James Croll, Veda Dante, Grant Gamble, Dr Neil Gibson, Neil Heffield, Gwen Luscombe, Roderick van Gelder.
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From the Publisher
Who do you trust in 2025?
A few decades ago, news media in the ‘western world’ was among the most trusted of institutions. Yet today, largely as the result of polarisation, manipulation and the dismissal of inconvenient facts as ‘fake news’ it has a major credibility problem.
Simultaneously, the rise of social media and multiple new platforms has disrupted the established model of newspapers, magazines, radio and television so that any opinion can be shared.
However, these new platforms don’t encourage accuracy, they favour monetisation, misinformation and conflict.
X (formerly known as Twitter) ditched its moderation shortly after Elon Musk’s acquisition in late 2022 and Facebook ended its third party fact checking program in favour of a ‘community notes’ model earlier this month.
While LinkedIn does forbid speech that is based on prejudice, discrimination or stereotypes about ‘inherent traits’ or religious affiliation, there is no moderation of the near constant boasting and self promotion that permeates the platform. And into this mix comes low-quality ‘slop’ generated by artificial intelligence. And rather than this being regulated, platforms such as Facebook are positively encouraging it.
The shortfalls of AI were exposed as recently as mid-January, when Apple suspended its AI feature used to summarise news headlines because of inaccuracies.
A recent study from Ludwig Maximilian University of Munich found that “traditionally-crafted news articles are more comprehensible than articles produced with automation,” with AI’s word choice being a particular point of dissatisfaction for the readers surveyed.
The report, originally published in the Journalism: Theory, Practice, and Criticism journal, advised “readers complained that the AI-produced articles contained too many inappropriate, difficult, or unusual words and phrases.
“Furthermore, readers were significantly less satisfied with the way the automated articles handled numbers and data.”
Trust
In respect of trust, we have also seen the erosion of consumer confidence in once esteemed brands such as Qantas, Woolworths and Coles as a result of fake discount scams and customer service shortcomings.
Where does this leave you, the readers of Australasian Leisure Management? At all times, Australasian Leisure Management magazine and website aim to report all that is best about this industry - what Australians and New Zealanders do in their out-of-home free time (when they are not shopping, driving, eating or gambling).
In covering, the management of aquatics, attractions, entertainment, events, fitness, parks, recreation, sport, tourism and venues we do not - and will not - shy away from scrutinising the industry when necessary and sometimes reporting on legal matters, errors and mistakes (after all, we all learn from our mistakes). However, we will do so without sensation.
In addition, at all times we will strive for accuracy.
Help us shape the future of Australasian Leisure Management
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Building on Australasian Leisure Management’s mission to inform, inspire, and support leaders across all areas of the leisure industry, we ask you to complete the brief questionnaire to help the delivery of content and solutions that matter most to you.
Sharing your thoughts and feedback in the survey will take just a few minutes to complete and will help us understand how we can better serve you, your business, career development and the industry.
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Nigel Benton, Publisher
Two Months in Leisure
Some of the industry headlines over recent months. Daily industry news can be read at www.ausleisure.com.au
New Zealand’s fitness industry set for significant growth in 2025
Despite ongoing economic pressures, a new consumer survey by ExerciseNZ reveals a promising outlook for New Zealand’s fitness industry.
Conducted by Horizon Research, the survey polled New Zealand adults nationwide and highlights a growing interest and uptake in physical activity and structured exercise.
Key Findings:
•Over a quarter of a million (309,000) adults plan to begin structured exercise in 2025.
•28% of adults (1,075,000 people) pay for one-on-one exercise professionals - a 6% increase from 2023.
•15% (595,000 people) see an exercise professional weekly, up 4%.
•67% of adults exercise, up from 64% in 2023 - defy the trend of declining physical activity.
•22% (866,000 people) use structured providers, with 12% in group classes and 14% training individually.
ExerciseNZ Chief Executive Richard Beddie commented “even in times of financial uncertainty, we see continued demand for exercise services, highlighting the industry’s resilience and growth potential.”
Targeted funding to support festivals and live music venues
The Australian Government, through ‘Revive Live’ is providing grants of $7.7 million to 110 organisations including 61 festivalbased activities and 49 live music venues.
Established in the 2024/25 Budget, Revive Live aligns with the Government’s National Cultural Policy, Revive, which recognises the Australian music sector as a vibrant part of the nation’s arts and cultural landscape.
The $7.7 million targeted funding is aimed at helping festivals and venues continue operating under challenging conditions.
Queensland Government to reveal Brisbane 2032 Delivery Plan on 25th March
The Queensland Government has advised that it will release the Delivery Plan for the 2032 Olympics and Paralympics - that is expected to include an announcement on the main stadium and aquatic centre for the Brisbane Games - on 25th March.
This will follow the independent panel reviewing Games infrastructure delivering its report to the Queensland Government on 8th March.
The review, being conducted by the Games Independent Infrastructure and Coordination Authority, is understood to have received more than 5000 submissions including a revival of a plan for a new main stadium in Brisbane’s Victoria Park, a new venue adjacent to the Gabba and a riverside site.
Proposals have also been submitted for hockey and aquatic events to be held on the Gold Coast while Australia’s peak aquatic sports have united to present a proposal for a new Brisbane Olympics aquatic centre.
Relocated Perth Zoo elephant settles into new home
An elephant moved from Perth Zoo to South Australia’s Monarto Safari Park has settled in at her new home and has been pictured interacting with her new neighbour, Burma.
Heartwarming images show Permai locking trunks with Burma following keepers having successfully introduced the pair - the first of a new five-elephant strong herd to take up residence in South Australia.
After not having had elephant company for a while, both females were supported by their dedicated carers.
Permai arrived in South Australia after a gruelling 40-hour trip across the Nullarbor from Perth Zoo.
F45 Training Group announced as global training partner of HYROX
F45 Training Group has been announced as the official global training partner of the world’s fastest growing fitness race, HYROX, which combines both running and functional workout stations.
The partnership comes as part of the Australian born brand’s commitment to diverse training solutions and excellence, with the HYROX partnership extending from the USA, to Australia, New Zealand, Singapore and beyond.
Youths assault young lifeguard at Casey ARC
A young lifeguard at the Casey Aquatic and Recreation Centre (ARC) in the Melbourne suburb of Narre Warren was hospitalised in mid-January after being assaulted by a gang of youths.
The 19-year-old lifeguard had warned the youths about dangerous pool stunts, such as flips, close to other swimmers, including children, while at the Aligned Leisure operated swimming pool in Melbourne’s south-east.
Industry action on this, and multiple other reports of lifeguards being violently assaulted, abused and even spat on, can be read on page 25.
The Big Banana launches new duelling raft slides
Coffs Harbour attraction The Big Banana Fun Park has revealed the expansion of its waterpark with the addition of a new waterslide feature, the Duelling Raft Slides.
Launched from a 16-metre-high platform, each of the Duelling Raft Slides spans over 170 metres in length, offering riders a thrilling journey through both open and dark enclosed sections.
As a statement from the Big Banana advises “adventurers will experience a rush of adrenaline as they navigate through dynamic SFX lighting effects that create a captivating atmosphere, making it feel as though they are soaring through a time warp.”
Sunshine Coast former surf park project site for sale again
Land approved for a waterpark and a lifestyle resort on the Sunshine Coast with more than 230 villas has again been put up for sale for the second time this year - presented as Lot 1 & 2, 2652 Steve Irwin Way, Sunshine Coast by Knight Frank Brisbane real estate agency.
The 25 hectares is being offered for sale in one or two separate parcels.
Royal Life Saving to stage symposium on future of aquatic facilities
As part of its ongoing work in advocating for aquatic facility infrastructure across the country, Royal Life Saving Society - Australia, on behalf of the National Aquatic Industry Committee, has announced the staging of the National Aquatic Infrastructure Symposium 2025.
Described as “a key step in developing a national framework for aquatic facility infrastructure provisioning across Australia”, Royal Life Saving note “Australia’s public aquatic infrastructure is at a critical juncture.”
The two-day symposium, being held on Thursday 27th and Friday 28th March in Melbourne, aims to unite senior industry leaders, architects, planners, policymakers, academics, and drowning prevention experts to co-develop a vision for the future of aquatic facilities.
Australian Sports Foundation advises of record $100 million in donations
The Australian Sports Foundation (ASF) has channelled almost $100 million in philanthropic donations into sport in the last financial year, setting a new record for contributions.
Despite cost-of-living and other financial pressures biting households around the nation, the $98.8 million funnelled into sport by the ASF represents an increase of over 24% in value from the previous year, through a 38% jump in the number of donations overall.
Donations to individual athletes rose by 66% by the end of the financial year leading into the Paris Olympic Games, while community sport (up 31%) was another key beneficiary, as facilities and infrastructure needs soared, in part to accommodate the number of women and girls migrating into traditionally male-dominated pursuits.
Backed by funding from the Australian Government’s Growing Regions Program, the Sunshine Coast Council has announced the fast tracking of a new sports complex to be located at Meridan Plains.
Glen Eira City Council’s redeveloped Carnegie Memorial Swimming Pool/Carnegie Swim Centre has reopened following a $75 million transformation.
In a partnership with Waikato Regional Property Trust, Live Nation New Zealand has been announced as the operator of Hamilton’s the Waikato Regional Theatreset to open later this year.
Sydney’s Qudos Bank Arena has engaged leading multicultural agency, CulturalPulse to deliver cultural advice, audience insights and tailored, culturally sensitive customer experiences and marketing content to meet the needs of its diverse audiences.
Following the official closure of the venue on 21st December, work on the redevelopment of Perth Concert Hall is now underway.
Planning to enter multiple global markets and lift group revenue, Australian-founded boutique fitness lifestyle brand REVL Training has received a strategic investment from Singapore-based brand collective MOVE [REPEAT].
The major $53 million redevelopment of Melbourne’s St Kilda Pier was completed in time for the pier to have opened for summer.
The NBL’s Wildcats are set to move their training base and headquarters to Warwick Stadium in Perth’s north following a $16 million pledge for a highperformance facility from the Western Australian Government.
Victoria’s State Sport Centres (SSC) are currently refurbishing the outdoor 50 metre pool and indoor multipurpose pool at the Melbourne Sports and Aquatic Centre.
Auckland’s Eden Park, New Zealand’s largest stadium, has gained consent to double the number of concerts it stages annually.
A new chapter has begun for The Genesian Theatre with the opening of their newly built theatre in the Sydney suburb of Rozelle.
Cancelled last year due to “unexpected events”, organisers have advised that the Splendour in the Grass festival has again been cancelled for the second year in a row.
Facility manager BlueFit has opened a purpose built swim school in the Sydney suburb of Prospect. It features a Myrtha pool and a Defender filtration system to ensure the highest water quality for its students.
The new TreeClimb Salisbury attraction in South Australia has opened, offering ziplines up to 150 metres long and platforms almost 12 metres above the ground.
A Coronial inquest into the accidental drowning death of an Indigenous child at the Kintore Swimming Pool in the Northern Territory in 2020 has identified “disturbing” and “inexcusable” failures by the MacDonnell Regional Council.
Brisbane’s Nissan Arena and Ticketek Australia have announced the renewal of their partnership for a further six years.
Snap Fitness has celebrated the start of 2025 with the opening of its 350th club in the Asia-Pacific region at Kiama in NSW - a milestone opening that coincided with the group achieving club memberships surpassing 300,000 across APAC.
Backed by funding from the Tasmanian and Federal Governments, the City of Launceston and Tennis Australia, the $3.1 million Launceston Tennis, Community and Events Centre has been officially opened.
SUSTAINABLE AQUATICS CENTRES
AUSactive to rollout Million Moves initiative in Western Australia
Following the successful inaugural Million Moves on Queensland’s Sunshine Coast in May last year, AUSactive is set to roll out the initiative in Western Australia in May 2025, with the expressions of interest registration for businesses, professionals and local companies now open.
Million Moves is a fantastic community-led initiative that brings people together while getting active and moving daily across a three-week period.
With the Million Moves on the Sunshine Coast having seen the local community achieve more than two million moves, it’s time for Western Australians to inspire a more active WA by jumping on board and showing their support for the initiative.
New Stats Perform report shows sports’ excitement about the transformative potential of AI
A newly published report has revealed that sports media organisations and sponsors are excited about the transformative potential of artificial intelligence on helping grow fans and revenues.
Stats Perform’s 2025 Sports Fan Engagement, Content Monetisation & AI Trends Report also highlights investment trends in women’s sports, owned and operated digital properties, YouTube and Instagram reels.
A global leader in sports data and AI technology, Stats Perform’s 2025 Report includes key insights from over 700 sports media executives at organisations worldwide including The Athletic, BBC, Sky Sports, Denver Broncos, Yahoo, ESPN, T-Mobile, Livescore and Samsung about the evolving landscape of fan engagement and monetisation in 2025, and the associated role of AI.
New Hobart Stadium will incur $171 million maintenance costs over 30 years
New details about the costs of Hobart’s proposed AFL stadium have revealed that the venue will incur costs - in addition to its construction costs - of $171 million over 30 years for maintenance and upkeep.
The information was released following a Tasmanian Government-commissioned independent report that suggested the new venue will likely cost more than $1 billion to build, a significant rise on the project’s projected price tag of $775 million.
AUSTSWIM introduces new aquatic fitness instructor training course
To meet the high demand for aquatic fitness instructors around the nation, AUSTSWIM has announced the introduction of its new Aqua Exercise Instructor course.
The leading swimming skills and water safety organisation launched a pilot of its revamped program in Sydney late last year, with its new course underway in Victoria, Queensland, NSW and South Australia.
The AUSTSWIM Aqua Exercise Instructor course prepares students with the skills necessary to plan and lead safe, effective, and enjoyable group exercise sessions in water.
Tennis Australia’s Craig Tiley revealed as Australia’s highest paid sporting executive Tennis Australia Chief Executive Craig Tiley (pictured left) has been revealed as the highest paid sporting executive in Australia, earning $US2.35 million ($3.78 million) in the fiscal year ending September 2023.
His salary has been brought to light in a 990 form, filed with the Inland Revenue Service in the USA that contains a level of detail far in excess of the organisation’s Australian annual report.
The document also disclosed that Tennis Australia Chief Content Officer Darren Pearce was paid $US690,798 ($1.1 million) and Cedric Cornelis, the organisation’s Chief Commercial Officer, was paid $US590,818 ($951,000) over the same period.
In other sports, in 2023 Melbourne’s Herald Sun revealed that then AFL Chief Executive Gillon McLachlan was paid more than $4 million a year.
At present, the salary of current AFL Chief Executive Andrew Dillon is not specifically identified, although total payments to AFL executives were $13.6 million in 2023, up from $11.8 million in the previous year.
Among other executives, The Australian has previously reported that NRL Chief Executive Andrew Abdo receives a salary of $1.55 million.
According to the Australian Olympic Committee’s annual report for 2023 released early last year, outgoing Chief Executive Matt Carroll was paid about $646,000.
The Australian Grand Prix Corporation’s annual report tabled in the Victorian Parliament as of November contains information that a postholder identified as the ‘accountable officer’ (presumably Chief Executive Travis Auld) was paid between $680,000 and $689,999 last year.
Renovation work completed at scene of Indonesian stadium tragedy
Renovation works at the Kanjuruhan Stadium in Malang, East Java - scene of a deadly crowd stampede that led to the deaths of 135 people in October 2022 - have been completed.
With works overseen by the Indonesian Football Association (PSSI) and FIFA, during the renovation period, an evacuation simulation was carried out prior to its reopening in order to prepare the stadium for emergency situations such as the one that led to the incident in 2022.
The deaths occurred after fans invaded the pitch at the end of an Indonesian Premier League game between Arema FC and Persebaya Surabaya. Fans were met with teargas from Indonesian Police and the ensuing panic led to fans rushing for the stadium’s exits, which caused the crush.
Walker Corporation reveals plan for 7000-seat arena on the Sunshine Coast Developer, the Walker Corporation, has unveiled a billion-dollar proposal for a 7000-seat arena, athlete village and five-star hotel on the Sunshine Coast.
Submitted to the Brisbane 2032 Independent Infrastructure and Coordination Authority’s 100-Day Review, the Horizon Centre proposal is aimed at transforming the Maroochydore city centre and having the Sunshine Coast included as a key destination for the Brisbane 2032 Games.
Environmental Defenders Office releases guidance on grassroots sport and climate change
Independent agency the Environmental Defenders Office (EDO) have released a guide to help grassroots sport clubs prepare for the impact of climate change.
With local clubs and associations having limited resources to help them adapt to a changing climate, the EDO’s Making sport safe in a changing climate: A guide for grassroots sport guidance also highlights how, in recent years, extreme weather events have caused major interruptions and had serious health consequences at both elite and grassroots levels of sport, particularly in the summer months.
The EDO advises that “if you’re a player, a parent, guardian or coach, the guide can help you understand climate risks to sport and how we can all make sure summer sport is here to stay and safe to play.”
Viva Leisure to acquire 25% stake in World Gym Australia
Viva Leisure has entered into a binding agreement for a strategic investment of 25% in World Gym Australia together with the 100% acquisition of three World Gym locations, and the establishment of a joint venture with the founders for the roll-out of more corporate owned locations on a 50:50 basis.
The Investment of $16.7 million at a blended multiple of 4.1x EBITDA will be funded from existing cash reserves, bank facilities and up to $1 million of Viva Leisure’s scrip acquisition option.
The investment also includes an option to acquire the remaining share of the World Gym Australia business within 36 months at Viva Leisure’s discretion.
The company was also ranked 81st in the Australian Financial Review Fast 100 List for 2024.
Belgravia Leisure signs up to R&A Women in Golf Charter
Belgravia Leisure, the operator of nine golf courses across Australia as well as a range of aquatic and recreation centres, has become just the second golf management company in the country to sign the R&A Women in Golf Charter.
With courses in Western Australia, South Australia and Victoria, this single signing has the potential to make a widespread impact on the Australian golf landscape by improving participation and leadership opportunities for women and girls, as well as maximising their potential at all levels of the sport.
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Concept for the proposed Horizon Centre. Credit: Walker Corporation.
Bushfire smoke led to the abandonment of a 2019 Big Bash League game in Canberra.
Luna Park Sydney acquired by hospitality business Oscars Group
With plans to upgrade the heritage amusement park, the Oscars Group, one of the largest privately-owned hospitality groups in NSW, has acquired Luna Park Sydney.
Acquiring the landmark property from Canadian investor Brookfield, the pubs and hotels operator adds the 90-year old harbourside landmark to its portfolio of hotels and resorts, pubs, events centres, commercial and retail assets.
