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Whether they are providing service to members, ensuring club safety and profitability, or motivating staff to perform at their best, health and fitness club managers need the right mix of skills and flexibility to support the success and continued growth of their clubs. This third edition addresses recently emerging topics and offers practical tools that will help health club managers succeed:
- Opening chapter scenarios set the stage and put readers in the shoes of a club manager.
- New case studies emphasize the importance of thoroughly understanding legal responsibilities and obligations.
- Best practices and tips for managing social media pages give the reader practical ways to maximize marketing efforts and grow the business.
- Reproducible forms save time in creating templates for common agreements and records, such as a membership agreement, an equipment maintenance form, and a guest registration and exercise liability waiver.
To aid with retention and for easy reference, The Bottom Line segments sum up the key points to emphasize the most important topics in the text. Learning objectives, key terms, and a list of references round out each chapter to foster a better learning experience. Instructors will have access to an instructor guide, which contains additional practical assignments, and a test package for gauging student comprehension.
Written by industry experts, Health Fitness Management, Third Edition, is the fundamental resource for the management and operation of health and fitness facilities and programs. Enhanced with practical scenarios and applied knowledge, it provides a solid foundation for students preparing for a management career in the health and fitness industry, and it serves as an essential reference for professionals already enjoying the challenges and opportunities of club management.
Chapter 1. Recognizing the Importance of Leaders and Managers
Exploring Management and Leadership Theory
Acknowledging the Difference Between Managing and Leading
Struggling as a Manager: Pitfalls to Avoid
Succeeding as a Manager: A Strategy to Manage Talent
Chapter 2. Understanding Organizational Design
Growth and Management Positions
Roles and Responsibilities
Writing Job Descriptions
For-Profit Organizations
Not-For-Profit Community Facilities
Hospital-Based Fitness Centers
Corporate-Based Fitness Organizations
Chapter 3. Recruiting the Best Staff for Your Facility
Analyzing Staffing Needs
Utilizing Job Descriptions
Designing the Appropriate Recruiting Vehicle
Developing Interview Strategies
Selecting the Best Candidate for the Position
Chapter 4. Training and Developing Staff
Five Steps to Creating Internal Training Programs
Outside Resources for Training and Development
Assessment of Training Costs
Chapter 5. Managing Staff Performance
Role of the Manager in Staff Performance
Steps in Managing Performance
Employee Termination
Chapter 6. Developing a Compensation Program
Forms of Compensation
Compensation and Management
Compensation Program Basics
Performance-Based Pay
Part II. Member Recruitment, Retention, and Profitability
Chapter 7. Marketing Your Program
Developing Strategic Marketing Plans
Marketing Research
Identifying Target Markets
Defining Marketing Goals and Objectives
Planning the Company Brand and Program Brand
Social Media Marketing
Best Practices in Modern Marketing
Writing an Effective Marketing Plan
Evaluating Marketing Programs
Chapter 8. Increasing Membership Sales
Fostering a Partnership Between the Reception Desk and the Membership Staff
Telephone Best Practices
Maximizing the Face-to-Face Selling Process
Corporate and Group Membership Sales
Chapter 9. Focusing on Customer Service
Recognizing the Importance of Customer Service and Loyalty
Identifying Your Customer
Understanding What the Customer Wants
Training Staff for Exceptional Customer Service
Dealing With Difficult Customers
Customer Service Best Practices
Monitoring the Effects of Customer Service
Chapter 10. Retaining Members Through Program Management
Membership Retention
Establishing the Purpose of Programming
Diversification of Activities
Progression of Programs
Promotion of Programs
Reliability of the Schedule
Accountability for Growth and Retention
Programming by Logical Progression
Developing a Successful Program
Recognizing the Importance of Program Directors
Chapter 11. Generating Revenue Through Profit Centers
Development and Organization of Profit Centers
Five Common Profit Centers
Part III. Operations and Facility Management
Chapter 12. Understanding Financial Management
Cash Versus Accrual Accounting
Financial Statements
Budgeting
Income Management
Accounts Receivable
Sales Analysis
Expense Management
Tax Considerations
Chapter 13. Risk Management: Addressing Health and Safety Concerns
Anthony Abbott and Mike Greenwood
Creating a Safe Environment
Screening Before Activity
Administering Physical Fitness Assessments
Designing Safe Exercise Programs
Providing Safety Orientation
Supervising Members
Managing Emergencies
Risk Management Documentation
Chapter 14. Maintaining Your Facility
Mike Greenwood and Anthony Abbott
Maintenance Activities
Four Areas of Maintenance Management
Determining Maintenance Needs
Performing a Needs Assessment
Planning the Facility Maintenance Program
Personnel
Implementing a Maintenance Program
Evaluating Facility Maintenance
Developing a Preventive Maintenance Program
Chapter 15. Understanding Legal and Insurance Issues
John Wolohan
Civil Versus Criminal Liability
Tort Law
Contracts
Employment Law
Insurance Considerations
Chapter 16. Strategic Planning and Evaluation
Strategic Planning
Evaluation
Health and Fitness Evaluation Model
Location Analysis
Industry Evolution and Differentiation
Mike Bates is the owner of Refine Fitness Studio, located in Windsor, Ontario. Bates has worked in a variety of positions in the fitness industry, including sales, front desk, personal training, and management. He was recognized as one of the top sales managers at GoodLife Fitness in Canada and achieved one of the club chain’s highest retention levels. Bates is also a lecturer at the University of Windsor, teaching courses in sport management, human resource management, and strength and conditioning. He coordinates and teaches personal training and sports conditioning certification courses in Windsor and is a regular speaker at International Health, Racquet & Sportsclub Association (IHRSA), canfitpro, and Club Industry. He was the managing director of Human Kinetics Canada from 1999 to 2007. Bates holds BHK and MBA degrees from the University of Windsor.
Michael Spezzano is a consultant in health, fitness, and healthy living program management and development, specializing in medical fitness programs and health care collaborations. Working with staff teams, he develops innovative and effective program solutions that respond to constituent needs and maintain organization health and vitality. Spezzano has extensive experience in developing and managing a broad range of adult and youth programming.
