VENUE MANAGER VOLUME 1 NUMBER 1 • 2012
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G C S e h t e d Insi s to keep Sydney's What it take ng sporting heart beati
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CONTENTS NEWS 2 3
New app to recharge hospitality venue sales Australia’s new pay rates, in effect as of 1 July
EDUCATION + TRAINING 4
Back to School
VENUE PROFILE 7
Dare to be different
VENUE MANAGER PROFILE 12
Stuart Barnes CFE
SYDNEY CRICKET GROUND 16
Sydney’s sporting heart
LIGHTING 28
A sparkling Crown
EVENTS 32
Size and location matter in the quest for the perfect venue
FOOD + BEVERAGE 38 40
Food safety is everyone’s business Empower your team with knowledge and watch the benefits flow
RISK MANAGEMENT 44
Risk management in your venue
Editor: Gemma Peckham Design: Alma McHugh Published by:
ABN 30 007 224 204 430 William Street, Melbourne VIC 3000 Tel: (03) 9274 4200 Fax: (03) 9329 5295 Email: media@executivemedia.com.au Web: www.executivemedia.com.au Cover image: Evening artist’s impression of the SCG and Allianz Stadium Master Plan. Image © SCG Trust/Hamilton Lund
TICKETING 50
Curtain raised on real cost of tickets
STAFFING 54
The keys to finding and keeping great people
SPORTSFIELDS 58 62
The grass is greener Where is your topdress taking you?
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News
New app to recharge hospitality venue sales Hospitality venues looking for a carrot to keep their customers spending during hard economic times have a new solution on offer – and it’s so simple you wonder why someone hasn’t thought of it before.
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ervice provider Chargebar has released a free iPhone app allowing consumers to locate the nearest venue to recharge their phone or tablet battery. The Chargebar app finds one of 70 venues housing the service in Sydney’s CBD and surrounding suburbs, as well as Sydney Ferries on the Manly route. High-profile installations include the Golden Sheaf, The Ivy, The Clock Hotel and Cruise Bar.
The company’s research suggests a customer will dwell in the venue for an average of 12 minutes whilst recharging, and a staggering 90 per cent of ‘chargers’ will purchase something while they wait. Each chargebar has eight to 12 charging cables, and caters for 96 per cent of smart phone handsets currently on the market with a lightning-fast charge. Users simply
find the correct charging cables and plug in for as long as they like. ‘Our iPhone app immediately places a bar, pub, club, café or restaurant on the radar and starts bringing new customers through the doors,’ said Jonathon Tanner, Chargebar’s Managing Director, adding, ‘with the last of their battery power they can find a location to recharge their device’. The iPhone app features addresses and opening hours of each store, as well as integration with the 'Maps' app, providing each user with exact instructions on how to find the venue. Chargebars have already proven to be a huge success. The company’s research suggests a customer will dwell in the venue for an average of 12 minutes whilst recharging, and a staggering 90 per cent of ‘chargers’ will purchase something while they wait. ‘We have been stunned at how effective chargebars are at stimulating sales,’ Tanner said, adding, ‘if each “charger” spends just $5 whilst recharging, and the venue records 500 “charges” per month, then the
venue can expect an extra $2250 in sales per month, or $27,000 per year’. These thoughts are echoed by Chargebar's current venues. ‘I see people walk into the venue specifically to use the chargebar every day, and almost every one of them buys a drink,’ said Lucy, a bartender at the Clock Hotel in Surry Hills. Chargebar believes strong adoption of the app will prove to other hospitality venues how much the service is demanded by tech-hungry consumers, and that chargebars will increase sales. Chargebar is currently in advanced discussions with large national hospitality and retail chains, and expects to boost its network by 500 to 1000 venues across Australia in the next three to six months, with the ultimate goal of 10,000 by 2014. The company sees the service one day being as ubiquitous as free WiFi.
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News
Australia’s new pay rates, in effect as of 1 July New Australian pay rates started to take effect as of 1 July – and employers and workers can visit the Fair Work Ombudsman’s website to determine the rates that apply to them.
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he new rates apply to adult and junior employees, trainees, apprentices, employees with a disability and workers employed under piece rates. Fair Work Ombudsman Nicholas Wilson says it is particularly important that employers are aware of the increases and how they affect their businesses. ‘Employers can go to the Fair Work Ombudsman’s website now to determine what the new pay rates will be,’ Mr Wilson says. In accordance with the Annual Wage Review decision by Fair Work Australia in June 2012, the National Minimum Wage increases by 2.9 per cent to $606.40 per week, or $15.96 per hour. The Annual Wage Review decision also increases minimum rates, allowances, casual loadings and penalty rates in Modern Awards and some other minimum wage instruments. Increases in minimum pay rates took effect from the first full pay
period on or after 1 July. The Fair Work Ombudsman has a variety of tools and resources available on its website, www.fairwork.gov.au, to assist employers to determine the correct pay rates for their staff members. Award Finder and PayCheck Plus can help employers determine which Modern Awards apply to their employees, as well as the applicable classifications and pay rates, including base pay rates, allowances, overtime and penalty rates. The latest edition of the Fair Work Ombudsman’s eNewsletter, available on the website, focuses on the Annual Wage Review, providing case studies, checklists, a range of handy tips for employers and details of common misunderstandings. An Annual Wage Review FAQs section on the website provides further detailed information on a range of important considerations. Employers need to be aware that some annually indexed figures also increased in July.
The latest edition of the Fair Work Ombudsman’s eNewsletter, available on the website, focuses on the Annual Wage Review, providing case studies, checklists, a range of handy tips for employers and details of common misunderstandings For example, the high income threshold for Modern Awards increased from $118,100 to $123,300, which may affect Award coverage and access to unfair dismissal protections for some employees. Employers can sign up to receive the Fair Work Ombudsman’s eNewsletter at www.fairwork.gov.au/enewsletter. Follow the Fair Work Ombudsman on Twitter @fairwork_gov_au or find us on Facebook www.facebook.com/fairwork.gov. au. Employers or employees seeking assistance can also contact the Fair Work Infoline on 13 13 94 from 8 am to 6 pm on weekdays. A free interpreter service is available on 13 14 50.
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Education + Training
Back to School
By the Venue Management Association of Australia Andy Otes explains why the VMA’s Venue Management School is vital for career success in venue management.
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he increasing complexity of venue management has seen a growing demand for specialised training across the many aspects of this wide and varied profession.
inception in 1994. Venues, suppliers and service providers to the industry continue to enrol their rising stars and future leaders so they can learn about the many aspects of this vibrant and exciting industry.
In support of this, the Venue Management Association (Asia and Pacific) offers the Venue Management School (VMS). The school provides an intensive, industry-specific, nationally recognised and accredited qualification: a Diploma in Venue and Event Management. This is issued under the National Qualifications Framework (NQF) by TAFE New South Wales.
Students have the opportunity to learn from the best in the business, to focus on their industry’s future as well as their own, and to form career-long relationships with industry colleagues and possible future employers.
The VMA’s acclaimed two-week course has flourished since its
Venue Management Association (VMA) General Manager Karen Windram explains, ‘the VMA proudly offers the School each year as our major investment in the future of our industry.
‘Many venues and companies that service the venue industry continue to send students every year, recognising that this is the best way for their staff to get a thorough grounding in all areas of venue management. And we continue to be blessed with the brightest and the best leaders of our industry who give their time freely to instruct at the School.’
The only industry-run school of its kind in Australia With a curriculum designed by industry leaders specifically for the industry, the focus of the School is on providing practical, immediately actionable career skills.
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Education + Training
Many students come from venues such as exhibition centres
'All subjects are conducted by acknowledged industry experts within an academic environment that also offers substantial business networking opportunities.'
Its purpose is to provide a learning platform where students can upgrade existing skills and acquire new ones that enable them to follow industry best practice. Essentially intended for middle management, the program sets out to nurture and encourage the emergence of the new talent essential for the industry’s professional growth. All subjects are conducted by acknowledged industry experts within an academic environment that also offers substantial business networking opportunities. To ensure that students benefit from the world’s best industry thinking, instructors and students come from across Australia, New Zealand, the United Kingdom, the United States, Canada and Hong Kong.
The School participates in an instructor exchange program with the International Association of Venue Managers’ (IAVM) Venue Management School in the United States, and is grateful for their ongoing professional involvement. All instructors are industry experts in their own right, and are from a diverse, extensive range of backgrounds in venue management. Core subjects covered include dealing with boards and governments, business communications, financial management, contract law, leadership, problem solving, strategic business planning, customer relations, sales and marketing, and risk management.
Who needs the School? Typical students come from such venues as performing arts centres, convention and exhibition centres, arenas and stadiums. Anyone seriously interested in furthering their career in venue management would be well advised to attend the School. There is also increasing interest from government and privately operated aquatic, recreation and sport facilities, theme parks, race tracks, councils, universities and major sporting codes, while participants
from venue-affiliated industries also stand to benefit.
Typical graduate achievements As the venue management school enters its 19th year, many graduates have gone on to be senior executives at major national sporting teams, high-profile stadia and arenas, entertainment and performing arts venues, and major industry supply companies and service providers. Some graduates have developed their own successful private companies, benefiting from the contacts made through the School and the industry in general. Others have gone on to work on some of the largest sporting events in the world, including the Olympic Games, Rugby World Cups, Commonwealth Games and more. Graduation from the course is much more than just a paper credential; it is about specialised knowledge and enhanced skills that can be put to immediate use. Senior figures who back the school include VMS Chair and Managing Director of VIPeople, Anthony Duffy, and VMA President and Chief Executive of the Melbourne and Olympic Park Trust, Brian Morris.
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Education + Training
'the modules cover such vital aspects of venue management as box office and ticketing, catering, contract law, customer relations, financial management, information technology, project management and tendering, risk management, sales and marketing, strategic business planning, dealing with boards and governments, industrial relations, leadership and problem solving, media relations, negotiation skills and more.'
Duffy explains, ‘the School’s program targets talented middle management people and prepares them for more senior management roles. The School has proven to be a valuable element in the succession plan of many well-managed organisations in the venue industry.’
The emphasis is on hands-on transmission and reinforcement of practical knowledge, rather than passive lecturing to students who may miss essential points in the material covered.
Morris adds, ‘as President of the VMA and CEO of a major venue, I see the School as a high priority in the development of our people. An industry-based School, the VMS offers a unique opportunity to learn from industry leaders and experts in their field.’
The preview and workbook mode ensures that each participant commences the course with a comfortable mindset that maximises their ability to absorb the essential knowledge they need. And the workbook becomes more than just a course ‘souvenir’ – it remains a practical workplace manual of great and lasting value.
The program hits the ground running
A two-step program with practical benefits
To prevent time often wasted in orientation and setup, participants receive course notes online before the School starts, so they can preview the material and familiarise themselves with it.
The School is a two-year program with various subjects delivered over one week. This enables the knowledge and skills learned in the first module to be put into practice before more are added.
Most importantly, each participant arrives at the course completely ready to take part and begin learning immediately, having received a complete grounding in what will be covered.
It means the knowledge is more effectively assimilated, leading to better long-term outcomes than with old-style ‘cramming’.
This means the program’s context has been set and no time is wasted on reviewing prerequisite materials.
Students complete an exam at the end of each year; to graduate, they need to attend all classes and pass both exams. Before returning for the second year of tuition, students are required to
complete an assignment set by TAFE New South Wales to ensure that on completion of the second year they graduate with the Diploma in Venues and Events.
The two-year curriculum summarised The breadth and scope of the course is nothing short of amazing, considering that each module is completed in a single week. Typically, the modules cover such vital aspects of venue management as box office and ticketing, catering, contract law, customer relations, financial management, information technology, project management and tendering, risk management, sales and marketing, strategic business planning, dealing with boards and governments, industrial relations, leadership and problem solving, media relations, negotiation skills and more. The 2012 VMA program runs from Sunday 11 to Friday 16 November inclusive, and is to be held at the Hyatt Regency Sanctuary Cove on the Gold Coast. Enrolments close on 6 August 2012. For more information, contact School Coordinator Maria Lamari on (0)7 3840 4777, maria@vma.org.au, or visit www.vmaschool.com
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Venue Profile
Dare to be different By Mark Connolly, Sydney’s Unique Venues Association
Ben Lexcen Terrace, Australian National Maritime Museum. Photography by Rasha Photography
Building the ‘wow’ factor into an event is increasingly important for event organisers. Budgets are tighter, media coverage is harder to gain and audiences are arguably more sophisticated in what events they choose to attend. Free food and alcohol, while attractive to some, may not give you the audience and cut-through you want or need.
This is where unique venues can help organisers meet their objectives.
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nique venues each have their own character and charm. Many are icons and landmarks that offer a great alternative to traditional function centres and hotels. Often the unique venue will offer sparkling views, educational and historical value or beautiful gardens and outdoor facilities. Importantly, a unique venue can provide you with a hook to instantly gain your potential guests’ interest. We have all made decisions on what event we will attend based on the location, the views and
what else we may experience while attending. Walking up the stairs of Sydney Town Hall into the Centennial Hall or into the grand foyer of GOMA in Brisbane is a much more exciting prospect to the invitee than walking into a foyer of a large hotel (and some hotel foyers are very beautiful) looking for the ballroom. A unique venue can also provide a positive brand alignment for the company or product. Many unique venues by their very nature are involved in the arts, culture or research, or hold strong positions on important social issues. By delving deeper into the background of a unique venue, what it does and stands for, or even its history, event
Many unique venues have state-of-the-art audiovisual facilities, and over the last decade have made significant investments in these areas deliberately to attract the function and event market. organisers can align their product or services with a venue that matches their brand positioning. As an example, hosting your event at an art gallery shows your guests that you support the arts. For certain industries, like the finance sector,
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Venue Profile
SMC Conference and Function Centre, Sydney
Not all events are about fun. Often a more corporate environment is required, and with a little imagination and the power of Google you will be surprised by how many places you never thought would have a theatre or similar presentation room. aligning your events with your audience is critical. Using unique venues also often goes a long way in helping to support the venue organisation to meet their goals. For the Historic Houses
Trust, based in Sydney, the event and function business is now their largest source of self-generated income and contributes significantly to their mission, which is to care for significant historic places and buildings. For Sydney’s Unique Venues Association (SUVA), one of our criteria for membership is that the provision of functions is not a core component of the business. SUVA was formed for, and is still is very much focused on, promoting unique venues and helping these organisations to raise their profile and, in some cases, muchneeded funds. Many unique venues have stateof-the-art audiovisual facilities, and over the last decade have made significant investments in these areas deliberately to attract the function
Think Pod, UNSW CBD Campus, Sydney
and event market. If they don’t have exactly what you require, they will certainly have suppliers that are familiar with the venue. Remember that really big screen at your local sporting arena? That could be used to promote your company message as 500 guests dine in the members’ dining room. It beats an eight by 10inch screen any day. It would be remiss not to mention that unique venues may not be suitable for all events. A high-level corporate presentation may not work in a venue that is open to the public or is known for musical performances in the adjacent room. Not all events are about fun. Often a more corporate environment is required, and with a little imagination
Opera Point Marquee, Sydney Opera House
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Venue Profile
Unique venues can be a lot of fun for your guests. Dancing under a dinosaur, watching a shark pass by or taking a Segway tour through Sydney Olympic Park will be something that everyone remembers.
and the power of Google you will be surprised by how many places you never thought would have a theatre or similar presentation room. Universities are the prime example of a unique location that you can guarantee will have the right facilities.
experiences are what unique venues can provide, and that means your event is talked about long after it has ended. Add a great social media campaign to the mix and you will have people begging or bribing you to be at your next product launch.
Clients need to be up-front with unique venues about what they want from a venue and the objectives of the event and, more importantly (and I can’t stress this enough), venue managers need to let the potential client know what they can and can’t achieve. Recently I was approached about hosting a large Christmas party, and I made it clear from the beginning that we may not be able to host it or allow early access due to other competing priorities – like the 3000 visitors during the day. Being up-front means that the event company and I are now working on solutions to make the event happen. It might sound obvious, but clear communication in the beginning will make life a lot easier for all parties in the long run.
If you look a little closer you’ll see that by using a unique venue you have a win-win situation. You create a unique event experience for your company or client, you may be helping to support a worthwhile organisation, you will have a strong chance of meeting audience targets and people will talk about the event.