Stadiums Queensland venues welcomed record 5.8 million patrons in 2023/24 financial year
Stadiums Queensland annual report for the 2023/24 financial year reported a record year welcoming 5.8 million patrons across the agency’s nine venues.
The report also showed that the venues contributed $1.7 billion in Gross State Product (GSP) to the Queensland economy, as well as providing an estimated 7,012 full time equivalent (FTE) jobs directly, and 5,405 FTE jobs supported through flow-on activity across the industry.
It also noted that 350,000 patrons used the venues for high performance sport events and development, a 95% satisfaction rating among stakeholders in an annual survey and that 71 tonnes of material was recycled through the Containers for Change program.
John Grant, the owner of the Granties Maze in the NSW Illawarra, has been ordered to dismantle more than two dozen attractions at the fun park - including a climbing wall, bumper car track and inflatable obstacle course. The NSW Land and Environment Court deemed the attractions to be “materially unsafe” and were built without council approval.
However, Grant, who has been involved in repeated disputes with Kiama Council and the NSW authorities over the years as he sought to develop the Foxground attraction on the NSW south coast, says he will appeal the decision.
More sport leaders join ASC Play Well advisory group
Another eight sport leaders have been announced to join the Australian Sports Commission’s Play Well NSOD Advisory Group.
The sport leaders will help guide Australia’s first Sport Participation Strategy which aims to create safe, welcoming, inclusive and fun sporting experiences.
Chief Executives from the National Rugby League, Sport Inclusion Australia and Golf Australia are among the list of representatives to join the Play Well national sporting organisations (NSO)/national sporting organisations for people with disability (NSOD) CEO Advisory Group.
The cohort will play a crucial role in identifying operational gaps and opportunities, offering key insights into the current sports landscape and help foster collaboration across the sector.
PLG Chair and ASC Executive General Manager Sport and Community Capability Richard McInnes said this group brings with them a wealth of expertise.
AMPSEA launches National Events Calendar for mass participation events
Aiming to bring together mass participation sporting events across multiple categories from around the country, the Australian Mass Participation Sporting Events Alliance (AMPSEA) has launched its National Events Calendar.
Launched at AMPSEA’s third annual conference, the National Events Calendar has been designed to provide a single source of events for athletes to plan their calendars but also support event organisers by providing them with an additional platform to promote and showcase their events.
In developing the Calendar, AMPSEA has partnered with events platform ECal to offer this central source of information for athletes and event organisers alike, while also helping to promote and nurture mass participation sporting events across the country.
Myzone establishes industry-leading international advisory group
Jay Worthy, Global Chief Executive at Myzone, the leading heart rate monitoring fitness wearable brand, has assembled an industryleading advisory group to provide the business with strategic insights on the trends and behaviours driving the global health and fitness industry and the evolving landscape for wearables.
The advisory group, consisting of 12 highly-experienced and globally-renowned health and fitness professionals, will act as a think tank, enhancing Myzone’s ability to remain a leader in connecting the world through movement, and driving positive health outcomes.
Cedar Mill Group rebrands with new Live and Music Divisions
Following a strategic rebrand of Cedar Mill Group to Winarch Live and Winarch Music, Winarch Group’s music and events businesses will now be united under a cohesive brand, reinforcing its position as a leader in the live entertainment and tourism space.
Winarch Music will represent the company’s investment, ownership and management of live entertainment venues and consumer music businesses.
Winarch Live will encompass the Group’s comprehensive offering of venue, event, safety and management services.
TEG Sport partners with Professional Darts Corporation to launch ANZ Premier League
The Professional Darts Corporation (PDC) has announced the launch of an Australasian series of its Premier League competition, working with TEG Sport to introduce the series at eight venues in October and November 2025.
The PDC ANZ Premier League will see eight players from the Australian and New Zealand domestic circuits battle on the big stage across eight consecutive Saturdays in the region’s biggest-ever roadshow event.
Organised with TEG Sport, the series will visit the Australian cities of Adelaide, Cairns, Canberra, Hobart and Newcastle, as well as Hamilton and Wellington in New Zealand.
Australian Open achieves largest ever attendance
The 2025 Australian Open will go down as the biggest ever, drawing a record crowd of more than 1.2 million fans.
Surpassing the previous attendance record set just last year, daily attendance records continued to be broken throughout the tournament, culminating in last year’s overall record being exceeded on day 14 of the main draw.
IOA partners with SWIM to launch aquaphobia program across Southern Hemisphere
The Institute of Aquaphobia (IOA) has announced a significant partnership with SWIM Coaches and Teachers Australia (SWIM/SCTA) to expand access to resources and training aimed at addressing aquaphobia.
While the IOA and SWIM have worked together for some time, this partnership will enhance the reach of the program, empowering swim teachers and providing vital support to the aquatic community.
Hamilton Island reimburses resort staff
$28 million in underpaid wages
The companies responsible for the operation of Queensland’s Hamilton Island have back-paid staff more than $28.1 million and have signed an Enforceable Undertaking (EU) with the Fair Work Ombudsman.
The move follows Hamilton Island Enterprises Limited (HIE) having underpaid more than 2,000 staff over a period of eight years, revealed by an investigation by the Fair Work Ombudsman.
The investigation, which commenced in 2020, found that 2152 current and former staff on the island were underpaid between December 2014 and December 2022.
Improved sales show Fitness and Lifestyle Group emerging from pandemic impacts
Rising numbers of people exercising in gyms has seen the Fitness and Lifestyle Group (FLG) reduce its losses and improve its sales in the past year.
The latest accounts from FLG owner Quadrant Private Equity have shown a 5% rise in FLG’s sales to $685.6 million from $651.8 million in the previous financial year, while its losses narrowed to $222 million from $290.7 million in the previous year.
Quadrant’s accounts lodged with the Australian Securities and Investments Commission, FLG - which includes Fitness First Australia, Zap Fitness and Goodlife Health Clubs, Jetts Fitness in New Zealand and Thailand, the local Barry’s master franchise and Emily Skye FIT - reveal that strong membership sales and increased yield during the year were achieved against weaker consumer spending with higher interest rates and a slower economy.
Star casino sells Sydney theatre venues to Foundation Theatres
Cash-strapped casino operator Star Entertainment has announced that is to sell its Sydney theatre and event venues to Foundation Theatres for a sum of $60 million.
Foundation Theatres, which already runs the Lyric Theatre inside The Star Sydney and is the owner of Sydney’s Capitol Theatre, will acquire the Lyric, The Star Sydney Event Centre and other additional spaces within The Star Sydney complex.
In a statement, Foundation Theatres advised that the Event Centre and additional spaces will be converted into new venues to host theatre, live entertainment and contemporary music.
The Star has already appointed FTI Consulting as its safe harbour adviser, to protect it from its creditors. Its shares surged after the announcement of the divestment.
UNSW Beach Safety Group researcher calls for ‘consensus’ on water safety messages
With the summer period seeing a rise in drownings, Samuel Cornell, a University of NSW PhD Candidate, has questioned the effectiveness of marketing campaigns designed to communicate messages and information about beach and open water safety and hazards to the public, calling for a new approach delivering “clear and consistent messaging, using modern platforms”.
Cornell, who is part of the UNSW Beach Safety Research Group, points to how safety messages are communicated by the nation’s peak water safety bodies: Surf Life Saving Australia (SLSA) and Royal Life Saving Society - Australia.
He suggests that “too much differing messaging may lead to message fatigue or confusion about which message is most important to follow.”
AFL Victoria announces first projects aligned with innovative national program
As part of AFL’s ‘Breaking New Ground’ national program, AFL Victoria has unveiled two facility projects in Shepparton and Echuca to develop ovals on school sites or other innovative locations - enhancing grassroots facilities and ensuring the growth of local sport.
The new locations at Wanganui Oval in Shepparton and St Joseph’s College in Echuca are the first projects in Victoria to be announced through the AFL’s ‘Breaking New Ground’ program, which provides funding for the planning, design and development of Australian Rules Football facilities, in partnership with a range of government and non-government bodies.
Surf champion Mick Fanning invests in Gold Coast surf park development
Three-time world champion surfer Mick Fanning is reported to have invested in the artificial wave surf park pool development at Parkwood Village on the Gold Coast.
The $300 million surf and golf resort, now branded as the Palm Valley Gold Coast Resort, will use Endless Surf technology to generate its waves within a stainless steel Myrtha Pools lagoon.
Fanning is backing the vision of Luke Altschwager, Managing Director of The Club at Parkwood Village, to create the innovation leisure destination which will feature a wave pool for amateur and professional surfers, an 18-hole golf course, a high-performance surf centre and gym, a beach club, a brewery and over 200 apartments.
Sports Entertainment Group subsidiary secures majority stake in WNBL team Perth Lynx
SEN Teams Pty Ltd (SEN) - a subsidiary of Sports Entertainment Group Ltd - has secured a majority stake in Women’s National Basketball League (WNBL) license, Perth Lynx, expanding its strategic partnership with Perth-based couple, Jodi Millhahn and Christian Hauff.
SEN’s investment in the Lynx license further commits to women’s sport, and will leverage the synergies of its ongoing ownership of the Perth Wildcats and other women’s sporting teams across Australia and New Zealand.
Sydney Marathon status elevation leads to surge in global entries
The elevation of the Sydney Marathon’s status to World Marathon Major has led to a surge in demand from international runners, with its first ever ballot attracting more than 79,000 applications for a coveted 35,000 positions on the starting line on 31st August.
The ballot attracted an eight-fold increase in the number of international applications compared to 2024, coming from 156 countries around the world, up from 101 countries last year. US marathon runners recorded the highest number of international applications, followed by Indonesia, the UK, Hong Kong and China.
Safer Surf Parks
Ash
Presser shares his perspectives on surf parks and high risk leisure
In early 2020, Australia’s first surf park opened its shores to the public, transforming the way people experience surfing.
By eliminating many of the traditional barriers associated with the sport such as unpredictable ocean conditions, geographical limitations and skill entry points, URBNSURF Melbourne made surfing more accessible than ever.
Whether catering to first-time surfers seeking a controlled and supportive environment or seasoned professionals looking to refine their technique in consistent, high-quality waves, the surf park offered an inclusive space for all skill levels.
The launch of surf parks expanded participation in surfing but also fostered a broader appreciation for surfing as both a recreational activity and a high-performance pursuit for all ages.
Five years after Australia’s first surf park opened, Ash Presser - a leader in operations, risk and safety managementshares his experience of operations in not only surf parks, but high-risk leisure and amusement industries with Australasian Leisure Management.
Following his time at URBNSURF, Presser shifted his focus to research in health, safety and risk management across highrisk leisure environments, with a core goal to understand and strengthen safety culture, mitigate operational risks, enhance education and develop evidence-based strategies that improve compliance, prevent incidents and ensure long-term business sustainability.
This type of research not only safeguards businesses and their workforce but also enhances operational resilience, adaptability and futureproofing against emerging challenges. By integrating data-driven insights, it promotes proactive risk
management and reinforces the industry’s long-term success in an ever-evolving landscape.
Presser’s journey into the surf park industry began in late 2018 when he joined URBNSURF as the Operations and Risk Manager. In this role, he played a key part in designing and implementing structured frameworks across operations, risk and safety systems, regulatory compliance, training, and due diligence strategies. His work focused on developing integrated systems of work, enhancing incident management, and implementing strategic risk mitigation measures to strengthen operational resilience and foster a proactive safety culture.
Looking back, he recalls the complexities of building risk frameworks from the ground up, stating “during the development phase, there were no established benchmarks
URBNSURF Sydney 2024 (above) and Ash Presser (below).
or clear regulatory frameworks to adopt. Applying a method from one industry often introduced new risks or unintended hazards in a surf park setting. Each approach required careful evaluation and risk justification to design and execute critical systems of work.”
Since the early days of surf parks, the operational safety frameworks developed have been widely adopted across the industry, reflecting contribution of Presser’s work. His contributions specific to risk and safety were later recognised with awards from WorkSafe Victoria and the National Safety Council of Australia. He now continues to work across the broader industry while also leading Aquatic Risk Services, offering specialist support in health, safety and risk management, as well as providing training and litigation support.
More recently, he has expanded his research on surf parks globally, exploring the complexities of operational and organisational safety in an industry that remains largely unregulated. Key bodies of research have focused on legal and compliance challenges, incident causation and contributing factors, risk perception, user behaviour, psychosocial, and the development of risk and safety frameworks.
One of the biggest gaps in the surf park sector is the absence of regulations. At first, it might be supposed that safety professionals would advocate for standardisation to establish consistency and best practices.
However, Presser sees the reality as being very different, explaining “while standards in industries can be effective, the surf park industry is still in its infancy.
“I see consultants and operators pushing for regulations, but they often fail to recognise the unintended risks that come with standard adoption. In emerging leisure and amusement sectors, particularly unregulated industries like surf parks, a cautious approach is essential.”
Unlike traditional leisure facilities, surf parks vary widely in their wave technologies, operating models, and designs. Advising that this diversity makes broad standardisation challenging and hazardous if not approached with upmost care, Presser warns “applying standards too soon could introduce unintended risk exposures, as seen in other industries where regulation fails to account for evolving technology and operational complexity.”
Given the industry’s infancy and the significant differences between surf parks worldwide, he sees further research is essential, noting “each surf park presents unique challenges, requiring an engineered risk-based approach rather than a one-size-fits-all solution.”
Emphasising that instead of rushing to enforce regulations,
Presser advocates for a more transparent, calculated, evidence-based approach - one that allows for innovation while balancing positive health outcomes.
The ripple effects of safety?
As the surf park industry continues to expand, so too do the complexities of managing risk and ensuring operational sustainability. The stakes for safety in leisure offerings have never been higher, with operators facing significant financial, legal and reputational risks if they fail to implement and futureproof effective risk and safety frameworks.
Past incidents in Australia and internationally have underscored the severe consequences of inadequate risk management, often leading to litigation, brand damage, facility closures, and heightened regulatory scrutiny. Beyond immediate legal costs, the financial impact extends to significant revenue loss, prolonged operational setbacks, and diminished consumer trust that can take years to recover from. Additionally, directors may face personal liability, while businesses grapple with rising insurance premiums, increased compliance burdens,
URBNSURF Melbourne from the air. Credit URBNSURF.
Concept for the Parkwood Surf Lagoon (above) and URBNSURF Sydney (below).
and potential criminal prosecution in severe cases. The ripple effect can also result in loss of key business partnerships, negative media exposure and declining investor confidence, further threatening long-term sustainability.
From operations to the court room
For some, risk and safety is merely a box to check - focused on daily procedures rather than long-term strategy. However, in high-risk leisure environments, inadequate risk management can have long-term consequences, leading to civil or criminal legal disputes. As an operator with firsthand industry experience, a researcher, and an active contributor to the sector, Presser
With a unique understanding and lens across high-risk leisure, recreation and amusement industries. Presser shares five key safety considerations for operators who seek to enhance their health and safety efforts:
1.Risk Assess: A risk assessment functions like the brain does to the body. Its an essential control centre guiding decisionmaking and overall safety. Every business carries inherent risks, some clearer than others, but the key is to treat risk assessments as living documents. They can be utilised to monitor and guide decision making to drive positive health and business outcomes.
2.Avoid Risk Washing: It’s easy to fall into the trap of superficially addressing risk management without genuinely integrating effective controls, safety measures, or compliance strategies. Risk washing occurs when businesses create the illusion of strong risk management. Often to satisfy regulators, stakeholders, or public expectations while failing to implement meaningful, actionable safety measures. This approach not only undermines true safety efforts but also increases exposure to incidents, legal liability, and reputational damage.
3.Don’t Underestimate Work and Job Design: As businesses evolve, so do the jobs we do and the people who perform them. Analysing and reviewing work processes and job design can propel a business to the next level by improving efficiency, safety, and overall workforce well-being. Focusing on ergonomics, task allocation, and workforce capability ensures that roles are structured to minimise physical strain, reduce human error, and enhance productivity. Clear role definitions, balanced workloads, and proper shift scheduling can prevent fatigue-related incidents, particularly in high-risk environments like surf parks. Additionally, embedding risk controls directly into job roles and daily workflows strengthens accountability.
brings a unique perspective to complex disputes. When litigation arises, Presser is among a small number of experts called upon to provide forensic analysis and conduct indepth investigations. His work includes delivering technical expert assessments and reports specific to public safety and workplace health and safety. Having worked on numerous litigation cases, he has seen firsthand the consequences of poor risk and safety implementation, explaining “work health and safety laws are broad, and even experienced operators can find themselves exposed.
A major risk in the industry today is the failure to integrate purposeful risk and safety measures into effective systems of work. This misalignment leads to fragmented operations, increasing risk exposure over time, which can ultimately result in critical incidents or major operational disruptions”.
Work health, safety, environment and risk specialist Ash Presser is Principal of Aquatic Risk Services. He can be contacted on 0433 442 747, E: ash.presser@outlook.com, www.aquaticriskservices.com
Five key Safety Considerations for Operators
4.Understand your Safety Culture: The principles and outlook of psychosocial safety within a business provide critical insights into risk management, safety performance, and overall operational effectiveness. A strong safety culture goes beyond policies and procedures—it reflects the attitudes, behaviours, and engagement of employees at all levels.
5.Work Backwards: It may seem counterintuitive, but working backwards can be one of the most effective approaches to strengthening risk and safety efforts. Instead of focusing on day-to-day operations alone, this method encourages thinking from the worst-case scenario first, then reverse-engineering safety infrastructure, systems of work, and critical controls to prevent those failures from occurring. This approach fosters due diligence, proactive risk mitigation, and a resilient safety culture. It also requires a willingness to acknowledge knowledge gaps…embracing the ‘I don’t know’ moments as opportunities to seek expertise. Engaging external specialists, leveraging industry best practices, and building professional networks ensures you have access to the right insights when making high-stakes safety decisions.
URBNSURF Melbourne Tradies Challenge.
URBNSURF Sydney (above) and Ash Presser (right).
For all your pool equipment, accessories & expertise.
Good Job?
Michael Butson shares research findings that explain the characteristics and effectiveness of swim instructor and lifeguard job advertisements
The aquatics industry is experiencing rapid growth, with diverse career opportunities available to individuals from all ages and backgrounds. However, the sector faces significant challenges, including concerns about the attractiveness of employment, a lack of experience in the workforce, and employee retention. While research exists to explain turnover and turnover intention within the aquatics industry, it remains unclear whether swim instructor and lifeguard job advertisements may be hindering the recruitment process.
A well-crafted job advertisement can effectively capture the attention of potential candidates, convey the value proposition of both the position and the organisation, and encourage candidates to pursue the opportunity further. Research has shown that job advertisement content can significantly influence key recruitment outcomes, such as organisational attractiveness and candidates’ intentions to apply. On the other hand, ineffective job advertisements can complicate the recruitment process, potentially discouraging qualified candidates and leading to unfilled positions, such as those for lifeguards and swim instructors.
