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Skate Ontario

Framework for the Future

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ONTARIO SECTIONS ORGANIZATION REVIEW PROJECT

REPORT OF THE WORKING COMMITTEE

STAKEHOLDER DOCUMENT

December 14, 2015

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TABLE OF CONTENTS

TABLE OF CONTENTS ............................................................................................................................................................................ 1

EXECUTIVE SUMMARY ......................................................................................................................................................................... 5

INTRODUCTION .................................................................................................................................................................................... 7

Working Committee Mandate ......................................................................................................................................................... 8

Working Committee Goals .............................................................................................................................................................. 8

Working Committee Key Duties ...................................................................................................................................................... 8

APPROACH .......................................................................................................................................................................................... 10

Consultation Process ..................................................................................................................................................................... 10

Working Committee ................................................................................................................................................................. 10

Initial Consultation with the Sections ............................................................................................................................................ 11

Northern Ontario Section ......................................................................................................................................................... 11

Western Ontario Section .......................................................................................................................................................... 12

Eastern Ontario Section ............................................................................................................................................................ 12

Skate Ontario ............................................................................................................................................................................ 12

Other Meetings ......................................................................................................................................................................... 12

Working Committee Meetings and Communication Updates ...................................................................................................... 12

Working Committee Kick Off Meeting ...................................................................................................................................... 12

Evaluating Options around a Future State ................................................................................................................................ 15

Working Committee Meeting – Follow Up and Evaluation of all options ................................................................................ 15

Update to Skate Ontario Board of Directors............................................................................................................................. 16

Secondary Consultations with Sections ......................................................................................................................................... 16


Central Ontario Section ............................................................................................................................................................ 16

Western Ontario Section .......................................................................................................................................................... 17

Eastern Ontario Section ............................................................................................................................................................ 17


Working Committee Meetings to Evaluate Feedback and Finalize Recommendations ................................................................ 18

Working Committee Response to Feedback from the Sections .................................................................................................... 18

REVIEW AND EVALUATION OF CURRENT STATE ................................................................................................................................ 20

Overall Findings Highlights - Ontario All Sections .......................................................................................................................... 20

Skaters/Programs ..................................................................................................................................................................... 22

Coaches ..................................................................................................................................................................................... 22

Officials ..................................................................................................................................................................................... 22

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Competitions ............................................................................................................................................................................ 23

Governance ............................................................................................................................................................................... 23

Financial .................................................................................................................................................................................... 25

Overall SWOT................................................................................................................................................................................. 26

FUTURE STATE FRAMEWORK ............................................................................................................................................................. 29

Structure ........................................................................................................................................................................................ 30

Option 1 – Ontario Section with Four Regions (based on current divisions) ............................................................................ 30

Option 2 - Ontario Section with Three Regions (divisions based on current Ontario Sport Policy) ......................................... 32

Option 3 - Ontario Section with Many (6-8?) Regions (based on new divisions) ..................................................................... 33

Option Comparison vs. Key Success Factors .................................................................................................................................. 35

Recommendations ......................................................................................................................................................................... 36

ROLES AND RESPONSIBILITIES ............................................................................................................................................................ 37

Sectional and Regional Program Oversight and Delivery .............................................................................................................. 37


GOVERNANCE ..................................................................................................................................................................................... 42

Governance Structure Options ...................................................................................................................................................... 42


ORGANIZATION AND PEOPLE ............................................................................................................................................................. 44

Organization Considerations ......................................................................................................................................................... 44

Current Resources – Section Comparison View ........................................................................................................................ 44

Ontario View of Staffing Resources .......................................................................................................................................... 45

Canada Wide Staffing Resources Comparison .......................................................................................................................... 46

PSO Comparison of Staffing Resources..................................................................................................................................... 47

Organization Structure and Key Roles – Value Creating and Value Enabling Functions ............................................................... 47

Value Creating Functions .......................................................................................................................................................... 48

Value Enabling Functions .......................................................................................................................................................... 48

Organization Location Options ...................................................................................................................................................... 49


FINANCES ........................................................................................................................................................................................... 51

Scenario 1 ...................................................................................................................................................................................... 54

Assumptions ............................................................................................................................................................................. 54

Potential Results ....................................................................................................................................................................... 54

Scenario 2 ...................................................................................................................................................................................... 55

Assumptions ............................................................................................................................................................................. 55

Potential Results ....................................................................................................................................................................... 55


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FORMING A NEW SECTION................................................................................................................................................................. 57

Future Framework and Vision for a New Ontario Section ............................................................................................................. 57

Legal Process ................................................................................................................................................................................. 60

Timelines ....................................................................................................................................................................................... 61


Appendix 1 ......................................................................................................................................................................................... 64

Structure Option Considerations – Geography ............................................................................................................................. 64

Map - Distances from Main Urban Areas ................................................................................................................................. 64

Map - Where are the Skaters? .................................................................................................................................................. 66

Appendix 2 ......................................................................................................................................................................................... 67

Governance – Suggested Board Competency Mix ........................................................................................................................ 67

Appendix 3 ......................................................................................................................................................................................... 68

Overview of Initial (June, July, August) Observations, Issues and Concerns ................................................................................. 68

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EXECUTIVE SUMMARY

To better understand the potential for a single Skate Canada - Ontario Section, the Board of Directors of Skate Ontario formed a Working Committee (WC) that consisted of key Skate Ontario and Section volunteers that represented a mix of competencies including governance, human resources, sport technical, marketing/communications, finance and skating volunteerism. The Working Committee had a mandate to fully review the current Sections to understand their operations with a view to creating a new and improved operating structure that would align with Skate Canada’s new Strategic Plan. To fulfill this mandate the Working Committee was tasked with providing a complete view of the current state (with four Sections and Skate Ontario) and a recommendation on what a unified single Section structure could look like after considering several different structure options (a potential Future State). With these two views, the Skate Ontario Board would then be in a position to decide on an optimal structure and bring this forward to the Sections as a recommended path forward.

The Working Committee engaged the help of a consultant, the Business Sherpa Group, to undertake this project as a team. The work plan included three phases; Phase I – evaluation of the current state; Phase II – options for a future state with a Single Section; and finally Phase III – considerations around implementation and process. At each stage there was extensive consultation with the Sections and a wide range of stakeholders. This included over 60 hours of either face-to-face meeting on-site at each Section and Skate Ontario or over the phone, including follow up consultation calls to review findings and solicit further feedback. Summarized details of the reviews done in each Section are provided under separate reports to protect confidential information, but the rolled up Province-wide view of the current state is provided in this report.

In terms of the current state, from a Province-wide perspective, it is clear that there are exceptional skating programs, events, and development activities taking place in certain areas in the Province. That said, the programs, delivery approach, pathways for athletes are inconsistent as there is no overarching design, oversight or mandate to ensure that the experience, offerings and outcomes/goals for skating from a Province wide perspective are being provided or needs met. Operational Boards with dedicated volunteers and loyal staff work hard to deliver skating in each Section. However without a province-wide mandate, to coordinate efforts, design programs that achieve broad reach and consistent delivery, manage resources to tackle challenging issues such as geographic and economic disparities – gaps remain where some skaters, coaches, officials, clubs receive very different opportunities than others. Financially most Sections are strong but not all; that said there are different approaches on how financials are captured in each Section both in terms of accounting practices and how financial results from the Regions are rolled up – this creates some opaqueness on the overall financial health across the Province and frankly how funds are used to deliver programs, run events and create development opportunities. Finally, as a provincial sport it is clear that the current structure where the official PSO (Skate Ontario) is an entity that sits outside of the Skate Canada – Sections relationship, creates weakness as a PSO both in terms of the Ministry’s sport recognition policy requirements, but also in terms of leveraging the strength an Ontario skating entity should have in terms of funding, sponsorship, access to opportunities, etc.

As for a future state, the Working Committee focused on a range of options that all included a single Ontario Section, but a variety of Regional structures underneath that Section. In this context the Working Committee also considered governance, programming and events (roles and responsibilities of the Section and Regions), people and organization structure and finance. This also aligns to the new best practice that most sport organizations are moving towards, using a model that incorporates a single unified entity, competency-based leadership, provincial program equality for efficient and effective program delivery.

After evaluating the pro’s and con’s, issues and questions as well as any feedback offered the Working Committee now recommends the following structure for a one-Section model:

One Section with anywhere from 6 to 8 Regions (the final number to be determined by Board and working committees during the transition year)

A engaged policy board of 10 to 12 that will include a range of skills and competencies that will be modeled after the Skate Canada Board of Directors; Regions would be represented through operational committees of the Board and report through to the Board and Executive Director (ED) of the Skate Canada Ontario Section (SCOS)

An Interim Board (size 10 – 12?) to be established for a transition year to lead the Section, and with working committees craft the detailed design of the new Section and to create the permanent board structure. The mix of the Interim Board

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should include regional representation, stakeholder representation, competencies needed for transition (e.g. HR; Finance; Legal), representation from current Working Committee. This Interim Board would be appointed for a period of one year upon the creation of the new Section.

The new Ontario Section would have the mandate to design, implement, deliver, oversee and report on programs, activities and events that meet the goals of all stakeholders, and Regional partners would help to deliver and run some of the programs and events; act as liaison to establish connections with clubs and offer guidance and support. The Ontario Section will be responsible for:

o High Performance & Athlete Development Support o Competitive Skaters o Talent ID o Competitions o Recreational; StarSkate; Learn to Skate o Adult and Skate for Life o Synchro o Other – Athletes with Disabilities; High School & Collegiate o Coaches o Officials o Volunteers o Rural and Remote Area Program Development o Club Support

The Interim Board should hire a new ED for SCOS once the legal entity is formed and identify any other critical roles required to help design the new Section. With the staff and working committees, determine workforce plan and structure based on mandate and how programs will be delivered (weighting should be on programming). Existing staff will continue work they have been doing in running skating operations and activities out in Regions during the transition year. All staff will be considered for future opportunities.

The new Section should budget planned on current revenue streams, anticipating only modest improvements. As the Section for Ontario all Skate Canada funds will be directed to the Section for management and oversight. With the amalgamation of current Sections – all assets and liabilities would be pooled together. The Board along with Working Committees would determine a plan for the reserve funds that minimally covers obligations, but also creates some legacy connection with the former Sections where the reserves originally came from.

The process to create a single Ontario Section is complicated as there are two separate decisions voted on by different constituents. The formation of the Section is done at the Skate Canada level with a by-law amendment and voted on by Skate Canada membership. The decision of the Sections to amalgamate is one that only those legal entities can make and the agreement to be party to an amalgamation would be decided by each Section by a vote of their own members. While these decisions are technically independent of each other the Working Committee acknowledges that Skate Canada would like the Sections to create their own new Section, but ultimately this is a Skate Canada decision. Additionally the Sections have a strong desire for time to work through the details and be engaged in the process of creating a new Section so that they can comfortably ask their membership to agree to an amalgamation. For this reason the Working Committee recommends the following process:

Ask Sections to present new Ontario Section framework to membership and agree to an MOU to amalgamate within the year following the formation of a new Ontario Section

With Skate Canada passing a motion to amend their by-laws to create one Section in Ontario and to eliminate the current four Sections effective as of April 2017:

o That the by-laws of the new Section include the following provisions: That an Interim Board be appointed for a one year period to oversee the transition year and creation

of the new Section For the interim year, the qualifying structure should reflect the qualifying structure established and as

amended by Skate Canada

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That the current four Sections will continue to operate as normal until the new Section comes into effect in April 2017; during the transition year, the Interim Board will redefine the Regions and boundaries and amend the by-laws accordingly

Once the new Ontario Section comes into effect (as of April 2017) the Regions will be operational committees of the new Section Board

The new Section will oversee and manage all the Section finances The four Sections will work to affect an amalgamation in the first year.

Finally the Working Committee feels that the work done on this project has been exhaustive and comprehensive; it has made every attempt to fully consult with all stakeholders and their views and ideas were considered in the final report. While there are individuals and some groups that have concerns about forming one Section, there are others equally optimistic about what such a structure might mean for skating in Ontario. The Working Committee feels that the recommendations presented in this report have been fully researched and provide a balanced view and a province wide perspective and ultimately the optimal approach and design for a unified Ontario Section.

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INTRODUCTION To better understand the potential for a single Skate Canada - Ontario Section, the Board of Directors of Skate Ontario formed a Working Committee (WC) that consisted of key Skate Ontario Section volunteers that represented a mix of competencies including governance, human resources, sport technical, marketing/communications, finance and skating volunteerism.

