The Current Status of Organizational Structure and Managementofethiopian Football Federation

Total Page:16

File Type:pdf, Size:1020Kb

The Current Status of Organizational Structure and Managementofethiopian Football Federation THE CURRENT STATUS OF ORGANIZATIONAL STRUCTURE AND MANAGEMENTOFETHIOPIAN FOOTBALL FEDERATION BY HAILUTEGEGNTESFAHUN JUNE, 2020 ADDIS ABABA THE CURRENT STATUS OF ORGANIZATIONAL STRUCTURE AND MANAGEMENT OF ETHIOPIAN FOOTBALL FEDERATION BY HAILUTEGEGNTESFAHUN A THESIS SUBMITTED TO THE SCHOOL OF GRADUATE STUDIES OF ADDIS ABABAUNIVERSITY INPARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE DEGREE OF MSC IN SPORT SCIENCE JUNE, 2020 ADDIS ABABA THE CURRENT STATUS OF ORGANIZATIONAL STRUCTURE AND MANAGEMENT OF ETHIOPIAN FOOTBALL FEDERATION BY HAILU TEGEGN TESFAHUN APPROVAL OF THE BOARD OF EXAMINE 1. __________________________ _______________ _____________ Chair person, Department DateSignature Graduate Committee 2. __________________________ _______________ _____________ Advisor Date Signature 3. __________________________ _______________ _____________ Internal examiner Date Signature 4. __________________________ _______________ _____________ External examinerDate Signature JUNE 2020 ADDIS ABABA Declaration I, the undersigned, declared that this Thesis is my original work and has not been presented for a master in any other university, and that all sources of material used for the Thesis have been duly acknowledged. Name: HailuTegegnTesfahun Signature: __________________ Date: __________________ This Thesis has been submitted for examination with my approval as a University adviser Name: WendimuTadesse(Assistance Pro.) Signature: __________________ Date: __________________ Acknowledgment It would have been difficult to accomplish this research in its present form had it not been for the help I received from many individuals .I would like to express my thanks to those who helped me during the process of conducting the research. Thanks are due to the organisation of Addis Ababa Sport Commission for sponsoring me to continue my study at Addis Ababa University. During the process of conducting this research I was encouraged to keep it up by Ato Solomon Seyoum and AtoSisay Alemayehu‟. I would like to extend my thanks to my adviser WondimuTadesse (Assistant Professor) for his generous assistance throughout the entire undertakings of the research. I would also like to take this opportunity and thank a few of many people who have made this MSc thesis possible. Words alone will not be powerful enough to express my gratitude to them for their personal and professional support in conducting the research. It would also be difficult, if not impossible, to name all the people with whom I have discussed and clarified my thoughts. Therefore, I am indebted to all my friends, colleagues and acquaintances. Finally, I wish to thank AtoTechaleAbebe who edited the language. i Table of Content Content Page Acknowledgment ................................................................................................................................... i Table of Content ................................................................................................................................... ii List of Figure ....................................................................................................................................... iv List of Table.......................................................................................................................................... v Acronyms and Abbreviations............................................................................................................... vi Abstract............................................................................................................................................... vii CHAPTER ONE ................................................................................................................................... 1 INTRODUCTION ................................................................................................................................ 1 1.1. Background of the Study ....................................................................................................... 1 1.2. Statement of the Problem ...................................................................................................... 3 1.3. Basic Research Questions ..................................................................................................... 4 1.4. Objectives of the Study ......................................................................................................... 4 1.4.1. General Objective.......................................................................................................... 4 1.4.2. Specific Objectives ........................................................................................................ 