“When you see a new trail, or a footprint you do not know. Follow it to the point of knowing”
- Uncheedah-
Core Beliefs in Community Planning ( Adapted from Alberta Recreation and Parks Toolkit for Community Development)
People have the right to influence decisions that affect their lives
Each person is a potential source of knowledge and strength
Commitment to ideas and plans are greater when people are involved in their development
Strengthening trust and relationships must be a priority
Innovation and positive changes occur when people are involved
Community leadership is key to sustainability
Individuals and groups may need support to maximize their potential
Conflicts may be inevitable but they can be used creatively
Introduction
Community planning is defined in the following ways:
It is a strategic planning process that addresses the needs of communities in a purposeful way, with implicit notion of varying levels of community involvement in the process.
A range of partners working together to better plan, resource and deliver quality services that meet the needs of community residents. Community Planning puts people at the heart of delivering services, and ensures that local priorities are at the centre of service planning.
Basic Steps In Planning—Alice in Wonderland – Carroll Lewis
“Would you tell me, please, please? Which way I ought to go from here?” “That depends a good deal on where you want to get to,” said the Cat. “I don’t much care where” said Alice. “Then it doesn’t matter which way you go,” said the Cat.
If the future of your organization or community isn’t important to you, than you can take the Alice approach to planning.
At the very basic level, planning involves taking a look at where your community is now, looking at where you would like to be in the future and then creating steps to get there.
Step 1
Where are we now as an organization/ community?
This step requires support of the community leadership and community members; open communication; establishment of effective decision making processes; skilled leadership and an opportunity for feedback.
This step also involves gathering and analyzing information about how your organization is functioning now. This may be completed through interviews, questionnaires or discussion groups. During this phase it is important to look at the internal strengths and weaknesses; external opportunities and challenges of your organization/ community. In addition this is an opportunity to re-visit your Mission Statement.
Describes what you do and for whom
Describes the function of the organization
Answers the question what business are you in
Step 2
Where do you want to be?
This step involves developing a vision statement for your organization/ community. What is your future potential?
A vision is not a plan
It is a declaration of the organizations most desirable future
It is a picture of what you want to create for people you serve
It is concrete and specific
It is consistent with the organizations values, philosophies and behaviours
It is attainable and realistic and bold.
Step 3
How can we get there?
What issues/ concerns need to be addressed?
What are the organization / community priorities?
What goals and objectives need to be developed?
Goals: Describe what you want to accomplish and may be written as result statements (depending on the planning model you use). Define areas of emphasis and are more specific than the broad vision/describe the “what”.
Objectives: Describe what you hope to achieve in the next year/could be expanded to identify targets for 3 year planning/a smaller chunk of the “what”.
Step 4
How will you do all of this?
In this step you begin to develop your strategies, develop action plans to complete the strategies, set timelines, determine who will be responsible for implementation, and determine expected outcomes.
Strategies: Methods or actions utilized to achieve the outcomes/goals – describe the “how” of achieving the “what”.
Action Plans: Identify the specific actions or tasks to accomplish for each strategy, who will be responsible, what resources are needed (financial, human and information), timelines, output (tangible accomplishment)
Outcomes: Describe the product or result that occurs as a consequence of achieving the goal (states the change or difference – could be in knowledge, skill, attitude, behaviour, condition or status) Outcomes must be tangible, measurable and appropriate.
Step 5
How will you know you are successful?
This is a key step in planning as you need to monitor and evaluate the activities you have determined are key in achieving your vision. At the end of the evaluation you can change your activities or add new activities to help accomplish what you have set out to do.
Friday, March 4, 2011
Tuesday, January 25, 2011
13 Ways To Kill Your Community
“13 Ways to Kill Your Community” – Doug Griffiths MLA Battle River – Wainwright Constituency and Kelly Clemmer, Editor Wainwright Review
Doug Griffiths, the principle author of this book, as an MLA, is co-author of the government report Rural Alberta: the Land of Opportunity which led to the creation of the Rural Alberta Development Fund.
