Analysis Of Moortown Sports And Leisure Centre
Chee Siew Foong 05C BSBWRT401
Moortown Sports and Leisure Centre Draft Report
PAMS analysis
Target: Moortown Sports and Leisure Centre
Purpose: 1) Gather information about Moortown Sports and Leisure Centre through surveys of clients and community, observation, interviews with staff, and consultation with key stakeholders. 2) Analyze, evaluate and conclude the utilization, efficiency and effectiveness of Moortown Sports and Leisure Centre. 3) Plan, generate and present a report about the Moortown Sports and Leisure Centre findings. 4) Develop suggestions and recommendations for Moortown Sports and Leisure Centre.
Audience: The manager of the Moortown Sports and Leisure Centre
Message: Inefficiency and ineffectiveness of Moortown Sports and …show more content…
Thus, members protest about private bookings because of limited space. It is estimated that the empty space can fit 150 for catering. For the other space, there is a drinks fridge at reception. Sports clothing, health supplements, massage oils, et cetera are also sold at reception. Due to the high demand, these items had caused space and crowding problems. Currently, there are five full-time staff and 27 casuals. Casuals are Moortown University students who do lots of different roles such as bar or café, lifeguard, holiday program leaders, umpire, reception, et cetera.
Furthermore, Moortown Sports and Leisure Centre has no handover procedure and no intranet. Communication is simply via central message book. There is no regular staff meetings too. Staffing budget is 21% over. Other than that, all bookings such as crèche, rooms for hire, courts, et cetera are done by hand in separate record books in the various areas, then put together into one book at main desk. Double bookings and missed bookings happen a lot.
3.0 Operational …show more content…
For the new clients, mostly they are attracted by word-of-mouth, find out about programs through notice board, reception desk or from instructors.
7) There are 13 clubs using the Centre.
8) Seven clubs have long-standing agreements, verbal and use 80% of time and space. Pool and basketball court are most popular. Other than the 13 clubs mentioned, there five new licensed clubs which request training times.
9) No booking procedure for BBQ and lawn area.
10) There is a drinks fridge at reception. Sports clothing, health supplements, massage oils, et cetera are also sold at reception. Due to the high demand, these items had caused space and crowding problems.
11) There are five full-time staff and 27 casuals. Casuals are Moortown University students who do lots of different roles such as bar or café, lifeguard, holiday program leaders, umpire, reception, et cetera.
12) No handover procedure and no intranet. Communication is simply via central message book. There is no regular staff meetings too.
13) Staffing budget is 21%
Moortown Sports and Leisure Centre Draft Report
PAMS analysis
Target: Moortown Sports and Leisure Centre
Purpose: 1) Gather information about Moortown Sports and Leisure Centre through surveys of clients and community, observation, interviews with staff, and consultation with key stakeholders. 2) Analyze, evaluate and conclude the utilization, efficiency and effectiveness of Moortown Sports and Leisure Centre. 3) Plan, generate and present a report about the Moortown Sports and Leisure Centre findings. 4) Develop suggestions and recommendations for Moortown Sports and Leisure Centre.
Audience: The manager of the Moortown Sports and Leisure Centre
Message: Inefficiency and ineffectiveness of Moortown Sports and …show more content…
Thus, members protest about private bookings because of limited space. It is estimated that the empty space can fit 150 for catering. For the other space, there is a drinks fridge at reception. Sports clothing, health supplements, massage oils, et cetera are also sold at reception. Due to the high demand, these items had caused space and crowding problems. Currently, there are five full-time staff and 27 casuals. Casuals are Moortown University students who do lots of different roles such as bar or café, lifeguard, holiday program leaders, umpire, reception, et cetera.
Furthermore, Moortown Sports and Leisure Centre has no handover procedure and no intranet. Communication is simply via central message book. There is no regular staff meetings too. Staffing budget is 21% over. Other than that, all bookings such as crèche, rooms for hire, courts, et cetera are done by hand in separate record books in the various areas, then put together into one book at main desk. Double bookings and missed bookings happen a lot.
3.0 Operational …show more content…
For the new clients, mostly they are attracted by word-of-mouth, find out about programs through notice board, reception desk or from instructors.
7) There are 13 clubs using the Centre.
8) Seven clubs have long-standing agreements, verbal and use 80% of time and space. Pool and basketball court are most popular. Other than the 13 clubs mentioned, there five new licensed clubs which request training times.
9) No booking procedure for BBQ and lawn area.
10) There is a drinks fridge at reception. Sports clothing, health supplements, massage oils, et cetera are also sold at reception. Due to the high demand, these items had caused space and crowding problems.
11) There are five full-time staff and 27 casuals. Casuals are Moortown University students who do lots of different roles such as bar or café, lifeguard, holiday program leaders, umpire, reception, et cetera.
12) No handover procedure and no intranet. Communication is simply via central message book. There is no regular staff meetings too.
13) Staffing budget is 21%