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Can you take a look at my assignment and let me know if I should make any changes and also can you re-write the table filling in all the sections and add in-text citation for everything and reference for everything please? My Assignment: Program Proposal (adapted from Northern Arizona University, Recreation Program Proposal) The goal of this assignment is to demonstrate and apply your program planning skills and knowledge you have gained in this course so far coupled with your creativity, in developing a proposal for a theoretical new recreation program. A Scenario: You are an employee of a recreation organization in your community. The Director has asked you to prepare and submit a comprehensive program proposal. The overall goal is to find ways to better serve and enhance the recreational desires and needs of your community members. Instructions: Use the following table to help guide your planning and describe your proposed program in as much detail as necessary. Program Proposal: Title: Creative Connections: Arts and Memory Program Subtitle: Enhancing Cognitive Function and Emotional Well-being Through the Arts Program proposed by: Kyle Cameron Program Proposal Overview: Describe the type of program you are developing and give a brief overview of your idea; pretend that you’re describing your proposal to a family member or friend who has no knowledge of the recreation area. This program aims to use creative arts (music therapy, visual arts, and creative expression) to enhance cognitive function, reduce social isolation, and promote emotional well-being for seniors, including those living with dementia. The program aligns with The Elliott Community’s mission of enhancing quality of life and fostering social connections. Program Area: Senior Recreation and Therapeutic Arts Program Format: – Frequency: Biweekly sessions – Activities: Music therapy with live performances, art workshops (painting, sculpting, and collage-making) – Facilitators: Professional musicians, art therapists, and recreation staff (Henderson & Bialeschki, 2022). Mission/Vision Statement: Create your own mission statement. An effective mission statement must be a clear, concise declaration about the purpose of your program proposal. It also has to be aligned with the philosophy and mission/vision of your organization. The mission of the Creative Connections: Arts and Memory Program is to provide a safe and supportive space where seniors can engage in meaningful creative activities that promote cognitive stimulation, social connections, and emotional well-being. This program embraces The Butterfly Approach, emphasizing emotion-focused dementia care (The Elliott Community, n.d.). Community Culture: Who are your patrons? What are your demographics? What are the challenges and opportunities in your community? Where can you make a difference? Patrons: Seniors, including those with cognitive impairments such as dementia Demographics: Residents of The Elliott Community in Guelph, Ontario, primarily older adults requiring various levels of care Challenges & Opportunities: – Increased risk of social isolation and cognitive decline among seniors – Opportunity to provide therapeutic engagement and community building through the arts – Potential to expand programming through partnerships with local artists and funding opportunities (Misener & Doherty, 2019). Goals and Objectives of the Program: Clearly state the goal(s) of your program and list three objectives. Depending on your program, include an objective for each of the three learning domains: Cognitive, Affective and Psychomotor / Behavioral. You may use SMART or ABCD method for writing objectives. Program Goal: To enhance cognitive function, reduce social isolation, and improve emotional well-being through creative engagement. Objectives: 1. Cognitive (SMART Objective): By the end of six months, 75% of participants will show improvements in memory recall and cognitive engagement as assessed through the MMSE (Wenner, 2021). 2. Affective (Emotional Well-being): By the third month, at least 80% of participants will report improved mood and reduced agitation, measured by the Geriatric Depression Scale (Henderson & Bialeschki, 2022). 3. Psychomotor (Behavioral): Participants will engage in at least one creative activity per session, fostering increased motor coordination and fine motor skills (Misener & Doherty, 2019). Needs Assessment and Asset Mapping: Provide a statement of the need (essentially a justification) for the program. It should answer the question: Why is this program needed and how was this need determined? (This is a succinct version of the needs assessment and asset mapping you have conducted previously). Research highlights the benefits of arts-based programs for seniors, particularly in reducing agitation, improving mood, and enhancing cognitive function (Wenner, 2021). Additionally, The Elliott Community prioritizes emotion-focused dementia care, making this program a natural fit for its objectives (The Elliott Community, n.d.). Inclusion Plan: Detail what arrangements are being made to accommodate people with disabilities, people of different ages, sexual orientations, ethnic background etc… – Adaptive art tools for individuals with limited mobility – Sensory-friendly music sessions – Culturally diverse activities to accommodate various backgrounds – Gender-inclusive and accessible participation Creative Programming: Engage in the brainstorming process or create a mind map to help you develop creative ideas for your program. Equipment or Supplies Needed: What equipment, supplies and materials are needed to operate the program? – Art supplies (paint, brushes, canvases, clay, collage materials) – Musical instruments (keyboards, hand drums, tambourines) – Seating and workspace arrangements Physical Environment: Where is the program located – buildings, facilities, park areas, etc.? The