Unique venues can be a lot of fun for your guests. Dancing under a dinosaur, watching a shark pass by or taking a Segway tour through Sydney Olympic Park will be something that everyone remembers. Have you heard of that exhibition everyone is talking about, with long queues out the door? That might be the perfect opportunity for you to entertain your clients. These sorts of premium
So next time you walk into a gallery, go to the footy, or admire an old sandstone building, remember that they might be the perfect locations for your next event. Mark Connolly is President of Sydney’s Unique Venues Association www.suva.com.au and oversees the venue operations at the Australian Museum, Sydney.
Australian Museum, Sydney © Australian Museum
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Company Profile
PRG show drapes
Trusted quality – proven quality and reliability are the reasons Australian’s world-renowned arts institutions, theatres, television studios, films and specials events have made PRG their leading source for custom-sewn drapes, screens and backdrops.
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anufactured to the highest standards of workmanship, PRG’s expert team has years of experience handling and sewing the most specialised fabrics available. Working closely with the world’s leading manufacturers of fabrics, we select materials based on quality and durability and offer the most unique selection of fabrics.
ADVANCED FABRICS
Understanding that each fabric has its own properties and functions, we source a wide range of products globally to provide our clients
with the right material for every requirement. PRG’s ongoing efforts to advance fabric technologies include researching, developing and testing new fabrics, manufacturing fabrics and implementing best practices of workmanship. We have set an industry standard with the innovation of our black wool drapes. Our flagship fabric, made to PRG’s own exacting specifications, is ideally suited to theatre and television, acoustic and reduced mode applications. Made from 100 per cent Australian wool, this heavyweight fabric, 530
grams per square metre, has the extra density to provide excellent acoustic dampening and maximum light blocking.
Our state-of-the-art, spacious facilities can handle any size drapery project. Our skilled staff, who have decades of combined experience, work on only the highest quality machinery.
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Company Profile
We are proud to earn the trust of our clients with results that are on time, on budget and surpass expectation. Our reputation is sewn into every drape. We control the manufacture of our wool material to ensure that it is free of impurities or nylon fibres. This purity of fabric makes PRG’s black wool drapes inherently flame retardant without the need for chemical treatments and meets the Building Code of Australia requirements.
RELIABLE EXPERTISE
Our state-of-the-art, spacious facilities can handle any size drapery project. Our skilled staff, who have decades of combined experience, work on only the highest quality machinery. We have pre-hang capabilities in our shop, as well as compressed air cleaning, so that every drape is handled and delivered in pristine condition. PRG is second to none in experience, facilities, quality of materials and workmanship, innovation of materials and range of fabrics. We are proud to earn the trust of our clients with results that are on time, on budget and surpass expectation. Our reputation is sewn into every drape.
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Venue Manager Profile
Stuart Barnes CFE Venue Manager talks to the industry’s latest Certified Facilities Executive, Stuart Barnes, General Manager of the WIN Sports and Entertainment Centres in Wollongong.
seat Northern Grandstand in WIN Stadium, and is now settling in the new Western Grandstand, which was opened on 15 June 2012. Stuart is a current Venue Management Association Council member and has been proud to represent the regional and smaller venues at the VMA. He is keen to continue working with the VMA Council to grow recognition and professionalism in the VMA and the broader venue management industry. Stuart Barnes
A
t the 2012 Venue Managers Association Annual Congress, held on the Gold Coast at the end of May 2012, Stuart Barnes, General Manager of the WIN Sports and Entertainment Centres in Wollongong (WSEC), was certified by the International Association of Venue Managers (IAVM) as a Certified Facilities Executive (CFE). Stuart is the General Manager of Wollongong’s 6000-seat WIN Entertainment Centre and the now-adjacent 22,000-capacity WIN Stadium. He was responsible for the implementation of the WEC in 1998, its systems and operations and final fit-out. In 2002, Stuart oversaw the construction of the 6000-
As a prestigious international venue management certification, CFE is awarded to acknowledge professional achievement and accomplishment in the management of public assembly venues. The process of certification involved four separate qualifying processes, undertaken over a five-month period. Stuart joins a relatively small group of nine other venue managers in Australia – most from the major capital city venues – that hold this certification. Stuart says, ‘I am immensely proud of being awarded this certification, especially when the other CFEs are some of the most admired venue managers in this country. I believe that this certification demonstrates to users of the WSEC venues that the members of staff that are there to
The CFE designation says three important things about a facility executive: that he or she is a skilled manager, is committed to the industry, and has pledged to continued professional growth and development. assist them in their event are of the highest standard.’ The Certified Facilities Executive program was initiated by IAVM in 1976 to recognise excellence in the professional development and competence of managers of public assembly facilities. The CFE designation says three important things about a facility executive: that he or she is a skilled manager, is committed to the industry, and has pledged to continued professional growth and development. Managers who earn the CFE designation are recognised, by those inside and outside the industry, as experts in their profession. The basic purpose of the voluntary certification program is to provide additional incentive for professional improvement in public assembly facility management, to assure recognition for those who attain
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Venue Manager Profile
NRMA AGM at WEC – 2004
certain specific standards, and to lead toward development of a full professional status in the field of public assembly facility management. Stuart is now in his 14th year at the WIN Sports and Entertainment Centres and has just overseen the opening of the new Western Grandstand at WIN Stadium – the latest in a series of milestones – while working at the WSEC.
Disney On Ice at WEC
The new grandstand adds 6000 new seats to the WIN Stadium facility, with new media, corporate, ticketing, access and egress, player facilities and leased spaces outside the Grandstand, with the latter activating the adjacent street and providing essential nonevent-based revenue to the WSEC. The challenge for many venues is that those totally dependent on event hosting can experience wild fluctuations in income. Diversification
of business opportunities that are not event-dependent can ensure that the enterprise creates a revenue base that can sustain the organisation if events cannot be attracted. Examples of this type of revenue include leasing of spaces, advertising opportunities, joint ventures, loyalty clubs and supply rights payments.
Cold Chisel at WEC 2 - Nov 2011
The new WIN Stadium function rooms are designed to provide standalone event spaces for all types of functions and, through a specially designed air-bridge, they are joined to the existing function rooms and the adjacent WIN Entertainment Centre. The WEC, as well as hosting concerts, indoor sports such as NBL Basketball, and many other events, is also well used as a meetings, conference and exhibition facility. With the new function rooms, the WEC has at its disposal eight breakout spaces, making the facility eminently suitable for major conferences of over 500 visitors.
Auditorium Dinner at WEC
The WIN Sports and Entertainment Centres (WSEC) are located in the Illawarra, a region that has a population of about 370,000, but which has 1.5 million people within one hour’s drive. Stuart is well aware of the regional economic benefit that his venues have on the Illawarra region. The new Western Grandstand will increase the annual economic benefit created by the WSEC venues from $28 million to $35 million per
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Venue Manager Profile
Dragons v Bulldogs at WIN Stadium – June 2012
Clients/hirers rely on their patrons/ticket buyers having a safe and comfortable (and thus enjoyable) experience, so they will return to the clients’ events. Venue managers must never forget that without clients, venues do not have a full diary!
year, and the employment benefits of WSEC events will increase from 271 to 350 full-time employees per year. When this economic benefit is added to the social and environmental benefits that venues create, the value that venues and venue managers create is significant.
our work, professional attitude and enthusiasm for our venues (and the events we host) that make it possible for our people to be entertained, enthused and excited.’ As a person who has been involved in both the events and venue management industries over many years, Stuart is immensely proud of the venue management profession. He contends that venue managers are the people who ‘make things happen’, who allow dreams to come true and who provide the locations for people to come together, as communities. He asserts that in essence, the venue manager’s role is to provide a safe, comfortable, efficientlymanaged facility that enables people to watch or participate in as wide a variety of forms of recreation, sport and entertainment as possible.
The safety of artists, staff, contractors, clients and patrons is the most important tenet of venue management. Risk assessment, risk management, observance of Work Health and Safety requirements, and attention to safety details should drive event-hosting activities at every event. Comfort considerations include the implementation of high standards of cleanliness, hygiene, maintenance, airconditioning, lighting, audio, access, traffic management and catering. Efficiently managed means taking all possible means to provide a viable venue, responsive client relations, active marketing and frequent community access. Clients/hirers rely on their patrons/ ticket buyers having a safe and
During his career in events and venue management in Australia over the last 32 years (16 of which have been as the CEO of a venue), Stuart has never ceased to be excited as he watches a venue full of people gaining huge enjoyment from watching sport or entertainment in the facility he manages. Stuart says: ‘I have said to my staff, on many occasions, that these people would not be here having the time of their lives if it was not for us! It is
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Venue Manager Profile
comfortable (and thus enjoyable) experience, so they will return to the clients’ events. Venue managers must never forget that without clients, venues do not have a full diary! Venue managers provide our ‘home towns’ with somewhere for our communities to ‘celebrate, commemorate and recreate’. In days gone by, a community came together in their market square, village hall, church or cathedral. In fact, cities ‘came of age’ when they had a cathedral built there. Today, that coming of age occurs more often when a city builds large facilities such as a stadium or an arena. The investment of the public or private authorities in major public assembly facilities can only be properly returned if the venue is efficiently managed, ensuring maximum occupancy and safe operation. It is the venue managers, operating with their expertise, who make this happen. Through our efforts, the venues provide somewhere for event organisers to present their events – without our venues, the bands cannot tour here, the plays cannot be presented here, and the teams don’t play in our communities. Most communities rely hugely on their local teams to lift morale and generate community spirit. Without
a venue to play in, they would not be there! When we host an event, the list of businesses that benefit ranges from restaurants, bars and food and beverage outlets, to hotels, transport companies, shops, and even small businesses such as the newsagent on the corner and the hot dog vendor. The WSEC hosts the region’s national rugby league and basketball teams. Without their venues, the local community supporters and members would have no team to follow. In addition, the economic value generated by major league teams is significant. A venue manager’s most important role is to provide the atmosphere and environment in which the venue can be managed in the most professional, efficient and effective manner, with all staff, contractors and suppliers providing excellence in all facets of service delivery. Above all, venue managers must act as leaders, providing an example of commitment, best practice and passion for the organisation. It is all about: ‘So goes the leader, so goes the group’. Good venue managers ‘walk the talk’, engaging with staff and sharing their experiences, be they challenges or triumphs. By not expecting others
to do anything the manager would not do, the manager can truly lead the team. As providers of facilities, venue managers can be very proud of the rich contributions to their communities. Through careful and professional management – providing facilities that are safe, attractive, comfortable and efficient – venue managers ensure that entertainment, sport, conferences, functions, cultural activities and meetings can exist in their communities, through providing somewhere for events to be staged. Venue management has been around for thousands of years, from the Colosseum in Rome, to the Globe Theatre in London, to kabuki theatres in ancient Japan and the Sydney Opera House today – the managers of these venues remain the ‘makers of dreams’. As such, our responsibilities are many… but our rewards can be great!
Further details are available from Stuart Barnes on 02 4220 2800 or 0417 650 510.
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Sydney Cricket Ground
Sydney's sporting heart The Sydney Cricket Ground and Allianz Stadium (formerly the Sydney Football Stadium) are the heart of Sydney’s central sports precinct. This is where sporting dreams and experiences come alive and are embedded into Australian culture and folklore.
Allianz Stadium when the Wallabies played Wales in the third Rugby Union Test.
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Sydney Cricket Ground
T
he fans' adrenalin rush and excitement generated by the unrivalled atmosphere at cricket Tests, Wallaby internationals, NRL and A-League finals and Sydney Swans home games is legendary. Parents recall their SCG experiences with their children, who in turn aspire to one day play at the ground. It is where sporting dreams are created.
Surrounding these two worldclass international venues are the administration offices of the Australian Rugby League Commission, NSW Waratahs, Sydney Swans, Sydney Roosters, Cricket NSW, Sydney Sixers, AFL NSW/ ACT, Sydney FC, Delaware North Companies Australia, Stadium Orthopaedic and Sports Medicine Centre, and travel agency FanFirm.
The SCG was established on the former 1852 Garrison Ground behind Victoria Barracks, while Allianz Stadium was built in 1988 on the site of the old Sydney Sports Ground.
Wander into the Gold Members' café, Azure, on any given day and you will see a galaxy of Australian sports stars including Michael Clarke, Adam Goodes, Wycliff Palu, Mitchell Pearce and Brett Emerton socialising and grabbing a quick bite after a training session.
The grounds have been managed by a public trust since 1877. In 1951, they were brought under the control of one amalgamated trust – the Sydney Cricket and Sports Ground Trust. Trustees consist of leading Australian businessmen and businesswomen, and highly respected former Australian sportsmen such as Stephen Waugh, Stuart MacGill (cricket) and Ken Catchpole (rugby union). The Trust operates under Chairman Rodney Cavalier AO, and the management is headed by Chief Executive Jamie Barkley.
Both the SCG and Allianz Stadium operate and host events 12 months of the year. The SCG plays host to international and domestic cricket, Sydney Swans home games and scheduled NRL games while the Wallabies, Kangaroos, Sydney Roosters, Wests Tigers, NSW Waratahs and Sydney FC call Allianz Stadium home. Additionally, the grounds regularly stage major outdoor concerts such as Coldplay, Bon Jovi, Robbie Williams, Foo Fighters, George
Michael and Sound Relief, plus extravaganzas such as the Edinburgh Military Tattoo. In total, the grounds host nearly 100 sports and concert events each year, attracting approximately 1.5 million visitors. Mr Barkley said the Trust is focused on delivering a memorable fan day experience at every event. ‘The SCG and Allianz Stadium enjoy a world reputation – one that we are determined to maintain. In order to meet the expectations of passionate fans, the Trust continues to significantly invest in upgrading facilities while our vision, through the Master Plan, aims to deliver a sports precinct that will be the envy of the world,’ he said.
New stand for the SCG
T
he Sydney Cricket Ground is undertaking a major redevelopment, with construction of a new state-of-the-art modern pavilion that will replace the M.A. Noble Stand, the Bradman Stand and the Dally Messenger Stand at the northern end of the ground.
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Sydney Cricket Ground
The new stand is stage two of the SCG’s Master Plan, and follows the opening of the Victor Trumper Stand – stage one – in 2008. The SCG’s seating capacity will increase to approximately 48,000 at a cost of $186 million. The stand’s modern pavilion architectural style will complement the Members Pavilion and Ladies Stand and will be finished ahead of the Ashes Test match between Australia and England in January 2014. The new four-level stand will offer spectators superior viewing and first-class facilities, and will further enhance the SCG’s unmatched atmosphere. Seats will be closer to the field of play. More seats will be undercover – some 85 per cent – and no views will be obstructed.
The new video screen will be the largest in any Australian sports ground and there will be a grand atrium entry, with escalator, located next to the existing heritage-listed Clock Tower. The dining rooms and bar areas will have a wholly new approach, including a roof terrace that offers spectacular City of Sydney views. The iconic Clock Tower will be retained, and will provide al fresco dining and boutique bars. A new microbrewery will also be a feature of the new development, and new facilities for AFL players and the media will be provided. SCG Trust Chief Executive, Jamie Barkley, said the completion of the Northern Stand would have wideranging benefits and continue the ground’s evolution. continued on page 20
SCG hospitality in the Steve Waugh Room at the SCG.
Australian captain Michael Clarke’s acknowledges the crowd when scoring 329 not out against India in January.
Ladies Stand (left) and Members Pavilion during the SCG’s 100th Test last January.
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Company Profile
Cleaning that bowls you over The Challenge
The Sydney Cricket and Sports Ground Trust (SCG) has always faced the challenge of cleaning up after 46,000 sports fans. The dynamic and fast-paced nature of the venue required a wealth of experience and involvement from a cleaning partner that could present the facility as world-class.
The Solution
Quayclean – specialists in event cleaning and presentation – are recognised for their speed, flexibility, commitment and proactive approach to any undertaking. Quayclean tailored a solution that addressed the intricacies of this heritage-listed site and iconic sports ground, ensuring the highest standard of presentation before, during and after each event.
