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Feasibility Study for a High Performance
Training Center for Springboard and
Platform Diving in Switzerland
Bachelor Thesis
Presented to the School of Business
In fulfillment
Of the requirements for the Degree
Bachelor of Science in Business Administration (International Management)
By
Sandra Eckert
International Management 3.4
August 2008
Supervisor
Prof. Dr. Rolf Meyer
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Stakeholders
Client:
Michael Barth
Tel.:062 827 44 11
Mobile: 079 410 54 22
Fax: 062 827 44 18
E-Mail: [email protected]
Supervisor:
Prof. Dr. Rolf Meyer
Tel.: 0622860164
Mobile: 0774147679
E-Mail: [email protected]
Author:
Sandra Eckert
Tel.: 0448671449
Mobile: 0793052211
E-Mail: [email protected]
Feasibility Study HPTC Diving
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Management Summary
Springboard and platform diving are marginalized sports in Switzerland. To achieve
international success, professionalization of elite structures is inevitable. Following the
example of successful diving nations, a market-oriented high performance training
center (hptc) should be founded. The aim is therefore to assess the feasibility of such a
project in Zürich, as this is where the best infrastructure can be found.
In addition to the example of an hptc of Diving Australia, two newly founded
corporations in Switzerland are investigated. They resulted of an outsourcing effort of
the two sport federations made to professionalize their high performance sport. These
independent entities are bound to their federation by service contracts but are at much
more liberty to adjust to changes in their environment than an association or a
federation is.
As Swiss Diving belongs to the Swiss Swimming Federation (SSCHV) and has to
adhere to its constitution the outsourcing of the whole high performance sport is
impossible due to regulatory constraints. To overcome this; the author proposes the
foundation of an hptc as an independent entity, while any decision competence
concerning international matters remains with Swiss Diving.
In a second step the requirements of an ideal framework for athletes is examined. Four
Swiss hptcs are analyzed and factors for a successful framework are pointed out. The
two most important components apart from the sport-related elements are schooling
and accommodation. Opportunities and services available in Zürich are analyzed.
As a third part a preliminary budget for the cost of operation for an hptc in Zürich is
presented.
The paper is concluded by a SWOT analysis of the intended solution and an initial
roadmap for the next steps to be taken.
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Table of Content
1. Foreword 1
2. Introduction 2
2.1. Initial Situation 2
2.2. Problem Definition 2
2.3. Methodology 4
2.4. Language Issues 5
2.5. Remarks 5
3. Organizational Structure 6
3.1. High Performance Sport Institutions 7
3.1.1. Diving Australia / New South Wales Institute of Sport (NSWIS) ............ 7
3.1.2. Swiss Sailing Team ................................................................................ 9
3.1.3. Swiss Cycling Team ............................................................................. 11
3.2. Some First Deductions 12
3.3. Suitable Legal Forms 12
3.3.1. Financial Aspects ................................................................................. 15
3.3.2. Organizational Aspects ........................................................................ 15
3.4. Conclusion 16
4. Proposal Organigram “Swiss Diving HPTC” 17
4.1. Organization Today 17
4.1.1. Division of Functions ........................................................................... 18
4.1. Independent HPTC 20
4.2. Framework 21
5. Framework 22
5.1. Detailed Overview of Analyzed Centers 26
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5.1.1. HPTC Tenero Swiss Swimming ........................................................... 26
5.1.2. Football Academy Zurich ..................................................................... 27
5.1.3. Soccer AZ Huttwil (Girls) and AZ Emmen (Boys) ................................ 28
5.1.4. Swiss Tennis: HPTC in Biel (Educational Network in Biel) .................. 29
5.2. Important Points to Retain 30
5.2.1. Education: Schooling and Vocational Training and Studies ................ 31
5.2.2. Accommodation ................................................................................... 32
5.2.3. Other Services ..................................................................................... 32
5.2.4. Competitive Offerings .......................................................................... 32
6. Possibilities in Zürich 33
6.1. Hallenbad Oerlikon 33
6.1.1. Lifetime-Fit AG (Wellfit) ........................................................................ 34
6.2. Meals 35
6.2.1. Znord Hallenbad Restaurant ............................................................... 35
6.2.2. Cafeteria school building “Im Birch” ..................................................... 35
6.3. Accommodation 36
6.3.1. Student Residences in the City of Zürich ............................................ 36
6.3.2. Host Families ....................................................................................... 36
6.3.3. Swiss Diving House / Apartment ......................................................... 37
6.4. Education 38
6.4.1. Educational Institution Secondary Schooling Level ............................. 38
6.4.2. Some General Information .................................................................. 40
6.1. Services related to Education 40
6.2. Recreation/ Other Sporting Activities 41
6.3. Conclusion 41
7. Commitment of the Involved Stakeholders 42
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7.1. Swiss Diving HPTC Stakeholders 42
7.2. Athletes and Parents 43
7.2.1. Findings ............................................................................................... 43
7.2.2. Implications .......................................................................................... 46
7.2.3. Prospective Athletes ............................................................................ 47
7.3. Educational Institutions 47
7.4. Regional Associations (Clubs) 47
7.4.1. VZW (Domenic Sprecher) ................................................................... 47
7.4.2. Lausanne Natation (Svetlana Bondarchuk) ......................................... 48
7.4.3. Michael Geissbühler (Member of the Extended Management Board of
Swiss Diving and Vice President of the FINA) .................................................. 48
7.5. Host City (Zürich) 48
7.6. Swiss Diving (Board of Directors) 49
7.7. The Involvement of Swiss Olympic 49
8. Swiss Olympic and its Regulations 51
8.1.1. Twelve Pillars to Success (“12 Bausteine zum Erfolg”) ....................... 53
9. Cost of Operation of an HPTC 55
9.1. Initial Cost of Foundation (Investment Year 1) 55
9.2. Meals 55
9.2.1. Initial Offer ........................................................................................... 55
9.3. Budget Calculation 55
9.3.1. Option 1: Host Families ....................................................................... 55
9.3.2. Option 2: Own Accommodation ........................................................... 56
9.3.3. HPTC Budget ...................................................................................... 54
10. Road Map 58
10.1. SWOT Analysis for HPTC in Zürich 58
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10.2. Next Steps 60
11. Bibliography 61
12. Glossary of Terms: Translations 64
12.1. German to English 64
13. List of Figures 65
14. List of Tables 65
15. Declaration 66
16. Appendices 67
16.1. Appendix 1: Living in Zürich for Adolescents and Students 67
16.2. Appendix 2: Schools in the City of Zurich and adjoining Regions 72
16.3. Appendix 3: Evaluation Questions Support Young Talents
(Verbandsförderung) 80
16.4. Appendix 4: Answers to Questionnaire (Divers, Parents) 85
16.5. Appendix 5: Answers HTPC Eindhoven (Netherlands) 90
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1. Foreword
I hope that this paper can contribute its part to helping progress and professionalize
Swiss Diving and its high performance structures. I feel very fortunate to having had
the chance to contribute to a matter that is very important to me personally. It has given
me the possibility to use and consolidate both my knowledge about business
administration and Swiss sport structures. I believe that during the past weeks I have
learned a great deal about the potential and the risks of such new projects, especially
in sports.
I would like to thank Michael Barth for giving me the possibility of engaging in this
project. I think we share a vision, and I have been very grateful for his support and his
input. I would also like to thank Rolf Meyer for his helping hand and his specialist input.
Last but not least I would like to extend a warm thanksgiving to all my interview
partners. Without them much of my work would have remained theory.
What remains to say is that I hope that my work is a first step towards a successful
high performance center.
Sandra Eckert
Glattfelden, 22 August 2008
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2. Introduction
2.1. Initial Situation
Springboard and platform diving are in Switzerland a marginalized sport.
Professionalization is yet to be achieved. Athletes are mostly trained by their local
associations and regional/national talents are periodically invited to special training
sessions and assessments. This structure has brought limited success over the past
few years: There are three elite athletes competing internationally but their
achievements remain very limited. Some of the younger talents have been performing
quite well over the last two years but due to the changing environment their future
development remains to be seen. One main obstructive factor is the regional dispersion
of athletes. The three regional performance centers are at the moment in Geneva,
Lausanne and Zürich. Training possibilities are at the moment still provided at all three
centers, which seem to lead to certain reluctance to accept the need and the
consequences of centralization.
2.2. Problem Definition
Swiss Diving, the Swiss diving federation, is investigating measures and steps of how
to further professionalize the sport in order for athletes to obtain satisfying results in
international competitions. One of the measures, the one used most internationally, is
to centralize athletes' training from a certain age on in a high performance training
center (hptc).
Such a professional diving hptc does not yet exist in Switzerland and Swiss Diving
would like to analyze the feasibility of setting one up. Because of high infrastructural
requirements paired with a lack of financial resources it is at the moment to be
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assumed that the new hptc will be based on existing structures in Switzerland in the
region Aargau-Zürich. The pool is located in Zürich Oerlikon. This paper analyzes and
proposes organizational structures1 and frameworks2 that could be used by Swiss
Diving. The main focus is on the creation of an infrastructure and an environment for
children and teenager entering secondary schooling level and recruited from entire
Switzerland because at the moment this is the most promising group of athletes for
Swiss Diving. Additionally, at this age the young talents should, for future success, train
15 hours3 or more. This is virtually impossible to achieve for regional associations
themselves; firstly, they do not have the necessary resources and secondly, the
educational situation of the athletes does rarely permit it.
Other than that, this paper explores and indicates the existing possibilities and
synergies for Swiss Diving to take advantage of. To ensure continuity and provide for
older elite athletes, a framework for them is also pointed out.
An hptc touches upon many stakeholders. It is therefore vital to, from beginning on;
involve all interested parties in such a project. The most important ones therefore have
to be asked for their opinion. As the entire project depends on athletes’ (and their
parents’) willingness to attend (send their children), the athletes’ current situation was
assessed and they were also asked about their attitudes towards an hptc. The same
applies for the regional associations. In addition, the responsible authorities in Zurich
were also interviewed.
1 Structure is used as a term to describe the organization and management of the HPTC;
those are administrative, communicative and organizational functions. 2 Framework: is used as a term to describe the entire environment of an athlete.
It is the setting they move in on a daily basis.
3 Author’s estimate
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As mentioned before, this paper is a first feasibility study and does not go into any
business plan details such as marketing/sponsoring or financing concepts.4 However, it
is essential to note that any project would be dependent on external financial sources.
Swiss Diving does not have the resources to advance such a project on its own.
Also, specific tasks and duties of the necessary personnel such as coach,
administrative support or supervision outside training and schooling will not be
explained in detail. Nevertheless, it is assumed that for an hptc a foreign coach will be
hired.
As this project is only feasible with public funding by Swiss Olympic and Jugend&Sport
(J&S) their conditions and requirements for the granting of funds will also be explained.
2.3. Methodology
The following approach was decided upon by client and author: Successful diving
nations such as the Netherlands, the US, Australia and Canada were identified by the
client. Desk research was then used to identify and outline organizational structures of
high performance centers in these nations. In addition to foreign institutes two newly
established Swiss example are also described. In a second step, favorable features for
a possible diving hptc were identified. Being that an hptc is feasible under various legal
forms a comparison of those is also provided, with advantages and disadvantages
shortly pointed out.
Frameworks of other hptc (or similar institutions) were identified based on a report
published by Swiss Olympic in 2007 that analyzes concepts for the promotion of young
sport talents in Swiss sport associations. 5 Other institutions were identified through
4 UBS & IFJ Institut für Jungunternehmen, St. Gallen
5 Swiss Olympic
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research or input provided by the client. Among the different types of institutions those
providing in the author’s viewpoint the most “value added” for Swiss Diving were
portrayed in detail. Synergies in Zürich have been identified through desk research and
interviews.
The stakeholders were either asked to fill in a questionnaire (athletes, parents) or they
were directly interviewed by the author.
2.4. Language Issues
As most sources used are of German origin; many terms have been translated by the
author. Due to cultural and legal differences, English translations may not be 100%
accurate.6 All terms considered important by the author are listed and defined in a
glossary of terms at the end of the paper.
2.5. Remarks
During the development of this paper the Olympic Summer Games were ongoing.
Because of preparation and competitions many potential interview partners were not
available. As a consequence most of the planned interviews with foreign institutions
could not take place. This applies also to interviews in Switzerland but to a much lesser
extent.
6 This is also true for English terms that were translated into German.
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3. Organizational Structure
Defining the organizational structure of a Swiss diving hptc extends into two different
aspects that need to be looked at:
The first point is de facto the organigram. Generally, training centers are organized as
small entities with a management body which is to a certain degree independent. It
makes the centers flexible and they can more easily adapt to changes in the
environment. Consequently, such structures are considered favorable. The most
successful diving nations, among them Australia, Canada, the Netherlands and the US,
also use such structures for their hptcs. It seems therefore advisable to orient towards
them as a role model. In Switzerland, the independent operation of an hptc is feasible
under various legal forms.
The second point to consider is the center’s relation to its mother association, which in
most cases is either a national or regional sport association. In the countries mentioned
above these affiliations can be very different from those in a Swiss environment. In
principal, the main question to be asked is how elite / high performance sport is
organized and what position an hptc takes in this structure. The general situation in
Swiss sports is that there are very few sport federations that have professional
structures. According to Rolf Kalich7 one of the main problems in Switzerland is that
most of the commissions are made up of volunteers. It would therefore be wrong to
expect more than volunteer work. Because of some people’s lack of time for their tasks
there is a lot of improvisation. Conditions are unstable and progress requires a lot of
personal effort. This is also true for Swiss Diving. It is Swiss Diving’s goal to change
towards goal-oriented and professional structures.
7 National coach Swiss Fencing
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3.1. High Performance Sport Institutions
3.1.1. Diving Australia / New South Wales Institute of Sport (NSWIS)
Figure 1: Diving Australia High Performance Program Organizational Chart8
8 Diving Australia
NSWIS
AIS = Australian Institute of Sport (Brisbane)
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Diving Australia is the Australian national diving federation which has several member
association (one for each Australian state)9. Diving New South Wales (Diving NSW),
one of the member associations, is an incorporated association.
