Sector Review Provincial Sport Organizations Sector Revi… · Some sports have facilities to hold training sessions and sport activities ... The collection and analysis of this information

Sector Review – Provincial Sport Organizations

Presented December 12, 2012

December 12, 2012 Sport Sector Review – Provincial-Sport Organizations Page 2 of 56

We believe in the transformative power of sport. We believe that sport is a force for positive change that can unite and energize communities like no other event or activity can.

To us, sport is not only about fields, rinks, balls and bats. Sport is an attitude that informs every part of our lives, at every life stage.

Sport teaches us to be better people, parents and citizens. We represent all sports organizations across British Columbia, and bring their voice to the public table.

Working with the province, we are the key players in helping shape the new model for funding and sport development. We are committed to breaking down the silos and connecting the dots, to create a clear, compelling picture of how sport can help us build a better province.

Our collective voice is the call to play across BC. And when that invitation is answered, everyone who comes to their field of play will find it ready and welcoming. And this invitation extends to far more than elite athletes: we are as dedicated to high participation as we are to high performance.

Our goal is nothing less than to fundamentally change the way British Columbians look at sport, and the role it plays in their lives. We want to create a movement that is unprecedented in our province’s history—to lead the country as the healthiest, most active region.

We want to make more sports more relevant to more people, for a longer time. We are gamechangers who are passionately committed to unleashing the full power of sport to transform every community in British Columbia. Because by changing the game, we have the ability to change lives.


TABLE OF CONTENTS

EXECUTIVE SUMMARY ................................................................................................................................................... 4

Value of the PSO ........................................................................................................................................................ 5 PROCESS ........................................................................................................................................................................ 6

Self-Assessment ......................................................................................................................................................... 8 PSO Review Teams..................................................................................................................................................... 8 PSO Review – Task Team ........................................................................................................................................... 9 PSO Review – Panel Team ......................................................................................................................................... 9

RECOMMENDATIONS .................................................................................................................................................. 10 Business Development ................................................................................................................................................ 10

1.1 Revenue Generation and Granting ............................................................................................................ 10 1.2 Partnerships ............................................................................................................................................... 12 1.3 Facilities ..................................................................................................................................................... 13 1.4 Innovation .................................................................................................................................................. 14 1.5 Event Hosting ............................................................................................................................................. 15

2.0 Sport Development ............................................................................................................................................. 16 2.1 Development Pathway .............................................................................................................................. 16 2.2 Competitive Environment .......................................................................................................................... 17 2.3 Recruitment and Retention ....................................................................................................................... 18 2.4 Training ...................................................................................................................................................... 20 2.5 Education ................................................................................................................................................... 21

3.0 Advocacy and Communications .......................................................................................................................... 22 3.1 External Communications .......................................................................................................................... 22 3.2 Centralized Communications ..................................................................................................................... 24 3.3 Inclusion ..................................................................................................................................................... 25 3.4 Sector Recognition ..................................................................................................................................... 26 3.5 Government Relations ............................................................................................................................... 26

4.0 Capacity Building ................................................................................................................................................ 27 4.1 Shared Services .......................................................................................................................................... 27 4.2 Resources ................................................................................................................................................... 28 4.3 Safety and Risk Management .................................................................................................................... 30

APPENDIX A: Sector Structure ..................................................................................................................................... 31 Sport Sector Populations / Customer Groups ......................................................................................................... 31 Organizational Roles ................................................................................................................................................ 31 BC Sport Sector Matrix ............................................................................................................................................ 32 Pillars ....................................................................................................................................................................... 33

APPENDIX B: CS4L Scorecard ....................................................................................................................................... 34 Feedback and Findings ............................................................................................................................................ 34 CS4L Scorecard Summary for BC PSOs..................................................................................................................... 37

APPENDIX C: Opportunities, Recommendations, and Blue-Sky Brainstorm ............................................................... 38 Business Development ............................................................................................................................................ 39 Sport Development .................................................................................................................................................. 48 Advocacy and Inclusion ........................................................................................................................................... 52 Capacity Building ..................................................................................................................................................... 54


EXECUTIVE SUMMARY

This report is a compilation of opportunities and recommendations for the BC Provincial Sport Organizations, with information gathered from BC Provincial Sport Organization self-assessments and written reports.

Provincial Sport Organizations (PSOs) are valued as the cornerstone of the provincial sport structure. PSOs want British Columbia to be the very best and have expectations to keep standards high and without compromise.

PSOs are doing excellent work with limited resources and making the best of every opportunity. For many of the challenges faced by PSOs, there are others who have success in the same areas. The resource of best-practices within the sector is immense, and will be enhanced through a central “one-stop-shop” clearinghouse.

The capacity of our staff and boards is enhanced through the opportunity to contract professional expertise. PSOs are open to shared common services to support their administration loads, and many are already working together or envision this as a possibility. Internal communication improves through regular networking and collaborating, as well opportunities at provincial wide events.

As reliance and opportunities through technology increase, we recognize the value of in-person communication. Within many PSOs exists a "key person”, often a Board Member or Head Coach or Executive Director or Technical Director, who is driving success. There is significant strength and value in these people. Their resourcefulness in utilizing volunteers creates a strong sense of community and sporting success.

The Canadian Sport for Life (CS4L) model has driven a positive shift in our sector. The implementation of CS4L requires effective communication. We look for the opportunity to showcase provincial success through a CS4L promotional campaign, with a champion team from multiple sports. The success of "Give it a Go" and "Come Try It" concepts remind us to focus on retention as well as recruitment. A shift in focus from membership to participation will encourage and allow athletes to participate in multiple sports.

Every finding, trend and recommendation has come from the PSOs and was recorded through the self-assessment submissions and review meetings. The recommendations in this review are about sharing the best in class strengths to make our sport sector the very best we can be.


Value of the PSO

Provincial Sport Organizations (PSO) are autonomous, not-for-profit societies responsible for the regulation of all areas and levels of their sport’s participation. The purpose of PSOs is to foster, develop, promote and regulate their sports in British Columbia. PSOs play a pivotal and central role in the delivery of sport by providing professional guidance, ensuring safety, setting rules, raising money, acquiring sponsorships, and training athletes, coaches, officials, and volunteers. A PSO is responsible for the overall development of its sport, from grassroots to high performance. These organizations play a key role as a connector or hub between clubs (or other local sport organizations) and the National Sport Organization (NSO).

The PSO is the infrastructure, creating a specific sport community co-operative that provides direct communication, programs and services between the various levels of a sport’s organizational structure. They are responsible for delivering programming province-wide and influencing participation, excellence, capacity and interaction in sport at the provincial level. Each PSO is responsible to ensure the safe development and operation of every aspect of their sport.

In addition, the PSO also facilitates, regulates and advocates for its members while facilitating the following programs and services:

Holds everyone involved to high standards (codes of conduct, ethics, fair play, etc.)

Provides education and resources for athletes, coaches, officials, volunteers and fans

Provides opportunities for every individual to reach their personal best

Provides a system that gives opportunities for participation at local, regional, provincial, national and international levels

Creates and updates the standardization of policies, procedures, rules, etc.

Is accountable to and requires accountability from its membership

Helps to develop new and existing sport teams/clubs/associations/leagues

Is the “traffic director” for registration and information

Provides conflict management and dispute resolution

Provides marketing, promotion, media relations and funding programs and resources

Presents Provincial Championships and BC Games opportunities

Manages Team BC programs, attending National Games and championships

Keeps participants involved in sport for as long as possible – Sport for Life model

Liaises with various partners including Multi-Sport Organizations (MSOs), Government, Sponsors, Advertisers, etc.

Keeps files, records, historical information about the Association and its membership

Facilitates insurance coverage for all members

Assists with administrative services and a space for people and committees to meet

Manages and works with volunteers in numerous capacities

Trains and certifies coaches and officials in the National Coaching Certification Program (NCCP) and National Officials Certification Programs (NOCP).

Some sports have facilities to hold training sessions and sport activities

Holds the Association’s Annual General Meetings for its members;

In British Columbia, there are 57 provincial sport organizations who meet the minimum eligibility criteria to receive funding from the Ministry of Community, Sport and Cultural Development.


PROCESS

Formerly the BC Sport Agency, viaSport incorporated in January 2011 and started operations in September 2011. Through the consultation process this past year, including Sportscape 2011, viaSport committed to “simplifying the sport sector in a new consolidated delivery model to deliver inclusive, efficient and effective sport programs and services”. The first step in achieving this goal was to “lead a sector organizational review process beginning with the BC Provincial Sport Branch and the Multi-Sport Organizations (MSOs).” This step was completed on May 16, 2012 and the second step review of the Provincial Sport Organization (PSOs) began.

The PSO review process, launched July 25, 2012 was comprised of three parts: a self-assessment template, individual review meetings with a Review Team and a final report with recommendations. This final report is based on the 803 pages of self-assessments, 87 hours of meetings with 58 organizations and numerous follow-up discussions. This report includes highlighted trends and findings, recommendations for simplification, and a Canadian Sport for Life consolidated review.

The PSO review process was conducted in a similar manner to the MSO process that was held from January to April 2012. The focus of the review was to assist in developing strategy to better meet the requirements of the PSOs and to gather information to consider other changes to enhance the delivery of sport in BC.

Provincial sport organizations, through their submissions and in-person meetings, provided anecdotal information to support statistical information already being collected on their sport delivery. The collection and analysis of this information from all sport organizations will result in the following outcomes:

Assist in identifying gaps in capacity and identify opportunities within the delivery of sport in BC

Assist in the creation of a plan and a strategy to improve governance and increase professional development opportunities for volunteers and administrators

Identify efficiencies and improvements to services delivery to and from PSOs to customer groups, leading to recommendations for further structure changes, resulting in a simpler, more effective sector

Assess PSO stage of development and implementation of the CS4L framework

With the completion of this report, the process transitions to viaSport to discuss the recommendations and develop an implementation plan with the PSOs. The implementation of specific recommendations will be discussed with the organizations and follow agreed-upon implementation plans. This process is the second step in the three stages of the provincial review, consisting of structure, strategy, and delivery and implementation.

Strategic Objective & 2012 Goal

On November 3, 2011, 114 people from the sport sector gathered in Vancouver for Sportscape 2011 to help shape the future of sport in BC. The purpose of this process was to receive input on a set of clear and bold goals for viaSport as well as the practical strategies to achieve them. The first strategic objective to be launched was that of a simplified sector, positioned to be free of redundancy.

STRATEGIC OBJECTIVE – SIMPLIFIED SECTOR

2012 GOAL TACTIC

Position the sport sector to be free of redundancy where the roles of sport organizations are clear to the government, other sectors and the public

We will simplify the sport sector in a new consolidated delivery model to deliver inclusive, efficient and effective sport programs and services

Lead a sector organizational review process beginning with the BC Provincial Sport Branch and the MSOs. Completed.

Conduct PSO consultation and review and table report.


Funded Organizations

The self-assessment and CS4L PTSO Scorecard tools were provided to each of the following provincial sport organizations (note: Special Olympics BC was included in the MSO review process):

Badminton BC Basketball BC BC Alpine Ski Association BC Amateur Baseball Association BC Amateur Hockey Association BC Blind Sports and Recreation Association BC Bobsleigh & Skeleton Association BC Deaf Sports Federation BC Diving BC Fencing Association BC Freestyle Ski Association BC Lacrosse Association BC Rhythmic Sportive Gymnastics Federation BC Ringette Association BC Rugby Union BC Sailing Association BC Snowboard Association BC Soccer Association BC Speed Skating Association BC Target Sports Association BC Water Polo Association BC Wheelchair Sports Association BC Wrestling Association Biathlon BC Bowling Proprietors' Association Bowls BC Boxing BC British Columbia Amateur Athletics Association British Columbia Archery Association

British Columbia Golf Association British Columbia Netball Association British Columbia Table Tennis Association Canoe Kayak BC Cross Country BC Curl BC Cycling BC Disabled Skiers Association of BC Field Hockey BC Football BC Gymnastics BC Horse Council of BC Judo BC Karate BC Luge BC Orienteering Association of BC Rowing BC Skate Canada - BC/YT Section Softball BC SportAbility Squash BC Swim BC Synchro BC Tennis BC Triathlon BC Volleyball BC Water Ski & Wakeboard BC WTF British Columbia Taekwondo Federation

Non Funded Organizations

The following non funded sports were also invited to participate in this process.

BC Ball Hockey Association BC Broomball Society BC Disc Sports Society BC Floorball BC Inline Hockey Association BC Modern Pentathlon Association

BC Power Lifting Association BC Racquetball BC Weightlifting Association Cricket BC (West Coast Cricket Organization) Jiu-Jitsu BC Society


Self-Assessment

The organizations submitted the self-assessment between July 25, 2012 and September 20, 2012 (winter and summer sports) or October 31, 2012 (disability sports). These organizations used a number of consultation methods to complete the package including off-site working sessions, member surveys, focus groups, and reviews with their boards of directors.

The self-assessment template led each organization through a number of areas, including:

A review of its unique services and activities

An analysis as to the criticality of those services to the sector

Challenges faced by the organization with mitigation strategies

A high-level budget and organizational chart

A description of governance structure and strategic planning process; and

Proposed recommendations including blue-sky opportunities

PSO Review Teams

The Task Team concept, as outlined in the Sportscape 2011 report, is about bringing together a diverse group of people who become accountable for solving complex problems. The review meetings were productive, with organizations putting aside their own concerns or agendas to consider what was best for the sector as a whole. The following quote was made from a review team member after the process:

“I always value the work the PSOs do, but to sit in those meetings and be inspired and surprised by so many amazing things was an extremely positive experience and will serve me not only in my capacity working with sports but also as someone who has worked in sport for so many years. Having been part of these processes before, I expected it to be positive but it was even more so than I expected.”

The members of the PSO Review Teams were leaders from the sports sector who would:

Be advocates for the vision provided by viaSport and be willing to play a part in achieving it.

Demonstrate visible leadership during the consultation process, building support across the sector for the process and outcomes.

Speak openly and candidly throughout the process, and be willing to challenge but also to listen.

The review process intended to meaningfully involve PSOs to gather input to assist the PSO Review Team:

Conduct a Review process for PSOs

Recommend any changes to programming and structure as a result of the Review

The key deliverables from the PSO Review Team were to:

Provide key recommendations for program delivery

Provide key recommendations for developing strategies for all mission critical areas of sport development; with a focus on an education and professional development program to support PSOs and their members

Provide key recommendations to any sector structural changes

Task Team review meetings with each winter and summer sport Sep 20 to Oct 31, 2012

Task Team review meetings with each disability sport Oct 31 to Nov 15, 2012

The following viaSport Representatives were involved throughout the panel and task team meetings.

