Who owns the stadiums?
The vast majority of Russian stadiums are municipal property. They are focused, first of all, on providing city residents with an affordable sports spectacle, but not on making a profit. As a rule, experts see this as the reason for the inefficient management of sports facilities, which results in low attendance at home team matches and loading on other days. However, the situation in which a large proportion of the stadiums are not privatized or owned by the clubs that use them is not unique.
The idea that European sports arenas have no direct relation to state and regional authorities is erroneous. For example, half of the Spanish La Liga clubs rent venues for home matches from city administrations. Even in the Bundesliga, only one club directly owns the stadium, while the local authorities own eight arenas. Another nine stadiums that host home matches of the German top teams are the property of independent joint-stock companies.
Characteristically, the upcoming European Football Championship did not fundamentally change the situation in Poland and Ukraine. Moreover, if the latter has two private stadiums, then in Poland there are private sports facilities there is no such scale.
It should also be taken into account that one's interests in sports business often have state and political figures. Suffice it to recall Milan, whose controlling stake is owned by Silvio Berlusconi. However, politicians, like big businessmen, are primarily attracted to sports clubs, not facilities. Nobody is interested in a stadium or an ice palace as a non-core asset.
By itself, the transfer of sports facilities to the ownership of the clubs whose teams play there will not be able to solve the problem of inefficient management. If only because the majority of professional sports clubs in Russia do not consider the maximization of income as their main task. For example, in the RFPL only half of the clubs are private, in the FNL their share is 25%, in the second division - 16%.
Who runs the stadiums?
Outsourcing as a tool for the management and operation of sports facilities in Russia is still rarely used. In the case of the stadiums currently being built for football clubs Spartak and Dynamo, the facilities will be managed by the subsidiaries of these clubs (Spartak Stadium LLC and Dynamo Management Company). They independently control the functioning of their home arenas Lokomotiv and Zenit, to which Petrovsky was transferred to management in 2009.
In the Premier League, the percentage of private stadiums is quite high - 12.5%
This does not mean that clubs do not outsource certain work. For example, in most football stadiums, third-party employees maintain sound systems and electronic scoreboards; cleaning companies and private security companies also act as contractors. This allows clubs and their subsidiaries not to attract specialists who are in demand only on match days, and in the case of security firms, to avoid the licensing procedure necessary for such activities.
In Germany, club subsidiaries predominate among sports arena operators. Nevertheless, joint-stock companies created specifically to serve a particular sports facility, including those owned by cities. There are real giants that manage facilities both in Europe and beyond. For example, " Olympic Stadium» in Berlin given to the management of the company Walter Bau-AG/Dywidag, serving hundreds of diverse facilities around the world. Corporation AEG currently owned and operated 107 largest sports facilities in the world, including Staples Center (Los Angeles), Mastercard Center (Beijing), Ahoy Arena (Rotterdam), Globen Arena (Stockholm), 02 World (Hamburg), 02 Arena (Berlin) ) and finally the 02 Arena in East London.
Public private partnership
 “As early as 8-10 years ago we could talk about public-private partnership in the construction of sports facilities. Today, financing for the construction of the largest sports facilities by 90%, or even 100%, is carried out from private sources, ”said at one of the conferences Tim Leivik, President and CEO of AEG ( left the post in 2012 - approx. ed.).- “At least in America and Europe. In Brazil and China, on the contrary, the state is the main investor. But in any case, sports construction projects are always PPP projects. And we, as representatives of the private sector, have for many years remained the main lunatics in the world, ready to invest billions of dollars in the construction and management of sports facilities. It is the private sector that takes on the main risks, calculates the economics of projects, receives consent from the authorities and invests its own funds. Thanks to companies like AEG, the world has seen arenas like the O2 and learned how to manage them effectively,” concludes Tim Leivik.
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However, it should be noted that the share of the state in the preparation of large sporting events, in particular in the field of stadium reconstruction, has been significant until recently. Thus, 30% of investments in the development of sports arenas intended for the World Cup in Germany came from budgetary sources.
In Russia, as in all BRIC countries, the main investor in the construction of sports facilities is the state. There are not many examples of PPP in the field of such construction, and the scale of most projects leaves much to be desired. For example, in October 2010 the government of the Nizhny Novgorod region and a subsidiary Management Company "Leader", CJSC "Volga-Sport" as part of the implementation of the regional law on PPP, concession agreements were signed on financing, construction, equipment and operation of three sports and recreation centers in the Lukoyanovsky and Krasnobakovsky districts of the region. For 10 years, the MC will manage the indicated FOCs, and Nizhny Novgorod Region- rent them, after which they will become her property.
Large investments under the public-private partnership scheme were made by private investors in the Sochi Olympic facilities. However, the information that the companies that decided to take part in the preparation of the Olympics turned out to be interested in selling their shares to the state due to the extremely low probability of the future payback of the facilities could seriously discredit the idea of PPP in Russian sports.
In "ON" and "OFF" modes
The difference between a sports facility and an office or shopping center consists in its functioning in two noticeably different modes - "ON" and "OFF". And if in an office center the active mode is usually equal to five working days, the passive mode is two days off, and shopping and entertainment complexes do not even think about the “sleep” mode, then at a football stadium or in ice palace sports everything happens exactly the opposite. At least in Russia. Thus, the work of management companies at a sports facility is significantly different on the days of events and on days of downtime.