Prior to his consulting work, Spezzano had a 35-year career with the YMCA. As vice president of programs and membership at the YMCA of Greater New York, Spezzano managed delivery of health and fitness programs and membership services for the largest Y in the United States. He was responsible for $60 million in annual membership revenue and three annual marketing campaigns responsible for producing 20,000 new members a year. Prior to that, he was the national health and fitness director for the YMCA of the USA. In that position he provided national Y leadership in the field of health and fitness. His responsibilities included program design and development, certification training, resource development, and consultation to 2,600 YMCAs in the United States.
Spezzano has been featured in numerous national media outlets, including ABC TV online, New York Times, USA Today, Web MD, Newsweek online, Lifetime online, Men’s Health magazine, Weight Watchers magazine, Family Life magazine, and Wall Street Journal.
Guy Danhoff has been teaching at Missouri Baptist University (MBU) in St. Louis, Missouri, since 2008. He currently serves as coordinator of the graduate fitness management program within the health and sport sciences division. Danhoff teaches courses in that division (fitness management, sport and social media, and sport marketing) as well as courses within the MBU School of Business (strategic management, entrepreneurial marketing, current issues in marketing, and introduction to marketing for health care systems). Danhoff completed all of his course work in 2018 and is slated to complete his business administration doctoral degree program at Walden University before 2020. His doctoral research capstone project is titled “Social Media Marketing Strategies to Increase Revenue in the Health and Fitness Industry.” Danhoff also holds a master’s degree in exercise science as well as a bachelor’s degree in corporate fitness from Western Illinois University in Macomb, Illinois (magna cum laude).
Prior to teaching in higher education, Danhoff spent 14 years in the fitness industry, with positions in sales, sales management, business development, and marketing. He was the director of fitness entertainment technology and operations for MYE Entertainment North America. He was recognized with the Top Producer of the Year award by multiple fitness equipment and fitness technology companies, including Fitness Warehouse, Tectrix, and Netpulse. He was later appointed by Precor to manage two national sales accounts: XSport Fitness and Power Wellness. Today, Danhoff consults with organizations—ranging from small businesses to large global brands—regarding their digital and social media marketing strategies and the use of data analytics to drive business intelligence and revenue generation. Since February 2018 Danhoff has served on the board of directors for the Missouri Association for Health, Physical Education, Recreation and Dance (MOAHPERD), overseeing the direction of the organization’s digital marketing and communications.
What are not-for-profit community facilities?
Not-for-profit community facilities are unique in that they receive tax-exempt status for providing affordable health and wellness programs for communities.
Not-for-profit community facilities are unique in that they receive tax-exempt status for providing affordable health and wellness programs for communities. Examples of these organizations include YMCAs;Jewish Community Centers (JCCs); and hospital-based, faith-based, and park and recreation centers. A board of directors made up of local business members governs each facility. The board members serve 2- to 4-year terms depending on the organization. Along with the president and CEO, the board develops the budget and plans major renovations and purchases. Revenue generated through memberships and programs pays the operating expenses, and the remaining revenue benefits the community.
Not-for-profit organizations also campaign for donations to provide scholarships that offset membership and program costs for families in need. The goal of these organizations is to provide programming that meets the needs of today's youth, families, adults, and seniors regardless of their financial situations. The programs offered focus on health and fitness, child care and development, education, arts, and summer and overnight camps. Key positions in these facilities include the directors of the various programs and the director of fund-raising. Unlike many for-profit centers, which focus on a niche market, not-for-profit facilities try to provide something for everyone. A sample organizational chart for a not-for-profit community facility is shown in figure 2.4. One key position in a not-for-profit facility, the health and wellness director, is described next.
The Bottom Line
Fund-raising is an important source of revenue for not-for-profit organizations. The finance development team and the staff continually conduct fund-raising competitions and events. Staff members also set fund-raising goals for themselves.
The importance of screening guests
A constant challenge facing fitness facility managers is screening procedures for guests and prospective members using the facility.
A constant challenge facing fitness facility managers is screening procedures for guests and prospective members using the facility. Managers must develop a process of registration and guest screening that provides facility personnel with a level of confidence that every guest is low risk. Additionally, this process must guarantee that the guest knowingly assumes all risks related to physical activity within the facility (i.e., an assumption of risk statement). Furthermore, the staff must provide the guest with an orientation of the activity areas and equipment while stressing safety considerations.
During registration and screening, the staff should gather basic personal information in case of an incident or emergency. The information gathered can also be used as a sales tool to identify prospective members. Facilities frequently use a two-part guest registration and screening procedure. The first part is the registration form (see figure 13.3), which includes the guest's name, address, phone number, and emergency contact, as well as an assumption of risk statement. The second part is the health screening form, such as the PAR-Q+, that is also to be signed. Remember that because the PAR-Q+ is a limited screening device, guests should be restricted to low- to moderate-intensity exercise.
Managers must work with their legal counsel to determine a registration and screening procedure, to identify appropriate information that must be gathered, and to create the assumption of risk statement in order to minimize the possibility of untoward incidents and consequent liability. Regardless of whether the guest is accompanied by an existing member, participating in a special event, or sponsored through a cooperative arrangement with a local hotel, business, or organization, the manager must recognize that the standard of care regarding preactivity screening is still in effect.
Case study: injury on the soccer field
During an adult soccer game, Sanjay Patel claimed that after he scored a goal, the goalkeeper from the opposing team charged him and tackled him by sliding into his leg.
During an adult soccer game, Sanjay Patel claimed that after he scored a goal, the goalkeeper from the opposing team charged him and tackled him by sliding into his leg. As a result of the sliding tackle, Patel suffered various injuries, including a broken right leg. Patel claimed that the opposing goalie could have avoided contact with his leg but that the goalie wanted to hit him. Two other people who saw the play, however, claimed that as Patel was striking the soccer ball, the goalie was falling down and sliding simultaneously while trying to grab the ball. As a result of his injuries, Patel sued the state soccer association and the local soccer complex for failing to properly train and properly supervise the officials that they provided to referee the game.
