Academy of Sport (QAS).

Golf Australia has appointed James Sutherland as its new Chief Executive.

FitnessOnDemand has added Brisbane-based Glen Taylor, to its global sales force.

Send your people news to leisure@ausleisure.com.au 60 Australasian Leisure Management Issue 140

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Jonas Leisure onboards Australian and New Zealand councils remotely during COVID-19

Fluidra earns its seventh FINA certificate in Indonesia The International Swimming Federation (FINA) has certified the Arena Aquatic PON XX in Jayapura, capital of the Indonesian province of Papua, to host international championships.

The project, which began last year and which has cost US$4.7 million, and the subsequent FINA certification once again will see the venue debut its top-tier event hosting with aquatic competition during Indonesian National Sports Week (Pekan Olah Raga Nasional 2021), an event held every four years with athletes from all of Indonesia’s provinces.

Xavier Pavon, Fluidra’s Managing Director in Asia, sees that the project reinforces the company’s leading position in the competition pool segment, explaining “we started working in Papua in April 2019 as part of the support team for the PT Waskita Karya construction company and the Indonesian Swimming Federation.

“Despite the restrictions imposed by COVID-19, we are proud that our team was able to complete the project successfully and on time.”

With this new certification, Fluidra’s subsidiary in Indonesia now has seven FINA-certified swimming pools, together with Aquatic GBK and Aquatic PPOP Ragunan. All Fluida pools, designed and built for the 19th Sukma Games in Malaysia, were certified by FINA, further enhancing Fluidra’s leadership in the competition pool segment in Asia.

Contact 1300 186 875, E: info@fluidra.com, www.fluidra.com/brands

New aquatic play space under development at Marion Outdoor Pool A new aquatic play space is currently under development at the Marion Outdoor Pool in southern metropolitan Adelaide.

The $3.5 million revamp of one of South Australia’s mostpopular public pools will see the addition of a new children’s water play and slide structure from Polin Waterparks; a splash pad from Empex Watertoys along with new paths and additional shade on the facility’s existing slide tower.

The waterpark elements are in addition to a speed slide, added in 2017, and upgrades to the facility’s kiosk and changerooms in 2018.

With work being undertaken by Swimplex Aquatics/ PolinWaterparks Australia & NZ and local contractors, the new elements are on target for completion before the seasonal facility opens for the summer in October.

Contact Polin’s Australian representative Swimplex Aquatics on 1300 796 759, E: sales@swimplex.com.au, www.swimplex.com.au

While going live with a new leisure management system during the COVID-19 crisis might seem daunting to some, a group of Australian and New Zealand councils have done just that - shifting their leisure facilities to the market leading Envibe platform with the help of comprehensive remote training and virtual support from Jonas Leisure.

Jonas Leisure Operations Manager Alissa Lim advises “late last year we began going down the path of offering online training options for new clients because it provides flexibility.

“Unlike lengthy face-to-face sessions with a group, where a whole lot of information is provided all at once, online training lets people learn to use our systems and absorb information at their own pace.”

COVID-19 restrictions have forced a re-think of the traditional ‘go-live’ process, which has in the past seen Jonas Leisure staff on site at facilities for up to three full days to ensure everything runs smoothly at launch.

The solution was a digital approach combining face to face sessions over Microsoft Teams and checklists for facilities to use one week before go-live, the day before launch, on the day, and the day after. Scheduled meetings with screen sharing functionality are held with key staff on the day Envibe goes live at their facility to ensure everything is going to plan.

As a result, five councils have introduced Envibe at their leisure facilities without a hitch over the past few months.

One of those is Central Otago District Council in New Zealand, which is using Envibe to manage bookings, payments, memberships and a wide range of other services at its Cromwell Swim Centre and Molyneux Aquatic Centre leisure facilities.

Parks and Recreation Manager Gordon Bailey says the council made the decision to switch to Envibe after a tender process saw it come out well ahead of other leisure management options on the market.

Another Western Australian council that has begun using Envibe is the City of Kalgoorlie-Boulder. The platform has been introduced at the council’s Goldfields Oasis gym, sports and aquatic complex to make life easier for staff and improve the experience of facility visitors.

