Declaration And Strategic Essay For Manly Pool.

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The purpose of this assignment task is to apply what you have learned over these six weeks to a planning document that identifies key risks, challenges and opportunities in a specific facility ownership model. In this task you will need to connect management theories with a practical plan.

Related learning outcomes

This assignment assesses the following unit learning outcomes:

1. Identify the key aspects of running sports facilities and events.
2. Understand and critique management theories underpinning the management of sporting facilities and events.
3. Develop plans for managing sport clubs, facilities and events.

History and PROFILE

The Manly Pool is located on the foreshore adjacent to Marina and is perceived as an idea place to cool off. The manly pool houses a wading pool with play features for the kid’s; it also houses a 25 meter outdoor pool with an access ramp and waterslide. The pool offers learning classes for swimming and squad swimming. There are various classes of the swimming pool which are as follows:

• Aqua
• Masters
• Swimfit
• Mini/Junior squad

This strategic plan has been developed by a forum representing members of the Manly Pool where common goals are documented  in areas of Environment, Targets, Positioning and Resources.  

The plan then focuses on a SWOT analysis and identifies 4 major objectives of Manly Pool and actions. This strategic document is then supported by 3 year rolling plan that serves as a tool to achieve the clubs goals in the next 3 years.

Develop the youth of our community though swimming.

1. To attract and retain high quality human resources
2. Developing the strategic planning process of the swimming pool.
3. Upgrading the heating and induction system of the swimming pool
4. Reducing the costs associated with the operations of the swimming pool.

KEY RESULT AREAS

These areas have been identified by the Club as being key areas for future development:

• Human Resources
• Planning
• Systems
• Operations

This strategic plan is prepared with the consideration of the environment as it can be perceived at the time of writing. It is vital to highlight the issues in the general environment that Manly Pool operates in and the relevant targets, resources, competitors and finally the positioning of the Club in the community. A summary of these factors includes;

General Environment

• A strong swimming culture is associated with the region where the swimming pool is located.
• Located in a non-growing area of the region where the swimming pool is located.
• Presence of a large number of schools in the region where the swimming pool is located.
• The number of competitors in the area is increasing slowly.
• The residents of the region are fitness and health concern in nature.
• As stated by Rosca (2014) the residents of the region value trust and relationships in order to commit their loyalty to an individual or entity.

Targets

• Potential and Current Swimmers
• Former players and leaners
• Sponsors
• Queensland Government
• School and other fitness clubs
• Business community
• Guardian of current and potential learners.

Positioning

• The club which has strict safety restrictions in place for all their learners
• A club with optimal fees structure.
• A friendly swimming pool club with good market reputation.
• A kid’s friendly swimming pool club with several amenities.

Our Resources

• Highly qualified coaches and instructors.
• A well informed and well maintained website of the swimming pool.
• Effective management committee in place.
• High brand image in social media platforms.
• Top quality beverages and refreshments available for the learners and guardians.

STRENGTHS · High Quality Staffs · Ability of the staffs to self-actualize · The swimming pool is popular among the public · Good level of attendance · Swimming levels popular and high quality · The pool is of sensible size and cheap to maintain · Swimming on curriculum of primary schools

WEAKNESSES · The pool is too small for competitive swimmers, clubs, masters and triathlon. · The heating and filtration system of the pool is old and requires attention. · The pool is heated by oil which is expensive in nature likely to continue to rise in price. · No evidence of onsite strategic management. · Higher rate of employee turnover. · The changing room and associated facilities are basic in nature and it requires repairs

OPPORTUNITIES · Larger number of older population who seek fitness development · Younger generation demands advanced gym facilities. · As stated by Kunkel, Doyle and Funk (2014)Availability of Grants for environment friendly heating and insulation. · Lower heating costs if right equipment is fitted. · Demand for expanded gym and fitness studio. · Potential collaboration with local schools · Greater interest in health and fitness

THREATS · Inability to get medical collaboration. · High rate of staff turnover · Possibility of a future takeover by other groups · Increasing competition from new entities.

