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CPRA PROFESSIONAL DEVELOPMENT CERTIFICATION MEMBER HANDBOOK Developed by CPRA Professional Development Task Force Updated with input from the Alberta Recreation and Parks Association August 21st, 2014

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CPRAPROFESSIONAL DEVELOPMENT CERTIFICATIONMEMBER HANDBOOK

Developed byCPRA Professional Development Task Force

Updated with input from the Alberta Recreation and Parks AssociationAugust 21st, 2014

Introduction1.1 Background 1.2 Core Competencies1.3 Guiding Principles1.4 Document Layout The Program2.1 Overview2.2 General Oversight

Certification3.1 Registration3.2 CertificationCourses3.3 Knowledge Presentation3.4 Certification

Recertification4.1 Qualifications&Requirements4.2 Core Competency Workshops4.3 Activity Credits

Marketing & Communication

Financials6.1 General Considerations6.2 Fees6.3 Program Oversight6.4 CertificationCourses&Core Competency Workshop Oversight

CONTENTS1

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APPENDIX A: Link to CPRA Strategic Plan

APPENDIX B: Background and Key Learnings

APPENDIX C: CPRA Professional Development Committee (PDC)

APPENDIX D: Terms of Reference: Knowledge Presentation Review...

APPENDIX E: Appeals Group

APPENDIX F: Grades Appeals Policy

APPENDIX G: Program Fee & Expenses

APPENDIX H: Common Learning Course/Workshop Fee & Expenses

APPENDIX I: Projected Gross Revenue

APPENDIX J: CPRA Controlled Participant Costs

APPENDIX K: Future Developments & Considerations

APPENDIX L: Program Development Timeline

APPENDICES

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1.1. Background

ProcessThis program was designed to advance objectives of the Canadian Parks and Recreation Association (CPRA) (see Appendix A) through a distributive leadership model. In 2012, the Alberta Recreation and Parks Association (ARPA) was selected to chair CPRA’s Professional Development Task Group. During this time, ARPA has worked with CPRA, through Profession-al Development Task Group to establish a process that allowed for timely progression and critical review of the program.

The balance struck has been to encourage ARPA to invest in researching, developing and testing, where prudent, elements of the program. These elements were then brought to the Professional Development Task Group for thorough consideration. This resulted in a series of reciprocal interactions between the Task Group and ARPA as new information or alternative solutions were required.

This program serves as positive example of the ability of CPRA members to work together to address the challenges and, ultimately, receive the benefit of CPRA’s distributive leadership approach.

CHAPTER1INTRODUCTION

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ProgramThis program has been informed by consultation with national and provincial leaders in parks and recreation, through research into the professional development, and certification practic-es of parks and recreation organizations around the world and other Canadian based organi-zations. As such, the program aims to advance the profession by providing formal recogni-tion for competency-based continuous professional development.

The program, as presented here, is understood to be a starting point. It is anticipated that the program will continue to evolve to meet the future needs of CPRA members and future conditions facing the parks and recreation sector.

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1.2. Core Competencies

Core competencies (see Table 1) are the essential knowledge, skills, and attitudes required by recreation and parks professionals. Core competencies transcend the boundaries of spe-cific occupational domains and are independent of any program. They provide the building blocks for effective recreation and parks practices; proving a solid foundation for the recre-ation and parks sector to fulfill its mandate.

The recreation and parks sector is comprised of individuals with a wide range of experiences and expertise. In broad terms, these individuals can be categorized based on three different points of entry into the field:

• Individuals with a post-secondary training in recreation and parks;• Individuals with post-secondary training in other areas, or;• Individuals with strong community connections and experience.

The core competencies are established with these groups in mind.

Increasing the level of professionalism within the field of practice requires a commitment to continuous improvement. The core competencies are a tool for assessing personal strengths and weaknesses and are essential for charting a journey of professional development and career advancement.

Table 1: Core Competency 1.0 OverviewCompetency Theme Competency Area

Foundations Quality of LifeAgent of Change

Personal & Professional GrowthPartnership & Collaboration

Leadership Agent of ChangeBig Picture Thinking

Individual & Group Dynam-ics

Community Building Community EngagementCommunity Development

Catalyst for Citizen Respon-sibility

Service Development ResearchFacilitiesPrograms and Events

PlanningOpen Spaces

Organizational Management

Resource DevelopmentAdministration

Human Resources Manage-mentMarketing & Communication

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1.3. Guiding Principles 3

1. A national professional development program will promote and protect the unique vocational competencies of the parks and recreation sector.

2. A national professional development program must provide individual members with a consistent understanding of the sector, the issues it faces, and the competencies needed to address them.

3. Continuous professional development will be the primary objective of a national pro-fessional development program.

4. All provincial, territorial and individual members will have an opportunity to partici-pate in a national professional development.

5. A national professional development program should be responsive to the needs of provincial, territorial and individual members.

6. A national professional development program will support the 1987 Recreation Statement and the 2014 Pathways to Wellbeing: A Framework for Recreation in Can-ada.

3 These guiding principles draw from the mission and mandate of CPRA and informa-tion and recommendations from: Association Attitudes towards a National Model of Professional Development, Professional Development and Certification Audi (available through the Leisure Information Network), and Alberta Recreation and Parks Mem-bership Survey Summary (available through ARPA).

1.4. Document Layout

This document addresses the operational roles and responsibilities of the primary agents responsible for delivering and maintaining this program:

• CPRA;• CPRA Professional Development Committee (PDC);• Program Delivery Agent (PDA), and;• P/T Members.

The document begins with an overview of the program. This is followed by an overview the program governance structure and the role and responsibilities of each agent within the structure. Next, a detailed description of the specific operational expectations of each agent is provided with respect to program phases, as well as, marketing and communication. Final-ly, financial considerations are addressed as they relate to administering the program and providing its common educational components. The attached appendices cover a number of areas related to program development, support committees, and financials.

