The glittering new and renovated facilities featured in every June issue of Athletic Business each have their own unique story as to how they came to be. But every single one of them is the result of an individual or group of individuals identifying a void and somehow convincing potential stakeholders to help them see it filled.
And as beautiful as the projects in this year’s Architectural Showcase are, the pitching of projects isn’t always pretty. In fact, Paul Brailsford — CEO of venue planning, development and management consultancy Brailsford & Dunlavey — isn’t particularly fond of the term “pitch,” which suggests a certain degree of salesmanship.
“A significant component of B&D’s brand is that we are the people who can get a project approved, funded and built — therefore, we are experts in ‘pitching’ projects,” Brailsford says. “But the secret to our success is that we have mastered avoiding the ‘pitch’ dynamic altogether. There are several traps inherent to the pitching process that hinder the prospects of a valuable initiative being broadly embraced within a campus or community setting. Pitching is a selling process that focuses on the product being sold, and the context is almost always one of determining the prioritization of how scarce resources should be allocated — and that context is competitive.”
AB asked architects and consultants for their advice on how to navigate the process of turning athletic, fitness and recreation project ideas into action — and, a few years down the timeline, into void-filling facilities.
Who are the champions?
Some person or group of people has to open the conversation regarding a project concept, but opinions vary as to who might be best suited to do so in a way that ultimately closes the deal.
“It is really important that the need for a facility comes from the community and community leaders and not from staff, elected officials or consultants,” says Ken Ballard, himself a consultant specializing in recreation for Ballard*King & Associates. “From there, a citizens committee should be the group moving the project forward to reality. This is particularly important for a project that will require a public vote for funding.”
It’s not a job for just anybody, Ballard argues. “Finding the right community individuals to be the champions for the project is essential,” he says. “A lot of thought needs to go into this. You want individuals who are well respected in the community, represent a good cross-section of the population, are passionate about the project and are willing to see it through despite potential setbacks.”
This process starts with identifying a need, then identifying its torch bearer. “Frequently, this community need is driven by a desire for an improved quality of life,” says Katie Barnes, principal and managing partner at Barker Rinker Seacat Architecture. “A champion is then required to move the idea forward. This champion may be a passionate community member or group, a parks and recreation director, or a mayor or town manager. City/town leadership support is critical for success, regardless of who the champion is.”
“Typically, our involvement begins when a need or deficiency is recognized within a community, often initiated by figures such as park and recreation directors, university athletics departments, or student recreation directors,” adds Chris Roberts, a principal at Opsis Architecture. “These individuals serve as the catalyst for the project, presenting their pitch to the broader community.”
According to Aaron Pleskac, principal at SRG + CannonDesign, virtually anyone can get the ball rolling on a new project. “The truth is that ideas come from all different places. It could be a coach who identifies the facility need, athletics administrators could bring the idea forward, or even committed donors who want to make a positive impact on the institution. From our perspective, there is no right or wrong place for an idea to originate,” Pleskac says, adding, “It is particularly important to ensure the idea is aligned with the proper motivations. If coaches feel a new facility will boost student-athlete recruitment, then it needs to be set up and designed to achieve those goals. Maybe the goal is more about revenue generation or conference/professional association requirements, fan experience, tourism — the list goes on. From our experience, setting a project up for success begins with understanding the motivations and building toward that goal from day one.”
Regardless of who is doing the pitching, that entity must not assume the persona of project advocate so much as steward of something essential within the given community. That’s according to Brailsford, who again chooses to emphasize the concept of context. “Rather than adopting the role of advocate for an initiative, it is more effective to adopt the perspective of a responsible party seeking to drive value in the context of what is needed by the community or institution,” he says. “You need to show up as an outwardly focused servant leader and not as an inwardly focused advocate of a project that is in competition with other initiatives for support. A servant leader solves problems, closes gaps and optimizes the delivery of benefits and values that reinforce what the institution, organization or community stands for. There must be a clear vision of what ‘better’ looks like — in broad terms — and all who share that vision must become collaborators before a project concept is formulated. To do otherwise is to walk into the arena with a product to pitch, and the product’s multiple facets are complex and cumbersome to present.”
