Too Much E and Not Enough P

Operational Planning and Control

Sport Facility Management Types of Sport Facilities – Public Assembly Facilities (PAF) Management of Sport Facilities – In-house Management – Private Management and the RFP

The Role of the Sport Facility Manager Building Management – Building systems, administration, marketing, budgeting, human resources Event Management – Event planning, coordination, execution, logistics, arrangements

Operations Management Macro Level – Translating selected strategy into action steps or plans in each of organization’s key functional areas (Operational Planning) – Focuses on production of services Micro Level – Planning and executing events, programs, and activities – Focuses on how services are produced

Operational Planning Operational Plans vs. Strategic Plans Operational Control – Management By Objectives – The Balanced Scorecard Translate the Vision Communicate and Link Objectives Business Planning Feedback and Learning

Operational Planning Tools Forecasting – Quantitative Forecasts – Qualitative Forecasts Scheduling – Scheduling and Booking – Program Evaluation and Review Techniques

Guidelines for Operational Planning Policies Procedures Budgets

The Control Function Establish Performance Standards Monitor Performance Compare Performance to the Standards Take Corrective Action

Continuous Improvement Plan-Do-Check-Act Reengineering Service Quality – Delighting Customers – Sport Facilities as Entertainment Complexes – Formal Programs and the Culture of Service

Facility Financing Case Studies

University at Albany Currently downsizing academically – Raise tuition – Increase class sizes – Reduce course offerings – Cut programs Will receive state funds to build a new athletic stadium

Funding $18 million from state appropriation for capital projects – Separate from general fund  academic programs General fund is in the form of cash Capital appropriation – Use to build infrastructure – Comes in the form of bonds Bonds can not be used to meet payroll or other general operating budget issues NYS – build an athletic facility or get nothing

The Catch University at Albany has to raise $6 million to get the $18 million The state is responsible for interest on the bonds Cash is fixed in the short run – The state is responsible for the interest on the bonds – The state funnels cash to UA for general purposes

New Yankee Stadium Built between 2006 and 2008 Cost of $1.5 billion – Most expensive baseball stadium ever built – Third most expensive stadium ever built

Public Financing $800 million paid by city and state taxes $390 million of public financing for extra transportation

Yankee Contributions $100,000 to campaigns of relevant government officials

Revenue Streams Yankees keep – 96% of ticket revenue – 100% of parking – 100% of all other revenues Yankees do not pay sales tax Yankees do not pay property tax Get low cost electricity from the state

Lost Revenues City and state lose – $7.5million annually in tax revenue $225 million tax exempt bond issue $108 million in parking garage construction subsidies $504 million in forgone taxes

Criticism Corporate Welfare (Bloomberg) Plan gives too much money – Successful team – No incentive to move to another city Construction of new stadium has displaced public parks Not created the thousands of jobs initially promised Local businesses report that the new stadium has depressed commercial activity in the surrounding area