UBC OKANAGAN

DEPARTMENT OF ATHLETICS & RECREATION

BUSINESS PLAN: 2012/13 – 2017/18

Prepared for:

Prepared by:

Organization University of British Columbia – Okanagan Mr. Rob Johnson Mr. Ian Cull

MMK Consulting Inc. Glenn Mair Treena Cook

September 10, 2012

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Contents

1. Executive Summary ...................................................................................................................... 1

1.1. Vision ...................................................................................................................................................................1

1.2. Challenges and priorities ...........................................................................................................................1

1.3. Athletics & Recreation organizational structure ............................................................................2

1.4. Campus Recreation plan ............................................................................................................................2

1.5. Varsity Athletics plan ...................................................................................................................................3

1.6. Recreation Facilities plan ...........................................................................................................................3

1.7. Resources plan ................................................................................................................................................4

2. Current State Summary ............................................................................................................... 5

2.1. History .................................................................................................................................................................5

2.2. Operating functions .....................................................................................................................................5

2.3. Current organizational structure ............................................................................................................7

2.4. Stakeholders and constituents ................................................................................................................7

2.5. Financial position ...........................................................................................................................................7

2.6. Accomplishments since 2006/07 ...........................................................................................................9

2.7. Current challenges ..................................................................................................................................... 10

3. Vision, Mission, Principles and Strategies .............................................................................11

3.1. Vision ................................................................................................................................................................ 11

3.2. Operating mission ...................................................................................................................................... 11

3.3. Guiding principles ...................................................................................................................................... 12

3.4. Global strategic priorities ....................................................................................................................... 12

4. Athletics & Recreation Organizational Structure .................................................................14

4.1. Challenges of the existing structure ................................................................................................. 14

4.2. Recommended changes in organizational structure ................................................................ 15

5. Campus Recreation Plan ...........................................................................................................19

5.1. Event and activity facilitation ................................................................................................................ 19

5.2. Event and activity delivery ..................................................................................................................... 20

5.3. Fitness programs and The Hangar .................................................................................................... 22

5.4. Intramural leagues ..................................................................................................................................... 24

5.5. Other recreational sport.......................................................................................................................... 25

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5.6. Special events ............................................................................................................................................... 25

5.7. Camps .............................................................................................................................................................. 26

6. Varsity Athletics Plan .................................................................................................................27

6.1. Existing teams .............................................................................................................................................. 27

6.2. Future teams ................................................................................................................................................. 27

6.3. Other considerations ................................................................................................................................ 28

7. Recreation Facilities Plan ..........................................................................................................29

7.1. Casual recreation space........................................................................................................................... 29

7.2. The Hangar .................................................................................................................................................... 32

7.3. New/expended gym/wellness centre ............................................................................................... 32

7.4. Other facilities .............................................................................................................................................. 35

8. Resource Plan ..............................................................................................................................36

8.1. Staffing resources ....................................................................................................................................... 36

8.2. Financial resources ..................................................................................................................................... 37

Appendix A – Stakeholder Consultations ...............................................................................................42

Appendix B – Comparison to Other Universities ..................................................................................46

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1. Executive Summary

This business plan has been developed for UBC Okanagan (UBC O) Athletics & Recreation for the period from 2012/13 through to 2017/18, based on extensive consultation with UBC O personnel and community stakeholders. Athletics & Recreation operates in a dynamic environment and events continue to unfold that will influence its future directions and plans. The details of this business plan, as summarized below, were finalized based on facts and circumstances as at July 2012.

1.1. Vision

Athletics & Recreation works to support UBC O’s academic and social mission, and operates with a vision to provide superior athletic and recreation programs, services and facilities that will:

� Build community on campus and help to develop great campus life.

� Encourage students, faculty, staff and alumni to stay active.

� Provide student athletes with opportunities to excel.

� Attract students and the community to the campus by having recreation and athletic facilities, programs and services that are equal to or better than other Canadian university campuses with a similar student population.

1.2. Challenges and priorities

At this time, Athletics & Recreation is faced with four principle challenges that significantly influence its planning for the coming five years:

� Varsity soccer is preparing to transition from PacWest to CIS Canada West competition in 2014.

� The Hangar fitness centre is currently under construction and must be brought into operation in 2013 as a modern and successful fitness facility.

� The Hangar will alleviate one recreation facility constraint on campus, but facility constraints will continue to represent an impediment to Athletics & Recreation better serving the needs of its user groups on a campus that has greatly expanded relative to its recreation facilities.

� The current organizational structure of the Department developed organically as the Department grew, but is sub-optimal for the current size of the Department and results in a number of issues regarding the cohesiveness and efficiency of Departmental operations.

Reflecting these challenges, and to further the vision and operating mission of Athletics & Recreation, four global strategic priorities have been identified for the term of this business plan:

1. Athletics & Recreation – to realign and clarify organizational structure to improve the coordination and functioning of the Department.

2. Campus Recreation – to expand the program offerings of Campus Recreation to fully achieve its mission, with a particular focus on the successful opening of The Hangar fitness facility.

3. Varsity Athletics – to successfully complete the transition of the soccer varsity teams to interuniversity competition in CIS/Canada West.

4. Recreation Facilities – to develop new facilities required to deliver appropriate recreation and athletic programs and services to the expanded UBC O campus and the local community.

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1.3. Athletics & Recreation organizational structure

The organizational structure of Athletics & Recreation has been reviewed simultaneously by MMK Consulting (external review) as part of this business plan process, and by Stephanie McKeown, UBC Director of Educational Research, Planning & Analysis (internal review). The conclusions from these reviews have been developed separately, but we understand that MMK’s recommendations are generally consistent with those developed by the internal review process.

The most significant changes proposed for the organizational structure of Athletics & Recreation are as follows. More detailed recommendations are discussed in Section 4.2 of this plan.

� The large number of staff currently reporting directly to the Director should be streamlined into three functional units—Campus Recreation, Varsity Athletics and Administration—each with a lead coordinator or manager who then reports to the Director on behalf of their unit.

� This change should allow the Director to spend more time focussed on business/donor development, with a primary focus on developing the partnerships necessary to realize a new/expanded gym facility.

� The Campus Recreation unit should be expanded by realigning the current Recreation Facility Attendant and gym front desk student staff to report to Campus Recreation. This change will achieve multiple objectives (as discussed in Section 4.2).

� A Varsity Manager/Varsity Promotions position should be created to be lead coordinator/ manager for all Varsity Athletics staff. One option would be to establish this position by enhancing the requirement for the currently vacant “Events Coordinator” position.

� Within Administration, it is important to clarify the essential (but currently ambiguous) role of the Office Manager/Assistant to the Director, to appropriately balance priorities between office management, oversight of administration staff, and providing support to the Director.

Beyond its direct staffing, Athletics & Recreation also has a strong need for support from a finance professional familiar with UBC O financial systems—a need that will be accentuated once The Hangar opens. It is currently expected that the AVP Students’ Office will be adding a finance professional to provide support to all units within that portfolio, including Athletics & Recreation. However, if this support is not forthcoming from the University, then Athletics & Recreation will need to directly hire a (part time) professional to provide necessary financial support.

1.4. Campus Recreation plan

The plan proposed for Campus Recreation (as detailed in Chapter 5) includes specific strategies and initiatives for:

� Further enhancing the direct delivery of recreation activities and events by Campus Recreation, and the facilitation of recreation activities and events organized by other groups, both on and off campus, so as to provide a well-rounded recreation program for students, faculty and staff. Such initiatives should encompass all areas of traditional Campus Recreation programming—intramural leagues, other recreational sport, and special events.

� Overseeing the successful completion and opening of The Hangar fitness centre, to ensure that the facility becomes a valuable component of recreation infrastructure on campus and represents a source of pride for both the University and the donor. Achievement of this objective requires both short-term project management to prepare The Hangar for its official opening, as well as ongoing management and programming for the new fitness centre.

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� Continuing the positive growth in athletic, academic and artistic summer camps programming seen over the last two years, to further build community connections for the University and to generate business revenue to help support other Athletics & Recreation programming.

1.5. Varsity Athletics plan

The proposed priority for Varsity Athletics over the next five years is to focus on its existing roster of core teams to ensure their success in CIS competition (basketball, volleyball and soccer). The University is investing substantial sums (through Athletics & Recreation) in the move to CIS competition, with the payback on this investment being in the reputation of the school and the ability to attract talented students to UBC O. These depend upon the success of the varsity teams.

It is proposed that Athletics & Recreation should continue its current level of support for its “varsity club teams” competing in existing non-CIS leagues (cross country, golf and rugby). However, we do not anticipate Athletics & Recreation having the resources to consider elevating any of these club teams to a higher level of competition, nor to consider the addition of any further varsity sports during the term of this business plan.

A comparison of similar sized Canadian universities presented in Appendix B shows that the 12 teams (6 sports per gender) currently offered by Varsity Athletics is consistent with the 12-14 teams seen at each comparable university. Therefore, the Varsity Athletics program appears to be “right sized” for UBC O as an institution.

1.6. Recreation Facilities plan

Priorities proposed for Recreation Facilities are divided between minor facilities for casual sport and major new recreation facilities, as detailed in Chapter 7 of this plan.

Casual sport facilities

Casual sport on campus is currently hindered by a lack of facilities, with tennis courts and a beach volleyball court having been lost due to campus expansion projects. Given demonstrated student demand for further recreation opportunities, it would seem appropriate that the UBC O campus should offer casual sport facilities at least equivalent to those of the old (smaller) OUC campus. The university currently has no plans to add such facilities, but it is proposed that Athletics & Recreation should champion, and potentially fund, the development of new casual sport facilities on campus, with a focus on an outdoor court for ball/roller hockey and an outdoor court for grass volleyball.

Major recreation facilities

For major recreation facilities, The Hangar is already under construction and plans for the completion and opening of that facility are discussed as operational issues for Campus Recreation.

Beyond the completion of The Hangar, the need for additional gym capacity was established and accepted as part of the 2005/06 Athletics & Recreation business plan, but has not yet been realized. A shortage of gym space, both on campus and in the Kelowna region, supports the need for this new facility, which would also offer institutional benefits for hosting major campus, regional and provincial events.

In addition to the factors supporting the development of additional gym space, strong interest exists from a number of organization for the concept of an expanded gym and wellness centre that could potentially include:

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� Integrated lab space for the Faculty of Medicine and the School of Health and Exercise Sciences to undertake research in fields including chronic disease management and sports medicine.

� A private sports medicine practice that could serve the needs of UBC O varsity athletes, the broader campus population, and the local community, modelled after the very successful Allan McGavin Sports Medicine Centre at UBC Vancouver.

� Office and storage facilities (for rental) that could enable local sports organizations to establish UBC O as their base of operations.

� A licensed food services outlet that overlooks both the new gym and Nonis Field, and potentially some retail space.

Working to realize this facility should be an ongoing priority for the Director of Athletics & Recreation over the term of this business plan. Subject to the final design, intended uses, and partnering organizations involved in realizing this major new facility, an expanded gym/wellness centre is likely to be between 25,000 and 75,000 square feet in size, with a price tag of between $10 million and $35 million.

1.7. Resources plan

Based on the priorities and objectives identified above, a budget projection has been developed for Athletics & Recreation for the period of this plan (refer to Exhibit 8.1, page 38). As detailed in Chapter 8, the resources plan reflects the continued operation and funding of Athletics & Recreation as a partnership between UBC O and its students—consistent with the approach taken since the formation of UBC O. Under this partnership arrangement, in broad terms, the institution provides core funding for coaching and management, while students provide funding for program operations and recreation staffing.

The budget projection achieves breakeven by the latter years of the plan period after incurring annual deficits from 2012/13 through 2015/16. The deficits occur due to the simultaneous ramp-up of costs for soccer’s transition to CIS competition and the start-up of The Hangar fitness facility, plus some minor capital and major repair items planned by Athletics & Recreation for the coming year. Athletics & Recreation can finance these temporary deficits utilizing its current accumulated surpluses. Importantly, the budget projection sees Athletics & Recreation returning to a breakeven position by the end of the plan period, and maintaining a positive (but greatly reduced) accumulated surplus throughout the projection period.

In terms of funding support required from the university and its students, the budget is based on modest funding growth from these partners to keep up with inflation. The budget projection proposes growth in the student athletic fee of 2.0% per annum through to 2017/18, while growth in GPOF funding is slightly higher at 2.5% per annum due to the ramp-up of costs related to soccer for CIS competition.

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2. Current State Summary

To provide context for the vision and strategies presented in this business plan, this Chapter summarizes the current state of the Department of Athletics & Recreation.

2.1. History

In 2005 Okanagan University College (OUC) was formally transitioned into two new institutions: UBC Okanagan (UBC O) and Okanagan College (OC), and UBC O officially opened in July 2005. As part of this transition, OUC Department of Athletics & Recreation became part of UBC O. From this beginning, UBC O Athletics & Recreation has successfully responded to the growing needs of the university, with major achievements and milestones including the following.

From 2005/06, the former OUC varsity athletics teams competed as representatives of UBC O, but using the old OUC name – the “Lakers” and comprising both UBC O and OC students. In March 2008 the official name of the varsity teams was changed to the UBC Okanagan Heat, and by Fall 2009 OC students were no longer eligible to compete on UBC O varsity teams.