 “In Europe, many sports arenas are also used as event venues, making a significant profit from this,” says Business Development Director HSG Zander Sergey Kirsanov.- “As part of the last presentation tour at the Commerzbank Arena in Frankfurt, Germany, which is managed by HSG Zander, our guests could observe a large-scale transformation of the arena from football stadium hosting the matches of the German Bundesliga, to the venue for the performance of a famous rock band, the concert of which was attended by more than 50,000 people. Similar versatility is also provided for at other sites served by the company in Europe, for example, the PGE Arena in Gdansk, Poland, which will host Euro 2012 football matches. We hope that the European experience will be in demand in Russia as well,” notes Sergei Kirsanov.
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The Russian average payload of sports facilities of 3-5% would be considered by a Western management company as an unfortunate anecdote. However, the low workload of most venues is determined not only by the inertia of managers, but also by the inability of many Russian sports facilities to be used for a wide range of events. The construction of a structure capable of hosting a large number of diverse events is many times more expensive and may not always be justified in terms of return on investment.
On the same team
The entry of the management company into the list of participants in a sports project at the earliest stage of its implementation looks logical, since the participation of future managers in construction is often due to the specifics of sports facilities. “As you know, the vast majority of engineering systems are “sutured” during installation at the stage of preparing an object for commissioning. Considering the uniqueness of many of them, the use of specialists who participated in the installation work in management is considered the most appropriate,” comments the situation. Alexander Parfenov.
An alternative option is that it is possible not to build an object together in the literal sense of the word, but to build it according to the built-to-suit scheme, that is, for a specific customer. In this case, to build for the company that will manage this facility in the future, taking into account all previously agreed technical requirements. “We studied the Canadian experience. There, sports facilities are being built exactly to the order of the future operating organization and in strict accordance with the specified type of equipment and its manufacturers. This scheme works effectively and correctly, not only in Canada,” believes Alexander Vasyukov, Director General of the Federal State Unitary Enterprise "Sportengineering" (currently adviser to the Minister of Sports of the Russian Federation - ed.).
"IN last years the vast majority of stadium architects, owners and operators understand the importance of working as a team from the earliest stages of design and construction. Believe me, a quarter of a century ago I could not even think about what significant progress in this area awaits us. Now we are all partners and links in the same process,” believes William Crockett, Managing Director for Sports Architecture at AECOM, which is the architect of the Spartak football stadium in Moscow (42,000 seats) and a multifunctional sports arena for 12 thousand spectators, which is part of the sports complex in Tushino. - “The ideology here is extremely simple: the owner of the sports facility must realize that it is the management company in alliance with the architect that can change his business and, in particular, his budget in the long term. The owner must be sure that you know his business from "a" to "z", and with you as a partner, he will only benefit. Any sports facility has its own budget, and in a conversation with the owner, he must be convinced that his budget problems are also your problems, which you will help him solve. It is not so easy to convince the owner, since he initially believes that you and him are on opposite sides of the barricades, ”says William Crockett.
A fairly typical situation is when, after putting a sports facility into operation, it is managed by specialists from the same company that built it. Or the construction is managed by the customer company, which controlled the process of construction work at all stages. “First of all, it is necessary in terms of compliance with technological requirements and norms,” says Mikhail Zagainov, General Director of the Megasport Sports Palace on Khodynka. “In Russia, there are no construction organizations specializing in ice technologies in the construction of arenas. They can build a “box”: walls, partitions, but they will not be able to competently design and lay the necessary pipes inside. That is why we need to supervise the entire process of building the ice arena from the very beginning, since we then have to manage it. Our team of specialists has been working with ice for 30 years and has unique ice technologies and international patents,” summarizes Mikhail Zagainov.
The same applies to the field of organizing events. It is important that those who will manage the sports facility have a clear idea of how exactly they want it to be. If they manage to convey their vision to the builders, the chances for the effective use of the facility will increase significantly. Not only in Russia, but also in Europe, when determining the size of the future stadium, the customer, whether it be a club or a local administration, is often guided by the principle: “to have more than they have”. Only independent partners with sufficient experience in the operation of large structures have a chance to convince him. If the most important decisions are made with the participation of future managers, the latter will have no one to blame in case of failure.
Why do they need sports facilities?
The possibility of including sports facilities in the scope of their activities for Russian management companies is also complicated by the general opacity of the national sports market. Nevertheless, from the point of view of the established rules, it is easier for Russian managers to enter the sport than for their European counterparts.
“Theoretically, everyone who is ready to take on this considerable responsibility has a chance to become the management company of a sports facility,” believes Dinara Tagirova, Cushman & Wakefield Property Management Consultant. this moment in Russia, activities in the field of management and operation of real estate do not require special certificates, with the exception of a license to maintain fire protection systems. In the West, in Europe and, especially, in the USA, in order to carry out such activities, mandatory certification is necessary, the same is necessary in the maintenance and operation of sports facilities and equipment,” Dinara Tagirova notes.