Consider the following questions as though you were on the jury.
- Is the referee negligent for not protecting Patel from injury?
- Does it matter whether Patel had previously complained about the goalie's play?
- What additional facts would be helpful in determining whether the referee was an independent contractor or an employee?
- If the referee is an employee, is the soccer complex liable for Patel's injury?
- If so, why? If not, why not?
What are not-for-profit community facilities?
Not-for-profit community facilities are unique in that they receive tax-exempt status for providing affordable health and wellness programs for communities.
Not-for-profit community facilities are unique in that they receive tax-exempt status for providing affordable health and wellness programs for communities. Examples of these organizations include YMCAs;Jewish Community Centers (JCCs); and hospital-based, faith-based, and park and recreation centers. A board of directors made up of local business members governs each facility. The board members serve 2- to 4-year terms depending on the organization. Along with the president and CEO, the board develops the budget and plans major renovations and purchases. Revenue generated through memberships and programs pays the operating expenses, and the remaining revenue benefits the community.
Not-for-profit organizations also campaign for donations to provide scholarships that offset membership and program costs for families in need. The goal of these organizations is to provide programming that meets the needs of today's youth, families, adults, and seniors regardless of their financial situations. The programs offered focus on health and fitness, child care and development, education, arts, and summer and overnight camps. Key positions in these facilities include the directors of the various programs and the director of fund-raising. Unlike many for-profit centers, which focus on a niche market, not-for-profit facilities try to provide something for everyone. A sample organizational chart for a not-for-profit community facility is shown in figure 2.4. One key position in a not-for-profit facility, the health and wellness director, is described next.
The Bottom Line
Fund-raising is an important source of revenue for not-for-profit organizations. The finance development team and the staff continually conduct fund-raising competitions and events. Staff members also set fund-raising goals for themselves.
The importance of screening guests
A constant challenge facing fitness facility managers is screening procedures for guests and prospective members using the facility.
A constant challenge facing fitness facility managers is screening procedures for guests and prospective members using the facility. Managers must develop a process of registration and guest screening that provides facility personnel with a level of confidence that every guest is low risk. Additionally, this process must guarantee that the guest knowingly assumes all risks related to physical activity within the facility (i.e., an assumption of risk statement). Furthermore, the staff must provide the guest with an orientation of the activity areas and equipment while stressing safety considerations.
During registration and screening, the staff should gather basic personal information in case of an incident or emergency. The information gathered can also be used as a sales tool to identify prospective members. Facilities frequently use a two-part guest registration and screening procedure. The first part is the registration form (see figure 13.3), which includes the guest's name, address, phone number, and emergency contact, as well as an assumption of risk statement. The second part is the health screening form, such as the PAR-Q+, that is also to be signed. Remember that because the PAR-Q+ is a limited screening device, guests should be restricted to low- to moderate-intensity exercise.
Managers must work with their legal counsel to determine a registration and screening procedure, to identify appropriate information that must be gathered, and to create the assumption of risk statement in order to minimize the possibility of untoward incidents and consequent liability. Regardless of whether the guest is accompanied by an existing member, participating in a special event, or sponsored through a cooperative arrangement with a local hotel, business, or organization, the manager must recognize that the standard of care regarding preactivity screening is still in effect.
Case study: injury on the soccer field
During an adult soccer game, Sanjay Patel claimed that after he scored a goal, the goalkeeper from the opposing team charged him and tackled him by sliding into his leg.
During an adult soccer game, Sanjay Patel claimed that after he scored a goal, the goalkeeper from the opposing team charged him and tackled him by sliding into his leg. As a result of the sliding tackle, Patel suffered various injuries, including a broken right leg. Patel claimed that the opposing goalie could have avoided contact with his leg but that the goalie wanted to hit him. Two other people who saw the play, however, claimed that as Patel was striking the soccer ball, the goalie was falling down and sliding simultaneously while trying to grab the ball. As a result of his injuries, Patel sued the state soccer association and the local soccer complex for failing to properly train and properly supervise the officials that they provided to referee the game.
Consider the following questions as though you were on the jury.
- Is the referee negligent for not protecting Patel from injury?
- Does it matter whether Patel had previously complained about the goalie's play?
- What additional facts would be helpful in determining whether the referee was an independent contractor or an employee?
- If the referee is an employee, is the soccer complex liable for Patel's injury?
- If so, why? If not, why not?
What are not-for-profit community facilities?
Not-for-profit community facilities are unique in that they receive tax-exempt status for providing affordable health and wellness programs for communities.
Not-for-profit community facilities are unique in that they receive tax-exempt status for providing affordable health and wellness programs for communities. Examples of these organizations include YMCAs;Jewish Community Centers (JCCs); and hospital-based, faith-based, and park and recreation centers. A board of directors made up of local business members governs each facility. The board members serve 2- to 4-year terms depending on the organization. Along with the president and CEO, the board develops the budget and plans major renovations and purchases. Revenue generated through memberships and programs pays the operating expenses, and the remaining revenue benefits the community.
Not-for-profit organizations also campaign for donations to provide scholarships that offset membership and program costs for families in need. The goal of these organizations is to provide programming that meets the needs of today's youth, families, adults, and seniors regardless of their financial situations. The programs offered focus on health and fitness, child care and development, education, arts, and summer and overnight camps. Key positions in these facilities include the directors of the various programs and the director of fund-raising. Unlike many for-profit centers, which focus on a niche market, not-for-profit facilities try to provide something for everyone. A sample organizational chart for a not-for-profit community facility is shown in figure 2.4. One key position in a not-for-profit facility, the health and wellness director, is described next.
The Bottom Line
Fund-raising is an important source of revenue for not-for-profit organizations. The finance development team and the staff continually conduct fund-raising competitions and events. Staff members also set fund-raising goals for themselves.
The importance of screening guests
A constant challenge facing fitness facility managers is screening procedures for guests and prospective members using the facility.
