Assessment 3: Programming and Scheduling - Darebin Council Report

This report examines the Darebin Council's approach to sports venue management, focusing on programming and scheduling. The council's strategies for sports venue and infrastructural development are analyzed, including refurbishments of sports pavilions and operational responsibilities. The report discusses the selection of venues based on profitability and their classifications. Asset management practices, such as quality asset tracking systems, are highlighted, along with the role of the council in determining the success of sporting pavilions. The analysis includes identifying venues at local, regional, and district levels, exploring their uses and revenue sources, and critically analyzing the council’s revenue generation approach. The conclusion emphasizes the importance of effective management for successful sporting events and facilities.

ASSESSMENT 3 PROGRAMMING AND
SCHEDULING CASE STUDY

TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................1
Question 1...............................................................................................................................1
Question 2...............................................................................................................................1
Question 3 A. Explanation of how good asset management practices assists in supporting
amenities.................................................................................................................................2
B. Responses to state points related to asset management practices......................................2
Question 4. Explaining role of council in determining success of sporting pavilions ..........3
Question 5...............................................................................................................................4
a. Identifying 2-3 venues and explain their uses as well as likely revenue sources ..............4
b. Critically analyzing council’s revenue generation approach to their sport / event venues
using your chosen venues.......................................................................................................4
CONCLUSION................................................................................................................................5

