Funny Some New Year's Resolutions for BASA?

Some good intentions for BASA to consider to 'be better' in the future:

I will overhaul my governance structure. [The constitutional review has been going on for nearly 3 years. A working group has been/is reviewing the organisational structure. Change is a must do. Clearly, one CEO can't report to 4 Boards! 4 Boards can't agree on strategy! 4 Boards can't direct management to implement a common strategy!]

I will rise above the internal politicking and cult of personality at all levels of the sport that has polluted the organisation.

I will look to securitise a number of my future revenue streams of BASA. [Income from catering, ticket sales and corporate sponsorship are historically and reasonably stable. My objective will be to get enough up front to substantially reduce the debt if need be, but certainly enough to improve the capacity of the stadium [video screen, lights] and support a bigger 'audience development' program [e.g. put in place an integrated and sustained grass roots macro marketing program for the sport]

I will get the Loan to the State Government set aside.

I will get the Government to remove the outdated and punitive constraints on our usage of the Dome, and look to compete more effectively with other multi use venues.

I will outsource all non-core business activities or those where commercial efficiencies can be made  venue management, ticketing operations etc.

I will carve out the 36ers as a profit centre and make them operationally and strategically responsible for their own performance. This should be done to remove all of the excuses [without comment on the merit or otherwise of these excuses] they currently have for their performance  that goes for the Board and coaching staff!

I will make the 36ers Board accountable by ensuring they have to return to BASA an agreed % of their profit and or gross turnover on an annual basis  outside of any fixed costs applied such as rent [refer below]

I will identify the costs and services BASA provide the 36ers, and impose them, or allow the 36ers Board the chance to take the cost on, provided it will not clearly duplicate costs or resources within BASA that could reasonably do the same job  e.g. costs to be imposed would include:
+ A License Fee  given the license to operate the team remains a BASA asset, a license fee should be charged back. This seems to be an appropriate check and balance for any 'errors in judgement' the 36ers Board might make;
+ Venue Rental  a basic fee for home games and a minimum number of training sessions per week. This would allow the team to 'reduce' costs by training at other stadia. Perhaps this could be used to promote the game; have the 36ers train at local stadiums, using local players as 'training partners' [not dissimilar to the notion of the Academy];
+ Corporate Facilities  have the 36ers underwrite a number of seats and related facilities at the Dome. Develop a revenue sharing model [e.g. catering and seating] that can be put in place; based upon sales/yields and margins etc. There are numerous examples of this  refer Subiaco and the West Coast and Fremantle;
+ Management  there should be a dedicated management team  marketing, sales and operations  their costs need to be carried by the 36ers directly;
+ Related Venue Costs  e.g. ticketing services, car parking operations

I will pay either directly or through a partnership to get three feature 36ers home games on free to air television  say Christmas 'Eve', New Years Eve and Australia Day  when local programming slots are easier to find, advertising rates generally softer and airtime is cheap  god bless Foxtel!

I will put ONE person in charge of basketball operations who also works across/is responsible for directing whole of sport strategies in terms of junior development, the 36ers, the Fellas and the Academy.

I will make the 36ers Coach [or the Assistant Coach] the director of coaching in SA  reporting to the ONE person in charge of basketball operations. A functional task and a marketing initiative desperately needed for the sport.

I will budget to fund and place the Academy program under the ONE person in charge of basketball operations and create a clear career path within the sport. [As it stands, the Academy is probably only going to pick up those players not perhaps good enough [a little subjective] to make the AIS or not likely to make it to NBL level anyway. The latter may be harsh but, over time, the number of 'graduates' from the Academy to the NBL will be the real test and this might take 3-5 years?]

I will develop the 'All Star' basketball camp model and expand it to make it an integral and marketable component of the overall development strategy for the sport, directed by the ONE person in charge of basketball operations.

I will make sure the fans are represented with a voice on the 36ers Board [the Crows can do this why can't the 36ers?]

I will ensure that BASA integrates its development, sales and marketing functions and strategies under the 36ers and Fellas brand. [The 36ers are THE brand of the sport in this State, and unfortunately it is being compromised]

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