Working Committee Mandate Reporting to the President of Skate Ontario and the Skate Ontario Board of Directors, which includes the Section Chairs of the Northern, Western, Central and Eastern Ontario Sections of Skate Canada, the Ontario Sections Working Committee has a mandate to audit all existing assets (physical, intellectual, programming and financial) found within the four Ontario Sections of Skate Canada and Skate Ontario and evaluate how:

cost and delivery efficiencies can be realized

operating procedures can be improved

creating a new and improved operating structure will align with Skate Canada’s new Strategic Plan

Working Committee Goals The goals of the Ontario Sections Organizational project were:

to come forward with a final recommendation for a new single entity to govern skating in Ontario

to create options for an optimal structure for a single entity but not make the final decision

to provide recommendations that will be formed through a process that has: o fully reviewed and considered the current state o been sensitive to Regional nature of skating across Ontario

o fully involved and interacted with clubs throughout the process

o leveraged independent and credible resources to apply an objective lens

o addressed the concerns of funders, members, partners, staff, other skating bodies

Working Committee Key Duties With the goal of producing a report on a Future Framework for Skating in Ontario that meets the needs of the four Sections and the board of Skate Ontario, the key duties were to:

clearly identify critical path, milestones and key measurement objectives of the committee

implement a process of securing critical information from the Sections to conduct the audit

ensure equitable representation of stakeholder viewpoints, inclusive of skaters, coaches, administrators, officials, parents, sponsors and multi-sport funding partners

identify a system for outreach to relevant stakeholders of the Sections

provide clarity on the legal implementation of decision making around amalgamation

maintain consistent dialogue with Skate Ontario and the four Ontario Sections of Skate Canada and request guidance as necessary

identify the design of the audit and evaluation process, with the guidance of the President of Skate Ontario [as necessary], taking into direct consideration the key areas of focus from the February 21

st Skate Ontario Strategic

Planning session: o Athlete focus o Amalgamation of current entities o Governance o Best practices o Regional differences

The final framework recommendation should achieve the following outcomes:

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Provide a structure that offers the best outcomes for the athletes;

Develop a structure in Ontario that includes a single Skate Ontario Section along with strong Regional delivery partners;

Create the BENCHMARK Section in Canada that advances the goals of all stakeholders and develops standards of excellence around planning & delivery of programs, governance, transparency & accountability, aligned and effective communications and value exchange.

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APPROACH In order to meet the above objectives, the Working Committee engaged an external consultant that included a team of experts in the areas of organizational design, governance, finance and sport to undertake the “Ontario Sections Organizational Project”.

The team of consultants from the Business Sherpa Group led the process of conducting an audit of existing assets, reviewing findings with the Working Committee, providing an objective perspective in evaluating the current state and the options for a Future State with a single Skate Ontario entity as well as helping establish the process of how a new entity could be formed. The consultants included in this project were:

Margo Crawford: MBA, ICD.D, President and CEO of Business Sherpa Group; co-founder Meriton Networks Expertise - business strategy and organization design

James McCracken: former Director of Education; Current Chair of the Ottawa Hospital, Vice-Chair of the Ontario Hospital Association, Board Director, University of Ottawa Heart Institute, Past Chair United Way Ottawa Expertise - Governance Best Practices, Board Roles and Mandate, Meeting Effectiveness, Chair and Leadership Mentoring, NFP Leadership and Strategy, Board Effectiveness (NFP)

Jan O’Donnell: CPA, CMA, virtual CFO and former CFO and Finance Leader in NFP and technology companies Expertise - Virtual CFO, Business Strategy, Financial Reporting, Budgeting & Forecasting, Cash Flow Management, Risk Management, Audit Preparation

Sheilagh Croxon: Three time Olympic Coach– Synchronized Swimming and member of the Etobicoke Sports Hall of Fame Expertise - Coaching, Athlete High Performance Development, Club Leadership, Sport Leadership

Kim Gurtler: Project manager and communications support

Consultation Process A critical element of reviewing the current situation and recommending an optimal future state was to ensure that there was extensive consultation with the Sections and that there would be a cross-section of representatives from Skating stakeholders involved in the process. The Working Committee was struck to ensure that there would be good representation of voices from across skating including coaching, clubs, skating, volunteers, governance, etc. The following table identifies the Working Committee and the perspectives that each would bring to ensure there was strong representation from across skating.

Working Committee

Skat

ers

Co

ach

ing

Off

icia

ls

Clu

bs

Vo

lun

tee

rs

Go

vern

ance

Skat

e C

anad

a

Sect

ion

s

Par

en

ts

Hu

man

Re

sou

rce

s

Lega

l

Fin

ance

Org

aniz

atio

na

l

Ch

ange

Kristy Balkwill √ √ √ √ √

Gloria Brighten √ √ √ √

Paul MacIntosh √ √ √ √ √

Susanne Morgan √ √ √ √ √

Dan Thompson √ √

Lyn Purdy √ √ √ √

Lisa Alexander √ √ √ √ √

Glen Fortin √ √ √ √

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Initial Consultation with the Sections Initial consultations took place with all Sections and Skate Ontario in the July, August time frame. This involved on-site visits to all Sections meeting with staff, Board members and other volunteers either via one hour face to face meetings with individuals, or in some cases in small groups, and where necessary with phone calls. The focus was to understand their role and background, how they support skaters, coaches, officials, clubs as well as what their views are on what works well and where there are opportunities for improvement. We also wanted to capture their thoughts and concerns about the concept of moving towards a single section in Ontario and any other perspectives they wished to share. A summary report for each Section is available and was provided to the Working Committee as separate documents to protect the confidential information included in each report. Discussions and interviews focused on information, experience, knowledge and history around the following topics:

Structure (Regions, clubs, office staff, etc.)

Board of Directors

Staff and office operations

Programs for competitive, OHPSI-level athletes, recreational, Synchro, Adult, …

Coaches and officials

Events and competitions

Overall financial picture

Uniqueness, opportunities and risks

The review of the British Columbia/Yukon Section and Patinage Québec allowed an opportunity to compare the operation of Skating Sections in Canada. The comparisons with other PSO’s across the country, helped provide perspective and understanding of best practices in other sport organizations

These valuable insights were brought forward to the Working Committee to consider and use in evaluating options around creating a unified Ontario Section. Below is a detailed list of the visits and the individuals consulted with during the initial consultations:

Central Ontario Section July 6th and 7th, 2015 On-site visit and phone calls

• Gary Oswald (Executive Director) – 2 meetings • Patricia Glenwright (Manager, Programs and Services) • Marion Dyke (Past Chair) • Emily Sternberg (Manager, Events and New Media) • Stephanie Klein (Administrative Coordinator) • Susan Cash (Financial Accountant) • Emily-Anne (reception) • Jo-Anne Phelps (Competitions Director) • Mary Harrington (Vice Chair Administration) • Karen Syme (Regional Director) • Kathy Adams (High Performance Director) • Susanne Morgan (Vice Chair Technical) – phone meeting • Paul Cotter (Director/Chair) - phone meeting • Tracey Zwiers (phone meeting)

Northern Ontario Section July 24th On-site visits and phone calls

• Michelle Ross (Executive Director) • Traci Fong (Director/Chair)

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• Therese Bislborough (Vice Chair Administration) • Julia Mullins (Technical Director and Judges Committee Chair) • Jane Drolet (past Board member; volunteer) • RoxAnne Daignault (Coach)

Western Ontario Section August 4th and 5th - on-site visit

• Brenda Van Engelen (Chair) • Pat Woods (past Board member) • Bill Boland (past Board member) • Steve Scherrer (Past Chair) • Janice DeThomasis (Treasurer) • Liz Mannell (Vice Chair Technical) • John Briscoe (Technical Director) • Carol Moir (Skating Programs Coordinator) • Lori Mackey (Member Services/Administrative Support) • Mary LaPier (Member Services/Coaching )

Eastern Ontario Section August 11th - on-site visit

Barbara Hough (Chief Administrator)

Glenda Cartright (Chair)

Ann Monaghan (Skating Programs Chair)

Nancy Rooyakkers (Vice Chair – Skater Development Chair)

Rhonda Vanderveen (Judges-Officials Chair)

Skate Ontario August 12th - on-site visit

Cindy Wrong (Office Manager)

Scott Rachuck (Technical Director)

Gloria Brighten (President & Chair)

Janet Balkwill (Past Director)

Wendy St. Denis (Past President)

Other Meetings Calls with leaders, board members in other Sections and sport

BC/YT Section

Quebec Section

Basketball Canada

Synchronized Swimming

Working Committee Meetings and Communication Updates

Working Committee Kick Off Meeting On August 19

th, 2015, the Working Committee with the Business Sherpa Group team met face to face in Toronto to review the

findings from each of the Sections, Skate Ontario, and then as a collective view across the Province. Each Section was then compared to each other and to other sport organizations in Ontario. The objective was to have a complete view of the current

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state, consider strengths and weaknesses and evaluate where opportunities might exist for improvement in creating a new structure for Skating in Ontario.

Participants

Kristy Balkwill

Gloria Brighten

Susanne Morgan

Dan Thompson

Paul MacIntosh

Lyn Purdy

Lisa Alexander

Glen Fortin

James McCraken (Governance Expert)

Jan O’Donnell (Finance Expert)

Sheilagh Croxon by phone (Sport Expert)

Margo Crawford (Business and Organizational Strategy Expert)

Kim Gurtler (Project Manager)

Stakeholder Goals It’s during the kick off meeting that, it became clear that the identification of Key Stakeholders was necessary - people who are interested and care how skating is delivered in Ontario. This overview of Stakeholders was one of our guiding principles when developing and evaluating options and recommendations:

Stakeholder Goals

Skaters

• Opportunity to skate (in any discipline) in programs that are accessible, financially viable and geographically available

• Achieve their skating goals to their level of interest and expertise • Have access to the very best athlete development, information and advice

Skate Canada

• Integrated Development Pathways • Have confidence that Sections are delivering programs and providing technical leadership (coaches,

officials & volunteers) that are aligned with Skate Canada goals. • Have clarity around value exchange in partnerships between Skate Canada and Sections • Vision/Mission/Values of Skate Canada as defined in strategic plan

Regions • Effectively support skaters, clubs, coaches, officials within their geographic Regions • Provide fully supported and coordinated, consistent and clear programs, communications, resources &

information from Skate Canada and Section that align to Skate Canada goals

Clubs

• Deliver standardized programs (with some monitoring to ensure consistency and alignment with Skate Canada)

• Development for clubs; ‘how to’ (volunteers, Club management, running competitions/events, running tests)

• Opportunities to transition Skaters through athlete development pathways as they progress • Have opportunities to thrive in a financially sustainable manner

Coaches

• Technical leadership focused on developing athletes (vs. individuals) • Coach education and development to get athletes to next level • Coach program delivery that is standardized, easy to use and gives access to coaches across Province • User friendly system that is easy to access and improves coaching skills

Officials

• Timely, consistent and easy access to training and updates • Identification and retention programs for new/young officials • Better engagement of Officials

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Stakeholder Goals

• Long term development for Officials • Provide support and coordination around the systems for officiating • Testing Skaters – provide support and coordination • A competition structure that that considers load placed on officials

Province

• Single Provincial Entity to oversee the sport that improves leveraging of resources and talent as well as eliminates duplication

• Accountability and transparency – best practices on use and reporting on grants for funding • Best practices and consistent policies governing the sport (Governance Board vs. Operational Board) • Financial sustainability that comes with a single Provincial Sport Organization to direct funding, sport

goals and outcomes

Public

• Government dollars spent wisely to advance goals of broader public around sport generally and skating • Strong value exchange between what is offered/delivered and dollars spent • Accountability and transparency

Parents

• Want access to opportunities for skating – for all levels of ability and interest and within their communities

• A safe learning environment with consistent, high quality programs, coaches, and events • Value for investment (at all levels) – grass roots level through to elite skaters • Affordable options to participate

Key Success Factors Additionally the Working Committee established key success factors as criteria against which all options should be measured. The goal was to ensure that very specific outcomes would remain central to the future framework and became a rubric against which we considered options and addressed questions or issues.

Criteria What does this mean?

Athlete Centered • Structure is set up to create the best opportunities and outcomes for the athletes (all disciplines and levels)

• Has a coordinated and Province wide approach to developing grass-roots programs, early talent-ID activities, and clear athlete pathways

Equitable treatment across Province

• Skaters and clubs across Ontario feel their interests are being considered in an equitable way (skating programs and training/development - in all disciplines and all levels of skating)

• Regardless of geography – the needs are being addressed in the best way possible with resources & focus on how to overcome the challenges of broad geographies

Integrated delivery

• Integrated athlete development pathways as defined by Skate Canada that are then rolled out across the Province in a consistent manner

• Programs, resources, information and tools are coordinated and rolled out throughout the Province in a way that meets the Skate Canada goals and outcomes

Accountability/ Transparency

• A structure that ensures and supports the ‘value exchange’ between stakeholders • Fees are paid by members, dollars granted by funders, payments made for courses, training,

competitions, funds provided by Skate Canada, etc. are in exchange for value provided (quality programs, events, training, support to clubs, skaters, coaches, officials; achievement of broad Skate Canada goals, etc.

• Clear, timely and consistent reporting and feedback on the value exchange • Best and consistent practices on accounting, audit, reporting across the Province

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Criteria What does this mean?

