Is Burlington unknowingly endorsing a shift toward a privatized model of youth sport ?

By Katie Lebel

July 4th, 2025

BURLINGTON, ON

As a follow-up to your ongoing coverage of the Burlington Aquatic Devilrays (BAD), I wanted to share some new context that will inform Monday’s Council meeting, where the club will formally delegate.

Is the Sports Eco-system in the process of changing?

While the immediate issue is pool time allocation, the broader concern emerging from this case is that the City of Burlington may be unknowingly endorsing a shift toward a privatized model of youth sport — one that prioritizes market expansion over community values. BAD’s delegation will respectfully ask Council to consider what kind of sport ecosystem they want to support going forward.

Here are four key differences between BAD’s nonprofit model and the model GHAC appears to be advancing:

1. High Fee Structure

• GHAC programs appear to cost 2–2.5x more than BAD for similar age groups and training levels.
• These higher costs do not appear to be tied to more intensive programming or superior coaching.
• Instead, they seem to reflect a market-based, pay-to-play model that could create a barrier to access for many families.
• This marks a shift away from the principle that youth sport should be accessible and publicly supported.

2. Drop-In, Multi-Pool Practice Model

• GHAC swimmers reportedly attend practices at multiple pools across the region, rather than being assigned to a single site/team.
• This disrupts traditional sport development frameworks, which emphasize peer cohesion and long-term coach-athlete relationships.
• The model seems to prioritize parental convenience and consumer flexibility — echoing for-profit gym or swim lesson models rather than club sport principles.

3. Multi-City Expansion

• 

  There are more than 130 swimming clubs in Ontario

  GHAC operates in Hamilton, Dundas, Ancaster, Stoney Creek, and now Burlington — a region-wide, growth-first footprint more characteristic of commercial expansion than community sport.

• Centralized administration and uniform branding further reflect a franchise-style approach, rather than a municipal or community-rooted one.

4. Aggressive Recruitment / Market Capture

• GHAC has begun recruiting BAD swimmers, which is viewed by many as a market acquisition tactic, not a collaborative approach between clubs.
• This raises concerns that the City’s endorsement of GHAC is enabling market consolidation, rather than fostering a diverse, inclusive sport landscape.

We risk losing an entire philosophy of sport.

5. The Bigger Picture:

This isn’t an isolated case. The model GHAC is advancing is not unlike the rise of private swim schools like Aqua-Tots or Goldfish Swim School — both of which have steadily eroded participation in municipal swimming lesson programs by offering high-fee, drop-in based alternatives.

While these providers fill a market niche, the concern is that public infrastructure — in this case, municipal pools — is now being allocated in ways that mirror those privatization trends.

Preserve what’s working.

Why It Matters

“There could be room for both models in the sport ecosystem,” says Kimberly Calderbank. “But if the City pushes out volunteer-led, community-based clubs in favour of market-based providers, we risk losing more than just pool hours. We risk losing an entire philosophy of sport — one that values equity, inclusion, and community-building over revenue growth.”

BAD’s delegation will be rooted in gratitude, positivity, and a simple request: do no harm.

Protect access.

Preserve what’s working.

And ensure that Burlington’s public infrastructure serves all families — not just those who can afford to pay more.

Katie Lebel is a supporter of the Burlington Aquatic Devilrays.