Policy Analysis: The Canadian Sport Policy

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Policy AnalysisThe Canadian Sport Policy

• Class 2

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Today

• Review policy and who makes it
• Overview of Canadas not-for-profit (public,
  amateur) sport organizations
• The relation between government in Canada and
  those organizations
• The policy development cycle and the Canadian
  Sport Policy intro to policy analysis
• Policy Analysis Project - assignment

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What is Policy?

• A set of decisions which are oriented towards a
  long-term purpose or to a particular problem
• Intention to effect change over time
• Stems from an issue
• Reflects mission and values of an organization
• Guides decision-making
• Is intended to be enduring

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Who Makes Policy?

• Those in power government, directors of
  corporations, managers
• Can be understood as political, management,
  financial, and administrative mechanisms arranged
  to reach explicit goals.

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Classifying Policy

• Substantive vs Administrative
• Vertical vs Horizontal
• Proactive vs Reactive
• and
• Public vs Private

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Types of Policy

• Substantive Policy
• Strategic policy Vision, mission,
  goals/objectives
• Legislative policy Acts, regulations,
  constitutions and bylaws
• Program policy Funding, resource, procedural,
  delivery
• Administrative policy Office procedures, human
  resources
• Rules Dress, smoking, access times

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The KINE 3490 Jai-alai Clubmission?structure?p
olicies?
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What is an organization?(Chelladurai, cit. in
Hums and MacLean p.4)

• Identity
• Program of activity
• Membership
• Clear boundaries
• Permanency
• Division of labour
• Hierarchy of authority
• Formal rules and procedures

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Structure of NFP Sport Orgs

• Who owns a sport association?
• Members individual or organizations
• What is the interest of the members?
• Access to services, esp. competitions,
  facilities, development programs, etc.in
  general, programs
• Who governs the association?
• Generally, under Corporations or Societies Acts,
  a Board of Directors elected by the members
  governs the association.

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Association organization structureCdn Colleges
Athletic Assoc.
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Sport Governance

• Governance means setting the rules for the
  organization, carrying out the affairs of the
  organization according to the rules, and
  occasionally exercising the necessary leadership
  to steer the organization where the rules dont
  apply or where there is a dispute about the
  rules.
• (Corbett Findlay)

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Sport Governance

• policy development, monitoring and evaluation is
  a major governance function of boards of directors

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Policy Documents in Sport Governance

• Framework Policies (Strategic) vision, values,
  mission
• Governance Documents (Legislative) legal
  documentsconstitution, by-laws
• Operational Documents (Program, Administrative,
  Rules) relating to operational details of
  programs, personnel and finance

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Board of Directors rolesbalancing leadership
stewardship
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Managing the association

• In smaller organizations, volunteer managers
  (Directors who work as well as govern a working
  Board)
• In mid-sized organizations, the Directors may
  hire an employee to perform administrative
  functions.
• Large organizations may have extensive staff with
  several layers of management. The Board often
  becomes a policy Board

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Planning in the association

• Vision, mission founding statements
• Strategic plan long-term, 3-5 year general plan
  listing major goals
• Operating plan annual, detailed plan moving
  strategy into actiontied to budget
• Program plans sub-plans for operation of
  specific programs, e.g. athlete development,
  coach education, organizing competitions

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Mission Statements

• must clearly and concisely state the business
  that the organization is in its reason for
  being
• it should be an energy source, reflecting the
  values of the organization

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Mission Statement

• The 3 key questions
• What function does the organization perform?
• For whom does the organization perform this
  function?
• How does the organization go about performing
  this function?

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Canadian Interuniversity Sport

• To enrich the educational experience of the
  athlete through a national sport program that
  fosters excellence.

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Sporting Life

• We are a retailer with Passion, Knowledge,
  Integrity and are committed to a relentless
  desire to improve our performance in creating the
  highest quality shopping experience for all our
  Customers and Staff.

