Strategic Plan 2012 - 2022 - South African Table Tennis …tabletennis.co.za/SATTB Strategic Plan 2012-2022.pdf · · 2017-07-26SATTB Strategic Plan 2012 - 2022 2 ... Education

South African Table Tennis Board

Strategic Plan

2012 - 2022

SATTB Strategic Plan 2012 - 2022

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Contents

INTRODUCTION .......................................................................................................................................... 3

THE PURPOSE AND BUSINESS OF THE SATTB ................................................................................. 4 WHY DOES THE SATTB EXIST? ............................................................................................................................... 4 PRODUCTS AND SERVICES ......................................................................................................................................... 4 CUSTOMERS AND ROLE PLAYERS /PARTNERS ....................................................................................................... 5

SATTB VISION ............................................................................................................................................. 5

SATTB MISSION .......................................................................................................................................... 5

CONSTITUTIONAL STRUCTURE OF THE SATTB .............................................................................. 6

PROPOSED ORGANISATIONAL STRUCTURE OF THE SATTB………………………………………... 6

CURRENT ORGANISATIONAL STRUCTURE OF THE SATTB ......................................................... 7

PROGRAMME AREAS ................................................................................................................................ 8 TALENT ID AND DEVELOPMENT PROGRAMME ..................................................................................................... 8 DEVELOPMENT CONTINUUM .................................................................................................................................... 9

PHASE 1 ....................................................................................................................................................................... 11 PHASE 2 ..................................................................................................................................................................... 111 PHASE 3 ..................................................................................................................................................................... 111 PHASE 4 ..................................................................................................................................................................... 111

TALENT DEVELOPMENT PROGRAMME .............................................................................................................. 133 TALENT ID & DEVELOPMENT CHART ........................................................................................................ 133

TEAM SELECTION POLICY .................................................................................................................................... 155 COMPETITION STRUCTURES ................................................................................................................................ 166 HOLISTIC ATHLETE SUPPORT ............................................................................................................................. 177 HOSTING – INTERNATIONAL EVENTS ................................................................................................................ 188 MONITORING PROCEDURES AND MEASURABLE OUTCOMES ............................................................................ 19

Transformation Targets ....................................................................................................................................... 19 Education and Training ....................................................................................................................................... 19 Coaches Support System ....................................................................................................................................... 19 Elite Performance .................................................................................................................................................... 19 Continental Performance ..................................................................................................................................... 19 International Performance ............................................................................................................................... 200

CORPORATE GOVERNANCE, ETHICS, ADMINISTRATION AND VOLUNTEERISM ........................................... 222 CORPORATE GOVERNANCE .................................................................................................................................. 222 CODE OF ETHICS .................................................................................................................................................... 222 ADMINISTRATION AND VOLUNTEERISM............................................................................................................ 222 QUALITY MANAGEMENT ...................................................................................................................................... 233 RISK MANAGEMENT.............................................................................................................................................. 244 FUNDING STRATEGY ............................................................................................................................................. 255

Government .............................................................................................................................................................. 255 National Lottery ..................................................................................................................................................... 266 Corporate Sponsorship ....................................................................................................................................... 266

WHAT IS TRANSFORMATION? ............................................................................................................................. 277 WHEN MUST TRANSFORMATION STOP? ............................................................................................................ 277 TRANSFORMATION AND CHANGE ....................................................................................................................... 277 PRINCIPLES ............................................................................................................................................................. 277 APPLICATION IN ACTION PLANS OF ORGANISATIONS ..................................................................................... 288 HOW IS IT MEASURED? ......................................................................................................................................... 288


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Introduction

The South African Table Tennis Board (SATTB) organised a strategic planning workshop on the 10th and 11th March 2012. The Strategic Planning session was held against the backdrop of recent National indabas and seen as an effort to align the SATTB’s strategy to the national objectives. Delegates from all of the SATTB affiliates attended the workshop. This workshop produced:

• A new vision and mission for the organisation

• Objectives for the SATTB’s Key Programme Areas

• Improved the structure of the organisation The strategic plan therefore formed the basis of this document, the business plan of SATTB.

Since its unification in 1991, the SATTB has come a long way in introducing the sport of table tennis to all spectrums of the South African population and to start the journey towards international competition medals. The idea of this business plan is to bring into perspective the long-term vision of the South African Table Tennis Board for the next four years. The South African Table Tennis Board has already implemented a number of far-reaching developmental programmes, in partnership with local, regional, provincial and national stakeholders including the Department of Sport and Recreation (SRSA), Department of Education and the National Lotteries Distribution Trust Fund (NLDTF). The past years, with the financial resources and support received from our stakeholders, the SATTB has been able to successfully embark on a program to promote and popularize the development of table tennis in South Africa.


