Australasian Leisure Management Issue 141 2020

www.ausleisure.com.au

ISSUE 141

COVID-19

Public Venues and Events The Future of Contracts

ATTRACTIONS

Print Post Approved PP100022562

Splashpad Surfacing Motivating Employees

AQUATICS

PLUS

Competitive Socialising La Trobe University Sports Park Employees’ Mental Health

Keeping Facilities Viable Coronavirus Recovery

FITNESS

Rebranding a Training Legend Post COVID-19 Sales Opportunities

contents

Issue 141

18

44

28

24

56

58

features 18

COVID in the Rear-View Mirror Reflections on road trip assessing public venues and events

24

Making the most of Competitive Socialising Reimagining links between retail and leisure experiences

28

Sport Campus Innovation at the La Trobe University Sports Park

32

Transforming Community Spaces Lachlan Shire Council’s outdoor furniture

36

Driving Strength, Power and Movement The Australian Institute of Fitness’ rebranding

COVER: Life Floor safety surfaces.

40

Are You Ready?

Post COVID opportunities for fitness

42

Just Keep Swimming Aquatics’ role in post Coronavirus recovery

regulars 8 From the Publisher 10 Two Months in Leisure

44

The future of facility management contracts

48

www.ausleisure.com.au for all the latest industry news, products and events

Safety in Mind The evolution of splash pad safety surfaces

52

Impacts not Opening Hours Staying viable by understanding social value impacts

60 People 61 Products

Contracts in Uncertain Times

56

Constructive Support for Mental Health Supporting improved mental health

58

4 Australasian Leisure Management Issue 141

Communicate Connect Care Motivating and engaging employees in challenging times

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From the Publisher

Challenges Ahead

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 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 Shaun McKeogh and Gwen Luscombe

Advertising Inquiries Nigel Benton Tel: 02 9970 8322 Email: nigel@ausleisure.com.au Printed in Australia by IVE Group Australia Pty Ltd. 81 Derby Street, Silverwater, NSW 2128 Tel: +61 2 9748 3411 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, LIWA Aquatics, 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.

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

The environment that the Coronavirus pandemic has created around the world and for the leisure industry is, as we would all agree, unprecedented.

Following lockdowns and levels of easing in Australia and New Zealand, signs are encouraging that the worst public health impacts of COVID-19 are behind us, although new outbreaks in other nations show there is no space for complacency.

But beyond the health of the community, what of this industry, which is a key part of the economic and social wellbeing of Australia and New Zealand, providing opportunities for people to be active, to achieve and attain, have fun, be entertained and which is key to quality of life and wellbeing?

Facilities in all parts of the industry have been impacted and while sectors are opening up with a return to full capacity operations in some cases, the end of this year and 2021 and beyond presents some massive challenges.

While populations are likely to enjoy being able to live like they used to in a surge of post opening enthusiasm, I fear that the impact of Coronavirus shutdowns will see consumers behave very differently.

With incomes set to dip, consumers will have less disposable income to spend on leisure products and services. But more than that, people have become used to living differently since the introduction of COVID-19 shutdowns.

Take the cinema distribution sector for example, which I see as the most hard hit of all parts of the leisure industry. Since lockdown, people have consumed movies differently and, with studios currently reluctant to release new content, there is little to attract movie goers back to cinemas.

The ‘live’ industry of music, festivals and performance has also been hugely impacted but at least when it is operational the live entertainment experience is unique - assuming venues, promoters and support sectors are still there to deliver after many months of being mothballed.

The activity, exercise and participation sector also faces massive challenges, as despite anecdotes that more people are going to public parks, buying bikes and the like, the reality, as evidenced by research undertaken by the Gemba consultancy shows an overall decline in participation and exercise.

With people not having been able to swim, go to the gym, play sport or join a mass participation event, habits, especially among the young, may have changed, creating an epidemic of inactivity.

As for external support, stimulus programs such as Australia’s JobKeeper have been a massive boost to economies but I do fear governments and government agencies fail to realise the scale of what faces businesses and operators - or do realise the problem and are finding the challenge difficult to resolve.

Beyond JobKeeper which, it must be remembered did not extend to local government or the university sector, businesses have still had to meet fixed costs such as rent, rates, increasing insurance and the like with little or no income.

While most of the industry is calling for bailout packages from governments, such calls appear to be going unanswered.

And, even those sectors that have been successful with securing rescue funding, such as the arts, has seen money not being allocated as a result of applicants finding bureaucratic application processes just too difficult.

This has led to suggestions that government announcements of bailout funding might just be about public relations rather than real offers of help.

Linked to this, it’s also incumbent that those who receive support don’t then criticise the governments that give it. That might result in negatively impacting other states and other sectors who might think ‘if that’s the gratitude we get, why bother?’

Nigel Benton, Publisher

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Two Months in Leisure Some of the industry headlines over recent months.

Daily industry news can be read at www.ausleisure.com.au

Liquidation for Dunedin-based Ticket Rocket The company behind New Zealandbased Ticket Rocket is being liquidated with debts of more than $8 million.

Fortress Information Systems Limited, which also traded as Ticket Rocket and formerly Ticket Direct, as well as Dash Tickets, and which had been providing ticketing services for a number of sporting organisations and venues since the late 1990s, entered receivership at the end of August.

Subsequently, New Zealand Super Rugby franchises the Crusaders and the Hurricanes succeeded in having the company liquidated.

The collapse has left many ticket holders and organisations out of pocket including the not-for-profit Nelson Youth Theatre, the Royal New Zealand Ballet and Showcase Entertainment Group.

TEG invests in West End theatre giant ATG Sydney-based live entertainment and ticketing firm TEG is reported to have acquired a minority stake in the UK-based Ambassador Theatre Group (ATG), the owner of multiple theatres in London’s West End including the Piccadilly and The Apollo Victoria. Courtesy of ATG Apollo Victoria.

As reported by the UK’s Sky News, to secure new funding aimed at steering it through the Coronavirus crisis, ATG has agreed to sell a small minority stake to TEG. The plan will see Providence Equity Partners, which has already injected tens of millions of pounds to support one of the giants of London’s Theatreland through the pandemic’s initial stages, and TEG providing a total of £160 million (US$206 million), of new equity.

The injection of new capital by Providence and TEG, which is backed by the media and technology-focused buyout firm Silver Lake, follows a tentative reopening of British theatres.

Image courtesy of Pride in Sport

National Sporting Organisations commit to Trans and Gender Diverse Inclusion Measures Above left: Browne Park and above right One Nation leader Pauline Hanson poses with a $23 million novelty cheque for a new stadium in Rockhampton last week (courtesy of Pauline Hanson Please Explain/Facebook).

State and Federal Governments back different new stadia in Rockhampton Funding commitments made in the run-up to the recent Queensland election saw upgrades being backed for two different sports grounds in the city of Rockhampton.

Pledged following a feasibility study, the Queensland Government committed $25 million for a 10,000-seat stadium at the city’s traditional home of rugby league, Browne Park.

Delivered as part of the Central Queensland Regional Recovery Action Plan the funding will deliver the first phase of the Browne Park redevelopment, which in time will enable the ground to stage NRL games as well as concerts.

The announcement followed One Nation Federal Senator Pauline Hanson - who is neither a representative of government nor a local member - presenting a novelty cheque for $23 million from the ‘Australian Federal Parliament’ for a new 8,500-seat rectangular sports stadium to be built on a flooding prone site adjacent to the Rocky Sports Club.

Senator Hanson’s funding announcement has led to calls for an investigation into her role.

Online Subscriptions Australasian Leisure Management magazine 12 month/six issue subscriptions cost AUS $90 To subscribe go to www.ausleisure.com.au 10 Australasian Leisure Management Issue 141

Leading national sporting organisations (NSOs) have unveiled their policies and guidelines relating to the participation and inclusion of trans and gender diverse people.

By formalising their stand to be inclusive of trans and gender diverse people, these Australian sports have shown a commitment to providing environments where everyone involved is treated with respect and dignity.

Eight peak Australian sporting bodies - AFL, Hockey Australia, Netball Australia, Rugby Australia, Tennis Australia, Touch Football Australia, UniSport Australia and Water Polo - have committed to implementing governance that supports a greater level of inclusion for trans and gender diverse people in their sports.

Dubai Safari Park reopens after 33-month refurbishment Dubai’s Safari Park has reopened to the public after an expansion that has taken more than two and a half years.

The 119-hectare attraction, which is built on the site of a former waste site in the eastern desert region of Dubai, first opened its gates to the public in December 2017, but abruptly closed five months later for “park improvements”.

Home to almost 3,000 animals, the addition of a variety of new species and plants and a shift in management prior to the reopening is seen as a positive step for the United Arab Emirates hard-hit tourism sector amid the Coronavirus pandemic.

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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

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World Leisure releases 2020 Charter for Leisure

Elite aerial skiers begin Winter Olympics training at Brisbane’s Sleeman Centre Australia’s top aerial and mogul skiers have begun making use of the water ramp training facility at Brisbane’s Sleeman Sports Complex.

The long-awaited ramp built as part of Sleeman’s new Olympic Winter Training Centre was made possible as a result of a collaboration between the Olympic Winter Institute of Australia (OWIA), the Federal Government through Sport Australia, the Queensland Government and the Australian Olympic Committee (AOC).

The Southern Hemisphere’s first year-round freestyle skijumping facility is intended to be a base for elite athletes as part of Australia’s talent and training pathways.

Otium expands consultancy reach in New Zealand with RSL partnership Otium Planning Group and Recreation Sport and Leisure Consultancy have announced a new strategic partnership, bringing together each consultancy’s Australian and New Zealand teams.

Conceived from working together, initially in other capacities, on projects in New Zealand over the past 10 years, the partnership will see expertise and project knowledge shared in order to deliver the best product for clients.

The World Leisure Organisation has released an updated Charter for Leisure, designed to guide leisure policy development at community, state, national and international levels.

The third revision of the Charter, which was first published 50 years ago, encompasses important updates and changes in line with emerging social and global issues.

Introducing the revised Charter, Professor Atara Sivan, President of the World Leisure Organisation’s (WLO) World Leisure Academy, explains “in 1948, the United Nations Universal Declaration of Human Rights recognised the right of all to enjoy leisure time and to freely participate in the cultural life of the community. The WLO Charter for Leisure outlines the implications of this historic declaration for: governments at national, regional/provincial and local levels; commercial organisations; education institutions; professional bodies; nongovernment organisations; and individual citizens.”

Fair Work Ombudsman recovers wages for stadium cleaners The Fair Work Ombudsman (FWO) has advised that it has recovered $25,292 in unpaid wages for 270 employees after investigating companies contracted to clean some of the nation’s major stadia.

Fair Work Inspectors investigated nine cleaning companies following surprise site visits to Sydney’s ANZ Stadium, Perth’s Optus Stadium, the Adelaide Oval, Brisbane’s Gabba, Melbourne’s AAMI Park and Canberra’s GIO Stadium in September and October last year.

This was in response to general intelligence that cleaning companies in the stadiums sector may not have been compliant with workplace laws, including concerns about possible sham contracting.

Queensland Government releases long-term plan to protect and expand national parks Prior to entering caretaker mode for this year’s election, the Queensland Government delivered on a strategy to protect more of the state’s wilderness areas with an initial investment of $60 million.

Queensland’s Protected Carnarvon National Park.

Credit @sotodaywefound courtesy of The Outback Area Strategy 2020-2030 Queensland Tourism Association (OQTA) is their new 10-year plan for supporting the growth, management and sustainability of national parks and other protected areas and details how protecting and revitalising national parks will play a vital role in supporting economic recovery for Queensland.

Leading environmental groups including the Queensland Conservation Council, National Parks Association of Queensland, Pew Charitable Trusts, WWF Australia and the Australian Conservation Foundation welcomed the commitment to expanding and better managing national parks and privately protected areas with the recent release of a Protected Area Strategy.

12 Australasian Leisure Management Issue 141

Body Fit Training and F45 ramp up legal battle over patents The legal battle between popular Australian-created functional fitness franchises F45 Training and Body Fit Training has been stepped up as they dispute over business strategies and the use of technology.

In August, Body Fit Training (BFT) filed a lawsuit in the US District Court in California against F45 Training in an attempt to invalidate two of its existing patents.

In response, F45 has now begun legal proceedings in the US State of Delaware, declaring that BFT infringes on one of its patents.

The ongoing global dispute began in late 2019, when F45 filed a lawsuit in the Australian Federal Court against BFT over an alleged patent infringement, aiming to protect the way it manages its franchises through a central computer system.

Attractions’ analysis reveals high ranking of Sydney Opera House for sustainability commitment The energy team at Uswitch (a UKbased energy price comparison service) have analysed 27 of the world’s most visited tourist attractions and scored their commitment to sustainability, based on low emissions, water reduction, recycling schemes, re-wilding efforts, renewable energy and sustainable transport, with the Sydney Opera House ranked in second place with a score of 50 out of the possible 60 .

The analysis of the eco-friendly credentials of each attraction revealed Vivid light projection onto sails of Sydney Opera House the best and worst tourist attractions for Credit Destination NSW sustainability globally.

Placed second behind Magic Kingdom at Walt Disney World in the USA, the Opera House was awarded a 5 star Green Star performance rating from the Green Building Council of Australia (GBCA), becoming one of the first World Heritage-listed buildings globally to achieve the certification.

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Royal Life Saving concerned over significant fall in swimming lesson enrolments Royal Life Saving Society Australia and the aquatic and swim school sectors have released new data showing a significant 25% fall in swimming lesson enrolments, with the greatest impact shown in metropolitan areas and among children aged seven to 12 years with a fall of 40% in some areas.

Royal Life Saving analysed swim school enrolments provided by partners YMCA, Belgravia Leisure, BlueFit Group, Aquatic Recreation Institute – NSW and the Australian Swimming Coaches and Teachers Association (ASCTA).

Children’s swimming and water safety skills are critical to drowning prevention and a lifelong love of water. Australia’s reputation in this area is world leading, as are our aquatic centres and swim schools.

Royal Life Saving Chief Executive, Justin Scarr notes “the fall in swimming lesson enrolments is so dramatic that Royal Life Saving is concerned that COVID-19 may create a generation of non-swimmers, who will never be safe around water. Parents should be reminded that learning to swim is not only a partial vaccine against drowning, it boosts a lifelong love of swimming for fun, health and fitness.”

Parks Australia charged with damage to sacred site in Kakadu national park Parks Australia, which manages the world-heritage listed Kakadu National Park in the Northern Territory, has been charged under the state’s Sacred Sites Act with damaging an area near the spectacular Gunlom Falls, one of the region’s most popular attractions.

The Aboriginal Areas Protection Authority alleges that Parks Australia built a walking track on a sacred site at Gunlom “without permission, close to a ceremonial feature of the sacred site that is restricted according to Aboriginal tradition”.

If convicted, Parks Australia will face a maximum fine of $314,000.

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Australasian Leisure Management Issue 141 13

COVID Impacts COVID-19’s ‘devastating impact’ on the Australian ski industry With resorts in Victoria closed and slopes in NSW having operated with restricted numbers – during the winter months, Australia’s winter ski season has been described as “very different” by Colin Hackworth, Chief Executive of the Australian Ski Areas Association.

With capacity constraints to manage social distancing, hygiene and sanitisation protocols, Hackworth advised that NSW resorts had managed to “eke out a season”, noting “COVID-19 has had a profoundly devastating impact on the Australian ski industry this year.”

Advising that visitors had been understanding about efforts to mitigate the spread of COVID-19, Hackworth said relatively poor natural snowfalls had also restricted cross country and backcountry skiing this season.

Research shows impact of COVID-19 on arts and creative sector workers’ mental health Research from RMIT University highlights the impact of Victoria’s COVID-19 restrictions on arts workers, including creative and technical workers and the implications for their mental health.

The arts and creative sector is one of the industries most impacted by COVID-19 government restrictions. Galleries, museums, cinemas and concert halls have locked their doors, while multiple festivals have been cancelled.

Work in this sector is extensively casualised; people often hold several casual or fixed-term contracts, and the COVID-19 restrictions has led to workers finding themselves with little or no income on very short notice. Jobs in the arts and creative sector have plummeted.

The research shows that the challenges brought on by the pandemic has flowed onto the mental health of those working in the arts and creative sectors.

Global sports survey shows impact of COVID-19 pandemic The Coronavirus pandemic is having a deep impact on the global sports industry, according to a new survey from business advisory group PricewaterhouseCoopers (PwC).

PwC’s Sports Industry: System Rebooting report projects that growth in the sector will fall by more than half over the next three-to-five years from an annual rate of 8% in recent times to just 3.3%.

Based on responses from several hundred executives around the world, the survey estimates that the present crisis will lead to revenue shortfalls of between 30 and 40%.

In addition, many executives think the pandemic, which has now claimed the lives of more than one million people, could lead to drastic and permanent changes, with the traditional pyramidal system of European sport widely judged to be under threat and fans expected by some to delay returning to mass events even once restrictions are lifted.

On a more positive note, esports are judged to have emerged as the “big winner” of the lockdown period.

14 Australasian Leisure Management Issue 141

Fitness Australia releases research showing impact of lockdown gym closures New research from Fitness Australia shows consumers have missed going to the gym over any other activity - including socialising and seeing family members - during Coronavirus lockdowns.

Highlighting the central role gyms play in the day-to-day life of the population, The Consumer Impact of Gym Closures Assessing the Essential Need For Gyms report, which surveyed more than 14,400 gym members from across Australia highlights the essential role of gyms in supporting the physical, emotional and mental health of the gym member population.

The peak body continues to emphasise that there is no evidence to show gyms cause further spreading of COVID-19 infection.

Fitness Australia Chief Executive, Barrie Elvish advises “Gyms are essential and very low risk. The important role they play in the longterm health of all Australians cannot be underestimated.

Exercise improves the body’s immune system and helps keep us fit and healthy.

“Access to regular exercise, in a variety of environments, is essential for community mental health, physical health and wellbeing.

“We know millions of Australians use the gym regularly and we are asking all Australians to look at the facts and judge for themselves ‘are gyms safe’. We know they are and there is no data that indicates the contrary.”

ActiveXchange and the SportsEye Network’s work to be enhanced by Federal Government funding ActiveXchange has announced that its work in enhancing the industry’s digital capability has been significantly boosted with the awarding of $300,338 via the Federal Department of Industry, Science, Energy and Resources Business through the Entrepreneurs Program.