A constant challenge facing fitness facility managers is screening procedures for guests and prospective members using the facility. Managers must develop a process of registration and guest screening that provides facility personnel with a level of confidence that every guest is low risk. Additionally, this process must guarantee that the guest knowingly assumes all risks related to physical activity within the facility (i.e., an assumption of risk statement). Furthermore, the staff must provide the guest with an orientation of the activity areas and equipment while stressing safety considerations.
During registration and screening, the staff should gather basic personal information in case of an incident or emergency. The information gathered can also be used as a sales tool to identify prospective members. Facilities frequently use a two-part guest registration and screening procedure. The first part is the registration form (see figure 13.3), which includes the guest's name, address, phone number, and emergency contact, as well as an assumption of risk statement. The second part is the health screening form, such as the PAR-Q+, that is also to be signed. Remember that because the PAR-Q+ is a limited screening device, guests should be restricted to low- to moderate-intensity exercise.
Managers must work with their legal counsel to determine a registration and screening procedure, to identify appropriate information that must be gathered, and to create the assumption of risk statement in order to minimize the possibility of untoward incidents and consequent liability. Regardless of whether the guest is accompanied by an existing member, participating in a special event, or sponsored through a cooperative arrangement with a local hotel, business, or organization, the manager must recognize that the standard of care regarding preactivity screening is still in effect.
Case study: injury on the soccer field
During an adult soccer game, Sanjay Patel claimed that after he scored a goal, the goalkeeper from the opposing team charged him and tackled him by sliding into his leg.
During an adult soccer game, Sanjay Patel claimed that after he scored a goal, the goalkeeper from the opposing team charged him and tackled him by sliding into his leg. As a result of the sliding tackle, Patel suffered various injuries, including a broken right leg. Patel claimed that the opposing goalie could have avoided contact with his leg but that the goalie wanted to hit him. Two other people who saw the play, however, claimed that as Patel was striking the soccer ball, the goalie was falling down and sliding simultaneously while trying to grab the ball. As a result of his injuries, Patel sued the state soccer association and the local soccer complex for failing to properly train and properly supervise the officials that they provided to referee the game.
Consider the following questions as though you were on the jury.
- Is the referee negligent for not protecting Patel from injury?
- Does it matter whether Patel had previously complained about the goalie's play?
- What additional facts would be helpful in determining whether the referee was an independent contractor or an employee?
- If the referee is an employee, is the soccer complex liable for Patel's injury?
- If so, why? If not, why not?
What are not-for-profit community facilities?
Not-for-profit community facilities are unique in that they receive tax-exempt status for providing affordable health and wellness programs for communities.
Not-for-profit community facilities are unique in that they receive tax-exempt status for providing affordable health and wellness programs for communities. Examples of these organizations include YMCAs;Jewish Community Centers (JCCs); and hospital-based, faith-based, and park and recreation centers. A board of directors made up of local business members governs each facility. The board members serve 2- to 4-year terms depending on the organization. Along with the president and CEO, the board develops the budget and plans major renovations and purchases. Revenue generated through memberships and programs pays the operating expenses, and the remaining revenue benefits the community.
Not-for-profit organizations also campaign for donations to provide scholarships that offset membership and program costs for families in need. The goal of these organizations is to provide programming that meets the needs of today's youth, families, adults, and seniors regardless of their financial situations. The programs offered focus on health and fitness, child care and development, education, arts, and summer and overnight camps. Key positions in these facilities include the directors of the various programs and the director of fund-raising. Unlike many for-profit centers, which focus on a niche market, not-for-profit facilities try to provide something for everyone. A sample organizational chart for a not-for-profit community facility is shown in figure 2.4. One key position in a not-for-profit facility, the health and wellness director, is described next.
The Bottom Line
Fund-raising is an important source of revenue for not-for-profit organizations. The finance development team and the staff continually conduct fund-raising competitions and events. Staff members also set fund-raising goals for themselves.
The importance of screening guests
A constant challenge facing fitness facility managers is screening procedures for guests and prospective members using the facility.
A constant challenge facing fitness facility managers is screening procedures for guests and prospective members using the facility. Managers must develop a process of registration and guest screening that provides facility personnel with a level of confidence that every guest is low risk. Additionally, this process must guarantee that the guest knowingly assumes all risks related to physical activity within the facility (i.e., an assumption of risk statement). Furthermore, the staff must provide the guest with an orientation of the activity areas and equipment while stressing safety considerations.
During registration and screening, the staff should gather basic personal information in case of an incident or emergency. The information gathered can also be used as a sales tool to identify prospective members. Facilities frequently use a two-part guest registration and screening procedure. The first part is the registration form (see figure 13.3), which includes the guest's name, address, phone number, and emergency contact, as well as an assumption of risk statement. The second part is the health screening form, such as the PAR-Q+, that is also to be signed. Remember that because the PAR-Q+ is a limited screening device, guests should be restricted to low- to moderate-intensity exercise.
Managers must work with their legal counsel to determine a registration and screening procedure, to identify appropriate information that must be gathered, and to create the assumption of risk statement in order to minimize the possibility of untoward incidents and consequent liability. Regardless of whether the guest is accompanied by an existing member, participating in a special event, or sponsored through a cooperative arrangement with a local hotel, business, or organization, the manager must recognize that the standard of care regarding preactivity screening is still in effect.
Case study: injury on the soccer field
During an adult soccer game, Sanjay Patel claimed that after he scored a goal, the goalkeeper from the opposing team charged him and tackled him by sliding into his leg.
During an adult soccer game, Sanjay Patel claimed that after he scored a goal, the goalkeeper from the opposing team charged him and tackled him by sliding into his leg. As a result of the sliding tackle, Patel suffered various injuries, including a broken right leg. Patel claimed that the opposing goalie could have avoided contact with his leg but that the goalie wanted to hit him. Two other people who saw the play, however, claimed that as Patel was striking the soccer ball, the goalie was falling down and sliding simultaneously while trying to grab the ball. As a result of his injuries, Patel sued the state soccer association and the local soccer complex for failing to properly train and properly supervise the officials that they provided to referee the game.
Consider the following questions as though you were on the jury.
- Is the referee negligent for not protecting Patel from injury?