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Steve Wilson

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2.1. Overview

PurposeTo increase the level of professionalism within the parks and recreation sector by providing a national program that recognizes continuous professional development based on competen-cies identified for recreation and parks practitioners.

CertificationCertification is a ‘warrant of competence’ or ‘warrant of expertise’. Through the certification process, the Canadian Parks and Recreation Association is certifying that an individual mem-ber of a provincial or territorial member association has made a commitment to continuous professional development and to strengthening the general core competencies needed to work in the field.

Certification means that a certified member is aware of and has a basic proficiency for per-forming a variety of roles in the parks and recreation sector. Certification does not mean that a member has demonstrated all of the capabilities that fall within the scope of parks and recreation. Nonetheless, all certified members will have enhanced their discipline-specific knowledge, strengthened their general skill set, and demonstrated a commitment to life-long learning within the parks and recreation sector.

Certification and the SectorThe overarching objective of the CPRA PDC is to ensure that those working in the parks and recreation sector possess the knowledge, and skills to perform occupational activities at a sufficient level to serve the sector.

CHAPTER2THE PROGRAM

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There are a number of interests to balance in setting the certification standard. On the one hand it is import to exclude individuals who are not deemed qualified to do the work; on the other hand the standards must not be so strict as to unduly restrain the right of competent individuals to offer services to the employers or the public.

Certification and Professional DevelopmentThe term ‘certification’ has two meanings. It used in reference to the process by means of which a member is able to initial achieve and main the professional development certification. More commonly, the term is used more narrowly in reference to the process by which the initial certification is achieved.

This handbook continues this dual usage of the term ‘certification’. In some contexts where confusion is possible, the handbook will use the term ‘initial certification’ referencing the re-quirement for achieving the initial certificate. The term ‘recertification’ is used in reference to the requirements for maintaining the certification.

The term ‘continuing professional development’ refers to the process and means by which a certified member maintains their certification. Professional development refers to a wide variety of activities that make a substantial contribution to increasing a member’s capacity to perform his or her role or advance his or her career.

Membership and Certification with CPRACPRA exists to build healthy communities and enhance the quality of life and environments for all Canadians through collaboration with its members and partners; including the provi-sion of education opportunities. CPRA membership includes:

• BC Recreation and Parks Association;• Alberta Recreation and Parks Association;• Saskatchewan Parks and Recreation Association;• Recreation Connections Manitoba;• Parks and Recreation Ontario;• Association québécoise du loisir municipal;• Recreation New Brunswick;• Recreation Nova Scotia;• Recreation PEI;• Recreation Newfoundland and Labrador;• NWT Recreation & Parks Association;• Recreation and Parks Association of the Yukon;• Recreation and Parks Association of Nunavut;

CPRA does not offer individual memberships. Individual practitioners are members of a pro-vincial or territorial association. In order to qualify for the program individuals must be members of an association that is member of CPRA.

‘The term ‘membership’ is used through this document in reference to an individual member-ship. Individual membership is held through a P/T member association (E.g., Alberta Recre-ation and Parks Association).

Program Requirements

The CPRA Professional Development Certification has two distinct phases: Certification and Recertification. Each phase has its own requirements. The requirements are broadly defined as follows:

Certification• Membership with a CPRA Provincial or Territorial Association• Certification Courses• Peer Reviewed Knowledge Presentation

Recertification• Membership with a CPRA Provincial or Territorial Association• Initial Certification• Core Competency Workshops• Learning Credits

In all cases, certification is valid for no more than three (3) years.

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2.2. General Oversight

ProcessCPRA has adopted a distributed leadership model that recognizes the varied interests and capacity of the 13 P/T members. Delivery of the certification program requires the leadership and oversight of following agents as outlined herein (see Figure 1):

Figure 1: General Organized Structure

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ProfessionalDevelopment

Committee

CPRA

CPRA Members

Program DeliveryAgent

Legend:DirectionRecommendationAdvisory

CPRA

• Acts as the final decision-making body for the program• Enters into a contract with a P/T member to be the Program Delivery Agent (PDA)• Appoint a Professional Development Committee (PCD)• Assumes no financial risk

CPRA PDC

• Undertakes a key advisory role with CPRA and the PDA• Participates in Appeals Group (see Appendix F)• Assumes no financial risk

PDA

• Contracted by CPRA to manage the program• Reports on an annual basis to CPRA on financial and established program evaluation

metrics• Responsible for day-to-day program operation, delivery, and administration• Assumes all financial risk

P/T Members

• Support their members in meeting certification requirements• Work with PDA to market and promote the program • Assumes voluntary financial risk with respect to convening Knowledge Presentation

Review Panels

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3.1. Registration

GeneralAn individual must register for the certification program before completing the program re-quirements. At the point of registration the individual becomes a participant.

CPRA• Final approval of and direction on financials.

CPRA PDC• Reference group for PDA

○ Provide input into registration process and fees.PDA

• Will contract with the necessary organizations and personnel to coordinate registra-tion

○ Support staff ○ Database ○ Payment system

• Maintain database of program registrants.• Collect participant fees and pay royalty to CPRA.

P/T Members

• Work with PDA to confirm registrants’ membership status.• Marketing and promotion

CHAPTER3CERTIFICATION

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Registration + CertificationCourses

KnowledgePresentation+ = Certification

Up to 2 years to complete

2(Valid for 3 years)

3.2. CertificationCourses

GeneralThere are two certification courses (CC) for this phase – Current Issues and Trends and In-troduction to Core Competencies. A Participant must pass both courses (Graded as Pass or Fail).

CPRA• Final approval and direction on CC as it relates to the program structure and intent.• Review financial statements

CPRA PDC• Reference group to PDA on CC content and fees.