As a result of the grant, ActiveXchange will be increasing its in-house capacity, and working alongside venue operator, sport and government partners, to evolve and enhance the SportsEye products which connect into a common network. This means reducing human effort in the transfer and processing of data (integrating with a growing number of leisure and membership management third parties), as well as enhancing and automating the predictive (big data) modelling to create common intelligence relevant locally, to every organisation no matter their size or experience with data.

Entertainment and events industry leaders say New Zealand Government is letting the sector ‘slowly die’ With the country’s entertainment and events industry having seen 20,000 cancellations or postponements as a direct result of the COVID-19 pandemic, Mark Gosling, trust member of Entertainment Venues Association New Zealand (EVANZ) has accused the New Zealand Government of “letting the industry slowly die”.

Commenting following the release of recent data that showed 50% of all events planned for 2020 had been impacted, Gosling told New Zealand website Stuff “people are going and finding other jobs and giving up on our industry. Those people won’t come back. It is a slowly unfolding tragedy.

“We need to have that conversation to put a framework in place to safely run events at different levels.”

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Survey shows over 400 Australian Live Music Businesses face imminent closure A survey released by the Australian Live Music Business Council (ALMBC) has found over 400 live music businesses across the country are facing imminent closure as a result of the COVID-19 pandemic and resultant restrictions and social distancing measures.

The recently formed advocacy group says the survey of its membership base points to an “imminent collapse” of the country’s live music industry, and put “a critical question mark over the sector’s ability to recover after COVID-19 shutdowns.”

The survey, conducted in August, found that 70% of businesses who participated in the survey predict they will be forced to close in the next six months, based on cash flow projections and taking into account current government support initiatives. Of those, 29% say they expect to close within three months. Those numbers translate into a potential loss of around 18,000 jobs.

73% of participants reported a revenue downturn of between 75 and 100% in the past six months, with many of those reporting a 100% loss of income since March with the survey finding overheads to be a key challenge facing survey participants, with a large proportion saying they’re not currently receiving any form of rent relief.

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New body to advocate for the reopening of fitness centres in Victoria A new advocacy body for the Victorian fitness industry has been formed to highlight that fitness centres are COVIDSafe and must reopen if Victoria is to avoid a physical and mental health catastrophe.

Created by independent fitness centre owners state-wide, the newly created VIC Active is lobbying the Victorian Government on behalf of facilities.

WTTC launches Safe Travels protocols for adventure tourism The World Travel and Tourism Council (WTTC) has unveiled the latest set of measures designed to rebuild global consumer confidence, reduce risk and encourage the return of international tourism.

The latest protocols for the global tourism sector focus on measures to ensure the reopening of adventure tourism, which should see an increase in popularity as travellers seek more unique experiences post COVID-19.

Resulting from detailed discussions with key stakeholders and organisations to ensure maximum buy-in, alignment and practical implementation, the measures help to set clear expectations of what travellers can experience in the ‘new normal’ which offer safe environments as travel restrictions are eased.

Australasian Leisure Management Issue 141 15

Asia’s wellness market set to be world’s largest by 2023

Hong Kong Government halts agreement for expansion of Lantau Island Disneyland The Walt Disney Company has lost the option to expand Hong Kong Disneyland after the Hong Kong Government decided not to renew an agreement to develop an adjacent plot of land on Lantau Island.

The Hong Kong Government said in a recent statement that it would not extend the option in light of the current economic conditions amid COVID-19. The option to buy the land, that would have allowed for expansion in the future, was agreed in 2000 and expired on 24th September.

Sport supplement market set to be impacted

by Australian Government restrictions A move by the Federal Government to reclassify pre-workout, weight loss and recovery supplements as medicines is set to see many popular products removed from sale in the coming weeks.

Following advice from the Therapeutic Goods Administration (TGA), Federal Health Minister Greg Hunt introduced the restrictions at the end of last month.

They will require that, from 30th November, supplements with ingredients deemed to be ‘high risk’ will be classified as medicines instead of food and subject to strict regulations, including over how they are packaged and advertised.

As a result, suppliers face having to reformulate their products to be marketed as food and sold in the usual way, have them regulated as therapeutic goods and sold in pharmacies, or withdraw them from the marketplace entirely.

The Global Wellness Institute (GWI) has advised that Asia’s physical activity market - currently worth US$240 billion - is the world’s growth leader and will overtake North America by 2023.

GWI’s Move to be Well: The Global Economy of Physical Activity report shows that Asia is accounting for 40% of all global growth in fitness, sport and recreation.

Having broadened the scope of the fitness/mind-body segment to include the sports and active recreation, fitness, and mindful movement core segments - along with the supporting markets of equipment and supplies, apparel and footwear, and technology, the GWI now values the entire “physical activity economy,” at US$828.2 billion globally.

Collective Leisure partners with ACPE Collective Leisure has become Australia’s first social enterprise leisure management company, having been officially certified

by Social Traders.

With a social purpose to enable well-being without boundaries, Collective Leisure believes that being able to access education, services and opportunities is vital for everyone to enable their well-being.

This news follows Collective Leisure also being announced as the official well-being partner of the Australian College of Physical Education (ACPE).

Governance overhaul heralds new era for Australian cycling Cycling in Australia has entered a new era with 16 legal entities representing the sport at national and state level across four disciplines - track, road, mountain bike and BMX - coming together to form a single governing body, AusCycling.

To those seeking reform of the sport’s governance an overhaul has been long overdue. In 2018, consultancy Ernst & Young undertook a review that described cycling as “fragmented in its structure, strategy and delivery.”

As reported by Guardian Australia, it has also been estimated that unifying the sport will deliver $2 million in efficiencies and synergies while the united sport would also have a stronger advocacy voice and be a more attractive commercial proposition.

ASIC commences action against GoGetta Equipment Funding Pty Ltd for unlicensed consumer leasing The Australian Security and Investments Commission (ASIC) has commenced civil penalty action in the Federal Court of Australia against Queensland-based GoGetta Equipment Funding Pty Ltd (GoGetta) for unlicensed conduct.

GoGetta, which has also been active in leasing equipment in the fitness sector, is a subsidiary of SIV Capital Ltd (formerly Silver Chef Ltd).

NBL delays season start until 2021 The NBL has announced its 20/21 season will be delayed until at least mid-January, in an effort to play the season “in front of as many fans as possible.”

Explaining that the decision came through consultation with the nine NBL clubs and the Australian Basketball Players’ Association, on advice from the NBL Return to Competition Taskforce, NBL owner and Executive Chairman, Larry Kestelman, advised “the main reason for pushing the start of the season back to the new year is to give the clubs the best opportunity to play in front of as many fans as possible.”

16 Australasian Leisure Management Issue 141

Jamberoo Action Park reopens for 40th season Having secured an increased capacity limit just days prior to its season opening, Jamberoo Action Park has reopened for its 40th year of operations.

Jamberoo Action Park Managing Director, Jim Eddy stated “on the back of the summer bushfires and now COVID-19, this has been one of the hardest years in our 40-year history, and restrictions of 500 patrons would have ultimately seen us close.

“We are extremely confident in our COVIDSafe Plan which has received positive feedback from both NSW Health and SafeWork NSW. This will be available on our website to give guests confidence in the additional safety and hygiene measures we have put in place.”

IN BRIEF The Maitland Regional Athletics Centre, at the Maitland Regional Sports Complex, has been officially opened with the $10.5 million project including a World Athletics Certified synthetic athletics track, playing field, track and field facilities, floodlighting, a grandstand with capacity of 560, changerooms, canteen, two large function spaces and car parking.

Christchurch City Council and the New Zealand Government have formally signed off on a joint funding agreement for the city’s new $473 million multi-use arena.

With the Geelong Arts Centre’s $38.5 million Ryrie Street Redevelopment now open, the Victorian Government has appointed property company Lendlease to deliver the next $128 million Geelong Arts Centre’s Little Malop Street Redevelopment.

Popular demand has resulted in not-for-profit wildlife conservation organisation, Aussie Ark, opening to the general public for the second year in a row. While the conservation facility already runs small private tours each month, they hope by opening their doors they can encourage more people to join their conservation crusade.

Surf Life Saving NSW is expecting to be better prepared for the upcoming season after the official opening of the new stateof-the-art State Operations Centre in the Sydney suburb of Belrose.

Wave Park, Asia’s largest surf park, has been officially opened by Spanish Engineering Company Wavegarden and Daewon Plus Group in Siheung, South Korea.

City of Vincent commits to $2.9 million in improvements at Beatty Park Leisure Centre Perth’s heritage-listed Beatty Park Leisure Centre is to undergo an upgrade program at a cost of $2.9 million that will see improvements to its indoor pool, change rooms and grandstand.

The works, representing the first major expenditure at the facility since its gym was redeveloped in 2012, will include retiling, upgrading the pipework and water disinfection system at the indoor pool, improving change rooms on the northern side of the centre and fixing the electrical circuits in the grandstand.

Ardent Leisure fined $3.6 million over 2016 Dreamworld deaths Ardent Leisure has been fined $3.6 million over the deaths of four people on the Thunder River Rapids ride at Gold Coast theme park Dreamworld in 2016.

In July, the company pleaded guilty to three counts of Failure to Comply with Health and Safety Duty, Category 2, under the Queensland Health and Safety Act, exposing individuals to a risk of serious injury or death.

This followed the findings of a Coronial inquest into the four deaths, released earlier this year, which showed a series of failures at the theme park, including safety and maintenance systems that the Coroner described as “rudimentary at best” and “frighteningly unsophisticated”.

Waverley Council releases plan for managing open spaces and beaches during summer

Victoria’s contract to host the AFL Grand Final will be extended by one year to 2058 as compensation for this year’s season finale being held in Brisbane.

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

Sydney’s Waverley Council has released their plans for the operational management of open spaces and beaches over the upcoming summer period.

The purpose of the plan is to help Council manage beaches and open spaces in a COVIDSafe way and in line with Public Health Orders (PHOs) and health advice.

The plan covers Waverley’s beaches, parks and reserves, the Bondi to Bronte Coastal Walk, picnic tables, BBQs, and outdoor seating areas and outdoor fitness stations and playgrounds.

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Australasian Leisure Management Issue 141 17

COVID in the Rear-View Mirror The Events Centre, Sunshine Coast lights up as part of the #WeMakeEvents campaign to recognise the impact of COVID-19 on the global entertainment industry.

Wayne Middleton reflects on a road trip assessing public venues and events

T

he COVID-19 Pandemic has left us all wondering when this nightmare will end. The unprecedented downturn, the second-wave, large job losses, economic free-fall, border closures, have all been bad for many sectors, and in particular public venues and events.

After the first wave struck, it was with great anticipation that our industry embraced a potential swift recovery. The NRL, AFL and Super 12 Rugby competitions all proved that a quarantine bubble was possible in stadiums, albeit with reduced crowds and a well-prepared and implemented COVIDSafe Plan.

Other sports including netball and supercars, have also successfully operated a national competition under COVIDSafe conditions; and horse racing continued to operate seemingly unabated throughout both lockdown periods.

But as the second wave unfolded in July, and with the imposition of closed borders, I took the opportunity to head north (legally) from Sydney, on a road trip to visit venues, industry colleagues, staff and friends and to see how clients in Queensland and the Northern Territory were safely and successfully hosting events.

My five-week journey to Darwin enabled me to understand how risks associated with the COVID-19 were being managed in our industry and I was fortunate to visit venues in South East Queensland and the Northern Territory and found it a useful opportunity to see first-hand how we are tackling the pandemic’s operating challenges.

Learnings of the Journey Being Resilient With the Northern Territory (NT) Government naming Greater Sydney as a ‘Hotspot,’ a minimum of 14 days outside of a Hotspot was required to be eligible to enter the Territory.

So subject to Border Pass requirements, I relocated to Brisbane to work and fulfill the NT’s 14-day mandatory entry requirements. The NSW/Queensland border was open at the time, but after nearly a week away from home, the southern border was closed by the Queensland Government.

I submitted to a COVID-19 test to ensure I could not be a suspected ‘super-spreader.’

Shortly after arriving in the sunshine state, the NT Government then named Brisbane as a Hotspot. I then relocated to the 18 Australasian Leisure Management Issue 141

Sunshine Coast to restart the 14-day Northern Territory border entry requirement again. These restrictions also affected Queensland-based people planning to participate in the same NT event that I was heading for. There were several date changes made by the event’s promoter, and questions as to whether the event would actually go ahead, given the impacts of NT border restrictions. Fortunately, six days later and without notice, Brisbane was taken off the NT Hotspot list. The next day I was back to Brisbane and onto a flight to Darwin, 15 days after crossing the Queensland/NSW border.

The lack of consistency over the definition of a Hotspot and constant changes in restrictions between States and Territories made it very difficult to navigate. Over that two-week period, almost every plan I made was re-worked within 24 hours.

This reinforced the importance of being resilient; remaining positive, flexible, open-minded, and being focused on a goal.

2020 has been a lesson in resilience for all of us and will remain an important operating principle for venues and events into the future.

Making the Hard Calls At one venue I visited, I sat through a briefing as a member of staff apologetically coughed into their arm, raising a few concerned looks among those in the meeting. The well-known requirement for self-isolating and getting COVID-tested if displaying flu-like symptoms was clearly in question here and not being applied by the person involved.

The venue manager rightly made the hard call and sent the person off site.

The importance of self-monitoring, disclosure and COVID-19 testing cannot be understated. No person in any role at a venue is too important to circumvent this risk mitigation requirement.

Venue managers, suppliers and every single staff member must be prepared to make the tough calls on themselves, step aside for the greater good, and for management to implement contingencies at short notice. This will be a challenge particularly for casual employees who lose income in this circumstance, but one that must be constantly reiterated.

This type of judgement error can only detract us from achieving an industry recovery. It is a simple concept but a learning that everyone must embrace.

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A Quayclean hygiene and disinfection team.

Marketing Promises of Disinfection Some suppliers of viral disinfectants have done very well out of the pandemic. Regular disinfection and deep cleaning programs are important for a COVIDSafe venue. With extensive labour costs from manual cleaning and disinfection methods, any product than can offer a cost saving will always get a hearing among venue managers and event organisers.

Quality cleaning products known to have Coronavirus mitigating properties are listed on the Australian Register of Therapeutic Goods (ARTG)’s website under the Register’s COVID-19 disinfectant section. Registration on the ARTG’s Coronavirus disinfection page provides assurance to purchasers that the product contains the active ingredients known to effect the Severe Acute Respiratory Syndrome Coronavirus2 (SARSCoV-2), the virus responsible for the COVID-19 illness.

Care needs to be taken by suppliers when making marketing claims concerning how long the product lasts on a surface against pathogens, and particularly the length of time that it is active against SARS-CoV-2 when applied. These claims are regulated by the Australian Consumer and Competition Commission (ACCC) and are typically investigated following complaints from consumers if a claim’s validity is in question, or even following an ACCC initiated investigation.

On the trip there were many disinfectants successfully being used in venues, however, there are some that make claims about how long the product remains effective on a surface against pathogens in general. Consumers should check that this includes viruses (not bacteria), and specifically SARSCoV-2.

Purchasers should seek evidence from the supplier if the item is listed on the ARTG, and what period it is active against SARS-CoV-2. Ask for the evidence behind the claim. At the time of writing there were nearly 70 products on the ARTG’s Coronavirus (SARS-CoV-2) list. Do your homework before purchasing! If the savings sound too good to be true, they may very well be just that.

To Fog or Not to Fog – that is the Question?

Many news bulletins have shown sites such as schools and churches closed for COVID-related deep cleaning with cleaners dressed in full body suits and often using fogging or misting as a method. On this trip I discovered that some venues are also using this method.

According to Safe Work Australia (SWA), disinfectant fogging is a chemical application method where very fine droplets of disinfectant are sprayed throughout a room in a fog. The use of the method reduces the labour effort required compared to if disinfectant is manually applied. The disinfectant must reach a certain concentration for a certain length of time to be effective.

SWA says that “disinfectant fogging is not recommended for general use against COVID-19” and using this method can introduce new risks to other parties through its use if not carefully managed.

Chlorine and hydrogen peroxide-based products are often 20 Australasian Leisure Management Issue 141

used in fogging, and can be highly irritating to the skin and eyes. Alcohol-based products are highly flammable, which can increase the risk of fire or explosion if an ignition source is present at the time it is used.

In all cases, sufficient time must be allowed following the fogging process for the chemicals to disperse and to ensure that workers (or patrons) returning to the area, are not exposed to hazardous chemicals. If fogging is undertaken, it must only be performed by trained persons, using appropriate controls, and in accordance with the manufacturer’s directions.

According to SWA, fogging should not be undertaken as a response to, or element of a response to contamination of an area with COVID-19. Other physical application methods for disinfecting are more appropriate where workers are suitably protected.

In addition to health and safety risks, studies conducted by the US Environmental Protection Agency (EPA), titled: Assessment of the Impact of Decontamination Fumigants on Electronic Equipment, suggest that some active ingredients can also have an adverse impact on electronic equipment when used in conjunction with fogging.

Think carefully about the methods being applied when cleaning and disinfecting and ensure the risks are understood and managed appropriately.

Mask Up You Lot – It’s a Breath of Fresh Air It is fair to say that no one enjoys wearing a face mask. Yet as the pandemic has evolved, the public sentiment and commentary from health officials and politicians in support of wearing masks in public is growing in most capital cities.

With states having different requirements as to the wearing of masks, I noticed far fewer people wore them in public in Brisbane, except for player and official protocols in sports venues, than in Sydney. Airport border entry processing in Darwin and Brisbane was 100% masked for all passengers and officials but in the city of Darwin I saw no one wearing a mask in public.

When flying, face masks were provided and encouraged to be worn by carriers, but were not mandatory and, at best less than half of passengers wore them from Brisbane, and less than that on return. The aircraft in both directions were not full, however, 1.5 metre social distancing on aircraft was generally not maintained.

My observations around the use of face masks raises questions about the role of face masks by patrons as part of the recovery of public venues and events. If it is OK to be in an aircraft and not socially distanced, why is it not possible to apply the same concept to venues and events?

Why can’t all venues operate at higher capacities if face masks are made mandatory for patrons? As much of the country’s venues and events are either closed, cancelled, or operating at low capacities, the role of face masks combined with other measures, must be worthy of serious examination for reopening and increasing capacities, particularly where community transmission levels are relatively low.