Moira Gookstetter Vice President Ashley McMullin Grant Administrator Drew Mitchell Manager, Sport Performance and Technical Services Laura Watson Sport Development Lead


PSO Review – Task Team

The purpose of the PSO Review Team was to guide the PSO Review process to result in practical recommendations to on how to increase efficiency, identify gaps, better service PSO development and enable success for the sector as a whole. The key deliverables from the PSO Review Task Team were to:

Provide feedback to the self-assessment tool

Create a framework for and conduct a successful Peer Review process The PSO Review Task Team consisted of the following members:

Robert Bettauer CEO, Pacific Institute for Sport Excellence (PISE) Penny Gardner Executive Director, BC Wrestling Association Chris Graham Consultant and Team BC Program Manager, Sport Branch Gail Hamamoto Director of Sport Development, BC Wheelchair Sports Lois McNary/Dan Howe Special Olympics BC Allan Prazsky Executive Director, Triathlon BC Irene Schell Event and Technology Manager, BC Games Bruce Wasylik Sport Consultant - Hosting Program, Sport Branch Rochelle Winterton Executive Director, BC Lacrosse Association

PSO Review – Panel Team

The purpose of the PSO Review Panel Team was to carry out the PSO Review meetings that resulted in practical recommendations to on how to increase efficiency, identify gaps, better service PSO development and enable success for the sector as a whole. The key deliverables from the PSO Review Panel Team were to:

Conduct a successful PSO Review process

Attend all assigned interviews either in person or via video conference

Provide notes, feedback, and general commentary after each individual review

The PSO Review Panel Team consisted of the following members:

Robert Bettauer Pacific Institute of Sport Excellence (PISE) Chris Graham Sport Branch Gord Hopper Coaches Association of BC Lois McNary Special Olympics BC Doug Nicholas PacificSport Okanagan Callum Ng BC Athlete Voice Linda Palm PacificSport Fraser Valley Pete Quevillon KidSport BC Margo Ross Sport Branch Pete Saar Canadian Sport Centre Pacific Irene Schell BC Games Diane St-Denis Canada West Universities Athletic Association Chris Trenholme BC Games Bruce Wasylik Sport Branch Lauren Woolstencroft viaSport Board Member


RECOMMENDATIONS

BUSINESS DEVELOPMENT

The business development pillar includes revenue generation, granting, partnerships, facilities, innovation and event hosting.

1.1 Revenue Generation and Granting

Philanthropy, partnerships/corporate sector, new provincial and federal government sources, tax numbers, programs and accountability.

FINDINGS & TRENDS RECOMMENDATIONS

Strategic Partnerships

In order to grow, more diversified funding sources are required

Increase funding resources for the sector through implementation of good strategic partnerships for long term funding strategy

Develop an endowment fund for each sport or the sector

Create new funding and grant opportunities

Sponsorship Lack of skills required in marketing and sponsorship

Limited corporate dollars available

Sensitivity around potential sponsorship conflicts

Create opportunities for centralized services and sharing success strategies/practices around sponsorship

Explore corporate sponsorship marketplace and potential to get sport into the homes of British Columbians to raise profile and community pride and sport value

Government Funding

Public funding highly valued and critical to operating program initiatives

Programs, initiatives, projects take several years to build and, more importantly, to reach the stage of self-sufficiency

Long term planning requires a level of funding certainty that may be challenging

Desire for multi-year funding is not a potential due to provincial legislative policy

Require minimum governance requirements and good financial health to be eligible to receive funding

Work with the Sport Branch to flow government funds as early as possible

Facilitate access to an expert in the field of financial planning to assist in developing a long term financial plan to decrease reliance on government funding

Gaming Community Gaming Grants continue to be a vital funding source

Inconsistent and uncertainty with public funding, so new

Develop an advocacy campaign and open dialogue with the Gaming Policy and Enforcement Branch as well as other sectors beyond sport, about the value of the sector

Ensure the strong relationship with the Gaming Branch is maintained and enhanced


initiative to search out new, non-governmental funding sources is occurring

Advocate to have designated sport gaming funds go only to sanctioned clubs

Pursue discussions to reinstate capital grant program

Pursue discussions to align gaming revenue

Require alignment with CS4L development & implementation to be eligible to receive funding

Granting

Limited knowledge and information to access and prepare grants/bursaries

Desire for a further streamlined and consistent grant and reporting processes

While improved, grant reporting processes still differ as the same data is required by different organizations in different formats/reports

Increased capacity to invest more energy in finding funding sources and staying in contact with the various funding source (networking)

Smaller sports tend not to have the time to look for available grants nor do they have the expertise to complete the grant applications

Create a central “one-stop-shop” clearinghouse of grant opportunities, from both the public and private sectors, that includes links to actual grants available, samples of successful applications, best practice reporting, access to experts for hire, etc

Facilitate access to a staff/contractor that can connect with experts in the field of grant applications/management, others who have had success with grant writing in general and with the various grants, etc. Direct access to this person would be limited in order to manage demand but could utilize them for workshops

Create consistency in grant application procedures and deadlines

Charitable Donation Status

Interest in accessing tax receipts to raise additional dollars for sport fundraising initiatives

There is nervousness about writing a cheque to the National Sport Trust Fund (NSTF)

Facilitate access to an expert in the field of “giving” to develop strategies and help to access opportunities available and customize programs

Provide information about the ease of use and benefits of the NSTF


1.2 Partnerships

Provincial education, health and recreation, federal and private.


Government

Work collaboratively with the Ministry of Community Sport and Cultural Development to continue to meet goals and desired sector outcomes, and build partnerships

Facilitate the connection with Education & Health Ministries for common messaging and leveraging of joint resources

Health Improved relationship with health sector to better align strategies and increase funding for preventative measures

Develop an advocacy campaign focused on the value of sport for health, for the education sector and municipalities to strengthen the relationship with sport

Education and School Sport

Foster a better relationship with the school sports system

Difficulty accessing schools and community recreation centres (be it program delivery or facilities)

Partnerships with post-secondary institutions explored/expanded to help address facility, R&D and staff capacity issues

Work with schools to change framework from “user groups” to “partners” to facilitate greater use and benefits for cities and the sport sector, ensuring there are gains on both sides that extend beyond obtaining reduced rental fees

Encourage schools to provide school credits for athletes participating in sports outside of school

Make Physical Literacy & CS4L a priority by advocating that physical education be mandated, including trained professionals in the schools and sport recognized as a integral part of the school system

Develop programs at the post-secondary level to keep people active through university

Define who provides the “quality assurance” for physical education programs and school sport

Parks & Recreation Centres, Municipalities

Connection with Parks and Recreation and School Districts is not strong, and there is difficulty accessing facility and equipment for usage and/or program delivery

A partnership may result in increase participation, but not necessarily increase membership in sport

Work with municipalities to change framework from “user groups” to “partners” to facilitate greater use and benefits for cities and sport sector, ensuring there are gains on both sides that extend beyond obtaining reduced rental fees

Coordinate efforts with Recreation Centres & Municipalities to create consistent and strategic development and programming, especially with new facilities

Integrate programs with Parks & Rec when it comes to a participant having first contact with a new sport, and develop entry level programs which can be promoted as beneficial services and opportunities to schools and community centres

Ensure the funding accountability framework encourages a partnership that does not emphasize participant members

Work with municipalities to ensure that programming develops effective physical literacy for all participants


1.3 Facilities

Access to, use of, and investment in facilities.


Access Facilities remains one of the biggest challenges as most sports don’t own facilities

Desire for more accessible, low-cost and high performance facilities

The limited access to facilities and reduced availability of facility time makes recruitment challenging

Having international-quality facilities facilitates the economic impact of sport

Encourage shared facilities and cross-training opportunities among sports, and identify creative options for sports that have challenges with facility access (e.g. some training elements such as strength and conditioning could take place at shared use multi-sport/recreation facilities; some sport specific private clubs may go dark in certain seasons/times of day)

Modify game and practice formats to increase capacity at early stages as per CS4L principles

Identify best practices through joint use agreements or access agreements that guarantee cost and access for high performance sport is balanced with recreational sport and community use

Develop partnerships with school district to access facilities, using organizations that already have strong connections with schools to help build relationships

Develop a strategic initiative to identify under used facilities (including schools, rec facilities, etc.) and investigate opportunities to access them

Public Facilities

Aging municipal facilities are an issue in many communities

There are good facilities throughout the province but there is always demand for more

Develop strategies for coordinated and efficient programming for users of common facilities

Encourage government funded facilities to give priority access or discounted rates to sanctioned clubs & programs

Facilitate access to equipment (especially where equipment is costly to purchase or move) so sport can grow, especially in outlying areas

Develop strategies for a Federal / Provincial infrastructure grant program dedicated to recreation and sport

Work with the Ministry responsible for municipal affairs and municipalities to influence development of new capital projects (i.e. new recreation facilities)


1.4 Innovation

Research (data, sport science) and technology.


Social Media Social media is an emerging opportunity

Organizations engagement in social media is varying, with some organizations being significantly more advanced than others

A better understanding of the use and policy of social media

Provide professional development opportunities and webinar training on the use of social media

Develop social media policy and practices for risk management

Communication and Education

A delivery strategy to enhance the reach, connect and communicate with the wide geographical area through technology

Host a technology summit to profile use of new technology in sport

Facilitate cross sport information sharing through workshops/seminars

Provide hands on “bring your own device” learning sessions to help develop marketing strategies that align with the technology those organizations have/will be investing in

Investigate the opportunity to develop an effective sector wide e-learning platform to increase education and training effectiveness

Video Conferencing and Live-streaming

Live streaming of events is an exciting new opportunity

Provide affordable or free live streaming and video conferencing for events, meetings and education

Data Management Software

Enhanced communication amongst organization membership and tracking of participants

Develop shared web-site/registration system and operations

Explore the potential for a central sport/physical activity database where all BC residents have a unique identifier

Sport Technology

Implementation of new technologies into sport delivery for online course education

Desire for increased knowledge and access to new sport technology

Explore regional solutions to access specific technology

Create a central “one-stop-shop” clearinghouse of information on technology tools and strategies, including links, best practices, access to experts for hire, etc

Facilitate access to a staff/contractor to connect with experts in the field of technology and those who have had successes and with the various providers, and connect organizations. Direct access to this person would be limited in order to manage demand but could utilize them for workshops for their clubs/members


Research A research and analysis measure that can be audited and verified, would provide the necessary data (ie age, gender, location, aboriginal status) to demonstrate trends in sport participation

Negotiate research relationships with BC based post-secondary institutions to ensure sustained information gathering and analysis

Create a central “one-stop-shop” clearinghouse of relevant sport research that can be easily translated for advocacy or revenue generation

Provide opportunities to gather organization information through analysis of current data

1.5 Event Hosting

Individual sports and multi-sport games.


Hosting Strategy

BC is a great place to host large scale events, but there are challenges

Some sports have facilities but require support running the event, while some have the support but don’t have the facilities

Develop and implement the provincial sport hosting strategy to ensure we are as efficient and strategic as possible in hosting provincial, regional, national and international events

Facilitate access to experts/staff who can assist with articulating event hosting strategy and connect with others who can support them or provide resources/ideas

Promote event hosting as a revenue stream or partnership development opportunity

Capitalize on opportunity for athlete, coach, official, and volunteer development with hosting of the 2015 Canada Winter Games (including test events)

Event Management

A number of events are not sanctioned by provincial sport organizations

Some sports are connected to every competition, while others are not connected to events that involve their sport

Educate municipalities and facilities on the risks of running events that are not sanctioned

Develop sanctioning guidelines and procedures

Resource Centre

Centralized communication and information sharing related to event hosting, such as grants, funding strategies, available resources (equipment, volunteers, etc.), pool of experts (by topic and location)

Develop a web-based “Event Hosting Resource Centre” to support sharing/transfer of best practices and hosting knowledge, bidding information and hosting requirements; focused tools and information to estimate and communicate the benefits of event hosting (e.g. economic return, sport development and volunteer recruitment/development)

Creation of a comprehensive event calendar that can help determine where to host, what’s being done, who may be able to be a resource to others, etc (expansion of the Hosting BC event calendar may serve this purpose)

Lead and share best practice or presentation panel on event hosting


2.0 SPORT DEVELOPMENT

The sport development pillar includes development pathway, competitive environment, recruitment, training and education.

2.1 Development Pathway

Play (e.g. physical literacy) and participate (e.g. schools).


Programming Some organizations are driving forward with CS4L and it has dramatically changed their approach to sport programming

The gap in CS4L programming and implementation can cause tension between sports

Many sports have innovative strategies to expand their developmental pathways

Desire to get the physical literacy concept into the community, school, club level where it is widespread and engrained in programming

Develop an integrated sport system that allows children to access sport at a young age, aligning with CS4L principles

Facilitate multi-sport events and opportunities (not just Games and competitions)

Provide guidance, technical support and expectations for sports challenged in their developmental pathways

Facilitate best practices sharing across sports in a workshop format, such as a multi-day workshop or mini-summit, to cover introductory programs and how to drive sport development with CS4L (efficiencies could be gained by doing similar sport groupings)

School Sports There is often a disconnect with the school sport system

Team sport issues and challenges include schedules, sharing athletes, access to facilities (cost involved, union regulations leading to onerous expenses), coach and officiating requirements, system alignment

Develop two strategies, one for sports that can be offered at the school site and another for sports that have to be accessed off-site

Develop strategy to overcome transportation requirements for off-site offerings

Explore opportunities for alignment between school sport and club sport to increase effectiveness and retention of athletes, coaches and officials

Physical Education

Many sports are trying to access the public school system to deliver introductory programming, and it is increasingly difficult for sports to gain access to the schools as they are overwhelmed by the volume

There are opportunities with schools but many organizations are unsure how to effectively make the connection as sports

Facilitate a greater collaboration across the sector for school curriculum and/or programming to introduce/expose students and PE teachers to new sports

Develop a province-wide agreement for schools to seek school-based programming in partnership with the sector (with qualified session leaders) connecting to individuals from the community, rather than sports making arrangements school-by-school

Develop a “shopping list” tool kit or developmental stage appropriate menu of what programs are available and work with the education ministry and school district to get this


are programming school-by-school, teacher-by-teacher

Programming in schools is often not connected to coach and officiating training and certification

Education system recognition of the CS4L model would make fundamental changes, starting at the elementary system

into every school in BC

Regional Network

Alignment of cross training or competition time frames for cross training among sports

Regional coach program shifted from grass roots towards high performance, reducing the attention on grass roots development

Facilitate cross-training opportunities, especially in remote areas

Expand regional support for coach & athlete development at the grass roots level

Explore opportunity for regional centres in all areas of the province as hubs of community sport offering multi-sport intro programs

Create Sport Academies to work in tandem with and respect/support programs already in place

2.2 Competitive Environment

Structure, support (IPS, BC Games) and performance (Provincial/ National Teams, Team BC)


Structure Many sports have mature competitive structures with opportunities for all ages and stages

Sports are reevaluating their competition structure and some have adjusted games structure to meet CS4L principals with significant success, while others continue to struggle

Modifications for competitive rules have changed sport (i.e. smaller field sizes; 2-sided games), and many sports have retooled for the appropriateness of the stage of development

Showcase successful models and facilitate cross-mentoring

Educate all customer groups on the provincial CS4L strategy and bring sports together to deliver the message that all of sport is making these changes

Ensure sport competition aligns with CS4L

Support Inclusion (or re-acceptance) in the BC Games is a goal for

Hold a session for sports not in the Games, providing information about the Core Sports Criteria and what is


many

In some cases, realignment with CS4L is making sports connection to Games events a challenge

needed to submit a stronger application

Ensure use of the current process to provide feedback to BC Games if the fit is not working

Encourage and support the interest and inclusion for all sports in BC Games and Canada Games

Performance Extend & enhance high performance programming & training

Disparity in Athlete Assistance Program (AAP) support between provinces leads to loss of BC athletes

Explore the potential for new high performance training centres in all regions of the province, making it easier for athletes in all zones to access appropriate training and services

Note: IPS Review and Recommendations are provided in an additional document

2.3 Recruitment and Retention

Increasing numbers and retaining existing participants.