4 1.5. Significance of the Study ...................................................................................................... 4 1.6. Delimitation of the Study ...................................................................................................... 5 1.7. Limitation of the Study ......................................................................................................... 5 1.8. Operational Definition .......................................................................................................... 5 1.9. Organization of the Study ..................................................................................................... 6 REVIEW OF RELATED LITERATURE ............................................................................................ 7 2.1. Back Ground of Football from Global Prospective ............................................................... 7 2.2. Organizational Structure of Sport .......................................................................................... 8 2.3. Organizational Design ........................................................................................................... 8 2.4. Dimension of Organizational structure of Structure of Sport ................................................ 9 2.5. Organizational Chart ........................................................................................................... 11 2.6. Ethiopian Football Federation ............................................................................................. 12 2.7. Departmentalization ............................................................................................................ 13 2.8. Constitution of Sport Organization ..................................................................................... 13 2.9. General Assembly ............................................................................................................... 14 ii 2.10. Executive Committee ...................................................................................................... 14 2.11. Standing Committee ........................................................................................................ 15 2.12. Stakeholders in the National Association General Assembly .......................................... 15 2.13. The Number of Members at National Association General Assemblies .......................... 16 2.14. The Formation of League Company ................................................................................ 16 2.14. Importance of Organizational Structure .......................................................................... 18 2.14.1. Types of Organizational Structure ............................................................................... 18 2.15. Factors that Influences Structure of Sport Organization .................................................. 19 2.16. Human, Finance, Material and Equipment Resources Management ............................... 21 2.17. Management of Volunteers ............................................................................................. 22 2.18. Women Participation in Sport ......................................................................................... 24 2.19. Financial Management .................................................................................................... 25 2.19.1. Association model: Level of National Association Involvement and Financial Relationships with the National Association ................................................................................... 25 2.19.2. Revenue of Sport Organization ................................................................................... 26 2.20. Facility Management ....................................................................................................... 27 2.20.1. Designing and Planning On Facility ............................................................................ 28 2.21. Football Development ..................................................................................................... 28 CHAPTER THREE ............................................................................................................................ 29 RESEARCH DESIGN AND METHODOLOGY ............................................................................... 29 3.1. Research Design .................................................................................................................. 29 3.2. Research Methodology........................................................................................................ 29 3.2.1. Primary Data Source ................................................................................................... 29 3.2.2. Secondary Data Source ..............................................................................................
Recommended publications
  • Definitions & Structures
