Common Components of Human

Resource Management
 hiring component and qualified employees
 assigning and classifying employees
effectively
 motivating employees to perform optimally
 stimulating employees professional growth
and development
 evaluating and compensating employees
fairly
Common Components Continued
 Rewarding employees for their efforts
 providing in service education
opportunities
Volunteers should ...
 like people
 treat customers with respect
 be dependable, sincere, thoughtful, and
cooperative
 have a strong sense of responsibility
 be able to take action
 be creative
Volunteer should ...
 Be able to take initiative within assigned
limits of the assigned responsibility
 be appropriately dressed for the work to be
performed
 enjoy the work assignment in the
organization
 be able to stimulate participation
Volunteer should ...
 be physically fit
 be mentally fit
 be socially fit to perform the assigned
responsibilities
Components of a Hiring Process
 gaining approval for the position
 establishing a search and screen
committee
 communicating appropriate AA/EEO
statutes
 developing a job description
 preparing a position announcement
Hiring Process Continued
 Establishing a plan for advertising the
position
 screening the pool of candidates
 verifying the candidates credentials
 interviewing the candidate
 selecting the final candidate
 negotiating the appointment
Staff Orientation
 organization’s history, structure, and
services
 area and clients served
 policies and procedures
 relation to managers
 rules and regulations
 opportunities - promotions and growth
Common Errors in Designing in-
service Programs
 feeding too much information at one time
 telling without demonstrating
 lack of patience
 lack of population
 failure to build in feedback
 failure to reduce tension within the
audience
Purposes for Performance
Evaluations
 provide employees with an idea of how they
are doing
 identify promotable employees or those
who should be demoted
 administer the salary program
 provide a basis for supervisor-employee
communication
Purposes for Performance
Evaluation Continued
 assist supervisors in knowing their workers
better
 identifying training needs
 help in proper employee placement within the
organization
 identify employees for layoff or recall
 validate the selection process and evaluate
other personnel
Purposes for Performance
Evaluations Continued
 Improve department employee effectiveness
 determine special talents
 ascertain progress at the end of probationary
periods
 furnish inputs to other personnel programs
 supply information for use in grievance
interviews
Questions Surrounding
Procedures for Termination
 How is quality performance considered?
 What are the roles of the peers and
supervisors?
 When is notice given?
 How is notice given?
 What about severance pay?
 What about due process?
Creating a hostile work
environment ...
 Discussing sexual activities
 unnecessary touching
 commenting on physical attributes
 displaying sexually suggestive pictures
 using demeaning or inappropriate terms
 ostracizing workers of one gender by those
of another
Preventing sexually harassment
accusations
 schedule one-on-one meetings in
businesslike settings
 leave doors open
 focus on the purpose of meeting
 respect the personal space of others
 limit touching to the conventional
handshake
Four Rules to Brainstorming
 Criticism is prohibited
 Freewheeling is
welcome
 Quantity is wanted
 Combination &
improvement are
sought

Chapter 2
Steps in Planning Process
 Identifying internal & external connections
& relationships
 Establishing objectives
 Developing premises
 Decision making
 Implementing a course of action
 Evaluating the plan
Chapter 2
Plan Classifications
 Short range
 Long range
 Operational
 Applied strategic
 Standing
 Single-use
• Budgets
• Programs/projects
Chapter 2
Steps to Effective Program
Development
 Divide program into parts
 Review sequence and relationships of
components
 Assign responsibility to each part
 Determine & allocate resources
 Estimate completion time
 Establish target dates
Chapter 2
Policy
 A general statement that guides decision
making

 Example = Preference will be given to

hiring the handicapped.

Chapter 2
Procedure
 A series of related steps that are followed
in an established order to achieve a given
purpose.

 Example = Filing for travel expense

reimbursement – complete reimbursement
form and attach all receipts.

Chapter 2
Rule
 A statement that either prescribes or
prohibits action by specifying what an
individual may or may not do in a specific
situation.

 Example = No eating at work stations.