Aiming to explore the characteristics and effectiveness of swim instructor and lifeguard job advertisements, I analysed a total of 992 job advertisements from Victoria, with 565 (57%) for swim instructors and 427 (43%) for lifeguards, covering the period from January to December 2023. The study found that the content of many job advertisements was sometimes
inconsistent or poorly written, which could create confusion among potential applicants. Approximately 16% of the job advertisements contained one or more of the following issues:
•A job advertisement for lifeguard positions however, the text in the body of the advertisement is a description for a different position (e.g. management or swim instructor) or vice versa.
•A search of job advertisements in Victoria provided employment opportunities in other states of Australia.
•Many job advertisements did not indicate the employment type (e.g. full-time, part-time, or casual).
•One section of the advertisement mentions the role is for a casual position. However, in other sections pay rates for a parttime position are presented (or vice versa).
•Some job advertisements used vague or unclear job titles for lifeguard and swim instructor roles. For example, ‘Sport and Recreation Attendant’, ‘Recreation Facility Staff’, ‘Attendants’, or ‘Aquatic Service Officer’.
•Multiple and contradicting pay rates in the same job advertisements. For example, stating a pay rate of $23 and providing a pay range of $25-$35.
•Employers offering to pay for initial qualifications (e.g. the swim instructor course). However, later in the job advertisement stating this same qualification is ‘compulsory’ to be successful during the recruitment process.
•Significant grammar and spelling errors.
Organisations within the aquatics industry were forthcoming
Image credit: CIty of Casey.
with information in job advertisements regarding employer identity (e.g., ‘who they are’ and ‘what do they want to become’) and organisational culture, allowing potential candidates to begin assessing their fit with the organisation. Employers were less forthcoming with other aspects. Pay rates are a tangible aspect of the swim instructor and lifeguard role important to candidates. Surprisingly, 591 (59.5%) of job advertisements did not indicate a pay rate. Moreover, many advertisements offered pay rates across an ambiguous scale (e.g. $25-$35) or indicated the pay rate is ‘up to’ a certain number with no lower variable (e.g. ‘up to $40 per hour’). Scrutinising pay rates in
job advertisements suggests the industry could be intentionally (or unintentionally) failing to present pay rates. Presenting information on pay rates leads to receiving more applications compared to when job advertisements lack that information.
The inclusion of incentives and employee benefits can shape applicant attitudes towards an employer. Interestingly, 60% (601) of job advertisements did not describe employee benefits or incentives. This seems perplexing that an industry and employers competing for lifeguards and swim instructors appear averse to promoting the advantages of working for a particular organisation.
Bizarrely, some employers, are listing basic requirements such as induction, training, and providing a safe workplace, essential tools like uniforms and having accessible and approachable management as employee benefits. This approach when developing job advertisements suggests the aquatics industry are failing to understand what offerings they can provide potential candidates or the importance of detailed and specific job advertisements.
Many job advertisements lacked important details that potential candidates typically seek. A significant number of advertisements failed to provide clear information on the specific requirements for lifeguard and swim instructor roles. Additionally, the positive aspects of the role requirements were often emphasised, while the more challenging or tedious aspects were less likely to be mentioned. This lack of transparency could contribute to dissatisfaction among employees, as previous aquatic employees have left the industry when their experiences and understanding misaligned with the expectations of the role.
Employers in the aquatics industry generally offer potential candidates a casual position within their organisation. Typically, casual employment arrangements are associated with job insecurity, unpredictable working hours, and limited opportunities for career progression.
For aquatic employees, career advancement is a major concern and objective, with some leaving the industry as they perceived limited career progression in the industry. Bearing in mind the complications with a casualised workforce and the experiences of previous employees the aquatics industry should consider the practicality of recruiting such a high number of casual employees.
Dr Michael Butson is an affiliate at Monash University. A journal article related to this study has been published in Managing Sport and Leisure. A copy of the article can be obtained by emailing michael.butson1@monash.edu
Swimming instruction (above and below right). Credit: Pexels.
Image credit: CIty of Casey.
Industry wide response to address aquatic facility violence
Reacting to a growing number of reports of violence and anti-social behaviour at aquatic facilities, a comprehensive plan to address this challenge has been initiated by key organisations in the Victorian aquatic industry.
Led in partnership by Aligned Leisure, Life Saving Victoria (LSV) and Royal Life Saving Society - Australia (RLSSA), the plan aims to take a risk-based approach to identify new (or enhance existing) mitigants that can be taken to reduce the likelihood or consequence of this type of behaviour.
At a national level, there are understood to be approximately 2,000 acts of violence and/or anti-social behaviour at aquatic facilities (an average of five incidents a day).
This can include physical altercations, verbal abuse, and inappropriate behaviour from patrons, which threaten the safety of staff and visitors. The impact of these incidents extends beyond just immediate harm –-as it can have significant impact on affected staff as well as other patrons exposed to the violence.
While this type of behaviour has been condemned by the industry as well as the Victorian community more broadly, LSV notes “disappointingly there appears to be an escalation of the frequency and severity of these types of incidents, requiring a collaborative and cohesive all-of-industry response.”
The plan will consider all available treatment options including (but not limited) to training, education, advocacy, policies/ process, technology, supervision, security/surveillance, reporting, expectations, partnerships, research and the broader legal framework.
The initial stage of the plan will be the completion of a risk treatment plan between the four organisations, before broader input is sought from broader established stakeholder representative groups:
•Aligned Leisure will seek input from the Victorian Aquatic Recreation Industry Leaders Group
•LSV will seek input from the Platinum Pool Steering Committee (PPSC)
•Royal Life Saving will seek input from the National Aquatic Industry Committee (NAIC)
The first instance of the report is intended to be completed by the end of February. It is intended to act as phase one of the broader plan and contribute to the internal review of recent acts of violence at Casey ARC.
The objective of this collaboration is to enable all Victorian aquatic facilities to achieve their intended objectives. These objectives range from providing a safe environment for recreational activities to fostering community engagement and promoting public health.
By addressing violence proactively, it is possible to empower and enable aquatic facilities to remain places where staff and patrons can work and engage in activities without fear of harm.
Expressing the ongoing commitment of everyone at Aligned Leisure to provide safe environments for staff and patrons, Aligned Leisure Chief Executive, Ben Tudhope stated “we stand firmly by our team and are committed to the highest standards of safety.
“Our high performance team culture is critical to enabling our patrons to achieve their goals, and we look forward to continuing this important work.”
Life Saving Victoria General Manager, Andy Dennis reiterated the importance of aquatic facilities to Victorian communities, adding “80 million patrons visit Victorian aquatic facilities each year and there is no room for violence.
“In order to achieve the social, health and wellbeing benefits offered by these facilities, we plan to work with all of our industry partners to understand if there are any further steps or learnings that we can put into place for the betterment of staff and patrons across all facilities.”
The Victorian aquatic industry comprises approximately 300 Council operated pools, 300 learn-to-swim facilities and a growing number of school and university pools. These facilities represent key community infrastructure and enable critical social, health and wellbeing value for Victorians. The industry is also a key employer and acts as a gathering place for individuals and families to exercise, relax and recreate.
Royal Life Saving Society - Australia launched its ‘Keep Your Cool at the Pool’ campaign in December.
Navigating aquatic and recreation centre developments
Michelle Nolland explains some of the common mishaps seen within aquatic and recreation centre developments and redevelopments and how they can be avoided
The rising cost of developing aquatic and recreation facilities has been a regular feature in the news over recent years. Less well publicised, but widely known in the industry, is how the design of facilities all-too-often impacts on operational efficiency and increases running costs.
My consultancy, LARCAN (Leisure Aquatics Recreation Consultants Australia and New Zealand), was founded after years of experience as facility operators, being handed keys to multi-million-dollar facilities, only to encounter common, avoidable mistakes that could have been prevented with expert guidance from the start.
Committed to sharing insights, not to point out flaws in past projects, but to offer learnings that can enhance the development of future aquatic and recreation community assets, I suggest the following.
Gaining operational advice throughout the design phase
Engaging a highly experienced and independent expert operator in the early stages of design will optimise your facility across areas such as customer satisfaction, safety, financial viability, and practicality. Engaging an operator in the concept phase can save millions of dollars over the lifespan of a facility. It’s significantly cheaper to change drawings, than make changes post-build.
While I could list dozens of examples of when things have gone wrong, here are just some of the common oversights when experienced operators aren’t engaged in the early stages of design.
•Facility layout - Getting this right can save millions in staffing and other costs over the facility lifespan. It will also enhance safety and customer satisfaction.
•Blind spots - It is great to have things like water features, but these need to be carefully selected, particularly when they exist within bodies of water. These can create large blind spots leading to increased safety risks and increased staffing costs.
•Glare and lighting - Through managing many poor lighting designed facilities, this is really important to get right. A memorable one was a centre that had lights that needed to have globes hand changed, and they were all positioned right above the middle of the indoor 25 metre pool, so it was proved an expensive exercise to close the pool, drain it, and get a cherry picker in to simply change a globe.
•Storage - Simple, if you forget it, or underprovide for it, you will have equipment sitting unsafely in places like pool decks and sports court sidelines.
•The depths of your pool matter - Far too often depths of pools meeting community need is not even considered. Carefully selected depths (or flexible moving flooring options) can improve activation and save significant dollars in utility and chemical costs (as well as excavation costs and other costs in the build phase).
•Plant room - Design and operational flow of the plant room can have a huge impact on utility, lifecycle maintenance, and other costs. We know it is not the glamourous part of a facility, but it is the ‘heart and lungs’. A plant room isn’t popular during community consultations, so often we see these shrink in size, or compromised in other ways, instead the end result can be an inefficient plant room causing a lifespan of high utility and other costs.
Councils often delay involving operators in the design phase, as decisions about management are made late in the process. This results in operators being excluded or merely consulted
Images courtesy of Shutterstock.
in a ‘tick-box’ manner. An example of ‘tick box’ is when the long-term lessee of a seasonal outdoor pool might be shown a concept for a multi-purpose redevelopment of the existing facility, but they have had no experience managing a facility of that complexity, or advice is only sought once, and not ongoing throughout the full design phase.
Our advice is to bring an independent, experienced operator on board early in the design process. Their role is just as critical as specialists like architects and engineers. Recently, several local governments have engaged us during this phase, where we’ve delivered significant value by enhancing the facility’s functionality and long-term viability while also identifying key areas for improvement that will boost programming capacity, increase activation, and generate considerable operational savings.
Budgeted Costs
- Don’t just focus on construction costs
A common pitfall we frequently encounter is the underestimation of budgeted costs for new builds or redevelopments from the outset. Often, the focus is solely on the initial construction costs and other critical costs are not considered.
It is very common for the annual operational costs the facility will incur to be overlooked. These costs are significant and are likely to occur every single year for 50+ years. These can add up to more than the initial construction cost over the lifespan.
Additionally, these assets will incur significant annual and lifecycle maintenance costs, in most cases, these are underestimated, which results in essential preventive maintenance and asset renewals not occurring, meaning the asset will fail to meet its lifespan.
Other costs that are often forgotten are what we call ‘establishment costs’, these can be substantial, particularly within large facilities. These are typically loose-fitting items essential for the centres operation that are not included in the base build like lane ropes, pool cleaners, pool blankets, centrewide furniture, signage, the list goes on.
Another significant budget challenge, and one of our primary concerns due to its frequency, is when the initial feasibility study - often conducted by someone with little or no operational experience - results in unrealistic budget projections. These budgets rely on high-level assumptions only, rather than a detailed bottom-up approach, and are rarely tested against the actual design. As a result, there’s a misbelief that the facility will cost less than it truly will. For example, if the facility layout requires an extra lifeguard due to poor sight lines, this can add up to an additional $160,000 annually. That multiplied over a 50-year period - is a considerable long-term cost. There are countless examples of items like this that are missed when a budget is built on high-level assumptions only.
Whenever a design is altered, it’s essential to assess the operational cost implications. We’re currently working with several councils in the design phase, and while changes are common - especially after community consultation - it’s crucial that these changes are tested against the original budget. You’d be surprised by the major impact some modifications can have, either positively or negatively, on the operational bottom line (not just the construction cost!). It’s far better for local governments to have this information early in the process, rather than being left with an asset that the community cannot afford to keep open.
And a final note on budgets and operational costs -bigger facilities do not mean bigger returns, which leads us to the next topic.
Design and cost must meet the needs of the community
There is so much misconception that a bigger facility means bigger financial returns (or fewer operational deficits), but this is rarely the case. This is common particularly in regional communities where populations are smaller. We often see communities, particularly regional communities, who have
assets nearing their end of life (or worse yet, they have reached their end of life), and they are provisioning for facilities that far outweigh their community need and their ability to fund its operation for the next 50+ years.
Often local governments are recipients of large-scale grant funding, which may cover the initial construction costs of a new development or redevelopment. However, if councils are not given the full picture, like what we described earlier, of all the other critical costs, they can be left with an asset they can no longer afford to keep, which can result in rate rises, critical maintenance not being performed and other undesirable outcomes.
Or on the flip side, when there is no confirmed funding for construction, years are spent lobbying for large amounts of funding to build a facility that is essentially ‘over designed and scoped’ for the community size and need. Meanwhile, their only aquatic facility has closed its doors. We are always saddened to see this happen.
Every community need is different, and yes, a new development may be the answer in many communities, but for some, money may be better spent on revitalising and adding lifespan to the existing asset. If there is funding confirmed, make sure you test and retest all budgeted costs, particularly ongoing operational costs, ensure that you can afford to not just build it, but also operate and maintain what you have designed for the next 50 years. If you cannot, re-design and tweak your planned facility to reflect what is affordable, particularly when there is much advancement in innovation and technology to create sustainable aquatic facilities.
Underperformance post development
Finally, if your development or redevelopment isn’t performing as expected, consider conducting a service review. We carry out these reviews frequently, and we’re often surprised by the key findings, particularly the ‘low-hanging fruit’ - simple changes that can significantly impact the bottom line. While financial performance is typically the main driver for our engagement, the most impactful results often come from recommendations that boost activation and create substantial social outcomes.
Aligning your facilities, programs, and services with the specific needs of your entire community - especially underrepresented groups or non-users - can lead to meaningful results. While it’s tempting to cater to vocal community groups, focusing on a small segment may mean missing the opportunity to engage the broader population.
Michelle Nolland has over 20 years’ experience managing and operating over more than 100 aquatic and recreation facilities. She is the co-founder and Executive Director of LARCAN, a boutique consultancy focused on optimising and activating aquatic and recreation facilities to meet the unique needs of the communities they serve.
She is also the Deputy Chairperson for the International Association of Sports and Leisure Australia/New Zealand (IAKS ANZ).
Pearl of the Orient
Nigel Benton joins the countdown to the opening of Hong Kong’s Kai Tak Stadium
With its centrepiece stadium opening on 1st March, Hong Kong’s Kai Tak Sports Park is set to make a significant impact on the city.
With a capacity of 50,000, the stadium is the focal point of a regeneration project of the former Hong Kong airport that includes a retail centre, hotels, residential tower blocks and the city’s new cruise ship terminal.
With a man-made runway jutting out into Victoria Harbour and flanked by hills and the city’s tower blocks, the airport, which operated from 1925 until 1998, was known for being technically demanding for pilots.
When vacated, the Hong Kong Government sought new uses for the site before, in 2006, deciding on a design blueprint for its future focussed on mixed developments flanking several ‘green corridors’ spanning from a main central park with a new Mass Transit Railway (MTR) station.
As of 2013, the full Kai Tak Sports Park concept was unveiled, with its centrepiece designed to replace the Hong Kong Stadium in Causeway Bay/Happy Valley.
With a capacity of 40,000 and only completed in 1994, the venue has been plagued by access issues and noise complaints.
Occupying 28 hectares of land on the landward side of the site (the total area of the project covers 320 hectares) the Kai Tak Sports Park vision was to not only present the city’s largest sports venue but to support the future sports development of
the administrative region while also mixing landscape that will host not just major events but also a mix of daily activities.
Commenting on this in 2022, Richard Breslin, the Hong Kong-based Senior Principal and Director at Populous, the architecture firm that designed the Sports Park, explained “it needs to be a place for people to visit, to have as part of their daily lives, as well as hosting the greatest sporting and recreational shows on earth.
“The majority of the time there aren’t 50,000 people going to events, and the precinct needs to offer a lot more than being a safe pedestrian route for tens of thousands of people.”
Breslin advises that the design needed a scale wide enough to accommodate masses of sports fans and concertgoers at one end, and “one person reading a book in the park” at the other.
That led to a master plan that aimed to knit the Sports Park into the adjacent residential and commercial developments on the old airport site, as well as into the nearby neighbourhoods of Kowloon City and To Kwa Wan.
There is what Breslin describes as a “hierarchy of spaces”, from the main stadium on the shores of Victoria Harbour to smaller green spaces and community sports facilities on the edge of the site, next to new and existing residential areas.
Along with the main stadium, the Sports Park will be home to a 10,000-seat indoor sports centre - built to meet international standards for a variety of sport, including badminton, basketball,
Hong Kong’s new Kai Tak Stadium approaches completion.
gymnastics, tennis and table tennis, a 5,000-seat public sports ground (operational since October last year, with its track open to the public for free when no other events are taking place) an outdoor event area and its retail space.
Connecting all of this is the Kai Tak Sports Avenue, an axis that begins outside new Sung Wong Toi MTR station (opened in June 2021) that cuts diagonally through the precinct, joining all of its major facilities with a promenade along the harbourfront.
The Avenue then arrives at the Main Plaza, a landscape deck
that sits atop Shing Kai Road and bisects the Sports Park. The Plaza allows for unimpeded pedestrian flow while also serving as the primary entrance to the Stadium.
The Stadium itself has a flexible pitch surface that can alternate between artificial and natural turf along with a curved facade that sweeps upwards to hide the mechanics of the retractable roof. Its harbour-facing side has been clad in glass to open up views of the water and skyline.
Breslin says the goal is for the venue to appear as if it is
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The new stadium, the precinct’s Central Square and the Kai Tak Youth Sports Ground (illuminated).
floating above the ground, with a “sense of weightlessness” that underscores its role as a landmark.
By contrast, the indoor sports centre and public sports ground are meant to disappear within the greater whole of the park.
As Breslin notes, the “overall massing of the buildings, and facade design, relate at a human scale to their surroundings. They do not try to dominate, but to welcome.”
Rounding out the plan is a collection of green spaces, with the overall development projected to accommodate 158,000 residents, plus office workers and visitors, with Breslin noting that the Sports Park will provide “a place where locals can relax, exercise and spend time outdoors”.