- Does it matter whether Patel had previously complained about the goalie's play?
- What additional facts would be helpful in determining whether the referee was an independent contractor or an employee?
- If the referee is an employee, is the soccer complex liable for Patel's injury?
- If so, why? If not, why not?
What are not-for-profit community facilities?
Not-for-profit community facilities are unique in that they receive tax-exempt status for providing affordable health and wellness programs for communities.
Not-for-profit community facilities are unique in that they receive tax-exempt status for providing affordable health and wellness programs for communities. Examples of these organizations include YMCAs;Jewish Community Centers (JCCs); and hospital-based, faith-based, and park and recreation centers. A board of directors made up of local business members governs each facility. The board members serve 2- to 4-year terms depending on the organization. Along with the president and CEO, the board develops the budget and plans major renovations and purchases. Revenue generated through memberships and programs pays the operating expenses, and the remaining revenue benefits the community.
Not-for-profit organizations also campaign for donations to provide scholarships that offset membership and program costs for families in need. The goal of these organizations is to provide programming that meets the needs of today's youth, families, adults, and seniors regardless of their financial situations. The programs offered focus on health and fitness, child care and development, education, arts, and summer and overnight camps. Key positions in these facilities include the directors of the various programs and the director of fund-raising. Unlike many for-profit centers, which focus on a niche market, not-for-profit facilities try to provide something for everyone. A sample organizational chart for a not-for-profit community facility is shown in figure 2.4. One key position in a not-for-profit facility, the health and wellness director, is described next.
The Bottom Line
Fund-raising is an important source of revenue for not-for-profit organizations. The finance development team and the staff continually conduct fund-raising competitions and events. Staff members also set fund-raising goals for themselves.
The importance of screening guests
A constant challenge facing fitness facility managers is screening procedures for guests and prospective members using the facility.
A constant challenge facing fitness facility managers is screening procedures for guests and prospective members using the facility. Managers must develop a process of registration and guest screening that provides facility personnel with a level of confidence that every guest is low risk. Additionally, this process must guarantee that the guest knowingly assumes all risks related to physical activity within the facility (i.e., an assumption of risk statement). Furthermore, the staff must provide the guest with an orientation of the activity areas and equipment while stressing safety considerations.
During registration and screening, the staff should gather basic personal information in case of an incident or emergency. The information gathered can also be used as a sales tool to identify prospective members. Facilities frequently use a two-part guest registration and screening procedure. The first part is the registration form (see figure 13.3), which includes the guest's name, address, phone number, and emergency contact, as well as an assumption of risk statement. The second part is the health screening form, such as the PAR-Q+, that is also to be signed. Remember that because the PAR-Q+ is a limited screening device, guests should be restricted to low- to moderate-intensity exercise.
Managers must work with their legal counsel to determine a registration and screening procedure, to identify appropriate information that must be gathered, and to create the assumption of risk statement in order to minimize the possibility of untoward incidents and consequent liability. Regardless of whether the guest is accompanied by an existing member, participating in a special event, or sponsored through a cooperative arrangement with a local hotel, business, or organization, the manager must recognize that the standard of care regarding preactivity screening is still in effect.
Case study: injury on the soccer field
During an adult soccer game, Sanjay Patel claimed that after he scored a goal, the goalkeeper from the opposing team charged him and tackled him by sliding into his leg.
During an adult soccer game, Sanjay Patel claimed that after he scored a goal, the goalkeeper from the opposing team charged him and tackled him by sliding into his leg. As a result of the sliding tackle, Patel suffered various injuries, including a broken right leg. Patel claimed that the opposing goalie could have avoided contact with his leg but that the goalie wanted to hit him. Two other people who saw the play, however, claimed that as Patel was striking the soccer ball, the goalie was falling down and sliding simultaneously while trying to grab the ball. As a result of his injuries, Patel sued the state soccer association and the local soccer complex for failing to properly train and properly supervise the officials that they provided to referee the game.
Consider the following questions as though you were on the jury.
- Is the referee negligent for not protecting Patel from injury?
- Does it matter whether Patel had previously complained about the goalie's play?
- What additional facts would be helpful in determining whether the referee was an independent contractor or an employee?
- If the referee is an employee, is the soccer complex liable for Patel's injury?
- If so, why? If not, why not?
What are not-for-profit community facilities?
Not-for-profit community facilities are unique in that they receive tax-exempt status for providing affordable health and wellness programs for communities.
Not-for-profit community facilities are unique in that they receive tax-exempt status for providing affordable health and wellness programs for communities. Examples of these organizations include YMCAs;Jewish Community Centers (JCCs); and hospital-based, faith-based, and park and recreation centers. A board of directors made up of local business members governs each facility. The board members serve 2- to 4-year terms depending on the organization. Along with the president and CEO, the board develops the budget and plans major renovations and purchases. Revenue generated through memberships and programs pays the operating expenses, and the remaining revenue benefits the community.
Not-for-profit organizations also campaign for donations to provide scholarships that offset membership and program costs for families in need. The goal of these organizations is to provide programming that meets the needs of today's youth, families, adults, and seniors regardless of their financial situations. The programs offered focus on health and fitness, child care and development, education, arts, and summer and overnight camps. Key positions in these facilities include the directors of the various programs and the director of fund-raising. Unlike many for-profit centers, which focus on a niche market, not-for-profit facilities try to provide something for everyone. A sample organizational chart for a not-for-profit community facility is shown in figure 2.4. One key position in a not-for-profit facility, the health and wellness director, is described next.
The Bottom Line
Fund-raising is an important source of revenue for not-for-profit organizations. The finance development team and the staff continually conduct fund-raising competitions and events. Staff members also set fund-raising goals for themselves.
The importance of screening guests
A constant challenge facing fitness facility managers is screening procedures for guests and prospective members using the facility.
A constant challenge facing fitness facility managers is screening procedures for guests and prospective members using the facility. Managers must develop a process of registration and guest screening that provides facility personnel with a level of confidence that every guest is low risk. Additionally, this process must guarantee that the guest knowingly assumes all risks related to physical activity within the facility (i.e., an assumption of risk statement). Furthermore, the staff must provide the guest with an orientation of the activity areas and equipment while stressing safety considerations.