Chapter 2
Pitfalls of Planning
 Top management not involved
 Failure to define and develop enterprise
goals
 Failure to involve employees
 Failure to use plan to assess management
 Failure to create a congenial & supportive
environment for planning

Chapter 2
Pitfalls continued
 Creating a planning program that lacks
flexibility
 Top management fails to review and
evaluate long-range plans developed by
middle management
 Top management makes intuitive
decisions that conflict with formal plans

Chapter 2
Personnel Responsible for
Program Development
 Management Personnel (program directors)
 Staff Members (e.g. instructors, personal trainers)
 Professional Organizations
• AAHPERD
• NRPA
• AALR
• SSLASPA
• NASSM
 Customers
 Parents/Community Leaders
Factors Influencing Program
Development
 Climate and geographical  Professional
considerations organizations
 Economic and social  Attitudes of managers &
forces customers
 Population demographics  Staff
 Community  Research
 Federal, state, and local  Facilities & Equipment
legislations/regulations  Competition
Program Development Steps
 Determining the objectives
 Analyzing the objectives in terms of the
program
 Analyzing the objectives in terms of
activities
 Assessing the program based on
predetermined outcome
Common Approaches to
Programming
 By objectives
 By desires
 By perceived needs
 By cafeteria style
 By external requirements
Patterns of Scheduling
 Seasons (Fall, Winter, Spring, Summer)
 Block Periods (2-, 3-, 4-, 8-week periods)
 Monthly or Weekly
 Daily Timeframes
• Early morning [6-9am]
• Morning [9am-12noon]
• Early afternoon [12-3pm]
• Late afternoon [3-6pm]
• Early evening [6-9pm]
• Late evening [9-11pm]
Program Assessment
 Reflect on organizational philosophy(ies)
 Identify key roles
 Assess evaluation needs
 Develop an evaluation plan
 Implement the evaluation plan
 Review and revise the evaluation plan
Common Types of Tournaments
 Single-elimination
 Double-elimination
 Round-robin
 Extended
 Variations
Factors to consider when expanding,
reducing, or eliminating a program
 Human resources available or affected,
 Financial resources available or affected,
 Facility resources available or affected,
 Equipment resources available or affected,
 Effects on other related/tangential program
offerings,
 Effect on overall programming, and
 Effect on the customer base.
Collecting Budget Data
 Employee input
 Statistical input
 Forecasting
• Existing program forecasting
• New program forecasting
Accounting Process
 Management documents
 Financial statements
 Account ledgers
 Daily journals
 Documents of Original Entry
• Sales slips, register tapes, ticket stubs,
purchase invoices, and payroll records
Primary Sources of Revenue
Generation
 Membership fees
 Tax revenue
 Ticket sales
 Admission fees
 Concession
 Sponsorship
 Licensing
Concession Financial
Agreements
 Traditional
commission
agreement
 Management fee
agreement
Components of Concessions
Agreement
 Background of Company
 Business philosophy
 Financial objectives
 Commission
 Equipment
 Insurance coverage
 Personnel training
 Advertising/Promotion
Types of Concessions
 Food
 Parking
 Merchandise
 Beauty/Hair Salon
 Pro shop
 Barber shop
 Dry Cleaning
Reasons Corporations Buy into a
Corporate Sponsorship
 Demonstrate good citizenship
 Generate positive visibility
 Increase sales
 Generate favorable media interest &
publicity
 Compete with other companies
Content of Sponsorship Proposal
 Objectives
 Profile/background of sponsoree
 Promotional opportunities available
 Levels of sponsorship
 Sponsor benefits
 Fee structure
 Contract length & renewal options
 Evaluation methodology
Various Levels of Involvement for
a Sponsor
 Exclusive sponsor
 Primary sponsor
 Subsidiary sponsor
 Official sponsor
Components of a Customized
Sponsorship Package
 Official status  Advertising rights
 Sponsorship fee  Hospitality rights
 Title rights  Point-of-sale
 Television exposure promotion
 Public relations  Direct-mail lists
 Media exposure  Product sampling
 Logo use  Legal liabilities
 signage
 Future options
User/sales taxes
 Hotel/motel (bed tax)  Utility
 Restaurant  Property
 Auto rental  Capital improvement
 Taxi  Wheel
 Sin (alcohol, tobacco)  entertainment
 Sales
 road
Bonds
 Full-faith and credit obligation
 Non-guaranteed debt
 Revenue bonds
 Certificates of participation
 Tax increment financing
 Special authority bonding
Promotion is the vehicle that
 Carries the message about the services,
products, and programs
 Positions them in the market
 Develops the appropriate image for the
services, products, and programs
Promotion includes

 Advertising
 Personal selling
 Publicity
 Sales promotion
Promotional methods

 Advertising  Product
 Personal selling differentiation
 Sales promotion  Market segmentation
 Mail-order  Trading up
 Automatic vending  Trading stamps
 Auctions  Branding a product
 Telemarketing
Components of Promotional Mix
 Advertising
 Personal selling
 Sales promotions
Sales Promotion

