Asset Performance Analysis
Assets select from the case study
Task: An asset performance analysis needs to with be done with details of Yes/No, why it is yes, why it is NO?
I need the reason explain bit more if its yes then why if its no then why and need to get reference this case study of APA its 800 words cut the extra things if you think no need
An Asset Performance Analysis
| Asset Name | Required in
‘Neighbourhood’ category (yes/no) If ‘YES’ give details
|
Required in
‘Local’ category (yes/no) If ‘YES’ give details
|
Required in
‘District’ category (yes/no) If ‘YES’ give details
|
Required in
‘Regional’ category (yes/no) If ‘YES’ give details |
Who is
responsible for maintenance?
|
Asset criticality
to running venue
|
Explain criticality
level
|
| Pitch dimension | Yes.
It has been recommended junior or adult size playing field as per suggestion by Sport Dimensions for Playing Areas (2008) and the governing bodies (Pg. 6) |
Yes. As per recommendation of Sport Dimensions
for Playing Areas (2008) and governing association, it has been advised to have adult or junior sized playing field for club standard competition. |
For club standard competition, it is recommended to have adult or sized playing field as per notification of Sport Dimensions
for Playing Areas (2008) and governing association |
For club standard competition, it is recommended to have adult or sized playing field as per notification of Sport Dimensions
for Playing Areas (2008) and governing association |
Council 100% | Lack of financial support and lack of good infrastructure to maintain the field. | Criticality level is high. This is because, due to lack of financial resources, the maintaining authority is unable to make the field situation better and properly maintained it (Grant, 2016). |
| Drainage facilities | None | None | It has been followed comprehensive drainage system | Comprehensive
drainage system Is followed (pg. 6) |
Council 100% | Lack of technological support | Due to lack of technology and infrastructure, the minimum draining line has not been maintained and thus it creates water logging. |
| Turf field floodlighting | It gets 50 lux coverage to 50%
of playing area
|
It gets coverage of 50 – 100 lux
to 100% of playing area (Pg. 6)
|
It gets coverage of 50 – 200 lux
to 100% of playing area
|
It gets coverage of 100 – 200 lux
to 100% of playing Area.
|
Council 90%, club 10% | Lack of technology | Due to lack of technology, flood lights are not properly maintained and it creates barrier during tournaments (Omondi-Ochieng, 2018). |
| Playing area boundary fencing | None or post and rail | Post and rail | Permanent back netting for baseball and | Permanent chain was fence for home run and back netting fence is highly required for baseball (Pg. 7) | Council 100% | Lack of technology, lack of monitoring | It creates major problems in the games |
| Scoreboard | Temporary | Permanent or temporary | Permanent scoreboard
or scorers box
|
Permanent scoreboard
or scorers box
|
Club 100% | Lack of maintenance | It creates major problems in the games |
| Spectator seating | Optional | 2xpark bench type
Seats are required for every oval adjacent playing field
|
Bench seating arrangements are required for every 50 spectators | Tiered or Grandstand seating is required for 500 spectators | Council 100% | Lack of monitoring due to lack of human resource | Audience are not properly adjusted within the stadium (Peña and Casals, 2016). |
| Player dugouts | Not provided | Not provided | Permanent seating arrangements | Permanent seating arrangements | Council 100% | Lack of financial resources | It creates major problems in the games |
| Cricket wicket | Synthetic
Wicket or concrete wicket.
|
synthetic
wicket.
|
Turf wicket or synthetic
Wicket is required based on the competition level (Pg. 8)
|
Turf wicket table is required | Council 100% | Lack of financial resources | It creates major problems in the games |
| Practice inets | Optional | Maximum 3 cricket nets is required with synthetic base | Maximum 4 cricket nets is required with synthetic base | Maximum 8 cricket nets is required with synthetic base | Council 90%, club 10% | Lack of financial resources | Players are unable to practice games (Feddersen et al. 2017). |
| Rubbish bin cage | Not provided | Chain mesh cage has been provided on concrete base for adjusting 10 bins. | Chain mesh cage has been provided on concrete base for adjusting 10 bins. | Chain mesh cage has been provided on concrete base for adjusting 10 bins. | Council 100% | Lack of financial resources | Field is not cleaned properly and can cause accidents. |
Table 1: asset performance analysis
(Source: Outdoor Sports venture Infrastructure policy, 2012)
[place-order]
Specific Venue and Five KPIs for the Venue Manager
Venue name: Dunstan Park Tennis Facility
Main objective: Within the playground, the authority is required to arrange proper safety measures for both players and the audiences
| Specific | In order to arrange proper safety within the playground for both players and audiences, it is required to incorporate modern medical technologies as well as arrange proper emergency medical service. |
| Measurable | It has been evidenced that outside the tennis court, there is a counter of first aid medical service, where primary care facilities are available for the people. |
| Achievable | It can be achieved and improve the service by engaging modern medical technologies. Moreover, modern medical equipment can also be engaged. |
| Realistic | By incorporating these facilities within playground, it can reduce the severity of the accidents and minimise the risk factors by protecting their lives. |
| Time | In order to improve the service and to achieve the goal 9-10 months’ time period is required. |
Table 2: SMART table
(Source: Created by author)
KPIs for the Managers
Number of audits has been performed on a monthly basis; training completed to the workers regarding maintaining safety, number of accidents occurred in the playground, timey preventive maintenance task, safety committee meetings.