During registration and screening, the staff should gather basic personal information in case of an incident or emergency. The information gathered can also be used as a sales tool to identify prospective members. Facilities frequently use a two-part guest registration and screening procedure. The first part is the registration form (see figure 13.3), which includes the guest's name, address, phone number, and emergency contact, as well as an assumption of risk statement. The second part is the health screening form, such as the PAR-Q+, that is also to be signed. Remember that because the PAR-Q+ is a limited screening device, guests should be restricted to low- to moderate-intensity exercise.
Managers must work with their legal counsel to determine a registration and screening procedure, to identify appropriate information that must be gathered, and to create the assumption of risk statement in order to minimize the possibility of untoward incidents and consequent liability. Regardless of whether the guest is accompanied by an existing member, participating in a special event, or sponsored through a cooperative arrangement with a local hotel, business, or organization, the manager must recognize that the standard of care regarding preactivity screening is still in effect.
Case study: injury on the soccer field
During an adult soccer game, Sanjay Patel claimed that after he scored a goal, the goalkeeper from the opposing team charged him and tackled him by sliding into his leg.
During an adult soccer game, Sanjay Patel claimed that after he scored a goal, the goalkeeper from the opposing team charged him and tackled him by sliding into his leg. As a result of the sliding tackle, Patel suffered various injuries, including a broken right leg. Patel claimed that the opposing goalie could have avoided contact with his leg but that the goalie wanted to hit him. Two other people who saw the play, however, claimed that as Patel was striking the soccer ball, the goalie was falling down and sliding simultaneously while trying to grab the ball. As a result of his injuries, Patel sued the state soccer association and the local soccer complex for failing to properly train and properly supervise the officials that they provided to referee the game.
Consider the following questions as though you were on the jury.
- Is the referee negligent for not protecting Patel from injury?
- Does it matter whether Patel had previously complained about the goalie's play?
- What additional facts would be helpful in determining whether the referee was an independent contractor or an employee?
- If the referee is an employee, is the soccer complex liable for Patel's injury?
- If so, why? If not, why not?
What are not-for-profit community facilities?
Not-for-profit community facilities are unique in that they receive tax-exempt status for providing affordable health and wellness programs for communities.
Not-for-profit community facilities are unique in that they receive tax-exempt status for providing affordable health and wellness programs for communities. Examples of these organizations include YMCAs;Jewish Community Centers (JCCs); and hospital-based, faith-based, and park and recreation centers. A board of directors made up of local business members governs each facility. The board members serve 2- to 4-year terms depending on the organization. Along with the president and CEO, the board develops the budget and plans major renovations and purchases. Revenue generated through memberships and programs pays the operating expenses, and the remaining revenue benefits the community.
Not-for-profit organizations also campaign for donations to provide scholarships that offset membership and program costs for families in need. The goal of these organizations is to provide programming that meets the needs of today's youth, families, adults, and seniors regardless of their financial situations. The programs offered focus on health and fitness, child care and development, education, arts, and summer and overnight camps. Key positions in these facilities include the directors of the various programs and the director of fund-raising. Unlike many for-profit centers, which focus on a niche market, not-for-profit facilities try to provide something for everyone. A sample organizational chart for a not-for-profit community facility is shown in figure 2.4. One key position in a not-for-profit facility, the health and wellness director, is described next.
The Bottom Line
Fund-raising is an important source of revenue for not-for-profit organizations. The finance development team and the staff continually conduct fund-raising competitions and events. Staff members also set fund-raising goals for themselves.
The importance of screening guests
A constant challenge facing fitness facility managers is screening procedures for guests and prospective members using the facility.
A constant challenge facing fitness facility managers is screening procedures for guests and prospective members using the facility. Managers must develop a process of registration and guest screening that provides facility personnel with a level of confidence that every guest is low risk. Additionally, this process must guarantee that the guest knowingly assumes all risks related to physical activity within the facility (i.e., an assumption of risk statement). Furthermore, the staff must provide the guest with an orientation of the activity areas and equipment while stressing safety considerations.
During registration and screening, the staff should gather basic personal information in case of an incident or emergency. The information gathered can also be used as a sales tool to identify prospective members. Facilities frequently use a two-part guest registration and screening procedure. The first part is the registration form (see figure 13.3), which includes the guest's name, address, phone number, and emergency contact, as well as an assumption of risk statement. The second part is the health screening form, such as the PAR-Q+, that is also to be signed. Remember that because the PAR-Q+ is a limited screening device, guests should be restricted to low- to moderate-intensity exercise.
Managers must work with their legal counsel to determine a registration and screening procedure, to identify appropriate information that must be gathered, and to create the assumption of risk statement in order to minimize the possibility of untoward incidents and consequent liability. Regardless of whether the guest is accompanied by an existing member, participating in a special event, or sponsored through a cooperative arrangement with a local hotel, business, or organization, the manager must recognize that the standard of care regarding preactivity screening is still in effect.
Case study: injury on the soccer field
During an adult soccer game, Sanjay Patel claimed that after he scored a goal, the goalkeeper from the opposing team charged him and tackled him by sliding into his leg.
During an adult soccer game, Sanjay Patel claimed that after he scored a goal, the goalkeeper from the opposing team charged him and tackled him by sliding into his leg. As a result of the sliding tackle, Patel suffered various injuries, including a broken right leg. Patel claimed that the opposing goalie could have avoided contact with his leg but that the goalie wanted to hit him. Two other people who saw the play, however, claimed that as Patel was striking the soccer ball, the goalie was falling down and sliding simultaneously while trying to grab the ball. As a result of his injuries, Patel sued the state soccer association and the local soccer complex for failing to properly train and properly supervise the officials that they provided to referee the game.
Consider the following questions as though you were on the jury.
- Is the referee negligent for not protecting Patel from injury?
- Does it matter whether Patel had previously complained about the goalie's play?
- What additional facts would be helpful in determining whether the referee was an independent contractor or an employee?
