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Strategic Plan 2012-2016

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Strategic Plan 2012-2016 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. “Creating a Passion for Sports” 2 National Sports Council Strategic Plan 2012-2016 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 “Creating a Passion for Sports” 3 National Sports Council Strategic Plan 2012-2016 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, “Creating a Passion for Sports” 4 National Sports Council Strategic Plan 2012-2016 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. “Creating a Passion for Sports” 5 National Sports Council Strategic Plan 2012-2016 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 “Creating a Passion for Sports” 6 National Sports Council Strategic Plan 2012-2016 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
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