The reason for the interest in sports infrastructure facilities for management companies may be the prospect of establishing contacts with local authorities and owners of sports clubs with whom they will cooperate. Consulting firms often go for lower prices for football and hockey clubs in the expectation that the companies to which they belong will subsequently turn to partners they know in sports and in their core activities. It is quite possible that managers of clubs and arenas should hope for a similar prospect in their relations with management companies. In addition, work at large sports facilities is able to raise the prestige of the contractor in the eyes of potential clients of a smaller scale.
Like in Brazil
Alexander Parfenov, who, prior to joining Colliers International FM, headed the department for the preparation of mountain cluster facilities at ANO Sochi 2014 Organizing Committee, describes the process of organizing the world's largest competitions as follows: the building is complete, and already decides how the logistics will be organized for the movement of visitors, where there will be security, where mobile outlets will be set up, and so on. The organizing committee creates its own staff, which ensures the holding of the competition, including the staff of the operational service, while the management company becomes part of the organizing committee team.
Carlos de la Corte, The head of the Brazilian Arena Estadios, which is the official adviser to the Organizing Committee for the 2014 World Cup, solves many problems similar to those in Russia. In Brazil, 12 stadiums will be involved, of which 8 will be built from scratch, while in Russia 12 will be built almost from scratch. Even Luzhniki, the only stadium currently technically ready to host world championship matches, by 2018 th year will change drastically. “A common problem in preparation for the 2014 and 2018 World Cups in our countries is low level management of sports facilities. Both in your country and in our country there is simply not enough experience in the field of management and operation. We must focus on the ease and affordability of stadium operation, their comfort, safety and financial potential,” says Carlos de la Corte.
Fundamentally, the model of managing sports facilities in Russia does not differ from the global practice. Moreover, neither in Europe, nor in America, nor in Asia today there is a universal model for managing the sports industry. The question, rather, is the degree of development of the market itself and the qualifications of the players on it. The Russian market is currently lagging behind even Eastern European countries. In the labor markets of Warsaw, Prague or Budapest, there are enough specialists with ten years of experience in international management companies.
“The task of Russian universities that train sports managers is precisely to teach the student how it should be and how it should be all over the world, and to prepare him for what actually awaits him in Russian reality... Management of sports facilities is not is something unattainable in terms of qualifications. I am sure that in the foreseeable future there will be enough professional managers of sports facilities on our market,” Igor Kolesov believes.
Igor Kolesov, head of the faculty "Management in game types Sports” of the innovative and educational company RMA: “I think that many of our clubs would be happy to outsource management companies, but here the differences between the Russian approach and the global one are very significant. Let's start with the fact that the League teams should have roughly comparable financial capabilities. And this is not the case in Russia.”
Evelina Ishmetova, Vice President, Head of Consulting Department GVA Sawyer: Classical PPP schemes in the construction of sports facilities are not yet used in Russia due to cultural differences in doing business in general. The Western business model is initially focused on a lower expected rate of return. There is a higher average check per visit sports complexes, and their reach is higher, since the same Europe is more densely populated than Russia (not counting Moscow).
Since ancient times, mankind has placed special emphasis on sports. For a long time it was aimed more at developing combat skills than directly maintaining the health of the body, but the result was exactly the same. Now sports facilities are used everywhere, and many states, including the Russian Federation, allocate serious funds for their development. At the heart of the modern doctrine of most countries is concern for the health of fellow citizens. The background may be completely different, but the fact remains: buildings of this type are constantly being built.
What it is
A sports facility is a special building (it can be both open and covered), which is equipped with everything necessary equipment for sports and/or sports. Depending on the characteristics of a particular site, it can be used both for specific sports, and be universal or multifunctional.
Story
Athletic facilities how specialized buildings (or their analogues) began to appear as early as the Stone Age. Of course, at that time everything was extremely primitive, and at best some kind of canopy was used to protect from the sun and relatively similar stones as sports equipment. A little later, similar buildings began to appear in America. The Indians actively used their sports facilities as places of religious significance. For them, the game of ball or disc was closely connected with current beliefs, which gave what was happening in the "stadium" a special meaning and gathered huge crowds of "fans". At the moment, more than 1300 such structures have already been discovered, and most likely this is far from the limit. In terms of history, Ancient Rome and Greece are next in line. There, sport was closely intertwined with the very idea of the existence of society and partly also with religion. So it is not surprising that the Olympic Games were founded precisely in Ancient Greece, and the Roman Empire became famous, among other things, also for its majestic coliseums, where various competitions were held and gladiators fought. After the fall of Rome, sport ceased to be a centralized, state structure, and until the Renaissance, it was practically not remembered.
Classification by purpose
All physical culture and sports facilities can be divided into several groups. One of the most popular is the classification according to the type of purpose of a particular building. There are three main types:
- Health-improving and physical culture. Such buildings are primarily intended for the local population to engage in physical education and outdoor activities. In the overwhelming majority of cases, such facilities are focused on those sports that cannot pose a threat to the participants themselves or others.
- Training and educational. Structures of this type are focused on improving the skills and abilities of those who wish. Typically, such buildings operate on the basis of educational institutions. There are the following types: checkers, chess, equestrian, skating, shooting, bobsleigh, skiing, sailing and rowing. All of them, regardless of whether they are equipped with seats for spectators or not, belong to this classification group.
