recreation program planningfaculty.wiu.edu/p-schlag/textbook/chapter 08 -...

Recreation Program Planning 127

Recreation Program PlanningNick DiGrino Practitioner ConsultantsWestern Illinois University Sandra Whitmore

Alexandria, VA (retired)

Cory Atwell

Glen Ellyn Park District

Programs and events are what draw individuals and families to an organization:

services being sold to customers;

receives for being a member or a targeted ser-‐‑vice recipient; and

general public and to targeted populations.

Providing mission-‐‑driven programs or services is the challenge to a manager and the management team

-‐‑

-‐‑-‐‑

tion’s programs and services; it looks at the function of

their contribution to the mission of the organization.The focus of this chapter is on the comprehen-‐‑

-‐‑

This book does not address the selection and conduct of

programming and leadership books available. Chapter 10 discusses the supervision of programs.

The recreation program plan is one of the dimen-‐‑

-‐‑mance evaluation.

The Planning Process

-‐‑

•

•

•

Step 1: Establish a Task Force

force. The program director of the organization provides

the task force to do its job and encouraging the task force to “remain on task.”

Step 2: Assistance of the Organization Planning and Research UnitThe organization planning and research unit (see

assessments.

Step 3: Preparation of the Preliminary Plan

-‐‑

constituent groups.

Step 4: Review of the Preliminary Plan

Step 5: Adoption by Governing Body

8

128 Recreation Program Planning

Step 6: Implementation-‐‑

program master plans can be developed. The more -‐‑

vices also can be initiated.

Step 7: Evaluation and UpdateThe plan includes ongoing performance evaluation. The planning and research unit facilitates gathering of operational data for the annual report and assists in

-‐‑

environment and within the organization itself.

Information Base-‐‑

referred to as an internal environmental scan. Planning components include:

-‐‑

-‐‑

-‐‑

Community Information-‐‑

-‐‑zational planning group that includes the park and recreation organizations. It should utilize social and service statistics.

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(see also Chapter 5 on strategic planning and Chapter -‐‑

ing and potential park and recreation resources in the

Environmental Scan

services must consider a number of trends and accom-‐‑

-‐‑ence an organization’s park and recreation service role. It describes the milieu within which the organization exists and must operate.

The scope of environmental scans should be con-‐‑

to consider when planning local organization recreation programs and services. While a manager should be aware of national and world trends (journals like The Futurist and American Demographics -‐‑

status and trends. There are seven categories of data that compose the environmental scan.

1. Demographic data.

-‐‑ation planners with demographic information such

-‐‑-‐‑

-‐‑pants’ involvement (see Compendium 8-‐‑3 for sample

-‐‑

most current report of census. Each of the census district

These demographics with projected statistics can -‐‑


programmatic intervention.

2. Social problems.

-‐‑

complexion of the marketplace and creating extended

3. Physical resources status and changes.

-‐‑

-‐‑

-‐‑opment and environmental protection or preservation.

Wildlife Division.

4. Economic data. What is the basis of the local

-‐‑

Individual and corporate tax revenue represents an -‐‑

ernment operating budget.

5. Technology. -‐‑-‐‑

competencies for park and recreation practitioners.

workplace. Widespread access and use of the Internet

competition for leisure time and a greater need for -‐‑

able for programming and what are the skills of the

6. Environmental quality. The state of environmental

open spaces living laboratories for desirable environ-‐‑

communities.

overtaken the area or is it peaceful with helping and

7. Political atmosphere. -‐‑

is the political climate toward development of public sector parks and recreation and toward the encourage-‐‑

Community Inventory

-‐‑

group of which recreation is a part has such responsibil-‐‑

service entities.The comprehensive recreation program plan

alternatives common to the service region should be viewed as “competitive services.” Other recreation ser-‐‑

potential partners.

recreation opportunities. This includes structured pro-‐‑


grams and services and areas and facilities designed for

-‐‑-‐‑

-‐‑-‐‑

-‐‑

Public agencies—for example:

local government park and recreation agen-‐‑cies;forest preserve districts;

the area; and

scouting programs;

Centers;religious groups;senior service associations; andhealth and medical providers.

skating rinks;bowling establishments;golf courses;

sports complexes.

information for each organization might be published as a convenient reference for other service provid-‐‑

areas.

