Feasibility Study for a High Performance Training Center for Springboard and Platform Diving in Switzerland Bachelor Thesis Presented to the School of Business In fulfillment Of the requirements for the Degree Bachelor of Science in Business Administration (International Management) By Sandra Eckert International Management 3.4 August 2008 Supervisor Prof. Dr. Rolf Meyer
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Feasibility Study for a High Performance
Training Center for Springboard and
Platform Diving in Switzerland
Bachelor Thesis
Presented to the School of Business
In fulfillment
Of the requirements for the Degree
Bachelor of Science in Business Administration (International Management)
I hope that this paper can contribute its part to helping progress and professionalize
Swiss Diving and its high performance structures. I feel very fortunate to having had
the chance to contribute to a matter that is very important to me personally. It has given
me the possibility to use and consolidate both my knowledge about business
administration and Swiss sport structures. I believe that during the past weeks I have
learned a great deal about the potential and the risks of such new projects, especially
in sports.
I would like to thank Michael Barth for giving me the possibility of engaging in this
project. I think we share a vision, and I have been very grateful for his support and his
input. I would also like to thank Rolf Meyer for his helping hand and his specialist input.
Last but not least I would like to extend a warm thanksgiving to all my interview
partners. Without them much of my work would have remained theory.
What remains to say is that I hope that my work is a first step towards a successful
high performance center.
Sandra Eckert
Glattfelden, 22 August 2008
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2. Introduction
2.1. Initial Situation
Springboard and platform diving are in Switzerland a marginalized sport.
Professionalization is yet to be achieved. Athletes are mostly trained by their local
associations and regional/national talents are periodically invited to special training
sessions and assessments. This structure has brought limited success over the past
few years: There are three elite athletes competing internationally but their
achievements remain very limited. Some of the younger talents have been performing
quite well over the last two years but due to the changing environment their future
development remains to be seen. One main obstructive factor is the regional dispersion
of athletes. The three regional performance centers are at the moment in Geneva,
Lausanne and Zürich. Training possibilities are at the moment still provided at all three
centers, which seem to lead to certain reluctance to accept the need and the
consequences of centralization.
2.2. Problem Definition
Swiss Diving, the Swiss diving federation, is investigating measures and steps of how
to further professionalize the sport in order for athletes to obtain satisfying results in
international competitions. One of the measures, the one used most internationally, is
to centralize athletes' training from a certain age on in a high performance training
center (hptc).
Such a professional diving hptc does not yet exist in Switzerland and Swiss Diving
would like to analyze the feasibility of setting one up. Because of high infrastructural
requirements paired with a lack of financial resources it is at the moment to be
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assumed that the new hptc will be based on existing structures in Switzerland in the
region Aargau-Zürich. The pool is located in Zürich Oerlikon. This paper analyzes and
proposes organizational structures1 and frameworks2 that could be used by Swiss
Diving. The main focus is on the creation of an infrastructure and an environment for
children and teenager entering secondary schooling level and recruited from entire
Switzerland because at the moment this is the most promising group of athletes for
Swiss Diving. Additionally, at this age the young talents should, for future success, train
15 hours3 or more. This is virtually impossible to achieve for regional associations
themselves; firstly, they do not have the necessary resources and secondly, the
educational situation of the athletes does rarely permit it.
Other than that, this paper explores and indicates the existing possibilities and
synergies for Swiss Diving to take advantage of. To ensure continuity and provide for
older elite athletes, a framework for them is also pointed out.
An hptc touches upon many stakeholders. It is therefore vital to, from beginning on;
involve all interested parties in such a project. The most important ones therefore have
to be asked for their opinion. As the entire project depends on athletes’ (and their
parents’) willingness to attend (send their children), the athletes’ current situation was
assessed and they were also asked about their attitudes towards an hptc. The same
applies for the regional associations. In addition, the responsible authorities in Zurich
were also interviewed.
1 Structure is used as a term to describe the organization and management of the HPTC;
those are administrative, communicative and organizational functions. 2 Framework: is used as a term to describe the entire environment of an athlete.
It is the setting they move in on a daily basis.
3 Author’s estimate
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As mentioned before, this paper is a first feasibility study and does not go into any
business plan details such as marketing/sponsoring or financing concepts.4 However, it
is essential to note that any project would be dependent on external financial sources.
Swiss Diving does not have the resources to advance such a project on its own.
Also, specific tasks and duties of the necessary personnel such as coach,
administrative support or supervision outside training and schooling will not be
explained in detail. Nevertheless, it is assumed that for an hptc a foreign coach will be
hired.
As this project is only feasible with public funding by Swiss Olympic and Jugend&Sport
(J&S) their conditions and requirements for the granting of funds will also be explained.
2.3. Methodology
The following approach was decided upon by client and author: Successful diving
nations such as the Netherlands, the US, Australia and Canada were identified by the
client. Desk research was then used to identify and outline organizational structures of
high performance centers in these nations. In addition to foreign institutes two newly
established Swiss example are also described. In a second step, favorable features for
a possible diving hptc were identified. Being that an hptc is feasible under various legal
forms a comparison of those is also provided, with advantages and disadvantages
shortly pointed out.
Frameworks of other hptc (or similar institutions) were identified based on a report
published by Swiss Olympic in 2007 that analyzes concepts for the promotion of young
sport talents in Swiss sport associations. 5 Other institutions were identified through
4 UBS & IFJ Institut für Jungunternehmen, St. Gallen
5 Swiss Olympic
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research or input provided by the client. Among the different types of institutions those
providing in the author’s viewpoint the most “value added” for Swiss Diving were
portrayed in detail. Synergies in Zürich have been identified through desk research and
interviews.
The stakeholders were either asked to fill in a questionnaire (athletes, parents) or they
were directly interviewed by the author.
2.4. Language Issues
As most sources used are of German origin; many terms have been translated by the
author. Due to cultural and legal differences, English translations may not be 100%
accurate.6 All terms considered important by the author are listed and defined in a
glossary of terms at the end of the paper.
2.5. Remarks
During the development of this paper the Olympic Summer Games were ongoing.
Because of preparation and competitions many potential interview partners were not
available. As a consequence most of the planned interviews with foreign institutions
could not take place. This applies also to interviews in Switzerland but to a much lesser
extent.