Programs Coordinator Elzandi Nicholls says the onboarding training provided by Jonas Leisure was flexible, allowing staff to schedule each session around their existing workload.

“The training sessions were pretty interactive which means by the end of the session I could jump into Envibe and make any necessary changes without needing much assistance from Jonas Leisure.”

Nicholls advises they have been in contact with Jonas Leisure regularly since going live with Envibe and the Jonas Leisure support team has always been responsive and helpful.

Importantly, the new Envibe system has been well received by staff and members.

Contact 02 9906 7522, E: info@jonasleisure.com.au, www.jonasleisure.com.au

Send your product news to leisure@ausleisure.com.au Australasian Leisure Management Issue 140 61

Products

Swim Parka offers an alternative to aquatic centre changing rooms

With current restrictions on patrons using aquatic centre changing rooms, the Great Aussie Swim Parka offers swimmers the ability to change in their own space.

A towel lined coat that dries swimmers when wet, the Great Aussie Swim Parka keeps wearers warm and car seats dry, meaning swimmers can bypass facility changerooms to then shower at home.

Advising that her creation is a sensible solution during these new times of social distancing, Great Aussie Swim Parkas Founder Cindy Mitchell explains that amid current uncertainties people want to keep swimming, advising “people want their routines as much as possible and a Swim Parka makes it easier for them to keep swimming, now more than ever.

“A swim parka means they can get in and out the swim centre quickly and in comfort.”

Contact 1300 860 797, E: cindy@swimparkas.com.au, www.swimparkas.com.au

Blue Magic Supply launch new sanitising products for fitness and sport industry Blue Magic Supply, a start-up company founded by the same team behind Sydney-based ION TRAINING fitness facility, has launched a product line of hospital grade cleaning chemicals designed by gym operators specifically for the health, fitness, sports and recreation industries.

Blue Magic Supply note that “the COVID-19 pandemic will be forever etched in history and for many in the health and fitness industry, this is the toughest challenge ever faced.

Five months ago facilities Australia-wide felt the full brunt of business closure in light of COVID-19, which is once again the case in Victoria.

“The world as we all know it has changed and business operators now face a ‘new normal’ - one that requires COVID-19 Safety Plans, Hygiene Marshals, and high visibility of sanitation to ease visitor concerns and maintain member trust.

The Blue Magic Supply product line has been designed by gym operators, with the product portfolio reflecting the cleaning products needed on daily basis - hand hygiene, surface disinfecting, and floor cleaning.

Contact 02 9261 0484, E: info@bluemagicsupply.com, www.bluemagicsupply.com

GymSales Software announces partnership with Evolution Wellness Group GymSales Software has announced its latest partnership with Evolution Wellness Group, owner and operator of Asia’s largest health club network comprising the Celebrity Fitness, Chi Fitness, FIRE Fitness, Fivelements, and GoFit brands. As part of this agreement, GymSales Software will be supplying their SaaS Sales CRM designed for the fitness industry to Evolution Wellness Group’s portfolio of 170+ clubs across six countries.

Contact 1300 104 122, E: au@gymsales.net, www.gymsales.net

Embed delivers range of non-toxic Hygiene Defence products for SECs Embed, the supplier of point-of-sale and revenue management systems for the amusement and SEC (social entertainment centre) industry, has demonstrated its commitment to its customers, partners and the industry’s recovery by announcing its range of non-toxic Hygiene Defence products.

Embed partnered with DZSA and Australian-based San-Air to develop products that are stronger than harsh industrial cleaners without the toxicity: killing 99.9% of a broad spectrum of pathogens, including COVID-19 on contact, airborne bacteria, viruses, fungi spores and mould. Plus, it purifies your operation: from airborne defence to all surface areas.

Contact 02 8798 9199, E: salesAP@embedcard.com, www.embedcard.com 62 Australasian Leisure Management Issue 140

iDwala transforms Point Lonsdale Tennis Courts for local sporting community The community focused Point Lonsdale Tennis Club on Victoria’s Bellarine Peninsula has had two of its tennis courts resurfaced, with the upgrade also including new lighting and ‘Book a Court’ technology.

The Borough of Queenscliffe engaged iDwala as the principle contractor to transform the old and tired tennis facilities into new premium synthetic turf courts for two of the six tennis courts onsite.