- Spectacular sports. The last type are special facilities, which are focused primarily on mass sports events, designed to comprehensively cover a particular sport. Such buildings are characterized by a large number spectator seats with excellent visibility, as well as convenient evacuation systems. Types of such facilities: autodrome, velodrome, sports palace, stadium.
Feature Classification
In addition to the purpose, such buildings are also divided according to their features:
- Complex. Structures that consist of several separated buildings at once, but united by a common infrastructure or territory. Types: multiplex buildings, playgrounds, swimming pools, sports palaces and stadiums.
- Separate. The complete opposite of all of the above. They are characterized by a narrow specialization in one sport. Types: shooting stand, horse arena, cycle track, rooms for winter views sports, baseball fields, rugby, football and so on.
- Planar. Sports facilities of this type are characterized by the presence of a large amount of flat space. Views: ski slope, skating track, sports field.
- Volumetric. Any buildings on the premises.
- Embedded. It refers to such sports facilities that are created in premises with a different purpose.
- Separate. Dedicated area for sports.
- Adapted. Created on the basis of other buildings or territories, which up to this point were not focused on sports.
- Specialized. Such structures were originally created with a specific sporting purpose.
Design classification
By design features types of sports facilities are divided into:
- Covered. They are characterized by the presence of a roof over the head of the competitors. Usually built for sports that do not require a lot of free space, but there are also rooms for playing football and other similar sports.
- Open. Any sites not equipped with special shelter from the sun, wind or any adverse weather conditions.
A lot depends on the sport here. In some cases, the creation of indoor areas will not be appropriate, while in others (for example, with winter sports), it will become mandatory.
Structure
When designing sports facilities of any kind and type, there are always three main structural elements that together create general form buildings.
- Main. This is exactly the place where sports are held.
- Auxiliary. Locker rooms, showers, administrative, medical and other similar buildings not directly related to the chosen type of sport, but indirectly contributing to the improvement of working conditions or classes.
- Spectators. These are any stands or other options for places for those who want to watch the competition. It also includes other infrastructure options, such as cafes and bathrooms.
Design
In addition to the structure, the following features that are important when designing a structure should also be taken into account:
- The height of the hall, depending on its size and purpose, should be at least 7, but not more than 15 meters (subject to the use of indoor spaces).
- Indoors and outdoors sports ground must be free of any obstructions such as columns or poles.
- The requirement for uniform lighting is mandatory. It can be achieved both naturally and artificially, but general rule states that the competition area itself must be better lit than the spectator stands, so that they do not attract much attention to themselves. In some cases (boxing, wrestling, fencing, and so on), additional directional light sources are required.
- Regardless of how the desired level of illumination is achieved, the possibility of dazzling the competitors must be avoided.
- The walls of the building inside must be smooth. No niches or protrusions are allowed. Their texture should be light and easily washed off.
- If necessary, special mounts for portable sports equipment can be provided in the hall, but they must be completely closed and, until they are needed, do not interfere with people in any way.
- Window sills cannot be located lower than at a height of 2.2 meters, and only on one side of the hall.
- The average indoor temperature should not be below 12 degrees, it is undesirable to raise it above 15 degrees.
Control Features
All types of sports facilities can be divided into two categories according to the type of management: private and public. Nothing concrete can be said about the first ones, since the owner has the right to establish any rules of work, as long as they do not contradict the current norms and legislation. Management of sports facilities of the state type as a whole differs little from work with any other buildings. It is necessary to check the structure in a timely manner for the need for scheduled repairs, provide the required equipment, monitor the operation of electricity, water supply and sewerage, organize competitions and / or attract those wishing to play sports. Depending on the type of facility, the sports for which it is oriented, and some other factors, the management features may differ slightly, but in general remain approximately the same.
Technology and sports facilities
The norms of sports facilities are currently focused exclusively on modern sports. However, due to the constant development of technology, new requirements for the operation of such buildings may arise in the near future. Almost everything that is somehow related to sports and can be used to maintain physical form already exists in one way or another in the world. In the future, as more advanced technologies in the field of robotics appear, competitions can reach a new level, when a person only controls the machine from afar, and compete with each other in the arena different models robots. Something similar already exists, but so far only in its infancy.
Results
The classification of sports facilities allows them to be divided into groups depending on the type of work and features. For ordinary people this does not play any role, but is directly related to the state's ability to build new facilities. A clear understanding of where and what types of buildings are present, as well as data on their workload, helps to make decisions about further development this direction.
An important condition for the effective implementation of social tasks and functions physical education and sports is the full development of sports infrastructure of various kinds. The Federal Law "On Physical Culture and Sports in the Russian Federation" pays great attention to sports infrastructure facilities, which provide, in particular, sports and health services to the population.
In accordance with the law, sports facilities are defined as engineering and construction facilities created for holding and servicing sports events and / or sports events, cultural events. In addition, modern sports facilities, regardless of their organizational and legal form, are considered as business entities and facilities where the management system is directly implemented, ensuring the optimal functioning of physical culture and sports activities, including in the form of an educational and training process.
The concept of "sports facility" is directly related to the concept of "physical culture and sport" as a social process in the light of three basic sciences: philosophy, economics and physiology.
