22 Indonesian Journal of Sport Management Original Article The Managing of Sport Centre: A Case Study Authors’ contribution: A. Conception and design of the study B. Acquisition of data C. Analysis and interpretation of data D. Manuscript preparation E. Obtaining funding Article History: Received: February 3, 2022 Revision: April 4, 2022 Accepted: April 4, 2022 Published: April 6, 2022 Arijana Llagjevic-Govori1A-D Enver Tahiraj2A-D* Dardan Llagjaj3B-C 1University of Montenegro, Faculty for Sport and Physical Education, Niksic, Montenegro 2*UBT - Higher Education Institution, Pristina, Kosova 3Hight school, Hoxhe Kadri Pristina, Pristina, Kosovo Corresponding author: Enver Tahiraj, UBT-Higher Education Institution, Pristina, Kosova; E-mail: envertahiraj@live.com How to Cite: Llagjevic-Govori, A., Tahiraj, E., & Llagjaj, D. (2022). The Managing of Sport Centre: A Case Study, Indonesian Journal of Sport Management, 2(1), 22-27. https://doi.org/10.31949/ijsm.v2i1.2005 Abstract. The sport center in Prishtina as a public property has the role of functioning the sportsmen services and their clubs doing the sport and competitive activities. Sport Centre “Pallati i Rinisë” (Youth Palace) in Prishtina, as a complex includes the manifestation of different kinds of activities: social, public, cultural, entertaining, sport-recreation, economic activities, the center that has start its function around 1977 with the total operating space of 8.136 m2. The goal in this project is the managing of this object, into which there are two sport halls; the big and the small one, with about 1.450 m2 (the small hall) and 5 mini halls of about 1.130m2 for different sport trainings, also it is included national medical center of sport with an area of 480m2. In this project is used the SWOT analyze dedicated for in this center for sportsmen and competitors of different sports per m2. In this written work, prospective steps of developing of this center have been treated, then more sports spaces will be created for sportspersons and their compete activities for the specific sport. Keywords: Sport center; SWOT analysis; Prishtina; areas on m2; sport halls Copyright ©(2022) Arijana Llagjevic-Govori, Enver Tahiraj, Dardan Llagjaj https://doi.org/10.31949/ijsm.v2i1.2005 Indonesian Journal of Sport Management Llagjevic-Govori, et al., 2 (1), 2022, 22-27 23 INTRODUCTION The Youth Palace was founded by Municipality Assembly of Prishtina on the date of 18.02.1975, where it was decided for approvement of detailed urban plan of Social Cultural Sport Centre “former Boro and Ramizi” that was legalized on official bulletin Municipality Assembly of Pristina, no. 011/12/1975-01 of date 18.02.1975. After the aforementioned decision, executive organs of Municipality Assembly of Pristina have made the decision to organize the referendum of citizens in the whole territory of municipality of Pristina, for the beginning of self- contribution among citizens of 2% of their monthly personal incomes, for the construction of Youth Palace in the period of time 01.01.1976 to 31.12.1980. The goal for building this complex was and stills, organizing different manifestations, of social, public, cultural, entertaining, educational, pedagogical, sport character, so from that time and now days is still the most important building for capital city (www.pallatirinise.com). In focus of institutional life, the sport in Kosovo has shown its boost in activities, development and functioning (Tahiraj, et al., 2011), so this success is seen in the international arena, being risen further in aspect of results despite of actual sufficient infrastructure. Knowing the role and importance of sport objects and sport activities and recreation, it is seen their contribution to the health itself, improvement of functional skills for work and defense, developing of habits for free activities that are useful for participants of such events (Jashari, 1990), so the essence of these events is owning the space for sporting that has infrastructure parameters for doing these activities. LITERATURE REVIEW The scope of the study In this work paper the authors present the using of this space meanwhile using the SWOT analyze as a short example of such analyze for making strategic decisions (Škorić & Bartoluci, 2011) an analyze deals with 4 columns clearly defined by hard sides, light, possibilities a nd risks that have to do with this center, where many authors dealt with these kinds of problems by this analyze on their works (Dugalić, 2005; Dumancic & Siric, 2013; Lalazi, 2011; Llagjevic- Govori, et al, 2019a, 2019b; Novak, 2006; Škorić & Bartoluci, 2011; Vučetić, 2012), an analyze by which detailed information are provided, about positive and negative achievements inside sport center and possibilities and risks that can be threatened by outside of this sport center (Llagjevic-Govori, et al, 2019a, 2019b). The scope of this work is the managing condition of the sport center in capital hierarchic structural