SOUTH AFRICAN NATIONAL BOXING ORGANISATION

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1 SOUTH AFRICAN NATIONAL BOXING ORGANISATION Olympic Style Boxing SANABO STRATEGIC PLAN

2 Index Page 1. Introduction 3 2. Vision 4 3. Mission 4 4. Priorities of the organisation 4 5. SWOT Analysis 5 6. Core Business Areas 6 1. Management 7 2. Marketing & Services 8 3. Sport Development 9 4. High Performance 10 2

3 1. Introduction Boxing is a sport that has the capability to reach out to an entire nation and be supported and practiced by anyone. The sport contributes to physical, social and mental development of individuals, with many a success story to support this statement. As the Internationally recognised National body SANABO is responsible for the stewardship of a modern and exiting sport that demands great commitment from highly disciplined and talented athletes. South African Boxers have been representing their country at the Olympics since Our Boxers have won Gold, Silver & Bronze medals at previous Olympic Games ( ), but we have yet to produce an Olympic medalist since our return to the International boxing arena in This is a major objective for amateur boxing, along with the broader development of our sport. We must increase the interest of boxing in South Africa. We recognise the financial support SANABO receives from the Department Sport and Recreation South Africa and the National Lottery Distribution Trust Fund. SANABO is faced with many challenges and responsibilities that require the adoption of a dynamic and strategic approach to the planning and conduct of this sport. The SANABO Executive committee will be responsible for delivering the outcomes of the plan. I encourage all Provinces, Districts and Clubs to work together for the benefit of amateur boxing throughout South Africa (J. BARNARD) PRESIDENT: SANABO 3

4 2. VISION To be one of the top three (3) Olympic Style Boxing countries in Africa and one of the top 12 Olympic Style Boxing countries affiliated to AIBA. 3. MISSION a. To promote Olympic Style Boxing in South Africa. b. To provide fair competition. c. To provide equal opportunities at all levels. d. To be committed to the development of all facets of Olympic Style Boxing. e. To further the safety and welfare of all participants. f. To increase the membership base. g. To put structured development programmes in place at grass root levels. 4. PRIORITIES OF THE ORGANISATION a. To qualify at least five (5) boxers for the 2012 London Olympic Games. b. To win three (3) medals at the 2012 Olympic Games. c. To win at least Five (5) medals (Gold or Silver) at the 2011 Africa Boxing Championships. d. To increase membership. e. To stabilize Provincial structures. f. To become financially self-sufficient. g. To promote women boxing at all levels. 4

5 5. SWOT ANALISIS Strengths Abundance of talented boxers with the potential to achieve at the highest level. Willing coaches and trainers. Development Programme in place. Representation at AIBA level. Olympic Style boxing is the safest, best medically controlled contact sport in the world. (Johns Hopkins University studies) Knowledgeable and experienced leadership. Weaknesses Inadequate infrastructure at Regional and Provincial level. Inadequate data base. No permanent office staff. Insufficient administration financial support. Insufficient media coverage. Opportunities Lottery fund to continue assisting with development of Elite boxers. Olympic Style Boxing is the stepping-stone to potential wealth. Awareness amongst previous disadvantaged communities. Threats Lack of public recognition within South Africa. Attraction to the professional ranks too early on. Reluctance of parents to accept boxing as a safe contact sport. Competes with other sports for limited available financial resources. Boxing is not a recognised School sport. 5

6 6. CORE BUSINESS AREAS 1. Management. 2. Marketing & Services. 3. Sport Development. 4. High Performance. 6

7 CORE BUSINESS AREA 1: Management Objective: For SANABO & Affiliated Provinces to have a corporate management structure that facilitates the achievement of the Vision Category Strategic Priorities Key Performance Indicators 1.1 A united organisation which is Nationally focused Provinces and District organisations to develop strategic plans reflecting the National direction Provincial and District strategic plans in place which are complementary to the National plan & reported against to the SANABO Executive 1.2 Efficient & effective management structures & systems in place Review all existing policies & Rules and Regulations Central register of SANABO policies published and on-line First two-yearly review of all policies Implement systems to Assure all Compliance meets deadlines ensure100% compliance 1.3 Financially viable organisation Financial Delegations Develop, approve & implement a financial plan for the period Delegations Manual completed Council endorsed National Financial Plan, Monthly financial reports Establishment of Audit Sub-committee Audit Sub-committee established 1.4 Governance Foster good Governance for SANABO Assist Provinces & District Organisations, when necessary, to ensure that good governance principles are met. Manage and strengthen stakeholder relations. Compliance with SANABO Constitutional Requirements. Provincial Constitutions reviewed and compliant with Principles of Equity Strong relationships with partners, sponsors and boxing community 7

