Stadiums Taskforce Report
4.0 Stadiums Queensland Business Model >> Stadium Taskforce - Final Report 61 4.0 Stadiums Queensland Business Model The SQ business model is the way SQ coordinates and strategically manages its asset portfolio responsibilities. The SQ business model takes into consideration items such as SQ’s approach to market testing and outsourcing of services, as well as to the shared support services for the organisation and portfolio and to SQ’s role in stadium planning. At a venue level, the SQ business model incorporates SQ’s consideration and determination of the preferred management approach for each of its venues, taking into account specifics of the asset, the use of the venue and historic operations. SQ’s intent of applying its business model is to implement management arrangements that maximise the likelihood of individual venues and the portfolio as a whole, operating as efficiently as possible. SQ achieves this by employing a variety of venue management, venue operations and venue hiring models, in addition to portfolio-wide arrangements. Market Testing and Outsourcing As a matter of business policy, SQ consistently tests the market to establish whether services are more cost effective if delivered on an outsourced basis. SQ is incentivised to do so because of customer requirements (hirers and patrons) to contain costs so that attending venues for patrons remains affordable. The Taskforce understands that a majority of SQ business is historically outsourced, including stadium services such as ticketing, catering, security, cleaning and waste management and corporate business functions such as audit, incident management, insurance and risk management. The final small percentage of services are directly delivered by SQ if it is more cost effective to do so, or if the risk to the Queensland Government is more effectively managed.
[Show full text]