Combative Sports Commission – Proposed Project Structure
Combative Sports Commission – Proposed Project Structure
Recommendation:That the March 2, 2009, Planning and Development Department report 2009PCS012 be received for information.
Report Summary
This report provides information on the status of the Combative Sports Governance Model.
Previous Council/Committee Action
At the May 14, 2008, City Council meeting, the following motion was passed:
That a status report on the project (Combative Sports Governance Model) be provided to Community Services Committee in February 2009.
Report
· The City completed a strategic review of the Edmonton Combative Sports Commission (ECSC) and presented the results and recommendations to City Council in April 2008. The recommendations accepted by City Council included a new governance structure for the ECSC, the hiring of a project manager, administrative support, development of a framework that took into consideration funding models, vision and mission alignment and commission member duties.
· A consultant was engaged to work with the Edmonton Combative Sports Commission and Administration to develop an optimal governance model for combative sports regulation in Edmonton, and to assist the Commission in the development of an implementation plan which would allow the Commission to make the transition from the current model to the optimal model while continuing to perform day-to-day business activities.
· The project objectives were to define and implement a future-state governance structure; re-establish the commission mandate and harmonize with the governing bylaw; align commission activities with civic administrative support services; develop and update operational processes; and develop the necessary financial and relationship models to guide the commission to future success and sustainability.
· In September of 2008 a project charter was developed that identified the project scope, objectives, and work plan. The work plan identified a six-phase approach to kick off the project and work towards the implementation of a future state. Critical success factors, project risk, plan development, gap analysis and future state implementation were all identified as necessary factors for success. It was anticipated that the implementation phase would commence in early 2009.
· An inability to coordinate meetings with commission members moved the strategic planning and vision process to a more suitable “develop and share” approach. Commission members were able to review and provide feedback on the governance model, with associated roles and responsibilities. Validation of the new governance structure was obtained from member feedback early in the New Year.
· Effort continues on the Commission and industry cost model options in preparation for City Council review. Estimates on event numbers, monthly and yearly revenue and expense projections are being gathered. Cost model efforts should be completed by March and form part of the final report.
· A transition plan is also underway to move the Combative Sports Commission toward the new organizational structure. The objective of the transition plan is to move the Commission from an organization where the commission members are heavily involved in the operations of the organization to an organization where the commission members focus on governance. The Executive Director is responsible for operations and is supported by commission staff in order to carry out event oversight. See attachment one for report outline.
· The transition plan has a number of phases. Phase one will run concurrently with phase two. The operational changes will occur throughout the same period of time as the governance changes. Phase one will transition operations from commission members to the executive director and staff. Phase two will move the commission members to a governor role rather than an operational role. Clearly, commission members can still attend combative sports events but their roles move from away from operations.
· A new Executive Director position will bridge the gap between the governance roles of the Commission members and the organization’s operational roles. Once the hiring process is complete the position will oversee the implementation of the transition plan to establish the new governance and internal administrative support structure; establish the commission support requirements; and new program delivery and financial management model.
· Administration will provide the necessary administrative support to the Commission and act as conduit to Council. Branch efforts will centre on providing management support; licensing and permitting support processes; and facilitate bylaw/legislation development and change.
· Administration anticipates the final governance report will be completed March of 2009. A final report will follow to Community Services Committee identifying the future state model, governance structure, operational roles and responsibilities, and the phased in transition plan.
· The members of the Combative Sports Commission are aware of the contents of this report.
Attachments
- Edmonton Combative Sports Commission Report Outline
Background Information Available on Request from Department
- ECSC Governance Review 2006
Page 2 of 2
Attachment 1
Edmonton Combative Sports Commission Report Outline
Table of Contents
1. Background
2. Future State Model
2.1. Future State Model Impact
2.1.1. Governance Impact
2.1.2. Operational Impact
2.1.3. City of Edmonton Impact
2.1.4. Cost Impact
3. Governance
3.1. Governance Structure
3.2. Roles and Responsibilities
3.2.1. City Council
3.2.2. City Manager
3.2.3. Community Services Committee
3.2.4. Office of the City Clerk
3.2.5. City Administration
3.2.6. Commission Member
3.2.7. Executive Director
3.2.8. Community Standards Branch
3.2.9. Advisors (Technical and Medical)
4. Operational Roles and Responsibilities
4.1. Commission Members
4.2. Executive Director
4.3. Commission Officials (Inspectors)
4.4. Commission Officials (Ring Master, Pay Master, Score Keeper or Time Keeper, Ring General and Judges)
4.5. Medical Advisor
4.6. Technical Advisor
4.7. Community Standards Branch
5. Transition Plan
5.1. Phase 1 – Begin Transition
5.2. Phase 2 – Transition to Future State
5.3. Phase 3 – Transition Complete
Page 1 of 1 Report: 2009PCS012 Attachment 1