Sport & Recreation Branch Funding Model II – Assessment Form

2015-2016

Provincial Organization : Fitness New Brunswick Inc
Contact Person : Marilynn Georgas	Phone : -5064531094
Email : executivedirector@fitnessnb.ca

This form must be completed and submitted electronically.

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Please submit by email to:

Heather.Douthwright@gnb.ca

Deadline for applications is April 15, 2015

The application is incomplete without attached financial statements

Notes

Late or Incomplete

Late or incomplete submissions will delay the assessment process and hence delay when organizations receive their funding.

Financial Reporting

Full financial reporting is required. Disclosure of all accounts must be incorporated with submitted financial statements.

Financial Statements

Each organization must provide the Branch with its most recent 12-month financial statements (income statement and balance sheet). An organization’s submission will not be considered complete until these statements are received.

Refer to the chart below to determine which fiscal year to report on for this 2015-2016 application (Data reported for questions 9 through 14 must match same fiscal year).

Fiscal Year End	Fiscal Year required for –2015-2016 FMII submission	In accordance with policy 250; independent reviews or audits are required 6 months after year-end
December 31	December 31, 2014	June 30, 2015
March 31	March 31, 2015	September 30, 2015
Organizations having a different fiscal year end should contact their consultant to verify reporting requirements.
Organizations must comply with Policy 250 and provide the Branch with an audited or independently reviewed financial statement within 6 months of fiscal year end (see attached policy on financial reporting).

Verification Audit

The Sport & Recreation Branch reserves the right to do a verification audit on any funding model submission.

In adherence with Policy 250, Provincial Organization – Financial Reporting
Preparation and adoption of financial statements:
Please provide the name of the person/accountant/company that prepared (or will be preparing) the reviewed financial statements:
Shannon & Buffett, LLP Chartered Accountants
Please provide the date that the reviewed financial statements were accepted (or will be accepted)by the Board of Directors of General Membership:
October 18, 2014

Annual General Meeting
Please provide the date and location of the last Annual General Meeting:	Moncton, NB 10/18/2014
Please provide the date and location of the next Annual General Meeting:	Saint John, NB 10/17/2015

Information Management:
If someone from the public is seeking information from your organization whom should they contact?
Name: Nathalie Hebert-Paul	Phone:506 453-1094	Email:membershipservices@fitnessnb.ca

Checklist

Please forward the following information with your assessment form. This application is incomplete without them.

Organizational Strength

Please rate organization’s performance in the following areas:

Scoring guide:	= no / not really	= somewhat / partially	= yes / very good

Volunteers

The identification of the organization’s volunteer needs (Board of Directors, committees, etc.) and the effective recruitment and orientation of individuals.

Last year, the organization undertook a process to identify potential vacancies on the Board, and determined the skill sets required for the organization to function optimally.

Last year, a nominating committee was struck resulting in the targeted recruitment of new Board members who were provided with key information about the organization.

There is a clearly defined description for each position on the Board, including responsibilities and expectations, which were provided to new Board members.

Last year, new Board members were provided with an orientation describing the Board’s operations, meeting schedule, policies and financial statements etc.

Volunteer requirement processes for committees are well defined, and effective volunteer recruitment strategies are in place.

Volunteers within the organization are provided with formal feedback and recognized for their efforts.

Staff (if applicable)

The management of the organization’s full and/or part-time paid human resources

The organization undertakes an annual process to develop individual work plans for all employees, and carries out formal performance evaluations for each employee based on their predetermined work plan.

The organization plans for and provides annual professional development and training opportunity for staff.

The organization maintains a current human resource manual detailing policies regarding employee management and the relationship between managers, employees and/or the Board. The manual describe workplace practices, hiring and termination procedures, and other pertinent information.

Foundation Documents

The adoption and adherence to effective foundation documents.

The constitution and bylaws of the organization have been reviewed within the last 3 years and have been updated as required.

The organization has a written code of conduct policy, including abuse and harassment and discipline, which has been reviewed and updated within the last 2 years.