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•

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••••••

The Community Niche

of areas and facilities to determine an organization’s

-‐‑tion and the organization coded program designed to address their needs. Program and service duplication

The recreation organizations should consider the -‐‑

-‐‑tion of people with disabilities as well as people with

terms of actual participation.

-‐‑

its niche or role in providing recreation programs and

programming and services.

Assessing the Constituency

inasmuch as participation is an individual decision

-‐‑

leisure experience.

because the nature of the relationship of the individual -‐‑

•••


the participant as volunteer. Thus, the basic assessment terms of demand, need, and preference can be distinguished by the purpose or use.

Demand assessment for entrepreneurial purpose. -‐‑-‐‑

-‐‑

of assessment for such entrepreneurial purpose is con-‐‑

tools to determine the nature of potential demand is -‐‑

target population. Demographic research should not

-‐‑

Exhibit 8.1 Community Assessment Athletics by Age

Northbrook Park District

Activitypre

school

grades

k–2

grades

3–5

grades

6–8

grades

9–12

ages

19–30

ages

31–50

ages

51–70

ages

70+

baseball 11 1 1 1.8 11 11 11

basketball 1 1 1

1 1 1 1 1 1 1 1

1 1 1

1 1 8

golf 1 1 1 1 1 1

1 1

1 1

fencing 1 1

la crosse 8

1 1 1 1 1 1 1

1 1 1 1 1 1 1

soccer 1

1 1 8 1 11

swimming

tennis

1-‐‑7

key:


demand. Determination of demand is based upon marketing principles and is discussed in Chapter 15.

considerations.

conditions within which most park and recreation orga-‐‑

which there is a demand.

Needs assessment for human services purpose. When the focus of the recreation program is on improving the

human condition or positive developmental interven-‐‑

when the purpose is human services. Wants and desires

-‐‑ing to the prospective participant’s wants and desires.

-‐‑

individuals misconstrue a “want or desire” as their

candidate for an outdoor adventure program aimed at

Exhibit 8.2 Types of Constituency Assessment by Purpose

ENTREPRENEURIAL

Recreation is a commodity to be purchased

*ASSESS DEMAND*

HUMAN SERVICES

Recreation as a modality for individual

growth/development and societal concerns

*ASSESS NEEDS*

LEISURE EXPERIENCE

Recreation as an activity engaged in for

enjoyment and self-enrichment

*ASSESS PREFERENCES*

BENEFITS TO INDIVIDUALS AND SOCIETY


-‐‑

useful information for planning recreation programs -‐‑

of the assessment. This section endeavors to aid the manager in making the best decision regarding assess-‐‑ment tools.

Preferences assessment for leisure experience pur-‐‑

pose. If the organization is directing its program-‐‑

-‐‑ences of the individuals who will be engaging in these leisure experiences. Wants and desires as preferences

individual being capable in skill and funding. For

element because there is great competition for people’s

-‐‑ences become important.

-‐‑

-‐‑

-‐‑

Needs Assessment

preventive medium for social concerns (see Chapter

“building strong families” is a fundamental purpose

Partnering is essential to combat social concerns

human services must understand both the needs of -‐‑

tors. Human services are not commodities with the

risk. The provider must know the needs of the recipient and the environmental context in which the service is

human services.There are two dimensions to human services.

Growth and development of individuals is that dimension

including:

needs assessment tools.

Developmental characteristics. -‐‑tists have studied the human being to determine how

whole life span of human beings.

-‐‑

knowledge.

-‐‑

••••


planning process. The adult population encompasses

Social indicators. -‐‑graphic and socioeconomic indicators are relevant

describe changes over time in the social welfare of the -‐‑

cal measures that depict aspects of a social situation or

statistics tend to be underutilized.

-‐‑

health. Public schools provide statistics relative to tru-‐‑-‐‑

-‐‑

produce descriptive reports of the status of the population and various groups within the population;

forecast; andevaluate programs.

determine priorities for developing services within -‐‑

recreation can contribute toward human development.