Enhances Communication

• Structure supports effective and coordinated channels of communication • Skaters, clubs, Regions, coaches, officials, volunteers will get consistent, relevant and timely

information through coordinated messaging • Creates consistency in format, cadence, medium, and subject matter

Optimized operations

• Structure can leverage resources (financial, people, tools) • Create efficiencies by having unified systems, process, tools • Reduces duplication or over resourced activities where it does not make sense • Allows localized support through Regions, clubs where there is a need for ‘high touch’ support and

guidance on very focused responsibilities

Strong reach across Province

• Retain the ‘high-touch’ support and connection to skaters, clubs, coaches, volunteer, officials – ability to get into clubs, speak with skaters, coaches, officials directly

• Has mechanisms & strategies to reach the remote locations and bring resources, materials, support to clubs, skaters, coaches, officials that currently get little support

Valuing people • Healthy culture – people who feel value and connected to the vision • Engages and values volunteers, participants • Strong connection and sense of pride and ownership

Evaluating Options around a Future State The Working Committee met on a weekly basis (over the phone through Go-To-Meeting platform) to review different elements of a unified structure in Ontario. Each meeting involved preparatory work, a 2 – 3 hour working meeting, and follow up actions to be reviewed on next call. Meetings were held on the following dates to review specific topics:

September 17th

, 2015 – Structure (Section/Regions) Options

September 24th

, 2015 – Programs and Responsibilities

September 30th

, 2015 – Governance

October 6th

, 2015 – Organization and People

October 13th

, 2015 – Financials

Working Committee Meeting – Follow Up and Evaluation of all options On October 20

th, 2015, the Working Committee met again for a full day face-to-face meeting in Toronto. The purpose of this

meeting was to review the work done on the weekly meetings and follow up work and research done to date, evaluate the full range of options, and consider their pros and cons. It’s at this meeting that we arrived at initial recommendations around: Structure, Governance, Programs & Responsibilities, Organization & People and Finance. The Working Committee spend a great deal of time considering the implementation steps and its process. In the afternoon Steve Indig, a lawyer with a practice and expertise in sport law, joined the Working Committee to answer questions and add context to the legal implications and steps around how a new section might be formed.

Participants

Kristy Balkwill

Gloria Brighten

Susanne Morgan

Dan Thompson

Paul MacIntosh

Lyn Purdy

Lisa Alexander

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Glen Fortin

Sheilagh Croxon (Sport Expert)

Margo Crawford (Business and Organizational Strategy Expert)

Kim Gurtler (Project Manager)

Steve Indig (Legal Counsel)

Update to Skate Ontario Board of Directors Margo Crawford (Business Sherpa Group) and Kristy Balkwill (Chair of the Working Committee) were invited to the Skate Ontario Board of Directors meeting held in Ottawa on October 3, 2015. Margo and Kristy provided an update on the process and approach and high-level initial findings.

Secondary Consultations with Sections Following the work done by the Working Committee during the October meeting, further consultations were held with each of the Sections. These were done via conference calls using the Go-To-Meeting platform. Each meeting ran from 2.5 to 3.5 hours. Following these meetings all sections were provided with a summary of the draft recommendations and framework and asked to review and provide additional feedback and ideas on how to create a unified Ontario Section. The calls and participants on the calls are listed below:

Northern Ontario Section November 16

th, 2015 (3 hour conference call)

Nancy McAllister

Theresa Bilsborough

Nancy McAllister

Nicole

Michelle Ross

Laurie Latimer

Julia Mullins

Abbie Drolet

Jane Drolet

Stephanie Lafleur

Traci Fong

Margo Crawford

Kristy Balkwill

Kim Gurtler

Central Ontario Section November 18

th, 2015 (2.5 hour conference call)

Susanne Morgan

Paul Cotter

Gary Oswald

Barbara Roger

Karen Syme

Mary Harrington

Kathy Adams

Tracey Zwiers

Marian Dyke

Glenda Poirier

Sylvian Carle

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Michael Hollingsworth

Margo Crawford

Kristy Balkwill

Kim Gurtler

Western Ontario Section November 19


Brenda VanEngellen

Karen Edwards

Debbie Clark

Michelle Hunsley

Pat Woods

Mary Lapiere

Janice diTomasis

Peter Wong

John Briscoe

Patty Morrow

Steve Scherrer

Bill Boland

Lori Goulet

Lori Mackey

Don Plumstead

Margo Crawford

Kristy Balkwill

Kim Gurtler

Eastern Ontario Section November 24


Glenda Cartwright

MJ Barrette

Barbara Hough

Ann Monaghan

Nancy Rooyakkers

Tracy Hayden

Rhonda Vanderveen

Susan Rivington-Chapman

Marilyn McCauley

Margo Crawford

Kristy Balkwill

Kim Gurtler

Northern Ontario Section On November 25

th, 2015 a second conference call with Northern Ontario Section (3 hour call) was held to provide updated

information that had been shared with other Sections. Participants (not sure that all were on the call):

Nancy McAllister

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18

Theresa Bilsborough

Nancy McAllister

Michelle Ross

Laurie Latimer

Julia Mullins

Abbie Drolet

Stephanie Lafleur

Traci Fong

Margo Crawford

Working Committee Meetings to Evaluate Feedback and Finalize Recommendations Following the second round of consultations with the Sections – each Section was invited to provide feedback and comments on the recommendations that were presented and were asked to share additional ideas for the Working Committee to consider in their final recommendations. The Working Committee met on December 9

th, 2015 (via conference call and on a Go-To-Meeting

platform) to review feedback, reconsider options and arrive at final recommendations that would be reported back to the Skate Ontario Board.

Working Committee Response to Feedback from the Sections Following the consultations meetings with each Section in November, we asked each Section to review the findings and provide additional feedback and ideas that should be considered and incorporated into the recommendations of the Working Committee.

The Working Committee reviewed and evaluated the feedback from the Sections before finalizing the recommendations. Overall, there were some great suggestions and constructive feedback. The Working Committee incorporated some of the suggested language changes, for example being clear that the current staff will be considered for opportunities in the future Section. Additionally there were some suggestions that the Working Committee believes are worthy of the Interim Board of the new Section to consider – such as including existing staff in the process of designing the new Section.

A common concern was around process and timing. The Working Committee spent a great deal of time on this topic. It worked through the approaches and believes that the recommended approach around process builds in the time and engagement required in order to allow the Sections to comfortably work through the details of a unified Section that they then can bring forward to their members to consider in the context of amalgamation. While the reality remains that there are separate decisions that don’t sequence well (Skate Canada needs to create one Section in order for current sections to proceed with amalgamation; the Sections want/need to be involved in the design and planning of the new Section) the Working Committee believes that the proposed process provides the best solution to address these concerns.

Finally in some of the feedback there were some direct claims made about the Working Committee’s work, statements, and composition. While some of these are simply opinions which of course can be made, there are a few to which the Working Committee would like to respond.

First there was a claim that there was a real or perceived threat made during the consultation calls regarding the consequences of one Section not amalgamating with the other 3 Sections and Skate Ontario (under a scenario where the other 3 Sections had decided to amalgamate). The discussion on this topic was a response to a question about the legal mechanics of how a unified Ontario Section would be formed through an amendment to the Skate Canada bylaws, and the resulting status of the current Sections (i.e., not being recognized). The response was a statement of fact regarding corporate and governance law, and was by no means a threat. In addition it was clarified that the decision on this point is made by the Skate Canada membership and not the Sections (or the Working Committee).

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19

Secondly there was a claim that the Working Committee did not fulfill its mandate by not considering more than a one option and did not work to its Terms of Reference. The Terms of Reference as well as the proposed plan and approach for the Working Committee to take, which was approved by the Skate Ontario Board, asked for a capture of the current state, that a range of alternative options be considered, and a recommendation around an optimized structure, which considered the needs of all stakeholders. Specifically, section 1.4 of the Terms of Reference for the Working Committee, states that the Working Committee was to (inter alia) produce “a final report outlining the findings of the Working Committee and a detailed plan to implement the preferred way forward” (emphasis added). The Ontario Section Chairs, as the Board of Skate Ontario, were responsible for approving the Terms of Reference (it was not designed by the Working Committee); the Working Committee simply carried out its mandate as directed by the four Ontario Section Chairs.

The Working Committee has completed a comprehensive review of the current state, evaluated a range of alternative options (four options fully considered) for a unified (amalgamated) entity, and recommended a structure that it believes optimizes operations and best addresses the needs of the stakeholders. The Working Committee was not tasked with making the decision between one Section and the status quo – this is a decision for the Skate Ontario Board now that they have a full view of the current state and a fleshed out option around a unified single Section that could optimize delivery efficiencies and operating procedures. Furthermore at every meeting with the Sections – both with individuals and groups - it was clearly articulated that the Working Committee would not be making a decision around status quo versus a new structure, but rather the Working Committee would be capturing and auditing the current state across the Province in order to support the President of Skate Ontario in representing a plan to the Ontario Section Chairs (see section 1.5 of the Terms of Reference).

A third claim was made, stating that the Working Committee is flawed because its Chair is a Skate Canada Board member. In fact, there were two Skate Canada Board members on the Working Committee, as well as the CEO of Skate Canada. The Skate Ontario Board requested that these three individuals participate on the Working Committee. The Working Committee's mandate, as stated in its Terms of Reference, was to "evaluate how cost and delivery efficiencies can be realized, [and] operating procedures can be improved leading to a new improved operating structure that aligns with Skate Canada's new Strategic Plan" (emphasis added). The participation of these three individuals was intended to help with alignment and integration, as well as to assist both Skate Canada and the Working Committee in the awareness of the other party's needs and desires in developing a proposed unified structure.

Based on the feedback provided from the Sections, and the changes to the recommendations that the Working Committee then made, the Working Committee believes that the proposed recommendations in this report represent a clear picture of the Province-wide view of the current state and the optimal approach and design for a unified Ontario Section.

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REVIEW AND EVALUATION OF CURRENT STATE Overall Findings Highlights - Ontario All Sections Basic demographics of each Section and a compiled view of Ontario reveal that Ontario as a single entity would be the largest Section in Canada, over double the size of Quebec. Notwithstanding this large advantage, Ontario lags other Sections in terms of grants and other sources of funding and spends a great deal more on Governance given the 65 Directors within the Province compared to an average of 10 in all other Sections. In addition, there are significant differences across the Sections and these disparities highlight the impact of having four Sections with Skate Ontario overseeing only fragments of skating across the Province (either focusing on their geographic area or on different parts of skating such as High Performance, or Competitive Skaters).

EOS 14,000 skaters

COS 31,000 skaters

WOS 21,000 skaters

NOS 5,600 skaters

SO ONTARIO 71,600 skaters

Regions/Areas 6 7 9 6 28

Clubs 86 102 113 59 360

Skaters 14,000 31,000 21,000 5,600 71,600

Coaches 464 803 603 174 2,044

Officials 115 172 174 86 547

Section Board 18 14 15 12 6 65

Section Committees

10 9 10 11 2 42

Staff 3 5 4 1 3 16

ONTARIO 71,600 skaters

BC/YT 19,000 skaters

QUEBEC 35,000 skaters

Regions/Areas 28 5 18

Clubs 360 110 242

Skaters 71,600 19,000 35,000

Coaches 2,044 1,500

Officials 547 180 489

Section Board 65 10 10

Section Committees

42

Staff 16 4 10

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Each Section approaches the delivery of programs, events, training and development in different ways. This results in tremendous opportunities for some skaters, coaches and officials in some disciplines and some geographies while other Sections struggle to deliver comparable offerings.

Current State

High Performance Athlete Development & Support

• Some Sections have paid TDs others have volunteers or none • Different programs being offered or no programs offered, in some cases just athlete

support to go to Challenge • Monitoring is inconsistent – done very well in some Sections and very poorly or not at all

in others (approach, standards not consistent) • Inconsistent pathways for athletes across the Province

Competitive Skaters

• Sections have different types of support – some offer seminar days, others provide team support

Talent ID • Different types of programs across province – some done through seminars, others through camps, others not at all

StarSkate & Recreational • Some Sections very active in rolling out new programs, others doing best effort • Real inconsistency of reach to remote clubs and offering support – feel very isolated at

times • Mix of programs delivered only to parts of the Province (Development Programs,

simulation days, Performance Camps, Skater Evaluation Programs) • Communications on rule changes are a real struggle – try to get information disseminated

and understandable as quickly as possible – inconsistent approaches across Province.

