National Sports Council Strategic Plan 2012-2016
TABLE OF CONTENTS
ACKNOWLEDGEMENT………………………………………………………………. 2 ACRONYMS USED……………………………………………………..………………3 1. MESSAGE FROM THE CHAIRMAN………………………….………………………4 2. MESSAGE FROM THE DIRECTOR……………………………….……………….. 6 3. EXECUTIVE SUMMARY…………………………………………………..…………...7 4. VISION, MISSION STATEMENT AND CORE VALUES………………...... 9 5. BACKGROUND………………………………………………………………………...10 6. ANALYSIS OF CURRENT SITUATION …...…………………………………...15 7. KEY STRATEGIC THEMES AND PROGRAMME AREAS…………………….…. 17 8. STRATEGIC GOALS……………………………………………………………….…. 23 9. OBJECTIVES AND ACTION PLANS………………………………………………... 24 10. KEY PERFORMANCE MEASURES……………………………………………..….. 27 11. CRITICAL SUCCESS FACTORS AND CRITICAL ASSUMPTIONS…………..… 28 12. CONCLUSION…………………………………………………………………….…… 29 13. APPENDICES a. APPENDIX 1 – LIST OF FACILITIES MANAGED BY THE NSC……….. 31 b. APPENDIX 2 – LIST OF NATIONAL SPORTS ASSOCIATIONS…….…. 38
“Creating a Passion for Sports” National Sports Council Strategic Plan 2012-2016
ACKNOWLEDGEMENT
The Board of Directors of the National Sports Council recognises the contribution of the immediate past board in initiating the process leading to the development of this plan. The Board wishes to thank Ms. Maureen Pollard and Mr. Anthony Sobers for their guidance in the preparation of this plan. The Board is also appreciative of the services of Mr. Neil Murrell, Ms. Juliet Cumberbatch, Mrs. Sheron Cadogan and Mrs. Patrina Bynoe, who provided invaluable support in the preparation of this plan. Finally, the Board records its thanks to Calton Printing and Graphics for its creative input in the form of the collage which appears on the cover of the plan.
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ACRONYMS USED
1. ADR – Alternative Dispute Resolution 2. BOA – Barbados Olympic Association Inc. 3. CXC – Caribbean Examinations Council 4. ICC – International Cricket Council 5. NADC – National Anti-Doping Commission 6. NSC – National Sports Council 7. OCASPE – Organisation of Caribbean Administrators of Sport and Physical Education 8. SARU – Sports Agronomy Research Unit 9. TTASPE – Trinidad and Tobago Alliance for Sport and Physical Education
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MESSAGE FROM THE CHAIRMAN
Without a shadow of doubt, sports may be likened to a ‘sleeping giant’ in relation to its potential contribution to the physical, social and economic development of Barbados. Our antecedents speak volumes of our international excellence in sports. Our sporting history is rich, adorned as it is with the exploits of legends like the Rt. Excellence Sir Garfield Sobers, the three W’s, Ambassadors Obadele Thompson and Ryan Brathwaite, Jim Wedderburn, Andrea Blackett, Ronald King and numerous others. Yet it is questionable whether we have received the international recognition or the social and economic benefits proportionate to the level of excellence displayed by our multi-talented sporting citizens.
It is therefore evident that Barbados now needs a new strategy if it is to optimise its investment in sport. Over the years, through the National Sports Council, the government of Barbados has disbursed funds to National Sporting Associations to assist in the development of sports, provided facilities to support the growth of recreational and competitive sports and assisted National Sporting Associations in the administration of their particular sport. What is now required is a strategy which recognises and takes advantage of the competitive nature of the global sports industry.
Consequently this strategic plan for sports points to a new direction at the management, operational, coaching and technical levels of the Council over the next five years and beyond. This new direction will, among other things, challenge our current business model by introducing new income generating revenue streams, through creative and innovative advertising models. Simultaneously the Council intends to recreate its approach to facilities maintenance and development.
Additionally, the Council will challenge the entire population to view physical activity and sports as fundamental to good health and longevity. The plan will seek to increase participation in recreational sports and develop sports persons focused on attaining excellence in their competitive endeavours. At the centre of this strategy will be the implementation of “Sports for all’ programmes at the community level accompanied by strategic thrusts in the improvement of coaching education.
The improvement of existing facilities and the addition of new ones are key elements to support this country’s new thrust in sports. Many of our existing facilities do not meet regional or international standards and some of our sports, particularly the indoor disciplines, are in need of permanent facilities. There is also a need to decentralise our sporting facilities and to build centres of excellence. With facilities for hockey, tennis, swimming, basketball,
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netball, football and cricket either in existence or planned, the continued development of the Wildey Sports Complex must be thoughtfully examined and carefully managed. This Complex is expected to play a pivotal role in the vital Sports Tourism sector.
Perhaps the most challenging role the National Sports Council will perform over the plan period is that of being the catalyst for the development of a sports industry in Barbados. As daunting as this challenge may be, it is equally important, urgent and necessary that it be realised in the short to medium term. A sports industry will broaden the local economic base, provide employment, and offer young sports persons an avenue to use their talents for upward social mobility.
The next five years promises to be a most exciting time in the life of the Council. As we prepare to embark on this journey, I wish to take this opportunity to thank the members of the Board, Management and staff of the Council for their efforts thus far and to encourage to them to look boldly toward the future as we take our first steps on a more challenging road ahead.
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MESSAGE FROM THE DIRECTOR
Every organization from time to time will take a second look as to where it is going and the best way to get there.
The Council is no different, particularly as its core business of sport is dynamic and ever changing and hence we have to change with the times and change the times.
This five-year strategic plan therefore seeks to set out change that will effectively deliver what we propose to achieve for the benefit of the staff, athletes, the Associations, the Council and the Country.
We therefore urge all staff, stakeholders and our partners to work with us, to ensure that this document moves from being a plan to an effective delivery tool for the betterment of all concerned.