In May of 2010 UBC O was accepted as a probationary member of the Canada West Universities Athletics Association (Canada West), with a three-year probationary term commencing September 2010. This allowed for the commencement of interuniversity athletic competition in men's and women's basketball and volleyball in Fall 2011, with four part-time head coaches being promoted into full-time positions as a result of this change.

November 2010 saw the official opening of the Nonis Sports Field, a project that involved the installation of artificial turf to replace the existing grass sports field, as well as the installation of 300-seat bleachers, team rooms, washrooms and additional field lighting. Funding for the field upgrade included a $500,000 gift from the Nonis family of Kelowna and $213,333 from a successful application by Athletics & Recreation to the federal Recreational Infrastructure Canada program.

Throughout this time of great change, Campus Recreation was also working to enhance the recreational offerings of Athletics & Recreation, to better meet the needs of the growing campus, with UBC O student numbers growing from approximately 3,300 students in 2005/6 to approximately 7,900 students in 2012.

2.2. Operating functions

There are three core operating functions in the Department of Athletics & Recreation: Campus Recreation, Varsity Athletics and Recreation Facilities. This section describes the operations of each function.

Campus Recreation

Campus Recreation runs a variety of sporting and fitness programs and events on campus. Principally, Campus Recreation activities can be divided as follows:

� Intramural sporting leagues – representing fixed-schedule, team-oriented, semi-competitive leagues in basketball, flag football, soccer, ultimate and volleyball.

� Recreational sporting and fitness programs – representing individual-oriented activities including a weight room, aerobics and similar fitness classes, and casual drop-in times for sports such as badminton, volleyball and basketball.

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� Special events – representing annual or one-time high-profile events such as Big White ski trips, orientation week bocce tournament, and the “Feed the Valley” Walk and Run.

A key aspect of the Campus Recreation program is student involvement in the organization of leagues, programs and events. This involvement provides some student employment opportunities and also provides a larger pool of students with leadership and development opportunities through acting as event organizers, coordinators and/or promoters.

Varsity Athletics

Varsity Athletics organizes and coordinates the UBC Okanagan Heat athletics program, which includes the following major sports for interuniversity competition:

� Volleyball and basketball, for both men and women, competing in the Canada West conference of Canadian Interuniversity Sport (CIS) since 2011.

� Soccer, for both men and women, currently competes in the Pacific Western Athletic Association (PacWest, formerly the BC Colleges’ Athletic Association – BCCAA). However, soccer has recently been accepted for competition in Canada West (CIS) and will commence competing in Canada West in Fall 2014.

In addition, the following sports operate as varsity club sports, with teams competing in a variety of collegiate and community leagues:

� Golf, for both men and women, was added as a varsity club sport at UBC O in 2008. The golf teams compete in PacWest, and will continue to do so in the future as CIS does not offer golf as a university sport in Canada.

� Cross Country, for both men and women, was added as a varsity club sport at UBC O in 2011. The cross country team competes in local community events, as well as competing at PacWest and Canadian Collegiate Athletic Association (CCAA) invitational championship meets.

� Rugby was added as a varsity club sport at UBC O in 2011. Teams are fielded for both men and women in both traditional 15-a-side as well as 7-a-side. The four teams compete in club leagues and invitational tournaments, as well as at CIS invitational championship events.

Overall, more than 140 high-performance student athletes compete on these 12 teams.

Recreation Facilities

The facilities operated by Athletics & Recreation are as follows:

� UBC Okanagan Recreation Facility – a state-of-the-art gym facility opened in 1994. The facility includes a gym floor sized for 2-3 basketball courts or four regulation volleyball courts, plus 860 theatre-style bleacher seats, a weight area and cardio equipment. Modest expansions to the gym since 2006 have added a walking/running track, a small dedicated space for cardio training and additional team/change rooms.

� Nonis Field – a lit, artificial turf, international-size soccer pitch, with multi-sport line markings.

In addition to these major facilities, Athletics & Recreation previously had a lit, small-court basketball court for casual play and two artificial surface tennis courts in close proximity to the gym. However, both of these facilities have been lost to campus construction projects since 2006. The casual-play basketball court has been replaced with a similar facility located across campus at the Purcell Residence. However, the tennis courts (which were lost in the construction of the Health Sciences Centre) have not been replaced by the university.

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2.3. Current organizational structure

Athletics & Recreation is a quasi-ancillary, quasi-institutional operation headed by the Director, Rob Johnson, reporting to the Associate Vice President Students, Ian Cull. The Director oversees all three operating functions of the Department, supported by full-time staff and varsity coaches, part-time varsity coaches and assistant coaches, and student volunteers. The current organizational structure of the department is illustrated in Exhibit 2.1 (overleaf). (In this diagram provided by Athletics & Recreation, the Recreation Facilities function is grouped together with administration, even though Recreation Facilities is projected as an operating function in the marketplace [e.g., on its website].)

2.4. Stakeholders and constituents

Athletics & Recreation exists to help serve the vision and values of UBC Okanagan, and specifically serves three constituent populations (user groups) – the campus community (students, faculty and staff), student athletes, and the surrounding community (including alumni).

Reflecting the importance of these stakeholders groups, a broad range of consultations have been undertaken in the development of this business plan. Full details of these consultations can be found in Appendix A.

2.5. Financial position

Athletics & Recreation operates on a financially sustainable basis, with operation and program expenditures based on available revenues. For 2011/12, actual revenues were approximately $2,655,000, from the following major sources:

� General purpose operating funds (GPOF) $1,297,000 (49%)

� Student Athletics & Recreation fees $991,000 (37%)

� Sales and services revenues $284,000 (11%)

� Other (Okanagan College and one-time funding) $83,000 (3%)

$2,655,000 (100%)

The major categories of expenses are as follows:

� Salaries and benefits $1,051,000 (40%)

� Travel (varsity teams) $475,000 (18%)

� Student athlete financial awards $308,000 (12%)

� Operating costs $489,000 (18%)

� Capital, facilities-related costs and surplus $332,000 (12%)

$2,655,000 (100%)

Athletics & Recreation has been able to generate some annual surpluses in recent years, with these funds being earmarked to cover certain one-time costs related to completion of The Hangar fitness facility, as well as necessary facility repairs and upgrades.

Athletics & Recreation is also taking a proactive approach to developing endowment funding to help support student athlete financial awards, by engaging its alumni and community base. The first annual UBC Okanagan Athletics Scholarship Breakfast was held in April 2006 and this event has been held annually since. From a base of zero in 2005, Athletics scholarship breakfast has raised more than $350,000.

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Exhibit 2.1

Athletics & Recreation current organizational structure (as at May 2012)

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2.6. Accomplishments since 2006/07

Various goals and objectives were identified for action in the 2006/07 business plan. Exhibit 2.2 details the accomplishments to date of Athletics & Recreation in respect of those goals and objectives.

Exhibit 2.2

Accomplishments since 2006/07

Goal or objective as established in 2006/07

Current status of goals and objectives

Completed In

progress

To be

completed

No longer

applicable

Campus Recreation

Enhanced marketing of events/activities ���� ����

Expanded intramural sports program ���� ����

Expanded individual rec./fitness/wellness activities ���� ����

Maintain access for drop-in sports ���� ����

Assist to develop Campus Life calendar ����

Establish an events facilitation office ����

Additional minor facilities for casual recreation ����

Access/discounts for rec. activities off campus ���� ����

Facilitate UBC O teams in off-campus leagues ���� ����

Maximize trails to and from campus ���� ����

Maximize outdoor recreation opportunities ���� ����

Varsity Athletics

Establish new UBC O varsity team identity ����

Increase varsity teams to six per gender ����

Successful transition of basketball, volleyball to CIS ����

Successful transition of soccer to CIS ����

Continue to develop athletics scholarship endowment ���� ����

Facilities

Convert natural turf field to artificial turf ����

Fitness and recreational studio space ����

Second or expanded gymnasium ����

Additional artificial turf field ����

Covered, lit casual multi-sport court surface ����

Some goals and objectives in the above table are identified as both “completed” and “in progress”, reflecting that some activities are ongoing in nature, with significant achievements having been made to date, but still requiring ongoing focus. Among the initiatives detailed above, none are identified as being outstanding, but no longer relevant.

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In addition to the accomplishments in Exhibit 2.2 above, Athletics & Recreation has achieved a number of other successes in growing and maturing the Department and its programs, including:

� Introduction of Blue & Gold Days and HEAT nights to boost campus spirit.

� Significant improvements in both student participation and satisfaction with Campus Recreation programming over the last couple of years as the program has grown.

� Significant expansion of summer camps program.

� Introduction of an electronic registration system for campus recreation programs and events.

� Modest expansion of the existing gymnasium to add a walking track, small cardio workout space and additional change/team rooms.

Overall, Athletics & Recreation has made excellent progress in meeting the goals and objectives established in the 2006/07 business plan, especially in light of the difficult economic times and fundraising constraints seen over the last five years.

2.7. Current challenges

At this time, Athletics & Recreation is faced with four principle challenges that should significantly influence planning for the coming five years:

� Varsity soccer is now only beginning its transition from PacWest to CIS Canada West competition, with its move to Canada West scheduled for Fall 2014. Within this timeframe, UBC O also anticipates moving from probationary to full membership of Canada West and CIS.

� The Hangar fitness centre is currently under construction and must be brought into operation in 2013 as a modern and successful fitness facility.

� While The Hangar will alleviate one recreation facility constraint on campus, this will be the only expansion in a period during which the student population has grown from approximately 3,300 students (in 2005) to approximately 7,900 students (in 2012). Even with the addition of The Hangar, facilities constraints will continue to represent a primary impediment to Athletics & Recreation better serving the needs of its three constituent user groups.

� The current organizational structure of the Department has developed organically as the Department has grown, but is sub-optimal for the current size of the Department and results in a number of issues regarding the cohesiveness and efficiency of Departmental operations.

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3. Vision, Mission, Principles and Strategies

This chapter of the business plan addresses the vision, mission, guiding principles and global strategies for the Department and its major functions. In consultations with key stakeholders, it was broadly agreed that the mandate for Athletics & Recreation has not changed significantly since 2006, and that this business plan is primarily about the ongoing strategies and actions in support of the existing vision and mission of the Department.

3.1. Vision

The vision for Athletics & Recreation is:

To provide superior athletic and recreation programs, services and facilities that will:

� Build community on campus and help to develop great campus life

� Encourage students, faculty, staff and alumni to stay active

� Provide student athletes with opportunities to excel

� Attract students and the community to the campus by having recreation and athletic facilities, programs and services that are equal to or better than other Canadian university campuses with a similar student population

3.2. Operating mission

In support of this overall vision, specific operating missions for each of Campus Recreation, Varsity Athletics and Recreation Facilities, as follows:

The Campus Recreation mission is to:

� Enhance the quality of life of students, faculty, staff and the community by providing recreational opportunities utilizing current and future campus and community facilities, and the great outdoors

� Facilitate, in partnership with Campus Life and Residence Life, all forms of recreation on campus

� Deliver programs that are primarily based on physical activity

The Varsity Athletics mission is to:

� Add value to UBC Okanagan in terms of external reputation, community spirit and pride.

� Assist high-performance student athletes develop to their full potential, as students, as athletes, as citizens, and as ambassadors of the University

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The Recreation Facilities mission is to:

� Provide high quality indoor and outdoor sport and fitness facilities that enhance the programs and events offered by Campus Recreation and Varsity Athletics for the benefit of both participants and spectators

� Utilize Athletics & Recreation facilities to support the mission of the University, by hosting major University events and supporting activity-oriented academic teaching and research

� Promote and operate the University’s high-calibre competitive athletic facilities so as to preserve the ability of these assets to serve their primary sporting purpose.

3.3. Guiding principles

The 2006/07 business planning process identified a set of guiding principles to help prioritize opportunities and strategies for Athletics & Recreation. Those principles were reviewed again as part of the planning process for this business plan. While some principles had become outdated (primarily related to the immediate transition from OUC to UBC O), and others required minor modification to remain current, many continue to provide relevant guidance for Athletics & Recreation going forward. These updated guiding principles for Athletics & Recreation, summarized in Exhibit 3.1 (overleaf), are intended to provide guidance in setting priorities, but not inviolable rules.

3.4. Global strategic priorities

Based on the vision, operating missions and guiding principles set out above, and based on the input received from all stakeholder consultations, four global strategic priorities have been identified for Athletics & Recreation for the term of this business plan (to 2017/18):

1. Athletics & Recreation – to realign and clarify organizational structure to improve the coordination and functioning of the Department.

2. Campus Recreation – to expand the program offerings of Campus Recreation to fully achieve its mission, with a particular focus on the successful opening of The Hangar fitness facility.

3. Varsity Athletics – to successfully complete the transition of the soccer varsity teams to interuniversity competition in CIS/Canada West.

4. Recreation Facilities – to develop new facilities required to deliver appropriate recreation and athletic programs and services to the now-expanded UBC O campus and to relevant groups in the local community.

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Exhibit 3.1

Summary of Athletics & Recreation guiding principles

Athletics & Recreation

• Athletics & Recreation serves three constituent populations – the campus community (students, faculty and staff), student athletes, and the surrounding community (including alumni)

• Delivering some “quick wins” is essential to demonstrate progress.

• Investments will be needed in people, in addition to facilities and programs.