With work on the project having commenced in April 2019, its impending completion is filled with anticipation of what the precinct will offer.
Beyond its design, Paul Sergeant, Executive Vice PresidentAsia & MENA Region for venue manager ASM Global (APAC), points out that “the vision of the Hong Kong SAR Government to develop the former airport into one of the world’s leading sports, leisure and entertainment complexes is to be applauded.
“One of the most important decisions they made early on was to ensure the operator was integrated into the design and build process so that operational considerations were made as the design and construction progressed.
“ASM Global has been involved right from the very beginning
of the project and is delighted to have successfully completed testing on the completed venues across the precinct.”
In advance of its opening, the Stadium has been staging a series of test events - each with larger crowds - over recent months.
The most recent, a Hong Kong Premier League U22 football match on 4th February assessed the operational readiness of the Stadium and its surrounding facilities for sports events with maximum attendance. The drill, co-ordinated by the Exercise Team of the Hong Kong Police Force (HKPF), covered five major testing and evaluation areas: security screening and ticket checks, venue signage and designated seating arrangements, inter-agency co-ordination in response to emergencies, various crowd management measures and passenger flow management by public transport operators.
The trial event also included a fire drill that involved 2,000 people, as well as a response exercise for attempts to throw water bottles and rush onto the field.
The Stadium’s retractable roof was opened for the first time during the stress test, aligning the testing time and mode more closely to the actual conditions of sports events. The Hong Kong Government said the volume of noise during the test was found to be within the acceptable sound levels, noting that the venue has “ultra-high efficiency soundproofing” that ensures nearby residential districts will not be affected.
The Kai Tak Sports Park’s walkway (above) and inside the new stadium (below).
Hong Kong’s Secretary for Culture, Sports and Tourism, Rosanna Law Shuk-pui later told the South China Morning Post, “after the many drills we have conducted, we are satisfied with the outcome.
“The goal of these exercises was to test the communication and coordination abilities among all stakeholders and staff, as well as their capability to handle unexpected incidents.”
Now, the lineup of events at the Stadium is eagerly awaited.
This includes Hong Kong’s leg of World Rugby’s SVNS series from 28th to 30th March while British band Coldplay will also stage four concerts at the venue from 8th to 12th April. Down the track it will also host major football matches, concerts and other events. In November it will co-host 15th National Games of China along with Macau and Guangdong province while in December it will host the National Games for Persons with Disabilities of the People’s Republic of China, featuring Paralympic sports.
Elsewhere, the Sports Park has already played host to its first international event - the 2025 IBF Para Bowling World Championships on 20th January held at the new Top Bowl Tenpin Bowling Centre.
However, the precinct isn’t just about sport.
Its retail space, covering 65,000 square metres (operated by the K11 Group) spreads across three main buildings and is connected to the Sports Park via the 700-metre-long Sports Avenue. It features over 200 stores including sports apparel at the New Balance UCC concept store to Hong Kong’s very first Oofos Recovery Footwear flagship. Other big names include Li Ning, Salomon, Adidas, Decathlon, National Geographic, Nike, Fila, Asics, Puma and Skechers.
The Retail Centre also features a massive Epicland playground, the Namco Entertainment Arena, Hong Kong’s tallest rockclimbing wall at 17.5 metres, and 40 lanes of the Top Bowl Tenpin Bowling Centre.
This varied mix places the Kai Tak Sports Park as a location that will be part of people’s daily lives.
Nigel Benton is Publisher of Australasian Leisure Management.
The 2025 IBF Para Bowling Championships, Kai Tak Sports Park’s first international event.
The Kai Tak Mall. Credit: Shutterstock.
A Better Way to Govern
MMarc Moncur, the former President of Gymnastics Tasmania, believes that it’s time for an ‘unrestricted independent governance review’ of the sport
uch has been written about the governance of gymnastics in Australia in recent years, as it faces challenges with an outdated governance model established in the 1940s, poor financial health, declining membership and new competition in the market.
A failure to face up to these challenges has prompted me to write and release a white paper, the Future of Gymnastics Australia, in which I call for “a full unrestricted independent governance review in respect to gymnastics in Australia and to present their findings to the gymnastics community by July 2025.”
As a former gymnast and coach, owner of Launceston’s Gymsports Management since 1999 and President of Gymnastics Tasmania President 2005 to 2015, I am deeply committed to the sport of gymnastics and have volunteered thousands of hours across all facets from the delivery of sport and events, to the administration and governance of gymnastics.
But, in recent years, I have become concerned that our sport is becoming divided. The more I investigated, the more worried I became about the future of gymnastics.
As a former State President, I have participated in three governance and membership reviews. This White Paper allows me to share my insights with the gymnastics community, drawn from my experience within the Gymnastics Australia structure.
Gymnastics in Australia operates in a highly competitive sports and children’s activity program market, Gymnastics has over 600 not-for-profit and privately owned clubs, employing over 10,000 people and generating over $250 million annually.
Governance
While sport’s federated model of governance has served gymnastics since its formation, a large amount of literature promotes the benefits of the unitary model of governance with several sports recently moving to this model.
Since 2010, the federated governance model has contributed to substantial leadership turnover at Gymnastics Australia, including seven presidents and six chief executives.
The bottom-up funding model (National body receives majority of income from grassroots members) common in poorly funded federated national sports organisations like Gymnastics Australia has left them financially vulnerable and at risk of insolvency.
As a result, I present four key recommendations:
Recommendation 1
Gymnastics Australia - with the support of the State Sporting Organisations (SSOs) - to commission a full unrestricted independent governance review in respect to gymnastics in Australia and to present their findings to the gymnastics community by July 2025.
Gymnastics Australia represents its members, catering to their different expectations of benefits. No single person or group owns the organisation; those in power are temporary stewards appointed to safeguard and pass on the sport to future leaders. They must ensure they operate under the best governance model to protect the sport and secure its future viability.
Marc Moncur (below left) makes four key recommendations for the future of gymnastics in Australia. Image above courtesy of Shutterstock.
Competition in the Marketplace
For the first time, Gymnastics Australia and SSOs are facing strong competitors to their membership model that challenges their influence in Australian gymnastics. These privately owned business competitors are here to stay, offering clubs choice in previously monopolised services. A divided sport will only hinder progress by diverting resources. It is crucial to find common ground and establish productive partnerships with other entities entering the gymnastics market.
Recommendation 2
Gymnastics Australia will take the lead in exploring a new operating model designed to encourage entrepreneurial thinking within the gymnastics service sector. This may include building mutually beneficial partnerships with organisations, while continuing to support small, remote, and disadvantaged groups and ensuring financial sustainability for Gymnastics Australia.
Service Delivery
Nearly 60% of clubs that participated in the club survey (noting that this reflects only the views of respondents and may not represent all clubs registered with Gymnastics Australia) are considering or potentially considering leaving Gymnastics Australia. This suggests that the value proposition offered by Gymnastics Australia and SSOs may not align with the expectations of many clubs.
Gymnastics Australia and State Sporting Organisations (SSOs) are continuing to use a service delivery model that was effective when most clubs were run by volunteers and had similar needs. However, clubs now vary from volunteer organisations with fewer than 20 members, to large companies and corporations with full-time staff and multimillion-dollar turnovers, necessitating a new service delivery approach.
Recommendation 3
Gymnastics Australia to transition from a “one size fits all” service model to a pay-per-service approach, allowing them to lower both membership and service delivery expenses.
As new organisations start offering services traditionally provided by Gymnastics Australia, this enables Gymnastics Australia to streamline its operations and focus on core responsibilities unique to the national body.
Recommendation 4
Gymnastics Australia will identify their core services and focus on delivering these services at a high standard.
With Gymnastics Australia facing challenging issues now is the time for leaders of our sport from GA, NSO’s, clubs and external providers to come together and lead Gymnastics Australia into a future where:
•We have an efficient governance system and financial stability.
•Effective high-performance plans and safe sport strategies.
•Clubs see value in being a member and participant numbers are increasing.
•Innovation and collaboration in the best interest of the sport is encouraged.
The Future of Gymnastics in Australia
Gymnastics, like all sports in Australia, competes in one of the world’s toughest sport markets.
With 33 highly competitive Olympic sports, numerous successful professional leagues, and a total of 102 recognised national sports, the competition for participants, talent and investment is fierce. Gymnastics has developed into an industry with over 300 not for profit clubs and over 300 privately owned gym clubs ranging from small business through to large corporations and franchises.
It is estimated in Australia to have a paid workforce of over 10,000 full time equivalent paid employees and a turnover of over $250 million per year growing year on year. Within this challenging landscape, gymnastics remains a popular sport in Australia.
Recreational Gymnastics Australia
Adding to the complexity, Recreational Gymnastics Australia (RGA) now directly competes with Gymnastics Australia.
RGA (owned by the Belgravia Group) offers insurance, coach education and competitions. By the end of 2024, RGA states that over 36,000 children will be participating in gymnastics under their structure.
These participants from RGA are independent of Gymnastics Australia.
Gymnastics Australia operates under a federated governance model, with eight member associations (SSOs) - one in each state and territory. Gymnastics Australia has had a large turnover of leadership.
Since 2010, Gymnastics Australia has seen seven different Presidents and six CEOs, indicating organisational challenges.
Comments made by Australian Sports Commission Chief Executive Kieren Perkins in March last year, highlight the issues with the federated model in Australia.
Speaking at the SportNXT conference, Perkins argued that poorly run federated models are jeopardising sports’ future, stating that “the federated model for sport guarantees obstruction and oblivion”.
Difficulties arise when state interests compete with national priorities (Benton, 2024). Financial struggles have affected Gymnastics Australia in recent years. In 2019, the equity stood at -$351,189 (GA, Gymnastics Australia Annual Report 2019, 2020). In 2023, it had improved to $292,913 however the auditors drew attention to the concern that a material uncertainty exists that may cast significant doubt on the Company’s ability to continue as a going concern (Gymnastics Australia Annual Report 2023, 2024).
Interestingly, SSOs remain financially robust, with SSOs having a combined equity of $9,336,441 (GNSW, 2024) (GNT, 2024), (Gymnastics Queensland Annual Report 2023, 2024), (ACT, 2024), (GSA, 2024), (GT, 2024), (Gymnastics Victoria Annual Report 2023, 2024), (GWA, 2024) - almost 32 times higher than that of Gymnastics Australia.
The future of gymnastics in Australia faces both challenges and opportunities. Navigating governance models, financial stability, and a focus on the core responsibilities is desperately needed for the future of gymnastics in Australia to be successful.
Marc Moncur, a former gymnast and coach, is the owner of Tasmanian-based Gymsports Management and a former President of Gymnastics Tasmania.
Challenges for gymnastics in Australia were covered in a feature in Australasian Leisure Management issue 162.
Recreational Gymnastics Australia.
Belgravia Group is a family owned, family run, multigenerational business servicing Australia and New Zealand.
Divided into activity-based and business services, Belgravia Group is delivering sport, fitness and wellbeing opportunities to improve the lives of as many Aussies and Kiwis as possible and bestpractice business support solutions allowing existing and emerging businesses to reach their peak.
Established 1990.
www.belgraviagroup.com.au
Unveiling new attraction precincts
Gwen
Lucsombe sees theme park fans and corporates welcoming new precincts at the Gold Coast’s attractions
Just in time for the pre-Christmas and summer holiday tourism surge, the Gold Coast’s Dreamworld and Warner Bros. Movie World launched new precincts featuring world-first elements including multiple new rollercoasters, high-tech holograms and themed dining.
Both precincts are currently open to the public and also available for private hire for corporate and special events including corporate holiday parties, business events, product launches and more.
Movie World’s Wizard of Oz Precinct
Perfectly timed for the huge success of the Wicked film over the busy summer holiday season, families visiting Movie World can now enjoy a $100 million Wizard of Oz- themed precinct.
Queensland-based attractions experts Pico Play worked
alongside Movie World on the new precinct, transforming what was previously the site of the Arkham Asylum roller coaster.
As one of the largest theme park developments as of late, Clark Kirby, Chief Executive of Movie World owner Village Roadshow Theme Parks (VRTP) called the new precinct unlike anything the organisation has ever done at the attraction.
Featuring two new rollercoasters, high-tech technology including holograms and unique theming, the precinct is a world-first Wizard of Oz attraction paying homage to the classic 1939 film. Clips from the film can be seen by guests as they queue for the rides and there is also a recreation of Dorothy Gale’s Kansas farmhouse for visitors to explore and the iconic Yellow Brick Road of Munchkinland. Adding to that are recreations of the Wizard and his emerald chambers in the Land of Oz, the rainbow, characters in full costume as Dorothy, the Tin Man, the Scarecrow and the Cowardly Lion ready to meet with guests and two new family-friendly rides.
More than 2000 people are expected to pass through the precinct every hour during the peak summer season.
Kirby explained “we have worked closely with our partners at Warner Bros. Discovery Global Experiences to make this one of the most immersive and beautifully themed precincts in any Australian theme park and we can’t wait for our guests to experience it.”
The multimillion-dollar land’s new coasters include the Kansas Twister and Flight of the Wicked Witch. Both steel coasters were developed by Dutch roller coaster specialists, Vekoma Rides.
The Kansas Twister is a dual track Family Boomerang Racer coaster with a top speed of 58 km/h, and a top height of 22 metres while The Flight of the Wicked Witch is a 454 metre long, 19 metre high multi-type suspended coaster reaching a top speed of 67 km/h.
Corporate event planners can also utilise the new themed precinct as a function space that includes the use of the rides. The Wizard of Oz Plaza can be transformed after hours into an enchanting space perfect for pre-dinner drinks or a dazzling cocktail reception for up to 300 guests. Likewise, The Wizard’s Chamber can be hired as a cocktail or dining venue. Event organisers can host a seated dinner for up to 140 guests or enjoy stand-up cocktails and canapés for up to 250.
VRTP Chief Operating Officer, Bikash Randhawa said the team was excited to launch the new precinct, knowing it would be a much-welcomed drawcard for the Gold Coast tourism industry which has been bouncing back strongly after years of struggles following the pandemic.
Randhawa noted “the Wizard of Oz precinct beautifully complements our existing attractions and creates even more joy and memories for our guests at Movie World.”
The new Kansas Twister ride in The Wizard of Oz precinct at Warner Bros. Movie World.
The Flight of the Wicked Witch ride in The Wizard of Oz precinct at Warner Bros. Movie World.
At nearby Dreamworld, another new precinct opened days before Christmas. Aiming to also make the most of the summertime surge, Rivertown is a jungle-themed precinct featuring new rides and a themed dining venue, Jane’s Rivertown Restaurant.
Dreamworld representatives have called the multi-million dollar precinct an example of the dedication the organisation has to boost tourism in the Gold Coast while also offering additional local employment and a boost to the local economy.
Rivertown’s centrepiece attraction, a new rollercoaster thrill ride called Jungle Rush, is Dreamworld’s largest-ever investment in a single ride. Jungle Rush features some impressive world-firsts including an inclined turntable and intricate jungle theming that benefitted from global expertise, with Randy Garfield, Board of Directors at Coast Entertainment and former President of Walt Disney Travel Company and Executive Vice President for Disney Parks, experiences and products, praising the achievement.
Garfield advised “what Dreamworld has achieved with Rivertown is extraordinary. With the quality of the theming, the attention to detail, the physical site and the ride itself, it’s
different from anything Disney has but just as good. And I mean that. Nothing in this country comes close to what you’re about to see.”
A second family-ride attraction, Murrissippi Motors (a refurbishment of the vintage car ride which first opened at Dreamworld in 1981) takes guests on a scenic journey through the Rivertown precinct’s lush landscape, weaving around a replica of a crashed RAAF Caribou A4-179 aircraft - a centrepiece brimming with history and adventure.
Calling the new additions the pinnacle of the park’s evolution, Dreamworld Chief Executive Greg Young sees the opening a huge milestone for both the theme park and the Gold Coast.
He commented “as the crowning jewel in our multi-milliondollar investment, it reaffirms our commitment to creating unforgettable experiences for families.
“Jungle Rush and Murrissippi Motors bring adventure and nostalgia to life, and we’re thrilled to finally share it with our guests.”
Offering further guest engagement, immersive adventure dining venue, Jane’s Rivertown Restaurant will seat 280 guests amid a jungle-themed atmosphere of cargo nets and lush jungle foliage. Animatronic animals including lifelike pythons,
Dreamworld’s Rivertown
Dreamworld’s Murrissippi Motors attraction is a refurbishment of the vintage car ride which first opened in 1981.
Dreamworld’s new Jungle Rush rollercoaster.Jane’s Rivertown Restaurant in Dreamworld’s new Rivertown Precinct.
monkeys and parrots, a suspended canoe and a 12.5-metre boat bar also add to the experience.
The restaurant also showcases quirky antiques and items collected by the fictional adventurer Jane, ready to surprise and delight guests.
Corporate event organisers can also utilise this immersive space for special and corporate events, themed events and the like with the added benefit of Jane’s Meeting Room, located within the restaurant. Available for meetings and day conferencing, the function space is suitable for up to 150 with theatre-style seating or 120 banquet-style.
When the working day is complete, delegates can unwind in the pre-themed Rivertown Restaurant, or move to a number of other venue spaces available within the park.
Dan Mickan, Director and Project Manager at building contractors, Herron Coorey, called the experience of bringing Rivertown to fruition an “incredible experience for our team.
“The complexity of the project - from the intricate engineering of Jungle Rush to the detailed theming throughout the precinct - is something we’re incredibly proud of. Rivertown is a gamechanger for Dreamworld and the Gold Coast, and we’re thrilled to see it open to the public.”
With plenty of momentum, Dreamworld isn’t resting on the excitement of Rivertown with early 2025 plans already in place for the construction of a 42-metre swing mega attraction, King Claw. To be constructed in the Ocean Parade area, this new attraction is set to be 50% faster than its predecessor and further cementing Dreamworld’s investment into the Gold Coast’s theme park offerings.
Gwen Luscombe is an award-winning journalist and a former recipient of the Write It Fellowship with Penguin Random House Australia. She is also a Publisher’s Australia Bell Award-winning editor.
Theming for Dreamworld’s new Jungle Rush rollercoaster (and below).
Preparing for the Unknown
Milad Haghani believes that safety at mass gatherings isn’t about prediction, it’s about preparing for the unknown
As the clock struck midnight on New Year’s Eve, cities across the globe erupted in celebration. From the packed streets of New York’s Times Square to waterfronts in Melbourne, Sydney and London, millions gathered to welcome 2025.
But these celebrations carry an undercurrent of risk. Tragically, history has shown how overcrowded events can descend into chaos, sometimes with devastating consequences.
History has proven that the risk of a catastrophe is real.