The quality and effectiveness of face masks in limiting exposure to airborne particulate varies considerably among products that are available in Australia. However, there is growing evidence that masks do provide benefits in reducing the risk of transmission. According to research commissioned by the WHO, when a standardised level of face mask filtration >95% is worn, and when combined with social distancing measures, some significant risk reductions can be achieved.

In June 2020, the World Health Organization backed a study that looked at COVID-19, SARS and MERS and the effectiveness of personal protective equipment (PPE) and

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social distancing on risk reduction. It revealed that for every 92cm between socially distanced people, there was a lowering of the chances of transmission by 82%. 92cm is 40% less than the current (1.5 metre) social distance standard in Australia.

The study also found that wearing face masks lowers the risk of infection or transmission to 3% compared to 17% when no respiratory protection is worn on the face. That is a significant risk reduction.

The study showed that N95 masks, are 96% effective at protecting people compared to 77% for surgical masks and other types of covers. The study also found that eyewear also protects against infection. Eye protection reduces the chance of transmission to 6% compared to 16% without any sort of glasses or protection.

At the time of writing this article, the NSW Government announced an increase in crowd capacities for the NRL’s finals series to be played in NSW, which includes a requirement for wearing face masks while moving within stadiums but not while seated. While there seems no minimum standard set for the quality of the masks required by the NSW Government, it is an acknowledgement that most face masks have some value in the reduction of risk of Coronavirus transmission.

Based upon the study’s findings it could be argued that widespread use of face masks in venues and events by patrons that are of a certain minimum standard, can be a way to increase crowd numbers. Although some patrons may resist PPE if wearing it were optional, if it means the difference between staying closed or bringing more live events back, there has to be a strong argument in their favour that the public would support.

Can we Distance Socially?

All venues allowed to operate in areas I visited, did so at reduced capacities to maintain social distancing. Regarding the method most effective in achieving the required distancing, Reserved Seating is understandably the most successful ticketing type. Where checkerboard seating patterns were supported by ushers monitoring patrons to their correct seat, social distancing was almost always well maintained. At venues where patrons were not monitored once in their seat, there was a clear temptation for patrons to move around and sit in larger groups out of their allocated seat.

I also observed occurrences where General Admission (GA) was attempted. As a general comment, even where capacities are reduced to below 50%, GA (or non-reserved seating), will not achieve appropriate social distancing of 1.5m successfully, in venues where there is a single point of interest such as a concert or major sporting fixture; without engineering controls Community sport has been impacted by lockdowns, but is recovering.

22 Australasian Leisure Management Issue 141

Live music returns to The Events Centre, Sunshine Coast.

to separate people being in place. Patrons will be drawn toward the best vantage point and are more likely to breach social distancing if it is self-regulating.

As I observed, GA seating can however work in a reduced capacity (25-30%) with a compliant family crowd, where the venue is spread over a large geographic area, and where there are multiple viewing areas of interest that are comfortable, (shaded during the day in hot conditions). At many racetracks for example, being closer to the action makes no difference to the spectator experience.

GA seating can also work at heavily reduced capacities, in single point of interest venues, combined with engineering controls installed such as socially engineered pods, or visual delineation points to encourage social distancing.

Compliance with these controls must still be monitored and maintained by ushers, security and COVIDSafe Marshalls.

I appreciate there are many factors that affect Coronavirus transmission. They include community transmission levels, social distancing, minimising touch points, self-hygiene, disinfection programs, sunlight, air quality, temperature, patron participation and exertion, however there are many ways to reduce the risk of transmission at venues to a reasonably practicable level under both GA and Reserved ticket types.

Ushers, security and COVIDSafe Marshalls will play an important role in fulfilling a service-orientated enforcement role as many COVIDSafe risk controls are very reliant on people-based risk mitigation strategies. It would be advisable that all front-line workers in venues and events are trained in basic elements of infection control to ensure they understand the context and the risks associated with their interactions with the public.

It’s Going to Be Here for a While While we all hope that a safe and effective vaccine or effective therapeutic treatment is not far off, history has shown that drugs rushed to market can have adverse consequences.

Before life can go back to anything that resembles normal, we must have the ability and opportunity to operate in a higher risk environment. The military, emergency services and medical professionals do this every day.

For venues and events to operate in this new environment, we must continually adapt, change our plans at short notice, and operate in a way that strikes a balance between upholding accepted standards in health, safety, and bio-security, while providing the community with entertainment, enjoyment, escapism and hope through events.

COVID’s capacity to exploit any vulnerabilities means we must maintain a risk aware culture for the foreseeable future and be constantly on our guard.

Wayne Middleton is Managing Director of Reliance Risk; a risk management consultancy servicing public venues, events, sports and entertainment across Australia and New Zealand.

He has a Masters in Risk Management, over 30 years’ experience in the venues industry, and is the Chair of the VMA’s Venue Management School.

‘Competitive socialising’ at Topgolf.

Making the most of

Competitive Socialising Roy Menachemson sees that the massive impact of COVID -19 on the retail sector presents opportunities to reimagine the design, branding and operations of leisure spaces he change in how people how shop, accelerated by the COVID-19 pandemic, has seen a seismic shift from bricks T and mortar stores to on-line trading.

The retail market in Australia is expected to decrease by 3.2% in 2020 wiping some $17 billion off the sector.

Yet the leisure time experience of shopping, that cannot be achieved online, is being increasingly recognised by shopping centre developers and owners who, as many retailers close stores, are revisiting their tenant mix to offer products that attract people other than shoppers.

Landlords know that prime retail space must not sit idle as maintaining a solid level of foot traffic becomes paramount in saving smaller retailers from closure. As a result, tenant mix in the post Coronavirus world will see faster change as developers and owners move to attract leisure attractions to fill spaces vacated by larger tenancies.

Major shopping malls are expected to evolve from fashion and food retailing to more leisure and non-retail services.

Gyms and family entertainments centres (FECs) – which as a result of the demographic of their users being more than just 24 Australasian Leisure Management Issue 141

families I feel should be known as social entertainment centres (SECs) - have long been a familiar offering in retail areas.

Readers may already have come across other retail locations with facilities such as climbing walls, swim schools, wellness lounges as well as libraries, childcare, medical centres and dentists.

With variety set to be key as landlords work towards creating a good experience for shoppers, leisure providers now have a unique opportunity to hire hitherto unaffordable spaces by providing malls and centres with high quality facilities designed to maximise the growing trend of ‘competitive socialising’ (see opposite) - a key to driving foot traffic and extending trade beyond traditional ‘shopping’ hours.

Landlords recognise that including such components into their tenant mix will unlock additional value for those tenants looking to maintain established stores by climbing aboard the opportunity of extending trading hours and benefitting from the high spend demographics attracted to these social entertainment experiences.

The current tidal wave of tenants exiting leases due to the

view that any recovery in their business will be slow can be significantly reduced as these tenants see an increase in business levels due to an uplift in foot traffic driven by SECs – essentially by a higher spend demographic.

While looking to attract leisure businesses, shopping centres will not compromise on the quality offering of the venue and to create commercial success operators in this space will need to provide consumers with a place to share, discover, explore but more than this, through sharing – put simply, creating a place to belong.

Notwithstanding the difficulties being confronted by shopping centre owners as traditional retailers pivot towards investing in digital strategies, they nonetheless will be seeking high quality operators who recognise the need to bring the joys of activity, entertainment and socialising to a post COVID world where social contact will be limited albeit with strong visitations.

In other words, developing a balance of reassurance and reinvigoration.

Amid this rapid growth we are already seeing an increase in venues in prominent leisure locations and shopping centres.

Demographic shift marks the rise of Social Entertainment Centres The transformation of the amusement arcades enjoyed by past generations to the FECs of the current millennium is now seeing further evolution with the emergence of SECs. Entertainment centres that hitherto catered to ‘families’ as their main consumer base have steadily been moving towards opening their demographic reach to include a wider group of consumers more attuned to the array of new attractions that combines with a strong food and beverage component to provide a great social experience that spans across generational borders.

With amusement arcades impacted by the rise of homebased console games during the 1980s and 1990s, the move towards catering for a demographic that included young adults is often credited as having begun with the opening of Barcode at the then new Crown Casino complex in Melbourne in the late 1990s.

Barcode was a ‘games bar’ with new and ‘classic’ arcade games, pool tables, air hockey and pinball machines which players could play while consuming alcohol.

Other Barcode venues opened in new locations in the following years, including in New York’s Times Square in May 2000, while its concept was widely emulated with the arrival of locations such as Holey Moley Golf Clubs and the evolution of many tenpin bowling locations to include entertainment concepts.

The significance of the sector’s identification offering SECs is also explained by Ben Keenan, Principal of Melbourne creative branding consultancy The Thought Police, who notes “kids who Leisure has the potential to transform the retail experience.

REIMAGINING THE STRATEGY, DESIGN,BRANDING AND OPERATIONS OF RECREATION SPACES. Established in 2020, we are an end-to-end solution bringing together world class expertise in business planning, strategy, design, branding, technology and implementation. Every moving part you need to adapt and thrive in the one solution.

Let’s start a conversation.

recreationcollective.com Roy Menachemson roym@nbrc.com.au

Australasian Leisure Management Issue 141 25

Swingers Crazy Golf.

have grown up with FECs are coming of age, and will never lose their love of games and immersive experiences.

“As they mature, so do the experiences we create. With vast amounts of socialising happening online, this generation craves a place to meet, to interact and play. Expertly constructed SECs aren’t mere games and food, they are complete ‘worlds’ and will be the all-important attractor of customers to struggling retail and entertainment precincts.”

Zachary Pulman of UK-based Zachary Pulman Design Studio, which has set new standards for competitive social spaces (competitive socialising) for the likes of Swingers Crazy Golf and Topgolf UK, US and International, and has extensive expertise in retail and residential innovation, agrees with how SECs recognise a demographic shift.

He adds “we’ve seen a shift in demand from venues with a family-focus to those with a broader social-focus, particularly catering for experience-hungry Millennials and Gen Z. “The so-called ‘Instagram generation’ value experience over ownership and competitive socialising provides share-able experiences that surprise and engage.

“Digital integration within gameplay connects the competitive socialising experiences with the customer’s digital world.

Teamed with an evocative design aesthetic and challenging and rewarding playability it’s a winning solution for the changing retail landscape.”

Competitive Socialising Competitive socialising is the fast-growing sector catering for people going out and playing games with their friends, family and colleagues at a location that is serving speciality food and drink - combined with activities such as boutique bowling, mini/crazy golf, bingo, axe-throwing, pool tables and escape rooms. Some venues offer a mix of these attractions as well as arcade games, air hockey and other speciality activities.

Competitive Socialising generates a great experience particularly as it facilitates the opportunity for people working from home to escape the isolation as they enter a social environment that provides escapism from the daily grind.

The new normal?

Today’s consumers value ‘experience’ over ownership.

The essence of competitive socialising is to bring people together to share an experience and create memories.

The rapid global change in consumer behaviour has left many traditional leisure activities with decreasing footfall notably shopping malls and Cinemas which have seen rapid declines.

The instant gratification and dopamine hit that comes from social sharing has changed the motivation behind nearly every aspect of how we spend our downtime. By way of example, luxury fashion houses release catwalk collections directly through Credit: Walltopia.

26 Australasian Leisure Management Issue 141

Credit: Maniax

social platforms, even before they reach their stores.

Marketing has been shifted from billboards and TV’s to the palm of our hand with social media ‘influencers’ becoming more valuable to brands than even Hollywood A- listers.

The marketing halo from visitors sharing images on their own social platforms cannot be overstated. According to Brandwatch 96% of people sharing perspectives about brands or experiences online don’t even follow the brand profile. So what is driving these Brands forward and why now?

Consumers are quickly evolving their wants and needs and while this is contributing challenges in the retail sector, it is seeing a diversion of spend to leisure, accounting for (according to UK statistics) 14.3% of consumer spend.

Competitive socialising is on one hand counter-culture to people’s lives going on line as it brings people together socially into the real world, but on the other hand provides exactly the kinds of experiences that people love to share on social media.

The key is building a brand and advances in social media and technology that are driving new concepts forward in a way that wasn’t possible previously. Provided specialist operators can provide a world class concept that will keep them ahead of the competition it will flourish even in a congested market.

Location-Based Concepts The growth across all of the competitive socialising market is a good counter narrative to other parts of the market and while some concepts have been around for decades it is clear that the growth expected in this sector will be closely tied to technology and consumer preferences.

Landlords are also beginning to understand that introducing a leisure business goes beyond whether the tenant can pay a certain rent.

With location-based concepts being challenging to design, develop, open and operate, these concepts, by virtue of the variety of attractions available, have definitive requirements in regard to ceiling heights, columns and retaining walls and could add significant accommodation cost which might not be capable of being recouped through additional rent. Landlords particularly those managing large malls, need to recognise that spending time at an attraction or entertainment venue, means customers will be spending more time at the centre.

Entertainment concepts can be a significant ‘backfiller’ for spaces vacated by retail operators but re-purposing the same for the intended use can work out expensive and this is not a cost that can be passed onto the user.

If shopping centres are to have ‘buy-in’ to shifting historical trends to a greater focus on expanding their consumer offering it will be necessary to demonstrate that these entertainment spaces are busy day and night with a concept that offers something for everyone; lucrative corporate groups, families, groups of friends, couples and casual visitors building a broad audience segmentation.

While environments need to be safe, they do not have to be boring. Developing a post COVID facility necessarily means rethinking how to adhere to social distancing rules where keeping your distance doesn’t diminish the quality of the experience.

Challenges to traditional retail have created a vacancy quagmire worldwide with Australia being no exception.

Entertainment is emerging as one the most in-demand categories of brick and mortar retail in the e-commerce era.

Roy Menachemson is Managing Director of NBRC and co-founder of newly formed consultancy and advisory service Recreation Collective.

Recreation Collective launches, aiming ‘to change the game of competitive socialising’ Newly formed consultancy and advisory service Recreation Collective is ready to offer services for the ‘re-creation’ of amusements and entertainment.

In a world where social distancing and social entertainment will, according to Recreation Collective cofounder Roy Menachemson, “need to learn how to play together”, the service will offer a balance of reinvigoration and reassurance needed to bring customers back.

Explaining that, with “a clean sweeping of manuals, an emphasis on creativity and innovation to re-consider barriers to entry”, Menachemson (pictured) explains that the re-creation of the recreation business starts now.

With 40 plus years of building multi-site leisure businesses, Menachemson has seen all of the challenges of building and adapting businesses to changing times first-hand.

He advises “in great change, there is always great opportunity.

“One of the greatest challenges is finding world class expertise in the diverse disciplines that make a recreation space a success. Whether you are adapting your space, or building a new entity from the ground up, a strong collaborative force that includes planning, design, branding, operations and marketing is needed. That’s what inspired The Recreation Collective to form.”

The Recreation Collective consists of Menachemson’s own Sydney based strategy, implementation and operations business NBRC, whose credits include pioneering properties such as Bowl Australia and Attractivity, partnered with London-based Zachary Pulman Design Studio.

The Recreation Collective is completed by Melbourne creative branding consultancy The Thought Police, who have conceived and built branding, content and digital experiences for some of the world’s biggest brands.

The Thought Police Principals Ben Keenan and Dan Jones are internationally awarded creatives who cut their teeth at top ranked agency Clemenger BBDO Melbourne.

Menachemson goes on to state “we are here to help businesses reinvent their spaces, and reimagine new ones as the retail and social entertainment worlds adapt to changing times.

“We are tackling our industry’s biggest problem - how do we innovate and meet new safety precautions and expectations that adds to the customer experience?

“With our unique cross-disciplined approach, the Recreation Collective is the one-stop-shop our industry will embrace.”

For more information contact Roy Menachemson on E: roym@nbrc.com.au or go to www.recreationcollective.com.

Swingers Crazy Golf.

Australasian Leisure Management Issue 141 27

Sport Campus International architecture practice Warren and Mahoney explains its work at the La Trobe University Sports Park

D

esigned as the first purpose-built facility of its kind in Australia, the La Trobe University Sports Park in the Melbourne suburb of Bundoora takes its cues from the model ‘community university’ style campuses seen in the USA, combining new tertiary sporting facilities, dedicated teaching spaces and laboratories for world-leading sports education testing and analytics alongside community sport infrastructure and tenancies.

The recent opening of the $50 million La Trobe Sports Stadium marked the completion of the second phase of development for the state-of-the-art sports facility that will be used by La Trobe students, professional athletes and locals alike.

When life in Victoria bears some semblance of normal, the Sports Park is expected to welcome 10,000 visitors per week and is a key component of La Trobe’s plan to transform its Melbourne Campus in Bundoora into a University City of the Future.

The 60-hectare site integrates academic research and teaching functions with world-class playing facilities for professional, state and community clubs playing AFL, cricket, football and baseball. The Tony Sheehan Oval has played home to the Carlton VFLW team while Melbourne City FC are also located on campus.

Having been awarded the contract to design the facility following a competitive tender, Warren and Mahoney worked with design partners MJMA during the design process to ensure the comprehensive project would meet the needs of

28 Australasian Leisure Management Issue 141

both La Trobe and the surrounding community. One of the driving strategies around the development of the Sports Park was the opportunity to break down the borders between the University and its locals – reflecting the community-focused tertiary institution model in America.

Lead architect, Daryl Maguire, says while a high-level masterplan had already been drawn up – situating buildings in multiple locations across an enormous site – one of the first things the practice did was to interrogate this first draft with client and stakeholder needs and expectations through

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La Trobe University Sports Park images courtesy of Warren and Mahoney/La Trobe University.

extensive consultation and user group workshops.

Maguire explains “based on these findings, we then developed a very different masterplan.

“The new design was built around a ‘hubbing’ strategy that co-located high-performance sports science facilities, teaching and research spaces and indoor playing facilities in one main building.

“This resulted in reduced building form across the site and provided significant efficiency gains from shared operations and services. Crucially, it also transformed the Sports Park into a place with a busy, energetic heart.”

Maguire says the key concept was to concentrate maximum activity into a single centre of gravity that would naturally draw a broad range of participants. Students, athletes, academics, sports administrators and community club members come together, concentrating their energy, talent and experience in one vibrant hub.

He notes “the hub is situated as close as possible to the main university campus, with visual and physical connections to maximise accessibility and engagement. Its forecourt is aligned with the main public transport interchange, the arrival point for most students, and links directly to the Agora, the social heart of the campus.

