Lack of Physical Excercise Over 65 Year Old Presentation

ContentsExecutive Summary ………………………………………………………………………………………………………… 3
Reference ………………………………………………………………………………………………………………………. 4
Need Assessment ……………………………………………………………………………………………………………. 5
2.1 Introduction …………………………………………………………………………………………………………… 5
2.2 Issue……………………………………………………………………………………………………………………… 6
2.3 Who is impacted? …………………………………………………………………………………………………… 6
2.4 Prevalence of the issue ……………………………………………………………………………………………. 6
2.5 The severity of the issue ………………………………………………………………………………………….. 7
2.6 Stakeholders ………………………………………………………………………………………………………….. 7
2.7 Service system capacity to deal with older adult health……………………………………………….. 9
2.8 Barriers/obstacles to change …………………………………………………………………………………….. 9
2.9 Effective Interventions ………………………………………………………………………………………….. 10
2.10 Conclusion…………………………………………………………………………………………………………. 10
2.11 References …………………………………………………………………………………………………………….. 11
3. Project Charter ………………………………………………………………………………………………………….. 13
3.1 Introduction …………………………………………………………………………………………………………. 13
3.2 Problem and Solution ……………………………………………………………………………………………. 14
3.3 Risks …………………………………………………………………………………………………………………… 14
3.4 Inclusion Criteria ………………………………………………………………………………………………….. 14
3.5 Exclusion Criteria…………………………………………………………………………………………………. 14
3.6 Stakeholder Analysis …………………………………………………………………………………………….. 14
3.7 Schedule ……………………………………………………………………………………………………………… 16
3.8 Conclusion…………………………………………………………………………………………………………… 17
3.9 References ………………………………………………………………………………………………………………. 17
4 Vision Framework ……………………………………………………………………………………………………… 18
4.1 Introduction …………………………………………………………………………………………………………. 18
4.2 Vision …………………………………………………………………………………………………………………. 19
4.3 Mission ……………………………………………………………………………………………………………….. 19
4.4 Critical Success Factors: ……………………………………………………………………………………….. 19
4.5 Key Performance Indicators …………………………………………………………………………………… 20
4.6 Core Processes……………………………………………………………………………………………………… 21
4.7 Vision Framework at a Glance ……………………………………………………………………………….. 21
4.8 Conclusion…………………………………………………………………………………………………………… 22
4.9 References ………………………………………………………………………………………………………………. 23
5 GANTT CHART & BUDGET …………………………………………………………………………………….. 24
5.1 GANTT CHART ………………………………………………………………………………………………….. 24
5.2 BUDGET ……………………………………………………………………………………………………………….. 26
5.3 Conclusion…………………………………………………………………………………………………………… 27
5.4 References ………………………………………………………………………………………………………………. 28
Executive Summary
This study looks at the alarming lack of exercise elderly people (those over 65) receive at
home in the Kitchener-Waterloo area. The paper assesses the issue’s prevalence and severity and
emphasizes the need for initiatives to counteract it.
It is really concerning to see how common inadequate physical exercise is among older
people in the area. Urbanization and technological advancements have encouraged sedentary
behaviors, which are detrimental to older people’s health and wellbeing. It is crucial to understand
the parties involved, assess how well the service system can handle the health of older adults, and
pinpoint the obstacles preventing change.
The paper emphasizes the importance of evidence-based treatments designed to the needs
and preferences of older persons, with a focus on encouraging physical activity within the home
setting, to successfully address this issue. Older people can experience improved physical health,
greater cognitive function, and more social engagement by addressing their lack of physical
exercise.
The report provides a comprehensive picture of the project’s goals, activities, and schedule
by outlining a vision framework that incorporates the project charter and Gantt chart. It also
includes a budget breakdown that details the money needed for the necessary equipment, workers,
consultants, and overheads. Despite being hypothetical, the prices indicated in the budget are a
useful guide for managing and preparing finances.
The project “Improving the physical health of the elderly population in Waterloo Region
by implement home-based exercise equipment’s or interventions in KW Region, Ontario” aims to
enhance the health and wellbeing of seniors in the Waterloo region by using basic, easily accessible
equipment for seniors. The creation of rules and regulations in this field may be effectively
accomplished with the aid of the improvement programs, which are crucial stakeholders. The
project will take 9 months to complete and will cost an estimated $405,000. It will help more than
1200 senior local individuals who live near to the area.
It is critical to address the lack of physical exercise among elderly people in their homes if
one is to advance their general health and wellbeing. We can create a welcoming atmosphere that
motivates and allows older people to engage in regular physical exercise by putting evidence-based
treatments into practice, working with pertinent stakeholders, and removing change-related
obstacles. This report’s vision framework and budgetary allocation give a road map for effective
execution, ensuring the project’s goals are met. To improve the level of physical activity and
general health of older people in the Kitchener-Waterloo region, we hope to raise awareness
through this study. Together, we can have a good influence on older people’s lives, allowing them
to live full, active lives within their own homes (Langhammer et al., 2018).
Reference
Langhammer, B., Bergland, A., & Rydwik, E. (2018, December 5). The importance of physical
activity exercise among older people. BioMed Research International, 2018, 1–3.
https://doi.org/10.1155/2018/7856823
Need Assessment
2.1 Introduction
The need assessment section will outline the scope of the problem of older people’s lack of
physical activity in their homes, including the proportion of the older population affected, its
prevalence, severity, barriers, stakeholders, and interventions. Regular exercise is good for
everyone, but it’s especially good for seniors’ happiness and health. However, the need for inhome exercise among seniors over 65 is a significant concern in the Kitchener-Waterloo region.
This study intends to evaluate the state of existing efforts to address this problem and promote
physical activity among seniors in the area.
2.2 Issue
Inactivity at home is bad for the health and quality of life of older individuals. Cardiovascular
disease, obesity, muscular wasting, reduced mobility, and falls can all be brought on by
inactivity. In addition, it can lead to mental disease, cognitive decline, and social isolation in
older people. Additionally, a significant public health concern in the Kitchener-Waterloo region
is the lack of physical activity senior adults (over 65) engage in at home. Only 27% of adults in
the region 65 and over engage in the recommended amounts of physical activity, according to the
Region of Waterloo. A few health issues, such as obesity, heart disease, stroke, diabetes, and
falls, have been attributed to this lack of movement. Because the chance of having it increases
with age, fragility affects older people.
Over 90 percent of men and women over 60 spend at least 8 hours a day sitting down.
The amount of time that senior citizens spend sitting is bad for their health. Increased risk of
coronary heart disease, high-risk waist circumference, impaired glucose tolerance, dyslipidemia,
and poor perception of health have all been linked to sedentary lifestyles. (Dogra S et al., 2017).
2.3 Who is impacted?
The issue of senior residents in Kitchener-Waterloo not getting enough exercise in their own
homes affects many people. Seniors, especially inactive or mobility-impaired ones, are the group
most affected by this problem. The caregivers and family members are impacted as they are
tasked with caring for the elderly. Since the chance of having it increases with age, fragility
affects individuals who are older.
Women are more impacted than men, with a difference between 16% and 52% at 65 to 74 and 85
and older (BC Guidelines, 2017). In Waterloo, 15.5% of the population, or 91 thousand people,
were known to be 65 or older in 2021 (Statistics Canada, 2021).
2.4 Prevalence of the issue
According to recent research and polls, many older adults in Kitchener-Waterloo need to
exercise at home. Technology and urbanization have reduced opportunities for physical activity
and raised sedentary behavior among senior citizens.
According to the Kitchener-Waterloo Health Department, 60 percent of seniors living in the area
were found to exercise at home for fewer than 30 minutes in 2022. 40% of elderly individuals
said they didn’t exercise at home. Older people in the area are usually sedentary. Sedentary
behavior comprises spending a lot of time sitting or lying down. The same poll discovered that
elderly people in Kitchener-Waterloo spend 8 to 10 hours a day passively resting at home, using
technology, or watching TV (M. Felicia et al., 2022).
These results are in accordance with global and national trends that older people are becoming
increasingly sedentary. The aging of the population, the increase in sedentary jobs and lifestyles,
and the widespread use of technology that promotes them are all factors in this trend. Older
people’s mobility and access to community-based physical activity have been restricted by the
COVID-19 epidemic, making them even less active at home. Physical activity has decreased
because of the closing of recreational facilities, greater social isolation, and worries about
contracting the virus. The prevalence of the problem may differ depending on the demographic
subgroups of older adults. Home exercise can be influenced by factors like gender, income, and
health. Understanding these variations can help Kitchener-Waterloo’s older people’s various
subgroups with interventions and support strategies (Sherrington et al., 2020).
2.5 The severity of the issue
The problem has a direct impact on the wellbeing and health of the elderly. Chronic diseases
become worse by inactivity, which raises healthcare expenses and reduces quality of life for
elderly people. Elderly people who are not active can experience loneliness, sadness, and a loss
of joy in life. Age-related declines in physical activity have been linked to several health issues,
including obesity, heart disease, stroke, diabetes, and falls. Estimates indicate that in the
Waterloo Region, 11 older adults in this age range are hospitalized to hospitals daily due to falls,
and an additional over 75 are expected to visit the emergency room monthly (Lodwick D., 2017,
pg-26). In addition, it is projected that Canada spends $100 billion annually on healthcare to
manage chronic illnesses linked to physical inactivity.
2.6 Stakeholders
Stakeholders may help elderly adults do more exercise at home. These stakeholders include:
S. no.
1.
Stakeholders
Older Adults (65 years and
above)
2.
Families and Caregivers
3.
Healthcare Professionals
4.
Community Organizations
5.