organization then dividing and using the spaces in m2, aiming that clubs can do activities, trainings, competitions and training hours etc. Organizational Structure Sport center in Pristina has its organizational structure into which has the function, developing, strategy, sections, and managing which is consisted by a group of people with their ideas and duties for developing the sport palace in capital (Tahiraj, et al., 2014). Sport center based on the Law for public enterprise and the Law for trading society, managing organs of which are: shareholders board, which consists of three members and is elected by municipal assembly of Pristina. The board of directors is chosen by shareholders board consisting of five members, one of whom is the executive main chief elected by four other members of the directors` board. The structure of the managing board consists of: executive chairman and the directors of relevant departments. The inner structure is organized through some professional departments like: • Central administration department-judicial unit and human resources. • Economic-financial–financial and accounting unit. Indonesian Journal of Sport Management Llagjevic-Govori, et al., 2 (1), 2022, 22-27 24 • Program and marketing department–cultural unit, sport unit and the unit of promotional activities. • Technical and hygienic maintenance department divided into: electronic unit, energy unit, machinery unit, construction and hygienic maintenance and • Physical security and security against fire department (pallatirinise.com). Division of sport object on m2 The division and operation of sport center in Pristina as a public property, its role is in functioning of sportspersons and club activities that do sport and competitive activities, and cultural activities as well., but the sports hall about which we are talking in this work paper, in this object is the small hall and other six smaller halls dedicated for sport activities with all other attached parts. The small sport hall has the space of 1.450m2, for over 2.500 spectators. This hall is used for basketball, handball, volleyball, footstall, box, kick-box, wrestling, judo, karate, taekwondo, table tennis etc. RESULT AND DISCUSSION According to the table 1. Other small halls are separated according to sports for example, martial sports hall with 200m2 of space, where the activities are mainly trainings so this hall is used for boxing, full-contact, kick-box, Taekwondo, aikido etc., another hall with 180m2 of space is used for the training process wrestling sports and judo, table tennis hall is also used on a space of 222m2; hall for sport gymnastic, karate, acrobatic gymnastic, etc., on a space of 285m2, then it is the hall of shooting with air guns, on space of 250 m2 and the trim cabinet hall on space of 104 m2 that now is used for weightlifting, all of these halls have a total space of 2.691 m2, for over 600 participants that do their activities. Inside this palace there are spaces for sport medicine with 480m2 of area, possessing the health care and equipment for examination. Table 1. Sports infrastructure of the object Type M2 Sports with clubs Diameter Equipment Sports hall 1.450 Basketball (2), handball (2), volleyball (3), footstall (2). The width and length of the field 20x40m (+ 2 meters aside corners) And the length 10-14 m Two handball goals, volleyball poles and seats two moving construction and static of basketball, two electric semaphores sideways and 4 electronic semaphores high above the hall in four sides. Over 2500 seats for spectators. Table tennis hall 222 Table tennis (5) 15x14.8 m Six table tennis boards and official desks Martial sports hall 180 Wrestling (1), Judo (1), Taekwondo (1) Hapkido (1) Aikido (1). 13x14.5 m Wrestling mattresses Gymnastic and karate halls 285 Gymnastic (2) karate (11) 17x16.8 m Tatami, jumper, adjustable parallel, filled pits, for jumping Swedish box the gymnastic horse, Weightliftin g hall 104 Weightlifting (2) 10x10.4 m Tatami and weight Shooting hall 250 Shooting (2) 14x17.9 m Shooting equipment and other additional Box halls 200 Box (2) Thai box (1), kick-box (1), full contact (1). 10x20 m Tatami, mat, training bag, improvised, ring Indonesian Journal of Sport Management Llagjevic-Govori, et al., 2 (1), 2022, 22-27 25 In table 2. is seen the sport space with schedule and number of hours daily, weekly, monthly, and yearly calculated in the process of training for the 5 days of the week. According to an earlier paper of the author Jashari (1990) we will present a collation of using hours yearly earlier and now. The number of hours yearly of the small hall that is used mainly and maximally in total of 4.080 hours earlier according to Jashari (1990) with 1.450 hours difference, of over 2.630 hours more now, then the hall of martial sports with 3.120 hours for now and earlier of 500 hours yearly , with 2.620 hours yearly more, the hall of gymnastics is used now 3.360 training hours and earlier 1.600 hours, and the