“13 Ways to Kill your Community” is a must read book for anyone who is involved in community development at the local level. This book is an ideal “tool for your toolkit”. As the author indicates in the prologue he came across 13 ways to kill a community but there are probably additional ways that could be identified as well.
This book identifies not only causes for death of a community but provides insights as to potential solutions to maintain and enhance survival of the community. The author states:“That government cannot make them (communities) successful. If they (communities) themselves don’t decide to be successful.”
The 13 ways as identified by the author and suggested community killers are are:
1. Don’t Have Quality Water – Ensure there are no plans in place nor efforts made to build on the quality and quantity of your community’s water supply.
2. Don’t Attract Business – You must work hard to ensure new business do not come to town or have competitive business tax.
3. Ignore Your Youth – Ensure youth are made aware that there is no hope or future for youth in the community.
4. Deceive yourself about real needs or values - Do not identify what your community truly values or what it truly needs.
5. Shop Elsewhere – Do not patronize your local shops and as a business owner never give customers a reason to shops locally.
6. Don’t Paint ¬– Do not take measures to enhance the aesthetics of your community. If you do people and businesses might move there.
7. Don’t Cooperate – Beware of the volunteer vampire
8. Live in the Past – We all know that things were better in the 60’s, 70’s and 80’s always remind people of the good times.
9. Ignore your Seniors – Ensure that you do not provide services for seniors in your community. That way , seniors will move to communities that have services.
10. Reject everything new – Always do what you have always done. This will ensure consistent results.
11. Ignore Outsiders –Always remember that outsiders are dangerous as they may cause success. Make sure they are excluded and eventually they may leave your community.
12. Become complacent – Lose focus of your goals.
13. Don’t Take Responsibility – Remember if you can only manage one thing to kill your community, not taking responsibility for anything is key
As you read this book, within each chapter your own personal experiences working with communities may come to mind.
A community does not need all 13 ways to kill itself, it can do it with one or two. Although I’m sure we have seen communities that practice all 13 plus a few others.
Doug Griffiths, the principle author of this book, as an MLA, is co-author of the government report Rural Alberta: the Land of Opportunity which led to the creation of the Rural Alberta Development Fund.
“13 Ways to Kill your Community” is a must read book for anyone who is involved in community development at the local level. This book is an ideal “tool for your toolkit”. As the author indicates in the prologue he came across 13 ways to kill a community but there are probably additional ways that could be identified as well.
This book identifies not only causes for death of a community but provides insights as to potential solutions to maintain and enhance survival of the community. The author states:“That government cannot make them (communities) successful. If they (communities) themselves don’t decide to be successful.”
The 13 ways as identified by the author and suggested community killers are are:
1. Don’t Have Quality Water – Ensure there are no plans in place nor efforts made to build on the quality and quantity of your community’s water supply.
2. Don’t Attract Business – You must work hard to ensure new business do not come to town or have competitive business tax.
3. Ignore Your Youth – Ensure youth are made aware that there is no hope or future for youth in the community.
4. Deceive yourself about real needs or values - Do not identify what your community truly values or what it truly needs.
5. Shop Elsewhere – Do not patronize your local shops and as a business owner never give customers a reason to shops locally.
6. Don’t Paint ¬– Do not take measures to enhance the aesthetics of your community. If you do people and businesses might move there.
7. Don’t Cooperate – Beware of the volunteer vampire
8. Live in the Past – We all know that things were better in the 60’s, 70’s and 80’s always remind people of the good times.
9. Ignore your Seniors – Ensure that you do not provide services for seniors in your community. That way , seniors will move to communities that have services.
10. Reject everything new – Always do what you have always done. This will ensure consistent results.
11. Ignore Outsiders –Always remember that outsiders are dangerous as they may cause success. Make sure they are excluded and eventually they may leave your community.