“At the heart of the design is the transparent teaching ‘bar’ that lies between the indoor and outdoor playing areas, opening out both sides and creating a learning zone that links codes and functions.”

The masterplan allows for expansion of facilities and sporting codes over time. The plan is designed to limit disruption and future capital expense, and to ensure that additions can be efficiently integrated with the current facilities. Workspaces have been designed with deliberate overcapacity to open up potential sub-leasing opportunities in the future.

The Sports Park has a major focus on environmental sustainability, with the Stadium achieving a 5 Star Green Star ‘Design’ and ‘As Built’ rating, through an integrated strategy of building material performance, natural ventilation, sustainable energy generation, water storage and reuse, and building management strategies. Application for the new Stadium’s 6 Star Green Star rating is currently awaiting approval from the Australian Green Building Council.

30 Australasian Leisure Management Issue 141

Achieving Seamless Design The first phase of the project – completed in December 2018 – comprised an AFL oval, a pavilion with nine change rooms, elevated club rooms and function room, and a FIFA-1 standard and accredited synthetic football pitch.

Phase two – completed in early 2020 – includes a new research and teaching building; an indoor stadium, complete with six, multi-purpose highball courts; spaces for university and commercial tenancies, and a plaza area offering a lookout to the Sports Park.

State-of-the-art sports science technology, including a Hypoxico High Altitude Performance System, advanced physiology and biomechanics labs and capacity for a dualenergy X-Ray Absorptiometry DEXA Unit, is integrated seamlessly into the design. The outdoor football fields flow right into the building, with oversize doors that allow athletes on movement analysis force plates to kick balls right out of the building.

Advising that making elite sport visible and accessible, and encouraging recreational participation, the central hub encourages the natural collisions and cross-pollination that bring about discovery and inspiration, Maguire explains “this is in line with the big trend in the world of sports facilities: moving from pure sport and including other ‘wellness’ facilities to attract the wider community.

“The design of La Trobe’s Sports Park was created to inspire, bring together and enhance performance for participants in sports at every level, from elite athletes to active community members.

“The ability to host multiple sporting events is a hallmark of a good sports facility, but this great facility brings to life the client’s grander vision for fostering and building community.

The La Trobe Sports Park contributes to the University’s vision to be the University City of the Future, which will establish it as the epicentre of Melbourne’s growing Northern suburbs.”

Integrated Learning Experiences Professor Russell Hoye, Dean School of Allied Health Human Services and Sport at La Trobe agrees the Sport Park creates “a unique integrated environment” that is incredibly beneficial for the University’s academia.

Professor Hoye states “this new stadium allows us to co-

locate our research and teaching laboratories for biomechanics, exercise physiology, strength and conditioning and sports analytics among our new sports infrastructure, creating a unique integrated environment for collaboration with the sports industry and the community.

“These facilities will transform the student experience, enabling our undergraduate students to undertake their work integrated learning experiences on campus with our sports partners and extensive range of user groups accessing the sports park.

“Our PhD students and staff will be able to work seamlessly between their sport science laboratories and our sports stadium and outdoor facilities, extending the nature and quality of our sport science research.”

Stadium puts ‘sport on show’ During a recent virtual tour of the new Stadium, La Trobe Sport acting Director, Andrew Tomlinson commented “the stadium was operational for key milestones, such as the launch of local sporting competitions, along with our sport and exercise science facility ready for students to face classes.

“The main entry plaza importantly connects the entire Sports Park to the heart of the community campus just over Kingsbury Drive. The spectacular timber canopy provides plenty of covered space for campus events, with the full-height glazing giving the main entrance a real presence. The view at night is particularly stunning with the glow from the internal courts reflecting off the timber canopies.

“The stadium has six high ball courts split into two three-court halls. One court is designed to install 2,500 retractable seats to create a show-court. The court is also fitted out with Clear-sky technology for data mining.

“The courts are separated by a spine of four large, interchangeable gender-neutral change rooms with toilet and shower facilities, accessible and family change areas, event control offices and ample storage to allow for a seamless training, event or competition day.

“Both halls are in the process of being fitted out with key motion technology. This technology, also utilised by the Golden State Warriors, will allow for professional quality streaming for broadcast and instant play review for coaching, along with a raft of teaching and research outcomes.

“The strength and conditioning lab is fitted out with high-end equipment from industry leaders. The large glazed retractable walls open up onto the synthetic pitch and also the start of the 40 metre running track. This space is designed to enable high quality teaching and research along with facilitating elite-level high performance coaching for large groups.

“Also adjoining this lab is the sport analytics control room, set out for real life data tracking, analytics of the action outside.

“The biomechanics lab features numerous inground floor plates and two 3D motion capture systems to allow non-

restrictive capture of almost any movement: at full speed on the running track, kicking or throwing movements out onto the synthetic pitch or the analysis of jumping or turning activities on the Mondo sport floor.

“Separating the two labs are offices for our technical staff, storage and prep rooms, all integral to the successful operations and flexibility of these spaces.

“We have three physiology labs and the research lab has the environmental chamber. This simulates both heat and altitude to replicate very specific conditions around the world. There are also two large exercise physiology teaching labs, along with biochemistry and lab analysis areas. This is a human performance testing, teaching and researchers dream.

“Directly above the exercise and physiology labs, and separated by a hallway which overlooks the two court halls from elevation, are two large multi-purpose teaching seminar rooms. It’s important to point out that the impressive design of the building that allows the required double-height for the two court halls, strength and conditioning, lab and bio-mechanic lab and the impressive foyer area, integrate with the double storey area of the teaching spaces, offices, plant and amenity, all in one simple single mass.

“And finally, upstairs are a couple of boardrooms, break out office spaces and shared kitchen and amenity area for both La Trobe staff and partner tenants. This outdoor deck area overlooking the synthetic pitch with city views is a real treat.

“Everybody is incredibly proud of what has been created and what it means to both the University and the wider community.”

Warren and Mahoney is an international practice of designers and architects which solves complex challenges to create enduring legacies for our clients. With a 65-year history and a 300-strong team, the practice works as one connected studio across its seven Australasian locations.

Current projects, in planning or construction, equate to a combined value of $1.8 billion across sports, civic, tertiary, commercial and residential sectors in Australia.

Australasian Leisure Management Issue 141 31

Transforming Community Spaces Felton Industries’ work with Lachlan Shire Council

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ituated in the heart of the Western Plains region, the Lachlan Shire Council is the largest geographic council area in Central West NSW. Subject to extreme weather conditions ranging from frosts in winter to summer days over 40 degrees.

To withstand the continual challenges of the climate, all outdoor facilities need to be of the highest quality, strength and durability.

When making improvements to a range of public amenities, the Council consulted Felton Industries - a local-based highly successful outdoor furniture specialist - making use of the company’s experience in designing and manufacturing premium outdoor furniture for streets, parks and recreation areas.

Upgrade of Memorial Park In the heart of Condobolin, the Shire’s major town, the popular Memorial Park, offers beautiful trees and extensive grassy stretches but, prior to a Council upgrade, only provided limited play equipment.

In providing a contemporary adventure playground - with a large climbing structure with slide, double flying fox, rock climbing blocks, spinning equipment, new footpaths, shading, fencing and seating - the Council consulted with Felton Industries to find out what would provide the most suitable seating to accompany the exciting new refurbished playground area. After consideration, Felton’s Above Ground Bench Seats with Back Rests were selected.

The bench design was modified to include armrests to provide added accessibility and comfort. Blending perfectly with the modern play equipment, they combined relaxation with the durability and safety needed for a child-friendly area.

Bench Seating at the Central Library Close by, in pathways surrounding the Condobolin Public Library, the Council also sought to address a notable absence of seating and a need for facilities to assist those waiting at the facilities or simply enjoying the local outdoor space. To match the vibrant red of the library venue, Felton Industries suggested powder coating the aluminium frames of the bench seating in red, resulting in wonderful outdoor seating that forms an integrated part of the Condobolin library experience.

Bus Shelters With fierce sun a daily occurrence throughout the long summer months, having shaded areas while waiting for public transport is essential. When it came to refitting the central bus stop, it was 32 Australasian Leisure Management Issue 141

clear passengers would benefit from the protection of Felton’s Modular Bus Shelters. Designed to withstand constant, high use environments and with ample cover from the elements with a sturdy Colorbond roof they were the preferred choice.

Inclusive Seating at the Skate Park At the local skate park development, the Council were keen to add disability inclusive seating with Felton Industries providing two Interactive Wheelchair Settings, designed to accommodate wheelchairs, allowing everyone to enjoy the skate park space.

Seating up to eight people, including two wheelchairs, and designed to maximise social interaction, Felton’s wheelchair friendly settings can be customised to suit specific requirements.

In Condobolin, with the Interactive Wheelchair Settings being located so close to the skate park, special skateboard stoppers were also added to the benches to deter any dangerous stunts.

Although sitting is the primary purpose of seating, skateboard riders can find their long smooth edges irresistible for another activity, practicing their favourite tricks. While its fabulous for the skateboarders, it is not so great for the seating and can cause unsightly and significant scratching, marking and wear.

To help seating remain in good shape while deterring skateboarders from risky stunts and potential injury, Felton created Skateboard stoppers. These small, unobtrusive brackets eliminate enticing long smooth edges and protect outdoor furniture from unnecessary damage.

For additional accessibility seating, Lachlan Shire Council also installed wheelchair accessible sheltered seating adjacent to the playground in the local park.

Change Room Facilities Upgrade With the changing rooms at Condobolin’s Pat Timmons Oval needing a new look, Felton’s gym and changing room furniture helped with organisation and accessibility.

Aluminium bench seats are a great option because they are easy to keep clean, hygienic and robust. It is easy to customise the size of the bench seating to meet whatever width or length you require to fit your changing room and they slot alongside the wall leaving ample space for getting changed. Bench seats keep clothes and possessions off the floor and can be used to sit on for changing or team talks during half time or pre-game.

Lachlan Shire Council’s Recreation Manager Adrian Milne was very pleased with Felton’s Products and Service, commenting “Felton’s product support and customer service are great to deal with and very professional. The timelines of product delivery have enabled Council to deliver improvements in a timely manner. Felton has also modified some of their product to suit Council’s requirements.”

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Driving Strength, Power and Movement The Australian Institute of Fitness has revealed a rebrand, new study options and integration with the Australian Fitness Network

ustralia’s largest and longest established fitness training organisation, the Australian Institute of Fitness A (AIF), has announced a large scale rebrand and a raft of initiatives specifically designed to expand study and product offerings, as well as elevate career options for fitness professionals.

From October, AIF will begin unveiling a dynamic new visual identity - transforming its blue and green colour scheme of the past 15 years - accompanied by a revamp of AIF’s logo, with the new logo inspired by the strength, power and movement of Leonardo da Vinci’s Vitruvian Man, as well as a vibrant new design system and photographic assets.

Explaining the changes, Australian Institute of Fitness Chief Executive and Director, Steve Pettit (pictured left) commented “with the recent expansion of AIF’s business capabilities and offerings, we required a new look and feel that represents where we are heading as the number one fitness educator globally.

“Our educational offering differentiates us from other providers, so we wanted our branding to do the same.

“We needed something bold, powerful and impactful to represent AIF throughout our entire brand, from the logo, to creative elements and photography. Our new red colour is 36 Australasian Leisure Management Issue 141

representative of the confidence and positivity that set us apart as industry leaders.”

The rebrand comes as AIF integrates the Australian Fitness Network (Network) into its portfolio. The integration sees AIF expand its umbrella of offerings to include continuing education programs (CEC), micro credentials, upskilling certificates, qualifications, industry onboarding and training, membership programs and more.

Pettit noted “the Network integration moves the capability of AIF beyond a Registered Training Organisation (RTO) into an all-encompassing education provider that supports fitness careers and businesses for life.

“Historically, AIF has described itself as an RTO and yes, that is what we have primarily been. However, limiting ourselves to delivering qualifications has allowed us to flex only part of our extensive educational muscle. The integration of Network means we have more scope to identify bespoke education opportunities that not only add value to our students, but to the industry more broadly.

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“The AIF can now offer continuing education to ensure graduates remain up-to-date and relevant in a quickly changing environment - supporting them through their entire careers, not just their first steps.

“From an industry perspective, businesses will also be able to come to us as a partner for assistance with internal training and development needs. In doing so, they will be able to ensure they run their businesses in the best way possible, adding significant value to both their customers and staff.”

Qualifying more personal trainers and fitness professionals than any other provider in Australia, as well as offering a broad range of continuing education courses (CEC), upskilling resources and partnership programs for existing industry, the AIF has purpose-built campuses in and around every major Australian city and expert course coaches nationwide spanning fitness, massage, nutrition, and business.

Master Trainer Program upgrades Further boosting its educational offerings, AIF has also announced a range of important upgrades to its leading Master Trainer Program™. AIF has updated its Certificate III (Fitness) Fitness Coach course, which forms part of the Master Trainer qualification - the most well-known personal training qualification in Australia.

Fitness Coach consists of units of competency that result in a dual specialisation, including gym instruction and group exercise instruction. This will enable a Fitness Coach to not only program gym- based exercise, but also motivate and lead both individuals and groups.

Kate Kraschnefski, Head of Training at AIF, added “in our commitment to being the leading provider of fitness professionals in Australia, we have taken the opportunity to review and update our Master Trainer program to reflect the needs of the fitness industry today, and provide our graduates with even more skills.

“With circuit style group training such a force at the moment, 38 Australasian Leisure Management Issue 141

fitness coaches will have the knowledge of a gym instructor, combined with the unique skills of GroupEx instructors, including how to motivate a group and use music to inspire during a workout.”

The updated Master Trainer qualification also offers a new specialisation in instructing movement programs for children, enabling students to graduate with three specialisations instead of one.

Kraschnefski went on to state “the new Master Trainer qualification will provide graduates the skills needed to assist the health and fitness goals of both children and adolescents, so we can get more of the community exercising from an earlier age.”

The AIF’s upgraded Master Trainer qualification also includes a bolstered emphasis on technology and real-life business skills, thanks to a range of soon-to-be announced strategic partnerships with leading industry organisations. The new partnerships form part of AIF’s long-term commitment to ensuring that graduates receive the most up-to-date content and foundational skills to power success for the lifespan of their careers.

Pettit concluded “despite the challenges posed throughout 2020, there have been a lot of learning and development opportunities for the global fitness industry. As we get back to work, new trends will continue to materialise - but with a customer-first, adaptable and innovative approach as well as the right skills and partners - fitness professionals and businesses alike can develop new pathways to success.

“At AIF, we are already seeing demand pick up among our career partners for highly skilled and industry-ready personal trainers and massage therapists. As we move forward with AIF’s new brand and expanded range of study and product offerings, we are better placed than ever to help the entire industry pave those pathways.”

For further information on AIF’s Master Trainer course, visit fitness.edu.au/courses/

Concept2 has released a series of free-to-use Zoom background images (above) and Steve Jensen (right).

Are You Ready?

Steve Jensen sees the post COVID environment as a time of opportunity for fitness businesses ere’s a fact: Every three to five years, a business should announce big upgrades or a relaunch, or at least an aspect H of it. Given the lockdowns we’ve all endured this year, we need

Step 1. Develop New Services, Upgrades and Add-Ons It’s critical to add two or three new services or add-ons (avoid using the word ‘changes’ as people may feel adverse to change). This is important because it ensures that anyone who’s been previously toured or are former members or clients will then understand that something is different, which will help generate the excitement and enthusiasm required for them to take action.

ultimately join up, your offer must be well structured and easy to understand. The key is to develop an offer that generates leads who want to join; not one that inspires tonnes of people to pay a low-priced membership that will later require extensive sales efforts to upgrade them.

This is what’s called a ‘low entry upgrade method’ (sometimes referred to as the ‘Groupon strategy’), as it usually attracts people who have a low value mindset. The downfall of this is that it creates lots of work later, for your sales team, and typically only ever results in low upgrade conversions. To avoid this headache entirely, deny the temptation of creating a ‘low-cost offer’ where people buy from a website; then, you can avoid the laborious challenge that this old-school, timeconsuming strategy typically requires.

The alternative is to embrace the ‘pre-sales and relaunch strategy’, which we’ve used with health clubs and fitness businesses all over the world, to successfully generate loads of qualified leads. One easy way to do this is by using an ‘Expression of Interest’ (EOI)strategy, which simply requires a strong offer that steers your leads to complete an online opt-in page where you capture their name, email address and phone number as part of their EOI in your offer.

Step 2. Create the ‘Expression of Interest’ Campaign A strong offer will excite prospects and former members to take action. One way to achieve this is to have them register their interest in the offer.

In order to create leads who want to know more and

Step 3. Deliver Two Opportunities When you write the text explaining your offer, make sure you focus on the results and benefits that will be enjoyed once they’ve joined up for a program or membership.

Your attractive offer will save them money (so state the savings but not the price itself), and it should confirm that

to seize the opportunity to reopen or relaunch our clubs and studios effectively, in order to confidently position for recovery.

Here’s a question: If you were going to open a new club, studio, or fitness business in just four to six weeks, what would you do? Yes, it would be a rush to create the opportunities to attract tonnes of leads and then convert them into members and clients who you can help.

Following is a strategy that has successfully helped our clients increase their leads and sales, and which - when adapted correctly - can also help you achieve the same.

40 Australasian Leisure Management Issue 141

their goals will be achieved. These facts should be presented in your marketing, in this order. Doing so will ensure that you only attract people who are interested in your programs or membership (i.e., so you only attract qualified leads - and lots of them, hopefully). An EOI offer, therefore, should be structured so everyone can ‘Save up to $xxx on a program, and $xxx (a larger amount) on a membership.’

All registrations of interest should be followed up by booking appointments or Zoom calls, so you can then have the conversations required to qualify what they want and where their pain-points are. Once you identify these, you can then explain exactly the services and programs you offer, which will alleviate their pain and see them achieve their goals; this is where conversions take place.

Step 4. Select Your Target Markets To promote your offer, SMS and send emails to your lost leaders, old pending prospects and former members. You should also post the EOI on social media, on your Business Fan Pages, and your Personal Page with picture tiles. It is also recommended that you create a 30-second two-minute video, do some live broadcasts, and always include the link to your offer so they can immediately enter their details in your EOI opt-in page.