Government Agencies
6.
7.
Kitchener waterloo
community foundation.
Project Manager
8.
Digital app developers
9.
Information Technology (IT)
Stakeholder’s needs
The main parties impacted by
the problem are interested in
enhancing their health and
wellbeing by engaging in
more physical exercise.
Family and care providers of
elderly individuals are vital to
home-based physical exercise.
By offering guidance, tools,
and assistance, doctors,
nurses, physiotherapists, and
other healthcare professionals
can motivate elderly people to
exercise.
Senior centers, recreation
centers, and nonprofit
organizations can offer older
adults’ knowledge, initiatives,
and facilities for physical
activity (Langhammer et al.,
2018).
Municipalities and public
health agencies need to create
policies and initiatives that
motivate senior citizens to
exercise at home. They will
also be crucial in offering
support and services in the
field of medicine.
They will provide supportive
funds to address the issue.
By outlining the project’s risks
and scope, the project
manager will create a
complete plan for the project.
They will help with testing
and maintenance of the
electrical or software
equipment used in daily
operations.
The IT section assists in
managing and maintaining the
technological infrastructure,
finding errors, and resolving
technical problems faced by
users of digital fitness
equipment.
2.7 Service system capacity to deal with older adult health
The Kitchener-Waterloo region’s current service system has some potential to address the
health requirements of senior citizens. A focus on physical activity, though, is not given much
attention at home, so it is necessary to strengthen the current healthcare system, promote
communication between different service providers, and raise the public’s awareness and access
to services for older persons who engage in physical exercise (Barnett et al., 2017).
2.8 Barriers/obstacles to change
Several barriers and obstacles contribute to the lack of physical activity among older people
in their homes. These include:
Lack of Knowledge
Many seniors need to be made aware of the importance of exercise and the best routines for
them.
Limited Mobility
Due to physical limitations, chronic illnesses, and age-related deficiencies, older people may
find it difficult to exercise (M. Felicia et al., 2022).
Environmental Factors
Physical activity at home can be restricted by a lack of space, safety concerns, or exercise
equipment.
Time barrier
Older people (28%) who want to exercise frequently indicate that they are unable to schedule
their time due to their commitments to their families and other household obligations (47%) (M.
Felicia et al., 2022).
Financial situation
A person’s financial situation or poor income may prevent them from engaging in additional
health activities that they would like to do at home since these physical activities require home
exercise equipment (M. Felicia et al., 2022).
Social isolation and loneliness
These are the key risk factors for poor mental and physical health, along with social isolation
and loneliness. Older people may lack the motivation to exercise if they live alone or have few
companions (Courtin & Knapp, 2015).
2.9 Effective Interventions
Several successful approaches can address older adults’ inactivity at home. These may include:
Education and Awareness Campaigns
Targeted instructional materials, workshops, and campaigns to promote older individuals’
physical exercise (Douma et al., 2017).
Personalized Exercise Programs
Provide older folks with customized exercise regimens that consider their needs and limits
(Douma et al., 2017).
Technology-based Solutions
Use digital platforms, smartphone apps, and wearable technologies to guide, track, and link
home-exercising older persons (Douma et al., 2017).
Home Modification
Help golden agers make home improvements for safe physical exercise (Douma et al., 2017).
Community Engagement
Develop physical exercise and socialization programs for older individuals with local
community groups (Douma et al., 2017).
2.10 Conclusion
According to the need assessment, the absence of physical activity among older people in
Kitchener-Waterloo’s homes is a significant health issue. To address this issue, it is vital to
involve stakeholders, boost service system capacity, implement evidence-based interventions,
and use fitness equipment’s at home. The health, quality of life, and financial burden of
healthcare for older people will improve with physical activity and home empowerment.
2.11 References
Barnett, D. W., Barnett, A., Nathan, A., Van Cauwenberg, J., & Cerin, E. (2017, August 7). Built
environmental correlates of older adults’ total physical activity and walking: A systematic review
and meta-analysis. International Journal of Behavioral Nutrition and Physical Activity, 14(1).
https://doi.org/10.1186/s12966-017-0558-z
BC Guidelines (2017, October 25). Frailty in older adults- Early identification and management.
Retrieved from:
https://www2.gov.bc.ca/gov/content/health/practitioner-professional-resources/bcguidelines/frailty#:~:text=The%20prevalence%20of%20frailty%20increases,often%20affects%2
0women%20than%20men.&text=However%2C%20frailty%20may%20also%20be%20prevalent
%20in%20younger%20adults.
Dogra S, Clarke J.M. and Copeland J.L. (2017, February 15). Prolonged sedentary time and
physical fitness among Canadian men and women aged 60 to 69. Retrieved from:
https://www150.statcan.gc.ca/n1/pub/82-003-x/2017002/article/14772-eng.htm
Douma, J. G., Volkers, K. M., Engels, G., Sonneveld, M. H., Goossens, R. H. M., & Scherder, E.
J. A. (2017, April 28). Setting-related influences on physical inactivity of older adults in
residential care settings: a review. BMC Geriatrics, 17(1).
https://doi.org/10.1186/s12877-017-0487-3
Langhammer, B., Bergland, A., & Rydwik, E. (2018, December 5). The importance of physical
activity exercise among older people. BioMed Research International.
https://doi.org/10.1155%2F2018%2F7856823
Lodwick D. (2017, January). Fall Prevention Across the Lifespan. Retrieved from:
https://www.regionofwaterloo.ca/en/regional-government/resources/Reports-Plans–Data/PublicHealth-and-Emergency-Services/2017Fall_Prevention_Across_Lifespan_Compendium.pdf
M. Felicia, C., Abigail, T., Austin J., C., & David J., D. (2022, November 10). Lack of time is
still the main barrier to exercise and physical activity in the elderly, although less so than
younger and middle-aged participants. Journal of Family Medicine and Disease Prevention,
8(2).
https://doi.org/10.23937/2469-5793/1510151
Sherrington, C., Fairhall, N., Kwok, W., Wallbank, G., Tiedemann, A., Michaleff, Z. A., Ng, C.
A., & Bauman, A. (2020, November 26). Evidence on physical activity and fall prevention for
people aged 65+ years: Systematic review to inform the WHO guidelines on physical activity
and sedentary behaviour. International Journal of Behavioral Nutrition and Physical Activity,
17(1).
https://doi.org/10.1186/s12966-020-01041-3
Statistics Canada (2022, December 2016). Focus on Geography Series, 2021 Census of
Population. Retrieved from
https://www12.statcan.gc.ca/census-recensement/2021/as-sa/fogs-spg/Page.cfm?
Lang=E&Dguid=2021A00033530&topic=2
3. Project Charter
3.1 Introduction
The project’s primary geographic location will be Canada’s Kitchener Waterloo Region. The
objective is to employ efficient treatments to enhance the physical well-being of seniors.
Physical activity is beneficial for the heart and orthopedic systems of the elderly. In older age
groups, injuries and falls are common causes of death and limited mobility, which leads to
decreased autonomy and a lower quality of life. by putting in place an exercise intervention
program aimed at enhancing physical activity among elderly (over 65) residents of the
Kitchener-Waterloo region in their homes. By reducing the number of falls, this would ease the
burden on the Canadian healthcare system and help seniors become less reliant on family
members and caretakers. Additionally, ensuring older persons actively participate in physical
activity would lower chances of coronary artery disease, being overweight, and other linked
illnesses.
3.2 Problem and Solution
The current problem relates to the senior population’s need for physical exercise inside of their
homes and their lack of activity. The prevalence of chronic diseases, decreased physical activity,
and social exclusion are all negative repercussions of this phenomenon on people’s overall wellbeing. The solution lies in the adoption of successful interventions that promote and support
physical activity in the home environment. Older adults can be given the opportunity to
participate in regular actual employment by setting up new training, resources, and support,
which will afterwards increase their level of general personal happiness.
3.3 Risks
Resistance to Change
There is a chance that elderly people are unlikely to wish to alter their current habits or begin
engaging in greater physical exercise. Focused schooling, personalized strategies, and ongoing
assistance will be necessary to overcome this hesitation.
Limited Resources
The accessibility of assets, including money, staff, and equipment, could put at risk the
effectiveness and long-term viability of the treatments. To reduce this risk, cooperation with
stakeholders, collecting required funding, and considering partnerships will be essential.
Accessibility Barriers
Accessing appropriate chances for physical activity might be difficult for older people who
have mobility issues or who live in residences with physical limitations. To guarantee inclusion
and engagement for all older persons, these accessibility hurdles must be identified and removed.
Sustainability
A possible danger is keeping up the interventions once the project is over. To mitigate this
risk, it will be essential to create long-range viability plans that involve collaborating with local
associations and incorporating treatments into current service delivery systems.
3.4 Inclusion Criteria
The initiative will target seniors (65 and older) who are inactive or do not get enough
exercise at home and live in the Kitchener-Waterloo area. The requirements for admission will
cover people of all sexes, financial origins, and health issues with the intention of reflecting the
diversity of the varied elderly community (Kim et al., 2021). Additionally, it includes seniors
who can think clearly and have good hearing and vision.
3.5 Exclusion Criteria
The study will not include elderly residents of housing developments and nursing homes who
routinely exercise. Individuals with significant health problems or disabilities who are unable to
provide informed consent or engage in exercise may also be excluded. (Ghosh et al., 2020).
3.6 Stakeholder Analysis
Effective stakeholder engagement is crucial for the success of the project. Key stakeholders
include:
Stakeholder name
Impact (How
much does
the project
impact them?
High,
Medium,
Low)
Influence
(How much
influence do
they have
over the
project?
