SPORT CLUB SYSTEMPILOT

PORTFOLIO COMMITTEE

November 2014

BACKGROUND

• Notwithstanding the lack of up to date assessment of the impact of the Club Development Programme, anecdotal evidence indicates that the current approach:– Is unsustainable as there is no graduation system for the clubs

being supported through funding from Government– Does not allow for tracking of progress with establishment on

new clubs as well as growth of existing clubs– Is not based on the system through which appropriate support is

rendered to clubs based on well established profiles and needs– Is not based on uniformly accepted standards for clubs based on

objective grading and classification• Recognising the above, SRSA through the Club System

seeks to create an integrated and sustainable mechanism for the development of clubs on the basis of common and generally acceptable minimum standards

SCOPE

• Two Provinces and two districts were targeted for the pilot:– Kwa Zulu-Natal, eThekwini as an urban pilot– Limpopo, Mopani District as a rural pilot

• Three Codes targeted– Netball

– Football

– Athletics

• Consultative sessions were conducted with the National Federations Football, Netball and Athletics

• At this session the concept and implementation plan was shared with the Federations. The outcomes of the session were:– Commitment by all to the programme and plan– Confirmation of the Federation’s official responsible for

the programme– Agreement that for consistency these officials would form

the Implementation Group.– Terms of Reference to define the scope and

responsibilities of all stakeholders were formulated– Commitment by federations to define the roles and

responsibilities particularly with regards to the involvement of Provincial Federation officials

NATIONAL STAKEHOLDERS

• Outcomes continued:– Agreement that National Federations would be

for part of the consultative sessions held with the Provincial Stakeholders

– Commitment to further identify any potential resources or contributions such as mentoring of clubs identified

NATIONAL STAKEHOLDERS

• Consultative sessions were held with the following stakeholders in the provinces:– Sessions coordinated by the Provincial Departments

responsible for Sport and Recreation– The affected District Municipality (where applicable)– The affected Metropolitan Municipality or Local

Municipalities (where applicable)– Provincial Sport Confederation / Council– District Sport Councils– Local Sport Council– Identified Provincial Federation– Local Associations

PROVINCIAL STAKEHOLDERS

• The following are the Pillars of the Programme:– An Audit of Clubs to establish the number of clubs

nationally, per province, district, local municipality and ward per sport as well as their status in terms of membership as well as governance

– The Toolkit is a resource that contains the important information and templates to be used by communities and sport structures in establishing and managing clubs.

– The Grading Framework which forms of part of the Toolkit establish the guidelines for classifying clubs.

PROGRAMME PILLARS

• Data gathering process– A questionnaire was formulated– It was distributed through Provincial

Departments responsible for sport and recreation to their district offices and Provincial Federations to clubs

– The questionnaires was completed by clubs and returned to the provincial departments via the districts and provincial federations

– The Provincial Departments Consolidated information and sent to SRSA

AUDIT OF CLUBS

• Data Storage– A proper database to store the information

(based on the questionnaire) is being developed

– Therefore the information is kept in varying formats and programmes

– The data is still manageable as the number of clubs are still low. However with the growth of the programme a proper system / programme would be required

AUDIT Cont.

• LIMPOPO MOPANI DISTRICT– Netball Clubs 5– Football Clubs 10– Athletics Clubs 10– Total 25

• Kwa Zulu Natal eThekwini– Netball Clubs 37– Football Clubs 414– Athletics Clubs 100– Total 551

AUDIT SUMMARY

• Almost 98% of the Clubs do not have banking accounts and clubs are run from contributions by individuals

• Constitutions not to a desirable standard• Clubs could not differentiate between a constitution and

club profile• Most, if not all the clubs do not have access to facilities

as well as storage for their equipments• Most of the club officials do not have necessary skills

and therefore need training in different fields i.e. Sports Management, Coaching, Financial management etc

• Most of the clubs could not affiliate to relevant structures / association, this due to financial challenges that clubs are facing

EMERGING LESSONS

• The minimum requirements for the Toolkit were formulated and sent to the provinces

• After consultation with stakeholders it emerged that Toolkits exists in the country which are owned primarily by training providers

• Therefore it was recommended that Provincial Departments procure training packages to cover the following:– Training on the toolkit per club– Provision of the toolkit (material) per club

• The provinces are in the process of implementing the training on the Toolkit for the clubs identified through the Audit

TOOLKIT AND GRADING

• Club Grading is part of the Toolkit

• Four categories– Entry Level Clubs– Intermediary Clubs– Advanced Clubs– Excellence Clubs

• The Provincial Departments, Local Sports Council and Local Associations are to grade the clubs based on the Club Audit outcomes

TOOLKIT AND GRADING

• SRSA formulated the Franchise Agreements through Legal Services

• The Agreement defines the terms of engagement between the Franchisees (club administrators and the Franchisor (Provincial Departments)

• The Agreements were sent to the Provincial Departments

FRANCHISE AGREEMENTS

• Considering that some elements of the Pilot are still being implemented, it would be premature to make final deductions of the programme’s feasibility

• The following are the key programme elements which are being implemented:– Conclusion of Franchise Agreements between Provincial

Departments and the audited clubs– Procurement of the training providers for the toolkit for the audited

clubs– Facilitating the clubs’ affiliation to the federations– Facilitating the clubs’s registration as NPOs– Establishing a proper database for Clubs to enable more in-depth

analsysis of clubs audited– Grading of clubs on the basis of the audit results

CONCLUSION AND NEXT STEPS

THANK YOU