 Informs and persuades groups through

tools and methods controlled by the
organization
 Deals with nonrecurring & nonroutine
matters
 Exists as a plus ingredient
 Serves as a bridge between personal
selling & advertising
Personal selling

 When organization is small

 Market is concentrated
 Personality of salesperson needed
 Product has a higher unit value
 Product requires demonstration
 Product must be fitted to individual customer’s needs
 Product is purchased infrequently
 Product involves a trade-in
Personal Selling

 The salesperson …
• Must be well acquainted with the service,
product or program, the market, and the
techniques of selling.
• Should know the motivation & behavior of the
target markets, the nature of the competition,
and the business conditions prevailing in the
market.
Personal Selling Continued
 The salesperson should …
• Examine past & present consumers; ask present
customers about new leads; research consumers of
competitors; regularly read lists of building permits,
real estate transactions, births, and engagement
announcements; and contact former consumers for
new leads.
Personal Selling

 Components of personal selling

• Pre-approach to individual prospects
• Sales presentation (the approach)
• Post-sale activities
– Reassure customer
– Make sure the customer understands the contract
– Provide instruction if necessary for the new owner
Selecting the Media

 Objectives of the advertisement

 Media circulation
 Requirements of the message
 Time and location of buying decisions
Guidelines for Fund Raising
 Program specific  Timetable established
 Develop a hot and cold  Classified non-profit
prospect list 501 (c)(3) tax
 Accounting system exempted corporation
established  Form a board of
 Acknowledgement & directors
follow-up system
designed
Guidelines for Fund-Raising
Continued
 Short- and long goals  Select projects that
 Prioritize goals and are cost effective
objectives  Select projects that
 Keep all activities, are appropriate
policies, and
procedures simple
 Establish a training
program for staff and
 Involve an attorney
and accountant volunteers
Key components of a fund
raising program
 What
 Where
 Why
 When
 By whom
 Categories of giving
 Feasibility
Committees used in Fund
Raising
 Site selection  Ticket
 Publicity/promotion  Decorations
 Equipment/supplies  Prizes
 Finance  Security
 Refreshments or  Cleanup
hospitality  Project assessment
 Invitation
 Program
Fund Raising Events
 Athletic contests  Bike-a-thon
 Clinics/workshops  Walk-a-thon
 Sport camps  Swim-a-thon
 Flea markets  Bazaars
 Book sales  Festivals
 Record sales  Fairs
 Consignment sales  Golf tournaments
 Car washes  Road races
Steps to Establish a Support
Group
 Recognize need  Recognize pitfalls
 Communication with  Dissemination of
management information
 Consultation with  Determination of the
internal and external organizational
groups structure
 Establish principle
and guidelines
Dealing with Volunteers
 Volunteers have  Volunteers need to be
feelings encouraged to work
 Volunteers have as a team
needs  Treat volunteers with
 Volunteers have a special
suggestions understanding
 Volunteers have  Volunteers are not
specific interests paid staff
Volunteers Continued
 Volunteers desire to be of
assistance
 Volunteers are excellent
recruiters
 Volunteers can be trained
to assume a variety of
roles
 Provide volunteers with
motivation and
encouragement
Why Customers Drop Out
 Failure to receive enough
attention
 Failure to receive
appropriate guidance
 Failure to lose weight as
quickly as perceived
 Failure to transform body
composition overnight
 Failure to get into shape
as quickly as perceived
 Lack of proper orientation
 Failure to see results
 Club does not meet
expectations
 Poorly maintained facility
& equipment
 Lacks feeling of belonging
 Loss of motivation
 Club does not cater to
needs
Why customers drop out
continued
 Visit to club was not
enough
 Not a family affair
 Benefits do not
outweigh the costs
 Employees are not
personable or friendly
Why Sport Teams Lose Fans
 They feel unimportant  No non-drinking areas
 Cots outweighs
 No place to change children
enjoyment
 No day care facilities
 No children playground
 Dirty facilities  Souvenirs too expensive
 Boring food service  No entertainment but game
 Poor seating  Team is not exciting
 Inconvenient parking  No opportunities to meet the
players
 No luxury seating
 No picnic area
 No non-smoking areas
Uses for Business Survey
Increase business
Introduce new programs
Determine why existing programs are not getting
attention
Ascertain more about existing customer
Determine why customers have decided not to
renew membership or season tickets
Question to Answer before
conducting a survey
 What do I need to know?
 Why do I need to know?
 How much do I want to know?
 When do I need the information?
 How much is the information worth to me?
 Can I afford to make an uninformed
decision?
Strategies to Maintain
Membership
 Quality programming
 Club atmosphere
 Staying informed
 Understanding the
positive influences
Membership Retention Tips
 Adopt a club-wide
retention philosophy
 Give the members what
they want and need
 Assimilate new members
right away
 Target high-risk members
 Develop & implement program
with retention in mind
 Seek & select with retention in
mind
 Offer incentives to members
 Operate according to the fun
factor
 Get the staff involved with
retention
 Delegate duties
Membership Retention
Guidelines
 Seek, select, train, &
retain highly qualified &
motivated employees
 Direct all sales personnel
to call new members
 Send all new members a
thank you card
 Prepare and send a
welcome letter to all new
members
 Maintain all club
operations on a computer
 Send birthday and
anniversary cards to
members
 Develop a number of new
member incentives
Membership retention continued
 Implement special annual  Guarantee all
promotions with
incentives for renewal members a well-
 Develop good managed, well-
programming for the maintained facility
social, instructional, and with good
recreational needs of the
members
programming and
proper incentives.
Membership Recruitment Costs
 Advertising in print, radio,  Printing direct mail
or television
pieces
 Telephone calls
 Sales commissions
 Telemarketing
 Sales and processing
time
 Development of cold and
hot prospect lists
 Direct mailings to target
market
Inservice Program should teach
employees how-to
 Answer the phone  Create an enjoyable
Welcome customers
experience

