Haida Gwaii Rec - Strategic Plan - 2022-27

HAIDA GWAII RECREATION

STRATEGIC PLAN (2022 - 2027)

Prepared by: Allison Habkirk

Strategic Planner

Alissa MacMullin

Recreation Coordinator

Haida Gwaii Recreation 1587 McLeod Street PO Box 187, Masset V0T 1M0

HAIDA GWAII REC | STRATEGIC PLAN

HAIDA GWAII REC | STRATEGIC PLAN

Painting by Stlaakuum Jaadaas - Dejah Busch (2022)

EXECUTIVE SUMMARY

Haida Gwaii Recreation (HG Rec) is dedicated to promoting and delivering high-quality recreation and leisure programs for the residents of Haida Gwaii. Our approach is distinctive, as we do not operate a single recreation facility. Instead, we utilize existing spaces like community halls, schools, and private studios and venue rentals to aid our program delivery across multiple jurisdictions.

Enablers to our programming include our digital infrastructure (i.e., a website with eCommerce) and contracted instructors and volunteers, who offer a wide range of registered and drop-in programming. Our regional focus allows us to be adaptable, understanding and addressing the evolving recreation needs and opportunities within and between communities. We prioritize listening to the collective needs, while recognizing the unique aspects and potential collaborations within each community, during program planning, feasibility, and execution

The purpose of this strategy is to guide the growth of HG Rec's service delivery. We must ensure we can continue providing critical recreation programs, while enhancing the organization's capabilities to fulfill its governance and operational responsibilities. We recognize the challenges that may impede growth and improvement, including limited internal resources and capacity, local geography, spaces, instructor availability, and difficulties in communication due to emerging service gaps (e.g., absence of a local newspaper). To address these barriers, we commit to engaging in collection of annual community feedback through surveys and focus groups with key stakeholders, leading to continuous improvements and adaptations of our strategy.

The development of this strategy began in February 2022, initiated by HG Rec Commissioners and staff. The goal was to create a roadmap for the organization's evolution and expansion over the next five years. Over time, HG Rec has achieved remarkable success, growing from a small service to a complex operation, administering over 100 registered and drop-in recreation

programs with more than 1,000 participants each year1. Such growth has pushed the organization to its current capacity.

Five (5) steps were taken to produce this strategy, as listed in Figure 1 below.

Figure 1. Five (5) key steps of strategic planning.

The 2022-2027 Strategy is designed to guide HG Rec over the next 3-5 years with the following objectives:

• Navigate uncertain times, particularly considering changing circumstances like COVID-19, by remaining adaptable and responsive to potential shifts in direction.

• Address the recreation needs of Haida Gwaii to the greatest extent possible, ensuring access and inclusivity for all community members.

• Optimize revenues and resources to prioritize and meet the most critical recreational needs within the community.

• Plan for HG Rec staffing and financial resource allocations to support effective program implementation and growth.

• Strengthen the organization overall, building resilience and capacity , to continue serving the community effectively.

1 Participants - participation calculated as attendance of once/month for recurring programs (figures from 2020).

GWAII REC | STRATEGIC PLAN

STAGE 1: BACKGROUND REVIEW

Haida Gwaii Regional Recreation Commission (HGRRC) was first established by the SkeenaQueen Charlotte Regional District (SQCRD), now known as the North Coast Regional District (NCRD), on March 29, 1979, to provide recreational programs on Haida Gwaii. In 2015, SQCRD Bylaw 595 continued the service. The participating areas of HGRRC recreation service are the Village of Masset, Village of Daajing Giids, Village of Port Clements, NCRD Electoral Area D, and NCRD Electoral Area E. The annual operating costs2 for the recreation service are recovered through a tax levied based on property value within the service area by the NCRD.

LEADERSHIP

HGRRC is governed by a dedicated volunteer Board of Commissioners who represent the diverse geography of the service area. Commissioners are appointed by the NCRD Board for a minimum two (2) year term, as outlined in the HGRRC Bylaw No. 597, 20153

The Commissioners participating in the creation of this strategy include:

• Michelle Amber Bellis, Commissioner Wáan Kún - Port Clements, Chair

• Jamie Polk, Commissioner Area E, Vice Chair

• Carolyn Beaumont, Commissioner Daajing Giids

• Carlos Ormond, Commissioner Daajing Giids

• Harold White, Commissioner Masset

HAIDA GWAII RECREATION SOCIETY

The Haida Gwaii Recreation Society was incorporated in March 2001 and serves as a non-profit fundraising arm of the organization. The purposes as stated in the Society Constitution are to, “To provide and promote quality recreation and leisure opportunities for all islands residents.”

