CONGRESS OF PRESIDENTS 2005. 2005/2006 Business Plan Participation Community Sport, Recreation,...

CONGRESS OF PRESIDENTS

2005

2005/2006 Business 2005/2006 Business PlanPlan

Participation• Community Sport, Recreation, School

Alliances• KidSport• Aboriginal Sport Participation• Sport in Schools


High Performance • High Performance Council

Formation• Canada Games Funding• PSO Performance Based Funding


Capacity• Organizational Development• Funding Model• Coaching Futures Group


Interaction• Administrative Centre• Technology• Operations• Facility


Budget HighlightsRevenue• Province of Manitoba• Bilateral Sport Development

– $260,000 from Federal Government– $240,000 from Provincial Government– $42,300 in Bingos from Provincial

Government

• Marketing Sponsorships


Budget HighlightsExpenses• Bilateral Program• Francophone Sport Organization• Rent/Lease• Base & Enrichment Grants


2005

2006-2010 Funding Model

Process Overview• Funding system reviewed every 4

years• Committed to providing 1 year notice• Initial indicators and weightings

received PSO input• Task Force with representation from

PSOs recommended final indicators and weightings to Sport Manitoba Board of Directors


• Funding is based on indicator and weighting assessment results

• Assessed on previous 4 years of information submitted with Game Plans

• Distribution of verification tool to confirm information submitted

• Encourage review of your assessment with Sport Consultant


• Bridging will be in effect for one year

• Independent Appeal Panel has been established


Base Funding Component• 70% or $3,190,000

• Submission of ‘modified’ Game Plan every 2 years

• Annual Update – Demographics, Budget and compliance with Terms and Conditions


Bingo Allocations• In 2006, Bingo allocations will

remain the same as 2005

• In 2007, Bingo allocations will be determined by base funding levels


Directed Funding• 30% or $1,250,502

• Directed funding will replace Game Plan funding

• Program specific grants rather than the current enrichment funding

• Funding will be directed to 3 areas – Participation, High Performance, Special Initiatives


Participation Component• Open to all Base funded PSOs

• The program's objectives:

– to support and increase ongoing participation, recruit new participants and reduce the drop-out rates

– projects directed at target groups


Participation Component• Applications accepted on annual

basis; will be funded for two years• Yearly progress/monitoring report

required

• Expectations to be determined

• Sustainability/partnerships of the project will be considered


High Performance Component• Open to all Base funded PSOs

• To assist PSOs to prepare for national/ international open level competition

• Canada Games PSOs will be given priority

• Applications accepted on annual basis

• Expectations to be determined


Special Initiatives Component• Open to ALL recognized PSOs including

those that do not qualify for Base Funding

• To help PSOs build capacity

• Applications accepted on annual basis

• Project based – funding provided for specific capacity building projects


Timelines• Process to apply – June 2005

• Paperwork due – November 2005

• Notification of 2007 Funding – Jan 2006


2005

“The Benefits of Forming a

Community Sport, Recreation and

School Alliance”

Presentation toCongress of Presidents

April 14, 2005

Initiatives that Support the Need to Coordinate Community Sport,

Recreation and School Delivery Systems

• Manitoba Action Plan for Sport (April, 2002)

– “Sport Manitoba believes that a seamless delivery of programs and services will strengthen all networks and provide greater community access to sport and all its benefits.”

– “Sport Manitoba envisions an even closer integration between school and community based sport programs.”

– Through ongoing cross-sectoral planning, Sport Manitoba’s goal is to create an efficient, effective and seamless sport delivery system.

• Canadian Sport Policy (May, 2002)

– “Sport is best developed at the local level where participation is provided through sport organizations, school settings, municipal recreation and other community based organizations.”

– “…calls for barriers to participation in sport to be identified and eliminated, making sport more accessible to all.”

What is an Alliance?