    Federation of Uganda Football Associations 2019/20 The 46th Edition The epitome of Ugandan Football Regulations 1 TABLE OF CONTENTS Chapter Article Description Page I DEFINITIONS 4 1 Abbreviations 4 2 Terms and phrases 4 II INTRODUCTION 7 3 Interpretation 7 4 Leading Opinion 7 5 Scope 7 6 Structures 7 7 Doping 7 8 Communication 7 III CLUBS 8 9 Registration of Clubs 8 10 Medical 8 IV THE COMPETITION 9 11 Naming 9 12 Composition 9 13 Trophy 9 14 Medals 9 15 Management 9 V COMPETITION FORMAT 10 16 Preliminary Rounds 10 17 First Round 10 18 Second Round 10 19 Third Round 10 20 Fourth Round 10 21 Fifth Round 11 22 Sixth Round 11 23 Determining the Winner in event of Force Majeure 11 24 Representation to International competitions 11 VI PLAYERS AND PLAYERS 12 25 Status, Transfer and Registration of Players 12 26 Coaches 12 VII STANDARD FOOTBALL REGULATIONS 13 27 Cautions and Send-offs 13 28 Match Officials 13 29 Substitutions 13 30 Duration of Matches 13 31 Laws of the Game 13 32 Drawing of Lots 13 33 Fixtures Management and Fulfilment 13 VIII MATCH ORGANIZATION 15 34 Before the Game 14 35 During Game Time 15 36 After the game 15 37 Inspection of Licenses 15 38 Security of Persons and Property 16 39 Colours, Jerseys and Strips 16 IX JUDICATURE 17 40 Judicial Units 17 41 Judicial Provisions 17 42 Arbitration 17 43 Courts of Law 17 X FINANCE 18 44 Gate Collections 18 2 45 Ticket Prices 18 46 Revenue and Sharing 18 47 Registration fees, fines and petitions 18 48 Media Rights 19 49 Dissolved and Dismissed Clubs 19 50 Power to Deduct 19 51 Prizes
    [Show full text]
  • Kanhaiya Kumar Singh a PERFORMANCE ANALYSIS STUDY of ETHIOPIAN FOOTBALL DURING 2008-2018 Dr. Kanhaiya Kumar Singh, Assistant
    International Journal of Physical Education, Health and Social Science (IJPEHSS) ISSN: 2278 – 716X www.ijpehss.org Vol. 7, Issue 1, (2018) Peer Reviewed, Indexed and UGC Approved Journal (48531) Impact Factor 5.02 A PERFORMANCE ANALYSIS STUDY OF ETHIOPIAN FOOTBALL DURING 2008-2018 Dr. Kanhaiya Kumar Singh, Assistant Professor Sports Academy, Bahirdar University, Ethiopia ABSTRACT The purpose of the study was to analyse the overall journey of Ethiopian National football at international level as well domestic level in last decade. In order to analyse the fact observation method has been used to collect data. Finding of the study reflects that Ethiopian national football is losing its position and credibility continuously in the last decade. It might be happened due to some socio-political issue the Ethiopian football federation, moreover for FIFA2014 Ethiopian national football team scored total 12 goals and conceded 21 goals and reached up to first qualifying round then Nigeria went to FIFA World Cup 2014. Further for FIFA 2018 (Russia), Ethiopian National Team reached up to second qualifying round and eliminated by COGO. Ethiopian Domestic football leagues are Premier League, Higher League and National League conducted every year, it is important to note that 70% winning position in Premier League went to one team i.e., Saint Gorge FC and rest 30% goes to other 15 playing teams. It clearly shows the lack of competitive balance in the most famous domestic league of a country. At the continent level in Champions League Country best domestic team scored 18th Rank out of 59 teams. In Super League (Winner of Champions League v/s Winners of Confederation Cup) Ethiopian football team has not seen anywhere.
    [Show full text]
  • Masarykova Univerzita Brno Fakulta Sportovních Studií
    MASARYKOVA UNIVERZITA BRNO FAKULTA SPORTOVNÍCH STUDIÍ Bakalářská práce Historie fotbalu v Africe Vedoucí bakalářské práce: Luboš Vrábel SEBS, 5. sem., rok 2009 Učo: 21389 Čestné prohlášení: Prohlašuji, že jsem bakalářskou práci, vypracoval sám. Souhlasím, aby práce byla uložena na Masarykově univerzitě v Brně v knihovně Fakulty sportovních studií a zpřístupněna ke studijním účelům. …………………… podpis Poděkování: Děkuji za pomoc a odborné vedení při zpracování této bakalářské práce. Obsah 1. Úvod……………………………………………………………………………………5 2. Fotbal v koloniální Africe……………………………………………………………...6 2.1 Počátky kolonialismu…………………………………………………….….6 2.2 Rasismus……………………………………………………………………. 7 2.3 Koloniální společnost………………………………………………………..8 3. Fotbal a rozvoj………………………………………………………………………….9 3.1 Východ ( Etiopie, Súdán, Keňa)…………………………………………… 9 3.2 Západ ( Kamerun, Nigérie, Ghana, Kongo)………………………………… 9 3.3 Sever ( Egypt, Tunisko, Maroko)………………………………………….... 10 3.4 Jih ( Jihoafrická Republika)…………………………………………………. 10 4. Fotbal a politika………………………………………………………………………... 12 5. Africké organizace……………………………………………………………………... 15 5.1 CAF …………………………………………………………………………… 15 5.2 MYSA…………………………………………………………………………. 16 5.3 playsoccer …………………………………………………………………….. 16 6.Africké fotbalové hvězdy………………………………………………………………. 17 6.1. Didier Yves Drogba Tébily…………………………………………………… 17 6.2. Roger Milla……………………………………………………………………. 17 6.3. Mahmoud El-Khatib…………………………………………………………… 17 6.4. Samuel Eto'o Fils………………………………………………………………. 18 7.Nejslavnější Africké kluby ……………………………………………………………. 19 8.Soutěže………………………………………………………………………………….