6 This is also true for English terms that were translated into German.
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3. Organizational Structure
Defining the organizational structure of a Swiss diving hptc extends into two different
aspects that need to be looked at:
The first point is de facto the organigram. Generally, training centers are organized as
small entities with a management body which is to a certain degree independent. It
makes the centers flexible and they can more easily adapt to changes in the
environment. Consequently, such structures are considered favorable. The most
successful diving nations, among them Australia, Canada, the Netherlands and the US,
also use such structures for their hptcs. It seems therefore advisable to orient towards
them as a role model. In Switzerland, the independent operation of an hptc is feasible
under various legal forms.
The second point to consider is the center’s relation to its mother association, which in
most cases is either a national or regional sport association. In the countries mentioned
above these affiliations can be very different from those in a Swiss environment. In
principal, the main question to be asked is how elite / high performance sport is
organized and what position an hptc takes in this structure. The general situation in
Swiss sports is that there are very few sport federations that have professional
structures. According to Rolf Kalich7 one of the main problems in Switzerland is that
most of the commissions are made up of volunteers. It would therefore be wrong to
expect more than volunteer work. Because of some people’s lack of time for their tasks
there is a lot of improvisation. Conditions are unstable and progress requires a lot of
personal effort. This is also true for Swiss Diving. It is Swiss Diving’s goal to change
towards goal-oriented and professional structures.
7 National coach Swiss Fencing
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3.1. High Performance Sport Institutions
3.1.1. Diving Australia / New South Wales Institute of Sport (NSWIS)
Figure 1: Diving Australia High Performance Program Organizational Chart8
8 Diving Australia
NSWIS
AIS = Australian Institute of Sport (Brisbane)
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Diving Australia is the Australian national diving federation which has several member
association (one for each Australian state)9. Diving New South Wales (Diving NSW),
one of the member associations, is an incorporated association.
This means that the association has a legal identity. Such an association is governed
by a management committee. Decisions for the association and their carrying out are
done by this committee.10
In the case of Diving NSW this is the board, and the CEO, who is a full-time employee
(here called the high performance manager). Strategic planning is done by the board
and the CEO.
Being a member of Diving Australia, Diving New South Wales (NSW) is bound by
Diving Australia's constitution. An annual membership fee is paid to Diving Australia.
Diving NSW’s main facilities and their high performance training center are located at
the New South Wales Institute of Sports, a multi-functional training center supported by
national and local government as well as corporate sponsors.11 NSWIS’s main source
of revenue is grants from NSW Sport and Recreation, funds raised through
sponsorship and any other small grants.12
Employed by the NSWIS for diving are one full time high performance coach and one
part time coach. NSW Divining does not employ any coach at all. At the NSWIS train
more than 200 divers, the most talented ones receive scholarships from NSWIS. Full
competitor divers are charged AU$ 200 per year. No other services (apart those diving-
/ sport-related) are offered by NSW Diving.
9 Brooker
10 The State of Queensland (The Department of Justice and Attorney-General)
11 NSWIS Sponsors & Partners
12 Brooker
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3.1.2. Swiss Sailing Team
Figure 2: Swiss Sailing Team Organizational Chart (German)13
As elite sailing on an international level becomes more and more professional, Swiss
Sailing estimated that international success would soon not be possible anymore. Its
structures were based on volunteer work, which was just not professional enough
anymore (compared to international standards). As of first of January 2006 Swiss
Sailing outsourced its high performance sport into a corporation, the Swiss Sailing
Team (SST). To ensure a binding connection between Swiss Sailing and the SST there
is a contract that regulates the services that the SST has to provide. In addition, the
president of Swiss Sailing sits on the board of directors14 of the SST and has veto
rights when it comes to third party contracts. Also, Swiss Sailing owns 26% of the
shares of the SST and has therefore a blocking share minority. The other shareholders
are mostly private persons. On the other hand the CEO of SST is a member with voting
13 Swiss Sailing Team Downloads
14 Verwaltungsrat
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rights of the executive board of Swiss Sailing.15
Swiss Sailing Team employs two people: A CEO and an assistant. Sources of financing
are Swiss Olympic, Swiss Sailing, private donors and other funds raised through
sponsoring. Main goal is coordination and organization of modular training sessions for
both elite and young talents (a project of reorganization and better coordination with
regional centers will be taken on after the Olympic Games 2008). In addition, they
organize sport-related services and help with career planning. SST is also responsible
for the selection of national squads.
Positive Aspects Negative Aspects • Full attention on sport-related activities
possible • External and internal communication
better and more professional • More professional appearance • Board is very well positioned in
economy and has good knowledge of the sport
• High administrative workload at the time of the foundation
Table 1: Positive and negative aspects of corporation according to Christine Herzer 16
Christine Herzer (responsible for coordination & athletes’ support) mentioned that there
have always been many private investors in sailing. Through professionalization and
incorporation such an investment into sailing has become even more attractive (money
flows and their use has also become more transparent17). Another supporting factor
was certainly that from beginning on, two members of the board of directors took on the
liability for any losses incurred.18 Also, as the corporation’s purpose is non-profit it is
exempt from taxation.
15 Gruber, Furrer
16 Herzer
17 Author’s opinion
18 Furrer
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3.1.3. Swiss Cycling Team
Figure 3: Organigram of the Future Swiss Cycling Team (German)19
Swiss Cycling has also decided to outsource its elite sport into a corporation. It is
planned to be founded as of the first of January 2009. Called the Swiss Cycling Team
(SCT), the corporation will in the future be responsible for all matters concerning the
sport directly (regulations, time planning, expert commissions) and all national squads
(U17, U19, U23 and Elite). SCT was designed after the role model SST. Similar to their
organization there is a contract that regulates the respective competences of each
organization as well as contract which defines the service to be provided on a yearly
basis.20 Contrary to SST, Swiss Cycling planes to leave the functions of marketing/
communication, finance / controlling and administration with Swiss Cycling. This is only
possible because Swiss Cycling already has a full-time office.
SCT wants to be able to market the different fields of cycling individually, which
19 Swiss Cycling Team AG
20 Peuschel
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becomes possible through this new legal form. It thereby hopes to generate more
financial means; mainly through individual sponsoring contracts.
3.2. Some First Deductions
In following conclusions takes mostly reference to the two Swiss examples as the
example of the NSWIS hardly seems to be applicable for Swiss conditions.