The organization has a written conflict of interest policy that has been reviewed and updated within the last 2 years.

Process

The provision of service to members and/or constituency in both official languages.

Key organizational documents, such as the constitution, bylaws and policies, etc. are translated into both official languages.

Information on programs, workshops, clinics etc is provided in both official languages.

Participants are encouraged to communicate in the official language of their choice at all meetings of the organization.

The website for the organization is available in both official languages.

The effectiveness of communication within your organization in a timely and efficient manner through website, email, IP services or other means.

The organization has a web-site that is properly maintained and updated frequently.

A calendar of important dates is included on the web-site and is distributed to the membership or constituency.

The constitution, bylaws, policies and regulations are made available on the web-site and electronically.

Key contact information and current Board member listing is available on the web-site and electronically.

Conducting effective and efficient meetings.

Agendas and support documents are distributed at least 1 to 3 days prior to all meetings (e.g. minutes, reports, etc.)

Chairperson follows the set agenda, ensures there is balanced discussion, and ensures that the Board follows accepted meeting management protocol (e.g. Robert’s Rules of Order, Bourinot’s Rules of Order etc.)

The Board moves complex items to committees for further analysis and future recommendations.

The required post-meeting follow-up takes place (e.g. minutes, actions, sidebars)

Effective decision making.

The Board structure ensures that the interests of the membership/constituency are represented (geographically, demographically, etc.)

Appropriate committees are established by the Board to assist in facilitating board decision making by analyzing an issue and providing recommendations to the Board.

Committees are empowered by the Board; and do carry out delegated tasks; and effectively report back to the Board.

Board decisions are recorded in the minutes and effectively communicated to the membership or constituency.

Action items are recorded in the minutes, are effectively implemented and there is follow-up at the next meeting.

Planning

The development and circulation of a strategic plan and operational plan that were developed with input from the membership/constituency, approved by the Board and that are regularly revisited and updated.

Strategic Plan

The organization has a written 3 to 5 year strategic plan that has been developed through a consultative process with input from the membership or constituency.

The organization has clear and concise, well communicated, vision and mission statements.

The organization has identified and prioritized long term strategic goals.

The strategic plan is reviewed regularly with updates distributed to the membership or available to the constituency.

Operational Plan

The Board has a written operational plan that identifies short-term priorities for the next 12 to 18 months.

The organization has identified a lead person, considered budget implications, and developed timelines for each of the planned activities.

The board and/or lead staff reviews, evaluates and updates the operational plan on a regular basis (i.e. a standing agenda items for board meetings.).

Financial Strength

Using your most recent, 12 month financial statements

Organization’s total revenue (include all accounts)	$ 133293

Organization`s self-generated revenue (For the purpose of this assessment self-generated revenue is the organization’s total income minus all amounts derived from the provincial government.)	$ 67293

Percentage of total revenue that was self-generated (self-generated revenue divided by total revenue multiplied by 100).	50 %