2 Approved operational budget in 2023/24 was $58,631.37 The 2024 operational budget request is $64,070.10 (change of $5,438.73).

3https://www.ncrdbc.com/sites/default/files/uploads/bylaws/597._haida_gwaii_regional_recreation_commission.pdf

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GWAII REC | STRATEGIC PLAN

The Board of Directors of the Society and the HGRRC are the same individuals appointed by their respective communities.

OUR TEAM

The service is staffed by a full-time (35 hours/week) Recreation Coordinator (Alissa MacMullin), a part time bookkeeper (8 – 12hrs/week) and full-time (30hrs/week) After School Sports & Arts Initiative (ASSAI) Coordinator, along with 4 – 5 part-time (5 – 20hrs/week) recreational arts and sports staff. The budget for the Recreation Coordinator and bookkeeper come from NCRD. The ASSAI staff are funded separately by the Province of BC’s Ministry of Tourism, Arts, Culture & Sports, as well as the activities supporting afterschool program service provision by HG Rec through a contract with School District #50. This funding supports an evidence-based, free afterschool program aimed to serve youth with greatest need in northern Haida Gwaii communities4 HG Rec is contracted by School District No. 50 to deliver this program. All other programs are administered by the Recreation Coordinator and implemented by contractors or volunteers via cost-recovery means or funded by grants & private community sponsorship. An example are our seasonal Summer Camp staff, entirely funded by Canada Summer Jobs and Gwaii Trust Youth Grant funding.

4 After School Sports and Arts Initiative - https://www2.gov.bc.ca/gov/content/sports-culture/arts-culture/arts-andculture-initiatives

MISSION, VISION & VALUES

The core of this Strategy revolves around HG Rec's vision, mission, and values, which serve as guiding principles for the development and implementation of our programs and initiatives (Table 1). Our mission is to offer and encourage recreation and leisure programming for the residents of the island. Our values are firmly based on respect for individuals and the environment, recognizing that we operate, reside, and engage in recreation and leisure activities on the unceded and ancestral territory of the Haida Nation.

“Recreation for everyone in our community, for a lifetime.”

Painting by Stlaakuum Jaadaas - Dejah Busch (2022).

Table 1. HG Rec's Vision, Mission & Values.

Vision Recreation for everyone in our community, for a lifetime.

Mission

Society

Mission

Values

Our mission is to deliver recreation programs and foster an inviting recreation and leisure environment that is accessible to all ages & abilities on Haida Gwaii.

Our mission is to pursue grants and additional funding from non-government sources to promote recreation & leisure opportunities for islands’ residents.

• Health & Wellbeing: supporting the social, emotional, mental, cultural, and physical wellbeing of the Haida Gwaii community.

• Accessibility & Inclusion : promoting accessibility and inclusion in development, marketing & communications of programs and supporting access to recreation services throughout the community.

• Innovation & Honouring Ways of Knowing: recognizing and balancing the many ways of knowing that can contribute to planning, implementing, evaluating, and improving programming and advancing ideas (e.g., oral histories, traditional knowledge, & scientific evidence).

• Accountability, Responsibility, & Respect: being responsive to the needs of community members and taxpayers. Recognizing our service delivery is on the unceded territory of the Haida Nation. Taking responsibility and rooting our marketing, communications, and activities to honour, yahguudang - respect, and committing to uphold local & Haida values.

• Forward Thinking & Sustainable: planning to meet community needs.

OUR PARTNERS

We work with many organizations locally, regionally, and provincially to help us meet our mission. Partnerships are essential to sourcing or sharing of funds and human capital, building joint capacity, and enhancing the overall opportunity & services for residents.