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The purpose and business of the SATTB

Why does the SATTB exist?

In order for the organization to plan properly it needs to reconcile itself with its founding document, its constitution and the reasons for the establishment of the organization. As the organization evolves over the years other important reasons for its existence crystallises as well, such as national objectives as articulated in the Sport and Recreation Plan. The newly developed “Long Term Player Development” (LTPD) presents a solid framework for the overall development objectives of the SATTB. The main purpose of the SATTB is therefore to:

• Deliver the sport of table tennis to all in South Africa

• Promote table tennis socially and competitively both nationally and internationally

• Administer and develop the sport of table tennis in the country

• Provide tried and tested alternative to youth against social ills

• Provide a competitive pathway for athletes and officials

• Structure the sport as determined by the demarcation and boundaries in the country. A presence in all 9 Provinces, but require presence in all 52 Municipal districts.

Products and services

To carry out the mandate as set out above the SATTB provides several products and services to its members as well its partners. Some of these products, services and benefits are:

• The sport of table tennis

• Entertainment

• Recreation, Fitness, health, fun

• Social interaction, belonging to a sport family

• Professionalism

• Coaching, technical expertise

• Capacity development / skills development

• Inclusivity

• Structured sport / competition / national, international competitions

• Career opportunity, competition opportunity e.g. world’s best, leagues and tournaments

• Personal development / discipline

• Provide business opportunities / equipment

• Opportunity to travel and discover new environments

• Assist with funding

• Education and training – capacity development

• Research into the sport

• Provide expertise on administration, coaching, technical officiating, technical specifications

• Structure sport in the provinces


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Customers and role players/partners

The SATTB engages several partners to ensure that its goals are achieved. Some of these partners and customers (the people and organisations that pay for specific services) are:

• School, Clubs, Universities, communities

• Players

• Young, seniors, Veterans

• Provinces & Regions

• Sports councils

• Government – SRSA at all levels, municipalities, lottery

• NGOs

• SASCOC

• Businesses, entrepreneurs

• Tourism bodies

• Media

• Parents / guardians

• Medical, Drug free sport

• Sport science, nutritional science

• Academies

SATTB Vision

To provide a vibrant and successful environment that promotes and supports accessibility and active, lifelong participation in Table Tennis at all levels whilst striving to identify talent and develop champions

SATTB Mission

The SATTB is the inclusive national controlling body for the sport of Table Tennis in South Africa. It seeks to produce lifelong participants as well as acclaimed champions through structured leagues and competitions from grass roots to international level. We will do so by administering the sport through good corporate governance in pursuit of our transformational objectives.

SATTB Strategic Plan 2012

Constitutional structure of the SATTB

Proposed organisational Structure

The following organogram A completely new section, marketing, was included. Each functional areaadministration would have a commission and specific programmes.

Regions

Clubs

Coaching & Development

Commission

Coaches training

Selection

HPP

Technical Development

Commission

Umpire, referee training

Classifiers

Ranking system

Racket controllers

LTPD


Constitutional structure of the SATTB

rganisational Structure of SATTB

depicts the new operational structure of the SATTB.A completely new section, marketing, was included. Each functional areaadministration would have a commission and specific programmes.

SATTB Council

Regions

Clubs

Provinces

Regions

Clubs

Associate members

SANDF, SAP, USSA, SAVETS,

II

NEC

President

NEC

Technical Development

Commission

Umpire, referee training

Classifiers

Ranking system

Racket controllers

Transformation

Commission

Inclusivity programmes

Transformation programmes

Associate members relations

Competitions

Commission

National & international Tournaments

Administration

Office

Athletes commission

Development of structures and

clubs

Special Programmes

Awards & recognition

Finance

Commission

sponsorships

Staff

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depicts the new operational structure of the SATTB. A completely new section, marketing, was included. Each functional area excluding

Finance

Commission

Finances

Legal

Funding and sponsorships

Marketing, PR, Media

Commission

Marketing

Public Relations

Media


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Current organisational Structure of SATTB


