This document provides an overview of unit 3 which covers facility and event planning. It discusses the roles and responsibilities of facilities managers, the importance of facility planning and management, and using professional facility management firms. It also covers various types of event planning, types of planning like strategic, operational, standing and single-use plans. Additionally, it discusses sales forecasting, scheduling, and tools that can help with scheduling like calendars, planning sheets, Gantt charts and PERT charts. The importance of effective time management and having a time management system are also highlighted.

1. Unit 3:Unit 3:
Facility and Event PlanningFacility and Event Planning
Mr. ElsesserMr. Elsesser
Sports ManagementSports Management

2. Unit Overview:Unit Overview:
• Facilities Management and OverviewFacilities Management and Overview
• Event Planning and Types of PlansEvent Planning and Types of Plans
• Importance of PlanningImportance of Planning
• Sales ForecastingSales Forecasting
• SchedulingScheduling
• Scheduling ToolsScheduling Tools

3. Sport Facilities ManagementSport Facilities Management
• The Role of the Facilities Manager isThe Role of the Facilities Manager is
very complex and demandingvery complex and demanding
• Involves Several Functions:Involves Several Functions:
• Manager’s Main Goal:Manager’s Main Goal:
• Importance:Importance:

4. Sport Facilities Management:Sport Facilities Management:
Facility PlanningFacility Planning
• Requires the Manager and CommitteeRequires the Manager and Committee
• Follows a 3 step process:Follows a 3 step process:
– An architect is hired to decide criteriaAn architect is hired to decide criteria
– After plans and financing is secured, a biddingAfter plans and financing is secured, a bidding
process for jobs is completed to stay withinprocess for jobs is completed to stay within
budget.budget.
– Facility Planning manager must constantly giveFacility Planning manager must constantly give
attention to project.attention to project.

5. Meet Mike CrumMeet Mike Crum
COO and Former Interim Director ofCOO and Former Interim Director of
Charlotte’s Auditorium/Coliseum–ConventionCharlotte’s Auditorium/Coliseum–Convention
Center AuthorityCenter Authority
• Presided over a $25 million budget, 200Presided over a $25 million budget, 200
employees (and another 1800 part-timeemployees (and another 1800 part-time
workers), and all maintenance and operationsworkers), and all maintenance and operations
for the Charlotte Convention Center, Charlottefor the Charlotte Convention Center, Charlotte
Coliseum, Ovens Auditorium, and CricketColiseum, Ovens Auditorium, and Cricket
Arena.Arena.
• ““Constantly putting out fires”Constantly putting out fires”
• "You're never really off," Crum noted. "That"You're never really off," Crum noted. "That
takes awhile to get used to. It's a big job. I amtakes awhile to get used to. It's a big job. I am
always going to some sort of meeting.”always going to some sort of meeting.”

6. Professional FacilityProfessional Facility
Management FirmsManagement Firms
• In 1976, the Louisiana Superdome became theIn 1976, the Louisiana Superdome became the
first major sporting facility to use outsidefirst major sporting facility to use outside
professionals to manage its operations.professionals to manage its operations.
• Currently, the New Orleans Superdome isCurrently, the New Orleans Superdome is
managed by SMG.managed by SMG.
• Philadelphia-based SMG is the world’s leadingPhiladelphia-based SMG is the world’s leading
company in the management of publiccompany in the management of public
facilities, including stadiums, arenas, theaters,facilities, including stadiums, arenas, theaters,
and exhibition/convention centers.and exhibition/convention centers.

7. • SMG manages stadiums, arenas and civic centers acrossSMG manages stadiums, arenas and civic centers across
the United States, in Puerto Rico, Canada and Europe,the United States, in Puerto Rico, Canada and Europe,
which host virtually every type of arena-oriented eventwhich host virtually every type of arena-oriented event
imaginable.imaginable.
• More than 1.5 million managed seatsMore than 1.5 million managed seats, SMG arenas, SMG arenas
stage everything:stage everything:
– Professional basketballProfessional basketball
– Professional hockeyProfessional hockey
– Minor league sporting eventsMinor league sporting events
– NCAA collegiate sporting eventsNCAA collegiate sporting events
– Family shows such as Disney on Ice and Ringling Bros./BarnumFamily shows such as Disney on Ice and Ringling Bros./Barnum
and Bailey Circusand Bailey Circus
– Plus the biggest concert tours of the biggest names in musicPlus the biggest concert tours of the biggest names in music

8. Sport Facilities Management:Sport Facilities Management:
What makes a venue attractive?What makes a venue attractive?
• 3 Main Categories:3 Main Categories:
– AmenitiesAmenities
– Ticket Package Options and AvailabilityTicket Package Options and Availability
– Entertainment valueEntertainment value
• Product on and off the fieldProduct on and off the field

9. Event PlanningEvent Planning
• Sports Managers plan many types of events.Sports Managers plan many types of events.
• They Include:They Include:
– Coordinating GamesCoordinating Games
– Providing food for teamsProviding food for teams
– Arrange Team TransportationArrange Team Transportation
– Hire OfficialsHire Officials
– Manage Ticket SalesManage Ticket Sales
– Plan and Monitor Concession SalesPlan and Monitor Concession Sales
– Juggle League SchedulesJuggle League Schedules
– Organize TournamentsOrganize Tournaments