This means that the association has a legal identity. Such an association is governed
by a management committee. Decisions for the association and their carrying out are
done by this committee.10
In the case of Diving NSW this is the board, and the CEO, who is a full-time employee
(here called the high performance manager). Strategic planning is done by the board
and the CEO.
Being a member of Diving Australia, Diving New South Wales (NSW) is bound by
Diving Australia's constitution. An annual membership fee is paid to Diving Australia.
Diving NSW’s main facilities and their high performance training center are located at
the New South Wales Institute of Sports, a multi-functional training center supported by
national and local government as well as corporate sponsors.11 NSWIS’s main source
of revenue is grants from NSW Sport and Recreation, funds raised through
sponsorship and any other small grants.12
Employed by the NSWIS for diving are one full time high performance coach and one
part time coach. NSW Divining does not employ any coach at all. At the NSWIS train
more than 200 divers, the most talented ones receive scholarships from NSWIS. Full
competitor divers are charged AU$ 200 per year. No other services (apart those diving-
/ sport-related) are offered by NSW Diving.
9 Brooker
10 The State of Queensland (The Department of Justice and Attorney-General)
11 NSWIS Sponsors & Partners
12 Brooker
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3.1.2. Swiss Sailing Team
Figure 2: Swiss Sailing Team Organizational Chart (German)13
As elite sailing on an international level becomes more and more professional, Swiss
Sailing estimated that international success would soon not be possible anymore. Its
structures were based on volunteer work, which was just not professional enough
anymore (compared to international standards). As of first of January 2006 Swiss
Sailing outsourced its high performance sport into a corporation, the Swiss Sailing
Team (SST). To ensure a binding connection between Swiss Sailing and the SST there
is a contract that regulates the services that the SST has to provide. In addition, the
president of Swiss Sailing sits on the board of directors14 of the SST and has veto
rights when it comes to third party contracts. Also, Swiss Sailing owns 26% of the
shares of the SST and has therefore a blocking share minority. The other shareholders
are mostly private persons. On the other hand the CEO of SST is a member with voting
13 Swiss Sailing Team Downloads
14 Verwaltungsrat
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rights of the executive board of Swiss Sailing.15
Swiss Sailing Team employs two people: A CEO and an assistant. Sources of financing
are Swiss Olympic, Swiss Sailing, private donors and other funds raised through
sponsoring. Main goal is coordination and organization of modular training sessions for
both elite and young talents (a project of reorganization and better coordination with
regional centers will be taken on after the Olympic Games 2008). In addition, they
organize sport-related services and help with career planning. SST is also responsible
for the selection of national squads.
Positive Aspects Negative Aspects • Full attention on sport-related activities
possible • External and internal communication
better and more professional • More professional appearance • Board is very well positioned in
economy and has good knowledge of the sport
• High administrative workload at the time of the foundation
Table 1: Positive and negative aspects of corporation according to Christine Herzer 16
Christine Herzer (responsible for coordination & athletes’ support) mentioned that there
have always been many private investors in sailing. Through professionalization and
incorporation such an investment into sailing has become even more attractive (money
flows and their use has also become more transparent17). Another supporting factor
was certainly that from beginning on, two members of the board of directors took on the
liability for any losses incurred.18 Also, as the corporation’s purpose is non-profit it is
exempt from taxation.
15 Gruber, Furrer
16 Herzer
17 Author’s opinion
18 Furrer
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3.1.3. Swiss Cycling Team
Figure 3: Organigram of the Future Swiss Cycling Team (German)19
Swiss Cycling has also decided to outsource its elite sport into a corporation. It is
planned to be founded as of the first of January 2009. Called the Swiss Cycling Team
(SCT), the corporation will in the future be responsible for all matters concerning the
sport directly (regulations, time planning, expert commissions) and all national squads
(U17, U19, U23 and Elite). SCT was designed after the role model SST. Similar to their
organization there is a contract that regulates the respective competences of each
organization as well as contract which defines the service to be provided on a yearly
basis.20 Contrary to SST, Swiss Cycling planes to leave the functions of marketing/
communication, finance / controlling and administration with Swiss Cycling. This is only
possible because Swiss Cycling already has a full-time office.
SCT wants to be able to market the different fields of cycling individually, which
19 Swiss Cycling Team AG
20 Peuschel
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becomes possible through this new legal form. It thereby hopes to generate more
financial means; mainly through individual sponsoring contracts.
3.2. Some First Deductions
In following conclusions takes mostly reference to the two Swiss examples as the
example of the NSWIS hardly seems to be applicable for Swiss conditions.
Clearly, the structure of an hptc and the organization and administration of elite sport
are two different issues. There are, nevertheless, some overlapping and the pressure
of the external environment that demands professional structures. Many of the tasks of
both hptc and elite sport department are, assuming most athletes train at such a center,
similar if not equal. The same entity can therefore be responsible for elite sport and its
strategic planning in general and the administration of an hptc. Thus, department “elite
sport” becomes in some sense an hptc and is outsourced into a corporation. What
remains to be clarified is which competences remain with the federation and which are
taken over by hptc/elite sport department. SST and SCT have chosen different options:
SST has taken over all external information as well as sponsoring for elite sport, where
as SCT leaves that to the national federation. On the other hand, Swiss Sailing remains
responsible for formation whereas here SCT has taken over this task from Swiss
Cycling. Both federations chose the legal form of a corporation. It clearly has to be
mentioned that SST had a broad-based financial backup, which created security in the
foundation process, whereas the financial situation of Swiss Cycling is not that bright.
3.3. Suitable Legal Forms
When being outsourced from the national federation an hptc/elite sport department
could be take three possible legal forms; that of a corporation, a limited liability
company or an association.
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Corporation21 A limited liability company (llc)22
Association23
Legal Basis
OR 620–763 OR 772–827 ZBG 60-79
Intended use
For any kind of profit-oriented company
Smaller, more person-related company
Political, religious, research, cultural, non-profit or any other non-commercial activity
Legal form
Legal person
Legal person Corporate association of people
Prerequisites for foundation
Public authentification of founding, approval of the corporation’s articles, election of board of directors and auditing agency, entry into Commercial Register
Public authentification of founding, approval of the corporation’s articles, (appointment of CEO)election of board of directors and auditing agency, entry into Commercial Register
Association’s articles in written form containing information about its purpose, its means and its organization
Entry into Commercial Register
Coming into operation only with entry into Commercial Register
Coming into operation only with entry into Commercial Register
Legal obligation to register if • Purpose foresees
any commercial activity
• Association is subject to auditing
Subject to auditing
Yes Yes Yes, if one of the two following values are reached within two years in a row • Value of balance
sheet 10m • Income 20m • 50 full-time
employees on a yearly average
Minimum # of shareholders
• At least 1 (legal or natural person)
• At least 1 (legal or natural person)
• None (At least 2 members to make up an association)
Minimum • Mandatory • Mandatory none
21 AG (as defined by Swiss law)
22 GmbH (as defined by Swiss law)
23 Verein (as defined by Swiss law)
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capital requirement
minimum capital of CHF 100’000
• Minimum cash payment of CHF 50’000
minimum capital of CHF 20’000
• All capital has to be paid in
Leading organ(s)
• General assembly • Board of
director(s) • Auditing agency
• General assembly • Board of
director(s) • Auditing agency
• meeting of all members Can be called in either by • Board24 • One fifth of all
members Financial liabilities
• Accountability of company’s assets
• Accountability of company’s assets
• Accountability of association’s assets (can be defined differently in association’s articles)
Mandatory accounting
Yes: bookkeeping according to Swiss Code of Obligations
Yes: bookkeeping according to Swiss Code of Obligations
Yes If entered into Commercial Register mandatory bookkeeping according to Swiss Code of Obligations Otherwise, any form of bookkeeping to record income and expenses
Taxation
• Corporation for profit and capital
• Shareholders for shares and dividends
Does NOT apply if: • Non-profit
orientation
• Corporation for profit and capital
• Shareholders for shares and dividends
Does NOT apply if: • Non-profit
orientation
• In principle liable for taxation
• Exemption: association is non-profit oriented
Cost of founding, consulting and notary
from CHF 4’000 on
from CHF 4’000 on
In principle non
Entry into Commercial Register
• CHF 600 • CHF 20 per
function • CHF 30 per official
signature • Usually between
same same
24 Vorstand
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CHF10 and CHF150 other fees
Table 2: Characteristics of Corporation, Llc and Association25
3.3.1. Financial Aspects
In terms of initial investment the association is clearly the most preferable option. The
hptc could start its operation without having to oblige any legal capital requirements.
The corporation requires initial capitalization of CHF 100’000, the llc of CHF 20’000. In
addition, entry into the Commercial Register as well as services related to the
foundation create additional cost.
3.3.2. Organizational Aspects
Associations are generally said to be unsuitable for general commercial activity. One
could argue whether the operation of an hptc is indeed to be classified as such an
activity. It would in any case most certainly be classified as non-profit to attain
exemption from taxation.
One advantage of both corporation and llc is that these legal forms are very suitable for
market orientation. Contrary to an association where all main decisions are subject to a
democratic process, final judgments are taken by the management. The influence of
shareholders on a corporation’s daily business is much smaller than the influence of
members on an association. The increased flexibility of a corporation is certainly
positive for the fast-changing sport environment. Another advantage is that the financial
and contractual liability renders management automatically more focused and goal
oriented. Corporation or llc would require the hiring of staff on a contractual basis. This
would make the enforcement of tasks and specifications possible. Naturally, both the
25 Wahl der Rechtsform, Schweizerisches Zivilgesetzbuch, Duttweiler
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above mentioned is not impossible in the context of an association.
3.4. Conclusion
The principle of outsourcing elite sport is based on the idea of a consolidation of
competences. The functions of a sport federation which need professional handling
and increased attention are outsourced. Thus it is necessary to establish which
functions are core competences of the federation and which functions can be
outsourced or moved to an elite/hptc department. This highly depends on the current
organization and environment of a federation. To chose the legal form of a corporation
for outsourcing activities is consistent with the idea of creating an independent entity
which is not person- but issue-related. The one opposing argument for this legal form is
the high capital requirement.
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4. Proposal Organigram “Swiss Diving HPTC”
In the previous chapters, possibilities for organizational structures have been outlined.
As mentioned in earlier, it is not simply the question of having an hptc or not. It is much
more a question of reforming sport structures for young talents and elite divers.
Reforming the elite structures can also have consequences for the whole organization
of Swiss Diving.
4.1. Organization Today
Figure 4: Swiss Diving Organizational Structure Today
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The directors are elected by the delegates of all member associations (regional clubs).
The director of Swiss Diving is in their function a member of the executive committee26
of the Swiss Swimming Federation (SSCHV). The directors designate a head for each
department, these people in their function members of the extended management
board of Swiss Diving. Generally, the main workload is done on volunteer basis. Clubs
responsible for coaching at all levels, basis to elite. Continuity and progress are mostly
in the hands of the regional associations. Periodical national squad training sessions
are organized by Swiss Diving. Divers become members of Swiss Diving through
payment of licenses; they are necessary to participate in regional and national
competitions.
As a member of the Swiss Swimming Federation, Swiss Diving is bound by their
constitution. This constitution states that the Swiss Swimming Federation is also
responsible for the appointment of a national squads and it defines terms of reference
(e.g. minimal number of points to attain) for international championships. Swiss Diving
either takes over this competence or has a consulting function. Additionally, Swiss
Diving has also received a new performance mandate from its member associations. It
clearly specifies that Swiss Diving has to provide for (high) performance sport.
4.1.1. Division of Functions
As pointed out in the previous chapter, the main question is where to divide all the
existing functions and how to assign them to an elite or a federation. From the author’s
point of view, in accordance with the examples Swiss Sailing and Swiss Cycling, it
would make most sense to leave all core competences with Swiss Diving and
outsource all functions crucial for elite structures. Core competences are finances (for
26 Zentralvorstand
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the federation), education, judges and competitions (on a national level). FINA&LEN27
could both be classified as either core competence or elite function. Concerning the
function “Information” Swiss Diving should orient towards the option Swiss Sailing has
chosen (explained in detail in the chapter “Organizational structure”).It seems more
advantageous for Swiss Diving. Especially external information, also with view to
generating more sponsorship, has to be handled professionally.
Unfortunately, a complete outsourcing of the whole elite structure is not possible. As
indicated above selection competences for national squads lie with the Swiss
Swimming Federation. To source this competence out would require a change of
constitution. However, this is not a realistic scenario. There are too many different
member associations and interests involved. As it is a goal to have more professional
structures within a shorter time horizon, it only remains to establish an hptc without any
of the before-mentioned decision powers. To ensure decision freedom it would be
structured as a non-profit corporation independent from Swiss Diving. Being that Swiss
diving also has the clear order to provide for high performance training it could assign
this task to an independent hptc. Performance monitoring and selection competences
would remain with Swiss Diving. Other than that, Swiss Diving would have no influence
on the strategy or the decisions of an hptc, except if it decides to purchase its shares.
On the other hand, Swiss Diving is, because of the performance mandate, still obliged
to provide financial means to an hptc.
27 Féderation International de Natation, Ligue Européene de Natation
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4.1. Independent HPTC
Figure 5: Relation of an independent HPTC to Swiss Diving
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The figure above illustrates the organizational chart of the hptc as well as its relation to
Swiss Diving. The hptc’s individual departments are subject to discussion. Most
probable situation in the beginning is the hiring of an hptc manager, this person would
the also be responsible for all administrative matters, and one coach, who would
contractually be bound to the hptc and supervised by the hptc manager.
The hptc would be related to Swiss Diving through contractual agreements regulating
the service to be provided on a yearly basis28. The strategic lead and planning for
“performance monitoring” remains with the extended management board of Swiss
Diving. The hptc defines its own strategy. The board of directors29 of the hptc would be
made up of people who have a good network, both in sport and in the private economy.