 Respond to customer
questions  Be reliable and
 Deal with complaints responsive
Assist customers with their
Small talk with


programs
 Maintain equipment & facilities customers
 Clean facilities & equipment  Do something special
for the customer
Dealing with Complaints
 Direct the conversation  Do not tolerate abuse
away from a public area
 Maintain eye contact
 Let the customer or client
vent
 Take notes
 Solve the problem
immediately
 Acknowledge complaints
not solved
How-to increase
memberships/audience
 Pre-event entertainment
 Youth games at half-time
 Special group promotions
 Special rates for groups
 Giveaways
 Scheduling
doubleheaders
 Reduce membership fees
 Shoot-out contest at half-
time
 Event buses
 Special days
 Student athlete events
 Clip-out coupons
 Radio giveaways
 Pep band at events
Equipment and Supplies should:
 Meet program needs,
 Be of good quality,
 Be acquired through appropriate
procedures,
 Be properly secured and accounted for, and
 Be maintained for safe future use.
Standards for Sport and Fitness
Equipment
 National Operating Committee on
Standards for Athletic Equipment (NOCSAE)
 American College of Sports Medicine
(ACSM)
Guidelines for Selecting
Equipment and Supplies
 Purchasing power,
 “wish list”,
 Organization needs,
 Quality desired,
 Budget/maintenance friendly,
 Reconditioned or purchase new,
 Based on program goals, objectives, and budget.
Guidelines for Selecting
Equipment and Supplies
 Prioritize need and funds available,
 Consider those persons with disabilities,
 Consider only equipment that meets safety
standards,
 Obtain product information from varied
sources,
 Consider guarantees and replacement
policies,
Guidelines for Selecting
Equipment and Supplies
 Evaluate the usability,
 Evaluate companies,
 Consider trends in equipment and supplies,
 Access current of proposed facilities in terms of
size, obstacles that may be present and quantity
and type of power, and
 Create a floor plan.
Guidelines for Purchasing
Equipment and Supplies
 Standardizing equipment and supplies,
 Supervising the entire process of
• selection
• specification
• purchase
• storage
• maintenance
 Maintaining an inventory of materials
Guidelines for Purchasing
Equipment and Supplies
 Prepare specifications for items to be
purchased,
 Securing bids for large purchases and
those required by law,
 Recommending distribution where
materials/supplies are to be purchased,
 Testing products,
 Checking supplies/equipment,
Guidelines for Purchasing
Equipment and Supplies
 Expedite delivery of purchases, and
 Seek new products.
Evaluating Equipment
 Equipment Safety
 Equipment Usage
 Design and Components
 Dealer and Warranty
 The Manufacturer
 Miscellaneous
Procurement Process
 Need established,  Receipt of bids,
 Management  Bids compared,
consultation,  Recommend
 Initial request made,
appropriate bid,
 Request reviewed,  Purchase order to
 Determine if funds are supplier,
available,
 Prepare
 Follow-up,
specifications,  Receipt of goods,
Procurement Process
 Payment authorized,
 Accountability, and
 Equipment inspected
and payment made.
Typical Bid Process
 Writing specifications for approved items
to be purchased,
 Advertise for bids from vendors (at least
three),
 Receive bids,
 Evaluate bids to ensure all specifications
have been met,
 Choose vendor(s),
Typical Bid Process
 Submit the purchase order,
 Receive equipment, and
 Pay invoice after equipment/supplies are
verified.
Writing Specifications
 Quantity  Assembly/installation
 Quality requirements
 Size  Delivery requirements
 Color materials  Alternatives (if any)
 Brand
 Model number
 Catalog number
 Performance
characteristics
Specific Suggestions for
Specifications
 Clothing
 Shoes
 Protective equipment
 Playing equipment
 Sport Equipment Purchasing
Schedule
Sport Season Order Date Delivery Date

