Deck 14: Performance Analytics for Sport Facilities

Question 1

Why is performance management important for sports facility managers?

A) To demonstrate whether or not strategies and objectives are being met
B) To identify financial changes to guide financial decision making
C) To establish how customers feel about products and services
D) All of the Above

Answer 1

D
Explanation: All of the Above (Choice D) is correct. This chapter is about good performance evidence and it is this evidence that will help to facilitate whether or not strategies and objectives are being met, identify financial changes to guide financial decision making, and establish how customers feel about products and services. In addition, performance management is used to identify the quality of service provision.

Question 2

What does the 'E' stand for in the MASTER mnemonic?

A) Equity
B) Efficient
C) Effective
D) Ends not Means

Answer 2

D
Explanation: Choice D is the correct answer because the MASTER mnemonic describes the attributes of appropriate objectives and the 'E' signifies that objectives should be about ends (results) rather than means (processes).

Question 3

Concern with the achievement of output targets is best described as:

A) Excellence
B) Efficiency
C) Effectiveness
D) Equity

Answer 3

C
Explanation: Choice C is the correct answer because effectiveness is concerned with measuring the extent to which objectives are met and is not concerned with the cost of inputs (economy), or the ratio of inputs to outputs (efficiency).

Question 4

Effectiveness is particularly important in the management of public sector sports facilities for all of the following reasons EXCEPT:

A) The Public Sector has objectives that are largely non-financial
B) Financial performance is unimportant in the Public Sector
C) Public Sector managers need to demonstrate the fairness of their services
D) All of the above are reasons

Question 5

What is the essential ingredient for reliable performance information?

A) An organization's Annual Report
B) Good quality data
C) A highly specified computer system
D) The ability to use a spreadsheet

Question 6

The percentage of visits to a sport facility that are identified as being first time visits to the facility is a measure of:

A) Utilization
B) Economy
C) Access
D) Customer Satisfaction

Question 7

Comparing how much your customers spend on food and drink at your sports facility with the same data from another facility, is an example of:

A) Ratio analysis
B) Process benchmarking
C) Data benchmarking
D) Industrial espionage

Question 8

Learning from managers at other facilities about how they score better results for the sale of food and drink than you, is an example of:

A) Process benchmarking
B) Financial appraisal
C) Data benchmarking
D) Performance measurement

Question 9

The annual number of visits per square meter of facility space is a measure of:

A) Utilization
B) User density
C) Access
D) Market share

Question 10

In order to demonstrate an all-round perspective on performance measurement, Kaplan and Norton (1992) devised the concept of the:

A) The European Foundation for Quality Management Excellence model
B) Performance Indicators
C) The National Benchmarking Service
D) Balanced Scorecard

Question 11

Is there such a thing as too much evidence for a manager of a sports facility? If so, how can the manager decide which evidence is the most relevant?

Question 12

Is self-assessment an appropriate mechanism for measuring performance? Discuss the merits of this against assessment by an independent, external assessor.

Question 13

Discuss which performance dimensions are likely to be important for a public sector facility manager, a commercial facility manager, and the manager of a charitable facility.

Question 14

Write one good example of a sports facility objective and one example of a weak sports facility objective. Consider the extent to which each example stands up to the MASTER mnemonic.