LEISURE_Lesson 8 & 9 Reviewer.pdf

Lesson 8 Program Management and Evaluation and the way we believe they ought to be or desire them to be. BASIC PROGRAMMING CONCEPT...

Lesson 8 Program Management and Evaluation and the way we believe they ought to be or desire them to be. BASIC PROGRAMMING CONCEPT 2. Generate Approaches - to generate efforts are to be The ultimate goal or purpose of programming in a recreational impractical and irrational. Some of the key creative efforts setting is to help people have enjoyable experiences. To accomplish are to be impractical and irrational, the idea is to be playful, this, the programmer needs to understand how to connect three let your imagination run wild, and not judge or dismiss any important things: ideas right away. 3. Exploration/Interpretation - to synthesize the approaches 1. What the program is. generated in Phase 2 into an acceptable solution. 4. Innovation - to be innovative and shape your proposed 2. How to create the program. solution into a feasibility program. 3. How to manage everything. PROGRAM PLAN KEY ELEMENTS OF PROGRAM PRODUCTION - A program plan is a working document that is subject to 1. Differentially Self-Reflexive Actors ongoing revision and will contain all the details of program - This refers to individuals who are aware of themselves and operation. how they are perceived by others within the social setting. PURPOSES: 2. Place or Setting - The physical or virtual environment where the interaction To provide a record of information about the current status takes place. The setting plays a crucial role in shaping the of the program and the resources used to operate the interaction by providing context, boundaries, and program sometimes influencing the behavior of those within it. To provide a reference for use during future operations of 3. Social Objects Which Fill the Setting and Are Acted on by the program (Adapted from Kliem 1986 cited at Rossman the Actor J. 1995) - These are the physical items or symbolic elements within the setting that participants interact with. Social objects can CONTENTS: include tangible items like food, equipment, or décor, as Program Title - this section should include the name of well as intangible elements like ideas, norms, or shared the program, the sponsoring agency, and a brief, symbols. introductory, indicating the who, what, when, why, and 4. Set of Rules of a Civil-Legal, Polite Ceremonial and how of the program. Relationally Specific Nature General mission and programming philosophy – a - This refers to the explicit or implicit rules that govern statement of the agency’s mission and its programming behavior within the interaction. These rules could be legal, philosophy should be included in the plan. social norms, or specific to the relationship between the Need for the program – a statement of need for this participants. program should be included. 5. Set of Relationships Which Bind Interactants to One Another Design goals of the program – specific statements - This element refers to the social connections and about what this program is supposed to accomplish relationships that exist between participants. These should be written. relationships influence how people interact, as they bring Operational details - the operational details included in with them expectations, obligations, and histories of past this section should create a detailed record of instructions interactions. about how the program is to be implemented and 6. Shifting Set of Definitions Reflective of Each Actor’s Co- operated. Orientation to Self and Others During the Interaction A. Promotion Plan – this section target market for the program Sequence and the plan for how the program will be promoted to this market - This co-orientation involves constant negotiation and is explicated. redefinition as the interaction progresses, with each person adjusting their behavior based on ongoing feedback and B. Budgeting and pricing information – the budget for the the evolving context. program, including revenues, income projections, expenses, and how the price for participation was determined should be included. CREATIVE PROGRAM DESIGN PROCESS FROM WALLAS (1926) C. Registration Plan – if registration is required, how it will be done should be detailed in section PREPARATION - This first stage is all about gathering information. This is the stage where you do user research D. Staffing and staff orientation plan – the number and and empathize with the users in order to define the qualifications of the staff needed to operate the program should be problem and your users’ needs. Some people think that specified. creative ideas just pop up from a vacuum, but creative ideas are always solutions to a problem or a need. E. Supply and materials needs – a list of supplies and materials INCUBATION - At this stage, you take a step back from needed to operate the program should be included in the plan. the problem and allow your mind to wander to let it F. Facility Plan – a list of the facilities needed to operate a program contemplate and work the problem through. should be developed. ILLUMINATION - the third stage essentially describes the classic “eureka!” or “aha” moment of insight. However, the G. Management Plan – this indicates techniques