ANNEX 2: VISIT TO MALAYSIA AND AUSTRALIA, 10-22
BRISBANE AND THE GOLD COAST15-19 January
Visit to British Olympic Association training
facilities on the Gold Coast
Mr Mick Aitken, Managing
Director, mja Matchpoint and Executive Manager, British Olympic
Preparation Camps, Australia, Mr Ray McNab, Manager, Community
and Recreational Facilities, Gold Coast City Council, and Councillor
Gary Baildon, Mayor of the Gold Coast
75. The selection of the Gold Coast by the
BOA. Mr Aitken said that, of the approximately 200 teams
travelling to the Sydney Olympics, the British Olympic team organisers
had been the first to consider the need of their athletes in Australia.
The British Olympic Association (BOA) had grasped at an early
stage the implications of Australia's population size; the sporting
facilities available were those for a small resident population;
in the USA, by comparison, there had been many choices in terms
of pre-Olympic training facilities. The BOA had secured a deal
which was superior to that available to any other visiting team.
It had encouraged a $10 million (£4 million) investment by
the Gold Coast City Council and the Queensland Government in sports
facilities which might not otherwise have happened.
76. The advantages for the British team.
Mr Aitken explained that the Gold Coast provided the opportunity
for a unified training base for British teams in 23 Olympic sports
with all facilities being no more than a 15-minute drive from
the team hotel. (Sailing and shooting teams would be based elsewhere
and equestrian competitors would not arrive in advance). It enabled
the British team to adapt to the time change while remaining away
from Sydney in the pre-Olympic period. It enabled them to take
advantage of the best winter climate in Australia.
77. The benefits to the Gold Coast.
Mr McNab said that the Gold Coast City Council saw several benefits
from the presence of the British team. First, it provided a catalyst
for the development of new and improved sporting facilities for
the local population. Second, there was the direct economic benefit
from the attendance of the British teams for the Olympics and
the Paralympics and those accompanying them. Third, it offered
a chance to promote the Gold Coast as a tourism destination, drawing
upon the media presence during the preparation period. Finally,
there was likely to be a benefit arising from interaction with
the local community which would benefit local sport.
78. The facilities. Mr Aitken explained
that the BOA had secured sole and exclusive use at agreed times
before the Olympic Games of a range of superb facilities. Those
visited by the Committee were:
Griffith University Gold
Coast Campus athletics track: a 400-metre
track constructed in 1998 following the agreement with the BOA;
The Gold Coast Hockey Centre:
a hockey field developed with the same surface as that at Homebush
Hinze Dam International rowing course:
a full-length Olympic rowing course with full competition facilities.
Meeting with the Queensland Events Corporation
Mr Michael Denton, Chief
Executive, Queensland Events Corporation, and Mr Campbell Rose,
Chief Executive, Brisbane 2001 Goodwill Games
79. The establishment of the Company.
The establishment of the Queensland Events Corporation reflected
recognition that events were playing an increasing role in tourism.
Impetus for its creation had been given by the 1988 Expo and the
realisation of the boost to Brisbane which that event had provided.
Its objective was to attract major national and international
events to Queensland. The Corporation's main criteria for supporting
events were that they attracted a large number of visitors from
other States or from overseas and that they profiled Queensland
nationally or internationally, usually through television.
80. Management and funding of the Corporation.
Queensland Events was a Proprietary Limited Company. It was owned
and funded by the Department of Tourism, Sport and Racing of Queensland;
the Minister of Tourism, Sport and Racing appointed members of
the Board. The original idea had been that the Corporation would
run events itself and be self-financing, but it soon become clear
that it would never be directly self-financing. It had a budget
of $7.5 million (£3 million), but much of this was already
committed to particular events, most notably the Goodwill Games.