OBJECTIVE 1 - To attract and retain high quality human resources

Key Result Areas

• Human Resources
• Employee Productivity
• Employee Retention

Strategies	Recommendations
1. Focusing on employee engagement	· As opined by Del Prado, Tuero, and Boto (2015) harnessing new ways to give and receive feedbacks. · Focusing on engagement at local and organization level · Using the right employee engagement survey
2. Building a loyalty induced organization culture	· Valuing the feedbacks and views of the staffs. · Involving the employees in the decision making process. · Providing adequate growth opportunities for the growth and development of the employees.
3. Creating potential networks	· Using social media to attract top talents. · Utilizing physical networking events. · According to Seifried (2014) developing partnerships with talent recruitment organizations.
4. Knowing the offerings of the competitors	· Following the website of the competitor companies. · Collecting feedback from the employees of the competitive companies.

OBJECTIVE 2 - Developing the strategic planning process of the swimming pool

• Strategic Planning
• Forecasting
• Continuous Improvement

Strategies	Recommendations
1. Thinking past the strategic plan.	· Having a clear idea regarding the resources of the swimming pool. · Having a clear idea regarding the capacity of the swimming pool. · As stated by M2 Presswire (2015) determining the priorities which will help the help the swimming pool to achieve its goals.
2. Prioritizing the communication process.	· Developing a communication strategy. · Using latest technology in order to develop the communication process. · Making the communication process transparent in nature.
3. Involving the employees of the swimming pool in the strategic planning process.	· Seeking feedback from the employees of the swimming pool. · As opined by Huang (2018) increasing collaboration among the staffs of the swimming pool at all levels. · Incorporating employee committee in the strategic planning process of the swimming pool.
4. Developing plans based on data and not on assumptions	· Gathering of adequate data. · Analysis of collected data. · Taking decisions based on the results of the data analysis.

OBJECTIVE 3 –Upgrading the heating and induction system of the swimming pool

Key Result Areas

• Resource Efficiency
• Continuous Improvement
• Resource Utilization

Strategies	Recommendations
1. Utilizing solar power of the heating and induction system.	· Installing solar panels for heating and induction purpose. · Using other renewable sources of energy. · Improve the resource efficiency process of the swimming pool.
2. Implementing a risk management strategy in place for the heating and induction system	· Analyzing the risks. · Identifying the outcome of the risks. · Developing risk management strategy.
3. Developing alternative cost-effective back up strategy	· Identifying alternative strategies. · According to Lysias (2014) analyzing the cost effectiveness of the current strategy. · Analyzing the cost effectiveness of the alternative strategies.
4. Analyzing the resource requirement for the heating and induction system.	· Analyzing the resources required for the tasks. · Checking the availability of the resources in the swimming pool. · According to Kauppi, Moxham and Bamford (2013) analyzing the capacity of the swimming pool based on the resource requirement.
5. Using green technology for the heating ad induction system in the swimming pool.	· Identifying several green technology options. · As opined by Horner (2016) analyzing the costs associated with the implementation of green technology. · Analyzing the benefits associated with the adoption of green technologies.

OBJECTIVE 4 –Reducing the costs associated with the operations of the swimming pool.

Key Result Areas

• Operations Management
• Acquisition Strategy
• Local Sourcing

Strategies	Recommendations
1. Appointing a new manager in the swimming pool to  oversee the operations of the swimming pool	· Advertising through various sourcesin order to attract top candidates. · Defining the job role in a detailed manner. · Defining the requirements in a well detailed manner
2. Complying with various quality standards regarding selection of various equipment of the swimming pool.	· Identifying which quality standard is the most suitable for the equipment of the company · Identifying the costs associated with implementation of the quality standards. · According to Choi (2016) providing training to the employees regarding the new equipment of the swimming pool in order to ensure its effectiveness.
3. Sourcing products from local suppliers.	· As stated by Jinga and Iacobini (2016) developing sound relationships with local suppliers. · Identify the appropriate supplier which suits the requirement of the swimming pool. · Checking the products with necessary quality standards.
4. Cancelling unused services offered by the swimming pool to their customers.	· As stated by Edwards (2016) conducting internal audit in the company. · Identifying the revenue generating services offered by the swimming pool. · Identifying the non-profitable services offered by the swimming pool.

