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CONTRIBUTORS:
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FUNDED BY:
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GRANT PROGRAM:
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YEARS:
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2000 -
2003
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PUB TYPE:
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Grant
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GRANT AMOUNT:
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95,988
Dollars (Canada)
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SUBJECT(S):
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None
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HTTP:
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PUB ID:
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103-387-111
(Last edited on
2003/02/01 16:15:52 US/Mountain)
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SUMMARY:
Canada’s national sport organizations (NSOs) are not-for-profit organizations that provide administrative expertise and technical support for athlete development and international competitions. While autonomous in principle, there has been considerable federal government influence on their organizational structures and processes since the early 1980s. In 1983-1984 a federal government initiative known as the Quadrennial Planning Program (QPP) provided over $50 million to NSOs whose sports were on the Winter or Summer Olympic programs. This funding brought with it the pressure to ensure administrative and technical structures and expertise were in place to enable “best ever” performances at the 1988 Olympic games. The QPP was renewed for the 1988-1992 period; however, the Johnson scandal in 1988 and the follow-up Dubin Inquiry of 1989 created intense public scrutiny of the pressures placed on high performance athletes and the high performance focus of Canada’s sport delivery system. So in attempting to diffuse public concern and take some responsibility for the development of social, political and financial accountability in the sport delivery system, the federal government released a task force report in 1992 that addressed these and other issues. This time of crisis and review for Canadian sport, coupled with significant federal government budget cutbacks, resulted in substantial funding reductions to NSOs between 1992 and 1996. More recently, the government formalized its new approach to funding NSOs with the introduction of the Sport Funding and Accountability Framework (SFAF). The SFAF shifted government policy from funding all NSOs to funding only those meeting stringent criteria for the 1996-2001 period. As a result, many NSOs are now faced with the challenge of generating their own revenue. The impact has been more intense pressure for a fundamental transformation in the management processes and operations toward a corporate and commercial focus. Thus, the goal of this research project is to enhance the understanding of the ways in which this relationship between the federal government and NSOs has influenced the structures, systems and operations in NSOs.
In light of the constant pressures for change in NSOs over the past two decades, the objective of this research is threefold. First, we aim to extend an ongoing longitudinal study of organizational change in NSOs that has uncovered organizational designs and patterns of change in these organizations (Amis, 1998; Hinings, Slack, Thibault & Kikulis, 1996; Kikulis et al., 1992, 1995a,b,c; Slack & Hinings, 1992, 1994). This will enable us to explore what the impact of the Sport Funding and Accountability Framework introduced in 1996 by the federal government has been on NSOs. For example, to what extent are NSOs forced to seek more commercial means of funding and what are the implications for their structures and systems? Our second objective is to examine the organizational processes that characterize these NSOs as they face and respond to these pressures for change. For example, what are the value commitments, interests and power dependencies that have constrained or enabled change in these NSOs? And to what extent have organizational capabilities such as leadership, knowledge and expertise been used in the formulation of new values and power structures in favour of change? The third objective of our research is to uncover the long-term implications and consequences of these pressures for change on NSOs and the Canadian sport delivery system. For example, what does the commercial transformation of NSOs mean for the mission and purpose of NSOs?
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