Clearly, the structure of an hptc and the organization and administration of elite sport
are two different issues. There are, nevertheless, some overlapping and the pressure
of the external environment that demands professional structures. Many of the tasks of
both hptc and elite sport department are, assuming most athletes train at such a center,
similar if not equal. The same entity can therefore be responsible for elite sport and its
strategic planning in general and the administration of an hptc. Thus, department “elite
sport” becomes in some sense an hptc and is outsourced into a corporation. What
remains to be clarified is which competences remain with the federation and which are
taken over by hptc/elite sport department. SST and SCT have chosen different options:
SST has taken over all external information as well as sponsoring for elite sport, where
as SCT leaves that to the national federation. On the other hand, Swiss Sailing remains
responsible for formation whereas here SCT has taken over this task from Swiss
Cycling. Both federations chose the legal form of a corporation. It clearly has to be
mentioned that SST had a broad-based financial backup, which created security in the
foundation process, whereas the financial situation of Swiss Cycling is not that bright.
3.3. Suitable Legal Forms
When being outsourced from the national federation an hptc/elite sport department
could be take three possible legal forms; that of a corporation, a limited liability
company or an association.
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Corporation21 A limited liability company (llc)22
Association23
Legal Basis
OR 620–763 OR 772–827 ZBG 60-79
Intended use
For any kind of profit-oriented company
Smaller, more person-related company
Political, religious, research, cultural, non-profit or any other non-commercial activity
Legal form
Legal person
Legal person Corporate association of people
Prerequisites for foundation
Public authentification of founding, approval of the corporation’s articles, election of board of directors and auditing agency, entry into Commercial Register
Public authentification of founding, approval of the corporation’s articles, (appointment of CEO)election of board of directors and auditing agency, entry into Commercial Register
Association’s articles in written form containing information about its purpose, its means and its organization
Entry into Commercial Register
Coming into operation only with entry into Commercial Register
Coming into operation only with entry into Commercial Register
Legal obligation to register if • Purpose foresees
any commercial activity
• Association is subject to auditing
Subject to auditing
Yes Yes Yes, if one of the two following values are reached within two years in a row • Value of balance
sheet 10m • Income 20m • 50 full-time
employees on a yearly average
Minimum # of shareholders
• At least 1 (legal or natural person)
• At least 1 (legal or natural person)
• None (At least 2 members to make up an association)
Minimum • Mandatory • Mandatory none
21 AG (as defined by Swiss law)
22 GmbH (as defined by Swiss law)
23 Verein (as defined by Swiss law)
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capital requirement
minimum capital of CHF 100’000
• Minimum cash payment of CHF 50’000
minimum capital of CHF 20’000
• All capital has to be paid in
Leading organ(s)
• General assembly • Board of
director(s) • Auditing agency
• General assembly • Board of
director(s) • Auditing agency
• meeting of all members Can be called in either by • Board24 • One fifth of all
members Financial liabilities
• Accountability of company’s assets
• Accountability of company’s assets
• Accountability of association’s assets (can be defined differently in association’s articles)
Mandatory accounting
Yes: bookkeeping according to Swiss Code of Obligations
Yes: bookkeeping according to Swiss Code of Obligations
Yes If entered into Commercial Register mandatory bookkeeping according to Swiss Code of Obligations Otherwise, any form of bookkeeping to record income and expenses
Taxation
• Corporation for profit and capital
• Shareholders for shares and dividends
Does NOT apply if: • Non-profit
orientation
• Corporation for profit and capital
• Shareholders for shares and dividends
Does NOT apply if: • Non-profit
orientation
• In principle liable for taxation
• Exemption: association is non-profit oriented
Cost of founding, consulting and notary
from CHF 4’000 on
from CHF 4’000 on
In principle non
Entry into Commercial Register
• CHF 600 • CHF 20 per
function • CHF 30 per official
signature • Usually between
same same
24 Vorstand
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CHF10 and CHF150 other fees
Table 2: Characteristics of Corporation, Llc and Association25
3.3.1. Financial Aspects
In terms of initial investment the association is clearly the most preferable option. The
hptc could start its operation without having to oblige any legal capital requirements.
The corporation requires initial capitalization of CHF 100’000, the llc of CHF 20’000. In
addition, entry into the Commercial Register as well as services related to the
foundation create additional cost.
3.3.2. Organizational Aspects
Associations are generally said to be unsuitable for general commercial activity. One
could argue whether the operation of an hptc is indeed to be classified as such an
activity. It would in any case most certainly be classified as non-profit to attain
exemption from taxation.
One advantage of both corporation and llc is that these legal forms are very suitable for
market orientation. Contrary to an association where all main decisions are subject to a
democratic process, final judgments are taken by the management. The influence of
shareholders on a corporation’s daily business is much smaller than the influence of
members on an association. The increased flexibility of a corporation is certainly
positive for the fast-changing sport environment. Another advantage is that the financial
and contractual liability renders management automatically more focused and goal
oriented. Corporation or llc would require the hiring of staff on a contractual basis. This
would make the enforcement of tasks and specifications possible. Naturally, both the
25 Wahl der Rechtsform, Schweizerisches Zivilgesetzbuch, Duttweiler
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above mentioned is not impossible in the context of an association.
3.4. Conclusion
The principle of outsourcing elite sport is based on the idea of a consolidation of
competences. The functions of a sport federation which need professional handling
and increased attention are outsourced. Thus it is necessary to establish which
functions are core competences of the federation and which functions can be
outsourced or moved to an elite/hptc department. This highly depends on the current
organization and environment of a federation. To chose the legal form of a corporation
for outsourcing activities is consistent with the idea of creating an independent entity
which is not person- but issue-related. The one opposing argument for this legal form is
the high capital requirement.
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4. Proposal Organigram “Swiss Diving HPTC”
In the previous chapters, possibilities for organizational structures have been outlined.
As mentioned in earlier, it is not simply the question of having an hptc or not. It is much
more a question of reforming sport structures for young talents and elite divers.
Reforming the elite structures can also have consequences for the whole organization
The directors are elected by the delegates of all member associations (regional clubs).
The director of Swiss Diving is in their function a member of the executive committee26
of the Swiss Swimming Federation (SSCHV). The directors designate a head for each
department, these people in their function members of the extended management
board of Swiss Diving. Generally, the main workload is done on volunteer basis. Clubs
responsible for coaching at all levels, basis to elite. Continuity and progress are mostly
in the hands of the regional associations. Periodical national squad training sessions
are organized by Swiss Diving. Divers become members of Swiss Diving through
payment of licenses; they are necessary to participate in regional and national
competitions.
As a member of the Swiss Swimming Federation, Swiss Diving is bound by their
constitution. This constitution states that the Swiss Swimming Federation is also
responsible for the appointment of a national squads and it defines terms of reference
(e.g. minimal number of points to attain) for international championships. Swiss Diving
either takes over this competence or has a consulting function. Additionally, Swiss
Diving has also received a new performance mandate from its member associations. It
clearly specifies that Swiss Diving has to provide for (high) performance sport.