4.2. Framework
A framework as described in chapters four and five could be implemented regardless of
organizational structures. Crucial for success are the coordination of all services and
the assignment of clear responsibilities. Hence, the environment has to be informed
about who the contact persons are.
28 Leistungsvereinbarung
29 Verwaltungsrat
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5. Framework
The framework should ensure for athletes, recruited from entire Switzerland, to
effectively arrange training, schooling/vocational training/work, leisure activities and
accommodation in order to maximize amount and effectiveness of training. The aim
should be to design an athletes' environment as supportive as possible. A main goal
should be to have short traveling times between the different locations.30
The two major issues to be resolved are accommodation and coordination with
educational institution (school/apprenticeship). According to Swiss Olympic sport
associations indicate that for their athletes at the age of 16 (plus minus two years) total
pressure of sport and education becomes so high that it causes work overloads,
decreasing motivation and increasing conflicts of interest.31 Therefore, this pressure
has to be reduced through individual arrangements. Also, because students coming
from other cantons will join the hptc, questions about tuition fees and acceptance arise.
The table below illustrates an overview of existing hptc in Switzerland, mainly for young
talents. It also indicates which of them have been portrayed in more detail in the
following section.
30 Svab
31 Swiss Olympic Talents, Psychologisches Institut der Universität Bern 13
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Sport High Performance Center (National)
Performance Center (Regional) Organization
Badminton In development various Periodic meetings Biathlon Realp - Curling Bern - Soccer Frauen Huttwil Boarding school Soccer Men Emmen Boarding school Judo Magglingen - Gymnastics Frauen Magglingen various Boarding school Gymnastics Men Magglingen various Boarding school Athletics’ Magglingen various Periodic meetings Rhythmic gymnastics Magglingen - Wheelchair sports Nottwil .- Rowing Sarnen - Swimming Tenero Boarding school Alpine Skiing Brig, Davos Boarding school Ski jumping, Nordic combined In development -
Cross-country skiing Magglingen, Andermatt, Davos Boarding school
Climbing Niederwangen Periodic meetings Tennis Biel Boarding school Trampoline - diverse - Volleyball - diverse - Table 3: Overview Swiss High Performance Centers (for Young Talents) 32
32 SITUATION IN DEN SCHWEIZER SPORTVERBÄNDEN: Nachwuchsförderungskonzepte
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5.1. Detailed Overview of Analyzed Centers
5.1.1. HPTC Tenero Swiss Swimming33
Organizational Structure
Accommodation Coordination Sport - School
Financial Considerations
• Independent program under Swiss Swimming
• Addition to regional competence centers
• Centro Sportivo in Tenero CST (single and double rooms)
• Possibility of host families for younger athletes
• Meals provided by Centro Sportivo
.
• Commercial education for professional athletes (Handelsschule für Spitzen-sportler/innen)
• Other secondary schools as well as universities close by (with special programs for athletes)
• Annual costs for permanent attendee (with board) CHF 24’000
Main aim of the center is to strengthen the group of athletes „in between„ (having
finished mandatory education but not yet members of elite group). The center also
organizes additional training possibilities for the national team (for those members who
do not live in Tenero). The additional infrastructure ate the Centro Sportivo (gym,
massage) is available to the athletes.
One goal is also to create high training standards that trigger an international
reputation; this would open the possibility of providing services to foreign athletes and
generate new financial means.34
33 Weber
34 Author’s opinion
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5.1.2. Football Academy Zurich35
Organizational Structure
Accommodation Coordination Sport - School
Financial Considerations
• Integration of sport (soccer) and commercial apprenticeship, prolonged from 3 to 4 years
• GmbH • Independent
service for soccer clubs, Swiss Soccer federation, talented athlethes
• Not provided, service for the region
• Taking advantage of Zürich as a public transport hub
• Special study program of the KV Business School for Academy attendees
• Short traveling times as school and training grounds are only a few minutes apart
• Parents bear all costs (in total CHF82,00036 for four years)
• Cantonal scholarships will soon become possible
Days are organized as follows: Half the morning students attend classes, the other half
before lunch is reserved for training (two). In the afternoon students attend classes
again. The day ends at 15.00. Therefore, local players also have the possibility to
attend a second training session with their home club.
The athletes have two years of full-time schooling followed by one and a half years of
internship. These positions have mostly been acquired through O.Svab’s extensive
personal network of former soccer players. Athletes do not have to search for a position
themselves.
35 Svab
36 Kosten & Zahlungsmodalitäten
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5.1.3. Soccer AZ Huttwil (Girls) and AZ Emmen (Boys)37
Organizational Structure
Accommodation Coordination Sport - School
Financial Considerations
Belonging to the Swiss Soccer Federation
• Host families: • Performance
guaranteed through good environment
• Agreement between Parents, athleth, host family
• Integrated into normal school classes
• Adapted timetables
• Supervised homework hours
• Individual support • Meals provided
(lunch and dinner)
• Traveling expenses
• CHF 2’500 for host family accommodation
• From 1.1.2008: Patronage Crédit-Suisse (Crédit-Suisse –Academy)
The aim of these two centers is to support and train of the most talented Swiss players
in order to create a pool of possible players for the U16 (and older) national team.
Condition is that the players have passed their seventh school year. They then finish
their mandatory schooling in Emmen/Huttwil. Training sessions are set in the afternoon
(2h). The centers strive for optimal and continuous cooperation between soccer and
school. Because of the youth of most athletes host families are an important pillar of
the whole concept and provide some sort of social backup for the athletes.
37 Schweizerischer Fussballverband
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5.1.4. Swiss Tennis: HPTC in Biel (Educational Network in Biel38)
Organizational Structure
Accommodation Coordination Sport - School
Financial Considerations
Belongs to the Swiss Tennis AG of Swiss Tennis
Swiss Tennis Villa • Athletes partly attend school in Biel, partly they are taught by a tutor
• No athletes in aprenticeships39
According to P/L statement 2007 expenses of CHF1.4m for the hptc40 Boarding School costs are shared between Swiss Tennis and parents41
All attending athletes are still in secondary school age. They are integrated into regular
classes and are additionally supported by a private tutor. All athletes live in the Swiss
Tennis Villa where they are supervised and also catered for.
Swiss Tennis uses the Network Sport – Culture – Studies in Biel which offers an
educational program for secondary schooling42, meaning both schooling and vocational
training. This program is provided by the public authorities and for participating
students/athletes there is a central coordinator, career planning, a pool of
apprenticeship training positions, tutorials, prescheduled times for training sessions,
tolerant leave policy, medical concept, cafeteria and host families are available. 43
38 Netzwerk Sport – Kultur – Studium in Biel / Bienne
39 Swiss Tennis
40 Swiss Tennis
41 Villa Swiss Tennis
42 Sekundarstufe 1 und 2
43 City of Biel - Bienne
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5.2. Important Points to Retain
There are three different kinds of framework used in Switzerland to organize (high
performance) training centers.
1. Hptc with boarding school and internally organized schooling44
2. Hptc with board and external schooling in public schools (also with reduced
hours and additional internal support)
3. Training center where periodic training sessions are organized and possible
interferences of training times with school schedules are coordinated.45
The total integration of the framework decreases from option one to three. This means
that the less integrated an hptc is, the more services are offered by other providers
Right now, Swiss Diving uses option three, where most responsibilities and financial
burdens are delegated to the regions. The aim should now be to move towards option
one or two by existing structures.
Most boarding schools (option one) cater to the needs of more than one sport; they are
specialized on a range of different sports and cooperate with the respective federations
and Swiss Olympic. Educational and training programs are designed to suit the
athletes’ needs. Because of the infrastructural confinement this is certainly not an
option open to Swiss Diving at the moment. Also, to organize such a full-service hptc
would, for various reasons, not be feasible. Therefore, Swiss Diving should focus on
option two. As mentioned before, the most important factors to be considered very
carefully are education and accommodation, along with their financial considerations.
This side of the framework should then be complemented with more sport-related
services.
44 No example described in detail
45 No example described in detail
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5.2.1. Education: Schooling and Vocational Training and Studies
There are various methods of how to integrate school and sport. Athletes can be part of
regular school classes but receive additional support in a special tutorial to catch up
what they have missed during training sessions. Another possibility is to put athletes in
special schools for athletes, where there is less workload and prescheduled sessions
for individual training. There is a range of offerings in Switzerland and especially in the
region of Zürich.46 This could therefore also be a choice for Swiss Diving. Regardless
of which option is chosen, it would be advisable to provide for an official coordinator
which assists parents in educational matters. Additionally, it is recommendable to
inform school authorities already in an eventual planning phase as most of these
schools have explicit terms of admission that need to be satisfied. This also applies for
universities. As there will be athletes from other regions with possible language issues,
German tutorials for them will have to be provided. As discussed above, there are
possibilities to handle schooling. The issue of education becomes, however, more
complex when athletes progress beyond secondary schooling level to vocational
training. There are public authorities in certain cantons, for example Aarau, that offer
official support for athletes in an apprenticeship.47 Nevertheless, this still requires for
athletes to find an employer who is willing to take compromises. Firms have to be
ready to agree to flexible schedules, dispensation and possible prolongation of an
apprenticeship. It seems that this is cannot be found very often.48 Research indicates
that finding such a training position often requires a strong personal network or a
financial backup to be able to afford a privately financed commercial apprenticeship (for
46 LEISTUNGSSPORT UND AUSBILDUNG: Schulangebote für Sporttalente
47 Gloor
48 Author’s personal experience
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details see next chapter). Hence, helping athletes to find a vocational training position
suitable to their needs is a function that a future hptc should take on in order to
facilitate an athlete’s transition from secondary school to employment. Naturally, the
above mentioned network should at some point extend also to the provision of
positions for (part-time) employment. A long-term goal should be to create, together
with the public authorities and other interested federations and associations, an
educational network analogue to that in Biel.
5.2.2. Accommodation
There are possible ways of accommodating athletes; at home, in host families or in a
residence. These possibilities will be discussed in more detail in the next chapter.
5.2.3. Other Services
Other sport-related services such as psychological support, mental training,
recreational offerings and additional infrastructure like a gym have to be provided as
well. There are two scenarios; one is that Swiss Diving provided all services itself. This
cannot be considered as very realistic considering the financial investment. The other
scenario is to use available synergies and networks. (See next chapter for details)
5.2.4. Competitive Offerings
As the financial concern is undoubtedly omnipresent, new ideas for financial resources
have to be developed. Along the lines of the idea of Swiss Swimming, a Swiss Diving
hptc should aim at differentiating itself (inter)nationally. There is a small potential of
(Swiss) athletes changing from other sports because of a favorable framework. An
international reputation could be gained if the provided coaching and other services as
well as sport-school/work/studies coordination are competitive. These are mainly ideas
that need to be looked at in further detail and from a long-term perspective.
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6. Possibilities in Zürich
This chapter presents an overview of the possible framework which already exists in
the region Aargau-Zürich. It also indicates where and how Swiss Diving could use
existing knowledge and infrastructure to facilitate the creation of its own hptc.
Additionally it indicates possibilities of cooperation with other sport associations.
6.1. Hallenbad Oerlikon
Good cooperation with the city of Zürich and the councils responsible for the public
pool are a necessary prerequisite for an hptc. Without the required accessibility of
training facilities the project is not feasible.
Because the pool in Oerlikon is to 100% a public facility financed by the city, local
groups are preferred to any other users. Therefore, any occupation by non-locals is
subject to fees, depending on the purpose of the occupation. Swiss Diving would in all
cases have to coordinate with the Verein Zürcher Wasserspringer (VZW). A national
hptc in Zürich was rejected by the Swiss Swimming Federation not long ago. There is
certain hesitation to accepting the idea of returning to it now.49 In addition, the
springboards and the platform are a unique selling point of the pool in Oerlikon. It can
therefore be said that occupation is only possible to the extent that the pool does not
incur any losses due to a diminishing number of visitors. The use of other infrastructure
(gymnasium) would have to be discussed directly with its current renter, the Wellfit
AG.50 On other occasions (for the VZW) this has never posed any problems.
It has become clear that the existing pool will be demolished. Three projects at new
locations (but close the current one) are under discussion. Whereas the city‘s executive
49 Author’s opinion
50 Schumacher
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agrees in principle with the building of a new pool, the parliament has not yet voted on
the project. The costs of a new pool (according to FINA-Standards and with additional
infrastructure) are estimated to be around CHF 60m to 80m. These expenses have
already been budgeted (“städtischer Finanzplan”). One option would be to combine a
pool with an ice hockey arena. Here the costs are projected to be around CHF 150m
which would make a public vote necessary. This project is probably the one most
advance in whole Switzerland. Expected opening would be in 2015 or 2016. If Swiss
Diving (or the whole Swiss Swimming Federation) wanted to define its hptc definitely in
Zürich, the responsible authorities would be open to negotiations. Additionally, with
such a decision and a subsequent concept the project would be supported with federal
grants. There are, nevertheless, some concerns voiced about the usefulness of one
hptc for all water sports in Zürich, as it would again increase the dependence on one
particular location and its authorities.51
6.1.1. Lifetime-Fit AG (Wellfit)
As mentioned above the occupation and terms of use of both gymnasium and weight
room is to be agreed upon with Wellfit. It would be most advantageous if special terms
could be obtained for the use of the weight room by athletes.
Contact details:
Lifetime-Fit AG
Wallisellenstrasse 100
8050 Zürich-Oerlikon
044 312 53 53
51 Schumacher
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6.2. Meals
6.2.1. Znord Hallenbad Restaurant
If, in accordance with the public authorities and other stakeholders an hptc can be
established, and most training session are held in Oerlikon, it would make sense to
have lunch at the pool’s own restaurant. According to Ronny Wolfensberger (CEO) this
would be possible. He proposes to have a weekly menu plan for athletes and coaches.