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Programme Areas

Talent ID and Development Programme

It could be argued that competition itself might very well be the best form of talent identification, with competition seeing the best or most talented athletes rise to the top in their chosen sport. However the many athletes that do not succeed in the particular sport they have chosen, along with many that do achieve a degree of success, may be better suited to a different sport and never realise it. With this in mind and considering that without talent development, talent identification would be a waste of time and resources, it is easy to see why talent identification is a term that is often confused with the term talent development. Therefore it is vital, for the purposes of this Business Plan, that talent identification is clearly defined before discussing the topic further. Talent identification is defined as "that process by which children are encouraged to participate in the sports at which they are most likely to succeed, based on results of testing selected parameters. These parameters are designed to predict performance capacity, taking into account the child's current level of fitness and maturity. " By linking talent identification to the already existing Provincial and National Level sustainable results can still be achieved in talent identification. At the same time talent identification programs need to be scientifically based and assessment should be continuous rather than being done once only in order to maximise an individual’s sports return from its sporting resources. At the same token, talent identification must not be solely used for the purpose of identifying athletes. Coaches, technical officials and administrators will form part of this process. The main focus groups can be summarised as follows:

� Identified provincial athletes � Identified national athletes � Coaches, administrators & technical officials � Special focus on athletes with disabilities, athletes from HDI areas and

young participants

The SATTB therefore uses the development continuum as the backbone of identification, from grassroots level to elite level. This triangle accurately summarises the process involved with talent ID.


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Development Continuum

Long-Term Player Development [LTPD] is INFUSED AT ALL LEVELS Long-Term Athlete Development is an athlete centred model of an integrated sports system where the requirements of the player, dependent on their biological age, are met by providing the appropriate coaching at the appropriate time along the continuum of the athlete’s development. It is an approach that outlines the appropriate training, competition and recovery programme at each stage. It is also an approach that focuses on maximising player development. Evidence shows that in most cases players do not excel at adult level due to a distinct lack of physical and technical excellence caused by developmental neglect in the early years. The use of a Long Term Athlete Development method advocates a much longer and more systematic approach to athlete development. Seven Stages of LTPD LTPD identifies seven basic stages in the optimal development of a player essentially from childhood to adulthood based on the physical, mental, emotional and social maturation of the individual.

1. Active Start (0-6 years) 2. FUNdamentals (6-9 males, 6-8 females) 3. Learning to Train (9-12 males, 9-11 females) 4. Training to Train (12-16 males, 11-15 females) 5. Training to Compete (16-23 +/- males, 16-21 +/- females) 6. Training to Win (19 +/- males, 18+/- females) 7. Active for Life (any stage males and females)


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“Diagram A”


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PHASE 1 Starts off on Club level and explains the importance of development and how the South African Table Tennis Board has been addressing the objective of growth and mass participation on a level referred to as Entry Level Participation. Special focus is given to the following areas:

• Playing opportunities

• Basic Talent Identification

• Introductory Courses (TOPS Coaching course, Club and League Umpires)

PHASE 2 It then moves up one level to the Club Level and addresses the capacitating of all role players on this level in order to enhance the work done in Phase 1. Focus areas are as follows:

• Participation based Competition

• Social Development

• Community Initiatives

• Sustainable focused Programme (Technical, Basic Administration and TOPS Coaching courses)

PHASE 3 The Provincial Level is being developed in terms of the longer term commitment of players to the sport. This is achieved by presenting the more serious player with Tournament opportunities. Capacity building is also considered on this level in the form of even higher qualifications for coaches (ITTF Level 1), Technical officials (Provincial Umpires Courses), Administrators (Advanced Administrator courses) and further Talent Identification is addressed. Already identified athletes and coaches at the SA Games level will undergo complimentary testing at Provincial academies. Certain identified athletes at this level will form part of the pool of athletes that will be considered to for the High Performance programme. The following areas are utilised for the identification of talented athletes:

• Provincial Squads

• SA Games

• Provincial Academies

• National Competitions

• National League

PHASE 4 On this Elite Level Provincial Teams are using previously established building blocks (phases) as the basis of participation (Elite Performance) and once again the coaches have the opportunity to qualify at an even higher level (Capacity building). The National Team is the peak of any table tennis player’s achievements and so is international competition. On this level Elite Performance is most certainly the main


objective. Performance can obviously be measured in the form of medals in international competition. The Centre of Specialisation that is providing the required services in the delivery of this phase is the University of Pretoria (High Performance Centre) in With this being said it is further envisaged that once athletes reach the peak of their careers and are no longer able to participate, these very same athletes should be brought back into the continuum to perform various roles from coaching, techto fulfil administrative functions either on a volunteer basis or where possible on a fulltime basis. “Diagram B” will shed some clarity on this desired process. The following areas are addressed on Elite Level:

• National Squads

• High Performance Programme

• National and International Training Camps

• International Competition including Continental participation

• Medical and Scientific Intervention

“Diagram B”

Provincial


ive. Performance can obviously be measured in the form of medals in international

The Centre of Specialisation that is providing the required services in the delivery of this phase is the University of Pretoria (High Performance Centre) in Tshwane.