One of the most tragic crowd crush incidents during a New Year’s Eve celebration – which led to the deaths of 36 revellers -occurred in the Chinese city of Shanghai in 2014. Another prominent case is the crowd crush that took place in Lan Kwai Fong, Hong Kong, during the 1993 New Year’s Eve celebrations, resulting in 21 deaths.
Despite advances in crowd science and technology, these disasters persist. Why?
The answer may lie in the lessons of Nassim Taleb’s The Black Swan: rare, high-impact events that seem impossible to predict until they occur. These ‘Black Swans’ challenge our reliance on models and data and call for a new philosophy in public safety - one rooted in preparing for the seemingly improbable rather than trying to evaluate the likelihood of failure.
The illusion of predictability in crowd safety
Each year, event organisers and safety professionals work tirelessly to prepare for large gatherings, relying on data about past turnout, crowd flows, and venue capacities. The aim is to mitigate risks and ensure smooth operations. However, reality is far messier. Public safety failures rarely conform to neat equations or predictable patterns.
Taleb’s The Black Swan highlights a key flaw in this approach: our tendency to oversimplify and underestimate rare, extreme events. Historical data and models can provide some insights, but they often give a false sense of control. Rare eventswhether financial crises or crowd crushes - arise from complex systems that defy straightforward predictions.
Crowd disasters often result from a combination of small, seemingly insignificant failures. A sudden surge in numbers, a poorly placed barrier, or an unexpected stimulus like fireworks or even a false alarm can quickly escalate into catastrophe.
After the fact, we fall into hindsight bias, convincing ourselves that the warning signs were obvious. Experts and pundits often emerge in the aftermath, dissecting every detail with an air of certainty. They point to signals they claim were ignored. This retrospective certainty can create the illusion that the catastrophe could have been avoided if only someone had
Images courtesy of Shutterstock.
paid more attention, reinforcing the notion that disasters are failures of foresight rather than the unpredictable convergence of numerous variables. The danger of such ‘playing God’ narratives lies in their simplicity, which shifts focus from systemic changes to individual blame or isolated oversights. This illusion of predictability blinds us to the true nature of these events: their inherent unpredictability.
Why New Year’s celebrations are Black Swan hotspots
New Year’s Eve is a breeding ground for Black Swans in public safety. Massive crowds gather in open spaces, often under the influence of alcohol and heightened emotions. Fireworks, music, and countdowns add sensory overload, while the sheer scale of these gatherings presents logistical challenges. In such settings, even minor disruptions - a firework misfire, an unexpected announcement, or a collective misstep - can trigger a chain of events that can lead to a disaster. The density of people at these celebrations magnifies the consequences of any error.
Human behaviour in these environments adds another layer of unpredictability. Crowds are not just physical entities; they are influenced by emotions and group dynamics. Unlike physical systems, which are predictable when all variables are known, social systems involving free-willed decision-makers defy such precision. Ask any economist. Predicting the behaviour of populations, particularly in high stakes, emotionally charged situations, often hits a fundamental roadblock.
For example, consider the recent tragic event at the Magdeburg Christmas market in Germany, where a car ploughed into a crowd, causing fatalities and injuries. One could ask: what are the odds that someone would decide to harm shoppers at a Christmas market? This is a nonsensical question because any quantitative answer would be equally nonsensical. Suppose someone claims the odds were 80%. If the event happens, they’ll say, “I told you so.” But if it doesn’t, they’ll pivot: “There was a 20% chance it wouldn’t happen, and that’s what prevailed.” This type of reasoning offers nothing substantive. It’s an exercise in speculation based on nothing concrete.
When dealing with systems involving millions of decisionmakers - each with free will, their own motivations, and changing circumstances - attempts to assign probabilities to rare, catastrophic events become futile. Unlike a physical system, where knowing all the variables theoretically allows us to predict outcomes, free agents introduce an element of randomness that no model can reliably account for.
If such an attack were predictable, it’s inconceivable that security measures would not have been implemented to prevent it. Despite our best efforts in intelligence gathering, risk assessment, and security planning, we often just do not know ‘when, where or how’ an attack or catastrophic incident might unfold. This unpredictability is my key point here. Rather than relying on the illusion of specific foreknowledge, we
need to adopt the mindset that the unexpected could happen anywhere, at any time. Public safety operations should operate under the assumption that the risk could materialise ‘today, here, and somehow’.
Shifting from prediction to robustness
These incidents are so rare that traditional statistical analysis struggles to assign meaningful probabilities to them. Attempting to do so can create a false sense of security. These events exist in a realm of uncertainty that defies conventional risk models.
If we accept that rare crowd disasters and terrorist attacks cannot be reliably predicted, how do we then safeguard public safety? Taleb offers a compelling answer: focus on building robustness rather than chasing elusive predictions.
For New Year’s celebrations, this means designing systems that can absorb shocks and handle worst-case scenarios. Redundant escape routes, collapsible barriers, and real-time crowd monitoring are examples of robust measures. Event staff must be trained to handle extreme events, not just routine operations. Scenario planning should emphasise the unexpected, drilling for extreme situations rather than ‘average’ risks. You can only catch Black Swans before they strike if you let your imagination run wild and consider every possibility within the realm of reason.
Over-preparation may seem excessive, but this is precisely what robustness demands. Instead of viewing it solely as a cost, we can frame it as an investment in safety. The cost of planning for improbable events is negligible compared to the human and financial toll of a large-scale disaster.
Learning from history (and its limits)
Even in places with no history of crowd disasters or terrorist attacks, the risk remains. The Itaewon crowd crush in Seoul is just one proven example of how a lack of precedent does not guarantee safety. Disasters often strike where they are least expected.
Relying solely on historical data can lead cities to falsely assume they are safe because they have not experienced such incidents before. The very nature of these risks is to strike unexpectedly, often in places previously deemed secure.
‘Near misses’ - events that nearly escalated into disasters but didn’t - can provide some insight, though they also remain an imperfect indicator. They mainly serve as a reminder that the risk of safety failures is real and ongoing. The complex nature of these risks and their rarity means no discernible pattern may emerge to warn us beforehand about their likelihood, and attaching probabilities to them can be nothing but misleading.
Robustness, not prediction, must be the foundation for public safety practice.
Public safety expert Milad Haghani is Associate Professor in Urban Resilience & Mobility - Geospatial Transport Planning Lead at the University of Melbourne.
‘Nudging’
your Way to Venue Management Success
Joel Edmondson looks into the Art and Science of Audience Behaviour Management
The art and science of managing attendee behaviour is central to the practice of venue management. Richard Thaler’s ‘Nudge: The Final Edition’ offers insights into behavioural economics and choice architecture that can serve as valuable tools for venue managers to improve operations and customer satisfaction by subtly guiding attendee behaviour in positive directions. Nudging is also a way of iterating continuous improvement in a low-cost way that doesn’t require major overhauls or large consultancy fees.
Who is Richard Thaler?
Richard Thaler is a renowned American economist and professor at the University of Chicago, known for his pioneering work in the field of behavioural economics. He was awarded the Nobel Prize in Economic Sciences in 2017 for his contributions to understanding how human psychology impacts economic decision-making. Thaler’s work challenges the assumption that people always make rational choices, introducing the idea that small, seemingly insignificant changes in how choices are presented can significantly influence decisions. His insights are particularly relevant to any sector focused on managing customer interactions - including venue management - because nudging achieves behavioural change through minimal intervention and cost.
In Nudge: The Final Edition - an update to the original 2008 book co-authored with Cass Sunstein - Thaler refines the concept of nudging: the idea that small, subtle prompts can
encourage people to make better decisions without restricting their freedom of choice. Nudging often involves low-cost adjustments, such as changing the way information is presented or designing environments to influence behaviour. This makes it particularly appealing to industries like venue management, where budgets are often tight, and efficiency is paramount.
Nudges and Defaults
A key principle behind nudging is that defaults - the standard options or behaviours people tend to follow - can be shaped by design. Thaler’s research shows that people are more likely to stick with default choices unless given a strong reason to opt out. In the context of venue management, defaults might include how attendees move through a space, where they choose to sit, or what food and drink options they select. By thoughtfully designing these defaults, venue managers can subtly guide behaviour in a desired direction, reducing the need for more direct interventions that are often costly or intrusive. For example, crowd flow can be influenced by default pathways or seating arrangements, while concession sales can be enhanced by making higher-margin products the default options on menus. Instead of relying on explicit instructions, nudges create environments where attendees naturally make better choices, aligning their behaviour with the venue’s goals. Here’s how these principles of nudging can be applied to some common venue management challenges in a more budgetfriendly manner:
Bank Stadium crowd for The Kid LAROI.
Crowd Flow and Security Management
Managing the flow of large crowds and ensuring the safety of attendees are two of the most critical aspects of venue management. Both tasks traditionally require costly resources, such as extra security personnel or expensive crowd-control barriers. However, nudging provides a cost-effective alternative by using subtle environmental cues to influence attendee behaviour.
For example, Thaler’s principles suggest that simple, lowcost changes like lighting, floor patterns, or colour coding can help guide crowds through the venue more efficiently. Well-lit, wide walkways nudge attendees to move through high-traffic areas smoothly, while narrower or dimly lit areas naturally encourage slower movement or avoidance. Similarly, safety concerns can be addressed by creating visually distinct “safe zones” using coloured paths or floor decals to direct attendees toward exits or secure areas without needing additional signage or personnel.
These small interventions, which rely on psychology and perception rather than physical barriers, are not only more economical but also less intrusive. Nudging allows for better crowd management and heightened security without the need for expensive infrastructure or manpower, making it a practical solution for venues with budget constraints.
Boosting Concession and Merchandise Sales
Nudging can also be applied to increase concession and merchandise sales in a cost-effective way. By rearranging menus or presenting higher-margin options more prominently, venue managers can subtly influence purchase behaviour. Thaler’s research shows that people are more likely to choose options that are easy to access or presented as the default, which can be achieved with simple, low-cost interventions like changing menu boards or placing premium products at eye level. These nudges require minimal financial investment compared to expensive advertising campaigns or loyalty programs, making them a highly economical strategy for boosting sales.
Encouraging Sustainable Behaviour
Sustainability is becoming an increasingly important focus for venue management, and nudging can help promote eco-friendly behaviours in a cost-effective manner. While encouraging proper waste disposal through well-placed recycling bins is one example, another significant area where nudging can make a difference is sustainable transportation.
Many venues are located in urban areas where traffic
congestion and parking shortages are common. Encouraging attendees to choose sustainable transportation options, such as public transport, cycling, or carpooling, not only reduces the venue’s environmental impact but also alleviates logistical challenges like overcrowded parking lots.
Venue managers can nudge attendees toward these sustainable choices by offering incentives or creating ‘default’ transportation options. For example, when attendees purchase event tickets online, the venue could make public transportation the default travel option, perhaps offering discounts or exclusive perks for those who choose it.
Clear and appealing signage, partnered with digital nudges like pre-event emails, can further reinforce this behaviour. Simple rewards for cycling or carpooling, such as priority parking or small perks like a free drink, can also encourage eco-friendly choices without requiring significant investment. These nudges shift behaviour toward sustainability while keeping costs low, benefiting both the environment and the venue’s bottom line.
Why Nudging Keeps Costs Low
One of the key advantages of the nudging method is its ability to shape behaviour through small, targeted interventions that are inexpensive to implement. Rather than relying on large-scale infrastructure changes or expensive programs, nudging leverages subtle shifts in design, defaults, and communication to guide people toward desired outcomes. This minimalistic approach translates into lower costs for venue managers in several ways:
Recycling at Cbus Super Stadium on the Gold Coast.
Image courtesy of Melbourne Convention and Exhibition Centre.
Low-cost Design Adjustments:
Many nudges require simple changes to the physical environment, such as repositioning signage, adjusting lighting, or rethinking seating arrangements. These small, cost-efficient modifications can significantly impact how people navigate a space or make decisions, without the need for expensive construction projects or high-tech solutions.
Behavioural Cues over Manpower:
Instead of hiring additional staff to guide or instruct attendees, nudges can influence behaviour using psychological triggers. For example, color-coded walkways can direct crowd flow just as effectively as extra staff or physical barriers, while subtle messaging near exits can improve safety compliance without more security personnel. These non-invasive, low-cost solutions help reduce labour expenses while still achieving the desired effect.
Simplicity in Implementation:
Nudges are designed to be easy to implement and tweak. Instead of requiring complex systems or expensive technologies, nudging often involves low-tech, simple measures that can be quickly tested, adjusted, and scaled. This allows venue managers to experiment with different nudges in a cost-effective way, refining approaches over time without large upfront investments.
Maximising Existing Infrastructure:
Nudging often involves optimising what already exists within a venue rather than adding new, costly infrastructure. By rearranging elements or introducing minor adjustments to the current layout, venue managers can influence behaviour without needing to invest in significant upgrades. For example, altering the positioning of concession stands or making certain routes more visually appealing can encourage attendees to take desired actions using the existing space.
Incremental Changes with Long-term Payoff:
Nudging encourages incremental improvements rather than sweeping changes. Small, cost-effective nudges can lead to long-term improvements in attendee behaviour, which compounds over time. For instance, encouraging better crowd movement or more sustainable transportation can have a longlasting impact on the efficiency of future events.
These nudges reduce the need for expensive, reactionary solutions in the future, ultimately providing more value for less cost.
Nudging and the Iterative Process in Venue Management
Venue management is an iterative process, where each event provides valuable lessons for improving future ones. Thaler’s approach to nudging encourages small, incremental changes rather than drastic overhauls, which is both cost-effective and easy to implement. Instead of investing in large-scale renovations or new technologies, venue managers can test small, budget-friendly nudges and refine them over time. This method allows for continuous improvement while keeping costs under control.
Nudge: The Final Edition by Richard Thaler provides invaluable insights into how small, intentional design changes can have a big impact on human behaviour.
For venue managers, the art and science of nudging offers a powerful and cost-effective framework for shaping attendee behaviour in ways that improve safety, cleanliness, profitability, and overall customer satisfaction. By incorporating these principles into venue management strategies, managers can stay ahead of potential problems while reducing costs.
Through low-cost nudging, venue managers can enhance the attendee experience and drive better outcomes - without the need for expensive, reactive solutions.
Joel Edmondson is Chief Executive of the Venue Management Association [VMA] Asia and Pacific.
Could do Better
Karen Sweaney considers recent studies into how fitness operators need to improve their membership inquiry handling
You would think that in a people facing industry like fitness that engagement with members and prospective members would be at the front of mind of every operator.
However, recent insights indicate this often isn’t the case with work undertaken by two key industry stakeholders revealing clubs have a lot to improve on.
Mystery Shopping for Fitness Businesses (MS4FB) General Manager Lisa Lord explained that “speed matters”, noting “research across multiple industries shows that response time plays a major role in conversion rates.
“Responding to a lead within 15 minutes increases the chances of contact by 100 times compared to waiting even an hour.
“The fitness industry is no different. When a prospect submits an enquiry, they are in a moment of interest and motivation - if they don’t hear back quickly, that motivation can fade, or worse, they may join a competitor’s gym.
“In today’s competitive fitness industry speed is a critical factor in converting leads into paying members. ‘Speed to Lead’ refers to how quickly a gym responds to membership enquiries, and the reality is simple: the faster you respond, the higher your chances of booking a tour and closing a sale.”
Tracking gym response times through its mystery shopping program of 500 randomly selected clubs across Australia’s capital cities, MS4FB found the following:
•Some gyms respond in minutes - immediately following up with a phone call and text message, leading to high tour booking rates.
•Others take hours or even days - significantly lowering their chances of converting that lead into a visit.
•Some never respond at all - leaving potential revenue on the table.
Based on this, Lord emphasises “the difference between success and failure often comes down to how seriously a gym takes the urgency of a new lead.”
Similarly, a study from artificial intelligence solutions platform Keepme revealed that Australian fitness operators need to improve membership inquiry handling.
The report, Australia - ‘Time to Reply’ Fitness Industry Study, highlights critical shortcomings in how Australian operators handle membership inquiries, revealing that delays and poorquality responses are costing businesses potential members and driving up the cost of member acquisition.
Key findings included concerning gaps in lead response times and quality to membership inquiries, noting that a significant portion of gym-related searches now happen after operational hours.
Key findings from the Keepme study revealed:
•High rates of unanswered inquiries - a significant percentage of membership inquiries across all channels went unanswered. Facebook inquiries were the worst affected, with 33% receiving no response at all, while 18% of email inquiries were ignored.
•Slow response times - the average response time across all platforms was far from optimal. Email inquiries took an average of 7.5 hours to receive a reply, while Instagram inquiries lagged with an average response time of 31 hours - well beyond the industry’s critical five-minute ‘golden window’ for conversions.
•Poor quality of responses - Even when inquiries were answered, the quality was often lacking. Over 28% of email responses did not address the question posed, and only 19% of replies across social media channels suggested a tour, trial, or visit - essential steps in converting leads into members. In fact, a disheartening number of replies simply advised the prospect to see the website for more information.
The study underscores the vital importance of timely and
Requirements
•Min 500 members
•Min 400m2 premises
•Profitable over the previous 24-36 months
•Opportunity to grow
•Multi-club operations (desirable but not essential)
•Will consider franchised locations if the franchise can be terminated
high-quality responses in driving gym membership salesagain showing that leads responded to within five minutes are 100 times more likely to convert into genuine opportunities.
Additionally, the delays uncovered in the Keepme study highlight a significant missed opportunity for fitness operators.
Commenting on this, Hilary McGuckin, Director of Marketing at Keepme, stated “every interaction with a prospect is an opportunity to impress, engage, and ultimately convert.
“If fitness operators aren’t prioritising quick, relevant, and action-oriented responses, they risk losing potential members to competitors who are more responsive. This not only increases the cost per lead and cost per acquisition but also negatively impacts profitability.”
Segment-Specific Performance
The Keepme study segmented responses from various types of fitness operators, including multi-site independents, council facilities, franchise/corporate chains and independent health clubs/gyms. While there were variations in performance, the overall results were concerning:
•Multi-site independents showed the shortest overall email response times but struggled with social media, where Instagram responses averaged over 2,500 minutes.
•Local authority facilities had the lowest email response rate, with 30% of inquiries unanswered and average response times exceeding 24 hours on both Facebook and Instagram.
•Franchise/corporate chains fared better in response rates but still lagged in speed, particularly on Instagram, where response times averaged 1,902 minutes.
•Independent health clubs/gyms led in response rates across social media, but still fell short of the golden window, especially on Instagram.
More recently Keepme has also revealed that a significant portion of gym-related searches now happen after operational hours, noting “consumer search behaviour has changed. Up to 52% of gym-related searches now happen after operational hours - but most gyms aren’t equipped to capture those highintent leads.”