Capturing Participants (current non-members) and Increasing Membership

Many organizations are open to working together on fundamental or introductory programming through schools and rec centres

Still focused on “membership” numbers rather than participation numbers (participation numbers are status quo), due to perceived (or real) requirement to be able to “claim” membership rather than contribution to increasing participation

Increasing membership can be limited by facility and capacity issues. In order to increase, more coaches, officials, and volunteers are required

High success rate for introduction to sport days open to the public

Adjust the accountability framework to minimize the importance of membership numbers, and focus on the contribution to increasing sport participation

Develop a promotion campaign for sport, highlighting who they are and what they do for the general public

Develop a central information centre for recruitment and retention strategy

Develop a strategy to attract new user groups through social media

Develop new programs aimed at certain demographics

Adjust membership rules & benefits to entice people to actually become members

Coordinate multi-sport “Come Try it” or “Give it a Go” days or events

Develop a strategy to promote and support multi sport clubs where sports collaborate to develop sport skills (small communities may be the best starting ground with Regional Centres the initial instigators/leaders)

Non-affiliated sport

Disconnect in some sports between organizations affiliated or not, so unable to capture participants who may already be involved

There are many non-affiliated groups offering sport, such as

Develop a consistent strategy for accessibility and retention of clubs and participants playing different sports, who never become members or affiliates

Facilitate the development of multi-sport memberships


private academies and clubs, and a growing trend to meet and capitalize on this both a threat and an opportunity

Retention

Broaden the approach to recruiting to go beyond just participants

Attract the younger generation to get involved in the admin side of sport (volunteer and staff), potentially through the use of technology

Develop sector wide retention strategies and policies that adhere to CS4L

Develop resources to assist with CS4L implementation

Provide a workshop on analysis of recruitment and retention, how-to’s

Coaches and Officials

Some sports are growing in participants, but officials & coaches aren’t growing at the same rate

While training is sport-specific there may be resources and support that could be shared between sports

Coaches and officials participation often ends earlier than necessary, considering these are sport for life roles

Many sports have a lack of coaches and officials, which may reflect a lack of succession /post career information to athletes

Develop a process for sharing of best practices

Encourage the use of technology in communication and training to capture the interest of the younger generation

Create a mentor program for coaching and officiating

Create a “recycle” program for retiring athletes to get involved in coaching and officiating, exposing athletes to training and education opportunities


2.4 Training

Program training and development sessions.


Volunteers Ensuring volunteers have the tools to be successful is a challenge

Many successes can be directly attributed to a key person, being a staff member, coach or volunteer. The right person can make the sport

Most organizations are volunteer-based and therefore driven by their passion to grow a particular area in their sport. It may be difficult to get them to widen that perspective in order to focus on development as a whole

Facilitate professional development and resources through workshops and seminars to develop skills of volunteers

Share best practices regarding on-line volunteer training that includes volunteer job descriptions

Develop a process to train and mentor new volunteers at events such as the BC Games

Facilitate access to a staff/contractor that is knowledgeable about the sport sector and the specific area who can provide connections and be a resource to external experts. Direct access to this staff person would be limited to manage demand but could utilize them for workshops for their clubs/members

Connect with community volunteer organizations to recruit trained volunteers for sport events

Board Members

Many boards or committees are comprised of “good intention” volunteers who may lack expertise in the area of governance or policy management

Build succession framework to ensure momentum is not lost in the event of a leadership change, as constant turnover presents information transfer issues

Create a central “one-stop-shop” clearinghouse for Board and Volunteer development and other areas, having a multi-level approach that includes online samples, resources, links, best practices (such as expense reimbursement policy), job descriptions, etc.

Create a framework for the professionalization of boards and volunteers at all levels of the system

Ensure club management tools are affordable and accessible

Ensure succession planning is a priority, with emphasis on mentorship

Encourage investment of staff visiting clubs to provide governance and program transfer of knowledge


2.5 Education

Providing education programs and certification, NCCP & NOCP.


Certification Desire for mandatory coach certification and enforcement, with potential for alignment with CS4L

Coaches are taking training but not completing their certifications; sometimes due to implementation problems with the new system including cost and LF availability

Struggles with time & financial commitment for certification

In some cases there is a shortage of trained instructors and learning facilitators

School sports could benefit from required education and certification at all levels of school sports and programs (elementary to university) and sports recognize the challenge of accomplishing this

Increase scholarship and funding opportunities for entry level coaches to move from “trained” to “certified”

Develop resources and information that clearly maps out the road that coaches/officials take to become “certified” and a coordinated process (that everyone knows & understands) for all sports to get there

Ensure easy access to education and training, such as through the E-learning environment or discounted/free workshops at community centres & schools

Offer free or affordable courses towards certification at the introductory level, either directly or through clubs/associations

Engage recreation and community coaches so they understand the need and value of education

Engage the Ministry of Education to support a consistent approach to coach and official education

National Officiating Certification Program (NOCP)

Officials development is a general weakness in the system

Many sports lack an NOCP or provincial officiating body

Develop a provincial officiating certification program, reflecting the lack of a formal NOCP

Promote the use of regional centre sport technical workshops

Share best practices around officiating

Advocate the Ministry for support for officiating development and to assist in education of all eight customer groups

National Coaching Certification Program (NCCP)

Challenges with the NCCP and frustrations with the “new system”, the numbers of hours for certification and the costs and frequency of delivery

Challenge with NSOs running all courses or managing the LFs

Lack of understanding of the integration of National Coaching Institute (NCI) into NCCP in the BC Coach Pathway

Lobby and influence the NSO, the Coaching Association of Canada, and Coaches of Canada to make modifications

Facilitate opportunities for like-sports to combine parts of workshops to reduce costs, creating more opportunities to run courses in remote areas

Ensure coaches understand the requirements for certification & continuing education

Identify the pathway for each sport including where the NCI fits

Promote the use of the NCI Tri-Campus Delivery Model


3.0 ADVOCACY AND COMMUNICATIONS

The advocacy and communications pillar includes external communications, centralized communications, inclusion, sector recognition, and government relations.

3.1 External Communications

Public relations (value of sport to public) and sport movement campaign.


Value of Sport Need for organized approach for how to communicate, where to communicate (mediums), what to communicate, and information deficiencies

Need for a multi-faceted public education campaign that targets all stakeholders in sports, including public, facilities (municipal and private), schools, etc.

Develop a sector strategy to communicate and sell the value, role, responsibility and impact of sport to the public

Develop messaging that communicates the value of sport, such as why choose a NCCP trained coach over a non-trained coach, or why choose a sanctioned club over a non affiliated club, etc

Use survey or focus group to discover how target audience understands sport and participation pathways, with aim to improve visibility & recognition of sector in the public eye

Develop collaborative partnerships with groups such as Parks and Recreation to emphasize that better retention and increased community involvement results from connected clubs and coaches who are trained and certified

Develop a communication strategy that provides the opportunity for broad and individualized messaging to all participants in all customer groups

Media Relations Media representation and connection to sport is disjointed

Media can get the story wrong or miss a story due to lack of knowledge and connection

Develop a strategy to increase and improve media attention for sport, and provide media with information on how to tell the story

Develop clear, key messaging to the general public about opportunities in sport and why it is important, promoting a clear link between sport & health

Develop communication strategies to the public about particular sports, especially those that aren’t as well known or have certain stigma attached to them

Marketing & Communications

Vast differences exist in marketing and communication practices and abilities

Desire for tools/expertise to assist with communication and marketing

Offer a series of communications/marketing workshops

Develop templates and resources to support marketing and communications, for a centralized message

CS4L

Physical Literacy

Difficulty getting buy-in and communicating components of CS4L to the general public and all levels of sport

Ensure CS4L principles form the basis of all communication with sector and external audiences

Develop custom CS4L messaging so that it is clear and


experience because of challenges with explaining the concepts in a clear manner

Player and coach development, while in various stages, is a priority using the CS4L model and requires education of all customer groups on CS4L and how it affects them

Implementing new CS4L practices takes patience & determination

CS4L is driving sport development, and there are sports with great examples of how to manage CS4L implementation with their membership

concise for specific audiences (such as parents, new immigrants, etc.) at different contact points (play, participate, perform) along the sport development pathway

Develop a province-wide strategic, coordinated, full media communication and education to the public around the importance of CS4L & Physical Literacy, emphasizing that all sports are doing it at various stages

Improve education to the customer groups about CS4L principles/differences for each sport, focusing on coaches and parents understanding the principles that young athletes have the opportunity to participate in many sports (active for life)

Develop a CS4L promo video for all of BC sport and physical activity, showcasing success stories and a champion team of athletes with high credibility who did CS4L from multiple sports

Parent Education

There is an information deficiency on all levels and parents buy-in is necessary

Still appears to be a general lack of information and understanding and buy-in regarding CS4L, physical literacy and sport development

Parents greatly influence the system since they are the “consumers” we are targeting

Ongoing challenges in finding a way for parents to have a voice

Ensure there is effective and engaging dialogue with coaches on CS4L to better facilitate their participation as CS4L messengers, and how to deliver information to parents (performance triad of athlete, coach, parent)

Develop broad (not sport-specific) parent resources such as an educational guide targeting parents or dispute resolution strategies for parents

Develop CS4L communication and marketing targeting parents, to educate them on the provincial wide implementation of CS4L

Fans Very little outreach to the general population

Follow the varsity sport model to stream major events to generate excitement and attention

In Person Communication

There is significant value in in-person communications, especially with education of parents and topics such as CS4L

Develop a communication strategy that maintains a focus on in-person interaction, as we shift to a reliance on technology and remote communication to address geographical challenges


3.2 Centralized Communications

Value of PSO’s and refined role of MSO’s.


Internal Desire for better communication within the sector

Lack of understanding on the role and relationship with multi sport organizations

At times sports are not utilizing MSO services because of having to work with multiple groups to receive the services (time and complexity challenges)

Desire for coordination of key messaging strategy for the sector

Value in sport employment opportunities and postings on one central site (paid and volunteer positions)

Develop a comprehensive website that provides communications support/tools and serves as a one-stop sport information resource

Improve communication of what others who are funded within our sector, such as MSO’s, contribute to sport development and the opportunity for enhanced collaboration

Develop a province-wide event calendar

Develop a sector scorecard (status report) to update on progress in areas such as marketing and communications campaign, streamlined reporting, revenue generation, core funding, planned giving campaign, gaming strategy, etc

Enhance the current centralized job bank for sport employment and volunteer postings, including the implementation of an employment program for coaches

Enhance tools and resources for coach and sport employment, such as contract guidance and negotiations

Common Issues Reluctance to change among some sports, as many work in isolation and don’t realize other sports are having the same issues

Lack of communication or working together to share best practices

Some sports are coming together to look at common issues or strategies based on their similarities

Facilitate an approach to partnerships with a business mindset of synergy and improvement, such as, recognition of adopting a best practice or engaging in a partnership that does not diminish either party but in fact improves both greatly

Create opportunities for sports to come together to help identify issues and solutions, with incentive to embrace partnerships

Encourage electronic communication as a mechanism for compiling information, and a way to disseminate it so that it is accessible but not onerous

Promote sector-wide in-person updates with networking opportunities each quarter

Create and manage a frequently updated best practices manual

Accountability Many organizations are moving to a shared leadership/ accountability model to better engage and collaborate with key stakeholders

Encourage feedback on priorities & performance

Adopt principles of a shared leadership and accountability model


3.3 Inclusion

Disability, women and girls, aboriginal participation, at risk youth, financial hardship (KidSport), rights of athletes.


Disability Sport

BC is a leader in disability sport development and accessibility on a national and international scale

Each disability sport group has very specialized and targeted programs and are experts in their area of sport delivery

Sport groups are not working together with DSO’s fluidly, although are working to provide services to athletes with a disability

If it’s a challenge for able-bodied sports to find qualified coaches and officials, it’s even harder for disability sport

There is no consistent access to the school system or social services

Costs of interpreters present a barrier

Costs of equipment and its maintenance is costly

Challenge in the capacity of DSO and fund development

Develop a strategy for education & recruitment in disability populations across all sports

Facilitate awareness and expertise of disability sport organizations

Explore the “integrated games” concept featuring able bodies & disabled athletes on same team

Explore hosting a broader disability games

Encourage independent facilitation with DSOs in all manners of partnerships

Create a staff position responsible for parasport as the lead for disability sport organizations

Expand and integrate parent resources built by disability sport groups

Link disability sport with school sport strategy and explore broader provincial relationship with social service agencies

Examine centralized fund development support to increase organizational capacity

Women and Girls

Improve strategies to keep girls and women in sport roles

Sport roles do not just include participation; the perception or reality is that women do not stay participating because of lack of opportunity or changing interest

Develop initiatives targeting women in sport in all customer groups

Develop a campaign to promote and recognize current women in sport who are successful role models, expanding on current opportunities to share the stories of women in sport

Diversity & Cultural Awareness

Athletes and parents who are unfamiliar with organized sport (new Canadians) do not have the tools for proper access

Better understand how to recruit new immigrants and the aboriginal population to

Collect immigrant outreach best practice and reach out to government ministries with health, sport, municipal affairs, and immigrants in portfolio for assistance with raising immigrant engagement and participation

Work with targeted municipalities to leverage recreation centres to reach non-traditional cultural groups


programs

Gap in the ability to communicate and provide programming across all cultures and languages

Develop a cultural awareness resource and strategy to help understand how to engage immigrant and vulnerable populations

Support programming and assist with building relationships with First Nations communities

Athlete Very few athlete advocacy roles

Further understanding on the rights of athletes and support available

Encourage and educate the sector on the value of the athlete representative on boards or executive committees

Develop a provincial “Charter of Rights” for high performance athletes

3.4 Sector Recognition

All customer groups


Current Recognition

Volunteer recognition helps with retention, and is a general weaknesses in the system

Recognition events do not get enough attention or support

Inventory current programs and consolidate

Build on current practices such as community awards and provincial recognition programs

Create a central “one-stop-shop” clearinghouse of best practices

Recognition Gap

Many organizations are volunteer based and run, requiring incentives for contribution

Identify opportunities for recognition and appreciation in a variety of ways (not just a trophy and a t-shirt), such as professional development, networking opportunities, etc

Develop a sector membership loyalty/rewards program

3.5 Government Relations

Voice at the table and MLA engagement.


Sport Policy Require clear and consistent messaging, showing that sport is willing to be a partner in many areas

Focus on the understanding of the value and power of sport

While the description of government priorities change, the sport sector still aligns

Develop a template for municipal sport policy

Ensure system alignment with the government is clearly articulated

Develop a strategy to communicate sport as a tool that can help a broad range of social and economic objectives

Develop a strategy to increase the awareness of sport and physical activity as tools for social change and health improvement

Government Relations

MLA engagement is relatively weak

Develop a strategy with clear and consistent messaging to reach out to MLAs and be visible on a constant basis, as a representative for the power of sport


4.0 CAPACITY BUILDING

The capacity building pillar includes dispute resolution, shared services, resources, and safety and risk management.

4.1 Shared Services

Payroll, benefits, and technical and communications, human resources and legal.