Erskine King Director of Sport
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3. EXECUTIVE SUMMARY
In an age of a lingering worldwide recession and social deterioration in the Caribbean, it is the conviction of the Board of Directors and the senior management of the National Sports Council that sport has all the attributes necessary to be a preeminent contributor to the future economic and social development of Barbados. This strategic plan sets out the principal strategic themes which are considered integral to positioning sport as a catalyst to Barbados’ future socio-economic development.
The strategic themes in this plan emerged through a rigorous examination of several factors, namely: the current and future political, economic, social, legal, technological and environmental dynamics which circumscribe the operations of the NSC. Since implementation is key to achieving change, the plan also proposes a structure and an operational methodology for the NSC, which are intended to dramatically improve the Council’s operational effectiveness.
Foremost among the strategic themes is the need to consistently attain sporting excellence. Fundamental to this theme of sporting excellence are the development of a High Performance Centre, a Sporting Hall of Fame and a series of supporting developmental initiatives.
Another strategic theme of significance is the development of a sports industry. The plan has identified a range of actions which, when implemented, will contribute to employment generation, particularly among the youth and the expansion of the national economy. This plan envisages sport emerging as a partner to the cultural industries in reshaping the structure of the Barbadian economy.
This plan intends to exploit the power of sport to serve as a unifying force across communities and nations. The plan seeks to exponentially increase participation in sport whilst improving the governance of national sporting organisations. Facilitating the emergence of visionary leadership in sporting organisations and achieving orderliness in the management of sport are among the outcomes anticipated from the Council’s actions in this segment of the plan.
An inescapable component of the plan to broaden participation in sport is the availability of facilities, appropriate in quantity and quality. However, the financial environment within which this plan will be implemented, imposes a need for considerable fiscal restraint. The plan therefore seeks to introduce innovative approaches to the provision of facilities maintenance services and to the funding of additional facilities.
This plan recognises that the NSC, as currently structured, is incapable of implementing the proposed strategy. Consequently the plan recommends, as an urgent priority, the imperative to restructure the NSC as an organisation focused on strategy implementation. This restructuring of the NSC must precede all other initiatives identified in the plan and requires a finite timeframe for its completion.
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Among the requirements for a successfully restructured organisation is a need for a management approach and a system of measurements which emphasise accountability and reward performance. In light of this, the organisation’s vision, mission statement and core values provide invaluable guides to the new approaches needed to transform the organisation.
The Board of Directors is fully committed to the course of action outlined in this plan and anticipates its endorsement by the various stakeholders in the national sporting fraternity.
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4. VISION, MISSION STATEMENT AND CORE VALUES
VISION
To transform the Council into a professional agency which fully exploits sport as a primary tool in the socio-economic development of the nation.
MISSION STATEMENT
We will be a highly professional organization, contributing to the socio-economic development of the nation through the creation of a participative and success- oriented national sporting culture and the development of a vibrant and sustainable sports industry.
CORE VALUES
These core values are the essential and enduring tenets of this organisation. They define what the NSC represents. Accountability: The acknowledgement and acceptance of responsibility for the implementation and governance of all policies, decisions and actions incidental to the organisation’s mandate. Integrity: The pursuit of relentless honesty and non-exploitive conduct in our relationships with stakeholders and in our management of the environment. Professionalism: The continuous promotion of the organisation’s best interest through conscientious, committed and courteous behaviours. Sporting Excellence: Aspiring to and attaining those features which confer an exceptional quality on the nation’s sporting endeavours. Passion: The characterisation of our activities with an intense, boundless energy, indicative of a belief that these activities constitute our life’s calling.
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5. BACKGROUND
5.1 Function and Role of the National Sports Council
The NSC was established by an Act of Parliament, the National Sports Council Act CAP 48A on 1 February 1978. The principal Act was subsequently amended by the National Sports Council (Amendment) Act 1979-15.
The NSC’s role is to facilitate the development of sport in Barbados. Its mandate is to develop, maintain and manage the sporting facilities provided by the Government for public use, including all playing fields, pavilions, hard courts and the National and Netball Stadia.
The NSC also has responsibility for the administration of the Council’s funds, and all government funds allocated to sporting organisations. Additionally, the Council may carry out any activity which appears to it to be requisite, advantageous or convenient for or in connection with the discharge of its functions under this Act.
Today, the NSC has a staff complement of 267 employees and manages the following facilities:
Pavilions 70 Playing fields 106 Hard Courts 75
The NSC provides coaching in the following disciplines in many of our primary, secondary and tertiary institutions:
Athletics Chess Netball Badminton Cricket Road Tennis Basketball Cycling Swimming Bodybuilding Draughts Table Tennis Boxing Football Tennis Hockey Volleyball
In support of its coaching initiatives the NSC has engaged the services of Cuban coaches to strengthen its coaching capabilities.
The NSC has contributed to the social and economic development of Barbados by coaching and supporting several of Barbados’ most outstanding sportspersons, hosting and organising a plethora of regional and international sporting events and providing suitable facilities to be used by the nation’s communities and visiting sports teams. Furthermore, the NSC has taken a leadership role in seeking to promote and internationalise the indigenous sport of road tennis and has been at the forefront of the drive to eradicate the use of drugs in sport through the formation and administration of the National Anti-Doping Commission. Additionally, with the introduction of the Caribbean Community (Movement of Skilled Nationals) Act, 2004 - 13, the NSC has advised the Barbados Accreditation Council on individuals who qualify for employment in sporting activities under the Act.
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5.2 The value of Sport
Sport is widely valued as a vehicle for accomplishing several development goals. It is difficult to overstate the contribution sport can make to nation building, economic growth, improved health, solidarity within communities and personal growth.
The President of South Africa, Jacob Zuma, has noted that: "Sport is a powerful nation-building tool.” Sport’s role in nation-building is multi-faceted: a victory in a major international sporting event is of national importance. It is Marcus Garvey who once said: "There is no force like success, and that is why the individual makes all effort to surround himself throughout life with the evidence of it; as of the individual, so should it be of the nation."