○ Participate in participant review and appeals processes.• Advise CPRA on changes to the structure or intent of the CC.

PDA• Will contract with the necessary organizations and personnel to coordinate registra-

tion ○ e-platform ○ Instructors ○ Support staff

• Manage registration• Provide a self-tracking system for participants• Report to CPRA re: CC Financials.• Report to CPRA PD re: Course Evaluations.• Provide P/T members with up to date communications.• Schedule CC delivery

P/T Members

• Marketing and promotion

3.3. Knowledge Presentations

GeneralThe Knowledge Presentation has a written and an oral component. The participant must pass both components (Graded as Pass or Fail) as judged by a peer review panel. A partici-pant can register for a Knowledge Presentation with any P/T member.

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CPRA

• Final approval and direction on the Knowledge Presentation as it relates to the pro-gram structure, intent, fees, and payments.

CPRA PDC

• Reference group to PDA regarding structure, fee and payments related to the Knowl-edge Presentation.

PDA• Coordinate with P/T members to offer regular delivery and consistent interpretation

of Knowledge Presentation. ○ Provide training and support to adjudication panels

• Provide a self-tracking system for participants.

P/T Members• Offer opportunities to all program participants for Knowledge Presentations

○ Follow existing Knowledge Presentation Review Panel policy and procedure ○ Notify PDA of Knowledge Presentation Review results ○ Invoice PDA for completed adjudication

3.4. Certification

Certification is valid for a fixed three-year (3) period.

CPRA

• Final approval and direction on Certification as it relates to the program structure, intent, fees, and payments.

CPRA PDC

• Reference group to PDA regarding structure and intent of Certification.• Participation in Appeals process.

PDA

• Verify membership.• Maintain and update national certification database.

P/T Members

• N/A

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4.1. Qualification&Requirements

Working towards recertification is intended to coincide with the certification period. In order to qualify for recertification a member must:

1. Hold a valid P/T Association membership.

2. Hold an active CPRA PDC Certification.

Requirements for recertification includes payment of Recertification registration fee, comple-tion of three Core Competency Workshops and collecting 75 Activity Credits.

Activities undertaken before paying the Recertification registration fee will not be counted towards the requirements.

All recertification applications are subject to randomly selected audits prior to validation.

Recertification Cycle

All certification cycles will begin on June 1 and end on May 31. For example:

Moving from Certification to RecertificationIf your certification requirements are met on September 14th, 2015. Your recertification period would begin on June 1, 2016 and you will have to have completed your recertifi-cation requirements by May 31st, 2019.

Moving from Recertification to RecertificationIf your recertification requirements are met on May 31st, 2016, your next recertification period begins on June 1, 2016 and you will have complete your next round of recertifica-tion requirements by May 31st, 2019.

CHAPTER4RECERTIFICATION

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Registration + Core CompetencyWorkshops

LearningCredits = Recertification

(Valid for 3 years)

Within 3 years post certification

3 75+

CPRA

• Final approval and direction on Certification on the financials.

CPRA PDC

• Reference group for PDA ○ Advise on registration process and fees.

PDA• Will contract with the necessary organizations and personnel to coordinate registra-

tion ○ Support staff ○ Database ○ Payment system

• Maintain database of program registrants.• Collect member fees and pay royalty to CPRA.

P/T Members

• Work with PDA to confirm registrants’ membership status.• Marketing and promotion

4.2. Core Competency Workshops

Certified members must complete three Core Competency Workshops (CCW) during the re-certification period. The workshops are national in scope, focus on core competency themes (see page 2) and current issues or trends. Core Competency Workshops will be delivered online, similar to the format used of Certification Courses. Core Competency Workshops will be clearly indicated as CCW.

CPRA

• Final approval and direction on CCW as it relates to the program structure and in-tent.

• Review CCW financial statements.

CPRA PDC

• Reference group to PDA on CCW content and fees. ○ Review course feedback. ○ Participate in the appeals process.

• Participation in Appeals process.

PDA• Will contract with the necessary organizations and personnel to coordinate CCW

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○ e-platform ○ Instructors ○ Support staff

• Contract and supervise workshop instructors• Manage registration• Provide a self-tracking system for participants• Report to CPRA re: CCW Financials• Provide P/T members with up to date communications• Schedule CCW delivery

P/T Members

• Help PDA to identify possible instructors.• Promotion of CCW

4.3. Activity Credits

Activity Credits are one of two central elements of recertification. Activity Credits can be earned for a variety of competency-based activities related to Continuing Education, Leader-ship, Instruction and Research, Work Projects and Initiatives, or Volunteering (see Participant Handbook).

In all cases it is expected that the experience will either enhance or improve an existing com-petency and fall outside of the regular responsibilities of the participant, as defined by his or her job description.

CPRA

• Final approval and direction on Activity Credits as it relates to the program structure and intent.

CPRA PDC

• Reference group to PDA regarding structure and intent of Activity Credits.• Participation in Appeals process.

PDA• Verify participant status• Provide a self-monitoring platform for participants• Create and maintain a national professional development catalogue.

P/T Members

• Encouraged to identify and offer recognized learning opportunities that meet associ-ation member needs.

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CHAPTER5MARKETING &

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COMMUNICATIONThe marketing and communication of the Professional Development Program is a shared responsibility. All marketing will fall under the CPRA brand and provide the opportunity to include P/T member logos.

CPRA

• Final approval of all marketing and communication for the Program and its constitu-ent components.

CPRA PDC

• Reference group to PDA regarding marketing and communication strategies.

PDA• Will coordinate a national marketing and communication strategy.• Will work with P/T members to develop material and messages that can be used at a

local level.• Is liable for covering any marketing and communication shortfalls.

P/T Members

• To market the program to its membership to the best of its ability.• To work with the PDA to develop communications relevant to the local context.

