DIGITALDYNAMIC

THE

WHILE THE PLATFORMS AND CHANNELS WE NOW WORK WITH ARE NEW, THE CHALLENGES IN TERMS OF COMMUNICATING, ENGAGING AND BUILDING RELATIONSHIPS WITH TARGET AUDIENCES IN THE SPORT AND RECREATION SECTOR ARE UNIVERSAL AND TIMELESS.

The Department of Sport and Recreation Active Series: Digital Dynamic workshop held at the end of last year in association with the SportXchange Project was a huge success with close to 100 attendees. In an effort to get a better understanding of the digital issues and challenges currently faced by the sector a short survey was given to attendees which has produced some interesting results.

In total, a quarter of attendees took the opportunity to respond, with results reflecting what is being seen in the field via the ECA (Enterprise Capacity Assessment) process and in regular conversations with State Sporting Associations.

This has provided invaluable insights for the SportXchange Project in terms of its current service mix and where resources need to be focused in the future.

Experimentation is central to the SportXchange Project approach to digital so we grabbed the opportunity to trial several activations in and around the workshop.

This included the survey as described in addition to making the presentation available on Slideshare prior to the workshop with an email notification sent to attendees early in the morning so that it would be at the top of their inbox on arrival.

Attendees were also provided with a social media cheat-sheet that listed a #DSRActive hashtag and @sportXchangeWA twitter account they could follow and post comments on via their smartphone or tablet. In something of a break from tradition everyone was asked to direct questions raised during the workshop to the nominated Twitter account.

Following presentations from the four speakers there was a short break followed by a Q&A panel session where the posted Twitter questions were put to presenters. Once these were addressed the session reverted to a more traditional, hands-up type format for any remaining queries.

BREAKING NEW GROUND ENGAGED AUDIENCEUtilizing Twitter in this manner encouraged an online running commentary amongst those attending. As the event organiser it was fascinating to see what resonated with the group and how they reacted to it with formal questions comprising only a small proportion of the total conversation.

This had the effect of providing real-time coverage of the workshop giving organisers enough of a sense of how everyone had responded to the material presented to dispense with a post-event questionnaire typically forced into attendees hands as they leave an event.

SURVEY APPROACHPrior to the workshop a short, 10-question survey was prepared and published via the free application Survey Monkey. As this was uncharted territory for the Active Series workshops there were no expectations as to the level of response. All involved were pleasantly surprised and quite excited when a quarter of all attendees did indeed participate.

The purpose of the survey was simple - to get a sense as to what issues, challenges and opportunities the sector faced when it comes to digital. Questions were based on Sportxchange Projects observations over the previous two years in its work within the WA sport and recreation sector. This was coupled with recurring themes that are emerging in the tracking of sports enterprise and digital at a national and international level.

DIGITAL CHALLENGESIt’s important to note that while the platforms and channels we now work with are new, the challenges in terms of communicating, engaging and building relationships with target audiences in the sport and recreation sector are universal and timeless.

Perhaps unlike previous hardware based communication revolutions (eg. telephone, television, mobile) this particular period of disruption is primarily software based which has resulted in a digital landscape that is in parts technically complex, fragmented and in a constant state of flux.

This represents a challenging environment for the sector, which is scrambling just to keep-up with developments, let alone take a more strategic approach to tapping into the many opportunities digital has to offer.

1.CHALLENGESWHAT IS YOUR GREATEST DIGITAL CHALLENGE?

1.2.3.

4.5.

6.

GETTING AUDIENCES TO ENGAGE WITH DIGITAL CHANNELS.

MEASURING AND ANALYSING THE PERFORMANCE OF DIGITAL CHANNELS.

FINDING THE TIME TO MANAGE DIGITAL CHANNELS.

FINDING CONTENT TO SHARE ON DIGITAL CHANNELS.

OTHER

MODERATING AND MANAGING INAPPROPRIATE COMMENTS ON DIGITAL CHANNELS.

This is a universal challenge and is not unique to sport and recreation as research on the topic to date suggests that the corporate sector (for-profit) are struggling with this as much if not more than we are.

The key is getting the content mix across digital channels just right. This is the holy grail of audience engagement, requiring constant experimentation, fine-tuning and refinement.

1. GETTING AUDIENCES TO ENGAGE WITH DIGITAL CHANNELS. 2. FINDING THE TIME TO MANAGE

DIGITAL CHANNELS.

