safa presentation to the portfolio committee on sport 20...
TRANSCRIPT
SAFA Presentation to the
Portfolio Committee on
Sport
20 October 2009
Some Background on
SAFA
*
’97 -FIFA U-20 Youth Champ ’99 –Afr Wmns Champs in SA ‘00 –Sydney Olympics
’98 -WC France ’00 -U-20 Afr Youth Champs ’02 –WC in Korea-Japan
’04 -2010 rights awarded
SA Football’s Path to Success
4 racially-
divided
association
s
1862 -1990 1997 –20041991 –1997 2004 -2014
Overcome
apartheid
Adjust to
FIFA & CAF
member-
ship
Post-
Pickard
Era
Build
capacity to
deliver
world-class
WC
•Build
world-class
FA
•Deliver
world-class
WC
•Build
world-class
national
teams
Hosted
& won
1996
African
Cup of
Nations
Noteworthy
achievements
*
THE ERA
CHALL
ENGE
RESPONSE
Four Key Pillars
Four key pillars need to be built to
ensure SAFA repositions itself as a
World Class Football Association
Primary
Objectives
Enhanced
Mission
Statement
and
Supporting
Performanc
e Measures
•World class Mega
Event competenci
es and delivery
•A stable image with strong
governance and financial integrity
with deep corporate and government
relationships
•World class
competitive teams in
all age groups •Social
upliftment across key
communities
Government
Partnership
Stable
Image
Development
Initiatives
Corporate
Relations
Mega Event
Hosting
M
E
G
A
E
V
E
N
T
S
A
S
S
O
C
I
A
T
I
O
N
D
E
V
E
L
O
P
M
E
N
T
S
O
C
I
A
L
Developing an Integrated Repositioning Programme
By standing in the SAFA elections of September 2009, thenew NEC declared its loyalty to the Members of the SouthAfrican football family;
We declared loyalty to the aims and objectives of FIFA asoutlined in its Statutes;
We committed ourselves to implement and develop the aimsand vision of the South African Football Association;
We pledged to dynamically provide and enhance servicedelivery, ensuring the continued development of our sport;
We pledged not to use the office for which we stand forpersonal gain, directly or indirectly, as elected officials.
Major Priorities of the New SAFA Leadership
Major Priorities of the New SAFA Leadership
(cont)
Total adherence to the letter and spirit of the SAFA Mission Statement. We
think that the SAFA Mission Statement is still valid and a visionary
statement, the spirit of which has not been implemented;
To establish new and innovative ways to grow our sport and become more
competitive internationally;
To establish better ways to ensure that our Members are seen as the pillars
of our Association. We must ensure that each Member becomes a viable
entity on its own;
To establish a Membership Affairs Department to ensure the well-
being of our Members at all times instead of a Provincial Affairs
Department whose sole aim is to ensure that our Regions toe
the line as dictated from Head Office;
To ensure that the FIFA World Cup (FWC) leaves a long-lasting
legacy for our Members and that the FWC profits are used for the
development of our Members and not disproportionately distributed
to certain Members and individuals;
To establish a new culture of accountability to our Members through
regular structured reports to and from them that will enable them to
take ownership of this Association once again;
To rid ourselves of the nepotism and cronyism that has
established itself at the highest levels of our football
structures;
Major Priorities of the New SAFA Leadership
(cont)
To deepen democracy in our organisation by broadening the
representation of Members in our national structures. We therefore
demand the restructuring of our organisation to take into account the
changes that have been made in the composition of the
organisation’s membership. Accordingly, we propose that the NEC
consist of:
2 elected Members from each province (18);
10 elected Members on the National List;
4 Vice-Presidents, each one accountable for:
(i) Professional Football,
(ii) Development and Competitions,
(iii) Finance and Administration and
(iv) Schools football; and
The President, who shall take primary
responsibility for International Affairs;
Major Priorities of the New SAFA Leadership
(cont)
To establish new ways of developing partnerships with government
and the corporate world that will directly benefit our Members to
assist in their continued growth and development;
To establish new ways to get parents of our children involved in the
sport on a day-to-day basis;
To clean up the battered image of the sport by partnering with the
media on programmes designed to stabilise the relationship between
us and the media on the basis of principled engagement and
transparency in our management and leadership styles;
To respect our sponsors by cleaning up our image and
providing them with products they would feel proud to be
associated with;
Major Priorities of the New SAFA Leadership
(cont)