Early Spring October 1 February 1

Late Spring December 1 March 15

Fall May 1 August 1

Winter July 1 October 15

Purchasing Fitness Equipment
 Identification of Preliminary Factors
• Total Space
• Available Budget
 Selection Criteria
 Action Plan
Value of Used Equipment
 How old is the equipment?
• 0-12 months = 10 points
• 13-24 months = 8 points
• 25-36 months = 6 points
• 37-48 months = 4 points
• 49+ months = 2 points
Value of Used Equipment
 How marketable is the line?
• Among top three most common lines and is a late
model = 10 points
• Among top three but older model = 7 points
• Widely used line, not top three, late model =7
• Well known line less-frequently seen in clubs =3-5
• Well made, little-known, selected line = 3
• Plate-load machines and free weights = 3
Value of Used Equipment
 Aesthetic appeal?
• Chrome, paint, pads:
• Excellent = 5
• Very good = 4
• Good = 3
• Fair =2
• Poor =1
• Add one point if paint is silver, white or gray
• Subtract one point if paint is red, blue, brown, tan, green, etc.
Value of Used Equipment
 Total Score
• 21-25 points = an excellent value rating
• 16-20 = good
• 11-15 = fair
• 10 or below = poor
Guidelines for Equipment Control
 All equipment/supplies should be carefully
inspected upon receipt,
 Equipment/supplies requiring organization
identification should e labeled,
 Procedures for issuing and checking in
equipment should be established
Guidelines for Equipment Control
 Equipment should be maintained and
stored in good repair,
 Equipment/supplies should be inventoried
and stored properly, and
 Garments should be cleaned and cared for
properly.
Labeling Systems
 Felt tip pen, laundry pen
 Indelible pencil
 Branding irons
 Stencils
 Decals
 Processed numbers
 Rubber stamps
Space Requirements
 3,000 square feet,
 20% of total usable facility space, or
 American Entrepreneurs Association (AEA)
• For every 10,000-100,000 people, 1,000-3,000 square
feet
• 100,000-200,000 people, 1,500-4,000 square feet
• 200,000+ people, 2,000-10,000 square feet
 Located near locker rooms and activity areas
Space Requirements
 6 feet wide and 8 feet high door
 Roll-up door
 Shelves, laundry equipment, small office,
distribution counter.
 Appropriate security system
 70o F, 50% humidity
Management of Equipment Room
 Good interpersonal skills
 Knowledge of equipment
 Good judgment
 Maturity
 Integrity
 Basic accounting skills
 Basic management skills
Management of Equipment Room
 Computer skills
 Knowledge of equipment care
 Understanding of purchasing and bidding
procedures
 Knowledge of fitting equipment
Equipment Manager’s Job
Description (AEMA)
 Purchasing
 Fitting equipment and clothing
 Maintenance
 Administration and organization
 Management, professional relations and
education
 Accountability for equipment
Components of Marketing
 the marketing concept
 management process in marketing
 marketing research
 market
 market segmentation
 consumer behavior
 buying patterns
Components of Marketing
Continued
 Product
 distribution
 price system
 promotional activities
 place
Ingredients of a Market Concept
 Proper state of mind
 actual coordination of all marketing
functions
 use of professional marketing personnel
Pitfalls in implementing the
Marketing Concept
 Inexperienced personnel
 unsound organizational structure
 incomplete integration traceable to
personality clashes, lack of executive
teamwork, or one-person domination
Managerial Functions
 Determining objectives
 planning
 organizing and coordinating
 staffing and assembling
 operating and directing
 analyzing and evaluation
Managerial Function - Marketing
 analyzing sales volume or marketing costs
 performance and productivity of personnel
 evaluation of the effectiveness of the
advertising programs
 evaluation of the performance of
middlemen promoting products/services
Marketing Services
 Intangible benefits - insurance, benefits,
medical services
 intangible activities which use the
requirement of tangible goods -
amusements, rentals, transportation
 intangible activities purchased jointly -
free racquetball lessons with a club
membership
Services purchased
 housing
 household operations
 recreation
 health and fitness
 sport
 personal care
 medical and health care
Services purchased continued
 private education
 business services
 professional services
 insurance and financial services
 transportation
 communications
Target market questions
 Is the segment
measurable?
 Is it large enough?
 Is it reachable?
 Is it responsive?
Marketing Research Includes
 market analysis -
studies size, location,
and nature of market
 sales analysis
 consumer analysis
 advertising research
Uses for Marketing Research
 product analysis
 service analysis
 pricing policies