Costs per year for ten people (ten adults) would be around CHF 36’000 including
beverages (during meals) but excluding additional beverages which would be CHF 5
per person per day.
Contact details:
Restaurant Znord
Wallisellenstrasse 100
8050 Zürich
Tel. +41 44 312 54 44
Fax: +41 44 312 54 44
E-Mail: [email protected]
6.2.2. Cafeteria school building “Im Birch”
Belonging to the school building, this cafeteria is also open to public. From the pool it
can be reached by tram or bus in about ten minutes. Meals cost between ten and
fifteen francs. Students receive discounts.52
52 Some conditions may apply: these needs to be investigated futher.
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6.3. Accommodation
6.3.1. Student Residences in the City of Zürich53
There are various accommodation possibilities; Zurich offers quite a number of
affordable residences for students and adolescents. For a detailed list of all houses see
appendix one. There are some open to any public, some just for girls and women and
some reserved for students of Zürich’s universities. Most offer rooms (single, double)
and one or more meal as well as kitchens for general use. Those residences open for
adolescents are mostly also supervised by a designated adult (social worker or the
like).
These residences are a very good alternative for athletes that satisfy the respective
residence’s conditions. Nevertheless, it might be difficult to house more than one
athlete in the same residence. All questioned residences indicated that they do not take
any groups. The obstacle to that is that there is never more than one room vacant at
the same time. Thus, it is possible that athletes have to be accommodated in various
suburbs; some of them quite far away from Oerlikon. In addition, it is difficult to define
waiting times and, because of that, date of acceptance and entry. Waiting lists range
from one month to one year. Some residences do not even have waiting lists. At the
moment there are practically no vacancies. This is easily explained; the new semester
begins in September. Consequently, such a housing option certainly requires good
coordination and supervision.
6.3.2. Host Families
In terms of creating a positive and familiar environment especially for very young
53 Sozialdepartement Stadt Zürich
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athletes this is certainly a housing model to look into. To the author’s knowledge there
is no public platform for finding host families in Zürich. This is therefore a concept that
would have to be defined from the very basis. The AZ in Huttwil found host families
through advertisements in regional newspapers.54 In a first step possible capacities
with members of the VZW could be assessed.
6.3.3. Swiss Diving House / Apartment
Although the housing market is very tight in the region of Zurich55, the author sees
sufficient possibilities to obtain an adequate object for renting. The clear advantage of
this possibility would be that Swiss Diving would be free to choose a suitable location.
Naturally, this is also subject to availability and market situation. Most advantageous
would be an object in Affoltern, Oerlikon or Seebach (Kreis 11) but also Höngg (Kreis
10), Schwamedingen (Kreis 12) or Unterstrass / Oberstrass (Kreis 6) which would still
be quite close to the training location.
For an own residence Swiss Diving would have to provide a supervisor who lived with
the athletes. This person would then also be responsible for household, cooking and
other chores. Depending on the size of the house/apartment there would be space for
six to ten athletes, sleeping in double rooms. With such an arrangement it could also
be discussed whether to hold all meals at the house.
On the one hand, this option is certainly the most optimal one in terms of creating
strong group dynamics. On the other hand, if the group is very diverse age-wise this
option might be more prone to create conflicts.
54 Schweizerischer Fussballverband
55 Nauer
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6.4. Education
6.4.1. Educational Institution Secondary Schooling Level56
Zürich (City) Institution Level and offered education Public or private
Institution Minerva Zürich Sekundarstufe II
- Handelsschule - Maturitätsschule - 10. Schuljahr - Handelsdiplom VSH - KV-Abschluss - Eidg. Matura (Vorb. auf Prüfung) - International Baccalaureate
private
K + S Zürich Sekundarstufe I - Volksschule-Oberstufenschule - 7.–9. Schuljahr - Abschluss der obligatorischen
Schulzeit
public
Kunst- und Sportgymnasium Rämibühl
Sekundarstufe II - Maturitätsschule Eidg. Matura
public
Schule für Mannschaftssportarten
- Sekundarstufe I Oberstufenschule - 7.–9. Schuljahr - Abschluss der obligatorischen
Schulzeit
public
United School of Sports Sekundarstufe II - Berufsfachschule, - KV-Ausbildung für Sporttalente - Eidgenössisches Fähigkeitszeugnis
Kaufmann/Kauffrau/ E- und B- Profil
private
AKAD Sekundarstufe II - Tertiärstufe - Quartärstufe - Bürofachdiplom VSH, - Handelsdiplom VSH, - Fähigkeitszeugnis Kauffrau/ Kaufmann - Berufsmaturität
private
56 Sekundarstufe I (Seondary School Level 1): In Zürich school years 7 to 9 (mandatory)
Sekundarstufe II (Seondary School Level 2): In Zürich school years 10 to 12
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- diverse Fachausweise, HFV, FH
Zürich (Canton) Institution Level and offered education Public or private
Institution Sekundarschule Veltheim (Winterthur)
Sekundarstufe I - Oberstufe Abschluss der
obligatorischen Schulzeit
public
Kunst und Sportschule Uster Sekundarstufe I - Sekundarschule - 7.–9. Schuljahr - Tagesschule - Abschluss der obligatorischen
Schulzeit
public
Region Public or private Institution
Institution Level and offered education
Sportschule Buchs-Rohr, Buchs AG
Sekundarstufe I - Kleinklasse Oberstufe - Realschule - Sekundarschule - Bezirksschule - Abschluss der obligatorischen
Schulzeit
public
Handelsschule KV Aarau, Aarau
Sekundarstufe II - Handelsschule - integriert: KV-Ausbildung für
Sporttalente - Eidgenössisches Fähigkeitszeugnis
für Kaufleute4
public
Kantonale Schule für Berufsbildung (Aargau)
Sekundarstufe II - Brückenjahr
public
Berufsschule Aarau Berufsfachschule - Gewerblich / industrielle Richtung - Berufsmaturität - Berufsmaturität für Erwachsene
public
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Sekundarstufe II - Eidgenössiches Fähigkeitszeugnis - Berufsmaturität - technischer oder gestalterischer
Richtung Alte Kantonsschule Aarau Sekundarstufe II
- Gymnasiale Maturitätsschule - Kantonale Maturität eidg. anerkannt
public
VINTO Sekundarstufe II - Berufsschule Eidg. dipl.
Kauffrau/Kaufmann Profil E, Profil B DHF
private
Table 4: List of Educational Institutions in Zürich (German)
Please see appendix two for a more detailed list of offers, terms of admission and cost.
Some of the programs described above are from private providers and therefore quite
expensive.
At the moment most young athletes who train in Zürich attend or have attended a K&S
school. However, the admission terms create a potential risk. It must be assumed that
that only a small number of students from other cantons will be accepted into those
schools because the authorities want to provide this offer to regional talents.
6.4.2. Some General Information
In Zürich, pupils enter secondary schooling after six years of primary school.
Mandatory schooling ends after nine years of school (six primary, three secondary).
There is the possibility of attending 12 years and obtaining the “Eidgenössische
Maturität” at the “Gymnasium”.
6.1. Services related to Education
The Zürich school class for team sports is housed in the above mentioned school
building „Im Birch“. There the authorities offer a lunch special (from 12.30 to 13.30) as
well as additional tutoring (Monday and Thursday from 15.30 to 16.30) for their
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students. R. Scheidegger, principal of the class for team sports agreed that basically
also other students could attend. However, this class will be merged with the K&S in
2010 (location Oerlikon) and it remains to be clarified what pedagogic framework will
be offered.
6.2. Recreation/ Other Sporting Activities
Recreational possibilities to be found in or around Oerlikon are for example the saunas.
Here special conditions are subject to discussion. University students could profit from
the offerings of the “Akademischer Sportverband Zürich” (ASVZ). Also, the VZW
already has some networks that could also be used by Swiss Diving.
6.3. Conclusion
In terms of available framework it is very feasible to create an hptc as outlined in option
two at the beginning of the chapter. Nevertheless, there are strategic issues that
remain to be clarified. The need for some sort of educational network or at least very
close ties with responsible public officials is evident. It has to be added that the
possibilities outlined above are first ideas and details have yet to be worked out.
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7. Commitment of the Involved Stakeholders
7.1. Swiss Diving HPTC Stakeholders
Figure 6: Diving HPTC Stakeholders57
The success and continuity of a high performance center highly depends on the
commitment of all stakeholders. In the case of Swiss Diving this is especially true
because of the high external dependence in terms of financial means and infrastructure
as well as education. Before any concept or project is designed stakeholders’ opinions
57 Author’s design
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should carefully be evaluated. This on the one hand can generate additional ideas,
support and resources and on the other hand makes it possible to incorporate and
encounter potential weaknesses and threats.
7.2. Athletes and Parents
There is a general understanding that diving in Switzerland can only advance through
increased efforts; through professional and effective structures that allow athletes to
fully concentrate on the sport without neglecting education.58
In order to evaluate the general opinion in this stakeholder group a survey was
conducted among all members of the elite and young talent national squad. The
questionnaire started with some demographic questions including age, home club and
educational level. Then respondents were asked about their general opinion towards
an hptc and their expectations about it. They were also asked what additional services
they would like Swiss Diving to provide at an hptc. The last part of the questionnaire
related to a possible location and the willingness to adjust to that. The very last
question related to having to attend school in a foreign language.59
No question relating to financial possibilities and expectations was asked (in
accordance with the client).
7.2.1. Findings
For a detailed lineup of all answers please consult appendix four. There are 19
respondents. 12 are female, seven are male. They are aged between ten and 24. 13
are between ten and 15 years old, four are between 16 and 20, and two are more than
20 years old. The respondents train with the following clubs: Aarefisch (4), Genève
58 Author’s opinion
59 Survey design according to Survey Design
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Natation (2), Lausanne Natation (4), Schwimmclub Bern (2), VZW (7).
Three respondents do not belong to any squad, one person is in the follow-up squad,
six people are part of a regional squad and nine respondents belong to the national
squad. The table below illustrates the current level of education as well as the next
higher level of education which respondents would like to attain.
Level of education
Next higher level of education
Primarschule 4 Sekundarschule 7 3
Gymnasium 5 7 Lehre 1
Angestellt 1 2 Studium 1 6
Table 5: Respondents’ Level of Education
Most respondents are aiming to enter a “Gymnasium”. Out of 13 people under the age
of 15 seven would like to do so. This, along with “Sekundarschule” followed by
vocational training are two areas an hptc administration would have to concentrate on.
17 of 19 respondents agree that education could be in another language than the
mother tongue, independent of age, canton or club
All respondents agree that Swiss Diving should set up an hptc: six respondents would
send their children to an hptc, 12 would under certain conditions. Especially parents of
children under 12 commented that they would agreed to send their children to a hptc
but under the condition that it was from a certain age on (e.g. 14) and not right now.
Main concern was that they thought their children too young to live away from home
and that it was still too early to aim towards high performance sport.
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Athletes agree Live@location (Parents‘ answer) Yes No
Don’t know
Grand Total
Yes 10 2 1 13 No 5 5 Grand Total 10 7 1 18
Table 6: Agreement to Living Away from Home (at HTPC Location)
The above table illustrates the difference between parents’ and athletes’ answers to the
question of living away from home. Except from three cases parents and athletes agree
in their decisions. There is only one case where a respondent agreeing to living at the
location of the center does not want to live with a host family, all other agree.
Live@location (parents‘ opinion)
Hometown Yes Non Aarburg 1 Bassersdorf 1 Bern 1 Burgdorf 1 Genève 1 Glattfelden 1 Gockhausen 1 Küttigen 2 Lausanne 4 Mies Rombach 1 Stallikon 1 Uitikon 1 Wiesendangen 1 Zürich 1
Table 7: Agreement to Living Away from Home depending on Hometown
The only two cases were there might result problems between the decision to not live
at an hptc and the traveling distance to Zürich. It has to be noted that one of the two
respondents is only ten years old. These two answers are consistent with the indication
of a maximal distance of hptc to hometown (both chose 0-2 hours). Interesting to note
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is that also most respondents who basically agreed with the idea of living at the hptc
location chose 0-2 hours (13 respondents). Four respondents chose 3-5 hours and two
indicated no limit.
Expectations about the amount of training hours at an hptc differ slightly, depending on
age and the current amount of training hours. Six respondents each expect either 11-
15 hours or 16-20 hours. Seven respondents expect 21-25 hours.
In addition to sport-related services an hptc should provide the following services:
Figure 7: Additional Services to be provided at an HTPC (in German)
Other answers which were mentioned by one respondent each were: pay everything,
financial support, monthly compensation of traveling expenses, psychological support,
training center exclusively for diving, national squad training sessions.
7.2.2. Implications
It is now confirmed that education is certainly a very important topic. Therefore, being
able to offer a school-sport coordinator as well as apprenticeship training positions
would certainly be an incentive to attend an hptc. Also, it has to be decided from what
age on athletes should train at an hptc. Assuming it was 14 years, there are already
nine prospective athletes, two more become 14 next year and two more the year after.
0 1 2 3 4 5 6 7 8 9 10111213141516171819
Aufgabenhilfe
Ausbildungsplätze vermitteln
Hilfe bei der Koordination von Schule und …
Hilfe beim Finden von Gastfamilien
Organisation von zusätzlichen …
Organisiertes Mittagessen
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7.2.3. Prospective Athletes
They expect a center offering attractive conditions and development opportunities.
7.3. Educational Institutions
As the framework becomes ever better, educational institutions’ catering to athletes
needs certainly also have in interest in further professionalization. However, all of them
have strict terms of admission and are to some extent obliged to serve the athletes
from their canton. It is therefore difficult to assess what degree of security to admission
can or could be obtained. This is especially true for athletes coming from regions other
than Zürich. As the city of Zürich without doubt must have an interest in promoting its
reputation and its infrastructure, some good presuppositions for discussion with local
authorities are already established.