Furthermore, sport can provide a useful channel for improving relations between nations with long-standing antipathies, as clearly demonstrated by the ping-pong diplomacy which helped break the ice between the US and China in the 1970s. In addition, sport and recreation bring individuals and communities together, highlighting commonalties and bridging cultural or ethnic divides. Indeed those governments which have recognised the value of sport have either maintained or increased the resources allocated to sport, even in the midst of recessions.
There is now an overwhelming amount of scientific evidence on the positive effects of sport and physical activity as part of a healthy lifestyle. The positive, direct effects of engaging in regular physical activity are particularly apparent in the prevention of several chronic diseases. Physical activity for individuals is now a widely accepted means for the prevention of diseases and for nations is a proven, cost-effective method of improving public health across populations.
It can also be argued that sport is a powerful tool for strengthening social ties and networks, and for promoting ideals of peace, fraternity, solidarity, non- violence, tolerance and justice. Sportsmanship, a great tradition of sport, has long espoused the virtues of playing clean and handling both victory and defeat with grace, style, and dignity. Sport can also assist in tackling anti- social behavioural problems, given its demonstrated ability to bring people together.
Participation in sport also aids personal development, fostering, as it does, personal discipline and improved mental attitudes. In particular, competitive sports and participation in team sports can provide individuals with skills in goal setting, a strong sense of achievement, appreciation for the value of teamwork, a heightened determination, and a sense of achieving one’s human potential.
The NSC therefore believes that well-designed and adequately resourced sport and recreation programmes are cost-effective means of promoting the overall development of the nation.
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5.3 Development of Sports in Barbados
Sport has already played a key role in the social, economic and cultural development of Barbados, with cricket having emerged over the last century as the most prominent sport. On the economic front, scores of Barbadians have exploited their sporting skills to provide for the financial well being of their families. The substantial investments in facilities, including the Garfield Sobers Gymnasium, the redeveloped Kensington Oval, and the National Stadium, along with the NSC managed community sports centres, have contributed immensely to the national economy.
Although cricket has maintained its dominance as the sport of national appeal, there are now more than 75 national sporting associations, attesting to the growth of participation in sporting activities over time. The national psyche received a tremendous boost from the hosting of the finals of two ICC sponsored World finals. The spirit of volunteerism evident during the hosting of these events is evidence of the capacity of sport to positively affect the island’s social ethos.
Although sporting success in the international arena has been modest over the years, the outpouring of national pride whenever these successes have been attained, testifies to the importance of sport to Barbadians. Those who have stood on the winner’s podiums at international events have been recognised for their contributions in increasing the island’s international profile and lifting the spirits of an entire nation.
Barbados has risen to the challenge to expand participation in sport. The island has gained international recognition in a range of sports previously considered to be non- traditional for a wide cross section of the Barbadian community. These include: - Boxing - Horse racing - Polo - Segway polo - Chess - Bridge - Martial arts - Motor Racing - Bodybuilding - Weightlifting
There can be no denying the contribution of sport to the unifying of communities across Barbados; the range of zonal and community-based competitions in this island continues to form a pillar in the island’s community development strategy. As a facilitator of many of these competitions, the NSC’s contribution to the development of Barbados cannot be denied.
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5.4 Institutions involved in Sport in Barbados
The NSC has responsibility for the governance and supervision of at least 60 sporting organisations and national federations. These sporting associations are shown at APPENDIX 2. The NSC’s role in relation to these organisations is to provide appropriate funding and to ensure that the organisations comply with the standards set by their respective international federations. In order to achieve its strategic objectives, the NSC interacts with the following major organizations and institutions:
The Ministry of Family, Culture, Sports and Youth has responsibility for coordinating all sports initiatives and setting policies. The Ministry has developed its strategy for sports as presented in its Strategic Plan.
The Ministry of Tourism and the Barbados Tourism Authority have been focusing attention on sports tourism as a way of diversifying its tourism product and seeking to improve tourism expenditure whenever there is a major sporting event.
Legacy Barbados Inc. is the organisation which emerged out of the ICC Cricket World Cup, and focuses its attention on ensuring that there are long-term benefits to be derived from hosting major sporting events, and that legacy planning is an ongoing process.
The Kensington Oval Management Inc. manages the day-to-day operations of the world-class facility at Kensington Oval.
The Gymnasium Ltd. manages the Wildey Gymnasium facility at the Garfield Sobers Complex.
The Barbados Olympic Association is responsible for the development of Olympic sports in Barbados.
The National Anti-Doping Commission is responsible for education, testing and anti doping initiatives.
The University of the West Indies has established a world-class cricket facility, the 3Ws Oval, a Sports Agronomy Research Unit (SARU) and the CLR James Centre for Cricket Research. In addition, the University offers a Masters Degree Programme in Cricket Studies at the CLR James Centre. The Barbados Community College offers the Associate Degree in Physical Education.
The Ministry of Health is responsible for the Healthy Lifestyle Programme.
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The Ministry of Education and Human Resources ensures that the curriculum includes physical education and CXC programmes in physical education.
The National Cultural Foundation provides the cultural component for major sporting events.
The National Conservation Commission manages parks, beaches and outdoor facilities.
The Arts and Sports Committee manages the Government’s lottery funds for sports progress.
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6. ANALYSIS OF CURRENT SITUATION
In order to shape a plan that is bold and imaginative the NSC examined a range of political, economic, social, technological, legal and environmental factors which impact on the development of sport. The examination focused not only on the external environment but also on the internal operations of the Council.
6.1 Political
The NSC is of the view that its contribution to the development of Barbados can be improved through the articulation of a sports policy. Such a policy could minimise the disruptions to the NSC’s efforts, occasioned by the changes in the Council’s Board of Directors. It is also the Council’s view that the policy should include an evaluation of the role of sport in national development, particularly addressing the role of sport in economic development. Such an evaluation could provide the justification for a realignment of the priorities in government’s expenditure.
