区域体育场馆运营现状与发展对策研究——以侨乡泉州为例

Regional gymnasium operation status and development countermeasures——With Quanzhou,the hometown of overseas Chinese as an example

采用文献资料法、数理统计法等,以第六次全国体育场地普查数据为依据,对泉州市与福建省三大中心城市体育场馆的运营模式、从业人员、收入支出等进行比较。研究表明:泉州市体育场馆运营模式相当单一,自主运营占绝对主导地位;室内体育场馆、营业性体育场馆、高危体育项目场馆、规模较大体育场馆等是泉州体育场馆从业人员配置的大户;泉州体育场馆在经营上处于盈利状态,但盈利幅度和空间较为有限。深化体育场馆运营管理改革,制定相应配套政策措施,引入"大运营"概念,推进"公建民营"运营模式等是泉州市体育场馆运营效能水平提升的主要对策。

Based on the data of the 6th General Survey of School Sports Fields in China, the thesis vertically andhorizontallyunifies thecomparison with methods of documentationand statistics onthe operating model of the gymnasiain Quanzhoucityas wellas theemployee, incomeand expenditure. The result indicates that,firstly,the self -organizing dominant operating model of gymnasia in Quanzhou city is single; secondly, indoorgymnasium, commercialgymnasium, high risk sportinge-vents gymnasium and large scale gymnasium are the main parts of personnel allocation ; thirdly, the operation of gymnasiain Quanzhoucityisintheblack whiletheprofit marginislimited. Asaconse-quence,the main countermeasures are to deepen the reform of operation and management,enact matched policy measures, introduce the concept of big operation and advance the nationally-built but privately-operated model.