With this being said it is further envisaged that once athletes reach the peak of their careers and are no longer able to participate, these very same athletes should be brought back into the continuum to perform various roles from coaching, technical officiating and

administrative functions either on a volunteer basis or where possible on a fulltime basis. “Diagram B” will shed some clarity on this desired process.

The following areas are addressed on Elite Level:

h Performance Programme

National and International Training Camps

International Competition including Continental participation

Medical and Scientific Intervention

Table Tennis

Elite

Grassroots

Club

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ive. Performance can obviously be measured in the form of medals in international

The Centre of Specialisation that is providing the required services in the delivery of this Tshwane.

With this being said it is further envisaged that once athletes reach the peak of their careers and are no longer able to participate, these very same athletes should be brought

nical officiating and administrative functions either on a volunteer basis or where possible on a full-

Grassroots


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Talent Development Programme

We encourage all players to participate in table tennis and will do no screening until talent has emerged. The game of table tennis is of such a nature that an athlete with talent will automatically rise through the ranks as exceptional hand-eye coordination is required to become an elite level player. Athletes who do not possess such exceptional coordination skills are also encouraged to play the game on social level. A clear programme of talent development rather that talent identification is imperative. In particular the programme will indicate how the rural and marginalized youth are to be included. Talented identified athletes will automatically be included in development programmes based on merit. It will also indicate how the schools are to be incorporated in a holistic and integrated development continuum at club level. Full inclusion and integration is vital to ensuring a large pool from which to develop promising athletes and at the same time ensure mass participation for sustainable growth of table tennis.

TALENT ID & DEVELOPMENT CHART

� The key objective of establishing, monitoring and measuring a Talent ID and

Development chart is to create an organic link between the levels in proportion to the requirements; this organic link will enhance the level of performance of talented athletes as well as empower their support staff like coaches, administrators and technical officials.

� To develop talented athletes and support staff through the provision of coaching,

technical and administration courses, sport science and medical services and provide training opportunities to athletes, coaches, administrators and technical staff in line with the SATTB’s coordinated national plan.

The following Talent ID and Development chart demonstrates the organic link between each level. Each level of the chart highlights the programmes that must be followed to achieve the desired results of that particular level.


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TALENT ID & DEVELOPMENT CHART

International Level

� International Umpires Courses (Blue Badge) � International ITTF Level 1 Coaching Courses � Olympic Games � Paralympics � Commonwealth Games � All Africa Games � International Competition � International Training Camps � International Meetings � EAD Competitions

National Level

� SA Senior Championships � SA School Games � National League � National Academy � ITTF Level 1 National Courses � National Umpires Course � Coaches Assessments every 2 years � National Training camps � Coaches Register

Provincial Level

� School Games Trials � Provincial Academies � ITTF Level 1 Courses � Provincial Umpires Courses � Advanced Administration Courses � Inter-Provincial Competition � Advanced Talent ID

Regional Level

� Basic Administration Courses � League Umpires Courses � TOPS Coaching Courses � Basic Talent ID � Inter-Regional Competitions

Clubs/Schools Level

� TOPS Coaching Courses � Club Umpires Courses � Basic Administration Courses � Inter-Club and Schools Competitions � District Competitions


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Team Selection Policy

The selection policy of the South African Table Tennis Board is a document adopted by its members at its Council Meeting. Any amendments to this policy have to be ratified by the Council.

• The athletes are selected on their performances at the Annual Senior and Junior Championships.

• Additional consideration is given to athletes’ performances at regional and provincial level, i.e. SA Games, SA Schools Competitions.

• The National Selectors will identify a squad of 10 (Ten) athletes consisting of Men and Women, to a maximum of five (5) each for Senior Events.

• The National Selectors will identify a squad of 4 (four) U17 Boys and 4 (four) U17 Girls, total being 8 athletes and

• (two) U14 Boys and 2 (two) U14 Girls, total U14 being 4 (four) athletes. The total junior squad will comprise of a maximum of 12 athletes.

• At International competitions where the minimum numbers of players are three, a fourth player will be included and this will be the best African athlete.

• If the African player is already in the top three this will not apply and no fourth player will qualify.