    [Show full text]
  • DEDEBIT CLUB: a CATALYST for ETHIOPIAN FOOTBAL RENAISSANCE by Yohannes Gebresellasie (Ph.D) Addis Ababa, Ethiopia
    DEDEBIT CLUB: A CATALYST FOR ETHIOPIAN FOOTBAL RENAISSANCE By Yohannes Gebresellasie (Ph.D) Addis Ababa, Ethiopia The Ethiopian football has its golden age or glorious period during the 1950s and 60s with legendary players such as the late Mengestu Worku, Luchiano Vasalo, etc.. They even won the African cup. Those legendary players made our nation very proud..Soon after that period, the Ethiopian football standard and performance started to decline from time to time and our people have been hungry for any international cup victory for over thirty years. At present, our people have started to see light at the end of the tunnel with the emergence of some clubs such as Saint Jorge, Buna, Mekelakeya and of course Dedebit. This recent Ethiopian foot ball renaissance ha6s been spearheaded by Dedeibit Football Club. This young club has been a catalyst in radically uplifting the quality of Ethiopian football in so short time and in being the cause for heralding the renaissance of Ethiopian football. Dedebit football club was created some sixteen years back by a visionary man called Colonel Awol Abdurahim; a man with a dream who worked unremittingly to make his dream come true.. Since then, this football club has won games after games in order to get first to the Premier league and then to be the champion of the Premier League as its primary mission and finally, to be the Champion of the Ethiopian Premier League as its final and ultimate mission. Dedebit sport club is thus far the only club that was established with a clear cut vision, mission and plan of action in order to create a modern football club by organizing children under the age of ten.
    [Show full text]
  • The Tanzania Institute of Bankers
    2 TANZANIA FOOTBALL FEDERATION TABLE OF CONTENTS REPORT OF THE EXECUTIVE COMMITTEE ........................................................ 4 1.0 COMPOSITION OF THE EXECUTIVE COMMITTEE ........................................... 4 2.0 EXECUTIVE COMMITTEE’S STATEMENT ON CORPORATE GOVERNANCE ............... 1 EXECUTIVE COMMITTEE STRUCTURE ............................................................. 1 EXECUTIVE COMMITTEE MEETINGS................................................................ 1 3.0 STATEMENT OF THE EXECUTIVE COMMITTEE’S RESPONSIBILITY RESPECT .......... 1 DECLARATION OF THE HEAD OF FINANCE ....................................................... 6 COMMENTARY TO FINANCIAL STATEMENTS ...................................................... 7 INDEPENDENT AUDITORS’ REPORT .............................................................. 13 CONSOLIDATED STATEMENT OF FINANCIAL POSITION ........................................ 16 STATEMENT OF PROFIT OR LOSS ................................................................ 17 STATEMENT OF CASH FLOWS FOR THE YEAR ENDED 31st DECEMBER, 2019 ................ 18 STATEMENT OF CHANGES IN EQUITY FOR THE YEAR ENDED ................................. 19 21 TANZANIA FOOTBALL FEDERATION The preparation of financial statements in conformity with IFRS requires the use of estimates and assumptions that affect the values of assets and liabilities and disclosure of contingent liabilities at the date of financial statements and reported amounts of revenue and expenses during the reporting period. The areas
    [Show full text]
  • The Worker July Issue 1
    The R5.00 Voice of the Labour Movement Established 1988 Issue No: 206 JULY, 2013 Registered at the GPO as a Newspaper ZTWU, NUCI 2 WORKERS WARRIORS IN MERGER GET $19 000 FOR DRIVE DAMAGES COSAFA Page 3 Page 8 Page 16 Labour activists to contest in harmornised elections BY STAFF REPORTER people in her ward. respectively. EVERAL labour activists “I promise to work towards the ZCTU President George will be standing in the development both at council and at Nkiwane in his May Day speech forthcoming harmonised ward level prioritising extending said labour leaders and activists S opportunities to locals. I will also elections in various capacities cannot be stopped from after sailing through the selection defend labour rights since I am participating in political activities processes. from the labour movement because or contesting for political The successful labour backed once a worker always a worker. I positions. candidates include the Federation will not detach myself from the As the working class and of Food and Allied Workers Unions electorate like what other elected conscious of our interests, it is time of Zimbabwe (FFAWUZ) general people usually do. We are now in a we start to make things happen in secretary and ZCTU Second different political environment our favour. No passenger will want deputy secretary general Unganai where elected office bearers need to board a bus whose destination Dickson Tarusenga who will be to keep contact with their and departure time is not known, all contesting the Zengeza electorate. Being a councillor would want to get into a moving Constituency seat.