WE MUST DEEPEN
DEMOCRACY IN SAFA
SAFA
25
Regions
7 Assoc.
Members
NSL (PSL
& 1st
Div)
WHAT SAFA USED TO BE
WHAT REPRESENTATION ON THE NEC
USED TO BE
NEC
9
Provincial
Reps
6 Nat’l
Reps
2 x VPs
(elected)
1 x VP
(NSL)
Pres
SAFA
52
Regions
7 Assoc.
Members
NSL (PSL
& 1st
Div)
WHAT SAFA IS PRESENTLY
BUT ... REPRESENTATION ON THE NEC
REMAINS THE SAME
NEC
9
Provincial
Reps
6 Nat’l
Reps
2 VPs
(elected)
1 x VP
(NSL)
President
NEC
18 Provincial Reps
10 Nat’l Reps
4 x VPs
-Schools
-Finance/Admin
-Development
-Prof. Football
President
OUR PROPOSAL TO DEEPEN DEMOCRACY
IN SAFA
Establishing a Football Public Works Program
There must be a SAFA-house in every provincepreferably at a 12 000-seater stadium, equipped withoffices, boardroom and a conference room for 100delegates
The SAFA-house must have VIP facilities plus 4additional well-maintained fields which mustaccommodate the provincial School of Excellence
The SAFA-House stadium must have commercialpotential and managed in a way that benefit theprovincial SAFA affiliates
Offices must be fully-equipped with available technology linked to the other provinces and
national office
Football Public Works Program - Provincial level
Football Public Works Program – Provincial level
Provincial SAFA-house must be fully-staffed andheaded by Chief Operations Officer
Office must have a computerised player/membershipsystem linked to the national office
Current provincial Vodacom league offices should beexpanded to become the base from which to build theprovincial football administration in synergy withnational office.
Provincial Government must become a key
partner of football in that province
Football Public Works Program - Regional
and District level
Each region must have headquarters consisting of a football
facility with a mini- 3000-seater stadium, with offices, boardroom
and a meeting room for 50 delegates
Regional Head-quarters must also have 4 additional well-
maintained world class football fields which could host a national
tournament
Offices must be fully equipped with available technology linked
to provincial and national office
Football Public Works Program - Regional and
District level
Offices must have key staff headed by Regional Executive Officer
Each District must have headquarters consisting of a football facility of at least 6 fields with offices, boardroom and meeting room for 50 delegates
District office must be fully equipped with staff consisting of at least a Football Admin Officer plus a secretary
Municipality must become a key partner of football in that region and District
Sustainability of the IDP project
Ensuring the Sustainability of the IDP project
Equitable share to provinces and Regional Members
Larger share of SAFA income to be spent in the Regions
Securing annual grants from provincial governments
Regions to secure funding from Lotto and Sports Trust
Every region to secure annual grant-in-aid from district/metro
municipality-districts from local municipality
Business initiatives in each province e.g formation of a
company to generate revenue, eg sports bar in every
region/sponsorships
What are we trying to do? Becoming a
Learning Organisation
SAFA
Targets
Strategic
Plan
LFA
Region
Province
National
Development
• Players
• Referees
• Youth
•Coaches Education
•Best Practice Admin
•Supporters Education
•Competition Organisation
Development of football
at different levels
in all categories
Implementation Strategy
Integrated Development Strategy
International
Best Practice
75%
National
9 Provinces
Regions
LFAs & Clubs & Schools
100%
Business
Current Future
100%
•Introduced the new Executive to the nation
•Met FIFA President Joseph Blatter
•Met CAF President Mr Issa Hayatou
•Met the Honourable State President Mr Jacob Zuma
•Met the President of the ANC Youth League
•Reviewed the state of the Men’s Senior National Team
•Administrative review under way
•Met the new National Executive Committee
•Planning a bosberaad with the new leadership to chart
way forward for South African football
Progress To Date