Nestled in the picturesque Ganes Reserve, the newly installed tennis courts were surfaced using Australian made SuperGrasse Court Turf PE, which is now Category 3 ITF classified and certified, produced by leading Victorian manufacturer APT Asia Pacific and was successfully installed by TruTurf.

To assist the Council in working within their budget, the new courts were installed over the top of the existing Plexipave surfaces after rigorous investigations were undertaken to ensure the stability of the pavement and some minor maintenance works.

A superior lighting upgrade, to club level competition, was also a major component of the renovations which included the installation of a brand-new tennis court lighting system designed and installed by SES Lighting and Electrical, in order to meet the needs of the club along with Tennis Victoria.

Contact 0409 529 689, E: george.devenish@idwala.com.au, www.idwala.com.au

New Sydney motocross venue sited in DUOL air dome structure The new Sydney Indoor Motocross Dome - the first facility of its type in Australia - has opened in an inflatable dome from manufacturer DUOL. Located at Sydney Motorsport Park and operational since 14th July, the MX Dome offers two tracks, grandstand seating, a café, merchandise store, amenities and lockers for riders, all located within the DUOL AirDome.

The 12,000 metre² facility can be reconfigured to cater for a variety of events, holding up to 10,000 spectators.

Acknowledged in Europe and North America as a costeffective and flexible means of covering outdoor sporting areas permanently, the MX Dome installation is a significant development for DUOL in Australia.

Coordinated by DUOL Australia, Full Scope Electrical was engaged by the development team to coordinate design requirements with DUOL’s Slovenia-based base, to ensure compliance with Australian standards and laws.

Contact E: peter@duolaustralia.com, www.duolaustrlia.com

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The first Technogym Outdoor island in the Italian city of Rimini.

Technogym launches new outdoor fitness concept Technogym has launched Outdoor Island, an innovative solution for outdoor fitness activities, designed and created by the Italian commercial fitness leader for public spaces.

The new Technogym concept presents a new training experience for outdoor physical exercise appropriate for users of all ages and fitness levels.

Each island has been designed to maximise the space available for exercise and to offer users a wide choice of possible exercises, thanks to the QR code that allows access from their smartphone to a digital library with exercises and training programs suitable for users with different profiles and goals.

This initiative is part of the wide Wellness Valley project, the vision of Nerio Alessandri, Technogym’s Founder and Chief Executive, which aims to make the Italian region of Romagna, where the company is based, a global leader in wellness and quality of life, with positive impacts for residents, the economy and tourism.

Contact Technogym on 1800 615 440, E: info.au@technogym.com, www.technogym.com

Evolt and MyZone combine to offer seamless technological integration Evolt and MyZone have combined their technologies to back fitness clubs in offering complete biometric assessments on exercisers’ bodies and to then connect that information with accurate and convenient heart rate tracking.

With Evolt’s technology delivering the industry standard in body composition assessments and MyZone revolutionising the way people track their health and wellbeing, the two companies and their respective services are a perfect complement to each other - with the EVOLT 360 body scanner tracking body composition changes while MyZone wearable systems track an individual’s activity and exercise.

In a statement, an Evolt spokesperson advises consumers and gym members “(this) is the perfect way to see how all the factors of your chosen activity, such as calories and heart rate, come up against your body measurements and composition so that when you go for a repeat scan with an EVOLT 360, you will actually see how everything you’ve worked hard to achieve has gotten you the results you’ve been chasing.”

Once both start-up technology companies in Australia, Evolt and MyZone now have a global presence, changing the fitness space as gyms and wellness centres around the world utilise their technologies to benefit staff and clients.

Contact MyZone on 03 8560 0922, E: enquiriesapac@myzone.org, www.myzone.org Contact Evolt on 07 5659 1958, E: info@evolt360.com, evolt360.com

Life Floor improves underfoot safety at Gold Coast’s Beach Haven Resort Life Floor has advised of the completion of the recent makeover of surfacing around the outdoor swimming pool at the ULTIQA Beach Haven resort at Broadbeach on the Gold Coast.

Life Floor provided surfaces to improve comfort and underfoot safety on the pool island deck, stair step and wading pool floor at this popular family resort.

