Risk Analysis For A Sport Facility

Risk Analysis For A Sport Facility

 

1. Introduction

Facility management at the Arena University is meant to ensure that the facility is maintained as per the expectations of the school. The facility should in no way pose any danger to the students or the faculty members. In order for this to be ensured certain conditions have to be put in place after proper and clear analysis (Vose, 2008). At the same time, cost-effectiveness is a major function of the management team. This is because the arena will require constant maintenance and repair; in this case, preventive measures are taken to ensure minimal cost goes into this. Safety is also another expense to be expected from the arena.

2. Overview of Facility Operation

The Arena University is an oval-shaped enclosed area that is used to showcase theatre and sports events. It has a sitting capacity of 65,000 people at once: it is designed in a way that the arena itself is at the lowest point; this is meant to allow for maximum view by all.

1. Service Provided

The arena is intended to offer a venue for performances like theatre, musical performances and indoor sports like basketball, ice hockey, and other sports. Presentations and lecturers by major and renowned people can be done in the arena. This is because of the number of people that it can be able to hold at one point and also because of the ability of all the people to get a clear view of the activity at the center of the arena.

1. Analyzed Facilities

Since the arena is to be used for indoor sports, it should be properly demarcated with the necessary measurements for the sports to be played. It will be utilized by both high schools and higher education institutions like colleges and universities. The arena will be not only a place to showcase the best talent in Charles Town, in the extra-curricular activities but also a place where interaction will occur and hopefully improvement in the talent.

1. Stakeholders

The participants in the games will be given a chance to do some exercise and rehearsal on the arena floor to ensure familiarity. The participants will be awarded a single day for rehearsal. The personnel required for the arena will include the maintenance team,

1. Clients Serviced

Some of the clients to be expected in the arena are team players and performers who are talented. It can be used to host celebrities. This means that the arena will increase the revenue earned in Charles Town, in this case, it will increase participation in the different events in the town.

1. Personnel Used for Risk Management

In order to effectively manage any potential risks associated with the arena, the following people will be required. An architect to ensure the building is in proper condition, an economist to deal with all the costs and revenues. An electrician who will ensure all the electrical malfunctions are properly taken care of and a maintenance team to ensure all repairs are done as soon as noted.

3. Matrix Analysis

A risk matrix will be used to determine the extent to which a risk is likely to cause harm. The answer is the product of two categories of the risks: risk probability category and risk severity category. It increases the level at which the implication of the risk will be experienced and aids in decision making by the top management

Below are photos outlining the initial construction stages of the arena and then the finished inside look at the arena.

1. Specific Risks
2. A fire breaks out that can lead to partial or complete burn down of the arena.
3. A stampede during an event where there is a large crowd of people.
4. Loss of funds by organizing events that end up not attracting people
5. Poorly installed seats that can lead to injury of people watching a performance.
6. Robbery of the arena of its high tech digitalized equipment.
7. Food poisoning of the people from the food and beverages offered at the arena.
8. Suffocation of people in the arena resulting in health problems and death due to poor ventilation of the arena.
9. Bankruptcy before the loan required to rehabilitate the arena has been fully repaid
10. Major and minor Injury of people from the occasional fights and disagreements that occur in the arena. Death of some of the people is also another risk as it will give the arena a negative PR.
11. Breaking of the arena equipment
12. Classification of Risks

 

There are two classifications of risks analysis:

1. Risk severity – it can be categorized as follows;

• Catastrophic- a number of deaths are likely to occur. Destruction of the entire arena either by it following down and collapsing. Bankruptcy and repossession by the bank.
• Critical- one death and a number of people are severely injured, the stadium gets partially destroyed. Repossession of equipment by banks.
• Marginal- several minor and small injuries and one person severely injured, arena equipment gets destroyed.
• Negligible- one person has a minor injury, a minor injury to several arena equipment and appliances. No liquidity loss.

2. Risk probability can be categorized as certain, possible, unlikely, rare, likely.

A risk matrix would look as follows.

	Catastrophic	Critical	Marginal	Negligible
Certain	Low	Low	Low	High
Possibly	Low	Moderately	Low	Moderate
Unlikely	Moderate	Low	Moderate	Low
Likely	Low	Moderate	High	low
Rare	High	High	Moderate	Low

 

1. Risk Transferred

When the risk is assigned to another party, it is said to be transferred. This is because the party will be held responsible or accountable for the risk. Some of the risks will be transferred to the insurance company and contractor companies. The critical risks will be transferred to insurance companies because they have a moderate possible chance of occurring (Culp, 2011). In order to avoid any financial losses, the arena will be insured against fire and any other damages. The minor issues like chairs being broken and other appliances will be transferred to the contractors. They should ensure that the arena is always at its best condition.

1. Waivers

Some waivers will be made for instance

• The beverage and food section will be waved to contractors to find a good catering company.
• In order for an occasion to be held at the stadium, the sponsors will be expected to pay some amount of money; the charges for entry will be waived to them. They will determine how much they want to charge.

4. Risk Reduction Procedures

Risk reduction procedures are not aimed at getting rid of the risk completely as at times that may prove to be a fruitless endeavor (Molack, 1997). The procedures are aimed at reducing the chances of the risks occurring and the extent to which they cause harm.

1. Personnel Management
2. Proper employee training on how to effectively deliver their duties appropriately and effectively. This will be done by constant training employees to improve their performance and to ensure the transfer of training. An in-service education plan should be established and clearly outlined how it will blend in daily activities (Aven, 2008).
3. Employees should be hired based on technical qualifications and experience for a while working in arenas. This will minimize supervision and mistakes.
4. A supervisory plan should be established that will be done an occasionally constant evaluation of the employees to ensure an increase in output per worker. To also ensure small errors that can result in serious losses are avoided.