Photo by Mimi Thian, Unsplash
What’s next?
So, you have your spokesperson(s), but what are they going to say and to whom are they going to say it?
“Once the individuals that make up the citizens committee have been selected, then the real work begins,” Ballard says. “Before approaching an audience — could be city council or other community groups — to hear the pitch, a lot of information needs to be developed about the project: goals, needs, what it will be, where it will be located, how it will be financed and ultimately the cost to the community. If this information is not yet known, then the first pitch is likely for a feasibility study. If this work has already been completed, then the pitch is likely to have the question put to a vote.”
According to Barnes, approaching and lobbying community members can take many forms, it shouldn’t be taken lightly, and no consideration should be taken off the table. “If you are approaching the residents within your community at a public meeting, you will need a good understanding of who they are and the most successful ways to engage them,” she says. “Is it a survey they can do at home or at a pop-up at a neighborhood park or farmer’s market? What time of day is your event happening and is a language translator of value? Would providing bus tickets, snacks or daycare remove barriers and allow greater participation in a community outreach event? Hiring a consultant with public engagement expertise across various communities is a great way to support this effort.
“If you are approaching a city council or town commissioners, you will want to ensure a thorough feasibility study is provided that speaks to each council member’s unique interests,” Barnes continues. “These interests may be related to vision, impact, inclusion, budget, community economic development or reputation. Your study will need to address each of these topics. In addition, prioritizing program needs versus wants while aligning scope expectations and funding with resources available are key aspects of a comprehensive feasibility study.”
Roberts recommends a needs assessment that pinpoints specific community requirements, emphasizing deficiencies in existing facilities with data and statistical support. That’s followed by a demographic analysis, which details population size, age distribution, income levels and recreational interests. Meanwhile, a market analysis gauges demand, assesses potential competition and determines and articulates how the new project will fill market gaps. Finally, financial projections are developed to detail project costs, potential funding sources such as grants and partnerships, as well as revenue streams — for example, ticket sales or sponsorships.
“By addressing these key elements in your pitch, you can make a compelling case for the development of a new community recreation center, stadium addition or arena, and secure the support and investment needed to bring the project to fruition,” Roberts says. “Collaborating with stakeholders, we tailor a vision to meet the target demographic’s preferences. Once needs are understood, we delve into conceptual design — crafting floor plans, layouts and renderings to aid stakeholders’ visualization. This phase highlights key features and amenities for an enhanced user experience.”
The goal is to present the audience with a picture — mentally and physically — of what the proposed facility has the potential to look like and deliver. “With the project’s physical aspects defined, we express its vision by emphasizing community benefits, including social, economic and cultural enhancements,” Roberts says. “We underscore how the project promotes health, community engagement, economic growth and overall quality of life.”
Opsis takes the pitch even further. Says Roberts, “Our project prioritizes sustainability and accessibility, integrating environmentally friendly design elements and ensuring inclusivity across age, ability and socioeconomic backgrounds.”
Knowledge is power
It may seem obvious, but it’s critical that those chosen to speak to a target audience about a project proposal know what they’re talking about.
“Our number-one recommendation is to do your homework,” Barnes says. “Know your audience — both the would-be stakeholders for the project, as well as the ultimate users of the facility. Read magazines like Athletic Business. Research people who can help you, such as like-minded peers who support your vision. Talk to architects and planners, and tour existing recreation facilities in your area. It is important to benchmark your community’s priorities against your neighbors’ and understand how big of a center you may be building, how much capital will be required to build it, and how much it will cost to operate annually.
“The general public or city council may still not support the effort if they don’t like your answers to their questions, but they definitely won’t support you if you don’t have any answers.”
Pleskac agrees. “It requires a lot of research, understanding and work to bring an idea forward,” he says. “It is imperative to understand the stakeholders at any institution or organization and build a plan that engages and inspires them. This is a meeting where it is so important to have clear motivations for what is possible. The more you can demonstrate how it will add value to the organization’s mission, the more successful the pitch will be.”