The above mentioned KPIs are required to be performed by the field managers regularly and thus, it only helps to reduce the number of accidents and increase the safety of the field. As commented by Parent (2016), maintaining proper safety at the field, is highly important and this safety is required for both players as well as audiences. Therefore, the managers are required to perform audits on a monthly basis. Therefore, they are able to identify the loopholes of the service. On the other hand, training to the field workers is also required. Therefore, they are able to improve the safety service and make the service users more satisfied and safe their lives by giving fast and emergency medical service. Moreover, the managers are also required to measure the number of accidents within the playground during the events and analyse their nature. Thus, it helps to improve the service by improving the loopholes. As per the view of Davies (2016), it is always beneficial to take preventive measures and thus it helps to overcome the risks of occurring accidents successfully. Therefore, it is required that the managers need to perform timely preventive maintenance tasks. Thus, they can check the loopholes of services and improve the situation by engaging and providing emergency medical help to the people. Lastly, the managers are required to perform safety committee meetings, where they are able to discuss about proper strategies to improve the medical service and its arrangements within the field during any event.
[place-order]
Reference List
Davies, L. E. (2016). A wider role for sport: community sports hubs and urban regeneration. Sport in society, 19(10), 1537-1555. Retrieved on: 23 July 2019, from: http://shura.shu.ac.uk/13249/1/Davies%20Wider%20role%20for%20sport%20.pdf
Feddersen, A., Humphreys, B. R., & Soebbing, B. P. (2017). Sentiment bias and asset prices: Evidence from sports betting markets and social media. Economic Inquiry, 55(2), 1119-1129. Retrieved on: 22 July 2019, from: https://business.wvu.edu/files/d/00d4ce4b-0249-48d9-92fa-53cc871e7fe6/13-07.pdf
Grant, R. M. (2016). Contemporary strategy analysis: Text and cases edition. Eds 2nd NJ: John Wiley & Sons. Retrieved on: 22 July 2019, from: http://www.blackwellpublishing.co.uk/content/GrantContemporaryStrategyAnalysis/FIFTH_IM.pdf
Omondi-Ochieng, P. (2018). US table tennis association: a case study of financial performance using effectiveness indicators and efficiency ratios. Managerial Finance, 44(2), 189-206. Retrieved on: 22 July 2019, from: https://www.researchgate.net/profile/Peter_Omondi-Ochieng/publication/322212972_United_States_Table_Tennis_Association_a_case_study_of_financial_performance_using_effectiveness_indicators_efficiency_ratios/links/5b85fb244585151fd1393984/United-States-Table-Tennis-Association-a-case-study-of-financial-performance-using-effectiveness-indicators-efficiency-ratios.pdf
Parent, M. M. (2016). Stakeholder perceptions on the democratic governance of major sports events. Sport Management Review, 19(4), 402-416. Retrieved on: 24 July 2019, from: https://www.researchgate.net/profile/Milena_Parent/publication/275334550_Stakeholder_Perceptions_on_the_Democratic_Governance_of_Major_Sports_Events/links/56054fa108aea25fce32e7b9/Stakeholder-Perceptions-on-the-Democratic-Governance-of-Major-Sports-Events.pdf
Peña, J., & Casals, M. (2016). Game-related performance factors in four European men’s professional volleyball championships. Journal of human kinetics, 53(1), 223-230. Retrieved on: 25 July 2019, from: https://www.degruyter.com/downloadpdf/j/hukin.2016.53.issue-1/hukin-2016-0025/hukin-2016-0025.xml
Outdoor Sports venture Infrastructure policy, (2012)