program will be hosted in The Elliott Community’s activity rooms, ensuring accessibility and comfort for all participants. Staffing Considerations: Who is needed to run the program and what skills do they need to possess? – Recreation staff trained in dementia care – Professional art and music therapists – Volunteers to assist with activities Registration Plan: When will the registration occur, who will conduct it, where will it occur, and how will it be conducted? – When: One month before program launch – Where: Registration desk at The Elliott Community & online sign-up – How: Paper forms, digital registration, and staff-facilitated sign-ups Risk Management Plan: Plans should be made to ensure the safety of all persons involved in the program, detail unique safety procedures as well as how emergencies would be handled. – Emergency contact records for all participants – Staff trained in first aid and dementia care – Supervision during all activities to ensure safety What are the effects/impacts that you want your program to have on the community? What do you want people to find the most impressive about your program? – Improved quality of life for seniors – Strengthened community ties through intergenerational and volunteer involvement – Long-term sustainability through partnerships and funding opportunities (Misener & Doherty, 2019). Complete the following section AFTER you have studied Chapter 7 – Program Promotion Promotional Strategy How do you intend to promote your program? First, answer briefly the Promotional Mix Questions: What are the promotion objectives? Who is the target audience? What is the budget? What is the program? At what stage is the program within the product life cycle? What is the timeframe? Next, provide a brief outline of your promotional strategy. What tools and techniques would you use to promote your program? Include a draft version of a sample portion of a promotional material / message (e.g. blurb for media, social media message etc.) that you would use in your promotion. Complete the following section AFTER you have studied Chapter 8 – Pricing Program Services Pricing Strategy How do you plan on pricing your program? In this section, reflect on some of the factors and variables that would influence the pricing of your program. Note that you are not required to provide a specific price for your program in this activity. Information To Use To Fill In The Table: Proposed Programming Idea: “Creative Connections: Arts and Memory Program” As a recreation professional at The Elliott Community, I would develop a Creative Connections: Arts and Memory Program, specifically designed for seniors, including those living with dementia. This program would focus on using visual arts, music therapy, and creative expression to enhance cognitive function, reduce isolation, and promote emotional well-being. The program would align with The Elliott Community’s objectives of enhancing quality of life and fostering social connections (The Elliott Community, n.d.). By incorporating The Butterfly Approach, which emphasizes emotion-focused dementia care, the program would create a safe and supportive environment for seniors to express themselves creatively (The Elliott Community, n.d.). Research shows that creative arts programs significantly reduce agitation, improve mood, and enhance cognitive function in seniors with dementia (Wenner, 2021; Henderson & Bialeschki, 2022). Furthermore, building organizational capacity through community-based recreation programs can strengthen the effectiveness and sustainability of services like this one (Misener & Doherty, 2019). Program Structure and Implementation To ensure the program’s effectiveness, it would be structured with the following components: Session Frequency: The program would run biweekly to provide consistent and meaningful engagement without overwhelming participants. Activities: Sessions would include guided music therapy with live performances by local musicians or music therapists, as well as art workshops featuring painting, sculpting, and collage-making. Facilitators: The program would collaborate with professional musicians, art therapists, and trained recreation staff to ensure high-quality, therapeutic experiences tailored to the needs of seniors with dementia. Ongoing Evaluation and Future Expansion This program will serve as the foundation for my project throughout this course, allowing me to develop and refine its structure, goals, and implementation strategies over time. To assess the program’s success, I would collect participant feedback through surveys and track changes in mood, social engagement levels, and cognitive responsiveness. If the program proves successful, I would advocate for expanding it to reach more residents and potentially seek external funding or community partnerships to support its sustainability and growth. Personal Philosophy and Alignment with The Elliott Community Personally, this program reflects my philosophy of creating inclusive and enriching recreational experiences that promote emotional, mental, and physical well-being. By offering opportunities for self-expression, memory stimulation, and social engagement, this program would directly support The Elliott Community’s mission of enhancing residents’ dignity, independence, and quality of life. References: The Elliott Community. (n.d.). The Elliott Community. Retrieved March 2025, from https://www.elliottcommunity.org Henderson, K. A., & Bialeschki, M. D. (2022). Evaluating leisure services: Making enlightened decisions. Sagamore Publishing. Misener, K., & Doherty, A. (2019). Understanding capacity in non-profit community sport organizations. Journal of Sport Management, 33(1), 21-36. Wenner, L. (2021). Active aging and leisure participation: Exploring engagement patterns and health benefits. Journal of Aging & Leisure Studies, 40(2), 112-130. Why am I doing this assessment? (What is the purpose of this assessment?) This assessment is being conducted to evaluate the feasibility, effectiveness, and impact of the proposed Creative Connections: Arts and Memory Program at The Elliott Community. The goal is to determine how the program can enhance cognitive function, reduce social isolation, and promote emotional well-being among seniors, including those living with dementia (Wenner, 2021). It will also support The Elliott Community’s mission of promoting dignity, independence, and emotional well-being for seniors (The Elliott Community, n.d.). What information do I want to collect? 