4.1.1. Division of Functions
As pointed out in the previous chapter, the main question is where to divide all the
existing functions and how to assign them to an elite or a federation. From the author’s
point of view, in accordance with the examples Swiss Sailing and Swiss Cycling, it
would make most sense to leave all core competences with Swiss Diving and
outsource all functions crucial for elite structures. Core competences are finances (for
26 Zentralvorstand
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the federation), education, judges and competitions (on a national level). FINA&LEN27
could both be classified as either core competence or elite function. Concerning the
function “Information” Swiss Diving should orient towards the option Swiss Sailing has
chosen (explained in detail in the chapter “Organizational structure”).It seems more
advantageous for Swiss Diving. Especially external information, also with view to
generating more sponsorship, has to be handled professionally.
Unfortunately, a complete outsourcing of the whole elite structure is not possible. As
indicated above selection competences for national squads lie with the Swiss
Swimming Federation. To source this competence out would require a change of
constitution. However, this is not a realistic scenario. There are too many different
member associations and interests involved. As it is a goal to have more professional
structures within a shorter time horizon, it only remains to establish an hptc without any
of the before-mentioned decision powers. To ensure decision freedom it would be
structured as a non-profit corporation independent from Swiss Diving. Being that Swiss
diving also has the clear order to provide for high performance training it could assign
this task to an independent hptc. Performance monitoring and selection competences
would remain with Swiss Diving. Other than that, Swiss Diving would have no influence
on the strategy or the decisions of an hptc, except if it decides to purchase its shares.
On the other hand, Swiss Diving is, because of the performance mandate, still obliged
to provide financial means to an hptc.
27 Féderation International de Natation, Ligue Européene de Natation
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4.1. Independent HPTC
Figure 5: Relation of an independent HPTC to Swiss Diving
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The figure above illustrates the organizational chart of the hptc as well as its relation to
Swiss Diving. The hptc’s individual departments are subject to discussion. Most
probable situation in the beginning is the hiring of an hptc manager, this person would
the also be responsible for all administrative matters, and one coach, who would
contractually be bound to the hptc and supervised by the hptc manager.
The hptc would be related to Swiss Diving through contractual agreements regulating
the service to be provided on a yearly basis28. The strategic lead and planning for
“performance monitoring” remains with the extended management board of Swiss
Diving. The hptc defines its own strategy. The board of directors29 of the hptc would be
made up of people who have a good network, both in sport and in the private economy.
4.2. Framework
A framework as described in chapters four and five could be implemented regardless of
organizational structures. Crucial for success are the coordination of all services and
the assignment of clear responsibilities. Hence, the environment has to be informed
about who the contact persons are.
28 Leistungsvereinbarung
29 Verwaltungsrat
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5. Framework
The framework should ensure for athletes, recruited from entire Switzerland, to
effectively arrange training, schooling/vocational training/work, leisure activities and
accommodation in order to maximize amount and effectiveness of training. The aim
should be to design an athletes' environment as supportive as possible. A main goal
should be to have short traveling times between the different locations.30
The two major issues to be resolved are accommodation and coordination with
educational institution (school/apprenticeship). According to Swiss Olympic sport
associations indicate that for their athletes at the age of 16 (plus minus two years) total
pressure of sport and education becomes so high that it causes work overloads,
decreasing motivation and increasing conflicts of interest.31 Therefore, this pressure
has to be reduced through individual arrangements. Also, because students coming
from other cantons will join the hptc, questions about tuition fees and acceptance arise.
The table below illustrates an overview of existing hptc in Switzerland, mainly for young
talents. It also indicates which of them have been portrayed in more detail in the
following section.
30 Svab
31 Swiss Olympic Talents, Psychologisches Institut der Universität Bern 13
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Sport High Performance Center (National)
Performance Center (Regional) Organization
Badminton In development various Periodic meetings Biathlon Realp - Curling Bern - Soccer Frauen Huttwil Boarding school Soccer Men Emmen Boarding school Judo Magglingen - Gymnastics Frauen Magglingen various Boarding school Gymnastics Men Magglingen various Boarding school Athletics’ Magglingen various Periodic meetings Rhythmic gymnastics Magglingen - Wheelchair sports Nottwil .- Rowing Sarnen - Swimming Tenero Boarding school Alpine Skiing Brig, Davos Boarding school Ski jumping, Nordic combined In development -
Cross-country skiing Magglingen, Andermatt, Davos Boarding school
Climbing Niederwangen Periodic meetings Tennis Biel Boarding school Trampoline - diverse - Volleyball - diverse - Table 3: Overview Swiss High Performance Centers (for Young Talents) 32
32 SITUATION IN DEN SCHWEIZER SPORTVERBÄNDEN: Nachwuchsförderungskonzepte
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5.1. Detailed Overview of Analyzed Centers
5.1.1. HPTC Tenero Swiss Swimming33
Organizational Structure
Accommodation Coordination Sport - School
Financial Considerations
• Independent program under Swiss Swimming
• Addition to regional competence centers
• Centro Sportivo in Tenero CST (single and double rooms)
• Possibility of host families for younger athletes
• Meals provided by Centro Sportivo
.
• Commercial education for professional athletes (Handelsschule für Spitzen-sportler/innen)
• Other secondary schools as well as universities close by (with special programs for athletes)
• Annual costs for permanent attendee (with board) CHF 24’000
Main aim of the center is to strengthen the group of athletes „in between„ (having
finished mandatory education but not yet members of elite group). The center also
organizes additional training possibilities for the national team (for those members who
do not live in Tenero). The additional infrastructure ate the Centro Sportivo (gym,
massage) is available to the athletes.
One goal is also to create high training standards that trigger an international
reputation; this would open the possibility of providing services to foreign athletes and
generate new financial means.34
33 Weber
34 Author’s opinion
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5.1.2. Football Academy Zurich35
Organizational Structure
Accommodation Coordination Sport - School
Financial Considerations
• Integration of sport (soccer) and commercial apprenticeship, prolonged from 3 to 4 years
• GmbH • Independent
service for soccer clubs, Swiss Soccer federation, talented athlethes
• Not provided, service for the region
• Taking advantage of Zürich as a public transport hub
• Special study program of the KV Business School for Academy attendees
• Short traveling times as school and training grounds are only a few minutes apart
• Parents bear all costs (in total CHF82,00036 for four years)
• Cantonal scholarships will soon become possible
Days are organized as follows: Half the morning students attend classes, the other half
before lunch is reserved for training (two). In the afternoon students attend classes
again. The day ends at 15.00. Therefore, local players also have the possibility to
attend a second training session with their home club.