-‐‑

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•••

of social and service indicators (such as relative number

-‐‑

used in the formula are based on reliable information

-‐‑

program and service priorities. While the recreation

-‐‑

-‐‑

or services.

Needs assessment tools. The manager and the orga-‐‑nization planning and research unit should obtain the needs data for the program planners. While the term

-‐‑nize that the planning and research unit is collecting

professionals must interpret the data or evaluate it regarding “program” implications. In smaller organiza-‐‑

research functions as well as for program development and implementation.

Professionals can use various strategies and tech-‐‑

Focus groups contribute in-‐‑depth insight regard-‐‑ing programs and services. Participants are selected for

groups should not exceed a dozen participants with a trained leader or facilitator. Focus groups are issue-‐‑ori-‐‑

-‐‑cussion groups. Each group focuses on an issue.

(commu-‐‑

-‐‑

-‐‑


be represented. (For selection and function of Citizen

Key communicators: a park and recreation organi-‐‑

-‐‑

knowledgeable individuals. This method of representa-‐‑

to provide grass roots input and serves as a conduit for debunking rumors and distributing accurate informa-‐‑

-‐‑ing boards for the testing of new ideas.

Forums of persons who have been involved in

on both the needs and programs that have been suc-‐‑cessful in indicated circumstances. There are two “lev-‐‑

Preferences Assessment

major portion of their programs and services for the lei-‐‑

of participant and potential participant preferences is of utmost importance in planning.

Whether management aspires to meet or exceed

is that constituent preferences and expectations are

overcomes the limitations of one information source or

than once if it is to represent a true picture. Preferences

“fad-‐‑ism.”

Preference assessments should include total citi-‐‑zen involvement to best discover preferences and gain

Participant forums. Input from those who par-‐‑ticipate in the organization’s programs and services is

the planning procedure. The forums must be well

complaints and suggestions.Ongoing

-‐‑

or the sports program.Program/service evaluations by participants.

these evaluations for preference information.Organizations should con-‐‑

preferences.Internet services and data collection. Increasing

numbers of park and recreation organizations use Internet services to inform the public and promote their

capabilities to communicate with current and prospec-‐‑tive special interest users and to solicit public input in

are developing home pages on the World Wide Web and

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••••••••

Recreation Program Planning

Institutional sources. -‐‑

from leaders of other relevant groups such as:

leaders of non-‐‑government funding sources;

-‐‑

-‐‑

“watch dog” groups;

-‐‑-‐‑

including corporate executives and other busi-‐‑-‐‑

of denominations; and-‐‑

television executives and reporters .

Non-‐‑participant feedback.

-‐‑

lack of information as a reason for non-‐‑participation

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•

and indirect expenses associated with participation.Individual and household surveys.

ensure the most representative view of all citizens.

organization’s service radius allow management to

represent existing or preferred user groups.-‐‑

of the actual preferences of the entire population being studied. The precision of the estimates and the level

comparisons being made between responding “sub -‐‑

Constructing the survey. Organizations follow sev-‐‑eral important conceptual guidelines when construct-‐‑

-‐‑

needed.

educational purposes.

utilize a data collection model that preserves

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•

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•


responses that provide rank ordered preferences

method of distribution and retrieval.

groups.

-‐‑

structure.

form as much as is feasible to avoid confusion

Provide clear and concise directions.

Complete a trial run to determine ease of

presented.

The sample. It is important that those who are “sampled” represent the larger population to which

accurate representation of the larger population being

to improve the number of respondents that is worth the extra time and expense involved.

-‐‑lic information campaign.

languages.

discarding.-‐‑

tion logo.

Provide a self-‐‑addressed and stamped enve-‐‑lope for return.Provide a realistic “window” for completion

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The Plan Components

-‐‑

reviewed and updated. The plan should include imple-‐‑

-‐‑

literature and education for leisure.The plan should contribute to the overall direc-‐‑

processes and materials. The comprehensive recreation plan should include ten components:

10. comprehensive plan annual review.

that particular organization; and each organization

are italicized.