Best Practices for Improving Speed to Lead
MS4FB offer the following simple but effective strategies to maximise conversion rates:
1.Immediate Follow-Up - Aim to contact leads as soon as logistically possible via phone, text, or email. Automation tools can help, but a personal touch goes a long way with a call.
2.Multi-Channel Approach - Don’t rely on just one form of communication. If they submit a web form, follow up with both a call and a text.
3.Staff Accountability - Make lead follow-up a priority for your team and track response times as a key performance metric.
4.After-Hours Strategy - If someone enquires when your team is off the clock, ensure there’s an automated response setting clear expectations about when they’ll hear back.
5.Test Your Own Process - Mystery Shop your gym. See firsthand how fast your team responds and where improvements can be made.
Mystery
shopping and franchises
Lord believes mystery shop programs are important for franchise businesses as they ensure consistency across multiple touch points, stating “consistency is the key and franchise businesses depend on providing a uniform experience to uphold their brand reputation. Mystery shopping will assist in identifying if each location is meeting brand standards, maintaining a competitive edge and delivering excellent service to prospects and members.
“An effective sales process can make or break membership drive and mystery shopping will help franchisees fine tune their pitches and provide valuable feedback for ongoing training and development.”
Wake Up Call
The findings from these studies serve as a wake-up call for the Australian fitness industry. To remain competitive, facilities must prioritise both the speed and quality of their responses to membership inquiries.
McGuckin adds “speed married with personalisation is crucial for capturing intent and converting membership leads.”
Lord agrees with importance of speed, concluding “in an era where consumers expect instant service, speed to lead isn’t just an advantage - it’s a necessity.
“If your gym isn’t responding to enquiries quickly, you’re missing out on potential members.”
Karen Sweaney is Editor of Australasian Leisure Management. MS4FB was launched by Justin Tamsett’s Active Management as a dedicated brand in 2020.
MS4FB General Manager Lisa Lord can be contacted on 0422 900 951, E: lisa@activemgmt.com.au www.mysteryshoppingforfitnessbusinesses.com.au Contact Keepme at www.keepme.ai
Snap Fitness and MS4FB
Looking to make use of MS4FB’s expertise, Snap Fitness has engaged with it to launch a monthly mystery shop program aimed at elevating performance and maintaining a competitive edge.
In doing so, the 24/7 fitness franchise becomes the largest national gym brand to roll-out the monthly mystery shop program, across its more than 260 clubs in Australia.
Snap Fitness National Operations Manager Sam Wiltshire said the launch of the mystery shop program is not only about ensuring an elevated level of customer service and club experience for members, but also about improving performance and ongoing education of frontline staff.
Wiltshire noted “our customers are our biggest priority and the more we, as a global business, can do to provide them with a positive experience and exceed their expectations, the better it is for everyone - especially our franchisees.
“Brand loyalty and reputation are particularly important for Snap Fitness and the monthly mystery shop program will ensure we continue to focus on these vital aspects of our business.
“By providing a frequent and comprehensive summary back to each club or franchisee, as well as our operational team, we can regularly review and look at key operational trends and provide relevant ongoing training.”
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Every USP should be about your PSU
Mel Tempest shares her thoughts on what every fitness business should know in 2025
In an increasingly competitive fitness market, your club’s ability to stand out depends heavily on your unique selling points (USPs). But not just any USPs - in 2025, the most effective USPs should revolve around your PSU: people, service and unity.
The foundational principles of PSU can help you craft distinctive and compelling USPs that resonate with members and keep your gym thriving. By leveraging current fitness trends and aligning them with your PSU, you can not only meet but exceed member expectations, positioning your gym for success in the years ahead.
In the evolving world of fitness, understanding your members’ needs, providing exceptional service, and fostering a unified community within your gym are the cornerstones of a successful business. This guide focuses on how to integrate these elements to stay ahead of the curve in 2025.
Strength Training: The Foundation of Health and Longevity
Strength training continues to be a cornerstone of fitness, offering a range of benefits that go beyond muscle-building. It improves bone density, boosts metabolism, and enhances functional strength, contributing to overall longevity and wellbeing. As more members become aware of the long-term health benefits, there is a growing demand for strength-focused programming.
To capitalise on this trend, create dedicated strength zones in your gym with free weights, resistance machines, and functional equipment. Offering specific strength training programs, tailored for different fitness levels, can cater to both seasoned gym-goers and beginners. Focus on education by
providing workshops or tutorials on proper lifting techniques and inviting guest speakers to discuss high performance in both fitness and life.
Furthermore, implementing progress tracking tools like body scans or apps allows members to measure their improvements over time, providing both motivation and tangible results. This creates a USP that not only encourages commitment but also empowers members to take ownership of their progress.
Hybrid Training: The New Normal
As hybrid work becomes more prevalent, so too does the demand for hybrid fitness options. Today’s members expect a seamless blend of in-person and virtual fitness experiences, enabling them to work out on their own terms. Offering both live and on-demand classes is an essential strategy for 2025.
Your gym should offer digital memberships that provide access to home workouts through apps or online platforms. Incorporate hybrid solutions into your gym’s offerings by integrating virtual classes with physical programming. Platforms like Coach Welly, which combine digital and in-gym workouts, are an excellent way to deliver a cohesive fitness experience for members.
For those seeking efficiency, circuit training is a highly effective format. It appeals to busy professionals and fitness enthusiasts alike, offering varied, time-efficient workouts. Small group classes create a sense of community while still providing individualised attention. Consider focusing on strength-based athletic programs tailored for sporting clubs like football or netball teams. Rotating through creative themes (strength, cardio, or mixed circuits) each season keeps the program fresh and engaging.
Group fitness at Genesis Ballarat Body and Soul (above) and Mel Tempest (right).
Wearable Technology:
Fitness in the Palm of Your Hand
Wearable technology is now an integral part of the fitness landscape. More than just a luxury, it’s a tool that helps members monitor performance, recovery, and progress. By syncing your gym’s offerings with popular fitness trackers like Garmin, Fitbit, or Coach Welly, you can create an ecosystem where data-driven fitness thrives.
Harness the power of wearables by hosting community challenges that encourage members to push their limits. Monthly or seasonal challenges that use wearable tech can motivate members while building a sense of camaraderie. Offer data insights through emails or app notifications, helping members understand their metrics and take actionable steps toward improving their fitness.
Off-tempo training, which involves slowing down or speeding up movements, has gained popularity as an effective way to build strength, endurance, and control. Incorporating these techniques into classes like Functional Strength or Strength Development provides members with new and innovative ways to challenge their bodies.
Circuit Classes: Efficient and Effective
Circuit training’s appeal lies in its versatility and time efficiency, making it ideal for busy individuals. Small group circuit classes are especially effective because they provide individual attention within a group setting. You can create a USP by offering targeted programs for specific groups, such as strength-based circuits for men on Friday nights, or even offering themed circuits tied to seasonal events.
Data-driven circuit classes, incorporating heart-rate monitors or wearable devices, add an extra layer of personalisation, ensuring that each member is working at an intensity level that suits their needs. By integrating wellness into the gym environment, you can help members track not just their fitness but also their stress levels, creating a holistic approach to health.
Large circuit classes that feature non-complex movements, such as strength or cardio circuits, tend to attract a broad demographic, including those who may feel intimidated by traditional gym settings. Incorporating boxing or cycling elements into these sessions can also increase their appeal.
Specialised Classes and New Offerings
Specialised classes are another way to create a USP that sets your gym apart. Reformer Pilates has surged in popularity, and when combined with circuit-style programming, it creates a standout offering. This type of class can be easily adapted to cater to both beginners and more advanced participants, ensuring that your gym remains inclusive and accessible to all fitness levels.
Specialised programs like disability wellness, older adults reformer classes or meditation for men can be presented in circuit format to offer variety and keep things fresh. Advertising these unique offerings on your gym’s screens or website will help position your gym as a forward-thinking, inclusive fitness space.
Hyrox and Spartan Deka Training: Competitive Edge
Obstacle course racing (OCR) and endurance competitions like Hyrox and Spartan Deka Training are gaining popularity, and many members are looking to train for these events. By offering dedicated prep classes or custom challenges that mimic the format of these events, you can tap into this growing trend.
Hosting mini-competitions or partnering with local race organisers to create event-specific training programs can further solidify your gym’s position as a leader in competitive fitness. Offering flexible, short-term memberships for event preparation also aligns with the increasing demand for more adaptable membership options.
Flexible Short-Term Memberships:
Meeting Modern Needs
Today’s fitness consumer values flexibility, and the traditional long-term, lock-in contract is rapidly falling out of favour. To meet this demand, offer no-commitment plans, such as weekto-week or monthly memberships, allowing members to pay only for the time they need.
Seasonal packages, like a ‘Summer Shred’ or ‘New Year New You’ plan, can also appeal to members looking to achieve specific fitness goals within a defined period.
Family packages, where members can transfer or share their membership with loved ones, are another effective way to appeal to a broader audience. Offering premium experiences, like sauna access or body scans as add-ons, provides additional value and enhances the sense of community and inclusivity.
Boutique Models: Curated, Premium Experiences
Boutique gyms are thriving due to their emphasis on personalised service and premium experiences. Offering niche areas within your gym, such as a dedicated HIIT zone, wellness area with massage chairs, or 24/7 virtual workout spaces, creates an intimate and high-touch fitness experience that attracts members looking for more than just a standard gym.
By focusing on providing exceptional service and building a strong community, you can create a USP based on the quality and exclusivity of the gym experience. Offering specialised, curated experiences at a higher price point can drive social interaction and loyalty.
Your Team: The Ultimate USP
At the heart of every successful fitness business is a passionate, knowledgeable, and customer-centric team. Your staff should be your gym’s ultimate USP, providing exceptional service and creating personal connections with members.
Ongoing education and certifications ensure that your team remains at the forefront of fitness trends, while creating a unified vision aligned with your gym’s values ensures consistency in member experience.
Encourage your team to try every class and piece of equipment your gym offers. Sending staff members to experience other clubs’ classes and customer service experiences once a year can also provide valuable insights and inspire innovation within your own gym.
Conclusion:
PSU – The Key to Success
By embracing these trends and aligning them with your PSU you can create a truly unique and compelling fitness experience that sets your gym apart. Understanding your audience, adapting to their evolving needs, and fostering a strong community are the keys to building long-term success.
As the fitness industry continues to evolve, staying ahead of trends and continually innovating will help you maintain your competitive edge.
Let’s innovate together and build a thriving fitness business in 2025.
Visionary fitness leader, award-winning innovator, global speaker and founder of Ignite Fitness Business Events, Mel Tempest has been empowering businesses with cutting-edge strategies, group programs, inspiring women to lead and transform the fitness industry for over 25 years.
This article is based on her new e-book Every USP Should Be About Your PSU - A Guide for Fitness Businesses (2025 edition).
Keeping pace with a changing Tauranga
James Heffield talks to Tina Harris-Ririnui from Bay Venues about providing inclusive recreation opportunities in one of New Zealand’s fastest growing cities
From traditional Cook Islands ura dancing to sign-language swimming lessons for deaf children, a fresh approach to community engagement is leading to an explosion of new recreation opportunities in Tauranga – a harbourside city in the Bay of Plenty on New Zealand’s North Island.
The fast-growing city’s increasingly diverse population has led Tauranga City Council’s leisure arm, Bay Venues, to employ a fulltime Community Development Ambassador to work with underrepresented groups and better understand their leisure needs.
As Bay Venues General Manager of Operations, Tina HarrisRirinui advises “in the past we had relied on people coming to us with their needs, rather than actively going out to the community.
“Now we are engaging better and we’ve seen a huge spike in cultural and diversity activities in all of our spaces.”
While community engagement isn’t new - most councils have a community development division that operates across all their functions - Harris-Ririnui says the appointment of Justine Knowles into a role with a pure focus on leisure is less common, noting “we were seeing a shift in demographics and it was really important we responded. For us it’s about manaakitanga (hospitality and generosity), and the idea of being open and welcoming to all.”
The result of Bay Venue’s innovative approach has been a raft of new leisure events and programmes and better utilisation of the 24 community leisure facilities it oversees.
A world of new leisure options
Among the many new activities emerging are free pop-in community play sessions for low socio-economic communities, a ‘youth play programme’ for the Korean community involving skipping and other activities, and a weekly Cook Islands ura dance class.
A Tauranga Ladies Night event for the Indian community drew more than 600 attendees to Mercury Baypark Arena in July, while a weekly ethnic women’s swimming evening at Greerton Aquatic and Leisure Centre, staffed by an all-female crew of lifeguards, is attended by around 18 women.
Harris-Ririnui explains “it’s about giving ethnic women a culturally appropriate space where they can feel safe and comfortable.”
Many other previously under-serviced communities are benefitting too.
A swimming lesson taught in New Zealand Sign Language has been created for the deaf community and Sensory Swim lessons are now offered for neurodiverse children to provide a low-sound, stress-free environment.
Ngaire Utanga and her ura dance class.
Emily McCall and instructor Heidi Dixon at sign language swimming lessons.
There are also swimming lessons for the Korean and Chinese communities delivered in their own languages, swimming lessons for children in foster care, and myriad classes and programmes for home school students, teenagers who have been excluded from mainstream schools, young people with intellectual disabilities and cultural groups.
Harris-Ririnui is proud of efforts to set up a weekly summer swimming session at Otumoetai Pool for the transgender community too, noting “we found that some of the transgender community didn’t feel they could express themselves at our public pools so we set up a time that they can come along, go for it, and rark it up.”
The genesis for many of the new programmes has been a willingness by Knowles and other Bay Venues staff to visit community clubs and immerse themselves in cultural activities.
She adds “the Sikh community invited our whole team to an event at one of their temples and it was a real opportunity for our staff to understand their traditions.”
As well as better servicing communities, Bay Venues’ work facilitating inclusive recreation opportunities is leading to improved utilisation of its leisure spaces.
Harris-Ririnui recalls “after Covid, some groups were fearful about returning to group activities, but this work has allowed us to fill those gaps.
“We have all these groups utilising our spaces that weren’t before, and it allows us to better understand and share their values too.”
Harris-Ririnui says Bay Venues is “community at heart, commercial in mind” and everything it runs or hosts in its venues has to be considered through a financial lens to ensure it is financially sustainable.
However, that doesn’t always mean the costs have to be fully covered by participants if other funding sources can be found. Bay Venues has become proficient at exploring all manner of funders to make events possible, a fact Harris-Ririnui is proud of because some events, including those for lower-socio economic groups might not be doable otherwise.
In many cases the community and cultural groups hosting or
running activities in Bay Venues facilities have strong networks and their own funding sources as well.
What does the future hold?
Harris-Ririnui believes the burgeoning leisure landscape in Tauranga will only get richer in the year ahead. While traditional team sports such as football, netball and basketball remain popular, less structured activities are now attracting enthusiastic crowds.
She states “there will always be a place for structured sport, but we have seen more demand for play-based opportunities too.
“Play is all about connection and that builds body, mind and spirit - it’s about building healthy people, holistically.”
She points to the Funky Fun Days run at Mercury Baypark Arena as a prime example. Obstacle courses and play equipment are set up, and school children are encouraged to interact with it, with little direction needed.
She goes on to say “we started it with many teachers thinking it needed to be structured but what we learnt is that sometimes you just need to set things up and get out of the way - the kids love it.”
More than 3,100 students from 19 schools attended the Funky Fun Days in the first quarter of this financial year (July-October 2024) and Bay Venues expects their popularity to grow.
Similarly, unstructured Tumble Time sessions for preschoolers at Mercury Baypark Arena in Mount Maunganui, Queen Elizabeth Youth Centre in central Tauranga and Papamoa Sports & Recreation Centre have proven a hit.
These sessions sometimes attract as many as 100 preschoolers, providing them with a chance to be active and socialise, and their parents with the opportunity to get out of the house and meet others across the community.
With more young people arriving in Tauranga, one of the next challenges for Bay Venues will be exploring more of these unstructured activities and considering how the facilities they build in future can better cater for youth.
Harris-Ririnui says “we are busy building facilities for the next generation so it’s really important we capture that youth voice during planning.
“We need to listen and really embrace and respond to whatever comes out.”
Doing that will involve more ‘voice of the participant’ surveys and more analysis of participation data to work out which activities are proving most popular with different ages.
While it’s too early to pre-empt the results of that work, HarrisRirinui believes the future of leisure in the Bay of Plenty will be as much about community connection as it is about physical fitness, concluding “let’s just see, stay open and respond to what the community wants.”
James Heffield is a journalist and director of Wellingtonbased communications consultancy Last Word. He has written for some of New Zealand’s best known media publications and worked with some of the country’s most trusted brands, from Tourism New Zealand and the New Zealand Rugby Union to PricewaterhouseCoopers and the New Zealand Mountain Safety Council.
Recreate NZ runs events for people with intellectual disabilities. Tumble Time. Credit: Bay Venues..
Funky Fun Days floorball.
First of its Kind
Victoria Brockett introduces a new benchmark in synthetic turf greens
The Flagstaff Hill Golf Club in Adelaide is undergoing a groundbreaking upgrade to its golf facilities, managed by Himalayas Golf, a global golf design and construction firm.
This ambitious project, set to transform the clubhouse area, comprises three key phases:
•A short game practice facility and first tee box complex featuring 1,150 metre² of bent grass greens
Himalayas Golf has engaged SYNLawn to help bring the project to life, with the first phase recently completed. The new synthetic turf practice green covers a total area of 350 metre², including 210 metre² of putting surface.
Jean-Luc Regaud, General Manager of International Operations at Himalayas Golf, explains “what makes this green truly unique is the innovative synthetic turf and underlay system created by SYNLawn – a first for Australia and among the first of its kind outside North America.
The Benefits of Synthetic Turf
Construction of the synthetic turf green began in early November and, impressively, was completed and opened for play by mid-November. This rapid turnaround highlights the efficiency of synthetic turf installation.
Regaud advises “synthetic turf provides numerous advantages, making it an ideal solution for modern golf facilities. It offers a highly consistent playing surface, free from wear and tear.
“Unlike natural turf, synthetic turf is not damaged by pitch marks or divots, ensuring a flawless appearance and performance over time. Additionally, it requires significantly less maintenance than natural grass, reducing water usage, mowing, and fertilizer needs. These benefits make synthetic turf a sustainable, cost-effective choice for year-round play.”
A Practice-Focused Design
The synthetic green has been designed with practice in mind, featuring distinct areas that allow golfers to work on various aspects of their short game. Whether it’s perfecting lag putting, mastering short putts with both straight and breaking lines, or honing wedge distance control, this green offers tailored opportunities to sharpen critical skills. This intentional design provides a comprehensive training space that caters to golfers
of all skill levels, helping them improve their game in a controlled and enjoyable environment.