Competitions

• Currently have 62 – 65 competitions each year (14 run by the Sections; 48 – 51 run by the Regions)

• Various revenue sharing structures and process • Very few make money; there are some that are very good at making money and have

created competition standards • Other Sections have no visibility at all into finances around competitions (if they do well

or poorly) • Competition calendar and schedule places massive strain on officials and volunteers – lack

of coordination across Province • There are legacy competitions in current Sections that have become part of the ‘Brand’ of

the Section

Coaches

• Currently run 23 NCCP course per year on average (CanSkate, Primary Stars, ISPC, CanPower)

• Coaches Rep does seminar at connections and 1 day seminar & 3 1/2day workshops • Very limited reach into any remote communities across Ontario (Northern and other

remote clubs in Province have little access) • See very little other coach/development outside of NCCP • Not coordinating training opportunities with coaches and officials

Officials • Ran 7 clinics (Star 1-4) – done at competitions • Judges Exchange Program – provide financial support • Officials experiencing burn out with current competition structure and test days • Lack of programs to identify, develop and promote officials

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Current State

Club Support • Connections – 4-6 workshops over weekend of AGM • Communications on rule changes • Club Consultations • Inconsistent programs; limited activities • Some Sections better than others getting into clubs to offer direct support and guidance

Volunteer Development • Very limited activity in this area – lots of references to when there was a volunteer conference

Rural/Remote Club Support • Very limited activity in this area – really just best effort to get information out – so no programs or investment to support remote locations

Synchro • Very limited seminars and support to coaches and officials – some Sections really cannot offer anything

• Can request monitoring – but inconsistent and as requested • Synchro Centers of Excellence – train together

Adult/other (Skate for Life) • Very little work being done • Some Sections offer some seminars/socials but inconsistent and limited focus

Bursaries and Direct Funding to Athletes

• Each Section has own programs and formula/approach to providing bursaries and direct funding

• Practices and policies differ • Funding associated with Skater Trust Funds in Sections • Limited access to other sources of funding

Skaters/Programs With respect to programming, Skate Ontario and the Sections serve different levels of athletes. Skate Ontario focuses almost entirely on the High Performance (OHPSI and Quest for Gold) athletes, while the Sections provide support to their highest level (non-OHPSI) athlete as well as deliver programs, seminars, development activities for all other levels of skaters either directly or through support they offer to clubs. The exception to this is the Northern Section (NOS) as it is limited in what they can directly offer in terms of programs. To remedy this situation, NOS transfers some of the Skate Canada revenues (fees) directly through to their Regions in order for them to provide development opportunities locally.

Coaches Coach training and development is run through the Sections. That being said, there is province wide cooperation and sharing of courses. The main focus is on coordinating the delivery of NCCP courses and this is generally done by paid staff in each of the Sections.

The exception to this is again, NOS. Due to its large geographic spread and the extremely high cost of travel, NOS has limited opportunities to provide coaching development and often times, the coaches will go to Manitoba for training. The lack of affordable Sectional coaching development further exacerbates the problem around supply of coaches to deliver skating programs in NOS.

Officials The number of officials in the Province is limited and this lack of officials was presented as an issue in all Sections. The ability to recruit, train, promote and retain officials is difficult.

Anecdotally it’s estimated that about 25% of the officials do about 75% of the work. This is largely due to the demands on their time, which is very high given the number and timing of competitions around the Province. There have been some attempts

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amongst some of the Officials to try to coordinate events – such as Dance and Pairs Sectionals, but this was not embraced by one Section, although two Sections did successfully coordinate their 2016 events.

Additionally there appears to be an aging demographic. There are fewer and fewer younger officials either entering this part of skating or remaining as an official.

This area is one where Province-wide leadership to both coordinate the demands of officials as well as focus on the recruitment, training and retention of officials might be very well served as officials do, out of necessity, cross the entire Province in their duties.

Competitions Collectively the Province runs approximately 65 competitions per year. These include:

qualifying competitions

provincial championships

invitational competitions

interclub competitions

Overall many qualifying and provincial competitions are not money-makers and often Clubs must be provided with hosting grants and/or some cost recovery measures to take on these events. The one exception is the Central Section (COS) who has successfully run competitions that make money. Interestingly, COS is one of two Sections (the other Section is EOS) that has a comprehensive revenue-sharing model for competitions and has dedicated staff supporting the delivery of competitions.

Competitions and other ice-shows are integral to the identity of each Region; in some Regions, competitions are named after local ‘skating legends’ that naturally bring meaning to the history and longevity of these events.

An area of concern raised in all Sections is the competition structure - specifically the current model used for qualifying for Challenge:

Ontario currently has 16 spots for Challenge

Quebec has 8 spots for Challenge

and other remaining Sections each have 4

With a move to one Section, this is an area that needs specific attention and clarity as to how many Ontario athletes will get to participate in Challenge. Skate Canada has indicated that the entire model on qualifying for Challenge is under review and expected to change in the very near future. The Working Committee will need to work closely with Skate Canada to ensure there are appropriate steps to transition from the current state to the future model and how to address this matter in the interim.

Governance Each of the Sections and Skate Ontario has a Board of Directors, a Constitution and By-laws, and multiple Committees. In all cases, the Board and Committees are highly operational in nature and there is very little Province-wide oversight from a governance perspective. While there are certainly individuals and groups that take a Province-wide view on some matters, there is no true policy-based governance in the Province. This lack of oversight and accountability has resulted in some key areas of risk and concern that the Working Committee identified and must be addressed in a new structure, specifically:

Accountability to Skate Canada – there is inconsistent accountability on what gets done with the funds received from Skate Canada and specifically how Skate Canada’s vision, goals, and activities are being delivered.

Transparency – currently there are funds that are moved through the Province, from Skate Canada, through to the Sections, Regions and Clubs with inconsistent or at times no reporting back on the use of these funds. Skate Canada currently receives annual financial statements from the Sections, but several Sections have no visibility or reporting from their respective Regions on funds either allocated directly or collected through sanctioned events or programs. For example, it is believed that some

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Regions hold reserves that are not reported or recorded back to their respective Sections. It is conceivable that certain Regions could simply be holding onto funds and not spending appropriate dollars on delivering skating programs or supporting development of coaches, officials, skaters or clubs.

Athlete Development Pathway – is reported to be inconsistent and uncoordinated. Skate Canada would like to see integrated and coordinated Athlete Development pathways for all skaters across Canada. Currently Sections run their own programs and activities for their own skaters, which may or may not align to the Skate Canada goals. Equally, some Sections have very limited ability to offer support to skaters that are starting to develop into competitive athletes.

Compliance – current funding grants and certainly all future funding grants have strict compliance standards that can only be met with a single Provincial Sport Organization. While Skate Ontario has secured some of this funding – these grants generally relate to a relatively small segment of Skaters (the OHPSI-level athletes). Additional funding is limited or in threat without a coordinated and unified single entity in Ontario. While some Sections may not view this as a concern, the Province does fund critical training facilities and resources that all skaters currently benefit from. Further there are certainly additional financial resources that are not being accessed in Ontario because there is not a single entity leveraging financing opportunities (grants, sponsorships, subsidies, etc. – as seen currently in Quebec).

Fiduciary Risk – currently most Sections lack many of the required policies or best practices of a NFP Policy-based Board of Directors. These certainly create exposure for all Directors currently serving on Boards across Ontario. Additionally, this creates risk for Skate Canada who has the over-riding D&O policy that adds Section Boards as insured Directors.

Financial Reporting – overall each Section has a different approach to their financial reporting and statements and how funds are allocated for or transferred to Regions, clubs, and athletes. Financial statements are prepared differently depending on the selected Chart of Accounts. Some Sections have complete visibility on all the funds within their Section, while others simply transfer dollars to their Regions and have limited visibility into the financial health of the Regions nor have a rollup into the Section’s statements. This creates a fundamental lack of transparency and visibility into the overall financial health and use of funds across the Province. Additionally there are sizeable unrestricted reserves that exist within three Sections. While these reserves have certainly been built up based on strong stewardship and oversight, there remains an inconsistent policy on the use of funds and the amount and tempo of use of reserves. At the moment the overall reserves across Ontario are in excess of $3.2M, which far exceeds operational obligations or needs.

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Financial Sources of Revenue




Competition Revenue $659,600 $20,000 $466,000

Fundraising $151,300 $86,000 $129,200

Program Revenues $100,400

NCCP & other Seminars Revenue $189,840 $12,300 $298,700

Skate Canada Revenue $1,337,500 $313,000 $764,400

Other Grants $901,880 $352,900 $432,600

TOTAL $3,340,520 $784,200 $2,090,900

Revenue/skater $46.65 $41.27 $56.74

Sources of Expenses




HP Programs $487,700 $208,000 $345,900

Recreational & StarSkate $294,050 Transferred to Regions to deliver programs

$186,100

Competitions $566,250 $20,000 $282,500

Coach Development $129,500 $42,000 $180,800

Officials Development $35,500 $28,300 $53,700

Staff Salaries $964,800 $283,400 $560,100

Offices $369,600 $176,800 $250,575

Board Governance $288,800 $91,800 $87,113

Committees $84,000

Payments to Regions $40,000 $26,600 $224,500

TOTAL $3,260,200 $876,900 $2,171,288

Expense/skater $45.53 $46.15 $62.04

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Overall




Revenues $3,340,520 $784,200 $2,090,900

Expenses $3,260,200 $876,900 $2,171,288

Net Income $80,320 ($92,700) ($80,388)

Reserves $3,442,000 $287,342 $711,970

Overall SWOT

Strengths Weaknesses

• 75,000 registrants in Ontario - 40% of Skate Canada Registration

• Strong legacy competitions around Province – create great pride and engagement of volunteers and community; including Skate Ontario Championships – New Format

• Staff throughout the Province – skilled, resourceful, dedicated, depth of knowledge

• High performance programs • Strong development programs in certain areas in the

Province • Strong club support programs in certain areas in the

Province • Skate Ontario’s and Section’s relationship with NSO

(operations) • Dedicated Boards, committees, chairs across Province –

do a tremendous amount of work • Strong athletes: Great kids – conduct; Great results • High quality and strong technical capabilities • Great support from Canadian Sport Institute Ontario

(high performance) • Strong volunteer base • Strong event production personnel (Can take on

anything) • Overall financially healthy (although differences by

geographies) • Innovation programming • Positive feedback from parents and athletes re: programs • Media – TV specials with TVO Kids and CBC Kids (RBC

Sports Day) this year – excellent • Provincial Wide Club excellence consultation project •

• Lack of province-wide staff to deliver on a provincial mandates (beyond what is currently done by Skate Ontario – limited)

• Lack of accessibility of events/programs for some athletes • Finances are inconsistently managed across Province –

different degrees of visibility and oversight; some regions financially strong with building reserves, others weak with little ability to improve

• Gaps in programming, development, delivery and support – without any provincial mandate or accountability to improve services or address gaps

• Low sponsorship support • Lack of authority - NSO organized into 13 Sections with 4

in Ontario - Skate Ontario is not the officially recognized authority in Ontario with NSO – equally Ontario Sections currently do not have a unified voice for Ontario and are not singly recognized by the Province

• Severe governance issues - Conflict of interest within Skate Ontario board (board is the Section Chairs plus elected President and ex officio Past President); other Section Boards are 80% operational and oversight is highly fragmented across the province – no one overseeing Ontario as a unified entity)

• Boards are highly operational and not engaged policy-based

• Membership money distributed geographically – does not allow for investment to improving overall provincial delivery of skating programs and development

• Not compliant with MTCS Sport recognition policy • History of regional delivery of programs –

inefficiencies/duplication of effort/gaps in delivery and service

• Communications fragmented and inconsistent – different voices, different messages, different medium across the

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Province • Increase responsibility at PSO (Skate Ontario) without

authority • There is no province-wide access to member data to reach

members, and support members • Entitlement in current structure - not realizing negative

implications of current structure • Clubs concern or perception that PSO is only about High

performance and does not focus on other levels, types of skating

• Lack of funding to support province-wide mandate to ensure delivery of skating programs, and development opportunities

• Lack of alumni program - Communication, recognition, fundraising - Adult

• Lack of provincial championship at high performance level

Opportunities Threats

• Leverage the power and possibility of becoming one

Ontario – with mandate and accountability to address the needs of all stakeholders across the Province

• Build engaged policy based board (attractive position) • Create a model for sharing resources and skills across all

Sections (Identify and collaborate on common issues/opportunities– e.g.: training officials_

• Take leadership position across province on relevant issues e.g. High performance, parents – program, coach

• Hire skills to address creating revenue growth opportunities

• Leverage power of team Ontario - Provincial • Explore and develop plan for expanding provincial

championships • Ontario regionals (Sectionals) if combined could be a true

Ontario championships • Develop plan to bring new funding into Ontario to

increase sustainability and improve delivery for all skating stakeholders

• Develop ability to access funding from others sources (gov’t)

• Develop sponsorship plan and fundraising plan • Shared services model at PSO level:

o Increase consistency across province o Increase Inclusivity (address regional

differences) o Increase rural area services realize scale and

volume advantage o Increase ability to have staff servicing across the

Province vs. in pockets of the Province o Increase specialization of staff

• Develop ideal structure of organization to address outcomes and goals of a province-wide strategy

• Others could take control out of hands of Ontario by

putting forward amendments to the NSO to reduce Ontario to one Section without it being designed by current constituents

• Skate Canada controls structure and money (collects membership fees)

• Skate Canada constitutionally controls the Section boundaries

• Threat to PSO status: o Lack of unity and compliancy to Sports

Recognition Policy threatens sport recognition and ultimately will impacts athletes

o Government sport funding in Ontario (close to $1M) is dependent on sport recognition

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• Gain local media attention for true provincial championship for all disciplines

• Potential for profitable shows, competitions – performances

• Create plan for Ontario coach and official training • Create volunteer development program • Create and implement centralized plan for:

o Coach, official, volunteers o Development – consistency, best in class o Historically were done at provincial level

• Create and implement province wide club excellence plan – consistent

• Opt to engage Skate Canada in training • Develop plan to become the leader in Canada for skating • Consider Next Gen program roll out in Ontario (High

Performance): o Plan, process, timing o Coordinate with NSO (partner) o Formalize pathway provincially

• Create brand strategy for skating in Ontario and brand identity:

o Build awareness campaign o Vis a vis – Skate Canada and Clubs

• Office space – can leverage current staff across Province to create virtual teams that can reach and support broad geography

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FUTURE STATE FRAMEWORK Before considering alternative options the Working Committee evaluated the current state with four Sections compared to a single Section structure and considered PROs and CONs of a single Section.

