The initial stage is the planning process, where current and future space requirements are addressed in terms of the needs assessment. Included in this planning is the amount and type of space needed; the configuration of the space including dimensions, square footage/metreage, volume, shape, and location;
and space utilization in terms of specific activities, support functions, organi-zational control, and required adjacencies. Next is the process of allocating space – which must be justified in terms of needs, the footprint of the facility, the organization of the facility in terms of similar requirements (e.g. bathrooms and locker rooms in adjacent zones due to similar plumbing needs) and the flow of the facility (ingress/egress/movement in/around facility). Third is space inven-tory management – which allows for keeping track of the types of sizes of space, an identification system for areas, an information database of key features required in specific spaces (utilities, HVAC, special needs/uses), and a diary identifying the eventual uses for spaces. Once spaces are allocated, floor plans and layouts are developed so that the previous information can be transferred from a written form into a visual form. The plans are then evaluated by all pertinent parties with two results – either a return to the planning process for modifications, additions, or deletions from the plan, or approval to move forward.
During this process, there are a number of considerations that must be taken into account, both internal and external to the facility.
1. When spaces are allocated, errors are often made because the focus is only on the specialized spaces within the facility. Do not forget to spent equal time on shared spaces and flexible-use/multipurpose spaces to ensure those needs are met as well.
2. Storage space always seems to be the last item on the minds of designers/planners.
Ensure that the appropriate storage spaces are designed into the building for equip-ment, maintenance, custodial, and electronics.
3. Security and management control of the facility is crucial to the ongoing safety and operation of space. Ensure your plans take into account appropriate ingress/egress (both general and emergency), sightlines and other observatory features for staff, and flow within the facility to ensure safe passage for users.
4. With regard to atmospherics, a sport facility manager must direct considerable attention to the way in which its atmosphere can promote the desired relationship
with clientele, and the safe and enjoyable participation in specified activities.
Atmospherics may include appropriate lighting, flooring, sound/noise levels, temperature, and the general ambiance of the facility.
5. Environmental conditions will have a direct effect on the proper operation of the facility, and need to be taken into account early in the process. Examples include:
(1) weather and prevalent wind direction may affect how the building faces or where rooms are placed; (2) wetlands and other environmental issues may affect the placement of the footprint and ancillary areas related to the facility; and (3) surrounding communities and the effect of facilities noise and lighting have on them.
6. Specification sheets (spec sheets) should be created to detail the types of materials to be used in the construction of the facility. This includes construction materials, paints and finishes; mechanical, electrical, plumbing, and other utility systems; doors, windows, floorings, ceilings, and wall coverings; appliances, fixtures, and electronics;
and furniture and other pertinent equipments.
Timetables
Once these basics are confirmed, timetables are created to move the project forward in an effective and efficient manner. Timetables are usually created backwards from the projected opening date of the facility to the date the timetable is created. The timetable is designed not only to keep the progress of the construction within acceptable parameters, but also to provide a framework for the design and implementation of documents related to the management and operations of the sport facility – including the hiring and training of staff, publicity of the facility, and planning for the grand opening. A timetable is a live document – consulted, evaluated, and modified frequently. In general, the architect is responsible for the creation and management of the timetable – but the owners, planning committee, or the architect may ‘‘fast track’’ certain parts of the project based on needs, environmental situations, or delays. While these ‘‘fast tracks’’ may be more expensive initially, they are often needed to speed up the completion time of the facility to ensure other problems or issues do not occur.
Site selection
As described earlier in this chapter, the site selection is defined as the process of choosing a location for the facility – taking into account such considerations as the attractiveness of location, available acreage/hectare, natural and environ-mental conditions (weather, soil, grading, wetlands, forestry, rocks/minerals), ease of access, and community support. It is possible at this point in the process that a site has already been selected. If so, the planning committee will confirm if the site is appropriate for the facility designed, and determine if modifications are necessary. However, in some cases, planning committees will wait until this time to select a site based on the facility they have designed. In either scenario, an analysis of the site in terms of numerous factors needs to be conducted at this time, including:
access;
internal – movement within site;
external;
Ingress/egress;
Roads and traffic generation/impact;
Forms of public transportation available;
Utilities;
Water;
Electric;
Sewers/cesspools;
Telephone/cable/broadband;
Oil/natural gas transmission;
Availability of space for adequate parking;
Environmental issues;
Atmospherics;
Climate;
Nuisances (e.g. animals);
Natural features (topography, geology, hydrology, pedology);
Community and political issues;
Structural;
Support;
Easements;
Zoning requirements;
Economic issues;
Labor;
Demographic trends;
Taxes;
Utility costs;
Competition.
Cost estimate
There are multiple purposes for creating a cost estimate ranging from determining whether the planning committee can afford the facility they want to build – to secure public and/or private financing.
The first part of the cost estimate is building the cost review. This major expenditure includes general construction costs for materials, personnel, and equipment; site works; fit out (the cost of the shell without adaptations for specific use – partitions, floors, ceilings, walls, mechanical, electrical, environ-mental); specific activity and ancillary area costs; car parking; contingencies;
insurance; security; landscaping; and consultancy/project management fees.
Another major cost is land acquisition. Fees over and above the purchase price include potential easements, appraisals, the purchase price, and attorney fees.