Step 5. Implement an Easy-To-Present Conversion Sequence It’s very important that you have clear processes and procedures in place, and that you and your team are confident in how to present and close, so that you can all convert every EOI lead to either your program or membership. It’s equally important that you practise your price presentations, so your offer is smooth and very easy-to-understand and ensure that when presenting prices that you focus on their results, and the feelings that the prospect wants – and not just on your offer and the price.

And delivering this information successfully requires constant and ongoing practise.

Step 6. When to Present and How to Close Please remember, the EOI is exactly that and that once you receive those expressions, you need to act swiftly and contact all of them.

When it comes to doing sales, times have changed since you were last open and we’ve all become better conditioned on what to expect and have become very comfortable communicating with and buying online.

These days, many people are comfortable using Zoom; in fact, we’ve had some awesome results with many of our clubs, studios and personal trainers who have pivoted and implemented our ‘Sell Via Zoom’ skills. The great news is, it’s actually shortened the sales cycle and has increased closing percentages because the team are now able to help their prospects more quickly, since they don’t have to wait for them to turn up for a booked appointment.

The way to achieve this is by using a new skill called the ‘phone switch’. The phone switch is where you establish rapport with your prospect; identify the problems they want help with; and this connection is then followed up immediately by jumping on to a Zoom call - ASAP. This has been hugely successful as it’s always best to help the prospect when they’re in that mindset.

Step 7. Selling Via Zoom This skill will help you close more quickly, and increase your conversion percentage. It’s highly recommended that you learn how to convert prospects into members and clients via Zoom. With all that’s going on in our industry and in the wider economic climate, this will become an essential selling skill in

the not too distant future; in many instances, it already has!

To help get you started, following is a list of the equipment, services, resources and skills required in order to consistently convert via Zoom: Equipment & Services: • A strong and reliable internet connection • A quality webcam/video camera • A quality microphone • Lighting, or be positioned by a good source of natural light • Create a jpeg to use as your virtual background Resources: • A Zoom account • Google docs • YouTube account • PowerPoint • Touring, explanation, demonstration and proofing (a virtual tour with testimonials) • Screenflow (Mac) Or Camtasia (PC) • Testimonial in video, picture or written formats • List of USPs • Cheat sheets • Simple URL to your pay page Skills: • Building rapport online • Creating eye contact through the camera • Positioning • Permissioning (this is a new online selling skill) • On and off-screen switching (this is a new online selling skill) • Preloading (this is a new online preparation skill) • Online listening and recapping • Online test closing • Presenting prices online • Creating engagement during online presentations • Closing skills using an online chat box Of course, the alternative is to contact each person who has submitted their EOI and book them in for a tour - and with the right systems, processes and skills, you will still achieve success.

Remember, your offer must include an easy-to-understand call-to-action and a simple process that enables people to join easily. This way you’ll maximise every opportunity for all prospects to become members or clients. This is essential for a successful EOIcampaign. Good luck.

One of Australasia’s most respected and recognised sales, sales management and communication specialists, Steve Jensen is Managing Director of the Impact Training Corporation and the National Sales Academy.

Australasian Leisure Management Issue 141 41

Just Keep Swimming

Credit: Zoggs.

Nigel Benton explores how swimming and aquatic activity can play a role in the nation’s Coronavirus recovery

A

n icon of the Australian lifestyle, swimming and aquatic centre operations has been one of the many sectors of the economy impacted by the Coronavirus pandemic.

With facilities closed down during initial Coronavirus lockdown, even including most of NSW’s ocean pools, elite athletes were unable to train, patrons were unable to swim and exercisers couldn’t stay fit in the water.

As lockdown measures have eased at varying levels across different states many facilities are now operational again, and looking forward to being able to work at full capacity - if they aren’t already.

However, the industry is not the same. Commercial facility managers and swim schools have had to continue business with reduced or halted income - albeit cushioned by JobKeeper - while local government has been excluded from that measure.

The crisis has also seen an alliance of aquatic and recreation industry peak bodies, facility operators and program providers to share expertise and support, impacts on communities, businesses and employees across the industry.

On the ground, Royal Life Saving Society - Australia has reported industry data, compiled with the input of operators and swim school industry, which shows 25% fall in swimming lesson enrolments across the country (excluding Victoria).

Highlighting the value of the sector, in August, Swimming Australia 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.

Advising that she believed sport and recreation was going to play a huge role in helping society transition post COVID-19, 42 Australasian Leisure Management Issue 141

outgoing Swimming Australia Chief Executive, Leigh Russell stated “sport plays a full-time role in society and is an integral part of community health, both from a physical health perspective but also in the mental health space.

“The physical and mental health benefits of swimming are widely recognised. The findings of this report strongly reinforce that point and also illustrate that swimming provides very significant social and economic impacts as well.

“COVID-19 has had a devastating impact on our Australia and as we look to try and come out the other side, it is becoming increasingly clear that sport will be a huge lever in re-building communities. With our participation levels, swimming has a big part to play.

“Swimming can also play a critical role in addressing broader societal challenges such as rising obesity, an ageing population, and therapy and rehabilitation for those people living with chronic health conditions or disabilities.”

The activity is also a life-saving skill that is integral to the social fabric of Australia, but it is also a sport for all and a sport for life with all ages, all abilities and all backgrounds participating.

Highlighting that with five million participants across Australia, the report also found swimming teaches life skills such as discipline, hard work, determination, work ethic, time management and commitment, Russell added “swimming is Australia’s largest participation sport that provides an outlet for so many people and brings with it so many unique strengths.

“We know it contributes to a broad range of social benefits to local communities, including community cohesion and greater social inclusions - for example we now know people who swim are nearly twice as likely to volunteer within the community than general sports participants.”

The economic benefit to Australia is delivered through a range of factors including, competitive and recreational swimming events, expenditure on goods, services and employment by swimming clubs and associations, spectator attendance and swimming related travel and tourism.

The new Ashfield Aquatic Centre can be part of post COVID-19 transition.

AUSTSWIM extends Swim Centre Recognition To support all 2020 AUSTSWIM Recognised Swim Centres through the Coronavirus crisis and to increase the opportunities for learners to continue their water safety journey, AUSTSWIM has extended all AUSTSWIM Swim Centre Recognitions.

Swim centres do not need to do anything as AUSTSWIM will update the Recognised Swim Centre status and post out updated recognition packs.

Given the unique circumstances that have played out in 2020, AUSTSWIM understand that renewing AUSTSWIM Swim Centre Recognition may have been challenging or not even possible.

With swim schools having begun to reopen following COVID-19 restrictions, AUSTSWIM launched its national #backintheswim campaign to encourage learners and their families to get back in the pool.

AUSTSWIM highlights that their recognised Swim Centres, learn to swim programs and AUSTSWIM Teachers can only be as busy as demand for their service dictates and as such they are investing heavily in this campaign to help reignite their recognised centres.

AUSTSWIM are keen to help reinvigorate the industry and once again see pools flooded with smiling faces (as much as social distancing allows, for now) noting that “our teaching community are and always will be our number one priority quality education, training and accreditation is vital.�

To support AUSTSWIM Teachers and keep them engaged, learning and ready to get back in the pool, AUSTSWIM has provided over $500,000 of financial and in-kind support to AUSTSWIM Teachers and candidates through a range of initiatives including complimentary license extensions and online professional development.

Additionally, their teams have remained fully operational, responding to over 55,000 emails and 30,000 calls since the beginning of March 2020 while making sure accreditations and licenses continued to be issued in preparation for the industry reopening.

Nigel Benton is Publisher of Australasian Leisure Management.

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Australasian Leisure Management Issue 141 43

Credit: YMCA

Credit: ESSA

Contracts in Uncertain Times John Summers considers the future for ‘guaranteed’ contract sums for outsourced aquatic and recreation centres

S

o what is the future of guaranteed contract sums for aquatic and recreation facility management contracts, now that closures and disruptions as a consequence of COVID-19 have resulted in so many being varied to such an extent that they may as well have been non-guaranteed/fee for service?

Over the past six months of the COVID-19 pandemic, it seems that “guaranteed contract sums” may not have provided councils with the budgetary certainty that it was assumed they would. As has been often noted, we are certainly living through unprecedented, extraordinary and extremely uncertain times, but one wonders whether we will now see a move from more guaranteed contracts to non-guaranteed. If so, what will they look like?

The attraction of guaranteed contracts would seem to be twofold. Firstly, there is the full transfer of financial risk to the contract management company. Secondly, there is the view that under a guaranteed contract, the contractor will drive the ‘business’ harder than they would otherwise under a fee for service model, and as such council will be the beneficiary of increased net performances.

With almost 400 aquatic, recreation or sporting facilities managed by third parties on behalf of councils across Australia, there is no doubt many councils are retendering or renegotiating option periods, giving consideration to this issue. So, will it be guaranteed, non-guaranteed or maybe a bit of both?

As Belgravia Leisure Chief Executive, Nick Cox recently suggested, contract management companies, following the COVID-19 pandemic, would more than likely be pushing 44 Australasian Leisure Management Issue 141

back on onerous contract requirements, particularly relating to financial expectations. This is hardly surprising, and it will therefore be interesting to see where some common ground maybe found in this regard.

So what might this ‘common ground’ look like?

Fully non-guaranteed for the duration of the contract Having personally reviewed and responded to more than 50 tenders during my time at the YMCA, I could count on one hand the number of tenders for which the council were willing to assume full financial risk for the duration of the contract.

In such cases, the level of financial scrutiny by council was extensive. While it is arguable whether this scrutiny actually enhances net performances, there is certainly an increased need to fulfil the due diligence obligations.

Ideally there will be some embedded incentives for exceeding participation targets, particularly for memberships and swim school enrolments, and consideration could be given to total income.

I have witnessed the management of expenditure control in isolation to income generation, whereby incentives or penalties have been applied for operating within, or exceeding an expenditure budget. However, I do believe this approach is often flawed in its design and application noting the correlation between increased income and expenditure in many parts of the operation.

So, while this approach may still achieve optimum financial outcomes, it does expose councils to financial risks, as would be the case within an inhouse model, where council becomes the guarantor.

AUSTSWIM

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First year non-guaranteed, and guaranteed thereafter Often applied for a greenfield site, the logic is quite sound, that once a full year of operations have been completed and a clear understanding of likely performances has been ascertained, both parties are both more comfortable with anticipating future years performances.

The establishing of future performances, whether they be during the initial contract term, or for an option period, does in my view, put the council at a significant disadvantage during the negotiation of the guaranteed sums. While at the time of the tender, the power of tenderer selection and contract sum determination, clearly sits with council, there is a significant shift in this power dynamic once there is a contract sum negotiation mid contract term (or at the time of the awarding of an option period).

Both parties are on a more equal footing, and often it is the council that are loathe to go back out to market, and I would suggest, the contract management companies are fully aware of this.

While a pre-set methodology is one option that I have seen used, they invariably fail to account for the inevitable variables, or utilises a complex model, that still will fail to account for unforeseeable circumstances.

While declaring some degree of conflict of interest, I am surprised that councils don’t engage an independent external consultant to make a determination of an appropriate contract sum for the future years of the contract and/or the option period. Most importantly, I would be proposing that this process is mandated within the contract from the start, and includes that both parties are bound by the determination of that sum by the independent assessment. It is then accepted by both parties, or it goes to market.

This would certainly address what I hear so often, and that is council noting that while they have agreed to a revised contract sum, they are not overly pleased with the outcome. I have in fact been party to such an exercise on two occasions, where an independent consultant was engaged, and in both instances the parties felt that the outcomes were fair and reasonable and based on sound logic.

model is being utilised, and tender respondents are required to quantify the contract sum that they believe they can achieve, however the council will not require the contractor to guarantee this amount, but rather, they are to nominate a second amount that they will then guarantee.

In essence, it provides the contractor a buffer zone from guaranteeing the areas of performance that they are less confident in achieving. The amounts between these two sums are fully the responsibility of council to underwrite. Performances that then are inferior to the guaranteed sum are then fully borne by the contractor (or at a rate shared between both parties).

While adding some element of complexity, might this be the model for the times, where the risk is more evenly shared?

Guaranteed and Non-Guaranteed Councils may also wish to consider a hybrid approach in which a net amount for each year is non-guaranteed but only to a point. I have been working with a council recently in which this 46 Australasian Leisure Management Issue 141

Guaranteed (but not all categories) This approach is not dissimilar to the previous option, but rather than have a set sum (between the guaranteed and non-guaranteed sums) that accounts for those areas that the contractor is uncomfortable and unwilling to guarantee, in this instance, the council will have set aside the more volatile income or expense lines as either straight out non-guaranteed amounts, or have stipulated provisional sums. The outcome is the same for both, the difference in both these approaches only differs in respect to the timing of the money payable/receivable by the contractor.

These provisional sums are increasingly being applied for maintenance, as well as for utilities. It will however be interesting to see if councils broaden the application of provisional sums for income categories such as recreational swim, learn to swim, as well as health and fitness with consideration to the challenges of COVID-19 now and into the future.

It is certainly going to be interesting over the next 24 months as to the approach councils with outsourced facilities select as we continue to navigate these most uncertain times.

John Summers runs Leisure Management Excellence consultancy.

Prior to establishing his consultancy in 2018 he was a senior manager with YMCA Victoria including having been Chief Executive of YMCA Aquatic and Event Services Ltd between 2011 and 2016.

He can be contacted on 0409 205 212, E: john@lmexcellence.com.au

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Australasian Leisure Management Issue 141 47

Life Floor’s versatile installations.

Safety in Mind Jonathan Keller accounts for the evolution of splash pad safety surfaces ecent decades have seen playgrounds around the world evolve to offer ever improving levels of safety, driven by R regulations and standards.

Protection from needless accidents was driven in the USA by the publication in 1981 of the Handbook for Public Playground Safety while in Australia, with industry input, Standards Australia have driven an ongoing reduction in playground risks.

As a result, the equipment in playgrounds of yesteryear is barely recognisable when compared to those of today.

Less noticeable, but no less significant, have been developments in impact absorbing surfacing for playgrounds, with no playground today built without safety surfacing whether it is woodchips, rubberised cushioning or shredded rubber, each facility has safety in mind.

Splash pad surfacing Splash pads, essentially playgrounds with water features, have appeared in many communities over the last 25 years as a unique aquatic adaptation and alternative to traditional playgrounds.

However, splash pad safety standards have lagged behind those of ‘dry’ playgrounds by having poor safety features and sometimes less than inspiring designs.

An example of this saw many early splash pads utilising concrete as a surface, even though concrete is inherently abrasive, dull, and unforgiving to accidental slip and falls. While concrete is one of the most budget-friendly materials to use, it does not ultimately provide superior safety and design benefits 48 Australasian Leisure Management Issue 141

for guests engaging with facilities.

As Briana Massie, Marketing Manager at Life Floor, explains “childhood is a time of limitless imagination, boundless creativity, and wild invention. It’s the one time in life when exploration is encouraged freely without the weight of daily responsibilities other than formal learning and helping with chores.

“The freedom of being young displays itself in many ways, one of which is free play. Free play is critical to a child’s development. It enables them to problem solve, think critically, develop stories, and innovate. One method of free play continues to evolve as children explore aquatic environments, such as splash pads.”

Traditionally, surfacing has been overlooked in aquatic facilities, often being seen as a strictly useful part of the facility that only functions as a foundation for the features to rest on.

However, as the aquatics industry matures, increasingly more facility owners and operators are realising that this foundation can be capitalised on.

That blank slate of concrete can be transformed into an engaging, colourful, beautifully designed space that enhances play value while increasing safety features simultaneously.

Elevating design includes enhanced theming to match the facility, incorporating play elements that encourage new ways of play while utilising every surface.

Kelsi Goss, Life Floor’s Vice President of Design, notes “splash pads can enhance guest experience by including games in the surface design.

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Life Floor installations at (clockwise from above left): Six Flags White Water, USA; Sugarworld, Cairns; Hills Swimming and Australia Zoo.

“Hopscotch boards, four square configurations, and Twisterlike layouts can all be used to add extra activities to the aquatic play area. Giant mazes could also engage guests in new ways.

These flooring features can add play value to a surface that may have otherwise been left blank.”

In 2019, NSF/ANSI Standard 50 was published by NSF International for Interactive Water Play Venue Surfacing Systems. NSF/ANSI Standard 50 concludes that for a surface to be considered appropriate for splash pad surfacing, it must meet or exceed six unique performance-based requirements including: slip-resistance, impact attenuation, chemical resistance, UV resistance, impermeability and cleanability.

Currently, Life Floor is the only safety surface that has become certified to this standard.

Slip-resistance is one of the most critical facets of the standard since it directly influences all manners of interaction with a splash pad, even the most cautious of play.

‘No Running’ is a rule everyone has grown up with at swimming pools, yet most children don’t listen and run anyway.

To meet Slip-Resistance criteria, a surface must enable all samples tested to achieve a minimum P4 rating (i.e., a British Pendulum Number, BPM, or slip resistance value, SRV, of 40 or greater) when tested in accordance with AS 4586-2013.

Life Floor exceeds this criteria by receiving a P5 rating as defined by the British Pendulum test according to the Australian Standard.

Impact attenuation is another feature directly influencing how guests interact with the space.

Common injuries in aquatics include concussions and split heads which typically result from impact after a fall. Additionally, as lifeguards can attest, standing or walking on concrete for long periods of time is fatiguing and painful. For surfaces to meet Impact Attenuation criteria, The Head Injury Criterion (HIC) value used to calculate the critical fall height must be equal to or less than 750. The measured critical fall height rating must be at least 20cm. Concrete has a 10cm critical fall height with 1000 HIC. The lower the HIC number, the less 50 Australasian Leisure Management Issue 141

damage is done. Life Floor exceeded this criteria. Life Floor’s 9.5mm tile surpassed 20cm with an average HIC rating of 74.

You read that right: 74.

Chemical and UV resistance equally influence the integrity of the safety surface and are both relatively beyond an operator’s control. Keeping a facility in chemical equilibrium is key to extending the life of the facility’s features, but shocks are occasionally needed in the case of a foreign substance such as human waste or plant fertiliser run-off. UV Resistance is key in environments such as Australia and the Arabian Gulf where the sun is more intense so that the surface doesn’t wear down as quickly.

To meet UV Resistance and Chemical Resistance criteria, the product must maintain contrasting colours (such as for safety messaging) and it must maintain performance on Slip-Resistance and Impact Attenuation tests after the Chemical Resistance and UV Resistance tests, but minor damage is acceptable if both of the above points succeed. Minor damage may look like small surface cracks, but the surfacing product needs to still perform well even with them. Life Floor met both of these criteria and maintained Slip-Resistant and Impact Absorbing qualities.