    [Show full text]
  • Meles Lauds Effort to Collect Pledged
    The Monthly Publication from the Ethiopian Embassy in London Ethiopian News May 2016 Issue Dr Tedros officially launches WHO bid Tuesday 24th May saw Ethiopia’s Foreign Minister numbered a mere 600 for 76 million people when Dr Tedros Adhanom launch his official campaign to Dr Tedros took office. Under his tutelage, 3,500 be the new Chief of the World Health Organisation health centres and 16,000 health posts were starting in May 2017. constructed, vastly improving access and availability of healthcare across the country. In just seven years as Ethiopian Health Minister, Dr Tedros revolutionised the health system by Through improving health infrastructure, the investing in critical infrastructure, building the number of doctors being trained rose from 120 health force and initiating financial mechanisms. As doctors annually (as recently as 2005), to 33 a result of work he led, Ethiopia now stands as an schools training 3,000 a year today! inspirational story to other developing countries seeking to improve their health systems, as well as a model for them to replicate. During his time as Health Minister maternal mortality rates dropped by a staggering 69%, infant mortality was reduced by two thirds and there were huge reductions in the prevalence rates of HIV, malaria and tuberculosis. Health centres in Ethiopia Ethiopian News Dr Tedros has also earned impressive international Rapid technological changes have the potential to credentials, chairing the Global Fund between 2009 create new industries and reduce inequality, so and 2011, and the Rollback Malaria Campaign Connecting Africa's Resources through Digital between 2007 and 2009.
    [Show full text]
  • Investigating Problems of Organizing Football Clubs in Afar Regional State
    INVESTIGATING PROBLEMS OF ORGANIZING FOOTBALL CLUBS IN AFAR REGIONAL STATE BY: WOSEN PETROS HAILE A Thesis Submitted to the School of Graduate Studies of Addis Ababa University in Partial Fulfillment of Degree of Master of Science in Sport Science June 2013 Addis Ababa, Ethiopia INVESTIGATING PROBLEMS OF ORGANIZING FOOTBALL CLUBS IN AFAR REGIONAL STATE BY: WOSEN PETROS HAILE A Thesis Submitted to the School of Graduate Studies of Addis Ababa University in Partial Fulfillment of Degree of Master of Science in Sport Science June 2013 Addis Ababa, Ethiopia ADDIS ABABA UNIVERSITY SCHOOL OF GRADUATE STUDIES INVESTIGATING PROBLEMS OF ORGANIZING FOOTBALL CLUBS IN AFAR REGIONAL STATE By WOSEN PETROS HAILE Approval by the board of examiners _______________________ _____ Chairperson, department of graduate committee signature __________________________________________ ___________ Advisor signature __________________________________________ __________ Examiner signature June 2013 Addis Ababa ACKNOWLEDGEMENT My highest gratitude goes to the most high, my God the father, my savior JESUS CHRIST, and HOLY SPRIT, who is the source of all wisdom and intelligence. Next my deepest gratitude goes to my advisor ato Wondimu Tadesse (Ass. Prof) for providing me valuable and timely advice. His kindness and thoughtful critiques were very helpful in the thesis process. I’m sincerely thankful for that. A special thanks goes to my institution Samara university who allowed me to have this masters program and I’m very thankful for individuals in Afar region, Gash Kebe and coach Ephraim who helped me in providing information and assisted me the way in which information were obtained. Finally, I truly appreciate the loving support of my family; Christian graduates fellow members, my classmates and the teaching staffs of Samara University and Addis Ababa university sport science department.
