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    Development of Sports Facility

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    Muhammad Tariq
    Here are the key steps for conducting a brainstorming activity: 1. Define the problem or challenge clearly. Make sure all participants have a shared understanding. 2. Explain the brainstorming rules - focus on quantity, defer judgment, welcome unusual ideas. 3. Generate ideas. Go for quantity over filtering or evaluating ideas at this stage. Write down all ideas. 4. Review ideas. Group similar ideas together. Identify ideas that combine or build upon each other. 5. Evaluate and select top ideas. Discuss feasibility and potential. Select ideas worth exploring further. 6. Plan next steps. Assign action items and owners for developing selected ideas into solutions. Set timeline.

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    Development of Sports Facility

    Uploaded by

    Muhammad Tariq
    62 views42 pages
    Here are the key steps for conducting a brainstorming activity: 1. Define the problem or challenge clearly. Make sure all participants have a shared understanding. 2. Explain the brainstorming rules - focus on quantity, defer judgment, welcome unusual ideas. 3. Generate ideas. Go for quantity over filtering or evaluating ideas at this stage. Write down all ideas. 4. Review ideas. Group similar ideas together. Identify ideas that combine or build upon each other. 5. Evaluate and select top ideas. Discuss feasibility and potential. Select ideas worth exploring further. 6. Plan next steps. Assign action items and owners for developing selected ideas into solutions. Set timeline.

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    Here are the key steps for conducting a brainstorming activity: 1. Define the problem or challenge clearly. Make sure all participants have a shared understanding. 2. Explain the brainstorming rules - focus on quantity, defer judgment, welcome unusual ideas. 3. Generate ideas. Go for quantity over filtering or evaluating ideas at this stage. Write down all ideas. 4. Review ideas. Group similar ideas together. Identify ideas that combine or build upon each other. 5. Evaluate and select top ideas. Discuss feasibility and potential. Select ideas worth exploring further. 6. Plan next steps. Assign action items and owners for developing selected ideas into solutions. Set timeline.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    62 views42 pages

    Development of Sports Facility

    Uploaded by

    Muhammad Tariq
    Here are the key steps for conducting a brainstorming activity: 1. Define the problem or challenge clearly. Make sure all participants have a shared understanding. 2. Explain the brainstorming rules - focus on quantity, defer judgment, welcome unusual ideas. 3. Generate ideas. Go for quantity over filtering or evaluating ideas at this stage. Write down all ideas. 4. Review ideas. Group similar ideas together. Identify ideas that combine or build upon each other. 5. Evaluate and select top ideas. Discuss feasibility and potential. Select ideas worth exploring further. 6. Plan next steps. Assign action items and owners for developing selected ideas into solutions. Set timeline.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    of 42

    Development of Sports Facility

    Consideration in Sports Facility Development

    Sustainability

    Meeting an Partnering
    Accessibility identified and
    Need Collaboration

    Future
    Proofing Integration
    Meeting Identified Need

    The best outcomes are achieved when all of the potential users
    of the facility are identified and a deep understanding is gained
    of the range of needs that they will have.
    Sustainability

    The whole-of-life costs of the facility should be onsidered at the


    outset, including how it is intended that these costs will be met,
    Often investment up-front in, for example, greater energy
    efficiency, can deliver financial benefits during the life of the
    facility.
    Partnering and Collaboration

    Developing partnerships with those outside the sector in


    educational, health and with the private sector - increases the
    likelihood that a facility will be used to its full potential,
    maximizing the return on investment.
    Integration

    A very effective way to achieving outcomes is to create multi-


    use facilities or to co-locate/'hub' with other sport and
    recreation, community, education, retail or transport facilities
    and infrastructure.
    Future Proofing

    The best long-term outcomes are achieved by designing


    facilities in ways that enable them to be adapted, developed and
    extended in response to future demands.
    Accessibility

    A sport facility success and usage is dependent on its site


    whether in approach and affordability of community or not.
    Facility Life Cycle
    Concept
    d
    d
    Improv
    e Plan
    d
    d

    Operate Design
    d
    d d
    d
    Build
    Types of Analysis Conducted in Sports
    Facility Planning
     Feasibility analysis
     Lease versus own analysis
     Buy/build/expand/renovate analysis
     Merger/acquisition facility study
     Analysis of highest and best use
     Consolidation study
     Decentralization study
     Space optimization plan (restacking plan)
     Project estimating and scheduling
     Stay/move analysis
    Analysis Tool
     Scenario Planning
     Systematic Layout Planning (SLP)
     SWOT Analysis

     Brainstorming (AGIR-a gang in a room)


     Strategic Creative Analysis (SCAN)
     Benchmarking

     Organizational Simulation
    Feasibility Study
    Analysis of the viability of an idea.
    Helps in answering the essential question...
    "Proceed with the proposed project idea?"

