Programming leisure and recreation services and facilities

1. Programming leisure and recreation services and facilities 報告人：謝博任

2. In this chapter: • The what and why of leisure programming • Programme classification • Directional programme planning strategies • Specific methods and approaches • Co-ordinating the approaches to programming • Targeting disadvantaged groups • Programming muti-leisure centres

3. Introduction: • Programming is the key element in the delivering services • This chapter concentrates on the programming process and the manager’s role in that process

4. The what and why of leisure and recreation programming • Programming is important • Everything that a service….satisfying to them.(p.447) • The opportunity is made available through the programme.

5. The what and why of leisure and recreation programming Other reasons for excellent programming: • Make the best use of resources • Resolve conflicting claims of times and space for available • The same place can often be used for different activities at different times • Space which is not sold today is lost forever

6. The what and why of leisure and recreation programming • Balance and fairness between a wide range of client and potential customers • Good programming is a means of achieving best result • The programme provides order and structure • Without programming, there could be chaos

7. The what and why of leisure and recreation programming

8. The what and why of leisure and recreation programming • The programme is the essence of leisure and recreation services; it’s their raison d‘être.(法文：存在的理由。念法為：レーゾンデートル) • Programmes will differ depending on the facilities and on the aims of the organization. • One of the hallmark of good programming is…aspect of the programme

9. Community recreation programming • Community recreation programming incorporates many social objectives • Local authorities in UK now faced with economic difficulties • A balanced activity programme at a local authority leisure complex would have some of the following features: (see p.449 1~5)

10. Which main agencies programme leisure and recreation? There are many agencies and organizations involved in programming leisure and recreation services and facilities. There are 4 broad categories: • the commercial sector • institutional sector • voluntary sector • the local government sector

11. What constitutes a programme? • activities • amenities and facilities • services • staff • money

12. Programme classification • How a programme is classified is not of major importance. • Classification helps in providing programme balance through analysis of each category. • Simple classification can aid communication and administration. • Easier for clients and customers to understand.

13. Programme classification 4 common classification: • by function: The most usual one. By listing a number of activities or group of activities. • by facilities: pitches available, pool opening times • by people: who the programme is intended for, such as … • by outcomes: ‘Learn to swim’, improver courses…

14. Directional programme planning strategies 2 main strategic directions: • social programming: the most common approach • community programming

15. Specific methods and approaches • Lettings policy or laissez-faire(法文：自由放任) approach • The traditional approach • The comparative current trends approach • The expressed desires approach • The authoritarian approach • The political/social approach

16. Specific methods and approaches • Action-investigation-creation plan approach • External requirements approach • Cafeteria-style approach • The demand approach • The community orientation approach • Community leadership approach

17. Co-ordinating the approaches to prpgramming The leisure manager must: • understand the lessons to be learned from various strategies and approaches • understand the problems and opportunities within current community recreation programming • Devise a logical and objective approach to the situation, bearing in mind the goals of the organization and the resources available

18. Co-ordinating the approaches to prpgramming • The lessons to be learned from past mistakes (see page 457~458)

19. Targeting disadvantaged groups • Public sector leisure facilities are less used by those who have social, economic and other hardships • Positive leisure experience can lead to build up of self-image and self-confidence • Positive programming to encourage wider community use (see table 21.1)

20. Programming multi-leisure centres • Leisure centres provide the most challenging grounds for leisure programmers • Multi-purpose leisure centres require programmers which use the same space in a variety of ways. • Case study: Ponds Forge International Sports Centre, Sheffield

21. Programming multi-leisure centres • Not only the large centres need good programming, but also the small one • In the early part of last century, swimming pools were covered several functions • Leisure programming is not new