INTRODUCTION
Venue management has seen tremendous growth in last years. It is an industry which
focuses on processes, systems and technology so as to generate revenue. It refers to as planning,
coordinating, and executing peoples and teams in order to carry out a managed process. The key
objective behind event venue management of sports category at Darebin is to design and
implement a plan to support facilities, develop playing fields and pavilions so as to generate
maximum revenue for government.
Question 1
The Darebin Council chooses four key components in order to direct a recreation strategy
for sports venue and infrastructural development. It comprises with refurbishments of sports
pavilions and enhancing the operational responsibilities. It benefits them in developing the
building stock, analysing current needs which ascertains requirements in improving sports clubs,
community and casual users. The motive is to improve the outdoor venue facilities which will
helpful in managing the activities in the premises as well as it ascertains recreation and physical
activities which will be planned (Collins and Collins, 2017). These are the strategies which helps
in improving the condition of pavilion which consideration of environmental sustainability.
Similarly, the motive is to develop the infrastructure facilities which will improve revenue
generation of Darebin with ascertaining the environmental protection.
Question 2
In order to select the venue there has been classification of proposed venues as per the
requirements and profitability associated with such places. Moreover, there has been selection of
8 venues such as :
FACILITY NAME PLAYING FIELD
NAME
FACILITY
ADDRESS
CLASSIFICATION
TW Andrews Reserve TW Andrews Reserve Cuthbert Road,
Reservoir
Local
Arch Gibson Reserve Kingsbury Bowls Club Dunne Street,
Reservoir
Local
DR Atkinson Reserve DR Atkinson Reserve Argyle Street,
Reservoir
Local
CT Barling Reserve CT Barling Reserve 2
(back)
Plenty Road,
Reservoir
-Local
CT Barling Reserve CT Barling Reserve 1
(top)
Plenty Road,
Reservoir
Local
CT Barling Reserve CT Barling Reserve 3 Plenty Road, Neighbourhood
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(Plenty Rd) Reservoir
Clyde Street
Community Centre
Clyde Street Tennis
Facility
Clyde Street
Thornbury
Neighbourhood
Northcote Park Bill Lawry Oval Westgarth St,
Northcote
Regional
The motive behind selection of such locations is that it will be attractive to the citizens of
Darbin, Regional Victoria and interstate. Therefore, which in turn helps in improving the
profitability and revenue retention. Similarly, it will benefit the professionals as well as
government in tax purpose (Sports planning guide, 2018). On the other side, the size of such
location and venue is adequate as it will be helpful in meeting the sports requires as it is
satisfactory in meeting the capacity requirements to host the state, national and standard
competition. On the other side, the selection of local venues which will be helpful for the local
clubs as to enhance the sport's awareness among such people.
Question 3 A. Explanation of how good asset management practices assists in supporting
amenities
Asset management is quite important in Outdoor Sports Venue Infrastructure Policy in
Darebin. The main objective of Council is to deliver amenities by effectively planning, acquiring
and maintaining public assets with much ease. There are various amenities such as TW Andrews
Reserve, Arch Gibson Reserve, DR Atkinson Reserve, Clyde Street Community Centre and
Northcote Park. For attaining these amenities in the city of Darebin, Council is required to follow
asset management practices. Among this, Quality asset system of tracking management practice
on cloud basis will help to provide regular reports of assets and as such, security would be
maintained as well. Thus, long-term benefits can be provided with regards to amenities. Hence,
Council's assets can be integrated with adequate governance (Popp and et.al, 2018).
B. Responses to state points related to asset management practices
Quality asset tracking system should be used by the Council. The overall intent to use this
as asset management practice is that real-time tracking of assets with the use of GPS (Global
Positioning System) can be easily done and as such, renewal and disposal of assets can be done
without incurring wastage. The main key works of this approach are as follows-
1. Equipments can be tracked with the use of such system
2. Physical checking of assets may be done to manage the same.
3. Documentation of attributes of assets can be done.
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The main benefits of using this approach is that tracking of assets may be effectively
done by the Council through implementing the system. Seamless control can be initiated without
wastage of resources.
Question 4. Explaining role of council in determining success of sporting pavilions
The success of sporting pavilions is based on the design of the same in order to meet
criteria for local, district and neighbourhood pavilions. The factors included in the sporting
pavilions for refurbishment are good. The changing rooms are of optimal size 35m consisting of
categories of home and away (Gorczynski, Gibson, Lowry and Hill, 2018). Amenities and public
toilets in the neighbourhood category are good as well. On the other hand, local pavilions have
more size as compared to first type as space for changing rooms are 40m. Amenities are more
than local type. District pavilions also have optimal design of the various facilities imparted in
the design. The regional category as designed by the Council is appropriate for the purpose.
Thus, it can be said that amenity standards are adequate.
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Question 5.
On the basis of cited case situation, focus is placed by Council on reducing the level of
operational running cost. Hence, for this purpose, council staff is required to determine suitable
policies regarding venue.
a. Identifying 2-3 venues and explain their uses as well as likely revenue sources
By doing assessment, three venues have been selected under local, regional and district
level. Hence, 3 venues which are selected for the purpose of cost cutting are enumerated below:
Facility name Playing field name Facility address Classification
DR Atkinson Reserve DR Atkinson Reserve Argyle Street,
Reservoir
Local
Crispe Park Crispe Park Gloucester St,
Reservoir
District
Preston City Oval Preston City Oval Cramer St, Preston Regional
Case scenario clearly presents that accountability for provision, under regional category,
is undertaken by council to the level of 100%. In the context of office element, council has
accountability up to the level of 65% and remaining 35% carried out by the club. On the other
side, in relation to Crispe Park, which is classified as district, council takes 100% accountability
regarding player lounge, amenities, office, storage and kitchen. Apart from this, accountability in
relation to pro-shop, deck and tournament office is undertaken by the club. Further, in relation to
DR Atkinson Reserve council has 100% accountability regarding player’s lounge, amenities,
office, storage and kitchen. In contrast to this, regarding component such as deck and tournament
office 100% responsibility for provision is owned by the club.
b. Critically analyzing council’s revenue generation approach to their sport / event venues using
your chosen venues
Through assessment, it has found that income level can be maximized through swapping
accountabilities regarding different aspects such as storage, kitchen, office, pros-hop, deck and
office. Further, for the purpose of cost reduction emphasis need to be placed on undertaking
budgetary control tools. This in turn helps in ascertaining deviations and help in taking corrective
measures for improvements regarding cost reduction as well as high income generation.
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CONCLUSION
Hereby it can be concluded that sporting event requires managing various things in the
best possible manner for ensuring success. Asset management is important to impart facilities
with much ease. Moreover, various pavilion categories should be managed effectively by the
Council for achieving success.
REFERENCES
Books and Journals
Collins, L. and Collins, D., 2017. The foci of in-action professional judgement and decision-
making in high-level adventure sports coaching practice. Journal of Adventure Education
and Outdoor Learning. 17(2). pp.122-132.
Gorczynski, P., Gibson, K., Lowry, R. and Hill, D., 2018. What does the Winter Olympics mean
to you?: Sports psychologists look forward to the event in South Korea this February.
Popp, N. and et.al, 2018. Factors Impacting Ticket Price Paid by Consumers on the Secondary
Market for a Major Sporting Event. Journal of Applied Sport Management, 10(1).
Online
Sports planning guide. 2018. [Online]. Available through :<http://sportsplanningguide.com/how-
to-select-a-competition-venue/>.
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