6.2 Economic
This plan has been developed in a climate of continuing global economic difficulties and against the background of much debate about government’s need to reduce its expenditure on statutory corporations. Furthermore, the traditional sources of funding for sport, government grants, sponsorship and personal investment have all been negatively affected by the current economic recession. The prevailing crisis has highlighted the need for a restructuring of the local economy and provides the NSC with a unique opportunity to promote sport as a new area of economic endeavour.
6.3 Social
Changing social values, a diminished respect for public facilities, a national reluctance to embrace sport as a vehicle for upward mobility and the stigmatisation of some sports are among the factors threatening to devalue the potential contribution of sport to national development. In response to these threats, the NSC will seek to: optimise its relationships with the media and the media’s own positive attitude toward sport, communicate to a national audience a range of messages about the linkage between sport and development, in the expectation that these messages will foster a social environment more conducive to the development of sport.
6.4 Legal
In an age where litigation has become the preferred means of resolving disputes with and within sporting organisations, the governance of these organisations has taken on a new significance. The challenges of leadership of sporting organisations are compounded by the obvious deficits in the
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constitutions of several local sporting bodies. The NSC has identified these constraints to the development of sport and is committed to creating a governance model for sporting bodies which facilitates each local organisation’s compliance with international and regional regulations whilst promoting an alternative dispute resolution methodology as the preferred option for resolving conflict.
6.5 Technological
The development of sport has been hampered by an array of technical deficiencies, ranging from a shortage of updated equipment and modern facilities, to a dearth of qualified local coaches and a failure to sufficiently embrace the available Information Communication Technologies for communication, data gathering and analysis. This plan will seek to ameliorate this situation by acquiring and maintaining appropriate technology, centralising the Council’s data manipulation functions and developing research-based programming.
6.6 Environmental
The NSC has taken note of the government’s plan for a Green Economy and its promotion of the use of alternative sources of energy. Additionally, the widespread concerns about global warming are paramount for all small island states. Against this background the NSC will ensure that its development of new facilities and its maintenance practices reflect these new imperatives.
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7. KEY STRATEGIC THEMES AND PROGRAMME AREAS____
The Board and the Senior Management of the NSC, in collaboration with representatives from the significant stakeholders engaged in the development and administration of sport, have identified a number of key strategic themes and programmes to be embarked on over the next five years. These strategic directions are outlined below.
7.1 Promoting Sporting Excellence
The NSC proposes a strategy for promoting sporting excellence which hinges on the following:
(a) Establishing a High Performance Centre:
At present the main support for elite athletes, so identified by their respective national associations, comes through the provision of funds administered by the NSC. Additionally, the development of athletes is facilitated through the acquisition of athletic and other sporting scholarships. As a strategy for accelerating the development of elite athletes the NSC proposes to establish a High Performance Centre with well equipped facilities, medical and other support personnel, including personal trainers. The High Performance Centre will host training clinics, enter athletes in international competitions and provide a range of research and other multimedia materials needed to facilitate the development of the modern athlete. The establishment of a High Performance Centre is a pivotal component the NSC’s strategy to increase the pool of sportspersons and allow the nation to successfully compete internationally. The proposed centre will require a linkage between the Ministry of Education & Human Resources Development and the Ministry of Family, Culture, Sports and Youth, with a curriculum marrying Physical Education and sport. It is envisaged that the private sector will be a significant partner in establishing such a centre. The proposed High Performance Centre and its relationship with other stakeholders are schematically presented overleaf.
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DIAGRAM: The HPC and its Proposed Location in Barbados’ Sporting Environment
The Barbados Government
International Private Sector Federations Education Sports
BOA and Other NSC Stakeholders Teaching Sports
National Federations HPC Facilities NADC
Training and Certification of Coaches and In Schools and Officials Colleges
Schools P.E. & Sports Competitions Competitions Prog.
Secondary Primary Schools Schools Curriculum National Curriculum Regional & Int’l Competitions Competitions Prep Schools “Creating a Passion for Sports” National Sports Council Strategic Plan 2012-2016
(b) Establishing a sporting Hall of Fame:
Such an initiative will not only serve to motivate emerging sportspersons, but will support efforts to develop a sports industry and has the potential to generate revenue for the Council.
(c) Introduce Development Squads in select sporting disciplines:
A primary requirement for the success of this strategy is the complete revamping of the current coaching system. It is envisaged that this strategy will require the development of a cadre of high performance coaches and a solidification of the Council’s relationship with various sporting organisations.
(d) Preparation of a rolling Olympics Plan:
In association with the BOA and the appropriate national associations, the NSC proposes to create an Olympic Plan, which will be updated annually. The purpose of the plan is to ensure that the preparation of selected athletes is optimised and their eventual participation in the Olympic Games brings honour to the nation.
(e) Securing Scholarship Opportunities:
The NSC will utilise the information communication technology to research, store and publicise information on scholarships, while at the same time building relationships with reputable colleges, universities and coaches with an interest in available local talent. The NSC will establish a programme to prepare athletes to maximise their scholarship awards.
7.2 Develop a Sports Industry
Barbados has the opportunity to develop sport as a major economic earner. Among the many areas to be explored and exploited are:
Sports tourism: This plan envisages providing the NSC with the human resources necessary to work collaboratively with the BTA and local sporting organisations to increase the economic returns from sports tourism. The plan anticipates a joint BTA/NSC initiative, in which the NSC identifies those sporting activities which are consistent with the island’s sporting facilities and sporting heritage. Furthermore, the NSC will manage and organise a range of sporting tournaments involving visitors, whilst developing and maintaining the facilities required for such tournaments.