Partnerships may be formalized through Joint Use Agreements (i.e., HG Rec and School District No.50 provision of the Daajing Giids weight room for public use) or membership (i.e., affiliate member of BCRPA). Other partnerships are more organic, leveraging capacities and capabilities as necessary for projects or services. For example, HG Rec supports online registration for the Haida Gwaii Youth Soccer league. This reduces the demand on volunteer directors and school staff to manage registration and improves process integrity by limiting cash transactions. Masset RCMP have partnered with HG Rec to deliver basketball programming to youth in their area and requested support in venue booking and registration. Current and emerging partnerships and complements include, but are not limited to, the following organizations:

• BC Recreation & Parks Association (BCRPA)

• Indigenous Sport, Physical Activity, and Recreation Council (ISPARC)

• Childcare Resource & Referral (CCRR)

• Band Councils, Health Centres & their Community Recreation Staff

• School District No. 50

• Prince Rupert Gymnastics

• Engage Sport North

• Wheelchair Basketball BC & Spinal Cord Injury BC

• Haida Gwaii Youth Soccer Association

• Village of Port Clements Recreation Committee

• Sandspit Community Society (Recreation Committee)

• Masset RCMP

HAIDA GWAII: TODAY

Haida Gwaii is presently home to approximately 4,300 residents, primarily residing on the northern Graham Island. K’il Kun – Sandspit (Area E), is located on Moresby Island, only accessible by ferry from Graham Island. Travel to and from Haida Gwaii is limited to ferry or air travel. The total population of Haida Gwaii in 2021 was 4,289. The total population saw a 1.4% increase from 2016. Seniors (65+ years of age) make up 21.7% of the population (N=930). The total youth (0 to 14 years) is 625, or 14.6% of total population. In some communities, as outlined below, average age of residents in 2021 surpassed Canada’s average age of that year (41.7 years)5

• Daajing Giids : 964 people (852 in 2016) - avrg age: 43.9, Ages 0 - 14: 140, Ages 65+: 215

• Masset : 838 people (793 in 2016) - avrg age: 43.1, Ages 0 - 14: 130, Ages 65+: 170

• Area D : 580 people (468 in 2016) - avrg age: 43.6, Ages 0 - 14: 85, Ages 65+: 130

• Area E : 325 people (340 in 2016) - avrg age: 49.1, Ages 0 - 14: 40, Ages 65+: 110

• Hl G aagilda – Skidegate : 697 people (837 in 2016) - avrg age: 41.2, Ages 0 - 14: 110, Ages 65+: 125

• G aw Tlagée - Old Massett : 475 people (555 in 2016) - avrg age: 42.8, Ages 0 - 14: 70, Ages 65+: 85

• Tlaa Gaa Aawtlaas - New Town : 70 people (71 in 2016) - avrg age: 36 years, Ages 0 - 14: 15, 65+:

• 'Wáan Kún - Port Clements : 340 people (282 in 2016) - avrg age: 47.5, Ages 0 - 14: 35, Ages 65+: 90

Outliers include Tlaa Gaa Aawtlass – New Town, with an average age of 36. Area E (K’il Kun –Sandspit) has the highest average age at 49.1 years.

It’s important for HG Rec to understand the demographics and trends, to better match our programming to actual demand.

Between 2018 and 2022, public school enrolment on Haida Gwaii has seen slow growth. As of 2022, enrolment for 2022-23 school year was projected at 465 students grades K-12, with 62.6% self-identified Indigenous students enrolled (Table 2).

5Statistics Canada, Canada Age & Sex: https://www150.statcan.gc.ca/n1/daily-quotidien/210929/dq210929deng.htm

Table 2. September Enrolment Summary Projections – School District No. 50, Haida Gwaii (Budget Planning Meeting, April 2022).6

This data does not include students homeschooling or enrolled in private schools (e.g., Living & Learning) or band-run schools like Chief Mathews in Gaw Tlagée – Old Massett. Schools serve as critical recreation facilities for students and the public in each community. As enrollment grows, so does demand for sports and recreation programming. We strive to balance student and community needs in the shared use of space (Figure 2).

2. Secondary School student & public weight room in Daajing Giids, co-managed by HG Rec & School District No. 50. Renovation complete October 2023.

