Chapter 5 Facility and Event Planning

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Event Planning
Sport events dont just happen. Events that come off without a hitch do so because a whole team of event planners have been at work behind the scenes scrambling, smoothing, and problem solving for months, if not years.

Lussier/Kimball, Sport Management, First Edition Copyright 2004, by South-Western, a division of Thomson Learning

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Planning at All Types of Venues

Work varies from managing private health clubs, hotel fitness centers, YMCA or JCC athletic facilities, and indoor sporting centers to managing entire stadiums.

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Event Planners
Coordinate games Provide food for teams Arrange team transportation Hire officials Manage ticket sales Plan and monitor concession sales Schedule various leagues Organize tournaments
Lussier/Kimball, Sport Management, First Edition Copyright 2004, by South-Western, a division of Thomson Learning PPT5-4

Attracting Top Athletes

Many colleges and universities have built new athletic facilities to attract top athletes Many municipalities have built new stadiums and arenas to house pro sports

Lussier/Kimball, Sport Management, First Edition Copyright 2004, by South-Western, a division of Thomson Learning

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Managing Facilities
Sport management professionals often find careers in managing various types of facilities

Lussier/Kimball, Sport Management, First Edition Copyright 2004, by South-Western, a division of Thomson Learning

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Facility Planning
A committee and the facility planner will hire an architect and decide on facility criteria. After building plans are approved and financing secured, a competitive bidding process helps ensure that building costs are contained. The building process itself requires the planners constant attention.
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Mike Crum
Director of Charlottes AuditoriumColiseumConvention Center Authority Crum presides over a $25 million budget, 200 employees (and another 1800 part-time workers), and all maintenance and operations for the Charlotte Convention Center, Charlotte Coliseum, Ovens Auditorium, and Cricket Arena. Crum says he is constantly putting out fires. "You're never really off," Crum notes. "That takes awhile to get used to. It's a big job.
Lussier/Kimball, Sport Management, First Edition Copyright 2004, by South-Western, a division of Thomson Learning PPT5-8

Professional Facility MGT Firms

In 1976, the Louisiana Superdome became the first major sporting facility to use outside professionals to manage its operations. Today, the New Orleans Superdome is managed by SMG. Philadelphia-based SMG is the worlds leading company in the management of public facilities, including stadiums, arenas, theaters, and exhibition/convention centers.
Lussier/Kimball, Sport Management, First Edition Copyright 2004, by South-Western, a division of Thomson Learning PPT5-9

SMG
SMG operates 156 facilities and works closely with Hyatt Hotels and ARAMARK food services. SMG Europe manages eight facilities in the United Kingdom and elsewhere in Europe.

Lussier/Kimball, Sport Management, First Edition Copyright 2004, by South-Western, a division of Thomson Learning

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Standing Plans
Standing plans are the policies, procedures, and rules for handling situations that arise repeatedly. Policies are general guidelines for decision making. Procedures (also called standard operating procedures [SOPs] and methods) are sequences of actions to be followed in order to achieve an objective. Rules state exactly what should or should not be done.

Lussier/Kimball, Sport Management, First Edition Copyright 2004, by South-Western, a division of Thomson Learning

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Single-Use Plans
A program describes a set of activities designed to accomplish an objective over a specified period. Budgets are the funds allocated to operate a department or program for a fixed period.

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Contingency Plans
Contingency plans are alternative plans that can be implemented if uncontrollable events occur. Therefore, wise coaches/managers take great pains to develop backup players/employees who can and will be ready to step in should a first-string player/employee get injured or call in sick.

Lussier/Kimball, Sport Management, First Edition Copyright 2004, by South-Western, a division of Thomson Learning

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Contingency Planning Steps

1. What might go wrong? 2. How can I prevent it from happening? 3. If it does occur, what can I do to minimize its effect?

Lussier/Kimball, Sport Management, First Edition Copyright 2004, by South-Western, a division of Thomson Learning

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Planning
Remember the old adage when you are tempted to skip the planning stage: When you fail to plan, you plan to fail.

Lussier/Kimball, Sport Management, First Edition Copyright 2004, by South-Western, a division of Thomson Learning

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Poor Planning Indicators

Objectives that are not met Continual crises Idle resources Lack of resources Duplication

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Sales Forecasting Techniques

Sales forecast predicts the dollar amount of product that will be sold during a specified period. Market share is the organizations percentage of total industry sales.

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Qualitative Sales Forecasting

Subjective judgment Intuition Experience Opinion to predict sales

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Quantitative Sales Forecasting

Objective Mathematical techniques Past sales data to predict sales

Lussier/Kimball, Sport Management, First Edition Copyright 2004, by South-Western, a division of Thomson Learning

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Scheduling Tools
Scheduling is the process of listing essential activities in sequence with the time needed to complete each activity. The details of the schedule answer the what, when, where, how, and who questions.

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Planning Sheets
Planning sheets state an objective and list the sequence of activities, when each activity will begin and end, and who will complete each activity to meet the objective.

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Gantt Charts
Gantt charts use bar graphs to illustrate progress on a project. Activities are shown vertically, and time is shown horizontally.

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PERT
PERT (Performance Evaluation and Review Technique) diagrams highlight the interdependence of activities by diagramming their network.

Lussier/Kimball, Sport Management, First Edition Copyright 2004, by South-Western, a division of Thomson Learning

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Time Management
Time management enables people to get more done in less time with better results. Although time is probably a managers most valuable resource, many managers dont use this resource effectively.

Lussier/Kimball, Sport Management, First Edition Copyright 2004, by South-Western, a division of Thomson Learning

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A Time Management System

Prioritize Set objectives Plan: Plan how you are going to get your objectives done. Dont skip this step! Make a schedule

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