Competition Structures

It is important to look at competition strexposure and access to competition by talented athletes at all levels of the development continuum, starting with competitions from School, Tertiary, Provincial, and National, Zonal, Continental and International level. The point being that where there are gaps a clear strategy to fill those gaps must be devised and secondly, the progression of each athlete through these competitions must be a function of a properly mapped out plan. The establishment of a National League, consisting of 9 teams representing each province together with the National Academy Team will fill this competition gap. Strength versus strength athlete supportive competition structure follows the following pattern:

“Diagram C”

National tournaments

Provincial tournaments

Regional tournaments

District tournaments

Club tournaments

Regional club Leagues

Provincial club Championship

National club Championship


Competition Structures

It is important to look at competition structures in table tennis and in particular the overall exposure and access to competition by talented athletes at all levels of the development continuum, starting with competitions from School, Tertiary, Provincial, and National,

ernational level. The point being that where there are gaps a clear strategy to fill those gaps must be devised and secondly, the progression of each athlete through these competitions must be a function of a properly mapped out plan.

f a National League, consisting of 9 teams representing each province together with the National Academy Team will fill this competition gap.

Strength versus strength athlete supportive competition structure follows the following

Intra- School Leagues

Inter-School Leagues

Regional-School Games

SA Schools

Games

Provincial School Games

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uctures in table tennis and in particular the overall exposure and access to competition by talented athletes at all levels of the development continuum, starting with competitions from School, Tertiary, Provincial, and National,

ernational level. The point being that where there are gaps a clear strategy to fill those gaps must be devised and secondly, the progression of each athlete through these competitions must be a function of a properly mapped out plan.

f a National League, consisting of 9 teams representing each province together with the National Academy Team will fill this competition gap.

Strength versus strength athlete supportive competition structure follows the following


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Holistic Athlete Support

Global success and excellence in modern sport is not a function of raw talent alone. Successful sporting nations are those that have perfected their talent identification mechanisms and combined them with an integrated, holistic, well-resourced and advanced athlete support system for their country. Further the blanket of support extended to an athlete must not focus only on making him or her hero or heroine at the prime of performance, but it must also provide the athletes with employment during that time and a firm grounding or springboard for a well-balanced career beyond those peak competitive days. The backbone of our proposed athletes’ support system will be an integrated system of the National Academy and Provincial Academies nationwide with the following characteristics: The SATTB’s Athlete Assistance Program (AAP) is aimed at enhancing the high performance sport system. The AAP assists international calibre athletes with their training and competition needs, through the provision of a living and training allowance and, where applicable, tuition expenses. This provision is made possible from funds received from the NLDTF. The AAP is also intended to assist identified athletes in dealing with the increasing demands of high performance sport and to enhance their personal and career development both during, and following, their athletic careers. The programme of the Academy system will also include: -

Athletes

� medical and scientific support � coaching and development � a life skills programme � communication and media specific skills � tuition support for school goers � gear and equipment

Coaches and Technical officials

� international training and experience � resident international coaches � remuneration � support part-time coaches � utilization skills training

Volunteers

� The development of an effective volunteer culture is regarded as critical to the success of the plan.

� administrative plan � event volunteers � Use of past heroes.


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Hosting – International Events

Hosting International events will continue the process with development for our emerging young talented athletes. These events create opportunities for exposure to participate and witness the high standards of International competition. This opportunity will provide our young players with inspiration and motivation to excel in the fast pace and thrilling game we all love and aspire to. Sport in our country has played a significant role in building a new non-racial, non-sexist and non-discriminating nation in South Africa. Our democracy is still young and SATTB will continue to build on this for the benefit of all its formally marginalized and disadvantaged communities by the act of hosting major world events in South Africa. The legacy of these events will provide table tennis players in our country with a belief that they can also achieve the great heights of the best in the world. Participation at these events is crucial to the SATTB reaching it said objective by 2014, and will also serve as a way of measuring our athletes’ performance.

� CONTINENTAL EVENTS � ZONE VI CHAMPIONSHIPS � WORLD EVENTS


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Monitoring Procedures and Measurable Outcomes

Transformation Targets The fundamental principles of the SATTB is general unity of action, mutual respect of Associations; in their dealing with one another and the inadmissibility of discrimination against Associations or individuals on racial, political, religious or other grounds. SATTB observes the general and fundamental principles of the Olympic Charter and no provision of these Rules shall be deemed to conflict with or derogate from these principles. Based on these principles the SATTB has implemented policies to ensure that transformation and inclusion at all levels of our sport is achieved and sustained. This is further demonstrated in the demographics of our National Senior and Junior teams as well as our National Executive Committee. The SATTB has consciously committed itself to include athletes, administrators and officials with disability into all its programs by the year 2013.

