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The essence of the State Sport Centres Trust (SSCT) 2011-2013 Strategic Plan is commitment to perform and deliver a set of activities that clearly distinguishes us from our rivals.
There are five key strategies that form the foundation to provide the business framework that will allow the SSCT to further develop, strengthen and deliver on our commitments to sustainability, increase opportunities for community participation, meet its statutory obligations and remain the benchmark leader for sport facility management in Australia.
Objective: Develop and align our culture for innovation and competitive advantage.
Strategy: We will use a six step process as follows:
Step 1 Identify critical strategic challenges for 2011-2013
Step 2 Link the strategy for meeting these challenges to the critical tasks needed to implement it
Step 3 Identify the norms and values that will accomplish critical tasks
Step 4 Diagnose the norms in the current culture
Step 5 Identify the gaps between the norms and the existing ones
Step 6 Decide on actions needed to reduce the gaps
Objective: Develop a sporting hub that attracts in excess of 2.3 million patrons on an annual basis and is recognised world wide as a model that embodies legacy for all, where both the community and elite can participate and benefi t equally.
• Further develop and promote Melbourne Sports Hub membership to achieve 30,000 patrons by July 2013
• Create and integrate a Membership Alliance Program with the 34 key stakeholders of the Melbourne Sports Hub
• Create a Membership Alliance Program for external sporting clubs and their major sporting events held at other Melbourne venues
• Utilise social media, website platforms and e-Commerce to deliver enhanced digital services
• Convert 20% of all our casual users to members by continually promoting the benefi ts of regular usage and our ‘Developing Champions in Life’ philosophy
• Engage all tenant sport associations with a team forum that explores and pursues opportunities to the benefi t of the sports and community
Objective: Expand and grow the suite of services offered by the MSAC Institute of Training (MIT) in the community, sports and industry sectors to attract revenue of $1M per annum by 2013-2014.
• Maintain ISFMP as the fl agship course for MIT
• Deliver 150 traineeships by 2013
• Ensure activity split is 20% community, 40% industry and sports sector and 40% traineeships by 2013
• Ensure 50% of all enrolments occur online by 2013
• Develop sports leadership and introductory sports management programs
Objective: To develop a technology hub that interacts with e-Commerce, e-Bookings, social media and the Melbourne Sports Hub’s CRM database by 2012-2013.
• Market to test our existing vertical software provider against other providers – to be actioned by 30 June 2011
• Establish a CRM database for Melbourne Sports Hub by the last quarter of 2011
• Establish e-Commerce and e-Bookings by the last quarter of 2011
• Develop social media for the Melbourne Sports Hub
Objective: Continually monitor and improve our standard operating processes and procedures to ensure that our operational effectiveness is superior compared to our rivals.
• Maintain all sporting infrastructure to a world class standard
• Maximise commercial opportunities from core business operations including web, retail, concessions, merchandising, partnerships, memberships, events, licence agreements, sponsorship, supply rights, and programming and templating of sporting activities
• Create a ‘Developing Champions in Life’ business model for all our sporting program
MSAC - Indoor Pool