Leadership Development To be completed by organizations that provided some form of training, certification or education for their membership/constituency during the past fiscal year that led to the provision of a skilled workforce intended to serve the physical activity, recreation or sport systems in New Brunswick (paid or voluntary). a) Name of course/training/etc. (NCCP; NLS; HIGH FIVE; etc. – Include specific level of course if applicable) Location of course Date of course # Participants # of New Brunswick residents completing course Fitness Theory Charlottetown Holland College, PE Jan - April, 2014 23 Male 15. Female 8 Group FItness Leader-Portable Equipment Fredericton, NB May 2-4, 2014 5 Male 2 Female 3 Older Adult Fitness Leader Fredericton, NB May 30-June1, 2014 4 Male 1 Female 3 Fitness Theory Miramichi, NB June 6-8, 2014 8 Male 3 Female 5 Personal Fitness Trainer Fredericton, NB June 6-8/13-15, 2014 4 Male 3 Female 1 Resistance Training Leader Charlottetown, Hooland College PE May-June 2014 19 Male 11 Female 8 Indoor Cycling Fitness Leader Moncton, NB June 21,22, 2014 5 Male 0 Female 5 Fitness Theory St. Stephen, NB Sept. 6-7, 2014 9 Male 0 Female 9 Fitness Theory Charlottetown, PE Sept 19-21, 2014 10 Male 3 Female 7 Fitness Theory Fredericton, NB Sept 26-28, 2014 8 Male 2 Female 6 Resistance Training Leader St. Stephen, NB Oct 4-5, 2014 10 Male 0 Female 10 Resistance Training Leader Charlottetown, PE Oct 31-Nov2, 2014 7 Male 1 Female 6 Resistance Training Leader Fredericton, NB Nov 8-10, 2014 8 Male 2 Female 6 Indoor Cycling Fitness Leader (NOTE - See attachment for additional courses) Saint John, NB Dec 13-14, 2014 8. Male 2 Female 6 b) Does the organization maintain databases that track individuals who retain certification in recognized courses? Services, Programs and Events To be completed by organizations that provided services, programs and/or events directly to its membership and/or constituency during the past fiscal year. Name of service, program or event (i.e. NBSHF’s Ambassadors Program; Jeux de l’Acadie 2013; NB Amateur Sport Fund; 2013 RNB Fall Conference; NLS Canadian Life Saving Program; etc.) Rationale for providing service, program and/or event # of members or constituents that utilized service or participated in the program or event (indicate if #s refer to individuals or organizations) Annual Fitness and Personal Training Summit This annual event provides our members the opportunity to netword with each other, gain practiceal skills and theoretical knowledge to help them stay current with the fitness professional industry and standards. The members also receive education credits to help maintain their certifications. 150 AGM The AGM is held each year at the summit. Offering it at this time insures a quorum and also helps members to give face to face feedback to the FNB administration. 150 Summit Tradeshow This event offers fitness, health and wellness organixations and businiesses to showcase their products and services to our members. up to 8 booths FNB Continuing Education Credit Articles Current wellness, health and fitness artuckes and information are researched. Questions are prepared for the members and included in the monthly e-news. Members answer the questions and submit to receive continuing education credits. This is especially useful for members who are unable to attend the summit or live in remote areas where few workshops or credits are offered. 500 Free advertizing for continuing education credits from other sources FNB posts webinars, workshops and courses that are offered through our NFP partners and members. These are additional opportunities for our members to gain other skills and education credits. 500 Website The FNB website continues to include specialty courses, business information for ourselves our NFP partners and our membership, 500 Facebook The FNB Facebook Page is maintained by the Marketing Committee Chair and is a volunteer position. There is updates on continuing education opportunities, health and wellness information and tips and what is happening at FNB. 500 Note: Responses that identify members or constituents as organizations (column 3), must also include their names. Advocacy and System Leadership To be completed by organizations that led or contributed towards initiatives during the past fiscal year aimed at a) increasing public awareness of the benefits of participation in sport or recreation; b) influencing public-policy towards increasing support for the sport and recreation system, and/or c) forming partnerships to address common system issues or to identify common system needs. Specific initiative this past year Targeted change Progress towards change (evaluated to date) Annual Fitness and Personal Fitness Summit We continue to increase public awareness of fitness, health and wellness by opening our summit sessions to the general public This past year a few general public expressed interest in attending our summit; however; they did not follow through. Summit Trade show Inclusion of Live Well/Bien VIvre and Mental Health booths. These booths offered excellent information to our participants and was also a very effective tool for networking. We will be looking to include more of these associations in our trade show this coming year. CSEP Affiliation Agreement FNB continues to maintain the connection to CSEP which allows advocacy and professional development opportinuties for CSEP Atlantic personal trainers and exercise physiologist living in Atlantic Canada. This is the second year of this partnership and will continue in 2015-16. Each year CSEP professionals across Atlantic Canada are involved in our education programs and we