81. The scope of work. The Corporation
covered major events and was State-wide. It attempted to assist
events suited to smaller centres as well as events for Brisbane
and the Gold Coast, although most small centres lacked the necessary
infrastructure to support major events. Queensland Events was
involved not only in the bidding process, but also in providing
assistance in the organisation of events themselves. They assisted
organisers in targeting sponsors and also made a direct financial
investment in an event. They agreed a contract with organisers
specifying both how money should be spent and what benefits were
expected. Often the Corporation worked with an existing event
which wished to develop its profile and sponsorship. The Corporation
was not concerned directly with facilities; it sought to focus
on existing facilities; the development of new ones was for the
Department of Tourism, Sport and Racing.
82. Sporting and non-sporting events.
The Corporation's Charter covered both sporting and non-sporting
events. Some of the events were cultural or took the form of conventions.
Nevertheless, 80 per cent of the events were sporting and this
was in part the consequence of the criterion relating to out-of-State
83. The 2001 Goodwill Games. In 2001
the Goodwill Games would be held outside the United States of
America or Russia for the first time. This was part of an effort
to increase the profile of the event. Brisbane's track record
in major events had helped it to secure the Games. Special additional
funding had been granted by the Cabinet for the Games. Government
involvement had been essential to the success of the bid. There
had to be financial guarantees and guaranteed control of facilities;
these could not be offered by either the private sector or Brisbane
City Council. The extent of Federal Government involvement in
and support for these Games was still a matter of discussion.
84. The benefits of events. The economic
benefits of events were not always easy to measure. But there
was a definite benefit to local companies from regular events
such as the Gold Coast IndyCar event. That event in 1996 had provided
added value of $40 million (£16 million) in Australia as
well as an income of $15 million (£6 million).
85. Inter-State competition. There
was a great deal of competition between States for events. There
would be media criticism if an event was lost to another State.
It was the general policy of Queensland Events not to invest in
risky bids against other States or to become a party to a "Dutch
auction" involving other States.
Visit to the ANZ Stadium
Mr Stephen Sharry, Manager,
Major Venues Brisbane
86. The origins and role of Major Venues Brisbane.
The venues built or up-graded for the 1982 Commonwealth Games
had been funded from Federal, State and City sources. Federal
and State authorities had had no interest in their long-term use
and had handed them over to Brisbane City Council. In total, the
Council had major venues valued at $450 million (£180 million),
but some had not been built with long-term use in mind. Until
the early 1990s some were under-used and expensive to operate.
Major Venues Brisbane was established to manage the venues on
a commercial basis. It managed arts and entertainment as well
as sporting venues.
87. Commercialisation. Major Venues
Brisbane had adopted several measures to generate commercial income.
A sports club had been established at the ANZ Stadium which was
a major source of income. Other profitable avenues included merchandising
and sports health. Private management was sometimes involved on
a leasing basis as a way to attract additional investment. Major
Venues also provided consultancy services. A greater emphasis
on entertainment rather than sporting use had played a crucial
role in generating additional revenue.
88. The role of events. Major Venues
Brisbane cooperated closely with the Queensland Events Corporation
in attracting events and managing venues for events. It also sought
events itself such as pop concerts. The ANZ would be up-graded
for the 2001 Goodwill Games, with the installation of a new track.
Meeting with Mr Bill Grant, Chief Executive, South
89. The impact of the Brisbane Expo.
There had been two defining moments in the recent history of Brisbanethe
1982 Commonwealth Games and the 1988 Expo. Together they had changed
the way Brisbane people saw themselves and their own expectations.
They had shown that Brisbane could be a player on the world stage.
Brisbane would not have been able to win the 2001 Goodwill Games
without the track-record in managing major events which it was
able to demonstrate as a result of the Expo.
90. The South Bank site. The South
Bank was where the city of Brisbane had started. It had been a
typical waterfront development. It had languished in recent years.
