Building from the Ground Up: Banyule City SC’s Ambition to Grow

Six years ago, Banyule City Soccer Club had big ambitions and a whole lot of challenges. Taking the reins during the uncertainty of the COVID-19 pandemic, the committee worked behind the scenes to keep the club connected, focusing on long-term goals that are now beginning to take shape.

Under his leadership, the club has seen the return of a senior women’s program — one that’s rapidly climbed the ranks to the Victorian Premier League and the growth of a strong junior base with nearly 200 players. As Banyule prepares for major upgrades at two of its key grounds and sends its U16 girls’ squad to the Borneo Cup in 2025, the club is entering a new chapter.

Speaking with Soccerscene, President of Banyule City SC Nasr Said reflects on his leadership journey, the club’s community-first values, and how Banyule is building pathways that support players from grassroots to elite levels all while staying true to its inclusive, family-oriented roots.

Can you share some insight into your role as President and how Banyule City SC has evolved since the beginning of your presidency?

Nasr Said: I took over running the club six years ago, after playing at Banyule for about four years. I’ll be honest it hasn’t been easy. The first couple of years were tough, especially with COVID hitting just as I stepped into the role. We couldn’t even get a proper season going, but we did what we could off the field — sharing content on social media, keeping the kids engaged with soccer drills from the coaches we had. It was a difficult time for every club.

Once we got through that, I had goals and ambitions for the club one of the biggest was to rebuild the senior women’s program as there hadn’t been a women’s team here for over a decade. Since then, we’ve had incredible success. The women’s team went from State League 4 up through the ranks — State 3, State 2, and then straight into the Victorian Premier League (VPL). They won the league four years in a row, went undefeated during that time, and now they’re playing in the second-highest division in Victoria, just under the NPL.

Image Credit: Banyule City SC Facebook

On the men’s side, we’ve had our ups and downs, one year we nearly got relegated, and other years we were close to promotion but we continue to push forward.

As President, I work closely with our committee, the Treasurer, Secretary, Vice President and support them however I can. My role is about bringing in resources, building a strong structure, and making sure the club runs smoothly. I’ve put in a lot over the past six years. We’re in a good place now, but there’s always room to grow.

The Council’s planned upgrades at Banyule Flats Reserve and Yallambie Park are exciting milestones. What kind of impact will these developments have for your players, members, and the broader community?

Nasr Said: Yallambie Park has been meant to get rebuilt for the last 25 to 30 years. We haven’t had a proper home ground for the past two years and it’s had a big impact on the club. Banyule Flats Reserve isn’t suitable for matches it has two cricket pitches which make the ground too small for football. And Yallambie Park has been deemed unsafe for play both this year and last year. 

The good news is Banyule Flats Reserve is scheduled to be rebuilt in September, and that’s a massive step forward. The council built a new pavilion there five or six years ago, it’s state-of-the-art, on par with NPL-level facilities. Once we have a proper ground there, it’ll be huge for the club.We’ve got an industrial-grade canteen and proper change rooms that will help us attract spectators, generate revenue, and give us a real home base.

As for Yallambie Park, the council has said for years they’ll fix the facilities and just recently, a council rep told us work will begin within weeks. All we can do now is hope. If both grounds are upgraded, it’ll be a game-changer financially and in terms of creating a safer, stronger environment for our members and players.

With nearly 200 junior members and growing senior squads, how do you ensure that every player has access to a clear development pathway from grassroots to competitive football?

Nasr Said: We have around 200 junior players, which is a great number for us it allows us to manage things properly and ensure quality across all levels. As a community club, we’re open to everyone. We don’t hold trials; anyone who wants to play is welcome, regardless of their experience. We’re not at NPL level, so we focus more on inclusion and development than elite selection at the junior stage.

That said, we still place a strong emphasis on growth. Our junior coordinator and technical director work closely with coaches to identify areas for improvement both for players and coaches. We have kids at all levels: some very talented, some still learning the basics.

This year, I’m starting to run the Banyule City Academy that is run through the club to support players who are more advanced and want to pursue football more seriously. It’s not about excluding others, but offering additional development to those aiming to go further. We teach our coaches, aid them in gaining proper accreditation through coaching courses. Through that, we guide them in working with these players in smaller groups, helping them refine their skills and understand our playing style. 

One of our key goals is consistency from juniors through to seniors. We guide our coachesby saying ‘This is what we want your players to do’ and teach a playing style that mirrors what our senior teams use, so when juniors progress, the transition is smoother. Ultimately, we want to give kids who are serious about football every chance to succeed – and maybe even play professionally one day.

Image Provided by Nasr Said

The U16 girls heading to the Borneo Cup in 2025 is a big moment. How did this opportunity come about, and what does it signal about the club’s ambitions in developing female footballers?