The Outcome
Quayclean’s team of experts pinpointed SCG’s challenges and issues to implement a tailor-made cleaning, presentation and waste management solution. From specialist equipment for non-slip flooring, to a flexible workforce, Quayclean is results-driven, maintaining a very hands-on approach to delivering a first-class venue. From day one, Quayclean provided swift, clear and concise communication to the SCG and cleared any hurdle in their way. So what happened next? Put simply, they were bowled over… 'It was an important event for the Trust, marking the 100th Test Match at the SCG. Your (Quayclean) assistance to ensure that the SCG was presented at the highest standard each day for
Members and the public was much appreciated.' Jamie Barkley, Chief Executive Officer 'In the 10 years I have been working at the SCG I have never seen the place so clean and in themMembe’spPavilion they have even dusted and cleaned all the pictures!' Ward Hillier, Tour Coordinator Don’t let your patrons be caught on a sticky wicket. Contact Quayclean today to see how their partnering, innovative and flexible approach can win you the game. Phone 1300 897 117 or visit us online www.quayclean.com.au
Hit your
cleaning
requirements for six Our services have grown well beyond the delivery of cleaning alone. We are seen as strategic partners that deliver significant benefits in presentation, risk management, venue set up arrangements and environmental results to our customers.
Be bowled over by the Quayclean approach. Contact us today on 1300 897 117 or visit our website quayclean.com.au
CLEANING PARTNERS
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Sydney Cricket Ground
Azure Café in full swing. continued from page 18
‘The new stand will offer a more dynamic experience for spectators. [It] will enhance spectator comfort and intensify the SCG’s great matchday atmosphere and rich sense of tradition,’ said Mr Barkley. ‘The new stand will provide the people of New South Wales and Australia with a wonderful legacy, and help attract the biggest and best events to Sydney, while providing multiple economic impacts that each run into the hundreds of millions.’ As part of the development, there will be an emphasis on improving the relationship between the new stand and the surrounding landscaping. ‘The lawns at the back of the Members Pavilion will be extended to the north, and the existing Walk of Honour will be retained and its profile increased. The stand’s atrium entry is aligned to address the historic Members and Ladies Pavilions, and the Walk of Honour,’ added Mr Barkley.
SCG TRUST MASTER PLAN
T
he SCG Trust has grand visions for a Sports Central precinct that incorporates and links the SCG, Allianz Stadium and surrounding lands into an exciting sports and entertainment hub for spectators, within minutes of the Sydney CBD.
The Trust’s Master Plan is the developmental blueprint that will see continuing generations of sports lovers and concertgoers experience, in a high level of comfort, the passion, atmosphere and history of yearround live events at both the SCG and Allianz Stadium. The new Northern Stand at the SCG, which follows the construction of the Victor Trumper Stand, is the second stage of the SCG’s revitalisation. In time, and with appropriate funding, facilities within the Members Pavilion (circa 1886) and Ladies Stand (circa 1896) will be improved and upgraded without altering the signature charm of these iconic stands. Plans are also underway to redevelop the Brewongle and Churchill Stands on the western side of the SCG to accommodate a stand similar in design to the new Northern Stand. This development would include new player facilities and administration headquarters for the Sydney Swans and their members, plus corporate, AFL media and public facilities. Ultimately, the redevelopment of the O’Reilly Stand on the eastern side would be the SCG’s final capital works Master Plan project. In recent years, Allianz Stadium has undergone refurbishment, and
capacity is now 46,000. The Trust is investigating further upgrades, including to the stadium roof and a new LED façade mesh, which would allow the exterior to change colour to suit the home team. Connecting the SCG and Allianz Stadium would be a new plaza that allows direct public access between Paddington and Moore Park. It is planned that the Sports Central Plaza would be a new public space and become a live site – complete with video screens – on event days. Improved parking, transport and pedestrian access are also Master Plan features. The current MP1 car park at Allianz Stadium would be developed into a two-level, 1600-vehicle car park with public rooftop plaza, while a 2500-vehicle underground car park, with regenerated parklands and playing fields, are earmarked for the western side of Anzac Parade. Parking of cars on these parklands would be removed. Pedestrian bridges over Anzac Parade and South Dowling Street would link up with new and improved pedestrian links to Central Station and the CBD. These bridges would also link with pedestrian walkways to the SCG and Allianz Stadium through the Moore Park east parklands. continued on page 22
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Company Profile
Innovative design for a lasting legacy
C
ox Architecture is a recognised leader of innovative and sustainable architecture, evidenced by numerous awards including the Australian Institute of Architects’ 2011 National Award for Public Architecture for AAMI Park. With offices throughout Australia and Abu Dhabi, Cox Architecture employs over 400 professional staff across a range of disciplines, providing a design-led approach to the delivery of public assembly architecture. Cox Architecture are currently working on Australia’s major sporting venues: the Melbourne Cricket Ground, Sydney Cricket Ground and Adelaide Oval. These projects are seeing the development of new and refurbished facilities that will set the benchmark for sporting facilities in
Australia for years to come.
Sydney Cricket Ground
The Northern Stand redevelopment is the first project of the masterplan being developed by the Sydney Cricket and Sports Ground Trust and the second stage of the SCG redevelopment. Cox Architecture’s design proposal will reinforce and rejuvenate the timehonoured traditions and character of the world-famous SCG. The new Northern Stand will be designed as a pavilion to complement the SCG’s legacy and heritage. In its role as lead architect, Cox Architecture will provide the next evolution of stadia design in Australia
to create a lasting legacy for the city of Sydney. The Northern Stand redevelopment will celebrate the heritage of the SCG while showcasing the next evolution of stadia design and leading the future of cricket and Australian Rules football. For more information contact: rebecca.gaylor@cox.com.au www.coxarchitecture.com.au
SYDNEY CRICKET GROUND
A TAILORED SOLUTION FOR ALL SPORTS
For further information contact: rebecca.gaylor@cox.com.au www.coxarchitecture.com.au
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Sydney Cricket Ground
The Edinburgh Royal Military Tattoo at Allianz Stadium. continued from page 20
Transport links would be upgraded to include a new light rail mass transit system, which would operate from the CBD to the southern suburbs and run through the heart of the Moore Park precinct.
CORPORATE HOSPITALITY
T
he SCG Trust is in the unique position of being able to offer wide-ranging hospitality options across two separate world-class venues 12 months of the year. Central to the hospitality program is versatility and flexibility. Corporate hospitality packages are available for private suites of 20 people, boxes for eight and 10 people, as well as clubs and dining rooms either on an annual or casual basis at both venues. At the SCG, the 500-seat Steve Waugh Room and 250-seat Arthur Morris Room are new state-of-the-art function rooms located in the Victor Trumper Stand. They offer premium event seating with sweeping views across the ground to the majestic Ladies Stand and Members Pavilion, which are framed by the Sydney CBD skyline. Additionally, the Spinners Club in the Churchill Stand and the Brewongle Stand Trust Suite provide stunning views of the ground in a relaxed, informal club atmosphere.
The SCG and Allianz Stadium each offer the Premier Club, which comprises stylishly appointed executive lounges featuring indoor and outdoor covered balcony seating with panoramic views over the playing field. The Premier Club includes a buffet menu and bar for each event. With transferable membership and the option to purchase guest passes, the Premier Club provides all the benefits of corporate hospitality, while financial and organisational commitments are suitable for smaller businesses. Private suites and open corporate boxes at the SCG and Allianz Stadium are among the best in any stadium as they are close to the field of play. Private suites offer exclusivity and comfort within an indoor/outdoor entertaining area. Each suite is fully equipped with a flat screen television, private bar, flexible catering options and comes with its own dedicated steward. The new Northern Stand, now under construction at the SCG, will offer a 242-person corporate area and a 700-seat dining room and lounge area, offering field of play views to the south, and the CBD skyline to the north-west.
MEMBERSHIP
T
he SCG Trust offers three types of year-round memberships, namely SCG Membership, Gold and Platinum Memberships. Currently there are almost 20,000 members of the venues, with cricket and rugby union the most attended sports. SCG Membership, which was first developed in 1877, offers access to all International Test, One Day and Twenty/20 cricket matches at the SCG, all NSW Blues Sheffield Shield and limited-over domestic matches, plus all Sydney Sixers Big Bash home games. During the winter months, members can watch the Sydney Swans’ home SCG games and NRL games when scheduled for play at the SCG. Members can enjoy a wide range of facilities in the historic Members and Ladies Pavilions, while state-ofthe-art facilities will be included in the new Northern Stand, which is currently being constructed to replace the Noble, Bradman and Messenger Stands. Gold and Platinum Membership entitles members access to all games played at the SCG and at Allianz Stadium, including Wallabies and continued on page 24
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Company Profile
Hands-on service brings recognition
B
arnwell Cambridge has a reputation as being one of Australia’s leading electrical and data communication specialists, having completed a number of major projects. The company was formed in July of 1988, and since then has experienced a steady growth, now employing more than 160 full-time trusted staff members in the company's electrical and data communications division. Barnwell Cambridge has the ability and experience to deliver a complete electrical, communications and IT solution to meet the customer’s specific needs. They have a proven track record in undertaking major
projects and providing ongoing services. Barnwell Cambridge has extensive experience and expertise in all types of projects including commercial developments, refurbishments and upgrade works, data centre builds, multi site rollouts, retail, tourism, leisure, government, sporting and recreation facilities including the new Sydney Showground upgrade, as well as the Moore Park sporting precinct (Sydney Cricket Ground and Sydney Football Stadium). Barnwell Cambridge has worked alongside the SCG Trust for a number of years. In this time they have completed a number of key projects
With over 20 years' experience in the Australian electrical industry, today the organisation has earned a hard-won reputation for quality and commitment to successfully completing difficult projects. The company employs a loyal and dedicated staff with the diverse range of skills necessary to stay abreast of the rapidly changing technology that is the electrical industry today. The Directors maintain a hands-on philosophy and are committed to providing the best value for service in the marketplace, with the ultimate goal of being recognised in the industry.
for the SCG Trust, with the company also providing a range of ongoing maintenance services. Barnwell Cambridge prides itself on the work that they undertake, with proof of their success in the longstanding relationships the company has with many trusted clients, such as the SCG Trust. For more information; Barnwell Cambridge PTY LTD 9 Subway Road, Rockdale, NSW 2216 Ph +61 2 9556 1666 Fx +61 2 9556 1566 admin@barcam.com.au
The company has extensive experience and specialises in all types of industrial, commercial projects, high voltage installations and sporting facilities .
Structured cabling solutions can also be offered through its subsidiary company, JCB Communications Pty Limited, who have the expertise and resources to carry out major voice/data installations with full systems accreditation.
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Sydney Cricket Ground
Artists impression of the new Northern Stand at the SCG at a Sydney Swans game. continued from page 22
Socceroos international matches, home games played by the NSW Waratahs (Super Rugby), Sydney FC (A-League) and the Sydney Roosters and Wests Tigers (NRL), and NRL finals matches. Additionally, Gold and Platinum Members have full use of the Stadium Fitness Centre, Azure Café and the tennis and squash courts. The Trust also has negotiated reciprocal members’ rights domestically with the MCG, Gabba, Bellerive Oval, Adelaide Oval, WACA and Australian Turf Club, and internationally with The Oval and Lord’s in England, Queen’s Park in Trinidad and the Kelvin Grove Club in Cape Town.
HERITAGE
O
ne of the SCG Trust’s core values, which underpins its operations, is heritage – where the Trust honours and pays tributes to its past, its rich traditions and to those sportsmen and women who have provided great excitement and joy to generations of spectators. Stands at the SCG have been named after legendary sportsmen Don Bradman, Victor Trumper, Monty Noble, Bill O’Reilly, Dally Messenger and Clive Churchill, while the Nick Shehadie Stand is located at Allianz Stadium. Doug Walters, Arthur Morris, Steve Waugh and Alan Davidson have major function and dining rooms named after them at the SCG.
SCG Head Curator Tom Parker on the 1924 Barford & Perkins heavy roller.
Linking the SCG and Allianz Stadium is the Walk of Honour, which pays tribute to 47 sportsmen and women who performed with distinction at these grounds. The inductees range from Australian cricket’s most celebrated family, the Gregorys, where Dave, Ned, Syd and Jack all played Test cricket for Australia, through to Rugby League, Rugby Union and Football players of recent decades such as the Ella and Thornett brothers, Bob Fulton, Bob McCarthy and Johnny Warren, and brilliant track athletes Betty Cuthbert, Marlene Matthews, Decima Norman and Marjorie Jackson-Nelson. The Captain’s Bar and Dining Room at Allianz Stadium acknowledges the prowess and leadership skills of captains, such as Nick Farr-Jones (Wallabies), Mark Viduka (Socceroos), Darren Lockyer (Kangaroos) and Cheryl Salisbury (Matildas) who have led Australian teams at the Stadium. Wallaby captain David Pocock became the 23rd inductee when leading Australia in the Rugby Union Test against Wales last June. In recent years, the Trust conducted the Basil Sellers Sports Sculptures Project, in which 10 life-size bronze sculptures were progressively unveiled. Those honoured are Richie Benaud, Fred Spofforth, Victor Trumper and Steve Waugh (cricket), Trevor Allan and Ken Catchpole
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Sydney Cricket Ground
SCG at the Australia v India Test in January. Image © SCG Trust/Hamilton Lund
(Rugby Union), Dally Messenger and Reg Gasnier (Rugby League), Paul Roos and Paul Kelly (AFL). Separately, the Trust commissioned the sculpture of the famous SCG barracker Stephen Gascoigne, more commonly known as ‘Yabba’, who is a tribute to all fans who have attended fixtures at Trust grounds. In addition, the SCG Museum was opened in 1977 and showcases pieces of memorabilia that have been donated or loaned for public exhibition.
Milestones at the SCG and Allianz Stadium
It was a Test that re-wrote the record books.
S
The SCG Test saw Australian captain Michael Clarke register the highest ever Test score at the ground when hitting a majestic 329 not out to surpass the previous record of 287 set by England’s Reg ‘Tip’ Foster in 1903.
porting history and the SCG go hand-in-hand. The iconic stadium is where so many of Australia’s most celebrated sports moments have been recorded. It is where sports fans have witnessed the unbridled brilliance of many of Australia’s finest ever sportsmen and women. Another chapter in Australian sports history was written last January when the SCG hosted its 100th Test match when Australia played India. The SCG joined Lord’s and the MCG as the only grounds in the world to host 100 Tests.
Clarke also featured in an SCG record partnership against India when he and Mike Hussey paired in an unbeaten 334-run fifth partnership. This broke the 288-run partnership record only set the previous day by Clarke and Ricky Ponting. Australia celebrated the milestone Test by wrapping up a victory by an innings and 68 runs on the fourth day of play. These batting exploits were in contrast to the first Test played at the SCG in February 1882, when Joey Palmer bowled Australia to a fivewicket victory in the second Test of the series against England.
The 'Yabba' sculpture, which is located on the site of the old SCG Hill.
This was the first of 54 Tests between Australia and England played at the SCG. Over the ensuing years, Australia has also played Tests against the West Indies (14), South Africa (11), India (10), Pakistan (7), New Zealand (2), Zimbabwe (1) and the 2005-06 season Test against a World XI.
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Sydney Cricket Ground
SCG Head Curator Tom Parker (left on the 1924 Barford & Perkins roller) and Allianz Stadium Head Curator Michael Finch (right).
Australia has enjoyed a winning advantage at the SCG. It has won 55 Tests, lost 28 and drawn 17. History will again be made in January 2013 when Australia plays Sri Lanka in the first ever Test played at the SCG between the two countries. 2013 will also be a special milestone for Allianz Stadium, which will be celebrating its 25th anniversary after opening in 1988 as part of Australia’s bicentenary celebrations.
THE CURATORS
A
t the heart of the SCG Trust are its two world-class venues, the
SCG and Allianz Stadium (formerly the Sydney Football Stadium). And at the core of these two stadiums are Head Curators, Tom Parker and Michael Finch. Their job is to provide worldclass playing surfaces at these two famous venues. Given the year-round events scheduled at both the SCG and Allianz Stadium, often before national and global TV audiences, their work is always under close scrutiny. Parker is only the SCG’s eighth Head Curator since the first appointment in 1867, and he has been in the role since 1997. Finch also took over as Allianz Stadium Head Curator in 1997,
having previously been in charge of the SCG cricket practice wickets. Technology and machinery have advanced significantly since horses wore special shoes to protect the surface when pulling the heavy roller to prepare the Test wickets at the SCG. However, some things haven’t changed, including the present-day Barford & Perkins heavy roller (circa 1924, above), which has been lovingly restored and maintained over the decades. This roller is instrumental in the preparation of the SCG cricket wickets.
Allianz Stadium.