The athletes have two years of full-time schooling followed by one and a half years of
internship. These positions have mostly been acquired through O.Svab’s extensive
personal network of former soccer players. Athletes do not have to search for a position
themselves.
35 Svab
36 Kosten & Zahlungsmodalitäten
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5.1.3. Soccer AZ Huttwil (Girls) and AZ Emmen (Boys)37
Organizational Structure
Accommodation Coordination Sport - School
Financial Considerations
Belonging to the Swiss Soccer Federation
• Host families: • Performance
guaranteed through good environment
• Agreement between Parents, athleth, host family
• Integrated into normal school classes
• Adapted timetables
• Supervised homework hours
• Individual support • Meals provided
(lunch and dinner)
• Traveling expenses
• CHF 2’500 for host family accommodation
• From 1.1.2008: Patronage Crédit-Suisse (Crédit-Suisse –Academy)
The aim of these two centers is to support and train of the most talented Swiss players
in order to create a pool of possible players for the U16 (and older) national team.
Condition is that the players have passed their seventh school year. They then finish
their mandatory schooling in Emmen/Huttwil. Training sessions are set in the afternoon
(2h). The centers strive for optimal and continuous cooperation between soccer and
school. Because of the youth of most athletes host families are an important pillar of
the whole concept and provide some sort of social backup for the athletes.
37 Schweizerischer Fussballverband
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5.1.4. Swiss Tennis: HPTC in Biel (Educational Network in Biel38)
Organizational Structure
Accommodation Coordination Sport - School
Financial Considerations
Belongs to the Swiss Tennis AG of Swiss Tennis
Swiss Tennis Villa • Athletes partly attend school in Biel, partly they are taught by a tutor
• No athletes in aprenticeships39
According to P/L statement 2007 expenses of CHF1.4m for the hptc40 Boarding School costs are shared between Swiss Tennis and parents41
All attending athletes are still in secondary school age. They are integrated into regular
classes and are additionally supported by a private tutor. All athletes live in the Swiss
Tennis Villa where they are supervised and also catered for.
Swiss Tennis uses the Network Sport – Culture – Studies in Biel which offers an
educational program for secondary schooling42, meaning both schooling and vocational
training. This program is provided by the public authorities and for participating
students/athletes there is a central coordinator, career planning, a pool of
apprenticeship training positions, tutorials, prescheduled times for training sessions,
tolerant leave policy, medical concept, cafeteria and host families are available. 43
38 Netzwerk Sport – Kultur – Studium in Biel / Bienne
39 Swiss Tennis
40 Swiss Tennis
41 Villa Swiss Tennis
42 Sekundarstufe 1 und 2
43 City of Biel - Bienne
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5.2. Important Points to Retain
There are three different kinds of framework used in Switzerland to organize (high
performance) training centers.
1. Hptc with boarding school and internally organized schooling44
2. Hptc with board and external schooling in public schools (also with reduced
hours and additional internal support)
3. Training center where periodic training sessions are organized and possible
interferences of training times with school schedules are coordinated.45
The total integration of the framework decreases from option one to three. This means
that the less integrated an hptc is, the more services are offered by other providers
Right now, Swiss Diving uses option three, where most responsibilities and financial
burdens are delegated to the regions. The aim should now be to move towards option
one or two by existing structures.
Most boarding schools (option one) cater to the needs of more than one sport; they are
specialized on a range of different sports and cooperate with the respective federations
and Swiss Olympic. Educational and training programs are designed to suit the
athletes’ needs. Because of the infrastructural confinement this is certainly not an
option open to Swiss Diving at the moment. Also, to organize such a full-service hptc
would, for various reasons, not be feasible. Therefore, Swiss Diving should focus on
option two. As mentioned before, the most important factors to be considered very
carefully are education and accommodation, along with their financial considerations.
This side of the framework should then be complemented with more sport-related
services.
44 No example described in detail
45 No example described in detail
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5.2.1. Education: Schooling and Vocational Training and Studies
There are various methods of how to integrate school and sport. Athletes can be part of
regular school classes but receive additional support in a special tutorial to catch up
what they have missed during training sessions. Another possibility is to put athletes in
special schools for athletes, where there is less workload and prescheduled sessions
for individual training. There is a range of offerings in Switzerland and especially in the
region of Zürich.46 This could therefore also be a choice for Swiss Diving. Regardless
of which option is chosen, it would be advisable to provide for an official coordinator
which assists parents in educational matters. Additionally, it is recommendable to
inform school authorities already in an eventual planning phase as most of these
schools have explicit terms of admission that need to be satisfied. This also applies for
universities. As there will be athletes from other regions with possible language issues,
German tutorials for them will have to be provided. As discussed above, there are
possibilities to handle schooling. The issue of education becomes, however, more
complex when athletes progress beyond secondary schooling level to vocational
training. There are public authorities in certain cantons, for example Aarau, that offer
official support for athletes in an apprenticeship.47 Nevertheless, this still requires for
athletes to find an employer who is willing to take compromises. Firms have to be
ready to agree to flexible schedules, dispensation and possible prolongation of an
apprenticeship. It seems that this is cannot be found very often.48 Research indicates
that finding such a training position often requires a strong personal network or a
financial backup to be able to afford a privately financed commercial apprenticeship (for
46 LEISTUNGSSPORT UND AUSBILDUNG: Schulangebote für Sporttalente
47 Gloor
48 Author’s personal experience
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details see next chapter). Hence, helping athletes to find a vocational training position
suitable to their needs is a function that a future hptc should take on in order to
facilitate an athlete’s transition from secondary school to employment. Naturally, the
above mentioned network should at some point extend also to the provision of
positions for (part-time) employment. A long-term goal should be to create, together
with the public authorities and other interested federations and associations, an
educational network analogue to that in Biel.
5.2.2. Accommodation
There are possible ways of accommodating athletes; at home, in host families or in a
residence. These possibilities will be discussed in more detail in the next chapter.