    Looks at the viability of an idea with an emphasis on identifying potential problems.


    Preliminary study undertaken before the real work of a project starts to asceratain the
    likelihood of the project's success.
    Analysis of all possible solutions to a problem and a recommendation on the best
    solution to use.
    Feasibility Study
    Address things like where and how the business will operate.
    Provide in-depth details about the business to determine if and how it can succeed, and
    Serve as a valuable tool for developing a winning business plan
    Winning business plan is
    • Generates adequate cash-flow and profits
    • Withstand the risks it will encounter
    • Remain viable in the long-term and
    • Meet the goals of the founders.
    Types of Feasibilities
    Economic Feasibility Study

    Whether the project is affordable


    Whether its benefits would substantially exceed its costs, and
    Whether the project has higher priority that other projects that might use the same resources.
    Technical Feasibility Study

     Whether the technology needed for the system exists


     How difficult it will be to build, and
     Whether the firm has enough experience using that technology.
    Types of Feasibilities
    Schedule Feasibility Study

    How much time is available to build


    When it can be built (i.e. during holidays),
    Interference with normal operation, etc.
    Organizational Feasibility Study

     Whether the Project have enough support to be implemented successfully


     Whether it brings an excessive amount of change/improvement,
     Whether the organization is able to rapidly absorb the change
    Types of Feasibilities
    Development feasibility Study

     Determines what is possible on a site.

    Market Feasibility Study

     Determines the financial viability of a scheme based on the markets(s) for which it will cater
    Objectives of Feasibilities Study
    Raise funding
    Satisfy grant awarding bodies, where appropriate, both financially and in terms of project outputs
    Satisfy the directors that a project is viable
    Determine the optimum facility mix to maximize revenue
    ensure that all parties agree on the key elements of a project
    From the basis for inital market and project planning
    In some cases, provide the argument for business closure
    or change of use application/ planning appeals
    Enable third parties to value operating contracts
    SWOT Analysis
    A technique that enables a group or individual to move from
    everyday problems and traditional strategies to a fresh prospective.

    SWOT analysis looks at your strengths, weaknesses, opportunities


    and threats your business faces.
    SWOT is an acronym for:

    S – Strengths
    Internal Environment
    W – Weaknesses

    O – Opportunities
    External Environment

    T – Threats
    Strength
    Characteristics of the business or a team that give it an advantage
    over others in the industry.
    Positive tangible and intangible attributes

    Beneficial aspects of the organization or the capabilities of an


    organization, process capabilities, financial resources, products
    and services, customer goodwill and brand loyalty
    Strength (What to ask yourself)
    What business processes are successful?
    What assets do you have in your team, such as knowledge, education,
    network, skills and reputation?
    What physical assets do you have, such as customers, equlipment,
    technology, cash and patents?
    What competitive advantages do you have over your competition?
    Weaknesses
    Characteristics that place the firm at a disadvantage relative to others
    Detract the organization from its ability to attain the core goal and
    influence its growth.
    Weaknesses are the factors which do not meet the standards we feel
    they should meet, However, weaknesses are controllable. They must be
    minimized and eliminated.
    Weaknesses (What to ask yourself)

    Are there things that your business needs to be competitive?


    What business processes need improvement?
    Are there tangible assets that your company needs, such as money or
    equlipment?
    Are there gaps on your team?
    Is your location ideal for your success?
    Opportunities
    Chances to make greater profits in the environment, External attractive
    factors that represent the reason for an organization to exist & develop.
    Arise when an organization can take benefit of conditions in its environment
    to plan and execute strategies that enable it to become more profitable.
    Organization should be careful and recognize the opportunities and grasp
    them whenever they arise.
    Opportunities (What to ask yourself)
     Is your market growing and are there trends that will encourage people to buy
    more of what you are selling?
     Are there upcoming events that your company may be able to take advantage of
    to grow the business?
     Are there upcoming changes to regulations that might impact your company
    positively?
     If your business is up and running, do customers think highly of you?
    Threats
     External elements in the environment that could cause trouble for the
    business-External factors, beyond an organization’s control.
     Arise when conditions in external environment jeopardize the reliability and
    profitability of the organization’s business.
     Compound the vulnerability when they relate to the weaknesses. Threats are
    uncontrollable. When a threat comes, they stability and survival can be at
    stake.
    Threats (What to ask yourself)
     Do you have potential competitors who may enter your market?