• “Win-win” partnerships with the community are required for Athletics & Recreation to maximize its growth opportunities.

• Athletics & Recreation should develop facilities, programs and/or events that will bring school students, and their parents, onto campus and start to recruit future students today.

• Athletics & Recreation should integrate with other departments on campus to help provide learning opportunities and support the academic mission of the University.

Campus Recreation

• UBC O needs to build and maintain a great reputation for its campus recreation and campus life.

• Recreation needs to plan based on its market demographics, including the needs of students, faculty and staff, the attraction of the great outdoors, and the need to engage the community.

• Facilitation is just as important as organization in delivering a broad range of recreation activities/events.

• Off campus events can build campus life. Students, faculty and staff will sometimes recreate off campus, and a sense of community can be built through the facilitation of off-campus activities.

Varsity Athletics

• Athletics will help high-performance student athletes to excel so as to allow local student athletes to remain in the Okanagan and to attract other student athletes to the Okanagan.

• Athletics will follow the Student Athlete Development Philosophy, based on the three pillars of Academic Success, Personal Development and Athletic Performance.

Recreation Facilities

• New facilities will be developed and/or existing facilities will be enhanced in order to support the immediate needs of Athletics & Recreation’s three constituent populations.

• Consistent with the principles of the UBC O Master Plan, any new facilities developed should be located in close proximity so as to strengthen the existing campus recreation hub.

• Major new facilities should be multi-purpose, high-utilization.

• The lifecycle cost of a facility must be considered before committing to new facility development.

Financial

• Athletics & Recreation growth must be financially sustainable, based on expected resources.

• Business opportunities are required to allow Athletics & Recreation to grow and diversify its revenue sources, including facility rentals/leases, corporate sponsorship and donor development.

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4. Athletics & Recreation Organizational Structure

The organizational structure of Athletics & Recreation has been reviewed simultaneously by MMK Consulting (external review) as part of this business plan process, and by Stephanie McKeown, UBC Director of Educational Research, Planning & Analysis (internal review). The conclusions from these reviews have been developed separately, and MMK’s recommendations are set out below. However, we understand that these recommendations are generally consistent with those of the internal review process.

4.1. Challenges of the existing structure

The existing general organizational structure for Athletics & Recreation, as presented previously in Exhibit 2.1 (page 8), has remained relatively consistent over many years, although actual assignment of duties has varied from specified roles at times in order to meet the heavy workload of the Department over recent years (due in part to the transition to CIS competition). However, at this time, the existing organizational structure presents a number of challenges for the Department:

� The transition of varsity athletics teams from CCCA PacWest to CIS Canada West competition has resulted in a significant increase in FTE employment in varsity athletics, as head coaches, sports information, events and other roles that were once limited part time positions have grown into full time positions. The historical organizational structure of the Department has each of these individuals reporting to the Director, and as the nature of these roles has grown, so to have the demands of each of these individuals on the Director. Therefore, a structure with a large number of individuals reporting directly to the Director was able to function when many roles were limited in scope, but has become less workable as the organization has matured.

� The significant growth in varsity athletics staffing, and the close affinity perceived between varsity and the office/facilities staff (whose workloads are also dominated by the demands of varsity) has left Campus Recreation, with just one staff member, somewhat marginalized in a Department where varsity athletics has dominated. This situation has been exacerbated in recent years as the CIS transition resulted in a plethora of additional one-time and recurring varsity issues that had to be tackled and resolved.

� Desk staff at the gym, who report to the facilities group and who represent the front-line public face of Athletics & Recreation to students or faculty/staff with walk-in inquiries, do not appear to be well versed on Campus Recreation programming, activities and offerings – even though the casual user coming to the gym with an inquiry would almost certainly represent a customer (or potential customer), of Campus Recreation rather than Varsity Athletics. We believe that this issue is related to the previous noted issue.

� The Department is heavily dependent on the use of student staff in a number of areas, including staffing the gym front desk, running Campus Recreation programs, organizing special events, supporting varsity game hosting, and working in sports information. To date, these positions have all been subsidized under the university’s work-study and student employment programs. However, changes in those programs are reducing the funding available and require that subsidized student jobs have better demonstrated learning goals and outcomes. Among all Athletics & Recreation student jobs, the gym front desk jobs are the positions that fit the least with this new direction.

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� The existing organizational structure has not yet adapted to the coming reality of The Hangar fitness facility (as discussed in detail in Section 5.3), despite the growing list of tasks needing attention as the construction of that facility progresses. Under the existing organizational structure, it is not clear where a new position for The Hangar would fit (Campus Recreation or Facilities) or where it would report to, other adding yet another direct report to the Director.

� The current position of Events and Camp Clerk is heavily involved in the facilitation and delivery of Varsity Athletics events (game-day and other), the “camp” component of this position is currently performed by the Campus Recreation Coordinator, assisted by student employees. Camps activities are a natural fit with Campus Recreation, but this has increased the workload and responsibility for the Campus Recreation Coordinator.

� The Department has experimented with having a Business Development Officer, but without the position being a success and generating sufficient business revenue to justify its existence.

� Changes in UBC financial reporting systems, combined with the growth of the Department, have resulted in a dramatic increase in finance-related demands, but without the addition of any financial professionals to the Department’s staff resources.

� Given the large number of individuals reporting to the Director, the assistance provided by the Office Manager (as titled in the current organization chart) has been extremely valuable in dealing with the large workload of the Director. However this position needs greater clarity since it has also variously been labelled as “Assistant to the Director” and “Assistant Director”. The responsibilities of each of those roles would be significantly different, and this has left uncertainty as to the true responsibilities of this position. UBC O Athletics & Recreation is not a large enough organization to warrant an Assistant Director1, but office management duties certainly do exist. However, if this role does not include being Assistant to the Director, then that leaves the Director in the unusual situation of having no professional assistant to support him in his capacity as head of the Department.

4.2. Recommended changes in organizational structure

To address the above issues, we recommend that Athletics & Recreation consider some refinements to its organizational structure to improve the efficiency with which the Department operates and to address the “organizational culture” issues inherent in the concerns noted above. Exhibit 4.1 (overleaf) summarizes the proposed new organizational structure.

Director

The number of groups directly reporting to the Director should be streamlined into three functional units—Campus Recreation, Varsity Athletics and Administration—each with a lead coordinator or manager who then reports to the Director on behalf of their unit. (How this should be implemented for each unit is discussed in the following sections.) While the Department is already loosely grouped along similar lines, the current issue is the large number of individual varsity positions that all report directly to the Director.

In conjunction with reducing direct reports, we would also recommend further delegation of operational authority, including budget allocations, to managers. We understand that recent steps have been made in this regard, and would encourage further progress in this direction to properly empower key staff to move forward in their respective roles in an efficient manner.

1 Based on our review of Athletics & Recreation departments at similarly sized Canadian universities (refer to Appendix B).

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Exhibit 4.1

Athletics & Recreation proposed revised organizational structure

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With a reduced number of positions reporting to the Director and the coordinators or managers of each group having increased management responsibility, the Director should see a significant reduction in day-to-day workflow. With more time available, a primary focus of the Director over the next five years should be the realization of the new/expanded gym/wellness centre (as discussed in Chapter 7).

Key to realizing this facility will be significant work on business and donor development. Rather than hiring a business/donor development officer, we believe that the Department would be hard pressed to find a development officer with better connections in appropriate sport and business circles in the Okanagan region than the current Director. Therefore, an objective of these recommendations has been to free the Director from many routine daily demands to allow him time to focus on this major strategic priority for the Department.

Campus Recreation

The current Campus Recreation Coordinator position should be considered for enhancement as a manager position, with this position then taking responsibility for new position(s) related to The Hangar fitness facility (refer to Section 5.3). Fitness programming already constitutes one aspect of Campus Recreation, and the importance of this aspect of the Campus Recreation mandate should be consolidated by having The Hangar operating under the Campus Recreation brand.

In addition, the Recreation Facility Attendant, who in turn supervises the gym front desk student staff, should be realigned to report to the Campus Recreation Manager. This realignment has five key objectives:

� The gym front desk jobs are at significant risk of losing their work-study/student employment subsidies as the jobs have been, to date, relatively menial with a lot of unstructured downtime between serving customers and periodic requests from management to undertake custodial type tasks in the gym. To address this issue, we are aware that the Recreation Facility Attendant has been working with the Campus Recreation Coordinator to develop a new job description for these jobs to create more meaningful positions that include required learning outcomes and continue to qualify for work-study/student employment subsidies. This positive direction should be encouraged.

� The desire to improve the quality of the front desk jobs can be used to address the current under-resourcing of Campus Recreation, relative to demand for its services. Downtime between customers at the gym front desk should be utilized to help work on planning and organization of Campus Recreation events. (The previous business plan in 2005/06 recommended a need for an Assistant Coordinator for Campus Recreation – a position that has still not been realized. This change in role for gym desk staff could replace, or at least significantly defer, the need for an assistant coordinator position.)

� With these changes, gym front desk staff will be far more knowledgeable about Campus Recreation, and better able to act as representatives of Campus Recreation to positively respond to walk-in inquiries about activities and events (rather than current common practice of just directing such inquiries to the busy Campus Recreation Coordinator).

� Due to the nature of the facility, The Hangar will also need its own desk staff to oversee the workout floor. This desk will be proximate to the existing gym front desk, and we believe things will run more smoothly in the integrated facility if all desk staff report to the same section of the Department.

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� These changes will provide Campus Recreation with more of a presence in the structure of the Department as a whole, and reduce the risk of the Department being perceived (by students, faculty/staff and other interested parties) as a varsity organization where recreation is an afterthought.

Finally, to better align with the actual activities currently undertaken by Campus Recreation and current staffing/reporting lines related to camps, the camps function should be formally moved into Campus Recreation.

Varsity Athletics

We have proposed that a Varsity Manager/Varsity Promotions position be added to the organizational structure, to be the point person for Varsity Athletics reporting to the Director. While this position appears to be a new position, we have proposed that this position to be derived using the currently vacant “Events and Camp Coordinator” role. That role was in the process of being “upgraded” in its scope by the Director at the time it became vacant (and also to recognize that the role is not actually involved in camps). We suggest that this position be further enhanced to become the lead position for Varsity Athletics – both in promoting varsity on campus but also working internally as a Varsity Manager to coordinate among the needs of the various sports.

Administration

We recommend that the third functional area of Athletics and Recreation, Administration, should operate to support the needs of the Director and the other two units, but should be transparent from the perspective of the Department’s user groups. This unit would include the Facilities Booking position (scheduling, plus also maintenance oversight) for the gym and the field, to act as an “independent broker” between Varsity Athletics and Campus Recreation to help resolve competing demands for facility time.

Important to this unit is the clarification of the essential role of the Office Manager/Assistant to the Director. This role includes office management and oversight of the Facilities Booking and Finance/Travel staff. However, the proposed delegation of further management responsibilities to the other two units will reduce some general office management requirements. The continued importance of the “Assistant to the Director” portion of this role should be re-emphasized, as the office is not large enough to require a full time Office Manager, and professional support for the Director is required ongoing to facilitate the operations of the Department.

Conclusion

We believe that the proposed revised organizational structure presented in Exhibit 4.1 is largely consistent with that developed by the UBC internal review of Athletics & Recreation, although with different rationales in some areas having led to similar overall conclusions. We would also support the concept (as discussed by the Director) of the Department holding a strategic planning retreat to review all conclusions from both of these reviews and to determine a revised organizational structure and other operational improvements to implement on an expedited basis.

The balance of this business plan is set out based on the three core functions currently recognized in Athletics & Recreation—Campus Recreation, Varsity Athletics and Recreation Facilities (consistent with the 2005/06 business plan). These three functions will always continue to influence the operation of Athletics & Recreation, independent of the organizational structure used to manage the personnel executing these functions.

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5. Campus Recreation Plan

This Chapter presents an outline plan for development of the Campus Recreation program, in support of the mission and guiding principles identified in Chapter 3.

The mission for Campus Recreation includes the facilitation, in partnership with Campus Life and Residence Life, of all forms of recreation for the campus and the delivery of programs that are primarily based on physical activity. These aspects of the Campus Recreation mission distinguish between:

� Facilitation – providing event or activity organizers with knowledge, skills and resources (such as space or equipment for hosting events, computer access for developing promotional materials, etc.) to assist event organizers to successfully promote and deliver their events. The organizers of such events or activities may include student clubs, Campus Life, Residence Life, faculty/staff, or informal groups of students coming together for casual recreation activities.

� Delivery – being the primary (direct) organizer responsible for planning, preparation and organization of an activity or event.

Events and activities facilitated or delivered by Campus Recreation may occur either on campus or off campus, depending on the nature of the event or activity.

Given this role, proposed strategies for Campus Recreation are structured between those related to facilitation and those related to direct delivery of activities and events.

5.1. Event and activity facilitation

Similar to any organization, Campus Recreation is faced by various resource constraints that restrict its ability to deliver all conceivable services to its clientele. For Campus Recreation, these constraints include human resource, financial resource and facility constraints. Helping to facilitate events delivered by other groups on campus is a key strategy for Campus Recreation to help stretch its limited resources and to help maximize recreation opportunities for all students, faculty and staff.

