ABSTRACT
Sport facility event planning process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 171
Activating the facility event marketing plan. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 176
Event implementation and activation from the facility viewpoint . . . . . . . . . . . . . . . 177
Evaluation of events by the facility ownership and management. . . . . . . . . . . . . . . . 179
Chapter review . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 179
Without events, there would be no purpose for a sport facility. Events can range from free open recreation time to a full-scale hallmark event such as the Olympics or World Cup. The purpose of this chapter is to explore the relationship between facility operations and management and event planning. This chapter is not intended to provide an in-depth analysis or explanation of event management; it is intended to articulate the role facility management plays in supporting event management. This first important factor to understanding is the entire sport facility event planning process, as well as the various event relationships that a facility manager may engage with. This will lead to examining the sport facility’s role in pre-event, during event, and post-event operations including the activation of a facility event marketing plan, event implementation, level of involvement in managing events, preparation for the unexpected, and evaluation after the event has taken place.