12. Become complacent – Lose focus of your goals.
13. Don’t Take Responsibility – Remember if you can only manage one thing to kill your community, not taking responsibility for anything is key
As you read this book, within each chapter your own personal experiences working with communities may come to mind.
A community does not need all 13 ways to kill itself, it can do it with one or two. Although I’m sure we have seen communities that practice all 13 plus a few others.
Monday, October 11, 2010
Proven Leadership
Proven leadership??!! How often have we heard this term over the past several weeks? Obviously it must be that time again... municipal election time in Alberta. Only a week to go to elect a "proven leader". How do we interpret that phrase? Perhaps that individual sold the most chocolate bars during the fund raising blitz in school or sold the most Christmas wrap. It's interesting that the term is used without any tangible examples; only statements were they have served on many boards, but in what capacity? Turned around businesses, what does that mean.?
Peter Drucker stated "Leadership is not magnetic personality — that can just as well be a glib tongue. It is not "making friends and influencing people" - that is flattery. Leadership is lifting a person's vision to high sights, the raising of a person's performance to a higher standard, the building of a personality beyond its normal limitations."
As we have been learned over the years good leadership is based on four factors: supportiveness, interaction with others, work ethic and goal emphasis. A good leader will use these four factors to create a healthy organizational climate that has successful communication patterns, activities based on goal setting, involvement in decision-making and opportunities for influence. In thinking about these factors and personal experiences how many true leaders have you met or worked for?
An organization can occasionally maintain themselves with good managers, but if you want to change direction, capable leadership will be needed.
Leaders are not concerned with “doing things right” but with “doing the right thing”.
Leadership Competencies
The best leaders have the following competencies:
Vision: Leaders can create and communicate a desired future and get others to commit themselves to it.
Communication: Leaders can communicate their vision and get support from others.
Persistence/ focus: Leaders can maintain their organization’s effectiveness when the going gets tough.
Empowerment: Leaders can create a dynamic working environment in which they can harness people’s energies to bring about desired results.
Organizational learning: Leaders can find ways for their organization to monitor its own performance and think about ways to improve.
Nothing serves an organization better than leadership that knows what it wants, knows when and how to stay on course and when to change.
Ten Commandments of Leadership
1. Treat everyone with respect and dignity.
2. Set the example for others to follow.
3. Be an active coach.
4. Maintain the highest standards of honesty and integrity.
5. Insist on excellence and hold your people accountable.
6. Build group cohesiveness and pride.
7. Show confidence in your people.
8. Maintain a strong sense of urgency.
9. Be available and visible to your staff.
10. Develop yourself to your highest potential.
So at the end of the day are these individuals who are seeking your vote talking about actual leadership or management? They all have visions but these visions can only be realized if supported by others. Around a Council table you can have the greatest ideas out there but you still need the majority of those around the table to support it.
Peter Drucker stated "Leadership is not magnetic personality — that can just as well be a glib tongue. It is not "making friends and influencing people" - that is flattery. Leadership is lifting a person's vision to high sights, the raising of a person's performance to a higher standard, the building of a personality beyond its normal limitations."
As we have been learned over the years good leadership is based on four factors: supportiveness, interaction with others, work ethic and goal emphasis. A good leader will use these four factors to create a healthy organizational climate that has successful communication patterns, activities based on goal setting, involvement in decision-making and opportunities for influence. In thinking about these factors and personal experiences how many true leaders have you met or worked for?
An organization can occasionally maintain themselves with good managers, but if you want to change direction, capable leadership will be needed.
Leaders are not concerned with “doing things right” but with “doing the right thing”.
Leadership Competencies
The best leaders have the following competencies:
Vision: Leaders can create and communicate a desired future and get others to commit themselves to it.
Communication: Leaders can communicate their vision and get support from others.
Persistence/ focus: Leaders can maintain their organization’s effectiveness when the going gets tough.
Empowerment: Leaders can create a dynamic working environment in which they can harness people’s energies to bring about desired results.