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The Advantages of Mission-Driven Organizations

• more effective than rule-driven organizations and
  produce better results
• more innovative
• more flexible
• have higher morale
• (Osborne Gaebler)
• Almost every organization has a mission
  statement but is it truly mission-driven?
  Examples?

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Not for profit sport in Canada
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Not-for-profit sport in Canada

• consists of clubs and associations from
  community to provincial/territorial to national
  in scope.
• Of Canadas 161,000 not-for-profit and voluntary
  organizations, 33,649 are in sport- 21 of the
  total.
• There are 2.2 million sport volunteers in Canada,
  fulfilling 5.3 million volunteer positions. This
  represents 28 of the Canadian total.
• In sport, 273 million hours were volunteered in
  2000, equal to 139,484 full-time jobs and a job
  replacement value of 3.6 billion.
• 73 of sport organizations have no paid staff,
  the second-highest percentage among all
  not-for-profits. Of those sport organizations
  with staff, 57 had 4 or fewer paid employees.
• Statistics Canada (2004). Cornerstones of
  Community Highlights of the National Survey of
  Nonprofit and Voluntary Organizations Statistics
  Canada (2004). Satellite Account of Nonprofit
  Institutions and Volunteering 1997-1999.

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(No Transcript)
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Relationship of government to NFP sport
organizationscommunity level

• Municipal government typically provides a
  Recreation Department (Parks and Recreation or
  similar).
• Community sport organizations may rent facilities
  or access other services of the Recreation
  Department.
• There is seldom any direct financial assistance
  provided to community sport orgs, which usually
  depend on their own member fees.
• What power might municipal government have over
  community sport organizations?

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Relationship of government to NFP sport
organizationsprovincial/territorial level

• P/T governments typically have a Sport or
  Recreation branch (Ministry of Health Promotion
  in Ontario).
• This department typically provides direct
  financial assistance to P/T sport and recreation
  associations, which also depend on member fees
  and other revenues.
• What power might P/T governments have over P/T
  sport organizations?

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Relationship of government to NFP sport
organizationsnational level

• Federal government has a Sport department (Sport
  Canada, within the Department of Canadian
  Heritage).
• This department provides direct financial
  assistance to national sport associations, which
  also depend on member fees and other revenues.
• What power might the federal government have over
  national sport organizations?

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Government spending on sport and recreation

• Direct Federal sport funding 147 M (06)
• NSOs, Games event hosting
• Ontario Sport Athlete Devt 23.8M (08)
• PSOs, event hosting
• Ontario municipal recreation spending (1999)
  1.7 B
• Facility operations, staff, programs

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(No Transcript)
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Canadian Sport Policy (2002)

• 2012 Vision is to have
• "A dynamic and leading-edge sport environment
  that enables all Canadians to experience and
  enjoy involvement in sport to the extent of their
  abilities and interests and, for increasing
  numbers, to perform consistently and successfully
  at the highest competitive level."

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Canadian Sport Policy (2002)

• The Goals of the Canadian Sport Policy are
• ENHANCED PARTICIPATION
• A significantly higher proportion of Canadians
  from all segments of society are involved in
  quality sport activities at all levels and in all
  forms of participation.
• ENHANCED EXCELLENCE
• The pool of talented athletes has expanded and
  Canadian athletes and teams are systematically
  achieving world-class results at the highest
  levels of international competition through fair
  and ethical means.
• ENHANCED CAPACITY
• The essential components of an ethically based,
  athlete/participant centred development system
  are in place and are continually modernized and
  strengthened as required.
• ENHANCED INTERACTION
• The components of the sport system are more
  connected and coordinated as a result of the
  committed collaboration and communication amongst
  the stakeholders.