 promotional policies
 total marketing
program
Determining buying habits
 Who makes the
physical purchase?
 Who makes the buying
decision?
 Who actually uses the
product?
Behavioral characteristics
influencing marketing efforts
 Impulse buying
 desire for conformity
 limited time
 increased leisure
time
 desire for
convenience
 upgraded tastes and
desire for elegance
The five P’s in Marketing
 product
 packaging
 price
 place
 promotion
Convenience concerns
 form  combinations
 quantity  automation
 time  credit
 place  selection
 packaging  readiness
Main objectives of pricing
 Achieve target return
on investment
 stabilize prices
 maintain/improve
target market share
 meet, follow, or
prevent competition
 maximize profits
Determining price
 Select market target
 choose an image
 estimate competitive
reaction
 designate price strategy
 select price policy
 establish specific price
Pricing strategies
 Skim-the-cream
 Penetration
 Price Leader
 Price follower
 Fixed price
Rule of Thumb for increasing
prices
 Major facility improvements (20-25%)
 New equipment (10-15%)
 Remodeling (15-20%)
 Annual increase (inflation)
 Maintain stable membership fee and
increase specialized fees
Questions to ask a Public
Relations Agency
 Does the agency have experience in your area?
 Do the account executives have experience in
your areas?
 Does the agency have a good reputation?
 Will the agency provide a list of references?
 Will you get senior-level management attention?
PR Questions Continued
 Do they know your areas publications and
have media contacts at each?
 Are they a full-service agency?
 Are they creative?
 Are they results-oriented?
 Are they good listeners?
The Public Relations Program
Should Include ...
 Serving as an information resource,
 Promoting confidence in services or products,
 Gathering support for programs,
 Gathering support for fundraising appeals,
 Stressing the value of active lifestyles,
 Improving communication,
Continuing PR Program
 Evaluating services and products, and
 Correcting myths, misunderstandings, and
misfortunes concerning services and
products.
Steps in Developing PR Program
 Develop a philosophy statement,
 Establish a mission statement,
 Develop a sound uniform public relations
policy,
 Establish a set of principles to guide the
development of a PR program,
 Identify services, products, and programs,
Continued Steps to PR program
development
 Define the various related publics,
 Obtain facts about the publics and clients
knowledge level regarding services,
products, and programs,
 Determine appropriate time lines for
implementation, and
 Establish a regular evaluation process
Avenues for Getting the Message
Out
 Printed media
 pictures and graphics
 radio
 television
 video
 posters
 exhibits
Message Outlets Continued
 brochures
 billboards
 public speaking opportunities
 electronic mail
 Internet - World Wide Web Homepage
 direct mail
 telemarketing
Distributing News Releases
 Fax machine
 computers
 newswire services (AP)
 handouts
 messenger
 express mail
 US Mail
 telephone
Guidelines for PSA Preparation
 know the organization’s message
 know the program
 know the audience
 tailor the message and presentation
 speak in lay terms, be brief, and concise
How-to Develop User-Friendly
Customer Relations
 all personnel should treat all customers as their
friends
 all personnel should give 110% to answer
customer questions and meet their needs
 birthdays and other anniversaries of customers
should be recognized by the staff
 all staff shall welcome members and guests with
a hardy “hello” and a friendly smile,
User-Friendly Customer
Relations Continued
 all telephone responses should be friendly
and upbeat
 management should prepare a script and
monitor all phone calls
Integral Parts of a Consumer
Relations Program
 assist the consumers in designing their own
programs
 encourage employees to invite prospective new
customers to organization events
 ascertain consumers interests and link them to
the interest areas or services available
 follow-up by calling new as well as established
customers periodically
Integral Parts Continued
 buddy-up new consumers with established
customers or a member of the staff
 organize a welcome party periodically for new
customers to introduce them more thoroughly to
the facilities, staff, and program
 last but not least foster a friendly environment
The Planning Process
 program analysis
 feasibility study
 master plan
 cost analysis
 design development
 financial plan
Advantages of Participatory
Planning
 working together to develop common goals
 involving the client from beginning to end
 participating in decision-making
 limiting duplication of services, programs,
and facilities