Nasr Said: The Borneo Cup opportunity actually came about through a good friend of mine, who was coaching at Watsonia Soccer Club. He’s really well connected in Australian football and knows a lot of players who’ve played internationally. He mentioned his under-16 girls’ team was looking for a better environment and that they weren’t happy at their current club. So we had the conversation, and those girls ended up coming across to Banyule.

Now we’ve got a strong under-16s girls squad around 17 or 18 players and while there’s still plenty of development ahead, they’ve got a great opportunity in front of them. The Borneo Cup is a serious international tournament, with high-level academies and teams from all over. We’ll be one of the only Melbourne clubs — possibly one of the only Australian ones taking part.

It’s a big deal. For many of these girls, it’ll be their first international tournament. There’ll be an opening ceremony – we’ll be walking under the Australian flag it’s going to be unforgettable. And more than that, it’s a huge step forward for the club. Not many local teams get the chance to represent on an international stage, so this says a lot about where we’re heading and what we want to build for female footballers at Banyule.

Looking ahead, what are your key priorities as President for continuing to build a club that’s competitive, inclusive, and deeply connected to its community?

Nasr Said: My number one priority is making sure the club’s doors are open to everyone—no matter who they are. Inclusivity is massive for us. I really want to build a strong foundation for our junior players, because at the end of the day, they’re the future of the club. My goal is to see our men’s team reach NPL or VPL level, and our women’s side competing in the NPL too. But more than that, it’s about creating a club where families and members genuinely feel welcome.

I make it a point to connect with parents whether that’s at training on a Tuesday or Thursday, or just having regular conversations to check in. I’ve seen clubs where that connection is missing, and I never want that to be us. The role of President isn’t about being above anyone—it’s about building a culture and a reputation that people talk about in a positive way.

Of course, growing our sponsor base is another key part of the vision, because to compete at higher levels, you need the right support structures in place. But whether it’s juniors or seniors, men’s or women’s football we treat every team the same here. It’s all part of the bigger picture. We’re not there yet, but I really believe we’re on the right track. These things take time. You can’t build something lasting overnight but we’re getting there.

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Stan Sport Publicly Celebrates Premier League Rights Extension – But The Australian Indicates Otherwise

Nine Entertainment last week celebrated the extension of its broadcast rights to screen the English Premier League in Australia until the end of the 2033/34 season, but further examination has revealed that privately, they may be counting the cost.

On Monday, The Australian revealed not only have subscribers to Stan SportNine’s over-the-top sports streaming service which shows the Premier League – been dropping over the past twelve months, but that the company ‘bet on itself’ in the self-driven process of negotiating its new deal.

While Nine would not reveal the price it paid for its six-year extension, The Australian believes it to be approximately $810million. Given there was no tender process, there’s a chance they’ve significantly overpaid on what rival broadcasters may have valued the rights.

Stan Sport has recently commenced its second season as Australia’s home of the Premier League, following its 2025 acquisition of the rights from the now-defunct Optus Sport. Under the terms of that acquisition agreement – which runs until the end of 2027/28 – Nine pays a comparative bargain of $60million per season.

But from 2028/29, they’ll be investing considerably more into what they already hold, and at a point when subscriptions are declining. The Australian made further revelations that subscriptions had fallen from a high of 800,000 last September (roughly coinciding with the start of their Premier League coverage) to 730,000 earlier this month.

The company’s share price has also hit an all-time low of 77c on Friday, down 15.85 per cent for the week.

In addition to the English Premier League, Stan Sport is also the Australian home of the Champions League and other UEFA competitions, England’s Women’s Super League, and select matches of the FA Cup and a diverse offering of tennis – including the three non-Australian Grand Slams – and Rugby Union.

Nine has also recently paid $145million to retain the rights to three live NRL matches per round.

Has football become too expensive for its own supporters?

Football has never been more valuable.

Broadcast rights continue to generate billions of dollars, commercial partnerships are growing in scale, and clubs are investing heavily in new stadiums, technology and fan experiences. On the surface, the business of football appears to be in excellent health.

But there is a question worth asking.

As clubs continue searching for new revenue streams, are they making it harder for the very people who built the game to remain part of it?

The Rising Cost of Being a Football Fan

Over the past decade, supporting a football club has become increasingly expensive. Ticket prices have risen, particularly at Europe’s biggest clubs; for example, Manchester United have recently increased ticket prices for a fourth consecutive year.

The debate reached a global audience during the 2026 FIFA World Cup. Ticket prices prompted widespread criticism from supporter groups, with concerns over dynamic pricing and the overall cost of attending matches.