CHAPTER6FINANCIALS

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6.1. General Considerations

Financial considerations related to administering the program are purposefully separate from those related to delivering the Certification Courses and Core Competency Workshops.

The financial objective of the CPRA Professional Development Program, Certification Courses, and Core Competency Workshops will be to:

• to establish fees that are affordable by most individuals and employers in the sector;• to provide revenues to CPRA;• to recover all operating, marketing and administration costs; and• to recognize P/T member contributions to the program.

This approach would clearly signal the existence of a national certification program. More-over, additional CPRA revenue will allow CPRA to more aggressively address the strategic plan and limit future increases to CPRA membership fees.

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6.2. Fees

• Certification Fee $ 290.00• Recertification $ 290.00• Certification Courses/Core Competency Workshops $ 465.00• Knowledge Presentation Retake $ 100.00• Re-assessment $ 50.00• Appeals $ 150.00

All fees are subject to the appropriate federal and provincial taxes.

6.3. Program Oversight

CPRA royalties are higher in the recertification phase in relation to the absence of P/T mem-ber stipends for convening Knowledge Presentation Review Panels.

Moreover, additional CPRA revenue will allow CPRA to more aggressively address the strate-gic plan and limit future increases to CPRA membership fees.

CPRA

• Final approval and direction of program fees, payments or reimbursements.• Receives a royalty for each registered program participant

○ Royalty rate shall be in proportion to the current and projected program reve-nue

○ Royalty shall not inflict undue financial hardship on the PDA or P/T members in relation to delivering and supporting the program

• Is not liable for program shortfalls as it relates to decisions in adherence with the above.

CPRA PDC

• Advise PDA on program fees, payments, or reimbursements.

PDA

• Will collect all program related fees• Will pay all program costs related expenses • Is liable for covering any program shortfalls

P/T Members

• A stipend shall be paid to each P/T member related to adjudication of Knowledge Presentations.

○ Stipend rate is set by CPRA ○ Stipend will be paid to the appropriate member upon invoice to PDA ○ Stipend is only paid once per participant or Knowledge Presentation Retake.

6.4. CertificationCourses/CoreCompetencyWorkshopOversight

CC and CCW fees have been established in accordance with the general financial principles.

The financial objective of the CPRA Professional Development Program, Certification Courses, and Core Competency Workshops will be to:

• to establish fees that are affordable by most individuals and employers in the sector;• to provide revenues to CPRA;• to recover all operating, marketing and administration costs; and• to recognize P/T member contributions to the program.

This approach would clearly signal the existence of a national certification program. More-over, additional CPRA revenue will allow CPRA to more aggressively address the strategic plan and limit future increases to CPRA membership fees.

CPRA

• Final approval and direction on CC and CCW as it relates to the fees, and payments.• Will receive a per participant/member royalty

CPRA PDC

• Advise PDA on course fees.

PDA

• Will collect all CC and CCW related fees• Will pay all CC and CCW cost related expenses • Is liable for covering any CC and CCW shortfalls

P/T Members

• Incorporation of national marketing and communication material into existing mem-ber communications

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The mission statement of CPRA reads as follows:To work together to advance the recreation and park sectors in Canada - to enable the sectors to better support the development of healthy Canadian citizens, communities and environments.

Key CPRA values include:Accountability Members DiversityEffective Teamwork Collaboration Equity

This project links to the following goal and objective:

Strategic Goal Objective Statement1. To increase the capacity of our sector Develop better sector information, effec-

tive collaboration, skilled professionals and improved quality.

Strategy Objectives Activities Timeline Resources Success Indicators

Professional Development (F1.1, F1.2)

Provide sector with needed professional development and certifica-tion programs.

Based on sur-vey results, build a strategic plan for CPRA engagement in formal pro-fessional de-velopment and certification programs.

By end of 2014

Staff Time

SDCC - advisory role

CPRAPD Working Group - led by ARPA

Strategic Plan in place by end of 2014 and ready for implementa-tion.

Implement plan for CPRA engagement in formal pro-fessional de-velopment and certification programs.

2014 - onward

Staff Time

SDCC - advisory role

Potential need for new staff to implement

At least one program in operation by 2016.

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APPENDIX ALink to CPRA Strategic Plan

APPENDIX BBackground & Key Learnings

CPRA and its members have entertained the prospect of establishing a professional devel-opment and certification program for several decades. The CPRA Board has established a committee to examine and guide the development of this goal. The recreation sector has fall-en behind a number of other professions and sectors in recognizing the value of formalized ongoing professional development and profession certification. Certification has become an increasingly predominate factor in job postings across sectors. Professional development is about strengthening the individual as well as strengthening the profession.

It is currently a goal of most if not all provincial and territorial governments to standardize a number of matters that impact economic development such as the requirements for profes-sional designations thereby eliminating artificial barriers to trade, development and in par-ticular labour mobility. The establishment of a national certification program would address this objective. In addition it could provide CPRA with a revenue stream that would enhance its capacity to act on behalf of all 13 P/T members.

The CPRA Professional Development Committee met in the fall of 2012 and agreed upon a number of foundational items to ensure success. As such, the following tasks have been undertaken:

1. The leadership of 12 of 13 members of CPRA were surveyed (Association Attitudes towards a National Model of Professional Development) with respect to their expec-tations and opinions of a national Professional Development and Certification pro-gram for the parks and recreation sector in Canada. In summary the direction was overwhelmingly in favour of a national Professional Development and Certification program.

2. A review of Professional Development and Certification programs in other countries was undertaken (Professional Development and Certification Audit). This was com-bined with a review of Professional Development and Certification programs in relat-ed organizations in Canada. These reviews provide advice on the “do’s and don’ts” for CPRA in developing Professional Development and Certification programs.