The hosting of major international sporting events: The NSC will develop, in association with the appropriate economic planners, a model for measuring the impact of such events on the local economy and, in association with the appropriate national sporting body, will seek to attract economically viable international tournaments to the island.
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The selling of sports-related services, particularly in the areas of coaching and refereeing: Building on the island’s sporting heritage, the NSC will introduce programmes for the systematic improvement in coaching and refereeing skills, with a view to offering these skills in neighbouring territories.
The selling of corporate obligatory rights.
The offering of ancillary products such as memorabilia.
The development of professional sporting leagues: In association with the national bodies, the NSC will pioneer the creation of professional and semi-professional leagues in a limited range of sporting disciplines, thereby providing new employment opportunities.
The manufacturing of sporting goods: The manufacturing of the ancillary equipment used in road tennis can be a catalyst for expansion in this area of the economy. As a starting point, the NSC will establish standards for all road tennis equipment. Further expansion in this area should focus on wooden products, in order to exploit the island’s existing woodworking expertise.
The development of media related services
Selling the Barbados brand through our elite athletes
The marketing of sporting legends and icons
The establishment of a Sports Hall of Fame
Development of indigenous sports
Development of board games, online games based on sports: attract sports lovers who are online gamers; must build strategic partnerships/pool resources in this regard.
The above is not intended to be an exhaustive list of the possibilities. In order to be truly innovative and impactful, the NSC proposes to partner with the BIDC, the SBA and the local Chamber of Commerce, to exploit the opportunities available in this area.
7.3 Increase Participation in Sports – Sports for All
With the stress on healthy lifestyles and overall fitness, and given the importance of sport in creating social and economic change, the NSC will continue its focus on developing and maintaining sports facilities for the general population. Facilities development and maintenance will be a fundamental plank in the NSC’s strategy.
However, in addition to the provision and maintenance of facilities, the NSC will offer specific programmes unique to the various age levels in the society.
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The link between sports and youth development cannot be overstated and the NSC currently offers its Summer Camps and schools programme to cater to the specific needs of the youth. The Council collaborates with the Youth Commissioners and the Youth Development Programme to introduce programmes geared toward the youth and to conceptualise specialised sports programmes which specifically cater to “at-risk” youth. This plan requires the expansion of this programme. At the same time the NSC will promote the Seniors/Masters concept across all sporting disciplines. A Seniors Sporting Extravaganza, modelled on the National Seniors Games, but targeting team sports, will be introduced.
Through an initiative from the Organization of Caribbean Administrators of Sport and Physical Education (OCASPE), the National Sports Council embarked on a programme of Disability Sports in 2004. In the first phase, training was conducted by coaches from the Trinidad and Tobago Alliance for Sport and Physical Education (TTASPE) on behalf of OCASPE.
Much more emphasis will now be placed on facilitating disability sports as participation in Paralympics, Blind Sports and other events for disabled persons is becoming more popular. In addition the NSC will begin a programme of systematic upgrades to ensure that its facilities cater to disabled persons.
7.4 Develop local Sporting Organisations
Of major concern to the NSC is the governance of local sporting organisations and the legal issues now prominent in the management of sport. The goal of the NSC is to ensure that the governance of local sporting organisations is in full compliance with the requirements of their international governing federations. Additionally, the NSC will seek to dramatically reduce conflict within sporting bodies.
The NSC’s strategy to address these areas will focus heavily on training and the systematic review of the existing constitutions of organisations. The NSC will emphasize management training for members of the executive of sporting bodies and ADR as the preferred dispute resolution methodology. Where appropriate the NSC will facilitate the revision of inadequate constitutions and monitor the processes used in electing the executive of affiliated sporting organisations.
The NSC will also act as a clearing house, facilitating the flow of information between sporting organisations and the collaboration of local sporting organisations. In support of this development strategy, the Council’s IT capabilities will be correspondingly strengthened.
7.5 Implement a cost efficient methodology for the development and maintenance of sporting facilities
The quantity and the varying quality of the existing public sporting facilities offers the Council an opportunity to reduce costs through a programme of entrepreneurial development and out-sourcing. A well conceptualised out- sourcing maintenance programme can assist in the development of the small business sector whilst improving the NSC’s flexibility and response times. Such a programme could also improve the marketability of the facilities managed by the NSC.
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The NSC therefore proposes to offer existing employees engaged in maintaining its facilities an opportunity to form cooperative ventures and provide maintenance services to the Council. The Council will retain responsibility for defining the applicable maintenance standards, and the award of maintenance contracts. Whilst the NSC will lease its equipment in the early phases of this programme, the emerging cooperatives will invest in new equipment as the NSC’s equipment becomes obsolete.
7.6 Restructure the NSC to support the implementation of the proposed strategy
It is clear that the current organisational structure of the NSC will not allow for the implementation of this plan. Therefore, as a first requirement, it is necessary for a select committee drawn from the Board of Management, the Senior Management of the NSC, and the appropriate Ministries in the Public Service to collaborate on and finalise a new structure for the NSC. This committee should be mandated to complete its assignment within 6 months.
In addition to developing the new structure, the select committee will be tasked with examining and proposing policies for the training of employees, appraisal systems, compensation and incentive systems, along with recruitment policies. The select committee will also provide job descriptions for every management/leadership position in the new structure.
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8. STRATEGIC GOALS
Within the next five years the NSC will:
1. Introduce at least 90% of the programmes identified in the sporting excellence component of this plan 2. Develop a sports industry which contributes at least 2.5% to the national GDP and employs more than 2500 persons. 3. Increase the level of participation in sports by 25%, as measured by the number of NSC-sponsored activities in the period. 4. Facilitate a review, and where agreed, a rewriting of the constitution of more than 95% of the local sporting organisations affiliated to the NSC, with ADR as the standard methodology for conflict resolution. 5. Reduce the annual cost of maintenance per facility by at least 30% in the first year and by increments of not less than 5% in each succeeding year. 6. Restructure the NSC by July 2012 and reduce the cost of transfers from the government by at least 30%, beginning one year after the new structure is implemented.