- If the referee is an employee, is the soccer complex liable for Patel's injury?
- If so, why? If not, why not?
What are not-for-profit community facilities?
Not-for-profit community facilities are unique in that they receive tax-exempt status for providing affordable health and wellness programs for communities.
Not-for-profit community facilities are unique in that they receive tax-exempt status for providing affordable health and wellness programs for communities. Examples of these organizations include YMCAs;Jewish Community Centers (JCCs); and hospital-based, faith-based, and park and recreation centers. A board of directors made up of local business members governs each facility. The board members serve 2- to 4-year terms depending on the organization. Along with the president and CEO, the board develops the budget and plans major renovations and purchases. Revenue generated through memberships and programs pays the operating expenses, and the remaining revenue benefits the community.
Not-for-profit organizations also campaign for donations to provide scholarships that offset membership and program costs for families in need. The goal of these organizations is to provide programming that meets the needs of today's youth, families, adults, and seniors regardless of their financial situations. The programs offered focus on health and fitness, child care and development, education, arts, and summer and overnight camps. Key positions in these facilities include the directors of the various programs and the director of fund-raising. Unlike many for-profit centers, which focus on a niche market, not-for-profit facilities try to provide something for everyone. A sample organizational chart for a not-for-profit community facility is shown in figure 2.4. One key position in a not-for-profit facility, the health and wellness director, is described next.
The Bottom Line
Fund-raising is an important source of revenue for not-for-profit organizations. The finance development team and the staff continually conduct fund-raising competitions and events. Staff members also set fund-raising goals for themselves.
The importance of screening guests
A constant challenge facing fitness facility managers is screening procedures for guests and prospective members using the facility.
A constant challenge facing fitness facility managers is screening procedures for guests and prospective members using the facility. Managers must develop a process of registration and guest screening that provides facility personnel with a level of confidence that every guest is low risk. Additionally, this process must guarantee that the guest knowingly assumes all risks related to physical activity within the facility (i.e., an assumption of risk statement). Furthermore, the staff must provide the guest with an orientation of the activity areas and equipment while stressing safety considerations.
During registration and screening, the staff should gather basic personal information in case of an incident or emergency. The information gathered can also be used as a sales tool to identify prospective members. Facilities frequently use a two-part guest registration and screening procedure. The first part is the registration form (see figure 13.3), which includes the guest's name, address, phone number, and emergency contact, as well as an assumption of risk statement. The second part is the health screening form, such as the PAR-Q+, that is also to be signed. Remember that because the PAR-Q+ is a limited screening device, guests should be restricted to low- to moderate-intensity exercise.
Managers must work with their legal counsel to determine a registration and screening procedure, to identify appropriate information that must be gathered, and to create the assumption of risk statement in order to minimize the possibility of untoward incidents and consequent liability. Regardless of whether the guest is accompanied by an existing member, participating in a special event, or sponsored through a cooperative arrangement with a local hotel, business, or organization, the manager must recognize that the standard of care regarding preactivity screening is still in effect.
Case study: injury on the soccer field
During an adult soccer game, Sanjay Patel claimed that after he scored a goal, the goalkeeper from the opposing team charged him and tackled him by sliding into his leg.
During an adult soccer game, Sanjay Patel claimed that after he scored a goal, the goalkeeper from the opposing team charged him and tackled him by sliding into his leg. As a result of the sliding tackle, Patel suffered various injuries, including a broken right leg. Patel claimed that the opposing goalie could have avoided contact with his leg but that the goalie wanted to hit him. Two other people who saw the play, however, claimed that as Patel was striking the soccer ball, the goalie was falling down and sliding simultaneously while trying to grab the ball. As a result of his injuries, Patel sued the state soccer association and the local soccer complex for failing to properly train and properly supervise the officials that they provided to referee the game.
Consider the following questions as though you were on the jury.
- Is the referee negligent for not protecting Patel from injury?
- Does it matter whether Patel had previously complained about the goalie's play?
- What additional facts would be helpful in determining whether the referee was an independent contractor or an employee?
- If the referee is an employee, is the soccer complex liable for Patel's injury?
- If so, why? If not, why not?
What are not-for-profit community facilities?
Not-for-profit community facilities are unique in that they receive tax-exempt status for providing affordable health and wellness programs for communities.
Not-for-profit community facilities are unique in that they receive tax-exempt status for providing affordable health and wellness programs for communities. Examples of these organizations include YMCAs;Jewish Community Centers (JCCs); and hospital-based, faith-based, and park and recreation centers. A board of directors made up of local business members governs each facility. The board members serve 2- to 4-year terms depending on the organization. Along with the president and CEO, the board develops the budget and plans major renovations and purchases. Revenue generated through memberships and programs pays the operating expenses, and the remaining revenue benefits the community.
Not-for-profit organizations also campaign for donations to provide scholarships that offset membership and program costs for families in need. The goal of these organizations is to provide programming that meets the needs of today's youth, families, adults, and seniors regardless of their financial situations. The programs offered focus on health and fitness, child care and development, education, arts, and summer and overnight camps. Key positions in these facilities include the directors of the various programs and the director of fund-raising. Unlike many for-profit centers, which focus on a niche market, not-for-profit facilities try to provide something for everyone. A sample organizational chart for a not-for-profit community facility is shown in figure 2.4. One key position in a not-for-profit facility, the health and wellness director, is described next.
The Bottom Line
Fund-raising is an important source of revenue for not-for-profit organizations. The finance development team and the staff continually conduct fund-raising competitions and events. Staff members also set fund-raising goals for themselves.
The importance of screening guests
A constant challenge facing fitness facility managers is screening procedures for guests and prospective members using the facility.
A constant challenge facing fitness facility managers is screening procedures for guests and prospective members using the facility. Managers must develop a process of registration and guest screening that provides facility personnel with a level of confidence that every guest is low risk. Additionally, this process must guarantee that the guest knowingly assumes all risks related to physical activity within the facility (i.e., an assumption of risk statement). Furthermore, the staff must provide the guest with an orientation of the activity areas and equipment while stressing safety considerations.