Organizational learning: Leaders can find ways for their organization to monitor its own performance and think about ways to improve.
Nothing serves an organization better than leadership that knows what it wants, knows when and how to stay on course and when to change.
Ten Commandments of Leadership
1. Treat everyone with respect and dignity.
2. Set the example for others to follow.
3. Be an active coach.
4. Maintain the highest standards of honesty and integrity.
5. Insist on excellence and hold your people accountable.
6. Build group cohesiveness and pride.
7. Show confidence in your people.
8. Maintain a strong sense of urgency.
9. Be available and visible to your staff.
10. Develop yourself to your highest potential.
So at the end of the day are these individuals who are seeking your vote talking about actual leadership or management? They all have visions but these visions can only be realized if supported by others. Around a Council table you can have the greatest ideas out there but you still need the majority of those around the table to support it.
Sunday, August 1, 2010
Volunteer Burnout or is Volunteer Bashout?
In the volunteer world we often contribute volunteers leaving a program to something we call volunteer burnout. But is it always the case that they have reached the burnout stage or have they reached another stage I refer to as volunteer bash out? Perhaps burnout is the politically correct terminology. Personally I have used the term volunteer bash out dating back to the late 70’s.
Over the years, in my personal career I have at the privilege of working with close to 600 different not for profit organizations across all sectors from health, social, education, sport, recreation etc. What I have interesting is that there appears to be a greater incidence of volunteer bash out in sport and recreation organizations than in others I have either been involved with or worked with.
In working with organizations in the area of board development I have used a model called “Cog’s Ladder: A Model of Group Growth”. I first came across it in 1976 and have used it ever since. In Cog’s model an organization will goes through
Polite Stage - An introductory phase, where members strive to get acquainted or reacquainted with one another.
Why We're Here Stage - Group members will want to know why they have been called together. Often, social cliques will begin to form as members begin to feel as though they "fit in."
Power Stage - Bids for power begin between group members in an effort to convince each other that their position on an issue is correct.
Cooperation Stage - Members not only begin to accept that others have an opinion worth expressing, but a team spirit replaces vested interests.
Esprit Stage - It is also noted that this stage will not always be achieved; however, for this level of cooperation, as well as productivity, the other four stages must be met.
The Power Stage or bid for power seems to be prevalent in sport and recreation organizations and in my opinion is the focal point for bash out. It is at this stage where any values an organization may have are put aside and personal agendas become prevalent.
Bash out is a result of the constant fighting, running into obstacles created by others, lack of recognition, other people always believing they can do a better job and on and on and on.
This bash out in sport and recreation occurs not only within the board of directors but all volunteers from event planners, coaches, and officials(yes they get paid, but not for abuse). These individuals leave the program and no one really asks why or if they do get an answer attribute it to someone just complaining.
Think about your own experiences and why you may have moved on.
As a board member was it due to someone saying they could do a better job? Is there a belief that you actually got paid? Did you get tired of the constant infighting?
As a coach did you leave because you got tired of people sitting behind you with a stop watch timing their child’s ice or field time, innings played in or people believing you are obviously doing it for personal gain?
None of these examples as anything to do with volunteer burnout, this is pure and simple bash out.
What is interesting is that there are various organizations that provide volunteer training and stress the importance of retaining and recognizing your volunteers. Yes many organizations participate in these programs but at the end of the day how many continue to practice they learn. Even organizations that practice volunteer bash out still recognize their volunteers although they change on a regular basis.
Personally I have at the opportunity to be involved with organizations that reached the Esprit Stage—Early years of Ringette Alberta, County of Stettler Regional Recreation Board, Edmonton International Baseball Foundation and Alberta Bobsleigh Association. It’s amazing how much can get done at this level.
To paraphrase Smoky the Bear: “Only You Can Prevent Volunteer Bash Out”.
Over the years, in my personal career I have at the privilege of working with close to 600 different not for profit organizations across all sectors from health, social, education, sport, recreation etc. What I have interesting is that there appears to be a greater incidence of volunteer bash out in sport and recreation organizations than in others I have either been involved with or worked with.