Advantages in Participating
Planning continued
 improving cooperation among
communities and agencies
 improving communication
 improving support, and understanding is
achieved
Guidelines for writing building
program
 write clearly and concisely
 “blue sky” the building program
 root the project in fiscal reality
 evaluate current programs
 consider all indoor and outdoor facility needs
 be aware of location
 distribute all copies to members
Criteria for consultants
 Educational background
 work experience
 planning experience
 proximity to project
 reputation
 ability to work with architects and
engineers
Criteria for Consultants
continued
 ability to understand and read blueprints
and specification documents
 ability to understand the organization’s
programs and the future of such programs
Criteria for Architect selection
 Membership in the American Institute of
Architects
 licensed to practice in state
 good reputation
 furnish references
 examples of work
 close proximity to the project
Architect selection continued
 be able to work with the building
committee
 be able to recommend reliable and
respected contractors and sub-contractors
 be able to provide strong competent
supervision for the project
Indoor space components
 traffic patterns
 space relationships
 surfaces
 sound and acoustics
 electrical systems
 mechanical systems
 security and safety
Determining size of
multipurpose space
 estimated peak
participation periods
 activities planned for
the area
 number of spectators
Booking and Scheduling
Fundamentals
 developing a level of confidence with
clients
 establishing trust on the part of the
promoter
 advertising the facility
 attending appropriate trade and
convention functions
Booking and Scheduling
Fundamentals Continued
 maintaining visibility
 producing a facility informational brochure
 preparing and making available financial
reports
 assigning responsibility of booking and
scheduling
 preparing contracts for events
Selection of Tickets
 physical characteristics
 seating plans
 pricing structure
 sales incentive plans
 type of ticket system
 reserved seating
 general admission
Box Office Policies & Procedures
 telephone credit-card  mail orders
service  will call
 group sales  lost tickets
 remote ticket outlets  scalping
 season ticketing  reporting
services  auditing
 refunds/exchanges
 sales policies
Software uses ...
 storing information
 alerting the user to
messages
 communicating with
staff
 flagging unpaid
accounts
 alerting staff
Parking lot components
 handicapped parking  Lighting
 curb cuts  drainage
 bus entrances and  sidewalks
parking areas  landscaping
 tractor-trailer  reserved parking
entrances and parking  security controls
 paving
Keys to Concession Operations
 Serving food at reasonable prices
 developing market strategy
 managing finances
 designing a business plan
 purchasing
 controlling inventory
 understanding business law
Keys to Concession Operations
Continued
 abiding by health codes
 understanding OSHA regulations
 selecting insurance
 developing an advertising plan
 selecting personnel
 stocking the concession area
 maintaining equipment
Keys to Concession Operations
Continued
 housekeeping requirements
 establishing prices
 marketing convenience foods
Major shortcomings in
concession operations
 Too few concession stands
 inadequate kitchen location and space
 no floor drains
 no provision for a commissary for vending
operations
 poor location of service elevators
 no provisions for exhaust
Major shortcomings continued
 poor location of loading and storerooms
 inadequate ventilation
 insufficient energy and water availability
 lack of wide concourse areas to facilitate
traffic control
Concessions should be ...
 conveniently located to all seats
 well-organized
 bright, colorful, well-lit and decorated
 able to generate the aroma of food
 efficient location of equipment, food, and cash
registers
 constructed with attention grabber menu boards
Components of effective
housekeeping
 establishing goals and objectives
 performing all tasks with economy of time,
personnel, equipment, and materials
 implementing operations based on a sound
written maintenance plan
 scheduling housekeeping based on
policies and procedures
Components of effective
housekeeping continued
 placing a high emphasis on preventive
maintenance
 developing a strong organizational plan
 providing adequate fiscal resources
 furnishing adequate personnel
 designing the program to protect the
natural environment
Components of effective
Housekeeping continues
 assuming the responsibility for customers,
visitors, and staff
 designing renovation or new construction
projects
 accepting responsibility for public image
Tort Liability
 Intentional