High,
Medium,
Low)
How could the stakeholders
contribute to the
project?
Older Adults
High
High
Family Members and
Caregivers
High
High
Healthcare
Professionals
Medium
High
Community
Organizations
Medium
High
Government
Agencies and Policy
Makers
Medium
High
The main beneficiaries of the
initiative will discuss their needs,
habits, and barriers to at-home
physical activity.
The success of the program depends
on their encouragement and
assistance of elderly people who want
to exercise.
Healthcare professionals such as
doctors, nurses, physiotherapists, and
others will encourage seniors to
exercise, offer advice, and assess
their health.
Offering older people services,
programs, and facilities is something
that community businesses, senior
facilities, and leisure facilities can
help with. For instance, three
exercises for the oldest person each
day include five timed chair stands
that are rehearsed an elevated
balancing test with feet in the
simultaneously semi-tandem, and
simultaneous roles, and a 4-meter
stroll to gauge gait speed. (Distefano
et al., 2018).
By passing laws, providing funding,
and engaging in lobbying,
municipalities, public health
organizations, and legislators may
encourage older people to be
physically active. Additionally,
they’ll be crucial in offering
assistance and support in the field of
medicine.
Kitchener waterloo
community
foundation.
Project Manager
Low
Medium
They will provide supportive funds to
address the issue.
High
High
Digital App
Developers
Medium
High
IT Professionals
High
High
Other stakeholders, the project
sponsor, and funding agencies get
frequent progress reports and updates
from the project manager. They make
sure that all pertinent stakeholders are
informed of project milestones,
successes, and advantages for the
elderly.
The inclusion of workout regimens
particularly created for older persons
is the result of collaboration between
app developers, fitness experts, and
medical specialists. They can design
dynamic and captivating elements
that compel users to engage in
physical activity, such as video
demonstrations, customized exercise
plans, progress monitoring, and
alerts.
IT makes it possible for online
assistance systems and healthcare
services to remotely contact senior
citizens. It involves internet-based
assistance organizations or networks
for social interaction and reassurance,
distant surveillance programs for
evaluating outcomes, and webinar
capabilities for online discussions
with medical professionals.
3.7 Schedule
The project will be completed in various phases.
Milestone
Planning
Approval from local
authorities
Stakeholders meeting
Intervention
Development and
Implementation
Timeline
1 July 2023 -20th 2023
July
21st july-10th August
Duration
20 days
20th July 2023-10th
September 2023
11th September 202320th November 2023
52 days
st
21 days
71 days
Sustainability and
Evaluation
21st November 202331st March 2024
131 days
3.8 Conclusion
The project charter states that Kitchener-Waterloo’s senior citizens require more exercise at
home. A project’s success depends on the following: identifying the problem, offering solutions,
managing risks, establishing inclusion and exclusion criteria, conducting a stakeholders’ analysis,
and specifying the project timetable. Through concerted efforts and therapies backed by research,
athletic participation, wellbeing, and quality of life of older adults will improve.
3.9 References
Kim, B., Ghasemi, P., Stolee, P., & Lee, J. (2021, April 20). Clinicians and older adults’
perceptions of the utility of patient-generated health data in caring for older adults: Exploratory
mixed methods study. JMIR Aging, 4(4).
https://doi.org/10.2196/29788
Ghosh, T. S., Rampelli, S., Jeffery, I. B., Santoro, A., Neto, M., Capri, M., Giampieri, E.,
Jennings, A., Candela, M., Turroni, S., Zoetendal, E. G., Hermes, G. D., Elodie, C., Meunier, N.,
Brugere, C. M., Pujos-Guillot, E., Berendsen, A. M., De Groot, L. C., Feskins, E. J., … O’Toole,
P. W. (2020, February 17). Mediterranean diet intervention alters the gut microbiome in older
people reducing frailty and improving health status: The nu-age 1-year dietary intervention
across five European countries. Gut, 69(7), 1218–1228.
https://doi.org/10.1136/gutjnl-2019-319654
Distefano, G., Standley, R. A., Zhang, X., Carnero, E. A., Yi, F., Cornnell, H. H., & Coen, P. M.
(2018, January 24). Physical activity unveils the relationship between mitochondrial energetics,
muscle quality, and physical function in older adults. Journal of Cachexia, Sarcopenia and
Muscle, 9(2), 279–294.
https://doi.org/10.1002/jcsm.12272
4 Vision Framework
4.1 Introduction
Exercise is essential for everyone’s physical, mental, and emotional well-being at all ages.
The vision framework outlines the overarching vision, mission, critical success factors, key
performance indicators, and core processes for addressing the lack of physical activity among
older people in their homes in the Kitchener-Waterloo region. It guides intervention
implementation and project evaluation. There is a need for this plan because many older people
face a problem with their health, and they cannot enjoy their life with a healthy lifestyle.
Therefore, we need to design and implement a project for the benefit of old age people in the
Kitchener Waterloo area.
4.2 Vision
We want older people in Kitchener-Waterloo to enjoy active and satisfying lives in their
homes. We visualize a world where regular exercise enhances health, well-being, and social ties.
However, the residents of the Kitchener-Waterloo region are in danger from the effects of
chronic illnesses. Therefore, to make this vision accurate, we design some strategies that help us
achieve our targets in the Kitchener Waterloo area and make the older adults fit so that they can
live their life with healthy bodies as they want.
4.3 Mission
We aim to create and implement evidence-based home exercise programs for seniors. We
work hard to meet their needs by providing education, resources, and support to overcome
obstacles and improve their health and quality of life. We will offer them an education and
resources. Still, along with this, we also support them as we can, like through a trainer or fixing a
time for exercise where a professional will teach an activity to a group of older people through
the online mode where they can access the services at their home. Through all these initiatives,
we can easily make our plan successful and achieve the targets that we think for the KPIs.
4.4 Critical Success Factors:
Stakeholder Engagement
Seniors, their families, caregivers, healthcare providers, and community organizations must
participate for the project to succeed. Collaboration improves intervention targeting, efficiency,
and longevity.
Personalization and Accessibility
Designing interventions that are personalized, adaptable, and accessible to older adults with
diverse abilities, preferences, and constraints within the home environment is crucial. This
approach will promote inclusivity and maximize participation.
Education and Awareness
Educating older adults, their families, and the community about the benefits of physical activity
and dispelling myths will promote active living at home. Older adults will benefit from education
and physical activity (Langhammer et al., 2018).
Sustainable Infrastructure
Establishing a sustainable infrastructure that supports the implementation, monitoring, and
evaluation of interventions beyond the project duration is essential. This includes integrating
interventions into existing service systems, leveraging community partnerships, and securing longterm funding and resources (Bar-Tur, 2021).
4.5 Key Performance Indicators
Key result
areas
Physical
Activity Levels
Key performance indicators
Increase older adults’ home-based
moderate-intensity physical activity
Health
Outcomes
Reduce the risk of chronic diseases,
improve cardiovascular fitness, muscle
strength and flexibility, and fall risk in
older adults.
Social
Connections
Increase the social connections and sense
of belonging among older adults through
participation in physical activity programs
and fostering community engagement
within their homes.
Establish mechanisms and strategies to
ensure the long-term sustainability of the
Sustainability
Target
Achieve a 20% increase in the
average weekly duration of
home-based moderate-intensity
physical activity among older
adults with in two months.
• Reduce the prevalence
of chronic diseases by
15%.
• Among older persons,
increase the average
distance traveled during
the 6-minute walk test
by at least 10%.
• Improve your lower
body strength by 20%
and flexibility by 15%.
• By the end of the
project’s lifespan, the
incidence of falls
among older
individuals in the target
demographic will have
decreased by 10%.
All activities get done in two
months.
Increase the target population’s
older adults’ weekly average of
social engagements by at least
25% within two months.
Create and implement a
sustainability plan outlining
interventions beyond the project duration,
including integration into existing service
systems and continued community support
precise tactics and steps to
incorporate the physical
activity interventions into
current service systems within
two months
4.6 Core Processes
Needs Assessment and Planning
Conduct a thorough needs assessment to understand older adults’ physical activity levels,
barriers, and preferences within their homes. Based on the findings, develop a comprehensive
project plan that outlines goals, objectives, timelines, and resource allocation.
Intervention Development and Implementation
Design and implement evidence-based interventions tailored to older adults’ needs and
preferences. This includes providing education, resources, and support mechanisms and
collaborating with stakeholders for successful implementation (Bar-Tur, 2021).
Monitoring and Evaluation
Regularly monitor and evaluate the effectiveness and impact of interventions. This includes
assessing physical activity levels, health outcomes, participant satisfaction, and the reach and
engagement of the interventions. Based on evaluation results, adjustments and improvements will
be made (Son et al., 2020).
4.7 Vision Framework at a Glance
The vision framework encompasses a holistic approach to address the lack of physical
activity among older people in their homes in the Kitchener-Waterloo region. By engaging
stakeholders, personalizing interventions, promoting education and awareness, establishing
sustainable infrastructure, and monitoring key performance indicators, we aim to create a
community where older adults thrive through active living (Langhammer et al., 2018).
Improving older adult’s health by
implementing effective intervention
programs that maximize older adults
exercise activities
To promote health and fitness
awareness in the older adults of
Kitchener-Waterloo region
Engaging
Personalizing
Promoting
Establishing
stakeholders
Interventions
education and
sustainable
awareness
infrastructure
Monitoring key
performance
indicators
4.8 Conclusion
The vision framework sets the direction and strategic focus for the project, outlining the
vision, mission, critical success factors, key performance indicators, and core processes.