Why a Plan?

of activities, programs, and facilities to the citizens of Virginia Beach. Recreation program planning is designed to introduce the art of recreation to the communities within

-‐‑age participation in recreational and leisure activities as


part of a healthy lifestyle in which play is an important factor.

The City of Virginia Beach will soon enter the 21st Century. It is imperative that the Department of Parks and Recreation develop strategies to deal with acquisition of parks and open spaces and improve service delivery to meet the growing demand from citizens for recreational programs and activities.

To develop these strategies, it must be understood what recreation is and how it impacts a City’s quality of life. A recreation program plan will provide the strategies for devel-‐‑oping recreation programs, classes and services to serve the citizens of Virginia Beach.

The ProcessThe process for developing the comprehensive plan

manager’s role is that of facilitator and then imple-‐‑

funding.The planning process should involve cooperation

among related departments and organizations.The City of Virginia Beach initiated a strategic plan-‐‑

ning process in 1995 and created six strategic issue teams:

safe community,cultural and recreational opportunities,quality physical environment,quality education for lifelong learning,strengthening families, andeconomic vitality.

The teams were composed of Department Directors and top level managers to create a shared vision for the City. Out of this work came a Strategy Document for the City. This document serves as a guide for developing the Recreation Programming Plan.

Goals and Objectives

services of an organization are based upon its strategic

actualize what the organization is all about.

-‐‑

••••••

Mission statement: Our Department’s QUEST is to enhance the quality of life in Virginia Beach by providing for the recreational needs of the Community through parkland, facilities, and programs. The Department will pursue this QUEST through:

Quality—commitment to excellence,

competent workforce,Service—response to customer needs through trust and communication, andTeam Work—conviction that “It takes everyone’s contribution”.

Vision Statement: Recreational Opportunities—Our Community’s Choice

engage the people with a stake in the organization. The vision statement and a two-‐‑paragraph explanation

Goals

plan:

Community: Building Relationships and Capaci-‐‑ tiesEconomic and Social Prosperity

These goals were further developed through stating

-‐‑lowing strategies:

Utilize demographic information.Use marketing techniques to identify citizen’s needs.Treat people as individuals with capacity.

Promote open dialogue.

work force.Diversify the array of recreational opportunities.

natural environment.Maintain the recreational facilities infrastructure.

Critical IssuesIt is essential that parks and recreation be an integral part of the organization within which it resides. If parks and recreation cannot establish its contribution to the

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•

1.

2.3.

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••••

••

•


-‐‑

have operating budget funds or at least not as much as

members were asked to reevaluate the programs and

-‐‑

chosen to give direction to the Department in the next

budget were established and core strategies set. The

incorporated into the budget process were:

Employee Recruitment and Retention.

values and satisfying customer needs proactively

Stewardship of Facilities and Landterm commitment to enhance the Community’s quality of life by providing safe, secure, accessible facilities and equipment that are proactively maintained and improved with Community input.Community-‐‑based Outreach for Youth. Meet current and future needs of all youth through outreach programs involving families and the entire Community. Develop better citizens by providing, through collaborative efforts, recre-‐‑ational, educational, and social opportunities. (A major part of future programming efforts is to be in this area.)

-‐‑

detail:

team,Curfew program,

“Grow your own lifeguard” program,

Grow to be a pro program.

teams and their function included:

•

•

•

••

•••••

—to provide ideas and programming for teens with emphasis on at-‐‑risk youth.

—to discuss regis-‐‑

meetings, and so on, so the recreation centers are providing uniform camps.Class Supervisor Team—to share class informa-‐‑tion, share instructors, discuss private contracts, obtain more private contractors, do problem solv-‐‑ing, edit class descriptions, and proof the Parks and Recreation brochures.

—to provide a link with the Marketing and Information Systems Unit so that information can be disseminated to each of the budget units.Athletic and Flexaerobic Coordinators

—to exchange information on classes,

programs and to discuss changes, direction, and goals of the programs.Partnership/Sponsorship Team—to develop, rec-‐‑ommend, and implement policies, procedures, and standards, which will create additional revenues, resources, and collaborations among public agen-‐‑cies, private organizations, businesses, individual citizens, and the City of Virginia Beach.Human Diversity Team—to promote and educate people about diversity.