During registration and screening, the staff should gather basic personal information in case of an incident or emergency. The information gathered can also be used as a sales tool to identify prospective members. Facilities frequently use a two-part guest registration and screening procedure. The first part is the registration form (see figure 13.3), which includes the guest's name, address, phone number, and emergency contact, as well as an assumption of risk statement. The second part is the health screening form, such as the PAR-Q+, that is also to be signed. Remember that because the PAR-Q+ is a limited screening device, guests should be restricted to low- to moderate-intensity exercise.
Managers must work with their legal counsel to determine a registration and screening procedure, to identify appropriate information that must be gathered, and to create the assumption of risk statement in order to minimize the possibility of untoward incidents and consequent liability. Regardless of whether the guest is accompanied by an existing member, participating in a special event, or sponsored through a cooperative arrangement with a local hotel, business, or organization, the manager must recognize that the standard of care regarding preactivity screening is still in effect.
Case study: injury on the soccer field
During an adult soccer game, Sanjay Patel claimed that after he scored a goal, the goalkeeper from the opposing team charged him and tackled him by sliding into his leg.
During an adult soccer game, Sanjay Patel claimed that after he scored a goal, the goalkeeper from the opposing team charged him and tackled him by sliding into his leg. As a result of the sliding tackle, Patel suffered various injuries, including a broken right leg. Patel claimed that the opposing goalie could have avoided contact with his leg but that the goalie wanted to hit him. Two other people who saw the play, however, claimed that as Patel was striking the soccer ball, the goalie was falling down and sliding simultaneously while trying to grab the ball. As a result of his injuries, Patel sued the state soccer association and the local soccer complex for failing to properly train and properly supervise the officials that they provided to referee the game.
Consider the following questions as though you were on the jury.
- Is the referee negligent for not protecting Patel from injury?
- Does it matter whether Patel had previously complained about the goalie's play?
- What additional facts would be helpful in determining whether the referee was an independent contractor or an employee?
- If the referee is an employee, is the soccer complex liable for Patel's injury?
- If so, why? If not, why not?
What are not-for-profit community facilities?
Not-for-profit community facilities are unique in that they receive tax-exempt status for providing affordable health and wellness programs for communities.
Not-for-profit community facilities are unique in that they receive tax-exempt status for providing affordable health and wellness programs for communities. Examples of these organizations include YMCAs;Jewish Community Centers (JCCs); and hospital-based, faith-based, and park and recreation centers. A board of directors made up of local business members governs each facility. The board members serve 2- to 4-year terms depending on the organization. Along with the president and CEO, the board develops the budget and plans major renovations and purchases. Revenue generated through memberships and programs pays the operating expenses, and the remaining revenue benefits the community.
Not-for-profit organizations also campaign for donations to provide scholarships that offset membership and program costs for families in need. The goal of these organizations is to provide programming that meets the needs of today's youth, families, adults, and seniors regardless of their financial situations. The programs offered focus on health and fitness, child care and development, education, arts, and summer and overnight camps. Key positions in these facilities include the directors of the various programs and the director of fund-raising. Unlike many for-profit centers, which focus on a niche market, not-for-profit facilities try to provide something for everyone. A sample organizational chart for a not-for-profit community facility is shown in figure 2.4. One key position in a not-for-profit facility, the health and wellness director, is described next.
The Bottom Line
Fund-raising is an important source of revenue for not-for-profit organizations. The finance development team and the staff continually conduct fund-raising competitions and events. Staff members also set fund-raising goals for themselves.
The importance of screening guests
A constant challenge facing fitness facility managers is screening procedures for guests and prospective members using the facility.
A constant challenge facing fitness facility managers is screening procedures for guests and prospective members using the facility. Managers must develop a process of registration and guest screening that provides facility personnel with a level of confidence that every guest is low risk. Additionally, this process must guarantee that the guest knowingly assumes all risks related to physical activity within the facility (i.e., an assumption of risk statement). Furthermore, the staff must provide the guest with an orientation of the activity areas and equipment while stressing safety considerations.
During registration and screening, the staff should gather basic personal information in case of an incident or emergency. The information gathered can also be used as a sales tool to identify prospective members. Facilities frequently use a two-part guest registration and screening procedure. The first part is the registration form (see figure 13.3), which includes the guest's name, address, phone number, and emergency contact, as well as an assumption of risk statement. The second part is the health screening form, such as the PAR-Q+, that is also to be signed. Remember that because the PAR-Q+ is a limited screening device, guests should be restricted to low- to moderate-intensity exercise.
Managers must work with their legal counsel to determine a registration and screening procedure, to identify appropriate information that must be gathered, and to create the assumption of risk statement in order to minimize the possibility of untoward incidents and consequent liability. Regardless of whether the guest is accompanied by an existing member, participating in a special event, or sponsored through a cooperative arrangement with a local hotel, business, or organization, the manager must recognize that the standard of care regarding preactivity screening is still in effect.
Case study: injury on the soccer field
During an adult soccer game, Sanjay Patel claimed that after he scored a goal, the goalkeeper from the opposing team charged him and tackled him by sliding into his leg.
During an adult soccer game, Sanjay Patel claimed that after he scored a goal, the goalkeeper from the opposing team charged him and tackled him by sliding into his leg. As a result of the sliding tackle, Patel suffered various injuries, including a broken right leg. Patel claimed that the opposing goalie could have avoided contact with his leg but that the goalie wanted to hit him. Two other people who saw the play, however, claimed that as Patel was striking the soccer ball, the goalie was falling down and sliding simultaneously while trying to grab the ball. As a result of his injuries, Patel sued the state soccer association and the local soccer complex for failing to properly train and properly supervise the officials that they provided to referee the game.
Consider the following questions as though you were on the jury.
- Is the referee negligent for not protecting Patel from injury?
- Does it matter whether Patel had previously complained about the goalie's play?
- What additional facts would be helpful in determining whether the referee was an independent contractor or an employee?
- If the referee is an employee, is the soccer complex liable for Patel's injury?
- If so, why? If not, why not?
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