7.4. Regional Associations (Clubs)
7.4.1. VZW (Domenic Sprecher)
High performance sport is clearly to be provided for by Swiss Diving or by the regions.
The VZW, as other clubs, does neither have the financial means nor the human
resources to do so. The VZW would not be willing to support an hptc on a pay-per-
person basis because at the moment too many members of the VZW are candidates
for attending an hptc. Such a pay-scheme would then again make high performance
sport too expensive for the VZW.
In case a training center is established in Zürich there are clear synergies mainly in the
field of administration and also coaching. To take advantage of these would help to
optimize costs.
The VZW would of course support Swiss Diving in its dealings with the local authorities.
This would be done free of charge as long as the efforts would remain within a normal
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scope.
7.4.2. Lausanne Natation (Svetlana Bondarchuk)
The idea itself is seen positively. The number one problem (predominant in individual
sports) is the financial resources. Also, according to Svetlana, there are not enough
diving clubs in Switzerland. This can be related to the limited infrastructure.
7.4.3. Michael Geissbühler (Member of the Extended Management
Board of Swiss Diving and Vice President of the FINA)
The attitude towards an hptc is positive. However, some terms have to be fulfilled to
obtain full support. One of them is the provision of a high number of training hours. In
addition, an hptc should help to coordinate school and sport as well as arrange
apprenticeships for athletes. There are no restrictions concerning the particular location
of an hptc. The concept of host families seems a good idea and there are no concerns
regarding it.
7.5. Host City (Zürich)
As mentioned in the previous chapter under “Hallenbad Oerlikon” the usage of the
infrastructure has to be coordinated with the VZW. Generally, this should be
unproblematic. Nevertheless, close coordination should be sought. Training sessions
could be scheduled during low frequency times (early morning, early afternoon) to
avoid interferences with the public and other sport clubs. There are, to a limited extent,
alternative pools close by that could be used in case of overlapping, for example
Hallenbad Walisellen (1m, 3m, 5m outdoor) or the infrastructure further out in the
regions (e.g. Aarau).
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7.6. Swiss Diving (Board of Directors)
Based on a strategic workshop held with all member associations there is a clear
mandate for Swiss Diving to provide high performance training possibilities with the
goal of achieving an Olympic Diploma.60
7.7. The Involvement of Swiss Olympic61
(For details see next chapter “Swiss Olympic”)
For a diving hptc in Switzerland Swiss Olympic would be an important source of
financial means. Swiss Olympic allocates its grants on the basis of predefined
categories.62 At the moment, diving is classified as level three. Additionally, from
January 1st 2009 on, Swiss Olympic has a new concept for elite sport. Within this
concept there are possibilities to generate financial means as initial aid for a new hptc.
This is at the moment not possible. Right now, most of the money is distributed based
on the existence of a concept promoting young talents. Swiss Diving would have to
create a new concept according to the defined requirements. In this process Swiss
Olympic would assist Swiss Diving with a consultant. Swiss Olympic very much
advocates strong collaboration when developing a new concept or advancing an
existing one. Unfortunately, there are no financial means provided for this process.
In addition, from January 1st 2010 on, all sport associations wishing to receive grants
are obliged to also present an elite sport concept. This is meant to be an extension of
the concept for young talents to elite athletes and those athletes in transition from the
first to the second. A diving project could exist independently from any other water sport
60 Barth
61 Rüdisüli
62 Swiss Olympic
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(i.e. a universal project of the Swiss Swimming Federation). Important is that available
synergies are used as often as possible (e.g. gyms, medical care, etc.) and that
framework and center are spatially close. Also, the most talented athletes have to train
at this center. To summarize the above mentioned, Swiss Diving will support such a
project given it is based on the required overall concepts and satisfies all conditions.
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8. Swiss Olympic and its Regulations
Figure 8: Structure of Swiss Sport Support System63
In order to distribute its grants Swiss Olympic categorizes all sports into level one to
five.64 At the moment, diving is classified as level three. Only level one to three sports
are given any grants for elite sport, level four sports receive a lump sum payment.
Level five sports may receive support for special occasions such as international
championships
The granted means are restricted to use for competitions / preparation and for the
compensation of coaches and functionaries. In addition to this contribution to an
association‘s elite sport budget, Swiss Olympic in particular helps to remunerate the
national coaches. Level one sports receive compensation for 60% of those expenses,
level two 50% and level three 40%.
63 Author’s design
64 Swiss Olympic
Elite Sport(Spitzensport)
Support Young TalentsSwiss Olympic
(Verbandsförderung)
Promotion Youth and Sport(J+S Nachwuchsförderung)
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A sport’s categorization is reevaluated every four years after the Olympic Games.
Since there are Olympic Summer Games in 2008, the next revaluation of diving will
begin soon. As mentioned before, this system is now complemented by a new concept
offering the possibility of generating new means for hptc.
National sport federations are also supported by Swiss Olympic on the basis of their
concept for the promotion of young talents (Verbandsförderung). Swiss Olympic
requires a concept based on the so called twelve pillars (“12 Bausteine zum Erfolg”).65
If such a concept is given the federation can obtain financial and ideological support for
their concepts from Swiss Olympic. The support of young talents also depends on the
above-mentioned categories. They define the amount of money to be paid out for
coaches and the implementation of the concept.
The support of any sport association through J&S is a basic subsidy for offering sports
to the public. It is not linked to the classification by Swiss Olympic. These subsidies
ensure that also at the basis, on a local, regional and national level, there are qualified
coaches. If a club has talented athletes (accredited by Swiss Olympic) or coaches
these subsidies can be increased up to four times the usual amount.
65 Swiss Olympic
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8.1.1. Twelve Pillars to Success (“12 Bausteine zum Erfolg”)66
1. Bewegungsfreundliches Umfeld (Un environnement favorable au mouvement)
2. Spitzensport und Schule (Ecole et sport d'élite)
3. Talentsichtung, Talentselektion und Talentförderung (Détection, sélection et
encouragement des jeunes talents)
4. Trainer: Aus- und Fortbildung (Formation de base et formation continue des
entraîneurs)
5. Soziale Betreuung - Karriereplanung (Assistance sociale et planification de
carrière)
6. Medizin, Sozialpädagogik, Psychologie (Médecine, sociopédagogie,
psychologie)
7. Regionalisierung und Regionalzentren (Régionalisation et Centres régionaux)
8. Kadersysteme - Struktur langfristiger Leistungsaufbau (Système des cadres,
méthode de préparation à long terme)
9. Wettkampfsysteme - Rolle der Wettkämpfe (Rôle de la compétition)
10. Langfristige Trainingsplanung, Trainingsanalyse und -steuerung (Entraînement
: planification à long terme, analyse et contrôle)
11. Kritische Reflexion und wissenschaftliche Forschung (Réflexion critique et
recherche scientifique)
12. Finanzierungs- und Förderungsmassnahmen (Mesures relatives au
financement et à la promotion)
66 Because the German/French version seems clearer and more understandable to the client
and the author there is no translation provided
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These points are meant as guideposts to developing an integrated concept for the
development of young talents. A concept’s ultimate goals should be to lead an athlete
from the very basis (as a child) to an international top performance as an elite athlete. It
should point out the perspectives an athlete has but also what is expected of them.
Main goal are not international titles but continuous, increasing success on an
international level. Development of young talents is therefore the most important task a
sport association has to fulfill and this requires leadership. Swiss Olympic sees its
specifications as a way to a sustainable growth in Swiss sport.
Whether a concept sufficiently incorporates these twelve pillars is assessed through an
evaluation tool. It contains detailed questions about the twelve points as well as a
comparison to international standards within the assessed sport. The evaluation criteria
seem to favor integrated and financially sustainable concepts. (For details see
appendix three and source)
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9. Cost of Operation of an HPTC
9.1. Initial Cost of Foundation (Investment Year 1)
This initial calculation does not take into account payment for any working hours
related to this project because from today’s perspective it is to be assumed that a
project team would have to execute all tasks on a volunteer basis. There are some
expenses budgeted for marketing. The presupposition is that the hptc will be founded
as a corporation (AG). Initial capitalization is therefore CHF 100’000.
9.2. Meals
It is assumed that lunch will always be held at the Znord Restaurant, the calculation is
made for six weekdays during 40 weeks. Costs of meals are calculated for ten adults
and to the initial offer a 15% increase was added to ensure adequate nutrition for
athletes.
9.2.1. Initial Offer
Children: CHF 10 per meal with beverage
Adults: CHF 15 per meal with beverage (+15% equals CHF 17.25)
Beverages: CHF 5 per person per day (flat rate)
9.3. Budget Calculation
9.3.1. Option 1: Host Families
The cost calculation below is based on the following assumptions:
- The meals are calculated for ten people (adults)
- It is assumed that all ten people live with host families; the cost for that are
assumed to be CHF 1’000 per person per month (CHF 250 per week)
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- All cost calculated on a yearly basis
9.3.2. Option 2: Own Accommodation
The cost calculation below is based on the following assumptions:
- Apartment with five rooms which means three bedrooms and which offers
accommodation for a maximum of seven people (150m² surface)
- It is assumed that there is one coach and nine athletes (Three of them still living
at home but joining the group for all meals)
- Food is calculated for ten adults
- All cost calculated on a yearly basis
The initial investment, which amounts to around CHF 80’00, depending on the chosen
option, is costs incurred before the actual start of operation. It is visible that the income
neither for the initial investment nor for further operation is secured. Planning of capital
requirement is difficult as financing is still open. It is also evident that Swiss Olympic is
intended as a main source of finance. Overall cost of operation is budgeted to be
between CHF 650’000 to CHF 700’000 per year.
In option two, if the number of athletes needing accommodation increases to more than
six people a second object has to be rented. This would double the rental price and
also bears further risks.
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9.3.3. HPTC Budget67
Investment year 1 Cost of Operation from year 1 on Option 1: Host Family Option 2: SD Residence
Total Validity Total Per person Validity Total Per person Validity Expenses Hospitality Rent68 / Cost Host family CHF 3'000 5 CHF 100'000 CHF 10'000 5 CHF 26'000 CHF 2'778 4 Furniture CHF 50'000 5 CHF 1'000 CHF 111 5 CHF 1'000 CHF 111 5 Food, other expenses69 70 CHF 41'400 CHF 4'600 2 CHF 141'400 CHF 15'711 2 Beverages CHF 12'000 CHF 1'333 2 CHF 12'000 CHF 1'333 2 Traveling71 CHF 5'130 CHF 570 2 CHF 5'130 CHF 570 2 Supervision (personnel) CHF 50'000 CHF 5'556 5 CHF 50'000 CHF 5'556 5 TOTAL CHF 209'530 CHF 22'170 CHF 235'530 CHF 26'059 Table 8: Budget Calculation for a HPTC, Hospitality Expenses
67 Excel Budget Tool available on attached CD
68 Präsidialdepartement Stadt Zürich
69 Betreibungsämter der Stadt Zürich
70 Wolfensberger
71 Only local transportation: Zürcher Verkehrsverbund
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Sport-related expenses Coaching (Diving) incl. Social expenses72 CHF 100'500 CHF 11'167 5 CHF 100'500 CHF 11'167 5 3rd party coaching expenses CHF 25'000 CHF 2'778 5 CHF 25'000 CHF 2'778 5 Gym73 CHF 9'900 CHF 1'100 4 CHF 9'900 CHF 1'100 4 Technical equipment CHF 2'000 5 CHF 1'000 CHF 111 5 CHF 1'000 CHF 111 5 Technical equipment (investment) CHF 5'000 5 CHF 2'000 CHF 222 5 CHF 2'000 CHF 222 5 Entry fees, reservation fees, rent CHF 2'200 CHF 244 5 CHF 2'200 CHF 244 5 TOTAL CHF 140'600 CHF 15'622 CHF 140'600 CHF 15'622 Table 9: Budget Calculation for a HPTC, Sport-related Expenses
72 Bundesamt für Sozialversicherungen, SUVA 73 Migros
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Administration Founding, Consulting, Notary, etc CHF 4'000 4 Entry into Commercial Register CHF 1'000 3 Other expenses CHF 5'000 5 Salaries incl. Social expense CHF 100'500 CHF 11'167 5 CHF 100'500 CHF 11'167 5 Cost of 3rd party consulting, etc CHF 2'000 CHF 222 5 CHF 2'000 CHF 222 5 Cost of bookkeeping CHF 3'500 CHF 389 5 CHF 3'500 CHF 389 5 Rent office CHF 3'500 CHF 389 4 CHF 3'500 CHF 389 4 Soft and hardware CHF 3'000 5 CHF 1'500 CHF 333 5 CHF 1'500 CHF 37 5 Office supplies CHF 5'000 CHF 556 5 CHF 5'000 CHF 556 5 Furniture CHF 3'000 5 CHF 1'000 CHF 111 5 CHF 1'000 CHF 111 5 Marketing CHF 3'000 CHF 5'000 CHF 556 5 CHF 5'000 CHF 556 5 Memberships CHF 800 CHF 89 5 CHF 800 CHF 89 5 TOTAL CHF 122'800 CHF 13'811 CHF 122'800 CHF 13'515 Education Tuition fees CHF 56'000 CHF 6'222 4 CHF 56'000 CHF 6'222 4 Supervision CHF 72'000 CHF 8'000 5 CHF 72'000 CHF 8'000 5 Other expenses CHF 5'000 CHF 556 5 CHF 5'000 CHF 556 5 TOTAL CHF 133'000 CHF 14'778 CHF 133'000 CHF 14'778 Leisure activities Lump sum CHF 20'000 CHF 2'222 5 CHF 20'000 CHF 2'222 5 TOTAL Expenses Option 1 CHF 31'000 CHF 625'930 CHF 68'603 TOTAL Expenses Option 2 CHF 78'000 CHF 651'930 CHF 72'196
Income Subsidies CHF 50'000 5 CHF 350'000 CHF 38'889 5 CHF 350'000 CHF 38'889 5
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Swiss Olympic J&S Swiss Diving/ SSCHV Sponsoring CHF 25'000 5 CHF 25'000 5 Sale of advertizing space Other sponsors and patrons Income from Sale of Service Sale of coaching services CHF 180'000 CHF 20'000 5 CHF 180'000 CHF 20'000 5 Sale of administrative services CHF 20'000 CHF 20'000 Retained Earnings TOTAL Option 1 CHF 50'000 CHF 575'000 CHF 58'889 TOTAL Option 2 CHF 50'000 CHF 575'000 CHF 58'889 PROFIT OPTION 1 CHF 19'000 CHF -50'930 CHF -9'714 PROFIT OPTION 2 CHF -28'000 CHF -76'930 CHF -13'307
Table 10: Budget Calculation for a HPTC, Administrative, Educational and Leisure expenses as well as Income
The column “validity” was inserted as a quality control measure. It indicates how accurate the budgeted values are:
1 Contract; 2 Valid offer; 3 Agreement; 4 Based on experience; 5 Guess
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10. Road Map
10.1. SWOT Analysis for HPTC in Zürich
Strengths Opportunities
• Basic commitment of athletes • Project independent from Swiss Diving
• Cooperation with VZW possible • Framework accessible and sufficient • Schooling possible • Housing possible • Professionalize diving in Switzerland • Increased communication (increased attention) • Finding sponsors • Development of an educational network
Weaknesses Threats
• Financial situation • Continuity (number of potential athletes) • High personal effort required to advance project
• Uncertainties concerning schooling • Uncertainties concerning vocational training • Need for an experienced coordinator / administrator • External financial dependency • Development concerning infrastructure
Table 11: SWOT Analysis for HPTC in Zürich
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Based on the presented evidence the project is considered feasible from the author’s
perspective. The project is worth to be pursued, even though there are still some
obstacles, since it is the only opportunity to accomplish the desired professionalization
in a relatively short time horizon. With an adequate amount of work this project could
become reality within two years. A more than sufficient framework can be found in
Zürich. Schooling is certainly possible, financial implications (tuition fees) for students
from other cantons as well as certainty of admission would have to be discussed with
the authorities. Choice of accommodation depends on various factors: host families
would certainly reduce costs but possibilities would have to be investigated further.