The City Council and the State Government had selected the site
for the Expo with the original intention of disposal for private
development thereafter. The site had become so popular and such
an icon for the city during the Expo that a public outcry had
ensured that it remained in public hands. The centre of the site
was the parkland with a beach and a free swimming pool. This park
attracted 5 million visitors a year and was the centre of celebratory
events in the city. Other elements of the site were the performing
arts centre, the music centre and the Convention Centre.
Visit to the Brisbane Entertainment Centre
Mr John Bennett, General
Manager, Brisbane Entertainment Centre
91. The Brisbane Entertainment Centre was designed
as part of the Brisbane bid for the 1992 Olympics. It opened in
February 1986. It had been used for the 1994 World Gymnastics
Championships. Its principal uses were for entertainment and sport.
It was used as an exhibition and conference centre, but, following
the opening of the Brisbane Convention and Exhibition Centre,
some of that business had been transferred there. The Sports Centre
located within the Brisbane Entertainment Centre was primarily
for community rather than professional use. The key to the Centre's
success as a venue was its flexibility. It was successfully managed
by a private Management company, Ogden IFC, without any subsidy,
although Brisbane City Council owned the facility and met capital
Visit to Brisbane Convention and Exhibition Centre
Mr Bob O'Keeffe, General
Manager, Brisbane Convention and Exhibition Centre
92. The Brisbane Convention and Exhibition Centre
was built by the Queensland Government on a site owned by the
South Bank Corporation. It had opened in 1995. Since its opening
it had made an operating profit. Its principal sporting use was
as a venue for professional basketball; the timetable for basketball
fixtures was developed around the convention timetable since the
latter had a much longer lead time.
Meeting with Mr David Williams, Director-General,
Department of Tourism, Sport and Racing
93. The role of events in Australia.
In seeking events Australia always faced the problem of distance.
This was one factor behind the need for Government involvement
which did not apply in the case of the United Kingdom. Both Australia
as a whole and each of its States had seen a need to promote their
international profile. Events were a relatively cheap form of
tourist promotion. They were also attractive to politicians. Events
were inter-twined with other elements of an attractive destination,
such as cultural activities.
94. The impact of the Brisbane Commonwealth
Games. In the 1970s Brisbane had been an introspective
and conservative town. There had been little confidence that it
could manage the Commonwealth Games in 1982; it had had only limited
facilities and little experience. However, the Games had proved
to be the most successful to date. They had been the only Commonwealth
Games to make an operating profit. They had changed attitudes
in Brisbane overnight. Brisbane then staged the World Expo in
1988. South East Queensland became the fastest growth area in
Australia. Brisbane had been transformed.
95. The role of events corporations.
The most important element in the success of events corporations
was the involvement of people with the right expertise. They tended
to have a high profile in Australia. There were considerable risks
associated with events; the 2001 Goodwill Games, for example,
were a highly speculative venture. The crucial commitment was
that of Government itself. Judged in terms of the bottom line,
events did not make a profit. Their success had to be judged in
the light of their wider media and economic impact.
96. Sports events and sporting performance.
There could be little doubt that staging events increased interest
in sport and thus participation. In addition, events led to improved
facilities to cater for increased participation.
97. The bidding process. As the benefits
of events became more evident and certain events became more sought
after, more bids emerged. It was hard to see how an alternative
to the bidding process could be developed. The management of some
international sports federations was less than ideal and they
sought to profit from growing demand. In the case of the World
Athletics Championships, the IAAF retained substantial rights
fees for granting the event. In a case such as that, it was important
to examine whether the economic benefits from hosting the event
were sufficient to justify the investment in the event.
98. The role of the Department. The
Department of Tourism, Sport and Racing was an economic portfolio.
The leisure industries were major and growing industries and an
important source of job creation since they were labour intensive.
The Department funded sports programmes for élite and participatory
sport. It operated a Sport and Recreation Benefit Fund from the
part of the proceeds of a tax on poker machines. It provided $47
million (£18.8 million) a year in support for the Queensland
Tourist and Travel Agency, which generated a similar amount from
its wholesale travel business.