Sport Facilities II continuation Assignment

Hello everyone, I have an Assignment for you today. This assignment must be DONE by Wednesday,  December 16, 2020, no later than 10 pm. By the way, I need this assignment to be PLAGIARISM FREE & a Spell Check when completed. Make sure you READ the instructions CAREFULLY. Now without further ado, the instructions to the assignments are below:

 

Instructions

Facility Manager Interview: Part II

For this assignment, you will conduct the sports facility manager interview and reflect on the results of that interview. You will write a two-page paper sharing the results of the interview, what you have learned, and how the interview can be applied in your career as a sport facility manager. If you are not planning to be a sport facility manager, write about how this interview applies to what you have learned about basic sport facilities management principles in the assigned readings.

Steps for completing the assignment are as follows:

1. Conduct the sport facility manager interview at the scheduled date and time.
2. Read the instructor feedback from your Unit I Assignment, and apply it as you write this paper.
3. Write the paper. Include in the content:
4. the answers to the questions that you asked the facility manager,
5. how this information can be applied to a career managing sport facilities, and  
6. a summary of what you learned from the interview.
7. Submit your paper according to the information provided below.

Paper requirements are as follows:

Write a minimum of two double-spaced pages (APA Format).

• Address the topic of the paper using critical thought. The required information listed above should clearly stand out and be unambiguous. Otherwise, it will be determined to be missing.
• Ensure that all parts of your paper are formatted according to the APA style as detailed in the approved APA manual.
• Include a title page that includes:
• title of paper,
• your name, and
• university name.
• Include an introductory section at the start of your paper.
• Include the following first-level headings:
• Answers from an Interview with [sport facility manager]
• Application to Sport Facilities Management Career
• Conclusion (what you learned)
• References are not required for this assignment; however, include a reference page as the final page of your paper if references were used. Ensure that this page is completed and formatted according to the correct APA style.
• Avoid the serious consequence of plagiarism by using your own words, and include citations for sources you used.
• As with all discussion board responses and assignments, non-scholarly sources such as Wikipedia and About.com may not be cited in your work.

By the way, I have two attachments below which is a study guide to utilize for this assignment and the previous Interview from part 1 of this assignment to look over. I need a plagiarism report upon completion. If you need more time for this assignment let me know please! And please look over the following instructions above to assure the assignment is thoroughly completed.

BSM 4001, Sport Facilities 1

Course Learning Outcomes for Unit II

Upon completion of this unit, students should be able to:

1. Recognize the basic principles related to sport facility planning and management.
6. Identify the major trends impacting the planning and management of sport facility equipment.
8. Classify the different components of indoor and outdoor surfaces and components of sport

facilities.

Reading Assignment

Chapter 4:

Facility Planning

Human Kinetics. (n.d.) Chapter 4, clip 4.1 [Video file]. Retrieved from

http://videos.humankinetics.com/services/player/bcpid4169931207001?bckey=AQ~~,AAAA0gHQG-
E~,UzAFL1pLzn5XtdLxCUBjqBkJBHSW9sRA

Click here to access the transcript for Video 4.1.

Unit Lesson

Welcome to Unit II!

In this unit, we will look at facility planning. When proper planning is applied, we, as sport facility managers,
can help our venue service grow the widest possible consumer and constituent base. That is why it is
important to understand the overall principles when an organization is preparing to build a new facility. Not
many buildings are built in the absence of some need. Planners must examine the rationale for building the
facility based on solid empirical numbers instead of hunches.

Recall the Hiram College renovations in the mid 2000’s that were mentioned in the Unit I lesson. As stated in
the lesson, the changes were certainly justified, at least in terms of building the school’s enrollment numbers,
by being more competitive in sports. Having an open mind, yet being realistic about what kind of facility is
required to meet the needs of the organization, is critical in the sport facility management career field. When
you are dealing with millions of dollars to build or renovate an existing facility, you certainly want to make the
best decision possible, because the chance to do it right might not come again. Just as an example, Hiram
College had not built any significant athletic facilities for nearly 50 years when the new additions and
renovations were completed in 2005-2006.

A comprehensive planning process is crucial to making sure the right facility is built with all the right
components. One option that is discussed in the readings in this unit is the option of leasing instead of
building a brand new facility. Check out the first article in the suggested reading section of this unit. It explains
the facility cost woes of the Phoenix Coyotes of the National Hockey League (NHL). Would you have leased
an existing venue or left the citizens of the community with the mess they have there?