—to iden-‐‑tify common registration and day camp issues and processes.

.

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Basic PremisesIt is useful to have an operational paradigm of basic

Operational Database

-‐‑

-‐‑

1.

2.

3.

4.

5.

6.

7.

8.

9.


Exhibit 8.3 Basic Operating Premises City of Virginia Beach

The new paradigm assumes that public recreation

agencies will:

Provide services based on social and economic unit.

-‐‑

provide their own leadership.

resources.

services around client groups in response to par-‐‑

Develop a marketing approach to operations.

results.

-‐‑

related to their recreation centers. This information base included:

program opportunities within the department

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•

Compliance with Standards

-‐‑

have standards:

Experiential Education;

horseback riding;

-‐‑-‐‑

only if it can meet the standards for that particular program.

Program Segmentation

should there be in programming: program segmen-‐‑-‐‑

tion. Program segments are elements or aspects of

-‐‑

-‐‑

The recreation program comprehensive plan should include each of the segments that are within the orga-‐‑nization’s mission and goals.

age groups their target populations and had statistical

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2004. Their plan incorporated facilities (recreation cen-‐‑

Program Master Plans

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-‐‑

Resources Needed for ImplementationProgramming implementation is resource-‐‑dependent.

Exhibit 8.4 Virginia Beach Department of Parks and Recreation Inventory of Community Recreation Centers

Center Name Square Feet Amenities Other Comments

work stations/storage -‐‑

citizen activities and programs

located at the western end of


completed 1990



resources plan is critical and integral. The organization

needs for the comprehensive plan and each of the pro-‐‑gram master plans. It also must create a budget.

human resources

physical resources range from park land and natural areas to elaborate special-‐‑ized facilities; and

pool chemicals. Each of these are addressed in other chapters:

Financial resources in Chapters 20 and 21.

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•••

Exhibit 8.5 Recreation Center Attendance City of Virginia Beach

Recreation Center AttendanceCity of Virginia Beach

Fiscal Years

Historical Recreation Center Attendance1990–1991 1991–1992 1992–1993 1993–1994 1994–1995 1995–1996 1996–1997 1997–1998

279.395

TOTALS 794,086 921,325 1,161,251 995,759 1,478,307 1,419,972 1,447,210 1,506,571

1,600,000

1,400,000

1,200,000

1,000,000

800,000

600,0001990–1991 1991–1992 1992–1993 1993–1994 1994–1995 1995–1996 1996–1997 1997–1998


if only partiallyinadequate, then . . .

experience cannot be assured.

leading toward the destinations of satisfaction and

and services can be thought of as the vehicles neces-‐‑

-‐‑ties to accommodate relevant programs and services.

-‐‑

multiple uses of areas/facilities.

-‐‑

planning decisions.

a serviceable comprehensive program plan with the

-‐‑sive program plan.

Interagency PartnershipsThe recreation program comprehensive plan should encompass cooperative programming among public

enterprises to ensure maximum coverage with a mini-‐‑-‐‑

-‐‑

development.It is important to ensure groups are well-‐‑balanced

•••

-‐‑

while some activities and people are neglected alto-‐‑gether. Organizations should avoid competing with each other for the time of groups of people who have

-‐‑

Youth-‐‑At-‐‑Risk will be a major focus for planning pur-‐‑poses. . . . In 1997 the Department created seven Recreation Specialist I—At-‐‑Risk Youth positions by upgrading exist-‐‑ing/vacant Recreation Support Assistant positions. These individuals work directly with at-‐‑risk youth and provide

citywide basis, through collaboration with other City agencies (including the Community Services Board, Social Services, the Health Department, and the Police Department), as well as within the scope of the individual community recreation centers.

Other unique services related to recreation program-‐‑ming (for youth in particular) are:

. . . a collaborative, systems approach among youth, youth serving agencies, schools and the community to provide youth with accessible and available opportunities which improve their quality of life, increase their chances for positive development and reduce or prevent youth and family problems.