A recurring theme is an acute resource shortage across the sector, particularly when it comes to time. With administrators already struggling with the demands of delivering their sport, managing digital channels often comes a distant second in the priorities department.

This is further compounded by the medium itself, which requires a significant commitment just to keep it ticking over. Unfortunately, the digital space can feel a little like a runaway treadmill from a viral ‘fail’ video – once you get on, it gains its own momentum and is impossible to get off until the hapless victim is eventually thrown off.

3. MEASURING AND ANALYSING THE PERFORMANCE OF DIGITAL CHANNELS.

The Sportxchange Project promotes a measure to manage approach to enterprise – in order to effectively deal with a problem you first need to understand what that problem is. From observations to date the default position is to address problems based on educated guesswork. This is another symptom of the time-poor nature of a sector that doesn’t have the capacity or capabilities to stop, reflect and thoroughly assess the issues and challenges its currently facing or likely to.

While there are gaping holes in a typical sports understanding of its actual and potential market the one area where there is so much data available that it can become overwhelming is in digital as this is the fundamental building block of its exponential growth.

The real trick is extracting this data and making sense of it. A lot of the answers sought in terms of understanding digital audiences and engaging them more effectively are there – you just need to know where to look.

4. FINDING CONTENT TO SHARE ON DIGITAL CHANNELS.

In hindsight this probably should have been worded slightly differently. A better question might have been ‘Ability to generate content for digital channels?’ Regardless, the fact that this ranks where it has suggests that most sports aren’t having too many difficulties generating content for their digital network, having said this, it might not be the right content to fully engage these audiences (see number 1 challenge).

This does seem to fit. At the SportXchange Project we believe that the sport and recreation sector is in the communications business first – marketing business second. The sector has long been defined (pre-digital) by its relationships, engagement and communications so generating content has never been a major issue. Participants and fans will always want to talk about their sport as there is an innate emotional connection. This represents the sectors killer-app with many sports still coming to grips with its true potential.

In contrast, for most non-sporting products or services generating engaging content will always be a tough ask. At the end of the day who really wants to talk about soap powder, their electricity service or the price of insurance?

5. MODERATING AND MANAGING INAPPROPRIATE COMMENTS ON DIGITAL CHANNELS.

It is with some relief that survey respondents have nominated this as their least challenging digital issue (excluding ‘other’ which barely ranked a mention). This would suggest that the sector is conscious of the issue but negative incidents associated with the medium are thankfully few and far between. This result isn’t cause for complacency though. Constant monitoring is required coupled with comprehensive policies and supporting procedures to ensure effective preventative and issue management.

UNFORTUNATELY, THE DIGITAL SPACE CAN FEEL A LITTLE LIKE A RUNAWAY TREADMILL FROM A VIRAL ‘FAIL’ VIDEO – ONCE YOU GET ON, IT GAINS ITS OWN MOMENTUM AND IS IMPOSSIBLE TO GET OFF UNTIL

THE HAPLESS VICTIM IS EVENTUALLY THROWN OFF.

2.CHANNELSWHICH DIGITAL CHANNEL IS THE MOST EFFECTIVE COMMUNICATION PLATFORM?

1.2.3.4.5.6.

WEBSITE

ENEWSLETTER

FACEBOOK

TWITTER

PINTEREST

INSTAGRAM

7. GOOGLE+

The digital strategy for administrators is built on the original and in our view still the best platform in the channel mix – the website. Now a relatively mature platform many sports have had a permanent address on the world wide web for well over a decade.

This is supported by online search results. When the SportXchange Project undertakes an ECA assessment one of the metrics investigated is keywords. In almost all cases the sport in question owns this space appearing at the top or near the top of most search engine landing pages. This is a testament to the longevity of the site and the default status it has achieved thanks to years of hard work.

One of the more hotly debated topics that the Project has had within the sector is where the website fits amongst all the social media platforms now available. There is an emerging consensus that a website works best when its the focal point of a digital strategy. Ideally, content of any significance is ‘parked’ here with social media ‘satellites’ used to generate awareness and virality which is re-directed back to this source.

1. WEBSITE

Results of this question reflect observations within the sector and monitoring of the broader digital landscape. The one surprise was the ranking of Facebook effectiveness above Enewsletters, which has been one of the primary communication channels for sport and recreation administrators over the last 5-10 years. This illustrates the growing importance of Facebook in the new communication mix.