10. Types of PlanningTypes of Planning
• Plans are characterized by five dimensions:Plans are characterized by five dimensions:
Management
Level
Type of Plan Scope Time Repetitiveness
Upper andUpper and
MiddleMiddle
StrategicStrategic BroadBroad Long-RangeLong-Range Single-UseSingle-Use
PlanPlan
Middle andMiddle and
LowerLower
OperationalOperational NarrowNarrow Short-RangeShort-Range StandingStanding
PlanPlan

11. Standing PlansStanding Plans
• Used to achieve objectives laid out in anUsed to achieve objectives laid out in an
organization’s strategy.organization’s strategy.
• Definition:Definition:
– Policies, procedures, and rules for handlingPolicies, procedures, and rules for handling
situations that arise repeatedly.situations that arise repeatedly.
• Policies:Policies:
• Procedures:Procedures:
• Rules:Rules:

12. Single-Use PlansSingle-Use Plans
• Include programs and budgets that addressInclude programs and budgets that address
non-repetitive situations.non-repetitive situations.
• Program:Program:
– Program Development Steps:Program Development Steps:
1)1) Set broad objectives, 2) Break down project into specificSet broad objectives, 2) Break down project into specific
goals, 3) Assign responsibility for each goal, 4) Establishgoals, 3) Assign responsibility for each goal, 4) Establish
start/end times for each, 5) Determine the resourcesstart/end times for each, 5) Determine the resources
neededneeded
• Budget:Budget:

13. Contingency PlansContingency Plans
• What are Contingency Plans?What are Contingency Plans?
• Wise coaches/managers take greatWise coaches/managers take great
pains to develop and recruit backuppains to develop and recruit backup
players/employees who can and will beplayers/employees who can and will be
ready to step in should a first-stringready to step in should a first-string
player/employee get injured or call inplayer/employee get injured or call in
sick.sick.

14. How to Develop aHow to Develop a
Contingency PlanContingency Plan
• Contingency Plans can beContingency Plans can be
developed by asking/answeringdeveloped by asking/answering
three questions:three questions:
– What Might Go Wrong?What Might Go Wrong?
– How can I prevent it from happening?How can I prevent it from happening?
– If it does occur, what can I do toIf it does occur, what can I do to
minimize the effect?minimize the effect?

15. Planning is your LIFELINEPlanning is your LIFELINE
• ““When you fail to plan, you plan to fail.”When you fail to plan, you plan to fail.”
• Flags that Indicate Poor Performance:
– Objectives that are not metObjectives that are not met
– Continual crisesContinual crises
– Idle resourcesIdle resources
– Lack of resourcesLack of resources
– DuplicationDuplication

16. Sales ForecastingSales Forecasting
• Sales forecast predicts the dollar amount ofSales forecast predicts the dollar amount of
product that will be sold during a specified period.product that will be sold during a specified period.
• Why do we Care?
• Our Overall Aim:Our Overall Aim:
– Market share:Market share:

17. How is Sales ForecastingHow is Sales Forecasting
carried out?carried out?
• Qualitative Sales Forecasting:
– Subjective method that predicts sales
through:
• Subjective Judgment
• Intuition
• Experience
• Individual Opinion
– Primary Uses:

18. How is Sales ForecastingHow is Sales Forecasting
carried out?carried out?
• Quantitative Sales Forecasting:
– Objective method that predicts sales
through:
• Uses Objective Techniques
– Mathematical
– Past Sales Data
– Primary Uses:

19. The Importance of SchedulingThe Importance of Scheduling
• Why Event Organizers Schedule?
• Scheduling:
– Process of listing essential activities in
sequence with the time needed to complete
each activity.
• Details of schedule answer Who, What, Where,
When, and Why questions.

20. Scheduling ToolsScheduling Tools
• Calendars
• Daily TO-DO List
• 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.
– When Do I Use?

21. Planning Sheet ExamplePlanning Sheet Example

22. Scheduling ToolsScheduling Tools
• Gantt Charts:
– Uses bars to graphically illustrate
progress on a project.
• Activities are shown on the vertical
axis and time is shown on the horizontal
access.
– When Do I Use?

23. Gantt Chart ExampleGantt Chart Example

24. Scheduling ToolsScheduling Tools
• PERTPERT
– (Performance Evaluation and Review Technique)(Performance Evaluation and Review Technique)
– Diagrams that highlight theDiagrams that highlight the
interdependence of activities byinterdependence of activities by
diagramming their “network.”diagramming their “network.”
– When Do I Use?

25. PERT Chart ExamplePERT Chart Example

26. Why use Scheduling Tools?Why use Scheduling Tools?
• Effective Time ManagementEffective Time Management
– Time Management:
• Techniques that enable people to get more
done in less time with better results.
• Biggest Time Management Issue:

28. Time Management SystemsTime Management Systems
• The process of planning each week,The process of planning each week,
scheduling each week, scheduling eachscheduling each week, scheduling each
day.day.
– 4 Key Components of Effective TM Systems:4 Key Components of Effective TM Systems:
• PrioritizePrioritize
• Set ObjectivesSet Objectives
• Plan: (How are your going to fulfill your objectives)Plan: (How are your going to fulfill your objectives)
– Don’t skip this step!Don’t skip this step!
• Make a schedule!Make a schedule!
– Use your scheduling tools!Use your scheduling tools!