    [Show full text]
  • Exploring the Relationship Between Spectators' Experience
    Journal of Marketing and Consumer Research www.iiste.org ISSN 2422-8451 An International Peer-reviewed Journal Vol.40, 2017 Exploring the Relationship between Spectators’ Experience with Sportscape Elements and Propensity to Re-Patronize: Evidence from Addis Ababa Stadium, Ethiopia Temesgen Yitbarek MA in Marketing Management, Lecturer at Dire Dawa University, College of Business and Economics, Department of Marketing Management. Abstract The purpose of this study was to explore the relationship between spectators’ experience with sportscape elements and propensity to re-patronize in Addis Ababa stadium, Ethiopia. The survey instrument was administered to 150 spectators’ from all seating sections at four different games based on the sportscape model proposed by Wakefield, Blodgett and Sloan (1996) and Theodorakis and Alexandris (2008) SPORTSERV model. Based on descriptive analysis, spectators’ appeared to have unpleasant experience with majority of the studied sportscape elements and despite the unfavorable experience; result of the regression analysis depicts none significant relationship with spectators’ propensity to re-patronize or attend future games in the stadium. Keywords: Spectators’ Experience, Sportscape Elements, Propensity to Re-Patronize. 1. INTRODUCTION Servicescape which is the physical environment of the service establishment plays a vital role in influencing consumption experiences. According to Bitner (1992), servicescape plays many roles in service marketing such as: communicating service features and outcomes; facilitating the service delivery and consumption; enhancing the consumer experiences and thereby affecting their behavioral responses. A clear implication here is that the physical setting can aid or hinder the accomplishment of both internal organizational goals and external marketing goals (Arnould, et al, 1998). However, the way the physical setting is created in organizations has barely been tapped as a tangible organizational resource (Becker, 1987; Bitner 1992).
    [Show full text]
  • Abkürzungsverzeichnis
    ABKÜRZUNGSVERZEICHNIS AAC Afro-Asian Cup of Nations AAG Afro-Asian Games AAT Addis-Ababa 25th Anniversary Tournament AC Argentine-Ministry of Education Cup AFC AFC IOFC Challenger-Cup AFT Artemio Franchi Trophy AG African Games ACC Amilcar Cabral Cup AGC Australien Bicentenary Gold Cup AHS 92nd Annivasary of FC Hajduk Split ALT Algeria Tournament AMC Albena Mobitel Cup ANC African Nations Cup ANQ African Nations Cup Qualifikation ARA Arab Cup ARC Artigas Cup ARQ Arab Cup Qualifikation ARR Artificial Riva Championship ASC Asien Cup ASG Asian Games ASQ Asien Cup Qualifikation AT Australia Tournament ATC Atlantic Cup BAC Baltic Cup BAT Belier d'Afrique Tournament BC British Championship BFC Bristol Freedon Cup BFT Burkina Faso Tournament BG Bolivar Games BHT Bahrain Tournament BI Beijing Invitational Cup BIC Brasil Independance Cup BKC Balkan Cup BLC Balkan Cup BNC Brasil Nations Cup BOT Botswana Tournament BSC Black Stars Championship BST Benin Solidarity Tournament BT Brunei Tournament BUT Bulgarien Tournament CA Copa Amerika CAC Caribbean Cup CAG Central African Games CAM Central American Games CAQ Copa Amerika Qualifikation CBC Carlsberg Cup CC Canada Cup CCC Copa Centenario de Chile CCF CCCF Championship CCQ Caribbean Cup / Copa Caribe Qualifikation CCU Caribbean Cup / Copa Caribe CCV Copa Ciudad de Valparaiso CDC Carlo-Dittborn-Cup CDM Ciudad de Mexiko CDP Copa de la Paz CDO Copa D´Oro CEC CECAFA Cup CED CEDEAU Tournament CEM CEMAC Cup CFN China Four Nations Tournament CGC Concacaf Gold Cup Championship CGQ Concacaf Gold Cup Qualifikation CHC Challenger Cup CIC China Invitional Cup CN Coupe Novembre COC Concacaf Championship CON Confederations Cup COS COSAFA Cup CPD Cope-Pinto-Duran CT Cyprus Tournament CUT Culture Cup CVT Cape Verde Tournament DC Dynasty Cup DCT Denmark Centenary Tournament DRK Dr.