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9. OBJECTIVES AND ACTION PLANS ______
9.1 Sporting Excellence
To conceptualise, construct and operate a High Performance Centre for Sport by 2015.
- Research the operations of high performance centres regionally and internationally. - Develop the operational methodology for a local centre, including the provision of insurance for participants. - Prepare proposal document for centre inclusive of capital and recurring costs, location, sports offered, staffing and selection criteria for participants. - Secure approval and funding. - Begin operations by 2015
Prepare concept proposal for Hall of Fame by 2012 - Determine selection criteria by 2012 and refine each year until implementation. - Secure sponsorship and private sector involvement by mid 2013. - Secure approval and public funding arrangements by 2013 - Implement proposal by 2014 end.
Introduce development squads in 3 new disciplines each year for four years, beginning in 2012. - Complete training for coaches of each development squad at least three months before selection of squads.
Begin preparation of an Olympics Plan by September 2012 and review and modify plan annually.
Increase the number of scholarships awarded to national sports persons by 10% each year for each of the next 5 years. - Facilitate the evaluation of national sports persons by approved colleges and universities on an annual basis. - Provide national sports persons with data on the available scholarship opportunities on an annual basis. - Create a model development path for athletes in for 5 selected sporting disciplines each year for three years and refine each model by 2015.
9.2 Sports Industry
Develop a sports industry which contributes at least 2.5% to the national GDP and employs more than 2500 persons by 2016. - Research contribution of sports to economic development in select locales. - Create a development plan for a local sports industry, inclusive of required incentives and legislation by 2012 end. - Define the training needs and the institutions required to support the industry. - Refine the plan on an annual basis. - Identify areas of likely early success by 2012. - Secure approval for implementation of development plan by March 2013. - Monitor and evaluate implementation with appropriate revisions.
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9.3 Increased Participation in Sport
Increase the level of participation in sport, as measured by the number of participants in NSC sponsored sporting activities, by 30% in the plan period. - Introduce a structured programme of talent identification and development 2012. - Accelerate the programme of training for at least 30 coaches across 10 disciplines to achieve international certification by 2015. - Introduce a community outreach programme and annually promote a range of sports with appeal to community groups. - Conceptualise and introduce a community volunteer programme to support the work of community sports groups, beginning 2013. - Restructure the promotion of the healthy lifestyles programme in all schools by 2013. - Structure community sporting activities to include the participation of tourists beginning in 2012. - Promote the virtues of sportsmanship in all community sporting events through media messages, beginning 2012.
9.4 Governance of Sporting Organisations
Complete the review/rewriting of constitutions of more than 95% of the local sporting organisations affiliated to the NSC, with ADR included as the standard methodology for conflict resolution. - Institute annual reporting to NSC by national sporting organisations, beginning 2013. - Establish a mechanism for addressing problems identified in the annual reports within a specified timeframe. - Conduct bi-annual seminars on legal issues for sports administrators, beginning 2012. - Facilitate training in ADR for at least 5 persons annually, with participants drawn from among NSC staffers, consultants and sports administrators. - Establish a dispute resolutions mechanism by 2013 and refine it on annual basis.
9.5 Facilities Maintenance
Reduce the annual cost of maintenance per facility by at least 25% by 2013 and in annual increments of at least 3% thereafter. - Finalise the results of the audit of facilities by 2012. - By 2013, develop a plan, with costs, to address the deficiencies identified in the facilities audit. - Research the appropriate surfaces for hard courts and introduce a phased programme to replace identified surfaces by 2015. - Establish a database of facilities currently meeting international, regional and community standards and achieve the optimum mix of facilities by 2016. - Train key staff in facilities maintenance systems and practices. - Identify maintenance activities/practices which may be outsourced and prepare proposal for same. - By 2013, generate $1m annually through corporate advertising, to be directed towards supporting the maintenance of facilities. - By 2013, generate a further $100k annually through hosting sporting fairs.
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9.6 Restructuring the National Sports Council
Restructure the NSC and reduce the per capita cost of transfers from the government by at least 30%. - By February 2012 establish a select committee to research and finalise new structure. - Complete operational and skills audit of Council by March 2012. - By July 2012, complete the restructuring plan. - Ensure plan incorporates a strategy focused structure, annual strategic planning review, the performance appraisal system, key performance indicators, performance selection criteria and methodology, employee productivity incentive scheme and an electronic information system - By September 2012, secure approval for implementation of plan.
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10. KEY PERFORMANCE MEASURES
Strategic Area 2012 2013 2014 2015 2016 Sporting Excellence – Completed projects Sports Economy - % of GDP Sports Economy – Number Employed Government Subsidy - % Change Advertising Revenue Earned ($) Revenue Earned – Sports Fairs ($) Maintenance Cost per facility ($) Development Squads Formed Number of Coaches Trained to Int’l Level Cost of Staff Training ($) Sporting Scholarships Secured Constitutions Reviewed/Rewritten Disputes Resolved through NSC
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11. CRITICAL SUCCESS FACTORS AND CRITICAL ASSUMPTIONS
The NSC anticipates the imminent publication of a national Sports Policy and intends for this strategic plan to influence the formulation of that policy. The Council visualises a national Sports Policy which is fully aligned with this strategic plan. Furthermore the Council envisions a national Sports Policy which acknowledges the pivotal role of Physical Education in the development of a success-oriented national sports culture.
This strategic plan has evolved in an environment of constrained public finances and the imperative of a restructured national economy. Against this background the Council has sought to be creative in demonstrating how sport can be an essential element of broadening the national economic base and furthering national development. It is the Council’s view that a recognition of the new significance of sport will contribute to the will to engage in the fundamental shifts this plan demands.
The major shifts required must begin with the Council itself. For this reason, the structure, governance, and operational policies of the Council will be re-organised as a priority, with the focus on new approaches to cost sensitive activities. At the same time the Council is mindful of the massive public relations campaign which will be required to educate and reorient the nation’s understanding of the role of sport in nation building.
