Hutton Sports Center, Chapman College, Orange, California

Hutton Sports Center, 219 E. Sycamore St., Chapman College, Orange, California, January, 1980. The Harold Hutton Sports Center, completed in 1978, is named in honor of this former trustee, and made possible by a gift from his wife, Betty Hutton Williams. Renovated in the mid 1990s.

Weight room, Hutton Sports Center, Chapman College, Orange, California

Weight room, Hutton Sports Center, 219 E. Sycamore St., Chapman College, Orange, California, March, 1979. The Harold Hutton Sports Center, completed in 1978, is named in honor of this former trustee, and made possible by a gift from his wife, Betty Hutton Williams.

Sculpture by R. Bret Price and Harold Hutton Sports Center, Chapman College, Orange, California

Sculpture by R. Bret Price in front of the Harold Hutton Sports Center, 219 E. Sycamore St., Chapman College, Orange, California. The Harold Hutton Sports Center completed in 1978, is named in honor of this former trustee, and made possible by a gift from his wife, Betty Hutton Williams. Image used for holiday card by Chapman College president G. T. "Buck" Smith and his wife Joni.

Entrance, Hutton Sports Center, Chapman College, Orange, California

Entrance, Hutton Sports Center, 219 E. Sycamore St., Chapman College, Orange, California. The Harold Hutton Sports Center, completed in 1978, is named in honor of this former trustee, and made possible by a gift from his wife, Betty Hutton Williams.

Moving from values inaction to values-in-action : an exploration of how values can be managed intentionally by national sports organizations

The study examined the intentional use of National Sport Organizations' (NSOs) stated values. Positive Organizational Scholarship (POS) was applied to an Appreciative Inquiry (AI) approach of interviewing NSO senior leaders. One intention of this research was to foster a connection between academia and practitioners, and in so doing highlight the gap between values inaction and values-in-action. Data were collected from nine NSOs through multiple-case studies analysis of interview transcripts, websites, and constitutional statements. Results indicated that while the NSOs operated from a Management by Objectives (MBO) approach they were interested in exploring how Management by Values (MBV) might improve their organization's performance. Eleven themes from the case studies analysis contributed to the development of a framework. The 4-1 framework described how an NSO can progress through different stages by becoming more intentional in how they use their values. Another finding included deepening our understanding of how values are experienced within the NSO and then transferred across the entire sport. Participants also spoke about the tension that arises among their NSO' s values as well as the dominant values held by funding agents. This clash of values needs to be addressed before the tension escalates. Finally, participants expressed a desire to learn more about how values can be used more intentionally to further their organization's purpose. As such, strategies for intentionally leveraging values are also suggested. Further research should explore how helpful the 4-1 framework can be to NSOs leaders who are in the process of identifying or renewing their organization's values.

Managing Volunteers in Canadian Community Sport Organizations

This study examined the use of human resource management (HRM) practices with volunteers in Canadian Community Sport Organizations (CSOs). Using the Volunteer Management Inventory (VMI; Cuskelly, Taylor, Hoye & Darcy, 2006), 219 leaders of associations in basketball, curling, ice hockey, skating, skiing, swimming, and volleyball participated in this study and identified current trends in HRM practices and perceived issues in the retention of volunteers. Data collected was analyzed using mean and descriptive statistics, T-tests, ANOVAs, and regression analyses. Results indicate that there is a varying use of HRM practices amongst the organizations, and also a significant correlation between the use of HRM practices and the retention of volunteers, particularly board members. Implications and future research directions are discussed regarding how HRM practices and principles may be applied to CSOs.

View overlooking the Hutton Sports Complex at Chapman College, Orange, California

View from Hashinger Hall overlooking the Hutton Sports Complex at Chapman College, Orange, California, 1979. Rooftops of residences and trees in the foreground; the stadium and athletics field in the background.

Organizational capacity and knowledge transfer : a qualitative case study of the 2007 Canada Winter Games host society

Understanding and managing the knowledge transfer process in sport organizations is an essential component to enhance organizational capacity. Very little research on either capacity or knowledge transfer within a sport organization exists. Consequently, the purpos e of this qualitative case study was to, examine the transfer of knowledge process within a major games host society. Specifically, two research goals guided the study: 1) To develop a model to explain a knowledge t r ans f e r process in a non-profit ma jor games hos t organization and 2) To examine the relevance of the model to a Canada Games Hos t Society. Data we r e collected from interviews with middle and senior level volunteers as well as senior s t a f f members (n= 27), document s and observations. The findings indicated three barriers to knowledge transfer: structural, systemic, and cultural. As a result of the findings a revised model for knowledge transfer wa s proposed that included modifications related to the direction of knowledge flow, timing of the knowledge transfer process, and group inter-relations. Implications identified the importance of intuition managers, time and organizational levels for successful knowledge transfer. Recommendations for future host societies and the Canada Games Council are presented.