are hoping that this number will grow as the members gain faminiarity with FNB. HEPAC in motion parks and trails day FNB continues to be a partner in this initiative and would like to increase our participation both with human and other resources made available. This year FNB is working with UNB to offer an event. We are also looking to be more active wthin the committee. Conintued partnership with the NB physical Activity Working Group Continue to increase our profile towards community recognition as an advocate for health active living in NB In this second year of being part of this initiative we continue to look forward to improving our exposure. PA and community initiatives included on our FNB face book and website FNB continues to include events and opportunities from other NFP organizations on our facebook and website. The exposure throgh FNB has increased the use of our Facebook and website by the general public. It is our hope that this trend will continure. Atlantic Recreation and Facilities Trade Show Booth FNB had a booth at this trade show which included for profit and not for profit businesses and associations. This was an event where FNB was able to increase public awareness regarding how fitness professionals help to improve and or maintain the health and wellness of people in Atlantic Canada. We also had to opportunity to network with the other businesss and associations to explore future partnerships. Participating in his event was a success for FNB as we were able to connect with other organizations that were able to support FNB in this past year and those that we were able to utilize to improve the quality of information to our members. For example SOCAN was instrumental in our being able to clarify use of music in classes and their spokeperson has supplied us with specific information through out this year and has offered to present at our 2015 summit. UNB Career Café Booth Attendence at this event allows FNB to connect with students not only to inform them of our organization and employment opportunities, but also to connect with new students who may be interested in being a curriculum or intern in our office. Attendence in 2014 helped us to secure a student intern for the fall of 2014. Since our MSC is now part time this student was instrumental in helping us prepare and present a very successful annual fitness and personal training summiit . This year we met several students that were interested in volunteering with FNB as interns. Priorities Identify the organization’s strategic priorities for the coming years and the measurable outcomes and/or impacts to be used to determine progress. Show that these priorities are linked to the organization’s strategic plan. Priority By when Measurable outcome/impact Cross reference to strategic plan 1. Spring 2016 FNB trains and certifies fitness profssinals to meet the needs of the adults. It is apparent that the older adult poplulation is increasing and with that in mind FNB is reviewing it's Older Adult Certification and will be updating it to allow a greater cross trainng withn all of our certification programs With this in mind we will be able to apply for funding that is relative to expanding our programing which will in turn lead to improving the health and independence of our aging population. Finance - Goal 2 a) Increase funding Revenues Marketing Goal 3: To develop new/emerging markets. 2. Develop partnership with older adult associations 2. Spring 2016 Advocacy - It is our goal to complete a public profile service within our Get Fit Section on our Webiste which will allow the general public access to how to find an FNB cerfified professional in their area and also to see the facilities that offer services by these professionals Marketing: Goal 1: To have a professional presence Finance: Goal 2 - To increase fuinding revenues by pomoting our members which will help us to maintain and grow our membership. 3. Ongoing FNB holds an annual fitness leader and personal training summit each year. In the past we have relied upon membership registration to meet the financia needs of producing this event. This past year FNB began to seek out sponsorship opportunities and we will continue to work on this initiative to help keep the costs down for our participants and to evenutally grow the event and make it more financially viable. It is also with the hope that some of these new sponsorships will also lead into an increase in businesses participating in the membership discount program. Finance: Goal 2 a) Increase funding revenues Marketing; Goal 2: To develop new and foster existing partnerships Enhancing membership discount program. 4. Ongoing Contnue to devlope and expand our partnerships with other NFP agencies that are associated with healthy active living. Seek out other organizations - A conncetion has been made with the Mental Health and the Alzhiemers associations. We are planning to include them in our Summit Tradeshow and to offer an information sessions to our leaders. Goal 2: To develop new and foster existing partnerships 5. Ongoing We are increasing the translated information from FNB. This year all of our Summit information was bilingual and the website translation is 80% completed and will be ready to launch on or prior to the summer of 2015. Marketing: Goal 3: To develop new/emerging markets 1. Promote to NB’s francophone community Report the organization’s key achievements from the past year. Identify specific organizational outputs planned for the coming year. Deadline for applications is April 15, 2015 The application is incomplete without attached financial statements Please submit by email to: Heather.Douthwright@gnb.ca