5.2.3. Other Services
Other sport-related services such as psychological support, mental training,
recreational offerings and additional infrastructure like a gym have to be provided as
well. There are two scenarios; one is that Swiss Diving provided all services itself. This
cannot be considered as very realistic considering the financial investment. The other
scenario is to use available synergies and networks. (See next chapter for details)
5.2.4. Competitive Offerings
As the financial concern is undoubtedly omnipresent, new ideas for financial resources
have to be developed. Along the lines of the idea of Swiss Swimming, a Swiss Diving
hptc should aim at differentiating itself (inter)nationally. There is a small potential of
(Swiss) athletes changing from other sports because of a favorable framework. An
international reputation could be gained if the provided coaching and other services as
well as sport-school/work/studies coordination are competitive. These are mainly ideas
that need to be looked at in further detail and from a long-term perspective.
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6. Possibilities in Zürich
This chapter presents an overview of the possible framework which already exists in
the region Aargau-Zürich. It also indicates where and how Swiss Diving could use
existing knowledge and infrastructure to facilitate the creation of its own hptc.
Additionally it indicates possibilities of cooperation with other sport associations.
6.1. Hallenbad Oerlikon
Good cooperation with the city of Zürich and the councils responsible for the public
pool are a necessary prerequisite for an hptc. Without the required accessibility of
training facilities the project is not feasible.
Because the pool in Oerlikon is to 100% a public facility financed by the city, local
groups are preferred to any other users. Therefore, any occupation by non-locals is
subject to fees, depending on the purpose of the occupation. Swiss Diving would in all
cases have to coordinate with the Verein Zürcher Wasserspringer (VZW). A national
hptc in Zürich was rejected by the Swiss Swimming Federation not long ago. There is
certain hesitation to accepting the idea of returning to it now.49 In addition, the
springboards and the platform are a unique selling point of the pool in Oerlikon. It can
therefore be said that occupation is only possible to the extent that the pool does not
incur any losses due to a diminishing number of visitors. The use of other infrastructure
(gymnasium) would have to be discussed directly with its current renter, the Wellfit
AG.50 On other occasions (for the VZW) this has never posed any problems.
It has become clear that the existing pool will be demolished. Three projects at new
locations (but close the current one) are under discussion. Whereas the city‘s executive
49 Author’s opinion
50 Schumacher
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agrees in principle with the building of a new pool, the parliament has not yet voted on
the project. The costs of a new pool (according to FINA-Standards and with additional
infrastructure) are estimated to be around CHF 60m to 80m. These expenses have
already been budgeted (“städtischer Finanzplan”). One option would be to combine a
pool with an ice hockey arena. Here the costs are projected to be around CHF 150m
which would make a public vote necessary. This project is probably the one most
advance in whole Switzerland. Expected opening would be in 2015 or 2016. If Swiss
Diving (or the whole Swiss Swimming Federation) wanted to define its hptc definitely in
Zürich, the responsible authorities would be open to negotiations. Additionally, with
such a decision and a subsequent concept the project would be supported with federal
grants. There are, nevertheless, some concerns voiced about the usefulness of one
hptc for all water sports in Zürich, as it would again increase the dependence on one
particular location and its authorities.51
6.1.1. Lifetime-Fit AG (Wellfit)
As mentioned above the occupation and terms of use of both gymnasium and weight
room is to be agreed upon with Wellfit. It would be most advantageous if special terms
could be obtained for the use of the weight room by athletes.
Swiss Olympic J&S Swiss Diving/ SSCHV Sponsoring CHF 25'000 5 CHF 25'000 5 Sale of advertizing space Other sponsors and patrons Income from Sale of Service Sale of coaching services CHF 180'000 CHF 20'000 5 CHF 180'000 CHF 20'000 5 Sale of administrative services CHF 20'000 CHF 20'000 Retained Earnings TOTAL Option 1 CHF 50'000 CHF 575'000 CHF 58'889 TOTAL Option 2 CHF 50'000 CHF 575'000 CHF 58'889 PROFIT OPTION 1 CHF 19'000 CHF -50'930 CHF -9'714 PROFIT OPTION 2 CHF -28'000 CHF -76'930 CHF -13'307
Table 10: Budget Calculation for a HPTC, Administrative, Educational and Leisure expenses as well as Income
The column “validity” was inserted as a quality control measure. It indicates how accurate the budgeted values are:
1 Contract; 2 Valid offer; 3 Agreement; 4 Based on experience; 5 Guess
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10. Road Map
10.1. SWOT Analysis for HPTC in Zürich
Strengths Opportunities
• Basic commitment of athletes • Project independent from Swiss Diving
• Cooperation with VZW possible • Framework accessible and sufficient • Schooling possible • Housing possible • Professionalize diving in Switzerland • Increased communication (increased attention) • Finding sponsors • Development of an educational network
Weaknesses Threats
• Financial situation • Continuity (number of potential athletes) • High personal effort required to advance project
• Uncertainties concerning schooling • Uncertainties concerning vocational training • Need for an experienced coordinator / administrator • External financial dependency • Development concerning infrastructure
Table 11: SWOT Analysis for HPTC in Zürich
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Based on the presented evidence the project is considered feasible from the author’s
perspective. The project is worth to be pursued, even though there are still some
obstacles, since it is the only opportunity to accomplish the desired professionalization
in a relatively short time horizon. With an adequate amount of work this project could
become reality within two years. A more than sufficient framework can be found in
Zürich. Schooling is certainly possible, financial implications (tuition fees) for students
from other cantons as well as certainty of admission would have to be discussed with
the authorities. Choice of accommodation depends on various factors: host families
would certainly reduce costs but possibilities would have to be investigated further.
Own rental brings advantages from a group-building point of view but requires
personnel and is more expensive.
Securing the necessary capital is a challenging task but the intended organizational
structure offers an attractive investment perspectives. Nevertheless, a center only
makes sense if financial continuity, committed personnel and a sufficient number of
athletes can be ensured. The later can be guaranteed to some extent because the
involved stakeholders have, in principle, expressed their commitment.
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10.2. Next Steps
The assumed time horizon until opening is two years.
1. Task force hptc: To continue with this project there certainly needs to be a
committee or a single project responsible assigned to it
2. Contact Swiss Olympic: Inform and assess their opinion and willingness to
contribute to the project
3. Sponsoring concept: Indentify possibilities of financing through promotion and
the sale of shares
4. Road show for potential investors and sponsors
5. Inform VZW and public authorities: Initiate detailed planning for framework
6. Negotiation with schools: Secure admission and tuition fees for students
(especially from other cantons)
7. Contact other local associations for the building of an educational network
(especially “Gymnasium” and vocational training)
8. Concept for host families / rental object
9. Concepts as required by Swiss Olympic together with Swiss Diving (Young
talents and elite sport)
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11. Bibliography
Barth, Michael. Standpunkt NLZ Sandra Eckert. 10. August 2008.