PROs CONs

ATHLETE CENTRED • Provides athletes with the best possible path to achieve

their goals with consistent, coordinated delivery of programs, training and development, focus on providing equitable opportunities

EQUITABLE ACCESS & DELIVERY OF SKATING • Focus on providing equitable access to and support

around skating programs, clubs, coaches & officials (actually dedicating resources to these specific outcomes)

• Focus and attention on addressing the ubiquitous challenges around skating that are Province wide (e.g. burn out of officials and increasing pool of officials)

STRONG PROVINCIAL TEAM AND VOICE • Recognition of a powerful voice at national table • Pride of strong Ontario skating entity • Gold standard Section – developing skaters, offering

programs, developing coaches/officials, addressing geographic challenges, strong integration with Skate Canada

• Leverage opportunities for sponsorship and funding based on Provincial community

OPTIMIZE OPERATIONS AND CREATE EFFICIENCIES • Share knowledge, resources, expertise across the

Province with focused attention to these goals • Opportunity to leverage the economies of scale and

distribute these across the Province – including additional resources (funding, sponsorships, etc.)

• Efficiency improvements & reduction of duplication, improve coordination of programs, events, roll out of programs, and alignment with Skate Canada goals

STRONG GOVERNANCE & TRANSPARENCY • Ensure there is consistent model of accountability and

transparency – so at the end of the day – the end ‘consumer’ is getting the value expected for fees they pay, tax dollars spent, etc.

• Improve overall governance and oversight to ensure that the broad goals are being achieved and resources directed to these goals (e.g. improving equitable access of programs, opportunities, etc. for skaters, coaches, officials)

• Adoption of true policy, skills-based Board – the direct benefit of this type of Board and oversight also aligns

• Less autonomy for Sections/Regions to make decisions • It is a change and this is hard to implement and may take a

very long time to get complete buy-in • There is a fierce sense of pride currently embedded in each

Section now; eroding this could have impact on volunteers, others who are deeply aligned and loyal to ‘their’ Section

• Based on current qualifying structure – this will create a big disconnect between who/how many can qualify for Challenge now vs. under 1 Section in Ontario

• All other concerns raised need to be addressed

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PROs CONs

with best/required practice by NFP Act and various funding bodies (National, Provincial, others…)

Structure Based on the stakeholder goals and key success factors the Working Committee considered a variety of structures that included a single Ontario Section combined with a number of options for complementary Regions. The Sections were invited to consider additional alternatives to the Section/Region mix.

Option 1 Ontario Section with Four Regions (based on current divisions)

Option 2 Ontario Section with Three Regions (based on divisions based on current Ontario Sport Policy)

Option 2 (b) Ontario Section with Three Regions (based on divisions based on current Ontario Sport Policy) plus a range of ‘sub-Regions’ (#TBD)

Option 3 Ontario Section with Many (# TBD) Regions (based on new divisions)

Option 1 – Ontario Section with Four Regions (based on current divisions)

ONTARIO SECTION

Central Ontario

Region

Eastern Ontario

Region

Western Ontario

Region

Northern Ontario

Region

Clubs Clubs

Clubs Clubs

Clubs

Clubs Clubs

Clubs Clubs

Clubs

Clubs Clubs

Clubs Clubs

Clubs

Clubs Clubs

Clubs Clubs

Clubs

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Option 1 PROs CONs Comments

Ontario Section with Four Regions (based on current divisions)

• Simple – have existing structure in place

• Will seem least disruptive and may get easiest buy-in initially

• Mirrors the existing structure so may result in less resistance from stakeholders

• Obviously the easiest to both implement and to “sell” to the Section Boards

• Comfortable for stakeholders: business as usual

• Committee structure could utilize present strong volunteer base

• Maintains continuity for current program delivery

• Sustains Regional sensitivity • Assist in resolution of financial

transparency in certain Regions (with current Sections)

• Policy setting & financial resources can be better/more efficiently used

• Instant and known links to clubs and volunteers

• Path of least resistance for getting plan approval with broad audience as could use the message that all the current work will continue to be respected

• Allow for Region representation on the Board

• More direct and established lines of communication

• Clubs understand that they belong to Regions 1, 2, 3 (perhaps 4) – easier to understand where they fit in.

• Financial oversight easier with fewer Regions

• Not a skater-first decision • Nothing changes….will not be

well received • Will be seen as achieving

nothing • Too similar to what is already in

place. “Nothing changes if nothing changes” In the long term there is great potential not to be successful, to slide back into what is familiar and comfortable

• Section representation will continue and “one” Ontario will be difficult to nurture

• Reversion possible if not inevitable

• The PSO must have the ultimate accountability and authority: This structure is inherently weak to ensure that this happens

• Do not feel it will lead to achieving the vision and mission and the new entity we are trying to become

• Could possibly work with a clear division on what is delivered provincially and Regionally

• Regions cannot be incorporated entities for this to work

• Easiest structure to deal with the issue of financial reserves

• Some form of transition will be needed

• This is just too close to the current structure leaving it open to the question of “why change anyway?”

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Option 2 - Ontario Section with Three Regions (divisions based on current Ontario Sport Policy)


Ontario Section with Three Regions (based on divisions based on current Ontario Sport Policy) NOTE Province came back on this question and was absolutely clear that we should NOT form around current Provincial funding boundaries – these are changing and can continue to change

• Clean slate & new beginning • Resource efficient • Aligns with OSP Regions • Nice link to provincial model • It was a good thought to

pursue something that would have support of key funder

• Policy and program admin will have closer reach to advocate consistency

• Allow for Region representation on the Board

• More direct lines of communication

• Clubs understand that they belong to Regions 1, 2, 3 (perhaps 4) – easier to understand where they fit in.

• Financial oversight easier with fewer Regions

• Easier to centralize programs

• This is Provincial administration led design – will be tough for buy-in

• Will not address many of key issues around having strong delivery to stakeholders and athletes

• Province may change their mind and change up divisions

• Do not believe there is a compelling case from the Government to create this kind of alignment. This is not a key consideration for funding so should not drive our thinking unless we are told otherwise

• Danger of retaining Section bias

• West Region will feel like they are the ones losing out. Will create resistance from the get go and be a hard sell.

• How will 3 Region structure be managed between paid staff & supported with volunteer base

• Cannot see any sports that use this structure – fewest number of Regions are 4 – most are 6 or more

ONTARIO SECTION

Central Ontario

Region

Northern Ontario

Region

Eastern Ontario

Region

Clubs Clubs

Clubs Clubs

Clubs

Clubs Clubs

Clubs Clubs

Clubs

Clubs Clubs

Clubs Clubs

Clubs

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• Sections may be too large making it ineffective, re: communication and quality program delivery and service very difficult

• Does not address and indeed heightens geographic and population discrepancies

• Potential loss of Regional program uniqueness

• Loss of structure local/Regional competitions

• Skater #’s across 3 Regions will vary greatly

• Unknown volunteer base • Loses key message of

doing what is right for the athletes as specific to the sport and key skating program requirements

• When thinking about getting engagement, “we followed the government Regions” lacks an emotional hook

Option 3 - Ontario Section with Many (6-8?) Regions (based on new divisions)

ONTARIO SECTION

No. 1

Region

Clubs Clubs

Clubs Clubs

Clubs

No. 2

Region

Clubs Clubs

Clubs Clubs

Clubs

No. 3

Region

Clubs Clubs

Clubs Clubs

Clubs

No. 4

Region

Clubs Clubs

Clubs Clubs

Clubs

No. 5

Region

Clubs Clubs

Clubs Clubs

Clubs

No. 6

Region

Clubs Clubs

Clubs Clubs

Clubs

No. 7

Region

Clubs Clubs

Clubs Clubs

Clubs

No. 8

Region

Clubs Clubs

Clubs Clubs

Clubs

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Ontario Section with Many (6 – 8) Regions (based on new divisions)

• Different – see change and no escaping that change is happening

• Better representation across the Province

• Calls for fresh thinking – everyone (all current Sections) is impacted

• May be best option to provide skater equality of opportunity

• Represents a complete change to the status quo for all stakeholders so everyone is in the same boat

• True potential to develop a new vision and way of thinking about delivering skating in Ontario

• Involves more people in the shared vision thus creating more potential for collaboration, fairness, and accessibility

• Most effective way to increase participation base

• Exciting as this option allows Regions to be defined based on athlete centered needs and other parameters

• More radical change and change for all

• More work to change vs. option 1

• The change is more challenging

• Harder to manage initially as more stakeholders to communicate with and more change to manage

• Need to ensure that the same quality of service can be delivered in each Region or could create resentment.

• May lead to skaters hopping clubs more frequently which tends to create a culture of mistrust

• More cost and effort involved in change

• Will require careful change management for buy in

• Maybe not manageable • Too decentralized – clubs

feel further removed • Too many involved in

communications and program delivery

• Looks to be the most athlete centered option as skaters could be serviced closer to home

• Would be the most effective option to help Skate Canada achieve its vision of introducing skating to all Canadians.

• This option puts everyone on an equal playing field, involves more people in the design of the future. Creates the feeling of empowerment, collaboration, fairness

• If the Regions are defined carefully and rationally based on skating population and geographic considerations we can have an optimized structure that ensures an athlete centered organization

Thoughts on how to create appropriate divisions: • Need to sort out how/who to

create divisions – is this work for the new Section to determine?)

• If you divide it too much – will become very inefficient

• To develop skaters, volunteers, officials, coaches – may not be practical to have too many Regions.

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Option Comparison vs. Key Success Factors (Average rating assessed by individual Working Committee members)

1 – Strengthens this greatly 2 – Generally achieves criteria 3 – Somewhat, but still gaps 4 – Worst option - not at all

Criteria Athlete Centred

Equitable treatment

across Province

Integrated delivery

Accountability & Transparency

Enhances Communications

Optimized operations

Strong reach across Province

TOTAL (lower number – better at addressing criteria

OPTION 1 – Ontario Section w/4 Regions

2.67 3 3 4 3 3.5 3 22.17

OPTION 2 - Ontario Section w/3 Regions

3.33 3.67 2.5 2.33 2.67 2.5 3.67 20.67

OPTION 2(b) Ontario Section w/3 Regions plus many sub-Regions

2 2.25 2.5 2.67 3.67 2.25 2 17.34

OPTION 3 - Ontario Section with Many (# 6 - 8) Regions

1.25 1.75 1.25 1 1 1.25 1.33 8.83

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Recommendations Based on the review of the current state, the information gathered through comparison with each Section and comparison with other PSO, the Working Committee has the following recommendations to make:

Structure Recommendations During Transition Year On going

Singe Skate Canada Ontario Section

Option 3 – One section with several Regions (6 – 8) – final number TBD by Working Committee in transition year. Regional structure should achieve:

• Athlete centered – gives all athletes at all levels opportunity to achieve skating goals

• Greater reach across the Province • Offer better support to athletes and clubs • Support integrated pathways and program delivery • Enhances transparency and accountability • Enhances communications

Interim board strikes Working Committee to work with Skate Canada to determine appropriate number and boundaries of Regions.

Establish new boundaries into bylaws of Skate Canada Ontario Section

Communication plan out to skaters, clubs, and Regions on new boundaries.

Operate with new Section/Region structure

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ROLES AND RESPONSIBILITIES The Working Committee agreed that while there is a range of options around a future Skate Canada Ontario Section structure, the view of the Working Committee was that a structure that includes a single Ontario Section combined with Regions as delivery partners would optimize the opportunities and goals for all stakeholders. The oversight, accountability and delivery of work would only be possible through some combination of Province-wide oversight and Regional delivery.

Sectional and Regional Program Oversight and Delivery Keeping our stakeholder goals and key evaluation criteria in mind, the Working Committee has recommended the following high level split of oversight/accountability and delivery between the Section and the Regions to be further refined by the Board, staff and Working Committees of the Ontario Section during the transition year. This provides a framework and additional considerations for the future Section to think through in the split of responsibilities.