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Company Profile
Flexible audiovisual solutions
Providing good Audio Visual service is a critical component in the success of any modern venue, and having in-house or on-tap AV services can be the final step in securing a venue booking. Conference and event organisers generally steer towards venues offering turnkey venue solutions including Audio Visual.
P
artnering with a reliable and top quality Audio Visual provider can offer a more flexible, cost-effective solution and provide a much greater level of resources and backup rather than attempting to start an AV department internally. An Audio Visual company operating across multiple venues has the opportunity to share both equipment and technicians and pick from a larger pool of resources to cover busy periods and staff leave requirements. With many venues having considerable downtime between major events, the return on investment opportunities can
be greatly increased when major infrastructure items can share their rental return from a number of income streams. Additionally, breakdown and maintenance service expenses can be monitored, and greater programming flexibility is available when shared across multiple locations. One company offering excellence in Venue AV services is Audio Visual Events. AVE has partnered with numerous major Sydney venues. Under a variety of contractual arrangements to suit the individual circumstances, AVE supplies services regularly to the Sydney Cricket Ground and Sydney Football Stadium,
the ANZ Stadium, the Sydney Town Hall and associated city venues, the Queen Victoria Building and the Maritime Museum. Located in Artarmon, right on the Gore Hill Freeway entrance, the AVE fleet of vans can deliver to most venues with minimum fuss. A large stock of over 40 screens and 40 projectors, along with an array of stages, drapes, audio systems and lighting components, supports the work of the sales team. AVE has a long history of excellence in venue AV services across Sydney and with an ever expanding fleet, stock levels and warehouse, they are ideally suited to support your venue.
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Lighting
A sparkling Crown Upgrading Crown Towers’ lighting systems. By David Bird, 2B Designed
T
he upgrade of the Crown Towers Hotel lobby was part of a much larger project that focused on the upgrade of the high rollers’ ‘Mahogany Room’ of the Crown Entertainment complex, and was completed in 2011. The hotel, as part of the Casino complex, was opened in the mid-1990s, and the foyer had not been updated until the upgrade. Crown was keen for the upgrade to reflect the status of a modern six-star hotel and provide an exciting destination for their guests, many of whom are from overseas. The focus in the original foyer was a grand sweeping stair and two hero pendants. The lighting was based on incandescent and low-voltage downlight and accent lighting, and low-voltage cove lighting, all of which was controlled by a central dimming system. As part of the upgrade, both the stair and hero pendants have been removed.
The new foyer is more open and bright, with a single 7.5-metre diameter chandelier as the key focus, complemented by a large sculptural feature on the wall behind the new reception counter. The ceilings, columns and floor finishes remain as originally designed. The vast majority of the lighting in the new foyer is light-emitting diode (LED). The starting point was the selection of LEDs for the chandelier. Working with Stephen Hennessey and Bates Smart interior designers, we selected an LED to give the pendant sparkle and highlight the material of the fitting. The next area to be addressed was the cove lighting that illuminates the coffers above the chandelier, as well as those on the lower ceiling of the foyer. Again, we reviewed many options to find an LED that complemented the chandelier, the colour of the coves and the lighting
of the adjacent areas within both the Mahogany Room and Foyer Bar. Concurrent with this activity, we addressed the reception feature. Again working with Bates Smart, we selected the LED that was to be installed within the feature, which had to complement the stone colour. The next significant task was to address the accent lighting to wash the wall behind reception, as well as the lighting over the reception desk. Here, the critical issue was the impact the light had on flesh tones. Many different LED fittings were assessed before we found one that gave the right result. Included in the deliberation was the availability of the fittings, as timing on a project like this is always critical. Next, we addressed the options to replace the incandescent downlights and accent lights. The last major challenge was to select a light source for the accent spot that focuses on the centre of the ‘medallion’. No
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Lighting
LED fittings could meet our tight specification, so we selected a metal halide spotlight and added a colour correction filter to give the same hue and feel as the adjacent LED fittings. The loose table lamps were tested with a number of lamp options before a dimmable compact fluorescent lamp (CFL) was selected. The lighting control system was upgraded to control all the light sources in the renovated space, and the various lighting presets were programmed. The presets automatically change depending on the time of day.
we started; however, in estimating the impact on the electrical load, we reviewed the 400-odd metres of cove lighting as it has changed from approximately 100 watts per metre to 10. The new downlights are 11 or 18 watts rather than 100 or 150 watts, so we estimate that overall the electrical load has been reduced by approximately 75 per cent.
The team that worked on the project includes:
The most challenging aspect of the project was the selection of the light sources. Using a number of different LED suppliers, coupled with metal halide fittings, the key was to select those with an appropriate colour, light output and electrical performance so that the final installation did not give the appearance of ‘white fruit salad’. This process took many hours and many on-site mock-ups before an acceptable solution was achieved.
}} Client – Talis Sterns and his team from Crown Projects
The actual load as opposed to the connected load was not known when
}} Photography – 2B Designed
}} Interior Design – Jeff Copolov and his team from Bates Smart }} Chandelier Design – Stephen Hennessey }} Lighting Design – Vision Design with 2B Designed
Suppliers }} Coolon – LEDs for coves and chandelier }} Famco – chandelier manufacturer }} AC/DC – accent/downlights }} KKDC – linear LEDs }} Deltalight – Accent lights }} Philips Dynalite – lighting control
VOLUME 1 NUMBER 1 2012 . VENUE MANAGER . 29
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Company Profile
There’s more to low-energy LED auditorium lighting than meets the eye Although LED technology for theatrical performance lighting grabs the headlines, the humble houselight, perched high above the seating and throughout audience circulation areas, is often overlooked. They receive only complaints when they fail, when the electricity bill arrives, or when somebody has to crawl through a ceiling void to replace them.
T
here’s considerably more to choosing LED auditorium lighting than brightness and price, as State Automation’s George Slaney explains, 'An LED is not just a light source, it is an electronic system that demands care and attention during the selection process, especially in theatres and concert halls.' Simply replacing tungsten houselights with generalpurpose architectural LED fixtures may be a costly error, it seems.
Auditorium lighting is generally worked hard: it’s on for extended periods, located in remote positions, and subjected to wide variations in temperature. When State Automation installed a sample of Lumascape’s new ‘Incand-Air’ LED downlights in a large auditorium a year ago alongside existing tungsten halogen units to compare performance, the goals of achieving equivalent illumination levels, replicating the incandescent dimming curve and energy savings approaching 75 per cent, were only part of the trial. An additional complication was the
heritage listing restrictions placed on the building and the existing light fixtures. The retrofit was completed without disturbing the outer appearance of the fixtures or indeed the original design intent. Auditorium lighting is generally worked hard: it’s on for extended periods, located in remote positions, and subjected to wide variations in temperature. Heat build-up is not good for delicate electronics and affects the longevity of the LEDs, their power supplies, driver electronics, and the colour of the light emitted. A close collaboration between State Automation, specialists in technology for entertainment venues, and Lumascape, an Australian manufacturer of highquality LED fixtures, addressed all the main demands of LED auditorium lighting: high illuminance levels, flicker-free dimming right down to black-out, colour consistency with very high CRI up to 97, accurate mimicking of the halogen dimming curve, full spectrum colour control and exceptional reliability using advanced thermal management techniques for the LEDs and their electronics. Slaney says, 'Lumascape perfected the LED engine, its mechanical housing, passive heat management and dimming curves in their high-
Being programmable, the LEDs can be driven to provide any colour of the spectrum as required for special events. tech research laboratories to match the conditions found in entertainment venues. State Automation developed the required precision LED power and control electronics. 'The Incand-Air’s LED engine comprises a collection of different coloured high-power LEDs and the driver electronics are programmed to mimic the colour of a tungsten source at any dimmed level by balancing individual LED intensities during the fade. Being programmable, the LEDs can be driven to provide any colour of the spectrum as required for special events. After more than a year, the field trials of the Incand-Airs matched the colour, intensity, performance and beam quality of the existing lighting, precisely and faultlessly, and the venue management was so impressed that State Automation has now been awarded the order to supply and manage the installation of almost 200 replacement units. gslaney@stateautomation.com
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INCAND-AIR LED LUMINAIRES
LED Mind
Incandescent
Soul
INCAND-Air LED luminaire
spectrum 1.2 1.0 0.8 0.6 0.4 0.2 0.0 380
480
580 Wavelength (nm)
680
780
Warm White Channel
colour mimic mode
silent passive cooling
+61 (0)7 3286 2299 • www.lumascape.com.au
1808_Venue Manager | Spring 2012.indd 31
+61 (0)3 9587 2555 • info@stateautomation.com • www.stateautomation.com
INCAND-Air In Action
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Events
Boatshow © Sydney International Boat Show, Photographer Paul Ruston
Size and location matter in the quest for the perfect venue By Jennifer Green for the Exhibition and Events Association of Australasia
T
he recent political stoush over the federal government’s decision to hold the 2014 G20 Summit in Brisbane highlighted on a grand scale the factors that are critical in selecting a venue for major events, exhibitions and conferences.
with improvements to airport infrastructure. While the media focus will be on the 20 world leaders, the roadshow that accompanies this highpowered gathering includes 4000 delegates and 3000 of the world’s media – an entourage that would test the capability of any venue and city.
Venue capacity and transport logistics were key factors that tipped the vote towards Brisbane – a deserved reward for the recent $150-million investment in expanding the Brisbane Convention and Exhibition Centre, together
To be in the running to host business events, host cities must be able to offer a range of venues that meet the diverse needs of organisers, according to the Exhibition and Events Association of Australasia (EEAA).
‘Organisers are looking for venues that can accommodate a huge range of event types, from private business meetings to major conventions and exhibitions. It might be a charity ball or a product launch, a trade or consumer show, or an industry conference with allied exhibition, all with their own special requirements.’ The EEAA represents the major organisers, venues and suppliers who deliver trade and consumer expos and events; however, the association itself also organises events for its members ranging from an annual conference
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Events
Royal Exhibition Building
and awards dinner to smaller professional development seminars and networking events. Wherever possible, the association will choose a member venue for its events, says Ms DiMascio. ‘We believe in showcasing our members through our work, so it is only fitting that we should try to hold all our events at member venues,’ says Ms DiMascio. ‘Fortunately, the finest venues in Australia are members of
EEAA so we have a great line-up to choose from.’
Ms DiMascio says the key things her organisation considers when choosing a venue are: }} good facilities and an attractive environment with a track record of delivering successful events }} great operations team from the venue willing to work with the
NSW Health Awards at Australian Technology Park
}}
}} }} }}
organiser to find creative ways to deliver an outstanding event people with the confidence and expertise to provide guidance on what works and what doesn’t work in their venue people who try to understand the goals and work with the organiser to create a great experience good communication and attention to detail in follow-up from meetings on site outstanding food and beverage – not huge quantities of food
Wella Awards at Australian Technology Park
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Events
but menu options that use fresh seasonal produce sourced locally }} a location that will help to maximise attendance at the event }} a competitive price that gives good value. From a major exhibition perspective – one that can expect to draw a large local and international audience – venue capacity and infrastructure become more critical factors. Recent Circulation Audit Bureau Data shows that the largest major exhibitions in Sydney and Melbourne attracted visitor numbers of up to 20,000. There are only a limited number of venues with the capability to cater for such crowds, as well as the large number of exhibitors. Diversified Managing Director Matthew Pearce says venue choice comes down to three broad considerations – good location, good facilities and good management.
‘Location really is critical, whether we are organising a trade show or a consumer show,’ says Mr Pearce. ‘We want to be close to our target markets, have plenty of parking available and preferably with public transport close by. Around one-quarter of visitors come from interstate or overseas, and while the show is the main event, they are looking for a rich experience, so proximity to good restaurants and accommodation is another factor that enhances the desirability of a location.’
Joyce DiMascio
The facility itself must be clean, with well-maintained halls, and exhibition space that is pillarless with plenty of breakout areas and meeting rooms. Easy access is important so that exhibition spaces can be set up quickly and safely. Good conference facilities are essential to cater for the growth in allied conference and exhibition events. ‘Having Wi-Fi is a non-negotiable facility at conferences and events today,’ says Mr Pearce, ‘as well as advanced audio/visual systems.’
Matthew Pearce
Good food and wine show organised by Diversified Exhibitions
Debbie Evans
Ross Ferrar
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Events
With increasing recognition of exhibitions and events as successful marketing channels, efficient and professional venue management is more important than ever. ‘When we stage these events, we are providing a platform for exhibitors to sell or market a service or product,’ says Mr Pearce. ‘They are making a considerable financial investment and we are not prepared to risk undermining that through poor venue management. ‘The venues that we work with have consistently demonstrated that they understand exhibitions and are prepared to work with us, not against us. The bottom line is always important, so we are looking for a competitive booking policy and a willingness to find solutions, rather than ways to price-gouge.’
Managing Director of Reed Exhibitions, Debbie Evans, says getting the right venue is critical to the success of her company’s events, which include Reed Gift Fairs and Sydney International Spa and Beauty Expos.
As the host of the largest gaming equipment trade show in the Australasia region, Gaming Technologies Australia Chief Executive Officer Ross Ferrar rates location as the most critical factor in selecting a venue.
Debbie’s considerations in selecting a venue are:
‘By location I am referring to the venue’s proximity to major commercial and transport hubs,’ says Mr Ferrar, whose organisation is the peak body representing the manufacturers of gaming technology and equipment.
}} ambience, which is as important as proximity to transport and infrastructure (retail and food outlets) }} facilities within the venue, such as loading/unloading capability, as well as food and beverage, layout and ease of use. Service orientation of the staff – those who work in partnership are always viewed more favourably than those who don’t.
‘Meeting facilities – both small and large – catering for formal and informal gatherings are important, along with building infrastructure, particularly loading dock facilities.
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Events
‘We hold the AGE Trade Exhibition annually, which attracts more than 150 exhibitors and requires at least 15,000 square metres of exhibition space. The Sydney Convention and Exhibition Centre was our chosen venue for 2012 and met all our requirements for security as well as exhibitor and delegate support.’
economy and its effectiveness in providing a platform for direct marketing to a range of consumers increases, we can expect to see an ever-increasing number of venues tapping into this thriving industry.’
There can be no doubt that venues that tailor their space and service to meet the needs of organisers will be positioned to share the benefits of a healthy and growing industry. Said Ms DiMascio, ‘The events business is in great shape and looking ahead to a very bright future. A recent survey of EEAA members showed that the majority expected to stage new events in 2012, but their most pressing constraint was a lack of suitable venue space.
The Exhibition and Events Association of Australasia (EEAA) is a memberbased association that represents the major venues, organisers and suppliers that deliver Australia’s major consumer and trade shows. You can contact EEAA on 02 9413 9520, or visit www.eeaa.com.au.
VENUE CHECKLIST
FACILITIES
As one of Australia’s largest event organisers, Matt Pearce of Diversified Exhibitions knows what he’s looking for in a venue.
}} }} }} }} }}
LOCATION }} }} }} }}
Close to target markets Close to restaurants Easy access Plenty of parking
‘As recognition of the importance of exhibitions and events to the broader
Australian Technology Park
Clean well-maintained halls Pillarless Good food and beverage outlets Plenty of breakout areas/rooms Conference facilities with Wi-Fi and audiovisual capability
MANAGEMENT }} An understanding of exhibitions }} Willingness to work with us not against us }} Competitive booking policy }} Able to find solutions
Motorshow
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Company Profile
Tensabarrier. Why settle for anything less? ATIR Design enjoys the outstanding reputation of being at the forefront of the manufacturing and supply of quality portable Tensabarrier® and queuing systems, along with waste/litter bins, electronic call forward systems, in queue merchandising and health and safety products.
A
TIR Design is working closely with Tensator, a global company that is the original innovator of the Tensabarrier system. This means we can provide the best products on the market at competitive prices. Our products have proven to outlast their warranty without having any issues, outlasting our competitors' crowd barriers as well. Satisfied customers include Qantas, Virgin Blue, JetStar, Crown Casino, Etihad Stadium, Sydney International Airport, AAMI Park, Village Cinemas, Hoyts Cinemas, Greater Union Cinemas, Australian Customs and Border Protection along with all major airports across the country.
