Contents

Literature Review: ......................................................................................................................................... 2

Introduction .............................................................................................................................................. 2
Origin of Facility Management.................................................................................................................. 2
Facility and Facility Management Defined................................................................................................ 3
Scope and Objectives of Facility Management: ........................................................................................ 3
Objective 1:To Design Facilities for Efficient Use.................................................................................. 4
Objective 2: To Optimize Facility Operating Costs ................................................................................ 5
Objective 3: Improve Job Satisfaction of Employees ............................................................................ 6
Evaluation of the Scenarios of Facilities Maintenance Management of Sport Complexes (case study) ...... 6
Abstract ..................................................................................................................................................... 6
Background to the Study .......................................................................................................................... 6
Research Method, Data Analysis and Discussion of Findings ................................................................... 7
Summary of the Findings and Topical Issues ............................................................................................ 9
Ways To Improve Stadium Facility Management: ...................................................................................... 10
1. Shuttles, parking management, or VIP valets ............................................................................. 10
2. A welcoming landscape and playable fields ............................................................................... 11
3. Affordable seating, suites, clean restrooms, food courts, and concourses ................................ 11
4. Comfortable temperature and lighting for guests ...................................................................... 11
5. The LEED certification or any other green environment ............................................................ 11
6. Continuous operations................................................................................................................ 11
Proposed Sport Facilities Maintenance Management Model .................................................................... 12
References .................................................................................................................................................. 13
 Literature review on Facilities maintenance
management in a sports complex
Literature Review:
Introduction
Firms commonly manage resources such as human resources, financial, information and products that
have been significant for the competitiveness, profitability and sustainability of the business. However,
there is another resource or asset which has not been discussed and given so much attention: the
facility. Facilities are commonly known as the supporting infrastructure, equipment’s and tools which
are essential in the workplace and for the business to function properly. In this paper, the focus is on
facility management which has recently gained attention from the managers. Discussed herein are the
origin, concepts, and scope, as well as its importance not only in business but also to other organizations
such as hospitals and schools. The objective of the paper is to review related literatures that provide
information and better understanding of facility management.

The British Standard BS 3811 defined maintenance as the combination of all technical and
administrative actions, including supervision actions, intended to keep an item in or restore it to a state
in which it can perform a required function.

A new facility management standard, namely the ISO 41001: Facility Management was introduced to
solve the rising maintenance issues. This standard has the potential to be a great tool in monitoring the
quality of maintenance services but is not widely implemented in Malaysian organizations. Therefore,
this study intends to comprehensively review building maintenance issues, suggest recommendations to
minimize the issues based on literature and ISO 41001 guidelines, and propose a conceptual framework
toward best maintenance practice using the Plan-Do-Check-Act (PDCA) cycle. Any organization can
perform building maintenance, but the difference can be observed from their users' feedback regarding
satisfaction level. The crucial function of a building is to provide safety and comfort to users or
occupants. Therefore, a well-maintained building plays a significant role in achieving the crucial function.
Thus, this study also contributes to Malaysian organizations’ knowledge of employing ISO 41001
guidelines to improve maintenance services.

