The Dynasty Dead-End: Why a "Points Cap" is the Conversation Lacrosse Must Have
- Peter Greenhalgh
- Jan 18
- 5 min read
In the world of sport, we are taught to idolise dynasties. In South Australia, the Glenelg and Brighton Lacrosse Clubs have set a gold standard that few can match. Their consistent presence at the top of the Men’s and Women’s leagues is a testament to elite coaching and a winning culture.
But we need to have an honest, uncomfortable conversation: Dynasties are great for clubs, but they can be toxic for a niche sport that isn’t growing.
Lately, I’ve been talking to new spectators—people seeing the "fastest game on two feet" for the first time. They see the speed and the athleticism, but then they see the scoreboard. When a "Super-Club" wins by 15 goals, those spectators don't come back. As we enter the Olympic Era (LA 2028), we cannot afford to be a predictable, top-heavy league. We need a product that attracts media, sponsors, and fans.
The "Match-Day 16" Points System
To fix the talent gap, I propose a Player Points System (PPS). This isn't about stopping success; it’s about managing a "talent budget." For the first few years of a 10-year introduction, we propose a sliding scale:
A Proposed Points Table
Case Study: The Glenelg 2025 "Grand Final" Roster
In their 2025 Premiership victory, Glenelg fielded a fantastic team. Under this proposed system, their lineup (including USA imports Venuto and Stanek, and homegrown stars like Price and Robb) would have totaled 50 points.
The "Dynasty Tax" Adjustment
For Glenelg to meet the 40-point cap required for the Top 2 clubs, they would need to shed 10 points.
How they reach 40 points:
Option A: Move one USA Import (12 pts) to a non-finalist. They replace him with a 2-point Homegrown Elite or 1-point Senior. New Total: 39–40 points.
Option B: Move several Resident Veterans to seeking-opportunity roles at other clubs, replacing them with 0-point Juniors from the GLC Academy.
Under a 40-point cap, a Top 2 club would face a choice:
Spread the Wealth: Move a high-point import to a struggling club (with a 60-point budget), instantly raising the league's competitive floor.
The "Opportunity Loop": Encourage fringe players to seek A-Grade starts at other clubs to develop. When they are ready, they can return to their original club as a Homegrown Pick (1-2 points).
The "Brighton Challenge" and League Responsibility
It is important to acknowledge that this proposal is not a perfect science; it is a framework for progress. Due to Brighton’s exceptional player development program, they would likely still have a significant surplus of points under a 40-point cap, as their roster is built on a foundation of homegrown talent. However, the true power of this model lies in the 'Opportunity Loop.' By encouraging Brighton’s fringe players—athletes who are A-Grade ready but blocked by depth—to seek starting roles elsewhere, we create a more balanced competition. The burden then shifts to the rest of the league: it is up to the other clubs to create environments so compelling and competitive that these fringe players choose to stay and build something new, rather than returning to the comfort of a dominant system. This is how we transform the league from a lopsided race into a battle of development and persuasion.
To be perfectly blunt... no one gives a crap how many Division 1 premierships you won or Division 2 (not that Brighton has had many of those in the last 10 years!) ... people only care about premierships in State League! So go looking for those opportunities if you are not getting them at your "home".
The Final Piece: The "Academy" Badge of Honor
We need to change how we define success in South Australian Lacrosse. Currently, success is measured solely by the trophy in the cabinet. But in the Olympic Era, success should also be measured by a club's contribution to the strength of the entire league.
1. The "Breeding Ground" Mentality
Clubs like Brighton and Glenelg should view the departure of fringe players as a badge of honour. When a player developed at Barratt Reserve or Brighton Oval becomes a captain or a leading goal-scorer at a struggling club, it serves as a massive recruitment tool for juniors.
The Pitch to Parents: "Come to our club because we don't just play Lacrosse; we build elite athletes that the entire league wants."
2. Strength Through Internal Growth
Under a 40-point cap, these elite clubs stay strong by constantly churning their roster and promoting from within. This prevents "talent stagnation"—where good players sit behind greats for five years. Instead, the "greats" stay at the home club as 2-point Homegrown Elites, while the "developing stars" move on to lead other teams, keeping the game fast and the spectacle high.
3. A Healthier Association
By sharing the fruits of their development, Brighton and Glenelg act as the engine room for the association. This creates a "rising tide" effect:
The Spectacle: Closer games mean more eyes on the field.
The Media: A league with 6 competitive teams is more "broadcast-ready" than a league with 2.
The Juniors: A stronger, more visible league attracts the next generation of 2028 Olympians.
Why This Saves the Game
By making USA Imports cost 12 points, we ensure these players are used as true Marquees to grow the game, rather than just a shortcut to a title. It rewards the "Academy" model and protects the hard work of clubs like Glenelg and Brighton, while giving the rest of the league a fighting chance.
This system creates a better spectacle for spectators and potential media providers. It turns a one-sided blowout into a must-watch contest.
This isn't a perfect plan, but it's the start of a conversation we must have to ensure Lacrosse survives and thrives in the Olympic era.
A Note on Equity
This is not an attack on players, clubs, or associations. It is a conversation piece to try and find equity within our fragmented sport. The success of Brighton and Glenelg is something to be proud of; under this model, that success actually helps the entire association by sharing elite fringe players among the competition. This provides a better spectacle for spectators and potential media providers, ensuring Lacrosse has a future in the Olympic age. Instead, this is a conceptual conversation piece designed to address the long-term health of our fragmented sport. The goal is to explore how we can find genuine equity and competitive balance, ensuring that every club has a pathway to success and every spectator is treated to a high-quality, unpredictable contest. In this Olympic era, we must prioritise the growth of the collective game so that the entire South Australian lacrosse community can thrive together.
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