1. Demographic Data – Age, cognitive status, and level of engagement in recreation activities before program implementation (Henderson & Bialeschki, 2022). 2. Cognitive and Emotional Well-Being – Changes in memory recall, mood, and agitation levels before and after program participation (Wenner, 2021). 3. Social Engagement – Frequency and quality of social interactions among participants (Misener & Doherty, 2019). 4. Staff and Family Feedback – Perceptions of the program’s impact on residents’ well-being (Henderson & Bialeschki, 2022). 5. Program Effectiveness Metrics – Attendance rates, participant satisfaction, and observed behavioral changes (Neulinger, 1974). How am I going to obtain these data? – Surveys and Questionnaires – Distributed to residents, family members, and staff before and after program sessions to measure mood, engagement, and satisfaction (Arai & Pedlar, 2003). Surveys will provide quantifiable data on participant satisfaction, while focus groups will offer in-depth qualitative insights into the program’s emotional impact. – Observational Reports – Recreation staff will document behavioral changes, levels of participation, and social interaction patterns (Henderson & Bialeschki, 2022). Observational reports will provide real-time insights into social and emotional responses during sessions. – Cognitive and Mood Assessments – Using tools like the Mini-Mental State Examination (MMSE) and Geriatric Depression Scale (GDS) to measure cognitive function and emotional well-being (Wenner, 2021). The MMSE will be used at baseline and at the final assessment to track cognitive changes, and the GDS will measure emotional well-being mid-program and at the end. – Interviews and Focus Groups – Conducted with caregivers and staff to gain insights into program impact and areas for improvement (Misener & Doherty, 2019). Focus groups will offer detailed qualitative feedback from staff and family members. From where will I get the information I seek? Data will be collected from multiple sources within The Elliott Community: 1. Program Participants – Input from seniors engaging in the arts and memory activities. 2. Caregivers and Family Members – Insights on changes in participants’ emotional and cognitive states (Henderson & Bialeschki, 2022). 3. Recreation and Healthcare Staff – Feedback from staff involved in program implementation (Misener & Doherty, 2019). 4. Facility Reports and Health Records – Pre-existing data on residents’ cognitive health and participation levels (The Elliott Community, n.d.). When will I gather the information? The data collection will occur in four phases: 1. Baseline Data Collection – Week 1 of the program (before implementation). 2. Ongoing Assessment – Biweekly (during each session). 3. Midpoint Review – After 3 months. 4. Final Assessment – At the 6-month mark. From whom will I collect information? 1. Seniors Participating in the Program – Document engagement levels, mood changes, and cognitive responses (Wenner, 2021). 2. Family Members and Caregivers – Gather perspectives on changes in their loved ones (Henderson & Bialeschki, 2022). 3. Recreation and Healthcare Staff – Record assessments of participants’ reactions and program impact (Misener & Doherty, 2019). 4. Facility Administrators – Gather insights on how the program aligns with The Elliott Community’s objectives and resources (The Elliott Community, n.d.). Who will use the information once it is obtained? The data will be used by the following stakeholders: – The Elliott Community Administration – To assess the program’s feasibility and effectiveness. – Recreation and Healthcare Staff – To refine program activities based on feedback. – Caregivers and Family Members – To understand how the program improves seniors’ well-being. – Funding Organizations and Community Partners – To secure grants or sponsorships for future program expansion (Crompton, 2020). References Arai, S. M., & Pedlar, A. (2003). Moving beyond individualism in leisure theory: A critical analysis of concepts of community and social engagement. Leisure Studies, 22(3), 185-202. Crompton, J. L. (2020). Leisure services financial management. Sagamore-Venture. Henderson, K. A., & Bialeschki, M. D. (2022). Evaluating leisure services: Making enlightened decisions. Sagamore Publishing. Misener, K., & Doherty, A. (2019). Understanding capacity in non-profit community sport organizations. Journal of Sport Management, 33(1), 21-36. Neulinger, J. (1974). The psychology of leisure. Charles C. Thomas. The Elliott Community. (n.d.). The Elliott Community. Retrieved March 2025, from https://www.elliottcommunity.org. Wenner, L. (2021). Active aging and leisure participation: Exploring engagement patterns and health benefits. Journal of Aging & Leisure Studies, 40(2), 112-130. Organization’s Philosophy: The Elliott Community’s philosophy is focused on promoting dignity and independence for those they serve and their families. They aim to create a caring, inclusive, and home-like community that caters to residents at various stages of life. Values, Mission, and Vision: The website does not explicitly state the organization’s mission and vision statements. However, it provides insights into their core values and priorities: Values: – Providing quality choices in a caring and inclusive environment – Promoting dignity and independence for residents and