Designed and installed by Grassports Australia (Queensland), the 52 metre² space is 10mm thick.

Contact 1300 721 135, E: info@lifefloor.com.au, www.lifefloor.com.au Australasian Leisure Management Issue 140 63

Products

Free smart locker technology installed at Coogee and Maroubra beaches Smart lockers from startup business Yellowbox have been recently installed in Sydney’s Eastern Suburbs at Coogee Beach, Maroubra Beach and the Des Renford Leisure Centre allowing visitors to keep their personal belongings safe.

The roll out of the free, contactless smart lockers is part of Randwick City Council’s Smart Cities Beach Strategy, which seeks to adopt a wide variety of current and emerging technologies to make visiting the beach easier and safer.

The innovative technology was developed by UNSW Business School graduates who developed their concept as part of an internal development program.

Yellowbox smart lockers can be hired free of charge within Randwick City through the Yellowbox app, which is available on both iOS and Android platforms. The app connects to the smart lockers and opens them via Bluetooth technology. The smart lockers also have a keypad so that users can set a code using their phone, store their phone in the locker and open it again using their pre-set code.

Offering locations a seamless cloaking experience, Yellowbox customers can book a smart-locker ahead of time, and unlock it with a simple click of a button with no cash required and no waiting time, long lines or tickets to keep a hold of.

Contact 0426 292 533, E: adrian@yellowbox.app, www.yellowbox.app

Panasonic delivers live streams from SEA LIFE Sydney Aquarium penguin exhibit A Panasonic wall mounted camera is delivering a 24-hour live stream from SEA LIFE Sydney Aquarium’s most popular exhibit, the penguins, allowing visitors to access the exhibit while the attraction is operating under reduced capacity due to COVID-19 restrictions.

Panasonic’s AW-UE4 Ultra-Wide Angle Integrated Camera with Digital Pan/Tilt/Zoom (PTZ) is wall-mounted in the penguin enclosure to capture all the fun of these engaging creatures. The camera was initially installed on a handrail in front of the ‘Day and Night on the Reef’ exhibit - where it attracted over 72,000 views shortly after being installed - and is being periodically moved around the aquarium to give viewers at home a charming and ever-changing vision of the diverse marine life.

Contact 132 600, www.panasonic.com/au

Matrix Fitness introduces new cardio equipment portfolio

Skidata launches digital tool to aid return of events Skidata has launched Safe Guest Solution, a new fully digitised tool that combines electronic ticketing with event organisers’ safety requirements and Coronavirus tests.

The Austrian-based access control specialists’ new technology will aid event organisers in being able to activate a ticket for use following a negative COVID-19 test, with the time and entry point details confirmed via a text message.

The system is also set up to accredit staff following a negative test one or two days before an event.

Developed with partners mtms Solutions and leading healthcare test laboratories, the new access system premiered at Formula E’s Berlin E-Prix, which got underway on 5th August, electronically accrediting several thousand people including staff, media representatives, drivers, technicians, local suppliers and medical crews.

Contact 1300 367 359, www.skidata.com

Send your product news to leisure@ausleisure.com.au 64 Australasian Leisure Management Issue 140

Matrix Fitness has launched an all-new cardio offering designed to make it easier for customers to find fitness solutions specific to their needs.

The company’s three new cardio series are compatible with five reimagined consoles for combinations of performance and technology that can accommodate virtually any fitness facility’s budget, space and members.

The Performance Series cardio equipment provides a portfolio of cardio platforms designed for heavy use in upscale fitness facilities. Refined industrial design adds a premium aesthetic to cardio floors. The rugged components are tested against the highest international standards to withstand hard, continuous use for years. Ergonomic touchpoints like seats, handlebars, sealed buttons and conveniently positioned workout controls make even long, hard workouts comfortable and easy to navigate.

Endurance Series cardio equipment was created for heavy use and solid workouts in professional fitness facilities where space is at a premium and budgets need to stretch further.

Streamlined designs simplify the exercise experience while still providing performance that can challenge cardio enthusiasts.

Lifestyle Series cardio equipment is ideal for casual use in multi-family housing fitness centres, small hotels, corporate wellness programs, municipal buildings and similar facilities.