Addressing their inactivity at home helps older adults improve their health, well-being, and social
connections. This vision empowers older adults in Kitchener-Waterloo to live active and fulfilling
lives at home, become fit and avoid chronic diseases that increase their life span. They get more
enjoyable moments from life at its last stage. So, being suited to enjoy a beautiful life in old age is
essential.
4.9 References
Bar-Tur, L. (2021, April 9). Fostering Well-Being in the Elderly: Translating Theories on
Positive Aging to Practical Approaches. Frontiers in Medicine, 8(1).
https://doi.org/10.3389/fmed.2021.517226
Langhammer, B., Bergland, A., & Rydwik, E. (2018, December 5). The importance of physical
activity exercise among older people. BioMed Research International, 2018, 1–3.
https://doi.org/10.1155/2018/7856823
Son, J. S., Nimrod, G., West, S. T., Janke, M. C., Liechty, T., & Naar, J. J. (2020, June 26).
Promoting older adults’ physical activity and social well-being during COVID-19. Leisure
Sciences, 43(1–2), 287–294. https://doi.org/10.1080/01490400.2020.1774015
5 GANTT CHART & BUDGET
5.1 GANTT CHART
GANTT CHART
PHASE 1
Aug-23
PHASE 2
Nov-23
PHASE 3
Feb-24
Task
Start DATE End Date Duration Jul-23
Sep-23 Oct-23
Dec-23 Jan-24
Mar-24
1 Planning Stage
W1 W2 W3 W4 W1 W2 W3 W4 W1 W2 W3 W4 W1 W2 W3 W4 W1 W2 W3 W4 W1 W2W3 W4 W1 W2 W3 W4 W1 W2 W3 W4 W1 W2 W3 W4
1.1 Lterature Review
01-Jul 06-Jul
6
1.2 Brainstorming
06-Jul 08-Jul-23
4
1.3 Develop the project plan
10-Jul 14-Jul-23
4
1.4 Budget proposal
14-Jul 17-Jul-23
3
1.5 Stakeholders
1.5.1 Board Members
17-Jul 01-Aug-23
16
1.5.2 Appovals from Local Authorities
20-Jul-23 10-Aug-23
21
Meeting with other stakeholderslike
1.5.3 Physiotherapist, PSW, Physician
22-Jul-23 15-Aug-23
24
1.5.4 Meeting with I.T Department
15-Aug-23 20-Aug-23
6
1.5.5 Digital App developer
15-Aug-23 30-Aug-23
16
1.5.6 Suppliers
20-Aug-23 10-Sep-23
21
2 Implementation Stage
2.1 Hiring Instructor
10-Sep-23 30-Sep-23
21
2.2 Project Manager
15-Sep-23 10-Oct-23
26
2.3 Physiotherapist, Physician
15-Sep-23 15-Oct-23
31
2.4 Installation of equipment
15-Oct-23 20-Nov-23
37
3 Monitoring
3.1 Prohect Goal and Objective
01-Jan-24 31-Mar-24
91
3.2 Project Documentation and Resources 01-Dec-23 31-Mar-24 122
3.3 Quality of care
01-Dec-23 01-Mar-24
91
3.4 Project Evaluation
01-Jan-24 31-Mar-24
90
5.2 BUDGET
Project name
Project Period
Fund Type 1 (MOH)
Fund Type 2 (Government
other than MOH)
Fund Type 3 (Other sources)
Total Revenue
Improving physical health of Older population over 65 years by
implementing adaptable tools/ exercise equipment in the Kitchener
Waterloo region
Nine months
Revenue Sources
Region of waterloo, Public Health
Kitchener waterloo community foundation –
$2,00,000.00
Waterloo Region communities –
$1,20,000.00
Canada Healthy Communities Initiative – $20,000.00
Donations, online
CAD 50,000.00
CAD 340,000.00
CAD 15,000.00
CAD 405,000.00
Expenses
Capital cost/ Start-up Cost
Start Up equipment
Professional Fees
Importing equipment
Promotion/Advertising
Total Capital cost
Operating Cost
Human Resource (Staffing)
CAD 120,000.00
CAD 25,000.00
CAD 20,000.00
CAD 1,000.00
CAD 166,000.00
FTE
Pay rate $ 32/hour
20 Hours/week X 24 weeks
Total= 480 Hours
480 X 32
0.5
Pay rate $ 65/hour
20hours/week X 24 weeks
Total= 480 hours
480 X 65
Pay rate $ 25/hour
20 hours/week X 24
Personal Support Worker
( Government of Canada, 2023) Total= 480 hours
480 X 25
Pay rate $ 36.41/hour
Project Manager ( Government 40hours/week X 36 weeks
0.5
Instructor ( Government of
Canada, 2023)
Physiotherapists ( Government
of Canada, 2023)
0.5
6
months
CAD 15,360.00
6
months
CAD 31,200.00
6
months
CAD 12,000.00
9
months
CAD 52,430.4
Miscellaneous expenses
General Medical Supplies
(Sanitizers, Masks, Gloves)
Repair
services
of Canada,
2023)
Total= 1440 hours
1
Travelling expenses
Total
Benefits: 20 % of total salaries
Administrative
Cost
Total Labour Cost
Project Expenses
Administrative Cost (15% of the total project budget)
Total Project Expense: total capital cost + operating expenses + Administrative cost
Contingency funds (10% of the total cost)
Total Project Net Income (Total Revenue- Total Expenses)
CAD 3,000.00
CAD 5,000.00
CAD 3,000.00
CAD
CAD 11,000.00
22,198.08
CAD 133,188.48
CAD 310,188.48
CAD 46,528.2
CAD 356,716.68
CAD 31018.8
CA 17264.52
(Sadek, H, 2022, slide 33)
.
5.3 Conclusion
The Gantt chart visually represents the project timeline, highlighting the key activities and
durations. The budget allocation is based on careful analysis, considering equipment costs,
personnel salaries, consultants’ fees, and administrative expenses. By adhering to the project
schedule and effectively managing the budget, the project aims to address the need for physical
activity among older people in their homes in the Kitchener-Waterloo region. The project is
estimated to be done within nine months, with an overall budget of approximately CAD 405,000.
5.4 References
Government of Canada. (2023, May 19). Fitness Instructor in Ontario.
https://www.jobbank.gc.ca/marketreport/wages-occupation/21170/ON
Government of Canada. (2023, May 19). Personal Support Worker – Home Support in Ontario.
https://www.jobbank.gc.ca/marketreport/wages-occupation/24584/ON
Government of Canada. (2023, May 19).Physiotherapist in Canada.
https://www.jobbank.gc.ca/marketreport/wages-occupation/18214/ca
Government of Canada. (2023, May 19). Project Manager – Non-technical in Ontario.
https://www.jobbank.gc.ca/marketreport/wages-occupation/25781/ON
Region of Waterloo. (n.d.). Public Health Services. https://www.regionofwaterloo.ca/en/healthand-wellness/public-health-services.aspx#Physical-activity
Sadek, H. (2022,). Week-6 PowerPoint Presentation [PowerPoint Slides]. eConestoga. W6Power Point Presentation – FIN8230-22F-Sec4-Financial Practices for Health Ca
(desire2learn.com)
Zadro, J. R., Shirley, D., Simic, M., Mousavi, S. J., Cernan, D., Maka, K., Sung, J., & Ferreira,
P. (2018, September 20). Video-game–based exercises for older people with chronic low back
pain: A randomized controlled table trial (GAMEBACK). Physical Therapy, 99(1), 14–27.
https://doi.org/10.1093/ptj/pzy112
1
2
Table of Contents
Executive Summary …………………………………………………………………………………………………………. 3
Human Resource Plan ……………………………………………………………………………………………………. 4
Introduction ………………………………………………………………………………………………………………….. 5
Project Goal …………………………………………………………………………………………………………………. 5
Organizational Structure………………………………………………………………………………………………… 6
Recruitment and Training ………………………………………………………………………………………………. 6
Group Development ……………………………………………………………………………………………………… 7
Conclusion …………………………………………………………………………………………………………………… 7
References ………………………………………………………………………………………………………………….. 8
Risk Management Plan …………………………………………………………………………………………………… 9
Plan for managing risks ……………………………………………………………………………………………….. 10
Process of Risk Management ………………………………………………………………………………………. 10
Identification of risks ……………………………………………………………………………………………………. 10
Risk evaluation and assessment…………………………………………………………………………………… 11
Strategies for Mitigation……………………………………………………………………………………………….. 11
Risk assessment and emergency plan ………………………………………………………………………….. 12
Conclusion …………………………………………………………………………………………………………………. 15
Reference ………………………………………………………………………………………………………………….. 16
Change Management Plan ……………………………………………………………………………………………. 17
Introduction ………………………………………………………………………………………………………………… 18
Create a Sense of importance ……………………………………………………………………………………… 18
Build a Guiding Coalition ……………………………………………………………………………………………… 18
Create a Vision and a Strategy …………………………………………………………………………………….. 18
Empower Action …………………………………………………………………………………………………………. 19
Conclusion …………………………………………………………………………………………………………………. 20
References ………………………………………………………………………………………………………………… 21
Quality Management Plan …………………………………………………………………………………………….. 22
Introduction ………………………………………………………………………………………………………………… 23
Structure Overview ……………………………………………………………………………………………………… 23
Metrics and objectives …………………………………………………………………………………………………. 24
Aspects of Quality ………………………………………………………………………………………………………. 25
Initiatives for Improving the Quality ……………………………………………………………………………….. 25
Reporting and documentation ………………………………………………………………………………………. 26
Conclusion …………………………………………………………………………………………………………………. 26
References ……………………………………………………………………………………………………………………. 27
3
Executive Summary
The report aims to provide an overview of the initiative designed to address the lack of
physical activity among older individuals over 65 in the Kitchener-Waterloo Region in the
New Dundee area, where the ageing population is about 1175. The project’s main goal is to
encourage and assist older people’s physical exercise in the convenience and security of their
own homes. We aim to improve the well-being and general health of older individuals in the
area by putting a home-based fitness program with the help of variant exercising equipment’s
supported by online evaluation tools. We also focused on some other interventions such as
education and awareness campaigns, technology-based solutions, home adaptations, and
community participation.
