Common Components of Human Resource Management: Common Components of Human Resource Management hiring component and qualified employees assigning and classifying employees effectively motivating employees to perform optimally stimulating employees professional growth and development evaluating and compensating employees fairly


Common Components Continued: Common Components Continued Rewarding employees for their efforts providing in service education opportunities


Volunteers should ...: Volunteers should ... like people treat customers with respect be dependable, sincere, thoughtful, and cooperative have a strong sense of responsibility be able to take action be creative


Volunteer should ...: Volunteer should ... Be able to take initiative within assigned limits of the assigned responsibility be appropriately dressed for the work to be performed enjoy the work assignment in the organization be able to stimulate participation


Volunteer should ...: Volunteer should ... be physically fit be mentally fit be socially fit to perform the assigned responsibilities


Components of a Hiring Process: Components of a Hiring Process gaining approval for the position establishing a search and screen committee communicating appropriate AA/EEO statutes developing a job description preparing a position announcement


Hiring Process Continued: Hiring Process Continued Establishing a plan for advertising the position screening the pool of candidates verifying the candidates credentials interviewing the candidate selecting the final candidate negotiating the appointment


Staff Orientation: Staff Orientation organization’s history, structure, and services area and clients served policies and procedures relation to managers rules and regulations opportunities - promotions and growth


Common Errors in Designing in-service Programs: Common Errors in Designing in-service Programs feeding too much information at one time telling without demonstrating lack of patience lack of population failure to build in feedback failure to reduce tension within the audience


Purposes for Performance Evaluations: Purposes for Performance Evaluations provide employees with an idea of how they are doing identify promotable employees or those who should be demoted administer the salary program provide a basis for supervisor-employee communication


Purposes for Performance Evaluation Continued: Purposes for Performance Evaluation Continued assist supervisors in knowing their workers better identifying training needs help in proper employee placement within the organization identify employees for layoff or recall validate the selection process and evaluate other personnel


Purposes for Performance Evaluations Continued: Purposes for Performance Evaluations Continued Improve department employee effectiveness determine special talents ascertain progress at the end of probationary periods furnish inputs to other personnel programs supply information for use in grievance interviews


Questions Surrounding Procedures for Termination: Questions Surrounding Procedures for Termination How is quality performance considered? What are the roles of the peers and supervisors? When is notice given? How is notice given? What about severance pay? What about due process?


Creating a hostile work environment ...: Creating a hostile work environment ... Discussing sexual activities unnecessary touching commenting on physical attributes displaying sexually suggestive pictures using demeaning or inappropriate terms ostracizing workers of one gender by those of another


Preventing sexually harassment accusations: Preventing sexually harassment accusations schedule one-on-one meetings in businesslike settings leave doors open focus on the purpose of meeting respect the personal space of others limit touching to the conventional handshake


Four Rules to Brainstorming: Four Rules to Brainstorming Criticism is prohibited Freewheeling is welcome Quantity is wanted Combination & improvement are sought


Steps in Planning Process: Steps in Planning Process Identifying internal & external connections & relationships Establishing objectives Developing premises Decision making Implementing a course of action Evaluating the plan


Plan Classifications: Plan Classifications Short range Long range Operational Applied strategic Standing Single-use Budgets Programs/projects


Steps to Effective Program Development: Steps to Effective Program Development Divide program into parts Review sequence and relationships of components Assign responsibility to each part Determine & allocate resources Estimate completion time Establish target dates


Policy: Policy A general statement that guides decision making Example = Preference will be given to hiring the handicapped.


Procedure: Procedure A series of related steps that are followed in an established order to achieve a given purpose. Example = Filing for travel expense reimbursement – complete reimbursement form and attach all receipts.


Rule: Rule A statement that either prescribes or prohibits action by specifying what an individual may or may not do in a specific situation. Example = No eating at work stations.