Origin of Facility Management

The concept of facility management (FM) was first conceived in the United States and in 1980s, it has
been spread over the US and Europe (Nonoyama, 2006). Facility management then was originally
focused on cleaning, maintenance and security but has eventually developed to include more strategic
and broader services. The concept was brought to Japan during the mid-1980s when businesses realized
the need for facility management during consolidation of office or when building new ones. FM has
become helpful in determining the design that would facilitate proper workflow, document flow and
movement of people (Nonoyama, 2006). Facility management today is not only concerned on the
maintenance and security but also on the proper design of the system of facilities for better
maintenance, security, cost reduction, and maximum functioning of every facility involved in a business.
Facility and Facility Management Defined
One can imagine how a business performs its activities without the necessary facilities to support such
activities. According to Alexander (1999), facilities in a business context are the premises and services
required to accommodate and facilitate business activity. Therefore, facilities include the building itself
where business activities are conducted and where hardware such as equipment’s, tools and furniture
are located. Because it includes the equipment’s and tools, it has direct significance to product or
service development. The quality of the products and services that a business creates depends so much
on the functionality and performance of its facilities. Additionally, the building itself and the related
systems (e.g., HVAC system) should be designed based on its identified function. For example, the
design and function of a hospital building is different from the design and function of an industrial
building and will depend on the type of equipment’s that will be put into it and the people that will use
the building. The concerns therefore of facility management encompasses the management of the
above-mentioned facilities. Traditionally, facility management was concerned with the ‘hardware’ such
as the buildings, furniture and equipment’s (Becker, 1990); Cotts & Lee, 1992). However, Alexander
(1999) and Then (1999) later included the ‘software’ such as people, process, environment, health and
safety in the responsibility and scope of facility management. This definition suggests that facility
management should be concern not only in the physical assets but also in the workplace itself where
people and process interact with the physical assets and the results of such interactions which involved
the health and safety of the people and the environment of the organization. Moreover, Becker (1990)
further defines facility management as the building in use, the planning, design and management of
occupied buildings and their associated building systems, equipment’s and furniture to enable and to
enhance the organization’s ability to meet its business or programmatic objectives. Cotts & Lee (1992)
define facility management as the practice of coordinating the physical workplace with the people and
work of the organization, integrating the principles of business administration, architecture, and the
behavioral and engineering sciences. For Alexander (1999), facility management is the process by which
an organization delivers and sustains agreed level of support service in a quality environment at
appropriate cost to meet the business need while for Then (1999), it is a hybrid management that
combines people, property and process management expertise to provide vital services in support of the
organization. Tay and Ooi (2001) provide a broader definition of facility management as the integrated
management of the workplace to enhance the performance of the organization. With all these
definitions, facility management therefore is a practice or discipline that encompasses a wide scope
while its primary objective is to provide support for the enhancement of the workplace. In short,
facilities management is simply the administration of the workplace, its people and its environment.

Scope and Objectives of Facility Management:

As noted above, the primary objective of facility management is to support an organization in
enhancing the workplace. The workplace, on the other hand, involves the people, the physical and
financial resources, and the processes and operations of a business, thus facility management practices
must have positive effects on these resources. Additionally, the strategic objective of facility
management is the effective management of facility resources and services in providing support to the
operations of organizations (Nutt, 2000).
To be able to enhance the workplace, the objectives of facility management are:

1. to design facilities for efficient use;

2. to optimize facility operating cost;

3. to improve job satisfaction of employees (Nonoyama, 2006).

Therefore, the result of facility management is a highly functional workplace. Read also under what
circumstances should a company’s management team give serious consideration.