3. A catalogue of core professional competencies was developed (Core Competencies for Recreation and Parks 1.0) by ARPA through an extensive engagement with people in the sector over a number of years. The use of these competencies would provide a foundation and focus for a professional development program and provide instruc-tors and the participants with a benchmark for each course.

4. A survey of Alberta practitioners (Alberta Recreation and Parks Membership Survey Summary) was completed as a gauge of practitioner interest and expectation of a professional development certification program.

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Building on the information contained in these reports the CPRA Professional Development Task Force in partnership with the Alberta Recreation and Parks Association have developed a set of guiding principles and program framework for a national system of professional de-velopment.

Key Research Findings for Successful Program Design and ImplementationThe research undertaken of other organizations provided germane advice such as:

• Do not wait until we have every aspect of a program perfected.• Do not introduce the program over a protracted period of time.• Focus on the learning not the certification.• Do not make the certification process a complicated process.• Competencies should be a foundational element of a program.• Assume that we will learn and grow the program over time.• Assume that professional development is the means to maintaining your certification.• Recognize that members of the profession have experiential learning, recreation and parks postsecondary education and other postsecondary education.

A professional development program that has a sound research base of the experiences and advice of others nationally and internationally, a sound foundation of competencies and out-comes, a distinguished faculty and a national approach to certification and professional de-velopment cannot hope to succeed if those in leadership do not endorse the initiative in word and deed. The CPRA Board should encourage the leadership of the provincial and territorial members to be the early adopters of the initiative.

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APPENDIX CCPRA Professional Development

1. Purpose1.1. The PDC provide advice and insight to the CPRA Board of Directors with respect to supporting the sector through nationally coordinated professional development opportu-nities.

2. Mandate2.1. The PDC shall interpret the following:

CPRA’s Mission StatementTo work together to advance the recreation and parks sectors in Canada – to enable the sectors to better support the development of healthy Canadian citizens, communities and environments.

Strategic GoalTo increase the capacity of our sector

Objective StatementDevelop better sector information, effective collaboration, skilled professionals and im-proved quality.

3. Intended Outcomes3.1. To provide CPRA’s members with greater recognition for their current and future pro-grams and activities which contribute to an enhanced professional profile.

3.2. To provide employers of recreation and parks professionals with a greater assurance of consistent knowledge and skills amongst applicants for position vacancies and promo-tions.

3.3 To provide educational opportunities for other individuals and professions that inter-sects with the parks and recreation sector.

4. Qualifications4.1. Membership or employment with a CPRA member.

5. Membership5.1. The PDC is comprised of a minimum of seven (7) representatives appointed by CPRA for a three (3) year term - except in during the initial appointment when half the appoint-ment shall be for a 1-year term. Appointments shall start on a November 1 and end on October 31 of each term.

Committee (PDC)

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5.2. Members may not serve more than three (3) consecutive terms after which they must have at least a 1-year absence prior to reappointment.

5.3. The membership should have regional representation.

5.4. A committee chair shall be selected and appointed by CPRA.

5.5. The PDA shall serve as an ex-official, non-voting, member of the committee.

6. Roles and Responsibilities6.1. Members may not serve more than three (3) consecutive terms after which they must have at least a 1-year absence prior to reappointment.

6.2. The PDC reports to the CPRA Board of Directors on general professional development initiatives and the oversight of the Professional Development Certification Program.

6.3. The PDC acts in an advisory capacity to the PDA of the Professional Development Certification Program on all program and financial issues.

6.4. The PDC has no direct financial scope.

7. Decision Making7.1. The PDC will make recommendations based on the consensus of the committee mem-bership.

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APPENDIX DKnowledge PresentationReview Panels

1. Purpose1.1. The Knowledge Presentation Review Panels shall be appointed by P/T members to re-view and pass judgment over participant Knowledge Presentations as part of the require-ment for completing the CPRA Professional Development Certification Program.

2. Background2.1. The committee structure is based on existing best practice in similar evaluation envi-ronments.

2.2. Panels are coordinated at the discretion of P/T members.

2.3. The PDA is responsible for offering regular orientation for panel members.

3. Qualifications5

3.1. Qualifications for panel members are as follow:

3.1.1. Appointed by a P/T member

3.1.2. Completed the panel orientation

3.2. Qualification for panel members should be reviewed in 2021.

4. Membership4.1. Panel members are subject to the requirements of the P/T member by whom they have been appointed.

5. Membership5.1. Members

5.1.1. Panel members shall convene as requested by the P/T member for the purpose of evaluating a knowledge presentation cohort. A single review cohort shall be be-tween 1 and 6 participants.

5.1.2. Evaluation for each participant within a cohort will be completed for a written and oral knowledge presentation as outlined in the Participant Handbook.

5.2. Panels

5 P/T members are encouraged to select individuals for the Knowledge Presentation Review Panels who have significant experience and expertise in the recreation and parks sector, as well as, providing constructive evaluation of peer work.

5.2.1. Panels deliver a participant’s knowledge presentation grade, as outlined in the Participant Handbook.

5.3. Members have no financial scope.

6. Roles and Responsibilities6.1. Members may not serve more than three (3) consecutive terms after which they must have at least a 1-year absence prior to reappointment.

6.1.1. The chair will be appointed by the convening body and is responsible for guid-ing the panel towards a final (pass/fail) grade and facilitating the oral presentation.

6.1.2. Evaluating panel members will follow the marking rubrics for the written and oral presentations as outlined in the Participant Handbook.

6.1.3. A Panel will be established no later than three (weeks) prior to a cohort’s pre-sentation date and shall dissolve after all grading obligations to cohort participants have been met.

6.1.4. In the event of a grade appeal the panel must follow the appeals procedure as outlined in the Participant Handbook.

6.2. The PDC reports to the CPRA Board of Directors on general professional development initiatives and the oversight of the Professional Development Certification Program.

