This past week we were tasked with leading a board retreat for a sports organization in the Pacific Northwest. While we dove into the data to benchmark their destination and their facilities as we often do, we were also tasked with talking about the various organizational structures that exist in the sports tourism industry. Those that know me know that I’m a bit of a structure “geek” if you will, so this was right up our alley.
As we were putting the presentation together for this group, I asked our data guru (Kevin) to put together some numbers. Using the Sports Tourism Index™ as our guide, here is the organizational structure data he provided to me…..
- 82% of all sports tourism focused entities are “blended” within a traditional CVB or DMO.
10% are within a governmental agency.
5% are stand-alone sports commissions that lie outside of a CVB/DMO or governmental entity.
3% classify themselves as “other.”
When I started in this industry, circa 1996, when you used the words “sports commission” you were describing a stand-alone entity that usually owned and operated events. These organizations often put on their “backpacks” and got into the weeds on event execution come game day. These organizations also often led community programs that had little to do with sports tourism and more to do with getting kids active.
Back then, if your organization wasn’t called a “sports commission” (or council or authority), it was likely that you were a sports salesperson within a CVB that was mostly driven by “heads in beds.” It was a pretty clear delineation, you either did the event thing (a commission) or you didn’t (a CVB). Today, that line in the sand between the two main types of sports organizations isn’t nearly as clear. There are CVBs we work with that own and operate events and even facilities, and there are sports commissions that are focused on hotel occupancy and don’t do anything in the event servicing and execution realm.
At this retreat we dove into the pluses and minuses of each structure type. A few of key notes from that discussion…..
- Most of the time, a sports organization organically evolves for a specific need, such as hosting a major event or leading a fundraising campaign.
- No matter the structure, what is most important is that the organization’s mission aligns with that of its stakeholders.
- The right structure today, may not be the right one for tomorrow. On a regular basis, sports organizations of all types should be evaluating their mission and how they can best deliver upon it. This includes answering the question, “Are we set up the right way for success?”
Take a step back and look at how your organization is set up today. Will that structure stand the test of time, or should we revisit it for victory in the future? If necessary, break the mold and rebuild.
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