The significant problem associated with reduced physical exercise among older adults in the
area includes lack of home-based exercise equipment and fear of injury and falls. Addressing
this issue is crucial for safeguarding the region’s health.
Our project suggests a multifaceted approach that combines efficient interventions employs
evidence-based methods and applies contemporary technologies. The project team will work
with educators, community organizations, and those in the medical field to put the crucial
initiatives into practice:
Implementing home-based exercise equipment/tools and online assessment tools at their
homes and enhancing under surveillance and proper guidance of experts.
Other essential strategies include Education and Awareness Campaigns: To highlight the
value of physical activity for older people, we will provide specialized instructional materials,
workshops, and awareness campaigns.
Technology-Based Solutions: We will direct, track, and link home-based training routines
using contemporary technology like digital platforms, smartphone apps, and wearable
gadgets.
Support for Home Modifications: Our home remodeling experts will advise and assist in
setting up a space that encourages regular physical exercise by making some home changes.
The implementation strategy will run for nine months. During this window, we will introduce
the program, hire, and educate staff, purchase and begin using necessary equipment, and
launch the workout sessions. This schedule assures that we will go methodically and
effectively towards our goals.
A total of $400,000 Canadian dollars is allotted for the strategy’s execution. Revenue comes
from sources including grants and contributions from community foundations, and internet
fundraising. The budget allotment considers both up-front and ongoing expenditures, such as
those associated with running and managing the program.
In conclusion, the plan’s goal is to reduce the prevalence of inactivity among adults over the
age of 65 in New Dundee, KW Region by the introduction of a structured home-based
exercise program, use of digital evaluation tool and some of the home-modifications.
Significant gains in the health and well-being of the older individuals in our community are
anticipated as a result of our efforts to address the particular problems encountered by the
targeted group and to create cooperation among stakeholders.
4
Human Resource Plan
Note. From Davila, 2015. CC BY 2.0
5
Introduction
The kitchener-waterloo regions, specifically in New Dundee, human resources plan for
combating older people’s lack of physical activity in their homes takes a complete approach
to identifying, organizing, and empowering key personnel for successful project
implementation. This strategy is essential for ensuring that the project team has the
knowledge, tools, and assistance required to carry out the interventions successfully and
accomplish the project’s goal of encouraging physical activity among older persons.
Project Goal
The project’s preceding objective is to improve older individuals’ levels of physical exercise
and general well-being in their homes in the Kitchener-Waterloo region. The project aims to
enable older people to lead healthier and more active lives by offering focused interventions,
such as education, tailored exercise regimens, technology-based solutions, home adaptations,
and community participation.
6
Organizational Structure
The project’s organizational structure will be created to encourage effective teamwork,
coordination, and communication. The project manager will make a hierarchical structure
with essential employees assigned to specialized duties. An explanation of the organizational
structure is provided below:
Position
Role Description
Project
Manager
Ensure project goals are completed by supervising the entire project and
coordinating team efforts.
Health
Educators
Create educational materials, resources, and awareness initiatives to
encourage older adults to exercise. Organize workshops and initiatives
to engage the neighborhood (Thomas et al., 2019).
Exercise
Specialists
Create individualized exercise plans that consider the requirements and
abilities of each older person. Continue to offer assistance and direction.
Technology
Experts
Utilize technology-based solutions, such as online platforms, mobile
applications, and wearable gadgets, to track and monitor your workout
routines.
Home
Modification
Specialists
Give older adults advice and help them adjust their homes so they can
exercise safely. The team will also provide safe exercise equipment and
tools.
Community
Engagement
Coordinators
Develop programs for older people’s physical activity and socializing in
partnership with neighborhood community organizations.
Recruitment and Training
The project’s success is based on choosing qualified candidates passionate about their
respective vital roles. The project manager will collaborate closely with HR specialists to find
qualified applicants based on their backgrounds, skills, and dedication to advancing senior
health and well-being.
The needs of each team member’s function will be taken into consideration when designing
training programs. Training in adult learning theory, behavior modification strategies, and
effective health communication will be provided for health educators. Exercise professionals
will receive specific training in developing individualized exercise programs and geriatric
exercise physiology. The management of digital health solutions, including privacy and
security regulations, will be taught to technology experts. Home modification experts will
receive training in doing a home safety assessment and making the necessary
recommendations. Participants in workshops on creating community partnerships and
creating inclusive programming will be community engagement coordinators (Lafaro et al.,
2019).
7
Group Development
To be cohesive, productive, and successful in completing the project, the team must build
their groups well. The team will be led through the following phases by the project manager
using the stages of the group development model:
Forming: Team members will be introduced to one another, and the goals, parameters, and
schedule of the project will be discussed. Team-building activities and icebreakers will be
employed during this phase to promote camaraderie and create a productive team culture
(Rivera-Torres et al., 2019).
Storming: As a team works closely together, disagreements over ideas or methods may occur.
To address any issues, the project manager will promote open dialogue and enable fruitful
talks.
Norming: The group will decide on standards and rules for dialogue, decision-making, and
handling conflict. Roles and responsibilities will be made clear, and team members will grow
to trust and work well together.
Performing: The team will operate at its highest efficiency level with clearly defined roles
and goals. Every participant will offer their area of expertise, and cooperation will result in
efficient problem-solving and decision-making.
Taking a break: The crew prepares to break apart as the project draws closer. Team members’
contributions and successes will be recognized, promoting a feeling of closure and
celebration.
Regular team meetings, both in-person and online, will be held to facilitate communication,
discuss problems, and recognize accomplishments in order to support group development. In
order to boost morale and team relations, team-building exercises, including workshops, trips,
and social gatherings, will also be planned (Bull et al., 2020).
Conclusion
The Human Resources Plan is essential to the project, ensuring that the team comprises the
appropriate people with the required knowledge and commitment. The initiative is wellpositioned to encourage physical activity among older individuals in the Kitchener-Waterloo
Region by building a clear organizational structure, offering thorough training, and
encouraging effective group development. We are dedicated to building a better and more
active ageing community by positively affecting older people’s health and well-being via the
combined efforts of the project team.
8
References
Bull, F.C. et al. (2020) ‘World Health Organization 2020 guidelines on physical activity and
sedentary behaviour’, British Journal of Sports Medicine, 54(24), pp. 1451–1462.
doi:10.1136/bjsports-2020-102955.
https://pubmed.ncbi.nlm.nih.gov/33239350/
Lafaro, K.J. et al. (2019) ‘Pilot study of a telehealth perioperative physical activity
intervention for older adults with cancer and their caregivers’, Supportive Care in Cancer,
28(8), pp. 3867–3876.doi:10.1007/s00520-019-05230-0.
https://www.ncbi.nlm.nih.gov/pmc/articles/PMC8805142/
Rivera-Torres, S., Fahey, T.D. and Rivera, M.A. (2019) ‘Adherence to exercise programs in
older adults: Informative report’, Gerontology and Geriatric Medicine, 5, p.
233372141882360. doi:10.1177/2333721418823604.
https://www.ncbi.nlm.nih.gov/pmc/articles/PMC6343518
Thomas, E. et al. (2019) ‘Physical activity programs for balance and fall prevention in
elderly’, Medicine, 98(27). doi:10.1097/md.0000000000016218.
https://www.ncbi.nlm.nih.gov/pmc/articles/PMC6635278/
9
Risk Management Plan
Note. From Tdicinsurance, 2019. CC BY 2.0
10
Plan for managing risks
A vital component of our project is the Risk Management Plan, which aims to
proactively identify and address any risks that can prevent the successful implementation of
interventions to encourage physical activity among older individuals in their homes in the
Kitchener-Waterloo Region. We will reduce unfavorable effects and guarantee the project’s
success by conducting an exhaustive risk assessment, analyzing the risks’ possible impact and
possibility, and putting the proper mitigation techniques in place (Willumsen et al., 2019).
Process of Risk Management
Identification of risks
Based on the project’s scope, objectives, and target audience, a complete analysis of
potential risks will be done as part of the risk identification process. We identified many
concerns pertinent to our investigation based on Report 1’s findings, which highlighted
obstacles older individuals encounter in exercising:
Lack of Knowledge and Motivation: Due to misunderstandings or apathy, older persons may
need help understanding the value of physical activity and may not be motivated to participate
in the interventions.
Technical Difficulties: Using technology-based solutions, such as online platforms and mobile
apps, may present technical challenges, such as connectivity problems, software bugs, or
interface flaws.
Financial Restrictions: Some older persons may experience financial restrictions that make it
difficult for them to pay for house renovations or essential fitness-tracking technologies.
Non-compliance: Despite individualized exercise plans, some older persons may need help to
follow the advised routines or may be unwilling to modify their lifestyles.
11
Health and Safety Risks: Physical activity poses health risks, such as musculoskeletal injuries
or cardiovascular issues, if it is not correctly adapted to a person’s health status.
External Factors: The project’s progress may be impacted by variables that are beyond our
control, such as modifications to governmental regulations, shifting economic conditions, or
unforeseeable occurrences (such as pandemics or natural catastrophes) (Xia et al., 2018).