Leadership Desire for a central resource person to contact for specific topics, a life-line concept

Increased efficiency through sharing of resources and services

Explore the potential for an intern/co-op program to assist with administrative services (e.g. legal, accounting, financial) or to assist sport sector in meeting macro level goals

Facilitate consolidated operations for those interested (e.g. small, under-resourced with different peak operating seasons may be able to share exec director or other functions)

Facilitate dialogue to identify opportunities and support so called “niche” sports coming together without losing individual sport identity

Create mentorship opportunities to learn from others to work together to better both

Create formalized “similar” partnerships to support organizational and sport development

Administrative and Support Services

Staffing capacity among some organizations is a challenge

There is a willingness to share staff and services and some are already implementing, to the extent of amalgamation and/or direct sharing of staff, resources, facilities, and programming

Identify organizations and facilitate conversations around operational efficiencies achieved though collaboration and shared staffing, including services such as website management, advertising, printing, video conferencing, liability insurance, financial accounting, payroll, benefits, communications coordinators, grant writers, and accounting/reporting

Assist with specialized tasks including administrative support on a “per access” basis for grant admin, media relations or reporting

Encourage shared admin services across regions to address challenges from geographic diversity standpoint, and extend sharing potential with other community sport providers or LSOs

Facilitate meetings to share ideas and/or solve issues, requiring close monitoring of activity/business to help identify current issues/opportunities for bringing select staff/volunteers/boards together

Office Facilities

High cost of office space and facilities is a challenge, but the virtual office is also not ideal

Identify options to minimize administrative overhead costs, such as shared services

Facilitate dialogue amongst sports to further collaboration through group meetings to discuss topics that involve collaboration, and facilitate dialogue as a third party intervener in order to assist in identifying opportunities and perceived threats


4.2 Resources

Toolbox, professional development, and best practices.


Collaboration and Sharing

Lack of formal opportunities for organizations to meet, network, and share best practices and ideas

Desire for sharing of knowledge and information among Technical Directors in “like type” sports, and sports with offset seasons

Customer group support is very centralized (Lower Mainland/Greater Victoria)

Host an annual province-wide sport summit to bring everyone together, and encourage additional meeting hosting with it (could potentially be hosted with the Athlete of the Year Awards)

Host regular forums to meet and share ideas and resources, with technical staff together and executive staff together

Develop a best practices “Tool box” (drop-box) to help with skill sets, to pick and choose and provide a how-to of best practices

Governance

Board Structure

Many are going through governance, board and organizational realignment

Boards are at various stages of transition (looking to, in the process of, recently transitioned) from a representation board to a skill set board or executive, and many are still too big

Difficult for operational boards to get things done with volunteers who have other full-time jobs and are not experts in their volunteer roles

Lack of outside experience/business skill sets on boards results in reliance on technical people to

Develop a business case presenting the importance of a minimum level of paid administrative staff for consideration of boards governing smaller organizations

Create a federation model for sports with common disciplines or common infrastructure

Provide access to and support from professional expertise to educate and facilitate governance restructuring

Provide resources to assist with governance change process and business issues, and facilitate sharing of governance structure best practices as we move (or have already moved) to reduce size of board/change to governance structure

Provide access to volunteer and board training and resources, including general board governance and management as well as volunteer specific training and resources

Evaluate and reward PSOs who have integrated CS4L principles in governance restructuring

Host an annual Governance Summit to provide senior staff and volunteers with the tools and practical strategies needed to deal constructively with governance processes and roles.

Host an annual Symposium for Executive Directors and Presidents/Chairs

Develop a workshop series on Association Excellence designed to help PSO senior staff address emerging issues and topics affecting


lead the governance the sector (such as participant development, retention, non-dues revenue) to inform and help develop strategic responses and solutions suitable for the PSO

Bylaw and Policy Development

Many organizations constitution & by-laws are not clear or are out of date

Develop policy and bylaw templates to help organizations move forward without having to spend so much time on research and policy development

Develop templates for bylaw upgrading and management, administrative development, board recruitment and succession planning

Provide support for associations to improve state of readiness for engagement leading to compliance with the recommendations of the BC Society Act report, and to better align with respective NSO changes, as a result of the new Not For Profit Act

Professional Development

Opportunities are often not available, too expensive, or are not “schedule conducive” for staff or volunteer participation

Many want to build an operational business model but do not know where to start

Associations that operate like a business are successful in attracting professional administrators and leaders

Identify and recommend professional development opportunities for staff

Explore collaborative professional development opportunities that target skill sets required for staff and offer these opportunities to “like sports” at appropriate dates

Offer workshops/seminars/on-line resources on relevant topics including how to build a business model, etc

Develop a formal “Business of Sport” model provincial symposium or conference, as professional development for staff, managers, and volunteers of facilities in BC

Create and encourage a mentorship program for administrative professionals

Professional & Contract Services

Access to various professions on a part time bases, as they could focus on athlete/coach development rather than “pushing paper” in an ineffective manner as that is not their expertise

Seek a proactive approach to accessing approved professional services

Develop a pool of contract administrators that sports can access on a short term / hourly basis

Create a central “one-stop-shop” clearinghouse of services for subject-area specialists and experts for “BC recommended” professionals (medical, physiotherapy, sport psychology, web designers, accountants, grant writers, sponsorship, marketing, social media, event hosting, partner relations, legacy development, etc.)


4.3 Safety and Risk Management

Guidelines, event and medical coverage, and insurance, central process for sector and legal services.


Risk Management Strategy & Screening

Greater support is required Develop a process for receiving and managing complaints

Develop codes of conduct for each of the eight customer groups

Work with law enforcement to help with improved, more comprehensive screening of adults & volunteers

Concussions and Safety

There are good examples of best practices in programming and education

Develop a central bank of resources to show best practices and sharing of resources

Bullying and Harassment

A provincial strategy for preventing and responding to bullying exists

Standardize and implement harassment policies and practices

Integrate sport provincial strategy with existing government initiative

Dispute Resolution Process

A poorly managed process can have significant negative impact beyond finances

Implement new, best practice dispute resolution process as a central process for the sector

Require and mandate all funded organizations use a dispute resolution system

Legal Services

Until these services are required they are not often considered

Develop a cross-sector task team to survey current issues and challenges, review models and policies, and develop an action plan to provide improved, plain language resources


APPENDIX A: SECTOR STRUCTURE

There are three key dimensions used to draw a picture of a new simplified sector: sport sector populations/customer groups, pillars, and organizational roles.

Sport Sector Populations / Customer Groups

Through the discussions, it was clear that some of the largest gaps in the sport sector existed around servicing specific populations or customer groups. The following 8 groups were identified as key to the success of sport. The sector structure and recommendations that follow are designed around providing services to all of these groups.

Organizational Roles

Organizations in the sector touch one, many or all of the 8 customer groups outlined above. They provide value to these groups in one of three ways:

1. Policy or strategy development: organizations develop the strategy or policy for the sector 2. Sport delivery: organizations deliver and administer sport programs 3. Service delivery: organizations provide services directly to the 8 customer groups or to other sport organizations


BC Sport Sector Matrix

The following matrix shows the relationship between the organizations and the customer groups.


Pillars

In order to better manage a large number of functions of the sport sector, described in the process section, these functions have been grouped into 4 key pillars: Business Development, Sport Development, Advocacy & Communications, and Capacity Building.

The following diagram provides a breakdown of the 4 pillars and puts them in context with the other dimensions of organizational roles and customer groups.


APPENDIX B: CS4L SCORECARD

Feedback and Findings

Process

This "scorecard" is a tool for assessing organizational progress toward full integration of Canadian Sport for Life (CS4L) and Long-Term Athlete Development (LTAD). Five key areas- Leadership, Competition Programs, Development Programs, Coach & Officials Development, and Partnerships- are found on individual sheets (tabs). Progress in each area is assessed using a number of CS4L-specific progress criteria. Each criterion is scored on a scale of 0 "Minimal" to 5 "Complete".

This scorecard is best used by a staff person or volunteer with experience in CS4L/LTAD development in a sport who is able to assess levels of activity/implementation in an organization. In this case the staff person or volunteer will review programs and records and gather information from a number of key individuals in the organization who could assist to "score" the sheets appropriate to their roles, e.g. the Board of Directors may score the Leadership sheet, the Development Committee the Development Programs sheet, etc.

The "score" (0 to 5) for each criterion is simply an index of progress. Do not attempt to compare scores from different criteria or on different sheets. In many cases individual cell scores are affected by progress in other areas, perhaps areas on other sheets. There is no "pass" or "fail". As for CS4L/LTAD itself, what is important is a holistic view of the entire organization based on an evidence-based assessment of key performance areas.

This scorecard was developed in 2011. As CS4L/LTAD integration progresses throughout the Canadian sport system, the "complete" (Level 5) status of each criterion will necessarily change due to constant evaluation and improvement.

History

The scorecard was delivered as part of the PSO review process and allowed each of the sports to take a thorough look at their current CS4L implementation. It was communicated to be “realistic” in their scoring to provide have an accurate depiction of where the sector is with CS4L Implementation. BC became the first province in Canada to utilize the CS4L scorecard as a tool to benchmark and track CS4L/ CS4L implementation.

The CS4L scorecard is a generic tool and not customized to each sport, so does provide challenges. Feedback ranged from “not very clear, hard to rate ourselves” to “really good tool, clear, important from an environmental standpoint and shouldn’t be dumbed down.” Overall, most felt it was a reasonable tool which provided a good snapshot of where they currently are with CS4L implementation.

Key Findings

These findings are divided into two sections to better depict the outcomes of the CS4L Scorecard process. The first section, Sport Implementation, displays analysis of the data provided by the PSOs in the Scorecard. The second section focuses on the Scorecard as a tool and highlights feedback by the PSOs on the functionality of the Scorecard.

Sport Implementation: We have utilized the data from the 0 – 5 scale in the scorecard to give a snap shot of how CS4L implementation by PSOs is progressing. The following table shows the percentage of PSOs in each of 3 categories (above average, average and below average) for each of the 5 sections along with all sections combined.

SCORE Minimal 0 Awareness 1 Emerging 2 Focused 3 Widespread 4 Complete 5

1Mission, Vision,

Values (MVV)

MVV are undefined or

unclear and are

unused. Specific

problems may exist

with one or more

internal groups.

Awareness among

key stakeholders of

need to revise or

adopt improved

MVV.

Leaders or

stakeholders identify

"model"MVV

elements reflecting

CS4L principles.

Decision to

undertake general

review & revision.

Initiating collaborative

system-wide process

to review MVV and

include CS4L focus.

Evolving consensus on

shared MVV emerging

across system.

3

MVV now CS4L-

inclusive and

prominent within

PTSO activity. Clubs

aligning to similar

MVV.

MVV explicitly reflect

CS4L, are held

throughout org & across

system, are revisited

periodically, & are basis

for daily & long term

decision-making.

Leadership Evidence

Score

Evidence

Score

Evidence

Score

Score

Evidence

Score

Evidence

Score

Evidence


Leadership Section – Sector Average 2.6 Competition Section – Sector Average 2.8

42% - Above Average (Above 2.8)

20% - Average (2.4 – 2.8)

38% - Below Average (below 2.4)


12% - Average (2.6 – 3.0)


Development Sport Section – Sector Average 2.2 Coaches & Officials Section – Sector Average 2.7


20% - Average (2.0 – 2.4)



12% - Average (2.5 – 2.9)


Partnerships Section – Sector Average 2.3 All Sections Combined – Average 2.7


14% - Average (2.1 – 2.5)



18% - Average (2.1 – 2.5)


This data indicates a number of key outcomes. As a sector, the Leadership, Competition and Coaches and Officials sections had the highest average scores and had the larger percentage of PSOs above average at 42-46%. Topic areas in these sections where the most progress is being made with implementation include:

1. Strategic Planning (SP) – 3.3 average 2. Policy – 3.3 average 3. Developmentally appropriate competition – 3.4 average 4. National Coaching Certification Program – 3.3 average 5. Strong developmental club-team-league system supports event hosting – 3.0 average

It was reported that PSOs are beginning to imbed CS4L principles into their planning and policy development as well as utilizing ongoing NCCP development as an opportunity to integrate CS4L principles and facilitating delivery through coach education. There is also good work being done to evolve competition structure to make it more developmentally appropriate and better influence athlete development.

The Development Sport and Partnerships sections had the lowest average scores and had the larger percentage of PSOs below average – 46%. Topic areas in these sections that indicate there is a gap in implementation and awareness include:

Health Partnerships (physical literacy, health promotion, A4L) – 1.7 average

Municipal Recreation Partnerships (sport quality, multi-sport, A4L, sport for development, facility access) – 1.8 average

Education Partnerships (school sport, phys-ed, sport schools, university & college sport, teacher training) – 2.2 average

Athletes With A Disability (AWAD) – 1.9 average

NSO-PTSO-Club Alignment – 2.3 average

This would indicate an increased focus is required in developing better, more effective and strategic partnerships with a specific focus on municipal recreation, schools and health authorities. It would also indicate that a new approach may be required at the point where athletes are selected for “rep” and/development teams (learn to train stage) – “can we do this better” which could be assisted by having better system alignment (NSO-PSO-club) and data tracking to gather relevant information for better decision making practices. There is work to be done by many sports for athletes with a disability and should be addressed in a timely manner.

Scorecard as a tool – utilizing all of the feedback provided by the PSOs on the CS4L scorecard the following points were raised a number of times:

Descriptive language was confusing

Provides good direction on where each sport strives to reach

It was a bit too generic and found it hard to “fit” in some of the sections

Provided a different, more comprehensive perspective on CS4L implementation and allowed some to identify areas not yet focused on.


The tool facilitated the opportunity for the majority of the PSOs to be very honest in their evaluation of their current status.

Quotes

“While a number of the points on this scorecard are not appropriate for our sport at our current level of development, it's a great model for assessing progress towards implementing the C4SL/CS4L into PTSO's programs and oversight.”

“Good process to go through, a couple of head scratchers, had a hard time understanding and more clarity desired. .5’s would be good.”

Trends

Key trends identified from the CS4L Scorecard:

Sport system alignment is improving as sport utilizes CS4L as a common language and opportunity to collaborate

Better, more effective communication was identified as a key barrier to effective, sector wide CS4L implementation.

Sharing of findings of CS4L best practices was identified as an opportunity by many sports.

As a group, Artistic sports had a higher average score while all other sport groups were closer to the sport sector average.

Overall, the outcomes of this process support BC as a leader in CS4L implementation

Recommendations

In 2005 Sport Canada adopted the CS4L framework which initiated a fundamental shift in the way sport would be delivered in Canada. Since then each sport has subsequently developed their own specific CS4L model based on CS4L and moved this information down their vertical model to their PSOs and local clubs. The implementation of CS4L/ CS4L by each sport has been varied as each sport wrestles with establishing new practices, processes and programs.

BC has been a leader in the adoption of CS4L principles and most of that leadership has been directed by the PSOs and supported by viaSport. To date, more than 40 BC PSOs have developed CS4L implementation plans to facilitate the adoption of these new practices and the implementation is moving forward. The recent application of the CS4L Scorecard during the PSO review process has provided a snapshot of “where we are at” with implementation and it indicates that good progress has been made. But with any new framework, especially one the size and scope of CS4L, it takes time, focus and determination to make change complete.

It is recommended a CS4L implementation task team be struck to lead the development of a strategic plan for the sector focused on reducing the gaps and enhancing implementation as identified from the data gathered during the PSO review.