Pitfalls of Planning: Pitfalls of Planning Top management not involved Failure to define and develop enterprise goals Failure to involve employees Failure to use plan to assess management Failure to create a congenial & supportive environment for planning


Pitfalls continued: Pitfalls continued Creating a planning program that lacks flexibility Top management fails to review and evaluate long-range plans developed by middle management Top management makes intuitive decisions that conflict with formal plans


Personnel Responsible for Program Development: Personnel Responsible for Program Development Management Personnel (program directors) Staff Members (e.g. instructors, personal trainers) Professional Organizations AAHPERD NRPA AALR SSLASPA NASSM Customers Parents/Community Leaders


Factors Influencing Program Development: Factors Influencing Program Development Climate and geographical considerations Economic and social forces Population demographics Community Federal, state, and local legislations/regulations Professional organizations Attitudes of managers & customers Staff Research Facilities & Equipment Competition


Program Development Steps: Program Development Steps Determining the objectives Analyzing the objectives in terms of the program Analyzing the objectives in terms of activities Assessing the program based on predetermined outcome


Common Approaches to Programming: Common Approaches to Programming By objectives By desires By perceived needs By cafeteria style By external requirements


Patterns of Scheduling: Patterns of Scheduling Seasons (Fall, Winter, Spring, Summer) Block Periods (2-, 3-, 4-, 8-week periods) Monthly or Weekly Daily Timeframes Early morning [6-9am] Morning [9am-12noon] Early afternoon [12-3pm] Late afternoon [3-6pm] Early evening [6-9pm] Late evening [9-11pm]


Program Assessment: Program Assessment Reflect on organizational philosophy(ies) Identify key roles Assess evaluation needs Develop an evaluation plan Implement the evaluation plan Review and revise the evaluation plan


Common Types of Tournaments: Common Types of Tournaments Single-elimination Double-elimination Round-robin Extended Variations


Factors to consider when expanding, reducing, or eliminating a program: Factors to consider when expanding, reducing, or eliminating a program Human resources available or affected, Financial resources available or affected, Facility resources available or affected, Equipment resources available or affected, Effects on other related/tangential program offerings, Effect on overall programming, and Effect on the customer base.


Collecting Budget Data: Collecting Budget Data Employee input Statistical input Forecasting Existing program forecasting New program forecasting


Accounting Process: Accounting Process Management documents Financial statements Account ledgers Daily journals Documents of Original Entry Sales slips, register tapes, ticket stubs, purchase invoices, and payroll records


Primary Sources of Revenue Generation: Primary Sources of Revenue Generation Membership fees Tax revenue Ticket sales Admission fees Concession Sponsorship Licensing


Concession Financial Agreements: Concession Financial Agreements Traditional commission agreement Management fee agreement


Components of Concessions Agreement: Components of Concessions Agreement Background of Company Business philosophy Financial objectives Commission Equipment Insurance coverage Personnel training Advertising/Promotion


Types of Concessions: Types of Concessions Food Parking Merchandise Beauty/Hair Salon Pro shop Barber shop Dry Cleaning


Reasons Corporations Buy into a Corporate Sponsorship: Reasons Corporations Buy into a Corporate Sponsorship Demonstrate good citizenship Generate positive visibility Increase sales Generate favorable media interest & publicity Compete with other companies


Content of Sponsorship Proposal: Content of Sponsorship Proposal Objectives Profile/background of sponsoree Promotional opportunities available Levels of sponsorship Sponsor benefits Fee structure Contract length & renewal options Evaluation methodology


Various Levels of Involvement for a Sponsor: Various Levels of Involvement for a Sponsor Exclusive sponsor Primary sponsor Subsidiary sponsor Official sponsor


Components of a Customized Sponsorship Package: Components of a Customized Sponsorship Package Official status Sponsorship fee Title rights Television exposure Public relations Media exposure Logo use signage Advertising rights Hospitality rights Point-of-sale promotion Direct-mail lists Product sampling Legal liabilities Future options


User/sales taxes: User/sales taxes Hotel/motel (bed tax) Restaurant Auto rental Taxi Sin (alcohol, tobacco) Sales road Utility Property Capital improvement Wheel entertainment


Bonds: Bonds Full-faith and credit obligation Non-guaranteed debt Revenue bonds Certificates of participation Tax increment financing Special authority bonding


Promotion is the vehicle that: Promotion is the vehicle that Carries the message about the services, products, and programs Positions them in the market Develops the appropriate image for the services, products, and programs


Promotion includes: Promotion includes Advertising Personal selling Publicity Sales promotion


Promotional methods: Promotional methods Advertising Personal selling Sales promotion Mail-order Automatic vending Auctions Telemarketing Product differentiation Market segmentation Trading up Trading stamps Branding a product


Components of Promotional Mix: Components of Promotional Mix Advertising Personal selling Sales promotions


Sales Promotion: Sales Promotion Informs and persuades groups through tools and methods controlled by the organization Deals with nonrecurring & nonroutine matters Exists as a plus ingredient Serves as a bridge between personal selling & advertising


Personal selling: Personal selling When organization is small Market is concentrated Personality of salesperson needed Product has a higher unit value Product requires demonstration Product must be fitted to individual customer’s needs Product is purchased infrequently Product involves a trade-in


Personal Selling: Personal Selling The salesperson … Must be well acquainted with the service, product or program, the market, and the techniques of selling. Should know the motivation & behavior of the target markets, the nature of the competition, and the business conditions prevailing in the market.


