The Importance of Facilities Management

This article is one of my final assignments for my Facilities Management course. I summarize the course text, Facilities Management: Applications in Sport by Jeffrey Peterson, while including my own key takeaways.

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Present day sports facilities are breathtaking. The sound systems, the big-screens, the concourses –it all keeps getting bigger and better – for good reason, too. Sports facilities have the power to make or break a fan experience. The good organizations understand this; the great ones put it to practice.

So where did this philosophy come from? Why are stadiums all so grandiose, yet unique in their own right? In order to truly appreciate the facilities we experience today, it’s necessary to first look back at their history.

The general structure of today’s facilities are eerily similar to those of the early centuries. The Roman Colosseum and Panathenaic Stadium (left), two of the most well-known historical sports facilities in the world, are excellent examples of ancient arenas that are awfully similar to what we see today. The Colosseum boasted 76 public access points, 50,000 seat capacity, and offered premium and standard seating in its lower and upper bowls (Peterson). The Panathenaic Stadium, just as “colossal,” dates back to the 6th century, and was used for religious ceremonies, athletic competitions, and cultural events. It, too, boasted a 50,000 seating capacity (Peterson). What’s unique about the Panathenaic is that it’s still in use and has been since original construction. From hosting the Greek Olympia games in the 19th century, to hosting archery in the 2004 Athens Olympics, the Panathenaic has stood the test of time – 2500 years’ worth (Peterson). This is a testament to what’s often overlooked and underappreciated by the common fan – the time and effort spent in planning for the facility in the first place.

There are several essential elements of the construction planning process, but as more facilities and amenities have been introduced to the market over time, it’s become incredibly more strenuous (fieldhouses, sportsplexes, retractable roofs, open concourses, etc.). A common starting point of the planning process, given that the financing has already been approved, is a discussion about the overarching principles of the design. Teams must ask themselves what exactly they want their facility to offer: Will it have good aesthetic and an attractive physical environment? Will there be space for branding opportunities? How important is it to keep operational costs low? Once the team agrees upon a set list of design principles, they’re able to get more specific (Peterson). For example, if the team decides to pursue an outdoor sports field, they’ll need to test the topsoil and subsoil and consider other environmental variables (positions of the sun, traffic patterns, weather patterns, etc.) (Peterson). As the team finalizes these general, overarching decisions, they’ll get more specific with their final product: designing site plans, choosing materials, getting legal approval to strike ground, preparing routine maintenance schedules. The construction planning process is incredibly specific and time consuming, but every detail should be ironed out before moving on to the next step.

Once the construction of the facility is complete, the management team develops plans for everything within the facility: safety and security, customer service, food and beverage, etc.

In this stage of the facility management timeline, you’ll see facility managers finalize emergency action plans, create the security team layout for events, and ensure proper training for all security personnel (Peterson). Because of the large spectator count, sports venues are considered ‘soft-targets’ for terrorist attacks, threats, and other acts of violence, so you’ll often see facility managers finalize their security personnel and protocol before much else (Peterson). Another area that management needs to consider is customer service. Thousands of fans can be walking around at any given moment, and management needs a plan to direct the traffic. This is where prominent signage and clear communication come into play. Mercer Athletics’ BearForce is a great example of this in the real world. You’ll see several BearForce team members staffed at each seat section to greet spectators, direct traffic, and answer questions. The Macon Bacon are a great example of customer service as well. Handicapped seating within Luther Williams Field is right in the center walkway within the seating bowl, so the path is often crowded, making it harder for spectators in wheel-chairs to maneuver during exits. Because of that, you’ll see Bacon operations staffed at or near the handicapped locations and exits to help the flow of traffic. From security to customer service, facility managers need to ensure they’re placing the right people in the right places at the right times. Proactive facility managers see problems before they arise, and they staff accordingly.

Once the venue is fully staffed and trained, facility management will start planning to fill the facility and generate revenue. This, too, requires a definitive strategy. Venues need to provide diverse forms of entertainment to attract the most amount of people across different demographics. This is why you’ll see concert venues booking artists from different genres on different nights at different times (Peterson). By broadening its reach, venues can position themselves to strategically grow its revenue. In order to actually book entertainment, facility managers hire venue organizers who are responsible for contracting with artists individually or communicating through booking agents. Organizers are responsible for filling the calendar and ensuring the facility’s entertainment goals are met. For large enough venues, sometimes these venue organizers work with other organizations to rent out the space. The Macon Bacon, for example, will be hosting the GHSA Baseball State Championships within their Luther Williams Field. The GHSA will be staffing the tournament with their own team members Similarly, at the US Basketball Institute down in Apopka, FL, you’ll see indoor soccer teams, volleyball teams, and corporate groups rent out the basketball gymnasium for events. Even other basketball organizations will rent the space to host youth tournaments and invite teams across the region. The booking and entertainment strategy heavily relies on the size, look, and layout of the facility in question. Facility managers who have a clear understanding of their product can generate a steady revenue stream aligned with their goals.

Another important aspect of facility management is knowing how to leverage it. This has become especially relevant in the world of collegiate athletics. For most high school recruits, the school with the best equipment, the biggest name, and the most rewarding amenities often gains an advantage over the schools who offer less novel perks. This has led to a heightened emphasis on collegiate athletics foundations and corporate partnerships to generate revenue for athletics departments. Teams need more money to purchase better amenities. Better amenities help sway the best recruits. The best recruits help the team win.

From pre-planning and construction to internal staffing and entertainment booking, sports facilities management covers a multitude of things. Each of them are, however, equally determinant of a successful fan experience.

In reality, a sports venue is nothing more than brick and mortar.

Facility management makes it much, much more than that.

Peterson, Jeffrey C., Lawrence W. Judge, John J. Miller (2017), Facility and Event Management: Applications in Sport, (1st Edition)