Other possible fees may be related to zoning requirements, conveyancing, filing of deeds, stamp duties, banking/mortgage loans, and environmental issues. A final major cost is for support needs in the facility including furniture, equip-ment, communications, and supplies.
Phase 3 – construction
Once the design phase is completed, it is time to break ground and construct the facility (or in the case of an existing facility, start renovations). In order to initiate this process, a contractor needs to be chosen, detailed shop drawings need to be created, and groundbreaking and actual construction need to be started – including securing necessary building permits. This section of this chapter takes you through this process.
Contractor selection process
The main responsibility of a contractor is as the main builder for the sport facility. While the overall responsibility of the project falls on the contractor, work is usually completed in coordination with subcontractors for specific tasks.
Many times a contractor will actually be a subcontractor to an architect. In many cases, this is the best scenario for a planning committee, as the contractor knows the work of the architect, and there is usually a more seamless transition through the construction process. While this may seem like the easiest and best route to take for the project, it is integral that the planning committee carry out due diligence and conduct a thorough bid process for the contractor.
As with the architect, the planning committee will publish a request for proposal from contractors, who will then submit their qualifications, references, and examples of previous projects. The planning committee reviews the appli-cations, conduct reference checks, researches previous projects, selects their top choices, and bring the contractors in for a full interview process. The architect should be a part of the interview process to help in evaluating the knowledge of the contractor, assessing if the contractor understands the vision of the planning committee, and determining if they can effectively work 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 contractor. Once the contractor is selected, contracts are negotiated and the construction process is put into action.
Creation of detailed shop drawings
One of the first responsibilities of the contractor is to create a detail set of shop drawings from the architect’s renderings. The architect needs to work closely with the contractor during this phase to ensure that all essential parts of the facility are included. The shop drawing will address all aspects of the facility including appearance, performance aspects, and governing principles. Also noted on the shop drawings are any modifications, additions, or deletions that have been made based on the recommendations of the architect and/or contractor. This information is extremely detailed to ensure that there is total
clarity and completeness about the project, and so the planning committee can get a full visual of what the project will eventually look like. One of the issues a planning committee must look out for with regard to these changes is that they need to ensure that the changes do not represent a compromise that gives up essential aspects that are important as addressed in the original needs assess-ment. In addition, the planning committee needs to be open-minded to concepts brought forth at this stage, because this is the final change to make any signifi-cant changes before ground is broken on the project. This is very important because any changes made once construction has started often will result in delays to the overall project and increased costs.
Groundbreaking and actual construction
In preparation for groundbreaking, the contractor will secure all building permits. Usually this process involves filing for a building notice with the municipality, having the site approved by the municipality (which may also involve town meetings for the community to speak on the project), plans and detailed shop drawings are evaluated and approved, zoning issues are addressed, and finally the application will be accepted and the permits are issued.
The groundbreaking is an exciting time for all involved because it brings all the hard work through the planning and design process from concept to reality. As such, it is appropriate at this time to celebrate, and hence a groundbreaking ceremony should be scheduled. The first step is to select a date for the ground-breaking – one that can bring together the best audience. This audience usually will include owners, municipality officials, chamber members, and the commu-nity. Early afternoons during the week (Monday–Friday) have shown to be the best time for a groundbreaking – and also are a great time to entice the media to cover the event. Also, it is important to make sure that your groundbreaking does not conflict with other activities in the area, as you would like to maximize attendance, and that you plan for inclement weather in your planning process.
Invitations should be sent to all pertinent individuals who were integral to reach the groundbreaking stage. This should include planning committee members, architects, contractors, business associates (bankers, consultants, project managers), local business owners near your construction site, volunteer associations in the area, community leaders, elected officials, and the media.
An emcee should be chosen for the event to welcome guests and introduce dignitaries. In addition, choose appropriate guest speakers for the ground-breaking – given those individuals enough advanced notice about their partici-pation, and how long they will speak (2–3 minutes is the standard).
Groundbreaking ceremonies should between 20–30 minutes. Activities in addition to speeches that may be included during the groundbreaking would include having a plot of dirt with ceremonial shovels to enact the first dig on the site involving all pertinent dignitaries, tours of the site, exhibits of the shop drawings, music and/or entertainment, raffles, and refreshments. It is also
important to have literature about the facility available to hand to all that attend.
After the groundbreaking, there are two important steps. First is to contact all pertinent media with a summary of the groundbreaking and pictures from the event. Second is to send out thank you notes to all speakers, sponsors, and other dignitaries.
Once the hoopla from the groundbreaking has died off, the construction process has started. During this phase of the project, it is important that there is open communication among designated planning committee members, owners, architects, and contractors. Depending on the scope of the project, it can take anywhere from 4 to 18 months to fully construct a sport facility.
Phase 4 – preparation for training and management of facility
Throughout the construction process, and especially when construction is nearing completion, the focus turns to the management and operation of the sport facility. Included in this process are preparing the facility management infrastructure, attracting events to be staged in the facility, and then preparing an event management infrastructure.
The following chapters in this textbook will take you through a series of concepts that will aid in the preparation for training and management of sport facilities. Each of these areas is crucial to the understanding of global sport