Personal Selling Continued: Personal Selling Continued The salesperson should … Examine past & present consumers; ask present customers about new leads; research consumers of competitors; regularly read lists of building permits, real estate transactions, births, and engagement announcements; and contact former consumers for new leads.


Personal Selling: Personal Selling Components of personal selling Pre-approach to individual prospects Sales presentation (the approach) Post-sale activities Reassure customer Make sure the customer understands the contract Provide instruction if necessary for the new owner


Selecting the Media: Selecting the Media Objectives of the advertisement Media circulation Requirements of the message Time and location of buying decisions


Guidelines for Fund Raising: Guidelines for Fund Raising Program specific Develop a hot and cold prospect list Accounting system established Acknowledgement & follow-up system designed Timetable established Classified non-profit 501 (c)(3) tax exempted corporation Form a board of directors


Guidelines for Fund-Raising Continued: Guidelines for Fund-Raising Continued Short- and long goals Prioritize goals and objectives Keep all activities, policies, and procedures simple Involve an attorney and accountant Select projects that are cost effective Select projects that are appropriate Establish a training program for staff and volunteers


Key components of a fund raising program: Key components of a fund raising program What Where Why When By whom Categories of giving Feasibility


Committees used in Fund Raising: Committees used in Fund Raising Site selection Publicity/promotion Equipment/supplies Finance Refreshments or hospitality Invitation Program Ticket Decorations Prizes Security Cleanup Project assessment


Fund Raising Events: Fund Raising Events Athletic contests Clinics/workshops Sport camps Flea markets Book sales Record sales Consignment sales Car washes Bike-a-thon Walk-a-thon Swim-a-thon Bazaars Festivals Fairs Golf tournaments Road races


Steps to Establish a Support Group: Steps to Establish a Support Group Recognize need Communication with management Consultation with internal and external groups Establish principle and guidelines Recognize pitfalls Dissemination of information Determination of the organizational structure


Dealing with Volunteers: Dealing with Volunteers Volunteers have feelings Volunteers have needs Volunteers have suggestions Volunteers have specific interests Volunteers need to be encouraged to work as a team Treat volunteers with a special understanding Volunteers are not paid staff


Volunteers Continued: Volunteers Continued Volunteers desire to be of assistance Volunteers are excellent recruiters Volunteers can be trained to assume a variety of roles Provide volunteers with motivation and encouragement


Why Customers Drop Out: Why Customers Drop Out Failure to receive enough attention Failure to receive appropriate guidance Failure to lose weight as quickly as perceived Failure to transform body composition overnight Failure to get into shape as quickly as perceived Lack of proper orientation Failure to see results Club does not meet expectations Poorly maintained facility & equipment Lacks feeling of belonging Loss of motivation Club does not cater to needs


Why customers drop out continued: Why customers drop out continued Visit to club was not enough Not a family affair Benefits do not outweigh the costs Employees are not personable or friendly


Why Sport Teams Lose Fans: Why Sport Teams Lose Fans They feel unimportant Cots outweighs enjoyment Dirty facilities Boring food service Poor seating Inconvenient parking No luxury seating No picnic area No non-smoking areas No non-drinking areas No place to change children No day care facilities No children playground Souvenirs too expensive No entertainment but game Team is not exciting No opportunities to meet the players


Uses for Business Survey: Uses for Business Survey Increase business Introduce new programs Determine why existing programs are not getting attention Ascertain more about existing customer Determine why customers have decided not to renew membership or season tickets


Question to Answer before conducting a survey: Question to Answer before conducting a survey What do I need to know? Why do I need to know? How much do I want to know? When do I need the information? How much is the information worth to me? Can I afford to make an uninformed decision?