Objective 1:To Design Facilities for Efficient Use

It is included in the practice of facility management to design the workplace (e,g. plant, office or store)
and other facilities in such as way that they will be efficient and of importance to its users. The users
may include the workers for manufacturing industry settings while for commercial service organizations
like hotel, restaurants and malls, users include the customers. Efficient here means that every space and
equipment is functioning and useful for the business not only for the present but also during its life
cycle. Design of facilities includes: 1. the architecture, structure and location of the building; 2. the
strategic positioning of equipment that will help users perform their task efficiently; and 3. the presence
of important systems or facilities that are necessary to perform business activities. For example, a
manufacturing plant must be located near its suppliers and where there is an easy access to
transportation; its equipment must be position based on the processes involved (e.g. all machines for
assembly must be placed in the assembly area while all test equipment can easily be found at the test
area); and there should be warehouse where finish products are stored and that warehouse must be
designed to be accessible to delivery vehicles. The design of facility is often performed by external
resources like outside contractors. Contractors are companies whose focus and expertise are on the
design and construction of facilities. They employ architects, engineers, surveyors, and technicians.
According to Payne (2000), there are four areas in which various professionals are involved in facility
management: 1. property and built environment that require the professional skills of architects, legal
services, space planners and quantity surveyors; 2. the interaction of people with the built environment
that has required human resources professionals, building services and environmental engineers; 3. the
technical expertise of maintenance staff (e.g. equipment technicians); and 4. the process that take place
within the buildings such as catering, cleaning, security, mailroom that require practical operational
management form a range of professional backgrounds. Organizations need these professionals to
ensure that the design has integrated the “hardware” and the “software” components of facility
management. In the design of facilities, most organizations seek professional help from external sources
because the activities involved in designing are not their core competency; as noted above facility
management only supports core business, it is not the core business. For example, a manufacturing
organisation (e.g. Semiconductor company) wants to have an assembly facility in another location.
Although the organisation may be able to determine the strategic location for the facility, the company,
since its activities are in electronics field, it would be better and practical for them to externally
outsource the design and construction of the facility in order to focus more on the business itself.
However, it is important that the corporate plan of the firm is integrated or in line with the design of the
facilities. According to Bernard Williams Associates (1999), facility management has three facets:
sponsorship, intelligence and service management. Sponsorship pertains to the ownership of
responsibility for the provision of facilities, the implementation of the policy involved in the provision of
the facilities, and the provision of maintenance, allocation, accommodation and services of facilities in
order to perform corporate objectives. Intelligence, on the other hand, is the component of the facility
management that determines the needs of the business and ensures that these needs are met
effectively by employing techniques and technology that will support the facilities. Service management
is the services related itself such as the design and construction, cleaning, maintenance and security that
are usually provided by external resources. Design and construction are outsourced from construction
companies while cleaning and maintenance (of building for example) are outsourced from janitorial
services companies. Maintenance of equipment such as machines is either outsourced from the supplier
or performed by in-house staff like technicians to ensure continuous operation of the machines. In other
words, the design of the facilities, not only the building but also the equipment’s and tools, is created
based on the needs, processes and objectives of an organization but are carry out by the experts that
are usually external to the organization. As noted, an organization must create a corporate plan where
the strategic and operational needs, core business and objectives of the organization are clearly stated.
Additionally, the needs of an organization are continuously changing that requires the facility design and
layout to easily adapt and comply to the changing needs of an organization.

Objective 2: To Optimize Facility Operating Costs

According to Nonoyama (2006), the greatest advantage of facility management is cost reduction through
optimization of facility operating costs. In Japan, for example, the facility operating costs are composed
of rent and service fee, maintenance, depreciation, administrative, taxes, cleaning, utilities and others
(JFMA, 1998). When an organization owned its facility, depreciation accounts to almost 50% of the total
operating costs followed by maintenance and administrative costs which are both 15% of the total
operating costs. Since facility management has design the facility to be at its most efficient, it can then
reduce costs. To reduce maintenance costs, a facility must be designed to be low-maintenance. For
example, the HVAC system of a building may include energy-saving equipment’s and low-maintenance
air conditioning systems. Cost can also be optimized by designing every space in the workplace in such a
way that it can contribute to productivity and efficiency of the organization. Outsourcing of facility
management-related services also reduces the cost of services needed by organizations especially today
that many facility management-related service providers have emerged. Presently, facility management
has also become another industry; there are companies who offer clear-cut energy savings and cost
reduction, building maintenance which includes maintenance of the systems in the building and the
building itself, and office furniture supplies and interior design (Nonoyama, 2006). There are also
computer manufacturers and software providers that offer services for the maintenance of an
organization’s information technology facility. This industry exists primarily to help an organization
become more focus on its core business. In the United States, US companies outsource most of their
facility management-related operations to service providers according to the American Management
Association (Nonoyama, 2006). Figure 1 shows the percentage of the operations that have been
outsourced by American companies. In the figure, it is noticeable that US companies do not outsource
the maintenance of their equipment’s because it is more practical to have in-house experts that will
maintain their machines and equipment’s to ensure continuous operations and production. Additionally,
equipment’s in the manufacturing industries have become part of their core business; that is
equipment’s have become a critical part of a company’s production process and must not be entrusted
to external resources. In Europe there are also several companies that specialize in providing
comprehensive facility management services. Outsourcing of FM-related services has provided an
organization the expertise needed for the maintenance of its facility while the organization has maintain
its focus on its core business. Operating cost has been reduced because facilities have been maintained,
will not depreciate easier and have longer life.

Objective 3: Improve Job Satisfaction of Employees

Employees are the primary users of an organization’s facilities, thus are affected by facilities design and
operations. Employees are part of the “software” facilities that are considered in the design of every
facility. Considerations are given to how users can maximize the usefulness of the facilities, to what
facilities are needed by the workers, to how safe to use the facilities and to how such facilities can
improve their work and their performance. When employees are safer in the workplace, employees will
be satisfy with the job thus increasing production and benefiting the organization. Company provides
facilities for the safety and comfort of the employees through facilities management.