Betreibungsämter der Stadt Zürich. «Existenzminimum .» 23. May 2001. Stadt Zürich.
German English Translation Körperschaftliche Personenverbindung Corporate association of people Leistungsauftrag Performance mandate Statuten Constitution Stützunterricht Tutorial Urlaubsregelung Leave policy Verband Federation Verein Association Verwaltungsrat Board of directors Zentralvorstand Executive committee
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13. List of Figures
Figure 1: Diving Australia High Performance Program Organizational Chart ................. 7
Figure 2: Swiss Sailing Team Organizational Chart (German) ....................................... 9
Figure 3: Organigram of the Future Swiss Cycling Team (German) ............................. 11
- Kostengutsprache der Wohnortsgemeinde oder Eltern.
- Nachweis der besonderen sportlichen Begabung und Leistungsfähigkeit.
- Für Schüler aus den Trägergemeinden kostenlos (evtl. mit Schulgeldanteil der Eltern)
- Für andere Schüler: CHF 12’000.–
Sekundarschule für Kunst- und Sporttalente Zürich Oberland Urs Wegmann, Schulleiter, Sportkoordinator Pfäffikerstrasse 30, House of Sports House of Sports, 8610 Uster 044 942 42 72 www.kunstundsportschule.ch [email protected]
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Other
Sportschule Buchs-Rohr, Buchs AG Sekundarstufe 1
Sekundarstufe I - Kleinklasse
Oberstufe - Realschule - Sekundarschule - Bezirksschule - Abschluss der
Sekundarstufe II Handelsschule integriert: KV-Ausbildung für Sporttalente Eidgenössisches Fähigkeitszeugnis für Kaufleute 4
Besonderes: Der Stundenplan nimmt Rücksicht auf die Bedürfnisse der Mehrheit der Sportler. Angebote: Morgentrainings, sportmedizinisches Konzept.
Schule: Bezirksschul- oder Sekundarschulabschluss. Sport: Zugehörigkeit zu nationalem oder regionalem Kader bzw. entsprechende Klassierung in der jeweiligen Sportart. Entwicklungspotenzial
Kosten (pro Schuljahr): Schule: CHF 1’800.– (inkl. alle Gebühren und Kosten für Unterrichtsmittel, Exkursionen und Spezialwochen).
Kantonale Schule für Berufsbildung, Weiterbildungsjahr Kontaktperson: Bahnhofstrasse 79 Angelo De Moliner 5000 Aarau 062 834 68 10 www.berufsbildung.ag 062 834 68 68 [email protected][email protected]
Berufs-schule Aarau, Aarau
Berufsfachschule gewerblichindustrieller Richtung, Berufsmaturität, Berufsmaturität für Erwachsene Sekundarstufe II Eidgenössiches Fähigkeitszeugnis, Berufsmaturität technischer oder gestalterischer Richtung 4; 3–4; 1
Die Schule koordiniert die berufslernenden Leistungssportler im Kanton Aargau. Dadurch können auch Leistungssportler anderer Berufsfachschulen in die Sportklasse der Berufsschule Aarau eintreten. Angebote: Geführter Stütz- bzw. Nachführunterricht,
Aufnahmebedingungen: Schule: Bestehender Lehrvertrag mit Zusatzvereinbarung für Leistungssportler. Sport: Talents Card Regional, Empfehlung Nationaler Verband und Verein. Entwicklungspotenzial im Sport.
Sekundarstufe II Gymnasiale Maturitätsschule Kantonale Maturität, eidg. anerkannt 5 (verlängert)
Angebote: Geführter Stütz- bzw. Nachführunterricht, Morgentrainings, zusätzliches Sportfach oder Ergänzungstraining, sportmedizinisches Konzept, Aufenthaltsraum, Kantine.
Aufnahmebedingungen: Schule: Abschlussprüfung an der Bezirksschule (mind. 4,7) bzw. Bestehen der Aufnahmeprüfung für Schüler, die nicht von der Bezirksschule Aargau übertreten. Ausserkantonale Qualifikationen für das Gymnasium werden anerkannt. Quereinstieg in jede Stufe möglich. Sport: Mitglied eines regionalen/nationalen Nachwuchskaders. Sportliches Potenzial für eine Laufbahn als Leistungssportler auf nationaler oder internationaler Ebene. Empfehlung durch den CH-Sportverband der
Kosten (pro Schuljahr): Schule: Üblicher Aufwand für Lehrmittel, Exkursionen, Spezialwochen, u. a. zusätzliche Aufwendungen im Bereich des individuellen Trainings und des sportmedizinischen Konzepts. Für Ausserkantonale wird ein Schulgeld erhoben (Kostengutsprache mit Anmeldung).
entsprechenden Sportart sowie durch den Sportverein und die verantwortliche Trainerperson.
VINTO Sekundarstufe II Berufsschule Eidg. dipl. Kauffrau/Kaufmann Profil E, Profil B DHF
Kaufmann/Kauffrau erweiterte Grundbildung und Detailhandelsfachleute in 4 years (verlängert) Apprenticeship with various partners plus 3 fitness trainings provided E-Learning, Morgentrainings, zusätzliches Sportfach- oder Ergänzungstraining, sportmedizinisches Konzept, Kantine.
VINTO Jugendförderung in Sport und Beruf Kontaktperson: KBZ Aabachstrasse 7 Benno Sidler 6300 Zug 041 728 57 74 www.vinto.ch 041 728 57 59 [email protected]
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16.3. Appendix 3: Evaluation Questions Support Young Talents (Verbandsförderung)76
1. Bewegungs-freundliches Umfeld Frage 1.1 Hat der Verband ein innovatives Konzept, welches ein bewegungsfreundliches Umfeld fördert? 2. Spitzensport und Schule Frage 2.1 Bietet der Verband für jede Kaderstufe eine adäquate Lösung im Bereich Schule und Leistungssport an? 3. Talentsichtung, -selektion und –förderung Frage 3.1 Hat der Verband für den lokalen Bereich (Club) spezielle Instrumente für die Talentselektion entwickelt? Frage 3.2 Hat der Verband für den regionalen Bereich spezielle Instrumente für die Talentselektion entwickelt? Frage 3.3 Hat der Verband für den nationalen Bereich spezielle Instrumente für die Talentselektion entwickelt?