From the point of view of philosophy, sports facilities are the material basis on which the entire sports-ideological superstructure consistently arises and develops. One cannot exist without the other, because all the goals of physical culture and sports will remain only a declaration, if there are no special places for classes.
From the point of view of economic science, sports facilities are considered as having fixed assets: equipment, inventory, equipment with modern information equipment, etc. All material funds set in motion intangible labor funds, namely: technologies, methods, software and everything that can be called intellectual property, which together creates
the driving force of physical culture and sports in the form of an economic system for the provision of physical culture and sports and sports and entertainment services to the population.
From the point of view of physiology (physiology of sports), sports facilities can be considered as a certain material environment, the model of which is human physiology. In other words, such a material environment is a reflection (imprint) of the physiological capabilities and limits of the human body. All achievements of an athlete can be revealed only through the use of a sports facility, as well as equipment and inventory located in it.
All this together underlies the modern concept of sports facilities as a basis for the physical and cultural development of man and society. Currently, according to the criterion of the form of ownership, the following groups of sports facilities are distinguished:
Sports facilities (more than 80%) that are state or municipal property;
Sports facilities (12%), which are limited liability companies;
Sports facilities (4%), which are joint-stock companies;
Sports facilities (3%), which are non-profit organizations.
The choice of a strategy for the functioning and development of sports facilities corresponds to the capabilities of a sports facility, determined by the form of ownership.
Sports facilities can be classified according to other criteria. So, according to architectural and planning features, sports facilities are divided into adapted and specially built; according to space-planning structures - open and covered (supplyed under the roof); in terms of service volume - into specialized (for one sport) and complex (for several sports).
Major international sporting events scheduled to take place in Russian Federation stimulate the construction of sports facilities in the country. Unique sports facilities of a completely new type have been built and are being built using the most modern construction technologies, equipment and equipment in connection with the Universiade 2013 in Kazan, Winter Olympics 2014 in Sochi, 2018 FIFA World Cup in Moscow, etc.
The prototypes of modern sports facilities were ancient palestras, stadiums, hippodromes and circuses. In the Middle Ages, mainly grounds for military sports competitions were built. The active construction of sports facilities in the world began at the end of the 19th century, which was largely due to the beginning of the modern cycle Olympic Games.
In the Soviet Union, before the 1980 Olympics in Moscow, there was an increase in the construction of sports facilities, then, due to economic changes in society, there was a decrease in the construction of sports facilities. At present, the level of provision of citizens of the Russian Federation with sports facilities, although growing, is only 19% of the accepted social standards.
The federal target program "Development of physical culture and sports in the Russian Federation for 2006-2015" determines the following areas in the management system of the network of sports facilities in the country and in the management of each individual sports facility:
Development of targeted programs for the construction and reconstruction of sports facilities at the federal, regional and municipal levels of government based on existing social standards;
Development of mechanisms for investing in sports infrastructure;
Improving the regulatory framework for the operation of sports facilities, adjusting the modes of their operation;
Formation of service standards in order to increase safety and comfort when visiting sports facilities, etc.
During the period of active preparation for competitions, including training of athletes, regional and local competitions, one of the most important tasks is the accumulation and systematization of information about sports facilities, their location, actual condition, as well as the readiness of sports facilities to host official physical culture and sports events, as well as and ensure their safety.
The lack of systematized information about sports facilities, their characteristics, technical equipment, and location gives rise to a number of problems. Without relevant statistics, it is difficult to determine the participation of the population in sports and, as a result, to correctly plan the construction of new sports facilities. Potential users of sports facilities, including sports federations, have nowhere to get objective data on the state of sports facilities in their own or neighboring region, and even more so on newly created facilities that are built according to the most
modern quality standards, but no one knows about their existence outside the territory of their location.
Today, a decision has been made to create an information base, with the help of which it is possible not only to collect and process information about sports facilities, but also promptly provide the required objective information to all interested parties.
The management of sports facilities as a complex management activity is implemented much earlier than sports facilities begin to operate. The commercial success of the project will also depend on how organically this preliminary stage is included in the overall cycle of sports facility management.
There are three main components in the management structure of sports facilities:
Management of construction (reconstruction) of sports facilities;
Management of operation of sports facilities;
Sports facility management as a social organization.
The first component of management includes the formation of a construction concept in accordance with the intended purpose of a sports facility; project management; construction of the facility, taking into account the use of modern developments in the field of construction technologies, materials and equipment, their impact on humans and the environment; issues of developing a preliminary concept of management, including determining the powers of the activities of the head of the future sports facility, the formation of an information package received from the customer, as well as information about the market for objects of leisure and recreation areas for citizens. At this stage, the procedure for transferring a sports facility as a real estate object to its management as a social organization takes place.
The second component of management involves the operation of a sports facility as a complex system of engineering and technical communications, including heating, lighting, ventilation, water treatment and other systems used depending on the typology and activities of the sports facility. Engineering and technical communications require clear management and delimitation of powers, determination of the working functions of the personnel of a sports facility, which to a large extent distinguishes the tasks and functions of managing sports facilities from managing any other physical culture and sports organizations.
The third component of management assumes that a sports facility functions as a social structure, a special institution or organization, including a team of employees engaged in certain socio-pedagogical and managerial activities for physical education, the provision of physical culture and sports services to the population and the development of elite sports.