Strategies to Maintain Membership: Strategies to Maintain Membership Quality programming Club atmosphere Staying informed Understanding the positive influences


Membership Retention Tips: Membership Retention Tips Adopt a club-wide retention philosophy Give the members what they want and need Assimilate new members right away Target high-risk members Develop & implement program with retention in mind Seek & select with retention in mind Offer incentives to members Operate according to the fun factor Get the staff involved with retention Delegate duties


Membership Retention Guidelines: Membership Retention Guidelines Seek, select, train, & retain highly qualified & motivated employees Direct all sales personnel to call new members Send all new members a thank you card Prepare and send a welcome letter to all new members Maintain all club operations on a computer Send birthday and anniversary cards to members Develop a number of new member incentives


Membership retention continued: Membership retention continued Implement special annual promotions with incentives for renewal Develop good programming for the social, instructional, and recreational needs of the members Guarantee all members a well-managed, well-maintained facility with good programming and proper incentives.


Membership Recruitment Costs: Membership Recruitment Costs Advertising in print, radio, or television Telephone calls Sales commissions Sales and processing time Development of cold and hot prospect lists Direct mailings to target market Printing direct mail pieces Telemarketing


Inservice Program should teach employees how-to: Inservice Program should teach employees how-to Answer the phone Welcome customers Respond to customer questions Deal with complaints Assist customers with their programs Maintain equipment & facilities Clean facilities & equipment Create an enjoyable experience Be reliable and responsive Small talk with customers Do something special for the customer


Dealing with Complaints: Dealing with Complaints Direct the conversation away from a public area Maintain eye contact Let the customer or client vent Take notes Solve the problem immediately Acknowledge complaints not solved Do not tolerate abuse


How-to increase memberships/audience: How-to increase memberships/audience Pre-event entertainment Youth games at half-time Special group promotions Special rates for groups Giveaways Scheduling doubleheaders Reduce membership fees Shoot-out contest at half-time Event buses Special days Student athlete events Clip-out coupons Radio giveaways Pep band at events


Equipment and Supplies should:: Equipment and Supplies should: Meet program needs, Be of good quality, Be acquired through appropriate procedures, Be properly secured and accounted for, and Be maintained for safe future use.


Standards for Sport and Fitness Equipment: Standards for Sport and Fitness Equipment National Operating Committee on Standards for Athletic Equipment (NOCSAE) American College of Sports Medicine (ACSM)


Guidelines for Selecting Equipment and Supplies: Guidelines for Selecting Equipment and Supplies Purchasing power, “wish list”, Organization needs, Quality desired, Budget/maintenance friendly, Reconditioned or purchase new, Based on program goals, objectives, and budget.


Guidelines for Selecting Equipment and Supplies: Guidelines for Selecting Equipment and Supplies Prioritize need and funds available, Consider those persons with disabilities, Consider only equipment that meets safety standards, Obtain product information from varied sources, Consider guarantees and replacement policies,


Guidelines for Selecting Equipment and Supplies: Guidelines for Selecting Equipment and Supplies Evaluate the usability, Evaluate companies, Consider trends in equipment and supplies, Access current of proposed facilities in terms of size, obstacles that may be present and quantity and type of power, and Create a floor plan.


Guidelines for Purchasing Equipment and Supplies: Guidelines for Purchasing Equipment and Supplies Standardizing equipment and supplies, Supervising the entire process of selection specification purchase storage maintenance Maintaining an inventory of materials


Guidelines for Purchasing Equipment and Supplies: Guidelines for Purchasing Equipment and Supplies Prepare specifications for items to be purchased, Securing bids for large purchases and those required by law, Recommending distribution where materials/supplies are to be purchased, Testing products, Checking supplies/equipment,


Guidelines for Purchasing Equipment and Supplies: Guidelines for Purchasing Equipment and Supplies Expedite delivery of purchases, and Seek new products.


Evaluating Equipment: Evaluating Equipment Equipment Safety Equipment Usage Design and Components Dealer and Warranty The Manufacturer Miscellaneous


Procurement Process: Procurement Process Need established, Management consultation, Initial request made, Request reviewed, Determine if funds are available, Prepare specifications, Receipt of bids, Bids compared, Recommend appropriate bid, Purchase order to supplier, Follow-up, Receipt of goods,


Procurement Process: Procurement Process Payment authorized, Accountability, and Equipment inspected and payment made.