their families – Creating an active and inclusive community where residents can live life to the fullest Mission (implied): To offer a range of living options, from independent living to full long-term care, in order to meet the diverse needs of their residents. Vision (implied): To be a leading provider of quality, compassionate, and inclusive senior living and care services in the Guelph, Ontario community. Additional Information from the Website: The website provides a comprehensive overview of The Elliott Community’s offerings and services, including: – Living options (independent living, assisted living, long-term care, life lease) – Amenities and programs (activity calendars, events, The Butterfly Approach, community cafe, general store, salon, fitness room) – Redevelopment plans and updates – Employment and volunteer opportunities – Fundraising and donation information – Contact details for various departments and services Overall, The Elliott Community appears to be a not-for-profit, registered charitable organization that is dedicated to creating a welcoming, inclusive, and enriching environment for seniors in Guelph, Ontario. Chapter 7 Of The Textbook: Effective communication with customers is a vital ingredient of success for all organizations. Without the ability to “get the word out” about organizations and programs, agencies would have no staff, volunteers, or customers to serve. This has been substantiated by over a dozen studies that have examined constraints to recreation participation in public parks and recreation. Respondents in these studies have identified lack of knowledge as one of the leading barriers to their participating in recreation programs (Brewton, 2017). This constraint can be seen across socioeconomic classes as well as racioethnic backgrounds (Martoglio, 2012). Every parks, recreation, and tourism organization faces the task of finding ways to effectively communicate with its various constituents and target markets. As a result, effective use of program promotion is an important tool for parks, recreation, and tourism programmers. In this chapter, we present material about the promotion process, tools, and techniques used in promoting agencies, departments, and programs, and information about how to develop an effective promotional mix. Marketing Although marketing often is confused with terms such as promotion, advertising, and publicity, it is a much broader concept. In particular, market-ing is not selling; “selling has to do with persuading a prospect to buy something you already have. But marketing has to do with already having what pros-pects want” (Cohen, 2013, p. 23). Marketing is the umbrella for all management functions that foster desired exchanges between an organization and constituents, partners, and society at large. It is a customer-oriented approach to delivering services and requires extensive knowledge of who is served in recreation programs. The real contribution of marketing is that it leads institutions to search for meaningful positions in the larger market. Conduct Summative Evaluation Assess Participant Needs Identify Organizational Philosophy and Mission Plan and Design Program Engage in Pre-program Tasks In examining the topic of promotion, many express confusion surrounding definitions of relat-ed terms such as marketing, advertising, publicity, and selling. It can make discussions about program promotion confusing. As a result, we begin by de-fining many of these terms and demonstrating how they relate to one another within the context of an organization’s promotional mix. Chapter 8 Of The Textbook: Pricing Program Services For many of us, dealing with finances is considered a chore, something that we don’t like to do, but something that we know is necessary. Over 20 years ago, Block (1996) noted money is vital to how we govern because it is the universal measuring device. It does not measure everything we care about, but it is the common language we use to mea-sure the health of our institution, as well as our promises to each other and how well we have delivered on those promises. We have created the financial function to help become fully informed and communicate about performance. Financial functions also help people, through budgets, to doc-ument and keep track of their promises. These intentions are service-oriented and a critical means for people at all levels to ful-fill their stewardship responsibility. (p. 135) today; when people Many continue to think in similar terms think about finances and funding in terms of stewardship they fulfill a major Implement Program Conduct Summative Evaluation Assess Participant Needs Identify Organizational Philosophy and Mission Plan and Design Program Engage in Pre-program Tasks characteristic of servant leaders. The concept of stewardship helps programmers to see the bigger picture of where programs fit in the overall agency purpose. Making sound financial decisions in terms of budgeting, funding, and pricing become key elements in fulfilling the mission of an organization. In particular, setting a price for a service has received considerable attention by all types of parks, recreation, and tourism organizations. This attention includes involvement by public and nonprofit organizations that are being asked to do more with less, as well as for-profit organizations that struggle with increased competition for the customer dollar. Two related challenges (especially for public and nonprofit administrators) are maintaining the balance between customer demand for programs and the organization’s ability to deliver quality programs while ensuring access to people of all income levels. One central element to meeting these challenges is understanding how to price programs and services in a fair and competitive manner. Price should be understood within the context of the money participants are charged to engage in

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