Starting a Club
Where to Begin?
Starting a lifesaving sport club helps develop the discipline within a community, provides athletes with a structured environment and contributes to the growth and visibility of the sport.
From establishing the organization to recruiting members, several elements should be considered to build a solid structure and support the club’s long-term sustainability.
The Lifesaving Society supports clubs throughout the process and provides information and resources to help them at every stage.
Establish a Non-Profit Organization
Establishing a non-profit legal entity, also known as a non-profit organization (NPO), gives the lifesaving sport club a legal existence separate from that of its members. An NPO can own property, enter into contracts, exercise rights, and assume obligations and responsibilities in its own name.
The chosen name must comply with the rules applicable to business names in Quebec. A search of the enterprise register can also help identify names that are already in use.
Reserving a name with the Registraire des entreprises is optional and subject to a fee.
Incorporating a Quebec NPO is done through the Registraire des entreprises using the Application for Constitution as a Non-Profit Legal Person (RE-303).
The application includes information such as:
The names and contact information of the applicants;
The organization’s head office;
The first members of the board of directors;
The organization’s purposes, meaning its primary objectives;
Any other information required for incorporation.
A sworn declaration and payment of the applicable fees must also accompany the application.
The purposes define why the NPO exists and the objectives for which it was established. For a lifesaving sport club, these may include promoting amateur sport, developing sport participation and pursuing excellence.
The purposes should be specific enough to define the organization’s mission while remaining broad enough to allow it to evolve.
Once the application is accepted, the Registraire des entreprises issues the letters patent, officially establishes the legal entity and assigns it a Quebec Enterprise Number (NEQ).
An initial declaration must then be filed. It is free of charge when submitted within 60 days of registration.
Key takeaway: Incorporating the NPO is the first step in establishing the club’s administrative structure. Forming a board of directors and adopting operating rules are the next steps in ensuring sound governance.
Form a Board of Directors
Once the club has been incorporated as a non-profit organization (NPO), a board of directors must be established to oversee its governance.
Board members act as representatives of the organization and must comply with the obligations set out by law, the letters patent and the bylaws. The number of directors must correspond to the number specified in the NPO’s incorporation documents.
The board oversees the sound governance of the club and the fulfillment of its mission. Its responsibilities may include:
Ensuring compliance with the organization’s mission, bylaws and legal obligations;
Establishing the club’s directions and priorities;
Ensuring responsible financial management;
Adopting policies and rules necessary for the club’s operations;
Overseeing human, material and financial resources;
Keeping members informed of the organization’s decisions and activities.
Board members must act within the scope of their authority and in the best interests of the organization.
Depending on the club’s structure and bylaws, certain responsibilities may be assigned to board members.
President
Coordinates the work of the board and may chair meetings and general meetings, as well as officially represent the organization.
Vice-President
Supports the President and may assume their responsibilities in the event of an absence or inability to act.
Treasurer
Oversees the organization’s financial situation and the presentation of financial information to the board.
Secretary
Oversees the preparation and maintenance of minutes, records and administrative documents of the board.
These roles may vary depending on the club’s bylaws and needs.
Serving as a director involves responsibilities. Decisions must be made with prudence, diligence, honesty and loyalty, and in the best interests of the organization.
Particular attention should also be paid to conflicts of interest, resource management and compliance with legal and regulatory obligations.
The specific responsibilities of the board and its members should be clearly defined in the club’s bylaws and policies.
Key takeaway: A well-structured board of directors helps clearly define responsibilities, support transparent management and ensure the club’s continuity.
Adopt Bylaws
Bylaws establish the main rules governing the club’s operations and governance. They complement the letters patent and clarify the responsibilities of the board of directors, members’ rights and the rules governing decision-making.
Bylaws may specify:
Membership categories, rights and responsibilities;
Conditions for admission, withdrawal or suspension of members;
Composition, powers and operation of the board of directors;
Roles of officers;
Rules governing meetings of members and the board;
Notice, quorum and voting procedures;
The fiscal year and certain financial management responsibilities;
Conflict-of-interest rules;
Procedures for amending the bylaws.