SUMMARY

While preparing the strategic plan for Manly pool it can be analyzed that the current scenario to which the swimming pool belongs, supports the future growth and development of the swimming pool. There is high growth potential for the swimming pool in the region of Brisbane, owing to the growing consciousness among the residents of the region regarding well- being and remaining fit. The Manly pool must focus on combining its strength and opportunities in order to address its weakness and threats which will help in accomplishing the needs of the swimming pool.

References

Choi, W. (2016). The influence of the cognitive learning process in relation to sport rules and fans' associations with sport: Examining the relationship between sport fans' behaviors, enjoyment, and future consumption. Business Premium Collection. [Online] Available at https://search.proquest.com/docview/1842739533?accountid=30552 Accessed as on 28/11/2018

Del Prado, C.,E.Tuero, and Boto, R. G. (2015). Elsusuarisd'equipamentsaquàtics: Aportacionsal'àmbit de la gestióesportiva/Users of indoor swimming pools: Contributors to the sports management area. Apunts.EducacióFísicaiEsports, [Online]  (121), 64-72. Available at doi:https://dx.doi.org/10.5672/apunts.2014-0983.cat.(2015/3).121.08 Accessed as on 28/11/2018

Edwards, J. (2016). Understanding talent retention within a sport system: Exploring the elite youth sport development system. Journal of Applied Sport Management, [Online]  8(2) Available at https://search.proquest.com/docview/1772428761?accountid=30552 Accessed as on 28/11/2018

Horner, M. I. (2016). Making the sport consumer: A genealogical analysis of sport management research texts. Business Premium Collection. [Online]  Available at https://search.proquest.com/docview/1873469215?accountid=30552 Accessed as on 28/11/2018

Huang, J. (2018). RESEARCH ON PUBLIC SWIMMING POOL MEMBERS' SPORTS BEHAVIOR MODEL OF SWIMMING: USING SPORTS HABIT AS A MODERATOR VARIABLE. International Journal of Organizational Innovation (Online), 11(2), 135-155. Available at https://search.proquest.com/docview/2126525140?accountid=30552 Accessed as on 28/11/2018

Jinga, G., andIacobini, A. (2016).MARKETING STRATEGIES AND MANAGEMENT IN SPORT CLUBS. Management Research and Practice, [Online] 8(1), 46-49. Available at https://search.proquest.com/docview/1780765246?accountid=30552 Accessed as on 28/11/2018

Kauppi, K., Moxham, C., and Bamford, D. (2013). Should we try out for the major leagues? A call for research in sport operations management. International Journal of Operations & Production Management, [Online]  33(10), 1368-1399. Available at https://search.proquest.com/docview/1437233115?accountid=30552  Accessed as on 28/11/2018

Kunkel, T., Doyle, J. P., and Funk, D. C. (2014). Exploring sport brand development strategies to strengthen consumer involvement with the product - the case of the Australian A-league. Sport Management Review, [Online] 17(4), 470. Available at https://search.proquest.com/docview/1613497624?accountid=30552 Accessed as on 28/11/2018

Lysias, T. C. (2014). The effectiveness of the sports marketing strategies used by collegiate sports federations. International Journal of Marketing & Business Communication, [Online] 3(3) Available at https://search.proquest.com/docview/1733234795?accountid=30552 Accessed as on 28/11/2018

M2 Presswire (2015).  Hidden danger in swimming pools - swimming pool health & safety expert calls for change. M2 Presswire [Online] Available at https://search.proquest.com/docview/1725016003?accountid=30552 Accessed as on 28/11/2018

Rosca, V. (2014).A model for eliciting expert knowledge into sports-specific knowledge management systems. Revista De Management Comparat International, [Online]  15(1), 57-68. Available athttps://search.proquest.com/docview/1545871737?accountid=30552  Accessed as on 28/11/2018

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