Campus Recreation already has a number of initiatives to help individuals and groups facilitate recreation events on campus. These initiatives, all of which should be continued and expanded where relevant, include:

� Contributing event details for inclusion in the UBC O Events Calendar.

� Providing support to student clubs with a sport, recreation, or activity focus, with support including assistance with space booking, a web presence, assistance with clothing orders, coaching or assistance with event operations, and limited matching financial support for funds raised by the club for an activity or event.

� Providing access to equipment for casual recreation, with the ability to sign out equipment ranging from basketballs to Frisbees for casual use, as well as table tennis and foosball tables in the gym lobby.

� Support for the development of the campus trails network.

� Support for student snowboarders competing in local competitive events.

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Additional strategies suggested for Campus Recreation to pursue in order to better facilitate recreation events and activities for the campus population include:

� With the completion of implementation of Campus Recreation’s new ActiveNet event registration system in Summer 2012, consideration should be given to how student clubs could access this system further extend the range of support services Campus Recreation already provides to recreation-focussed student clubs.

� Expand the Sport Clubs section of the Campus Recreation website to include, at a minimum, contact details and links (email, website, Facebook, etc.) for relevant UBC Student Union Okanagan sports clubs that are being supported by Campus Recreation. (This page currently only contains information on how clubs can apply to affiliate with Campus Recreation.)

� Maximizing value for students, faculty and staff by arranging access and/or discounts for off-campus activities where facilities do not exist on campus, such as golf, aquatics (indoor) and water sports (outdoor).

� Actively seeking to organize UBC O teams for participation in local area sporting leagues such as hockey – thus being able to promote a broader range of team sport opportunities than can be achieved through the intramurals program alone. Potential options could include:

• Ice hockey leagues at the Rutland Arena and/or Capital News Centre

• A floor hockey league organized by Urban Rec Okanagan

• All Sport (multi-sport) leagues organized by Kelowna Recreation and Culture and Urban Rec Okanagan.

For some of these leagues, registrations occur over the summer and competition starts shortly after the university year commences. Campus recreation could consider registering a UBC O team in these leagues, with the objective of then signing up players during orientation week in conjunction with sign-up for on campus intramural leagues. This could help alleviate the issue of there being too few intramural team slots available for all interested participants during orientation week.

A further step in this direction would be to look for opportunities to actively run community sports leagues (on a for-profit basis) at either UBC O or off-campus facilities. Opportunities may include identifying unmet needs in the community, or where organizers of existing community leagues are looking to hand over management of the league to new organizers.

� Expanding the range of recreation equipment available for sign-out to include equipment for popular outdoor recreation pursuits off-campus. Suitable equipment could potentially include: hiking, camping, kayaking and snowshoeing. Such an expanded equipment sign-out program could assist students in general who may not otherwise have access to the right gear for certain types of outdoor recreation, but especially help provide opportunities for international students to try out activities that are new to them in Kelowna.

5.2. Event and activity delivery

Recreation events and activities delivered (coordinated, or “put on”) by Campus Recreation can be divided into five major categories and are considered separately below:

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� Fitness programs, such as group fitness classes, general workout and personal training.

� Intramural sports leagues

� Other recreational sport

� Special events

� Camps

In planning events and activities to be delivered on campus, it is naturally important to consider the population demographics of the campus, and the impact of those demographics on activities and events that are likely to be of interest. As detailed in Exhibit 4.1, the demographics of UBC O have changed significantly between 2006 and 2012:

� The growing number of graduate students, equal to almost 10% of the undergraduate population, results in growing interest in activities that target more mature students.

� A declining proportion of students are from the Okanagan region, providing more opportunities for Campus Recreation to become the recreation provider of choice for students (for both on and off campus activities) who are not already ingrained in the local community.

� The large imbalance that existed between women and men on campus in 2006 has significantly corrected to a ratio fairly consistent with that seen at many Canadian universities. This change results in somewhat higher relative demand for male oriented activities (including hockey) in 2012 than existed in 2006.

Exhibit 4.1

UBC Okanagan demographics

UBC Okanagan – 20061 UBC Okanagan – 20122

Students

Students

- Undergraduate

- Graduate

4,149

–

7,236

702

% from Okanagan region 48.9% 30.1%

Male / Female ratio 35.5% / 64.5% 44.4% / 55.6%

Faculty and staff

Total faculty and staff headcount 636 1,038

1. As at September 2006. Faculty and staff headcount excludes student appointments.

2. As at March 2012, except September 2011 for male/female mix.

Not reflected in the above demographics are several additional considerations:

� Student surveys conducted by UBC O have consistently suggested that recreation is important but the needs of students for recreation services are not being fully met.

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� There is a strong need for activities that offer flexible schedules and limited or no regular time commitments. This fits with trends general societal trends as well as feedback received at the UBC O Athletics & Recreation Open House regarding the needs of the growing community of graduate and mature age students.

� There will be continued strong interest in intramural leagues from the student population (especially those in residence), given the predominance of young adults (and particularly young women) in the student population. Much lower interest in intramural leagues can be expected from faculty and staff.

� Previous community-wide surveys have indicated that Kelowna is a popular destination choice for individuals with strong inclination toward outdoor activities, and anecdotal evidence suggests this is also the case among students choosing to move to Kelowna to attend UBC O.

5.3. Fitness programs and The Hangar

Group fitness classes, general workout and personal training represents the first component of Campus Recreation programming, and the area that can expect to see the greatest change in the short-to-medium term thanks to the completion of a dedicated new facility – The Hangar.

In September of 2011, UBC O received a $3.5 million gift from Barry Lapointe and Mary Jo Schnepf and their families for the creation of “The Hangar.” When completed, The Hangar will be a two-story, 8,815 square foot fitness centre with cardio, weight-training and studio space. The Hangar will be adjacent, and connected to, the current gymnasium, with access through the foyer of the current gym allowing for synergies between the old and new facilities. Construction of the facility began in Spring 2012 and is scheduled to be completed in the late Spring 2013.

Successful completion and start-up of The Hangar will be a major priority for Campus Recreation during the term of this business plan. This major addition to the existing gymnasium is currently under construction, and will, for the first time, give UBC O an adequate space to properly meet the needs of students, faculty and staff for fitness/workout recreation activities and programs.

While the current organization structure for Athletics & Recreation classifies the physical operation and maintenance of recreation facilities as a separate operating unit, activities taking place within The Hangar will overwhelmingly fall within Campus Recreation’s responsibility for fitness programs. Therefore, we consider start-up and ongoing activities and programming for The Hangar here as part of the plan for Campus Recreation.

Completion and opening

Major activities related to the completion and opening of the shell building of The Hangar rest with the Director of Athletics & Recreation, in conjunction with the university’s facilities groups. However, it is important to consider the issues related to transforming The Hangar from a completed structural shell to a successful fitness and recreation facility. The importance of these activities is paramount, because while the donor will no doubt be pleased to see the physical structure completed, seeing the new facility in successful operation will be the real payoff for the extremely generous donation that enabled the construction of The Hangar.

The Hangar building is currently scheduled for completion in Spring 2013 and, even allowing for potential construction delays, the new facility should be open and ready for use in September 2013. With this mark being just over one year away, much remains to be done in order to transform The Hangar from an empty shell into a vibrant fitness facility. Major required activities include:

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� Planning and selection of the equipment (furnishings, flooring/mats, cardio equipment, weight machines, free weights, etc.) required for The Hangar.

� Final configuration of the facility’s power/data wiring and conduits to meet the needs of the equipment identified in the equipment plan, and to provide sufficient flexibility for potential future changes in equipment used in the facility.

� Acquisition of all equipment (purchase and/or lease).

� Installation, configuration and testing of all equipment.

� Development of initial operating plan and programming schedules for the facility. This plan needs to consider opening hours for the workout floor, along with the types of activities, timing, frequency and identification of suitable instructors for fitness classes to be offered in the studio rooms. This operating plan will also provide the opportunity to interface with the other areas of Campus Recreation to allocate available studio time between fitness-oriented classes and other Campus Recreation activities and events.

� Development of staffing requirements based on the operating plan, with due consideration of facility oversight staffing required to address potential liability issues (e.g., first aid training, defibrillator training, etc.). Given trends in the fitness industry, the inclusion of personal trainers in the staffing mix should be a high priority –providing an opportunity to sell value-added training services to interested users while maintaining the general oversight required in any major workout facility.

� Development of pricing models for use of the fitness/workout facility and participation in fitness classes. Heavily discounted access should be maintained for students, while prices for community users should reflect market rates for similar services. Faculty/staff prices should be between these two poles. Overall, pricing models should have the intention of generating sufficient revenue to cover the additional staffing required to operate The Hangar.

� Development of initial marketing plan to support the operating plan and ensure students, faculty/staff and nearby residents are made aware of the range of new workout and recreation options available in The Hangar. This step is especially important, rather than just building the facility and assuming that users will come!

Given this significant list of issues to be addressed on a relatively urgent basis, combined with the significant workloads of all current Athletics & Recreation personnel, we believe that there is an immediate need for Athletics & Recreation to hire a contract project manager to direct the completion and start-up of the facility. Such a person should have significant past experience in managing/operating fitness/workout gyms, and preferably be well connected in the local community for identifying additional opportunities for programming based on the availability of suitable instructors in Kelowna.

Without a dedicated project manager to steer the Hangar to completion, we have significant concerns that the “opening” of The Hangar may become an underwhelming and/or drawn-out event that fails to reflect favourably on both the University and the donor.

Ongoing operation

Upon completion, we would recommend that The Hangar have a dedicated full-time supervisor with the following responsibilities:

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� Ongoing programming and scheduling of fitness classes in The Hangar, including identifying suitable instructors, scheduling classes, monitoring fitness trends for suitable new types of classes to offer and responding to user requests for new types of classes, oversight of registrations for classes (with registration available online or in-person at The Hangar), and problem resolution in the event of an instructor cancelling or not showing at the last minute.

� Providing oversight of the workout floor, to ensure equipment is not being misused/damaged and to be present as a first responder in the event of injury or medical incident with someone on the workout floor.

� Scheduling and supervision of student staff overseeing the workout floor at times when the supervisor is not personally on duty.

� Ensuring routine maintenance is performed on all equipment (cardio, weights) according to the manufacturers’ recommended maintenance schedules for each type of equipment.

The skills, responsibilities and requirements for this position would be very similar to those for the on-duty supervisor/manager of a fitness gym of similar size.

When hiring for these new positions, consideration should be given as to the feasibility of hiring staff with skills in strength training, conditioning and/or sports therapy who could also assist Varsity Athletics with its needs in these fields. This may allow Varsity to reduce its dependence on hiring external strength trainers, generating some savings to help cover the costs of these new positions.

In planning for this position, along with any student employees required to complete the front desk schedule for The Hangar, the objective should be to have these positions be self-funded through new fees generated from membership fees and participation fees for classes run by The Hangar.

5.4. Intramural leagues

Intramural leagues at UBC O appear to be very popular among students, with several reports that leagues are full well before sign-up deadlines. Campus Recreation’s ability to offer intramural leagues is limited by resource constraints—both facility availability and human resource capacity. In seeking to expand intramural offerings to better meet user demand, consideration should be given to the following:

� The transfer of responsibility for fitness programs to The Hangar supervisor will allow Campus Recreation staff to spend relatively more time on intramural leagues. Realignment of gym desk staff to Campus Recreation will also provide some additional human resources for organizing Campus Recreation programming, including intramural leagues.

� Opening of The Hangar will free up some time on the gym floor, as some activities currently held in the gym will be better suited to the new studio rooms in The Hangar (e.g., Aikido). Consideration should be given to whether additional free time created on the gym floor could allow for a modest expansion of intramural offerings.

� Sports that could be considered for expanded intramural offerings could include outdoor volleyball (beach or grass), dance, field hockey, golf, baseball/softball and roller hockey. (Outdoor volleyball and roller hockey would be subject to suitable facilities being available – either temporary or permanent.)

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� In addition to sport-specific leagues, consideration could be given to establishing an All Sport league. All Sport combines numerous different sports spread out over the league calendar, and has been gaining popularity in other recreation leagues as a concept that appeals to sports-oriented individuals who don’t want to commit to an entire semester of a single sport. From a practical perspective, All Sport also provides flexibility in facility programming as it requires a mix of different indoor and outdoor facilities and thus can be less demanding on gym or field time than traditional one-sport leagues. All Sport programming can be quite diverse and could include non-traditional formats of traditional games (e.g., 3-on-3 basketball using the casual courts at Purcell Residence, or 5-on-5 street hockey in a parking lot) or could include some off-campus elements, such as curling, golf, or even laser tag.

� Further league sport options could be created by registering UBC O teams to compete in community leagues, as discussed in Section 5.1.

5.5. Other recreational sport

In addition to intramural leagues, other recreational sports represent an important element of the overall Campus Recreation service for students, faculty and staff. Drop-in sports fit well in busy study and work schedules, and the need to protect drop-in sport time slots needs be considered as demands for structured sport and other events in the gym and on the field increase.

Casual recreational sport on campus is currently being hindered by a loss of casual recreation facilities, including tennis courts which were lost in the construction of the Health Sciences Centre, and a beach volleyball court that was lost in the construction of student residences. Given the importance of casual recreational sport, along with demonstrated student demand for further recreation opportunities, Campus Recreation (and Athletics & Recreation in general) should champion the university to help replace some lost facilities. The potential for casual recreation facilities is discussed further in Section 7.1.