Facebook’s ranking at number 2 is a bit of surprise and yet it isn’t. What made us sit up and take notice is that it’s usurped another digital stalwart – the Emailer or Enewsletter. It just goes to show how far this platform has come and how entrenched it now is within the digital mix of workshop attendees.

2. FACEBOOK

In the case of SportXchange, the Projects Emailer acts as the primary prompt for subscribers to visit our site. This is reflected in the weekly spikes seen in Google Analytics results and in the reports generated by the Emailer platform – Mailchimp.

While still a powerful digital communications tool that ranks highly there are signs its perceived effectiveness is slipping. Perhaps this is due to its limited applications and inability to generate a genuine two-way conversation as Facebook can?

3. E-NEWSLETTER

Where adoption levels are critical to the success of any social platform Twitter has been playing catch-up to Facebook in Australia. This struggle for hearts and minds is reflected in Twitter’s position in our survey with the average ranking a full point and half less than Facebook.

One of the many things the Project is constantly discovering about social media use and adoption is that different mediums suit some sports more than others. A case in point is the SportXchange Twitter account, which has nearly five times more followers than Facebook - this is the exact opposite of most sports we’ve worked with.

The theory being that our Twitter audience is more peer-to-peer orientated with an interest in intelligence based content (rather than a conversational tone which is what most sports thrive on). Do you know which social media platforms works best for your sport and why?

4. TWITTER

This is a platform the SportXchange Project is paying very close attention too as for some sports in particular it’s a perfect fit that is enjoying exponential growth. A case in point is surfing - a highly visual sport where those engaging in the platform have a diverse range of moody and eclectic filters and effects at their fingertips which aligns with the sports culture and ethos.

In our conversations with one sponsor of the 2013 Drug Aware Margaret River Pro it was described as a ‘visual Twitter’. A good analogy – particularly in circumstances where it was being used to update followers on event results as they happened.

While Instagram has worked spectacularly well in some sports it’s had little to no impact in others. This demonstrates the need for thorough research prior to adopting any new platform. A topic the SportXchange Project has written about previously.

5. INSTAGRAM

These are two platforms on the fringes that are seeing little adoption by the sector within WA. Pinterest is viewed as a good fit with the female market and Netball Australia is doing some interesting work in tapping into this demographic via the platform.

One of the big selling points for Google+ is the hangout feature, which has been utilized by several major sports rights holders in innovative ways.

6. PINTEREST

7. GOOGLE+

ONE OF THE MORE HOTLY DEBATED TOPICS WE’VE BEEN HAVING WITHIN THE SECTOR IS WHERE THE WEBSITE FITS AMONGST ALL THE OTHER SOCIAL MEDIA PLATFORMS NOW

AVAILABLE. THERE IS AN EMERGING CONSENSUS THAT A WEBSITE WORKS BEST WHEN ITS THE FOCAL POINT OF A DIGITAL STRATEGY.

3.CHANNELSHOW MANY DIGITAL CHANNELS ARE USED?

2 CHANNELS

4%

57%13%

What was noteworthy were the 17% who had five or more channels in play. Keeping this many humming along requires impressive juggling skills, supported by a digital strategy that has the ability to seamlessly ‘push’ certain types of content in specific directions. Typically, this will be a well-resourced sport, who has made a significant, long-term commitment to digital.

A critical question is how have these numbers changed over time? What was the average count five years ago (the earliest start date we’ve been able to locate for a social media account in WA sport is the WACA’s Facebook page which was created in July, 2008) and more importantly what will it be in a few years time?

Our suspicion is that as the social space starts to mature the sector will be better equipped and more prepared to spread itself around when it comes to platform adoption. This can lead to complications with respect to management, as administrators need an enhanced ability to ‘tweak’ content to suit that platforms specific needs and requirements.

1 CHANNEL

3 CHANNELS

4 CHANNELS

17%9%

5 CHANNELS OR MORE

THREE seems to be the optimum number of digital channels for more than half of survey respondents. If you take into account a typical digital mix includes a website plus Facebook and Twitter accounts this makes sense.

4+5.RESOURCINGHOW MUCH TIME IS SPENT ON DIGITAL EACH WEEK?