A sports facility as a social organization has goals, a system of social functions and roles, as well as its own hierarchy in construction, corporate values and culture.
The management of a sports facility as a social organization is subject to all the laws of organization management in accordance with the specifics of the production and release of a specific end product, which is physical culture and sports services. Their sufficient assortment and high quality are the main task of the management of sports facilities as a social organization that satisfies the needs of the population in physical culture and sports services.
At present, a comprehensive assessment of sports facilities is needed in terms of their compliance with modern world requirements, standards and the needs of specific population groups. Qualitative and quantitative characteristics of sports facilities, expressing the degree of compliance with modern requirements, can be considered as evaluation criteria.
The system of criteria for sports facilities includes:
Social criteria - the possibility of providing various physical culture and sports services for various segments of the population;
Urban planning criteria - compliance of the number, types, location and design of sports facilities with city planning standards, its status and prestige;
Typological criteria - compliance of sports facilities with typological parameters adopted on the basis of building and design standards for various types structures;
Economic criteria - the level of profitability of a sports facility, the amount of annual profit, general indicators of the economic efficiency of its operation;
Environmental criteria - the degree of environmental pollution of the territory, as well as the availability of materials that determine the level of the ecological state of the sports facility, the possibility of organizing protective measures to create a normal level of suitability of the sports facility.
Today, approaches to the construction and operation of sports facilities in the Russian Federation are largely determined by global trends. The global sports facilities industry includes tens of thousands of companies and specialists in sports facilities of various profiles. These are architects, designers, builders, managers, consultants in various fields of engineering, law, economics, etc.
Most specialists are united in professional associations, for example, in the International Association of Sports and active rest. In our country there is Russian Association of Sports Facilities. IN the functions of such associations include providing the necessary information to participants in the development of the sports industry and sports facilities to solve the main task - to improve the health of the population of Europe and the world.
The main trends in the development of sports facilities include the following:
Active introduction of new technologies in the creation and management of sports facilities. Modern sports facilities are a place of concentration of achievements of scientific and technological progress in various fields of knowledge: telecommunications and means of communication; chemical industry, architecture and design; construction and finishing technologies; automated control systems at sports facilities;
Growth of requirements for the safety of spectators and participants in sports events at sports facilities. Safety includes items such as educating fans football teams, the fight against the manifestation of hooliganism and vandalism at the stadiums of the country; fire safety; environmental and chemical safety; safety of engineering structures and building technologies in the creation and operation of sports facilities; compliance with sanitary and hygienic standards in swimming pools, gyms and other sports facilities;
Increasing the requirements for service standards for visitors and participants in sports events, i.e. the introduction of generally recognized standards of modern service for servicing all visitors to sports facilities, including children, the disabled, VIPs, etc. The same requirements apply to the infrastructure of sports facilities, assuming the presence of parking lots at the sports facility, the provision of additional services for visitors, the availability of modern information points, etc.;
Ecologization of sports facilities, i.e. the development of various types of physical activity with the maximum use of the natural terrain - mountainous terrain for embedding modern ski slopes, mountain routes and water parks; " open water» to create swimming pools, aqualands, etc. This trend also implies the use of environmentally friendly materials in the construction and decoration of sports facilities, the availability of treatment facilities for the operation of specialized facilities;
Creation of sports centers in the structure of hotels and tourist complexes, i.e. the presence gyms, SPA centers and other means of relaxation and rehabilitation in the structure of tourism facilities, as well as the construction of wellness hotels located in ecologically clean areas. This trend involves the conduct of sports centers and fitness clubs on a contractual basis with travel agencies of special tours for recreation, combined with aerobics and other types of fitness;
Improving management processes at sports facilities. This trend meets the objectives of the development of sports facilities in the face of fierce competition in the market of physical culture and sports services around the world and involves the active positioning of sports facilities in all permitted ways, including detailed segmentation and in-depth study of the consumer market; formation of a service promotion policy and pricing policy based on the principle of freedom of choice and accessibility of physical culture and sports services.
Thus, in the world and domestic practice of the development of the sports industry, great attention is currently paid to the management of sports facilities as the main factor in ensuring healthy lifestyle life of each individual and society as a whole.
2. What are the goals and objectives of managing the sphere of physical culture and sports?
3. What is the difference between the tasks of managing subsystems in the sphere of physical culture and sports?
4. How is physical recreation management organized?
5. What are the organizational bases for the management of motor rehabilitation?
6. What are the features of high performance sports management?
7. What are the main trends in the development of sports facilities as the material and technical base of physical culture and sports can you name?
LITERATURE
Galkin V.V. Economics and management of physical culture and sports / VV Galkin. - Rostov n / a, 2006.
Zholdak V.I. Management / V.I. Zholdak, S. G. Seyranov. - M., 2006.
Zuev V.I. Management and managers of the domestic sphere of physical culture and sports / VN Zuev. - M., 2006.
Kruglova T.E. Sports management /T.E.Kruglova. - St. Petersburg, 2006.
Pochinkin A.V. Management in the field of physical culture and sports / A.V. Pochinkin. - M., 2010.