5.6. Special events

Special events represent the final element of programming delivered by Campus Recreation for the benefit of students and faculty/staff. Campus Recreation has been expanding the range of special events it promotes, both on and off campus. In this regard, the Big White ski trips and “Rock the House” curling events organized by Campus Recreation have been very successful. In addition, an Orientation Week bocce tournament has been planned to fill a “gap day” on the first year students’ calendar this September, and time will tell whether this may become an annual event.

Stakeholder interviews and the open house held as part of this business planning process identified that a significant gap in this area is the lack of one or two UBC O signature mass-participation events, along the lines of Storm The Wall and Day Of The Longboat at UBC Vancouver (and other events at other universities). However, large special events such as these are both time consuming and expensive to mount, and a combination of human and financial resource constraints have prevented Campus Recreation from developing a major event.

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The proposed organizational changes outlined in Chapter 4 are intended to help provide Campus Recreation with some additional human resource capacity to help with event planning and organization. The current Campus Recreation operating budget is extremely slim relative to the total operating budget of Athletics & Recreation, and some very modest reallocation of resources between Varsity Athletics and Campus Recreation would have a significant impact on Campus Recreation’s ability to deliver special events on campus. (Alternatively or in addition, growing revenues from summer camps and the revenue generating potential of The Hangar may also help supplement the current Campus Recreation operating budget.)

Trying to choose, deliver and attract participants to an inaugural mass participation event can pose a major challenge, and it will be important that such an event at UBC O be something distinctive to the Okanagan campus, not “Storm The Wall Okanagan”. (In addition, contemporary legal liability issues would prevent some events grandfathered by “tradition” from being started today.)

A proposed approach to maximize student interest in developing and supporting a signature event would be to hold a student contest in the Fall, asking teams of students to submit detailed suggestions for a major event to be held in the Spring. Prizes could be offered to help develop student interest, but part of the incentive is for the winning team to be significantly involved in then organizing and delivering their event in the Spring. Planning for such an event should include social media planning to generate buzz about the event in the lead up to its delivery, and (hopefully) help drive high levels of participation.

5.7. Camps

Traditionally camps at UBC O had a purely varsity focus (volleyball, basketball, etc.) and were organized and delivered by Varsity Athletics. However, in 2011 responsibility for running camps moved from Varsity to Campus Recreation, but with Varsity coaches and athletes still heavily involved in delivering sport camps while the involvement of Campus Recreation has allowed the expansion of camps to include non-sport themes, similar to the successful UBC Vancouver model.

In the summer of 2011, Campus Recreation expanded its Summer Camps to include week-long activity camps themed to cater to a variety of interests for children and youth. These camps were offered to children aged 7 to 17, and were all-day camps with options for extended hours with before and after care. These camps were in addition to the existing Heat Athletics’ sports camps (which have been run in previous years) for volleyball, basketball and soccer. The Heat Athletics camps are geared towards older children only, aged 13 to 17.

Due to the success of the 2011 camps, the 2012 summer camp program was expanded to include camps with a focus on the university experience (Mini-University) and artistic programs (Kreative Kids). The Heat Athletics’ camps have also expanded, with camps focusing on running, athletic conditioning and ultimate Frisbee.

The growth of camps programming is a positive direction for Campus Recreation (and Heat Athletics), both in terms of building community connections for the University and for generating business revenue to help support both the Campus Recreation and Varsity Athletics programs. As Campus Recreation continues to build its camps program, future consideration may be given to:

� Programs to accommodate younger children (from age 4 or 5).

� Programs to coincide with additional parent demand for child care during Spring Break and/or teachers’ Pro-D days.

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6. Varsity Athletics Plan

Varsity Athletics has seen substantial change over the last five years:

� Four teams have successfully made the transition from CCCA PacWest to CIS Canada West competition (men’s and women’s basketball and volleyball).

� Two teams are now preparing for that transition (men’s and women’s soccer).

� Three new sports were added as varsity club teams for both men and women (cross country, golf and rugby).

Plans for Varsity Athletics for the next five years have been developed from this very dynamic starting point.

6.1. Existing teams

The priority for Varsity Athletics over the next five years should be to focus on its existing roster of teams to ensure their continued success while completing the transition of soccer to CIS competition. The University has invested, and will continue to invest, substantial sums (through Athletics & Recreation) in the move to CIS competition, given the heavy staffing models required by CIS. The University’s payback on this investment is the reputation of the school and the ability to attract talented students to UBC O. These in turn are directly connected to the success of its high profile athletic teams. Therefore, the focus on success in CIS sport is not just for the benefit of athletes and coaches, but for the benefit of UBC O as an institution.

In this context, we expect that Athletics & Recreation will continue its current level of support for its “varsity club teams” competing in existing non-CIS leagues (cross country, golf and rugby). However, the support received by these teams is far below the levels of support provided to the main CIS (or CIS-bound) teams. Given the resource-intensive nature of CIS competition, with requirements for coaching, extensive travel schedules and substantial player eligibility work, we do not anticipate Athletics & Recreation having the resources to consider elevating any of these club teams to a higher level of competition than those in which these teams currently compete1. Indeed, if funding issues arise for the Department due to pending changes in its staffing model and/or the University’s work-study/student employment programs, this may impact the ability of Athletics & Recreation to keep funding these varsity club teams at their existing levels.

6.2. Future teams

In the course of consultations for this business plan, several other sports were raised by interested parties eager to see their preferred sports developed at an elite level by Varsity Athletics at UBC O. The sports include baseball, curling, football, tennis, track & field and wrestling.

Each of these sports has some elements that could be beneficial to Athletics & Recreation and UBC O, but they have widely varying facility needs and different competitive prospects (curling and tennis are not CIS sports, and none of these sports are offered by CCCA’s PacWest).

1 Indeed, only cross country and women’s rugby are offered in CIS Canada West, which does not offer any completion in golf and men’s rugby.

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Our comparison of similar sized Canadian universities presented in Appendix B reveals that the 12 teams (6 sports per gender) currently offered by UBC O is consistent with the 12-14 teams seen at each of the comparable universities. Therefore, the current Varsity Athletics program appears to be “right sized” for the size of UBC O, and over the coming five years other global priorities for the Department need to be addressed before any further consideration can be given to adding new varsity teams. However, the potential addition of further varsity sports is an issue that can be revisited in five years’ time when Athletics & Recreation is developing its subsequent five-year plan.

6.3. Other considerations

In support of the above broad strategy, specific considerations for Varsity Athletics over the next five years are limited, with most focus to remain on enabling coaches to develop high-calibre CIS teams. However, consideration does need to be given to:

� Continuing to position and lobby UBC O to Canada West in advance of the vote on UBC O’s full membership application in May 2013. Given the strong performance to date of UBC O teams in Canada West, and the recent acceptance of soccer for CIS competition starting in Fall 2014, we suspect that UBC O’s acceptance from provisional to full membership of Canada West should be routine. However, Canada West is a very political organization, so Athletics & Recreation needs to continue to be mindful of these politics as it positions UBC O in advance of the full membership vote.

� Resourcing soccer adequately for CIS competition, in advance of starting CIS competition in Fall 2014. To maximize the development opportunities for the team in advance of starting CIS competition, Athletics & Recreation has established staff coaching positions for soccer (as required by CIS regulations) as of July 2012. This move is intended to improve the teams’ performances in their first season of CIS competition – a critical juncture as a poor first season creates a huge barrier to attracting and retaining talented players, which in turn hinders attempts to improve team performance.1

� Establishing a Varsity Manager position to coordinate among the varsity staff and coaches, and to reduce the significant number of staff currently reporting directly to the Director. As described in Chapter 4, it is proposed that this position be established by revising and enhancing the requirements for a currently vacant position, rather than creating a new position.

� Developing a strategy to deal with the retirement of UBC O’s current sports therapist, who has worked to support the varsity teams for many years. This role is required by CIS as it is essential to fielding high calibre teams. This change in sports therapy personnel may create an opportunity for Athletics & Recreation, in conjunction with the push for a new/expanded gym/wellness centre and the development of Medicine and Human Kinetics programs at UBC O, to establish a significant hub of sports medicine expertise on the campus.

� Continuing the annual Athletics Scholarship Breakfast as a valuable tool for developing endowment funding for student athlete financial awards.

� Working to further the refinement and implementation of a formal student athlete development philosophy appropriate to UBC O.

1 In addition to the enhancement of coaching staff and increasing exhibition games for soccer, both of which are already in process, the many other operational details related to the transition to CIS are now well known to Athletics & Recreation and are not detailed here.

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7. Recreation Facilities Plan

The existing Athletics & Recreation facilities—the gym and Nonis Field—are well established and represent high quality facilities when compared to many similar facilities. The care and maintenance of these facilities is an obvious first priority for Athletics & Recreation, but the addition of one new facility is already in progress (The Hangar fitness centre) and additional facilities are desperately required to meet the needs of the campus population.

The detailed analysis of the availability of major regional recreation facilities presented in the 2005/06 Athletics & Recreation business plan continues to be highly relevant today and continues to inform facility priorities for Athletics & Recreation:

� General fitness facilities (workout gyms) are readily available throughout the Kelowna region, but need to be located in relative close proximity to the places of work or residence of users. In this regard, facilities currently available at UBC O are substandard relative to the needs of students, faculty and staff, although the completion of The Hangar fitness centre will address this significant deficiency.

� Gym capacity is extremely limited both at UBC O and in the Kelowna area, with extremely high utilization during prime hours being an issue for gym facilities throughout the community. Indeed, most gym-based sports groups in Kelowna (including volleyball, basketball, badminton and wrestling), as well as City of Kelowna Sport & Recreation, face significant shortages in available gym space relative to the programming they would like to offer.

� Sports fields are abundant in the Kelowna area, but UBC O and Mission Recreation Park have the only two high-utilization artificial turf fields in the region. Significant demand exists for time slots on those fields from the university (at UBC O) and local sports clubs (at both UBC O and Mission Park). Given that one artificial field can provide as much playing time as six natural turf fields, in season, and can be used (subject to weather) throughout the year, artificial turf offers dramatically higher utilization than natural turf, and user demand does exist (from both university and other local users) for further artificial turf fields in the region.

� Recreation facilities for other sports, including aquatics, baseball, ice sports, squash, tennis and track appear to have moderate or good availability in the region relative to user demand.

Therefore, for major recreation facilities, priorities for Athletics & Recreation include The Hangar fitness centre, a new/expanded gym and potential interest in an additional artificial turf field. Each of these priorities are discussed further below. However, minor/casual recreation facilities on campus are also a concern and a priority for Athletics & Recreation and these are also discussed below, before the major facility priorities.

7.1. Casual recreation space

As referenced in Section 5.5, casual recreational sport on campus is currently hindered by a loss of casual recreation facilities, including tennis courts which were lost in the construction of the Health Sciences Centre, and a beach volleyball court that was lost in the construction of student residences. Given the importance of casual recreational sport, along with demonstrated student demand for further recreation opportunities, it would seem reasonable that the enlarged campus should offer casual sport facilities at least equivalent to those of the old (smaller) OUC campus.

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The university currently has no plans to add such facilities and the development of any facilities is going to require championing by Athletics & Recreation to obtain appropriate spaces for such facilities. If appropriate spaces can be found, then the question of funding will arise. If the university is unable to fund such facilities, then Athletics & Recreation should consider allocating some of its existing reserve funds towards such facilities, as these represent relatively low-cost, high-return facilities that could represent quick wins to improve recreation options on campus, as compared to larger, traditional sports facilities.

Outdoor hockey

The consultation process for this business plan identified significant unmet demand for hockey on campus and, while having an ice facility would be the ideal solution for hockey players, such a facility is unaffordable to develop on campus. Hockey supporters all indicated that a permanent facility for ball/roller hockey would be a far better solution than no hockey facility at all.

The guiding principle (Section 3.3) that major new facilities should be multi-purpose can also be applied to this potential minor facility, with ball hockey facilities being commonly configured to also provide additional basketball courts (hence enabling increased intramural and casual basketball). Exhibit 7.1 (overleaf) illustrates three examples of this concept, with varying degrees of sophistication and investment required. Indeed, as ball hockey is often seen played in fenced basketball courts with no boards at all, even the basic rectangular boards shown in the bottom example of Exhibit 7.1 are not strictly essential to provide a location suitable for hockey.

We have noted that the ball hockey/basketball combination court (or box) appears to be a growing trend in casual recreation facilities in Vancouver, with recent Vancouver Parks Boards renovations tending to replace one or more tennis courts with a ball hockey/basketball court. The question has been raised as to whether such facilities would be unusable in winter due to snowfall, but in Vancouver we have regularly seen groups arriving with hockey sticks and snow shovels in-hand to clear a court in preparation for a game.

Outdoor volleyball

Based on feedback received through stakeholder interviews and the open house held as part of this business planning process, beach volleyball is one sport that received repeated requests. However, given the seasonality of the university year, and the additional maintenance required for a sand court, most beach volleyball proponents also indicated they would also be happy with an outdoor grass court for use in the Fall and Spring. One option for a grass court would be to design the final landscaping around The Hangar to include a flat grassed area of sufficient size. Alternatively, an area of suitable size could be levelled at the far end of the gym. (However, it would be best if a location is found that is not on a site earmarked for future construction.) If a suitable grass area can be developed, then Campus Recreation can be responsible for installing a net and lines on a seasonal basis, with volleyballs already being available for sign-out from the gym front desk. Maintenance of such a court is unlikely to exceed that of any other grassed area on campus as while the court would be expected to see good usage, it is unlikely to be such continual use as to cause significant damage to well-maintained lawn.