Typical Bid Process: Typical Bid Process Writing specifications for approved items to be purchased, Advertise for bids from vendors (at least three), Receive bids, Evaluate bids to ensure all specifications have been met, Choose vendor(s),


Typical Bid Process: Typical Bid Process Submit the purchase order, Receive equipment, and Pay invoice after equipment/supplies are verified.


Writing Specifications: Writing Specifications Quantity Quality Size Color materials Brand Model number Catalog number Performance characteristics Assembly/installation requirements Delivery requirements Alternatives (if any)


Specific Suggestions for Specifications: Specific Suggestions for Specifications Clothing Shoes Protective equipment Playing equipment


Sport Equipment Purchasing Schedule: Sport Equipment Purchasing Schedule


Purchasing Fitness Equipment: Purchasing Fitness Equipment Identification of Preliminary Factors Total Space Available Budget Selection Criteria Action Plan


Value of Used Equipment: Value of Used Equipment How old is the equipment? 0-12 months = 10 points 13-24 months = 8 points 25-36 months = 6 points 37-48 months = 4 points 49+ months = 2 points


Value of Used Equipment: Value of Used Equipment How marketable is the line? Among top three most common lines and is a late model = 10 points Among top three but older model = 7 points Widely used line, not top three, late model =7 Well known line less-frequently seen in clubs =3-5 Well made, little-known, selected line = 3 Plate-load machines and free weights = 3


Value of Used Equipment: Value of Used Equipment Aesthetic appeal? Chrome, paint, pads: Excellent = 5 Very good = 4 Good = 3 Fair =2 Poor =1 Add one point if paint is silver, white or gray Subtract one point if paint is red, blue, brown, tan, green, etc.


Value of Used Equipment: Value of Used Equipment Total Score 21-25 points = an excellent value rating 16-20 = good 11-15 = fair 10 or below = poor


Guidelines for Equipment Control: Guidelines for Equipment Control All equipment/supplies should be carefully inspected upon receipt, Equipment/supplies requiring organization identification should e labeled, Procedures for issuing and checking in equipment should be established


Guidelines for Equipment Control: Guidelines for Equipment Control Equipment should be maintained and stored in good repair, Equipment/supplies should be inventoried and stored properly, and Garments should be cleaned and cared for properly.


Labeling Systems: Labeling Systems Felt tip pen, laundry pen Indelible pencil Branding irons Stencils Decals Processed numbers Rubber stamps


Space Requirements: Space Requirements 3,000 square feet, 20% of total usable facility space, or American Entrepreneurs Association (AEA) For every 10,000-100,000 people, 1,000-3,000 square feet 100,000-200,000 people, 1,500-4,000 square feet 200,000+ people, 2,000-10,000 square feet Located near locker rooms and activity areas


Space Requirements: Space Requirements 6 feet wide and 8 feet high door Roll-up door Shelves, laundry equipment, small office, distribution counter. Appropriate security system 70o F, 50% humidity


Management of Equipment Room: Management of Equipment Room Good interpersonal skills Knowledge of equipment Good judgment Maturity Integrity Basic accounting skills Basic management skills


Management of Equipment Room: Management of Equipment Room Computer skills Knowledge of equipment care Understanding of purchasing and bidding procedures Knowledge of fitting equipment


Equipment Manager’s Job Description (AEMA): Equipment Manager’s Job Description (AEMA) Purchasing Fitting equipment and clothing Maintenance Administration and organization Management, professional relations and education Accountability for equipment


Components of Marketing: Components of Marketing the marketing concept management process in marketing marketing research market market segmentation consumer behavior buying patterns


Components of Marketing Continued: Components of Marketing Continued Product distribution price system promotional activities place


Ingredients of a Market Concept: Ingredients of a Market Concept Proper state of mind actual coordination of all marketing functions use of professional marketing personnel


Pitfalls in implementing the Marketing Concept: Pitfalls in implementing the Marketing Concept Inexperienced personnel unsound organizational structure incomplete integration traceable to personality clashes, lack of executive teamwork, or one-person domination


Managerial Functions: Managerial Functions Determining objectives planning organizing and coordinating staffing and assembling operating and directing analyzing and evaluation


Managerial Function - Marketing: Managerial Function - Marketing analyzing sales volume or marketing costs performance and productivity of personnel evaluation of the effectiveness of the advertising programs evaluation of the performance of middlemen promoting products/services


Marketing Services: Marketing Services Intangible benefits - insurance, benefits, medical services intangible activities which use the requirement of tangible goods - amusements, rentals, transportation intangible activities purchased jointly - free racquetball lessons with a club membership


Services purchased: Services purchased housing household operations recreation health and fitness sport personal care medical and health care


Services purchased continued: Services purchased continued private education business services professional services insurance and financial services transportation communications


Target market questions: Target market questions Is the segment measurable? Is it large enough? Is it reachable? Is it responsive?


