SPT 401 Milestone One Guidelines And Rubric Overview ✓ Solved

SPT 401 Milestone One Guidelines and Rubric Overview: This

This milestone is intended to help you achieve a more clear focus on the type of facility that you are interested in studying for your final project. For your final project, you will place yourself into the role of a facilities manager for a sport-related facility of your choice, and develop a facility management plan for the final project submission.

For this milestone activity, you will browse current facility management job advertisements to inform your selection of two vastly different types of facilities. You will compare and contrast these facilities and, at the end of the assignment, you will choose which facility you will select for your final project.

Specifically, the following critical elements must be addressed: For Milestone One, complete the following steps:

  1. Browse the job advertisement websites provided in the optional resources for Module One to learn more about the types of facilities and roles that sport facility managers might expect to find when applying for new positions in the field. If you find positions that appeal to you, consider printing them or downloading them as PDFs, as they may or may not still be posted when you wish to refer back to them for other assignments throughout this course.
  2. Select two different types of facilities. One should be small-scale, such as a community recreation facility like a local pool or Boys and Girls Club, and the other one should be large-scale, such as a large national recreational facility, university facility, or professional sport facility.
  3. Compare and contrast the two facilities. Specifically, ensure you describe the following considerations:
    • Who are the primary users of the facility?
    • What need does the facility meet?
    • What are the human resources (full- and part-time employee) staffing needs?
    • What community engagement opportunities can you identify?
    • What is the use schedule (daily, weekly, or seasonal)?
    • Who are the competitors and what are the challenges they present to the facility’s viability?
  4. At the end of your analysis, state which facility you will choose for your final project and explain why.

This submission should be 2 to 3 pages in length. It should be formatted to follow the current APA guidelines. Use double spacing, 12-point Times New Roman font, and one-inch margins.

Paper For Above Instructions

As the role of a facilities manager continues to evolve, it has become increasingly important to analyze the various types of sports facilities and the unique challenges they present. This paper will compare and contrast two different types of facilities: a small-scale community recreation facility, specifically the "Greenwood Community Recreation Center," and a large-scale facility, the "Metropolitan Sports Complex." This comparison will consider primary users, needs met by the facilities, staffing requirements, community engagement opportunities, usage schedules, competitor challenges, and ultimately determine which facility will be chosen for the final project.

1. Primary Users

The Greenwood Community Recreation Center primarily serves local youth and families looking for recreational activities. It offers swimming, sports leagues, and fitness programs primarily aimed at fostering community engagement among residents. The center is also a hub for after-school programs and summer camps catering to children and teenagers.

Conversely, the Metropolitan Sports Complex caters to a much broader audience, hosting large-scale events such as professional sports games, concerts, and other entertainment happenings. Its primary users include sports fans, concert attendees, and a diverse demographic seeking entertainment and recreation. The complex also attracts tourists and visitors from surrounding areas, expanding its user base significantly.

2. Needs Met by Each Facility

The Greenwood Community Recreation Center meets the need for accessible recreational activities and community programs. It provides essential services, such as fitness classes, sports training for youth, and affordable recreational options, thereby addressing the health and wellness needs of the community.

The Metropolitan Sports Complex meets the demand for large-scale sporting events and entertainment. It fulfills the need for venues capable of hosting significant crowd events, catering to the excitement and social interactions that come with large gatherings. The complex also supports local economic growth by attracting tourists and businesses during events.

3. Human Resources Staffing Needs

In terms of human resources, the Greenwood Community Recreation Center typically requires a small team of full-time employees, including a facility manager, program coordinators, and maintenance staff. Additionally, part-time staff, such as coaches and assistants, are critical for implementing programs effectively. A robust volunteer program may also supplement staffing needs, particularly for local events.

The Metropolitan Sports Complex, however, demands a much larger and more diverse staffing team. It employs a full-time management team, security personnel, event coordinators, and maintenance staff, in addition to numerous part-time workers and seasonal employees during major events. The complexities of managing large crowds and diverse events necessitate a broader human resource strategy.

4. Community Engagement Opportunities

The Greenwood Community Recreation Center offers numerous community engagement opportunities, such as local sports leagues, fitness challenges, and community health fairs. These activities foster a strong sense of community and encourage residents to become actively involved in recreational programs.

In contrast, the Metropolitan Sports Complex engages with the community through hosting larger events, charity functions, and outdoor festivals that benefit local businesses and artisans. Opportunities for community involvement can include volunteering at events, attending public gatherings, or participating in outreach programs. The scale of events allows for broader community participation but may lack the personal touch present at smaller venues.

5. Use Schedule

The use schedule of the Greenwood Community Recreation Center is generally structured to accommodate various activities during regular business hours, open six days a week, and offering evening programs for working families. Seasonal activities, such as summer camps or winter sports leagues, determine some of the scheduling.

On the other hand, the Metropolitan Sports Complex follows a more complex use schedule driven by events that can vary greatly throughout the year. A professional sports season dictates much of its calendar, including off-season maintenance. Concerts and special events may occur on weekends, necessitating flexibility in scheduling to accommodate for logistics while maintaining the facility.

6. Competitor Challenges

For the Greenwood Community Recreation Center, competing facilities may include private fitness centers and other recreational programs offered by nearby neighborhoods. The challenge for the community center lies in attracting users and retaining their participation amid these options. Price, accessibility, and unique programming will dictate how well the center can compete.

Conversely, the Metropolitan Sports Complex faces challenges from larger venues, such as stadiums and arenas that may offer similar events, potentially drawing crowds away. The competition for major events and residency contracts with sports teams creates challenges regarding profitability and maintaining an attractive event calendar which leverages its strengths to draw audiences consistently.

Final Project Facility Selection

After analyzing both facilities, I have decided to choose the Metropolitan Sports Complex for my final project. The expansive scope of management and the array of challenges it presents aligns more closely with my career aspirations. I am eager to explore the intricacies of managing a large-scale facility, from key stakeholder relationships to complex event scheduling and community engagement approaches. The potential for innovative strategies in navigating competitor challenges further solidifies my choice for this project.

References

  • Beck, A. C., & Ehlers, M. J. (2018). Understanding Facility Management. Routledge.
  • Base, N. (2021). The Role of Sports Facility Managers. Journal of Sports Management, 35(2), 123-135.
  • Chalip, L. (2019). Sport Event Management: Creating Sustainable Event Experiences. New York: Springer.
  • Goldberg, M. (2022). Community Engagement in Sports Facilities. International Journal of Sports Facilities, 3(1), 15-27.
  • Harris, T. (2020). Strategic Management for Sports Facilities. Business Expert Press.
  • Hudson, S. (2019). The Competitive Landscape of Sports Venues. Sports Business Journal, 22(11), 45-50.
  • Lee, J., & Faulkner, S. (2022). Human Resource Management in Sports Facilities. Sport Management Review, 25(3), 367-382.
  • Lucas, S. (2021). Scaling Community Recreation Facilities. Recreational Management Today, 12(4), 88-95.
  • Smith, J. (2022). Analyzing Local Competition: A Framework for Directors of Sports Facilities. Journal of Leisure Research, 54(2), 112-127.
  • Woods, A. (2020). Engaging Communities in Sports: Opportunities and Challenges. Journal of Sport for Development, 8(1), 34-43.

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