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Exhibit 7.1 – Multi-use ball hockey court examples

Top: Location unknown, courtesy of Tact Flooring; Middle: Franklin Lakes, New Jersey; Bottom: Vancouver, BC.

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7.2. The Hangar

The Hangar fitness facility is already under construction and will address the issue of inadequate fitness/workout facilities on campus by providing a major addition to the existing gym with dedicated fitness space.

For Athletics & Recreation, the current priority for this facility is to manage the successful completion and start-up of the facility. Given the many operational aspects involved in this process, all aspects related to The Hangar have already been discussed together in Section 5.3 of this plan.

7.3. New/expanded gym/wellness centre

The need for additional gym capacity was established and accepted as part of the 2005/06 Athletics & Recreation business plan, but has yet to come to fruition. The factors supporting the need for additional gym capacity at UBC O are summarized as follows:

� Court sports, particularly volleyball and basketball, appear to be especially popular in Kelowna and among the UBC O student demographic. This results in high current demand on the existing UBC O gym during prime hours, an issue that has been exacerbated as the campus population has grown over the last five years.

� The significant lack of available gym space in Kelowna means that a wide range of community sport groups in Kelowna are clamouring for more gym space. Development of a gym facility in partnership with these groups would result in significant school and youth league activities occurring on campus, bringing potential students and their parents onto campus.

� There is strong demand to host large academic and institutional events, plus other conferences, during the school year and Athletics & Recreation has also received some inquiries regarding gym availability for teaching of classes. While the existing gym can serve these functions, it can only do so by suspending all gym-based programming. Development of a second gym on campus would allow more flexibility for such programming, to the benefit of the university, while still maintaining gym-based athletic and recreation programming.

� UBC O is already a popular destination for high school provincial championships and summer provincial volleyball training. An increase in available gym space would be expected to cement this role for UBC O as a major centre for high-performance high school sport tournaments and events (including CIS championship tournaments), and may allow the range of sports hosted to extend beyond the current volleyball/basketball focus. These tournaments directly bring potential future students onto campus, raise the profile of the university (especially CIS divisional or national tournaments), as well as representing income-generating opportunities for Athletics & Recreation.

In addition to these factors pointing to the benefits of additional gym space, strong interest exists in the concept of an expanded gym and wellness centre that includes elements other than simply more gym floor space. The ideas currently being explored for the new/expanded gym/wellness centre potentially including the following:

� Strong interest exists from the UBC O Faculty of Medicine and the School of Health and Exercise Sciences to integrate lab space with a new gym for research in fields including chronic disease management and sports medicine.

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� Interest also exists from local sports medicine practitioners in Kelowna to develop a sports medicine practice at UBC O that could serve the needs of UBC O varsity athletes, the broader campus population and the community at large—modelled after the very successful Allan McGavin Sports Medicine Centre at UBC Vancouver.

� A number of community sport groups in Kelowna would potentially be interested to base their operations at UBC O if an expanded gym allowed them to make regular rental bookings for gym floor and/or fitness/training time, and if suitable office and storage spaces were also available for rental.

� Athletics & Recreation is also interested to include a licensed food services outlet in the new facility, ideally with elevated indoor and patio locations that overlook both the new gym and Nonis Field. Retail space may also be considered for inclusion in the new facility. Such commercial space(s) would provide Athletics & Recreation with a business opportunity to help generate some ongoing funding independent of direct university support.

Conceptual renderings of a potential new facility that encompasses all of these need have been developed by Athletics & Recreation and one sample from the renderings is shown in Exhibit 7.2.

Exhibit 7.2

Conceptual rendering for additional gym/wellness centre

Given all of these considerations, while the construction of a new gym would directly benefit Athletics & Recreation programming, a decision by UBC O to proceed with an additional or expanded gym and/or wellness centre should also reflect:

� A decision to build a significant community asset, as a means of building bridges with the community and to attract the community onto campus.

� A decision to establish UBC O as the centre for gym based sports in regional BC and a leading centre for gym-based sports in Western Canada, potentially giving Kelowna the opportunity to challenge Kamloops’ desire to be recognized as the “Tournament Capital of Canada”.

� A decision to establish the UBC O campus as a leading centre for sports medicine services in the Okanagan region.

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The UBC O Campus Master Plan envisages the expansion of the existing gym and planned space for this expansion exists adjacent to the gym. Athletics & Recreation is currently in ongoing discussions with the various interested parties identified above and also in the early stages of working with UBC O Development & Advancement to develop materials for promoting the facility to potential donors. The specific scope of the facility is very fluid at this time, due to continued discussions among all parties, so no specifics of the proposed facility are presented in this business plan. Achievement of this facility is one of the most significant priorities for Athletics & Recreation in the coming five years, but it is premature at this time to speculate on the final design/scope of the facility and the mix of support that may allow it to be realized.

Working to realize this facility should be an ongoing priority for the Director of Athletics & Recreation over the term of this business plan. The new facility (or expansion) is likely to be a significant undertaking:

� Anywhere from 25,000 up to potentially 75,000 square feet of space subject to the final design and intended purposes, which will be influenced by the organizations partnering with Athletics & Recreation to realize the new facility.

� Costing between $10 million and $35 million1, depending on the final design, method of construction and year of construction.

As Athletics & Recreation moves forward with this initiative, key considerations should include:

� Ongoing discussions will be required with the Faculty of Medicine, the School of Health and Exercise Sciences, and the UBC O Executive to determine academic/research needs and priorities for the new facility and how these could help to secure partial funding for the facility.

� Consideration will need to be given to how impending changes in Varsity Athletics sports therapist staffing (due to retirement) and hiring of staff for The Hangar may strengthen opportunities to bring external sports medicine practitioners and sports therapists/trainers on campus both to serve Varsity Athletics and also, potentially, as tenants of an expanded gym/wellness centre.

� Interested sports organizations may need to be harnessed as partners who can provide financial commitments towards the development of this facility, either as up-front capital in return for time access or as long-term rental agreements providing a guaranteed (“bankable”) income stream for the facility. Naturally, such commitments need to result in a win-win situation that provides adequate usage during preferred times by both Athletics & Recreation and the partner organizations. Based on a rental model similar to that presented in the 2005/06 business plan, a two or three court gym could potentially generate partner revenues sufficient to finance $2-4 million of initial capital2.

1 Based on estimated construction cost of $400-$500 per square foot (generally consistent with costs seen for similar facilities currently under construction in other jurisdictions) in current costs, and allowing potential escalation of costs over the next five years (considering high rates of construction cost increase seen in BC).

2 Assumes court rentals at an average rate of $50 per hour and rental of 70% of available hours net of 2,800 court hours per year reserved for Athletics & Recreation use. Also includes rental of 6-8 offices to sports organizations at a monthly rental rate of $650 per office. 100% of expected facility staffing and maintenance costs are deducted from rental income to determine net cashflow for loan financing. Assumes an interest rate of 4.75% on a 20-year mortgage.

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� Federal and/or provincial infrastructure funding opportunities that target recreation infrastructure need to be identified and assessed. Current Provincial funding models for universities appear to preclude funding of capital expenditures for non-academic buildings, resulting in a low likelihood (at this time) of provincial funding coming from the Ministry of Advanced Education. However, opportunities may exist in other departments with community, recreation and/or health mandates. In addition, Provincial priorities may change in conjunction with (or after) the forthcoming Provincial election in Spring 2013.

� UBC O Development & Advancement will need to remain involved in the process with Athletics & Recreation, leveraging UBC’s current capital campaign to identify potential major donors interested in supporting this facility for the UBC O campus. This aspect is especially important at this time, due to current constraints on the university in terms of funding capital projects directly or providing debt financing capacity.

� Active consideration should be given to the potential for a student capital contribution (via student referendum) as part of the overall package of funding required to realize a new gym. This concept was also referenced in the previous 2005/06 Athletics & Recreation business plan. A modest student facility fee (up to $40 per student per year) over 25-30 years could finance up to approximately $5 million of capital, given current low interest rates.

7.4. Other facilities

Among other potential facilities for Athletics & Recreation, a second field, preferably artificial turf, is the only other facility of sufficient priority to warrant discussion in this business plan – in part due to recent and ongoing discussions with a potential donor in respect of a possible second field.

We note that there is demand for additional field time, from both UBC O and community users and that a second field:

� Would be highly beneficial for both Campus Recreation and Varsity Athletics programming (especially if the field could be covered in winter).

� Would provide Athletics & Recreation with an additional opportunity to generate revenue from community rentals.

� Has been envisaged in the campus master plan

If current discussions with a potential donor come to fruition and allow the development of a second field, than this would be a very positive development for both Athletics & Recreation and UBC O. However, our observation is that the need for a second field is a far less pressing priority than the need for a gym expansion. Therefore the highest priority for Athletics & Recreation over the course of this business plan should be to remain focussed on the gym expansion project so as to bring that project to fruition.

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8. Resource Plan

This Chapter combines the staffing and financial resource requirements of Campus Recreation and Varsity Athletics, along with administration, to present the overall resource plan for Athletics & Recreation for the five-year plan period.

8.1. Staffing resources

This plan recognizes current university restraint on the addition of new staff resources, a position that is consistent with financial constraints on Athletics & Recreation. Therefore, additional staffing has been kept to a bare minimum. Indeed, over the course of this plan, there is only one area where an increase in direct staff resources is anticipated.

As detailed in Section 5.3, The Hangar fitness centre is in urgent need of a project manager in 2012/13 to oversee the latter stages of construction and to plan for the launch of the facility in a manner that will generate pride for both the University and the facility donor.

Once The Hangar is opened in 2013, this temporary position will give way to an ongoing need for a facility supervisor and student desk staff, to manage the ongoing programming of the facility, oversee the use of the valuable equipment installed in the facility, and mitigate liability risks to the University of leaving such a workout facility unsupervised. If staff with appropriate skills can be identified, these positions could also provide strength training, conditioning and/or therapy support to Varsity Athletics, thus reducing Varsity’s need to hire external specialists in these areas. As referenced in Section 5.3, it is proposed that these positions should be self-funding, through the promotion of memberships and class participation fees for The Hangar (and potentially from savings by Varsity from hiring external strength/conditioning coaches and/or sports therapists).

Other than these additions to existing resources, this plan also notes two areas where existing positions may need to be enhanced to meet the ongoing needs of Athletics & Recreation. As noted in Section 4.2, we believe that:

� If Athletics & Recreation adopts the revised organizational structure recommended in Section 4.2, the responsibilities of the Campus Recreation Coordinator will increase significantly and this position may need to be considered for reclassification as a Manager position.

� The Department would benefit greatly from having a Varsity Manager (or coordinator) to streamline the current large number of direct reports to the Director. Our suggestion is that the currently vacant Varsity Promotions position be re-scoped to also encompass this role (made possible in part by the “camps” portion of the existing role being left with Campus Recreation – consistent with current operating practice).

In addition, the impact of these position changes is further minimized by the fact that the proposed business structure abandons the currently vacant Business Development position, with the Director allocating more of his time to business development activities.

All other staffing resources are expected to remain largely unchanged from current over the life of this business plan, although improved organization of such resources should be considered based on the recommendations contained in Section 4.2.

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Beyond the staffing shown in the Athletics & Recreation organization chart (Exhibit 4.1), Athletics & Recreation also has a strong need for support from a finance professional familiar with UBC O financial and budgeting systems. Indeed, current needs for such support will be accentuated with the opening of The Hangar and the planned increase in membership/program fee revenues that will result from that new facility. At this time, it is anticipated that the Office of the AVP Students will be adding a finance professional with the objective of providing necessary support to Athletics & Recreation and other units within the AVP Students portfolio. However, if this finance support is not forthcoming from the University, then Athletics & Recreation will need to directly hire a (part time) professional to provide the financial support it requires.

8.2. Financial resources

Exhibit 8.1 (overleaf) presents a combined budget projection for Athletics & Recreation through to 2017/18, incorporating the elements detailed in this plan. In particular, the budget exhibit presents:

� Athletics & Recreation’s actual results for 2011/12.

� A budget for 2012/13 based primarily on the approved budget for this year, but with revisions for (i) additional expenditures proposed by Athletics & Recreation to utilize their accumulated surplus, and (ii) contingency for additional costs now expected to be incurred that were not foreseen at the time the main budget was approved. (e.g., potential reductions in student work subsidies and hiring a temporary project manager for completion of The Hangar.)

� Future projections for 2013/14 through to 2017/18 based on the currently existing program, plus shaded increments for new undertakings or changes as described in this plan.

Budget summary

Overall, the continued operation and funding of Athletics & Recreation represents a partnership between UBC O and its students—consistent with the approach taken since the formation of UBC O in 2005/06. Under this partnership arrangement, in broad terms, the institution provides core funding for coaching and management staffing, while students provide funding for program operations and recreation staffing. Required funding growth from these sources is modest, just to keep up with inflation. The budget projection proposes growth in the student athletic fee of 2.0% per annum, while growth in GPOF funding is slightly higher, at 2.5% per annum due to the ramp-up of soccer costs required for CIS competition.