CONTROL QUESTIONS
1. How can the sphere of physical culture and sports be characterized as an independent industry?
Chapter 7
The development of physical culture and sports is one of the most important goals of the Russian Federation. A large number of sports facilities are being built at the expense of the federal budget, and in the future the facility is maintained at the expense of the state. But there are facilities that are being built at the expense of private investors. At the same time, the manifestation of this kind of construction is charity, since this type of business is considered low-income and inefficient.
When studying the specialized literature on the management of sports facilities, we can conclude that this area is not sufficiently developed in Russia, sports facilities are considered as a social sphere of society, forgetting about the economic component. All over the world, sports facilities are no longer social projects, where management consists in controlling the targeted use of allocated funds.
Management is the process of organization, planning and control necessary to achieve the goals of the organization. For organizations of physical culture and sports, the goal is to increase the population of people regularly involved in sports. As a result, the tasks of ensuring the functioning at the expense of their own resources and funds go by the wayside.
The main legal criteria for the concept and essence of a sports organization are regulated in Art. 10 and 34.1. Federal Law "On Physical Culture and Sports in the Russian Federation" (hereinafter - the Federal Law "On Sports"). In particular, according to the provisions of Part 1 of Art. 34.1. of this law on the organization providing sports training (sports organization):
1) a physical culture and sports organization (sports training center) may carry out sports training if the purpose of its activities is to conduct such sports training on Russian territory;
2) organization additional education may carry out sports training if its activities are directly related to physical culture and sports;
3) a professional educational organization may carry out sports training if its activities are directly related to physical culture and sports.
Thus, only the three above-mentioned categories of sports organizations are legitimate in Russia. At the same time, it follows from these provisions that the concept of a sports organization includes the signs of a physical culture and sports organization, a sports training center, as well as educational organizations 2 types (organizations of additional education for children and professional educational organizations).
Sports organizations in the form of sports training centers are classified according to the federal and regional levels, being named respectively federal or regional center sports training;
The federal sports training center is formed on the basis of a government decision, taking into account the proposal of the Ministry of Sports of the Russian Federation and the opinion of the relevant all-Russian sports federation;
The regional sports training center is created in accordance with the decision of the regional authority, taking into account the opinion of the relevant all-Russian sports federation;
A sports organization may include in its name the category "Olympic" or a single-root word (phrase) in accordance with the procedure established by the Ministry of Sports of the Russian Federation (unless otherwise indicated in the federal law);
The conditions (procedure) for admission to sports organizations of the federal level, which are created by the Russian Federation, are established by the Ministry of Sports of the Russian Federation;
The conditions (procedure) for admission to sports organizations of the regional level, which are created by the constituent entities of the Russian Federation (municipalities), are established by the regional authority;
The main criteria (rules) for the admission of persons to sports organizations are established by the founder (founders) of this organization in accordance with the requirements of federal legislation, fixing them in the charter of a sports organization;
Sports organizations that operate at the expense of budgetary funds (budgetary sports organizations) can conduct sports training abroad, if it is provided for by the sports training program. That is, the essence of a sports organization can be characterized in the organization of the training of athletes at the federal and regional levels in Russia and abroad, using budgetary and extrabudgetary funds. This rule may apply to fitness clubs if their activities include the education of relevant athletes in the field of fitness aerobics.
Sports schools, which are one of the main segments of the industry, have the right to provide paid, conduct business activities that do not contradict the law, and can bring additional funds to the organization. This aspect is relevant, since the sphere of physical culture and sports is in a limited budget. In this case, sport school is equated to an enterprise, and the legislation of the Russian Federation in the field of entrepreneurial activity becomes the main regulatory instruments.
An integral part of entrepreneurial activity is marketing, which in the sports industry has its own specific features. These are: fans, transfers of athletes, the mass character of sports, sponsors and much more.
In addition, many enterprises are beginning to use sports marketing for their own purposes, in completely different industries. The main goal of this phenomenon is to attract new consumers and strengthen market positions. The main example of the use of sports marketing can be considered organizations that, during major competitions become sponsors.
Marketing is focused on the final product, in the field of sports there are four types of products: goods, sport's event, training and information. The amount of demand for a product of physical culture depends largely on the consumer. IN modern conditions, most of the population is accustomed to receiving services in the field of sports for free. This aspect creates obstacles to the formation of a market relationship of supply and demand.
The production and provision of services and goods in this area must be correlated with market requirements. Therefore, the manager of sports facilities needs to constantly monitor the state of the consumer market.
In modern conditions, the activity of any organization or enterprise depends on the availability of financial resources. The size of these resources largely depends on effective management decisions, which, in turn, should ensure the economic growth of the organization.
The main sources of income for sports organizations and facilities are:
Financial resources for the development of physical culture and sports allocated by state bodies;
municipal budgets;
trade union organizations;
educational structures.
Also in the course of research on the topic of the dissertation, sources of income in professional clubs were studied various kinds sports. The main ones are:
Income from the sale of rights to television and radio broadcasts, which usually make up 40-60% of total income;
Terms of use of the sports arena. According to statistics, for Russian football clubs, 64% of the stadiums are leased or rented from the state, 17% - the arena is owned by other organizations;
Tax incentives such as VAT are not paid on admission tickets to sporting events.