The samples did show minor surface cracking, but this did not interfere with the product’s safety promise.

Impermeability is a crucial component to the health and sanitation of a facility. It is important for facility operators to keep hygiene in mind so that guests aren’t exposed to harmful viruses or bacteria. Having an impermeable product means that fertilizer run-off, human waste, sunscreen, bug spray, and other adverse materials will not soak into the surface.

According to the NSF/ANSI Standard 50, a surface must be at least as impermeable as concrete, which is rated at 97.4% impervious, based on how much water a sample may absorb over 24 hours. If the average change in mass of the samples does not exceed 2.5%, the product is accepted.

However, the less absorbent the product is, the safer the surface is since it prevents harmful exposure to guests and the easier it is to clean. Life Floor exceeds this criteria, being rated

99.7% impervious. The edges of Life Floor’s tiles were included in this test for complete testing.

Cleanability is an important part of the safety surface because if a surface isn’t able to be cleaned, it won’t work for a facility to implement. During testing for the NSF/ANSI Standard 50, two common microorganisms found in aquatic environments were included in the test.

Enterococcus faecium ATCC 6569 and Pseudomonas aeruginosa ATCC 27313. The standard states that “the percentage reduction of the treated test carrier density shall be 99.9% or greater when compared to the control carrier density.”

This is essential especially now in the midst of the COVID-19 pandemic since surface cleanliness is at the forefront of the end-consumer’s mind. Parents and guardians want to ensure the safety of their children, so having an easily cleanable surface is paramount.

Life Floor met this criteria which means 99.9% of microorganisms were removed from the tile which means Life Floor does not support microbial growth.

It is in a facility’s best interests to adhere to NSF International standards in terms of both operational excellence and risk mitigation. Especially relevant to operators, meeting NSF standards for sanitation, health, and safety provide facilities additional protection from potential lawsuits.

The NSF/ANSI Standard 50 reduces the chance of injuries, however, should an injury occur, operators can point to the fact that they were operating under the best and safest practices in the industry. It is problematic to the operator legally should an injury occur in their facility that could have been avoided had the standard been followed.

This is especially true if NSF standards are followed in other areas of the facility. On a product level, using NSF/ANSI 50 certified products takes the guesswork out of finding safe,

Life Floor installations at Shawn’s Swim School, Hoppers Crossing.

high-performing products and services for aquatic operators.

Independent testing ensures that a product with NSF certification can be trusted to serve public health.

As Grant Burgess, Life Floor Sales Manager Australia & New Zealand, concludes “concrete and other conventionallysurfaced splash pads have always put restrictions on play.

“Running, jumping, rolling - these activities could be dangerous, or at least very uncomfortable, on a hard, abrasive floor.

“On Life Floor splash pads, we’ve seen kids run, jump, roll, wrestle, tumble, do handstands, all while playing in water.

Safety surfacing encourages kids to spend more time on splash pads, exploring, connecting, and playing just the way they want to.”

Note: The National Sanitation Foundation (NSF) is a global independent public health and environmental organisation, while the American National Standards Institute (ANSI) oversees the consensus for developing standards for manufacturing and procedures in the USA. Jonathan Keller is Chief Executive and joint founder of Life Floor.

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Paying for Social Value:

Impacts not opening hours James Ellender explains how local government aquatic and recreation facilities can stay viable through and beyond COVID-19

s of the end of October, if you come from the 20% most deprived areas around Australian and New Zealand centres A you’re 16.47% more likely to have cancelled your membership.

In the years to come the impact of COVID-19 on our local communities will not only be measured by the number who sadly lost their lives to the virus, but also the millions of people whose lives were indirectly impacted. This includes those who went from active to sedentary overnight. The forced closure of key community aquatic, fitness and recreation facilities has been widely documented, with most articles focussed on the immediate impact to the commercial sustainability of these businesses, with jobs and livelihoods at stake. What is less documented are the following three areas: 1.Older people and those from the most deprived areas have become and remain the most disengaged Reopenings have exasperated the change in the profile of use and demand for traditional community venues, with the current average age of a re-engaged member at 46, compared to 49 pre-COVID. On the surface this still presents an immediate commercial problem as on average younger members stay on average 6.33 months less than older members. This combination will inevitably lead to an even greater business viability cliff edge in the six to 12 months ahead. The average decline in membership numbers across states that are starting to plateau following reopenings is 25.3%, compared to preCOVID levels.

The ActiveXchange Data Science Team (who power the predictive models behind the SportsEye platform) are 52 Australasian Leisure Management Issue 141

forecasting a further 10.3% decline in member numbers by 2021 due to this shift in membership profile - unless action is taken early. For a lot of facilities this will be the straw that breaks the camel’s back.

The members re-engaging are primarily the same 15 to 40 age group who we saw out doing squat thrusts in the parks through the lockdown period from March onwards, for whom activity is an ingrained and affordable part of their balanced lifestyles. But it’s this age bracket who are quick to jump between venues, have less loyalty and therefore represent a lower return on investment (ROI) for the operator. It’s this age group whose average membership length continues to decline (1.67-month decline leading up to COVID) with a further 2-8% decline expected in the months ahead.

Who we didn’t see, and still don’t see as much as we should in either the parks or back in centre are the over 70 year olds - these are the Tuesday morning aqua aerobics and Pilates generation, or those from the less affluent catchments.

Juggling virus related health concerns, membership freezes and suspensions, followed by one-way systems, bottles of sanitiser on arrival, and out of bounds cafes (the café being as bigger driver for being active as the session itself), have sadly become a barrier too far for many.

For those from deprived areas, even a concession membership becomes an ‘unnecessary’ expense when your job is uncertain. For venues that have now been open for several months, the impact on these two groups is still the case, with membership suspensions gathering dust and fast becoming cancellations.

2.The health and wellbeing (Social Value) cost to local communities and government, which far outweighs any leisure subsidy As tracked by the SportsEye platform (and ActiveXchangeKPMG partnership, aligning with Federal Government published research), the average active member social value at an aquatic and recreation facilities centre has been generating a value of $1,127 per year across indicators such as mental health, diabetes, dementia, and types of cancer. However, the average member over 65 generates a value of $3,131 per year, highlighting the value of keeping this older generation engaged at this critical time. These are not intangible long-term costs, much of these are immediate burdens being absorbed by government’s current budgets.

The average sum of social value per aquatic and recreation centre (with pool and gym) per year is just over $1.6 million far greater than any operational subsidy gap. It has never been more important to recognise the value of these critical assets in our community and put this data driven understanding behind protecting and supporting targeted services.

3.Making our communities more resilient, and not just to COVID-19, but to the health threats we live with on daily basis including future pandemics The argument for creating more active and healthy communities For people with a BMI of 35 to 40, risk of death from COVID-19 increases by 40% and with a BMI over 40 by 90%, compared to those not living with obesity. Other data found that in intensive care units, 7.9% of critically ill patients with COVID-19 had a BMI over 40 compared with 2.9% of the general population.

94% of COVID-19 deaths have at least one comorbidity present.

The argument for protecting the most deprived communities 25% of critical care patients with COVID-19 are from the most socioeconomically deprived fifth of areas and 15% are from the least deprived. The age-adjusted death rate in the most deprived tenth of areas is double that of the least deprived areas.

The argument for keeping the older generation engaged As of the end September 2020, 89% of COVID-19 related deaths were in those aged 70 and over.

Shaping a silver lining - from leisure to health and wellbeing centres The vast majority of leisure and aquatic venues already have the data required to shift the focus of their venues from opening

hours and membership sales, to health and wellbeing outcomes.

If COVID-19 is to have a silver lining for our sector we hope it will be this much needed pivot in how government interpret the value of leisure, aquatics and fitness venues and operator contracts, many of which are being examined and renegotiated at the moment.

This is the time for organisations to continue to evidence specific and planned community outcomes and societal impacts rather than just allocating subsidies to keep the lights on and plug the membership revenue gap. This should be the era of the new fully integrated health and wellbeing centre, a silver lining from this pandemic.

What needs to happen next?

There has never been such an abundance of statistics, opinions and politics. At a time when positive decisions need to happen quickly it’s never been more important that any organisation, no matter their size or experience with data can become more informed and connected, and implement best practice.

The SportsEye Network, which was recently backed by Federal Government’s Accelerator Programme to open up the platform for any sector organisation, is designed to empower data that is traditionally siloed and fragmented. SportsEye accounts help venue operators to use market insight and predictive modelling to make evidence-based decisions and connect with government to share this evidence and the impacts. These benefits can be summarised as follows: More recognition and influence (tracked through SportsEye Operator with options to share across into SportsEye Local Government accounts): •Health and wellbeing KPIs - tracking outcomes and impacts on a rolling basis and bring government closer to what facilities

Australasian Leisure Management Issue 141 53

are achieving and their growth potential; •Social Value - putting a $ value behind local impacts to protect and facilitate wider financial and non-financial support and partnerships.

More targeted Interventions (SportsEye Operator): •Up to date benchmarks and forecasting - predictive modelling and market trends synced to your own data to identify potential risks and growth areas; •The venue offer - targeted programming to ensure the offer reflects trends for target demographic groups, and optimal pricing to reflect local affordability at this critical time while protecting revenue; •Targeted and tailored member re-engagement - focussed, tailored and proven communication to extend membership lifetimes; •New member acquisition - predictive modelling translated into new member campaigns that align with up lifts in short and long term revenue return forecasts.

If COVID-19 is to have a silver lining, we hope it will be this much needed pivot in how government interpret the value of aquatic, fitness and recreation facilities and its contracts, many of which are being examined and renegotiated on the back of growing financial pressures. Importantly, the vast majority of facilities already have the data required to shift this focus with more than 100 facilities already using the tool across private operators, not for profits and government.

Together, our voice can be louder if connected, informed and championing the health impact of the communities we serve.

James Ellender is Chief Executive of ActiveXchange.

These services are available and used widely across Australia and New Zealand.

For more information please visit www.ActiveXchange.org or E: intelligence@ActiveXchange.org

The Social Value Process Developed in partnership with KPMG, ActiveXchange’s research partner, the model assesses social value indicators across the reduced risk of cardiovascular disease, breast cancer, bowel cancer, type 2 diabetes and dementia as well as mental health benefits, health system savings, increased productivity, increased educational outcomes and reduced risk of drowning.

ActiveXchange has reviewed and modelled member participation types across all programs and services, and built logic that assesses which members qualify for which social value contribution based on type, intensity, frequency

and regularity. When looking at facility membership data, for each specific indicator, our team look at Member participation data and age and gender to confirm the value of social savings that the member would bring based on the KPMG social values. We then look at that members visit attendance and session attendance for the past year and check whether the member qualifies for the minimum threshold that is required to bring in social value savings.

ActiveXchange do this for all members and then aggregate it to a site level which calculates how value (money saved) is generated for the community.

Case study: YMCA South Australia ActiveXchange through the SportsEye platform works with venue operators to support, protect and then grow health and wellbeing outcomes.

It’s been great to see the YMCA in South Australia continue to deliver positive outcomes last month, most notably the engagement of members from the lowest income areas around all their venues (34% compared to the industry average of 23%) and also ensure elderly members remaining active, with an average of 6.5 visits per month by those aged over 65, compared to 2.5 visits per month for the average member.

All of this has contributed to the organisation generating $10.5 million in annual savings across their communities last financial year, 29% of which was across mental health outcomes, followed by 16% on dementia, 14% on improved educational outcomes and 10% on cardiovascular disease.

Andrew Mundy, Chief Operating Officer for the YMCA South 54 Australasian Leisure Management Issue 141

SportsEye Health and Wellbeing Dashboard.

Australia, explains “the YMCA in South Australia have adopted a data driven approach to align how our venues continue to meet the needs of local residents, and particularly those who are most vulnerable. SportsEye is helping us continue to plan then evidence the impact of decisions.”

Further insight within the SportsEye YMCA account helps to guide targeted operational and marketing decisions to ensure venues continue to reflect up to date market trends, tailored to meet the needs of each local community.

Enhance ůŝĨĞŐƵĂƌĚ ŽďƐĞƌǀĂƟŽŶ on the beachfront or poolside

New Lifeguard pods could help save lives on beaches this summer An innovative lifeguard tower could save swimmers from dangerous rips and even a shark attack, after being launched onto the Australian market in time for summer.

Unlike the traditional fixed observation tower, the Lifeguard Pod, it is fully portable and can be placed wherever it is needed on the beachfront or poolside.

The pod is the latest product to be released by Surveyor Lifeguard Towers, who have worked in the industry for more than 30 years.

On-duty lifeguards can now be positioned anywhere on the beach with a 2.4 metre elevation. It will assist response time in spotting swimmers in difficulty or any fins lurking too close to shore. The lifeguards are also sheltered from the blistering summer heat as well as wind and rain inside the fiberglass structure.

Ken Holloway, the Australian distributor for Surveyor, explains “one person every five hours dies of melanoma in Australia according to the Australian Cancer Council.

“Add the risk of infection from COVID-19, it makes good sense for managers of aquatic facilities to have their staff housed in a purpose-built observation tower clear of the public.”

The new tower also meets new recommendations handed down by the NSW Coroner following the inquest into the tragic death of Bronson Rhodes at Port Macquarie’s Flynn Beach in December 2017.

This includes having an appropriately qualified and experienced person being designated as an observer in an observation tower during patrol hours.

The Lifeguard Pod is a robust moveable unit which has a minimal visual impact can be easily towed into position by a 4WD or ATV. Made from moulded fiberglass, the unique cabin requires little maintenance other than a hose down after every shift and an oil rub of the stainless steel legs to prevent tea staining.

Surveyor Lifeguard Towers are common in mainland USA and the Hawaiian Islands, but are still relatively new in Australia.

Among the first to install a tower was Waverley Council in Sydney which included it as part of a strategy to quicken their rescue response times.

The Lifeguard Pod provides storage for personal items and basic rescue equipment. The ergonomically designed seating position and cabin minimises back strain.

The Lifeguard Pod is a simple solution for the complex problem of minimising the risk to lifeguards and the public.

The Surveyor range of towers are also eligible for funding under the NSW Department of Primary Industries Observation Grant which is published in November each year.

The company also offers the Surveyor Lifeguard Observation Stand for commercial aquatic centres.

For further information contact Ken Holloway on 0422 889 813, E: info@lifeguardtowers.com.au, www.lifeguardtowers.com.au

The Lifeguard Pod from Surveyor Lifeguard Towers is now available in Australia hŶůŝŬĞ ƚŚĞ ƚƌĂĚŝƟŽŶĂů ĮdžĞĚ ŽďƐĞƌǀĂƟŽŶ ƚŽǁĞƌƐ͕ ƚŚĞ >ŝĨĞŐƵĂƌĚ WŽĚ ŝƐ ĨƵůůLJ ƉŽƌƚĂďůĞ ĂŶĚ ĐĂŶ ďĞ ƉůĂĐĞĚ ǁŚĞƌĞǀĞƌ it is needed on the beachfront or poolside.

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&Žƌ ĨƵƌƚŚĞƌ ŝŶĨŽƌŵĂƟŽŶ ĐŽŶƚĂĐƚ <ĞŶ ,ŽůůŽǁĂLJ on 0422 889 813, ͗ ŝŶĨŽΛůŝĨĞŐƵĂƌĚƚŽǁĞƌƐ͘ĐŽŵ͘ĂƵ͕ ǁǁǁ͘ůŝĨĞŐƵĂƌĚƚŽǁĞƌƐ͘ĐŽŵ͘ĂƵ Australasian Leisure Management Issue 141 55

Constructive Support for Mental Health Juliet Woodward explains the Importance of Mental Health in the Leisure Industry

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ommunity concern about mental illness has grown steadily in recent years, a concern which has skyrocketed because of COVID-19. Over the past few years, the most common reason people visit their local GP is related to a mental health concern (RACGP Health of the Nation). A staggering 45% of Australians will experience a mental illness in their lifetime (Black Dog Institute). Worryingly, mental illness is highest among younger people, which if not addressed may have a lifelong impact. Gaining timely access to mental health supports remains a major obstacle to addressing this challenge.

Compelling research has shown that regular participation in physical activity can greatly assist a person to manage and improve their mental health, and this occurs across a range of conditions such as anxiety, depression, psychosis. The leisure industry offers a key avenue for supporting those who may experience mental illness to connect to regular physical activity in an environment that is welcoming, supportive and inclusive.

Consequently, staff who work at leisure facilities play an important role in supporting the mental health of their local communities. As the main point of contact with customers at leisure centres, they essentially form the frontline support for interaction with members of the community seeking to improve their health and fitness.

Placing an emphasis on mental health Recognising several years ago the avalanche of mental illness impacting the community and sport and physical activity sectors and how this may directly impact employees, Belgravia Leisure, in partnership with the Belgravia Foundation, initiated a strategy to support staff and community mental health.

The holistic approach identified the key role that team 56 Australasian Leisure Management Issue 141

members within leisure facilities play in directly influencing positive mental health in customers, while also acknowledging that these same team members, their families and acquaintances may themselves be impacted by mental illness at any stage in their lives.

From mid-2019, Belgravia Leisure trialled Mental Health First Aid training for staff in the leisure sector across five leisure facilities. The trial was a success and in February 2020, a project to provide Mental Health First Aid training to 1,100 staff members commenced, and when finished is expected to provide support for over 20 million visitors to venues under operation.

Mental Health support programs were also initiated to support vulnerable youth and adults living with mental illness in local communities through the Take Charge! programs free, health professional referral-based programs that give access and support for participants encountering mental health challenges. The participants receive personalised support to engage in exercise at leisure centres for 60 days, followed by a negotiated co-contribution based on the individualâ&#x20AC;&#x2122;s financial situation for ongoing access to the facility.

In addition to supporting communities, an Employee Assistance Program was also made available for all Belgravia employees to provide short-term and solutions focused counselling, providing access to immediate no-cost confidential support to staff.

Belgravia Leisure Chief Executive, Nick Cox, who has always believed that mental health and the leisure industry are intrinsically linked, explains â&#x20AC;&#x153;our goal of connecting community to leisure and fitness extends to connecting our people to resources that enable them to improve their mental and physical health.