Sexual harassment policy

Implementation of the sexual harassment policy will be ensured by a clear definition of what is termed as sexual harassment in the arena.

Sexual harassment is any type of unwelcome and uncalled for sexual attention that will offend, anger, humiliate or intimidate a person and can be from one gender to another or within the same gender (Marshall, 2005). It includes physical contact, staring at parts of their body; talking unwelcomed sexual conversations, and jokes.

Sexual Harassment can include the following: but is not limited to,

1. Verbal: this can be in the form of conversations on sexual matters.
2. Non-Verbal/Visual: derogatory posters and pictures. Sending of sexual texts, emails, and messages to other colleagues (Marshall, 2005).
3. Physical: physical contact is not allowed between employees. For the same reason, sexual and romantic relationships are highly discouraged at work.

A person is allowed to report any form of sexual harassment as there are proper actions that will be taken after proper investigation. The following options are open to the victim to make

• Make an internal complaint about the issue.
• Make an external complaint by filing a case against the person.
• Choose to have the issue solved amicably and counseling to be offered.

1. Facility Emergency Procedures

The following are procedures to be followed to ensure safety:

– The arena will comply with all the set statutory rules and regulations pertaining to the upkeep and maintenance of an arena (Sherriff, 2011).

– Health and safety regulations will be established. For instance, employees will be made aware of sharp objects, spills on the floor and the recommended procedures of dealing with electrical appliances.
– Develop internal health and safety policies, procedures and guidelines.
– Ensure all line managers understand and take responsibility for the health and safety process in each program area.
– Provide information, instruction, training, and supervision to ensure that staff is aware of safe work practices, emergency procedures and any risks to health and safety in their work environment (Sherriff, 2011).

– There will be fire distinguishers and powder in all corners to be used. An emergency exit will be established and clearly labeled. There will a press button that is to be pressed only when there is a danger or a fire, this creates awareness and people will be expected to exit the place.

1. Crowd Management Plan

Since the arena is likely to attract large numbers of people, especially when it fills to full capacity, there is a need to establish a crowd management plan.

• There will be a security department that will deal with ensuring the safety of the people.
• Proper signs will be put in place to state the entry and exit points of the arena.
• Emergency exits will be made known to all the people in case there is a fire or a breakout.
• Employees should be properly trained for crowd management.
• All areas that are not to be accessed by other people except employees should be clearly indicated to ensure that some of the people do not go into areas they are not allowed to (Meacham, 2007).
• Proper demarcations should be made as to where the fans and the performers can cross and where they are not allowed to cross (Meacham, 2007).
• Finally, the arena should be well ventilated to avoid suffocation when there are large crowds of people. This means the air conditioners should be put in place and must operate effectively (Meacham, 2007).

1. Compliance to ADA

Compliance with ADA means that the arena should be constructed in a way that it is friendly to Americans with Disabilities. In order to comply with the act, the arena must be constructed in a way that even the people using wheelchairs can enter without a struggle.

An ADA kit is also a must, this is meant to ensure that the deaf and the blind are catered for. In this case, the arena should have interpreters who will narrate what is going on throughout performances or games (Blank, 2000). ADA also dictates that an enterprise should not discriminate against employees due to disabilities or impairments. In this case, the arena should have a particular set percentage of its employees with a disability (Blank, 2000).

By employing workers with a disability, the arena can be able to easily suite the arena for people with disabilities as they will be able to tell what works and what does not work.

1. Conclusion

Risk management does not mean just ensuring that there are preventive methods for an accident, but it also means constant improvements to ensure that even the slightest harm is prevented (Aven, 2008). Physical and financial risks are the ones that are usually analyzed and prevented most of the time; however, lack of proper evaluation of the other non-financial risks can lead to financial losses as well. This is the premise of sexual harassment policy, health and safety policy and compliance to ADA.

Sexual harassment ensures that psychologically, employees do not feel discriminated and they can be able to achieve their best. The sexual harassment policy also avoids financial losses from lawsuits by former employees. Confidence while at work paves room for innovation: this is what the health and safety policy does. When employees have their health-insured as they are undertaking their duties, they will be more competent. ADA ensures equal treatment of employees regardless of their physical impairments and disabilities.

Risk management ensures that all the areas that the arena can face losses or pose as a danger towards other people are covered and in this case all the risks are determined and their probability of occurrence (Molack, 1997). This ensures that those that have a higher chance of occurring are insured so that there can be repayments after they have occurred. Those less likely to occur can be delegated and transfer the risks. This ensures there is responsibility and when the risk occurs the responsible team is held accountable.

 

 

References

Aven, T. (2008). Risk Analysis: Assessing Uncertainties Beyond the Expected, Springer Publishers

Blank, P. D. (2000). Employment, Disability and the American with Disability Act, Government Print Press, Washington D. C

Culp, L. C. (2011). Risk Transfer; Derivatives in Theory and Practice, Orthodox Publishers

Marshall, A. M. (2005). Confronting Sexual Harassment: the Interaction of Law and Politics at Work, Macmillan Publishers

Meacham, B. Tubbs, J. (2007). Crowd Management: Safety and Safety management Training, Oxford University Press, New York

Molack, V. (1997). Fundamentals of Risk Analysis and Risk Management, Columbia Publishers

Sherriff, N. B. Tooma, M. (2011). Understanding the Model Work Health and Safety Act, Random House Publishers

Vose, D. (2008). Risk Analysis: A Qualitative Guide, Cambridge University Press, London

 

 

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