Own rental brings advantages from a group-building point of view but requires
personnel and is more expensive.
Securing the necessary capital is a challenging task but the intended organizational
structure offers an attractive investment perspectives. Nevertheless, a center only
makes sense if financial continuity, committed personnel and a sufficient number of
athletes can be ensured. The later can be guaranteed to some extent because the
involved stakeholders have, in principle, expressed their commitment.
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10.2. Next Steps
The assumed time horizon until opening is two years.
1. Task force hptc: To continue with this project there certainly needs to be a
committee or a single project responsible assigned to it
2. Contact Swiss Olympic: Inform and assess their opinion and willingness to
contribute to the project
3. Sponsoring concept: Indentify possibilities of financing through promotion and
the sale of shares
4. Road show for potential investors and sponsors
5. Inform VZW and public authorities: Initiate detailed planning for framework
6. Negotiation with schools: Secure admission and tuition fees for students
(especially from other cantons)
7. Contact other local associations for the building of an educational network
(especially “Gymnasium” and vocational training)
8. Concept for host families / rental object
9. Concepts as required by Swiss Olympic together with Swiss Diving (Young
talents and elite sport)
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<http://www.swissolympic.ch/DesktopDefault.aspx/tabid-618/928_read-4743/>.
Swiss Olympic Talents, Psychologisches Institut der Universität Bern.
«Nachwuchsförderung der Schweizer Sportverbände: Eine Studie im Rahmen des
Konzeptes des Bundesrates für eine Sportpolitik in der Schweiz.» 2003.
Swiss Olympic. Verbandsförderung. 28. July 2008
<http://www.swissolympic.ch/desktopdefault.aspx/tabid-739//1024_read-5487>.
«Swiss Sailing Team Downloads.» 2007. Swiss Sailing Team. 20. July 2008
<http://www.swiss-sailing-team.ch/domains/swiss-sailing-
team_ch/data/free_docs/Organigramm%20Swiss%20Sailing%20Team%202007.pdf>.
Swiss Tennis. Geschäftsbericht 2007. Biel, 2007.
Swiss Tennis, Receptionist. Interview. Sandra Eckert. 24. July 2008.
The State of Queensland (The Department of Justice and Attorney-General). «Why
incorporate.» 21 . June 2007. Queensland Government. 12. August 2008
<http://www.fairtrading.qld.gov.au/OFT/oftweb.nsf/web+pages/A6419691230F3F674A2
56B5300051C38?OpenDocument>.
UBS & IFJ Institut für Jungunternehmen, St. Gallen. «Vorlagen und Muster zum
Erstellen eines Businessplans.» 3. March 2006. KMU Portal der schweizerischen
Eidgenossenschaft. 5. August 2008
<http://www.kmu.admin.ch/themen/00614/00649/00653/index.html?lang=de>.
Villa Swiss Tennis. 24. July 2008 <http://www.mytennis.ch/pages/?rub=210>.
«Wahl der Rechtsform.» January 2008. Gruenden.ch. 21. July 2008
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<http://www.gruenden.ch/fileadmin/user_upload/dateien/Rechtsformen/RF_Uebersicht.
pdf>.
Weber, Pierre-André. «Nationales Leistungszentrum am CSTenero.» 2007.
Wolfensberger, Ronnie. Kostenkalkulation Verpflegung Leistungszentrum Sandra
Eckert. 4. August 2008.
Zürcher Verkehrsverbund. «ZVV-NETZPASS (Jahresabo).» 2008. ZVV. 19. August
2008 <http://www.zvv.ch/de/tickets/tickets-und-preise/netzpass/index.html>.
12. Glossary of Terms: Translations
12.1. German to English
German English Translation Körperschaftliche Personenverbindung Corporate association of people Leistungsauftrag Performance mandate Statuten Constitution Stützunterricht Tutorial Urlaubsregelung Leave policy Verband Federation Verein Association Verwaltungsrat Board of directors Zentralvorstand Executive committee
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13. List of Figures
Figure 1: Diving Australia High Performance Program Organizational Chart ................. 7
Figure 2: Swiss Sailing Team Organizational Chart (German) ....................................... 9
Figure 3: Organigram of the Future Swiss Cycling Team (German) ............................. 11
Figure 4: Swiss Diving Organizational Structure Today ................................................ 17
Figure 5: Relation of an independent HPTC to Swiss Diving ....................................... 20
Figure 6: Diving HPTC Stakeholders ............................................................................ 42
Figure 7: Additional Services to be provided at an HTPC (in German) ........................ 46
Figure 8: Structure of Swiss Sport Support System ..................................................... 51
14. List of Tables
Table 1: Positive and negative aspects of corporation according to Christine Herzer . 10
Table 2: Characteristics of Corporation, Llc and Association ........................................ 15
Table 3: Overview Swiss High Performance Centers (for Young Talents) ................... 23
Table 4: List of Educational Institutions in Zürich (German) ......................................... 40
Table 5: Respondents’ Level of Education .................................................................... 44
Table 6: Agreement to Living Away from Home (at HTPC Location) ............................ 45
Table 7: Agreement to Living Away from Home depending on Hometown ................... 45
Table 8: Budget Calculation for a HPTC, Hospitality Expenses .................................... 54
Table 9: Budget Calculation for a HPTC, Sport-related Expenses ............................... 55
Table 10: Budget Calculation for a HPTC, Administrative, Educational and Leisure
expenses as well as Income ......................................................................................... 57
Table 11: SWOT Analysis for HPTC in Zürich ............................................................... 58
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15. Declaration
I hereby declare and confirm that this bachelor thesis is entirely the result of my own
work except where otherwise indicated. No sources other than those specified in the
thesis itself were used.
Date:…………………………………..
Signature:…………………………………..
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16. Appendices
16.1. Appendix 1: Living in Zürich for Adolescents and Students74
For Adolescents Maximilianeum http://www.maximilianeum.ch/ Leonhardstrasse 12
8001 Zürich Tel. 044 251 08 32 Fax 044 251 98 81 Email [email protected]
Rooms, Halbpension (Mo-Fr), wer studiert, in Ausbildung ist, eine Lehre oder ein Praktikum macht, Zweierzimmer
Jugendwohnhaus OASE
http://www.oase-zh.ch/ Freiestrasse 38 8032 Zürich Tel. 044 267 35 35 Fax 044 252 30 15 Email [email protected]
beherbergt ca. 50 Studierende und junge Berufstätige, Männer und Frauen, im Alter von 18 - 28 Jahren, Zweierzimmer, Frühstück
Jugendwohnnetz www.juwo.ch Gartenhofstrasse 15 8004 Zürich Tel. 044 298 20 40 Fax 044 298 20 49 Email [email protected]
Bedingungen: In Ausbildung oder in einer Orientierungsphase. (15 und 25 Jahre).
Studenten / www.rotary-zuerich.ch Bergstrasse 128 Studierende, Auszubildende und
74 Sozialdepartement Stadt Zürich
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Lehrlingshaus - Rotary-Club Zürich Web
8032 Zürich Tel. 044 265 69 11 Fax 044 265 69 99 Email [email protected]
PraktikantInnen, mit Wohnsitz ausserhalb des Zürcher Verkehrsverbunds.
For Girls / Women
Pension Villa Laetitia http://www.villa-laetitia.ch Clausiusstrasse 52 8006 Zürich Tel. 044 261 39 62 Fax 044 261 39 67 Email [email protected]
Pension für Studentinnen, Praktikantinnen, Schülerinnen und Lehrtöchter
Pension Lutherstrasse* www.lutherstrasse.ch Lutherstrasse 20 8004 Zürich Tel. 044 241 13 94 Fax 044 241 13 93 Email [email protected]
Frauenpension. Für Frauen in Ausbildung. (Keine Altersbeschränkung)
Ref. Studentinnenhaus Freudenbergstrasse
www.hochschulforum.ch Ref. Studentinnenhaus Freudenbergstrasse Freudenbergstrasse 16 8044 Zürich Tel. 044 252 75 00 Fax Email [email protected]
Frauenpension. Für Studentinnen, Schülerinnen und Praktikantinnen.
Studentinnenheim Sonnegg
www.sonnegg-zh.ch Scheuchzerstrasse 27 8006 Zürich Tel. 044 362 43 51
Frauenpension Für Studentinnen der ETH und der Universität
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Fax 044 361 43 90 Email [email protected]
Zürich. Alter 18 - 30 Jahre.
Wohngruppe Arche www.zh.profilia.ch Rötelstrasse 69 8037 Zürich Tel. 044 361 26 91 Fax Email [email protected]
Frauenpension. Wohnhaus für junge Frauen in Ausbildung. Alter zwischen 18 und 30 Jahren.
Wohnhaus Pro Filia
www.wohnhaus-profilia.ch Mühlebachstrasse 88 8008 Zürich Tel. 044 383 30 04 Fax Email [email protected]
Frauenpension. Für Frauen in Ausbildung von 16 - 25 Jahren.
For Students (University)
Ref. Studentenhaus Rötelstrasse
www.hochschulforum.ch Rötelstrasse 100 8057 Zürich Tel. 044 361 23 13 Fax Email [email protected]
Studierende der ETH, Universität Zürich und andere Schulen.
Ref. Studentenhaus Steinwiesstrasse
www.hochschulforum.ch Steinwiesstrasse 35 8032 Zürich Tel. 044 251 56 43 Fax Email [email protected]
Studierende der ETH, Universität Zürich und andere Schulen.
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Ref. StudentInnenhaus Moussonstrasse
www.mousson.net Moussonstrasse 17 8044 Zürich Tel. 044 262 06 26 Fax Email [email protected]
Studierende der ETH, Universität Zürich und anderer Schulen.
Studentenhaus ALV
Wehntalerstrasse 41 8057 Zürich Tel. 044 362 31 89 Fax Email [email protected]
Studierende der ETH und der Universität Zürich.
Studentenhaus Justinusheim
Freudenbergstrasse 146 8044 Zürich Tel. 044 361 38 06 Fax 044 362 29 82 Email [email protected]
Studierende im Grundstudium.
Studentenhaus Vinzenz
www.studentenhaus-vinzenz.ch Loorenstrasse 74 8053 Zürich Tel. 044 381 26 00 Fax 044 381 26 13 Email [email protected]
Studierende, Doktorierende/ PhD-Studierenden und Praktikantlnnen. Kontaktfreudige Menschen aus aller Welt.
Studentenhaus Witellika
www.studentenhaus.witellika.ch Studentenhäuser Witellikerstrasse 20 8008 Zürich Tel. 043 488 50 60 Fax 043 488 50 61 Email [email protected]
Studierende der ETH und der Universität Zürich.
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WOKO Studentische Wohngenossenschaft
www.woko.ch Leonhardstrasse 15 8001 Zürich Tel. 044 632 42 90 Fax 044 632 11 06 Email [email protected]
Vermietung, ausschliesslich an Studierende der ETH, der Universität Zürich und einzelner Fachhochschulen.
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16.2. Appendix 2: Schools in the City of Zurich and adjoining Regions75
Zürich (City)
Institution Stufe und angebotene Ausbildung
Andere Angebote Aufnahmebedingungen
Kosten (pro Schuljahr)
Kontakt
Minerva Zürich
Sekundarstufe II - Handelsschule - Maturitätsschule - 10. Schuljahr - Handelsdiplom VSH - KV-Abschluss - Eidg. Matura (Vorb.
auf Prüfung) - International
Baccalaureate
- Geführter Stütz- bzw. Nachführunterricht
- Morgentrainings - Aufenthaltsraum - Kantine.
- Obligatorische Schulzeit abgeschlossen
- Kaderzugehörigkeit. - Entwicklungspotenzia
l vorhanden - Bescheinigung vom
Verein/Verband/Trainer.
.