Two or more organizations working together to:– deal with commons issues or needs,

– enhance, and if possible integrate, the delivery of their services/programs

– achieve commonly shared goals

Community Sport, Recreation

and School AlliancesMembership includes all interested local not-for-profit sport organizations (voting) and other key community based stakeholder organizations

Their major reason to exist is…“To have the entire community care about all of “their sports” and to work together to meet their their athletes-participants long term needs”

Community Sport Alliances

– Provide a platform and an ongoing process to: •discuss common challenges, problems

and needs •develop strategies to share resources •celebrate community successes

– Work with and are supported by their municipal government and the local school board(s)

Once established Sport Alliances can

• Provide continuity between, and address possible gaps, in services and programs

• Avoid groups competing for the same ‘targeted participants’

• Reduce duplication of programs, service and facilities; and their associated costs

• Rank community issues and needs by their overall importance

• Develop a common Code of Ethics that governs all sport in the community

• Coordinate the allocation of resources and facilities more effectively

• Share ideas and ways & means of doing business together

• Provide opportunities for more coordinated and effective fundraising


2005

Sport Legacy Trust

Background• Established by legal agreement

August 22, 1996

• $2,108,295 transferred to the Trust May 1, 1997

• Trustees authorized to distribute a maximum of 10% of initial capital, plus any net income for up to 11 years

Sport Legacy Trust

Background• Remaining capital if any to be

distributed proportionately to backstop beneficiaries on 12th anniversary

• At current annual distribution rate, Trust capital is expected to be fully distributed by the end of the 10th year

Sport Legacy TrustTrust Characteristics & Status• Trustees have absolute discretion over

capital distribution

• Trust is not grant or entitlement program

• Annual application process instituted to access funds

• 9 application periods taken to date (including 2005)

Sport Legacy Trust

• $2,065,554 distributed to PSOs over 8 years from 1997 – 2004 at an average rate of $258,194/year

• Remaining capital ($477,281) is projected to be fully distributed in the Trust’s 9th and 10th operating years, i.e. 2005 and 2006

Sport Legacy TrustApplication Process• Only backstop beneficiaries are eligible

to apply

• Backstop beneficiaries are PSOs funded by the Manitoba Sports Federation in 1995-1996 (Agreement Schedule A)

• Backstop beneficiaries may submit 2 applications/year

• Partnerships between backstop beneficiaries are encouraged

Sport Legacy Trust• Backstop beneficiaries may also

partner with non-backstop beneficiaries, e.g. clubs, facility owners, organizing committees

• Projects with total project costs under $5,000 not eligible

• Projects are evaluated “as is” (no follow-up) on the basis of the factors identified in the application information sheet

Sport Legacy Trust

Factors Considered in the Evaluation of Projects

(a)Priority of project within sport’s long-term Game Plan

(b) Evidence of or potential for broad impact on sport participants or participation rates

(c) Evidence of or potential for multi-sport benefits or benefits to other sport bodies

Sport Legacy Trust

(d) Evidence of sustainability or of potential for generating cost-savings or revenues

(e) Evidence of PSO financial or other commitments

(f) Evidence of good planning work, sound research, successful project implementation

Sport Legacy Trust Fund

• Trust is not part of Sport Manitoba but a separate entity

• Application for assistance may be approved in full, in part or declined, as determined by the Trustees

• Terms of offer may be amended only upon request in writing approved by the Trustees


• Business like approach is expected in the management of project budgets, signing authorities, timelines and records

• Backstop beneficiaries remain accountable for Trust funds received when partnered with non-backstop beneficiaries

• Failure of a project to proceed in the year approved, means another project was needlessly declined


Key Considerations• Trustees fiduciary responsibility:

– Manage Trust capital prudently– Assist PSOs to provide legacy for

future amateur sport participants and promote sport growth

– Maximize distributions to backstop beneficiaries

– Minimize operating costs


• Trust operates on a calendar year. Annual report to backstop beneficiaries covers all project distributions to date plus latest audited financial statements

• 2006 will be final application period


2005

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