Unlike competitor products, Tensator’s webbing cassettes have a patented braking system that incorporates twin brake shoes. This slow retract technology allows the webbing to fall to the floor upon release and then slowly and safely retract back into the post, eliminating the risk of an accident within your queue. The anti-tamper tape end means that you have to actually press the button to release the tape end connected to the post, preventing accidental release of the webbing by customers in your queue. Reduce risks and buy Tensabarrier, one of the safest barriers on the market. A wide range of standard and customisable products manufactured in
the United Kingdom, with same or next day dispatch on core products. With over 50 years' experience, Tensator has the expertise to help you optimise space and increase revenues. High-quality, long-lasting products from the name you can trust. At ATIR Design we attribute our success to our commitment to constantly updating and modifying ideas for new products that will service our clients for many years to come. For more information contact: Ph: 03 9706 6329 Email Enquiries: enquiries@atir.com.au
• Electronic Queue management systems – speed queue flow, reduce walk-aways and improve waiting times • • • • •
In-queue merchandising to increase impulse purchases Customised cafe banner solutions Tensabarrier – the world’s leading queue management system A wide range of stylish post & rope solutions Customised display & signage
Ph: 03 9706 6329 Email: enquiries@atir.com.au
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Food + Beverage
Food safety is everyone’s business Our food safety laws are designed to protect everyone’s health and safety, Victoria’s Chief Health Officer, Dr Rosemary Lester, tells Venue Manager magazine.
‘F
Lester said.
ood-borne pathogens can cause severe illness and even death in vulnerable people,’ Dr
‘Under Victoria’s Food Act 1984, all food business owners, as well as community groups who sell food, are legally responsible to ensure that food sold or prepared for sale is safe to eat. ‘The Victorian Act mirrors legislation in all other states and territories that require food premises to comply with the Australia and New Zealand Food Standards Code. ‘The Code is a collection of food standards developed by Food Standards Australia and New Zealand, with oversight from the Australia and New Zealand Food Regulation Ministerial Council.
businesses and community groups that sell food. ‘It does this through matching the level of regulation to the level of risk of different food business activities. ‘As you’d expect, premises carrying out only low-risk food handling activities must follow simpler safety rules than those handling foods that are more likely to make people sick. ‘Under the Food Act, most businesses operating in Victoria cannot sell food to the public unless they register as a food business with their local council. ‘A small number of businesses do not need to register with their council; however, they are still required to notify the council of their intended food business activities.
‘It is an offence in Australia to supply food that is unsafe or unsuitable for human consumption, or does not comply with relevant food standards.
‘Businesses that provide potentially hazardous food to vulnerable groups in Victoria are categorised as class 1 and 2, and must have a food safety program.
‘The business owner/proprietor has overall responsibility for food safety in the business; however, all staff in the business must have sufficient knowledge to handle food safely.
‘Class 1 businesses are serving food to particularly vulnerable people, such as those in aged care facilities, hospitals and long day child care centres. Class 2 businesses include restaurants, cafés, take-away stores, pubs, delicatessens and most food manufacturers.
‘Without compromising food safety, the Act is designed to impose only reasonable compliance costs on
‘Business reputations and livelihoods also depend upon food safety – a single case of food-borne illness can threaten the viability of a business and the financial security of its employees,’
‘Categorisation as class 1 and class 2 food premises requires the operator to keep a copy of their food safety program on site at the premisies. ‘They must also have a food safety supervisor. A food safety supervisor needs to have the expertise and authority to ensure that all food handling staff have sufficient skills and knowledge to provide safe food, including being able to understand and follow the food safety program. ‘As major employers and exporters, Australia’s food businesses are a crucial part of the national economy. ‘Business reputations and livelihoods also depend upon food safety – a single case of food-borne illness can threaten the viability of a business and the financial security of its employees,’ Dr Lester said.
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Food + Beverage
In Victoria, the Department of Health has developed an online food training program to improve everyone’s knowledge of safe food handling practices.
‘The program includes six topics on food safety and a final quiz. Participants who score more than 90 per cent on the quiz are awarded a certificate,’ she said.
‘The online training program Do Food Safely was designed to specifically engage young people who are either currently working in the food industry or considering employment in the industry,’ Dr Lester said.
Participants who complete the whole online course will be able to: }} define food handlers and their responsibilities with regard to the law
Food safety rules
Dr Lester said food safety is always important, but it is worth reminding everyone of some simple steps that can stop food from turning nasty.
Cold storage
Cooking food 100ºC Hot food zone
60ºC
Preparation • Limit the time that high-risk food is in the temperature danger zone and return to the refrigerator during delays. • If food is kept within the temperature danger zone for a total time of 4 hours or more, throw it out.
AVOID TEMPERATURE DANGER ZONE
5ºC Cold food zone
Frozen food zone
• Use a thermometer to make sure foods are thoroughly cooked and the centre reaches 75°C. • Hot food must be kept at 60°C or hotter. • Check that only clear juices run from thoroughly cooked minced meat, poultry, chicken or rolled roasts.
Cooling food
0ºC
Cross-contamination • Cross-contamination occurs when harmful bacteria or allergens spread to food from other food, surfaces, hands or equipment. This can lead to food-poisoning, to ensure crosscontamination does not occur, make sure you; – Keep raw food separate from cooked or ready-to-eat food. – Use separate utensils and cutting boards when preparing raw and cooked or ready-to-eat food.
‘Firstly, keep cold food cold and keep hot food hot. Hot means hotter than 75 degrees Celsius – piping hot – and cold means colder than five degrees Celsius. A food thermometer could be a useful investment.
-15ºC
• High-risk food must cool from 60°C to 21°C in the first 2 hours, and then to 5°C or lower in the next 4 hours. • Once food has cooled to 21°C put it in the refrigerator or freezer. • Large portions of food take longer to cool. Divide large portions into smaller batches before cooling.
Cleaning • Use clean, sanitised and dry cutting boards, equipment and utensils. • Clean and rinse wiping cloths after each use, and change frequently. • Wash hands thoroughly and regularly.
For more information call 1300 364 352 www.health.vic.gov.au/foodsafety Temperature
Hygiene
Authorised and published by the Victorian Government, 50 Lonsdale St, Melbourne. © Department of Health, February 2012 (1201031)
• Cold food must be 5°C or colder. • Frozen food must be frozen hard. • Check the temperature of fridges and cold storage areas regularly. • Thaw food in your fridge, away from, and below, cooked or ready to eat food.
}} describe the ways in which food can become contaminated and potentially unsafe }} describe the common causes as well as symptoms of food poisoning }} explain the dos and don’ts for maintaining good personal hygiene }} handle food correctly at all stages of preparation }} explain the dos and don’ts for accepting food deliveries, storing, displaying and transporting food }} explain the dos and don’ts for cleaning the food preparation surfaces and equipment.
‘Wash your hands thoroughly before preparing food, and after cutting up raw meat or vegetables. Use separate chopping boards for different foods. This prevents crosscontamination of ready-to-eat foods with bacteria from foods that will be cooked. ‘Leftovers should be refrigerated as soon as possible, and if they need to be reheated, they should also reach 75 degrees Celsius,’ Dr Lester said. The online learning program can be found at: http://dofoodsafely.health.vic.gov.au/
Cross-contamination
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Food + Beverage
Empower your team with knowledge and watch the benefits flow By Stephen Lawrie, Beverage Consultant, Club Training Australia.
O
ne of the greatest challenges that venues are currently facing is trying to improve beverage profits while beer sales are slowly declining across the country. This is a huge opportunity for venues to improve their profit margins through increased interest in wine products.
the connection wine can play in a fantastic dining experience?
One of the most accessible and exciting ways of achieving this is by increasing the wine knowledge of your team members through training and tasting sessions. These dedicated sessions will lead to a better understanding of what it is that customers want and expect when dining in the venue.
Wine consumers
Customers are often hesitant about trying new wines for fear of ordering something that tastes like engine oil; however, with customers’ growing interest in wine, there is now a demand for venues to provide staff with wine training in order to educate customers and sell beverages as part of the ‘dining experience’. There is nothing worse than a customer asking their waiter, ‘What wine can you recommend?’ only to receive a response of, ‘I don’t know. I don’t really drink wine.’ Yet we’ve all heard it before. So what can you do to rectify the issue of team members either not understanding or not appreciating
There are two things that your staff members need to be aware of when it comes to wine and understanding what customers expect: }} wine consumers }} wine product knowledge.
Wine consumers tend to fall into one of two categories when it comes to consuming and enjoying wine: }} The oenophile or wine connoisseur who knows what they want. These customers know their pinot noir from their riesling and have a fairly advanced wine palate. This knowledgeable group expects your team members to be able to professionally sell, recommend and serve wine at a level greater than the average person. }} The customer who knows very little about wine and nearly always asks for recommendations and suggestions for food and wine matching.
Wine product knowledge To increase wine sales in a venue, team members need to be able to identify and engage with our two key
customer types. As the saying goes, ‘knowledge is power’, and while some staff may bluff their way through the wine list to your average customer, your wine connoisseurs will spot their lack of knowledge from a mile away. So how can we improve the knowledge of your team members? The easiest and most effective method is to arrange for a qualified
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Food + Beverage
and experienced beverage trainer to educate your team members in the basics of wine, including the history of wine and how it was originally produced, right through to the latest production methods. Arm your staff with the knowledge of the different styles and tastes available, such as the idiosyncratic differences between champagne and sparkling wine, and educate them in the senses required to successfully identify the complex subtleties of the wine by using smell, taste, sight and touch. Of course, none of this is possible without getting amongst the bottles. Allow your team to sample and assess each of the wines on your beverage list. The whole premise of sampling the wine is to understand the differentiation between the styles and varietals of each of the wines. This process is about empowering the team member to respond in a confident manner and make the right decisions when customers request recommendations about wines on your beverage list. Another option for venues to adopt is conducting a food and wine matching session in conjunction
with the above training. Have staff learn how to confidently recommend which wines complement which dishes on your menu as part of your new upselling strategy. Before long, your team members will be matching canapés with champagne and sparkling wine and offering the sweet and viscous qualities of a sauterne with dessert. To get the best result, venues could engage a trainer to provide specific wine training with input from the executive chef and venue manager. The process involves stripping down the venue’s beverage list and current menu, and then delivering a customised training session unique to your venue. Once team members are confident recommending wines to customers, the final stage of training is being able to serve the wine at the optimum temperature, correctly decanted, so that the wine can be enjoyed the way it was designed to be. Their wine knowledge training will come in handy here. Last but not least, and as part of an overall training plan, venues should ensure that their beverage lists are accompanied by ‘tasting notes’
for each wine, to ensure that their customers receive the ultimate dining experience. It is also a way to reinforce the continuous improvement of your team members’ wine knowledge and lead to improved staff retention levels, because everyone wants to be good at what they do. As managers, we need to revolutionise the way we think about training, because training is an investment in the future of not only your establishment, but also the future of your team. If we can empower our team to be our most important asset, the benefits of knowledge flow from the top, right down to the customer who learned that the sauvignon blanc they just ordered originated from the Adelaide Hills region and is going to taste great with their chicken. For any further information on wine matching or how to increase your wine knowledge, please contact Stephen Lawrie, Beverage Consultant, Club Training Australia at stephen@clubtraining.com.au.
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Company Profile
An innovative pipe rehabilitation and repair system
The concept is simple: rehabilitating degraded underground and internal pipes without digging them up. From residential to commercial and industrial or high-rise buildings, it makes no difference, Nuflow can repair any type of pipe utilising the latest technologies in potable approved epoxy resins.
A
ustralia- and New Zealand-wide, Nuflow is rapidly being recognised for its trenchless repair capabilities and cost-effective role in pipe rehabilitation. Utilising our patented Blueline and Redline technologies, we can repair sewer and stormwater lines, fire suppression and sprinkler systems, water mains, HVAC and even gas pipes without any excavation. Nuflow offers solutions to almost every pipe problem you can think of without the disruption, time and cost of digging up pipe networks and breaking hard surfaces. The advantage is that there are no rectification works to repair buildings, driveways or roads. That holds especially true for commercial applications of the technology, where time can be of the essence for pipe repairs as disturbance can be substantial and severely disrupt the operations of a business. It also holds particularly true for repairs and preventative maintenance of large networks of infrastructure, such as regional water and sewerage networks. Increasingly, Nuflow is being utilised for prevention work on pressure lines both underground and in high-rise and house wall pipe systems.
BLUELINE
Utilising the latest technologies and epoxy resins, Nuflow can solve any problem with sewerage, stormwater, drainage or potable water systems. Blueline, the most versatile lining system in the world, can repair any type of pipe in diameters from 40
BEFORE
AFTER
millimetres to 1000 millimetres. Blueline can be installed on bends, junctions, traps, and vertical or horizontal pipes all in one application. Our liner can be installed in sections of piping as required and completely restores structural integrity. All makes of pipes can be sealed including PVC, earthenware or clay, asbestos, galvanised steel, cast iron, copper, concrete, or high density polyethylene (HDPE). Sewerage, stormwater, trade waste or potable drinking water pipes under tonnes of concrete, roads or floors presents no problem to Blueline.
Nuflow offers solutions to almost every pipe problem you can think of without the disruption, time and cost of digging up pipe networks and breaking hard surfaces to ensure minimum disruption to business operations or homes. Redline is shot down the pipeline leaving a barrier between the host pipe and the water or gas or whatever product flows through it. As a repair, it is a major cost saving – as a preventative, it is invaluable. Redline is approved to reline potable water pipes under Australian Standard AS 4020. BEFORE
AFTER
REDLINE
The latest in epoxy lining for potable water, fire systems or pressure pipes from 12 millimetres to 300 millimetres, Redline is a simple restoration technique that completely coats the inside of pipes, preventing leaks and pipe corrosion. Unlike conventional repair options that can cause complete facility or site closure, this process can be managed
These simple but highly effective cured-in-place pipe restoration systems completely restore the pipe, rehabilitating potable water pipes and preventing future leaks, and protect your water from lead and other contaminates leached from your piping.
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Risk Management
Risk management in your venue Venue Manager talks to Wayne Middleton of Reliance Risk about the demands on a venue manager when it comes to risk management.
VM: The myriad venue types across Australia hold various risks for venue management. Can you give an example of the types of risks in different venues (for example, sporting, stadium concerts, kids’ entertainment)? WM: While all venues have their own unique characteristics and nuances, they all carry similar inherent risks based upon the nature of the business: entertainment. That is, if you adopt the definition from the Australian Standard, then risk is ‘the effect of uncertainty on objectives’. The objectives of most venues are to generate revenue, provide entertainment and a give a positive customer experience, so anything that can have a negative impact on these is a risk.
From slipping over on spilled drinks, to standing in long queues for toilets, eating an overcooked pie, having the scoreboard fail, having a venue that is unclean, or having the music too loud (or too soft) – these all threaten the entertainment ‘experience’ for patrons in venues. With kids’ entertainment in arenas, shows are generally shorter, but more often there are several shows a day. This presents risks in providing adequate standards in cleaning, and for anyone with young children, you’ll know that they want to run around and climb. The venue needs to anticipate these activities and ensure that both obvious and not-so-obvious risks are removed or tied down. Depending upon the commercial arrangements between venue and hirer, promoters are also customers. A poor experience for a promoter through bad service, or over-
promising and under-delivering, can also represent a risk to repeat business, and a significant threat to future revenue. The key is to understand these threats and build systems and procedures to eliminate them; and if they can’t be eliminated, know when they’re happening and respond to them quickly when they do. VM: What types of legal requirements are placed on venue managers with relation to risk and safety? WM: While not a lawyer myself, I do know that the legal systems in Australia and New Zealand impose strict obligations on venue managers to establish good corporate governance and compliance arrangements, or risk fines and prosecutions for serious breaches. There are a multitude of legal
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Sporting grounds attract large crowds, and many events need strict alcohol management
obligations that apply to venues, and it is important to know what they are and to comply with them.
adopted under the new Work Health and Safety laws that are sweeping the country.
to prove a failure in meeting the duty, rather than in the defence having to prove that they were not at fault.
Section 18 of the Australian Consumer Laws, for example, is an important area of the law that venue managers need to be familiar with. This prohibits misleading and deceptive conduct. As an example, this prevents venues from making false claims in advertising and promotions or indeed other parts of their business activities.
These laws should not represent a big change for venues and venue managers who ‘have their act together’ regarding health and safety; however, those venue managers who delegate health and safety to operations without ongoing interest and engagement need to get more involved.
I should reiterate that this is not legal advice and I encourage all venue managers to check with a professional legal adviser on any points of law I have raised above.