5-10 HOURS(1-2 HOURS PER DAY)

43%

22%26%

LESS THAN 5 HOURS (1 HOUR OR LESS PER DAY)

11-15 HOURS(2-3 HOURS PER DAY)

MORE THAN 16 HOURS (2 FULL DAYS PER WEEK OR MORE)

9%

Gone are the days when a website was the only digital communication platform sports administrators had to worry about..... where you could post an entry and then let it sit dormant until you had something else to say in a day, week or months time. Social media in contrast infers a constant, two-way conversation which is naturally more demanding (twice as much?) of resources.

For a significant percentage (43%) of respondents, managing their digital footprint is a case of keeping things ticking over by spending an hour or less a day managing channels. A similar percentage (48%) though are hitting their digital presence fairly hard. Committing at least an hour, upto three hours per day.

The SportXchange Project has the relative luxury of being able to dedicate significant resources to its digital footprint – spending about three days per week (20-30 hours) on content marketing. We don’t have the resources drain of delivering a sport so our priorities are quite different. Based on this we thought we’d be on our own in this space.

Eyebrows were raised when it was discovered that a few respondents operate at a similar level to the Project – with 9% spending two full days a week or more on digital. Does this stance as a content driven marketing machine totally commited to engaging audiences provide a window into a possible future for the sector?

WOULD YOU LIKE TO SPEND MORE OR LESS TIME ON DIGITAL?

MORE

59%

5%36%

ABOUT THE SAME

LESS

4.

TREADING WATERMore than half of respondents (59%) are comfortable with the amount of time they are currently spending on digital. With social media having been around for a few years (Facebook celebrated its 10th birthday in February, 2014) the sector has now got its digital channels in place (typically three) and implemented systems and processes to manage the content that flows through it at a level they are comfortable with.

RESTLESSMore than a third (36%) indicated they weren’t happy with their current commitment to digital and would prefer it if they could spend more time on it. One of the issues with digital is that there is always more that can be done in engaging and building relationships with target audiences. Equally, the constant state of flux in which the channels operate mean that there is always another app, platform, widget or plug-in that requires investigation.

OVERWHELMEDThere was one respondent who indicated they were over-committed and on a digital treadmill they’d probably like to get off or at the very least slow down.

5.

6+7.STRATEGYDOES THE ORGANIZATION HAVE A DIGITAL STRATEGY?

HAVE A MARKETING STRATEGY BUT NOTHING SPECIFIC FOR DIGITAL

50%

32%

14%

The SportXchange Project has seen quite a few strategies in its work with the sector, all of which have some marketing and/or communications component to them. Only a few sports though have broken out marketing and communications into a designated sub-strategy with supporting plans and schedules for implementation.

In asking this question we wanted to take this one step further again to determine whether there was a digital strategy within the marketing and communications plan.

Hurrah! One of the survey respondents does have a dedicated digital strategy in place while half have incorporated their digital strategy into a broader marketing document. This is good news as at the very least questions have been asked internally as to what the digital presence of the sport concerned should look like and how it should move forward in this space.

A small percentage (14%) indicated that while they did have a marketing strategy there was nothing specific for digital. This isn’t ideal but the broad principles of a marketing strategy are universal (raising awareness and recognition, building relationships, engaging audiences etc) regardless of the medium.

Of concern were the close to a third of respondents (32%) who don’t have a marketing strategy. That’s not to say this group aren’t undertaking any marketing or communication activity, rather they have nothing formally written down. This is real flying by the seat of your pants stuff as the process of developing a marketing strategy at the very least forces you to consider all the options and opportunities in which to then make a set of decisions that best suit your requirements and resources.

DIGITAL STRATEGY INCORPORATED INTO A BROADER MARKETING STRATEGY

DON’T HAVE A MARKETING STRATEGY

HAVE A DIGITAL MARKETING STRATEGY4%

IF YOU DON’T HAVE A DIGITAL STRATEGY, WHICH IS MOST APPLICABLE?

NOT SURE WHAT TO INCLUDE IN A DIGITAL STRATEGY

54%

8%

38%

NOT HAD TIME TO DEVELOP A DIGITAL STRATEGY

NOT READY

DON’T BELIEVE A DIGITAL STRATEGY IS REQUIRED0%

6.

One of the challenges SportXchange faces is in defining the services it provides. The Project is built around sports business or as we refer to it enterprise of which marketing is a core element. The problem here is that the term ‘marketing’ means different things to different people. In the new digital dynamic ‘marketing’ now runs the real risk of becoming outdated and out-of-step with what’s actually going on.