76 Richtlinien
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4. Trainer: Aus- und Fortbildung Frage 4.1 Hat der Verband eine leistungssportliche Ausbildungskonzeption? Frage 4.2 Hat der Verband einen Ausbildungsverantwortlichen? Frage 4.3 Hat der Verband einen Nachwuchsverantwortlichen? Frage 4.4 Stimmt das Verhältnis der aktiven Trainer mit der geforderten Ausbildung auf der J+S-Förderstufe 2 und 3 mit der Anzahl Kaderathleten in der J+S-NWF? Frage 4.5 Werden die Ausbildungen für Leiter/Trainer gut besucht? 5. Soziale Betreuung – Karriereplanung Frage 5.1 Hat der Verband einen Verantwortlichen für Schule, Karriereplanung und Umfeldmanagment (Atlethenbetreuung)? Frage 5.2 Hat der Verband eine sinnvolle Lösung für die Spitzensportkarriere während der Militärdienstzeit?
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6. Medizinisches/psychologisches/pädagogisches Konzept Frage 6.1 Hat der Verband ein sportmedizinisches Konzept im Nachwuchsbereich? Frage 6.2 Hat der Verband ein Netz an sportärztlichen Fachpersonen im nationalen Nachwuchskader-Bereich? Frage 6.3 Hat der Verband ein Netz an sportärztlichen Fachpersonen im regionalen Nachwuchskader-Bereich? Frage 6.4 Haben die Mitglieder der Kader jährlich einen Check-up gemäss einheitlicher Vorgabe durch Verbandsarzt? Frage 6.5 Hat der Verband ein Konzept für den psychologischen Bereich im Nachwuchs? Frage 6.6 Hat der Verband ein Netz an psycholgischen Fachpersonen? Frage 6.7 Hat der Verband systematisch-strukturierte Aktivitäten in der Sucht- und Dopingprävention (Kampagne "cool and clean")? 7. Regionalisierung, Regionalzentren Frage 7.1 Verfügt der Verband über ein Konzept mit nationalen und regionalen Leistungszentren/Stützpunkten ? Frage 7.2 Wie ist die Quantität und die Qualität der nationalen und regionalen Leistungszentren/Stützpunkte? Frage 7.3 Organisiert der Verband für seine nationalen Kader zentrale Ausbildungslehrgänge (Trainingszusammenzüge, Trainingslager)? Frage 7.4 Unterstützt der nationale Verband seine regionalen Fördereinrichtungen finanziell (mit Eigenmitteln des Verbandes)?
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8. Kadersysteme Frage 8.1 Hat der Verband eine Kaderstruktur im Sinne einer leistungsorientierten Pyramide Frage 8.2 Hat jedes Kader ein klar definiertes, leistungsorientiertes Ziel (ausgerichtet auf internationales Level) und sind die Selektionskriterien für die Aufnahme ins Kader transparent und umfassend analog 3.4? Frage 8.3 Werden die regionalen Kader zentral nach einheitlichen Kriterien gebildet? 9. Wettkampfsystem Frage 9.1 Hat der Verband ein den jeweiligen Alterstufen und Ausbildungsetappen angepasstes Wettkampfsystem? Frage 9.2 Wie entwickeln sich die Schweizer Nachwuchs-/Junioren-Meisterschaften in quantitativer und qualitativer Hinsicht? 10. Langfristige Trainingsplanung Frage 10.1 Hat der Verband einen Rahmentrainingsplan für die jeweiligen Kader- und Altersstufen ausgerichtet auf den internationalen Leistungsstandard? Frage 10.2 Erfüllungsgrad dieser Rahmentrainingspläne (Vergleich Soll-Ist)? Frage 10.3 Entsprechen die Soll-Trainingsumfänge dem internationalen Standard Frage 10.4 Führt der Verband von seinen Athleten der nationalen Nachwuchskader eine systematische Leistungsdokumentation? 11. Kritische Reflexion und wissenschaftliche Forschung Frage 11.1 Setzt sich der Verband mit wissenschaftlichen Erkenntnissen im Nachwuchsbereich auseinander?
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12. Finanzierung Frage 12.1 Wie hoch ist die jährliche Kostenbeteiligung eines Inhabers einer Swiss Olympic Talents Card National für die nationalen Wettkampf- und Trainingsaktivitäten zu Handen des nationalen Verbandes? Frage 12.2 Wie hoch sind die Kosten in der Nachwuchsförderung? Frage 12.3 Wie hoch ist der Eigenfinanzierungsgrad in der Nachwuchsförderung? Frage 12.4 Wie hoch ist das Verhältnis zwischen dem finanziellen Aufwand Elite-Nachwuchs? 13. Weltstandsanalyse Individualsportarten Wo steht die Sportart in der höchsten Nachwuchskategorie im internationalen Vergleich?
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16.4. Appendix 4: Answers to Questionnaire (Divers, Parents)
19 Antworten 13 / 14 / 15 / 16 / 18 unter Vorbehalt, dass der Athlet das Alter von ca. 14 Jahren erreicht hat
Die gemachten Angaben entsprechen unseren persönlichen "Wunschvorstellungen" und sind so sicher nicht so einfach realisierbar. Die Antworten entsprechen dem, was wir jetzt so erwarten würden. Wir wissen allerdings nicht, welche Einstellung wir hätten, wenn wir plötzlich vor einer Entscheidung stünden.
0 Unsere Tochter ist noch nicht an dem Punkt angelangt, an welchem wir so ein Unternehmen forcieren würden. Z.Z. hat bei uns die Schule bestimmt noch Priorität
What legal form does your organization have? The programme started as a project, supported by the National Olympic Committee. Now it is the programme of the National team. How does your organizational structure look like? We have found a group of partners to support the programme. Owner is the Royal Dutch Swimming Federation. Partners are NOC, the city of Eindhoven, the local club PSV and the swimming pool “de Tongelreep”. How many people are employed by your organization and what are their tasks? In fact the National coach is the only fulltime employee. Of course the administration is done by the federation office; the facilities are my responsibility. How many full-time coaches are employed and what are their tasks and responsibilities? Only one full time coach, assisted by volunteers. Responsibility: to lead the technical programme, to train and coach the athletes. How many active divers train with you? How many of them are professionals About 10 divers. None of them is professional. Who is involved in strategic planning activities? I’m involved, together with a commission of experts (volunteers) and the federation board. Do you offer any other services apart from diving-related activities? We try to offer all facilities to make sure divers can concentrate on their sports programme. We help athletes finding the right schools, jobs, houses etc. How much do you charge a full-time attendee? The entrée is free. Divers who are in the national team can enter the programme. What are your other financial sources? Support of the federation, NOC and other partners.