Marketing Research Includes: Marketing Research Includes market analysis - studies size, location, and nature of market sales analysis consumer analysis advertising research


Uses for Marketing Research: Uses for Marketing Research product analysis service analysis pricing policies promotional policies total marketing program


Determining buying habits: Determining buying habits Who makes the physical purchase? Who makes the buying decision? Who actually uses the product?


Behavioral characteristics influencing marketing efforts: Behavioral characteristics influencing marketing efforts Impulse buying desire for conformity limited time increased leisure time desire for convenience upgraded tastes and desire for elegance


The five P’s in Marketing: The five P’s in Marketing product packaging price place promotion


Convenience concerns: Convenience concerns form quantity time place packaging combinations automation credit selection readiness


Main objectives of pricing: Main objectives of pricing Achieve target return on investment stabilize prices maintain/improve target market share meet, follow, or prevent competition maximize profits


Determining price: Determining price Select market target choose an image estimate competitive reaction designate price strategy select price policy establish specific price


Pricing strategies: Pricing strategies Skim-the-cream Penetration Price Leader Price follower Fixed price


Rule of Thumb for increasing prices: Rule of Thumb for increasing prices Major facility improvements (20-25%) New equipment (10-15%) Remodeling (15-20%) Annual increase (inflation) Maintain stable membership fee and increase specialized fees


Questions to ask a Public Relations Agency: Questions to ask a Public Relations Agency Does the agency have experience in your area? Do the account executives have experience in your areas? Does the agency have a good reputation? Will the agency provide a list of references? Will you get senior-level management attention?


PR Questions Continued: PR Questions Continued Do they know your areas publications and have media contacts at each? Are they a full-service agency? Are they creative? Are they results-oriented? Are they good listeners?


The Public Relations Program Should Include ...: The Public Relations Program Should Include ... Serving as an information resource, Promoting confidence in services or products, Gathering support for programs, Gathering support for fundraising appeals, Stressing the value of active lifestyles, Improving communication,


Continuing PR Program: Continuing PR Program Evaluating services and products, and Correcting myths, misunderstandings, and misfortunes concerning services and products.


Steps in Developing PR Program: Steps in Developing PR Program Develop a philosophy statement, Establish a mission statement, Develop a sound uniform public relations policy, Establish a set of principles to guide the development of a PR program, Identify services, products, and programs,


Continued Steps to PR program development: Continued Steps to PR program development Define the various related publics, Obtain facts about the publics and clients knowledge level regarding services, products, and programs, Determine appropriate time lines for implementation, and Establish a regular evaluation process


Avenues for Getting the Message Out: Avenues for Getting the Message Out Printed media pictures and graphics radio television video posters exhibits


Message Outlets Continued: Message Outlets Continued brochures billboards public speaking opportunities electronic mail Internet - World Wide Web Homepage direct mail telemarketing


Distributing News Releases: Distributing News Releases Fax machine computers newswire services (AP) handouts messenger express mail US Mail telephone


Guidelines for PSA Preparation: Guidelines for PSA Preparation know the organization’s message know the program know the audience tailor the message and presentation speak in lay terms, be brief, and concise


How-to Develop User-Friendly Customer Relations: How-to Develop User-Friendly Customer Relations all personnel should treat all customers as their friends all personnel should give 110% to answer customer questions and meet their needs birthdays and other anniversaries of customers should be recognized by the staff all staff shall welcome members and guests with a hardy “hello” and a friendly smile,


User-Friendly Customer Relations Continued: User-Friendly Customer Relations Continued all telephone responses should be friendly and upbeat management should prepare a script and monitor all phone calls


Integral Parts of a Consumer Relations Program: Integral Parts of a Consumer Relations Program assist the consumers in designing their own programs encourage employees to invite prospective new customers to organization events ascertain consumers interests and link them to the interest areas or services available follow-up by calling new as well as established customers periodically