Bylaws may be adopted by the board of directors. Unless otherwise provided by law, they must then be submitted to the members for ratification. A bylaw that is not ratified ceases to be in effect as of the meeting at which it is rejected.
Bylaws should also be reviewed periodically to ensure they continue to reflect the club’s activities and evolving needs.
A Template to Get Started
A template can make it easier to draft the club’s first bylaws, but it should be adapted to the club’s specific structure, activities and needs.
Éducaloi Tools - Que contiennent les règlements généraux d’un OSBL?
LégisQuébec - Loi sur les compagnies
Key takeaway: Clear bylaws help define roles and responsibilities, establish decision-making procedures and promote transparent club governance.
Hold General Meetings
General meetings allow club members to participate in the organization’s democratic processes and exercise the powers reserved for them.
The Annual General Meeting (AGM) provides an opportunity for the board of directors to report on its management, present financial information and elect board members when positions need to be filled.
A Quebec-incorporated NPO must hold an Annual General Meeting. The rules governing the meeting, including its timing, location, notice and quorum, must comply with the letters patent, bylaws and applicable legislation.
The AGM provides an opportunity to:
Present a summary of the club’s activities;
Present financial statements to members;
Elect members of the board of directors, when required;
Ratify certain decisions or amendments to the bylaws;
Address matters that fall under the authority of the members.
Before the Meeting
Good preparation helps ensure that the meeting runs smoothly. Notice of the meeting must be sent to members in accordance with the procedures set out in the bylaws.
An agenda should also be prepared to clearly identify the topics to be discussed. Financial statements and other documents to be presented to members should be prepared in advance.
During the Meeting
Before decisions are made, the quorum specified in the bylaws must be confirmed.
One person chairs the meeting to facilitate proceedings, while another records the decisions in the minutes.
Voting rights and decision-making procedures depend on the membership categories and the provisions set out in the bylaws.
After the Meeting
The minutes provide the official record of decisions made during the meeting. Once signed in accordance with the applicable rules, they must be kept in the organization’s books and records.
Decisions adopted at the meeting must then be implemented by the board of directors or the individuals responsible.
A special general meeting may be called when a decision requiring member approval must be made between Annual General Meetings.
Unlike an AGM, it generally addresses the specific matters identified in the notice of meeting. The applicable rules should be verified in the club’s bylaws.
A meeting may also be held virtually or in a hybrid format when the letters patent and bylaws do not prohibit it and the technology used allows participants to communicate adequately with one another.
Key takeaway: Well-prepared meetings encourage member participation, transparent decision-making and sound club governance. The bylaws remain the primary reference for determining the procedures specific to each organization.
Good management contributes to the club’s stability and allows those responsible to focus their efforts on developing its activities.
Keep Financial Records
Maintaining accurate financial records allows the club to track its income and expenses, prepare financial statements and meet its tax obligations.
Records must contain enough information for Revenu Québec and the Canada Revenue Agency (CRA) to verify the amounts received, spent, withheld, collected or paid by the organization.
All of the club’s financial transactions must be clearly recorded and supported by appropriate documentation.
Documents to be retained may include:
Bank statements;
Invoices and receipts;
Proof of payments and deposits;
Contracts and purchase orders;
Payroll records, where applicable;
Information related to membership fees and other income;
Documents related to grants and their use;
Financial statements.
Records may be kept in paper or electronic format, provided they remain accessible, legible and sufficiently detailed.
Membership fees, registrations, grants, fundraising activities and other sources of income must be recorded.
Expenses must also be documented and supported by appropriate documentation. Particular attention should be paid to grants, as eligible expenses and reporting requirements may vary from one program to another.
Regularly reconciling transactions with bank statements helps identify errors or discrepancies quickly.
The board of directors should clearly identify the individuals authorized to make or approve financial transactions.
