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The trend of universities partnering with professional sports clubs and offering diploma courses has gained momentum – yet long-term viability remains untested.
Deakin University professor of sport management, David Shilbury told Sponsorship News that a lack of research into outcomes for students completing courses leaves the question of whether they pursue further education and secure employment open.
He says this leaves the viability of the growing number of collaborations in the shadows.
"The market may eventually adjust if students do not secure the jobs they were led to expect," Shilbury cautioned.
This trend gained early traction in the AFL around three years before the COVID-19 pandemic.
Since then, they have typically followed two models. The first is encompassed inside a traditional sponsorship where the uni’s students get hands-on experience through placements and internships with the sports clubs.
"These opportunities allow us to demonstrate our engagement with the industry," Shilbury explained.
This model is a promotional tool, so universities can flex their sporting credentials and attract students through the ties to elite sports teams.
The second model is joint ventures between the partners to create educational products, such as diploma programs.
"This approach not only enhances the university’s sports credentials but also serves as a diversified revenue stream for the club," Shilbury said.
Deakin is a case in point as a university that has established itself as a leader in sports education through signings with sporting bodies, including Netball Victoria, the Geelong Football Club and the Sport Australia Hall of Fame.
Shilbury said these collaborations have enabled it to position as a major player in the sector, offering students practical experience through internships and event management opportunities.
For instance, its partnership with the Sport Australia Hall of Fame included a day-long event at the Melbourne Cricket Ground, providing students with a unique learning experience.
However, despite the apparent benefits of these partnerships, concerns linger about their long-term sustainability.
Shilbury pointed out that diploma-level courses, particularly those developed in collaboration with AFL clubs, might not deliver on their promise if students fail to secure employment in the sports industry.
He added that success should be measured not only by immediate enrolment figures, but also by evaluating long-term outcomes for graduates.
As competition in higher education becomes increasingly competitive, universities must seek innovative ways to attract students to differentiate from others.
In this context, partnerships with professional sports clubs have emerged as a tool to enhance university brands.
Shilbury pointed out that competition in the sports education market mirrors that seen in professional sports. This applies particularly in Victoria, where multiple universities and clubs vie for attention and revenue.
The Blues AFL club is among those embracing the second model by establishing the Carlton College of Sport with La Trobe University in 2019.
Since its inception, the college has enrolled more than 500 students.
A club spokesperson noted the importance of tracking student outcomes.
"Our graduates have gone on to work with AFL clubs like Collingwood and Geelong, as well as organisations like Nike, Goodlife Health Clubs and Volleyball Australia.”
The Carlton College of Sport gives students 100 hours of industry placement with the club, which includes work on match days, at events and in AFLW training and recruitment.
“The network students tap into as part of the program is where much of the value lies,” the spokesperson said.
Looking ahead, Shilbury speculated that university, sports collaborations could evolve further, potentially leading to the creation of a dedicated sports university in Australia.
"This would require collaboration across multiple sports codes," he said.
However, he also warned that the trend could falter if students do not see value in the diplomas.