Five new consoles that range from basic LED designs to touchscreen interfaces that mimic popular operating systems are all compatible with the new cardio series.

Contact: 1800 006 969, E: sales@matrixfitness.com.au, www.matrix.com.au

Products

Retail specialist adapts to offer hygiene and sanitation essentials

Vivaticket announces partnership with digital payment provider Skrill

Adapting to changes in the economy brought about by the Coronavirus crisis, specialist retail and FMCG equipment supplier the Brian Cummins Group (BCG) has diversified its business to include a range of essential hygiene and sanitation equipment for all types of facilities and venues.

Supported by an in-house team of industrial designers, facilities managers, project managers and retail specialists, it is now offering: temperature detection stations; social distancing floor stickers (either generic or branded); sanitisation signage (with fast application on most surfaces with hygiene, health and safety messaging); masks (either disposable or washable); AeroGlove® touch-free poly glove dispensers; disinfectant entrance mats; acrylic transparent sneeze guards: an easily installed barrier to protect staff and customers alike, especially at checkout locations and San-Air - a full range of environmentally responsible products that deliver effective mould and microbe control in all enclosed spaces.

Call 1300 66 22 14, E: retail@briancummins.com.au, www.briancummins.com.au

Leading global ticketing and access control solutions provider Vivaticket, has announced a worldwide partnership with digital payments leader Skrill.

Vivaticket, which uses a variety of responsive portals and mobile apps to sell more than 3.9 million tickets each year across 50 countries, works with live entertainment events, museums, theme parks and visitor attractions around the world.

The new partnership will see anyone who books a ticket through Vivaticket now able to pay using Skrill’s Quick Checkout solution.

Using Skrill’s Rapid Transfer bank transfer system merchants can receive the ticket money in real-time in 19 countries.

Merchants are also protected through Skrills’ chargeback system. This system reassures merchants that any payment taken using a Skrill platform will be received.

Founded in 2001, Skrill is part of Paysafe, a leading specialised payments platform.

Contact Vivaticket’s John Godwin on 0411 470 205, E: john.godwin@vivaticket.com

Send your product news to leisure@ausleisure.com.au eps Australia develop social distancing solution for rugby league fans Event infrastructure and crowd management provider, eps Australia, have collaborated on a new and approved social distancing solution for NRL fans attending games at Queensland’s Sunshine Coast Stadium.

After significant concerns were raised over a lack of socially distant crowds that almost led to games played without spectators, matches can still take place now due to the approved social distancing concept which was developed by eps Australia in collaboration with the Sunshine Coast Stadium, the Sunshine Coast City Council, and the relevant authorities. eps Australia Managing Director, Andrew Stone advises “we are delighted to have found a solution Sunshine Coast Stadium NRL crowd Questions that meets the health were asked about an apparent lack of social authority guidelines and distancing within the crowd in parts of the Sunshine Coast Stadium during the NRL clash between the ensures the fans socially Melbourne Storm and Newcastle Knights in early distance. With more than August.

25 years of experience in planning concerts and sporting events, we were able to react very quickly to meet the Venue’s needs and rely on our vast inventory in warehouses across the country.”

Contact 07 5699 8293, E: andrew.stone@eps.net, www.eps.net/en-au

VenuesWest re-appoints Quayclean Quayclean Australia has announced its re-appointment to a third successive five-year term with VenuesWest.

Quayclean will be responsible for cleaning and presentation services at HBF Arena, HBF Stadium, Gold Netball Centre, WA Athletics Stadium, Champions Lakes Regatta Centre and the SpeedDome.

Quayclean Chief Executive, Mark Piwkowski, thanked VenuesWest for its ongoing confidence in its service delivery, and its acceptance of the company’s fully employed business model.

Apart from the VenuesWest facilities, Quayclean manages waste and presentation services in Western Australia for Perth Racing, Perth Zoo, WA Institute of Sport, Town of Cambridge and several private schools including Trinity College, Swan Christian School, Emmanuel College and Bunbury Cathedral Grammar School and Court Grammar School.

Contact 1300 897 117, E: info@quayclean.com.au, www.quayclean.com.au Australasian Leisure Management Issue 140 65

Advertisers Index

Jonas Leisure Visitance contact tracing App records 150,000th visitor

Advertiser

Page No.