It is recommended that the CS4L Scorecard be adopted as a tracking tool to monitor CS4L implementation and integrated into the BC Information System. The tool should be evolved based on the findings from the PSO review and include:

The name “scorecard” should be changed to Tracking Tool and “score” should be changed to “progress” to better depict how the tool functions.

To increase ease of use, the language used in each topic should be simplified and adapted to better express the desired outcomes for sports and/or categories of sports.


CS4L Scorecard Summary for BC PSOs


APPENDIX C: OPPORTUNITIES, RECOMMENDATIONS, AND BLUE-SKY BRAINSTORM

The following tables provide the raw data compiled from the 58 PSO Self-Assessment submissions. It is a collection of the organizational challenges, internal recommendations, opportunities, and blue sky brainstorm.

Every attempt has been made to remove reference to specific PSOs, in order to preserve privacy and use discretion in sharing of this information. Data that was internally specific to a PSO, which was often a challenge paired with a solution already in progress, has been left out.

Colour Coding Guide

Recommendations Internal to PSO

Opportunities for the Sector

Organizational Challenges

Blue Sky Brainstorm


Business Development

Revenue Generation and Granting (raw data compiled from PSO Self-Assessment submissions) Challenges with gaming funds being allocated to clubs that are not members of the PSO

Challenges with Provincial Funding Support

Challenges with Provincial Funding Compliance

Change guidelines for Hosting BC: Extend Hosting BC funding to annual events on an ongoing basis as long as they exceed the economic impact of other applicants. The economic impact of hosting National and International events should provide a significant ROI to the provincial government. This ROI should be rewarded on a continual basis (given the success of the event) rather than on a diminishing 3 year scale.

The opportunity for funding for non Olympic sports to be revaluated on par with Olympic sports, based on only criteria common to all sports, not related to the Olympics.

Ability to put funds where needed within an organization as opposed to having prescribed guiltiness

Use existing financial statements and audit process to track compliance with government funding. Specifically, require the annual auditor of each PSO to provide a Management Letter that speaks to the way the government funding was expended and to validate membership data.

Less red tape and bureaucracy, reduced reporting unless reporting is “value added”

Direct Access (Gaming funds) made available for pilot projects or programs

Fund athletes at the HP level, Realignment of funding from participation to performance

Long Term Funding Agreements - Understanding by Government of the importance of Sport in providing a healthy and active lifestyle for British Columbians

Funding model that encourage inter PSO programming / strategies - Change current reporting model

Long-term, quad-based funding, Long term planning from funding agencies

Gaming Branch to reinstate capital grant program Allocation of $3-5M of Gaming funds

Full access to all Gaming Revenue. Government will to honor the original intent of lotteries

Align Gaming eligibility for clubs with membership in a PSO

Consistency in Funding from All sources: Sponsorship – Working to secure longer term partners; Government - Working with BC Sport Agency and former MSO’s to create a relationship with government that will provide consistent funding. Work with Gaming branch Analysts and keep up with deliverables.

New funds are not identified to introduce CS4L initiatives and marketing.

Stop funding any organization that cannot exist without government funding

Increased funding: Increased sport tourism More support for hosting events, bid writing etc.

Recommendation (Strategic Pillars): That Provincial Funding for Coaching, Officiating (future), Event Hosting (Regional/Provincial/National), and Volunteer recruitment and retention (future) be allocated within a more efficient structure (not through a third party applying generic allocation criteria and timeline) Mindful to ensure that Financial Support is aligned to the organizational readiness (strategic plan/pathway – operational capacity), within each targeted Field (Coaching, Officiating etc..)

Increased financial support to the sport sector, and subsequently to the individual PSO

Funding to support Post Secondary institution adoption of other sports that have an established PSO. While club level teams exist in some BC universities, there are not enough enrollments to support intra-mural play and the PSO structure at the present time supports tournament rather than league play. The LTAD is hard to accomplish when there aren't opportunities past high school. In Ontario there is a successful University league that while not considered a varsity sport is very effective in providing a place for athletes that have graduated from community club level play (aged out) to stay involved.

Funding agencies to recognize the fact that some sports have their facilities built by private funding and reward them for this.

Sport Agency, Canada Summer Job and Gaming information about funding be available sooner in the financial year.

Establish multi- year funding agreements with all major funders – including viaSport (including IPS), Team BC and Gaming

Multi-Year Ministry Funding Commitment

Mandatory minimum governance requirements in order for any sports groups to receive government funding. Every Board of Directors must comply with more proactive governance requirements that ensure the proper operation of their club/association.

Increased funding that would be on par with other provinces / countries. Increase in philanthropy funding.

More athletes support, More money from more partners

More Financial Support for Clubs, Government Involvement

Multi-year confirmed funding - would help with strategic planning

Increased funding- Financial commitment from the government.

Continuation of stable and consistent funding We are almost there – just want it to be continued

Increased athlete assistance - New or reallocated funding – public and private

Long-term funding commitments- Willingness by government to allow a funding model that supports long-term funding. Would take commitment by sport organizations to be accountable for outcomes and reporting

Economic Challenges, the affordability of some sports continue to be a barrier

Funding for: Provincial officials, Zone Funding, video evaluation

Funding Resources - innovative ideas, maximizing National Championships& World Championships, Increased fees

Increasing costs for gym rental and travel which in turn could increase membership fees

Transportation of equipment


Revenue Generation and Granting (raw data compiled from PSO Self-Assessment submissions)

Cost of Sport

Challenges with meeting deliverables with all financial partners

Challenges with inherent cost of some sports esp. in the disability sport world

Challenges with obtaining sponsorships and partners

Challenges with Fundraising - Corporate and private

Challenges with Financial Reducing Expenses. Can plan for donations/sponsorships/revenue generation

Challenges with Financial stability and forward planning- Establish partnerships with longer-term funding commitments

Challenges with Sponsorship

Challenges with growing an established endowment fund

Challenges with current Financial Model and restrictions

Affordability of programs. Advocating for certain HST/GST changes

Increasing Sponsorship and Diverse Revenue Generation

Challenges with limited “cash” sponsorships for an organization our size - Due to our size we struggle to obtain cash sponsorships, more so during the economic downturn.

Current level of funding works for us to maintain what we are delivering now, but does not leave room for growth

By offering free clinics to clubs that qualify we are getting more members; however these free clinics have a cost to the PSO

Sponsorship Opportunities Funding Resources/ Leveraging World Championships and World Cup

Funding is always a challenge in any sport. Where available, a minimal amount of funding is provided to athletes for travel, training.

Dialogue and understanding from viaSport on funding and government direction. Already being done, meetings, communication

Canada retains Olympic Gold in BC players on Team Canada Funding, access to PacificSport Centres and IPS funding

Funds to decrease participation costs for all participants (e.g. families and recreational participants, not just elite athletes), Consistent funding, Have travel grants available

Centralization funding for all areas of BC - Formula and funding to allow all athletes from any area in BC to travel for training and competition opportunities.

Resources to research and obtain outside funding. We lack the resources to seek out and complete grant and funding applications. Assistance in this area would allow us to have more stable funding.

Capacity & financials, Looking for new revenue generating opportunities.

Fundraising/Philanthropy - Developing Fundraising partners and building strong fundraising team. Helping support and create systems to support these volunteers.

Developing a sponsorship culture within the PSO to improve resource levels and enhance our capacity to operate a financially sustainable operation going forward A strategy is reflected in our current Strategic and Operational plans – in summary there will be an increased emphasis on marketing and communication with the objective of increasing the Associations revenue base for the purpose of advancing the sport to a new performance level. This helps address challenge #1 by supporting our expanding infrastructure

Challenges with the economic model specific to some sports. Scarce resources in club dues, over reliance on volunteers. Promote a more sustainable business model

Philanthropic campaign to build endowment funds for each sport. Seed money required to develop a 5-year business plan and to fund a Campaign Director to implement the plan.

Travel in sport is one of the most expensive aspects of the cost. Vehicle rental and accommodation are major costs and if we pooled the numbers of vehicles, fuel purchases and hotel rooms we require we could do a business deal with a group to decrease the cost of all sport.

Philanthropic initiatives could have the greatest financial potential (Philanthropic campaign to build endowment funds for each sport. Seed money required to develop a 5-year business plan and to fund a Campaign Director to implement the plan.)

Possibility of a sector wide engagement with sport sponsors. To either rationally divide the pie or as a minimum to discuss their wants and needs when they advertise/sponsor

Increase Self-Generated Revenues to be less reliant on government support uncertainties from year to year

Sponsorship of PSO’s has a huge upside and there is potential for all PSO’s to increase their revenue through sponsorship. The recommendation is for PSO’s to all acquire one additional sponsor in the coming year. This also requires partnership with media

CS4L Financial support from provincial government

Grants for transportation

International level sport training and competition facilities in a minimum of the 8 BC Games Zones - Joint federal, provincial, municipal and private sector funding

Funding for operations and leadership in all BC communities, to build more and bigger clubs. Would benefit from consistent funding.

Funding for a full time junior coach who would handle junior coaching incentives across the province.

Philanthropy directly leveraged: Donations to sport organizations would have even greater impact than current charitable donation (national) processes have by coupling known charitable giving techniques to the sport sector

Financial incentives / rewards for coaches based on athlete performance level - New funding

Sport budget tied to Ministry of Health budget (ex.. 0.5%) as part of a proactive preventative program, Allocation of additional Gaming funds

Financial support / incentives to qualifying athletes – i.e. Ontario example - New public, foundation or private funding


Partnerships (raw data compiled from PSO Self-Assessment submissions)

Partner with local community health organizations and sponsors in the delivery of certain programs to integrate healthy food choices into the week of the camp. There is a great opportunity for ‘teachable moments’ during snack and lunch breaks during camps. and programs.

Develop school / community centre based program which includes a new instructor certification stream for fundamental development.

Improved working relationship with Canadian Sport Centre Pacific.

Stronger collaboration from NSO to clubs with the PSO in a strong central position. There is also lateral integration (maybe collaboration) other with partners.

Convincing Recreation Centers that sport is part of their business and that they are not just landlords.

Partner Municipal Parks and Rec staff with PSO staff to develop consistent programming (and reporting) across all of their facilities

Create better partnerships with the Municipalities in the province. Would help with consistency of programming esp. the "learn to" component.

Approach municipalities and to encourage public facilities are preserved and created in areas lacking facilities

Canadian Sport For Life implementation and integration in the value set of the organization. As more and more public facilities are embracing CS4L and rebranding as centres for physical literacy and sport for life, it is a significant opportunity to develop relationships and implement programming through partnerships.

Partnerships that work with local recreation programs.

Better integration with Parks and Recreation such that they deliver entry level programs in conjunction with member clubs and qualified instructors/coaches

Collaboration with community sport centres for increased blanket marketing of programs

Municipalities across BC supporting PSO- sanctioned sports events only. UBCM adopting new policy to support PSO driven initiatives.

Intro to multiple sport LTAD Recreation Department

Issues with NSO relationship

NSO relationships are strained due to ongoing reform. Staff and volunteers continue to serve on multiple NSO committees in an attempt to review and reform current systems and requirements.

Strategic Alignment – Community Club Sector

Better relationship with first touch lesson providers

Corporate and Charitable use of sport: Develop business and benefits case for event sanctioning; Work with municipalities on the value and benefits of event sanctioning (tech assistance / insurance / event promotion); Build a case for Sport Investment linked to Health and Strong Communities; Build a case for Sport Investment linked to Tourism and Economic Impact.

Develop Partnerships with appropriate safety organizations both inside and outside of government-funded organizations.

To develop strategic partnerships as a strategy to: Enhance sport development and delivery efficiency, Reduce operating costs, Revenue generation, and Implementing shared services strategy and innovation

PSO and Community Liaison – to build the relationships between PSOs and other organizations in the sector who wish to serve a specific community but do not have the skills or knowledge needed.

Taking advantage of federally recognized charity status (D-PSOs) to partner with others to build awareness.

Build relationship with new or previously unsanctioned events.

Work more closely with the ski industry to drive membership and events. Include ski areas as part of the sector. Build partnerships that will support program development for sliding, snow sports. (i.e.. Training initiatives for staff and sports to work together, facility development initiatives, marketing initiatives)

Creation of more strategic partnerships to develop and promote sport. ex. Alzheimer’s Society, SOAR, BC Marketing Alliance, ASRPA etc…

Sport Wide push for post-secondary education organization competitive stream that is not limited to "Varsity" level - sports tight integration/collaboration of university and PSO can only happen with strong support of the Provincial Sport Agency

Airline partnership through Team BC to trickle down to PSO

Government Regulations - strategically lobby for laws and resolutions where sports are directly affected

Accountability is supported, but having viaSport partner with other government agencies to share information to reduce duplicated reporting required of PSOs. Encourage reviewing the various agency reporting systems for efficiencies.

Work with BC Union of Municipalities and BC Gaming Branch to ensure that no sport club is operating or receiving government funding unless it is affiliated with the appropriate Provincial Sport Organization.

Establish a partnership between the Health and Sport sectors at the Provincial Government level to assist in identifying potential participants in sport for persons with a disability and supporting their participation through the removal of barriers (awareness, equipment, education).

Establish a partnership between the Ministries of Education and Sport to assist in identifying potential participants in sport and supporting their participation through the removal of barriers (awareness, equipment, education) and equitable opportunities in physical education. Currently, most children with disabilities in BC Schools do not have access to the basic physical education provided to their able-bodied peers, and are not made aware of opportunities in their communities.• Establishing a database of individuals with physical disabilities in the school system that can be utilized to share information regarding opportunities in sport and physical activity in their community.• Education of teachers, and teaching assistants in the opportunities available to students with physical disabilities and methods and strategies to include these students in physical education in the schools.• Establishing mandatory physical education for students with physical disabilities• Ensuring that appropriate adaptive equipment is available in schools for their students with physical disabilities• Ensuring that organizations can reach individuals with disabilities to make them aware of opportunities available to them in sport and recreation (i.e.. Lists of schools that have children with disabilities; central repository of information for families; etc.)

Partner with Health and Education Sectors – By aligning and partnering with each of the Health and Education Sectors, the viaSport will be positioning the organization for the future. Being able to access health dollars that would be used in the education system for PE Specialists at the Elementary school level would benefit every sport.



PSO to work with viaSport to better build partnerships amongst education and recreation organizations to encourage all activities/clubs working within these jurisdictions to be members of that sport’s PSO.

Create sport-specific KidSport Programs for PSOs. While KidSport has community associations around the province, this could be enhanced. Sport-specific programs using the KidSport brand would not only create more action for KidSport BC; it would also give PSOs an avenue to raise funds for our own sports (i.e., KidSport – Lacrosse, KidSport – Hockey, KidSport – Basketball, etc.) to assist our athletes who are unable not only to pay for registration (which KidSport does extremely well), but also to assist with funding for equipment, travel, Team BC (provincial) Team expenses, etc. Rather than creating a new funding piece, it would be great to partner with KidSport BC.

A concerted campaign for Canada Revenue Agency to allow provincial sport organizations to have charitable status.

Accessing / working with the Ministry of Health and Ministry of Education to get wider access to people with physical disabilities and promote our sports. It is very difficult to make contact within school districts to make effective contacts to with educator and students with physical disabilities, particularly those with severe physical disabilities. We have long been the advocate of an integrated approach to providing sports and physical recreation to improve quality of life to athletes with a physical disability through fitness and community involvement.