Are there also challenges in terms of the area’s climate? You bet. There are also issues with the local and
national standards, the amount of funding for the facility, and the pressure exerted by political leaders in the
area (Fried, 2015). Regarding political pressure, we hear many stories about how professional team owners
use the excuse that their team makes a significant economic impact to their community to get a bigger or
newer stadium. There are widespread stories about many professional team owners saying that they might
move their team unless they get a new stadium. The city of Oakland, California is a prime example; both the
Oakland A’s in Major League Baseball (MLB) and the Oakland Raiders in the National Football League (NFL)
are contemplating moving from Oakland to move out of the very dated Oakland Coliseum (O.co Coliseum).

UNIT II STUDY GUIDE

Facility Planning

https://online.columbiasouthern.edu/bbcswebdav/xid-63541562_1

BSM 4001, Sport Facilities 2

UNIT x STUDY GUIDE

Title

In the case of both Oakland teams, there is no question that the O.co Coliseum justifiably needs to be
replaced. The question is, would it be a good idea to build or lease a new facility for the two teams in
Oakland? Of course, it does take research, not just guesses in order to answer that question. The use of a
feasibility study could help any organization make the right choice. If the financial numbers from a feasibility
study indicate that a project is not viable, then the project should not be undertaken.

One other newsworthy item that relates to this is Turner Field in Atlanta and the Atlanta Braves’ move to Cobb
County, Georgia. Turner Field was originally the Olympic Stadium for the 1996 Summer Olympic Games.
Actually, many Olympic host cities spend massive amounts of money to hastily build venues that will never be
used again after the Olympic Games are complete. Long-term planning is not something considered in these
cases, and it seems like a big waste of resources. See the second article in the suggested reading section for
some interesting pictures of abandoned Olympic venues all over the world.

Opening a new or renovated sport facility is the last step in a process that can be an extensive and complex
procedure. This chapter discusses what issues to examine during the planning process, suggests strategies
for garnering community support, identifies the possible constituents who should be involved in the decision to
build a facility, shows how to conduct a needs assessment, describes the types of facilities that can be built,
and concludes with an analysis of feasibility studies (Fried, 2015).

In the design of any sport facility, whether it is a new facility or a renovation of an existing one, the most
critical element is having a good understanding of what activities will be offered for the clients using it. In
addition, in any facility planning scenario, it is important to consider the future as well as what is needed
today. One of the big questions to ask, as a facility manager who is working on planning is this: How can the
building expand in the future?

Poorly planned and designed sport facilities can not only lead to issues with maintaining and operating the
facility, but they also could lead to more exposure to liability. That is why it is important to make the right
decision when selecting a planning and design team; it should include an experienced architect. It is critical to
have the right team in place with the proper background and understanding of the unique properties of sport
facilities. It is extremely hard to make changes to a facility if it is not planned correctly from the beginning.
Imagine what it would be like to have a new $60 million facility in your backyard, only to have to close before
the first game was played in it? That happened in Allen, Texas. Please see an article in the suggested
reading area about Eagle Stadium, which is now open after more than $10 million of repairs were made by
the contractor and architectural firm. As you can see from this example, once the concrete has been poured,
it is much harder or nearly impossible to make changes.

With forethought and creativity, a new sport facility can be built to perform as well as the athletes and fans it
serves.

Prior to completing the reading assignments for the unit, please watch this video from Columbia Southern
University faculty member, Dr. Tim Rice.

Click here to watch the Unit II video, or you may navigate to:

Rice, T. (2015, Oct. 16) Unit II Sport Facilities Overview [Video file]. Retrieved from

https://www.youtube.com/watch?v=F1GkKWjZb5I

To turn on closed captioning in the video, click the captions icon at the bottom of the video.

Click here to access a transcript of the Unit II video.

Reference

Fried, G. (2015). Managing sports facilities (3rd ed.). Champaign, IL: Human Kinetics.

https://online.columbiasouthern.edu/bbcswebdav/xid-63541539_1

BSM 4001, Sport Facilities 3

UNIT x STUDY GUIDE
Title

Suggested Reading

Read the article below about the Phoenix Coyotes facility that was mentioned in the unit lesson.