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Provincial Oversight

Comments and other considerations

Provincial Delivery Regional Delivery


• All HP activities (for OHPSI/Quest for Gold)

• Support Challenge and Canadian Teams • Monitoring (technical directors – out

delivering in Regions and all reporting into Provincial TD)

• Development Programs • Performance Centers • Performance Grants • Relationship with SC HP Director and SC

Next Gen Director

• NSO - Tier 1 – Nationally carded & Tier 2 – Development Athletes

• PSO - Next Gen Athletes • PSO - Pathway Athletes • MOU – to help define these

boundaries and responsibilities between NSO and PSO

Competitive Skaters • Super Series & QUEST activities • Technical Directors (who can get out to

Regions and local athletes)

• Run development programs for Competitive Athletes (non-OHPSI athletes)

Talent ID • Super Series activities • Talent ID Technical Coordinator

• Run programs that are designed by Province (goals and guidelines)

• Let the Provincial TD determine this split

• Pre-Juvenile and Juvenile – done at Regional level

• Pre-Novice – done at Provincial level

StarSkate • Provincial standardization of programming based on SC guidelines and goals

• Provincial StarSkate Championship

• Delivery of development and StarSkate programs & activities within Region

• MOU between SC and Sections will spell out the responsibilities of NSO vs. PSO

• StarSkate is bulk of skaters – needs to have strong Regional/localized delivery

Rural / Remote Areas Development

• Responsibility to ensure there is effective reach of all elements of skating, skater needs and support to clubs/coaching etc. within Rural or Remote Areas

• Delivery of programs for Rural/Remote Areas

Learn to Skate (including building participation base for skating?)

• Deliver on goals of SC around Learn to Skate

• Promote, advocate, inform • Ensure standards provided by SC are

implemented and delivered

• Deliver Learn to Skate Programs through Clubs

• Focus on all ice sports – vision and direction set by Skate Canada to build gold standard (and perceived as this) – to get kids into skating

Synchro • Championship for Synchro • Development of coaching and officials • Support of Elite teams • Coordinated Synchro calendar of

competitions • Focus on both elements to champion

both skate for life and elite synchro

• Programs around feeder activities to Synchro

• Has two focuses – skate for life focus and an elite focus.

Adult • Provincial Competition (TBD in 2017) • Centralized seminar • Adult programs/activities

• Deliver Regional Seminars

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Athletes with Disabilities • Align with Special Olympics and special needs athletes goals and structure

• Delivery of programs/events • Support clubs that want to delivery

these programs & advocate for these clubs

• Run Regional competitions and learning opportunities – under provincial delivery

• Regional opportunities in development

•

High School & Collegiate Skaters • High school competition template and structure – to be delivered in the Regions

• Support collegiate level skating activities • Coordination with school boards

•

Coaches • Ensuring there is access and reach across the Province

• Coach Development – curriculum and consistency of delivery (Quality Control)

• Scheduling & Coordination of courses • Information flow and ensuring

understanding and reach • Align training with Official training and

leverage common training opportunities

• Training delivery (Levels 1 & 2) – run the courses in a variety of Regions

• Recruitment of coaches

• There currently is a lot of coordination amongst the current Sections – they work together now fairly well – so not really broken

• However – there are some issues that are not being resolved

• Existing resources across Province that could support stronger delivery across the Province

Officials • Scheduling • Training • Recruitment • Administration/tracking/promotion • Align training with Coach training and

leverage common training opportunities

• Recruitment • Delivering training at the

entry level

• Aligning coach and official training is critical

Competitions • Standardized format – set structure for qualifying aligned to Skate Canada

• Coordinated Calendar for all competitions across the Province

• Sanctioning & bidding process • Run Provincial Championships

(Sectional, StarSkate, Synchro, Special Olympics, Adult)

• Invitational Competitions • Qualifying Competitions • LOC Note: consider role competitions play in creating engagement locally – fundraisers and community building for clubs

• Think about competitions that have been ‘named in memory’ of someone

• May need to think in the coordination of calendar – how to grandfather and respect these

• Consider profit sharing – is there a template that can be used

• Need to stage implementation

Club Support • Design of Club Excellence programs that align to Skate Canada Goals (Club Consultations, Best Practices/tool kit for running clubs, Parent education)

• Club Consultation Delivery • Criteria around Test Days/Judges

Bureaus • Deliver/roll out of programs designed by

Section to roll out to clubs • Best Practices Seminars • Scheduling of Test Days (Judges Bureau) • Reporting back to Section

(financial/programs etc.)

• Regional point of contact (a Regional Club liaison) to get help, insights, get answers to questions

• Could be a duplicate duty with someone else who is going out to reach the clubs

• Skate Ontario has a grant and consultants in place for 2015-16 to deliver a Club consultation program addressing the surveyed needs of small, medium and large sized clubs

• Hit all clubs in Ontario in some way to create a learning experience (that recognizes different needs)

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Bursaries/Direct Funding to Athletes

• Based on criteria established by funders • Bursaries – establish policies and criteria

• Regional bursary programs; policies around bursary programs that align to Section

• There are substantial accounts in some current Sections – so will be sensitivity around this – a lot of these funds were raised through local efforts

Volunteer Development • Program development for volunteers • Education • Records/background checks

• recruitment •

Hall of Fame • Provincial Hall of Fame • Regional Hall of Fame

• Is a source of great pride and preserving these will be important to the Regions

Other (what other Skate Canada Goals are there; e.g. Rural Development; bringing people to skating – expanding the base)

• Provincial Marquee Events • International and national events

• Local Annual Marquee events • Is a source of great pride and preserving these will be important to the Regions

Governance • Reporting to SC; to government funding • Policy Board – full mandate, oversight of

duties of Policy Board • Conflict Resolution Policy • Ensure Regions have full policies in place • Education – around policies;

governance; • Compliancy responsibilities • Dedicated “Use of Surplus Funds”

policies and programs as restricted funds: (Coach Development; Athlete Development; Officials development)

• Financial money flow – how funds are dispersed to Region/Clubs – Policies around accountability and reporting

• MOUs with Regions….. • Terms of reference – defining what are

the roles of the various Committees

• Reporting back to Section (financial/programs etc.)

• Policies for Regions – align to Section policies; Skate Canada policies

• Committee or a Board?? Working Committee to determine/recommend

• Regions will be Committees of the Board of Ontario Section – Operating Committees

• Which governance structure: • Regional Committees? • Regional Board? • Regional Councils?

•

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Recommendations

Roles and Responsibilities Recommendations During Transition Year On Going

New Ontario Section has mandate to design, implement, deliver, oversee and report on programs, activities and events that meet the goals of all stakeholders, in the following areas:

• High Performance & Athlete Development Support

• Competitive Skaters • Talent ID • Competitions • Recreational; StarSkate; Learn to Skate • Adult and Skate for Life • Synchro • Other – Athletes with Disabilities; High School &

Collegiate • Coaches • Officials • Volunteers • Rural and Remote Area Program Development • Club Support

Regional partners to help deliver and run some of the programs and events; act as liaison to establish connections with clubs and offer guidance and support. (NOTE may be done with combination of volunteers – or may have deployed Ontario Section staff out in Regions to provide support)

• Interim board hire new ED and any additional critical leadership roles.

• Staff, Interim Board and Working Committee design and plan out workforce needed to deliver on mandate.

• Structure should follow guidelines of framework (number of staff – approximately 16; skills and competencies to deliver on Mandate of Section – including creating strong Regional/local reach across Province)

• Have existing staff and current Sections continue to operate skating programs and events as they have existed during transition year.

• Permanent board oversee new ED – ensure new team is delivering on mandate and goals of Section.

• Hire team in roles as designed during transition year.

• Create processes and infrastructure that supports a virtualized workforce that will include hybrid of centralized and remote staff.

• Existing staff to be considered for newly formed roles as designed by the new Section.

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GOVERNANCE

Governance Structure Options Given a structure that includes a Skate Ontario Section with associated Regions, there are several Governance models to consider.

Options PROS CONS

Policy-Based Governance Board (with Regional representation through committees – that report to CEO)

• Aligns to Ministry – looking to see policy based boards for PSOs

• Best practices and aligns to NFP act • Creates necessary mix of skills to guide the

organization towards Provincial outcomes • Clear statement of change from previous

structures towards a new governance model in Ontario

• Concerns from the Regions about not having representation on the Board of the new Ontario Section

Representative Board • Brings in representation from the Regions – ensures a voice

• Dilutes the competency mix on the Board

• Replicates some of the current structure – danger of reverting to silos of Regions

Hybrid Policy/Representative Board

• Blends some competencies and allows for some Regional voice

• May build buy in from Regions around change

• Compromises the goal set out – IF the goal is that first and foremost the need is for a competency based board

• Dilutes the competency mix on the Board

• Replicates some of the current structure – danger of reverting to silos of Regions

Based on this evaluation, the Working Committee’s strong preference is towards a Policy Based Board; one that establishes a clear competency mix and then finds the best people for the Board. It will be preferable to have Regional representation through operating committees. The Working Committee also suggests an Interim board be appointed upon the initial formation of the Ontario Section to oversee the initial design and implementation of the new Section during the transition year. The Interim Board will work with staff and Working Committees to establish:

Mission, vision, values (strategic plan should be mandate of permanent board)

Bylaws, policies & procedures

Financial and legal structure

People and organizational structure for new Skate Canada Ontario Section

Regional structures and propose permanent Board structure

Nominating process (and election) for permanent Board

Rolling out qualifying structure that is defined by Skate Canada – and implications within Ontario

Set out tasks for permanent board It is highly recommended that the Interim Board have Regional and stakeholder representation that goes beyond the current Sections thus ensuring all key stakeholders’ needs are met during the transition. It is also felt that the Interim Board may need additional skills and competencies during the transition year (e.g. HR, change management, finance).

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Recommendations

Governance Recommendations During Transition Year On Going

• Create Interim Board (size 10 – 12?) to lead the Section in Transition year and create permanent board structure. Mix includes:

o Regional representation o stakeholder representation o Competencies needed for transition

(e.g. HR; Finance; Legal) o Representation from current Working

Committee • Final Ontario Section should have a

competency board 10 - 12 • Competency mix will be modeled after Skate

Canada; may include: o HR o Finance o Communications o Governance o Legal o Government Relations/Political o Sport Expertise o High Performance o Medical Sport Science o Risk Management o Change Management o Marketing (fundraising, rev.

generation/fund development) • Regional representation to be achieved through

participation on operational committees.

• Appoint (if allowed in bylaws) Interim Board for maximum term of 1 year.

• Interim Board Elect Chair • Establish Working Committees to make

final recommendations to board on details/design of new Section around:

o Structure – final design of Regions

o Governance of permanent board (board #; mix; bylaws etc.)

o Programs/Competitions & Events (mandate; goals; roles Section/Regions)

o Define organization; workforce plan; physical operations

o Financials – set budget & planning; with Working Committee create plans around reserves

• Hire new ED

• Amend by-laws to reflect final governance structure.

• Elect permanent Board. • Establish Regional operational

committees to report back to Board.

• Establish/keep Working Committees to continue supporting work to implement new Section.

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ORGANIZATION AND PEOPLE

Organization Considerations Given a structure that includes a Skate Ontario Section with associated Regions, there are several Organizational models to consider. There are a few considerations to keep in mind when reviewing the options:

the Ministry is more positive where the balance of the organization is focused on programs and ‘creating value’ vs. heavy on administration

an administration : programming ratio of 1:4 or at least 1:2

must be mindful of need to achieve efficiencies, but also to be very respectful of people who have been doing the work to date

also need to keep things rolling as the new Ontario Section gets designed Looking at the number of paid staff across the Province – the overall number appears to be in line with other Sections and other sport organizations. In fact in some instances the complement of staff in Ontario may be light compared to others. While the final workforce plan, including the types of roles and how the organization is structured should be defined by the new Section, the Working Committee feels the overall size can remain at least at 16.

