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Facilities Management (Wembley Stadium)

Facilities Management (Wembley Stadium) Free Essay

Scope of Facilities Management at Wembley Stadium

Facilities management is all about ensuring that a venue is kept safe, clean, well secured and maintained and that all the resources it provides are well established in a manner that is comfortable for its users (Aicher, Paule-Koba & Newland 2015). Wembley stadium is one of such venues. Therefore, it is critical that the stadium is well managed and maintained because it has a significant influence on the quality of services that the stadium provides to its users. In this vein, management of the Wembley stadium involves maintaining all the aspects of an operational environment which include both hard and soft elements (Roper & Payant 2014).

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The hard aspect of facilities management includes maintaining the building and all the physical assets that compose structures of the building and enable them to work well. Among them, there is an air conditioning, lighting, heating, as well as maintaining of the construction itself and all the kinds of lifts in it (Atkins & Brooks 2015). This aspect of facilities management also involves control of the waste generated from the stadium facilities and measures that an administration of the building takes to ensure that none of the practices cause damage to the environment (Worrall, Barker & Johnstone 2013). Therefore, other factors that are considered in managing the Wembley stadium include a conservation of energy and reduction of carbon.

The soft aspect of facilities management, however, does not deal with the physical attributes of Wembley stadium but rather with the services that it offers. These are the services that are meant to make the stadium work efficiently and ensure the comfort of every user of the venue (Shilbury et al. 2014). Consequently, soft facilities management includes the conduction of activities such as catering, provision of security, cleaning, administrative procedures, parking of vehicles and other customer-oriented services. In most cases, manager of the venue is required to have some background knowledge or training in one of such services, for instance, in catering (eds Cunningham, Fink & Doherty 2016). It is important that the concept of the management of facilities is being viewed as a varied one since assurance of a performance of the Wembley stadium is demanding but worthwhile and enables providing an environment where the clients can relax.

The Role and Responsibilities of the Executive Facilities Manager at Wembley Stadium

The facilities manager at the stadium is responsible for many functions which involve all the operational aspects. The general role of the manager is to ensure that the Wembley stadium is safe and conducive for use by the customers and its workers as well (ed. Finch 2011). Work of the facilities manager can be very demanding and some of the activities that are involved include:

  • Ensuring that everyone present at the stadium at any given time is safe and secure, this involves both the customers and the workers (Katchamart 2013);
  • Ensuring that the systems, services and the whole property in gross are well maintained (Talmor & Vasvari 2011);
  • Ensuring that all the activities conducted in the arena do not harm any of the surroundings (Wohlfart, Bilan & Schimp 2013);
  • Ensuring that a wastage of water and energy is minimized;
  • Ensuring that a space within and around the stadium premises is used efficiently (Tennent & Gillett 2016);
  • Managing the services provided in the arena to ensure that only services of the best quality are given to the customers (Shilbury et al. 2014);
  • Finding contractors for the different services required at the stadium in case a staff at the stadium is unable to provide all the services (International Facility Management Association [IFMA] 2013);
  • Recruiting and laying off the local staff at the stadium (Gitlin 2015):
  • Negotiating with customers of the stadium and dealing with their concerns (Foster & Inglis 2012).

The facilities manager is in charge of delivering all these tasks in order to meet the overall goals and objectives of the Wembley stadium.

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The Main Activities for Preventative Maintenance of the Stadium Facilities

The operation of a sports stadium requires maintenance of its multiple facilities in addition to effective planning and execution of the activities that are meant to make the stadium run smoothly (Fried 2015). One of the major factors of the efficient management is ensuring that proper objectives are set; the goals need to be measurable, accurate and reasonable and show an improvement of the specific areas of the stadium over time (Furgang & Furgang 2015). Some of the objectives that enable effective maintenance of the stadium include:

  • Ensuring that at least a 30% reduce of the operations’ backlog. It involves prioritizing duties and setting up a timetable to make sure that all the tasks are completed at the right moment.
  • Ensuring that the ratio of maintenance work that is proactive to unplanned operations or those considered as emergency becomes greater that 50% (ed. Saayman 2012). It involves a reduction of the backlog which will, in turn, free the operational resources.
  • Ensuring that all the assets of the stadium are organized to provide the scheduled operations appropriately. For it, the facilities manager needs to know a location and condition of all the assets (Gillentine & Crow 2014).
  • Inspecting of the properties on a regular basis to ensure that all of them are working correctly to provide the best services to the customers (Rowlinson 2011). When the regular inspection is done, problems associated with the properties can be identified on time and fixed promptly.
  • Elimination of overtime, which involves minimizing the manual procedures (Greenwell, Danzey-Bussell & Shonk 2014). For instance, a good preventive maintenance involves ensuring that the time-consuming repairs are reduced to free up the labour force in order to handle any unplanned emergency tasks that come up when the stadium is being in operation.