The budget projection detailed in Exhibit 8.1 ensures that Athletics & Recreation achieves a breakeven situation by the latter years of the projection (2016/17 and 2017/18), after incurring annual deficits from 2012/13 through 2015/16. These deficits can be afforded by Athletics & Recreation, as it has a substantial accumulated surplus that it can draw upon to finance these temporary deficits. The deficits occur due to the simultaneous ramp-up of costs related to soccer’s transition to CIS competition and the start-up of The Hangar, plus some minor capital and major repair items planned by Athletics & Recreation for the coming year. Importantly, however, Athletics & Recreation returns to a breakeven position by the end of the projection period and maintains a positive (but greatly reduced) accumulated surplus throughout the period.

One important point to note about this budget projection is that it excludes any potential revenue and expenses related to a new/expanded gym, as the timing and scope of such expansion (if it proceeds) is not known at this time. However, as a principle, incremental revenues from the new/ expanded facility should more than cover its incremental costs.

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Exhibit 8.1

Combined Athletics & Recreation budget projection to 2017/18 ($’000)

For all notes, please refer to the text below.

Budget details

This budget projection is based on a number of specific assumptions, as listed here. These numbered points correspond to the numbers shown in the “Note” column in Exhibit 8.1.

1. Student fees – Consistent with the general rates of growth seen in the student athletic fee since 2009/10, this budget assumes continued 2.0% annual increases in the student Athletics & Recreation fee. No substantial growth is expected in student numbers over the plan period, so total student fee revenue grows in line with the annual increase in the fee per student.

2. General purpose operating fund (GPOF) – We recognize that the university has substantially increased its annual investment in Athletics & Recreation over the last six years, in support of the transition to interuniversity competition for Varsity Athletics, and that further significant GPOF funding growth is simply not a realistic proposition. Therefore, the budget assumes annual growth in GPOF funding of 2.5% – just marginally higher than CPI-only growth but sufficient to support the final stage of cost ramp-up for CIS soccer competition.

2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18

Note Actual2 Budget2 Projected Projected Projected Projected Projected

REVENUE:Student Fee 1 991 1,032 1,053 1,074 1,096 1,117 1,140

GPOF 2 1,297 1,313 1,346 1,379 1,414 1,449 1,486

Sales and services 3 284 266 272 279 286 293 301

- Increment re The Hangar 4 74 113 155 199 204

Other grants, contracts, donations 72 60 62 63 65 66 68

Investment income 12 - - - - - -

TOTAL REVENUE 2,655 2,671 2,806 2,909 3,015 3,125 3,197

EXPENSES: 487

Salaries

- Management and full-time staff 429 441 450 459 468 478 487

-Increment re The Hangar 5 55 56 57 58 60

-Allowance: Varsity Manager and/or Finance 6 35 36 36 37 38

- Coaching staff 7 370 459 468 478 487 497 507

- Part time, contract and honoraria 40 20 20 21 21 22 22

-Temporary re The Hangar 5 35 - - - - -

- Student part time (net of subsidy) 67 91 93 95 96 98 100

-Partial loss of student work subsidy 8 28 58 59 60 62 63

-Increment re The Hangar 5 24 30 31 31 32 33

Employee Benefits (17%) 145 151 169 172 176 179 183

Travel

- Team travel (varsity teams) 9 430 462 467 472 476 481 486

-Increment re soccer in CIS 10 85 86 87 88

- Management and staff travel 45 36 37 37 37 38 38

Operating Expenses

- Varsity 9 390 357 360 364 367 371 375

- Campus Rec. 11 35 32 36 42 48 55 64

- Facilities operation, repairs & maintenance 12 44 150 51 52 53 54 56

- Other operating expenses 62 57 58 59 60 61 62

-Increment re The Hangar 13 34 35 35 36 37

Student Athlete Financial Awards 14 308 442 446 451 455 460 464

Utilities 12 12 12 12 12 13 13

Mortgage Debt Servicing 15 54 181

Major Capital Investment 16 617

TOTAL EXPENSES 2,430 3,595 2,880 3,014 3,066 3,119 3,174

SURPLUS/(DEFICIT) 224 (924) (73) (105) (50) 6 23

ACCUMULATED NET SURPLUS/(DEFICIT) 1,186 262 189 84 34 40 63

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3. Sales and services revenue – This revenue includes revenue earned from operating summer camps (budgeted at $61,500 for Summer 2012). Traditionally camps at UBC O had a purely varsity focus (volleyball, basketball, etc.) and were organized by Varsity as an additional fundraiser to help reduce funding required from the University. However, in 2011 responsibility for running camps moved from Varsity to Campus Recreation (but with Varsity coaches and athletes still heavily involved in delivering sport camps), and Campus Recreation has expanded the range of camps (based on the successful UBC Vancouver model) to include a number of academic and artistic-oriented camps. However, based on tradition, camp revenues continue to primarily support Varsity. Going forward, an appropriate revenue sharing arrangement should be determined to provide Campus Recreation with some return for its role (and costs) in organizing and delivering the expanded camps program.

4. The Hangar sales revenue – The opening of The Hangar (as described in Section 5.3) will provide Athletics & Recreation with a valuable recreation asset in the form of a well-equipped, spacious, modern fitness centre. There will be costs associated with operating the facility, and given tight budgetary conditions for the Department, it is essential that The Hangar be operated in a way that, at the very least, covers it costs. To do so, it must earn substantial revenue over and above the recreation facility membership fees already earned by Athletics & Recreation.

Details of membership and fitness class pricing for The Hangar have not yet been determined (but the importance of deep discounts for students has been recognized). For this budget, an initial target has been set that The Hangar should ramp up to approximately $200,000 of annual revenue within three years of its opening. This estimate reflects an average of 600 members/ users paying an average of $25/month (in 2012 dollars, or $27.75 by 2016) for membership and/or class fees. Ultimately revenue will represent a mix of different sources and rates (student, faculty/staff and community prices for initiation, ongoing membership and various types of classes), but we believe this broad target should be achievable.

5. The Hangar staffing – As referenced in Section 5.3, we anticipate that The Hangar will require (i) a project manager to see the facility through to completion and successful start-up; (ii) a facility programmer/supervisor to maximize the potential of the facility by organizing and promoting fitness packages and classes to the campus community and nearby neighbourhood residents; and (iii) additional student desk staff to complement the programmer/supervisor in providing oversight of the workout floor during operating hours for safety and liability reasons. The projected costs for each of these three roles are detailed separately in the budget.

6. Allowance for Varsity Manager and/or Finance – The proposed changes in organizational structure for Athletics and Recreation include a new Varsity Manager position, proposed as an enhancement of an existing Varsity Promotions position. An allowance has been made for a potential salary increment that may be required to realize this change. As noted previously, Athletics & Recreation is hopeful that its need for professional finance support will soon be met via a new finance position being created in the Office of the AVP Students. However, if such position is not created, then Athletics & Recreation will need to directly hire a part-time finance professional. If required, this allowance could potentially be directed towards that requirement.

7. Soccer coaching staff – As referenced in Section 6.3, the transition to CIS competition for soccer requires coaching to be enhanced to be half-time (minimum) staff positions. This has been achieved as of July 2012 and the incremental cost for this change is included in Athletics & Recreation’s approved 2012/13 budget.

� � � Page 40

8. Student work subsidies – There is currently some uncertainty about the future shape and requirements for the work-study and student employment subsidy programs on campus. Athletics & Recreation is also starting to address the more demanding “learning outcomes” now required by the programs, and the changes in alignment and role proposed for the gym desk staff in Section 4.2 should further help in this regard. However, to be conservative, this budget has provisionally allowed for a loss of student work subsidies in 2012/13, with a reduction of 20% compared to 2011/12 levels, and then a reduction of 40% compared to 2011/12 levels in 2013/14 and later years.

9. Varsity travel and operating expenses – Varsity travel and operating expenses total approximately 77% of the operational budget of the Department (excluding labour and student financial awards), and an increment to travel expenses for CIS soccer is required, as noted in the following point. Given the dramatic budget growth seen by varsity over the last five years, current needs in other areas of the department (including start-up costs related to The Hangar, as noted at 5 above and 13 below, the need to improve funding equity for Campus Recreation, as noted at 11 below), and revenue constraints for the Department overall, trimming the growth rate of Varsity expenses is the only logical way to balance the Department’s budget. Otherwise, deep cuts would be required in the remaining 23% of the operational budget. Therefore, annual growth for varsity travel and operating expenses has been pegged to just 1.0% per annum, after allowing for the additional travel budget required for CIS soccer. This low rate of increase will challenge Varsity Athletics to either become more efficient in how they allocate their budget and/or more aggressive in team-based fundraising activities to supplement overall funding.

10. Soccer travel for CIS – The budget has allowed for an increase in varsity travel of $85,000 in 2014/15 and future years, reflecting the estimated travel cost differential between soccer’s current exhibition and competition schedule (mainly PacWest) and its expected CIS Canada West travel schedule. (Recognizing the importance of building up competitive experience before entering CIS, the current varsity travel budget has already been enhanced to allow additional exhibition travel for soccer.)

11. Campus Recreation funding – University athletic and recreation departments typically share a very common operational pattern – the varsity program is demanding in financial terms (given coaching, travel, hosting, financial awards, etc.) while the recreation program is demanding in facilities terms (requiring large amounts of facilities time to run various leagues, programs and events). UBC O is no exception in this regard. However, even given this situation, it is our opinion that the current operating budget allocated to Campus Recreation is inadequate – representing just 3% of the Department’s operational budget (excluding labour and student financial awards). This low budget is one constraint holding Campus Recreation back from better delivering on its mandate and improving student survey results as to the adequacy of recreation opportunities on campus. Therefore, in this budget projection, we have proposed that Campus Recreation’s operating budget be approximately doubled over the next five years (bringing it to 5.3% of the Department’s operational budget).

12. Facilities operation, repairs and maintenance – In 2012/13 this line item includes an additional $100,000 for major refinishing/repair of the gym floor. While this is not a one-time cost, it does not recur again within the six year budget period.

� � � Page 41

13. The Hangar operating costs – In addition to the staffing costs noted at 5 above, The Hangar will also incur ongoing operating costs related to the leasing of fitness equipment, promotion and marketing of its services, and potentially some instructor costs (to the extent that instructors cannot be identified from among its student employees). The budget allowed for these costs starts at $34,000 in 2013/14, and is estimated based on leasing 25 pieces of fitness equipment (over and above equipment already owned/leased by the Department) at an average monthly cost of $80/month, plus an additional $10,000 for marketing and supplemental instructor costs.

14. Student athlete financial awards – After labour, student awards represents the second largest line-item in the Department’s budget. Similar to varsity travel and operating expenses, slightly slower growth in this expense category, at 1.0% per annum, is highly effective at dealing with a tight budgetary situation without having to make major cuts in other areas. In addition, while slower growth in this expense category is recommended, it should be noted that this only reflects annual awards paid from operating revenues. The highly successful Athletics Scholarship Breakfast has raised more than $350,000 for endowments since 2005 – an amount that continues to grow each year – and therefore strong growth is being seen in the amount of student scholarships that can be awarded directly from these endowment funds. This reduces the need to grow student awards paid from operating revenues.

15. Mortgage debt servicing – Due to the existence of accumulated surpluses, Athletics & Recreation is planning to repay in 2012/13 the remaining $181,000 owing on the mortgage for Nonis Field, thus saving future interest costs.

16. Major capital investments – The major investments planned for 2012/13 are to be funded from the existing Athletics & Recreation surplus. The highest priority is to cover the estimated $317,000 by which construction costs for The Hangar are expected to exceed the amount paid by the project’s donor. Once that cost has covered, a further $300,000 has been provided for lesser projects, which potentially include an expansion of the main office in the gym, an expansion of officials change rooms/showers, scoreboard upgrades and/or development of a ball hockey court on campus.

� � � Page 42

Appendix A – Stakeholder Consultations

� � � Page 43

During the course of preparing the UBC Okanagan Athletics & Recreation Business Plan for 2013-2017, consultations and discussions were held with a wide range of Athletics & Recreation stakeholders, as detailed in the chart below.

