P R E S E N T E D B Y:WA R R E N P O N C S A K , E X E C U T I V E D I R E C T O R

R O Z K E L S E Y, P R I N C I PA L P R O J E C T C O N S U LTA N T

Professional Designation Strategy: Project Overview

R O Z K E L S E Y P R I N C I PA L P R O J E C T C O N S U LTA N T

Project Overview

Why a Professional Designation Strategy?

Historical Factors

Recent University of Regina Curriculum review

2009 SARP Planning ProcessMember 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

Project Goal

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 DirectorsProvides strategic oversight, approves changes and monitors progress

Project ManagerEnsures project stays on track, oversees work of principal consultant, assists with key activities and keeps board updated

Principal ConsultantOversees project activities, project consultants/research associates, prepares project reports

Project TeamConsists 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

• BUILDING THE FOUNDATION & STRATEGY FOR PROFESSIONALIZATION

• CONSULTING WITH MEMBERS & STAKEHOLDERS

• 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

PROFESSIONAL DESIGNATION PROJECT

Professional Designation

Strategy

ReviewReview

PHASE IPHASE I

PHASE IPHASE II PHASE III

Project Communication

Plan

ConsultationReport

Shared VisionResearchReport

Implementation & Transition

Plan

Create Project

Proposal

Create DetailedProject

Plan

ConductLiterature

Conduct Historical

Scan

Conduct Best Practice

Research

Identify Communication

Methods &Vehicles

Identify Key Contact

Opportunities

Establish Timelines & Key Messages

ConductInterviews

Focus GroupsWeb Surveys

Consolidate& Theme

Data

Document Shared Vision

IdentifyInternal & ExternalFactors

Identify Needs & Expectations of

Members

Identify Expected Process of

Professionalization

Identify Expected Components of

Professionalization

Identify Shared Values of Professionalization

Conduct Validation Sessions

Review Research

Best PracticesScans

Review Consultation

Data & Shared Vision

Determine Process &

Components

Conduct Validation Sessions

Identify Phases & Timelines

of Plan

IdentifyKey ActionsChallenge&

Opportunities

Develop ActionPlan

Identify ResourcesSystems &Processes

ProjectProposal

CommunPlan

ResearchReport

Prof DesStrategy

Implement& Trans

Plan

FinalProjectReport

Project Plan

ProjectEvaluation

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?

R O Z K E L S E Y P R I N C I PA L P R O J E C T C O N S U LTA N T

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?

WA R R E N P O N C S A KE X E C U T I V E D I R E C T O R

Project Reporting, Monitoring & Communication

Project Reporting & Monitoring

Project MonitoringRegular meetings of Project Manager and Principal ConsultantMeetings with other Project Consultants as necessaryPrincipal Consultant meets with Project Team on regular basis

Formal Reporting to Board Regular reports submitted by Principal Consultant to Project MangerReports presented to Board at each meeting

Project Reporting to MembersAnnual report to members at AGMsAs outlined in Project Communication Plan (website, email, 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 WHATThe communication METHODThe communication timeline – the WHENThe 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?