Evaluation of the Scenarios of Facilities Maintenance Management of

Sport Complexes (case study)
Abstract
The philosophy of every maintenance practice and operation in any organization is usually to provide a
structurally sound and aesthetically appealing environment throughout the life of a property.
Maintenance has generally been referred to as all works carried out to keep and restore an item to a
currently acceptable standard. This work evaluates the performance of facilities maintenance
management in the maintenance of sport complexes in South–West Nigeria. The study research method
includes physical observation, administration of questionnaires to measure performance. In order to
gather information, structured questionnaires were administered at the study area (the six stadia
covered), the management staff, the maintenance staff and the user of the facilities in each of the
stadia, covering kiosk owner, sport men and women, spectators, and lover of sports. The study revealed
some factors affecting performance in the maintenance of sports complexes among which are: funding,
organizational structure, political factors, ownership types, and security. The study concluded that it is
only when adequate fund is provided and fully utilized in the maintenance of sport complexes that one
will enjoy the initial investment in them and the consequent accruing benefits from the complexes will
be achieved. The study recommended among other facts that the government should set aside part of
her annual budget to maintenance of the sport complexes so as to ensure their fitness and world class
standard at all time which will consequently reduce the operating cost and increase the revenue
generating capacity of the stadium.

Background to the Study

Managing and maintaining facilities in a stadium might be expensive and problematic in nature but
nevertheless, it is inevitable if investment in such a stadium is not to be lost. The culture of management
and maintenance has gone down to the drain, and this has affected virtually our social and economic
lives. When facilities are not well managed and maintained it might lead to various defect which can
likely constitute nuisance and disturbances to the users of such facilities. Maintenance management is
an important tool needed for effective use of any facility. In other to achieve a maximum satisfaction
from the investment in the development of stadium, management and maintenance of such stadium
must be provided for before, during and after the completion of the stadium. From what obtained today
in Nigeria, there is nothing to write about if one considers the state of all the stadia in the country it will
be seen that, despite the huge amount of money invested on the stadia, the stadia are still in worst
physical state (Egboluche, 2009). In 1999 when Nigeria wanted to host under 20 World Cup, the Vice
president of Federation International Football Association (FIFA) Jack Warner, who hailed and praised
Nigerians for creating Eight wonders of the world because of the speedy rehabilitation and renovation of
the stadia that were picked for the event, also condemned the appalling state of the same stadia ten
years after during inspection of those facilities for FIFA age grade competition in 2009 (Egboluche,
2009). Many people were of the opinion, that the devastating state of most of these stadia is the
consequence of the inability to do what is right by the management or doing it at the wrong time. These
stadia at the time constructed for the various events were rated as one of the best in the world and
nothing was done regarding the maintenance and managements of the facilities at early stage in life.
Consequently, as time passed by, the stadia become unfit for any training purpose let alone hosting
local, state, or national and international competitions. The needs for maintenance always arose when
there is any competition to be held in the country, and in effect, the cost of maintaining these stadia
would be a huge amount of money since such maintenance works have been abandoned for a long
period of time This lackadaisical attitude towards maintenance management of sports complexes in
Nigeria, has affected the country image negatively. However, what the Government (Local, State and
Federal), has failed to realize is that, when proper and efficient maintenance management are in place it
reduces the cost of repairs and net profits which will have substantial positive effect on the operating
costs and consequently makes it easier to project future margins and profitability (Thomas, 2007). The
poor maintenance management practice in Nigeria, particularly in some regions has resulted to loss of
value in investment on those sporting complexes and eventually the cost of restoring the facilities when
the need arises in the sporting complexes to their initial state of soundness and good working order is
on the high side. It is evident that Nigeria has lost and wasted a large amount of money and time in the
development of sports complexes. This is so since investment in terms of money and time in the
development of these sports complexes have failed to yield desired result. Visit to some of these stadia
revealed devastating state of disrepair. It is the believe of some sports analyst that the poor states of the
Nigeria sports arena led to the poor performance of the Nigerian sports men who fail to perform
excellently during great competition (Alabi, 2009). This study critically examines the existing physical
condition of these stadia and their level of compliances with FIFA benchmarks.