Integral Parts Continued: Integral Parts Continued buddy-up new consumers with established customers or a member of the staff organize a welcome party periodically for new customers to introduce them more thoroughly to the facilities, staff, and program last but not least foster a friendly environment


The Planning Process: The Planning Process program analysis feasibility study master plan cost analysis design development financial plan


Advantages of Participatory Planning: Advantages of Participatory Planning working together to develop common goals involving the client from beginning to end participating in decision-making limiting duplication of services, programs, and facilities


Advantages in Participating Planning continued: Advantages in Participating Planning continued improving cooperation among communities and agencies improving communication improving support, and understanding is achieved


Guidelines for writing building program: Guidelines for writing building program write clearly and concisely “blue sky” the building program root the project in fiscal reality evaluate current programs consider all indoor and outdoor facility needs be aware of location distribute all copies to members


Criteria for consultants: Criteria for consultants Educational background work experience planning experience proximity to project reputation ability to work with architects and engineers


Criteria for Consultants continued: Criteria for Consultants continued ability to understand and read blueprints and specification documents ability to understand the organization’s programs and the future of such programs


Criteria for Architect selection: Criteria for Architect selection Membership in the American Institute of Architects licensed to practice in state good reputation furnish references examples of work close proximity to the project


Architect selection continued: Architect selection continued be able to work with the building committee be able to recommend reliable and respected contractors and sub-contractors be able to provide strong competent supervision for the project


Indoor space components: Indoor space components traffic patterns space relationships surfaces sound and acoustics electrical systems mechanical systems security and safety


Determining size of multipurpose space: Determining size of multipurpose space estimated peak participation periods activities planned for the area number of spectators


Booking and Scheduling Fundamentals: Booking and Scheduling Fundamentals developing a level of confidence with clients establishing trust on the part of the promoter advertising the facility attending appropriate trade and convention functions


Booking and Scheduling Fundamentals Continued: Booking and Scheduling Fundamentals Continued maintaining visibility producing a facility informational brochure preparing and making available financial reports assigning responsibility of booking and scheduling preparing contracts for events


Selection of Tickets: Selection of Tickets physical characteristics seating plans pricing structure sales incentive plans type of ticket system reserved seating general admission


Box Office Policies & Procedures: Box Office Policies & Procedures telephone credit-card service group sales remote ticket outlets season ticketing services refunds/exchanges sales policies mail orders will call lost tickets scalping reporting auditing


Software uses ...: Software uses ... storing information alerting the user to messages communicating with staff flagging unpaid accounts alerting staff


Parking lot components: Parking lot components handicapped parking curb cuts bus entrances and parking areas tractor-trailer entrances and parking paving Lighting drainage sidewalks landscaping reserved parking security controls


Keys to Concession Operations: Keys to Concession Operations Serving food at reasonable prices developing market strategy managing finances designing a business plan purchasing controlling inventory understanding business law


Keys to Concession Operations Continued: Keys to Concession Operations Continued abiding by health codes understanding OSHA regulations selecting insurance developing an advertising plan selecting personnel stocking the concession area maintaining equipment


Keys to Concession Operations Continued: Keys to Concession Operations Continued housekeeping requirements establishing prices marketing convenience foods


Major shortcomings in concession operations: Major shortcomings in concession operations Too few concession stands inadequate kitchen location and space no floor drains no provision for a commissary for vending operations poor location of service elevators no provisions for exhaust


Major shortcomings continued: Major shortcomings continued poor location of loading and storerooms inadequate ventilation insufficient energy and water availability lack of wide concourse areas to facilitate traffic control


Concessions should be ...: Concessions should be ... conveniently located to all seats well-organized bright, colorful, well-lit and decorated able to generate the aroma of food efficient location of equipment, food, and cash registers constructed with attention grabber menu boards


Components of effective housekeeping: Components of effective housekeeping establishing goals and objectives performing all tasks with economy of time, personnel, equipment, and materials implementing operations based on a sound written maintenance plan scheduling housekeeping based on policies and procedures


Components of effective housekeeping continued: Components of effective housekeeping continued placing a high emphasis on preventive maintenance developing a strong organizational plan providing adequate fiscal resources furnishing adequate personnel designing the program to protect the natural environment


Components of effective Housekeeping continues: Components of effective Housekeeping continues assuming the responsibility for customers, visitors, and staff designing renovation or new construction projects accepting responsibility for public image