6 SD No. 50 Budget Planning Meeting: Data retrieved from: https://sd50.bc.ca/wpcontent/uploads/2022/04/Budget-Planning-Meeting-Apr-14.pdf

Figure

STAGE 2: OUR GUIDING PRINCIPLES

For four evening sessions, HG Rec governance and staff thoroughly examined the context within which recreation services are provided. At a broad level, HG Rec's primary focus is on serving the residents of Haida Gwaii. Being a non-profit organization, the main goal is not to generate profit, but rather to ensure the sustainability and ongoing availability of programming. Success is primarily measured by the value brought to community, and to achieve this, HG Rec must commit to gathering feedback and input on their strategy and endeavors. The strategy development considers essential guiding principles, including both internal and external considerations, which are detailed in Table 3

Table 3 . Guiding principles for consideration around strategy development. How will the Strategy be used and maintained?

This Strategy will be used by the HG Rec Board and staff to develop the Commission’s strategic direction, recreation programming, work plans, and budgets. Given the uncertainties resulting from COVID19, it is recommended that the Board and staff review, modify, and develop new components of the plan annually to optimize sustainable revenue generation and to meet the community’s recreation needs.

Who does HG Rec serve?

What is HG Rec’s role in delivering recreation?

The primary target markets for HG Rec programs are the service area members including the Village of Masset, Village of Daajing Giids, Village of Port Clements, NCRD Electoral Area D, and NCRD Electoral Area E. Haida Gwaii residents are the target for programming and instruction.

HG Rec has two roles:

• To directly facilitate delivery of recreation programs utilizing community instructors, and;

• To partner and collaborate with other organizations, community groups, and local governments to enable the delivery of recreation & leisure programs.

What does HG Rec offer instructors that foster recreation & leisure programming in our communities?

HG Rec currently offers a supportive environment for new and continuing program instructors. We levy a 15% administration fee on all programs to help cover basic costs to our organization and reduce risk. The 15% administration fee covers:

• Coaching on service budgets & planning;

• Organization and admin (Coordinator's time paid by NCRD);

• Booking rental space;

• WCB (0.7% of instructor pay7);

• Facebook/Instagram ad ($10 minimum) + posters;

• E-Commerce (includes credit card fees (~2.9% + $0.30/transaction8);

• Subscription Services (e.g., Dropbox, Rec Software, Website)

• Insurance coverage (Commercial General Liability);

• Bank charges & fees (e.g., $1.00/e-transfer or cheques/postage);

• Safety planning and cleaning protocols;

• Incidentals (i.e., cancellations due to illness);

• Bookkeeping, and;

• Managing instructor and participant questions (via e-mail, phone, online).

7 WCB and other MERC Rates will vary annually.

8 Rates vary depending on vendor providing eCommerce service & method of payment used by customer.

What do other recreation focused organizations offer in the HG Rec service area?

There are numerous organizations involved in delivering recreation services in Haida Gwaii all of which to some extent compete for participants. However, importantly there is tremendous potential to collaborate and partner to ensure no duplication occurs, the leveraging of funds, and to expand programming where possible. The key organizations currently providing recreation services in the HG Rec service area include:

• School District #50 (ASSAI, BC School Sports);

• Haida Gwaii Youth Soccer Association;

• Village of Daajing Giids Youth Centre (Village service);

• Village of Port Clements Recreation Committee (Village service);

• Band Councils & Recreation Facilities;

• Sandspit Community Society Recreation Committee;

• Youth Centres;

• Daajing Giids Community Club;

• Other organizations willing to partner in the delivery of recreation programming (e.g., includes for-profits)

For the next 3-5 years the following guiding principles ground the implementation of this strategy:

What guiding principles underlie the implementation of the Strategy?

• HG Rec should build strategic partnerships with other organizations, community groups, and local governments that currently deliver recreation services within the service area.

• HG Rec should not compete with recreation services offered by other municipal and non-profit organizations. Rather, HG Rec should strive to provide recreation services that complement those offered by other groups.

• All programs should, after an initial start-up phase, be cost recoverable and/or revenue generating.

Considering the resources and capacity as an organization is crucial as a first step. The Strategy will have a workplan style layout, actionable by staff, while measurable over time. The emphasis, as noted prior, is on service delivery and is not on capital infrastructure or the development of parks and recreation spaces, as this beyond HG Rec’s scope9. The organization within the next 3 – 5 years will focus on overcoming challenges, implementing new processes and policies, and enhancing quality programs.