Prior to the emergence of the disruptive effects of digital it was a simple coverall term that did the job. Today the market is infinitely more fragmented with a dozen or more words describing what is actually happening in specific segments within that mix.

Time or a lack thereof raises its ugly head once again when it comes to assessing why respondents don’t have a digital strategy. More than half (54%) indicated they just haven’t had an opportunity to work through the process of developing a digital blueprint.

A significant percentage (38%) aren’t sure what to include in a digital strategy and this has held them back from developing one. While a concern, this isn’t a surprise as social media in particular is a moving target and hasn’t achieved the same level of maturity as say websites have.

It’s the experience of the SportXchange Project that everyone in the sector (us included) is still very much in an experimental phase with digital. We’re trying to work out what audiences want from a content perspective and what platform/s they want it delivered on.

With all this going on it may well be premature for many sports to commit themselves to a course of action which typically takes three to five years to play out. There is also an argument that it is difficult, almost impossible to develop a strategy for digital due to the pace at which the landscape is changing. The sector may actually be better off having a broad, flexible set of ideas or objectives in terms of what it is trying to achieve and leave it at that?

The reality is that a long-term strategy for digital might only stretch to 12 months, possibly even less. Any further out than that and it borders on becoming a waste of time – something the sector already has an acute shortage of.

As a result our position is shifting when it comes to marketing. We’d argue that unlike a typical for-profit entity, marketing is not what the sport and recreation is all about – rather we’re in the communications game. End of story.

This subtle but important distinction then allows the sector to seize on the seismic shift brought about by digital as traditional marketing techniques and tactics are being turfed out by the new disruptive elements driven in large part by social media. At its core, this is all about engagement and relationship which is a much better fit for the term ‘communications’ in a sports context.

7.

A QUESTION OF SEMANTICS..... MARKETING v COMMUNICATIONS

8.MEASUREMENTRANK THE IMPORTANCE OF THE FOLLOWING DIGITAL MEASUREMENTS?

AUDIENCE: SUCH AS NUMBER OF PAGES, LIKES, FOLLOWERS, READS, SUBSCRIBERS OR AVERAGE PAGE VIEWS.

AWARENESS: SUCH AS TOTAL FACEBOOK REACH, TOTAL IMPRESSIONS, TOTAL VISITORS.

ENGAGEMENT: SUCH AS NUMBER OF POST LIKES, COMMENTS, SHARES, RE-POSTS AND REPLIES.

Measurement is a critical component of an effective digital strategy (or any strategy for that matter) as it’s this information which allows sport and recreation administrators to assess progress and fine-tune delivery as required.

In the digital space the issue isn’t so much a lack of raw data but rather too much. The granularity in the metrics that a web App such as Google Analytics provides is mind-boggling. The limiter is the time available to understand and digest what is being presented.

IF you can get to grips with what’s on offer you can make very informed decisions about what content works and what doesn’t. Certainly, this tool is hugely influential in the decision-making process the SportXchange Project goes through with respect to its content.

Equally, Facebook also provides a fire-hose of data that drills down into visitor behaviour in incredible detail. The third corner of the data pyramid is the Emailer delivery platforms which typically reinforce and reflect website content.

It’s at this point that the firehose slows to a trickle or is turned off completely. Twitter analytics are limited to basic information (unless you’re advertising) from third party apps with Instagram no better.

3 DEGREES OF SEPARATIONRespondents were offered three choices in terms of their preferred type of measurement with each reflecting a deeper level of engagement and inferring a closer relationship between the sport or recreation administrator and their audience. • AWARENESS: Such as total Facebook reach, total

website impressions, total visitors• AUDIENCE: Such as number of page likes, followers,

reads, subscribers or average page views• ENGAGEMENT: Such as numbers of post likes,

comments, shares, re-posts and repliesWithin the tech and marketing industry there has been much discussion about which of these three metrics is actually the most important.

AWARENESSAwareness is in part a legacy metric from the early days of websites where counters would tell you how many hits your site had and the number of page views but little else. Its in these metrics that you’ll achieve the largest raw numbers, so if you’re wanting to spruik to a potential sponsor or advertiser just how big your digital footprint is then this is where you pull your headline grabbing stats.

The problem with awareness as the title suggests is that much of the data is generated by visitors that land on your site or social media channel then leave the same way they came once they discover you can’t provide what they’re after (see our blog on bounce rate).

How valuable are these visitors to your sport, your advertisers or sponsors? Not very, which is why Audience and Engagement metrics are seen as a better indicator of the true effectiveness of a digital strategy.

