Tennis Tasmania are seeking expressions of interest for the operations of the Launceston Community and Events Centre. The site is currently operated by Tennis Tasmania / Australia directly and the EOI process is to determine whether there are other interested parties that could more effectively deliver on the objectives for the site, which are outlined below. The site plays a vital role for Northern Tasmania and beyond, hosting major events for the region and acting as a hub for a range of participation activities. Key to the success of the venue are sustainability, accessibility, community benefit and accountability. Any interest expressed will be considered against the current operating model, with consideration given to proposals that significantly improve the range of participation, performance and event outcomes that the venue delivers. Consideration will also be given to any suggested fee proposals and the proposed length of any operating agreements.
Key Principles to be met
- Accessibility – Equity of access for all
- Accountability – Provision of appropriate services and sound maintenance of assets
- Community Benefit – Effective programming, delivering social benefit and opportunities for all
- Sustainability – Delivering sustainable outcomes, both financially and looking after the environment
Objectives
- More participation | Healthier Communities
- Increased visitation | Enhanced social impact
- Event destination | Increased economic impact
- Improved facilities | Boosted capital investment
- Local Grassroots participation | Expanded player pathways
- Operational and delivery efficiency | Sound Management
Proposal considerations
- For-purpose, professional service delivery is desired to drive the tennis venue operations, and to ensure deliverable benefits are achieved
- Establishment of strong contractual arrangements between all parties (landowner and lessee, lessee and service provider(s)) to drive clear accountability will be required
- There is recognition that the term of tenure is an important factor to encourage investment in the facility from the lessee
- Fee structures (lease fees, fees to the public and fees between lessees and service providers) should ensure sound asset maintenance and sustainable venue planning, and should strike a balance between community focus and commercial sense
For inclusion in any proposal
- Proven record of integrated service delivery within a similar environment
- Demonstrated ability to build and drive a range of participation initiatives that support and reflect player pathways from grassroots to international performance and that reflect the national Game On strategy
- The creation of a management model that demonstrates operational efficiencies and a versatility to foster effective stakeholder engagement and performance
- The creation of a ‘for purpose’ model that blends a community benefit focus with commercial accountability
- The development and implementation of a model that maximises asset utilisation, and delivers on goals of amenity, service, and strategic integration of complementary pathways
- The ability to work with a range of internal and external stakeholders to deliver tennis events at domestic, national, and international levels
- A plan to grow both participation and competitive pathways with a clear reference to principles of inclusion, equity, and diversity
- An approach to work with key stakeholders in the attraction, development, and retention of quality coaching providers and programs
- A commitment to embracing the digital transformation of tennis to enable cost and operational efficiencies as well as supporting the participant and consumer experience
- An ability to work with external stakeholders to maximise use of the asset, and to deliver allied services and amenity, including shared workspace with Tennis Tas staff
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