Figure 3. donation soccer camp fundraiser for youth soccer gear. In partnership with HG Youth Soccer Association. Purchased with help from parent volunteer Melissa J and shared with over 20 island youth in need

9 Exceptions to this are working with venue operators (i.e., SD No.50) to support spaces such as the Daajing Giids weight room. As a non operator of these venues, HG Rec is limited to purchasing infrastructure that is nonstationary.

HAIDA

GWAII REC | STRATEGIC PLAN

STAGE 3: SETTING STRATEGY & ACTION PLAN

The 2022-2027 HG Rec strategic action plan is organized into four categories :

• Programs:

o Regularly offered programs.

o Non-regular programs

o After school programs.

o Affiliate/supported programs.

• Governance

• Financial Sustainability

• Community Engagement

Where possible, the tables in Appendix A identify proposed timing for each program or project in each year. To the greatest extent possible, the offerings are scheduled at a consistent time each year to provide for predictability for participants and to enable long term budgeting and scheduling. There may be instances where programming may need to be opportunistic based on funding approvals and/or instructor availability.

PROGRAMMING

HG Rec offers regularly scheduled programs across the service area. These programs are to the greatest extent possible offered at regular and predictable times and locations throughout the year. For programs like dance, often three or four sessions are offered for different age groups (e.g., Creative Dance for 0 – 4 years, Creative Dance for 5-6, Contemporary for 7-9, Contemporary 10 – 13 years), and each is structured at 4–6-week programs These programs repeat multiple times across Q1, Q2 & Q4, and act as a core or regular offering (e.g., Round 1, Round 2, Round 3) Each program instance is counted as 1 program. We consider commitment of community members and cost to individuals or families when structuring 4–6-week programs (e.g., keep it affordable).

Key strategies:

• Continue to offer tried and true programs at regular times and dates;

• Emphasize continuity, sustainability, and evidence-based program need, as much as possible;

• Ensure maintenance of critical instructor certifications for safety of participants and overall risk mitigation;

• Ensure maintenance and inspection of inventory for safety of participants and overall risk mitigation;

• Focus on delivering regularly offered programs to all communities in some form; and

• Develop new or enhanced offerings to address emerging community needs particularly for underserved populations as capacity allows.

Figure 4. Roscoe the Snake at Sk'aadGaa Naay Elementary, Summer Camp 2023.

GOVERNANCE

Good governance is the foundation on which all HG Rec programming rests and it is essential that both the Commission and Society demonstrate good governance practices. Four key components of good governance include: clear strategic direction, well managed resources (human and financial), risk management, and organizational oversight and accountability. These are the fundamental components of the role of the Commission and the Society Boards.

Key strategies:

• Take steps to strengthen the governance and administrative capacity of HG Rec & the Society. This includes board training, volunteer opportunities, and succession planning.

• Focus on key governance responsibilities including setting strategic direction and reviewing annually, managing critical resources (human and financial), managing risk in

FINANCIAL SUSTAINABILITY

In addition to good governance, financial accountability and sustainability are key to the success and security of HG Rec and the Society. Both must take steps to ensure they are demonstrating good financial practices and meeting their accounting and reporting responsibilities.

Key strategies:

• Take steps to strengthen the financial stability, sustainability, and accountability.

• Improve financial accounting and reporting practices.

• Clarify the financial role of the Commission and the Society.

GRANT - IN - AID

Financial sustainability includes considerations around annual increases in grant-in-aid for HG Rec’s Grant-In-Aid (GIA) request from NCRD, as well as securing other external funding sources. The GIA covers the operational budget and wages for the Recreation Coordinator. Increases to GIA requests follow instruments like the Consumer Price Index (CPI) and cost of living (COL) as a guide. Table 4 offers a forecast for financial sustainability for HG Rec’s core budget

Table 4 . Tax Requisition & Grant-In-Aid Predictions, 2023 – 2027.