In working with organizations in the area of board development I have used a model called “Cog’s Ladder: A Model of Group Growth”. I first came across it in 1976 and have used it ever since. In Cog’s model an organization will goes through
Polite Stage - An introductory phase, where members strive to get acquainted or reacquainted with one another.
Why We're Here Stage - Group members will want to know why they have been called together. Often, social cliques will begin to form as members begin to feel as though they "fit in."
Power Stage - Bids for power begin between group members in an effort to convince each other that their position on an issue is correct.
Cooperation Stage - Members not only begin to accept that others have an opinion worth expressing, but a team spirit replaces vested interests.
Esprit Stage - It is also noted that this stage will not always be achieved; however, for this level of cooperation, as well as productivity, the other four stages must be met.
The Power Stage or bid for power seems to be prevalent in sport and recreation organizations and in my opinion is the focal point for bash out. It is at this stage where any values an organization may have are put aside and personal agendas become prevalent.
Bash out is a result of the constant fighting, running into obstacles created by others, lack of recognition, other people always believing they can do a better job and on and on and on.
This bash out in sport and recreation occurs not only within the board of directors but all volunteers from event planners, coaches, and officials(yes they get paid, but not for abuse). These individuals leave the program and no one really asks why or if they do get an answer attribute it to someone just complaining.
Think about your own experiences and why you may have moved on.
As a board member was it due to someone saying they could do a better job? Is there a belief that you actually got paid? Did you get tired of the constant infighting?
As a coach did you leave because you got tired of people sitting behind you with a stop watch timing their child’s ice or field time, innings played in or people believing you are obviously doing it for personal gain?
None of these examples as anything to do with volunteer burnout, this is pure and simple bash out.
What is interesting is that there are various organizations that provide volunteer training and stress the importance of retaining and recognizing your volunteers. Yes many organizations participate in these programs but at the end of the day how many continue to practice they learn. Even organizations that practice volunteer bash out still recognize their volunteers although they change on a regular basis.
Personally I have at the opportunity to be involved with organizations that reached the Esprit Stage—Early years of Ringette Alberta, County of Stettler Regional Recreation Board, Edmonton International Baseball Foundation and Alberta Bobsleigh Association. It’s amazing how much can get done at this level.
To paraphrase Smoky the Bear: “Only You Can Prevent Volunteer Bash Out”.
Friday, June 18, 2010
Building Community Capacity
From April 30 - May 1, 2010 the Indigenous Sport Council (Alberta) hosted their Sport and Recreation Conference. The following is the Opening Key Note Address, presented by Grand Chief Charles Weaselhead. Treaty Seven
Empowering our Indigenous Youth
In building community capacity we must foster positive youth development. Through participation in school programs. Indigenous Sport Council Programs and the North American Indigenous Games we have seen how sports teaches positive values & life skills
Our Indigenous youth learn & develop through play. Sports also will assist in keeping active & healthy lifestyles. Keeping active also helps in reducing health risk behaviours
We must ensure that sport is built on Fairness, Fun, Excellence and Inclusion.
Recognizing Sport as a Valuable Community Asset
We must “champion” fairness and ethical conduct. There is a need to create safe and positive communication and promote inclusion.
Through sport we can foster strong and active lifestyles within our communities. It is also important that we recognize out community volunteers and celebrate the contributions they make.
Sport helps to strengthen collaborations and connections to the community.
Giving Your Personal Best
We must enable our people to develop the confidence and skills to be involved in athletics. Youth through participation in sport need to:
Join In - commit
Show it - Be a leader
Live it - Lead by Example
Grow it - Encourage others
In our communities we have many athletes who have excelled and now are seen as role models such as Destiny Whitney, Golf. Tsuu T’ina Nation, Charlton Weaselhead, Basketball, Blood Tribe and Wacey Rabbit, hockey Blood Tribe.
