Excellent outlook for The Trusts Stadium

Hosting over 630,000 visitors a year across 11 different sporting codes and a dozens of national and international event days including concerts for System of a Down, Muse, One Direction and more, The Trusts Stadium, New Zealand's leading multipurpose facility, is a place that is dedicated to creating memorable experiences for people.
Opened in 2004, The Trusts Stadium is a multi-purpose indoor arena developed by the Waitakere City Stadium Trust in partnership with the former Waitakere City Council.
The 4,901 seat Stadium has hosted the New Zealand Breakers in the past, hosted the Netball World Championships in November 2007 and is the present home of the Northern Mystics netball franchise.
Speaking exclusively to Australasian Leisure Management, The Trusts Stadium Chief Executive Brian Blake explains "the Trusts Stadium has undergone a change since my move from Operations Manager to Chief Executive in 2010. In November of that year, the previous seven Auckland councils were amalgamated to form one 'super city' council which provided its own challenges when operating a major piece of city infrastructure which, while not owned by the city, still has major responsibilities to our region and local partners.
"At the same time a number of staff moved roles or left, some from senior positions that had who been with us for over five years."
Two years down the track The Trusts Stadium has cemented its position as the leading multipurpose facility in New Zealand.
Blake adds "we have assembled a handpicked team of senior staff with experience from several major International venues and from here in New Zealand, cherry picking the best staff from venues to join the team.
"With the merger of Councils it was clear that a new strategic direction was needed if we were to take our rightful place in the social fabric of Auckland, and after a long consultation and planning period this was completed late in 2011. This strategy realigned the stadium and team values not only with the 'new' Auckland but to be outwardly focused on what our client want, and finding new ways of meeting that.
"We identified early that five key strategies would govern our success both now and in the future, these strategies form the core of the new strategic plan which all staff contributed to and helped shape throughout the process. With a very young team of staff this plan is the most wideranging and demanding the Stadium has ever undertaken, but I believe it reflects a change in the global outlook. To achieve success in today's environment we needed to move faster, better and be much more customer centric.
"Historically the Stadium had sold a range of products to people and competition was increasing for these products and we risked losing out if we didn't move. Through the planning process we very clearly got the message that we needed to be delivering products that people know they want, not making people want what we have, the trick was finding out what people want. This has been the most challenging part of the entire plan, but by returning to the same young team that developed these expectations it helped refine the tools needed to gather this knowledge to the point that these are now bedded in daily operations to deliver an entire eco-system of feedback from the client and patrons in a meaningful and on-going method. Any variances are then fed into a process for adjustment, review and improvement. This has undoubtedly increased the workload slightly, but hasn't required any new staff resource and is delivering the outcomes desired so by all measures is a success.
"At a time when community sport is under incredible financial strain The Trusts Stadium has overseen a 30% rise in community sport user hours, substantial jumps in visitor numbers and increases in measured client and patron satisfaction to an average of 90% in all areas of our operations. Against a backdrop of decreasing fu

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