If this reorientation is to be successful, then the NSC’s image in the community, so intertwined with the image of the quality of facilities provided to communities, must be recreated. It is with this in mind that the maintenance of facilities takes on such a prominent position in this plan. Along with the emphasis on facilities, will come transformed approaches to staff development and stakeholder relationships.
The Board of Management, senior management and the entire NSC organisation are excited by the new prospects for sport as outlined in this plan.
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12. CONCLUSION
Research has shown that the ability to execute strategy is more important to an organisation’s success than even the quality of the strategy. Research has also revealed that fewer than 20% of effectively formulated strategies have been successfully executed. The fundamental challenge for the NSC is therefore to overcome the challenge of strategy implementation.
To overcome this challenge the NSC proposes to use measures which not only assess its use of tangible assets but more importantly, its uses of employee capabilities, skills and motivation, along with innovation in service delivery, the responsiveness of its operating procedures and information technology. Furthermore, the restructured NSC will adopt a management system focused on strategy as opposed to tactics. Such a system will seek to align employees and the operational units of the Council with the strategy of the NSC. Through participation, communication and feedback, the implementation of strategy will become everyone’s job. Every objective and every measure in this plan has therefore been derived from the NSC’s vision and strategy.
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13. APPENDICES
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Appendix 1 – List of Facilities Managed by the NATIONAL SPORTS COUNCIL & Other Recreational Facilities
PARISHES NAME OF FACILITIES PAVILIONS HARD COURTS LIGHTS PLAYING FIELDS LIGHTS
ST. LUCY Crab Hill NORTH STARS x
Archer's Bay x
Rock Field x
Clinketts x x x x Checker Hall x x
Pie Corner BADMC
Hope Road BADMC
Connell Town BADMC
Greenidges BADMC
Durhams BADMC St. Clements/Ignatius x x Byer x x ST. PETER Keith Boyce x x x x Indian Ground x x x Black Bess x x x x Warleigh x x Maynards x x x Speightstown x x x x x Boscobel x x x
Whim x Six Men’s x
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PARISHES NAME OF FACILITIES PAVILIONS HARD COURTS LIGHTS PLAYING FIELDS LIGHTS
ST. ANDREW Belleplaine x x x x
Conrad Hunte/Shorey x x x Village ST. JOSEPH Lammings x x x x x
Horse Hill x x Grantley Adams Grantley Adams x x x School St. Elizabeth x x x x x
ST. JAMES Sion Hill COMM. DEV. x x x x
Haynesville CLUB x x
Trents CLUB x
Desmond Haynes x x x x x
Hoytes Village x x
Oxnards x x x " Orange Hill x x x x x Folkstone x x
Husbands Gardens x x x
ST. THOMAS Bridgefield x x x x x
Lears x x
Bagatelle x x x x x Holy Innocents x x x x Proute x Arthur Seat x x x Farmers x x Content x x x x x
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PARISHES NAME OF FACILITIES PAVILIONS HARD COURTS LIGHTS PLAYING FIELDS LIGHTS
ST. GEORGE Bairds/Greens x x
Sweet Vale x
Salisbury x x x
Ellerton x x x x x Lower Estate x x Glebe x x James Bryan/St. Helens x x x x x
Flat Rock x
Drax Hall x x x x " St. Judes Primary x x
ST. JOHN Gall Hill x x x x x
Foster Hall x
ST. PHILIP Hilda Skeene Hilda Skeene School x
Bayleys x
Chapel x x x
Blades Hill x x x
Rices x x x
Foul Bay x
Wayne Daniel x x x
King George V x x x x
St. Martin x x x
Harrow x x Cliff x Church Village x x
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PARISHES NAME OF FACILITIES PAVILIONS HARD COURTS LIGHTS PLAYING FIELDS LIGHTS
CHRIST CHURCH Apple Grove (Briar Hall) x x
Vauxhall Prim. x x
Silver Sands x x
Dover x x x x x
Sargeants Village COMM. DEV. x
Lowthers x x x x
St. Matthias x
St. Christopher x x x x
Fairy Valley x x
Wotton x x x x x
Rockley x x
Silver Hill x x
Rendezvous x
Airport x
Parish Land x x x x x
Plumgrove CLUB x
Inch Marlow x x x x
Cane Vale x
Pillersdorf x x
Goodland x
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PARISHES NAME OF FACILITIES PAVILIONS HARD COURTS LIGHTS PLAYING FIELDS LIGHTS
ST. MICHAEL Victor Clarke/Aubrey x x x x x Grant Weymouth "B" x x
Grazettes COMM. DEV. x x x x
Friendship COMM. DEV. x x x x
Murphy Pasture x x x
Blenheim "A" x x x x x
Blenheim "B" x x x
Bayville x x x x x
Garrison Savannah x x
Warrens x
Arsenal/Jackson x
Parkinson "A" COMM. DEV. x x
Parkinson" B" x x Parkinson School
Eden Lodge x x x x x COMM. DEV. Deacons x x x x (Resource Centre) Ferniehurst x x