Sport and Education
Sport is a good tool in re-engaging children/youth in school and to assist in realizing their potential. Through sports our children/youth build confidence, self-esteem and helps them form positive relationships with school staff and peers.
Sports is closely linked with improved school attendance. Most youth that are involved in organized sports through school are less likely to become involved in high-risk activities.
In conclusion, Building Community Capacity can be achieved through
Participation - Supporting people to take part in community sports and athletics.
Empowerment - Increasing ability and capacity.
Inclusion - Collaborations with members, partners and leadership.
Self determination - Supporting people to make their own choices and encouraging them by providing opportunities.
Empowering our Indigenous Youth
In building community capacity we must foster positive youth development. Through participation in school programs. Indigenous Sport Council Programs and the North American Indigenous Games we have seen how sports teaches positive values & life skills
Our Indigenous youth learn & develop through play. Sports also will assist in keeping active & healthy lifestyles. Keeping active also helps in reducing health risk behaviours
We must ensure that sport is built on Fairness, Fun, Excellence and Inclusion.
Recognizing Sport as a Valuable Community Asset
We must “champion” fairness and ethical conduct. There is a need to create safe and positive communication and promote inclusion.
Through sport we can foster strong and active lifestyles within our communities. It is also important that we recognize out community volunteers and celebrate the contributions they make.
Sport helps to strengthen collaborations and connections to the community.
Giving Your Personal Best
We must enable our people to develop the confidence and skills to be involved in athletics. Youth through participation in sport need to:
Join In - commit
Show it - Be a leader
Live it - Lead by Example
Grow it - Encourage others
In our communities we have many athletes who have excelled and now are seen as role models such as Destiny Whitney, Golf. Tsuu T’ina Nation, Charlton Weaselhead, Basketball, Blood Tribe and Wacey Rabbit, hockey Blood Tribe.
Sport and Education
Sport is a good tool in re-engaging children/youth in school and to assist in realizing their potential. Through sports our children/youth build confidence, self-esteem and helps them form positive relationships with school staff and peers.
Sports is closely linked with improved school attendance. Most youth that are involved in organized sports through school are less likely to become involved in high-risk activities.
In conclusion, Building Community Capacity can be achieved through
Participation - Supporting people to take part in community sports and athletics.
Empowerment - Increasing ability and capacity.
Inclusion - Collaborations with members, partners and leadership.
Self determination - Supporting people to make their own choices and encouraging them by providing opportunities.
Tuesday, April 13, 2010
Maskwachees Declaration
In February 2000 the delegates representing Federal/ Provincial Governments, educators, First Nation communities participated in a National Recreation Roundtable on Aboriginal/ Indigenous Peoples. This Roundtable was held in Hobbema, Alberta, (Maskwachees). The representatives stated they were deeply committed to improving the health, wellness, cultural survival and quality of life of Aboriginal/Indigenous Peoples, through physical activity, physical education, sport and recreation.
At the conclusion of the Roundtable the following declaration was made "We Declare that:Sustainable commitment and investment in active living, physical activity, physical education, recreation and sport are essential to promote health and address social issues facing Aboriginal/Indigenous Peoples in communities across Canada.
And therefore, we call on all governments, non-governmental organizations, communities and individuals to endorse this Declaration."
The Roundtable also identified the following as strengths:
We are supported by these strengths:
• A willingness to respect partners and to work together with a readiness to learn and lend;
• A commitment by the Federal/Provincial/Territorial governments to reduce inactivity among Canadians by 10% by 2003;
• A growing number of effective programs, policies and practices;
• Infrastructure development in the sport and recreation sector;
• A physically active Aboriginal/Indigenous traditional lifestyle; and
• International documents/statements that recognize the importance of physical activity, physical education, sport and recreation.