include critical fact that illumination has an entire stage devoted to it path and network planning techniques designed to identify the shows that it’s essentially not just a quick moment of activities needed to complete a project. insight and helps us understand that it’s something we can—and should—work towards achieving. H. Cancellation Plan – a plan detailing what will happen if the VERIFICATION/IMPLEMENTATION - The last stage, you program is cancelled should also be included. build on the “aha” solution. You evaluate, analyze and I. Animation Plan – a description of the key animation frames, build on your idea. You then polish it to make sure that it’s transitions, and scenarios should be included in the written both useful and novel. program plan. 4 PHASES OF CREATIVE PROCESS FROM WALLAS (1926) Program Evaluation Plan – the specific instruments and AND FINKE, WARD, AND SMITH (1992) techniques for evaluating the program should be outlined. 1. Problem Definition - to develop a statement of the Disposition Decision Plan – the basis on which the problem, that is, the difference between the way things is future of the program will be determined and who will do so should be specified in the plan. GENERAL STEPS 2. Organizational Management 1. Break down the total job into activities 3. Accountability 2. Place all activities into major function categories 87 PROGRAM DEVELOPMENT 3. Establish a timeline for the project, including the order in - Evaluation of data can be used in program development. which activities are to occur and the amount of time each is Evaluation data can help analyze the value of the estimated to take. contribution of each part of a program and thus facilitate program revision 4. Identify and illustrate the relationship of each activity. ORGANIZATIONAL MANAGEMENT - Evaluation can help improve organizational management Gantt Chart - A type of bar chart that represents a project by using the information that evaluation generates. schedule. Commonly used in project management to plan, coordinate, and track specific tasks in a project. It enables the ESTABLISHING ACCOUNTABILITY programmer to estimate the time needed to complete the project. - Evaluation data can help the organization establish accountability by documenting program outputs IMPORTANCE OF PERFORMANCE EVALUATION - A useful technique for examining the desirability of product attributes. FLOW CHART – A flow chart is a diagram that illustrates the sequence of operations, decisions, and processes in a program. It is used to visualize the logic and flow of algorithms or processes. It helps in designing, understanding, and documenting the flow of control within a program. ANIMATION PLAN – It refers to the strategic approach and detailed road map for developing an animation project within a broader program or project framework. This plan is MATRIX: particularly relevant for managing animation projects, The importance data are plotted on vertical axis of the ensuring they are completed efficiently and meet the desired matrix. The logic of the remainder of the matrix. objectives. It encompasses the various stages and elements SERVICE HOUR EVALUATION of animation production, from concept to delivery. The service hour approach to program evaluation was PROGRAM EVALUATION developed to expand on the traditional “head count” EVALUATION - It is about judging the worth of program attendance statistic. services on the basis of an analysis of systematically collected This approach takes into two key factors: evidence. o Number of Participant o Amount of Time Spent Events: The inclusion in the system should be mandatory such as the following: Music Festivals o Age Groups Community Fun Runs o Program Areas Cultural Festivals o Program Formats Activities: o Sex of Participants o Geographical Location Fitness Boot Camp o Activity Youth Summer Camp o Operating Division Family Fun Day o Ethnic Background o Fee versus Service Programs Services: o Special Populations o Rank Community Arts and Crafts Classes o Status Aquatic Programs Senior Wellness Program SATISFACTION-BASED EVALUATION PURPOSE OF EVALUATION - Provides data about participant satisfaction with program services. These data can be used to judge the worth of Benefit: program services. Programmer GOALS AND OBJECTIVE EVALUATION Organization - Using goals and objectives to evaluate program services is Evaluation helps in 3 ways: a process evaluation model that is a logical extension of the 1. Program Development use of goals and objectives for program management and design purposes  months come; resorts are pushed to do so much marketing efforts to maximize the revenue that they can get from the season. With commercial hotels, the operation depends on no season as it functions whole year round. PERSONAL ATTITUDE - A guest in a resort pays so much just to experience grandiose luxury. The experience is very important to him. That’s why a staff should equal the expectations of this kind of guest. The staff should exhibit flawless service as far as he can, because the guest expects from him. MANAGERS – Because of the vastness of the operations and interlink of its components, a resort manager should exhibit two important assets: o They should be knowledgeable on the natural on the natural