Current Resources – Section Comparison View

ONTARIO BC/YT QUEBEC

Regions 28 5 18

Clubs 360 110 242

Skaters 71,600 19,000 35,000

Coaches 2,044 1,500

Officials 547 180 489

Section Board 65 10 10

Section Committees 42

Staff 16 4 10

Staff ratios 1:4,500 1:4,750 1:3,500

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Ontario View of Staffing Resources

Ontario Roles Existing Staff

16 Executive Director/Administrative Director

3 (COS; NOS; SO)

Technical Director 3 (SO; EOS; WOS)

Skating Development Programs

2 (COS; WOS)

Competitions/Events 1 COS;

Coaching/NCCP Administration

2 (COS; WOS) (plus partial staff in EOS)

Financial Support 1 COS;

Office Admin & Member Services Support

3 (WOS; EOS; SO)

Office Manager 1 (EOS)

Judges Bureau 1 (COS) p/t volunteer

Registration/Tech Support 1 (COS) p/t volunteer

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Canada Wide Staffing Resources Comparison

Functions BC/YT (9)

QC (10)

AB/ NST/ NUN (9)

SK (4)

MB (3)

NB (1)

NS (1)

PEI (1)

NFL (1)

Executive Director √ √ √ √ √ √ √ √ √

HP Director √ √ √ √

Provincial Team Support √

Member Services √

Administration Support (Reception / Inquiries)

√ √ √ √ √

HP Programs Coord. √

Programs/ Development Support

√ √ √ √

Coaching √ √ √

NCCP Courses √

Officials √

Finance (admin. on reporting)

√ √ √

Communications √

Competition/Events Support

√ √ √

Club/Region Support (communications)

√ √

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PSO Comparison of Staffing Resources

Functions Synchro Ontario

(6)

Gymnastics Ontario

(13)

Tennis Ontario

(13)

Freestyle Ontario

(9)

Curling (13)

Basketball (12)

Volleyball (15)

Executive Director 1 1 1 1 2 1 1

HP Director 1 1 1 3 1 1

Provincial Team Support

Member Services 1 1 1 1

Administration Support 1 1 1 3 1

Programs/Development Support

1 6 1 1 1 1 5

Coaching 1 1 2

Finance 1 1 1 1 2

Communications/Mktg 1 1 1 1

Competition/Events Support

1 1 1 1 1 1

Club/Region Support 1 1 4

Officials 1 2

Head Coach 3

OTHER 4 1 1

Organization Structure and Key Roles – Value Creating and Value Enabling Functions When considering the organizational resource needs, the Working Committee identified pillar functions that are likely to be critical in ensuring success in delivering high quality programs, events, development and training and to meet the needs of all stakeholders. On this basis these critical functions should be considered in the future organization:

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Value Creating Functions

Value Enabling Functions

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Organization Location Options

Options PROS CONS

GTA - Largest City • Central location in Ontario & largest population base

• Easiest/most convenient hub for travel (Very important if you have a highly virtualized organization)

• Possible opportunity for co-location with Skate Canada offices (efficiencies/high collaboration opportunities)

• Near all other key/influential sport bodies and organizations

• Near High Performance Centers • Greater access to sport talent for building org.

• Viewed as just current Skate Ontario org. or current COS organization

Ottawa - 2nd

largest city

• Large population based • Possible opportunity for co-location with

Skate Canada offices (efficiencies/high collaboration opportunities)

• A change from Skate Ontario

• Not as easy for travel

• Viewed as just old Skate Ontario org. or old COS organization

Centralized • All functions/staff located within one location • Provincial reach achieved through travel and

working with volunteers in Regions.

•

Decentralized/virtual.

• Functions/staff work remotely – ideally with coverage across the Province; collaboration through conference calls; meeting at varying locations

• Provincial reach achieved with staff located across the Province

• Location options? Consider – what type of space is needed in this model

•

Hybrid Centralization with Virtual Team Members.

• Roles requiring high degree of internal collaboration – located within centralized location

• Roles requiring high degree of direct connection with ‘customers’ located in Regions across the Province, or expected to travel across the Province

•

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Recommendations

Organization and People Recommendations During Transition Year On Going

Interim Board to hire new ED for SCOS once the legal entity is formed.

Identify other critical roles needed to assist in design of new Section (working with Interim Board and Working Committees

Determine workforce plan and structure based on mandate and how programs will be delivered (weighting should be on programming). Final roles may include:

Administration:

• Executive Director • Marketing & Communications • Finance & Administration • Grants & Funding

Programs: (can include staff in central location plus out in the Regions as remote/virtual staff)

• Chief of Sport (plus at least 2 Technical Directors) • Club and Volunteer Development • Skating Programs • Skater Development • Coaches/Officials • Competitions/Events • Plus additional staff to support operations

Existing staff will continue work they have been doing in running skating operations and activities out in Regions during the transition year. All staff will be considered for future opportunities.

Interim board hire new ED and any additional critical leadership roles.

Staff, Interim Board and Working Committee design and plan out workforce needed to deliver on mandate.

Structure should follow guidelines of framework (number of staff – approximately 16; skills and competencies to deliver on Mandate of Section – including creating strong Regional/local reach across Province)

Have existing staff and current Sections continue to operate skating programs and events as they have existed during transition year.

Permanent board oversee new ED – ensure new team is delivering on mandate and goals of Section.

Hire team in roles as designed during transition year.

Create processes and infrastructure that supports a virtualized workforce that will include hybrid of centralized and remote staff.

Existing staff to be considered for newly formed roles as designed by the new Section.

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FINANCES

Overall the current Sections in Ontario are generally financially healthy with the exception of the Northern Section. Sections have different approaches to reporting financials (some audited statements; others review statements) and have different approaches to journal entries and reporting. Additionally some Sections have full visibility into Region financials (they are rolled up to the Section level) others have no or limited visibility. As such, a more detailed financial review would be required to create higher degrees of accuracy. Finally most Sections have large unrestricted reserves; across the Province these reserves exceed liability obligations or ongoing operational requirements.

In contemplating Future State operations – the Working Committee evaluated where there could be opportunities to create additional value, achieve operational efficiencies in moving from five entities (four Sections and Skate Ontario) into one Section. Using conservative assumptions around savings and modest improvements in creating value we evaluated what the potential financial impact might be of working under a one-Section model:

AREA OF FOCUS Revenues Expenses Net Income Opportunities to Create Value or

Make Gains Impact

HP Programs & StarSkate and Recreational Skating Programs

$100,400 $821,750 ($721,350)

Opportunities for additional grants to fund programs

Coordination of activities can create efficiencies

ASSUME 10% improvement on overall cost savings or additional funds to be reinvested back into programs

$82,175 additional funds reinvested into programs

Fundraising $151,300

$151,300

Skater lottery – could have gains with some Provincial support

ASSUME: 5% improvement

$7,700 in additional fundraising revenues

Sponsorships

Leverage provincial level sport to increase sponsorships

ASSUME: modest additional sponsorship revenues

$20,000

Other Grants $901,880

$901,880

Government looking for unified structure – potential upside for more grants

Opportunity to create coordinated grant submissions

ASSUME: Using median rate of grants/skater in BC and Quebec = $17.00/skater – Potential for Ontario should be $17 X 71,600 = $1,217,200

Additional $315,320 in grants

Coach & Official Development

$189,840 $129,500 $56,940 Opportunity to

run significantly

ASSUME 35% improvement on overall NI • $20,000 additional funds for

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$35,000 ($35,000)

more programs and to leverage technology

Opportunities to get grants to fund coach/official development

Can give better focus to reach remote locations

Other development opportunities beyond NCCP

Potential cost improvements with efficiencies and coordination and using technology

coach and officials development

AREA OF FOCUS Revenues Expenses Net Income Opportunities to Create Value or

Make Gains Impact

Competitions $659,600 $566,250 $93,350

Possible efficiencies with coordinated and consistent delivery

Greater opportunities for sponsorship funds

Sectionals could be profitable

Need to establish uniform & consistent profit share approach and opportunities with the clubs

ASSUME 10% improvement on net income • $9,300 additional income from

competitions

Staff $964,800 ($964,800)

Opportunity to create efficiencies – however staffing level compared to other provinces or sport seem reasonable

Leave to Interim Board and leaders to determine workforce plan

ASSUME no change in staffing levels

Offices $369,600 ($369,600)

Less office space will be needed

May need to invest in technology to support remote working from

ASSUME that only half the leased office space will be needed

Savings of ($184,800)

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out in Regions

Board Governance $288,800 ($288,800)

other Sections average governance cost is $3,500/board member

If there was a board of 10, cost should be $50,000

ASSUME: savings of only 50% (vs. 80% if we used ratio of other Sections) • Savings of ($144,440)

Committees $84,000 ($84,000)

Potentially may increase by leveraging strong committee structure to support Regions across the Province

ASSUME: additional cost for committees • Additional cost of $50,000

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Based on this evaluation around opportunities and savings:

Scenario 1

Assumptions

1. 5% improvement in fundraising income 2. $20K additional revenue from sponsorships 3. Using average grants/skater in BC and Quebec and applying to Ontario = additional $315,320 revenue 4. Efficiency in delivery (e.g. HP programs) reinvested back into programs (no change to NI) 5. $20K additional income from Coaching courses 6. 10% improvement on competition income 7. Only half office space needed for leasing costs 8. Only half of governance expenses required 9. Additional $50K expense for committee work

Potential Results

Revenue Expenses NetIncome Revenue Expenses NetIncomeCompetitions $659,600 $566,250 $93,350 $668,935 $566,250 $102,685Fundraising $151,300 $151,300 $159,000 $159,000Sponsorships $0 $20,000 $20,000NCCP $189,840 $129,500 $60,340 $209,900 $129,500 $80,400OfficialsDev $35,500 -$35,500 $35,500 -$35,500SkateCanada $1,337,500 $1,337,500 $1,337,500 $1,337,500Grants $901,880 $901,880 $1,200,000 $1,200,000

HPPrograms $527,700 -$427,300 $527,700 -$427,300Rec.StarSkate $294,050 -$294,050 $294,050 -$294,050StaffSalaries $964,800 -$964,800 $964,800 -$964,800Offices $369,600 -$369,600 $184,800 -$184,800BoardGovernance $288,800 -$288,800 $169,440 -$169,440Committees $84,000 -$84,000 $134,000 -$134,000

TOTAL $3,340,520 $3,260,200 $80,320 $3,695,735 $3,006,040 $689,695

$100,400 $100,400

CURRENT SCENARIO1

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Scenario 2

Assumptions

1. No revenue improvements 2. Only half office space needed for leasing costs 3. Only half of governance expenses required 4. Additional $50K expense for committee work

Potential Results

In both scenarios, even with very modest assumptions there is strong potential to create both efficiency improvements and to add value by reinvesting into programming. Existing reserves were not included in this evaluation. The Working Committee feels that the reserves should be used to cover respective obligations and liabilities that would be created in a combined entity. Rough estimates are that the combined obligations (for leases and staff) amount to approximately $900,000. The new Section should address the remaining reserves with a Working Committee to establish a plan, programs and activities for allocating these funds for skating.

Revenue Expenses NetIncomeCompetitions $659,600 $566,250 $93,350Fundraising $151,300 $151,300Sponsorships $0NCCP $189,840 $129,500 $60,340OfficialsDev $35,500 -$35,500SkateCanada $1,337,500 $1,337,500Grants $901,880 $901,880

HPPrograms $527,700 -$427,300Rec.StarSkate $294,050 -$294,050StaffSalaries $964,800 -$964,800Offices $369,600 -$369,600BoardGovernance $288,800 -$288,800Committees $84,000 -$84,000

TOTAL $3,340,520 $3,260,200 $80,320

$100,400

CURRENT

Revenue Expenses NetIncome$659,600 $566,250 $93,350$151,300 $151,300

$0$189,840 $129,500 $60,340

$35,500 -$35,500$1,337,500 $1,337,500$901,880 $901,880

$527,700 -$427,300$294,050 -$294,050$964,800 -$964,800$184,800 -$184,800$169,440 -$169,440$134,000 -$134,000

$3,340,520 $3,006,040 $334,480

$100,400

SCENARIO3

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56

Recommendations

Finance Recommendations During Transition Year On Going

Through amalgamation bring all assets/liabilities together.

Budget planned on current revenue streams, anticipating modest improvements.

Determine plan around reserve funds that minimally:

covers obligations

creates some legacy connection with former Sections (e.g. skater trust funds).

Set budget plan for new Section.

Develop transfer funding from the current Sections to the Interim Board to fund transition activities and the salary of the Executive Director SCOS for 2016-17: i.e. $2.00 per registrant would result in $150,000 to cover the ED salary and Board expenses

Strike committee to address reserves over coming year and over long run.

Plan regular financial planning and reporting

Consider how to fund and support Regions that are delivering programs locally.

Manage reserve funds.

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FORMING A NEW SECTION After consulting with 60+ stakeholders and representatives in the Sections, the Working Committee’s recommendations create a framework or map of the future Ontario Section to the Skate Ontario Board. This framework provides a vision with parameters around:

the structure of Section/Regions

a governance model

division of roles and responsibilities between the Section and Regions

the organization and workforce plan

and, a financial plan

The details of new Section will be finalized through the work of an Interim Board, staff and Working Committees during a transition year. A summary of the recommendations for a future Ontario Section are outlined below:

Future Framework and Vision for a New Ontario Section The recommendations of the Working Committee around a new Ontario Section are:

1. A single Ontario Section with 6 to 8 Regions. Final number and boundaries of the Regions would be determined by the Interim Board, staff of the new Ontario Section and Working Committee established by the Board.

2. An Interim Board of approximately 12 directors be appointed with representation from the current Sections, stakeholders across the skating community, as well as some members from this Working Committee. The Interim Board would be appointed for one year to establish the details of the new Section, including finalizing the permanent Board structure, mix and size of Board, terms of reference and voting processes.