In another area of law, most venue managers of a company would qualify as officers, and in some cases directors, under the Commonwealth Corporations Act 2001. This legislation binds senior managers to operate in good faith, act responsibly in the best interest of their organisation, not take advantage of their position for personal gain, and be responsible for the expenditure of funds. There should be no surprises here. The Corporations Act also, however, imposes positive due diligence obligations on senior managers to be actively aware of the subject matter of any decisions they make that affect the venue, including the risks and their impacts. These positive due diligence responsibilities have recently been
Under the new laws, senior managers (as officers) must now establish systems to: }} acquire and keep up-to-date knowledge of health and safety }} gain an understanding of the nature of the operations and the hazards and risks of the operations }} ensure that appropriate resources are available and used toward health and safety }} receive information regarding incidents, hazards and risks and respond in a timely way to that information }} ensure compliance with health and safety laws. Failure to do so can now lead to a fine of up to $3 million for the organisation and/or five years jail and a $600,000 individual fine. Scary stuff! Fortunately, however, the onus of proof has been reversed, whereby the onus is now on the prosecution
VM: Are there specific requirements with regards to a duty of care for patrons attending the venue (for example alcohol and gambling management, grounds maintenance)? WM: The duty of care for the Responsible Service of Alcohol (RSA) is well documented, and all venue managers at venues that hold a liquor licence should be intimately across their requirements. Food and beverage remain an important revenue source for public venues, and venue managers must understand their responsibilities when selling alcohol. The challenge in alcohol sales in venues where patrons are on site for long periods, such as during test cricket or football double headers, is to implement special strategies to minimise alcohol-related risk. For example, the serving of mid-strength drinks, imposing of ‘no spirits’ sale conditions, or setting purchaser limits after a certain time, are useful strategies of control. The engagement
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of RSA marshals ‘vetting’ potential intoxication cases from the liquor outlet queue is another method sometimes employed. Like with liquor sales, the obvious risk for venues with on-site gambling is the need to restrict access by underage punters; however, the increase in sports gambling and the government’s focus on safer gambling has had an impact on the regulation of gaming venues. In Victoria, for example, from 1 July this year, venue managers with gaming facilities are no longer permitted to have ATMs within the premises of an approved gaming venue. For gaming venues located at racecourses, ATMs are not permitted within the gaming area or within 50 metres' walking distance of the entrance to a gaming machine area. This is likely to impact on the customer experience and negatively affects patrons’ ability to access cash for gaming, but also to purchase on-venue food, beverages and merchandising in these areas. This again represents a potential risk to a venue’s revenue streams, but is also probably a positive initiative in the venue’s role in providing responsible gaming facilities. On the question of grounds maintenance duties, there have been many recent examples where poor playing surface quality has attracted
public criticism from players and clubs affected. Apart from the reputational risk from negative media attention, there is undoubtedly a common law duty on the venue to produce a playing surface that is safe and fit for purpose. In not doing so, the venue is exposing players to injury and the venue to potential negligence claims. VM: How can venue managers ensure that all risks are addressed and mitigated prior to events? WM: Shut the doors, turn the lights out and don’t open the venue! You can never eliminate every risk. There are so many variables that can cause risk that it is virtually impossible to eliminate them all. The old adage of ‘you have to take risk to make money’ applies in venue management; however, it is important that venues put in place a good governance, risk and compliance framework to understand which risks are significant enough to warrant ‘special attention’, and that plans are put in place to deal with them. The best starting point is to do a risk assessment. Documenting and measuring risks in an ordered way is a good way of figuring out where you should focus your efforts. VM: What are the most important considerations for a venue manager when it comes to safety? Is there
such a thing as a ‘most important consideration’? WM: There are a few: know what the law requires, know what your risks are and have a plan. Implement the plan diligently and have some means in place to monitor the plan’s effectiveness. The plan should prevent the risks that you know you have, and set out how to respond to emergencies that are unforeseen. Public venues essentially invite the equivalent of a small to medium-sized town into their care, feed them food and drink, entertain them, and send them on their way. It is a fundamental expectation of every patron that they leave the venue in the same condition in which they arrived (or happier)! Safety is an essential element that underpins every venue’s brand. It is the unwritten brand trait that the public expects, and will be one of the things they remember if they felt unsafe or were injured. This is why safety incidents at events can invoke strong public interest and outrage. VM: What are some examples of risk management strategies that are unique to venues and venue managers? WM: Crowds make our industry unique from other sectors. A lot of venues spend time during event planning trying to understand the
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Venues must ensure that the entire experience is a positive one for their visitors
profile of the crowd likely to attend an event. A lot can be gauged from information disclosed during ticket sales; not only do pre-sales indicate the likely crowd numbers for the event, but their postcodes can also say a lot about their consumption habits. Postcode data matched to food and beverage sales history can help determine appropriate liquor stocks and average expected sales per person. Crowd profiling includes trying to anticipate the age and types of behaviour that a performer or event might attract. This can be done by getting on the phone and talking to other venues, observing the event at another venue, researching on the internet and by listening to the lyrics of the artist. Violent and anti-social lyrics are generally an indicator of the same in expected crowd behaviour. Doing this due diligence can help determine appropriate ratios for police, security and medical care, as well as the necessary levels of crowd management infrastructure for queuing and crash barriers on the stage floor. All of this should be part of the risk assessment for the event. VM: Can you give some examples of specific risk management strategies? WM: We see a variety of risk
management systems being employed by venues to capture, assess and report on risks and incidents; from the rudimentary to the quite sophisticated. With the advent of the new health and safety laws in many states, compliance demands require venues to systematically report up the management hierarchy on risks and incidents. It is my view that good risk management systems are important for complying with these changes. Some venues and suppliers use spreadsheets and Word documents to achieve this; however, as the level of risk maturity grows in an organisation, these methods become less effective and can create risks in themselves through lack of version control to documents and limitations of their reporting capabilities. Producing the desired outcomes becomes more labour intensive on one or two people, and if their role is not resourced accordingly, that creates problems. Also, the more complex the business, the more sophisticated the management systems supporting it should be. Yet sometimes we see mismatches: big venues or multiple venues with relatively unsophisticated risk management systems. Indeed, you can go too far the other way – that is, overly complex systems for a relatively straightforward operation. The key is to use a tool that suits the
business and the skills of the people driving risk management. There are a number of venues throughout Australia that use our online risk management software, ‘RiskSense’. It is just one of many risk software products in the marketplace, but to our knowledge, it’s the only one specifically designed for the venues and events industry. It’s been used by a variety of venues and event organisers (who use venues), such as Melbourne and Olympic Parks, Exhibition Park in Canberra, WIN Sports and Entertainment Centres Wollongong, Bluetongue Central Coast Stadium Gosford, Sydney Olympic Park Sports Centre, University of Technology Sydney (UTS) and by event organisers such as the V8 Supercars and the Adelaide Fringe. VM: How much additional management does a licensed venue require when compared to a nonlicensed venue? WM: It is fair to say that alcohol has a significant impact on crowd behaviour and therefore, to a degree, on the level of additional management required. However, alcohol is not the only determining factor; again it depends upon the crowd profile, amongst other things. For example, each football code has a different level of consumption and expected crowd behaviour
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during senior matches. Rugby crowds are usually well behaved; however, patron alcohol sales at venues are normally high, whereas, some senior club matches in other football codes experience more patron conflict than rugby from inter-club rivalry and cultural conflict, regardless of alcohol consumption. Indeed the alcohol consumption at some sporting venues tends to be higher for games on Friday and Saturday nights than weekend daytime matches or Monday night football; therefore having an impact on management resources required. However, the biggest determinant will usually be crowd size. The larger the crowd, the greater the potential consequence if something does go wrong. Each event has a different risk profile, and a thorough risk assessment that includes input from local police should provide a logical framework for understanding the risk and managing it. VM: What is the most important thing that you’ve learned over the course of your career in venue risk management? WM: Without senior management commitment, risk management isn’t going to work in the long term. I have worked in this industry for over 25 years and specifically in risk and safety for over 16 years. I have consulted for over a decade with more than 200 clients. If I could identify the single most important factor that makes risk management ‘sink or swim’, it is the level of senior management and Board interest and support. I think back to the organisations in which risk management’s momentum has slowed or ceased over time, and it is where senior management did not actively require regular reports; they did not regularly review their own risks and stick to their own agreed risk management framework.
Without that involvement, the risk management program generally becomes inadequately resourced, and the people who are charged with maintaining the process across the organisation get distracted by other operational demands. Furthermore, appropriate accountabilities are not enforced at the management level, so there is no repercussion if the system stops. The organisation makes the initial investment, but then does not maintain the investment to get value out of it. If, however, the risk management process is built into the organisation’s governance structure, and gets regular ‘air time’ at the senior management and Board meetings, then it is more likely to work. Good risk management should be about helping to direct the organisation’s resources toward the threats to its success, and keeping directors and officers informed; rather than creating administrative pain and cost for employees purely for the sake of complying with a policy. If your risk program is only achieving the latter, then you’re doing something wrong! VM: What advice would you give to venue managers with regards to their safety and risk management strategies? WM: Take the time and get informed. While not every venue can afford the luxury of a dedicated risk management professional, there are a number of important processes and principles needed to make risk management work. Some of these are captured in the following three standards: AS/NZS ISO 31000 for Risk Management, AS/ NZS 4801 for Occupational Safety Management Systems, and AS/NZS 3745 for Planning for Emergencies in Facilities.
There are also a number of new compliance obligations imposed on venues and suppliers under the new Work Health and Safety legislation that is working its way across Australia. And finally, there is risk across all facets of venue management. Given that we can’t shut our doors and eliminate them all, it is important to understand them and how risk applies to each functional discipline. One of the most popular means of achieving this is by attending the Venue Management School hosted by the Venue Management Association (VMA). This is a one-week intensive industry-run school held once a year over two years. It provides an excellent grounding in all aspects of venue management, and students can graduate after the second year with a Diploma in Venue and Events issued by TAFE New South Wales. I am a lecturer on this course and can thoroughly recommend it for all current or aspiring venue managers. To find out more, go to www.vmaschool.com.
Wayne Middleton’s Bio Wayne Middleton has over 25 years’ experience in venue and event management. He managed venues for the Australian Institute of Sport in Canberra, was Safety Manager for the Sydney 2000 Olympics, Director of Safety for the 2002 Salt Lake Winter Olympics, and has consulted on risk and safety across North America, the Middle East and throughout Australia. He is a risk consultant and founder of Reliance Risk, servicing the venues, events and sporting industries. (www.reliancerisk.com) Wayne holds a Masters in Risk Management and a Bachelor degree in Business Administration.
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Company Profile
Company Profile
World-class Framelock Barriers win awards
A big fish from a small pond is making huge waves across Australia and the world with an innovative and safe crowd control barrier that exceeds national and international safety standards.
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ward-winning Northern Territory innovator Colin West created the Framelock Barriers system to satisfy a need for safe, industry standard crowd control barriers and a fence system for national and international venues and events. Framelock Barriers uses a deceptively simple lightweight design that interlocks to create a safe and effective barrier system that is easy to assemble and transport – ideal for any size indoor or outdoor venue or touring event. The Framelock Barriers can be quickly configured in different ways, with gates and corners, and include a step where police or crowd controllers can stand, as well as detachable counter tops. The high-tensile aluminium crowd control barriers and temporary fencing meet or exceed more than seven national and international safety standards and are manufactured to ISO 9001 quality assurance Australian/NZ Structural Design Certification. Framelock Barriers has eclipsed its competitors with an impressive range of features and accessories, including adjustable corner sections, detachable counter tops, extensions, front anti-trip platform, fence barriers and service gates that set the product apart from the rest.
National acclaim
The innovative free-standing design has won national acclaim, with Framelock Barriers taking out an Engineers Australia Excellence Award for Small Business Ventures and Projects in 2010. Colin’s inspiring innovation also won him the Northern Territory Minister for Business and Employment Innovation Award for the Framelock Barriers in 2010. The award-winning crowd control barrier and fence system has triggered international interest and Colin West, of Total Event Services, has become Australia’s leading crowd control barrier manufacturer. The Framelock Barriers are already being used in many of the leading venues in Australia with great success, and are heralded as a breakthrough in the venue management industry.
High praise
Event Safety Officer Pete Schloithe of Event Safety has worked with and used Framelock Barriers at events around Australia. 'They are equal to the best I’ve seen and worked with and, in most cases, are far superior to anything else going around in this country,' Pete says. 'From a safety perspective they are very easy to build and dismantle, lightweight yet very strong, have no pinch hazards at the joins and can be used on any surface, indoor or outdoor.'
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Luna Park Sydney has been using Framelock Barriers since July 2009 and Venue Manager Jason Kain is very impressed and happy with the product. 'While conforming to all compliance and safety standards, Framelock Crowd Barriers’ modular design makes it easy to install, store and maintain while also providing flexible uses and presenting to the high standard our venue demands,' Jason says. Staging Rentals included Framelock Barriers as part of its rental inventory and Director Meri Took says feedback from customers has been great. 'Our customers love the fact that we stock it. It is brilliantly designed and goes together easily and safely – no slipped discs and no crushed fingers to date. 'Its light yet sturdy aluminium construction is excellent and it really complements our other staging products with its attractive yet functional look.' Quick to assemble, easy to transport and use, additional safety features for staff, an attractive modern aluminium finish and lightweight design has established Framelock Barriers as a leading, world-class crowd control product in Australia. For more information contact: Colin West Mobile: 0411 473 347 Email: cw@eventquip.com.au Website: www.framelockbarriers.com
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Ticketing
Curtain raised on real cost of tickets CHOICE says booking surcharges are taking centre stage at events.
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HOICE says that with the real cost of tickets to entertainment and sporting events hidden due to ‘inside charges’¹, ticket agency booking fees need to reflect the real cost of administering the tickets, making them clear before someone starts the booking process. In an investigation of event ticket pricing that included market share leaders, CHOICE found that consumers buying tickets are being charged high credit card surcharges, transaction fees and postage, as well as hidden charges. ‘We’ve been shining the spotlight on banks and airlines that impose credit card surcharges that are much higher than the actual cost of processing the transaction, and the RBA is taking action. ‘It’s time for event ticketing companies to justify the charges they’re imposing on consumers,’ says CHOICE spokesperson Ingrid Just. CHOICE says that two major market leaders have the exclusive ticketing rights to over 20,000 events in Australia each year.² This market concentration means that consumers aren’t getting the benefits of competitive pricing.
‘As well as getting a cut of the ticket price, they’re also charging ticket holders credit card surcharges, postage fees and transaction fees – these costs are not front and centre when you start to make the booking,’ says Ms Just. ‘In some cases, [ticketing companies] charge $7.60 for emailing the ticket as an attachment, which the customers print themselves. Additionally, tickets sent by registered post can cost $11.25 for the service, compared to $3.65 for the same service at the post office.’ CHOICE’s 2009 investigation into ticket pricing found that exclusivity agreements between major ticketing companies and venues were constricting competition.³ ‘The producers of a show may have a say in the venue, but they have no say on who has the ticket selling rights – that’s a contract between the venue and the ticketing companies. ‘It’s the ticketing company that decides the extra charges you’ll pay on top of the advertised ticket price.
CHOICE says that two major market leaders have the exclusive ticketing rights to over 20,000 events in Australia each year.² This market concentration means that consumers aren’t getting the benefits of competitive pricing. CHOICE says the extra fees are largely unjustified and are excessive, particularly when the customers who book online are helping to reduce the ticketing company’s costs. ‘When customers are helping keep costs low by using online ticketing, they should be rewarded, not penalised,’ says Ms Just. ‘When people are paying good money for tickets to events, they deserve transparency, with upfront information about the charges that make up the transaction.’
‘They already get a share of the ticket price as part of the inside charges, but you’re not told that when you buy the ticket,’ says Ms Just.
¹The ‘inside charge’ is the fee paid to the ticketing company by the promoter or person who puts on the event. Information given to CHOICE on the condition of anonymity indicates that Ticketek and Ticketmaster both levy an ‘inside charge’, in some cases operating on a sliding scale that can be up to about 10 per cent of the total cost of the ticket. ² Ticketek and Ticketmaster figures - Ticketek processes $18 million worth of tickets to over 13,000 events each year, while Ticketmaster services 10,000 events annually. ³ http://www.choice.com.au/reviews-and-tests/money/shopping-and-legal/shopping/ticketing-hidden-costs.aspx
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Company Profile
Company Profile
A new ticketing player We sat down with Foxtix CEO, Harley Evans, to reflect on their introduction into the market and key trends they are noticing for venues in the ticketing space.