     Will suppliers always be able to supply the raw materials you need at the prices you need?

     Could future developments in technology change how you do business?

     Is consumer behavior changing in a way that could negatively impact your business?

     Are there market trends that could become a threat?

     Security situation in your market is safe?

     Government stabile or not?


    Brainstorming
     The process we use to develop ideas that are unique, useful and worthy of further elaboration.

     Consider rejecting standardized formats for problem solving

     Have an interest in a wide range of related and divergent fields

     Take multiple perspectives on a problem

     Have further orientation

     Have self-confidence and trust in their own judgment


     An activity technique designed to generate lots of ideas for solution of a problem. The
    underlying principle is that the greater the number of ideas generated the possibility that a
    quality solution will be found.
    Brainstorming (Rules)

    Focus on quantity
    Reserve criticism
    Welcome unusual ideas
    Combine and improve ideas
    What to avoid in Brainstorming Process
     That won't work
     it's against our policy
     That's too radical
     We haven't done it that way before
     It's not our job
     That's too expensive
     We don;t have enough time
     That's not practical
     That's too much hassle
     We can't solve this problem
    Activity

    Problem Statement:

    How could the rules of basketball be changed so that


    players under 5'7" tall might be more competitive?
    Public Private Partnership

    Public Private Partnership is defined in so many was

    The German Task force on Housing defined PPPs

    "PPPs are aimed at increasing the efficiency of Infrastructure projects by means


    of a long term collaboration between the public sector and private business. A
    holistic approach which extends over the entire lifecycle is important here"
    Public Private Partnership
    According to European Investment Ban Public Private Partnership is:

    "Public private partnership is a generic term for the relationships


    formed between the private sector and public bodies often with the
    aim of introducing private sector resources and/or expertise in
    order to help provide and deliver public sector assets and
    services."
    Public Private Partnership
     According to Standard & Poor's Credit Survey Public Private
    Partnership is:

    "Public private partnership is any medium to long term


    relationship between the public and private sector involving the
    sharing of risks and rewards of multisector skills, expertise and
    finance to deliver desired policy outcomes."
    Public Private Partnership

     According European Commission Public Private Partnership is:

    "A PPP is a partnership between the public sector and the private
    sector for the purpose of delivering a project or service traditionally
    provided by the Public Sector. It recognizes that both sides have certain
    advantages, an by allowing each to do what it does best, public services
    and infrastructure can be provided in the most efficient manner.
    Public Private Partnership
    Public Private Partnership are considered as the future of
    infrastructure provision by many because:
     Offer solution to
    • Financing

    • Job completion

    • Investment in large projects without sacrifice of government finances


    Public Private Partnership
     Currently ten different models of PPP are practiced.

    1. Traditional
    2. Operation and Maintenance
    3. Design build
    4. Design build operate
    5. Design build finance operate
    6. Build transfer operate
    7. Build own operate transfer
    8. Build own operate
    9. Lease
    10. Concession
    Traditional P3s
    In Traditional P3s

    • Public Component of the partnership act as contracting officer

    • Looks for funding

    • Has overall control of the project and assets

    • Private sector only offers the expertise in construction

    Common Examples are

    • Public Road Projects

    • Maintenance of Parks, Grounds

    • Construction of Schools

    • Construction of Public buildings


    Operation and Maintenance P3s
     In operation and Maintenance P3s

    • Private Component of the partnership operates and maintains the project

    • Public component acts as owner of the project

     Examples of O&M P3s in practice are

    • Tollways

    • Bridges usage fee

     Private Component earns revenue through tolls and other applied fees through public use
    Design and Build P3s
     It is similar to Client Contractor arrangement
    • The private partner designs an builds the facility

    • The Public Partner provides the funds for the projects

    • The public partner retains ownership of the projet

    • The public partner has ownership rights on all the assets generated through the use of this type
    P3.

     Examples are
    • Automated Parking lots
    • Transport lifts
    Design Build Operate P3s
    They are similar to design and build P3s but includes
    • Ongoing operations and maintenance of the infrastructure by the private party.
    • Public partner is owner of the infrastructure and funds for construction and
    operations

    In a variation of design build operate P3s, sometime private partner


    operates the infrastructure for limited time before transferred to public
    partner, this is also known as design build operate transfer P3

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