3. The new Ontario Section has a mandate to design, implement, deliver, oversee and report on programs, activities and events that meet the goals of all stakeholders, in the following areas:

High Performance & Athlete Development Support

Competitive Skaters

Talent ID

Competitions

Recreational, StarSkate, Learn to Skate

Adult and Skate for Life

Synchro

Other – Athletes with Disabilities, High School & Collegiate

Coaches

Officials

Volunteers

Rural and Remote Area Program Development

Club Support 4. The new Section, Interim Board and staff will establish a workforce plan with functions, roles and structure that will

support the successful delivery of the mandate of the Section. The balance of roles will be on the functions and roles that are associated with programs and delivery. The mix may include roles such as: Administration:

Executive Director

Marketing & Communications

Finance & Administration

Grants & Funding

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Programs: (can include staff in central location plus out in the Regions as remote/virtual staff)

Chief of Sport (plus at least 2 Technical Directors)

Club and Volunteer Development

Skating Programs

Skater Development

Coaches/Officials

Competitions/Events

Plus additional staff to support operations

5. The physical office should be a hybrid of centralized office space combined with remote offices/staff who would work at different locations across the Province.

The vision around new opportunities under this structure might include the following:

Future State


• All HP activities for OHPSI/Quest for Gold • Support Challenge and Canadian Teams • Monitoring (technical directors – out delivering in Regions all reporting into Provincial TD) • Development Programs • Performance Centers • Performance Grants • Relationship with Skate Canada High Performance and Next Generation Directors • Obtain additional funding and sponsorship through strong unified Ontario presence • Build pride of Ontario!!

Competitive Skaters • Super Series & QUEST activities • Technical Directors (who can get out to Regions and local athletes) • Develop Province-wide programs; get funding for these programs to develop and support

these skaters

Talent ID • Super Series activities • Talent ID Technical Coordinator

StarSkate & Recreational • Provincial standardization of programming based on Skate Canada guidelines and goals • Provincial StarSkate Championship • Ensure standards provided by Skate Canada are implemented and delivered • Ensure there are dedicated resources to support roll out and delivery of programs at

Regional level

Competitions

• Standardized format – set structure for qualifying aligned to Skate Canada) • Coordinated Calendar for all competitions across the Province • Sanctioning & bidding process • Run Provincial Championships (Sectional; StarSkate; Synchro; Special Olympics; Adult)

Coaches

• Ensuring there is access and reach across the Province – find delivery methods (train the trainer; technology/on-line; support to bring in trainers)

• Coach Development – curriculum and consistency of delivery (Quality Control) • Scheduling & Coordination of courses • Information flow and ensuring understanding and reach – consistent format and on-line

capability

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Future State

Coaches (continued) • Align training with Official training and leverage common training opportunities

Officials • Can coordinate scheduling around competitions and test days • Dedicated programs and focus to developing officials and promoting them • Recruitment activities • Administration/tracking/promotion • Align training with Coach training and leverage common training opportunities

Club Support • Design of Club Excellence programs that align to Skate Canada goals (Club Consultations; Best Practices/tool kit for running clubs; Parent education)

• Club Consultation Delivery • Criteria around Test Days/Judges Bureaus • Deliver/roll out of programs designed by Section to roll out to clubs • Best Practices Seminars • Scheduling of Test Days (Judges Bureau) • Reporting back to Section (financial/programs etc.)

Volunteer Development • Program development for volunteers • Education program • Records/background checks

Rural/Remote Club Support • Responsibility to ensure there is effective reach of all elements of skating, skater needs and support to clubs/coaching etc. within Rural or Remote Areas

Synchro • Championship for Synchro • Development of coaching and officials • Support of Elite teams • Coordinated Synchro calendar of competitions • Focus on both elements to champion both skate for life and elite synchro

Adult/other (Skate for Life) • Provincial Competition (TBD in 2017) • Centralized seminar • Adult programs/activities

Bursaries and Direct Funding to Athletes

• Based on criteria established by funders • Bursaries – establish policies and criteria

Financial • Create consistent financial processes and reporting • Ensure there is transparency and oversight of overall finances across Province • Do budgeting, planning and forecasting based on strategic goals and activities of the

Section to deliver on mandate • Provide support in area of needs (skaters, clubs, coaches, programs, etc.) that are not

otherwise now receiving support • Leverage additional grant opportunities as a Tier 1 Provincial Sport Organization • Leverage Provincial sponsorship opportunities with strong value exchange for partners

Governance

• Policy/competency based board that is focused on the overall design, delivery and support of Skating across Ontario

• Attention and oversight around needs of ALL stakeholders • Hold organization/leader accountable for delivering on results • Opportunity for strong voice at national table

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Future State

Governance (cont.) • Enhance accountability and transparency across Province with clear reporting and oversight

High School & Collegiate

• High school competition template and structure – to be delivered in the Sections • Support collegiate level skating activities • Coordination with school boards

Fundraising

• Opportunity to leverage size and reach of skating community to enhance fundraising efforts Provincially

• Can offer support and guidance locally around best practices so clubs can effectively fundraise

Communications

• Opportunity to create a unified communication strategy and plan with identified audiences; content strategies; leveraging technology/tools to create reach and information portals

• May be able to get grant/funding to enhance communication plans when reach is across broad set of stakeholders

• Consistent messaging and approach should enhance effectiveness of getting messages to right people at right time.

Legal Process The legal steps to create the Section require two separate actions. Ultimately the strong desire of Skate Canada is for the current Sections and Skate Ontario to come together and design their future Section. This is best done through amalgamation that will require all Sections and Skate Ontario to sign an amalgamation agreement.

The actual formation of a new Section is done through an amendment to the Skate Canada by-laws and voted on by members at the Skate Canada AGM. This by-law amendment would strike the current four Sections and establish a single Ontario Section, and appoint an interim board for a 1-year transition period.

As for sequencing – these two actions are not technically dependent on each other and could happen in any sequence; however the Sections would not want to amalgamate without assurance that Skate Canada will recognize a single Section. Equally Skate Canada would prefer to see that the Sections have intent to come together to design their own Section. The current Sections therefore will need to determine the approach that best addresses their needs including the support from their membership.

Skate Canada passes motion to

create Single

Ontario Section

Four Sections and Skate Ontario

Amalgamate into

one entity

SkateCanadamembershipvotesonmo ontoamendbylaws

EachSec on’smembershipvotesonagreementtoamalgamate

THEDILEMNA:• Twodifferentdecisions• Votedonbytwodifferentgroups• Onma ersthatareconnectedbutseparate

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There were three options initially proposed on how the Sections and Skate Ontario may come together should a Skate Canada motion be approved to create one Section. The Skate Ontario Board arrived at a fourth option that is outlined as point 4 below.

1. The Sections can agree to amalgamate prior to the Skate Canada AGM, but would make this conditional upon Skate Canada passing the motion to create a single Section in Ontario.

2. The Sections can agree in principle (through a Memorandum of Understanding “MOU”) to the concept of amalgamation based on the framework presented, but would only amalgamate after Skate Canada passes the motion to create an single Section in Ontario. This will provide time for the Sections to finalize the details of the new Section before bringing it to their members to vote on amalgamation.

3. The Sections can agree to an MOU to base on the framework presented. With Skate Canada passing a motion to create a single Section in Ontario – at the same time the current Sections would be struck from the bylaws and will not be recognized as Sections. Their legal entities would continue but would be renamed as Regions of the new Section for a maximum period of 1 year. During this year, the Regions would be operational committees of the Ontario Section; all Section finances will be managed and directed by the Ontario Section; sanctions from Skate Canada are issued to the Ontario Section; and, for this interim year only, the qualifying structure reflect the structure defined by Skate Canada when there were four Sections in Ontario (these provisions would be set out in by-laws). After 1 year, the new Section will redefine its Regional structure and boundaries and amend their bylaws accordingly. During this transition year the current Sections will have time to consult and finalize the details of the new Section before bringing it to their members to vote on amalgamation.

4. Skate Canada passes a motion to create a single Section in Ontario that will come into effect in April 2017. The Sections continue to operate as usual in the coming year and work towards an amalgamation that brings the four Sections and Skate Ontario together. During an initial transition year, an Interim Board would be struck and along with working committees work towards creating the new Section: define the Regions, establish the governance structure, establish the mandate of the new Section (roles and responsibilities); define the organization (structure and staff) and establish budget/finances. Upon formation in 2017 the old Sections will no longer exist and the new Regions will be established. During this transition year the current Sections will have time to consult and finalize the details of the new Section before bringing it to their members to vote on amalgamation.

Timelines Skate Canada has prescribed timelines to bring forward motions to amend bylaws at the Skate Canada AGM. Specifically, to amend bylaws, initial notification must be sent to the CEO of Skate Canada 90 days prior to the AGM, or February 25

th, 2016.

The motion to amend the bylaws then must be filed 45 days prior to the AGM, or April 14th

, 2016. The timelines for current Sections to present a new framework and propose a possible amalgamation differs from Section to Section. If not done at an AGM, it is presumed that a special meeting could be called to address the issue of amalgamation. Regardless, the Sections will require time to present the Single Section framework to their members and fully consider the implications around amalgamation. Skate Canada is willing to provide support to assist in these communications.

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Recommendations

Process Recommendations During Transition Year On Going

Skate Canada passes a motion to create a new single Section in Ontario and eliminate the current 4 Sections effective as of April 2017.

Ask Sections to present new Ontario Section framework to membership and agree to move towards an amalgamation over the coming year

That an Interim Board be appointed for a one year period to oversee the transition year and creation of the new Section

For the interim year, the qualifying structure should reflect the qualifying structure established and as

The Ontario Section will be the recognized Section by Skate Canada; receive funding, and sanctions effective as of April 2017.

The current Sections – continue to operate skating as usual

The Sections work towards an amalgamation to become the new Ontario Section as of April 2017.

After transition year, amend by-laws of Ontario Section to reflect:

New Regions and boundaries

Board Structure and terms

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amended by Skate Canada The Interim Board and working committees work

over the transition year to establish the final design of the single Ontario Section (Regions; Governance; Mandate (roles/responsibilities); structure and workforce; finances)

The four Sections then work to affect an amalgamation in the first year.

This is an extraordinarily exciting opportunity to forge a new future for Skating in Ontario. While there is natural trepidation around change, the deep roots in skating, commitment and engagement of volunteers and the knowledge and experience of coaches, officials and clubs, coming together as a common community has the potential to make Ontario not only a national gold standard, but also an international leader in sport.

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Appendix 1 Structure Option Considerations – Geography

Map - Distances from Main Urban Areas

300

600

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Map - Population Density

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Map - Where are the Skaters? (Based on postal codes)

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Appendix 2 Governance – Suggested Board Competency Mix

Director BoardExperience

1

CommitteeExperience

2

UnderstandingofAssociationBusiness&

IssuesM

anagem

ent

Mem

berRelationsExperience

3

PolicyDevelopmen

t&M

anagemen

t4

FinancialandAccounting

Legal

ChangeM

anagem

ent

HumanResourceManagem

ent

RiskM

anagem

ent

Communications

Governmen

tRelations

ExperienceD

evelopingPartnershipswith

ExternalStakeholders

PublicRelations/Med

ia

Med

iaAffairs&IssuesResolution

HighPerform

ance

SportExpertise

Med

icalSportScien

ce

ClubExperience

SectionExperience

NationalExperience

InternationalExperien

ce

TechnicalExperience

5

Leader/M

otivator

EffectiveCommunicator

LanguageProfile(En

glish,French)

ConflictResolutionSkills

EffectiveTeamworkandInter-personal

Dynam

ics

CriticalThinkingandDecisionM

aking

Other

A

B

C

D

…

…

…

Notes:1Boardexperience-experiencewithbreadthandscopeofgovernancematters;thiscouldincludeexperienceataprofitornon/notforprofitorganization2Committeeexperience-likeNote#1,experienceonacommitteewithbreadthandscope(i.e.experienceinagovernance-levelcommittee)3Memberrelationsexperience-experienceworkingat/withamember-basedorganizationwherediverseneeds/perspectivesneedtobeincorporatedintoBoardworkandbalancedwithoperationalneeds4Policydevelopment&management-experiencedevelopingBoardgovernancepoliciesandmonitoringtheirimplementation5Technicalexperience-couldincludeanyspecificareassuchascoaching,officiating,athlete,etc.

SpecializedCompentencies&Experience

BoardCompetencies

Governance(SkateCan.) Marketing Sports SkateOntarioExperience GeneralCompetencies&ExperienceAdministrative

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Appendix 3 Overview of Initial (June, July, August) Observations, Issues and Concerns During the Section visits over the summer, many issues and concerns surrounding the possibility of amalgamation where raised. Here is an Overview from all Sections:

• Competition structure • Understanding WHY? • Reserve funds and Skater Trust Funds • Jobs – both paid staff and engaged volunteers • Small and remote clubs getting lost • Skaters at grass roots – how to reach them with a centralized structure • Toronto-centric Organization • Local identity and pride • Roll out of information; programs; rules; development opportunities • How to retain some customization for local athletes and their needs • Governance – there is a void of Provincial oversight at Board level • Current Boards/Committee do a LOT of work and have a LOT of knowledge – need to retain the capacity and experience • Financial obligations exist over several years in current sections • Lack of clarity of future legal entities • Transparency – around use of funds – need to be improved • Running competitions – long history and identity around competitions

ontario sections organization review project report … · ontario sections organization review...

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