    [Show full text]
  • Tanzania UAM Case Study 2013
    Tanzania today since the 2010 UAM launch: 13.5 million Tanzanians saw or heard UAM messages during the World Cup 53 private sector partners committed to malaria control efforts 64% of viewers recalled UAM television or radio spots aired during the World Cup 6.6 million Tanzanians took action after watching or hearing UAM PSAs to ensure that their families sleep under a LLIN every night Private sector partners participate in a national launch of Malaria Safe, UAM’s workplace malaria control program, in Dar es Salaam in 2012. Prime Minister Hon. Mizengo Pinda, center, officiated and has actively recruited new partners from diverse sectors. © 2013 Johns Hopkins University • Center for Communication Programs. All rights reserved. Tanzania: A UAM Case Study Malaria is one of Tanzania’s deadliest diseases, accounting for 36% of deaths among children under age five and some 40% of all outpatient visits. Nearly all 46 million Tanzanians are at risk, according to the World Health Organization’s 2012 World Malaria Report. The National Malaria Control Program reports that ap- proximately 14 to 18 million malaria cases occur in Tanzania per year. Of those, 60,000 end in death. To combat rampant malaria, Tanzania has distributed 26.4 million nets since 2010. In 2011, a universal coverage campaign set out to cover every sleeping space with a long-lasting insecticide-treated net, and a keep-up campaign is now underway. Pregnant women and infants receive free nets through a national voucher scheme. Other malaria commdities such as rapid diagnostic tests and subsidized ACTs are being scaled up, but additional resources and continued behavior change communication is needed to sustain these gains.
    [Show full text]
  • Woman's Football Growth Agenda Is a Subject at the Heart of CAF
    Dr. Danny Jordaan Video QUOTE BY AHMAD AHMAD, THE CURRENT CAF PRESIDENT DURING HIS CAMPAIGN Woman’s football growth agenda is a subject at the heart of CAF President Ahmad Ahmad “The rest of the world has changed in almost every sphere, why must African football remain static.” QUOTE BY GIANNI INFANTINO, FIFA PRESIDENT DURING HIS CAMPAIGN “If I am elected the next FIFA President, woman’s football will be a priority and this will be reflected on how FIFA distributes its development funding.” BACKGROUND OF WOMAN’S FOOTBALL IN SOUTH AFRICA South African woman’s football is under the leadership of Dr Danny Jordaan, whose passion is to grow the game of football amongst girls and women. SAFA is made of 341 Local Football Associations, 52 Regions and 9 Provinces, 10 associate members and one special member, the PSL. Currently SAFA has 450 000 female players in all 52 Regions. With the aim to increase the number to 1million in 2022. SAFA has Women Regional leagues played in all 52 Regions sponsored by Sasol. Currently, SAFA does not have Woman’s National league, but are in the process of establishing it by 2019. WOMAN’S FOOTBALL STRUCTURES: SOUTH AFRICAN CASE STUDY SAFA has established a mass participation project called Dlala Ntombazana (play girl child) similar to FIFA project (live your goal) of encouraging more girls to play soccer. In 2013, SAFA established U13 girls league in all 341 local football associations, sponsored by the World cup legacy trust fund. The above mentioned programmes created a platform for coaches to identify talent.
    [Show full text]