Reference no: EM13833379

Assessment-

Part A: Facility Critique

Students will be required to select a sport, leisure or recreation facility upon which to base a case study. Once the facility has provided permission, students will undertake a site visit(s) whereupon data for the case study will be collected. It may be necessary to interview members of staff, as well as gathering information from documents that the facility has on hand or on -line, or more broadly from the media/local council etc. This is designed to be a more applied assignment rather than a theoretically based assignment. Having said that, there is a need to investigate the facility from a broad theoretical standpoint as applying to each of the areas below.

The case study should include:

a) A description (audit) of the facility and its management;

b) A critical analysis (i.e., ‘the good, the bad, and the ugly' of the facility and its management);

c) Recommendations/solutions (i.e., to solve/reduce the problems/weaknesses you identify in the critical analysis); and

d) A reference list (to support your critical analysis and recommendations/solutions)

The case study should identify those issues noted in the following major headings (in bold) and ascertain whether these areas are required to be explored. The contents of each heading are guides, rather than aspects that must be covered.

Introduction & nature of facility

• spectator facilities

• participative facilities

• natural facilities

• multi-use facilities

Design & construction

• needs assessment

• physical layout, construction & renovation

• environment/location

• ownership/management

Strategy & structure

• scope & stakeholders

• situation audit & competitive analysis

• customers (major tenants, events, vendors, performers, corporate hospitality, etc.)

• organisational structure/staffing/human resources

Marketing & quality

• quality service systems

• positioning

• marketing communications

• public relations

• pricing

• advertising & promotions

• merchandise & licensing

• memberships & tickets

• responding to the market

• information systems

• market research

• attracting and servicing sponsors

Programming

• customer types (e.g., active versus passive, individual versus group)

• providing space versus providing activities

• equity & social justice

• linking programming to needs

• linking programming to staffing

• programming practicalities

• challenges of innovative programming

• scheduling

• balancing tenant needs

• fixtures & tournaments

• scheduling staff

• booking organisations and events

• booking performers

Logistics

• capacity planning & demand forecasting

• supply chain management

• procurement

• staging

• performance needs

• media

• venues

• set-up and removal

• temporary venues

• transport

• communication networks

• queuing and flow control

• contingency planning

Operations

• security

• emergency & medical

• box office/ticketing/reception

• registration & accreditation

• media relations

• cleaning & maintenance

• catering & hospitality

• information technology

• purchasing

Evaluation (i.e., by the facility - not YOU)

• measuring performance

• links to strategies and objectives

• service quality

• customer satisfaction

• benchmarking

• analysing impacts

• reporting

Part B: Facility Future Plan

Students will support their facility critique through assessing the future planning and design approaches towards their chosen facility. Development of the feasibility and/or design process associated with a sport facility will be undertaken.

Taking the considerations from the facility critique, the current options provided within the chosen facility and future opportunities/development for this particular facility need to be addressed. Focussing on the same facility you have audited in Part A, this part of the paper reviews the feasibility and design attributes applicable to the future development of the facility.

The audit (Part A) explains what the facility currently is; the future plan (Part B) explains what the facility could develop into. Take at least a 5-10 year ‘into the future' viewpoint.

Word limit- 4,000 words.