Control measures may be established for:
Authorization of expenses;
Payments and reimbursements;
Access to bank accounts;
Management of payment cards;
Bank reconciliation;
Periodic presentation of financial information to the board of directors.
These rules may be incorporated into the bylaws or into a financial management policy specific to the club.
In general, Revenu Québec requires records and supporting documents needed for the administration of tax laws to be retained for six years after the last year to which they relate. The CRA also generally requires relevant tax records to be kept for six years. Different rules may apply to certain categories of documents.
Revenu Québec – Record Keeping and Retention
Canada Revenue Agency – Keeping Records
Key takeaway: Complete and up-to-date financial records promote transparent club management and make it easier to meet tax and administrative obligations. When the club’s financial or tax situation becomes more complex, consulting an accounting professional may be appropriate.
Plan for Insurance Coverage
Appropriate insurance coverage helps protect the club, the individuals involved in its management and the property used for its activities.
Lifesaving sport clubs that are affiliated and in good standing with the Lifesaving Society benefit from certain insurance coverage offered through the Society’s insurance program.
Club affiliation provides access to insurance coverage available to affiliated clubs in good standing, including protection for directors and officers.
Coverage, exclusions and applicable conditions may vary depending on the policy in effect. Insurance documents provided for the season are the reference for determining the exact scope of coverage.
Coverage may also be available for certain property owned by the club, including equipment used for training and competitions, such as manikins, fins, boards, paddles, surf skis and computer equipment.
Maintaining an up-to-date inventory of property and its replacement value makes it easier to assess insurance needs.
Particular attention should be paid to borrowed or rented equipment, property stored at different locations and equipment in transit, as specific conditions may apply.
A club’s needs may change as new equipment is purchased, new activities are introduced or new facilities are used.
At the beginning of each season, reviewing the club’s coverage helps confirm:
Activities covered;
Individuals and roles covered;
Insured property and its value;
Locations where equipment is stored;
Applicable exclusions, deductibles and limits.
The terms of the current insurance documents should always be reviewed before assuming that an activity, individual or item is covered.
Affiliation with the Lifesaving Society is valid for the sport season, currently from September 1 to August 31. New clubs must provide the Lifesaving Society with certain information, including their Quebec Enterprise Number (NEQ).
Key takeaway: Appropriate insurance coverage helps protect the club and the people who contribute to its activities. Coverage should be reviewed each season and adapted as the club’s activities, equipment and needs evolve.
Finance the Club’s Activities
Funding is essential to the development and long-term sustainability of a lifesaving sport club. Facility rentals, equipment purchases and maintenance, training, travel and competition participation are all expenses that need to be considered.
A diversified financial strategy helps reduce dependence on a single source of revenue and supports the club’s long-term development.
Membership fees and activity registration fees generally represent an important source of revenue.
Fees should take the club’s expenses into account while helping keep lifesaving sport accessible. An annual budget can help determine financial needs and establish appropriate fees for the activities offered.
Various government, municipal, sport and community programs may provide support for the activities of a non-profit organization. Eligibility criteria, eligible expenses and deadlines vary from one program to another.
Before submitting an application, it is important to verify:
The eligibility of the club and project;
The program’s objectives;
Eligible expenses;
Any required financial contribution;
Required documentation;
Deadlines;
Reporting requirements.
Each application should be tailored to the program and clearly demonstrate the project’s anticipated benefits.
Consult programs and services from Quebec governement
Consult Grants and funding from the Government of Canada
Businesses and organizations within the community can contribute to the development of a club through financial support, goods or services.
A partnership proposal should clearly present the club, its activities, its audience, the project to be supported and the visibility or recognition opportunities offered to the partner.
Support can take many forms, including financial contributions, equipment loans, facility access, transportation, food, professional services or supplies.
A sponsorship is not necessarily a donation. When a business receives a benefit in exchange for its contribution, such as promotional visibility, the nature of the transaction should be taken into account in the club’s accounting.
Occasional fundraising activities can supplement the club’s revenue while helping engage members and the community.