Education and Training Training courses are being held at various identified sites throughout South Africa. The following courses are currently being delivered:

1. Coaches (ITTF Level 1) 2. Technical Officials (Umpires & Referees) 3. Sports Administrators 4. Tertiary Education for Elite athletes

Athletes selected for the National Academy, based at the High Performance Centre, currently receives tertiary education via Boston College.

Coaches Support System Coaches that have attended the ITTF Level 1 courses are being monitored on a two year basis to ensure coaches are up to standards and also to impart on them new coaching techniques. The following mechanisms ensure that coaches are supported:

1. Coaches Register 2. ITTF Certified Coaches 3. ITTF Level l and Level ll Courses 4. SATTB Level 1 Coaching Courses

Elite Performance The following events are costed in the budget. Participation at these events is crucial to the SATTB reaching it said objective by 2014. These events will also serve as a way of measuring our athletes’ performance.

Continental Performance

1. Zone 6 Championship 2. African Youth Championship 3. African Senior Championship 4. African Singles 5. All Africa Games 6. Africa Team 7. EAD Africa Middle East Championship 8. SASA II Africa Championship


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International Performance

1. International Table Tennis Championships 2. Commonwealth Games 3. Commonwealth Youth Games 4. Olympic Games 5. EAD World Championships

The SATTB’s main objective is to achieve an African ranking of number 3 and a World ranking of number 30 by 2016.


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Year Month Event

2013

ITTF- Africa Cadets and Junior Championships

ITTF World Table Tennis Singles Championships

Commonwealth Table Tennis Championships

SA Junior & Senior Championships

Elite Training Camp HPC

U21 African Youth Championships (Rabat) Mar

Para Continental Championships

Para International Competition

Zone VI Championships, Zambia

Year Event

2014


ITTF World Table Tennis Team Championships

U21 African Championships

ITTF-Africa Senior Championships


ITTF Cadet Challenge



Commonwealth Games [Abled and Para]

Global Games – Intellectual Impaired

Deaflympics, Belgium

ITTF World Cadet Challenge

Zone VI Championships

Year Event

2015


ITTF World Table Tennis Singles Championships



U21 African Youth Championships

Para Continental Championships



ITTF- Africa Senior Championships

ITTF World Junior Championships

All Africa Games, Congo Brazzaville

Year Event

2016

Olympic Games Rio

Paralympic Games Rio

ITTF- Africa Cadets & Junior Championships

ITTF World Table Tennis Team Championships

ITTF- African U21 Singles Cup Championships

ITTF- Africa Seniors Championships

SA Junior &Senior Championships

ITTF World Cadet Challenge and ITTF Junior Circuit Finals



Para International Event, SASA II SA Development Games, SASA II Africa TT Championships, World Deaf TT Championships


ITTF World Cadet Challenge


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Corporate Governance, Ethics, Administration and Volunteerism

The above stated set of issues relate to both hygiene and capacity factors. By hygiene factors the SATTB refer to questions of how well we run our National Federation, what practices we employ to ensure transparency, accountability, good governance and a sound ethics regime. By capacity, i.e. administrators and volunteers, we refer to our human resource asset. The human resource challenge is at the centre of our ability to deliver against our set goals.

Corporate Governance

The SATTB has committed itself to follow strict corporate governance procedures to ensure sound policy management at all times. Both the finance and administration offices are being run strictly in accordance with the SATTB’s policies and procedures.

Code of Ethics

A code of ethics will inform a code of behaviour for all persons involved with sports management and participation, including elected officials, administration personnel, technical staff, and athletes.

Administration and Volunteerism

Administration and Volunteerism relate to issues of capacity. Given the voluntary nature of our sports administration, often little if any skills training is provided, leading to poor administration and management of NFs and sports structures. Often we have no data or incomprehensive data bases, inadequate monitoring and tracking of athlete performances and progress, no administrative and financial management systems leading to poor accountability on limited funding, etc. The question in this regard is about how we ensure that skills training for our administrators and volunteers are part of our overall Transformation and Development Plan.


Quality Management

“Diagram D”

Quality management refers to the process the SATTB undertakes to ensure that all projects meet the standards for which it was undertaken. This will include policies, objectives and responsibilities. Quality managements in table tennis will include the following processes: Quality planning – the process undertaken to ensure that quality standards are relevant to the project undertaken. In the case of the ITTF Level 1 coaching course, only ITTF certified facilitators and coaches are utilised to deliver this course. Quality Assurance – refers to the evaluation of overall project performance. The performance of ITTF certified coaches are evaluated on a quarterly basis to ensure that coaches on the coaches’ register are in fact legitimate, certified individuals. Quality Control – monitoring specific results to ensure that standards are met and maintained. ITTF certified coaches evaluate newly trained coaches to ensure that the required amount of coaching hours is adhered too and that the ITTF standard is maintained.