“We’ve worked with the Belgravia Foundation to provide mental health training and education for all of our staff members, but when COVID-19 escalated here in Australia and New Zealand, we realised that we needed to provide additional resources for our teams to weather this storm.”

Mental Health First Aid training and awareness Just as mental health in the community should be a priority for the leisure industry, it is also imperative to support the mental health of staff working in the industry. Arguably, there has been no greater widespread challenge on the mental wellbeing of leisure staff as in March 2020 when the repercussions of COVID-19 and the subsequent government mandated lockdowns came into place.

Commencing in late July 2020, a Mental Health Awareness (MHA) training program was promoted by Belgravia Leisure to all staff members and to the entire leisure and sport sectors, tailored specifically for the sport and physical activity sectors with very close relevance to the leisure and fitness industry.

This training program was designed to provide anyone working within these sectors with the knowledge, understanding and confidence to support mental health within themselves or in the local communities in which they work, live and visit.

Nearly 1,000 Belgravia Leisure employees who were surveyed after undergoing the training program reported a 16% increase in confidence and readiness to support anyone with a mental health issue; a 24% increase in confidence to adapt their programs to accommodate a person’s mental health needs; a 22% increase in awareness of the barriers to physical activity as a result of poor mental health. Pleasingly, 92% rated supporting community mental health through leisure services as important.

Daniel McShane, Centre Manager at Moreton Bay Region’s Burpengary Regional Aquatic and Leisure Centre in South East Queensland, found the MHA training program extremely beneficial for his team, advising “I believe that mental health influences our quality of life and to have a thriving community, we need to be in a position to assist those who have challenges with their mental health..

“The Mental Health Awareness Training helped me and my team become aware of our own thought patterns and barriers.

It also helped us to be aware of any changes in team members or customers that could signify a mental health concern.”

Finding the training beneficial for his own mental health, McShane noted “completing the training and therefore having more knowledge about mental health helped me identify a few changes that were potentially leading me to a negative mental state. It helped me analyse my thought patterns and barriers.

For example, I hadn’t even realised that I had stopped my fitness training until I completed the Mental Health Awareness Training program.”

McShane since resumed his fitness regimen and is in a much more positive mind frame.

Access and Inclusion Coordinator Kim Sheen agrees that the Mental Health First Aid program helped her become more cognizant of her own mental health.

Sheen advises “I have had issues with my mental health since I was a teenager and reached out for help but never really followed through with things. I ‘thought’ things out instead. The MHA program has given me the support I need to further reach out for help and encourage others to do the same.”

The path forward Mental health awareness should remain a priority in the leisure industry as it is uniquely positioned to support members of local communities on the path to improved mental health. It may be a difficult subject to broach with customers, but a conversation about possible mental challenges and an adapted physical program can make the world of a difference to a person’s mental wellbeing.

As an Access and Inclusion Coordinator at Kilsyth Centenary

Program at the Trust House Recreation Centre.

Pool, Sheen has witnessed first-hand the benefits of physical exercise to one’s mental state, commenting “I work with students who have all sorts of varying medical conditions but my focus is always their mental health as a priority. One of my favourite pieces of feedback I have ever received from a parent was that their child always went home after our lessons feeling happy, calm, and relaxed and it was because they got the opportunity to talk. If they can be happy and enjoy being in the pool then everything else, the therapy, the water safety skills and the exercise they receive during lessons is a bonus.”

Customers who attend Burpengary Regional Aquatic and Leisure Centre have also reached out to McShane to talk about how using the gym and pool really supports not just their physical health, but their mental health as well.

He adds “we don’t realise until we have these conversations how important it is to do what we do in the leisure industry, and the positive impact that our facilities can have on a person’s mental health.”

Having grown up with immediate family with mental conditions and experiencing them herself, Sheen concludes “I can never undersell the importance of offering support and raising awareness to dispel stereotypes around mental health.

This is so incredibly important for communities and workplaces.

Knowing that someone cares is vital to a person with a mental health condition.”

Ongoing mental health awareness training and education within the industry can instil confidence in employees within the industry to have these conversations with their customers and provide the support that they may need.

Juliet Woodward is Media and Communications Officer for Belgravia Leisure.

Australasian Leisure Management Issue 141 57

right now. What is common among us all at this very point in time, is the need to keep our Team Members motivated and engaged, no matter where we are, as our businesses continue to navigate a fierce and unpredictable storm.

Many workplaces the world over, have learnt the hard way when it comes to keeping employees motivated and engaged through the various stages of business operations. When businesses had to cease guest facing operations for a period of weeks or in some cases months, some companies simply didn’t have a plan for keeping their employees at home, engaged and informed. In these cases, employee morale, mental health and continued employee engagement has been impacted. Yet those companies that maintained contact, kept employees in the loop regarding what’s going on, and strategically ‘cared’ by keeping employees engaged in creative ways, now reap the benefits of such strategies, with resilience to the changes, loyalty, guest smiles, healthy workplace relationship and enthusiasm to get back in and do whatever is needed to get back on top again.

Business continuity is important especially during times of crisis. Losing good people is a high cost to the business. Losing good people from the operations, stops the business from growing and improving. Losing good people from the business doesn’t look good. With each person that departs the business, the business depletes the knowledge, skill and experience it worked so hard to build up.

Communicate Connect Care Shaun McKeogh suggests strategies to motivate and engage employees through these challenging times

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ho could have predicted this time last year, that 2020 was going to be the catalyst for so much change around the world, impacting family, business and culture the way it has?

The way we do things, the way we engage with people, and the way we conduct business, has certainly been forced upon us. The attractions and leisure industry have certainly suffered a huge set back, but as always, demonstrates patience, nimbleness, creativity and adaptability to get back to the serious business of selling tickets to fun.

It is difficult to summarise where we are right now, as no matter where you are in the Asia Pacific Region, we can guarantee that your attractions specific situation, your challenges, your restrictions, and your state of operations will be very different from an attraction in another part of the Asia Pacific Region. We may have suddenly closed our operations, had to make staffing cutbacks, reopened with new standard operating procedures and capacity limits, and possibly your operation may have closed again or alternatively is booming with domestic guests hungry to escape from the reality of a changing world for just a day. All our circumstances are unique and challenging

58 Australasian Leisure Management Issue 141

Communicate It is a fact, that rumors fester and grow out of control when no information is communicated. Unaddressed rumors can be toxic to employee engagement. Keep someone in the dark and things are bound to go wrong. Turn the light on, show people the way, be transparent, keep people well informed, and listen to their needs, and respond appropriately to them, is excellence in communication. Employees become more fully engaged when communication is strong, honest and two-way. Many smart attractions developed a communication strategic plan focused on keeping employees in the loop during closure of operations.

Some already had strong communication platforms such as ‘Team Member Newsletters’, ‘SMS Messaging Services’, ‘Organisational Intranets’, ‘Online Group Chats’, ‘What’s App’, ‘Wechat’ and ‘Facebook’ Team Member communications. In these instances, Team Members have really appreciated being kept in the loop and feel more connected to the business.

Connect Employees, want to work for organisations that create connections. Leaders that develop a workplace environment, protocols and initiatives to help their teams to be more connected with all of these, will be well on the way to getting it right. This can be achieved through intentional workplace practices and planning that enable employees to be more connected.

Numerous attractions responded and created ‘Digital Chatrooms’ for Team Members. A private place in the digital space, for Team Members no matter where they were situated in the lock downs, to post pics, messages and engage in work related and colleague related conversations to keep them connected, and in doing so, building stronger employee engagement.

Ferrari World Abu Dhabi.

Care Some attractions adopted ‘Weekly Care Calls’. Direct Supervisors and Managers personally reach out with a phone call to Team Members each week. Checking on the Team Members welfare, keeping them informed on the status of operations, but most importantly, affirming with the Team Member that the business cares for them. When Team Members experience ‘care’, loyalty and engagement increases.

Recognise Recognising employees for the consistent behaviors that contribute towards workplace success is critical, because most people need to feel valued, and to know sincerely that their individual contribution is appreciated. It is common practice among leading attractions to have multiple ways in which managers are encouraged to recognise employees. COVID-19 has highlighted the need for recognition of a different kind.

When Team Members have been forced to remain away from the workplace, the demand for recognising Team Members that are still part of the Team and organisation is increasingly important.

Even when businesses haven’t been able to say when this will be over and employees will be back in the workplace working again, the need to be recognised while at home in isolation developed, as did some creative ways to address this. Managers from Ferrari World Abu Dhabi and Enchanted Kingdom in the Philippines both recognised the need to be one team and communicate a united voice by creating ‘Virtual Choirs’.

Sent to employees and partners, the Virtual Choirs reminded the Team Members that they were still part of an organisation that brings smiles to people’s faces through familiar faces across the organisation that joined in a united song.

Develop Covid-19 has also created opportunities for developing our Teams, utilising the flexibility of ‘online learning’ tools. Never before has there been such diversity and availability of online learning resources, with many offered to our Team Members complimentary or heavily discounted in connection with our international and domestic attraction industry associations.

When our Team Members have more time and are looking for ways for the business to engage them, there is no better way than by offering Team Member development opportunities.

Employee Engagement at world class attractions is critical to both attract and retain quality Team Members. World class attractions are well known for their focus on ensuring Team Members are engaged and enjoy where they work, because they understand that they will get the best from them. Employee Engagement is all about the strength of the emotional and mental connectedness that employees have toward their workplace. The stronger the connection, the more the employees become ambassadors for your brand and advocates for the mission of your organisation. Whether your

Team Members are at work, working from home, or waiting for your operation to open and come back to work, a review of your employee engagement strategies and strengthening them to adjust to the current world circumstances, will reap huge returns for your attraction. The positive outcomes for reviewing and strengthening your employee engagement strategy speak for themselves: • Increased employee loyalty • Stronger retention • A safer workplace • Improved guest service delivery • Improved productivity • Higher sales • Happier employees!

Shaun McKeogh is founder and President of Attractions Academy, providing global training solutions to the attractions industry.

As a result of COVID-19, Attractions Academy has launched new virtual training opportunities.

For more information go to www.attractionsacademy.com

Hong Kong Disneyland employees practice COVIDSafe measures Hong Kong Disneyland park officially reopened to the public on 25th September 2020 continuing its health and safety measures such as capacity control, requiring face masks, social distancing and with staff trained to perform temperature checks and effective cleaning and sanitisation of the park.

Hong Kong Disneyland staff now offer character experiences in a new way, including selfie spots around the park to allow guests to take photos with their favourite characters with appropriate social distance. Also in compliance with the government’s latest regulations, live performances will be conducted only in outdoor venues.

The park will also continue to control capacity as required by the government. The online reservation system will remain in place, with all guests being required to reserve their visit date with valid tickets or membership cards through the Hong Kong Disneyland Park Visit Reservation website prior to arrival.

Australasian Leisure Management Issue 141 59

People

Steve Romer takes on role as General Manager of The Events Centre Caloundra

Live Nation appoints senior leadership roles within its Asia Pacific division.

Roger Field, currently Chief Executive of Live Nation Australia and New Zealand, has been named President of Live Nation Asia Pacific with Mark Kneebone taking on the new role of Managing Director Live Nation New Zealand and Kei Ikuta being promoted to President Live Nation Japan. Paul Antonio, currently President Asia and Middle East, moves to the new role of Chief Operating Officer Live Nation EMEA, reporting to John Reid, President Live Nation EMEA.

TEG restructures management team for long-term global expansion Live entertainment, ticketing and technology company, TEG has restructured its management team with Cameron Hoy appointed to the new combined role of Chief Commercial Officer and Managing Director of Ticketing, taking on oversight of TEG Analytics, TEG Insights, TEG Digital and Commercial as well as all TEG’s Ticketing operations globally.

Ian Ball, has joined TEG as Chief Operating Officer a role in which he will oversee the Operations, Technology, IT, Communications and Corporate Affairs functions as well as leading TEG’s Venues globally.

Ticketmaster Australia and New Zealand announce new leadership appointments Maria O’Connor, who has served as Managing Director of Ticketmaster Australia and New Zealand for the last 28 years, has been promoted to Chair the ticketing business in Australia and New Zealand.

Former Chief Executive of the West Australian Football Commission (WAFC) and industry vet, Gavin Taylor will be taking on the role of Managing Director for Ticketmaster Australia.

O’Connor joined Ticketmaster in 1983 when the company operated as BASS under the Victorian Government. Over more than three decades at the company, O’Connor has been instrumental in many milestones and has played an integral part in shaping the ticketing industry in the region. In her role as Chairman, O’Connor will continue responsibility for her longterm industry relationships and look for opportunities to grow Ticketmaster’s business in the region.

Gemba Group announces new holding company and team promotions Changes at the Gemba Group, the holding company with ownership of Gemba and Turnstile, is being renamed as the Tenka Group with Chief Executive, Rob Mills moving into a Group Chief Executive role.

Tenka has also announced that long-standing Gemba employees Paula Marovitch will become Chief Financial Officer of Tenka Group while Clare Stewart-Hunter has been promoted to Head of Client and Creative Services.

The pair have also become Directors of Gemba Australia with Head of Marketing Andrew Condon promoted to the role of Managing Director of Gemba.

Send your people news to leisure@ausleisure.com.au 60 Australasian Leisure Management Issue 141

Former Chief Operating Officer of Byron Bay’s Bluesfest, Steve Romer, has commenced in the role of General Manager of The Events Centre Caloundra on the Sunshine Coast.

Prior to Bluesfest, Romer was Chief Executive of the Venue Management Association Asia Pacific (VMA) and a former General Manager of the Sydney Entertainment Centre (SEC) responsible for the venues live music concerts, family shows, corporate events, and sporting events.

Romer has served on many industry Boards including nine years on the VMA Board (the last three years as President), three years on the Board of the International Association of Venue Managers (IAVM), five years on the Board of the Talent Development Project (TDP) a professional program nurturing the creative talents of aspiring artists in their entertainment careers, and most recently four years on the Board of HOTA (Home of the Arts - Gold Coast).

IN BRIEF Jamal Assad has moved into the role of Managing Director at Leisure Projects Management Sydney.

Experienced fitness executive Damien Bain has established the Leading Edge Business Consultancy.

Industry experts Cath Bellchambers, Jay Clarke and Mel Rickwood have been appointed to the Board of HealthySwim Australia.

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

Tourism industry leader Ken Chapman has been elected Chair of Tourism Tropical North Queensland.

Patrick Flannigan has been appointed the incoming Chair of Melbourne and Olympic Parks Trust, replacing Russell Caplan.

Tanya Hosch, the AFL’s first Indigenous and second female executive, has been commended for her varied leadership roles, receiving the 2021 South Australian ‘Australian of the Year’ award.

Auckland-based sport organisation Aktive has announced two new appointments to its board - former Deputy Mayor of Auckland City Penny Hulse, and public health expert and academic Dr Mataroria Lyndon.

The Q Theatre Ltd Board has announced the appointment of their new Chief Executive, Greg Innes.

The Australian Grand Prix Corporation has announced the board appointment of Nicki Kenyon.

Community aquatic and recreation facility management company BlueFit has announced a key new appointment, with Brett McEwin to join as General Manager of Leisure in January 2021.

The Fleurieu Regional Aquatic Centre Authority has appointed Lauren McKee as its new Executive Officer.

Anna Reece has moved from her role as Executive Producer of the Perth Festival to become Director of the Fremantle Arts Centre.

Ani Santos has been appointed as Communications and Projects Coordinator at Conventions and Incentives New Zealand.

Newly formed advocacy group the Australian Live Music Business Council has appointed Craig Spann as inaugural Executive General Manager.

Tech Solutions released by Ungerboeck to support the reopening of the Events Industry International software supplier, Ungerboeck, is further expanding their support to the Events Industry by releasing a series of Reopening Solutions to help their customers welcome back face to face events with confidence.

Enhanced features have been developed for the Ungerboeck platform to facilitate visitor tracking, social distancing management, and venues sanitation.

Ungerboeck Chief Executive, Manish Chandak advises “now more than ever, Ungerboeck remains committed to serving our customers. Our team has been working hard to help venues and event professionals prepare for the new world and reimagine their events.

“Our Reopening Solutions suite has been developed to assist answering government regulations and ensure the safety of venue staff and patrons. To make them affordable to our partners, we are investing in these solutions and making them available at no cost during this period.”

These new solutions follow Ungerboeck announcing the launch of their new Certification Program available on their Learning Centre, where over 7,000 event professionals are already taking advantage of the free educational platform to upskill and enhance their professional development.

Contact 07 3359 7919, E: Asiapacific@ungerboeck.com, www.ungerboeck.com

Send your product news to leisure@ausleisure.com.au MKTG partnership with Seedooh innovates Australia’s stadium advertising Leading sports and entertainment marketing agency, MKTG has innovated their in-stadium advertising solution by partnering with Seedooh to create a bespoke, fully integrated, and independently verified reporting platform that tracks realtime campaign performance.

MKTG has commercial partners including AFL, Cricket Australia, Football Federation Australia and the Victorian Racing Club, and delivers solutions for over 100 of Australia’s most influential brands.

The partnership between MKTG and Seedooh will see Seedooh’s Independent Verification Platform (IVP) be adapted to provide complete transparency of campaign delivery for stadia advertising across both traditional advertising media installations and dynamic content.

The tool will integrate with the full MKTG suite of client tools, such MKTGDrop which allows seamless creative file uploading for brands and advertisers, and the Ross Content Playout System which ensures best-in-class delivery of in-stadium advertising. All data is made available in real-time and accessed through one simple client dashboard and is now the standard product offering for MKTG clients.

Contact E: HelloAustralia@mktg.com, www.mktgaustralia.com/

Products

NovoFit joins global distributor network for Eleiko weights brand NovoFit has announced that it has joined the global distribution network for Eleiko, the worldwide leader in international weightlifting, powerlifting and strength products.

Based in the Swedish city of Halmstad, Eleiko has been a worldwide leader in international weightlifting, powerlifting and strength and conditioning communities for over 60 years.

Certified by the International Weightlifting Federation, International Powerlifting Federation and Para-Powerlifting federations, Eleiko products have been delivered to more than 180 countries and are often seen at the world’s largest championships and in the most respected strength training facilities.

Contact 1800 628 824, E: info@novofit.com.au, www.novofit.com.au

Vivaticket announces and welcomes new clients Leading global ticketing and access control solutions provider Vivaticket has welcomed their most recent Australian clients - Townsville Civic Theatre and Venues, Newcastle’s Civic Theatre, and Museums Victoria, who all recently went live with their leading ticketing, access control, marketing and CRM solutions.