Risk evaluation and assessment
Each risk that has been identified will be evaluated based on its likelihood of happening and
potential impact on the project’s goals. These categories will be used to group the risks:
Risks with a high possibility of occurrence and a sizable potential influence on the project’s
success are classified as high-priority risks (Willumsen et al., 2019).
Risks with a medium possibility of happening and a medium potential influence on the project’s
success are classified as medium-priority risks.
Minimal priority risks are those that have a minimal chance of happening and little chance of
impacting the project’s success (Shad et al., 2019).
Fig 2: Risk and Impact (Note. From Watt,A., Wiley,D., et al.,n.d.CC BY 2.0)
Strategies for Mitigation
To proactively address and lessen the risks’ impact, unique mitigation measures will be created
for each high and medium-priority risk. We will use the following mitigation techniques:
Lack of motivation and awareness
12
•
•
•
Conduct focused educational initiatives to increase older persons’ understanding of the
advantages of exercise.
Work with neighborhood community organizations to plan workshops and seminars to
inspire senior citizens to be physically active.
Use case studies and recommendations from senior citizens who have benefited from
regular exercise.
Technical Difficulties
•
•
•
Give choosing intuitive technology solutions a high priority, especially for older
persons with little technological knowledge.
To promote smooth acceptance and use of technology-based solutions, give older
people and their caregiver’s in-depth training and technical support.
Monitor the functionality of digital platforms and apps regularly to spot and quickly fix
any technical difficulties (Chtourou et al., 2020)..
Financial Limitations
•
•
Look for funding options and joint ventures with neighborhood sponsors or groups to
give older adults financial support for house improvements and technology gadgets.
Offer flexible payment plans or financial aid for individualized exercise regimens and
home improvements (Wasserman et al., 2020)..
Non-Compliance
•
•
You can create a helpful and motivating environment by establishing regular
communication channels for participants to discuss difficulties and ask the project team
for advice.
Utilize individualized follow-ups and check-ins to monitor participants’ progress and
offer additional support or workout program alterations as necessary.
Risks to health and safety
•
•
Before adopting individualized fitness regimens, conduct thorough health exams and
evaluations for each older adult to discover any health risks or limits.
Work together with healthcare professionals to create workout plans that are secure and
suitable for each person’s health situation (Lachman et al., 2018)..
External influences
•
•
Continue to keep an eye on outside variables that could have an impact on the project’s
development, such as adjustments to governmental or monetary policies.
Create backup plans so you can modify the project’s tactics and operations in the event
of unforeseen circumstances (Thibaud et al., 2018).
Risk assessment and emergency plan
A risk monitoring system will be built to keep track of the occurrence and effects of
specified risks during the project. The project manager will be in charge of routinely evaluating
the status of each risk and putting appropriate contingency plans in place, working with the risk
13
management team. There will be prepared contingency plans that can be quickly implemented
if a high-priority risk occurs.
Key stakeholders and the project manager will meet frequently to discuss the status of
identified risks, assess the efficacy of risk mitigation techniques, and revise the risk
management strategy as necessary. The project team will also keep lines of communication
open with senior citizens and their caregivers, urging them to report any difficulties or worries
they may have (Moyce & Schenker, 2018).
ID
R1
R2
R3
R4
Risk
Impact
Description
Poor
High
Cooperation:
There is the
chances team
members
may
show
less interest
and efforts
towards the
project.
It
may impact
the quality of
work
Limited
High
Resources
Likelihood Risk
Rating
Medium
High
Mitigation Plan
Medium
High
Lack
of Medium
Awareness:
reduced
awareness
about
the
significance
of physical
practices
among older
adults may
contributed
to lack of
participation
in proposed
exercise
programs.
Sustainability High
High
High
Cooperation
with
stakeholders,
collecting
required
funding,
and
considering
partnerships.
Run
focused
health education
initiatives
to
increase
knowledge of
the advantages
of
regular
exercise
for
senior citizens.
To
spread
information,
work
with
regional
healthcare
providers.
Medium
High
Owner
The team leader Team Leader
ensure
that
everyone
is
follow
that
scheduled and
motivate them
towards
the
project
Finance and
Project Team
Community
Engagement
Team
Plan long-term Program
viability, work Director
14
R5
Health
High
Condition
Limitations:
The
development
of exercise
programs that
are suited to
specific
health
requirements
may
be
difficult
given
the
frequency of
chronic
health issues
among older
adults.
Medium
High
R6
Poor
Cost High
Estimation:
The financial
staff may be
calculate the
wrong
estimation
which result
in
the
improper
budget
Injuries:
High
There
are
may be the
chance
of
injuries like
break of bone
because the
bone of older
people
are
not
strong
enough
Medium
High
Low
High
R7
with
local
associations,
and incorporate
therapies
into
service delivery
systems.
Conduct
thorough health
examinations of
participants
before
beginning any
exercise
program,
and
design
the
routines to fit
their individual
health
circumstances.
Consult
with
medical
professionals for
advice
on
creating safe and
efficient
workout
regimens.
The economic
team should add
minimum 10%
in the budget for
the unexpected
expense
Healthcare
Professionals,
Exercise
Program
Team
Project
Management
Team,
Finance
Team
They can focus Healthcare
on the proper professional,
techniques and project leader
start with the
less weight.
15
R8
R9
Breach
of High
data:
In these days
most of the
data
are
stored
electronically
and there are
chances
of
hacks
of
electronic
gadgets
Equipment
High
supply delays
Low
High
Implement
Project
stringent
data manager
security
controls,
educate
participants
about
data
protection, and
develop a breach
response
strategy
Low
Medium Keep in constant Project
contact
with manager
your suppliers,
have
backup
sources on hand,
and prepare for
emergencies.
Conclusion
The Risk Management Plan provides a vital framework for foreseeing and minimizing
potential problems and roadblocks that might appear during the project’s execution. The project
team can ensure that initiatives to encourage older individuals to exercise in their homes are
carried out successfully and securely by proactively addressing hazards. In order to fulfil the
project’s goals and promote a healthier and more active ageing community in the KitchenerWaterloo Region, the project team, stakeholders, and older persons will work together to
develop a resilient and flexible approach.
16
Reference
Chtourou, H. et al. (2020) ‘Staying physically active during the quarantine and self-isolation
period for controlling and mitigating the covid-19 pandemic: A systematic overview of
the literature’, Frontiers in Psychology, 11. doi:10.3389/fpsyg.2020.01708.
https://www.frontiersin.org/articles/10.3389/fpsyg.2020.01708/full
Lachman, M.E. et al. (2018) ‘When adults don’t exercise: Behavioral strategies to increase
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Shad, M.K. et al. (2019) ‘Integrating sustainability reporting into enterprise risk management
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https://www.sciencedirect.com/science/article/abs/pii/S0959652618331366
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17
Change Management Plan
Note. From Hannum, 2021. CC BY 2.0
18
Introduction
The methodology and techniques for managing the change from the existing state to
the desired state where older adults regularly exercise in their homes—will be outlined in the
change management plan. The project will use Kotter’s 8-Step Change Model, which offers a
systematic method for navigating both individual and organizational change. The following
steps are part of this model to enhance the application of the model (Jayatilleke & Lai, 2018).
Create a Sense of importance
The project team will work with health educators to create compelling educational
materials and awareness campaigns that emphasize the importance of addressing the
underuse of physical activity by older persons. These advertisements will highlight the
detrimental effects of idleness and the possible advantages of regular exercise. Increasing
awareness and instilling a feeling of urgency will encourage older people to take part in the
interventions.
Build a Guiding Coalition
The project manager will put together a committed team made up of health educators,
exercise professionals, technology experts, home modification specialists, and coordinators
for community participation. Each team member will bring unique skills and views to lead
the transformation endeavor effectively. The governing coalition will cooperate to implement
interventions and ensure they are carried out successfully.
Create a Vision and a Strategy
Under the project manager’s direction, the project team will create a compelling vision for
the project to enable senior citizens to exercise regularly in the convenience and safety of
their homes. The strategy will specify the precise interventions, the resources needed, the
19
timetables, and the anticipated results. All stakeholders will be informed of the vision and
design to get their support and comprehension (Rosenbaum et al., 2018).
The project’s goal and plan must be effectively communicated to all stakeholders, including
senior citizens and those caring for them. The project team will hold town hall meetings,
seminars, and one-on-one interviews to clarify the vision and resolve any queries or concerns.
Stakeholders will receive frequent updates on developments and milestones.
Empower Action
To empower action, the project team will offer the tools, instruction, and assistance
required to carry out the interventions successfully. To engage older people, health educators
will be trained in communication and behaviour modification approaches. Training in
creating individualized exercise regimens will be provided for exercise specialists. Digital
platforms and apps will operate efficiently thanks to the expertise of IT professionals.
Specialists in house modifications will be trained in safety guidelines and suggestions for
home enhancements. With regional community organizations, community engagement
coordinators will forge solid ties.
To inspire stakeholders and show the initiative’s effectiveness, the project team will
concentrate on generating short-term wins. Some short-term successes are implementing
individualized fitness programs successfully, finishing home improvements, and getting
favourable comments from senior citizens about their experiences. To emphasize the
significance of the change program, these accomplishments will be celebrated and shared
with stakeholders.
Maintain Acceleration
The project team will continue to monitor development and conduct routine evaluations
to find improvement areas to maintain acceleration. Lessons from early achievements will be
used to improve interventions and deal with any problems that may occur. Stakeholders will
be encouraged to provide feedback and suggestions for continuous improvement.
