preliminary planning

In the previous two chapters, the authors describe the various ownerships structures and financing options for sport facilities. These two areas serve as a foundation for the preliminary planning process that eventually leads to the design, construction, and management of sport facilities.

Preliminary planning involves all of the initial tasks that need to be completed in preparation for a specific course of action. A sound preliminary planning process allows the sport facility manager to effectively and efficiently utilize resources to organize, implement, control, and make decisions. Through the preliminary planning process, timelines and standards are established, initial problems are addressed, and strategic, tactical, and operational goals are formalized – working within the philosophy and mission of the organization, and toward end results articulated in the vision.

With regard to sport facilities, there are generally six parts to the preliminary planning process, namely: completing a program analysis, conducting feasibility studies, convening a planning committee, selecting an architect, developing a master plan, and creating a program statement.

Program analysis

A program analysis focuses on the need for the facility in terms of the programs that are either already established or planned to be established. In order to conduct an appropriate program analysis, a sport facility manager must first have a clear understanding of the organizational PMV (philosophy, mission, and vision). The organizational philosophy focuses on what is important to the sport facility from a business values and beliefs standpoint. The organizational mission focuses on the reason for the sport facility and the guiding managerial principles. These guiding principles are articulated through the organizational goals – the tasks that need to be completed to achieve the mission, and the organizational objectives – the specific methods to be utilized to accomplish those tasks. These organizational goals and objectives are governed by the policies and procedures set forth by the organization – usually articulated through an operations manual, a human resource manual, and standard operating procedures in the industry. The organizational vision focuses on the future and where the sport facility and associated organizations ultimately want to be.

Feasibility studies

The program analysis is usually articulated through feasibility studies. A feasi-bility study is an examination of the likelihood that an idea or concept can be transformed into a business entity. Feasibility studies have a number of components including the project description and site selection; the scope and

constraints of the project, a needs identification; the strategic significance of the project, the sport, economic, and societal impact; capital costs and revenue projections; and timelines.

Component Explanation

Project description A general overview of the facility, including square footage, inclusions, and amenities.

Site selection The location of the facility including attractiveness of location, acreage/hectare available, natural and

environmental conditions (weather, soil, grading, wetlands, forestry, rocks/minerals), ease of access, and community support.

Scope of the project The processes that are required to define and control the work necessary to complete the project.

Constraints of the project

Specific restrictions that may have an adverse affect on the scope of the project and related actions.

Needs identification/

assessment

The verification process as to whether the facility is essential.

Includes identifying current and future trends, assessing similar facilities/competition, evaluating the relevant social indicators, and determining demand/usage potential.

Strategic significance The potential of having a positive, long-term impact based on the vision of the organization.

Sport impact How the facility will have a direct effect on the future development of sport in the locale?

Economic impact How the facility will directly stimulate the total amount of expenditures in the area?

Societal impact How the facility will directly affect the social fabric and well-being of the community?

Capital costs The expenses incurred on land, buildings, construction, and equipment related to the management and operation of the facility.

Revenue projections The forecasting of sales and other income sources to offset expenses and predict net profit or loss.

Timelines The listing of specific benchmarks, deadlines, and

schedules related to effective and efficient management and operation.

Planning committee

Once the feasibility study is completed and a decision to move forward is made, a planning committee is convened to move the project forward. The most difficult part of putting together a planning committee is to limit the size so work can be accomplished, but ensuring that all constituencies and key stakeholders are represented. Individuals who may have a role on a planning committee include the following:

 Initial investors/entrepreneurs in the facility (the individual who most likely con-ducted or commissioned the program analysis and feasibility study).

 Construction company.

 Consultants/experts in the design and construction of sport facilities.

 Bank representatives/financiers.

 Accountants.

 Elected community officials/administration.

 At-large community representative(s).

 Representative(s) from organization(s) who plan to utilize the facility.

The purpose of the planning committee is to shape the design of the sport facility. Major responsibilities include advancing the development of sport facility efficiently and systematically, establishing an information system about the sport facility, and standardizing the processes of facility use. The three initial responsibilities of the planning committee are selecting an architect, developing the master plan, and establishing the program statement.

Selecting an architect

The main responsibility of an architect is to help design a functional facility. The architect must have a full understanding of the purpose of the facility, be able to visualize the various uses of the facility, and foresee as many issues or problems with the design prior to construction. The communication process between the planning committee and the architect is crucial to the success of the facility – because if the architect does not understand the vision of the planning committee, the appropriate design cannot come to fruition.

In addition to drawing drafts and building scaled models, the architect can serve as a resource when updating site studies, securing zoning and planning approval, obtaining building permits, surveying land, groundbreaking, and any other pre-construction situations that may arise. To that end, there are three key places to look for architects. First would be through the construction company that has been selected. Often, as a result of relationships built during previous projects, the construction company can recommend an architect that would fit best for the project. Another way to find an architect would be to conduct research of similar facilities or projects and collect references about the archi-tects used. A third method is to contact the governing body for archiarchi-tects in your area – in the United States it is the American Institute of Architects – to get a referral list.

The planning committee will publish a request for a proposal from architects, who will then submit their qualifications, references, examples of previous projects, and possibly even a first draft of the project. The planning committee would then review the applications, conduct reference checks and research previous projects, select their top choices, and bring the architect in for a full interview process and presentation. The goal during this interview is to evaluate the knowledge of the architect, assess whether the architect understands the vision of the planning committee, and determine if personalities seem to fit together. The final determination should be made based on this interview process, the price of the bid, and the perceived quality of work expected to be produced by the architect.

Master plan and program statement development

After the architect is selected, the next step in the planning process is the development of the master plan. The development of a master plan allows the planning committee to take their vision for the sport facility and plot a path for making it a reality. The main purpose of the master plan is to break down the sport facility project into feasible segments based on numerous factors related to priorities, finances, and time. In addition, the master plan allows the planning committee to begin to contemplate the architectural design of the facility in terms of interior and exterior aesthetics – including look, feel, and appropriate fit within the landscape.

While drawings are often the end result of a master plan, the plan also seeks to answer the ‘‘who, what, where, when, why, and how much’’ of the sport facility, including:

 site conditions and environmental/sustainability impact analyses;

 structural, architectural, mechanical, electrical, and plumbing factors;

 space requirements and mapping;

 financial issues;

 legal parameters;

 control and management considerations; and

 provisions for dealing with any potential errors and omissions.

In order to complete an effective master plan, there also need to be facility visits and trend analyses. Facility visits allow the planning committee to look at similar facilities to what they are designing. The function part of the visit involves a features analysis – where the planning committee evaluates the positive and negative aspects of the facilities they visit, and then use that information to incorporate the best functions into their design, while avoiding the pitfalls experienced by that facility. Trend analyses also need to be con-ducted to determine the changes in social, economic, political, or environ-mental patterns that may have an effect on the design and function of the sport facility.

Program statement

Once the master plan is completed, a program statement is developed to summarize the major components of the master plan. This program statement will ultimately be used to review the major components of the project, market the project to gain financial and general support for the project, and serve as a framework document for the design and construction of the sport facility.

Some of the inclusions within a program statement are:

 project goals and objectives;

 basic assumptions about the sport facility – supported through robust research;

 current trends affecting the planning process;

 a listing of the current and future programs to be a part of the facility;

 initial specifications/features, space needs assessment, and space allocations;

 facility usage plans – including auxiliary and service areas;

 supplies needed – including items such as equipment, furniture, and other supplies; and

 environmental and sustainability functions.