Moving towards social inclusion: Manager and staff perspectives on an award winning community sport and recreation program for immigrants |
| |
| Institution: | 1. University of Regina, Canada;2. University of Otago, New Zealand;1. Adelphi University, Department of Exercise Science, Health Studies, Physical Education, & Sport Management, 1 South Avenue, Woodruff Hall, Room 172, Garden City, NY 11530, United States;2. Oregon State University, Milam Hall 118L, 2520 SW Campus Way, Corvallis, OR 97331, United States;3. University of Ottawa, School of Human Kinetics, Faculty of Health Sciences, 125 University Private, Room 345, Otttawa, K1N 6N5, Canada;4. Ball State University, 2000 W. University Drive, Muncie, IN 47036, United States;5. University of Kentucky, College of Education, 127 Seaton Building, Lexington, KY 40506-0219, United States;6. University of British Columbia, Auditorium Annex, 1924 West Mall, Vancouver, BC V6T 1Z2, United States;7. University of Ottawa, Geographic, Statistical and Government Information Centre, 65 University Private, Morisset Hall, 309D, Ottawa, ON K1N 6N5, Canada;8. University of Toronto, 55 Harbord Street, Toronto, ON M5S 2W6, Canada;1. Leeds Beckett University, Cavendish 214a, Headingley Campus, Leeds, LS6 3QU, United Kingdom;2. Leeds Beckett University, United Kingdom;3. The Football Association, United Kingdom;1. School of Physical Education, Sport and Exercise Sciences, University of Otago, PO Box 56, Dunedin 9054, New Zealand;2. Faculty of Kinesiology & Health Studies, 3737 Wascana Parkway, University of Regina, Regina, SK, Canada S7N 0A2;1. University of Illinois Department of Recreation, Sport and Tourism Huff Hall 104, MC-584 Champaign, IL, 61820, USA;2. University of Technology Sydney, CCW Building CB08, PO Box 123 Broadway, NSW 2007, Australia |
| |
| Abstract: | This case study examined manager and staff perspectives on their local sport and recreation department's role, organizational practices, and challenges faced when developing and sustaining a wellness program for immigrants that received a program excellence award from a provincial recreation association in Canada. Data were collected through a document analysis and interviews with all 10 staff and managers involved in the development and implementation of the newcomer wellness program, an integrated intervention with a physical activity and sport component. The findings revealed that the recreation department largely adopted an assimilation role where newcomers were expected to fit into existing programs and the implications of this are discussed. Managers and staff pointed to four key organizational practices that fostered newcomer inclusion including: having multiple staff champions, using a leisure access counselling approach, developing community partnerships and outreach, and implementing culturally sensitive marketing. Challenges encountered were reducing multiple barriers to program participation, uncertainty about interculturalism, managing partnerships, and a reliance on short-term funding that threatened the sustainability of the program. We extend a theoretical framework on the organizational dimension of social inclusion, suggest ideas for future research, and discuss implications for community sport and recreation practitioners. |
| |
| Keywords: | Organizational dimension of social inclusion Immigrants Assimilation Interculturalism Community sport and recreation Case study |
| 本文献已被 ScienceDirect 等数据库收录！ |
|