Name Title and/or Association with Athletics & Recreation

UBC Okanagan Executives

Dr. Doug Owram Deputy Vice Chancellor (outgoing)

Ian Cull Associate Vice President, Students

Jackie Podger Associate Vice President, Administration & Finance (outgoing)

Wes Pue Provost

UBC Okanagan Athletics & Recreation Personnel

Rob Johnson Director – Athletics & Recreation

Lucia Boersma Assistant to the Director

Layne MacDougall Campus Recreation Coordinator

Antonella Lee Finance and Travel

Carol Boyd Facility Operations

Cary Mellon Sports Information Officer

Adam Goodwin Events, Marketing and Sports Development

Darren Semeniuk Head Coach, Men’s Basketball

Heather Semeniuk Head Coach, Women’s Basketball

Greg Poitras Head Coach, Men’s Volleyball

Steve Manuel Head Coach, Women’s’ Volleyball

Dante Zanatta Head Coach, Men’s Soccer

Claire Paterson Head Coach, Women’s Soccer

Art Fraser Varsity Therapist

Other UBC Okanagan Representatives

Kirk Chavarie Student Union

Alysha Ferguson Resident Life Manager

Gord Binstead Dean, Health & Social Development

Stephanie Barclay McKeown Director, Educational Research, Planning & Analysis

Susan Alan Manager International Student Recruitment

Liz Hilliard Campus Life Coordinator

Shannon Dunn Director, Housing and Conferences

Adrienne Nolan Director of Development

Scott Boswell Development & Alumni Engagement

Other University Representatives

Bob Phillips Director Athletics & Recreation UBC Vancouver

� � � Page 44

Sandy Slavin Executive Director, University of Lethbridge

Tom Warden Director of Athletics, Lakehead University

Dave Wilson UBC Vancouver Wrestling Club, Head Coach

Community Stakeholders

Mark Krehel Kelowna United Soccer

Hugh Wong Kelowna Volleyball Club

Ryan Clark Tennis BC, CEO

Randy Goodman Sports Therapist

Doug Nicholas Pacific Sport Okanagan, General Manager

Jim Gabriel City of Kelowna, Director, Recreation and Cultural Services

Don Backmeyer City of Kelowna, Sport & Event Development Manager, Recreation & Cultural Services

Al McAvena Flacon Wrestling Club

In addition to many one-on-one meetings and telephone calls, a public open house was hosted on March 30, 2012. These names were taken from the sign-in sheets at that event, and we apologize for any misspellings.

Name Title and/or Association with UBC

Donna Russo UBC O Faculty of Medicine

Deanna Simmons UBC O Student Employment

Jannik Eikenaar UBC O Faculty of Creative and Critical Studies

Jock Type Kelowna Curling Club

Robin Gabert Kelowna Minor Fastball

Tracy Light Kelowna Minor Fastball

Joanne Baskerville Community member

Nate Reiter Coach, UBC Cross Country

Nikki Reiter Coach, UBC Cross Country, UBC Health & Exercise Science

Dory Duece Phoenix Health & Fitness

Kim Froom Phoenix Health & Fitness

Roger Wilson UBC O Director of Health and Wellness

Chelsea Butchart UBC O Campus Life

Jim Gabriel City of Kelowna

Don Backmeyer City of Kelowna

Jesse Mathews UBC O student

Simon Bullock UBC O student

Ashley Cail UBC O student

Daniel Benson UBC O student

� � � Page 45

Finally, a roundtable discussion was held on June 26, 2012 to review the draft priorities for this business plan. This meeting was attended by the following stakeholders:

Name Title and/or Association with UBC

Ian Cull Associate Vice President, Students

Rob Johnson Director – Athletics & Recreation

Lucia Boersma Assistant to the Director

Layne MacDougall Campus Recreation Coordinator

Steve Manuel Head Coach, Women’s Volleyball

Jesse Baxter Student Union, Services Coordinator

Scott Boswell Development & Alumni Engagement

Liz Hilliard Campus Life Coordinator

Adrienne Nolan Director of Development

Curtis Tse Student Union, Financial Coordinator

� � � Page 46

Appendix B – Comparison to Other Universities

Ex

hib

it B

.1

Fa

cil

itie

s s

um

ma

ry,

UB

C O

ka

na

ga

n a

nd

co

mp

ara

ble

sc

ho

ols

UB

C -

OK

AN

AG

AN

20

11

/12

Un

ive

rsit

y o

f L

eth

bri

dg

e

Le

thb

rid

ge

, A

B

La

ke

he

ad

Un

ive

rsit

y

Th

un

de

r B

ay,

ON

Sa

int

Ma

ry's

Un

ive

rsit

y

Ha

lifa

x,

NS

7,9

00 s

tudents

8,0

00 s

tudents

7,4

00 s

tudents

8,5

00 s

tudents

Recre

ati

on

Facilit

y1st

Ch

oic

e S

avin

gs C

en

tre f

or

Sp

ort

& W

ellln

ess

CJ F

lan

ders

Fie

ldh

ou

se

Th

e T

ow

er

3 c

ourt

gym

2 c

ourt

gym

2 c

ourt

gym

700 s

eats

(re

tracta

ble

)1,1

00 s

eats

(re

tracta

ble

)

860 s

eats

(re

tracta

ble

)2,0

00 s

eats

(re

tracta

ble

)150m

indoor

joggin

g tra

ck

Indoor

joggin

g tra

ck (

Fall

2006)

Four-

lane 2

00m

indoor

track

Fitness c

entr

e/w

eig

ht ro

om

Fitness c

entr

e/w

eig

ht ro

om

Lim

ited w

eig

ht ro

om

Fitness c

entr

e/w

eig

ht ro

om

1 m

ultip

urp

ose s

tudio

4 m

ultip

urp

ose s

tudio

s1 s

quash c

ourt

4 s

quash c

ourt

s

Fam

ily c

hange r

oom

s

Bu

ilt

in 1

99

4, in

gre

at

co

nd

itio

nO

pen

ed

in

20

07

Bu

ilt

in e

arl

y 1

97

0's

an

d i

s sh

ow

ing

it's

ag

e

Bu

ilt

in 1

98

7

Very

go

od

co

nd

itio

n f

or

ag

e

Th

e H

an

gar

Th

e H

an

ger

Ho

mb

urg

Cen

tre f

or

Healt

h &

Welln

ess

Fitness C

entr

e/W

eig

ht R

oom

Indoor

art

ific

ial tu

rf f

ield

Welln

ess/A

ctive liv

ing s

tudio

s

Fitness c

entr

e/w

eig

ht ro

om

Fitness c

entr

e/w

eig

ht ro

om

Centr

e f

or

the S

tudy

of

2 m

ultip

urp

ose s

tudio

s1 m

ultip

urp

ose s

tudio

Sport

and H

ealth

Clim

bin

g w

all

Teachin

g/S

em

inar/

meeting s

pace

200m

indoor

track

Phys

ioth

era

py

and a

thle

tic

Sport

medic

ine c

linic

thera

py

space

Op

en

ing

in

20

13

Bu

ilt

in 2

00

5, b

ut

som

e

issu

es

wit

h p

oo

r d

esi

gn

Op

en

ed

in

Ap

ril

20

12

Mu

lti-

Pu

rpo

se R

ecre

ati

on

Facilit

ies

3 c

ourt

gym

(2 h

ard

wood, 1

syn

thetic)

Page 4

7

Ex

hib

it B

.1

Fa

cil

itie

s s

um

ma

ry,

UB

C O

ka

na

ga

n a

nd

co

mp

ara

ble

sc

ho

ols

UB

C -

OK

AN

AG

AN

20

11

/12

Un

ive

rsit

y o

f L

eth

bri

dg

e

Le

thb

rid

ge

, A

B

La

ke

he

ad

Un

ive

rsit

y

Th

un

de

r B

ay,

ON

Sa

int

Ma

ry's

Un

ive

rsit

y

Ha

lifa

x,

NS

7,9

00 s

tudents

8,0

00 s

tudents

7,4

00 s

tudents

8,5

00 s

tudents

Co

mm

un

ity S

tad

ium

Hu

skie

s S

tad

ium

Outd

oor

art

ific

ial tu

rf infield

Outd

oor

art

ific

ial tu

rf infield

Natu

ral gra

ss s

occer

pitch

400m

6 lane tra

ck

400m

8 lane s

ynth

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ck

2,5

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eats

(covere

d)

Various tra

ck &

fie

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reas

2,0

00 s

eats

(gra

ndsta

nd)

Op

en

ed

Sep

tem

ber

20

09

Bu

ilt

in 1

96

9, p

lan

s fo

r a

new

sta

diu

m

are

in

pro

cess

Max B

ell R

eg

ion

al

Aq

uati

c C

en

tre

CJ F

lan

ders

Po

ol

50m

8 lane p

ool

50m

8 lane p

ool

250 s

eats

(ele

vate

d)

Specta

tor

seating

Bu

ilt

in 1

98

0's

, in

go

od

co

nd

itio

n

Op

era

ted

on

beh

alf

of

Cit

y

Use

d m

ain

ly b

y t

he c

om

mu

nit

y

No

va

rsit

y s

wim

tea

m

Old

er

facil

ity, m

ay b

e c

lose

d d

ow

n

Ice A

ren

a

1 indoor

hockey

are

na

(not com

petitive s

ize)

Bu

ilt

in 1

96

4

Pla

ns

for

new

rin

k i

n 3

-5 y

ea

rs

Inte

rnational soccer

pitch

Locate

d in S

tadiu

mA

uxili

ary

fie

ld

(art

ific

ial tu

rf)

(natu

ral tu

rf)

None

Sta

diu

m

Po

ol

Ou

tdo

or

Fie

lds

None

None

None

None

None

None

Ho

ckey

None

Page 4

8

Exh

ibit

B.2

Vars

ity a

thle

tics s

um

mary

, U

BC

Okan

ag

an

an

d c

om

para

ble

sch

oo

ls

UB

C -

OK

AN

AG

AN

2011/1

2

Un

ivers

ity o

f L

eth

bri

dg

e

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bri

dge, A

B

Lakeh

ead

Un

ivers

ity

Thunder

Bay, O

N

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ary

's U

niv

ers

ity

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ax, N

S

7,9

00

stu

de

nts

8,0

00

stu

de

nts

7,4

00

stu

de

nts

8,5

00

stu

de

nts

Can

ad

a W

est

(CIS

) &

Vari

ou

s

leag

ues

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ad

a W

est

(CIS

)O

nta

rio

Un

ivers

ity A

thle

tics

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ue (

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)

Atl

an

tic U

niv

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ity

Sp

ort

(C

IS)

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en

's &

6 W

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en

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en

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7 W

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en

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en

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6 W

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en

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8 W

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(M/W

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(M/W

)

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ss C

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ross C

ountr

y (

M/W

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ross C

ountr

y (

M/W

)

Fie

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ockey (

W)

Footb

all

(M)

Golf (

M/W

)

Ice H

ockey (

M/W

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e H

ockey (

M)

Ice H

ockey (

M/W

)

Judo (

M/W

)

Nord

ic S

ki (M

/W)

Rugby (

M/W

)R

ugby (

W)

Rugby (

W)

Soccer

(M/W

)S

occer

(M/W

)S

occer

(M/W

)

Sw

imm

ing (

M/W

)

Tra

ck &

Fie

ld (

M/W

)T

rack &

Fie

ld (

M/W

)T

rack &

Fie

ld (

M/W

)

Volle

yball

(M/W

)V

olle

yball

(W)

Volle

yball

(W)

Wre

stlin

g (

M/W

)

Pa

ge

49

Exh

ibit

B.3

Intr

am

ura

l an

d c

lub

sp

ort

su

mm

ary

, U

BC

Okan

ag

an

an

d c

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para

ble

sch

oo

ls

UB

C -

OK

AN

AG

AN

2011/1

2

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ivers

ity o

f L

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e

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ivers

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N

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's U

niv

ers

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S

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00

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de

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8,0

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de

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de

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n (

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lub)

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into

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adm

into

n

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Baseball

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all

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all

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om

ball

Cheerl

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g

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Curl

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Dodgeball

Dodgeball

Fast B

all

Fla

g F

ootb

all

Fla

g F

ootb

all

Fla

g F

ootb

all

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2

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s In

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atio

n D

ire

cto

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po

rt In

fo/E

ve

nts

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po

rts In

form

atio

nS

po

rts C

om

m. C

oo

rdin

ato

r

Ath

letic T

he

rap

ist

Ath

letic T

rain

er

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he

rap

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letic T

he

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Ca

mp

us R

ecre

atio

n

C

oo

rdin

ato

r

Ma

na

ge

r, P

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ram

sM

an

ag

er,

Ca

mp

us R

ec,

C

lub

s &

Ca

mp

s

Pro

gra

ms, In

tra

mu

rals

,

C

lub

s C

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rdin

ato

r

Su

pe

rvis

ors

(4

FT

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Fa

cili

tie

s/S

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ice

s M

an

ag

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Fa

cili

tie

s M

an

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Fa

cili

tie

s/P

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ram

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na

ge

r

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ol M

an

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or

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ua

tics M

an

ag

er

Re

cre

atio

n F

ac. A

tte

nd

an

tF

acili

ty O

pe

rato

r

Re

cre

atio

n F

ac. &

Fin

an

ce

Fa

cili

ty B

oo

kin

gs A

ssis

tan

tF

acili

ty S

ch

ed

ule

r

Ma

inte

na

nce

Assis

tan

t

1.

Org

an

iza

tio

na

l str

uctu

re f

or

Sa

int

Ma

ry's

Un

ive

rsity r

efle

cts

da

ta f

rom

20

05

. D

ata

fo

r 2

01

2 c

ou

ld n

ot

be

co

nfirm

ed

. N

um

be

r o

f stu

de

nts

ha

sn

ot

ch

an

ge

d s

ign

ific

an

tly s

ince

20

05

Fa

cilit

ies

Re

po

rtin

g S

tru

ctu

re

Sta

ffin

g (

Ap

pro

xim

ate

FT

E's

, e

xc

lud

ing

va

rsit

y c

oa

ch

es

)

Ma

na

ge

me

nt

& G

en

era

l

Va

rsit

y A

thle

tic

s

Intr

am

ura

ls &

Re

cre

ati

on

Pa

ge

52