 Negligent

 Strict liability
Negligent Behavior
 Malfeasance
 Misfeasance
 Nonfeasance
 Reckless misconduct
 Wilful/wanton
 Gross negligence
 Slight negligence
Components of Negligence
 Damage
 Duty
 Breach of duty
 Proximate cause
Legal Obligations
 Adequate supervision
 Warn of inherent risks
 Safe facilities
 Injury & incapacity evaluation
 Adequate & proper equipment
 Matching participants
 Sound planning
 Proper first aid & emergency medical plan
Defenses for Negligence
 Assumption of risk
 Contributory negligence
 Comparative negligence
 Governmental immunity
 Act of god
 Lack of duty
 Lacks proximate cause linkage
Supervision
 General supervision
 Specific supervision
 Qualified supervisor
 Proper supervision
 Supervision plan
Proper Supervision
 What should supervisor look for?
 What should supervisor listen for?
 Where should the supervisor stand?
 How should the supervisor move around?
 What should the supervisor do if a problem arises?
 Identify potential dangerous activities.
 Understand warning signs
 Establish a stop signal.
Factors Making Waivers
Questionable
 Strong public policy against
 Dominant employer-employee relationship
 Fraud or misrepresentation
 Signed under duress
 Conditions unreasonable
 Ambiguous
 Signature does not immediately follow the agreement
 Wanton, intentional, or reckless misconduct
A Warning should …
 Specify the risks presented by the activity or test
 Be consistent with the activity or test
 Provide a reason(s) for the warning
 Attempt to reach foreseeable participants
 Specific and clear creating knowledge,
understanding, and appreciation
 Be written, & explained orally
An adequate warning is …
 Conspicuous

 Specific

 forceful
Types of Participants
 Invitee
• Business invitee

 Licensee

 Trespasser
Duties relating to Safe Facilities
 Conduct regular inspections
 Maintain standards
 Regular preventive maintenance schedule
 Employ the shared responsibility doctrine
 Purchase the best equipment
 Be aware of changes in equipment & standards
 Be wary of new untested equipment
 Post necessary warnings
First Aid & Emergency Medical
Procedures
 Protect the individual from further harm
 Attempt to maintain or restore life to the
injured party
 Comfort and reassure the party
 Immediately activate the emergency
medical system
Components of a Contract
 Offer
 Acceptance
 Consideration
 Legality
 capacity
Type of Business Transactions
Requiring a Contract
 Purchasing merchandise
 Contracting for services
 Concessions
 Joint facilities
 Contracts with staff
 Contracts with clients/customers
 leases
A risk management program
consists of ...
 program feasibility
 risk identification
• Frequency
• magnitude
 risk treatment
• Avoid
• Transfer
• Reduce
• retain
 risk implementation
 risk evaluation
Risk management committee
concerns ...
 Site and facility development
 program development
 supervision
 personnel policies
 testing procedures
 establishment of rules and procedures
 facility and equipment maintenance procedures
Risk management committee
concerns continued...
 Facility and equipment inspection procedures
 accident reporting and analysis
 first aid and emergency procedures
 releases, waivers, agreements to participate
 methods of insuring against risk
 in-service training
Risk management committee
concerns continued ...
 Public relations
 contract procedures
 outside specialists
 signage
 risk management audit
 periodic review
Risk management benefits
 increased safety for the customers
 reduced losses to the organization
 more effective use of available funds
 identification of exposure
 increased attractiveness of the
organization to insurance companies
 reduced uncertainties
Risk treatments ...
 avoidance
 transfer
 reduction
 retention or
modification
Components of a waiver form
 nature of the activity
 possible injuries
which may occur
 the expectations of
the participant
 the condition of the
participant
Components of an Accident
Report
 Date of accident  Gender
 Time  Age
 Date of report  Birth date
 Exact location  Address
 Nature of activity  Names, addresses, &
 Weather conditions phone # of witnesses
 Cause of accident  Name of official in charge
 Extent & nature of  Which hospital?
accident  Police report
 name  Who made the report
Types of Insurance coverages
 Event  Recreational teams and
leagues
 Professional players  Health clubs
 Amateur athletes  Venues
 Sport camps  General public liability
 Intercollegiate  Liability coverage for
athletics/players employees, directors, and
officers
 Interscholastic  Vehicle insurance
athletics/players  Protection of finance &
operations
What should be asked of a
Prospective Insurer?
 Does the agent write many policies for this type of
organization?
 What is included in a basic policy?
 What other types of coverage should be
considered?
 How much insurance can the organization afford?
 Can the agent provide you with a list of all claims
and losses?
 What is the carrier’s rating?