difference now is with 1.760 training hours more, there are 3.360 training hours in the table tennis hall, where the earlier there were 1.450 hours and the difference is 1.910 hours more, and finally the box hall is used 3.120 hours yearly that earlier there were 1.600 hours yearly and the difference is 1.520 hours. Table 2. Using the halls in training hours, daily, weekly, monthly and yearly Training schedule Hours daily Hours weekly Hours monthly Hours yearly Small hall for the sports of basketball, handball, volleyball and footstall 07.00–24.00 17 85 340 4.080 Wrestling and judo hall 10.00-23.00 13 65 260 3.120 Gymnastics and karate hall 09.00-23.00 14 70 280 3.360 Table tennis hall 10.00-24.00 14 70 280 3.360 Box hall 09.00-23.00 13 65 260 3.120 According to the Jashari (1990) in 1998 in this center all halls had been used, but now days there is not the same situation, where the big hall is not used and is out of function that is used to be, so this a fact that the other halls are overloaded extremely, so because the unused of this hall. Another sport area or the billiard hall and throwing the spheres, according to the author (Jashari, 1990), in the years of 80`s, these halls had functioned, but now they are out of use for sport and recreation activities or are destined for other cultural activities, and this way other halls are still overloaded making the number of training hours to be risen. By these records it is clearly seen that sport center is overloaded and the managing complicates the work of clubs, is about 45 where all of these clubs do exercise and competitive activities in this center, so that disables respecting the norms, spaces and hygiene in this center, adding the problem of ventilation and lightening (in some halls) etc., this makes worse the functioning especially for new generations. SWOT analyze in sport center “Youth Palace” The SWOT analyze is used in sport center where in the table below we have presented 4 sides about the situation in this center. Coaches and the accompanying staff who work here, they have given their professional and educational contribution in advancing of this school, so we have asked the stuff of this sport object, where is this sport space through this SWOT analyze, positive sides, its shortcomings, what and which are the possibilities in further advancing, from the risk and competition (Llagjevic-Govori, et al, 2019a, 2019b). The analyze is based on a real review of the members of the sport center from the professional resources, to other members and volunteers who march in this center to do activities, so in order that this center being advanced in the best way possible in the capital in all aspects either in infrastructure, professional- qualifying, financially, and managing, and for those results that any sport organization, club or school is aiming (Llagjevic-Govori, et al, 2019a, 2019b), so the SWOT analyze has presented its sides. Indonesian Journal of Sport Management Llagjevic-Govori, et al., 2 (1), 2022, 22-27 26 Table 3. SWOT analyze presented for Sport center “Youth Palace” in Pristina Positive sides (internal) Negative sides (interior) External possibilities External menaces Hospitality Volunteer parents and coaches The success of sport clubs-schools Work with young age groups, the education of children Sport-historical activities Considerable number of players and competitors Good geographical position National center of sport medicine Problems about funds Financial plan-budget Marketing Managing the risk and security Not good planning, organization Sport infrastructure not in a satisfied level The lack of donors and sponsors Proportion sport space in m2(for sportspersons) Cooperation with other centers Prospective sponsor and partners Attracting the businessmen and companies Investments in infrastructure–fixing the big the hall (destroyed) Designing a long-term strategy Absorbing the financial goods from the inside parlors and their managing. Violence in competitive activities and out of them (it could be possible) Socio-economic crisis or low living standards. The lack of financial means from the internal parlors and the managing on them Atmospheric conditions (not good weather, not favorable) that can be shown as threatening for the object. CONCLUSION Sport infrastructure, so the professional stuff too, is prerequisite for performing the sport, specifically sport activities and recreation. There were less clubs earlier, so was the sport population too, but now days in developing and being accepted in an international arena, and rising the sport results has imposed the extension the sport infrastructure in the case of this object. So, the main base thing for massing and raising the quality of sport is the number and the function of these sport objects, starting from the must needs that they do exist in our country and the capital of Pristina, and it’s time to improve the existing infrastructure. 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