Align the regions for BC Games and BC Seniors Games (and BC Health and School Districts???)

Government support for families with kids in sports – tax refunds. Relieve financial burden and increase accessibility

Ministry of Highways to create official signage for a number of additional sports so that local sport organizations don’t have to fight municipal by-laws to get signage to promote their facility/location. An inexpensive method of increasing participation in sport. For example, in Quebec, there is signage directing you to local tennis courts and arenas. ViaSport to work with Ministry of Highways

ViaSport responsible for all organized sport Ministries of Sport, Education and Municipal affairs in agreement

Expand Federal and Provincial Infrastructure programs

More tax credit for sports Government

Preventative Health Care Initiatives: Strengthen link between lifelong health and wellness; and sport participation

BC Government to give tax credit (above existing participation credit) for donations on top of regular membership/participation fees AND go further matching funds to the sport. So for example: a $100 donation to the sport would give the donor not only a BC Tax credit but also the knowledge that the contribution was leveraged by the Government cutting a cheque to the sport of $100 to improve services overall.

Tax credit for travel for sport

Foundations skills training made part of the physical education curriculum for all teachers across BC- The Ministry of Education would need to change their current policies and physical education curriculum. Training would need to be made available to all teachers whether as part of the university training or supplemental through the Ministry of Education (i.e. professional development opportunities)

Tax Credits for Adults for Physical Activity (i.e., recreation/fitness centre/trainer memberships, 19 & Over organized sport programs) This could potentially provide a bit of an incentive for adults to get more physically active. It also shows that the Government is encouraging Canadians to become more healthy.

Education Ministry require PSO certification of and in-school programs

Sport allowance for minors

Return to mandatory daily physical activity in the education system

Tax credits for adult physical activity

Provide charitable status for all PSO’s for their programming

All Government sectors (Ministry of Health, Education, Treasury, Sport) and viaSport provide a common message linking health, physical literacy, sport (being active) and education.

Tax credit for Gym membership

Charitable status for PSO’s

Provincial Tax Credits for Sport achievement – i.e. Quebec model

Capacity - could hire a full time "Sport Development Director" to work on growing the sport and sharing a non-technical staff member with another PSO

Have partnered with another PSO to share administrative costs

Interested in partnering with another PSO for staffing efficiencies.

Currently, there are close to 100 sport organizations individually researching and approaching various potential suppliers, advertisers, sponsors and partners. One agency acting on behalf of all sports would be a much more powerful voice in securing money, promotions and beneficial partners. For example, a sport sponsorship with the Vancouver Sun/Province whereby each sport has the opportunity for a dedicated ad space twice a year. Or a partnership with a production company for discounted PSA’s.

Create an alliance with other grappling or combative sports to increase staffing and possible revenue generation opportunities

Pool resources to purchase website software. Could either partner with other PSOs or own NSO.

Collaboration between sports, used to sell identified properties to major sponsor across a platform of sports - Identified group of sports assign one consistent property to sell to sponsors.

Formation of "Special Interest Group" - modeled loosely on Aquatic Federation (national) model to work on areas of common interest to aquatic sports (including facility relations, expertise for Municipalities, Rec. Commissions re requirements for competition and sport tourism level events etc.)

Facility access to other sports – some facilities are not being used certain times of the day or year. Other PSO’s could possibly utilize the facility during these times which would be a win-win situation for both parties.

Continue to work with like sports to increase training venues



Have all aquatic sports (Synchro, Water Polo, Diving & Swimming) function as a more supportive and collaborative unit. We could join forces and become “Aquatics BC” (similar to “Athletics BC”). With many new construction swimming pools on the horizon, we would all benefit from having the support of the government to help advocate for appropriate pool space, configuration, training time and sport hosting possibilities. There is a massive gap in this system – especially from the Municipal level to the PSO. Currently no process or mandate in place for ensuring that joint-agreements are in place when a city decides to build a pool. From our understanding there is also no formal communication between the various Parks & Recreation Management, City Planners, Engineers and architects to map a “provincial pool plan”.

Partner with other PSOs to offer programming that would reach similar participants

Partnering with other community sports and encouraging “try it” or “team building” days. If we really care about sport for life, we should be comfortable sharing experiences and athletes so that they can try new activities.

Partnering with other PSOs and organizations to increase participation at the early LTAD stages

Grassroots Development: sharing of Learn To Skate Practices across Ice Sport Disciplines

Collaborative work with another sport to run 'contra' camps (specifically with an offsetting skill set to that typically used in a particular sport). Would help with physical literacy.

Further alliances with other sports for expansion regionally (example: SOAR)

Multi-sport programming – Partner with other PSO’s to offer multi-sport camps. By partnering with the other PSO’s, participants will receive high level technical coaching for how to play each of the sports. The goal would be to offer these types of programs to FUNdamentals and Learning to Train aged athletes.

Introduction to a like sport

PSO Collaborated Recruitment and Development Initiatives: Offer regular development & recruitment opportunities to athletes from ‘like’ sports, exposing aerobic-based athletes to opportunities and pathways that may exist outside of their chosen sport.

Multi sport camps

Multi sport demos in 1 location to give opportunity for ‘giving it a shot’

Create an “Introduction to Sports Day in BC”, specifically for smaller PSO’s. The event would be hosted in various BC communities at one location, where locals could come and try a variety of lesser known sports (e.g. archery, judo). By pooling resources, and with the support of viaSport, this event would gain more traction and would be more attractive to big name sponsors than if introductory events were carried out by individual PSO’s.

More involvement to encourage similar sports to ‘join together’ or amalgamate in participation ventures- Greater collaboration

Travelling sport “Road Show” to showcase all sports in “come and try” days across the province on an annual basis, allowing all children the opportunity to try all sports

Increasing Elite field - Specific, open-development events: Inviting athletes from other ‘like’ sports to participate in development camps and competitions opportunities.

Partnerships within disability sports that would share athletes

Training in other sports to enhance performance

Align recruitment & development initiatives with ‘like’ sports groups.

Encourage governments (local and provincial) to consider the implementation of more Sport School programs and to encourage the implementation of provincial physical education equivalency credit for athletes training a minimum of 15.0 hrs week at their sport.

Challenges with Zones outside the Lower Mainland - Contacting schools in these zones by offering free clinics in coaching and official training.

Challenges with School Program Inclusion/Delivery

Access to students in schools identified with a disability

To coordinate with schools to offer officials certification courses

Challenges with Consistent strong links to School Programs – Club and Provincial

Direct (as opposed to indirect and influential) administration of High School Sport

Create programming with/for schools in sports that don't normally have programming built into their curriculum. Could also partner with other sports that share facilities or similar skills to create the programming.

Expand current school programming. Enhance current program inclusive of delivery and participation throughout the province.

Partnership with all snow sports and school boards to make all snow sports available during school hours or as extra-curricular activities.

BC School Sports, sanctioning clubs within the current structure

Sport schools/academies. Already exist with a number of sports but not all. Could help with inconsistencies seen with coaching.

The continued development of Sports schools in the province

Engagement, partnerships and programs to build enhanced relationships with School sport programs thereby fostering School and Community Club opportunities for collaborative/shared athlete development.

Challenges with School Programs

There are educational opportunities within certain sports. The PSO could partner with the School System to help create educational opportunism for the students in academia as well as promote the sport.

School is always a challenge and a flexible school system that could accommodate athletes in each community would allow athletes to commit more time to their sport yet continue to focus on academics. The pooling of sports in communities could provide a critical mass to allow schools to afford these programs.

ViaSport would work with the School Board and Recreation Communities in the province to establish programming that will give more opportunities to the sport organization to deliver their programs through the school and rec. centers

Better integration with the school system – make Physical Education a priority

As a sport sector, we need to have the education sector think about having and athlete, coach, official and organizational development system and not a “Get to the BC High School Championship” system.



Provincial support of School Programs through requirement of sanctioning by PSO’s.

Re write and update the Physical Literacy Resource involving PE Teachers experiences, include multisport programs: We are the organization with the knowledge to make this resource current and useful

Greater access to facilities & potential membership streams i.e.. Schools.

Daily LTAD appropriate PE for all children K-12 to become a reality instead of an empty promise. More sports to be included in the school PE curriculum.

Increase grassroots and the introduction of competitive sport through schools; Partnering with school system

Physical Ed. In all schools with trained professionals to grade 12 - Education system must see physical literacy as a high priority

Physical Education reinstated in schools

Physical Literacy Program in Elementary Schools - mandated in every School District - highlighting fundamental movement skills

Properly train PE Teachers

Commitment to daily PE, to build more school gyms and sports facilities, to have more LTAD trained PE specialists in elementary schools, and LTAD part of PE Education curriculum.

Sport recognized as a integral part of the school curriculum

For minor sports, more engagement with school districts and municipalities Commitment by schools and recreation departments to partner with PSO’s

Awareness in Schools – better programming in PE classes Funding for equipment and facility, new program lesson plans, facility availability

Public sport academies in every community; Communities pool resources and centralize their sport

To establish Sport/Fine Arts Dedicated Elementary and High school facilities - With gym on site to train the athletes

All children in school to have access to have a ‘free positive sport experience’ at an early stage in their schooling (i.e. kindergarten, grade 1) which they can hopefully then pursue further in their local community club.

Full time PE Specialists in all Elementary Schools

Other Sports taught as core sports in public school system in BC

High schools and Universities in BC establish Performance Based and Competition based extra curricular programming

Mandatory LTAD integration into elementary and secondary schools

PE specialist in every PE program in every BC school Children would develop physical literacy and have quality introductions to many sports

All BC elementary school physical education classes taught by trained physical education teachers

Try-it sports program for all school children All PSO would have to build programming at the correct age and the Ministry of Education would need to approve curriculum

Integration of basic sport skills in schools

More school participation. More time/ better understanding of healthy activities

Develop an integrated provincial school-sport program as of Grade 8 (possibly earlier for early maturing sports) that recognizes the value of competitive sport and provides young athletes with a balanced school, training and family life.

Compulsory Sport & Physical Activity for K to 12 in the school system. Physical Education specialists in each school. Compensation for school coaches. Acceptance of physical literacy as critical to a positive learning environment, proactive approach to a healthy lifestyle and the development of an active for life philosophy in the students

Standardized teacher training in the core sport and physical activity curriculum for implementation in their school environment / class(es)


Facilities (raw data compiled from PSO Self-Assessment submissions)

Access to facilities. We must build better relationships with the private facilities to have them understand that PSO activity is a integral part of their business. Dedicated Training Centers at each area is a long term priority for all snow sports.

Partnerships for facility access – Continue to work with and build relationships and partnerships with Community Centres and School Districts to increase access to facilities. Additionally, work with Parks Boards to increase access to the number of evenings and weekends available to the PSO for programs.

Expansion of adult programs. Through increased access of facilities, the PSO can expand the number of programs offer for adults. The demand exists for this expansion. The only barrier is access to the facilities. The PSO is in the process of setting up meetings with the Vancouver Parks Board to discuss and negotiate increasing the size of existing permits as well as receiving additional new permits.

An agreement brokered by viaSport amongst Recreation and educational authorities that would: Make facility rental only available to viaSport recognized groups – i.e. PSO’s, MSO’s etc. (membership may be the determining factor). Rates could be set by a joint committee. In recognition of fees that were acceptable PSO’s (and other SA recognized groups) would offer services (i.e. coaching clinics, participant clinics, handbooks, manuals etc.) to the rec. centres/educational institutions.

Challenges with Access to facilities. Starting to/would like to create partnerships with Community Centres and School Districts.

Challenges with access to facilities to implement programming: No consultation between Parks and Recreation on allocation of fields vs. compliance with CS4L implementation.

Challenges with access to facilities. Possible solutions: Agreements with School districts to supply professional clinicians in exchange for free access to gyms; Possible joint agreements with other PSO’s; A working relationship with our landlord with access to facilities at a preferred rate in exchange for professional assistance in hosting events

Challenges with Facilities. Would like to/are currently looking to build own facilities and work with local municipalities to provide affordable access, and work with Parks/Rec to ensure parks are accessible for sport

Venue Sharing between sports

Challenges with losing facilities because they are mostly privately owned

Challenges with Access to Facilities that are appropriate for the sport

Challenges with access to facilities to offer programs.

Challenges with Access to Facilities. There are too few facilities amenable to competition, and there is an increasing reluctance of municipalities to support needs of regional/Provincial level competition (except in the case of "sport Tourism" class events)

Challenges with Facilities Access

Challenges with Public Facilities Offering support to clubs and communities that have public facilities

Challenges with gym rentals

More access to sport specific facilities and equipment.

Education of local sport organizations with respect to developing facilities and partnerships.

New facilities that are adapted from original to increase participation

To build more indoor facilities for sport, full sized gyms at community centres and elementary/community schools.

Partner with Aboriginal people to develop new facilities

Challenges with Facility Development vs. Growth. Membership is growing at a faster rate than the rate that facilities are developing.

Challenges with Rural centres surviving where the economy has suffered a significant setback (e.g.. mill closure).

Challenges with weather in some regions of the province. PSO is supporting development of indoor facilities

Challenges with no facility in BC that is capable of providing high level experience

Challenges with facility development and access

Challenges with Climate (weather) for Technical Events. PSO is encouraging development of and use of indoor training venues.

Province-wide facility development initiative.

New facilities / venues with financial support from provincial government

Development of sport specific facilities throughout the province.

Funding for new facilities with less red tape.

Increase in facilities adequate for combat/grappling sport - More consultation between municipal government and the sport sector

Sport specific facilities for each PSO that would entail financial commitment and necessary partnerships with municipalities, education sector, etc.

Better sports facilities in all Schools and with mandatory community use outside school hours.

New facilities outside of the traditional training facilities

New Multiple use, sport Training facility

Currently we visit a community and create excitement and then leave with little behind to keep the momentum going. We need to build on our success to create a program that can leave some equipment to allow for the creation of a club that can grow and access their own equipment. They also need individual attention to guide them through many of the grant applications available and club development questions.

A sport training center for our national athletes, with an emphasis on the current National team members, and those athletes sport identified for future ranking on the Team. BC Sport organizations should have exclusive access to the Olympic Legacy Facilities in Vancouver and Richmond (in particular for sports that have specific facility requirements), with dedicated time and space for each sport at a very low cost. Most of these facilities are running now with ½ capabilities, or space is not allocated specifically for those athletes with the greatest need.

In need of a high performance training facility in BC.

The creation of a National Training Center (NTC).

Challenges with Training spaces (both consistent and affordable space that meets the requirements and regulations around training specifications) for the National team athletes in Vancouver.

Challenges with Venue Access and Daily training environment - Optimizing training groups and partnerships with the NSO with the creation of


a National Training Center.

Challenges with athlete training Venue development

Unlimited High Performance Facility Access by creating facility access agreements to PSO’s rather than individual clubs.

A training centre owned by PSO.

Acquisition of a true development facility including field of play, classrooms, meeting space and support premises.

Innovation (raw data compiled from PSO Self-Assessment submissions) Increased access to sport technology - Partnership with scientific and manufacturing communities

Challenge with wide geographical area that our board members come from. This limits our ability to meet face to face.

The PSO will utilize website, social media and data management software to enhance communication with and amongst our membership.