Research Method, Data Analysis and Discussion of Findings

Quantitative research method which involves the use of questionnaire (multiple choice type) are
designed to evaluate the performance of sport complex facilities maintenance management saddled
with the responsibility of upkeep of these stadia in Southwest Nigeria. The study areas comprises of
selected stadia, which are well known and frequently used for recreational and sport activities in
Nigeria, and significantly known to have the same cultural and social background and similar sport
culture. The stadia chosen includes Liberty stadium (Ibadan), Lekan Salami Stadium (Ibadan), Olubadan
stadium (Ibadan), Osogbo stadium (Osogbo), Ondo stadium (Ondo), Akure Township stadium (Akure). A
total of 150 questionnaires were administered to professionals as well as operators of the stadia out of
which about 135 were refined representing 90% response: this enables responses to be obtained from
respondents with thorough and good knowledge of available facilities in all the stadia. The data so
collected were analyzed using descriptive statistics and mean item score using Statistical Package for the
Social Sciences (SPSS). The data results are ranked accordingly. Akure stadium, Ondo stadium and
Olubadan Stadium responded more promptly to medical facilities ranked first, stadium ranked
Pitch/Field first, Lekan Salami picked lawn/grass as item of facility that will be more promptly attended
to out 43 facilities listed. Liberty Stadium choice was floor slab/cracks, Items ranked between 1-5th and
found common to the six stadia are medical facilities, Security, Tracks, Pitch/field, and Power supply.
However, among the least promptly attended to facilities common to the six stadia and ranked between
38th - 43rd are: Fixtures, Beam and Column cracks, Floor slab cracks, and paint/finishes (internal). The
Liberty stadium has the highest performance with 53% while Ondo came next with 51%, followed by
Osogbo stadium with 47%, while Olubadan and Lekan salami has 43 % respectively and Akure township
stadium is the least with 35% of performance rating. The Average Mean on Timeliness Measure (C1) for
Akure Stadium, Osogbo Stadium, Ondo Stadium, Lekan Salami Stadium, Liberty Stadium and Olubadan
Stadium. The facilities ranked between 1-6th and found common to the six stadia are: Tracks, Main
bowl, Walls, Fence, Floor Slab/Cracks, Pitch and Field though they had different performance rating
within the boundary of 1-6th.The least common ranked facilities in the six stadia are: Shops and Kiosks,
Water Supply, Swimming Pool, Structures/Leakages, Ceiling and Roof. The Performance Rating of the six
stadia reflects that Akure Stadium Came first with 92%, Liberty Stadium 2nd with 89%, Oshogbo 3rd with
86%, Olubadan Stadium came 4th with 83%, Ondo 5th with 80% while Lekan Salami stadium came a
distant 6th with 78%.