How has your first 18 months in the market been?
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t’s been a very exciting ride. I believe we’ve really brought a new energy and approach to a market crying out for change. There was definitely an appetite for a third player to enter the market and challenge the existing duopoly. Securing the ticketing rights to some of Australia’s largest events, including The Australian Grand Prix and MotoGP and The Sydney Royal Easter Show, is evidence to this, and are definite highlights for us. We’ve built our team capabilities employing some of the industry’s best ticketing and technology professionals to help move our business forward. We proudly boast that we have the best ticketing team in the industry with over 120 years of ticketing experience and a desire to deliver outstanding customer service as their focus. All in all, it’s an exciting time to be a player in the ticketing market and we’re really looking forward to our role in shaping the market in many years to come.
What trends are you currently noticing in the industry? Innovation. There has been a noticeable increase in the products offered to consumers by ticketing
agencies since we have entered the market. Competition is healthy in any industry and I think the introduction of Foxtix has allowed for some great innovation and choice for consumers and promoters alike. Having a worldclass ticketing platform, Audience View, at our core, we can offer much greater functionality then previously experienced in Australia, and this has enabled us to lead the charge in terms of innovative new products. Another trend we are noticing is venues and event organisers are looking for a more flexible and affordable approach to ticketing fees. They are questioning the inflated costs that they and their customers often incur with excessive ‘transaction’ fees, a multitude and confusing range of other charges, and things such as charges to print tickets at home. Part of the reason Foxtix entered the market was to support the industry with a quality ticketing service that was flexible and affordable for our clients and, importantly, their customers. Without being restricted by legacy systems and ridged fee structures we can offer our clients a much better deal that matches their needs.
There has been a lot of coverage in the media lately about ticketing companies struggling with high impact onsales. Can you tell us about your approach to handling this type of high-load onsales?
There are many technical innovations that allow a ticketing company to handle large volumes; however, these may not be available to incumbents in the market who are tied to older ticketing technology. We have found strength in cloud computing. This method of ticket delivery offers an opportunity
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for a ticketing company to scale their systems to handle any sized capacity. It also requires a degree of integration and capability that may not be possible on older systems. Having used this capability recently with our sister company moshtix, we were successfully able to cater for the expected high consumer demand of a major festival.
With a challenging economy, how has this affected ticket volumes and what is Foxtix's approach to helping event organisers drive ticket sales? The current state of the economy certainly is a factor for our clients who need to be creative and adaptable with their marketing and product offering. We work in partnership with our clients to develop a media plan that works for them and utilises our many tools to best support their own initiatives. We are fortunate enough to be part of a wide News Limited network that gives us access to the nation’s leading online and print publications. With each of our customers, we work closely with them to develop a media and marketing schedule tailored specifically for them and targeting their relevant audience. With our own powerful ticketing brands and databases, as well as the likes of Carsguide, the Herald Sun, SportingPulse, the Daily Telegraph, the Courier Mail, and the Sunday Times as part of the News Limited stable, we work with our clients to identify the key audiences that we can utilise with our network to best market their event.
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Company Profile
Arts Centre Melbourne chooses PRG V676 and V476 consoles Arts Centre Melbourne, Australia’s largest performing arts centre and the focal point of Melbourne’s cultural precinct, has chosen to purchase PRG V676® and V476® control consoles to meet their lighting control needs.
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RG will be supplying the consoles through its Australian subsidiary, Production Resource Group (Australia) Pty Ltd. Both the V676 and V476 consoles are in wide use globally throughout the entertainment industry including on major concert tours, international sporting events, and live television broadcasts. The selection of the Vx76 control platform by Arts Centre Melbourne marks the first permanent installation of the
PRG control consoles in a performance venue. The PRG V676 console was selected as the control solution for Arts Centre Melbourne’s main concert venue, Hamer Hall. The lighting technology upgrade is part of the redevelopment of the 2464-seat space, which presents both orchestral and contemporary music performances. The intimate 376-seat Fairfax Studio, a theatrical space at Arts Centre Melbourne that is home to smaller
drama productions, will use the V476 console. Along with the two consoles, PRG is also providing console backup, remote video nodes, and designer remotes, as well as staff training and ongoing support. 'The PRG console was chosen on the basis that it offered the best development and upgrade path while maintaining a familiar and well laid out user interface within an
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Company Profile
HIRE, SALES AND SERVICE Hire, Production, Sales and Service of Entertainment Lighting & LED Superscreens
Arts Centre Melbourne has a great relationship with PRG. The people on staff are friendly, helpful and knowledgeable, and their responsiveness to our suggestions and to service needs is quick and attentive.
ARGENTINA AUSTRALIA BELGIUM CANADA CHINA FRANCE GERMANY JAPAN NETHERLANDS SOUTH AFRICA SPAIN SWITZERLAND UNITED KINGDOM UNITED STATES
achievable budget,' explains Chris King, Manager, Theatre Technical Development for Arts Centre Melbourne. King and the lighting team evaluated a range of manufacturers and control console options before making their final decision. There were a number of key features that the technical team was looking for in a new console that they found in the V676. 'There are so many features associated with the console that we like; it is hard to narrow it down to a few, but the Group Super Palettes, console layout, and ergonomics are the ones that come to mind immediately,' comments King. Arts Centre Melbourne also liked the graphical approach to managing show data on the Vx76 platform and the Media Palette, which is unique to PRG Vx76 consoles. Along with lighting, media control via the console was a requirement of the project. A major benefit seen by Arts Centre Melbourne, and a factor in their decision, is the ability to work directly with the console development team at PRG. This streamlined communication between Arts Centre Melbourne and PRG has already proven that future development of the Vx76 console platform is a shared priority. 'Arts Centre Melbourne has a great relationship with PRG. The people on staff are friendly, helpful, and knowledgeable, and their responsiveness to our suggestions and to service needs is quick and attentive.' US Media Contact: Anne Johnston 845-567-5871 | ajohnston@prg.com Australian Media Contact: Bradley Clift 03 8710 2533 | bclift@prg.com
Production resource GrouP AustrAliA Melbourne 88 Nathan Road Dandenong South VIC 3175 Phone +61 3 8710 2555
Sydney 66 Euston Road Alexandria NSW 2015 Phone +61 2 8568 4400
info.au@prg.com www.PrG.com
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Staffing
The keys to finding and keeping great people By Anthony Duffy
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ontrolling variable labour costs is a critical element for venue managers and suppliers to the industry. With the constant turnover of staff contributing significantly to those rising costs, the most commonly asked question in the industry has become ‘how do we find and retain good staff?’ Managing Director of VIPeople and Chair of the Venue Management School, Anthony Duffy, shares his thoughts in a two-part article, identifying common mistakes made by venue managers in the development of their casual workforce.
STRATEGY/EXPERIENCE/ EXPERTISE Many venues have a small human resources team (if they have one at all), that is stretched to capacity and therefore reliant on unqualified or inexperienced staff to undertake recruitment of the casual workforce. Often it can be a supervisor or
relatively inexperienced member of the event team who is charged with the responsibility of recruiting part-time or casual staff. The art of selection is a specialist role and requires experience to make the correct choices consistently. Inexperienced recruiters often take the easy option and commonly don’t know how to structure recruitment to indentify the necessary skills of the candidates.
‘Word of mouth’ is one of the very common methods used in venues, because it is easy! Whilst there are occasions on which this approach works, there are many pitfalls. Often these candidates are employed without adequately checking their skills, and sometimes they are not even interviewed. This has the potential to negatively impact the culture, particularly if those new hires turn out to be poor employees.
Often there is a focus on filling a quota rather than offering roles to those most suited for the positions. Venues generally recruit large numbers once or twice a year, which places enormous pressure on full-time staff to induct, prepare and integrate new with experienced staff. To assist in developing a stronger team with greater skills (and depth), recruitment should be undertaken more often, in smaller numbers. Whilst it requires a greater investment in time, this will ultimately have long-term benefit through selecting the ‘cream’ rather than just bodies.
Strategising diversity of the workforce is another key factor. It is best to engage a variety of people rather than continually selecting from the same ‘pool’. This should include university students, retirees and the favoured ‘mums with kids’ – a group often best equipped to deal with the on-the-job pressures and also readily available. Tip: Use specialist skills to find the right people… getting it right at the first attempt will save money and time!
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RECRUITMENT AND SELECTION PROCESSES
with less than 50 per cent of those accepted for employment.
In our business, the principle of ‘recruit for attitude, train for skill’ (a quote made famous by Sir Richard Branson) is considered the centrepiece of the recruitment philosophy. The attitude of the candidates should be considered far more highly than the skill or experience of the individual. These elements can be considered in training, because with the right attitude everything else becomes easy.
Experience in similar venues is relatively unimportant in establishing a candidate’s suitability. This is one of the biggest mistakes in recruiting for the venue and event industry. It is far more important to assess a candidate’s availability, ensuring it is appropriate for your needs. Too often venue managers recruit staff who are highly qualified but never available when you need them most; for example, university students are not available during exam times, which may coincide with your busy season. At VIPeople, we generally do not employ candidates who work at other venues or in roles that are likely to clash with our events when we need them to be available.
Establish the best method of advertising and recruiting for your venue. There is no ‘standard’ method. Options may include local papers (particularly effective in regional areas), venue websites, and even the utilisation of specialist recruiters where it is more difficult to find staff, or if the venue is under-resourced. However, most successful recruiters are now engaging with social networking platforms in order to communicate effectively to various sectors of the target audience and provide a cost-effective means of recruitment. In particular, this method directly captures the attention of both the Gen Y group and mums. In total, VIPeople is recruiting around 10 per cent of its workforce through Facebook and Twitter – a figure that has doubled in the last 12 months. It is anticipated that this figure will continue to grow exponentially in future and become a primary source of suitable candidates. It is also important to only select appropriate candidates for the interview process. By investing heavily in this aspect of recruitment, there is the potential for savings through elimination of the ‘tyre-kicker’ element, or those who are simply not suitable. At VIPeople, only 75 per cent of applicants make it to the interview,
There should also be a low tolerance for potential employees who arrive late or don’t show up, dress inappropriately or use their phone during the interview process. This level of ill discipline will be reflected on the job should they be successful in the recruitment process. Tip: When interviewing for customer service staff, only employ candidates who smile!
INDUCTION/TRAINING Training is often the first element cut from a budget when ‘strategists’ are looking to reduce expenses. Ongoing investment in staff performance is the critical element in retaining your team. Too often, venue managers recruit a group of staff, offer induction training usually focused on policies and procedures with little or no customer service benchmarks, and then expect performance to be high from the beginning. Unbelievably, many venue managers believe their standards will improve even without training!
Sourcing individuals who combine operational and customer service experience with skills in training is very difficult in the venue industry. As a result (like the recruitment process outlined earlier), many venues are often forced to utilise unqualified staff or contractors to deliver training modules, which ultimately are rendered ineffective. In many circumstances, those training may not only lack presentation skills, but find it difficult to answer tough questions and/or keep control of the sessions. This can create frustration for those new staff members wanting to learn, and they may miss valuable information that is critical to them completing their tasks on the job. New staff are sometimes blamed for their poor performance, when in reality the venue management team has not necessarily prepared them adequately or resourced them with appropriate information. Part two of this article (next edition) will explore the types of training and trends to best service your team’s needs. Tip: Develop a variety of training modules (not just one method) in order to stimulate and appeal to your team. Make it effective and invest wisely!
ROSTERING AND RESOURCING Phone-in days are over! If you are still engaging in daily or weekly communication with your staff over the phone on a large scale, then you are wasting time and resources. It is essential to explore the power of web-based resourcing in order to significantly reduce costs and focus your full-time team on other key issues.
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Staffing
Today you can design your own rostering program online relatively cheaply. These are often more effective than expensive and generic rostering packages. You can also supplement your website with use of SMS. In addition, utilise social media to engage with staff, particularly in filling late shifts and making variations to rosters. It’s time to see technology as your friend and a time-efficient staff management and rostering tool. For example, VIPeople recently had a last-minute request for 40 casual staff. Historically, this type of response would have sparked a phone call and texting frenzy, requiring significant resources and ultimately having varying degrees of success. Based on the specific need, Facebook was used, tapping into our existing team of 600 staff and filling all positions inside three hours. Tip: If it can be avoided, never tell staff what position they will be working when confirming their rosters – for a start, it can change before the day arrives (requiring extra resources to let them know) and if they don’t like the role, it gives them an excuse to cancel.
PERFORMANCE MANAGEMENT Possibly the most common mistake made in this aspect of human resource management is overcomplication of the desired system(s). Venues often introduce performance management programs that look great on paper but require significant internal resources to maintain. These programs often rely on supervisor feedback and management, which has the potential to create bias and result in major culture issues.
Simple observation and assessment processes in order to provide meaningful feedback and address the important issues should be the focus of managing the casual workforce. It is commonly observed that the findings of these programs are mostly ignored and have no direct influence over future rosters and performance standards. In debriefing exiting staff, they regularly identify that despite feedback ‘nobody listens’ and ‘nothing changes’. It is an expensive exercise to continually watch staff leave. These programs should be designed to accumulate information, identify gaps and change the approach, encouraging staff to stay and develop their skills. In developing a business model as a provider of consistently highquality people, we introduced a strategy to minimise hierarchy. There is no expectation that supervisors will always be supervisors, and they are quite happy to work together in different roles. As a result, egos are eliminated and a genuine culture of teamwork prevails. Venue managers often observe, ‘that would be great if we could do that. There is no way our supervisors would ever do anything else’. There are methods that can be introduced to change the environment in this regard. Further to this, a common observation is that venue managers often allow the casual workforce to have too much power and control over the workplace. This can influence critical resourcing and commercial decisions. For example, staff should not be allowed to change shifts amongst themselves or nominate for specific roles. Apart from losing control, it actually takes more fulltime resources to make the changes and can result in the wrong staff in the wrong position.
Tip: Develop a ‘staff relationship’ role either into a full-time role or as a significant component of another job. Venue managers tend to walk their venues without any knowledge of the individuals representing them. There are many benefits in getting to know your casual staff personally. This knowledge can dramatically reduce turnover of staff, improve efficiency and develop the quality of your workforce. The casual workforce has many options available to them – they can work in any number of places for the same, if not more, money than your venue is offering. Positioning your venue as an employer of choice will be reflected in the staff attitude and performance. It all starts at the beginning… get it right and the rest is much easier! In the next edition of Venue Manager, these concepts will be discussed further, with a particular focus on training, incentives and motivation of your team. Specifically, it will explain the concept of ‘gap analysis’, identifying training needs and establishing a meaningful feedback loop in order to continually exceed customer expectations. The Venue Management School program can be reviewed at www.vmaschool.org.au. Information provided in this article will be presented at the school along with a range of other management programs. For more information about Anthony Duffy and VIPeople visit www.vipeople.com.au or email anthony@vipeople.com.au.
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Company Profile
Company Profile
Oldest practice produces newest sports venue design
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obertson & Marks, one of the oldest architectural practices in Australia, (established in 1892) has recently completed a new multi-sport venue in Mudgee New South Wales for mid-Western Regional Council as part of a new sports precinct adjacent to town. The grandstand project, built by local contractor CCA Projects, recently opened to host the City versus Country rugby league game. It provides multiple team change rooms, administration offices, food and beverage facilities, corporate entertainment spaces and broadcast areas for a range of sporting codes, with covered spectator seating for 1000 spectators. Since they commenced work at the Sydney Cricket Ground in 1917, Robertson & Marks have produced a long line of sporting and recreational
venues for many significant longterm clients, including ongoing work for : }}The Sydney Cricket and Sports Ground Trust 1917-2012 }}The Sydney Turf Club 1943-2011 }}Australian Jockey Club (Australian Turf Club)1920 -2012. The practice specialises in the design of multi-purpose facilities, which can provide flexible space for alternate uses beyond the primary sporting use for the venue to maximise venue revenue. A good example of this type of development is at Rosehill Gardens Racecourse, which provides grandstands, exhibition halls and function spaces adaptable for racing, major functions and exhibitions, product launches and HSC examination marking. This maximises opportunities for use by different market sectors all year round.