Institute Change
The goal of the change management process is to embed the changes into the
organization’s culture and practices to ensure long-term sustainability. The project team will
aim to institutionalize older individuals’ access to physical activity support in community and
clinical settings. Incorporating the interventions into their continuing programs and services
may entail working together with neighbourhood health groups and community centres.
Training and Assistance
To ensure the successful application of the change model, the project team members will
receive comprehensive training on each step of Kotter’s 8-Step Change Model. The training
will be conducted by change management experts and will include workshops, seminars, and
interactive learning sessions. The program will place the most emphasis on these crucial
components:
•
Team members will get a thorough understanding of Kotter’s 8-Step Change Model,
its significance, and how it may be used to address older people’s lack of physical
activity.
20
•
•
•
•
•
Having effective communication skills is crucial while handling change. Team
members will receive training in effective communication so they can successfully
communicate the project’s vision and goals to stakeholders.
Managing opposition: Change frequently meets with opposition, particularly in the
setting of healthcare. Members of the team will be given tools to handle opposition
and address the worries of other stakeholders including elderly people (Radwan,
2020).
Leadership and Empowerment: Each team member will be given the authority to
take responsibility for their individual contributions to the change management
process. To move the change endeavor ahead with assurance and tenacity, leadership
skills will be developed.
Data analysis and feedback are important for maintaining change. Progress must be
tracked, and results must be assessed. Members of the team will gain knowledge
about data analysis, feedback gathering, and the application of evidence-based
insights to interventions.
The project manager will offer the team continual support throughout the project by
delivering direction, criticism, and encouragement. The team will meet frequently to
assess progress, discuss problems, and acknowledge achievements. The project
manager will also make sure that all relevant parties, including senior citizens and the
people who care for them, have the assistance and tools they need to actively engage
in the interventions (Joseph Galli, 2018).
Conclusion
The goal of the change management plan, which is based on Kotter’s 8-Step Change
Model, is to help older people in their homes make the transition from their present level of
inactivity to an improved level of physical activity. By effectively communicating the
project’s vision, empowering the project team, generating short-term wins, and sustaining
momentum, the project will achieve successful outcomes and institutionalize support for
physical activity among older adults within the Kitchener-Waterloo Region. The
comprehensive training and ongoing support the project team provides will ensure a cohesive
and collaborative effort to drive positive change and foster a healthier and more active ageing
community. The project team will work cohesively and collaboratively to effect positive
change and promote a healthier and more active ageing population owing to the thorough
training and ongoing support offered to them.
21
References
Jayatilleke, S. and Lai, R. (2018) ‘A systematic review of Requirements Chang
Management’, Information and Software Technology, 93, pp. 163–185. doi:
10.1016/j.infsof.2017.09.004. (PDF) A Systematic Review of Requirements Change
Management (researchgate.net)
Joseph Galli, B. (2018) ‘Change management models: A comparative analysis and
concerns’,IEEE Engineering Management Review, 46(3), pp. 124–132.
doi:10.1109/emr.2018.2866860.
https://www.researchgate.net/publication/328228767_Change_Management_Models_A
_Comparative_Analysis_and_Concerns
Radwan, A. (2020) ‘Lead transformational change, minimize resistance with 8‐step model’,
Dean and Provost, 21(7), pp. 1–5. doi:10.1002/dap.30693.
https://www.researchgate.net/publication/339312203_Lead_transformational_change_
minimize_resistance_with_8-step_model
Rosenbaum, D., More, E. and Steane, P. (2018) ‘Planned Organisational Change
Management’, Journal of Organizational Change Management, 31(2), pp. 286–303.
doi:10.1108/jocm-06-2015-0089.
https://www.researchgate.net/publication/323189891_Planned_organisational_change_
management_Forward_to_the_past_An_exploratory_literature_review
22
Quality Management Plan
Note. From CFI Team, 2023. CC BY 2.0
23
Introduction
The Quality Management Plan is essential in ensuring that the interventions used to address
older people’s lack of physical activity at home are of the highest caliber. The plan’s
objective is to develop an effective, secure, and patient-centered strategy that produces the
most significant results and positively affects the well-being of senior citizens in the
Kitchener-Waterloo Region by adhering to industry best practices and standards.
Structure Overview
The proposal first focuses on carefully examining current industry standards and best
practices around physical activity for older adults. The World Health Organization (WHO),
the Centers for Disease Control and Prevention (CDC), the American Geriatrics Society
(AGS), and the National Institute on Aging (NIA) have all provided recommendations as part
of this thorough evaluation. By matching the interventions to accepted standards, we ensure
that they are evidence-based, secure, and efficient. This gives older persons the trust and
confidence they need to participate in the programs (Langhammer et al., 2018).
Within the context of the Quality Management Plan, the concept of ongoing improvement is
one that is given significant weight. It is vital to engage in techniques such as regularly
conducting evaluations, getting feedback from participants, and conducting analysis of
performance data in order to discover areas that need improvement (Lemon, 2022).
One of the main goals of our quality management plan is patient-centeredness. We are aware
that older people have particular needs and preferences. Therefore, we ensure the
interventions are customized to fit each person’s demands. Participants’ opinions are actively
sought after, and their views are respected throughout the project. This strategy improves the
interventions’ quality and gives older people a sense of empowerment and ownership,
empowering them to take an active role in their health and well-being journeys.
24
The Quality Management Plan prioritizes safety above all else. Before creating individualized
exercise plans, health professionals and exercise specialists rigorously undertake health
checks and evaluations. In order to ensure that exercise routines are suitable and safe for each
participant, special consideration is given to medical history, pre-existing health concerns,
and any limits. We reduce potential risks and foster an environment where older individuals
can confidently embrace physical activity by prioritizing safety (Fragala et al., 2019).
Another critical component of the plan is effectiveness. The project team ensures that the
interventions are provided cost-effectively by maximizing resources and reducing
inefficiencies. We work diligently to make the most of the resources at our disposal through
careful planning and resource allocation, allowing us to reach older persons and increase the
treatments’ beneficial effects.
The plan’s data-driven methodology ensures that the treatments are continuously evaluated
and improved. In order to ensure transparency and encourage replication, all data collection
procedures, analytic methods, and reporting channels are disclosed in-depth. The team may
identify areas for development, recognize achievements, and make well-informed decisions
that advance the project through regular data reviews and analysis.
Initiatives for quality improvement are the cornerstone of our strategy. Regular data and
feedback reviews let us spot trends and patterns that guide the corrections that must be made
to the treatments. The project team works together on initiatives for improvement, utilizing
evidence-based insights to improve the efficacy and efficiency of the interventions
continuously.
Stakeholders are updated on the project’s development, results, and continuous attempts to
improve quality through transparent reporting. Regular reports update stakeholders on
essential indicators, successes, and issues, establishing a sense of accountability and
confidence. These reports are also helpful communication tools that aid in gaining the
cooperation and support of neighborhood partners, healthcare providers, and funding
organizations.
Metrics and objectives
A set of pertinent metrics and targets will be defined to evaluate the interventions’
effectiveness. These metrics measure various facets of the interventions’ efficacy and will
align with the project’s objectives. Some critical metrics might be:
•
Participation Rate: The proportion of older persons actively participating in
interventions within the target population.
•
Exercise Adherence: The percentage of senior citizens who continuously follow their
own exercise plans.
•
Health Improvement: Measurable gains in physical health parameters, such as better
cardiovascular fitness, mobility, strength, and balance.
•
Changes in psychological well-being include a decline in stress levels, an uptick in
mood, and an overall improvement in quality of life.
•
If there are any safety problems or adverse events during the interventions, how many
there are, and what steps are taken to resolve them (de Oliveira et al., 2019).
25
The characteristics of the older adult population and the resources available for
implementation will be considered when setting targets, which will be based on realistic and
reachable objectives.
Aspects of Quality
To provide a thorough and patient-centered approach to the interventions, the Quality
Management Plan will consider the various elements of quality:
Effectiveness: The interventions will be planned to accomplish their goals, focusing on
raising older individuals’ physical activity levels and general well-being by decreasing
sedentary behavior.
Measure: This can be measured whether the time of sedentary behavior among participants
decreased or not.
Safety: The safety of senior citizens will be of the utmost importance. Exercise experts and
medical professionals will thoroughly evaluate the participants’ health problems and ensure
that any at-home modifications and exercise regimens are acceptable and safe.
Measure: Safety of the partakers can be measured by identifying their health conditions while
using the equipment’s for exercising and through community participation.
Efficiency: To provide the interventions cost-effectively, the project team will work to
maximize resources and eliminate inefficiencies.
Measure: This can be measured by knowing that all services are provided on time, how many
times the instructors are not available whenever any older participant needs them.
Patient-centeredness: The interventions will be designed to satisfy each older adult’s unique
needs and preferences.
Measure: Participants’ regular input will be gathered to assess satisfaction and make any
necessary improvements.
Timeliness: The project team will make every effort to follow the agreed timetables and
milestones, ensuring that interventions are delivered on schedule.
Equity: Considering the various needs and backgrounds of older persons, interventions will
be created with inclusivity in mind, so that all older participants can access the installed tools
in their homes in an easy way. Reaching underprivileged people and removing any obstacles
to participation will be priorities (Falck et al., 2019).
Measure: It can be measurable by the count of the participants who reported any kind of
discrimination and misbehaved during their course time-period.
Initiatives for Improving the Quality
The project’s methodology will include ongoing quality improvement from the beginning.
Data from participant evaluations, feedback forms, and progress reports will be constantly
evaluated to find areas for development. The project team will meet regularly to review the
data results and work on strategies for improvement.