Figure 1
Summary of the Findings and Topical Issues
Table shows the total performance rating of the six stadia studied. It shows that considering the two
perspectives of financial growth and Business Perspectives, Liberty Stadium came first with 71% overall
rating, Osogbo and Ondo stadium came 2nd with 67% rating each, Akure and Olubadan stadium came
third with 63% performance rating while Lekan Salami Stadium came last with 62%. The performances
of each of the stadium are rated as follows: Liberty Stadium came first with 71% overall in performance
in terms of financial growth and Customers satisfaction. Hence it could be concluded that amongst the
six stadia surveyed, Liberty Stadium, www.ccsenet.org/jsd Journal of Sustainable Development Vol. 5,
No. 4; April 2012 Published by Canadian Center of Science and Education 103 Ibadan, is the best. This is
a Federal Stadium, and often renovations are done on all facets of its facilities. It was one of the stadia
of federal government previously identified for privatization. However, the Ministerial Committee
Report on Federal stadia recommended that the facilities need to be upgraded before privatization since
it appeared that the obsolete facilities at the Liberty Stadium may not be attractive to investors; hence,
initiate the current facilities upgrade and renovations. Osogbo and Ondo Stadia are both second with
67% overall performance ratings. Ondo stadium is currently undergoing renovations and the contractor
on site appeared business like with the dispatch with which the works are handled. Osogbo stadium is
not undergoing any renovation currently, but the appearance of the facilities shows that they are
regularly maintained. Akure and Olubadan Stadium came 3rd in performance with 62% respectively.
These two stadia are jointly owned by both Ondo state and Oyo state government: these Stadia are
hardly used for major sport activities; they are significantly having problems of poor government
subventions and lack of considerable internally generated revenue. Hence, the management of the
Akure and Olu badan stadia could fairly maintain most of the occurring facilities problems, to enable the
facilities performed to somewhat standard. Lekan Salami stadium is distinctly least with 62%
performance rating: it is a state stadium named after a well renowned sport philanthropist. The Oyo
state resources on facility maintenance are economically used for both Olu badan and Lekan Salami
stadia, both located in Ibadan, Oyo state. The non-regularity of sporting and events in the Oyo and Ondo
states may have affected the stadia internal generated revenue and effective maintenance
management. Furthermore, the study also examined the mode of generating fund for effective
maintenance operation and in line with this it was discovered that the mode of generating fund at the
case study area are through the Federal Government, State Government, rent, and Internal Revenue
Generation internally. In the entire six stadia, liberty stadium is ranked first in term of annual budget
disbursement, this might have been a result of Federal Government disposition to releasing budgetary
allocations to Ministries and Departmental Agencies as at when due in each quarter of the year. The
study concludes that these stadia performance in terms of turnaround time (TAT) for some of the
facilities are not good enough. Where efforts were made to focus on medical facilities and disregard is
the rule of the day when it comes to roof and ceiling leakages. This permissiveness will encourage higher
deterioration of many other facilities due to occurrence of rain into the facilities. Repair and turnaround
time (time taking to effect repairs). In term of timelines, Liberty Stadium still come first. It is a federal
stadium, this imply that federal stadia have more personnel than state stadia hence, earlier response to
maintenance problems. This study reveals some typical issues and factors which will contribute to the
effective performance and efficiency of the sport complexes studied in Southwest Nigeria. In addition,
this study reveals the performance ratings of the stadia and identifies areas where the stadia are
significantly performing well and areas that require considerable improvement. The study identifies,
discusses and establishes principal factors that contribute to maintenance problems of sport complexes
in Southwest Nigeria:

1. Performance Ratings of sport complexes.

2. Funding of sport complexes.
3. Non-availability of skillful personnel for facility maintenance.
4. Delay in effecting repairs/Timeliness of response.

It is worthy to appreciate that facilities maintenance is highly expensive and require a large amount of
investment especially when dealing with a complex structural environment like stadium. Therefore, the
role played by fund in maintenance of sport complexes cannot be over-emphasized. Thus, it is only
when adequate fund is utilized in the maintenance of sport complexes that one will enjoy the initial
investment in the Stadia and the consequent accruing of profit from the complexes will be attained. To
Keith (2009), it is not possible due to economical and technical reasons to produce a maintenance free
plant with zero risk of failure. Along the same line Akinsola (2009) also asserts that it is impossible to
have buildings that are maintenance free. Ikpo and Ighalo (2001) also confirmed the significant of fund
when explaining the roles played by finance in the development of sport complexes, states that the
development of sport complex facilities involves enormous capital expenditure, which is inevitable due
to the intrinsic value of sports and its global acceptability with respect to physical, physiological and
mental contributions to the promotion of health. Ikpo (2001) further noted that sport buildings pose a
lot of problems to management. Some of these problems are fundamental to public buildings while
others are peculiar to recreational facilities; all these argument the fact that finance has major roles in
the maintenance of sport complexes.

Ways To Improve Stadium Facility Management:

Stadium staff members can potentially enhance the overall stadium appearance and ensure it’s running
smoothly with the right sports facility management system working behind the scenes. Indeed,
regardless of the type of sporting event that is taking place, ensuring the proper facility management
system is established can help create unforgettable experiences for spectators. In this article, we will be
considering some of the most crucial methods to improve the quality of stadium facility management
overall.