Aflex Inflatables

15

APT Asia-Pacific

25

Astral Pool

5

AUSTSWIM

17

Cohera-Tech

13

Dip. of Venue Management 29 Event Summit 2020

37

Felton Industries

41

Fitness Australia

67

HF Industries

31

Jonas Leisure

34 & 35

Life Floor

19

MyMember Sales

33

Myrtha Pools

45

NSC Forums

43

Otium Leisure Planning

9

ParkEquip

23

PBM Safety

53

Perfect Gym

2&3

Quayclean

24

SLE Worldwide

27

Starena

21

Swimplex Aquatics

47

Tim Batt Water Solutions

68

Udio

23

VivaTicket

39

Wellness Solutions

7

Zelbrite

11

Visitance - a free contact tracing solution created for the leisure industry and developed by leading leisure industry software provider, Jonas Leisure - is now being used by hundreds of operators across Australia and New Zealand.

Visitance helps aquatic facilities, gyms and sports clubs meet government COVID-19 contact tracing requirements and occupancy limits.

It simplifies the process of checking people in and out of a facility by The Visitance interface is easy to use and can display a real-time using a QR code which facility occupancy count on a screen at a facility entrance or front desk. visitors scan using the camera app on their phones. Contact information is then gathered and securely held at the Microsoft Azure data centre in Sydney, allowing managers to easily contact facility users if a case of COVID-19 is discovered at one of their sites.

Jonas Leisure Chief Executive Mike Henton advises “the feedback we’ve received has been really positive.

“Of the platforms people have tried, Visitance seems to have been the most user friendly and many facilities are telling us it has helped them re-open safely.”

More than 150,000 visits have now registered using Visitance since its launch in May and more than 400 operators across Australia, New Zealand and further afield are now using it.

One of the key points of difference offered by Visitance’s contactless check-in and check-out system is its ability to track when somebody leaves a facility, as well as when they arrive. This enables Visitance to provide a real-time occupancy count, which can be displayed on a screen at a facility’s reception or front desk.

A recent development request has seen the addition of an ‘auto check-out’ option that allows a facility to set a time period, or time of day, after which anybody who has forgotten to check out can be marked as off premises.

Jonas Leisure has also enhanced Visitance’s data retention settings to let facility managers manually set the number of days contact details collected from users are stored for, based on the data retention requirements of the country or state they are operating in.

Contact 02 9906 7522, E: info@jonasleisure.com.au, www.jonasleisure.com.au and www. visitance.net

New BioGuard pool water treatment system reduces costs and improves the swimming experience BioGuard has launched its new Dryden Aqua Integrated System, a fully integrated, biological swimming pool water treatment system that prevents the growth of bacteria and pathogens in the aquatic filter media greatly minimising the amount of sanitiser required.

Designed for commercial swimming pool applications, Dryden Aqua Integrated System (DAISY®) is a fully integrated, biological swimming pool water treatment system that filters to 0.1 microns, reduces operating costs, eliminates chlorine odours and delivers superior air quality.

Preventing the growth of bacteria and pathogens in the filter media - greatly minimising the amount of sanitiser required - DAISY eliminates harmful chlorine by-products and, as BioLab Australia and New Zealand advises, “provides the best air and water quality on the market”.

Contact BioGuard distributor BioLab Australia Pty Ltd on 08 8274 6800, E: marketing@bioguard.com.au, www.bioguard.com.au

Send your product news to leisure@ausleisure.com.au

Strive for EXCELLENCE. Train with CONFIDENCE. Work with the BEST. Fitness Australia’s new Quality Assurance Employment provides businesses and exercise professionals with the confidence and guarantee they are delivering service excellence and following industry best practice standards.

Quality Assurance Employment ensures all Fitness Australia business members’ employees and contractors are registered exercise professionals.

Fitness Australia is focused on elevating the fitness industry and is committed to:

Driving growth

Creating greater consumer confidence and credibility

Building a stronger, credible and more professional fitness industry

Strong Industry Support Fitness Australia welcomes new buiness members who join thousands of businesses and brands strongly supporting our new initatives.

WORKING TOGETHER FOR A STRONGER FITNESS INDUSTRY.

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