But the risks also increase in connection with the receipt of income:
Risk of loss of income from the sale of rights to broadcast matches;
Risks associated with the loss of players;
Risks associated with wage increases, for example in England, over the past 30 years, the wages of football players have increased by 154 times, which is not observed in any other area of society;
The risk associated with a decrease in income from the sale of team players;
Risks associated with incidents in the arena;
Risks associated with the terms of use of the home arena;
Risks associated with changes in the existing tax regime;
Risks associated with changes in the rules for regulating the activities of professional sports.
It should also be noted intangible assets professional clubs. These are: the brand of the club, fans, coaches and players. An important point is that it is impossible to take into account human capital at enterprises in the manufacturing sector. And in professional sports, thanks to the concept of a transfer contract, it is possible to increase the value of the business, i.e. club. The book value is not subject to revaluation with increasing value.
It is important to note that in professional sports, as in the manufacturing sector, there is the concept of depreciation. In this case, it is a uniform write-off of the book value of a player or coach. Even if the player renegotiates a new contract, the write-off continues with the residual value, evenly, relative to the duration of the new contract.
Figure 1 shows a diagram of the functioning of sports facilities.
Figure 1 - Scheme of functioning and formation of the result of financial and economic activities of sports facilities
Most of the sports facilities in the Russian Federation are budgetary institutions, as a result of which budgeting is the main management tool. This tool includes the preparation and analysis of plans, as well as their implementation, control over the economic activities of the organization.
Taking into account the specifics of the sports field, it is possible to formulate the definition of budgeting for a sports organization - this is a complex management technology that, based on the existing financial structure and regional characteristics, in accordance with the set development goals expressed in the form of financial and non-financial indicators, allows organizing the work of financial responsibility centers, carrying out planning , systematic accounting and control of all financial flows within a given time frame.
At the moment, the budgeting process is being structured in such a way that sports facilities are distinguished from sports and commercial activities. And the budget goes to the sports component, which is calculated based on the location of the facility, the population and the program of the sports federation. But in many ways, the main function of the budget is to achieve a balance of income and expenses, for the possibility of the operation of the facility.
The management of a sports facility in our country is reduced to control over traffic-related operations Money, as well as analysis of activities through the balance sheet items.
The issue of financing is one of the most important positions of the Department of Physical Culture and Sports. The basis of state policy in this area is determined by the Ministry of Sports, Tourism and Youth Policy of the Russian Federation, as well as executive authorities.
Implementation of the laws on “Municipalities” and on “ general principles organizations of local self-government in the Russian Federation” allows to ensure the stable development of physical culture and sports for the population of the municipality. Local self-government provides assistance to the development of sports, taking into account economic and social indicators.
The regulatory and legal framework for the sphere of physical culture and sports is aimed at realizing social potential and strengthening positions on the world stage. In turn, for comparison, in the Western countries of Europe, the regulatory framework is primarily aimed at the development of physical culture and sports within the country, i.e. indicators are the results of sports facilities in the domestic arena.
The uncertainty of managerial priorities and the low level of financing of physical culture and sports as an industry does not allow the development of municipal infrastructure. The current tax legislation does not encourage individuals to invest in the construction and maintenance of sports facilities.
In the pricing strategy for the services of sports facilities, the following factors should be highlighted:
Qualification of trainers-teachers and instructors;
Feature of the target audience, which largely depends on the location of the sports facility;
The presence of demand for services in the field of physical culture and sports.
Studying the activities of sports facilities, it is necessary to highlight the diversification and versatility of the services provided. Ideally, the facility seeks to occupy as many niches as possible to maximize profitability, while studying the direction of the region in the development of sports, and depending on the material and technical base of the facility.
An analysis of entrepreneurship in the sports industry, as well as possible ways for the development of physical culture and sports in the regions, made it possible to identify the existing development trends:
Increasing the services provided in this area;
Development of partnerships between the public and private sectors, starting from the design and construction stage;
The development of sports as an industry;
Sport as an instrument of influence on the Goodwill of the region (the Republic of Chuvashia, Tatarstan).
Positive factors for business development in this area are also analyzed:
Increasing the volume of construction of sports facilities at the expense of budgetary funds;
The holding of major competitions of various levels in Russia, which contributes to the popularization of physical culture, and leads to an increase in the number of people involved, i.e. potential consumers of the product.
But it is worth noting that there are also negative factors:
A sharp reduction in the coaching and teaching staff of sports organizations.
Thus, we can conclude that the main problems for business development in the field of physical culture and sports are:
Insufficient development of the infrastructure of sports facilities in the regions;
Low interest of private investors to do business in this area;
Lack of business experience in this area;
Low demand for the purchase of services and goods of the sports industry, as there are budget analogues of sports organizations.
The development of the sphere on the basis of public-private partnership is the main direction for improving the financial support of physical culture and sports. This is confirmed by the main regulatory documents: "Strategy for the development of physical culture and sports in the Russian Federation for the period until 2020" and the state program "Development of physical culture and sports", where the financial components of the industry are defined as an effective investment in human capital.
The strategy states that the relationship between the private sector and the state can be implemented:
Sports and technical, physical culture and sports, public and state organizations, sports federations;
Scientific and educational organizations.
Public-private partnership projects in the field of physical culture and sports are being implemented at the regional and municipal levels.
