Sports Facility Management

SportsFacility Management

Ithas been profitable to have a sports facility, especially when it hasbeen chosen to host a political or any social event where the partieshave to pay(Bladen, 2012).It is important to note that most people who hold events do not havephysical places that are suitable for that purpose, but they seekmanagers of sports facilities, and negotiate the possibility ofcarrying out their activities in such venues. Thus, it is vital thatmanagers are critical when granting permission as some issues willraise more concerns in the eyes of the management and community(Scheinbaum &amp Lacey, 2015).

Forinstance, when a facility manager allows a Video Music Awards (VMAs)event to be held in his/her sports facility, he/she should be readyto answer questions about the moral aspect of the event, addressconcerns about how long it will last, and the issue of the noise thatwould result, especially to the community. Additionally, the facilityowners will question the goals, how the event promotes the mission ofthe sports facility, they will raise safety concerns about itsstructures and equipment (Scheinbaum&amp Lacey, 2015).

Asa sports manager, it is vital to respond to these concerns in asatisfying way that will bring more understanding to the communityand facility owners for allowing such event to be hosted (Scheinbaum&amp Lacey, 2015).For instance, these are some of the hypothetical answers that can begenerated to justify granting permission to VMA to host their eventin a sports facility. Hosting a VMA social event can be beneficial toboth the society and owners of the facility. To begin with, thepersonalities that feature in the event are some of the role modelsthat inspire many people in the society today. Thus, hosting such anevent will promote the marketability of the sports facility to othersocial functions, which will benefit the owners and community in thelong run (Bladen,2012).Furthermore, the event does not greatly conflict with the interestsof the facility as its goal is to promote aptitude by fosteringcompetition, while VMA celebrates talents. The manager can put theconcerns about the moral aspect of the event to rest by reinstatinghis/her belief about his/her trust on the fact that parents have beenresponsible in bringing up their children in the right way. Thus,people will shun those actions that they feel are immoral andunwelcomed.

Moreover,by not discriminating those that the manager lends the sportsfacility to, he/she is promoting equity and fairness in the communityby acknowledging that people are different. Though the primary goalof a sports facility might be to promote talent, the event will be asource of income that can be used for renovations and upgrades(Bladen,2012).

Furthermore,such event presents a unique opportunity to invite some of thepersonalities that will attend the function to partner with inpromoting talent as they have both financial capacity and network.The event can be viewed as bait to catch a bigger fish. The concernsabout the safety of the facility structures and equipment should beaddressed by assuring that the function has been insured and that thegroup that has been allowed to carry out their function in thatfacility has been responsible in the past in their actions(Scheinbaum&amp Lacey, 2015).


Thus,it is important to note that in some instances, a sports facilitymight be used as a venue for some other functions than its originalpurpose such, as preaching, holding music concerts, and otheractivities (Bladen,2012).It is thus necessary for the sports facility manager to always weighthe benefits against concerns that will be raised before granting anypermission to any event to be held to ensure that there is harmonybetween the facility manager and the community and leaders of thesocial amenity by avoiding cases that result in great conflicts.


Bladen,&nbspC.(2012). Eventsmanagement: An introduction.New York, NY: Routledge.

Scheinbaum,A. C., &amp Lacey, R. (2015). Event social responsibility: A note toimprove outcomes for sponsors and events. Journalof Business Research,68(9),1982-1986. Retrieved from