Opportunity for the sector to make an investment in technology and innovation. Specifically with the sport association context the ability to communicate the stories, the messages, the benefits through both anecdotal and data. but more significantly, the ability to meet, education, training, mentor, governance, evaluate , problem solving needs of various sector stakeholders through e-learning platforms, customer relationship management software (CRM), live streaming of events, training webinars, webcasts. This could be one opportunity that may have an opportunity to level the playing field or provide significant impact in filling the gaps between large, midsize and small organizations. Are needs are all the same, the scope just varies.

Challenges around Communications Better use of technology: Facebook; Data base; New user-friendly website; Google accounts

Communication with membership - Contracted to create new website; new data software to manage information; program coordinator to reach out to clubs and members regarding community programs, LTAD, and NCCP

Use the BC ID Card or, social insurance #, or student # or new unique identifier for all participants in sport so we can track the activity or each participant in multiple sports.

Single online database of all BC residents with all physical activity, event, and program registration and reporting done through it. Include or link to social media platform to engage users and facilitate the bulk of the data entry. Will take alignment and buy in from all levels of sport provider both public and private, competitive and recreational, paid and drop-in, participant and spectator.

One on-line Registration system for entire sport sector – full , accurate reporting.

Expand an existing, localized, innovative idea to more areas in BC

To create a specialty license plate program for our membership and other enthusiasts – similar to the 196,000 plates sold to support the 2010 Winter Games

Life Services Program-Help PSO’s implement Life Service Program(Ensuring Athletes enter post Secondary Education)

The growth of non-traditional forms of sport is changing how we move forward.

Assist clubs across BC in developing an adaptation to the original sport to encourage participation and decrease barriers.

Increase interest in sport by offering a new type of sporting experience - for example offering of a summer camp where students learn about environmental aspects of sustainability (this is just an idea, need a topic that would capture the imaginations of students and be leaders) in the morning and high performance training via coaches knowledge transfer in the afternoon during the camp.

Re-looking at competition models to reduce the time of a competition and innovative approaches to event hosting, events and presentation to combat challenges with public attraction.

Fitness Challenge for Sport and Recreation Administrators and Sport Volunteers. We are all so busy sitting at computers or watching our sport, some of us forget to look after ourselves. We should be leading by example if we are promoting sport and physical activity. The Sport Sector rallying together to create a creative, fun, productive, team-building challenge for sport administrators and volunteers to engage in.

Live Streaming of events and educational opportunities

ViaSport to sponsor research on efficacy of LTAD principles (especially with respect to PHV concepts) in team sports and ways for team sports to structure instruction, competition, and sport structure to maximize the benefits of the copious amounts of research in the individual sport sector.

Implementing in-house database/ CRM tool enabling capture of more/ all participants in BC.

Development of interactive, user entry data, web and phone applications for team and individual sports where mass populations engage in structured (but unreported) or unstructured activity.

Increase use of technology for the sport – creation of apps, videos, training tools etc…

Challenges with difficulty tracking participation and ensuring full member registration - Implementation of new member registration system in partnership with NSO


Event Hosting (raw data compiled from PSO Self-Assessment submissions) Ensuring Provincial Ministries and Municipalities require PSO sanctioning and approval for event/facility permitting.

Challenges with managing when clubs or private facilities host events

National and International Events - BC has world class training facilities, but the PSO does not have the HR or financial capacity to support big events. PSO would like to seek partnerships to help draw more events to the province.

PSO partnership in International Event Hosting - Partnership with like sports, business, charitable organizations and municipal government(s) in the creation of an Int’l Sport Festival

New multi disability multi DSO sports competition, similar to Defi Sportif in Montreal, that enables athletes to get more opportunities to compete with people from outside of the province / country.

Creation of "team sport" specific games as adjunct to Provincial Games

Have organizations that would put on games that would involve participants of all ages. Right now we have games for youth and for seniors but nothing for the masses in-between.

Multi-Sport Event Hosting Conference - Collaboration between sports, providing best practices from broad spectrum of sports. Information that can be adopted from one sport and massaged to use in another.

Pursue hosting opportunities for other invitational national or international events to enhance our partnerships opportunities and to build profile in the sector.

Seeking to host international qualifying tournaments in order to improve Canada's rankings

Hosting World Youth Games and conferences

Summer Olympic, Commonwealth, Pan American Games in Greater Vancouver

Make BC a sporting destination in the world wide perspective

Host International Events (World Cups, World Champs, etc.)

Branding Hosting of International/national events.


Sport Development

Development Pathway (raw data compiled from PSO Self-Assessment submissions) After going through the LTAD Implantation Plan process, the PSO found the need to undertake a “Competition Review” of our Sport.

Funding for ambassadors to the game. The team will be club members who will be trained to compete at the highest level. Their participation will encourage other, regular, club members to improve their game. We hope to give them exposure to interprovincial competitions and some international competitions representing BC as a team.

Challenges with Geographic and demographics. Trying to provide support for development in all regions. Providing 3-zone coaching support with the current 2 coach funding model would help.

Provincial Reach to promote the game in all areas not available.

The development of a Provincial Athletics Training Centre focused on: Provincial/National Development and High Performance athletes and their personal coaches; Targeted event area (s) for investment; Direct coaching of provincial/national development and performance athletes; Working with personal coaches and the development/performance athletes they coach

Clearly prioritized sport development framework, targeting specific sectors of growth & sustainability.

Challenges with developing relationship with "like" PSOs in order to make the development pathway strong for all parties involved.

U16-23 Series with LTAD tie in to existing Age Group and Disability pathways.

To truly align competitions/ games activities within a simplified BC Sport Sector with CS4L and LTAD/ LTPD principles

Challenges with LTAD

Challenges with NSO & PSO alignment around CS4L-LTAD Strategy

NPO LTAD delays Work with new NPO board towards resolution

Challenges with Club alignment with constitutional purposes and strategic goals of NSO and PSO; club alignment with sport-specific LTAD/CS4L principals. Strategies to improve alignment have been successful, but more change, and faster, is needed to achieve goals / benchmarks outlined in current Strategic Plan.

Athlete early specialization in late specialization sport - Lengthening the season at younger age groups could result in specialization (sport and skill specific) before PHV to detriment of LTAD principles

Challenges with Youth-specific Club development.

Challenges with Emphasis on LTAD and what players should experience at different levels.

Unnecessary early special specialization is making the sport cost prohibitive and burning out athletes

Integrated sport system that allows kids to access sport at a younger age under the CS4L that is not sport specific until reasonable to do so – more focus on physical literacy and transferrable sport skill without a technical sport component, i.e. sports with balls basic training program for K-3 without any sport specific competition.

Phased over time according to LTAD stages of learning and complimentary to a mandatory FMS program

Challenges with providing support in development, programming for all disciplines in a Multi-Discipline PSO.

Diverse nature of geographical regions, clubs, sports or disciplines under a single PSO, make it difficult to support all areas

Implement school-based, province wide, Series.

Centralize sport participation system

Challenges with Club Development

Have physical literacy widespread in schools with the opportunity for sports to showcase and do talent identification with teenagers - Major rethinking of the place for physical activity in the school system Some districts need to assured that we are not a ‘high risk’ sport so their kids actually have the opportunity to try it!

We would like to provide ongoing, well planned junior programs in our key communities. We would like to mirror the success of junior programs in the Yukon, Alberta and Ontario.

Recognition of Coaching as a Profession Aligning winter/summer sports to create professional year round programming at the younger stages of development

Regional Sport centers to become community sport centres. Regional Sport centres can be valuable in particular programs like “Ignite." Some of our clubs have utilized these services in their regions. They are only accessed in the areas of Regional Centres.

Provincial carding for adult athletes - Currently there is a dire dearth of members in the 24-27 age group. This is a pivotal time in their LTAD cycle yet there is no support provincially to retain these athletes as elite competitors.


Competitive Environment (raw data compiled from PSO Self-Assessment submissions) Funding for More Regional Development Staff (i.e., a presence of PacificSport Zones 1 and 7).

Challenges with geographic distances in the North and Kootenays for teams to travel to compete.

Continue to build the international event the PSO already hosts in order to attract more international competitors to enhance our partnerships opportunities and to build profile in the sector.

Provincially funded talent identification system to target athletes with potential and provide them with annual scholarship for training and competition.

That Recreation Centers become part of the delivery system for “Competitive Sport” in BC.

Enhancing the daily training environment.

National and Provincial HP programs are in need of court time where ancillary facilities for off-court training and athlete support are available.

By Investigating a partnership with private institute and municipal government in order to create a Provincial Sport Development, High Performance Athlete & Coach Training and Administration Centre would help with challenges. Part of the 2013-2016 strategic plan in Athlete Development.

BC's PSO will be best PSO in Canada with consistent conversion to National team program. Best training environment in Canada.

Regional training centers to offer needed athlete and coaching resource to all sports

BC Athletes to sweep Olympic Podium in 2022

Increase opportunities for high performance training within BC - Building and support of a high performance centre with all required sports medicine, performance training and administrative staff to help our athletes develop to the highest possible level.

Challenges around increasing high performance pool in a late developing sport.

Extending High Performance Programing building on already established programs to also include a strong focus on female development.

Talent ID and Development of Athletes and Coaches

Training Camps for developing athletes

To improve the quality of training for Team BC

Best Winter Talent Development Model in BC, Improve training environment

Facility for year round training

National Training Centre in Whistler - Multi part agreement between sliding sports and partnership with Whistler Spots Legacies and CSP for commitment to be world class


Recruitment (raw data compiled from PSO Self-Assessment submissions) Implementing Retention Strategy - Club Excellence Model

Implement a new policy whereby adult players can formally play for more than one registered team.

Challenges around Recruitment and Retention

Sport-wide Retention Strategy Endorsement from all sports to adhere to the CS4L and LTAD philosophy. Continue to educate and legislate within the sport.

Having the capacity to continue to keep existing programs running.

Challenges around Coach Recruitment and Development Directors of Development Mentorships, Club Visitations, Making the information more understandable and Accessible

Challenges with finding suitable candidates for full-time paid coach positions (career coaches). The coaching growth is not keeping up the with the participant/athlete growth.

Challenges with coach recruitment and professionalization (pay).

Challenges with increasing membership numbers. Some facilities are operating at near capacity. The introduction of the new competition format will allow more flexibility in scheduling and increase the number of people participating.

Challenges with Recruiting participants when facilities do not have the capacity to take them on.

Challenges with declining membership. Ways of battling: Increase member benefits, membership drives at major events, maintaining current membership fees, increase communication with member clubs to attract new members

Decreasing Membership: Current strategies have had no impact to date. Inability to audit what our clubs and associations are actually offering makes it difficult to assess the problem.

Challenges with number of participants: numbers are too low at all stages and competitive streams and in terms of geographic representation of membership.

Increase membership

Try a sport program for new Canadians and tourists

Strategy to attract new members by creating a higher level training environment

Challenges with recruitment and retention of new user groups.

Challenges around membership attrition.

Challenges around membership growth.

Challenges with improving sport programming and coach training to make sport enjoyable so more members sign up.

Challenges around an aging participant population

Athlete-Coach-Official-Volunteer Recruitment and Retention ‘Value-Quality’ of Participation.

Challenges with membership structure - looking to tier membership.

Challenges with officials recruitment/succession.

Expanding programs and competitions to reach more levels and ages of participants.

Community Building regionally – i.e. local contact for support for PSO programming (e.g. Regional Centres to be experts on regions and provide support to PSO programming)

Introduce modified competition structure into communities across the province in order to provide opportunities for a broader segment of the BC population.

"Learn to" program for women by women.

Challenges around recruiting Seniors (55+)

Changing membership policies to encourage retention of adults

Challenges with Industry Trends: less youth participating in nationally recognized competition.

Challenges with attracting youth to the game when there are so many other options. The school program the PSO offers reaches a lot of youth, but the connection between that program and the centres in the community are not strong.

Include all the participants from the "learn to" program in the PSO and national data base

Formally acknowledge various levels of sport participation, not just full-season/full-time membership. Develop protocols for PSO’s to include short term and introductory program participants as members. Sport participation opportunities come in various shapes and sizes, all contributing to the general active participant piece. The focus of sport must be broadened to include more than just full time athletes.

Challenges with recruiting existing clubs to become a member of the PSO

Challenges with not being able to capture participants that playing, but are not members of the PSO.

Challenges with convincing non members the importance of becoming members, aligning with CS4L, and NCCP training.

Increase membership and programs delivered by making the PSO a quality-control agent

Challenges with collecting membership numbers. Clubs are unwilling to collect and/or provide certain information to PSO.

Every participant in sport in BC to be part of a ‘club’ / membership receive regular communication, benefits, offers from influential, local athletes

We do need to get more qualified volunteers. Being able to cover their expenses and training helps with retention.

New athlete opportunities require more officials and volunteers. Challenges around recruiting that support staff.

Challenges with Human Resources. Solution: Increase use of technology to attract younger generation for involvement.

Recruitment and retention of qualified staff

Recruiting volunteers to carry out routine PSO management tasks has been difficult. Most athletes/participants are focused on opportunities for competition, and this tends to engage them with their local club, rather than with the PSO. Most of our available volunteer effort needs to be devoted to the technical, coaching and officiating activities of PSO and its clubs. We are therefore considering hiring a part-time employee to deal with the day-to-day management tasks of PSO, but this is a major step into new terrain for us.


Training (raw data compiled from PSO Self-Assessment submissions) Challenges around supporting clubs to help them be sustainable and offer great service. Help them improve sport programming and coach training to make sport enjoyable so more members sign up.

Supporting Grassroots Member Clubs via expanded technical and administrative service offerings

Have interested instructors take coaching courses and get evaluated through our online evaluation program at the same time they are putting on a new program to increase participation.

Standardizing new coach training.

Challenges with NSO-PSO coaching support

Challenges with coaching/field Leadership.

Training regional programmers who can go out and be an advocate for disability sport.

Changing details around safety training to make it more realistic.

Challenges with volunteers. Providing training and resources helps to recruit and keep them involved.

Training and communicating with volunteers so they clearly understand their roles and what they are committing to.

Looking to train volunteers at events.

Education (raw data compiled from PSO Self-Assessment submissions) Local club education through Rec Centers

Train some coach instructors for certain disciplines

More funding and opportunities for coaching certification and training.

Challenges with Professional Coaching

Challenges with Coach Development System

Challenges with Moving coaches from Trained to Certified

Challenges with Coach Capacity Retention - Currently partnering with Alberta PSO & NSO to help manage work load and optimize daily training environment

Offering education for coaches in good business practice

Training coaches to be able to specifically coach athletes with a specific disability

Fans - Board needs to create a code of conduct for fans and have it posted at all events

Lack of trained coaches and coach educators.

Challenges with coaching capacity. Developing new coaches takes several years. Need to develop a different type of certification and instructional model to allow introductory program/school programs.

Challenges with lack of coaches.

Challenges with Coaching Shortage - Work with NSO to get more Coaching Facilitators qualified.

Need more Officials, Judges, Coaches in certain areas

Challenges with getting more Learning Facilitators (LF)

Expand coaching education and certification on a mandatory basis to a broader community audience.

Requiring that every coach certified and re-certified each year.

Require an LTAD e‐learning module be completed prior to taking any competitive stream coaching courses and update every 5 years to ensure coaches are current.

Challenges with a shortage of coaches. More stringent and lengthy certification requirements have had a negative impact on the number of individuals getting involved as coaches.