Peer Motivational Climate and its Relationship with Positive and Negative Affect in Intramural Sports

The study of peers as an influence on sport participation has received minimal exploration. The purpose of this cross-sectional study was to determine how peer created motivational climates (task-involved and ego-involved) impact positive and negative affective states of intramural sport participants post-participation. Three hundred and fifteen intramural sport participants (N=315) at a Canadian university completed a questionnaire after participating in their intramural sport. Hierarchical regression analyses and MANCOVAs were used to examine the effects of peer motivational climates on positive and negative affect. Results revealed that task-involved peer climates are more conducive of positive affective states post-participation whereas ego-involved climates result in lesser positive affective states and more negative affective states. Teams that promote improvement and effort instead of intra-team competition and conflict will have more positive recreational sport experiences. Future research should explore other psychological outcomes that can result from peer created motivational climates in recreational sport team settings.

Report of the committee appointed to inquire what amendments are necessary to the Act granting bounties in land and extra pay to certain Canadian volunteers: January 11, 1817, read, and, together with the bill herewith reported, ordered to be printed. (1817)

Includes (p. 3-4) a letter from the Acting Secretary of War to the chairman of the committee dated Department of War, December 26th, 1816.

Pelham Cares Inc. fonds, 1980-2015

The beginnings of Pelham Cares occurred in 1982 when the Mayor of Pelham, Eric Bergenstein, received a letter from Janet Hassall, a social worker with Niagara Regional Home Care. Hassall requested that a Social Service Committee be established in Pelham to address gaps in community services, a practice that several other communities in the Region had adopted. Such committees were commonly composed of church parishioners, so Bergenstein contacted Canon J. Nowe of the Holy Trinity Anglican Church, who expressed an interest in participating in such a committee. Bergenstein arranged a meeting in June, 1982 at the United Church Hall in Fonthill, for any interested parties to learn more about the existing Social Service Committees in the Region. The meeting was not part of a Town Council project, but rather an initiative undertaken by Mayor Bergenstein in a personal capacity. Subsequent meetings chaired by Eric Bergenstein were held throughout the remainder of that year, during which the name of Pelham Cares was decided, a steering committee established, and services to be offered were determined. These initially included “visits with the lonely, the shut-ins, at home, hospital or on an outing ; run errands for those who are “stuck”; step in, in emergencies, or regularly, to free a parent or spouse who can’t otherwise get a “break”; in emergencies, provide food, clothing, furniture, medicine and other necessities”. The first official meeting of Pelham Cares occurred in January 1983. Currently, the main services offered by Pelham Cares are a food bank; transportation services to medical appointments; and sponsorship programs to allow youth with limited financial means to participate in sports, recreational and educational activities. The organization also provides emergency food, supplies or short term accommodation due to fire or other catastrophic loss, as well as providing referrals to appropriate organizations or agencies. Pelham Cares is dependent on the funding from community partners such as service clubs, citizens, local businesses, financial institutions and churches. These services are provided by volunteers and one part-time employee. A permanent location for Pelham Cares was established in 2014 with the purchase of a property on Highway 20 East in Fonthill, after a 30 years search for a permanent facility.

Volunteering and Social Capital: A Case Study of Older Hospital Volunteers in Southern Ontario

Volunteering as a form of social activity can facilitate older adults’ active aging through community engagement. The purpose of this qualitative case study was to understand the views on older adults’ volunteerism in a community hospital network in Southern Ontario. Utilizing in-depth interviews with 10 older volunteers (over the age of 65), document analysis, and a key informant interview, I explored their experiences of volunteering and social capital development at six hospitals in the network. Data analyses included open and axial coding, and conceptualization of the themes. Four major themes emerged from the data: reasons to volunteer, management’s influence, negative experiences of volunteering, and connections with others. The findings of this research emphasized older volunteers’ strong commitment and enthusiasm to support the hospital in their own communities, the power of volunteering to enhance the development of bonding, bridging, and linking social capital, and the influence of two major contextual factors (i.e. the Auxiliary Factor and the Change Factor) to facilitate or hinder older volunteers’ social capital development in the hospitals. Future research directions should focus on further unpacking the different degrees to which each type of social capital is developed, placing emphasis on the benefits of social capital development for volunteers in healthcare settings. The implications for practice include the targeted recruitment of older adults as healthcare volunteers while creating volunteer positions and environments in which they can develop social capital with their peer volunteers, hospital staff, patients, and people in surrounding communities. To sustain their existing dedicated long-term volunteers, in particular their Auxiliary groups, the community hospital network can enhance facilitating factors such as the Auxiliary Factor while mitigating the negative effects of the Change Factor. By developing social capital through volunteering in their own communities, older adults can engage in active aging, while participating in the development of an age-friendly community.

Letter (rough copy) written to Colonel Hope, commander of the Queen’s Volunteers from J.P. Bradley

Letter (rough copy) written to Colonel Hope, commander of the Queen’s Volunteers from J.P. Bradley offering his services (3 pages, handwritten). Bradley asks why he was not appointed to the new corps, Nov. 8, 1838.

Appointment of John B. Parkynn [Parkin] (J.P. Bradley’s brother) to be an Ensign of the 1st Company of the Royal Quebec Volunteers

Appointment of John B. Parkynn [Parkin] (J.P. Bradley’s brother) to be an Ensign of the 1st Company of the Royal Quebec Volunteers. This is signed by the Governor General, the Earl of Gosford and Governor General, Secretary J. Walcott, Nov. 27, 1837.