- Handelsschule CHF 8’200.– pro Semester
- Gymnasium CHF 8’900.– pro Semester Semester
Institut Minerva Zürich: Scheuchzerstrasse 2 8006 Zürich Karim Sahraoui 044 368 40 23 [email protected] [email protected] www.institutminerva.ch
K + S Zürich
Sekundarstufe I - Volksschule-
Oberstufenschule - 7.–9. Schuljahr - Abschluss der
obligatorischen Schulzeit
- Geführter Stütz- bzw. Nachführunterricht,
- E-Learning - Morgentrainings - Aufenthaltsraum - Betreuter
Mittagstisch.
- Öffentliche Oberstufe- Spitzensport.
- Wohnsitz in der Stadt Zürich: Gratis
- Kantonseinwohner CHF 10’000.–
- Ausserkantonal CHF 15’000.– (abhängig von Wohnkanton).
K & S, Zürich: Neumünsterstrasse 25 Postfach 8008 Zürich www.kunst-und-sportschule-zuerich.ch
75 LEISTUNGSSPORT UND AUSBILDUNG: Schulangebote für Sporttalente
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Kunst- und Sportgymnasium Rämibühl
Sekundarstufe II - Maturitätsschule
Eidg. Matura 5 (verlängert)
- Geführter Stütz- bzw. Nachführunterricht,
- E-Learning - Morgentrainings - Aufenthaltsraum - Kantine.
- Gleiche Aufnahmebedingungen wie für Normalklassen.
- Zugehörigkeit zu einem nationalen oder regionalen Kader
- Eignungsabklärung.
- CHF 1’400.– (Mehrkosten durch Schulzeitverlängerung).
- Ausserkantonale Schüler haben zudem ein Schulgeld von CHF 17’000.– zu bezahlen.
Kunst- und Sportgymnasium Rämibühl: Mauro Bignotti Rämistrasse 58 8001 Zürich www.ksgymnasium.ch [email protected]
Schule für Mann-schafts-sportarten
- Sekundarstufe I Oberstufenschule
- 7.–9. Schuljahr - Abschluss der
obligatorischen Schulzeit
- Geführter Stütz- bzw. Nachführunterricht
- Morgentrainings - betreuter Mittagstisch- Kantine.
- Primarschule besucht- Konkrete
Zielsetzungen für den ausserschulischen Bereich bis zum Abschluss der obligatorischen Schulzeit
- Kostengutsprache für Jugendliche mit Wohnsitz ausserhalb der Stadt Zürich.
- Nomination durch den Fachbereich/Verein.
- Stadt Zürich gratis - Kanton Zürich CHF
10’000.– - Ausserkantonale
CHF 15’000.–
Schule für Mannschaftssportarten: Schulhaus im Birch Margrit-Rainer-Strasse 5 8050 Zürich www.mspzh.ch
United School of Sports
Sekundarstufe II - Berufsfachschule, - KV-Ausbildung für
Sporttalente
- Gastfamilien - geführter Stütz- bzw.
Nachführunterricht, - E-Learning
- Sekundarschul- oder Realschulabschluss (evtl. plus 10. Schuljahr)
- KV-Ausbildung 1. und 2. Ausbildungsjahr je CHF 14‘400.–
UNITED school of sports AG Tobias Rohner Baslerstrasse 30
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- Eidgenössisches Fähigkeitszeugnis Kaufmann/Kauffrau/ E- und B- Profil
- Morgentrainings, zusätzliches Sportfach oder Ergänzungstraining
- Aufenthaltsraum - Kantine.
- Aufnahmegespräch - Eignung für
kaufmännischen Beruf
- Multicheck. - Zugehörigkeit zu
nationalem oder regionalem Kader bzw. entsprechende Klassierung in der jeweiligen Sportart
- Entwicklungspotenzial im Sport
- Trainingsumfang: mindestens 12 Stunden pro Woche.
- 3.und 4. Ausbildungsjahr je CHF 7‘000.–
- Schulgeldgutsprachen je nach Kanton unterschiedlich.
8048 Zürich 044 741 30 30 www.unitedschool.ch [email protected] [email protected]
AKAD Sekundarstufe II - Tertiärstufe - Quartärstufe - Bürofachdiplom VSH,- Handelsdiplom VSH, - Fähigkeitszeugnis
Kauffrau/ Kaufmann - Berufsmaturität - diverse
Fachausweise, HFV, FH
- Schule: Je nach Studiengang unterschiedliche Anforderungsprofile
- Je nach Studiengang und Lernform (Fernlernen oder kombinierter Präsenzunterricht) unterschiedlich zwischen CHF 1’300.– und rund
- CHF 12’000.–
AKAD Hauptsitz Zürich Jungholzstrasse 43 8050 Zürich Oerlikon 044 307 33 33 044 307 22 22 [email protected] www.akad.ch
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Zürich (Canton)
Sekundarschule Veltheim Winterthur
Sekundarstufe I - Oberstufe Abschluss
der obligatorischen Schulzeit3
- Geführter Stütz- bzw. Nachführunterricht.
- Überdurchschnittliche Selbstständigkeit
- Sport: Training wird von einem Verein oder Club professionell getragen.
- Winterthurer Schüler gratis.
- Auswärtige (falls Platz vorhanden) CHF 13’000.–
Sekundarschule Veltheim: Stefan Keller Löwenstrasse 3 - 7 8400 Winterthur www.schule-veltheim.ch 052 212 62 52 [email protected] [email protected]
Kunst und Sport-schule Uster
Sekundarstufe I - Sekundarschule - 7.–9. Schuljahr - Tagesschule - Abschluss der
obligatorischen Schulzeit
3
- E-Learning - Morgentrainings - Zusätzliches
Sportfach oder Ergänzungstraining
- Aufenthaltsraum - betreuter Mittagstisch- Kantine.
- Einverständnis zur Bildungsvereinbarung
- Kostengutsprache der Wohnortsgemeinde oder Eltern.
- Nachweis der besonderen sportlichen Begabung und Leistungsfähigkeit.
- Für Schüler aus den Trägergemeinden kostenlos (evtl. mit Schulgeldanteil der Eltern)
- Für andere Schüler: CHF 12’000.–
Sekundarschule für Kunst- und Sporttalente Zürich Oberland Urs Wegmann, Schulleiter, Sportkoordinator Pfäffikerstrasse 30, House of Sports House of Sports, 8610 Uster 044 942 42 72 www.kunstundsportschule.ch [email protected]
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Other
Sportschule Buchs-Rohr, Buchs AG Sekundarstufe 1
Sekundarstufe I - Kleinklasse
Oberstufe - Realschule - Sekundarschule - Bezirksschule - Abschluss der
obligatorischen Schulzeit
- Geführter Stütz- bzw. Nachführunterricht
- E-Learning, - Morgentrainings - Sportmedizinisches
Konzept - Aufenthaltsraum - betreuter
Mittagstisch.
- Gemäss den aargauischen Promotionsbestimmungen.
- Empfehlung durch den schweizerischen Nachwuchsverantwortlichen der betroffenen Sportart.
- Schulgeld: CHF 6‘000
- Ausserkantonale: CHF 12‘340.–
- Verpflegungskosten: CHF 2‘500.–
- Betreuungskosten: CHF 1’000.–
Sportschule Buchs-Rohr: Hugo Wasser Schulhaus Suhrenmatte 5033 Buchs AG www.ksbr.ch 062 837 65 69 [email protected] [email protected]
Handels-schule KV Aarau
Sekundarstufe II Handelsschule integriert: KV-Ausbildung für Sporttalente Eidgenössisches Fähigkeitszeugnis für Kaufleute 4
Besonderes: Der Stundenplan nimmt Rücksicht auf die Bedürfnisse der Mehrheit der Sportler. Angebote: Morgentrainings, sportmedizinisches Konzept.
Schule: Bezirksschul- oder Sekundarschulabschluss. Sport: Zugehörigkeit zu nationalem oder regionalem Kader bzw. entsprechende Klassierung in der jeweiligen Sportart. Entwicklungspotenzial
Handelsschule KV Aarau Kontaktperson: Pestalozzischulhaus Frank Kress Bahnhofstrasse 46 062 837 97 10 5001 Aarau 062 837 97 19 www.hkvaarau.ch, [email protected] [email protected]
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im Sport.
Kantonale Schule für Berufs-bildung
Sekundarstufe II Brückenjahr Berufslehre 1
Angebote: Geführter Stütz- bzw. Nachführunterricht, E-Learning, Morgentrainings, Kantine
Aufnahmebedingungen: Schule: Volksschule erfüllt, ausgewiesene Lern- und Leistungsbereitschaft. Sport: Nationales Potenzial.
Kosten (pro Schuljahr): Schule: CHF 1’800.– (inkl. alle Gebühren und Kosten für Unterrichtsmittel, Exkursionen und Spezialwochen).
Kantonale Schule für Berufsbildung, Weiterbildungsjahr Kontaktperson: Bahnhofstrasse 79 Angelo De Moliner 5000 Aarau 062 834 68 10 www.berufsbildung.ag 062 834 68 68 [email protected] [email protected]
Berufs-schule Aarau, Aarau
Berufsfachschule gewerblichindustrieller Richtung, Berufsmaturität, Berufsmaturität für Erwachsene Sekundarstufe II Eidgenössiches Fähigkeitszeugnis, Berufsmaturität technischer oder gestalterischer Richtung 4; 3–4; 1
Die Schule koordiniert die berufslernenden Leistungssportler im Kanton Aargau. Dadurch können auch Leistungssportler anderer Berufsfachschulen in die Sportklasse der Berufsschule Aarau eintreten. Angebote: Geführter Stütz- bzw. Nachführunterricht,
Aufnahmebedingungen: Schule: Bestehender Lehrvertrag mit Zusatzvereinbarung für Leistungssportler. Sport: Talents Card Regional, Empfehlung Nationaler Verband und Verein. Entwicklungspotenzial im Sport.
Berufsschule Aarau Kontaktperson: Tellistrasse 58 Harald Gloor 5004 Aarau 062 832 36 36 www.bs-aarau.ch 062 832 36 37 [email protected] [email protected]
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E-Learning, sportmedizinisches Konzept, Kantine.
Alte Kantons-schule Aarau
Sekundarstufe II Gymnasiale Maturitätsschule Kantonale Maturität, eidg. anerkannt 5 (verlängert)
Angebote: Geführter Stütz- bzw. Nachführunterricht, Morgentrainings, zusätzliches Sportfach oder Ergänzungstraining, sportmedizinisches Konzept, Aufenthaltsraum, Kantine.
Aufnahmebedingungen: Schule: Abschlussprüfung an der Bezirksschule (mind. 4,7) bzw. Bestehen der Aufnahmeprüfung für Schüler, die nicht von der Bezirksschule Aargau übertreten. Ausserkantonale Qualifikationen für das Gymnasium werden anerkannt. Quereinstieg in jede Stufe möglich. Sport: Mitglied eines regionalen/nationalen Nachwuchskaders. Sportliches Potenzial für eine Laufbahn als Leistungssportler auf nationaler oder internationaler Ebene. Empfehlung durch den CH-Sportverband der
Kosten (pro Schuljahr): Schule: Üblicher Aufwand für Lehrmittel, Exkursionen, Spezialwochen, u. a. zusätzliche Aufwendungen im Bereich des individuellen Trainings und des sportmedizinischen Konzepts. Für Ausserkantonale wird ein Schulgeld erhoben (Kostengutsprache mit Anmeldung).
Alte Kantonsschule Aarau Kontaktperson: Bahnhofstrasse 91 Kurt Büchler, Prorektor 5001 Aarau 062 834 67 00 www.alte-kanti-aarau.ch 062 834 67 01 [email protected] kurt.bü[email protected]
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entsprechenden Sportart sowie durch den Sportverein und die verantwortliche Trainerperson.
VINTO Sekundarstufe II Berufsschule Eidg. dipl. Kauffrau/Kaufmann Profil E, Profil B DHF
Kaufmann/Kauffrau erweiterte Grundbildung und Detailhandelsfachleute in 4 years (verlängert) Apprenticeship with various partners plus 3 fitness trainings provided E-Learning, Morgentrainings, zusätzliches Sportfach- oder Ergänzungstraining, sportmedizinisches Konzept, Kantine.
Schule: Sekundarzeugnis, gutes Realschulzeugnis. Sport: Swiss Olympic Talent Card.
Kosten (pro Schuljahr): CHF 2’500.–
VINTO Jugendförderung in Sport und Beruf Kontaktperson: KBZ Aabachstrasse 7 Benno Sidler 6300 Zug 041 728 57 74 www.vinto.ch 041 728 57 59 [email protected]
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16.3. Appendix 3: Evaluation Questions Support Young Talents (Verbandsförderung)76
1. Bewegungs-freundliches Umfeld Frage 1.1 Hat der Verband ein innovatives Konzept, welches ein bewegungsfreundliches Umfeld fördert? 2. Spitzensport und Schule Frage 2.1 Bietet der Verband für jede Kaderstufe eine adäquate Lösung im Bereich Schule und Leistungssport an? 3. Talentsichtung, -selektion und –förderung Frage 3.1 Hat der Verband für den lokalen Bereich (Club) spezielle Instrumente für die Talentselektion entwickelt? Frage 3.2 Hat der Verband für den regionalen Bereich spezielle Instrumente für die Talentselektion entwickelt? Frage 3.3 Hat der Verband für den nationalen Bereich spezielle Instrumente für die Talentselektion entwickelt?
76 Richtlinien
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4. Trainer: Aus- und Fortbildung Frage 4.1 Hat der Verband eine leistungssportliche Ausbildungskonzeption? Frage 4.2 Hat der Verband einen Ausbildungsverantwortlichen? Frage 4.3 Hat der Verband einen Nachwuchsverantwortlichen? Frage 4.4 Stimmt das Verhältnis der aktiven Trainer mit der geforderten Ausbildung auf der J+S-Förderstufe 2 und 3 mit der Anzahl Kaderathleten in der J+S-NWF? Frage 4.5 Werden die Ausbildungen für Leiter/Trainer gut besucht? 5. Soziale Betreuung – Karriereplanung Frage 5.1 Hat der Verband einen Verantwortlichen für Schule, Karriereplanung und Umfeldmanagment (Atlethenbetreuung)? Frage 5.2 Hat der Verband eine sinnvolle Lösung für die Spitzensportkarriere während der Militärdienstzeit?
