FLOW CHART

"A Systematic Program Planning Technique"

by Dennis Howard

The effective development of recreation programs such as playgrounds, day camps and community-wide special events requires a considerable amount of careful planning and preparation. Normally programs of such magnitude involve significant manpower, material, time and space requirements. For example, an annual Fourth of July celebration sponsored by a Recreation Department, including such traditional activities as a parade, an "old fashioned" picnic, entertainment, and a fireworks display could entail the training and coordination of as many as a hundred people, and the ordering and dispersing of literally tons of equipment. Haphazard or last-minute planning of the day-long event could easily result in a ragged parade, missing entertainers, a delayed or cancelled fireworks display—all adding up to a tremendous disappointment to thousands of community residents.

The Flow Chart Method (hereafter abbreviated as FCM) of planning is a technique which attempts to eliminate oversights, the uncertainty of chance and last-minute "scrambling" from the planning process. Basically, FCM is a systematic forecasting process which attempts to account for and sequentially prioritize each work requirement in the organization of a program. It represents the application of many elements of the Operations Research technique, P.E.R.T. (Program Evaluation Review Technique), to the planning of recreation activities.

The Flow Chart Method separates the entire program into its component parts and evaluates each of these areas as what is to be done, when it is to be done, who is to do it, and how long it will take. The various parts are then combined and fitted to a "time line" on a prioritized basis to provide the planner with an overall view of what needs to be accomplished. The application of FCM to the development of a playground program is included to illustrate the steps involved in the actual use of this planning process.

Certain requirements seem universal to the successful organization of most program activities. Invariably, recreation program planners have to be cognizant of money, manpower, materials, time, facilities and publicity requirements. Very few-programs can succeed without trained leadership or supervision, adequate space, appropriate equipment and supplies and/or ample promotion.

Therefore, FCM begins by dividing the entire program into its essential components. In this process, the planner identifies the major requirements or functions necessary for the completion of the program.

In the Summer Playground Program example, five major functions are identified: manpower, materials, facilities, program and publicity. Each of the major functions is then analyzed independently.

To start, the planner lists, in no particular order, the activities or tasks he considers essential to the completion of each major function. For example, a random list of all activities involved in meeting the manpower requirement could include hiring personnel, conducting employment interviews, completing a leader's manual, preparing an in-service training session, and so on. After the random lists are completed, the planner then prioritizes the various activities within each of the major functions. The next step in the FCM is to project a time line. This line represents the estimated length of time necessary to complete all the planning requirements.

In the Summer Playground example, approximately six months are allocated to sufficiently prepare for the eight week program session. The flow of activities begins in January with a review of the previous years' evaluations of the playground program and concludes with two days of in-service training on June 26th. Between the first and last activities, a variety of related tasks are arranged in logical order on the flow chart diagram.

The placement of all these activities on the time line is the most difficult and time-consuming, but also the most important, step in the application of FCM. The planner must select activities from each of the already prioritized major function areas (e.g., manpower, materials, etc.) and place them on the FC diagram with respect to priority or urgency for completion and estimated length of time necessary for completion. Obviously some activities or tasks have to be completed before others can be initiated, and these will therefore receive precedence on the diagram. The decision of where to place the other activities will most often be a function of such factors as local conditions or circumstances, the experience of the programmer, time and/or personal preference.

Regardless of what order is finally established, the crucial factor is to account for, in some logical manner, all necessary work requirements. The diagram illustrates the sequence which should be followed, as well as the degree of inter- and intradependence which exists between the tasks. Once a natural flow of activities is established, the chart diagram acts as a roadmap, helping to keep the planner on course resulting in the elimination

Illinois Parks and Recreation July/August, 1975

of costly and sometimes embarrassing errors. The dates enclosed in the parentheses beneath the various tasks on the diagram are suspense dates indicating when the work must be completed. These suspense dates correspond to the location of activities on the time line.

In addition to the obvious attribute of increased service coordination and efficiency, FCM provides a number of other important benefits. Using the flow chart technique the planner is in a better position to anticipate and prevent potential problems. Having all the project requirements identified immediately before him enhances the planner's ability to make adjustments within the established time/activities network should it become necessary. When the flow chart diagram is completed the planner should have a clear picture of what is to be done, when it is to be done, and how long it will take.

While initially time-consuming and subject to imperfections, the FCM is eminently superior to many other program planning, or non-planning, approaches. Too often programmers rely solely on their memory of past experiences to guide their planning efforts. While some experienced program planners may be able to operate effectively in this manner, attempts by most to store and organize in their minds the myriad number of tasks involved in organizing a major program (there are over 30 individual elements in the Playground example alone) invariably leads to the poor allocation of time and resources. The FCM also facilitates the delegation of responsibility to subordinates.

When all requirements for a program have been accounted for, the supervisor can share the diagram with his or her subordinates and together they can easily identify those activities or tasks for which the employees will be responsible. With suspense dates already established the administrator can readily assess the compatibility of project deadlines with the schedules of his staff. During this process, the employee receives exposure to the full scope of the overall program event and gains an appreciation of how his efforts will contribute to the final product.

For the inexperienced program planner exposure to the FCM can prove to be a valuable in-service training device. The opportunity to prepare a time/activities network for a special program under the supervision of an experienced programmer is an excellent learning experience for the new employee. The FCM can also be a valuable reference tool. Most programs are provided on a seasonal basis from year to year. Good examples of seasonal programs are day camps, playgrounds and special events such as Easter and Christmas.

In an agency that utilizes FCM, a complete record of previous years' programs and special events should be maintained. Each year rather than starting from scratch, references to the flow chart diagrams will help provide the members of the program staff with a comprehensive and accurate picture of their time and work requirements for the upcoming season. Access to a complete record of FCM diagrams will be especially beneficial to program specialists new to the agency.

For all its many advantages, the use of the Flow Chart Method does not guarantee a successful program. FCM is only as good as the time and effort invested in its development. However, while not a panacea, it can act as a highly effective coordinating device, resulting in a more efficient use of scarce human and physical resources.

(Editors Note: Dennis Howard is a former instructor of Western Illinois University. He is currently assistant professor in the Park and Recreation department of Texas A&M University.)

Illinois Parks and Recreation July/August, 1975