A Collaborative Effort with Global Reach
Himalayas Golf used this project to help launch SYNLawn’s Precision Putt Turf and ShotStopper Pro Underlay System, which represents the pinnacle of synthetic turf technology, into the Australian market. This product combination allows players to hit shots onto the green with the same ball reaction as one would find on a tour set up golf course. These products deliver an incredibly realistic playing surface, earning SYNLawn
The Precision Putt turf offers the truest role out there and can achieve stimp speeds of up to 13.
With the Shot Stopper Pro underlay system, shots can be hit into the green with the same ball reaction as a grass green, without leaving any pitch marks.
recognition as the official synthetic turf partner of the TGL by SoFi (Tomorrow Golf League) - the team golf league backed by Tiger Woods and Rory McIlroys TMRW Sports.
Joe Downs, Director of Global Development for SYNLawn, elaborated “the SoFi Center in Florida where the TGL is based, features nearly 3,000 metre² of SYNLawn’s advanced synthetic turf, including putting surfaces identical to the ones installed at Flagstaff Hill GC. Designed to meet the highest standards for professional players, the system underwent years of rigorous testing to replicate the authentic feel of tour-level greens.”
While Himalayas Golf were responsible for the design and construction of the green, SYNLawn used the installation process as an opportunity to train partners from across the Asia-Pacific region. The workshop drew over 50 attendees from as far away as South Korea and as close as Adelaide, offering hands-on experience with the intricate installation process.
The training event was highly successful, equipping participants with the knowledge to replicate these advanced systems in their respective regions.
What’s Next?
The next two phases of the project are now underway, with the 18-hole putting course featuring SYNLawn artificial turf scheduled to open by April.
The putting course has been designed with both playability and enjoyment in mind. Wide putting areas and undulating slopes aim to attract new golfers while still offering challenges and creative shot making for seasoned players. One standout feature is the 7th hole, designed as a miniature replica of the club’s signature par-3 7th hole.
A Catalyst for Membership Growth and Revenue Generation News of the upgrades is already having a favourable impact on the club’s membership base, as noted by Chris Coulter, General Manager of Flagstaff Hill Golf Club.
Coulter has seen that “over the past 12 months since we announced the development plans we have welcomed 200 new members and an additional 20 members in the month since the synthetic practice green was installed.
“There are some excellent design features including lighting on the practice green that will allow residents of the Flagstaff Hill Retirement Village and members of the golf club to utilise the green 24/7 once the lighting is installed. We can see that
area being a fun and exciting experience for all members, but in particular the juniors who can let their imaginations run wild with the shot options around the green.”
The engaging and accessible design of the 18-hole putting course and short game practice areas will cater to golfers of all skill levels, making the game more approachable and enjoyable for newcomers. Additionally, the facilities are designed to generate alternative revenue streams for the club, such as hosting corporate events, group lessons, and casual social play. This diversification of offerings will help Flagstaff Hill Golf Club remain financially sustainable while fostering a vibrant community of golf enthusiasts.
A Benchmark for Australian Golf
Himalayas Golf and SYNLawn are excited to deliver this innovative project, which combines entertainment, training, and community engagement. By concentrating these features around the clubhouse area, the project sets a new benchmark for golf facilities in Australia.
It is also setting up Flagstaff Hill Golf Club to become a model for clubs nationwide, demonstrating how thoughtful design and cutting-edge technology can transform the golfing experience for players of all skill levels.
Victoria Brockett is Regional Marketing Manager for Sport Group Asia Pacific.
SYNLawn
For over 20 years SYNLawn has been a world leading provider of high-quality synthetic turf synonymous with safety, durability, luxury, innovation, and sustainability. Their products are made in ISO-certified facilities in Australia, USA and Germany. In Australia, SYNLawn is owned and manufactured by APT (Advanced Polymer Technology), the global leader in artificial turf, courts, tracks and surfaces.
Himalayas Golf
Himalayas Golf is a golf design and construction company aiming to globally grow the game of golf sustainably. With more than 30 years combined experience working on projects across North America, Europe, Australia, Asia and Africa the company collaborates with a network of professional golfers, coaches, engineers, and builders to deliver sustainable golf facilities.
Learning how to cut the holes and fit the cups.
The training group rolling out the Precision Putt turf.
Balancing sport business innovation with integrity
Professor Hans Westerbeek considers the role of generative AI in fan engagement and
The convergence of sport and technology is transforming fan engagement at an unprecedented pace, with generative AI leading the charge.
Clubs, leagues and commercial partners are increasingly looking to AI-driven content and hyper-personalised marketing strategies to deepen fan relationships and enhance revenue streams. However, as AI tools personalise experiences and predict fan behaviours, concerns over data collection, surveillance, and the ethical implications of algorithmic influence are also growing. The key question remains: do AIcurated experiences genuinely enhance fan engagement, or do they erode autonomy by manipulating consumer behaviour in sports media?
Generative AI is reshaping the way sports content is created and distributed. AFL clubs like Collingwood and Richmond have begun leveraging AI to generate match previews, in-game highlights, and even AI-powered voiceovers to deliver automated commentary tailored to different audience segments. Cricket Australia’s digital arm is experimenting with AI-generated match reports and social media summaries on its Live app to provide fans with enhanced real-time updates and insights during matches.
Similarly, some of the Matildas, Australia’s beloved national female footballers, have used AI-powered content creation to provide behind-the-scenes storytelling, some of it dynamically adjusting based on individual fan preferences. During the FIFA Women’s World Cup, AI-generated video recaps and personalised messaging increased engagement levels, creating a deeper sense of connection between players and supporters. Such developments enable teams to maintain year-round engagement, even in the off-season, by delivering timely, relevant content tailored to each user’s behaviour and historical interactions.
Is hyper-personalised marketing a game changer or a slippery slope?
Hyper-personalised marketing - driven by machine learning algorithms - is redefining how sports organisations communicate
personalisation
with fans. By analysing vast amounts of consumer data, AI can predict what merchandise a fan is likely to purchase, which ticketing offers might entice them, and even the optimal time to send promotional messages. Several AFL and A-League clubs are already employing AI-driven customer relationship management (CRM) systems that craft personalised emails and push notifications, ensuring that the right message reaches the right fan at the right moment.
However, while these AI capabilities increase fan engagement and drive revenue, they also raise ethical concerns. Fans may unknowingly be nudged into spending more than intended, lured by AI-generated incentives that exploit behavioural patterns. This raises a fundamental question: at what point does personalisation become manipulation? The growing tension between delivering tailored experiences and respecting fan autonomy will undoubtedly be a key discussion point at the Digital Sport Business Summit.
Monetising data is the new sport business frontier
The commercial value of fan data has never been higher, and sports organisations are actively seeking ways to monetise it. AI-driven predictive analytics allow clubs to anticipate purchasing trends, adjust ticket pricing dynamically, and optimise sponsorship deals based on audience insights. Digital platforms of several global sports, for instance, harness AI to analyse streaming habits, enabling sponsors to deliver hyperrelevant advertising.
Similarly, the commercial partnerships of various European football clubs including Dutch powerhouse Feyenoord have been influenced by AI-driven audience segmentation, which ensures that brands align with the most engaged fan cohorts. The rise of generative AI tools in sport advertising is also changing the landscape, with brands using AI to create highly targeted campaigns that maximise return on investment.
Yet, with this power comes responsibility. Fans are becoming increasingly aware of how their data is used, and there is growing scrutiny over the ethics of data monetisation in sport. Transparency will be crucial for maintaining trust; clubs and
Football Australia teamed up with Ogilvy to introduce the ‘Dream Team’ podcast series to narrate the story of the Matildas’ Paris 2024 campaign.
AFL’s GWS Giants use data to transform a community’s experience beyond loyal fans. Credit: Tradable Bits
governing bodies must ensure that data is collected responsibly and used to enhance - not exploit - the fan experience.
The impact on fan autonomy: enhancing or diminishing engagement?
A critical debate surrounding AI-driven engagement is whether these technologies truly empower fans or if they create a dependency on AI-curated experiences. When AFL teams deploy AI-powered chatbots to provide instant match updates, or when Cricket Australia’s streaming service suggests content based on viewing history, fans are given seamless, curated experiences. However, as AI’s role in content recommendation grows, there is a risk of limiting fan choice by reinforcing patterns rather than encouraging exploration.
Moreover, the reliance on AI for engagement could inadvertently homogenise the fan experience, reducing the diversity of perspectives in sports media. If an AI system decides what highlights a fan should see, it may filter out narratives that do not align with past preferences, creating an echo chamber effect. This issue is particularly relevant in women’s sport, where algorithms may inadvertently reinforce lower visibility compared to men’s sport if not properly designed to counterbalance existing biases.
The road ahead: ethical AI in sport
As generative AI and hyper-personalisation continue to shape the future of sports engagement, the industry must find a balance between innovation and ethical responsibility. AI should serve as a tool to enhance the fan experience without undermining autonomy or exploiting consumer behaviour. Governing bodies, clubs, and sponsors must ensure transparency in data usage, provide fans with the ability to control their engagement preferences, and establish ethical guidelines for AI-driven marketing.
Whether AI is a force for deeper engagement or a mechanism for behavioural manipulation will depend on how the sports industry chooses to wield its power. One thing is certain: in the age of digital sport, fan trust will be as valuable as fan data.
Hans Westerbeek is Professor of International Sport Business and Director of PASI (Physical Activity & Sport Insights) at Victoria University.
Professor Westerbeek is also the Program Chair for upcoming NSC Digital Sport Business Summit at Marvel Stadium on 29th April. The Summit will provide a platform where industry leaders, technologists and policymakers will explore how AI can be harnessed responsibly.
People in Brief
Fluidra has announced the appointment of Clinton Alley as its new Managing Director for Australia and New Zealand.
The Australian Olympic Committee has appointed Vice President for The Committee for Brisbane - Jacob Anson - as its first Chief of Public Affairs and International Relations.
The NSW Tourism Association has appointed a new board of directors led by former NSW Sport and Tourism Minister Stuart Ayres as independent Chair.
Creative Australia has welcomed Leisa Bacon to the role of its new Executive Director, Development and Partnerships.
David Burns, Chief Executive of Collective Leisure, has been honoured with the prestigious Social Traders NSW & ACT Business for Good Game Changer Award 2024.
Paddle Australia has named Lauren Chester as the General Manager of the ICF Canoe Slalom World Championships.
Glenn Critchley has joined New Zealand Cricket as Chief Marketing and Commercial Officer.
Rowing New Zealand has promoted Jared Cummings into the role of General Manager Sport Development.
Technology brand Myzone has announced the appointment of Tom Davies as its new Global Marketing Director.
The 2024 Exercise New Zealand industry awards saw Renee Diment-Phillps, co-founder of PWR Fit Studios in the Auckland suburb of Kumeu, named as Personal Trainer of the Year
The Sydney Olympic Park Authority has appointed Neisha D’Souza as the Chief Executive on an initial 12-month contract.
The Venue Management Association has celebrated the achievements of Anthony Duffy, Managing Director of Thinking Outside, as the recipient of its Tim Worton Award.
Kurt Gagan, Stadia Manager at the Campbelltown Sports Stadium and Athletics Centre, has moved to become Area Manager at YMCA NSW.
Kieran Gordon has commenced a new role as Growth and Engagement Lead at Ampd Academy.
Todd Greenberg has taken on the role of Chief Executive of Cricket Australia.
YMCA South Australia has promoted Craig Hortin to Head of Sport and Recreation.
Lauren Jauncey has been named General Manager - Strategy, People & Culture for the Tasmania Football Club (Tasmania Devils).
Karen Jones, Chief Executive at the NSW Office of Sport since 2019, has been appointed as the acting Chief Executive for Destination NSW.
Loran Maguire has started a new position as National Project and Property Manager at JUMP! Swim Schools.
Duane Mann has been appointed interim Chief Executive at the Auckland Rugby League.
Neil McIntosh has started a new position as National Sales Manager at Limonta Sport Australia.
Professor Anna Peeters has been named as the new Chief Executive of the Victorian Health Promotion Foundation (VicHealth).
Paralympics Australia has announced the appointment of Simon Rabbitt as its new Chief Operating Officer.
Jason Smith has been appointed as the new director of the Art Gallery of South Australia (AGSA) with his role effective February 2025.
Optus Stadium operator VenuesLive has appointed Alasdair Thompson as the venue’s new Executive Chef.
Jade Thompson has been promoted to the role of Marketing Manager at Gunnebo Australia.
Luke Woolley has started a new position as Digital Commercialisation Manager at Populous.
Fan engagement. Credit: Cricket Australia
Vale: Stefan Kamasz
Australasian Leisure Management is saddened to learn of the death of Football Australia Hall of Fame Inductee, Stefan Kamasz, a revered figure whose contributions to the game shaped its landscape across decades.
Kamasz who died at the age of 76, leaves behind a legacy of exceptional service and dedication to football in Australia.
New Chief Executive at LPA
Eric Lassen has been appointed as Chief Executive of Live Performance Australia to lead the peak body for Australia’s live arts and entertainment industry.
Lassen brings significant leadership experience to the role, including as Chief Executive of PayPal Australia and Senior Vice President and Deputy General Counsel for Live Nation Entertainment. Lassen has also served on a number of not-for-profit boards, including as President of the Music Forward Foundation.
New WNBL Chief Executive
Wollemi Capital Group Syndicate (WCGS) and the NBL have named Jennie Sager as the next Chief Executive of the Women’s National Basketball League.
A globally recognised leader in the entertainment, media, and technology sectors, Sager brings a wealth of experience and an innovative approach as the WNBL enters an exciting new chapter following its acquisition by WCGS and the NBL.
AUSactive makes Western Australian appointment
AUSactive has appointed Mike Beeney as its first Western Australian General Manager to lead the peak industry association in the state.
Beeney, a 30-year industry veteran who has resided in Western Australia for the past 13 years, previously held the position of Director of Asia Pacific for global wearable technology platform, Myzone.
Advising that Beeney’s local state knowledge coupled with his extensive industry experience made him the perfect candidate to lead AUSactive in Western Australia, AUSactive Chief Executive, Barrie Elvish stated “we are confident Mike can delivery AUSactive’s strategic objectives in WA not only for the benefit of local communities but also everyone in the sector.
“With a number of initiatives, including the first Western Australia Million Moves kicking off in May 2025, Mike will certainly hit the ground running.”
Lindsay McGrath to depart SPASA Chief Executive role
The Swimming Pool and Spa Association of Australia and New Zealand (SPASA) - the owner of this publication - has announced that its Chief Executive, Lindsay McGrath has resigned after 10 years at the helm.
Under McGrath’s leadership, SPASA successfully consolidated into a unified, national association, earning a spot on the Australian Financial Review’s ‘Fast 100 List’ for the second consecutive year. This transformation also led to the most successful SPLASH! Pool and Spa Trade Show to date, with record-breaking exhibitor and guest attendance at last year’s event.
McGrath will continue as Chief Executive until SPASA’s AGM in May.
New leadership structure at City Venue Management
City Venue Management (CVM) has announced a pivotal transformation in its organisational structure and leadership team, with Reece Rackley transitioning to the newly created role of Group Chief Executive and Jay Clarke assuming the role of Chief Executive.
Formerly Managing Director, Clarke’s promotion reflects both his expertise and his unwavering commitment to CVM’s future.
Supporting this transition, Nicky Sloan will step into the role of Chief Operating Officer while Riette Anderson has been appointed as Chief People Officer.
LIWA Aquatics names Dan Barber as new President
LIWA Aquatics has announced Dan Barber as its new President, replacing Nick Wilkinson at the body’s 2024 AGM.
Barber, a member of the LIWA Aquatic board since 2022 brings over two decades of experience across various sectors of the aquatic and recreation industry.
LIWA Aquatics’ AGM also saw the successful election of Sian Edwards as the newest member of the Board.
Edwards, the Team Leader of Aquatics & Recreation for the Shire of Derby West Kimberley, brings a wealth of experience and a deep connection to regional aquatic communities, making her a perfect addition to the LIWA Aquatics leadership team.
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Tony De Leede honoured with Lifetime Achievement Award at BeyondActiv APAC
Respected fitness and wellness entrepreneur Tony De Leede has been honoured for his career achievements with the presentation of the John Holsinger Lifetime Achievement Award at Beyond Activ Asia-Pacific Celebration Dinner.
The social highlight of the three-day fitness thoughtleadership and investment conference, the award, honouring de Leede’s 40 years of service featured a video tribute from industry leaders and personalities, his peers and members of his team including actor and co-investor Hugh Jackman; David ‘Patch’ Patchell-Evans, Chief Executive and founder of Canada’s GoodLife Fitness, who had travelled to Sydney for the event; Victor Brick, founder of Brick Bodies and the John W Brick Mental Health Foundation and Simon Flint, former Chief Executive of Evolution Wellness.
Changes at Kardinia Park Stadium Trust
The Kardinia Park Stadium Trust has announced that Joe Calafiore has stepped down from his position as Chair of the Trust, concluding almost seven years serving as both a member and Chair.
Earlier, the Trust advised that John Eren, former Victorian Minister for Sport and Minister for Tourism and Major Events, had joined its Board.
AUSactive names Emmett Williams as next Chair
Greg Norman to join 2032 Olympic and Paralympic Brisbane Organising Committee
Sport Australia Hall of Fame member Greg Norman is being nominated as an independent director on the Board of the Brisbane Organising Committee for the 2032 Olympic and Paralympic Games (OCOG).
Norman, the most successful golfer in Australian history, is also a highly successful businessman across multiple sectors including real estate, golf course design and events, and hospitality ventures.
Norman, who spent part of his childhood in Brisbane, stepped down from Chief Executive of LIV Golf.
Norman is the Federal Government’s appointee to replace Member for Moreton Graham Perrett, who will leave his role on the board with his retirement from politics at the Federal election.
New appointees announced to Stadiums Queensland Board
The Queensland Government has announced a refresh of the Stadiums Queensland board with five new directors: Stephen Moore, Michael DobbieBridges, Debra Rains, Mary-Ann Strelow and Clare Stewart.
Existing board members John Warn and Brendan O’Farrell will remain, with Warn stepping into the Chairperson’s role to replace Cathy McGuane.
In a statement announcing the refresh, Queensland Sport Minister Tim Mander said the changes were needed for “the right blend of experience and skills to guide Stadiums Queensland towards 2032”.
AUSactive has announced the early appointment of current Director and Managing Director of Myzone Australia Emmett Williams as Chair, ahead of Jayne Blake’s term end in July 2025.
The interim appointment will ensure business continuity at a time of considerable strategic momentum for AUSactive.
