|Date:||Wednesday 12 Aug, 11am - 12pm|
|Location:||AUT City Campus
WF Building, WF414
Annual reports and other communications have been used to discharge accountability in the profit and non-profit sectors. In New Zealand sport, there are wider demands than purely financial or other mission aims. In addition to financial sustainability, organisations also have missions of winning, participation, performance development in a sector that has high emotions and passions.
Corporate scandals and scandals in sports have raised the accountability issue and accountability movement. International scandals and increasing public demands for accountability in sport have appeared in the New Zealand media.
The calls for accountability in high profile sports, lack of annual report disclosure, lack of accountability from national Olympic administrators, and the mismatch of agendas, indicates issues of sport organisations not meeting stakeholder desires and issues in the information reported to stakeholders. The accountability movement, including new public management and financial reporting reform has replaced trust.
Within sport, the players and administrators have become professional and commercial, taking on the traditional business models. Sport remains more complex regarding relationships (stakeholders, customer loyalty and engagement) with evidence of passions and emotions. The outcome is a range of issues and paradoxes. Financing creates models of membership - spectator, and commercial - across international, national, regional, and local dimensions, within the public, commercial, not-for-profit, and casual sectors.
Adrian France, Wintec