This paper is a part of the operational plan for the Melbourne Sports and Aquatic Centre (MSAC) in Victoria, Australia. The operational plan includes human resource management of the venue, its recruitment plan, and how the venue is capable of providing clients with services. Also, the operational plan describes how the venue operates for a special event.

Business Initiatives

Some crucial business initiatives were set up to augment membership, add value for MSAC Club members, and develop digital marketing and data services. Business evolution, communication, marketing, and digital strategies were amalgamated during the reorganization of the sports business development.

This new operations sphere is the driving force behind the development of new business initiatives. It identifies and manages corporate partnerships, strategically evolves MSAC Club services and its membership. With the help of new Internet sites, a large amount of data are communicated online, and new digital goods are continually developed and released for members. Evaluation of the MSAC Club membership product was completed during one year to re-launch the product geared to provide everyday member savings from 1 July 2010 (MSAC). As the MSAC Club membership increases, the membership development has become more critical to the SSCT to ensure that the membership is organized adequately and more opportunities for engagement are created. Further centralization of marketing and communication functions within the company will result in improved return on investment for marketing expenditures in the next year and much more strategic approach to marketing initiatives (Abrams, 2010). Overall access to MSAC facilities and all services should be increased with the help of creating extra space.

The objective of the Operational Plan for the MSAC is to accomplish the following tasks:

• Acknowledgement of the requirements for sport events and swimming services at the MSAC with the help of the research and consultations with employees;

• Acknowledgement of the use of the pool for competition purposes;

• Application of the recommended “service schedule” or procedures and pricing of services (DeThomas and Derammelaere, 2008);

• Development of policies and processes, which take into account individuals with disabilities.

Key Events

The stadiums cover all businesses associated with the MSAC stadium court and function space. The multi-purpose design of the venue together with the booking management framework allows for the seamless integration of the main events in community. The key events held at the MSAC during the year include:

•293 Events and Association bookings;

•Home of Elite Teams and Australian Badminton Open;

•Home of Australian Table Tennis Commonwealth Games;

•A host of State Sport Association events and tournaments (MSAC).

Key Findings

The consultation process included a great number of crucial factors that have to be observed in the light of the future demand implications for the MSAC. These include:

• Transport and car parking, especially during a special event. Lack of adequate car parking is an issue today, especially during rush hours. Due to the fact that many clients came to the MSAC by their private vehicles, the matter requires thorough consideration in the future planning process. A new multi-level vehicle park can be a solution to the problem.

• Large buses are a vital type of transport for different community groups, in particular, schools and other institutions with kids or individuals with disabilities. That is why access to large buses has to be provided and is catered for in future planning.

• Ramps/hoist and moveable floors are alternatives to help people with disabilities to access and utilize all the pools. While both will provide pool access for people with disabilities, a hoist system has the benefit of enabling a moveable floor to work, while a ramp may only work with an immoveable floor.

• A moveable floor is a great advantage, as it allows a wider diversity of pool uses and provides better flexibility. The use of moveable floors would result in no net loss to community and would maximize the net community advantage of the MSAC by increasing access of a larger number of groups.

• Better product differentiation: there is a requirement for new types of aquatic services for a large number of user groups (Berry, 2011). For instance, this includes suggesting “learn to swim” programs to support adults who cannot swim.

Human Resource Management

The Melbourne Sports and Aquatic Centre will be committed to treating the personnel equally and with respect. The selection processes guarantee that applicants are assessed and estimated fairly and impartially on the basis of the key selection criteria and some other responsibilities without any discrimination.

The Melbourne Sports and Aquatic Centre Enterprise Agreement includes a dispute resolution clause. The Melbourne Sports and Aquatic Centre is an equivalent opportunity employer. Occupational Health and Safety provision of health and safety in public sporting facilities monitors matters of health and safety for staff and their managers.

Qualifications of Personnel that Provide Activity Supervision

Among all common challenges faced by the HR, the main focus should be placed on the continued execution and monitoring of the disability action plan and strengthening SSCT as the Employer of Choice. The Melbourne Sports and Aquatic Centre’s Enterprise Agreement was successfully approved by Fair Work Australia in November, 2009, and will carry on in full force till the end of 2012 (MSAC). A proof of the success of the negotiations was in 86.6% personnel voting in favor of the new agreement.

The manner in which rosters are implemented in all business spheres and the structure of the organization should be constantly evaluated (D'Angelo, 2009). Consequently, there will be an increase in productivity and more effective use of staff resources and potential, which will lead to better customer service provision and personnel satisfaction. The disability action plan will be carried out by the management, personnel, and patrons. The disability action plan demonstrates commitment to the Victorian Government. Regular OH&S meetings will provide a perfect opportunity to guarantee that deadlines will be met.

Policies and Programs for People with Disabilities

The new pool will be a welcome addition to the suite of services suggested by the MSAC in catering for individuals with some disabilities. The MSAC has shown that there is already a great interest from many groups who are looking for a new pool to cater for the requirements of people with disabilities. The programs will be promoted among people with disabilities with the help of appropriate channels, for instance, visits by MSAC personnel to local community groups. It is crucial to pay attention to the fact that funding can be received from administration of the programs. There may also be chances to research further opportunities to include individuals from CALD backgrounds via program initiatives.

Community Engagement and Development Approaches

There are a lot of community involvement approaches, which may be applied to maximize the casual usage of the pools. In order to maximize the casual usage, the community should be informed of ordinary and hydrotherapy pools through different media, for instance:

• English and also non-English media, in particular local paper outlets;

• Community groups (for instance, those for individuals with special needs) and emailing existing clients and/or dropping leaflets in different districts (Albo, 2008). It is predicted that the continuing process of community involvement and engagement will be adopted during discussion with the major stakeholders.

Future Challenges

• Expanding the network of partners and sponsorship for sports events and promotional initiatives;

• Continued development of MSAC Club membership to attract more members;

• Creation of the online MSAC Club membership portal;

• Accomplishment of the revenue aims.

The Key Objectives of the MSAC

• Promoting the use of the pool as the main service among the MSAC’s huge range of services; making the Melbourne Sports and Aquatic Centre an attractive, fun, and healthy venue to attend;

• Targeting the community and the main market segments with certain programs;

  • Increase the use and diversity of programs over time (Pinson, 2008). Existing and potential markets should be taken into consideration.

Possible Target Markets

It is suggested that a large number of groups should be provided with programs which appeal to some particular criteria like age, preferences, and interests (McKeever, 2010). They may consist of:

• Children (being trained to swim);

• Young people (learning, exercising, and socializing);

• Families (spending time together and enjoying themselves);

• Sports individuals (cross training and rehabilitation);

• People with disabilities (relaxation, skill development, learning, health);

• CALD communities (culturally sensitive programs, learn to swim);

• Older adults (relaxation, learning, health, rehabilitation, well-being and socializing). 

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