- In - Aid

*Estimates. As per the HGRRC No.597 bylaw, the requisition amount available is $0.53 per $1000 taxable value of land and improvements or $150,735, whichever is greater. For 2024, based on the 2024 Completed Roll, the maximum tax requisition amount would be $346,086.

In 2022, HG Rec overspent the GIA given the rise in costs of goods sold, rent and venue costs, gasoline and mileage rates, insurance, and staff wages. Total expenditure was estimated at $65,000 at year end. Society funds help to cover these overages in the short-term. In 2023, the GIA amount requested from NCRD was $58,500. In 2024, after nearly 4 years of maintaining this budget, HG Rec will request a maximum of $64,070 to match CPI figures, with NCRD board to plan in subsequent years the willingness to increase the overall tax requisition to maintain service levels. The projections for 2025 – 2027 consider a 2.5% increase year-over-year. These funds are only to be spent on core operations (i.e., staffing, rent, website maintenance) and not on programming. In years that funds are not exhausted, HG Rec may not ask for an increase in GIA.

FUNDING & REVENUES

External funding sources (e.g., Gwaii Trust Society) are leveraged to support and sustain programming and activities not funded by GIA Revenues (15% admin fees from programs or grant-funded project admin expenses charged) help with organizational cash flow, covering incidentals, and supporting direct delivery of low-cost or free programming for target groups, when afforded and instructors available. Examples include Senior’s Yoga at 1-day per week for ~12 weeks annually in ‘Wáan Kún – Port Clements. Considerations around rising costs (i.e., gasoline & instructor wages) and the impact on sustainability of free programming is to be emphasized in the budget planning process on an on-going basis. Whenever possible, staff should seek grant funds after the initial trail phase of a program to ensure instructor commitment. Considerations around storage, maintenance, mobility, insurance coverage, and renewal of specialized recreation equipment is imperative, prior to commitment to purchase, for risk management and logistics. As per HGRRC Bylaw No. 597, the title to any real property, equipment or chattels, leases, and agreements of any kind, shall be registered in the name of the Regional District, and the same shall be the property of the Regional District and shall not be disposed of without approval of the Regional District.

BOOKKEEPING

In 2022, HG Rec converted from 2010 Simply Accounting software to 2022 Sage® Accounting subscription with payroll module. This came with an increase in annual cost; however, it has offered our organization efficiencies that are both cost and

time-saving. Fundamentally revitalizing how we manage our finances has offered ease to staff in invoicing, tracking and filing GST, and tracking grant-funded programs. Sage® Accounting is interoperable with other digital infrastructure like our website (WordPress®) and recreation management software (Xplor Recreation®). Our staff are all hybrid office-remote workers. Since the pandemic, we’ve opted for more e-transfer payments, which has improved flow and the speed in which staff and contractors are paid, key to instructor recruitment and retention.

DIGITAL INFRASTRUCTURE

HG Rec’s website10 is a critical piece of infrastructure that warrants on-going investment. It was first fully developed by Rec Coordinator David Lomax. The WordPress site operates well for the current needs. However, to improve online waiver collection during the pandemic, HG Rec purchased a SmartWaiver® software subscription and used MailChimp® for newsletters. The lack of interoperability between these various software, added cost, and need for a repository of information with considerations around privacy and security, has HG Rec moving towards a new model.

A subscription-based web service with safety features integrated and 24/7/365 support is best practice among the provincial recreation sector A recreation management software integration with a WordPress® website over simply a customized website with eCommerce (what we have currently) is a secure and cost-effective means to deliver services to residents. In a survey of the BC Recreation & Parks Association network in 2022, XplorRecreation® was cited as the top rec management software used across the province, from Richmond Oval to the City of Smithers. By early 2024, HG Rec can phase out its archaic website, cancel subscriptions to other independent software’s, and can begin to collect and collate its own data, support admin and newsletters, manage payments, potentially expand to include point-of-sale for events using the Global Payments® ecosystem, and even offer campsite or venue rental support to partners

10 HG Rec website (www.hgrec.com)

This digital infrastructure will support HG Rec operations and expansion, with the possibility to adjust or adapt to support other rec-related municipal and regional district services. In 2022, our operational budgets were adjusted to include our annual subscription fees and web hosting support to ensure sustainability. The Gwaii Trust Community Innovation Grant ($10,000) was leveraged to support these website upgrades and annual maintenance dues are included in the GIA budget.