Of all the questions posed this was the one we thought would give the clearest indication as to where the sector sat in terms of its understanding of digital. As it turned out there were no clear ‘winners’ and no real conclusions than can be drawn which sums up quite nicely the slightly chaotic nature of what’s actually happening.

AUDIENCEAudience suggests a deeper relationship between a digital presence and its audience than awareness. The metrics in this definition include page likes, followers, reads and subscribers which would indicate visitors haven’t landed on a page and simply bounced off again. Rather they have stopped, looked around and had some level of engagement within the site. Even if that’s just to ‘Like’, ‘Follow’ or subscribe to an Emailer.

These kind of metrics are starting to touch on a level of interaction and engagement that is much more significant but it’s possible to go even further…..

ENGAGEMENTThere is a growing consensus with digital marketing thought leaders that engagement is the metric that matters most. An engaged audience isn’t bouncing of a landing page or following a facebook page. Rather they are liking posts, making comments, sharing posts or re-tweeting. This suggests your content is so in tune with this audience that they feel compelled to share it with friends, family or colleagues. These are your sport and recreational advocates who are actively promoting what you do on your behalf. As such they are an incredibly valuable asset that need care, attention and nurturing.

9+10.APPSSHOULD A WEB OR MOBILE ‘APP’ BE INCORPORATED INTO THE ORGANIZATIONS DIGITAL STRATEGY?

YES

0%78%

NO

UNSURE22%

IF AN APP IS PLANNED, WHEN WILL IT BE LAUNCHED?

LESS THAN A YEAR

7%

40%33%

ALREADY HAVE ONE

1-2 YEARS

OVER 2 YEARS20%

As the title of the workshop suggests the digital space is dynamic, starting with the birth of the internet in the eighties through to the common adoption of websites for communication and commerce.

The next wave of change has been brought about by social media. More recently, smartphones have completely turned everything on its head once again thanks to advances in wi-fi and the explosive growth of Apps that make them such an indispensable tool.

At present, there are only a handful of State Sporting Associations in WA with their own app. What we were keen to discover is how the sector views Apps and their ‘application’ (pardon the pun).

More than three quarters of respondents (78%) felt that web or smartphone Apps should be included in their organizations digital footprint, while the remaining quarter hadn’t yet formed an opinion or were unsure. Of note, none of those surveyed felt that Apps could be ignored.

9.

With most surveyed agreeing and the remainder unsure whether Apps should be a part of their organizations digital strategy the follow-up question was what timeline is the sector working to?

Encouragingly, one respondent already had an app while a third have one on the drawing board or in the works with a launch date pencilled in within 12 months. This is great news and the SportXchange Project is eagerly anticipating the arrival of a flurry of Apps within the sector.

Looking further ahead 40% indicated they would be releasing an App in the next 1-2 years with the final 20% aiming for a two or more year timeframe.

10. CALL-TO-ARMSOur sincere thanks to the presenters, organisers and everyone who attended the Department of Sport and Recreations Active Series: Digital Dynamic workshop. In particular, those who took the time to fill out the survey from which this report is based.

As proponents of a measurement based approach the SportXchange Project has endeavoured to practice what it preaches. To be frank though, much of what we do and the services developed are still based on gut feel and educated guesswork (the one consolation is that at least this approach is consistent with what we’re seeing in the field as everyone in the sector is simply doing the best they can).

Localised intelligence, specific to WA has been very difficult to come-by which is why surveys such as this, with inputs straight from the ‘horse’s mouth’ are so important. It’s reassuring that what the SportXchange Project is seeing in the field and through its own internal measurements is reflected in the results. It

suggests we’re on track and pretty close to the mark in terms of delivering what the sector requires. Phew!

This though is only the tip of the iceberg - while pieces of the digital puzzle are falling into place via a snapshot such as this there is still much to learn and discover. Part of this process is receiving feedback from those who attended the workshop, participated in the survey and read this report. With this in mind….. • Have we got it right? • Are our conclusions sound? • What have we missed or overlooked? Feel free to post your comments via the SportXchange web page where this report is located or contact us directly at info@sportxchange.com.au

The Digital Dynamic is published by the SportXchange Project in association with the Department of Sport and

Recreation Active Series. Written by Stu Williams. All images, Shutterstock.

(February 2014)

www.dsr.wa.gov.au

www.sportxchange.com.au