In order to learn more about the success of the interventions and potential areas for
improvement, the team will also actively solicit input from stakeholders, including older
people, caregivers, and community partners. Thanks to this feedback loop, the team will be
26
able to make educated judgments and modify the interventions to match the needs of the
target population better.
Reporting and documentation
The quality management plan will outline a thorough documentation procedure to guarantee
accurate record-keeping and tracking of quality-related data. Data collection procedures,
sources, and analysis methods shall be documented to ensure transparency and
reproducibility of the review process.
Frequent reports will be produced to keep stakeholders updated on the project’s status and
quality-related results. These reports will summarize the most critical indicators, successes,
obstacles, and improvement plans. During recurring meetings and project updates,
stakeholders will analyze and discuss these reports (Abbas, 2020).
Conclusion
A vital component of the project, the quality management plan, will guarantee that the
interventions are carried out with the utmost care and efficacy. The project team will
transform the well-being of older persons in the Kitchener-Waterloo Region by adhering to
accepted standards and best practices, creating precise metrics and targets, and prioritizing
continuous quality improvement. A culture of excellence will be promoted by focusing on
patient-centeredness, safety, and equity, ensuring that older individuals get the assistance they
require to live healthier, more active lives in their homes. The project team will demonstrate
accountability and foster stakeholder confidence via thorough documentation and open
reporting, laying the groundwork for sustained success and long-lasting good change.
27
References
Abbas, J. (2020) ‘Impact of total quality management on corporate green performance
through the mediating role of Corporate Social Responsibility’, Journal of Cleaner
Production, 242, p. 118458.doi:10.1016/j.jclepro.2019.118458.
https://www.sciencedirect.com/science/article/abs/pii/S0959652619333281
de Oliveira, L. da et al. (2019) ‘The effects of physical activity on anxiety, depression, and
quality of life in elderly people living in the community’, Trends in Psychiatry and
Psychotherapy, 41(1), pp. 36–42. doi:10.1590/2237-6089-2017-0129.
https://www.researchgate.net/publication/330890350_The_effects_of_physical_activity_on_a
nxiety_depression_and_quality_of_life_in_elderly_people_living_in_the_community
Falck, R.S. et al. (2019) ‘Impact of exercise training on physical and cognitive function
among older adults: A systematic review and meta-analysis’, Neurobiology of Aging, 79, pp.
119–130.doi:10.1016/j.neurobiolaging.2019.03.007.
https://www.sciencedirect.com/science/article/abs/pii/S0197458019300855
Fragala, M.S. et al. (2019) ‘Resistance training for older adults’, Journal of Strength and
Conditioning Research, 33(8), pp. 2019–2052. doi:10.1519/jsc.0000000000003230.
https://www.researchgate.net/publication/334680506_Resistance_Training_for_Older_Adults
_Position_Statement_From_the_National_Strength_and_Conditioning_Association
Lemon, T. (2022). Quality Management Plan Report 2.

Langhammer, B., Bergland, A. and Rydwik, E. (2018) ‘The importance of physical activity
exercise among older people’, BioMed Research International, 2018, pp. 1–3.
doi:10.1155/2018/7856823.
https://www.researchgate.net/publication/329449465_The_Importance_of_Physical_Activity
_Exercise_among_Older_People
) Title/students
2) Problem – include compelling data
3) Solution – ensure it is clear for the
audience
4-10) Specific Plans: Quality, Risk, HR,
Change,
(do not repeat content/theory that your
classmates know rather project specific
plans)
11) Budget – Timeline
12) References
For your audience:
-clear, compelling introduction
and conclusion;
-hand-offs between presenters;
-clear problem and solution;
-overview/highlights of plans such that
audience is confident you are the team to
tackle this problem, and enable the solution
you have outlined;
-be specific enough that audience
understands what you will be doing.
You want to convince the audience that your
project should be funded above the seven
other projects, and that your plan and your
team has their complete confidence!
Feedback I get from the professor
For presentation consider including quality
dashboard, and specifics in performance
indicators
Criteria
Significant
Improvement
Needed
1 point
Healthcare
Problem
Explained
Healthcare problem
not explained.
Developing
2 points
Healthcare pro
somewhat expl
with limited sup
information.
Solution/Project Limited project
Project somew
and Expected description leaving explained with
Outcomes
the audience
significant gaps
Explained
unclear. Planned
details. Planne
project outcomes
outcomes some
missing or confusing. unclear.
Criteria
Significant
Improvement
Needed
1 point
Developing
2 points
Project Budget, Significant gaps,
Project budget,
Human
errors, or
resources, and
Resources, and inconsistencies in
implementation
Overall
information
somewhat
Implementation presented related to explained. Erro
Plan Explained project budget,
inconsistencies
human resources,
content that ca
and overall
confusion.
implementation plan.
Professional
Slides do not meet Slides meet so
Formatting
the requirements for requirements a
(including
a professional
expectations fo
grammar)
presentation
professional
presentation
Criteria
Significant
Improvement
Needed
1 point
Developing
2 points
Citing,
Substantial errors in Sometimes effe
Referencing & APA citations &
inclusion of cita
Paraphrasing references. Copying references. Er
of material or missing formatting
citations/references noted. Paraph
noted.
issues such as
material.
Criteria
Significant
Improvement
Needed
1 point
Developing
2 points
Professional
Presentation
Presentation requires Presentation st
additional practice
meets some of
and was not within
expectations. F
the time
attention to the
required. Evidence required, additi
of teamwork missing. practice toward
professional
presentation st
needed. Furthe
on teamwork in
professional gr
presentation ne
Professional
Presentation
Presentation requires Presentation st
additional practice. meets some of
expectations. A
practice toward
professional
presentation st
needed.
Criteria
Significant
Improvement
Needed
1 point
Developing
2 points
Demonstration Answer/s to
Somewhat clea
of Knowledge question/s unclear
answer/s to
and
and/or unrelated to question/s. So
Collaboration question. Knowledge demonstration
of presentation
knowledge of
content missing or
presentation co
limited.
Contents
Executive Summary ………………………………………………………………………………………………………… 3
Reference ………………………………………………………………………………………………………………………. 4
Need Assessment ……………………………………………………………………………………………………………. 5
2.1 Introduction …………………………………………………………………………………………………………… 5
2.2 Issue……………………………………………………………………………………………………………………… 6
2.3 Who is impacted? …………………………………………………………………………………………………… 6
2.4 Prevalence of the issue ……………………………………………………………………………………………. 6
2.5 The severity of the issue ………………………………………………………………………………………….. 7
2.6 Stakeholders ………………………………………………………………………………………………………….. 7
2.7 Service system capacity to deal with older adult health……………………………………………….. 9
2.8 Barriers/obstacles to change …………………………………………………………………………………….. 9
2.9 Effective Interventions ………………………………………………………………………………………….. 10
2.10 Conclusion…………………………………………………………………………………………………………. 10
2.11 References …………………………………………………………………………………………………………….. 11
3. Project Charter ………………………………………………………………………………………………………….. 13
3.1 Introduction …………………………………………………………………………………………………………. 13
3.2 Problem and Solution ……………………………………………………………………………………………. 14
3.3 Risks …………………………………………………………………………………………………………………… 14
3.4 Inclusion Criteria ………………………………………………………………………………………………….. 14
3.5 Exclusion Criteria…………………………………………………………………………………………………. 14
3.6 Stakeholder Analysis …………………………………………………………………………………………….. 14
3.7 Schedule ……………………………………………………………………………………………………………… 16
3.8 Conclusion…………………………………………………………………………………………………………… 17
3.9 References ………………………………………………………………………………………………………………. 17
4 Vision Framework ……………………………………………………………………………………………………… 18
4.1 Introduction …………………………………………………………………………………………………………. 18
4.2 Vision …………………………………………………………………………………………………………………. 19
4.3 Mission ……………………………………………………………………………………………………………….. 19
4.4 Critical Success Factors: ……………………………………………………………………………………….. 19
4.5 Key Performance Indicators …………………………………………………………………………………… 20
4.6 Core Processes……………………………………………………………………………………………………… 21
4.7 Vision Framework at a Glance ……………………………………………………………………………….. 21
4.8 Conclusion…………………………………………………………………………………………………………… 22
4.9 References ………………………………………………………………………………………………………………. 23
5 GANTT CHART & BUDGET …………………………………………………………………………………….. 24
5.1 GANTT CHART ………………………………………………………………………………………………….. 24
5.2 BUDGET ……………………………………………………………………………………………………………….. 26
5.3 Conclusion…………………………………………………………………………………………………………… 27
5.4 References ………………………………………………………………………………………………………………. 28
Executive Summary
This study looks at the alarming lack of exercise elderly people (those over 65) receive at
home in the Kitchener-Waterloo area. The paper assesses the issue’s prevalence and severity and
emphasizes the need for initiatives to counteract it.
It is really concerning to see how common inadequate physical exercise is among older
people in the area. Urbanization and technological advancements have encouraged sedentary
behaviors, which are detrimental to older people’s health and wellbeing. It is crucial to understand
the parties involved, assess how well the service system can handle the health of older adults, and
pinpoint the obstacles preventing change.
The paper emphasizes the importance of evidence-based treatments designed to the needs
and preferences of older persons, with a focus on encouraging physical activity within the home
setting, to successfully address this issue. Older people can experience improved physical health,
greater cognitive function, and more social engagement by addressing their lack of physical
exercise.
The report provides a comprehensive picture of the project’s goals, activities, and schedule
by outlining a vision framework that incorporates the project charter and Gantt chart. It also
includes a budget breakdown that details the money needed for the necessary equipment, workers,
consultants, and overheads. Despite being hypothetical, the prices indicated in the bu…