Garofalo, P., & Waldron, T. (2012, September) If you build it, they might not come: The risky economics of

sports stadiums. The Atlantic. Retrieved from http://www.theatlantic.com/business/archive/2012/09/if-
you-build-it-they-might-not-come-the-risky-economics-of-sports-stadiums/260900/

This is the article mentioned in the unit lesson about the abandoned Olympic sites. Take a few minutes to
read this article and view the photos to see what these formerly great sites look like today.

Miklos, V. (2013). After the games: Photographs of decaying Olympic sites. io9. Retrieved from

http://io9.com/after-the-games-photographs-of-decaying-olympic-sites-503372635

Read the article below for more on the $60 million Eagle Stadium in Allen, Texas and the issues that the
venue has dealt with due to poor planning:

Texas school district’s $60M stadium to reopen for graduation after repairs. (2015). Retrieved from

http://www.cbsnews.com/news/eagle-stadium-60-million-high-school-football-stadium-to-reopen-in-
texas-after-repairs

Runninghead:

Sport facility 1

2

Sport facility 1 2

Sport facility 1

Institution:

Student’s name:

Date:

Description of the sport facility and its manager.

The sport facility used for this interview is South Columbia sports Park located at White Florida in the County of Columbia, State of Florida. The facility is renowned for the baseball games where it hosts annual sport activities such as the annual Florida Babe Ruth State Small League Invitational. This is one of the events that makes the facility known which draws more than 50 teams to the facility to participate in the games. The facility comprises of six well-developed and maintained ballfields where two of the fields are reserved for soft balls for the girls. The other four are reserved for base balls. The facility is headed by a sport facility manager who coordinates different heads of teams and programs in the facility. The interview will target the manager or one of the programs coaches.

Learning goals.

The learning goals of the interview activity is focused on the job position of a sport facility manager based on the expected principles and competences. The goal is to understand the role of a sport facility manager by understanding the principles of the job position from a professional who occupies the position as well as matching the principles with competencies required for the position. The first goal under this is to determine how program development is achieved as one of the principles by assessing the different programs offered by the facility under the management of the profession. The second goal is to understand the cost containment strategies used by the sport facility manager in enduring the facility operates at a minimum cost. Also, the interview aims at determining what strategies are used in the management of human resource in the sport facility in terms of processes such as hiring and training of staff. The study also aims at determining the marketing strategies used in attracting various sponsors and drive revenue. The last aspect of goals in relation to principles of sport facility management is to understand the asset management strategies used in maintaining the activities of the sport facility.

In relation to competences, the interview will focus on key responsibilities of the position, the necessary skills required and an outlook of the development the sport facility management career. The first goal is to determine the key responsibilities of the sport facility manager which include planning, controlling, leading, coordinating as well as supervising various activities that take place in the sporting facility. In planning as one of the functions in which the study seeks to obtain information about, the interview study aims at enhancing an understanding of the decision-making process in achieving set goals in the sport facility. The approaches used in planning such as strategic planning, tactical planning and operational planning are part of goal in understanding the sport management function (Megheirkouni, 2017).

The second goal is to determine the skills required in the sport facility management which are key in ensuring there is coordination of the activities aimed at ensuring all activities and functions are carried out. The goal is to determine whether there are interpersonal and public relation skills such as communication skills. Also, the goal involves understanding the leadership skills required in the sport facility management such as integrity and honesty, problem-solving skills, promoting teamwork, drives result and ability to build relationships.

The third goal is to determine and enhance a clear understanding of the sport facility management career in terms of transitions that have occurred. In achieving this, key changes in roles and responsibilities will be assessed to determine the historical, present and future outlook of the profession.

Questions for an interview with the South Columbia sports park manager

What qualifications are required for one to be a sport facility manager?

What do you spend most of your time doing?

How do you ensure key activities and events reach the intended participants such as key competitions?

How many members of staff work in this sport facility? How are they sourced and developed?

What are the core values of the members of staff as per the codes of conduct of the facility?

What departments are in the sport facility responsible for various functions?

What programs are undertaken in the facility?

What are the key challenges in being a sport facility manager?

What are some of the goals of the sport facility that you aim at achieving this year and in the coming years?

What changes in sport facility management that you have experienced in your experience while in that position? What direction do you think the position is heading in future?

Conclusion

Through the analysis of the responses of the interview questions above, the learning goals will have been attained. This will enhance understanding of the job description of a sport facility manager.

References

Megheirkouni, M. (2017). Leadership competencies: qualitative insight into non-profit sport organisations. International Journal of Public Leadership.