Poor Leadership from NSO on LTAD and Coaching Development.

Challenges with coach development vs membership growth. Stability in NCCP delivery seems to have arrived.

Offer free coaching and officials training to community centers and schools.

Offer free coaching and officials training in Seniors’ Groups

Challenges with official training at level 2-3-4 and the lack of opportunities for officials in BC.

Challenges with Officiating Development: number of officials required to host sanctioned event, aging officials population throughout the province, and the intake of new officials vs the growth of our clubs.

We need more and better-qualified officials to help organize competitions at the local and provincial level.

Challenges with Officials Development

Creation of e-learning coaching courses.

Geographic challenges - NCCP Training and video evaluations keep the cost of coach development within reach

Challenges with increasing Certified Coaches within limited financial and time commitment resources and when coaches are volunteers.

Implementing a Sport Volunteer Leadership National Certification Program (mirroring Coaches and Officials National Certification Programs).


Advocacy and Inclusion

External Communications (raw data compiled from PSO Self-Assessment submissions) Improve the organization’s communication strategy, both internally & externally to improve awareness of our programs.

Opportunity to create staffing opportunities to advocate for athletes with a disability. That staff could help explain barriers and engage with athletes in schools within BC.

We are seriously challenged by a low recognition profile within the public in BC and Canada, which seriously constrains our ability to recruit as many new members to the PSO as we would like.

Challenges with lack of exposure as a sport

Challenges around the perception of our sport being a violent sport

Challenges around Consistent Public / Corporate Awareness

Communication of key messages regarding sport sector.

Communicating clear and promoted link between sport, health and physical literacy

Better Visibility and Recognition of Amateur Sport within the public of BC. Increased and improved awareness and communication in the Public eye.

Educating volunteers, parents, officials of benefits of competitive sport

A universal “benefits of sport” campaign featuring what “sport”- brings to child and youth development versus a specific sport.

A far reaching media campaign done professionally emphasizing: PSO membership, CS4L, benefits of sport, coaching as a profession.

Communicating LTAD evolution

Club Excellence is a national club quality assurance program. The concept behind the program is to wrap up the whole LTAD implementation process by rewarding and providing recognition to clubs that demonstrate that their programs are aligned with LTAD and respect key guidelines, from both a generic and sport specific perspective.

Challenges around LTAD implementation and comparisons to other sports which are either behind in their implementation or appear to simply approach LTAD differently and as a result, allow for over-competition emphasis in younger ages not available in our sport under our LTAD framework.

Challenges with parents and coaches who are not educated about CS4L.

Challenges with Long Term Player Development / CS4L. Trying to convince the key stakeholders that this is in the best interest of the athlete.

Challenges with Parental Education. Parental Resource Guide tailored to stage of learning and respective competitive structure

Full Media Communications Strategy for CS4L and Physical Literacy

Media attention/ trained media telling our sports story to the public

Sport sector wide meeting (and small group/task force follow up) with provincial media outlets to determine their needs and processes in covering our activities.

Increase in media coverage for sport, in particular disability sport.

The media are still not prepared to provided coverage for sports other than NHL, CFL, MLB, NBA when so many British Columbians are interested in other Olympic and non-Olympic sports.

Mainstream media support and coverage of “amateur” sport

Visibility Notices to media

Recommendation: That viaSport ensure they implement an organic advocacy and communications strategy to position the PSO sector as leaders in organized sport delivery across British Columbia. ViaSport should be in a position to be able to utilize empirical evidence to speak to the role, responsibility, and impact the PSO sector has in delivery against the broader BC Sport Sector Strategy

Create greater involvement of PSOs with Casual Participants in their sports. Increased promotion and awareness of programs that could be offered outside of normal schedules.

Challenges around Social Media Management

Centralized Communications (raw data compiled from PSO Self-Assessment submissions) Develop a comprehensive 5-year plan to further our sport in BC. For this plan to be successful, we need input, buy-in, and support from our membership to ensure this plan is accepted and implemented.

Be able to better track, register, and communicate directly with participants at all levels in all roles.

Developing a communication plan that provides correct and timely information to all members (club and individual) to ensure more knowledge, cohesive programming and support at all levels.


Inclusion (raw data compiled from PSO Self-Assessment submissions) Cultural Diversity literature, website translation for different cultural groups/languages

Athletes with a disability having access to services/activities offered by other organizations.

Para-athlete recruitment is a high priority for our organization. We have secured funds to expand awareness in the healthcare and disability populations. This will be run province wide.

Ability to include our senior citizens with disabilities so they do not feel isolated. Lack of transportation is one of many barriers.

Developing adaptive programming with the guidance of a disability PSO

Training of volunteers with a disability – concept of Volunteerism. To be able to train athletes to know how to be in leadership roles in organizations. One opportunity is to have training offered to able bodied volunteers who can partner and support the disabled volunteers and chairpersons.

ViaSport could establish as one of its key priorities the fundamental principle of ensuring equity in the system for Para-sport. This would be reflected in its internal policies and procedures, its committee and board structure, communications and funding agreements. ViaSport would be viewed as a leader in ensuring equity across the sector, including within integrated PSO’s, DSO services, services provided by MSO’s such as the BC Games, and so on.

Sport for Life, active for life. Specialized information about seniors and programming for disability populations

Being able to support a full time coach to focus on participants with a disability.

Equal opportunity for all to participate in sports of their choosing no matter their income

Aboriginal support and programs

BC “Integrated” Games which features a combination of able bodied and disabled athletes (eg. 2 wheelchair curlers with 2 able bodied curlers, 1 wheelchair tennis player with 1 able bodied player).

Sector Recognition (raw data compiled from PSO Self-Assessment submissions) Need to find more legitimate voice for parents in our association - Looking at parent membership status in association which would encourage/allow right to vote at meetings

Government Relations (raw data compiled from PSO Self-Assessment submissions) That viaSport ensure that their responsibility as the Strategic Lead for the BC Sport Sector be at the forefront of their operational and organizational structure. That viaSport does not become a service provider at the expense of strategy . That viaSport cement its strategic relationship with Sport Branch – viaSport (Strategy) – Sport Branch (Policy). That viaSport continue to shape the Sport Sector Strategy and in doing so assist the PSO and other Service Providers to shape their own respective strategic direction.

Develop a template for a sport policy for municipalities - viaSport engaging the UBCM, and lobby Ministry to provide financial incentives to municipalities to develop and adopt a sport policy.


Capacity Building

Shared Services (raw data compiled from PSO Self-Assessment submissions) Develop a province wide “Event Calendar” where sporting events can be listed and referenced by the public and/or PSO’s.

Sharing of expenses where appropriate, ie advertising, sponsorship packages, printing costs, etc.

Access to qualified and competent administrative support on a “per access” basis

Lack of administrative support.

Inadequate number of Staff support

Our relatively small member base limits the amount of time and energy available from volunteers for the many tasks involved in organizing events and programs. The low membership numbers make our sport less attractive to potential sponsors. We need to grow, and are actively pursuing various mechanisms for gaining more public attention, and more recruits, for our sport.

One part time staff, decade of continued exponential increase in accountability requirements, and expectations. Keep asking for continuity, and consistency in reporting requirements.

Administrative Challenges Resulting from Geographic Diversity (and the size and impact of the Lower Mainland District) Difficult to build relationships and necessary in providing unified support for challenges such as: Resource based communities with reduced numbers, community dollars and aging facilities as opposed to urban centres that population dwarfs arena access leading to waitlists, reduced drop-in services and reliance on private facilities at market prices. Size of Lower Mainland creates voting imbalance across membership making it difficult to address issues facing the rest of the province when those issues differ from the situation in the Lower Mainland.

The sector could hire a reporter/media expert to work for all the PSO’s.

Free Video(skype) conferencing access - viaSport to lead negotiations with various providers

Live Streaming-Support Information for other PSO’s on how to Live Stream Events

To have shared office space and/or staff positions with other community sport providers in Vernon. Ie. SPORTS – SILVER STAR FREESTYLE SKI CLUB, CROSS COUNTRY BC, NORTH VALLEY GYMNASTICS, NORTH VALLEY SOCCER, GREATER VERNON RECREATION, PACIFIC SPORT. SERVICES – WEBSITE, COACHING COORDINATOR, PROMOTION OF SPORT ACTIVITIES, MEDIA AND PROMOTIONS

Provide for and seek out opportunities for integration of programming across sports, and identify possible efficiencies across sport organizations.

Sport Sector Volunteer/Staff registration system (aligned with participation registration system). Focuses on police record check, confidentiality agreements, etc. Province could negotiate for free police record checks

Provincial sport liability insurance - Pool recourses of all PSO’s to have one liability insurance policy for al PSO’s (Quebec has done this and all PSO’s save $$)

Health Benefits package for all coaches

We could share an executive director with another or other PSOs. Suitable PSOs would be like us—small and under resourced. Depending upon the number of partners, this position could be large enough to attract candidates interested in a professional career in the not-for-profit sports sector.

Recommendation: To have a staff person at CABC or viaSport that can work part-time for our PSO to manage coach development/training in BC. Perhaps they could do the same for other organizations.

Hiring of a Communications Director. The communications director would be responsible for communication throughout the sport, as well as assist in event planning and hosting.

Create a Role within viaSport to coordinate and facilitate aquatic matters between the club, city, Aquatic PSO and MSO.

Need of more staffing - Board of directors is a working board

Administration is currently carried out by overburdened volunteers. We have engaged someone to carry out more pressing tasks, but would like to hire someone on a permanent basis.

Accept Review Engagement rather than a full Financial Audit

Resources (raw data compiled from PSO Self-Assessment submissions) Closer collaboration with other PSO’s around: Like activities, Membership, Resources (human), Facilities, Administration, Athletes

Learning what other PSOs and groups are doing

Alignment of LTAD models for every sport provided within BC.

Social Media Education and Support (i.e., Twitter, Facebook, Websites, etc.).

The regulations of the Registrar of Companies, Societies Act are going to change for non-profit organizations in BC (following the Federal changes and Ontario following). Having information sessions and a “help line”, as well as creating templates for the Constitution and ByLaw changes would be helpful to all PSOs.

Mandate Governance Structural Requirements for PSOs (make it a requirement of PSO status, not funding)

Members of the Governance are all volunteers.

Share our governance structure.

Governance. The opportunity is: to expect the same level of performance from our associations as we do from our athletes and teams; to raise the benchmark of our publically funded organizations in business development, sport development, advocacy and communications, and capacity; to evolve PSOs into high performance organizations through: bringing governance systems and structures into a 21st century model for not for profit organizations, measuring and evaluating the performance of association governance practices, and establishing governance standards for the sector - performance based Board with regional and gender representation

Transition in governance model - current sport community tied to historical processes


Board Engagement - Portfolio-driven, task identified deliverables. Transitioning to skill-based Board.

Challenges around Discipline protocol – Lack of precedent

Challenges around time sensitive business that the Board members (volunteers) have to deal with

Challenges with Governance. Our present structure may be a little cumbersome due to the size of the Board under current bylaws and will be outdated with the impending changes in the Society Act.

Challenges with Governance: The roles and responsibilities of BOD members have not been clearly articulated or understood by the membership, and are not well integrated with the PSO Strategic Plan.

Challenges Governance Structure - The current Board structure has over 20 representatives and poses several challenges with respect to effective and efficient decision making. We have started researching other PSO/NSO structures and are making a plan/focus to address this.

Challenges with Parent Volunteer Boards - Create policies to ensure Club Board governance is fair, impartial and working for the good of diving in the province.

Lack of comprehensive plan to move PSO and our sport forward. At this time we have too many ideas and no structure. We need to develop a 5 year plan, with ideas, participation, and buy in from the community. The revision of the strategic plan will begin this process.

Volunteers in decision making roles result in delayed action or unnecessary lag time. Constant review of processes and policies to find areas where steps can be steam-lined without losing control.

PSO's By-laws require voting member clubs to have purposes that are aligned with NSO/PSO purposes; member clubs are informed regarding NSO and PSO strategic plans and encouraged to use them as models for their own strategic plans; all NSO/PSO program materials provided to the clubs are totally LTAD aligned. Club Development Workshops address the need for alignment annually.

Governance - policies and knowledge transfer between members who need translations

Challenges with Redefinition of PSO Board Member roles to reflect a policy board with committee, task force or project working group structure responsible for actual delivery of programs. Implementations of a Technical Support function in the areas of Officiating and Coaching through implementation of Coach Technical Group and Officials Technical Group program responsibilities.

Streamlining the Sport System - Operate BC sport by a stable and streamlined service delivery model. Utilize clearly defined province-wide initiatives, streamlined reporting and a “one stop shop” model for all government / agency reporting and accountabilities.

Public/Private partnership in the development of a Provincial Sport Training and Administration Centre

Professional development for PSO staff and volunteer on multiple sport and non-profit topics should be ongoing and offered at little or no cost

Professional Development specific to the sport sector has been important to date and would like to see these offerings continued.

Increase the qualifications and experience of our workforce (coaches, instructors, volunteers, officials)

Develop a Resource Manual with how-to’s and best-case examples

Develop measurable and best practice review across all sports.

Provide specialized services for all PSO’s to help promote and sell sport – The majority of PSO’s don’t have the resources and/or skill sets to develop professional looking documentation, videos, websites, etc to help sell their programs and sport. Having a centralized system for accessing these resources would benefit all PSO’s.

Create a sport resource database that allows municipalities and businesses to advertise what they can offer to various sport organizations. Ie program or event grants, facilities, accommodations, equipment, F&B, medical, volunteer programs, etc

Challenges around Club Development and providing more support at the local levels by way of education and programs

Challenges with keeping up with the new jargon and buzz words. Ask for a new dictionary every year for the new jargon/buzz words bureaucrats make up every year.

Challenges with Having a sound marketing plan

It would be helpful for organizations outside of the lower main land if BC sport system meetings / workshops were scheduled / announced months in advance, and packaged so that there is a full day, day and a half or two days in a row – rather than having completely separate meeting dates for BC Games, Canada Winter Games, viaSport, etc.

Reduce the level of reporting required in the system on an annual basis – 5 reporting deadlines from viaSport, additional reporting required for CS4L and IPS, not to mention other funders (National Organizations, Grant Providers, Foundations, etc.) require a large investment of staff time in organizations already challenged by human resource capacity. Two reporting deadlines per year would allow for an annual and mid-term reporting structure and alleviate impact on human resources.

Expanding/adapting our support system to keep pace with growth and change.

Safety and Risk Management Addressing the concussion problem as a whole. Even though a private member bill is on the table, it is highly unlikely that the bill will see the day of light. This is an opportunity for the sector to tie the health side of what we are preaching and to move forward on our own to adopt a universal policy that is in place today in most US States.

Safety in the game - Concussion / head contact strategies. Bullying information added to programs. Emphasis on respect initiatives.

Volunteer and coach screening and tracking processes that can help us identify sexual offenders. (What we do now is not enough.) This is an issue that may not have yet affected a PSO, but it could, and I’m not sure any of us are properly prepared. Working with Police and RCMP to develop a better way to do criminal record checks, screening, etc. Perhaps the BC Coaches Association could take the lead on this. And perhaps the BC Coaches Association could have access to a database of convicted sexual offenders so we have our databases checked against that?


Documents

Sector Review Provincial Sport Organizations Sector Revi… · Some sports have facilities to hold training sessions and sport activities ... The collection and analysis of this information