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6. Medizinisches/psychologisches/pädagogisches Konzept Frage 6.1 Hat der Verband ein sportmedizinisches Konzept im Nachwuchsbereich? Frage 6.2 Hat der Verband ein Netz an sportärztlichen Fachpersonen im nationalen Nachwuchskader-Bereich? Frage 6.3 Hat der Verband ein Netz an sportärztlichen Fachpersonen im regionalen Nachwuchskader-Bereich? Frage 6.4 Haben die Mitglieder der Kader jährlich einen Check-up gemäss einheitlicher Vorgabe durch Verbandsarzt? Frage 6.5 Hat der Verband ein Konzept für den psychologischen Bereich im Nachwuchs? Frage 6.6 Hat der Verband ein Netz an psycholgischen Fachpersonen? Frage 6.7 Hat der Verband systematisch-strukturierte Aktivitäten in der Sucht- und Dopingprävention (Kampagne "cool and clean")? 7. Regionalisierung, Regionalzentren Frage 7.1 Verfügt der Verband über ein Konzept mit nationalen und regionalen Leistungszentren/Stützpunkten ? Frage 7.2 Wie ist die Quantität und die Qualität der nationalen und regionalen Leistungszentren/Stützpunkte? Frage 7.3 Organisiert der Verband für seine nationalen Kader zentrale Ausbildungslehrgänge (Trainingszusammenzüge, Trainingslager)? Frage 7.4 Unterstützt der nationale Verband seine regionalen Fördereinrichtungen finanziell (mit Eigenmitteln des Verbandes)?
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8. Kadersysteme Frage 8.1 Hat der Verband eine Kaderstruktur im Sinne einer leistungsorientierten Pyramide Frage 8.2 Hat jedes Kader ein klar definiertes, leistungsorientiertes Ziel (ausgerichtet auf internationales Level) und sind die Selektionskriterien für die Aufnahme ins Kader transparent und umfassend analog 3.4? Frage 8.3 Werden die regionalen Kader zentral nach einheitlichen Kriterien gebildet? 9. Wettkampfsystem Frage 9.1 Hat der Verband ein den jeweiligen Alterstufen und Ausbildungsetappen angepasstes Wettkampfsystem? Frage 9.2 Wie entwickeln sich die Schweizer Nachwuchs-/Junioren-Meisterschaften in quantitativer und qualitativer Hinsicht? 10. Langfristige Trainingsplanung Frage 10.1 Hat der Verband einen Rahmentrainingsplan für die jeweiligen Kader- und Altersstufen ausgerichtet auf den internationalen Leistungsstandard? Frage 10.2 Erfüllungsgrad dieser Rahmentrainingspläne (Vergleich Soll-Ist)? Frage 10.3 Entsprechen die Soll-Trainingsumfänge dem internationalen Standard Frage 10.4 Führt der Verband von seinen Athleten der nationalen Nachwuchskader eine systematische Leistungsdokumentation? 11. Kritische Reflexion und wissenschaftliche Forschung Frage 11.1 Setzt sich der Verband mit wissenschaftlichen Erkenntnissen im Nachwuchsbereich auseinander?
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12. Finanzierung Frage 12.1 Wie hoch ist die jährliche Kostenbeteiligung eines Inhabers einer Swiss Olympic Talents Card National für die nationalen Wettkampf- und Trainingsaktivitäten zu Handen des nationalen Verbandes? Frage 12.2 Wie hoch sind die Kosten in der Nachwuchsförderung? Frage 12.3 Wie hoch ist der Eigenfinanzierungsgrad in der Nachwuchsförderung? Frage 12.4 Wie hoch ist das Verhältnis zwischen dem finanziellen Aufwand Elite-Nachwuchs? 13. Weltstandsanalyse Individualsportarten Wo steht die Sportart in der höchsten Nachwuchskategorie im internationalen Vergleich?
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16.4. Appendix 4: Answers to Questionnaire (Divers, Parents)
Nr. 1 2 4 5 6 7 8 9 10 1 12 15 11 14 13 11 18 16 10 2 Wiesendangen Burgdorf Gockhausen Uitikon Genève Stallikon Mies lausanne Küttigen 3 Zürich Bern Zürich Zürich Genève Zürich Vaud Vaud Aargau 4 Verein Zürcher
Wasserspringer Schwimmclub Bern
VZW VZW Genève Natation
Verein Zürcher Wasserspringer
Genève Natation
Lausanne Natation
Aarefisch
5 Oerlikon Bern Oerlikon Oerlikon piscine de Varembé
Zürich Oerlikon Varembé lausanne Aarau
6 9 Stunden 10 8 - 10 Std (ab Sommerferien 2008)
16-18 env. 13h 8 oder mehr 20 15 8
7 Regionalkader Nationalkader Regionalkader Nationalkader cadre national
Kein Kader cadre national
cadre national
Regionalkader
8 Gymnasium Sekundarschule
Primarschule Sekundarschule école secondaire
Primarschule lycée lycée Primarschule
9 Studium Gymnasium Sekundarschule Gymnasium lycée Gymnasium études études Sekundarschule
10 Ja Ja Ja Ja Oui Ja Oui Oui Ja 11 Ja, unter
bestimmten Voraussetzungen
Ja, unter bestimmten Voraussetzungen
Ja Ja Oui, à certains conditions
Ja, unter bestimmten Voraussetzungen
0 Oui Ja, unter bestimmten Voraussetzungen
12 16h-20h 11h-15h 11h-15h 16h-20h 16h-20h 11h-15h 21h-25h 21h-25h 21h-25h 13a
Hilfe bei der Koordination von Schule und Sport
Hilfe beim Finden von Gastfamilien
Hilfe bei der Koordination von Schule und Sport
Hilfe bei der Koordination von Schule und Sport
Aider à coordonner école et sport
Aufgabenhilfe Assister à trouver une famille d'accueil
Assister à trouver une famille d'accueil
Hilfe beim Finden von Gastfamilien
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13b
Ausbildungsplätze vermitteln
Organisiertes Mittagessen
Ausbildungsplätze vermitteln
Hilfe beim Finden von Gastfamilien
Assister aux enfants à faire leur devoir d'école
Hilfe bei der Koordination von Schule und Sport
Offrir un repas commun
Organiser des activités de loisirs
Ausbildungsplätze vermitteln
13c
0 Hilfe bei der Koordination von Schule und Sport
Organisiertes Mittagessen
Ausbildungsplätze vermitteln
Organiser des activités de loisirs
Ausbildungsplätze vermitteln
Aider à coordonner école et sport
Aider à coordonner école et sport
Hilfe bei der Koordination von Schule und Sport
13d
0 Finanzielle Unterstütung
Zusammenzüge des Nationalkaders
soutien psychologique
0 Indémnité mensuelle frais de déplacement
À remplir Bitte ausfüllen
14 Nein Nein Nein Ja Oui Nein 0 Oui Ja 15 Nein Nein Nein Nein Oui Nein Oui Oui Ja 16 Nein Nein Nein Ja Oui Nein Oui Oui Ja 17 0h-2h 0h-2h 0h-2h 0h-2h 3h-5h 0h-2h 0h-2h 0h-2h keine
Beschränkung 18 Nein Nein Ja Ja Oui Ja Oui Oui Ja 19 Uns ist wichtig,
dass Nadine die Schule auf Deutsch besuchen kann. Auch auswärts Wohnen kommt für uns im jetzigen Alter noch nicht in Frage.
0 Punkt 14 - 16: Lara ist 11 Jahre alt und aus unserer Sicht noch zu jung um über längere Zeit von der Familie getrennt zu sein.
Matthias hat bei den Fragen 14-17 eine andere Meinung.
0 0 Je dois travailler pour gagner un peu ma vie même en faisant su plongeon. Est-ce que SD m'aidera à trouver un travail ?
0 Antworten 13 / 14 / 15 / 16 / 18 unter Vorbehalt, dass der Athlet das Alter von ca. 14 Jahren erreicht hat
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Nr. 11 12 13 14 15 16 17 18 19 20 1 11 12 22 10 10 16 13 24 14 17 2 Küttigen Aarburg Glattfelden Rombach Bern lausanne Lausanne Lausanne Bassersdorf zürich
3 Aargau Aargau Zürich Aargau Bern Vaud Vaud Vaud Zürich zürich 4 Aarefisch Aarefisch VZW Aarefisch Schwimmclu
b Bern Lausanne Natation
Lausanne Natation
Lausanne Natation
VZW VZW
5 Aarau Aarau Oerlikon Aarau Bern lausanne Lausanne Lausanne Oerlikon oerlikon
6 12 4,5- 10 15-20 5 6 15 12 12-15 Stunden pro Woche
9 ca. 12
7 Regionalkader
Kein Kader Nationalkader
Regionalkader
Anschlusskader
cadre national
cadre régional
Kein Kader Nationalkader
Nationalkader
8 Sekundarschule
Sekundarschule
Angestellt Primarschule Sekundarschule
lycée école secondaire
Studium Gymnasium Lehre
9 0 Gymnasium Angestellt Sekundarschule
Gymnasium études lycée Studium Studium 0
10 Ja Ja Ja Ja ja Oui Oui Ja Ja Ja 11 Ja, unter
bestimmten Voraussetzungen
Ja, unter bestimmten Voraussetzungen
Ja Ja, unter bestimmten Voraussetzungen
Ja, unter bestimmten Voraussetzungen
Oui Oui, à certains conditions
Ja, unter bestimmten Voraussetzungen
Ja, unter bestimmten Voraussetzungen
Ja
12 21h-25h 16h-20h 21h-25h 11h-15h 10 21h-25h 16h-20h 11h-15h 16h-20h 21h-25h
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13a Hilfe beim Finden von Gastfamilien
Organisiertes Mittagessen
Hilfe bei der Koordination von Schule und Sport
Hilfe bei der Koordination von Schule und Sport
Organisiertes Mittagessen
Assister à trouver une famille d'accueil
Aider à coordonner école et sport
Hilfe bei der Koordination von Schule und Sport
Hilfe beim Finden von Gastfamilien
Hilfe bei der Koordination von Schule und Sport
13b Ausbildungsplätze vermitteln
Hilfe bei der Koordination von Schule und Sport
Ausbildungsplätze vermitteln
Hilfe beim Finden von Gastfamilien
Hilfe bei der Koordination von Schule und Sport
Organiser des activités de loisirs
Organiser des activités de loisirs
Hilfe beim Finden von Gastfamilien
Hilfe bei der Koordination von Schule und Sport
Hilfe beim Finden von Gastfamilien
13c Hilfe bei der Koordination von Schule und Sport
Ausbildungsplätze vermitteln
Hilfe beim Finden von Gastfamilien
Ausbildungsplätze vermitteln
0 Aider à coordonner école et sport
Offrir un repas commun
Aufgabenhilfe
Ausbildungsplätze vermitteln
0
13d Bitte ausfüllen
Bitte ausfüllen
Bitte ausfüllen
Bitte ausfüllen
Bitte ausfüllen
À remplir un centre de sport réservé uniquement à cet effet-là
alles bezahlen
0 Bitte ausfüllen
14 Ja Ja Ja Ja Nein Oui Oui Ja Ja Ja 15 Ja Nein Ja weiss nicht Nein Oui Oui Ja Ja Ja 16 Ja Nein Ja Ja Nein Oui Oui Ja Ja Ja 17 keine
Beschränkung
0h-2h 3h-5h 0h-2h 0h-2h 0h-2h 0h-2h 0h-2h 3h-5h 3h-5h
18 Ja Ja Ja Ja Ja Oui Oui Ja Ja Ja
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19 Antworten 13 / 14 / 15 / 16 / 18 unter Vorbehalt, dass der Athlet das Alter von ca. 14 Jahren erreicht hat
Die gemachten Angaben entsprechen unseren persönlichen "Wunschvorstellungen" und sind so sicher nicht so einfach realisierbar. Die Antworten entsprechen dem, was wir jetzt so erwarten würden. Wir wissen allerdings nicht, welche Einstellung wir hätten, wenn wir plötzlich vor einer Entscheidung stünden.
0 Unsere Tochter ist noch nicht an dem Punkt angelangt, an welchem wir so ein Unternehmen forcieren würden. Z.Z. hat bei uns die Schule bestimmt noch Priorität
0 0 0 0 0 0
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16.5. Appendix 5: Answers HTPC Eindhoven (Netherlands)
What legal form does your organization have? The programme started as a project, supported by the National Olympic Committee. Now it is the programme of the National team. How does your organizational structure look like? We have found a group of partners to support the programme. Owner is the Royal Dutch Swimming Federation. Partners are NOC, the city of Eindhoven, the local club PSV and the swimming pool “de Tongelreep”. How many people are employed by your organization and what are their tasks? In fact the National coach is the only fulltime employee. Of course the administration is done by the federation office; the facilities are my responsibility. How many full-time coaches are employed and what are their tasks and responsibilities? Only one full time coach, assisted by volunteers. Responsibility: to lead the technical programme, to train and coach the athletes. How many active divers train with you? How many of them are professionals About 10 divers. None of them is professional. Who is involved in strategic planning activities? I’m involved, together with a commission of experts (volunteers) and the federation board. Do you offer any other services apart from diving-related activities? We try to offer all facilities to make sure divers can concentrate on their sports programme. We help athletes finding the right schools, jobs, houses etc. How much do you charge a full-time attendee? The entrée is free. Divers who are in the national team can enter the programme. What are your other financial sources? Support of the federation, NOC and other partners.