Quality Control


Quality Management

rs to the process the SATTB undertakes to ensure that all projects meet the standards for which it was undertaken. This will include policies, objectives and responsibilities. Quality managements in table tennis will include the following processes:

the process undertaken to ensure that quality standards are relevant to the project undertaken. In the case of the ITTF Level 1 coaching course, only ITTF certified facilitators and coaches are utilised to deliver this course.

refers to the evaluation of overall project performance. The performance of ITTF certified coaches are evaluated on a quarterly basis to ensure that coaches on the coaches’ register are in fact legitimate, certified individuals.

monitoring specific results to ensure that standards are met and maintained. ITTF certified coaches evaluate newly trained coaches to ensure that the required amount of coaching hours is adhered too and that the ITTF standard is

Quality Planning

Quality Assurance

Quality Control

23

rs to the process the SATTB undertakes to ensure that all

projects meet the standards for which it was undertaken. This will include policies,

Quality managements in table tennis will include the following processes:-

the process undertaken to ensure that quality standards are relevant to the project undertaken. In the case of the ITTF Level 1 coaching course, only ITTF

refers to the evaluation of overall project performance. The performance of ITTF certified coaches are evaluated on a quarterly basis to ensure that coaches on the coaches’ register are in fact legitimate, certified individuals.

monitoring specific results to ensure that standards are met and maintained. ITTF certified coaches evaluate newly trained coaches to ensure that the required amount of coaching hours is adhered too and that the ITTF standard is


Risk Management

“Diagram E”

Risk management includes the processes concerned with identifying, analyzing and responding to project risk. The following mayor processes are covered: Risk Identification – determining which risks are likely to affect a projectdocumenting such identified risks. Risk Quantification – evaluating risk and risk interactions to assess the possible range of outcomes on a project. Risk Response Developmentresponses to threats. Risk Response Control –

Risk quantification

Risk response


Risk management includes the processes concerned with identifying, analyzing and responding to project risk. The following mayor processes are covered:-

determining which risks are likely to affect a projectdocumenting such identified risks.

evaluating risk and risk interactions to assess the possible range

Risk Response Development – defining enhancement steps for opportunities and

– responding to change in risk over the duration of the project

Risk reposince

control

Risk identification

Risk quantification

Risk response

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Risk management includes the processes concerned with identifying, analyzing and -

determining which risks are likely to affect a project and

evaluating risk and risk interactions to assess the possible range

defining enhancement steps for opportunities and

responding to change in risk over the duration of the project


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Funding Strategy

The South African Table Tennis Board (SATTB) currently depends on funding from the following stakeholders:

• Sport Recreation South Africa

• National Lotteries Distribution Trust Fund

• STAG International (equipment sponsorship) Recognising the dependency on Government and National Lotteries Board the SATTB has formally established a Marketing and Sponsorship Commission with its key objective to market and promote the sport of table tennis. SATTB recognized that table tennis had to adapt to television, or it would have disappeared from the screens as a sport. For table tennis to strengthen its appeal, it had to adapt to television by using a larger ball. This initiative to implement the Marketing & Sponsorship Commission will place the SATTB in a position to market the sport to the commercial sector, this will raise brand awareness amongst the public and it will positively affect the revenue and memberships base. This initiative is a long-term process; therefore the SATTB will still be dependent on funding from Government, the National Lotteries Board and SASCOC. The long term strategy is to become self-sufficient.

Government

With regard to government, the allocation of funds to table tennis has enabled the organisation to secure the services of Sport Development Officers in the nine provinces that is responsible for the promotion of table tennis within the communities. The allocation of administration funds has enabled the SATTB to provide a professional administration service to its affiliates and stakeholders. Funding for more medals has seen our youth participate in Africa and secure second position on the African ranking list and further qualify to participate in the International Federations World Junior Championships. The bilateral agreement between South Africa and the People’s Republic of China has enabled Sport Recreation South African (SRSA) to assist the SATTB in securing the services of a Chinese. The Chinese coach arrived in South Africa at the end of January 2006. Through the continued financial support of SRSA the SATTB will intensify its Programmes to transform and unleash the full potential of our sport in the country.


