PRESENTED BY: WARREN PONCSAK, EXECUTIVE DIRECTOR ROZ KELSEY, PRINCIPAL PROJECT CONSULTANT

ROZ KELSEY PRINCIPAL PROJECT CONSULTANT Project Overview

Why a Professional Designation Strategy? Historical Factors Recent University of Regina Curriculum review 2009 SARP Planning Process Member Survey Results indicated significant support Environmental Scan recognized educational institutions acknowledging the need to professionalize recreation through certification SARP Strategic Plan and associated goals

SARP Strategic Goals Increase our credibility with our key stakeholders Partnerships with key stakeholders Develop a strategy to move toward professionalization in the recreation field Consistency in role definition Promote, communicate, support and deliver professional development opportunities Member professional competence

To create a Professional Designation Strategy that is built on a shared vision of professionalization that has been created with input from the membership and stakeholders of SARP

Project Distinctives Broad consultation with members and key stakeholders Building a shared vision of professionalization together What are the shared values that underpin professionalization? What are the needs and expectation of members? What are the required components of professionalization? What expectations do members have about the process? Incorporates change and transition management principles

Project Governance & Management SARP Board of Directors Provides strategic oversight, approves changes and monitors progress Project Manager Ensures project stays on track, oversees work of principal consultant, assists with key activities and keeps board updated Principal Consultant Oversees project activities, project consultants/research associates, prepares project reports Project Team Consists of reps from each member sector, act as liaisons with sector and facilitates participation of members, assists with implementation plan

Project Objectives To identify key historical factors for consideration To gain an increased understanding of rationale and impact of professionalization in the recreation field To learn from the best practices of others who have implemented professional designation To create member and stakeholder involvement

Project Objectives To establish a shared vision of professionalization To maintain member and stakeholder awareness throughout the project life cycle To effectively manage change and transition throughout the project lifecycle To ensure successful implementation of professional designation process

Project Phases PHASE I Yr 1 BUILDING THE FOUNDATION & STRATEGY FOR PROFESSIONALIZATION PHASE II Yr 2 CONSULTING WITH MEMBERS & STAKEHOLDERS PHASE III Yr 3 DEVELOP & BEGIN TO IMPLIMENT A PROFESSIONAL DESIGNATION STRATEGY

Project Deliverables & Timelines PHASE I Project Plan Research Report Project Communication Plan PHASE II Shared Visioning of Professionalism Consultation Report PHASE III Professional Designation Strategy Implementation & Transition Plan Final Project Report Dec 01, 2010 to Nov 30, 2011 Dec 10, 2009 to Nov 30, 2010 Dec 01, 2011 to Nov 30, 2012

Project Plan Project Evaluation

Member Consultation & Discussion Focus Questions: Reactions, questions and/or comments? Have you had any previous experience with projects of this scope? If “yes”, what are some of the key success factors and barriers that we might learn from?

ROZ KELSEY PRINCIPAL PROJECT CONSULTANT Research Report

Foundational Concepts Baker & Palmer (2006); Jordon, et al (2005); Kraus & Curtis (2000); Crompton (1999); Haywood et al (1990); etc …. Characteristics Recreation Benefits – Quality of Life Delivery The Practitioner

Evolution of Rec Professional National Council of Women (NCW) & YMCA..etc Canadian Physical Education Association (CPEA) Saskatchewan Parks and Recreation Association (SPRA) Saskatchewan Recreation Professionals (SRS) Saskatchewan Association of Recreation Professionals (SARP)

Towards a Professional Designation o The public must recognize its importance to the common good. o There must be an acceptance of the need for specialized knowledge and training for providers by those who receive services in this area. o Professional organizations must take responsibility for the control and destiny of the profession. o There must be formal knowledge and programs for those who practice the occupation.

Member Consultation & Discussion Focus Questions: Reactions, comments or questions? Are you aware of any additional research that might inform the professional designation process? Do you know of any other organizations that have successfully implemented professional designation that we might learn from?

WARREN PONCSAK EXECUTIVE DIRECTOR Project Reporting, Monitoring & Communication

Project Reporting & Monitoring Project Monitoring Regular meetings of Project Manager and Principal Consultant Meetings with other Project Consultants as necessary Principal Consultant meets with Project Team on regular basis Formal Reporting to Board Regular reports submitted by Principal Consultant to Project Manger Reports presented to Board at each meeting Project Reporting to Members Annual report to members at AGMs As outlined in Project Communication Plan (website, , newsletter)

Project Communication Project Communication Plan created for each Project Phase May be subject to changes throughout project life cycle to allow for unanticipated opportunities or needs that may arise Communication Plan for Phase I & II outlines (page 6): The focus of the communication – the WHAT The communication METHOD The communication timeline – the WHEN The target group – the WHOM

Project Web Site

Member Consultation & Discussion Focus Questions: Reactions, comments or questions? What other opportunities might there be to communicate with the target groups during the project? Are you interested in being a member of the Project Team representing your sector?