6.3. The PDC acts in an advisory capacity to the PDA of the Professional Development Certification Program on all program and financial issues.

6.4. The PDC has no direct financial scope.

7. Decision Making7.1. The panel will arrive at a participant’s grade on the consensus of the panel’s mem-bership.

7.2. The grade decision will be passed on to the PDA within 14 days of the knowledge presentation.

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APPENDIX EAppeals Group

1. Purpose1.1. The Appeals Group is to provide fair interpretation of grading and certification poli-cies and process and timely impartial judgement on appeals related to these policies and process.

2. Qualification2.1. The committee structure is based on existing best practice in similar evaluation envi-ronments.

2.2. Panels are coordinated at the discretion of P/T members.

2.3. The PDA is responsible for offering regular orientation for panel members.

3. Membership3.1. Qualifications for panel members are as follow:

3.1.1. Appointed by a P/T member

3.1.2. Completed the panel orientation

3.2. Qualification for panel members should be reviewed in 2021.

4. Role and Responsibilities4.1. The panels will meet as requested.

4.2. Appeals will be reviewed and ruled upon in line with the following schedule:

a) Appeal Chair – 14 days from receiving the appeal from the PDA

b) Appeals Panel – 21 days from receiving the appeal for the Appeal Chair

4.3. Appeal outcomes will be communicated as follows:

a) Appeals Chair – PDA - Appellant

b) Appeals Panel – PDA - Appellant

4.4. All reasonable efforts will be made to maintain the Appellant’s anonymity.

4.5. Final decisions should remain confidential.

4.6. The Appeals Group has no direct financial scope.

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5. Procedures5.1. As outlined in the Participant Handbook.

6. Decision Making6.1. The Appeal Panel will make recommendations based on the consensus of the commit-tee membership.

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APPENDIX FGrade Appeals Policy

Appeals Process Overview1. Scope and Application

1.1. The process applies to matters of appeal or complaint between the PDA and partic-ipants in the Professional Development Certification Program, relating to a certification course and knowledge presentation grade or the granting of certification. No final deci-sions shall be made with respect to the appeals at the commencement of the process.

1.2. Before filing an appeal a participant should be familiar with the grounds for appeal as outlined in the Participant Handbook.

2. Filing on Appeal2.1. A participant wishing to file an appeal must do so within 30 days of the act or aware-ness of the act for which an appeal is sought. This relates to all steps of the appeals pro-cess as well. Only acts outlined in the Participant Handbook are eligible for appeal. Formal appeals are filed through the PDA.

3. Screening the Appeal3.1. Within seven (7) days of receiving a complete appeal application, the PDA will notify the appellant in writing as to the validity of the appeal as outlined in the previous section. Invalid appeals will not be refunded. Valid appeals will be forwarded to the appropriate persons or panels.

4. Appeals Progression4.1. Appeals of grades and granting of certification will adhere to the following process by the Appeals Group:

a) Appeals Chair – as requested by the PDA, the chair will review the appeal within 14 days of an appeal screened as valid.

b) Appeals Panel – as requested by the PDA will convene to review the appeal and notify the PDA of the outcome within 21 days.

PurposeThis policy sets forth the basis of grading of common learning courses related to the CPRA Professional Development Certification Program and establishes:

• The basis on which a grade (pass or fail) will be assigned;• The responsibilities of the Instructor and Appeals Group with respect to grading; and• The responsibilities of the participant, the instructor, and the Appeals Group with

respect to the reconsideration of a grade of pass or fail.• This policy is intended to ensure the maintenance of high educational standards, rea-

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sonably consistent and equitable evaluation practices within and across courses, and appropriate procedures on the reconsideration of grades.

This Policy is not intended to restrict unduly the basis on which a final grade for a course are assigned, but to emphasize that participants, the Instructor and the Appeals Group should know in advance the general basis on which a grade will be awarded. This may include, in var-ious combinations, but not limited to such items as results on an examination, tests through-out the term, participation in discussion through a variety of distance education methods, projects assigned, term papers or essays submitted, evidence of extensive reading and re-search or required tutorial interaction with the Instructor.

The Basis on which Grades Shall Be AssignedGrades shall reflect demonstrated achievement in meeting course objectives.

The general procedures to be followed in arriving at the final grade shall be clearly commu-nicated to participants and the Appeals Group in advance. This may include, in various com-bination, but not limited to such, items as results on an examination, tests throughout the term, participation in discussion through a variety of distance education methods, projects assigned, term papers or essays submitted, evidence of extensive reading and research, or required tutorial interaction with the Instructor.

Participants shall be advised of the general manner in which a grade will be assigned for any specific work required throughout the term. For example, if an essay is to be graded for style, format or documentation, the participant shall be so informed.

Participants may only appeal the assignment of a final grade (pass or fail). Marks given by the Instructor to individual course assignments are not appealable. Participants are encour-aged to seek feedback about that assignment directly from the Instructor regarding the mark assigned and how it could be improved.

Grading: Responsibilities of the Instructor/Review PanelThe Instructor or Review Panel (hereafter referred to as Instructor) is responsible for pro-viding the participants (normally four weeks in advance of the start of the course) with a course outline and a statement setting out the course requirements and how these will relate to course grades. If circumstances subsequently require a change in those requirements, the instructor will provide participants with a statement setting out those changes within the first week of classes. Course outlines usually should advise participants how marks will be allo-cated among such activities as exams, tests, term papers, tutorial participation, projects, and any other requirements.

The Instructor will mark and return as promptly as possible assignments and other course requirements.

The Instructor will provide the Chair, upon request, with a clear rationale for whatever mark-ing approach is proposed.