Having reached the maximum term under rules of the Constitution, Jayne Blake’s term as AUSactive Chair must end by the 25th of July 2025 and following an internal nomination process, the Board unanimously voted to appoint existing Director, Emmett Williams, as the next Chair of AUSactive after Jayne Blake exits the role in early 2025.
Merlin Entertainments confirms Fiona Eastwood as new Chief Executive Merlin Entertainments has appointed Fiona Eastwood as its new Chief Executive, replacing Scott O’Neil.
Eastwood, who has been with Merlin for more than a decade, has been acting Chief Executive since O’Neil’s departure to LIV Golf, having previously served as the group’s Chief Operating Officer and Global Marketing Director.
Confirmed in the Chief Executive’s role, she will be responsible for leading the implementation of the business’s transformational strategy, and to ensure it is well placed to grow at scale and deliver a sustainable, thriving future.
Image: Credit: Shutterstock.
Olly Timing eliminates 700 timekeeper shifts at NSW Swimming Championships
For the NSW Swimming Championships held at the Sydney Olympic Park Aquatic Centre in December last year, Swimming NSW hired Olly Timing to provide backup times for the championship - eliminating over six person months of volunteer effort via an estimated 700 timekeeping shifts.
The use of the technology saw used touchpads for primary timing, with Olly Timing’s world first artificial intelligence technology providing the backup, instead of volunteer timekeepers.
In addition to this huge saving in volunteer effort, Olly Timing’s video replay technology allowed results to be reviewed in case of queries.
Olly Timing has been developed with strong support from Swimming NSW and has successfully recorded over 40,000 times since its launch in February 2024.
Sydney Olympic Park Aquatic Centre is the first in a growing list of venues now equipped with this transformational technology.
Olly Timing can also operate alone without touchpads as the primary timing system.
Swimming NSW have confirmed that Olly Timing may be used to record times at official events except to set or break NSW records.
Ezypay announces partnership with FitnessForce Gym and Fitness Management Software
Leading payment solutions provider Ezypay has announced a partnership with health and fitness software provider, FitnessForce, to streamline bookings, payments and processes for gyms and fitness studios across Asia-Pacific.
The partnership between Ezypay and FitnessForce offers a full-stack software solution for bookings, payments, membership management, and sales CRM and marketing. Together, the solution provides an all-in-one platform designed for 24/7 gyms, yoga and Pilates studios, clinics, personal trainers, sports facilities and wellness centres looking to expand across Asia-Pacific.
Quayclean has advised how it marshalled its cleaning teams across Australia to deliver an outstanding event day experience for over one million spectators during this summer’s Test series and the men’s Big Bash League held at venues including Optus Stadium, Adelaide Oval, the Gabba, the MCG and the SCG.
In a massive nationwide operation, Quayclean managed cleaning, hygiene, waste and sustainability management services for all five Border-Gavaskar Trophy Test matches between Australia and India, the women’s Ashes Test between Australia and England, and 20 preliminary men’s Big Bash Series games.
Advising that months of detailed planning had been undertaken by his teams and venue managers in partnership with ground authorities and other precinct stakeholders, Quayclean Chief Executive, Mark Piwkowski stated “this is the first time one company has been engaged with the responsibility to manage cleaning, hygiene, waste, and sustainability management services for all Test cricket venues.”
Highlighting the importance of waste management and sustainability, Piwkowski commented “we have a steadfast commitment to six of the 17 United Nations Sustainable Development Goals, and we separated dry comingled waste, food waste, paper, cardboard and drink containers and diverting up to 80% of total waste away from landfill.”
Piwkowski noted that Australia’s challenge remains the inconsistency of state governments and establishing a central approach for waste management and resource recovery, adding “waste to landfill remains the third largest contributor to carbon emissions worldwide and Australia is one of largest emitter of carbon per capita at over 14 tonnes of carbon dioxide for every man, woman and child annually.”
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Launceston Leisure and Aquatic Centre’s system upgrade saves time and boosts group fitness
Launceston Leisure and Aquatic Centre’s switch to Jonas Leisure’s Envibe in April last year has already led to a 25% reduction in administration time, with potential for more dramatic results when the software’s full capabilities are unleashed this year.
The Centre - the largest community facility in the City of Launceston - hosts more than 500,000 visitors per year who make use of its eight pools and multiple areas for other fitness, recreation and sport activities.
Mark Jeffrey, the Centre’s Administration and Customer Service Coordinator, said the new software’s biggest impact has been on the time it takes to train new staff members to use their systems.
It used to require 10 ‘buddy-system’ shifts to train staff on the old system, whereas training new staff to use Envibe requires just three sessions with a buddy, plus the standard induction training.
GoXPro and Exerp partner to deliver seamless solutions for fitness industry
Progressive fitness industry platform, GoXPro has partnered with Exerp, a leading provider of member management software for the fitness industry.
By combining GoXPro’s personal training tools with Exerp’s trusted fitness management platform, this collaboration delivers a seamless, all-inone solution that streamlines club operations and elevates member experiences.
Exerp’s platform excels in member management, bookings, flexible payments, and real-time business intelligence. These features empower fitness clubs to optimise operations and deliver consistent performance. GoXPro drives this further by introducing innovative coaching solutions such as interactive digitalised challenges, AI-powered nutrition coaching, and retention-focused client assessments. Together, this partnership equips fitness clubs with the tools they need to boost retention, increase trainer impact, and create vibrant fitness communities.
Contact Exerp on Email: info@exerp.com, www.exerp.com
For more information on GoXPro go to www.goxpro.com
AXS unveils new biometric authentication system
Aimed at delivering enhanced security and seamless access, AXS has launched a new biometric authentication feature for its mobile app.
Described as a “ticketing industry first”, the feature will provide users with a secure and convenient way to access their accounts and tickets, while also reducing fraud and improving the overall ticketing experience.
With on-device biometric authentication, users can log in to their accounts and access their tickets using their fingerprint or facial recognition.
In addition to improved security and convenience, on device biometric authentication also aims to offer other benefits including improved account recovery and increased peace of mind.
The new on device biometric authentication feature is now available to all AXS users through the latest version of the AXS mobile app.
AXS is the ticketing partner for the Los Angeles 2028 Olympic and Paralympic Games.
Branded children’s swimwear can boost visibility and revenue
Kylie Hadid, Managing Director of Splash About Australia, has highlighted how branded swimwear and related products can play a significant role in boosting visibility, customer loyalty and overall revenue in swim schools, aquatic centres, waterparks and holiday parks.
She shares points about how this can be achieved:
1. Increase Brand Visibility
2. Additional Revenue Streams
3. Enhance Perception and Professionalism
4. Incentivise New Business
5. Sustainability and Eco-Friendly Options
Hadid explains “overall, branded products aren’t just about selling items; they’re a marketing tool that builds community, elevates your brand, and generates revenue.”
Contact Kylie Hadid on 0426 972 914, E: kylie.hadid@splashabout.com.au, www.splashabout.com.au
Felton Industries announces new comfort grandstand range
Felton Industries, Australia’s leading designer, manufacturer and supplier of premium Australian-made aluminium outdoor furniture, has unveiled its new comfort grandstand range.
This innovative product range delivers enhanced comfort, flexibility, and functionality while maintaining Felton’s signature quality, durability, and sustainability. It offers a superior seating solution for community events and sporting venues across sporting clubs, councils, and schools.
The comfort grandstand range introduces wider seating and expanded foot space for greater comfort and accessibility. They prevent cramped conditions and support easier navigation, enhancing the spectator experience.
The comfort grandstand range is made from premium aluminium, making it a lightweight, durable, and 100% recyclable outdoor seating solution for environmentally conscious customers. The X-brace construction enhances safety, giving users confidence in their stability and support.
EngageRM partners with eTrainU to launch new learning management system
Sports technology solutions leader EngageRM has announced a strategic partnership with eLearning specialists eTrainU to develop and launch a bespoke learning management system (LMS) designed to support sports organisations, entertainment businesses and internal teams around the world.
The investment reinforces EngageRM’s commitment to innovation and enhancing the value of its platform for clients and partners and, by integrating an LMS, EngageRM will provide its customers with unparalleled access to world-class learning and development tools tailored to the needs of the sports and entertainment industries.
The new LMS will bring a range of benefits to EngageRM’s global customer base including Accessibility; Enhanced Organisation; Comprehensive Tracking and Reporting; Engagement; Scalability; Continuous Learning and Adaptability.
Ongoing updates and flexible content ensure that learning remains relevant and effective in a fast-changing environment. Contact 1300 885 279, E: marketing@engagerm.com, https://engagerm.com
Technogym to supply equipment for 2026 Olympic and Paralympic Winter Games
Leading exercise equipment supplier, Technogym will serve as the official supplier for the 2026 Milan-Cortina Olympic and Paralympic Winter Games - marking the 10th time Technogym has been chosen to supply training equipment for the world’s biggest sporting event.
The 2026 Olympic and Paralympic Winter Games are scheduled to take place from 6th to 22nd February 2026 in three regions, with the Italian cities of Milan and Cortina d’Ampezzo as main hosts.
It will be the first Olympic Games officially featuring multiple host cities and will be the first Winter Olympics since Sarajevo 1984 where the opening and closing ceremonies will be held in different venues.
Technogym will set up around 22 training centres for Olympic athletes, six of which will be housed inside the Olympic and Paralympic villages in Milan, Cortina d’Ampezzo and surrounding areas. The other 16 centres will be designed for specific disciplines and will be placed inside competition venues.
In total, Technogym will produce around 1,000 pieces of equipment to support over 3,500 athletes during the Games and will offer configuration, installation and support services at the centres.
INTIX, Australia’s largest independent provider of sports ticketing solutions, has been announced as the latest company that will benefit from being part of the AO StartUps program.
The Australian Open’s start-up initiative backs businesses working in sport, health and entertainment to build, test or pilot solutions with Tennis Australia and tennis events.
INTIX’s full-feature next-generation online ticketing platform offers membership, reserved seating season passes, hospitality, accreditation, corporate and sponsor passes, player passes, affordable selling and scanning equipment and door sales solutions.
It has attracted a growing client base including NBL1, AFL Victoria, Western Australian Football League and Queensland Rugby League and was piloted at the Workday Canberra International 2025.
Email: help@intix.com, www.intix.com.au
Les Mills Asia Pacific releases new take on strength training to help meet member demands
Aiming to combine the latest sports conditioning and performance training techniques to combine the best of heavy compound lifting and functional strength training, the new Les Mills Functional Strength™ program is now available to help fitness operators meet member demands.
Explaining the physiological benefits, Les Mills Head of Research, Bryce Hastings stated “functional strength has created an exciting new approach to strength training by balancing a slow eccentric heavy weight load with concentric (explosive) force using a lighter weight.”
CME Group secures awards for Adelaide Oval innovative lighting transition
CME Group has been recognised for their work in upgrading the Adelaide Oval’s tower lights from HID to LED, featuring full colour and animation capabilities.
CME Group’s groundbreaking LED tower lighting upgrade at Adelaide Oval garnered significant recognition, winning the Lighting Design & Construct Award at the South Australian NECA Awards, along with the prestigious perpetual award for the best South Australian project in August last year.
The NECA Awards represent the highest accolade in the electrical and communications industry, celebrating outstanding achievement and innovation at both state and national levels.
In October, CME showcased the Adelaide Oval at the SVB Live Global Conference in Dublin, Ireland, delivering a spectacular presentation on ‘The LED Revolution’ which garnered great interest globally.
Following Chris Mattner, CME Chief Executive, having been awarded the 2024 40 Under 40 Inspiring Future Leaders Award in July, the CME team has received an additional seven awards for their outstanding work on the LED lighting upgrade at Adelaide Oval.
Semnox Solutions wins 2024 IAAPA Brass Ring Award for Best New Product Semnox Solutions, a global leader in providing technology-driven solutions for the entertainment and leisure industry, has shared its acclamation in securing first place in the prestigious IAAPA Brass Ring Award for Best New Product in the Services, Equipment and Supplies category at the 2024 IAAPA Expo.
The IAAPA Brass Ring Award for best new product recognises contributions to the industry throughout different product categories.
Semnox’s Parafait Klassic Pro Kiosk earned the accolade for its transformative approach to ticketing and its streamlining of the guest experience by combining registration, waiver signing and package selection into a seamless self-service process - eliminating long wait times and enabling a unified, efficient sale.
Ticketbooth and Audience Republic partner to introduce new CRM and marketing tools
Ticketbooth, a product of Leap Event Technology, has extended its partnership with all-in-one event marketing platform, Audience Republic to provide clients with access to a suite of tools designed to amplify ticket sales and streamline marketing efforts.
Through the integration of Audience Republic’s platform with Ticketbooth, event organisers have the power to expand their audience reach through gamified referral programs that come in the form of pre-sale registrations, waitlists, competitions and ballots, which in turn drives word-of-mouth marketing, strengthening promotional efforts and therefore ticket sales.
Vanessa Vetrano, Marketing Manager APAC for Leap Event Technology, noted “this integration with Audience Republic’s platform is another step in our commitment to empowering event organisers with the most innovative tools to promote their events and engage their audiences effectively.”
Leap Event Technology continues to lead the way in empowering event organisers with end-to-end solutions, from ticketing to engagement, mobile apps, and cashless payments. Iconic brands like Coachella, New York Comic Con, and the NHL rely on Leap Event Technology products to deliver worldclass event experiences.
The seamless syncing of ticket sales and attendee data from past and upcoming events, means event organisers get access to real-time audience insights and analytics so that they can deliver more effective targeted campaigns through email, SMS, and digital ads.
Contact Ticketbooth on 02 8310 4361, E: support@ticketbooth.com.au, www.ticketbooth.com.au
Contact Audience Republic on E: hello@audiencerepublic.com, www.audiencerepublic.com
STRONG Pilates launches world-first strength training equipment
Fast-growing Australian-born fitness franchise STRONG Pilates has launched world-first strength training equipmentbridging the gap between strength conditioning and traditional Pilates.
STRONG Pilates has introduced a Reverse Spring System built into their exclusive Rowformer and Bikeformer beds - a reformer bed with a rower or bike attached.
The Reverse Spring System has been installed in all STRONG studios globally, with studio trainers leading members through new programming to maximise the benefits of the equipment for continual progress.
A strategic and pivotal moment in STRONG’s journey, the introduction of the new equipment in all STRONG studios globally comes as Pilates ranks number one as the most popular fitness format in Australia and around the world, followed by strength training in number two, according to recent data shared by ClassPass. For more information go to www.strongpilates.com.au
Myrtha Pools’ Breathe technology removes disinfection-by-products from indoor aquatic facilities
Now available in Australia and New Zealand, Myrtha Pools latest innovation has been developed with the purpose of removing volatile disinfection-by-products (DBPs), such as chloramines and halomethanes, from the atmosphere of indoor swimming facilities.
Aimed at preserving pools cleanliness and preventing the onset of diseases caused by a prolongated exposure to DBPs, Myrtha’s Breathe consists of a gutter channel surrounding pool basins with a thin, porous pipe that lies along the base of the gutter. The main gutter is flanked by a secondary gutter and, between the gutters is a suction conduit that sucks the contaminated air from the main gutter, the secondary gutter, and the pool deck.
Since chloramines are dense and rest on the water’s surface, swimmers breathing at the water surface are the most adversely affected. Professional athletes, age group swimmers, children learning to swim and even not so frequent lap swimmers, can all be victims to poor air quality and can suffer short term and long-term negative health effects caused by chloramines build up in an indoor natatorium.
The chloramines being produced within an indoor facility, without effective extraction are likely to eat away at surfaces throughout the facility, causing permanent damage to accessories and infrastructure around the pool as well as permanent damage to the building itself.
Contact Chiara Cenati of Myrtha Pools on 0499 715 085, E: chiara.cenati@myrthapools.com, www.myrthapools.com
New TGL golf initiative names SYNLawn as official synthetic surface partner
The new TGL (TMRW Golf League) competition backed by Tiger Woods and Rory McIlroy has announced Sport Group’s SYNLawn as its official synthetic surface partner.
SYNLawn has installed approximately 2880 square metres of its industry-leading products across the field of play in the custom-built SoFi Center - located in Palm Beach, Florida, USA - that is home to TGL’s upcoming season.
Joining brands including SoFi, Genesis, Businessolver, Best Buy, CapTech, Full Swing and ONEFlight as TGL’s 11th official partner, SYNLawn’s partnership will see its unique system that blends technology and synthetic surfacing used during the innovative golf competition.
Required to meet the standards of the best players in world, TGL conducted years of research to ensure the indoor, synthetic playing surface of the short-game complex was as authentic as possible compared to what players experience regularly on professional tours.
Roller, the software platform for the attractions and family entertainment industry, has welcomed it being placed 20th out of 100 finalists on the latest Australian Financial Review (AFR) Fast 100 list.
With Roller’s purpose to help create experiences that bring joy and happiness to the world - which it accomplishes by connecting attractions venues with technology solutions that combine power with simplicity - the listing recognises the Melbourne-founded business’ remarkable international growth.
Welcoming the recognition, Roller Chief Financial Officer and co-founder, Mark Finn stated “we are thrilled to be recognised on the AFR Fast Global list for the second consecutive year. 2024 has been a remarkable year for us, and this recognition reflects the hard work and commitment of our team, as well as the value we deliver to our community.”
This year also marked the opening of Roller’s new base in Austin, Texas, USA.
The business has over 200 team members in Australia, the USA and the United Kingdom supporting Roller’s support of 30 countries.
The AFR Fast 100 list identifies and celebrates the fastest-growing Australian companies making a significant impact on the global stage.
Playbk Sports partners with Brisbane Bullets to deliver dynamic and accessible learning resources
NBL team Brisbane Bullets has partnered with Playbk Sports, a leading provider of bespoke eLearning and fitness technology solutions, to create Bullets Assist, an innovative Learning Management System (LMS) designed to assist young athletes and educators in achieving success both on and off the court.
Bullets Assist is set to deliver dynamic and accessible learning resources to educators and young athletes across Queensland, fostering skills, passion and holistic development both on and off the court.
It is tailored to service two core groups: PE Teachers and Emerging Basketballers (ages 14-18):
For more information go to www.playbksports.com/
Sky Stadium transitions to energy efficient LED lighting
The Wellington Regional Stadium Trust has advised that Sky Stadium will be lowering carbon emissions and energy consumption as it embarks on the replacement of thousands of existing light fittings with energy efficient LED luminaires across the venue.
After an extensive tendering and selection process, the Trust contracted energy efficiency experts Ecobulb to carry out the Sky Stadium lighting upgrade. Ecobulb’s commercial LED luminaires use about a fifth of the electricity of older lighting technology, which translates to a lower carbon footprint.