1. Shuttles, parking management, or VIP valets

There’s nothing more frustrating than having to line up in order to get a parking space or spending hours
circling in the hunt for somewhere to park up, only to have to walk a mile regardless. With this in mind,
having a detailed and interactive layout map can help solve many of the common parking-related
problems and speedily get people into and out of the stadium by implementing traffic management
strategies. The use of a layout map will also help your staff guide people efficiently to empty parking
spots upon their arrival.
 2. A welcoming landscape and playable fields
Offer visitors the best welcome possible with beautiful grounds and flowers that bloom in the spring;
after all, first impressions are crucial to their overall enjoyment of the event. If you pay attention to
details meticulously using regular preventative measures, people are going to notice. It’s not just your
guests that matter, though; excellent playing conditions on turf are also essential for your team’s
confidence and success.

3. Affordable seating, suites, clean restrooms, food courts, and concourses

Your customers expect a quality service. Fortunately, all of this will be guaranteed when the facility staff
is well-trained and has access to all of the necessary information while working prior to, during, and
after your event. Ensuring your team has access to appropriate equipment, tools, and procedures, as
well as using environmentally friendly cleaning products, will further boost this. Ideally, you should
always select a facility management software provider that views janitorial services as science and
understands the intricate details of venues for entertainment and sports; after all, one of the easiest
ways to ruin an event is through poor hygiene and unkept facilities!

4. Comfortable temperature and lighting for guests

Good lighting in the playing space is an obvious requirement, really, but this isn’t the only aspect you’ll
need to consider when it comes to your event. Indeed, properly constructed, well-maintained lighting
systems give you superior energy efficiency and longer service life. Massive improvements to parking
lots and venue lighting can be achieved simply through the help of recent technological lighting
advancements (e.g., LEDs). Retrofits and upgrades often tend to pay for themselves over time, too, so
it’s a no-brainer in many cases.

5. The LEED certification or any other green environment

The benefits of green facilities are highly documented. Not only are reduced negative impacts on the
environment excellent business practices to follow overall, but they can also help you gain trust within
your community. Naturally, due to the magnitude of the stadium’s energy expenditure, it can have a
significant impact on the city’s carbon footprint; reducing this is a sure way to promote your stadium
locally. Furthermore, sustainable stadiums are even able to appeal to the most discerning of fan bases.

6. Continuous operations
A highly customizable facility management solution provider with years of expertise in managing
entertainment and sports venues can help arrange everything, from pre-game preparations and quick
switchovers to routine maintenance and more. They’re among the most well-equipped teams to help
manage back-to-back games and last-minute changes in your team’s lineup or due to weather
restrictions. The ideal facility management system can be seamlessly customized into your existing
operations, ensuring that your customers will always enjoy the same high-quality, consistent service
they’re used to, even if you manage multiple venues across several locations.

Achieving a fantastic fan experience is much more straightforward when you choose a single platform
provider who can provide a full range of facilities and services (e.g., maintenance, visitor management,
asset tracking, compliance, safety management, etc.) in one app and with multiple points to access and
share information. Using a personalized facility management solution enhances the event’s efficiency,
cost, reliability, and control over management. A well-maintained venue continually draws and retains
the top patrons and employees and ensures that everyone has an enjoyable time, whether it’s all day or
overnight.

Proposed Sport Facilities Maintenance Management Model

Basically, this model is based on the formation of empirical findings from a major research and theories
related to maintenance management and supported by discussions with experts in the field of facility
maintenance management. Sports Facility Maintenance Management Effectiveness Measurement
Model is a combined concept of Facility Management and Performance Measurement formed and
backed by management theories (Henry Fayol, 1920), Organizational Theory (Max Weber, 1947) and the
Expectations theory (Victor Vroom, 1964). This model unites elements for effective maintenance
management, the concept of facility management in each phase of systems planning, organizing,
implementing, leading and control. In each phases of management a set of criteria and management
activities are assigned to be performed to ensure the effectiveness of maintenance management can be
archived.

In this way, the maintenance will receive the attention it deserves in the top management level.
Therefore, it would not be seen as purely tactical operations and as a burden as it used to be. Stadium
Corporation must consider and accept maintenance as a factor of production that requires strategic
attention as other resources in an organization.
References
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