Team. . . . The Department of Parks and Recreation des-‐‑

members with counseling and intervention experience have joined forces with representatives from the Youth Activities

team. This team works with other youth serving agencies to provide programs such as the annual Safety Camp, youth volunteer opportunities, mentorship, life skills training, and alternative discipline. Teen participation and parental involvement have increased at all city community recreation centers as a result of this program. The services to this popu-‐‑lation have been enhanced and expanded without additional

to Recreation Specialists.

Curfew Program. This program is a collaboration between Parks and Recreation, the Police Department, Juvenile


Courts, Tidewater Regional Group Homes Commission (TRGHC), Virginia Beach City Public Schools and Virginia Beach United Methodist Church. Via grant money from the

from 11:00 p.m. until 3:00 a.m. on Fridays and Saturdays throughout the summer. The Church is the curfew site. The intervention program is sponsored by TRGHC and will be

Kempsville and Great Neck Community Recreation Centers. -‐‑

ation” component to the program.

“Grow Your Own Lifeguard” Program. The Parks and Recreation’s Aquatics unit and the American Red Cross are promoting this program. The purpose is to target youth-‐‑at-‐‑risk and minorities who do not possess the necessary swim-‐‑

and Recreation will teach a three-‐‑month program to enhance

and all necessary materials through a scholarship fund or through grants. Students who successfully complete the class will agree to provide 40 hours of on-‐‑the-‐‑job training (volunteering) with the Department and then be eligible for employment opportunities.

New Year’s Eve Rockin’ Lock In.a safe and drug free environment for teens to celebrate New Year’s Eve with their peers, the Department of Parks and

Princess Anne Community Recreation Center. One hundred

began at 10 p.m. on December 31 and ended at 6 a.m. on

-‐‑vised the event. All-‐‑night activities included casino games, swimming, D.J. and dance, pool and basketball tournaments, bungee run, sumo wrestling and movies. Refreshments and

was held at Bayside Community Recreation Center and was open to 175 youth.

Grow to Be a Pro Program. This program began in July of

to allow disadvantaged youth the opportunity to learn golf, tennis, and other recreational activities free of charge. This program was designed as a week long comprehensive camp for youth ages 8 to 17 years of age to participate in activities that

of values such as teamwork, sportsmanship, fair play, and self-‐‑esteem. The fees for the golf professionals were paid by the Department of Parks and Recreation. The fees for the Tennis Professionals were donated by Jose’s Tennis School. All of the lunches for the week were donated by area restaurants.

Program Prioritization and Timelines-‐‑-‐‑

general framework upon which the annual provision

for the annual operating budget. Implementation of

-‐‑pected change.

The organization’s long-‐‑range plan should include a clear and well-‐‑articulated method of deter-‐‑mining needs to be addressed as well as the populations

Criteria should be based on the organization’s mission

-‐‑

than allocating those same resources for expanded

-‐‑

of expanding lifetime leisure skills.

thorough understanding of the public’s demands (see

The recreation program comprehensive plan also should include a mechanism for determining area and

-‐‑

and maintenance. The organization can expect most individual neighborhoods to see their own area and

-‐‑

lends itself well even to controversial issues. It is best


The participants brainstorm solutions to the problem.

to speak once on the suggestions. The facilitator can

-‐‑

Participants consider the responses receiving the

another ranking is taken. The results of the second vote are the consensus of the group.

When there are more than 20 to 25 people at the

with a minimum of 10 members. The procedure is the -‐‑

-‐‑rize the meaning of all the data and together with the

programs. The manager can then formulate a chrono-‐‑

-‐‑

program.

Comprehensive Plan Annual ReviewThe annual review is an essential aspect of planning.

popular programs with sound histories of delivering

have life spans and sometimes need adjustments.There should be an annual review of each pro-‐‑

-‐‑

sentiments of populations to be served. The progres-‐‑sive park and recreation organization anticipates the information needed to address decisions relative to

information bases that speed up decision making response time.

Constituent Data

demands and preferences; and

the program. This method of program assessment can

should not generalize results to nonparticipants.

-‐‑

-‐‑

comprehensive plan that also included aspects related to recreation centers.

Operational InformationWhat is the

strengths.

