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A. LIST OF SPACES:
Lobby
Admin Office
Manager’s/ President’s Office
Accounting
Booking
Personel
Conference Room
Ticket Area
Clinic / Emergency Facility
Toilets / Showers
Storage Space
Mechanical Room
Electrical Room
Water Treatment Facility
Table Tennis
Badminton
Board Games
Weight Training / Fitness Gym
OUTDOOR FACILITIES
Parking Spaces
Bleachers
Security Office
Canteen/s and Food Court
Sleeping Areas/Headquarters
Souvenir Shops
Picnic Area
MRF
Water Spa/Swimming Pool
Bicycling Area
Team Building Facility
‘Larong Pinoy’ Area
C. RELATIONSHIP OF SPACES
D. SITE REQUIREMENTS
1. Projected Uses
Among the first program criteria to be determined regarding sports complex is the list of
projected uses or events which are intended to be booked into the complex. Many
events require their own unique features or support facilities which if not included in the
original design and construction prove very difficult and costly to provide at a later date
(e .g ., inserts in playing floor surface for anchoring circus rigging) . Some also have fixed
dimensional or space requirements which must be accommodated and checked for sight
lines . A list of the more common events currently
being held in Sports Complex
4. Circulation
It is best that if one enters the facility the user should be guided immeadiately to where
he/she is going. Thus minimizing dead ends and curves in corners. Signages will also be
provided for better guidance for visitors.
5. Size
The site requirement is that the site should be a vast area in order to provide the
needed areas and to be able to meet the said spaces stated above.
6. Topography
Topography is a big asset of the building because one can fully maximize the use of the
areas and decrease descrepancy of the specification of the areas to be used by the
athletes and visitors.
7. Zoning
The building should be located in a zone where other recreational areas are. The
Complex should also be in a good community where profit will benefit the complex. It
also be in a good view for the community to be able to access the complex
immeadiately.
A. Organizational Goals
The Goals of the owners is that they wish to see that the structure will serve as a
research and training center for the use of sport, physical activity, and recreation in
building peace and understanding in diverse communities.
To provide students with opportunities to apply their disciplines while meeting local and
global community needs.
To foster student learning, self reflection,personal growth, and cross-cultural
appreciation through local and global sport-based service endeavors.
To promote a more holistic and inclusive community by providing sport, physical
activity, and recreaion opportunities for under served populations
C. Function Goals
The major funtion that will take place in the building is that to identify specific strategies,
program and facility needs, management requirements, and other factors to create a
model for community recreation, aquatics, or multisport facility that will provide the
highest likelihood for positive local economic impact.
The building design can enhance or impact occupant interactions if the correct use of
characer was used in a spesific zonning area. And the use of proper materials that fits the
specified character of the building.
D. Management Goals
BUBBLE DIAGRAM(FIELD)
L VISITORS BENCH
Discus
O
N
G Field
Pole High House
FOOTBALL & SOCCER
Vault Jump
J
U
M
P Shot
Put
HOME BECH
Office
1aA
Storage Physical
Girls education
Locker Storage Athletics
study area
Room/ Gymnasium
Storage
GYMNASTIC
Showers
Storage
restrooms
restrooms
Girls
Team
room Storage
Drying/
Main Folding Main
Drying Equipment Athletic
Room Tickets Concessions
Storage Director
Staging s office
Area Office Laundry
Equipment Flow
Clearly, communities are still eager to acquire sports teams and are willing to commit
public funds to do so. If subsidizing a sports complex becomes priority, then public
officials must look beyond an economic impact report to all the economic factors, and
leverage greater social and political outcomes for their community. It is possible to
create benefits beyond simply bringing a sports team to town. Sports complexes are
successful today if they are a part of a larger combination of attractors and
developments that are embedded into a community, creating multiple means of civic
participation and spreading the financial risk among many investors and income
streams while compounding the public benefits.
An economic impact report should no longer be the sole means of evaluating a
proposal. It has been demonstrated that economic impact reports skew their
projections and exaggerate the likely benefits. When the subsidization of a sports
complex has been based on exaggerated promises, significant financial losses have
followed. Although some people think that civic pride, community engagement, and
prestige cannot be measured, the value a community places on a sports complex can
be determined through the contingent valuation method. Through well-designed
surveys, researchers can estimate the value that the public feels a sports complex is
worth. Clearly, it is necessary to avoid publicly financing a sports complex when
financial costs are higher than the public’s willing to pay.
A sports complex is most successful when it is part of a larger vision so that more
people will come to visit the entire revitalized area. There are two kinds of visions. The
first is the iconic vision. A sports complex is such a dramatic change that it alters the
community’s and the wider public’s perception of the neighbourhood for the better.
The second is the integrated vision. In this case, a sports complex is designed to fit
architecturally with its surroundings. A complex becomes an extension of community
pride and becomes a destination for everyone. The result of both approaches has
been public support and utilization of the complex to a larger degree than a stand-
alone sports complex.