Sports and Leisure Centre Operations Plan

Moortown Sports and Leisure Centre MSLC Report The Moortown Sports and Leisure Centre (MSLC) has many challenges and obstacles to overcome to better serve the community in which it operates. In order for the organization to meet the needs of the local population, both now and into the future, MSLC will have to redesign and improve many of its operational processes to make more efficient and effective use of its current capabilities.

The current facilities have unable to accommodate the local demand for their use however with a more efficient system of booking and facilities transfer the organization could meet more of the local demand. It is recommended that the organization build an IT system that can help manage scheduling of the facilities. This would effectively increase the capacity of the facilities through better management and communication.

Contents Executive Summary Contents Introduction Body Conclusion Recommendations Summary Works Cited Introduction The MSLC provides a valuable opportunity for the community to participate in sports, leisure, and recreation. Recently the organization has conducted research to identify how well it is meeting the needs of the local community and find opportunities in which it can provide better services to the residents of Moortown. The research interviewed many of the organizations stakeholders including members of the local community, staff, and the people who use the facilities the most.

The research was conducted by the Workplace Solutions Agency and the results of the research reveal many potential areas of improvement for the MSLC. This analysis will build off of this research by analyzing two of the key performance indicators that received poor performance appraisals in the research. Body The research indicates that the facilities that the organization has are too small to meet the community demand. Furthermore, only two percent of the local community actual uses the centre.

Thus the capacity of the MSLC is the limiting factor to the organizations performance. However, there are many factors that can constitute the overall level of capacity that the centre actually has. For example, the MSLC has peak times that are often full to capacity while during non-peak times there is less than a quarter of the capacity being used at any given time. Thus if the organization could move some of the peak demand to off-peak scheduling then this could increase the overall capacity.

One idea might be to increase the costs to the community for space during the peak times while offering non-peak reservations at a significant discount. This might be able to change the demand times for the facilities and effectively create more capacity. Another aspect to the total capacity that should be considered is the allocation of the space that the MSLC has. For example, there may be opportunities for different clubs to share the same space during peak times which would also create more capacity.

If the basketball club could only use half a court during peak times then could make space for another basketball club to use the other half of the court. If both clubs shared the space then this would effectively double the capacity during peak times for the court. Other clubs might also be able to share space and different opportunities for allocating more efficient uses of space should be considered as part of a capacity management program to make the most of the resources that are already available.

An electronic booking system, as recommended by the Workforce Solutions Agency, could also help to improve the efficient use of the existing capacity. The booking system could also offer a calendar so that clubs could easily visualize their reservation options. Such a system would help eliminate any waste in regards to missed appointments or double bookings by individuals and clubs. One factor that that has been identified in an organization's effectiveness relates to how knowledge transfers in an organization across locations (Liew, 2007).

Having an online tool to help the employees and the members collaborate will significantly improve knowledge of the events. There are many inexpensive and available calendar tools that could be used to provide this collaboration medium. One trend that is relevant to the intended outcome is the development of cloud computing and specifically to Software as a Service (SaaS) services. The SaaS model allows organizations to focus on providing "scalability and agility" with the "flexibility to support various services" for such an increases in capabilities (Scio, 2011).

The centre could find a cloud provider that specializes in reservations systems that it could integrate easily with minimal upfront costs. One example of this platform is the Amazon Elastic Compute Cloud (Amazon EC2) offers a simple web service interface that allows developers to obtain and configure capacity with minimal friction (Amazon Web Services, 2015); however there are many different service available for this type of solution.

Conclusion The MSLC needs to focus on maximizing its capacity before addressing the low levels of awareness of the organization and its services that is present in the community. Capacity is already and issue and capacity should be maximized before trying to increase the demand for.