The Instructor is responsible for maintaining clear records of the marks given, to weight those marks to establish a final grade, and to ensure those records and any participant work retained (exams, essays, etc.) are kept for at least one year following the end of the termina-tion of the course. Where a participant requests the reconsideration of a grade, the Instruc-tor and Appeals Group are responsible to retain records and participant work for one year following the final resolution of that reconsideration. Such records and material will be filed with and retained by the Program Delivery Agent for the subsequent semester(s) that the Instructor is absent. Upon request, a participant shall be given access to his or her own work, as well as information about the evaluation, marking, grading and weighting of it.

The Instructor is responsible for attempting to resolve each request from a participant to reconsider a grade, and to cooperate with the Appeals Group in the resolution of any request the Instructor is unable to resolve directly.

Grading: Responsibilities of the Appeals GroupThe Appeals Group is responsible for submitting to the Instructors course outlines, including statements of course requirements and how they will relate to course marks and grades, and for making these outlines available to participants (normally six weeks in advance of the start of the course).

The Appeals Group is responsible for considering requests from Instructors to assign marks on some basis other than that stated in above and to approve those requests in which the evidence suggests the alternative approach is warranted.

The Appeals Group is responsible for reviewing grading practices from time to time with the PDA and PDC in consultation with all contracted Instructors, for encouraging discussion of issues related to marking and grading, and for encouraging consistency in grading practices across all courses being taught.

When an Instructor and an Appellant are unable to reach agreement on the reconsideration of a grade, the Appeals Group is responsible for assisting them to achieve a fair reconsider-ation of a grade.

Grading: Responsibilities of the AppellantAn Appellant is responsible for retaining exams and assignments, including all Instructor comments and feedback, which are returned in case the Appellant wishes to appeal a grade.

An Appellant who is unclear about the requirements for a course, or about the basis on which a mark and will be assigned, or who is concerned about the marking of a particular assign-ment, is expected to seek clarification or to express his/her concern to the Instructor in a timely manner, normally within 10 days of receiving the information.

An Appellant who is seeking reconsideration of his/her final grade in a course is expected to raise his/her concern with the Instructor without delay, normally within 10 days of the re-lease of the final grade.

The reconsideration of a grade may result in the grade remaining unchanged.

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In the event that an Appellant is unable to contact the Instructor, or does not receive a timely reply from the Instructor, or wishes to pursue further a request for reconsideration of a grade after receiving a response from the Instructor, the Appellant may present in writing his/her request and supporting reasons for it to the Appeals Group. Such a request will normally be submitted within 60 days of the release of grades.

When Appeal of a Grade is RequestedAt each step in the process of responding to a participant request to reconsider or appeal a grade decision, the Instructor and the Appeals Panel shall respond in a timely manner, nor-mally within 14 days of receiving the request.

There are two levels of sequential appeal:1. Chair2. Appeal Panel

Each level is coordinated through the PDA.

When an Appellant has requested a grade be reconsidered, it is the Appellant’s responsibility to provide to the PDA all the relevant work returned by the Instructor, and it is the Instruc-tor’s responsibility to provide to the PDA all relevant work which has been retained.

An Appellant who is concerned that his/her request for reconsideration has been inappro-priately addressed at the Instructor/ Chair group level may convey his/her concern to the Appeal Panel. The Appeals Panel will review the events and:

a) where he/she is satisfied that no new evidence has been presented and that judi-cious and proper procedures have been followed throughout, will confirm the grade awarded at the Chair level;

b) where significant evidence appears not to have been appropriately considered at the Chair level, the Appeal Panel may refer for reconsideration back to the Chair with specific instructions;

c) where, in his/her judgment, the matter cannot be resolved at the Chair or desig-nate level, the Appeal Panel may initiate reconsideration by alternative means. The Appeals Panel will arrange for an appropriately qualified person (or persons) to re-evaluate the work and recommend a grade to the Appeal Panel. Should the partic-ipant request anonymity in such a re-evaluation, reasonable steps shall be taken to ensure it.

The decision of the Appeal Panel shall be final.

Retention of Examinations and Other RecordsAll participant work as well as records used to establish a final grade are to be filed with and retained by the PDA for one year following the semester in which they were written.

ScopeThis Policy applies to all courses or knowledge presentation included in the Professional Development Certification Program which a grade is assigned based on work submitted by participants.

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APPENDIX GProgram Fees & Expenses

The financial projections presented here are for program administration only and have been developed with a number of assumptions, specifically:

1. The proposed program fee is close to the final number but should not be interpreted as the final number.

2. The ‘Presentation Supports’ is the sum that would be paid to each P/T member in relation to adjudication of the Knowledge Presentation.

3. The item entitled ‘CPRA’ is the royalty directed to CPRA.

4. Lower revenue to CPRA in phase one of the program correlates with Association sti-pends for coordinating the ‘Knowledge Presentation‘.

5. The ‘Development Reserve’ is designed to fund the development and renewal of CCs and CCWs.

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Certification (Phase 1) - $290/Participant % $Presentation Supports (to respective P/T partner) 19% $55Staffing - PDA, administration 37% $107Marketing and Communications 12% $35Development Reserve 7% $20Administration and Technology 15% $44CPRA 10% $29TOTAL 100% $290

Certification (Phase 2) - $290/Participant % $Staffing - PDA, administration 40% $116Marketing and Communications 10% $29Administration and Technology 20% $58CPRA 10% $29Development Reserve 20% $58TOTAL 100% $290

Annual Participation Rate1% 3% 5% 10% 15%

120 362 609 1218 1827

$6,612 $19,946 $33,556 $67,112 $100,668$12,876 $38,843 $65,346 $130,691 $196,037

$4,176 $12,598 $21,193 $42,386 $63,580$2,436 $7,349 $12,363 $24,725 $37,088$5,220 $15,747 $26,492 $52,983 $79,475$3,480 $10,498 $17,661 $35,322 $52,983