Figure 6. HG Rec website, including Cornerstone for ease of direct edits by staff. Katharine Mills and Kellie Hett completed the site and XplorRecreation® integration in February 2024.

COMMUNITY ENGAGEMENT

Community engagement is key to HG Rec’s success particularly with respect to growing the programming across the islands. Utilizing digital technologies to gain efficiencies and investing in outreach and evaluation will help to ensure programs reflect evidence supported community needs.

Key strategies:

• Use outreach strategies (website, social media, Council meetings, brochures, job fairs, community events, newsletters) to increase awareness and value of HG Rec in the community.

• Evaluate programming and instructors and gather community input to support analysis and annual prioritizing of offerings.

• Consistent, inclusive, and locally relevant branding and marketing strategies adapted to reach targets demographics (i.e., parents, seniors).

BRAND IDENTITY & MARKETING

In addition to website upgrades, HG Rec Commission and staff has reviewed brand and marketing strategies. We are adapting to post-pandemic and rural and remote communities that are now without local news printed and distributed weekly. We have new ways to reach community members, within our capacities, and leveraging partnerships to ensure costeffectiveness and reach:

• Our website presence (www.hgrec.com and on municipal and regional district websites);

• Inclusion in Village brochures and publications (e.g., Daajing Giids Village Voice);

• Social Media (e.g., Facebook & Instagram) pages and paid advertising;

• Public meetings annually (4) through NCRD and each Village;

• Two Meetings Annually: AGM in May/June, Public Meeting in November/December on Zoom®;

• Quarterly newsletter via MailChimp®;

• Annual brochure mailed by NCRD and other Village partners;

• Summer Camp staff attendance at community events (e.g., Hospital Day, Edge of the World, Logger Sports);

• Limited paid advertising in the Haida Gwaii Trader & Haida Gwaii Trip Planner;

We will seek funds in 2024-25 to formally upgrade our marketing plan. Tasks include:

• Applying to Northern Development Initiative Trust Marketing Initiatives Grant11(2024-25);

• External support for Marketing Plan development with support from Rec Coordinator.

• Review and approval by HG Rec and NCRD Boards.

The goal for HG Rec is to develop and maintain a 5-year Strategic (Operational & Financial) Plan & 5-Year Marketing Plan. The strategic plan will set long-term vision with multi-level board approval (HG Rec & NCRD). Included are operational plans outlining how staff will execute strategy day-to-day. The marketing plan will be a standalone document that aligns with the 2017 NCRD Visual Identity Brand Guide.

The following logos were developed for HG Rec by our developer Katharine Mills in 2022 and approved by the Commission, along with a Brand Identity document. The logos will be adjusted in accordance with NCRD brand identity requirements (i.e., colours, font, and placement), and will be launched along with our new website in 2024. NCRD co-branding will also be included in our efforts moving forward, as we highlight our role as service provider for local government across Haida Gwaii.

11 Marketing Initiatives Program: https://www.northerndevelopment.bc.ca/funding-programs/communitydevelopment/marketing-initiatives/

GWAII REC | STRATEGIC PLAN

Figure 7. Haida Gwaii Recreation logo variations (Katharine Mills, 2022)

Embedded in the digital infrastructure are methods of evaluation for programs (questionnaires), and we will continue to provide opportunity for feedback via e-mail and anonymously through an annual survey.

OPERATIONS MANAGEMENT

HG Rec offers a mix of services through its operations. The general service delivery process for HG Rec regular, non-regular and supported programs is listed below:

• Costing, Budgeting, Funding, Planning & Implementation

• Supplies & Contractual Agreements

Pre-Service

• Registration, venue booking, and advertising Service

• Stafff, Instructor or Volunteer-Led Program (e.g., Summer Camp)

• Contingencies, day-to-day management

• Invoicing & Payment

• Evaluation & Reporting

PostService

•Customer Service

Pre-service or back-end relates to the work of the Recreation Coordinator, who manages general operations. This includes program development with instructors and duties synonymous to those carried by a non-profit Executive Director. The service itself is often delivered by contracted instructors or staff of HG Rec (i.e., Summer Camps, Hatha Yoga with Meghan), with customer service support by the Rec Coordinator. This includes managing feedback and concerns, issuing refunds, and ensuring all equipment and materials are supplied to the instructor to deliver the service. Post-service operations include activities by both Recreation Coordinator and Bookkeeper, such as invoicing customers, issuing payment to venues and instructors, and program evaluation. Some programs are one-off happenings while others have the goal of being offered continually (e.g., yoga and fitness during Q1, Q2, Q4) or annually (Q3, summer camps).