National Lottery The South African Table Tennis Board, through funding received from the National Lotteries Board has been able to embark on several Capacity Building Projects and provide equipment to regions and districts within the boundaries of South Africa. In addition the SATTB has been able to launch on a programme of support to its elite athletes by providing an environment whereby these athletes are able to benefit from the services available at the High Performance Centre in Tshwane. The number of athletes and management in this programme comprises of 2 female and 4 male athletes, assistant coach and manager. The SATTB increased the number of athletes for the 2006 season to 6 men and 4 women, depended on the allocation of funds from the National Lotteries Board. It is envisaged that the on-goingto continue with our Programmes, especially the development of next 5 years.

Corporate Sponsorship STAG International has been an equipment sponsor to the South African Table Tennis Board since 1993. The benefits derived from this agreement are the sponsoring of international standard equipment i.e. ITTF approved tables, for our National Championships. We are confident that this partnership will continue in the future and by close collaboration we intend to increase the sponsorship to support our National Team with clothing.


The South African Table Tennis Board, through funding received from the National Lotteries Board has been able to embark on several Capacity Building Projects and provide equipment to regions and districts within the

uth Africa. In addition the SATTB has been able to launch on a programme of support to its elite athletes by providing an environment whereby these athletes are able to benefit from the services available at the High Performance Centre in

number of athletes and management in this programme comprises of 2 female and 4 male athletes, assistant coach and manager. The SATTB increased the number of athletes for the 2006 season to 6 men and 4 women, depended on the allocation of funds

ational Lotteries Board.

going support from the National Lotteries Board will enable us to continue with our Programmes, especially the development of our Elite athletes for the

Corporate Sponsorship

nternational has been an equipment sponsor to the South African Table Tennis Board since 1993. The benefits derived from this agreement are the sponsoring of international standard equipment i.e. ITTF approved tables, for our

are confident that this partnership will continue in the future and by close collaboration we intend to increase the sponsorship to support our National Team with

26

The South African Table Tennis Board, through funding received from the

Building Projects and provide equipment to regions and districts within the uth Africa. In addition the SATTB has been able to launch on a

programme of support to its elite athletes by providing an environment whereby these athletes are able to benefit from the services available at the High Performance Centre in

number of athletes and management in this programme comprises of 2 female and 4 male athletes, assistant coach and manager. The SATTB increased the number of athletes for the 2006 season to 6 men and 4 women, depended on the allocation of funds

support from the National Lotteries Board will enable us Elite athletes for the

South African Table Tennis Board since 1993. The benefits derived from this agreement are the sponsoring of international standard equipment i.e. ITTF approved tables, for our

are confident that this partnership will continue in the future and by close collaboration we intend to increase the sponsorship to support our National Team with


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What is transformation?

• About change

• Central to growth of organisations

• Not about white versus black

• Fundamental change

• Conscious process of change of conditions

• Demographics

• Resources

• Patriotism

• Attitudinal change

• History

When must transformation stop?

• On-going process

• Takes place in context of change in society

Transformation and change

• At unification transformation agreed on

• federations determine strategies

• Preparing SA

• Players view sport as careers

• Run on business lines and practices

• Principles

• Definition

Principles

• Democracy

• Demographics

• Accountability & Transparency

• Non-racialism

• Policies into practice

• Unified structures

• Equity and access

• Levelling of the playing fields & access to competition

• Women, disabilities, rural

• Facility access and usage

• Redress and Representivity

• Minimum targets hindering process

• Self-regulation needed

• Development & excellence

• Development synonymous with blacks

• directed at all levels - Excellence needs development

• Capacity building

• Utilising of resources / Intervention needed

• Professionalism

• Part of economic development - 2% of GDP

• Strategic intervention to assist smaller codes (143 federations)

• Ensure amateur remains in control of sport

• Innovation & scientific approach

• modernising sport critical / investment needed


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Application in Action Plans of organisations

• Demographically representative teams

• Democratic structures

• Equitable allocation of resources

• Attitudinal change

• Recognition of the history of black sport

• Professionalisation / commercialisation of Sport

• Accountability

• Transparency

• Non-racialism

• Gender equity

• Equity for people with disabilities

• Equity in access to sport and recreation

• Facilities development in all areas

• Development programmes

• Capacity building programmes

• Globalisation

• Innovation and a scientific approach

• The re-establishment of sport and recreation clubs in disadvantaged communities

• Youth Sport programmes & school sport programmes

• Sponsorship, including government’s investment in sport and recreation

How is it measured?

• Indicators

• Monitoring devices

• Support

Documents

Strategic Plan 2012 - 2022 - South African Table Tennis …tabletennis.co.za/SATTB Strategic Plan 2012-2022.pdf · · 2017-07-26SATTB Strategic Plan 2012 - 2022 2 ... Education