Tort Liability: Tort Liability Intentional Negligent Strict liability


Negligent Behavior: Negligent Behavior Malfeasance Misfeasance Nonfeasance Reckless misconduct Wilful/wanton Gross negligence Slight negligence


Components of Negligence: Components of Negligence Damage Duty Breach of duty Proximate cause


Legal Obligations: Legal Obligations Adequate supervision Warn of inherent risks Safe facilities Injury & incapacity evaluation Adequate & proper equipment Matching participants Sound planning Proper first aid & emergency medical plan


Defenses for Negligence: Defenses for Negligence Assumption of risk Contributory negligence Comparative negligence Governmental immunity Act of god Lack of duty Lacks proximate cause linkage


Supervision: Supervision General supervision Specific supervision Qualified supervisor Proper supervision Supervision plan


Proper Supervision: Proper Supervision What should supervisor look for? What should supervisor listen for? Where should the supervisor stand? How should the supervisor move around? What should the supervisor do if a problem arises? Identify potential dangerous activities. Understand warning signs Establish a stop signal.


Factors Making Waivers Questionable: Factors Making Waivers Questionable Strong public policy against Dominant employer-employee relationship Fraud or misrepresentation Signed under duress Conditions unreasonable Ambiguous Signature does not immediately follow the agreement Wanton, intentional, or reckless misconduct


A Warning should …: A Warning should … Specify the risks presented by the activity or test Be consistent with the activity or test Provide a reason(s) for the warning Attempt to reach foreseeable participants Specific and clear creating knowledge, understanding, and appreciation Be written, & explained orally


An adequate warning is …: An adequate warning is … Conspicuous Specific forceful


Types of Participants: Types of Participants Invitee Business invitee Licensee Trespasser


Duties relating to Safe Facilities: Duties relating to Safe Facilities Conduct regular inspections Maintain standards Regular preventive maintenance schedule Employ the shared responsibility doctrine Purchase the best equipment Be aware of changes in equipment & standards Be wary of new untested equipment Post necessary warnings


First Aid & Emergency Medical Procedures: First Aid & Emergency Medical Procedures Protect the individual from further harm Attempt to maintain or restore life to the injured party Comfort and reassure the party Immediately activate the emergency medical system


Components of a Contract: Components of a Contract Offer Acceptance Consideration Legality capacity


Type of Business Transactions Requiring a Contract: Type of Business Transactions Requiring a Contract Purchasing merchandise Contracting for services Concessions Joint facilities Contracts with staff Contracts with clients/customers leases


A risk management program consists of ...: A risk management program consists of ... program feasibility risk identification Frequency magnitude risk treatment Avoid Transfer Reduce retain risk implementation risk evaluation


Risk management committee concerns ...: Risk management committee concerns ... Site and facility development program development supervision personnel policies testing procedures establishment of rules and procedures facility and equipment maintenance procedures


Risk management committee concerns continued...: Risk management committee concerns continued... Facility and equipment inspection procedures accident reporting and analysis first aid and emergency procedures releases, waivers, agreements to participate methods of insuring against risk in-service training


Risk management committee concerns continued ...: Risk management committee concerns continued ... Public relations contract procedures outside specialists signage risk management audit periodic review


Risk management benefits: Risk management benefits increased safety for the customers reduced losses to the organization more effective use of available funds identification of exposure increased attractiveness of the organization to insurance companies reduced uncertainties


Risk treatments ...: Risk treatments ... avoidance transfer reduction retention or modification


Components of a waiver form: Components of a waiver form nature of the activity possible injuries which may occur the expectations of the participant the condition of the participant


Components of an Accident Report: Components of an Accident Report Date of accident Time Date of report Exact location Nature of activity Weather conditions Cause of accident Extent & nature of accident name Gender Age Birth date Address Names, addresses, & phone # of witnesses Name of official in charge Which hospital? Police report Who made the report


Types of Insurance coverages: Types of Insurance coverages Event Professional players Amateur athletes Sport camps Intercollegiate athletics/players Interscholastic athletics/players Recreational teams and leagues Health clubs Venues General public liability Liability coverage for employees, directors, and officers Vehicle insurance Protection of finance & operations


What should be asked of a Prospective Insurer?: What should be asked of a Prospective Insurer? Does the agent write many policies for this type of organization? What is included in a basic policy? What other types of coverage should be considered? How much insurance can the organization afford? Can the agent provide you with a list of all claims and losses? What is the carrier’s rating?