Depending on available resources, initiatives may include fundraising campaigns, sales, benefit events, refundable-container drives or other activities organized by the club.
Before launching an activity, the costs, resources required and potential revenue should be evaluated to determine whether the effort is worthwhile.
Organizing a competition or sport activity can generate revenue through registration fees while contributing to the development and visibility of lifesaving sport.
Profitability is not guaranteed, however. Facility rental, equipment, officials, safety, insurance and organizational costs must all be considered in the event budget.
The Lifesaving Society’s requirements for organizing and sanctioning competitions must also be followed.
A crowdfunding campaign can help mobilize the community around a specific project, such as purchasing equipment, participating in a competition or developing a new activity.
An effective campaign clearly presents its objective, fundraising goal, intended use of the funds and expected benefits.
Platform fees, payment terms and administrative or tax obligations should be reviewed before launching the campaign.
Fundraising should be part of the club’s annual planning rather than used only to address immediate needs.
An annual budget can help anticipate major expenses, establish fundraising objectives and determine the sources of revenue required.
Diversification remains a good practice: membership fees, grants, partnerships and fundraising activities can complement one another to support the club’s activities.
Key takeaway: A diversified and well-planned funding strategy contributes to the club’s stability, the accessibility of its activities and the development of lifesaving sport. Funds received and spent must be recorded in the club’s financial records and used in accordance with the conditions associated with each
A club is first and foremost built around the people who bring it to life: athletes, coaches, volunteers, board members and partners.
Recruit Members
Recruitment contributes to the development and long-term sustainability of a lifesaving sport club. Before launching activities, it is important to assess interest within the community, identify the target groups and ensure that the necessary facilities and coaching resources are available.
Lifesaving sport can appeal to a wide range of people: individuals from the aquatic community, swimmers or participants in other sports, young people looking for a new sport, or anyone interested in developing their physical and technical skills.
Lifesaving sport is best understood through experience. Introductory activities provide an opportunity to discover the events, training and team environment in an accessible setting.
Different initiatives can be organized, including:
Introductory activities or open houses;
Trial sessions;
Demonstrations at aquatic or community events;
Participation in municipal or sport events;
Introductory Pool or Surf sessions.
These activities also provide an opportunity to explain how the club operates, including schedules, costs and development opportunities.
Recruitment does not end with registration. A positive welcome experience supports integration and can encourage long-term involvement.
New members should be able to quickly understand how the club operates, meet the people responsible for coaching and participate in training sessions suited to their level of experience.
Groups or pathways adapted to different skill levels can also make lifesaving sport more accessible to those discovering the discipline.
Growth in athlete participation must remain consistent with the club’s capacity, including facility availability, equipment, number of participants and coaching resources.
Individuals acting as coaches during training sessions and sanctioned competitions must hold the accreditation required by the Lifesaving Society. Accreditation is valid for the sport season, from September 1 to August 31. Criminal record check requirements also apply.
Key takeaway: Effective recruitment relies on an active presence in the community, opportunities to discover lifesaving sport and a positive welcome experience. The goal is not only to attract new members, but also to encourage them to continue their journey with the club.
Engage and Retain Volunteers
Officials and volunteers play an essential role in the development of lifesaving sport. Their involvement supports club operations, competition organization and the quality of the experience offered to athletes.
Encouraging long-term involvement involves providing a positive welcome, appropriate support, clearly defined responsibilities and regular recognition of their contribution.
A person’s first experiences with a club or at a competition can have a significant influence on their desire to remain involved.
When welcoming a new volunteer or official, it is important to clearly explain:
Their role and responsibilities;
How activities or competitions are organized;
Key contacts and resource people;
Available tools and training;
Opportunities for development and further involvement.
A gradual introduction helps build confidence and provides a better understanding of how lifesaving sport operates.
Guidance from experienced individuals facilitates learning and helps develop skills in a positive environment.