$34,800 $104,980 $176,610 $353,220 $529,830

$13,920 $41,992 $70,644 $141,288 $211,932$3,480 $10,498 $17,661 $35,322 $52,983$6,960 $20,996 $35,322 $70,644 $105,966$3,480 $10,498 $17,661 $35,322 $52,983$6,960 $20,996 $35,322 $70,644 $105,966

$34,800 $104,980 $176,610 $353,220 $529,830

Canadian Parks and RecreationProfessional Development Registration Fees Rationale and Expense

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APPENDIX HCommon Learning Course/Workshop Fee & Expenses

The financial projections presented here are for administering Common Learning Courses and have been developed with a number of assumptions, specifically:

1. The proposed program fee is close to the final number but should not be interpreted as the final number.

2. Initial curriculum development fees are not included

3. 20 students per class

4. Platform and instructor expenses based on annually compounding 1% national par-ticipation

5. PDA will develop marketing for use by P/T members

Canadian Parks and Recreation Common Learning Course Fee Structure Projections

Costs Per Class Per Student/CourseInstructor $4,000 $200Learning Platform $2,000 $100Marketing and Communications $1,000 $50Administration $1,000 $50Course Updates $800 $40CPRA $500 $25TOTAL 9,300 $465

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1% of Membership/Year - RetainedYear Certificate Certificate Renewal 1 Certificate Renewal 2 Gross Revenue Admin $ Participants

1 $34,800 $34,800 $13,920 1202 $34,800 $34,800 $13,920 2403 $34,800 $34,800 $69,600 $27,840 3604 $34,800 $34,800 $69,600 $27,840 4805 $34,800 $34,800 $69,600 $27,840 6006 $34,800 $34,800 $34,800 $104,400 $41,760 720

APPENDIX IProjected Gross Revenue

3% of Membership/Year - Retained

Year Certificate Certificate Renewal 1 Certificate Renewal 2 Gross Revenue Admin $ Participants1 $104,980 $104,980 $41,992 3622 $104,980 $104,980 $41,992 7243 $104,980 $104,980 $209,960 $83,984 10864 $104,980 $104,980 $209,960 $83,984 14485 $104,980 $104,980 $209,960 $83,984 18106 $104,980 $104,980 $104,980 $314,940 $125,976 2172

5% of Membership/Year - RetainedYear Certificate Certificate Renewal 1 Certificate Renewal 2 Gross Revenue Admin $ Participants

1 $176,610 $176,610 $70,644 6092 $176,610 $176,610 $70,644 12183 $176,610 $176,610 $353,220 $141,288 18274 $176,610 $176,610 $353,220 $141,288 24365 $176,610 $176,610 $353,220 $141,288 30456 $176,610 $176,610 $176,610 $529,830 $211,932 3654

Projected Gross Revenue Over Six Years

*Colours correspond to intake cohort37

Certification Recertification Recertification RecertificationRegistration $ 290.00 $ 290.00 $ 290.00 $ 290.00Common Learning Courses $

$465.00465.00

Common Learning Workshop

$$$

465.00465.00465.00

$$$

465.00465.00465.00

$$$

465.00465.00465.00

$$$

465.00465.00465.00

Total $ 1,220.00 $ 1,685.00 $ 1,685.00 $ 1,685.00

Average Over One Complete Coe Competency Cycle (11 years) $ 570.45 /yr

APPENDIX JCPRA Controlled Participant Costs

Recreation and Parks Professional Development Certification Controlled Participant Costs

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APPENDIX KFuture Developments &Considerations

1. Second order of certification

2. Code of ethics

3. Policy development related to creating ‘niche’ certificate options – should include a national voice

4. Marketing that includes P/T member branding

5. Develop privacy and FOIP policy and procedures for participants and members

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APPENDIX LProgram Development Timeline

September 2013 October 2013 October - January 2014

January - February 2014

Submit reports, Core Competencies, Prin-ciples, Recommen-dations and Sample Framework to the Strategic Development Committee

Submit Reports, Core Competencies, Prin-ciples, Recommen-dations and Sample Framework to the CPRA Board – for con-sideration

Board members to cir-culate information (see left) to Associations for comment and feed-back to PDC Commit-tee – PDC committee tobegintofleshoutSample Framework

PDC Committee to revise information as recommended – PDC committee to begin tofleshoutSampleFramework

February 2014 February - April 2014 April - May 2014 May 2014CPRA Board to ap-prove (amended) , Core Competencies, Principles and Rec-ommendations and Sample Framework

PDC committee to circulate ‘straw dog’ CertificationModelthrough Board mem-bers to P/T Associa-tions for comment and feedback

PDC Committee to revise ‘straw dog’ CertificationModelasrecommended

CPRA Board to receive draftCertificationModel for consider-ation

May - August 2014 August - September 2014

October 2014 October 2014 - Fall 2015

Board members to circulateCertificationModel to P/T Associ-ations for comment and feedback to PDC Committee

PDC Committee to revise Model as recom-mended

CPRA Board to approv-alfinalCertificationModel for consider-ation

PDC Committee, CPRA and participating P/T Associations establish/developandfinalizeCertificationsupportsystems and resources

Fall 2015CPRA Parks and Rec-reation Professional DevelopmentCertifica-tionProgramofficiallylaunched

Caveats to this chart and the previous page:

1. Thecontentsofthischartarefluidandcanbeadapted/alteredin the best interest of the program

2. TimeneedstobetakentoensureadequateconsultationwithP/T Associations to create both buy-in and give time to consid-er systems to support the Model’s implementation – NOTE: No response would indicate support for what is proposed (although some response – yea, nay or ‘no comment’ would be appreciat-ed by the PDC Committee)

3. Launch in the Fall of 2015 is the outside date – launch may be undertaken earlier provided the program is ready and able to be supported by participating P/T partners.

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