While each program warrants its own process of delivery, the Recreation Coordinator, Bookkeeper and Assistant also work to manage the overall organizational operations. Some core programming (i.e., Agate Man) have a heavier pre-service requirement, including soliciting donations, applying for highway permits, managing volunteers and partnerships, ordering medals and trophies, and more. Maintaining society requirements and quarterly reporting is more work for staff, especially at year-end.

The Four Vs of operation management outline how HG Rec takes inputs and transforms them into outputs (goods and services)12:

1. Volume

HG Rec service volume is low to moderate, which means we have more variety in our offerings. We must adapt our recreation and leisure programming and events to the inputs and resources available to us, which are especially limited in our rural and remote communities. We don’t aim for quantity as much as we do quality, and with a low number of staff and contracted instructors providing the programming directly, it’s nearly impossible for us to predict in well in advance our full offerings. Larger centers benefit from being able to offer their communities a full recreation program calendar each season (Slack, Brandon-Jones, & Burgess, 2022). We have seen over the years, growth in our renewed programs (e.g., Karate, Hatha Yoga), offering greater repeatability and consistency for community.

2. Variety

The variety dimension for our non-profit is moderate-high. We must remain flexible to provide recreation and leisure activities to all ages and abilities. Fortunately, unlike businesses, we can tap into grants and other funding sources to keep costs and cost to customers lower, especially at-risk groups (i.e., low-income families). Standardization per program can exist (i.e., consistently

12 Slack, N., Brandon-Jones, A., & Burgess, N. (2022). Operations management (10th ed.). Pearson Education.

offer a Hatha yoga class in 6-week intervals throughout the year); when this happens, we can offer dependability for customers that value consistency and variety (Slack, Brandon-Jones, & Burgess, 2022).

3. Variation

Given the smaller population in which we lack economies of scale and competing offerings (i.e., weekend community events in the summer), we really do focus our efforts to changes related to seasonality and have high variation. In the summer months, we see peak demand for youth camps, but low demand for group fitness as folks hit the trails and beaches. For HG Rec to have programs at least break-even or generate moderate revenues, we need to strategically time our programming and be keenly aware of other community happenings.

4. Visibility

Visibility is low to moderate for HG Rec, as we have all remote staff and a website that supports program registration. However, our programs are very much customer facing and experienced by the community. In the last 4 years, our visibility has grown due to quantity of programming, as well as consistent delivery during the pandemic. Challenges persist in the time it takes for the Rec Coordinator to develop a program and launch it, as they are tasked with other strategic and operational details that must also be done. As of 2024, staff have requested instructors provide program information at least 1 – 2 months prior to the start date, to ensure adequate planning time, and more if equipment or grants must be procured.

LOOKING AHEAD

HG Rec will implement a comprehensive strategic and operational plan to enhance its offerings while ensuring sustainable growth. Utilizing the balanced scorecard framework (BSc, Appendix B), we will track strategic progress across financial, customer, internal processes, and learning and growth perspectives. This will enable a holistic view of our performance. Financially, we aim to optimize revenue streams while managing costs efficiently, at least reaching break-even Customer satisfaction will be prioritized through personalized experiences and community engagement. Internally, operational efficiency and innovation will be fostered to streamline

HAIDA GWAII REC | STRATEGIC PLAN

processes and enhance service delivery. Our operational plans (Appendix A) will focus on four key perspectives: programming, governance, financial sustainability, and community engagement. Lastly, investing in staff, instructor and volunteer development and organizational learning will ensure long-term success. By aligning our actions with these strategic objectives and regularly monitoring performance using the BSc, HG Rec will position itself well for growth in the sector and as a leader in sustainable recreation service management

GWAII REC | STRATEGIC PLAN

HAIDA