For new officials, a mentoring system can provide opportunities to speak with an experienced official before or after a competition, review specific situations and better understand decisions made during events.
Feedback should be constructive, respectful and focused on skill development.
Involvement can evolve with experience. Providing learning opportunities and new responsibilities allows volunteers and officials to continue developing their skills.
This may include:
Training and professional development activities;
Support toward different levels of certification;
New responsibilities within the club or at competitions;
Participation on committees or in activity organization;
Mentoring opportunities with new volunteers or officials.
The goal is to allow each person to find a form of involvement that matches their interests, skills and availability.
The conditions in which volunteers carry out their responsibilities directly affect their experience.
Good planning includes realistic schedules, sufficient breaks, meals or snacks when appropriate, and all the information required to perform assigned tasks.
It is also important to provide opportunities for volunteers to share feedback, needs or concerns.
Recognition should not be limited to the end of the season. A thank-you, positive feedback or acknowledgement of a job well done can contribute to a sense of belonging.
Recognition can take many forms: acknowledgement at an event, a thank-you message, recognition of years of involvement, nomination for an award or simply showing appreciation for the work accomplished.
What matters most is that recognition be sincere, regular and appropriate to each person’s contribution.
Key takeaway: A positive experience encourages long-term involvement. Welcoming, supporting, developing and recognizing volunteers and officials helps build a strong sport community and supports the development of lifesaving sport.
Pool, Surf, Equipment and Coaching Staff ; Setting up lifesaving sport activities also requires careful planning when it comes to facilities, equipment and coaching staff.
Choose the Right Equipment
Lifesaving sport requires equipment suited to the various events, but a club does not need to own all competition equipment from the outset. Equipment can be acquired gradually based on the disciplines offered, the number of athletes, available facilities and the club’s objectives.
When starting out, priority should be given to the equipment needed for regular training sessions. More specialized equipment can then be purchased as the club develops and begins participating in competitions.
Before making purchases, consider the following factors:
The disciplines and events practised by the club;
The number and age of athletes;
Equipment already available at the training facilities;
Competition requirements;
Opportunities to borrow or share equipment with other clubs;
The available budget.
Purchasing new equipment is not always necessary. Borrowing, sharing equipment between clubs and purchasing used equipment can help reduce costs, particularly when starting a club.
When purchasing used equipment, its condition, safety and compliance should be verified before use.
Equipment for lifesaving sport and aquatic activities is available from suppliers such as Aquam and Lifeguard Depot.
The list below presents the main equipment used in lifesaving sport to help clubs plan their needs and purchases.
Find Facilities and Coaching Staff
Starting a lifesaving sport club requires access to suitable facilities and qualified individuals to supervise its activities. These elements should be considered from the beginning of the project to determine the club’s ability to offer regular and safe training sessions.
Depending on the disciplines offered, training sessions can take place in a pool or in a Surf environment. An agreement should be established with the facility or site manager to determine training times and conditions of use.
Before confirming a location, several factors should be considered:
Availability and cost of training times;
Dimensions, depth and characteristics of the facility;
Access to the equipment required for training;
Available equipment storage space;
Site safety rules and requirements;
Opportunities to organize activities or competitions.
It may be beneficial to contact a municipality, aquatic centre, educational institution or aquatic site manager to explore potential partnerships.
A club must also be able to rely on qualified coaches to plan and supervise training sessions. The number of coaches required varies depending on factors such as the number and age of athletes, the activities offered and the characteristics of the facility.
Depending on the club’s structure, other individuals may also contribute to its operations, including administration, coordination, competition organization, communications, fundraising and activity support.
The recruitment of volunteers and officials should also be considered from the early stages. Their involvement becomes particularly important once the club begins participating in competitions.
Developing relationships with aquatic facilities, municipalities, schools and sport organizations within the community can help facilitate access to facilities, recruitment and club development.
Key takeaway: A suitable facility, a qualified coaching team and a strong network of involved individuals provide a solid foundation for the development and long-term sustainability of a lifesaving sport club.