For many travelling fans, the cost extended well beyond admission, with flights, accommodation and local transport adding to an already significant financial commitment.

Even national team kits surged in price: Nike’s replica kits for nations such as England, France and Brazil retailed for €110 ($178 AUD), while the official match versions blew out as far as €110 ($260 AUD)

FIFA defended its adoption of the United States’ dynamic pricing model, arguing low prices would lead to inflated secondary market prices, which meant less money going back into football.

Yet the backlash highlighted a growing tension between maximising commercial returns and preserving accessibility for the game’s loyal supporters. Football Supporters Europe released a statement following the release of tickets, describing the prices as a “monumental betrayal to the tradition of the World Cup.”

None of these decisions exist in isolation.

Football clubs face rising operating costs, increasing player wages and growing expectations around facilities, technology and supporter engagement.

Stadium redevelopments, academy investment and player recruitment all require significant financial investment. Finding new sources of revenue has become a commercial necessity rather than a luxury.

Football Clubs Are Becoming Entertainment Businesses

Modern football clubs are no longer operating solely as sporting organisations. Many have evolved into entertainment businesses, with stadiums hosting concerts, corporate events, hospitality experiences and conferences alongside football matches.

From Tottenham Hotspur Stadium to Real Madrid’s redeveloped Santiago Bernabéu, clubs are investing in assets designed to generate income every day of the year, not just on matchday. 

Since moving to Tottenham Hotspur Stadium, matchday revenue has more than doubled over the last ten years and commercial revenue has nearly tripled during that same period

That strategy makes practical business sense.

The concern is whether supporters are gradually becoming customers first and fans second.

Loyalty Isn’t Transactional

Sport has always been different from other forms of entertainment because loyalty is rarely transactional. Supporters do not simply choose another club if prices rise or performances decline.

Many inherit their club through generations, travelling thousands of kilometres and investing countless hours because of an emotional connection that cannot be measured on a balance sheet.

That relationship is one of football’s greatest commercial strengths, but it also creates a responsibility.

Every pricing decision, whether it involves tickets, memberships or merchandise, should consider not only the revenue it generates today but the supporters it may exclude tomorrow.

The Cost of Watching Football

The cost of supporting a club doesn’t end once the final whistle blows. For many supporters, following football now also means paying for access to the game itself.

In Australia, broadcast rights are spread across multiple platforms, meaning fans who want to watch the A-League, Premier League, UEFA competitions and other major European leagues need several subscriptions. 

Individually, each service may represent reasonable value, but collectively they have increased the cost of following football throughout an entire season.

Broadcast Deals Come With Benefits

There is, however, another side to the argument. Broadcast rights are one of football’s biggest revenue streams, funding everything from player wages and production quality to grassroots investment and the continued growth of women’s football.

Broadcasters are paying significant sums for exclusive rights because live sport remains one of the few forms of content capable of attracting large audiences in real time. Without those investments, many competitions would struggle to maintain their current standard both on and off the pitch.

The issue, then, isn’t that football is harder to watch. It’s that following it has become increasingly fragmented. With matches spread across different platforms and services, football may be more accessible than ever, yet actually keeping up with the game can feel more challenging than ever before. 

A supporter shouldn’t need multiple subscriptions simply to follow their club, their national team and Europe’s biggest competitions. As football’s media landscape becomes more complex, convenience risks becoming another cost borne by supporters.

The recent Australia Cup match between South Melbourne and Preston Lions offered a timely reminder of what football looks like when supporters feel connected to their clubs. An official crowd of 6,673 created a vibrant atmosphere that translated brilliantly on television, or free on Football Australia’s YouTube channel.

The spectacle wasn’t driven by premium hospitality or corporate experiences. It was driven by passionate fans filling the stands and creating a classic football environment.

Finding the Balance

The challenge for football is finding the balance between commercial success and supporter accessibility.

Clubs, leagues and governing bodies don’t necessarily need to lower every ticket’s price or abandon lucrative broadcast deals. But they should continue asking whether growth is making the game easier to experience or simply more expensive to follow.

That could mean preserving affordable ticket categories, simplifying access to live broadcasts, investing in community initiatives or ensuring stadiums remain places where families and lifelong supporters feel welcome. Commercial innovation and supporter accessibility do not have to be mutually exclusive.

Football’s commercial growth is essential. Without it, clubs cannot invest in players, facilities or community programmes.

But growth should never come at the expense of accessibility.

The most successful clubs of the future will not simply be those that generate the highest revenues. They will be the ones that continue to fill their stadiums with supporters who feel they belong.

After all, football’s greatest asset has never been its broadcast deals or sponsorship agreements.

It has always been the people in the stands.

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