Rosehill Grand Pavilllion
Glen Willow Regional Sports Stadium Mudgee NSW
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Sportsfields
AAMI Park Ariel
The grass is greener By Adrian Black, Sports Turf Australia Victoria member
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AMI Park is the home ground for the Melbourne Storm NRL, Melbourne Rebels Super Rugby and the Melbourne Victory and Heart Football A-League clubs. The 30,050-capacity stadium has a natural turf playing surface, which is 130 metres in length by 75 metres in width, and has a three-metre-wide perimeter synthetic grass surround. The flat playing surface was installed in the summer/autumn of 2010, and was unveiled for the Australia versus New Zealand rugby league test that May. Since its opening, the stadium has been in constant demand, hosting over 100 first-class games, plus two Foo Fighters concerts, each attended by around 30,000 people.
Maintenance The profile at AAMI Park was constructed based on Unites States Golf Association putting green methodology, which entails a 300-millimetre free-draining sand
layer overlying a gravel drainage blanket. The top 100 millimetres of the root zone sand has been amended with peat moss for moisture retention, and Stalok fibres have been incorporated for added turf stability. The turf at AAMI Park consists of Legend couch, which underpins a mixture of SR 4600, SR 4220 and All Star 2 fine leaf rye-grasses. The Legend couch was selected because of its low thatch accumulation, high vigour and rapid recovery after wear. It also is conducive to over-sowing and supports the rye-grass well. The selection of rye-grasses was chosen after two years of trial work, and features excellent wear tolerance and recovery from injury, improved summer stress tolerance and active winter growth. A major feature of the new improved varieties is the vivid dark green colour. A feature of the Rocla medium washed sand profile is a very high drainage rate; however, with this drainage rate comes the leaching of
valuable nutrients. The Melbourne and Olympic Parks Trust's (MOPT) horticulture team has incorporated bi-monthly soil reports and quarterly root health assessments to enable accurate tracking of the turf profile and monitoring of nematode numbers. Occasional leaf tissue analysis is also carried out to check nutrient levels. These reports form the basis of MOPT’s maintenance program, which includes the frequent light applications of granular and liquid fertilisers. Due to the free-draining sand’s pH sometimes being low, regular applications of lime are required to raise the pH to neutral. MOPT has developed a preventative disease program, which involves the use of contact and systemic fungicides. Regular mowing is carried out, and cutting heights are altered to match the different football codes’ requirements. Aeration and topdressing of the field is carried out
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Sportsfields AAMI Park AFL Final 2011
to maintain high drainage rates and to reduce thatch accumulation. Constant re-seeding is required to maintain healthy rye-grass plant numbers and to prevent the outfield from thinning out during times of high wear.
allows the surface temperature to increase by up to six degrees. This is crucial when trying to rejuvenate the surface after matches and training.
Challenges
Collingwood supporters. For this event, the whole pitch was overlaid with rolls of a perforated matting protection. This was used again, although added measures were required for the larger, heavier stage.
Following every match, the lines and logos are washed off to prevent these showing through when different codes play. After every training session and match, the field is monitored for divots, which are topped up with sand and seed. Insect pests are tracked and preventative applications of pesticides are used sparingly.
MOPT is certainly aware via social media channels how greatly fans value a top-class playing field, especially those who attend A-League matches. And it is true that turf quality has a particularly critical impact on the standard of a football match.
For added insurance, a 15-day break in the A-League fixture ensured more than enough time to respond to any damage. Fortunately, the repairs needed were minimal, and the field was ready for action well in time for the next game.
When MOPT learned that AAMI Park would be hosting two Foo Fighters concerts (held December 2011) during the A-League season, the sensitivity and expectations around returning the pitch in a pristine condition were taken into account.
Recognition
SGL supplementary lighting Shading of the field was identified as a potential issue so MOPT introduced SGL light rigs and evergreen growth covers in July 2011. The rigs are used daily from April to the end of September, except during training sessions and events. The combination of the light rigs and the growth covers
AAMI Park benefited from a trial ‘concert’ run in October 2010, when the stadium hosted the AFL Grand Final Replay Live Site, which entailed a large stage where Lionel Ritchie performed for 15,000 celebrating
Our team takes great pride in presenting a pitch in keeping with an iconic stadium that was built to provide a supreme spectator and player experience. To the team’s credit, we rarely receive negative feedback. In fact, AAMI Park won the Professional Footballers Association award for the best playing surface in the A-League for the 2011/12 season. Given that MOPT also manages several professional training fields adjacent to AAMI Park for AFL, League and soccer, it was welcome recognition for our measured scientific approach and sheer hard work behind the scenes! Adrian Black, Sports Turf Australia Vic member and previous committee member Horticulture Manager, Melbourne and Olympic Park Trust.
PFA award team photo
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Eclipse …leaders in the field
TM
Patented Reinforced Replacement Turf Eclipse Reinforced Replacement Turf ™ is the latest innovation in replacement turf for stadiums, patented and offered by HG Sports Turf and The Motz Group. In 1998, HG Sports Turf and The Motz Group introduced reinforced replacement turf to the Australian and New Zealand markets with Motz Stabilised Turf™. It was quickly embraced by the stadium market and was successfully used for the 2000 Sydney Olympic Games, 2003 Rugby World Cup, 2006 Commonwealth Games, 2006 Asian Games, and 2011 Rugby World Cup. In 2011, HG Sports Turf and The Motz Group introduced Eclipse Reinforced Replacement Turf ™ to the stadium market, an updated version of Motz Stabilised Turf with a removable backing. Eclipse Reinforced Replacement Turf ™ combines natural grass and artificial grass in a ‘hybrid’ roll of turf. The artificial grass is tufted into an open-weave backing, topdressed with specified sand and planted with natural grass. The reinforcement of the artificial grass combined with the open-weave backing guarantees stability and an even playing surface when installed. Therefore Eclipse Reinforced Replacement Turf ™ can be used immediately after installation. In addition to providing a ‘guaranteed’ ready-to-play surface, Eclipse Reinforced Replacement Turf ™ also provides the stadium with a more durable playing surface. Eclipse Reinforced Replacement Turf ™ protects the leaf and crown of the plant. The plant’s crown (heart) is located in the sand-dressed artificial grass fibres, where it is shielded from divot damage. The leaf establishes within the artificial grass fibres, where it is shielded from wear and tear.
HG Sports Turf Pty Ltd 6/403 Flemington Road North Melbourne Victoria 3051 Australia T 61 3 9329 8154 | F 61 3 9329 8062 info@hgsportsturf.com.au | www.hgsportsturf.com.au
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Eclipse Reinforced Replacement Turf ™ is designed to provide a superior growing environment for the natural grass plant. The grading of the sand and the configuration of the artificial grass fibres are designed to minimise compaction and to maximise aeration and drainage in the playing surface. The new removable backing (patent pending) is designed to remove unwanted root-balling on the underside of the roll, which develops at the turf nursery when the replacement turf is prepared on an impermeable base. Root-balling on the underside of the roll is detrimental to the drainage and aeration of the playing surface. A strong and healthy plant will recover from use and respond to maintenance, thereby ensuring the playing surface is better equipped to meet the demands of today’s stadiums – increasing event schedules and enclosed arenas. Essential turf maintenance strategies of coring, topdressing, scarifying, seeding can be practiced year-round with Eclipse Reinforced Replacement Turf ™. Eclipse Reinforced Replacement Turf ™ is established off-site at a qualified turf nursery. If time permits, the product may be grown-in at site as Eclipse Reinforced Turf ™, which is more economical. After installation, the Eclipse Reinforced Turf ™ will provide load-bearing strength so that concerts and vehicles can be accommodated on the playing surface.
The leaf blades of the natural grass extend above the artificial grass fibres creating a fully natural grass surface. If the leaf blades are worn away, the sand-dressed artificial grass fibres continue to provide a consistent, sure-footed playing surface. The artificial grass fibres shelter the plant, enabling it to grow vigorously and recover rapidly. The open-weave backing, to which the vertical artificial grass fibres are secured, acts as an anchor for the components above it. The artificial grass and the open-weave backing provide both vertical and horizontal stability to the playing surface. The natural grass roots become entwined in the artificial grass matrix, and grow unimpeded down through the open-weave backing and into the sand below.
…Congratulations to you and your staff for contributing to a very important part of what was clearly the most successful Olympic Stadium in history. Your grass system proved to be the exact system we required and your approach to the job fitted perfectly in the event environment – great detail in pre-planning, a team approach in operation and flexibility to adjust as required. One of my proudest moments was being able to open the gates for the first day of athletics and enjoy the expressions of amazement of arriving spectators as they saw our pristine arena and playing field. Great job and many thanks. – Jim Brown, Venue Manager, Olympic Stadium
World Renowned Sportsfield Systems HG Sports Turf Pty Ltd 6/403 Flemington Road North Melbourne Victoria 3051 Australia T 61 3 9329 8154 | F 61 3 9329 8062 info@hgsportsturf.com.au | www.hgsportsturf.com.au
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Sportsfields
A wet depression that was topdressed with sand so that it is now a wet sandy area.
Where is your topdress taking you? By Dr Mick Battam, Principal Soil and Irrigation Scientist, AgEnviro Solutions Pty Ltd
T
he stadium football matches in the 1970s and early 1980s were often played on loambased fields, many of which turned into mud baths when it rained. Not only did the game become comical to watch, but it was also often difficult to determine to which team the players belonged. In recent years, these problems have been overcome, with many of the highprofile playing fields now constructed on sand profiles. Whilst delivering drainage benefits, these sand-based fields often require frequent watering events to prevent the turf from drying out during hot periods. In addition, significant amounts of fertiliser and/ or organic amendments are typically applied to ensure that the turf nutrient requirements are met.
Many irrigation systems receive little or no maintenance, with sprinklers sometimes buried more than 70 millimetres below the surface. Sand is also used on local playing fields, where it is often applied as a topdress. When used over an extended period of time, the application of sand will typically increase the irrigation requirements of a site. Provided that these
increased watering requirements can be satisfied, healthy turf can be maintained; however, if an upper limit is placed on the amount of water that can be applied, turf is likely to struggle on sandy fields, which is exactly what was observed during water restrictions in Sydney.
Predicting the future To allow winter sports to be played on a field, some cricket wickets are covered with the same soil used to topdress local playing fields. At the end of the season, these wickets are uncovered and the soil is often spread onto the areas adjacent to the wicket. As such, these areas can provide you with an estimate of the long-term effects of applying your current topdress. If you don’t like what you see, you should consider using an alternative topdress material. In a recent survey of more than 200 playing fields in the greater Sydney region, it was found that the turf condition was generally very poor in the areas where the wicket-covering soil mix had been spread. Not only was the turf thin, but these areas were often uneven and had a high incidence of crabgrass/ crowsfoot (Eleusine indica). What was particularly surprising was that many of these areas drained poorly, with the water sitting on the top of underlying compacted layers (see image above).
Burying the past The addition of topdress will result in the gradual burial of the irrigation system. Eventually, the sprinklers can become buried so deeply that the water strikes the grass during operation, greatly reducing the area and evenness of watering. Irrigation maintenance should be performed at least once a year, involving a minimum of: }} repairing or replacement of damaged equipment }} visual inspection of the system including check for leaks }} ensuring sprinklers are adjusted so they sit flush with the surface and retract correctly. Many irrigation systems receive little or no maintenance, with sprinklers sometimes buried more than 70 millimetres below the surface. These systems perform poorly by either wasting water or under-watering significant sections of the playing field. If you lack the time or skills to maintain your irrigation system, a list of certified irrigation designers (CID) or irrigation agronomists (CIAg) can be found at www.irrigation.org.au
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Sportsfields
If the soil were highly prone to compaction, ideally a topdress would be chosen that contains material that could increase the soil’s resistance to compaction, for example organic matter. Such material is available from suppliers in the form of composted garden organics.
Understand what you are trying to do Despite being very expensive, entire sites are often topdressed as a default management practice. Ideally, the type of topdress material should match the intended purpose of topdressing, which could be one or a combination of: }} encouraging thatch degradation }} applying soil ameliorants }} filling minor hollows and divots in the turf surface }} increasing topsoil depth. In practise, sand or very sandy materials are often used to topdress local playing fields, regardless of whether this will achieve the intended goal. Applying sand to a waterlogged depression, for example, will not make the water drain away, but will result in the sand becoming wet
(below left). To remove the water, the underlying soil problem will need to be addressed so that the water is able to soak away.
An example One of the most common problems observed on playing fields is compaction, which can limit water movement and root exploration. If the soil were highly prone to compaction, ideally a topdress would be chosen that contains material that could increase the soil’s resistance to compaction, for example organic matter. Such material is available from suppliers in the form of composted garden organics. A certificate demonstrating compliance of the compost with Australian Standards AS 4454 should be requested from the supplier.
Turf struggling in the sandy areas surrounding the wicket where the covering sand had been spread. Despite the surrounds being very sandy, the water did not soak away quickly.
By using a component of organic matter in the topdress (as already occurs with several councils), underlying soil issues can be addressed as opposed to aggravated through topdressing.
Conclusions If restrictions limit the amount of water that can be applied, then the long-term use of sandy topdress may lead to a gradual deterioration in turf condition. Dr Mick Battam wrote much of the Best Practice Guide for Holistic Turf Management in Sydney. He works as a soil scientist and sports turf consultant with AgEnviro Solutions Pty Ltd and can be contacted at mick@agenviro.com, via Irrigation Australia Limited 02 8335 4000, or email info@irrigation.org.au.
Topdressing over several years has buried the sprinklers and demonstrates the lack of irrigation maintenance that has occurred at this site.
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Company Profile
Coffey makes a splash with new aquatic centre
Coffey International Limited is currently providing a suite of services to a major leisure and sport infrastructure development in Victoria. The Frankston City Council has engaged multiple Coffey businesses to deliver the $46.4 million Frankston Regional Aquatic Centre, due for completion in May 2014.
I
ncorporating a 50-metre lap pool, leisure pools, gym, wellness centre, cafĂŠ, seating area and full amenities, the centre will provide residents throughout Frankston and the Mornington Peninsula with a range of recreational activities in an exciting and modern centre. The Council is working with Coffey Projects (supported by Coffey Sport and Leisure), Coffey Environments and Coffey Geotechnics to provide comprehensive services and deliver a world-class facility. As the project manager of the Frankston Regional Aquatic and Wellness Centre, Coffey Projects are working as the client representatives and project managers to meet budget and time objectives. Coffey Sport and Leisure are providing specialist advice on current industry trends, the development of evaluation criteria and assessment processes, evaluation of design options on operational and financial outcomes, and working
with the architects to maximise the community benefit outcomes associated with the design. Coffey Environments was engaged to undertake a comprehensive environmental assessment on the site to assess any potential risks that may be associated with building on that site, while Coffey Geotechnics will be undertaking geotechnical investigations to assist the structural and aquatic consultants design the complex structures required for a building of this type. According to Coffey Projects Victoria/Tasmania Manager, Rob McFee, 'The centre has been designed with an emphasis on providing an environmentally sustainable development, and our experience in this area was recognised by the client. We have been able to supply an experienced team with a strong track record in delivering complex projects with multiple stakeholders including government-funded projects at the local, state and federal level.
'Our successful past delivery of leisure and high-performance facilities including AFL and community facilities for Geelong, St Kilda, Richmond, and Collingwood Football Clubs, has complemented the specific aquatics experience we are able to offer our client.' Frankston City Council Development General Manager, Jane Homewood, said, 'We have been pleased with Coffey’s partnership with Council, and are looking forward to the construction and delivery of a world-class facility.' Coffey International Limited is a specialist professional services consultancy with expertise in project management, geosciences and international development. We are differentiated by our depth of technical knowledge and successful track record over 52 years.
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Kangan Institute Automotive Centre of Excellence - photography by John Gollings
Delivering extraordinary outcomes Coffey Projects manages the delivery of property and infrastructure projects. We work in partnership with Coffey’s multiple businesses including Coffey Environments and Coffey Geoscience through the project life-cycle and have a specialist in-house sport and leisure division. Our expertise includes: • business case development
• negotiations and approvals
• strategic planning
• project scope definition
• contract procurement
• master planning
• program management
• project close-out
• feasibility studies
• value management
• post - occupation studies
• strategic risk management
• marketing and commercialisation
• funding procurement and finance
• design management
• stakeholder engagement
coffey.com
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From FRAMELOCK STRUCTURES Pty Ltd
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