Montgomery x x x
Clapham x x
Emmerton/Elkes COMM. DEV. x x
Meadow Road/Wildey x x x x Valery x x x x x Jessamy Avenue x x
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PARISHES NAME OF FACILITIES PAVILIONS HARD COURTS LIGHTS PLAYING FIELDS LIGHTS
ST. MICHAEL (Cont'd) Spring Garden x
St. Pauls/Delamere x COMM. DEV. Haggatt Hall x x (Resource Centre & Belfield x x x x x
Dalkeith/Garrison Garrison School x Garrison School School Chancery Lane x x
Station Hill COMM. DEV. x x x
Lumber Company x x x
Dash Valley x x x x Princess Royal x x x
Passage Road x x x
Free Hill x x
Hill Road/Dash Gap x x
Lodge Hill x x x
Lawrence T. Gay x x
Bush Hall x x
Bonnetts x x
Belmont School x
National Stadium x x x
Netball Stadium x x x
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S U M M A R Y
Number of Pavilions - 70 Number of Playing fields - 106 Number of Hard Courts - 75
No. of Pavilions under the control of the National Sports Council - 57 No. of Pavilions owned by Community Development - 09 No. of Pavilions owned by Clubs - 04
No. of Playing Fields with lights - 45 No. of Playing Fields under the control of the National Sports Council - 97 (44 with lights) No. of Playing Fields under the control of the BADMC - 05 No. of Schools with Playing Fields (Parkinson, Garrison, Grantley Adams, - 04 (01 with lights) Hilda Skeene*) No. of Hard Courts with lights - 66 No. of Hard Courts under the control of the National Sports Council - 74 (65 with lights) No. of Hard Courts under the control of Schools - 01 (01 with lights)
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Appendix 2 – List of National Sports Associations
LIST OF NATIONAL SPORTS ASSOCIATIONS
1. AMATEUR ATHLETIC ASSOCIATION OF BARBADOS (AAA)
2. BARBADOS AMATEUR BASKETBALL ASSOCIATION (BABA)
3. B’DOS AMATEUR BODYBUILDING & FITNESS FEDERATION (BABBFF)
4. BARBADOS AMATEUR BOXING ASSOCIATION
5. BARBADOS AMATEUR GYMNASTICS ASSOCIATION
6. BARBADOS AMATEUR SWIMMING ASSOCIATION (BASA)
7. BARBADOS AMATEUR WEIGHT-LIFTING ASSOCIATION
8. BARBADOS ARCHERY ASSOCIATION
9. BARBADOS BADMINTON ASSOCIATION
10. BARBADOS BLIND CRICKET ASSOCIATION
11. BARBADOS BOXING BOARD OF CONTROL
12. BARBADOS BRIDGE LEAGUE
13. BARBADOS CANOE & KAYAK ASSOCIATION
14. BARBADOS CHEERLEADING FEDERATION
15. BARBADOS CHESS FEDERATION
16. BARBADOS CLAY TARGET ASSOCIATION
17. BARBADOS CRICKET ASSOCIATION (BCA)
18. BARBADOS CRICKET LEAGUE (BCL)
19. BARBADOS CRUISING CLUB
20. BARBADOS CYCLING UNION (BCU)
21. BARBADOS DANCE COUNCIL
22. BARBADOS DARTS ASSOCIATION
23. BARBADOS DRAUGHTS ASSOCIATION
24. BARBADOS EQUESTRIAN ASSOCIATION
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25. BARBADOS FEDERATION OF ISLAND TRIATHLETES
26. BARBADOS FOOTBALL ASSOCIATION (BFA)
27. BARBADOS GAME FISHING ASSOCIATION (BGFA)
28. BARBADOS GOLF ASSOCIATION
29. BARBADOS HOCKEY FEDERATION INC. (BHF)
30. BARBADOS JUDO ASSOCIATION
31. BARBADOS KARATE ASSOCIATION
32. BARBADOS KARATE FEDERATION
33. BARBADOS KARTING ASSOCIATION
34. BARBADOS MARTIAL ARTS SPORTS FEDERATION
35. BARBADOS MOTORING CLUB
36. BARBADOS MOTORING FEDERATION INC.
37. BARBADOS NATIONAL DOMINO, WHIST & HEARTS CLUB
38. BARBADOS NETBALL ASSOCIATION (1997)
39. BARBADOS OLYMPIC ASSOCIATION (BOA)
40. BARBADOS ORIENTEERING FEDERATION
41. BARBADOS PARAGLIDING ASSOCIATION
42. BARBADOS POLO CLUB
43. BARBADOS POOL DEVELOPMENT ASSOCIATION
44. BARBADOS POWER-LIFTING & STRENGTH ASSOCIATION
45. BARBADOS RALLY CLUB
46. BARBADOS RIFLE ASSOCIATION
47. BARBADOS RIFLE & PISTOL FEDERATION
48. BARBADOS ROAD TENNIS ASSOCIATION (BRTA)
49. BARBADOS RUGBY FOOTBALL UNION
50. BARBADOS SAILING ASSOCIATION INC.
51. BARBADOS SECONDARY SCHOOLS’ FOOTBALL LEAGUE
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52. BARBADOS SHOOTING COUNCIL
53. BARBADOS SPECIAL OLYMPICS
54. BARBADOS SPORTS COMBAT ASSOCIATION
55. BARBADOS SPORTS MEDICINE ASSOCIATION
56. BARBADOS SQUASH RACKETS ASSOCIATION (BSRA)
57. BARBADOS SURFING ASSOCIATION
58. BARBADOS TABLE TENNIS ASSOCIATION
59. BARBADOS TENNIS ASSOCIATION
60. BARBADOS TURF CLUB (BTC)
61. BARBADOS VOLLEYBALL ASSOCIATION (BVA)
62. BARBADOS WATER POLO CLUB
63. BARBADOS WATER SKI & WAKEBOARDING ASSOCIATION
64. BARBADOS WINDSURFING ASSOCIATION
65. BARBADOS WOMEN’S CRICKET ASSOCIATION
66. BARBADOS WUSHU TAI CHI FEDERATION
67. BARBADOS YACHT CLUB
68. GYMNASIUM LTD.
69. HANDBALL ASSOCIATION OF BARBADOS
70. NAPSAC COMMITTEE
71. NATIONAL ANTI DOPING COMMISSION (NADC)
72. NATIONAL KICKBOXING LEAGUE OF BARBADOS
73. PARALYMPICS ASSOCIATION OF BARBADOS
74. TAEKWONDO ASSOCIATION OF BARBADOS
75. WORLD ROAD TENNIS FEDERATION (WRTF)
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