From these objectives, it can be noted that the preventive maintenance is a concept that proper organisation, reducing the processes that are manual in nature and ensuring that all the duties to be performed are scheduled appropriately (eds Hassanien & Dale 2013). When this is done, the facilities manager will be able to allocate the tasks and resources in an efficient manner.

Proper preventive maintenance at the Wembley stadium should not only involve managing the repairs and the labour costs; it also includes an efficient management of the energy costs (Lowe 2013). Wembley stadium has an ample space and, therefore, its cooling and heating should be considered carefully when managing the energy costs of the stadium. Proper management of energy can save up to 25% of the overall costs of expenses (Mahoney, Esckilsen & Jeralds 2015). When the assets are poorly maintained, the energy costs tend to be higher because such assets use more power to achieve the same goals compared to assets that are well maintained.

The Challenges of Maintaining a Large Facility Such as the Wembley Stadium

Maintaining a facility as huge as the Wembley stadium is demanding and has its fair share of difficulties:

  • Due to the capacity of the establishment, it can be hard to find the staff members that are dedicated towards their jobs and work efficiency with the aim of attaining the goals of the stadium (National Intramural-Recreational Sports Association (U.S.) [NIRSA] 2013).
  • A large crew needs a proper management to conduct all the tasks and to eliminate cases of absenteeism and poor-quality service (House of Commons Scottish Affairs Committee 2013).
  • It can be very easy for the manager to neglect some of the service areas with no proper planning (eds Pedersen & Thibault 2014).
  • The costs of maintaining all the assets of the stadium are rather high and need proper management (Shilbury et al. 2014).

Operations that can be done In-House and those that can be Outsourced

Some of the services which may be provided in-house include:

  • Making ticket arrangements for the events. The stadium can set up its ticketing office with a computerized ticketing service (eds Plewa & Conduit 2016).
  • Housekeeping services. It involves everything to do with cleaning and ensuring all the premises are in a good shape.
  • Maintenance of the assets that are considered critical, for example, the electrical appliances. Outsourcing this can be expensive, and since the maintenance needs to be done on a regular basis, the stadium should have the staff members to ensure its accomplishment (Potts & Ankrah 2014).
  • Provision of the audio-visual services. The stadium can purchase the audio-visual equipment and avoid outsourcing it every time when there is an event.

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Services that can be outsourced include:

  • Catering, since these are services needed on special occasions (Roberts 2013). The stadium can, therefore, get a catering company to provide the services whenever there is an event
  • Event marketing.

Issues Related to Managing a Multiplicity of Contractors at the Wembley Stadium

Management of contractors in this type of facility comes with its set of challenges. The huge number of contractors and the size of the stadium make it very difficult to track the works being done by the contractors. If not properly managed, the contractors can deliver services of a poor quality (Rowlinson 2011). Moreover, the costs of managing a multiplicity of contractors can be very high, especially if not handled effectively and wisely.

Quality Assessment when Managing the Wembley Stadium

Properly maintained venue facilities and a well-organised management of them enable cutting the utility expenses and ensure a satisfaction of the customers. Therefore, the facility management has a great effect on the main factors of success to the venue and should be assessed with an objective mind.

A quality of the stadium operation can be assessed by ensuring that the right objectives are set up for its proper functioning. Assessment of the quality can also be based on the various areas and the services offered at the stadium (ed. Saayman 2012). In general, quality of the Wembley stadium can be assessed based on:

  • A feedback from the customers who attend various events held at the stadium;
  • Operation costs of the various assets of the stadium;
  • A level of security and supervision provided for the customers and the workforce of the stadium;
  • An assessment of functioning of the structures;
  • Identification of the facility risks and the ways of overcoming them.

Quality accreditation systems for ensuring quality service to all customers of the Wembley Stadium

Some of the quality accreditation systems are external, such as the customer service and staff management. There are also the assessment standards such as the ISO 9001 and the Matrix Standard, the general quality systems such as the PQASSO and the European Foundation for Quality Management (EFQM) Excellence Model (ed. Sawyer 2013). Other accreditation systems are the sub-sectoral ones such as the AA1000 Assurance Standard, the VISIBLE Standards, and the NAVCA Performance Standards.

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