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Monday, September 04, 2006

Program Planning Proposal - Community Recreation


A proposal is not merely numbers representing the amount of money to be spent

in the upcoming year(s), but rather a dynamic document designed to serve four

primary functions:

· First, it is a policy document. It serves to uphold, support, or amend the mission statement of the agency.
· Secondly, it is an operation guide. It defines the steps to be taken by each individual department within the agency in order to best meet the needs of the stated mission.
· Third, it is a public education tool. It clearly describes the short and long term goals of the agency and promotes informed participation between the agency and the community.
· Finally, it is a financial plan. It provides a comprehensive analysis of the monetary expenditures necessary to fulfill the stated goals of the agency.


A concise statement of operational objectives provides more than a philosophical

foundation for the proposed revenue generation goals. It provides a framework

with which to measure the criteria for selecting one plan of action over another and

a reference point by which to measure the success of the implemented action.

The main objectives of this agency are as follows:

· To provide a safe recreational experience for families and individuals while enhancing the quality of life for all members of the community.
· To maintain the appearance, function, and convenience of existing recreational
facilities and programs.

· To foster a greater degree of economic independence while expanding the range of services provided.
· To fully participate in the development of the community by assisting in the diversification of industry, the job base, and promoting the growth of the community at large.


There are currently several challenges confronting the delivery of services. The

newly developed sports complex is failing to thrive. Expenses are outpacing

previously anticipated revenue and the competition for tax dollars among the

various services agencies dictates the need for a more proactive stance towards

revenue generation. Additionally, the socioeconomic impact upon the citizens of the

community must be taken into account in order to ensure an adequate distribution

of services despite ability to pay. These challenges can be viewed as opportunities to

streamline operational methods.

Three areas emerge as critical to the successful implementation of the proposed


· First, the agency personell.
· Secondly, the community.
· Finally, the application of the revenue generation program.


The employees are central to the sucess of the agency as a whole. To begin with,

it is necessary to assure that all personell are familiar with, and supportive of, the

mission statement and goals of the agency. Furthermore, all employees should be

aware of the client as a consumer of services and central to the viability of the

agency as a whole. To promote this client awareness, several internal methods will

be deployed.

· The implementation of Team Meetings. This will provide a means to communicate the full current situation, restate goals while measuring progress, and most importantly, provide a means of flexibility while dealing with outside sources.
· Develope a Public Relations Image. Impress upon the staff that everyone represents the "face" of the agency. Encourage staff to develope relationships with as many community resources as possible. This can be accomplished by the attendance of local clubs, the presentation of speeches/educational seminars, networking with the Chamber of Commerce and local Business Development Center, Library, and other clubs and agencies. This allows the agency to make its presence known, listen to feedback from the community, identify needs and trends within the community, and report to the agency during team meetings.
· Appoint/Elect at least one person to represent the given site to pubic and private sponsors and clients. This person would be responsible for the actual marketing, tours, and advocation of the agency for the sole purpose of generating funds. Press releases, public service announcements, and all major marketing strategies would be coordinated to benefit the client by providing one main point of contact for planning, questions, etc..


The needs of the community are central to the development of services, however,

it can be difficult to "keep up" with the changing needs and pulse of the clients. By

implementing the changes in staff as outlined above, some of these trends may be

anticipated, but not entirely. Often the individuals in the community most in need

of services may not be encountered during public relation campaigns or community

group encounters. Individuals such as the disabled who may have special needs may

not be heard due to their relatively small numbers. The elderly or very young may

not be as active in many of the community groups and therefore misrepresented in

the actual calculation of service provision. Minorities consisting of various religious,

ethnic, and even gender groups often comprise a large realm of persons often forced

to "make do" with services which do not suite their true needs but rather reflect

society's effort to homogenize these persons into society at large. As consumers

become more sophisticated and tax payers demand accountability for their

investment, it is not enough to provide services for the majority doing so,

the diverse "flavor" of the community is ommitted, rather, the active pursual of

inclusion for all members of the population provides a greater creative foundation

for all involved. In order to maintain feedback from as many members as possible

the following strategies are proposed:

· The implementation of a User Feedback system at all sites. This should include a written survey and reply form, advertisement of phone numbers and suggestion box.
· The development of a Community Advisory Board. This should consist of voluntary memberships representing local business, social services, educational, government, church, and citizen groups.
· Posting of policies, programs, schedules and events on local television, newspapers, and internet media.
· A periodical survey sent out with the local electric bill (to ensure delivery to all reisdential units concerned and minimize cost) to query desired services, problems encountered, and utilization patterns.


In accordance to the specified goal of maintaining existing facilities while

continuing to expand services, and the long term goals of community enhancement

and profitability, two methods can be employed...that of saving money and that of

generating outside funding. Each method provides a valuable resource and the

ability to "tap into" conventional as well as unconventional sources of funding.

These can loosely be thought of as "passive" and "assertive" funding techniques.

Combined, a comprehensive revenue generation program emerges. A description of

the various methods to be utilized is as follows;

· MAINTENANCE: Maintenance of the existing sports complex can be substantially minimized by several methods. Current expenditures on maintenance include the daily janitorial services as well as building and construction, beautification, and other contracted services. During special events there is an increased need for maintenance services and therefore an increased expenditure associated with the event. Any delay in services severely hinders the enjoyment of other users, and adds additional cost to the final project. The local police department often provides workers...with supervision...who are mandated to work or who have community service hours as part of their sentencing program. With a minimal usage of 100 hours per month (25 hours per week avg.) towards trash pick up, cleaning, painting, planting shrubbery, etc. at a rate of $6.00 per hour, an instant $600.00 per month would be saved. Given the great deal of maintenance and upkeep necessary, the actual usage of this type of labor could easily reach several hundreds of work hours per month and resulting in thousands of dollars per month in saved labor cost. This serves the public by allowing non-violent offenders to "give back" to the community, assists the wardens by allowing several workers to be supervised by one guard, and provides the agency a well supervised availability of laborers.
· DONATION AND RECIPROCOCITY: By "donating" facilities to community agencies and non-profit organizations, the agency presents a "good will" image and a closer working relationship in addition to exchanging for services and supplies. Although community service workers are a valuable source of labor, they should be utilized during "off hours". However, there remain many opportunities for utilization of volunteer services during events. For example, by donating the sports complex to the local MADDAD's chapter event, they may in return, assist in directing traffic during a special city event. Every opportunity to cultivate such recipricosity arrangements should be pursued. Numerous organizations such as Big Brothers/Big Sisters, the Sheriffs Explorers, the local Special Olympics, in addition to organizations and companys within the region would clearly benefit from this arrangment.
· PARTNERSHIPS: Private business within the local community offer perhaps one of the most valuable untapped resources available. A major marketing strategy should center around Corporate Sponsorship. Each business should be encouraged to participate in the fullest manner available, this may include outright donations of cash or the "in-kind" contribution of labor or supplies. In return, acknowledgement of the gift promotes the company within the community. Furthermore, the popularity of events can aide the business in their own advertising campaigns and enhance the community as a whole. In order to reach the greatest number of persons within and outside of the community, a proposed schedule of events follows.


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