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Policy Development Cycle
CONTEXT STRATEGY
EVALUATION
DEFINE ISSUE
DECISION IMPLEMENTATION
ANALYSIS OPTIONS
CONSULTATION
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Policy Development Cycle
CONTEXT STRATEGY
EVALUATION
DEFINE ISSUE
DECISION IMPLEMENTATION
ANALYSIS OPTIONS
CONSULTATION
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Policy Development Cycle
CONTEXT STRATEGY
EVALUATION
DEFINE ISSUE
DECISION IMPLEMENTATION
ANALYSIS OPTIONS
CONSULTATION
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Policy Development Cycle
CONTEXT STRATEGY
EVALUATION
DEFINE ISSUE
DECISION IMPLEMENTATION
ANALYSIS OPTIONS
CONSULTATION
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Policy Development Cycle
CONTEXT STRATEGY
EVALUATION
DEFINE ISSUE
DECISION IMPLEMENTATION
ANALYSIS OPTIONS
CONSULTATION
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Policy Development Cycle
CONTEXT STRATEGY
EVALUATION
DEFINE ISSUE
DECISION IMPLEMENTATION
ANALYSIS OPTIONS
CONSULTATION
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Canadian Sport Pyramid
N
P/T
COMMUNITY
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A Victim of Diverging Priorities and Pressures?
EXCELLENCE
N
P/T
PARTICIPATION
CAPACITY
COMMUNITY
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What is Policy Analysis?
Policy analysis is client-oriented advice
relevant to public decisions and informed by
social values. (Weiner Vining, page 27)
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Policy Analysis

• is a specialized type of research to assist in
  decision making
• must be well-briefed on social values and issues
  as results of policy analysis will affect a great
  number of people
• is closely linked to systems analysis activities
  and planning in particular
• is within the portfolios of management positions
  (versus a separate position)

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Policy AnalystsWho Are They?

• Policy Analysts hold positions as economists,
  planners, program evaluators, budget analysts,
  researchers and statisticians in both the public
  and private sectors
• (Weimer Vining)

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Policy AnalystsWhat Are Their Roles?

• coordinate policy relevant to specific program
  areas
• policy development
• policy research evaluation
• firefighting
• (Weimer Vining)

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Policy Content Analysis

• Is the goal/objective/purpose of the policy
  clearly stated? If so, what is it?
• Are the policy outcomes clear? Do you know what
  the policy is intended to do? Are the
  results/impacts able to be measured?
• Are the key terms defined, such that the reader
  will interpret them in the same way?

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Policy Content Analysis

• Does the policy include guidelines for
  implementation?
• Are they clearly and simply written?
• Are there time frames for the actions that need
  to be taken?
• Have lead responsibilities been identified?
• Are the methods for monitoring the implementation
  of the policy outlined?State them. During
  implementation? After the first cycle?
• Other?

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Course Outline and Evaluation

• Evaluation Due Dates
• 1. Policy Analysis Paper (25) March 26, 2009
• 2. Test (35) April 16, 2009
• 3. Policy Alternatives Paper (40) May 7, 2009
• Mandatory attendance at group presentations of
  Policy Alternatives project May 7 and May 14.

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Policy Analysis Project

• On website www.yorku.ca/spadmin
• Assigned March 12, 2008
• Due March 26, 2008 at 230 pm in class
• This assignment should be a maximum of 5 pages in
  length (not including cover page) and follow the
  format reviewed in class.
• Demonstrate understanding of the policy the
  context, strategic goals, specific outcomes,
  means of implementation and evaluation. (Policy
  Content Analysis previous slides)
• Most important What is the policy expected to
  do?

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The Projects

• Policy Analysis Paper
• Demonstrate understanding of policy the context,
  goals, outcomes, means of implementation and
  evaluation.
• Independent.
• Due March 26.

• Policy Alternatives Project
• Work with an organization to identify a policy
  need and propose a policy approach.
• Paper plus presentation.
• Groups of 5 or 6.
• Due May 7.

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Policy Alternatives Project

• By next class (March 19) you should be
• Beginning to identify and form a group of 5 or 6
  people
• Discussing what sport/recreation organizations
  you have contact/relationship with, or, ones you
  are specifically interested in working with
• Identifying individuals within those
  organizations you could contact.
• In other words, start making a plan!

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For next week

• Readings- Class 3 per course outline (Cdn Policy
  Against Doping in Sport Hums MacLean (Chap 4).
• Bring any newspaper articles re sport policy