setting on which the resort is based – taking into account the personality of the location, nearest establishments and the risks that the setting may contain. o The manager should also be knowledgeable with guest activity programming. With so much activities T that a resort has, a manager should be able to suggest compatible setups with its guests. TRIANGUALTED EVALUATION - Technique used in social science to deal with multiple RATES - Traditional hotels tend to offer deep discounts perspective and realities is triangulation (Denzin 1978; on the weekends to attract the business noted above. Bullock and Coffey 1980). Resorts do the opposite, charging maximum rates on the weekend and offering (often significant) discounts during --------------------------------------------------------------------------------------- off-season and the shoulder months of fall and spring. LESSON 8 RECREATIONAL OPERATIONS AND AMENITIES - Resort guests expect a variety of activities MANAGEMENT SETUP during their stay, requiring a well-designed activity Management of Recreational Facilities program to keep them satisfied, especially during extended stays. Effective programs must consider guests' Visitor Market - A guest of a commercial hotel and resort demographics, interests, and physical abilities. For varies in a lot of ways. Usually, a guest in a resort goes example, golf is a key attraction for business meetings at there for leisurely purposes. He is very demanding and resorts requires personalized service to the very detail. A guest pays so much just to experience the exquisite service a o Fishing resort hotel brags about. Meanwhile, a guest from a o Beach commercial hotel usually falls under the business o Campfire category. A guest in this hotel usually requires standard, o Playground quick service fitted for people on the go. o Resort Activities o Wifi Hotspot Facilities - When we talk about rooms, definitely resorts o Pavilion are a lot bigger. Because of the different activities that a o Hiking Trails resort offers, it’s only fitting that a bigger closet space be o Kayaks, Canoes, etc. available as well. For commercial hotels, of course, larger o Welcome Centre spaces are also needed but the focus is more on detail on o Owners Events the accent and in-room facilities. Outdoor facilities, o Picnic Area meanwhile is focused on resorts while the commercial o Laundry Facilities hotel is based on the different outlets, function rooms and o Multi Sport Court shops within its vicinity. o Pet Friendly CORPORATE RESPONSIBILITY Location - Usually, resorts take on the remote location. Linking it with the reason why a vacationer will go to a hotel, the resort’s environment should be serene, out of the familiar that would really take away the concept of work in the season. A commercial hotel, meanwhile, is located on the city, targeting business clients in their transactions and conferences. RESORT VS COMMERCIAL HOTELS RECREATION Resorts, has a lot recreational activities to offer. In the case of a beach resort, you could do beach volley, swimming, boating, jet ski etc. This is due to its location (as mentioned in the earlier item). While city hotels also has recreational activities, it is limited to its facilities such as the spa, souvenir shops and the gym. SEASONALITY - The usual operation of resort is Resorts in remote areas often play a central role in the local seasonal. Peak times are linked entirely with the season. economy, sometimes serving as the primary source of income for In the case of beach resorts, summer is the perfect time the community. Because of this, resort management has a for guests to enjoy swimming but as August and the rainy responsibility that goes beyond that of a typical hotel in a city. The community's livelihood may depend on the resort, so management must carefully consider the broader impact on the community when making decisions, such as seasonal layoffs. EMPLOYEE HOUSING - Resorts, often in remote areas, usually provide housing for their employees who come from nearby cities. This helps ensure they have a place to stay. In contrast, city hotels generally don’t offer housing but might provide temporary lodging, known as "houseuse," for employees in emergencies. LABOR SKILLS Resorts Employees often require a diverse skill set and flexibility due to seasonal variations and off-season challenges. Job rotation is common. Commercial Hotels Employees tend to specialize in specific roles, with job duties remaining relatively consistent throughout the year. SOURCES OF REVENUE Resorts Generate income from a broader range of sources, including rooms, food and beverage, retail sales including souvenirs, arts and crafts, recreational activities, and potentially land sales. Higher per capita food and beverage revenue is attributed to premium pricing and increased on- site dining Commercial Hotels Primarily rely on room revenue, food and beverage sales, and income from minor operational departments TRADITIONS Resorts Emphasize traditions to cultivate a loyal customer base. Annual events and themed weekends contribute to a unique and memorable guest experience. Commercial Hotels While traditions can enhance guest satisfaction, they are generally less central to the overall business model compared to resorts.