Goals and Objectives AssessmentWhat is the

organization contribution; and

Part of the comprehensive plan should be how the program is to be evaluated (see section on Program

Performance EvaluationPerformance evaluation is a manager’s indispensable tool as it provides managerial empowerment. The overview

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Recreation Program Planning

this chapter is on the performance of the programs and services of an organization.

-‐‑

There are six basic concepts which provide the framework for evaluating the performance of programs and services.

Evaluation is at all “levels” of program-‐‑-‐‑

tion and conduct of activities.Publics.internal and external publics.Timelines. Evaluation has its own timelines with some being immediate during conduct of the

Utilization. Evaluation as a management tool must have the results used.Criteria. For evaluation to take place there must be criteria against which to judge worth.Dimensions. Evaluation is multidimensional.

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Exhibit 8.6 Recreation Center Survey Executive Summary

Virginia Beach Parks and Recreation

1996 Recreation Center Survey Results

Overall satisfaction rate is 98.7%

activities

increase

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••


LevelsEvaluation occurs at all levels of programming and

search for operational excellence. It involves evaluation -‐‑

Evaluation also involves direct program and ser-‐‑

structural components (see Chapter 9 section on Design

as programs and services are provided (see section on

-‐‑

seeking insights as to how programs and services can best be delivered.

Publics

-‐‑

Exhibit 8.7 Overall Satisfaction Rates by Recreation Center City of Virginia Beach

Satisfaction RatesBy Recreation Center

100

80

60

40

20

0 BS BC GN K PA

Total Satisfaction Rates

Average 98.7%

Category Rates #

70.2% 520 28.5% 211 .8% .5% 4100.0% 741


Exhibit 8.8 An Operational Model for the Search for Excellence Through Systematic Evaluation


-‐‑ation does include some outside evaluators or external publics.

the organization. These include external and internal publics (see Exhibit 8.10 and Chapter 15 for further

Timelines

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-‐‑

think of the mini-‐‑feedback units as the implementa-‐‑

of evaluation.

UtilizationThe power of evaluation comes only with utilization of the insights garnered through evaluation. The nature of the evaluation depends on the use intended. If there is no

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-‐‑

-‐‑

reports for an organization. Evaluation provides objec-‐‑tive information.

Criteriain what

terms? There must be criteria against which to evaluate

and the criterion. The proper data cannot be collected unless one knows what information is needed to com-‐‑pare with the criterion.

-‐‑

-‐‑terion to evaluate worth. To evaluate without a criterion

DimensionsThere are six dimensions of evaluation (see Exhibit

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to know through evaluation.

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Exhibit 8.9 Who Evaluates?


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Cost/Value

Exhibit 8.10 External and Internal Publics

External Publics

Power structure

funding sources

organization top administration

human development specialists technical specialists research specialists

Constituent outreach nonparticipants

Internal Publics

Program/services facilitators governing boards

volunteers

visitors program participants clients customers

Exhibit 8.11 Dimensions of Programs and Services Performance Evaluation

EFFORT

COST/VALUE

QUALITY ASSURANCE

PROCESS

OUTPUTS


Quality Assurance

Process

Assessment techniques, tools, conditions. The pro-‐‑

-‐‑propriate criterion used against which to measure the

Program strategies assessment. Was the leader-‐‑

OutputsThe outputs are the actual programs and services

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management.

Programs/services.

9 for the scope of programs and services.

Participants. Participant outputs are concerned with

-‐‑

Were there other programs competing for their time; -‐‑

Outcomes

were the expectations in the form of goals and objec-‐‑

to outcomes should be considered.

Individual change. What skills did the participants

Organization contribution. Organization “outcomes”

provide certain experiences through programs and opportunities to a target population.

Community impacts.

-‐‑cerns due to recreation experiences cannot be measured

objective that is measurable.


Resources

-‐‑

Management of park and rec-‐‑reation agencies.

century.

Evaluation with power.

Recreation pro-‐‑grams that work for at-‐‑risk youth.

-‐‑


Authors, Consultants, and Contributors

-‐‑

Chapter ContributorsThanks to the following for their contributions to this chapter:

recreation program planningfaculty.wiu.edu/p-schlag/textbook/chapter 08 -...

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