In the coming months, Australian National Maritime Museum and Ten Days on the Island - a major cultural festival in Tasmania, will also Newcastle’s Civic Theatre go live with the Vivaticket solutions.

Vivaticket Managing Director, John Godwin advised “the growth in the Australian customer base is a testimony to the local and international teams that work together to deliver Vivaticket’s solutions. Vivaticket is proud of its ticketing, marketing and CRM solution, and ensures that it specifically accommodates to each of our valued clients.

“Based off our 2019 customer feedback, the majority of our clients felt very positively about Vivaticket’s solution and the quality of customer service and support they receive.”

A Vivaticket client recently highlighted that “the switch to the Vivaticket ticketing and CRM solution has been one of the best decisions we have ever made. The customer service is at the highest level it can possibly be... I feel there is a real investment in the work that they’re providing for us and actually care about how we are represented.”

Vivaticket will continue to prioritise their clients’ complete satisfaction with their ticketing solution, and are looking forward to welcoming new clients in the near future.

Contact 0409 412 222, E: john.godwin@vivaticket.com, www.vivaticket.com/en Australasian Leisure Management Issue 141 61

Products

AlphaFit obtains Australian Made certification for locally manufactured gym equipment AlphaFit has advised that it has acquired Australian Made certification for its steel gym equipment - consisting of rigs, cages, equipment storage, specialty strength equipment, weightlifting accessories and body weight and gymnastics equipment.

As a result of the Coronavirus pandemic, Queensland-based AlphaFit is finding its Australian manufactured equipment is in more demand than ever before, as Australians actively seek to support locally made products.

The family-owned company sees this welcome trend as a result of government restrictions which has led to people to search for Australian-made fitness equipment while gyms and training facilities were (and in some cases remain) temporarily closed.

Explaining that ‘Made in Australia’ has always been important to AlphaFit’s brand since its establishment in 2012, co-founder Jamie Montesalvo explains “our ethos has always been to manufacture equipment in Australia that is functional, intuitive, built to last.

“We’re always looking to become more self-sufficient by bringing more capabilities in house and sourcing local Australian suppliers to help control quality and lead time.”

Contact 07 5574 4975, E: admin@alphafit.com.au, www.alphafit.com.au

GlobalData advises contactless technologies increasing in popularity within tourism industry With COVID-19 restrictions being relaxed across several countries, GlobalData - a leading data and analytics company - advises contactless technologies such as disinfectant robots, biometric check-in at airports and keyless hotel entry are proving to be a game changer for the tourism industry.

GlobalData Disruptive Tech Analyst, Sneha Nigade explains “the COVID-19 pandemic became a wakeup call for the travel and tourism industry to accelerate investments in contactless technologies like biometric check-in at airports and keyless hotel entry, which significantly reduce potential risks associated with physical touchpoints.

“Contactless technologies are empowering enterprises to recover from the COVID-19 crisis by digitising the end-to-end journey for travellers. However, biometric technologies raise concerns around personal data being collected and shared, which heightens security risks in the future. The future of travel in the post-COVID-19 world will be increasingly contactless to advocate safety, not only for passengers but also employees in the industry.”

The Innovation Explorer database of GlobalData’s Disruptor Intelligence Centre reveals how travel and tourism companies are using contactless technologies to ensure the safety and wellbeing of passengers, especially in transportation and lodging.

62 Australasian Leisure Management Issue 141

California Sports Surfaces announced as ITF’s official preferred court supplier ICP Building Solutions Group (ICP BSG) has announced that one of its divisions, California Sports Surfaces (CSS), the supplier of prestigious sports surfacing product lines, is now the Official Preferred Court Supplier of the International Tennis Federation (ITF).

The California Sports Surfaces brands, which include DecoTurf®, Plexipave®, Rebound Ace® and Premier Sports Coatings®, have been used at Grand Slam tournaments and major international tennis events for several decades. The ITF and CSS will work together to increase the quality of existing and future tennis facilities worldwide, supporting the ITF’s mission to ensure the long-term growth and sustainability of tennis.

California Sports Surfaces is currently the only surface supplier to have achieved Elite Silver status under the ITF Recognition Program, which assesses venues where the standard of play, such as international tournaments and regional and national training centres, demands the specification of precise playing characteristics.

Contact 1800 786 617, E: info-aus@cssurfaces.com, www.californiasportssurfaces.com

Fitness clubs use Evolt 360 Body Scanners to help members achieve their goals Mindful that gyms and fitness clubs will need to be innovative to reach exercisers and re-engage members as they reopen in the wake of Coronavirus lockdowns, the manufacturers of the Evolt 360 Body Scanner have highlighted how those who use their technology are already starting to see positivity through sales as well as confidence in the market from the purchase of machines.

Adam Griffiths of Victorian-based Body Fit Training (BFT) has advised that despite the challenges of Coronavirus, his business is still on target to operate more than 100 sites by the end of the year, with the Evolt 360 Body Scanner set to be an important part of the product offering.

Griffiths explained “we have upwards of 400+ staff facilitating our amazing programming in our studios, and the Evolt 360 Body Scanner is an integral piece of equipment for our eight and 12-week challenges, along with sites using it during presale for new sites opening as a tool to engage not only new lead and potential members, but as a tool to track members from their first day and all the way through their fitness journey with BFT.” Pre the Coronavirus crisis, 38 Body Fit Training centres had a grand total of 19,377 scans completed, and Griffith is confident those numbers will remain consistent once facilities are again at operational levels.

Contact 07 5659 1958, E: info@evolt360.com, evolt360.com

Products

New netball centre is first facility completed at Gold Coast’s Pimpama Sports Hub The City of Gold Coast’s largest community infrastructure project - the $80 million Pimpama Sports Hub - will see a world-class netball centre, clubhouse and event space for 3,000 patrons as the first facilities completed as stage one.

The netball centre - the first of the facilities to reach completion - has 12 courts and has been surfaced with an Australian made high performance acrylic cushion by local company Grassports.

The acrylic cushion system used to surface the netball courts is the same system used on the US Open tennis courts.

The multi-layered system features a hard wearing and long lasting slip resistant surface, and is a cooler temperature than concrete courts.

Stage two of the hub features an aquatic and community centre with fitness facilities, an eight-court tennis centre and a one kilometre walking trail, and is expected to be completed late 2021.

Contact 03 9792 0622, E: bevans@grassports.com.au, www.grassports.com.au

HG Turf Group and SISGrass announce exclusive partnership for Australia The HG Turf Group has announced that it has agreed an exclusive partnership in Australia with leading natural, synthetic and hybrid sports pitch manufacturer and installer SISGrass.

The new partnership offers the Australian sports turf industry a revolutionary new hybrid grass system - stitched hybrid grass

by SISGrass.

With a SISGrass stitching machine arriving in Australia in October, the agreement will see venues able to make use of the fastest installation on the market which injects artificial grass fibres into natural grass to stabilise and protect the playing surface.

Contact; Erik Kinlon, Business Development Manager, HG Turf Group at E: ekinlon@hgturfgroup.com.au

Swimmers enjoying themselves at Molyneux Aquatic Centre

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

One of the many challenges posed by the COVID-19 pandemic have been travel restrictions that limit the ability of trainers to visit facilities for face to face sessions with new leisure management software users. This has 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.

Lim notes “the introduction of virtual support during and in the lead up to go-live is something we’ve had to introduce for some facilities as a direct response to COVID-19.”

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

Contact 02 9906 7522, E: sales@envibe.com.au, www.envibe.com.au

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Send your product news to leisure@ausleisure.com.au Australasian Leisure Management Issue 141 63

Products

Hy-Clor announces arrival in the commercial pool industry One of Australia’s most recognisable pool chemical and equipment brands, Hy-Clor has announced its arrival in the commercial pool industry.

With Australia emerging from Coronavirus lockdowns, Hy-Clor National Commercial Manager, Granville Harris feels that the timing is perfect to officially launch the Hy-Clor Commercial Division.

Having, over the past 12 months, been busy building an exciting product offering and securing partnerships, Harris announced “Hy-Clor is now poised to dive off the race blocks into the commercial segment of the pool industry.”

Having been in operation since 1974, Hy-Clor have grown to become one of Australia’s leading and trusted suppliers of high-quality pool chemicals. This growth finds its roots and is largely based on the principals of exceptional, personalised customer service.

Harris advises “in these times of ‘automated and computer driven customer care’ we still believe in the philosophy that people like talking to real people who can answer their questions and help solve problems.

“Hy-Clor’s speciality is expediting prompt delivery of quality pool chemicals and equipment on time - every time. We have built the capability to and currently deliver, millions of tonnes of product throughout Australia annually, with a storage capacity in each capital city, unparalleled by other suppliers.”

Harris adds “in the realm of OH&S, we are fully compliant with all industry regulations regarding safe handling, storage and transportation of dangerous goods. This expertise and footprint enable our logistics team to provide individual deliveries, on a national basis, as a speciality service that our clients greatly appreciate and find beneficial to their businesses.”

Contact Granville Harris E:granville.harris@hyclor.com.au

State Wide Pool Services rebrands as Hydrilla Commercial and community swimming pool design, construction and maintenance company State Wide Pool Services has announced its rebranding as Hydrilla.

The Adelaide-based company says that the rebrand will be a platform for the company to create a uniquely identifiable brand and launch new products and services to the aquatics industry.

Introducing the new brand, Hydrilla General Manager, Himal Kandel explained “with a rejuvenated management team guiding our growth, we have made the bold decision to create a new identity which better demonstrates our skills and capabilities. Our new brand is a spring-board for new products and services that will lead the aquatics industry.”

Contact 08 8169 9500, E: info@hydrilla.com.au, www.hydrilla.com.au 64 Australasian Leisure Management Issue 141

Mr Scoreboards supplies more than 100 swimming event number and marshalling board systems Leading scoreboard supplier Mr Scoreboards has advised that it has supplied more than 100 event number and marshalling board systems to Swimming Australia affiliated clubs and facilities.

With a link going back to a Swimming Australia competition for clubs to sell tickets to certain events - wherein if they exceeded a nominated target they got a free board paid for by Swimming Australia - Mr Scoreboards’ range includes A-frame and self-supporting digital boards with four or six figures.

The four number Digital Model (accommodating events up to 99) costs $420 while the six Digital Model (accommodating events up to 999) costs $490.

All Mr Scoreboards products are designed and manufactured in Australia.

Contact 1800 049 539, E: sales@ mrscoreboards.com.au, www. mrscoreboards.com.au

The P.A. People deliver sound system solution for Netstrata Jubilee Stadium The P.A. People have delivered a state-of-the-art sound system solution for Georges River Council in the western grandstand at Netstrata Jubilee Stadium.

With a capacity of 20,000 patrons, this year, the ground has been home to three major clubs including long term tenants St George Illawarra Dragons, alongside the temporally displaced Cronulla Sharks and the A-League’s Sydney FC. Taking advantage of the break in sporting activity earlier this year due to the COVID-19 pandemic, Council put out a call in April for the design and installation of a new sound system to cover the grandstand and terraces on the Western side of the venue.

As the incumbent supplier and sponsor of Sydney FC for the past two seasons, The P.A. People were able to achieve a number of outcomes including improved audio coverage of the grandstand area; a better experience for patrons and corporate attendees; additional flexibility and ease of use for a range of hirers.

Contact 02 8755 8700, E: info@papeople.com.au, www.papeople.com.au

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

Products

Clublinks partners with EnquiryBot on digital marketing project at Moore Park Golf Course Clublinks, the management team of Sydney’s Moore Park Golf Course (one of the busiest golfing facilities in Australia) has partnered with EnquiryBot - a software tool which has been developed to impact lead conversion in business.

As part of a recent review of digital transformation, Clublinks has been busy working on a marketing automation project to ensure the effective capture of customer leads and therefore conversion. Being such a busy environment, enquiries come in daily and from many sources. As such, Clublinks has partnered with Enquiry Bot to deliver the platform to consumers.

Because EnquiryBot is easy and quick to use, visitors are favouring this form of contact over phoning directly or submitting web forms.

Moore Park Venue Manager, Mark McLennan notes “using EnquiryBot, gives us an advantage of better data insights so we can service our clients with knowledge and ensure they are pre-qualified, and we can help before we call or respond back.”

Contact +44 330 122 7410, www.enquirybot.com/

Proludic Diabolo Baby secures award for outstanding design and innovation Proludic Diabolo Baby - an innovative range of play equipment specifically designed for very young children - has won the prestigious Good Design Award in Australia’s International Good Design Awards in the Product Design Sport and Lifestyle category in recognition for outstanding design and innovation.

The Proludic Diabolo Baby’s innovative range of play equipment is specifically designed for very young children - an age where play is absolutely fundamental to a child’s wellbeing and development. The play structures facilitate and nurture early learning, guiding young children through a sequence of activities which stimulate their motor skills, inspire their imagination, and encourage the development of their social interactions with other people.

The Good Design Awards Jury praised Proludic Diabolo Baby and commented that the equipment is “a well-designed and considered product system: There’s good use of simple soft forms for use by young hands and feet; and the colours and contours are playful and appropriate. Solidly built play equipment, that specifically stimulates learning and development, that can grow with the age of the child from 0.5-12 years old. Rugged construction, with an appealing natural colour palette and a wide variety of accessories and attachments.”

Contact 1300 800 181, E: info@proludic.com.au, www.proludic.com.au

WhiteWater announces Endless Surf project with Surf the Wave in Vietnam An Endless Surf project with Surf the Wave real estate developer is being installed in an emerging area east of Ho Chi Minh City Vietnam dubbed Vietnam’s Silicon Valley.

Surf the Wave, one of Asia Pacific’s most established and experienced all-encompassing lifestyle and real estate development companies, with a focus on utilising Surfpools, is creating a large mixed-use community using Endless Surf as an anchor amenity to attract residents.

Endless Surf brings the next generation of powerful, efficient and customisable waves backed by four decades of WhiteWater’s expertise in aquatic engineering and experience design.

Surf the Wave Chief Executive, Tony Bulcraig says of the decision to choose Endless Surf “we’ve done a thorough analysis of the options and have concluded that Endless Surf offers both the best value and surf versatility, with a more natural aesthetic, that fits our development goals best.

“That it is backed by a company already experienced in large scale developments is important given the institutional investors involved.”

This will be the first surf pool in the country and will give over 10 million people access to perfect man-made waves delivered

by Endless Surf.

Endless Surf Joint Founder, Paul Chutter adds “this development is a great example of how surf as an anchor attraction in larger mixed-use real estate investments creates a focus on lifestyle and wellness for the entire development.

This added benefit comes in addition to the surf lagoon being a healthy business venue in its own right because of the high capacity and flexibility of the programable waves that Endless Surf offers.”

Contact +1 604 273 1068, E: sales@whitewaterwest.com

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Advertisers Index

Benefits of digital visitor management solutions

Advertiser

Page No.

AAA-LUX

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Aflex Inflatables

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APT Asia-Pacific

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Dip. of Venue Management 67 Felton Industries

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Hy-Clor

2&3

Jonas Leisure

34 & 35

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47

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Perfect Gym

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Wellness Solutions

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With the need for social distancing during COVID-19 an added level of visibility and traceability helps companies keep their workers, contractors, and visitors safe.

Digital visitor management solutions that offer the ability to create customised questions to track key health information can aid companies in remaining compliant with changing government guidelines and regulations.

According to Pitney Bowes Australia, digital systems can be used to immediately inform businesses that a visitor is on the premises, provide visitors with any safety or emergency information they may need while New entrance control solutions that detect fevers and help onsite, and keep track of visitors and leisure and fitness facilities meet COVID-19 physical distancing workers in the event of an emergency, requirements have been brought to Australia and New Zealand such as a fire evacuation. by security specialist Centaman Entrance Control.

While it’s standard operating procedure for businesses to collect information about people visiting their premises, collecting this information accurately has become even more critical since the Coronavirus pandemic necessitated contact tracing and social distancing restrictions.

The introduction of workplace health and safety legislation in Australia in 2011 and New Zealand in 2015 meant that organisations needed to keep track of all people on their premises.

While organisations may previously have used paper processes to sign visitors in and out, digital visitor management has now become standard practice, with visitor management systems becoming more affordable as technology advances.

With the added complications of COVID-19 and social distancing, that added level of visibility and traceability helps companies keep their workers, contractors, and visitors safe. Digital visitor management solutions that offer the ability to create customised questions to track key health information can aid companies in remaining compliant with changing government guidelines and regulations.

Pitney Bowes Japan, Australia and New Zealand Vice President and Country Manager, Stephen Darracott advises “businesses have needed to track onsite visitors for the better part of two decades. However, there’s never been a more critical time to ensure that the technology used to collect this data is up to date and includes strong functionality. For example, the ability to immediately and automatically notify people that they have visitors ensures the organisation is always aware of movement onsite in the event of an emergency.

“Digital visitor management solutions can be quickly customised to accommodate the introduction of new health and safety measures. Contactless check-in especially can help keep staff and visitors safe by limiting exposure to other people.”

By using a contactless check-in and responding to customised questions, for example regarding COVID-19 symptom checks or even flu vaccination status, visitors and contractors can be cleared by the system without interacting with other workers.

Digital solutions also provide easy access to historical data, which can be used for contact tracing if COVID-19 is detected in a visitor or worker. Effective solutions can provide visibility over people on a premise at any given time, as well as facilitate more streamlined communications.

Beyond the health of workers, visitors, and contractors, newer technologies can also help companies ensure the physical safety of people onsite. By requiring all visitors to sign in and out and display their identification, digital solutions let companies more easily identify unauthorised persons and even notify relevant staff if a visitor or contractor is onsite without the right permissions.

Darracott adds “with safety and security being a key duty of care for companies at their worksites, current digital solutions go far beyond what older systems could offer, including digital contractor management solutions that incorporate online inductions.

If a company requires all visitors to complete a site induction, covering emergency procedures, restricted areas, or similar, a digital system can help deliver this information to visitors quickly and efficiently on arrival. Modern visitor management solutions shoulder the burden of this task, automating most of it and ensuring that organisations always have the information they need to keep their workplace safe.”

Pitney Bowes’ systems are available through Centaman Entrance Control.

Contact 02 9906 7522, E: sales@entrancecontrol.com.au, www.entrancecontrol.com.au

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

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