The challenges that were identified include:
• The fact that Aboriginal youth are the fastest growing segment of the Canadian population;
• The need to support, invite, integrate and use the knowledge of Elders in program design and delivery;
• The lack of priority in allocation of adequate financial and human resources for recreation and sport;
• The complexity of the infrastructure independent rather than interdependent;
• The need to enhance communication and accountability between Aboriginal and non-Aboriginal sport and recreation organizations and governments;
• The need for quality community based programs and services and the creation and renewal of sport and recreation facilities;
• A learned attitude of helplessness and "who cares?" held by many;
• The lack of clear initiatives for capacity building at the community level;
• The need for more leaders and positive role models;
• The need to recognize success and celebrate participation;
• The need to ensure quality physical education in schools;
• The need to ensure recreation and sport are positive experiences; and
• The need to create, pursue and implement system-wide change that will result in more flexible, creative, and responsive policies and practices.
So what has changed since the Declaration in 2000? Very little in the communities, other than an increase in obesity, diabetes, youth suicides etc.
The Indigenous Sport Council (Alberta) through financial support from the Rural Alberta Development Fund and Alberta-Canada Aboriginal Bilateral has slowly made in roads in some communities through the delivery of programs such as Run, Jump, Throw and the Aboriginal Recreation and Sport Resource Manual. But it is a slow process.
Building partnerships is often a challenge. Organizations such as Alberta Recreation and Parks Association and Alberta Association of Recreation Facility Personnel have stepped forward to work with the ISCA to address common concerns.
It appears that with many other agreements, declarations, MOU'S etc the words on the declaration were just that words with minimal commitment.
At the conclusion of the Roundtable the following declaration was made "We Declare that:Sustainable commitment and investment in active living, physical activity, physical education, recreation and sport are essential to promote health and address social issues facing Aboriginal/Indigenous Peoples in communities across Canada.
And therefore, we call on all governments, non-governmental organizations, communities and individuals to endorse this Declaration."
The Roundtable also identified the following as strengths:
We are supported by these strengths:
• A willingness to respect partners and to work together with a readiness to learn and lend;
• A commitment by the Federal/Provincial/Territorial governments to reduce inactivity among Canadians by 10% by 2003;
• A growing number of effective programs, policies and practices;
• Infrastructure development in the sport and recreation sector;
• A physically active Aboriginal/Indigenous traditional lifestyle; and
• International documents/statements that recognize the importance of physical activity, physical education, sport and recreation.
The challenges that were identified include:
• The fact that Aboriginal youth are the fastest growing segment of the Canadian population;
• The need to support, invite, integrate and use the knowledge of Elders in program design and delivery;
• The lack of priority in allocation of adequate financial and human resources for recreation and sport;
• The complexity of the infrastructure independent rather than interdependent;
• The need to enhance communication and accountability between Aboriginal and non-Aboriginal sport and recreation organizations and governments;
• The need for quality community based programs and services and the creation and renewal of sport and recreation facilities;
• A learned attitude of helplessness and "who cares?" held by many;
• The lack of clear initiatives for capacity building at the community level;
• The need for more leaders and positive role models;
• The need to recognize success and celebrate participation;
• The need to ensure quality physical education in schools;
• The need to ensure recreation and sport are positive experiences; and
• The need to create, pursue and implement system-wide change that will result in more flexible, creative, and responsive policies and practices.
So what has changed since the Declaration in 2000? Very little in the communities, other than an increase in obesity, diabetes, youth suicides etc.
The Indigenous Sport Council (Alberta) through financial support from the Rural Alberta Development Fund and Alberta-Canada Aboriginal Bilateral has slowly made in roads in some communities through the delivery of programs such as Run, Jump, Throw and the Aboriginal Recreation and Sport Resource Manual. But it is a slow process.
Building partnerships is often a challenge. Organizations such as Alberta Recreation and Parks Association and Alberta Association of Recreation Facility Personnel have stepped forward to work with the ISCA to address common concerns.
It appears that with many other agreements, declarations, MOU'S etc the words on the declaration were just that words with minimal commitment.
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