8 CORE BUSINESS AREA 2: Marketing & Services Objective 1: To establish an efficient & practical information system to enhance communication to all stakeholders. Objective 2: To provide services that enhances the safety of all participants. Category Strategic Priorities Key Performance Indicators 2.1 Effective & efficient national communication system in place Review SANABO's use of IT as communication medium Strengthen distribution networks for whole of sport information National Calendar of Events Establish a national membership database system, web-based Report to Council on future use of IT Extensive distribution lists established Currency & comprehensiveness of website Calendar of Events Registration System implemented Registration forms and procedures implemented 2.2 Enhanced national profile Establish & maintain up-to-date & informative website Currency and comprehensiveness reported on by Audit committee annually 2.3 Improved tournament management Resource Package to assist in staging tournaments 2.4 Enhance Sponsorship Opportunities Committee to produce a sponsorship plan Distributed to Provinces and available on website Sponsorship Committee established Sponsorship Plan produced 2.5 Safer participation National Insurance Packages for Provinces, boxers, R/J and Coaches Staged Implementation of Member Protection strategy Courses to assist athletes and coaches to understand antid i li d bli ti Recommendation to Council Policy adopted by Council One courses per year in each District 8

9 CORE BUSINESS AREA 3: Sport Development Objective 1: Nationally driven coach education program to develop quality coaches/trainers at all levels RObjective 2: Nationally driven education & training program for Referees & Judges at all levels to provide highest quality officiating E Category Strategic Priorities Key Performance Indicators 3.1 Strong club management system established Promote Club Development Web site Regular advice to Provinces re club development resources Provide resources to support club development 3.2 Establishment of coach development pathwaymaintain National Coach position Development of a pathway document Provide improved support to Nat Coach Creation of a pathway document 3.3 To improve coaching and coaching capabilities Implement up skill program Program in effect 3.4 To improve officials and officiating capabilities Implement up skill program Program in effect 3.5 Quality resources available for all coaches Latest coach information via electronic newsletter & website Information DVD for coaches distribution list operating, coaching sub-site established DVD made available to all Provinces 3.6 High quality officiating at all National tournaments Establish national policy for Assessment of Officials at Policy implemented and communicated to officials via brochure and seminar. National Championships, and ongoing assessment Appointment of Scholarship Official when appropriate Access Scholarship Official program when appropriate 3.7 Communication strategy for all National members Create web sub-site for officiating Disseminate information on officiating to officials via electronic newsletter Website established & promoted Newsletter approx each quarter 9

10 CORE BUSINESS AREA 4: High Performance Objective: To develop a National High Performance Program ensuring that our talented athletes have the best possible opportunity to achieve success at a world standard & which effectively services all stakeholders. Category Strategies Performance Indicators 4.1 Improved full-time Scholarship Program, and Training diary for each Scholarship holder Boxers maintain diary and use it to assist their home coach to complement better relationship with boxers' individual coaches SANABO training Recognition of individual coach of scholarship holders Coaches have photo and CV placed on website System to track performance of Scholarship holders Coaches inducted to SANABO facilities at start of boxer's scholarship period National Technical Direction delivered throughout athlete/coach pathways Performance appraisals provided to boxers & home coaches. Underpinning programs following National technical direction 4.2 Improve support for talented athletes not in residential program Secure SRSA support Development of strong underpinning programs Increased number of scholarships and benefits awarded to boxers 4.3 Increased capacity to send better-prepared elite, youth and women teams to multiple events overseas Form a National Squad from which teams are chosen Training Camps for Squad members At least 11 Elite boxers, 8 youth boxers and 4 women boxers 4.4 Develop International Competition Program Send teams to overseas events Overseas teams to train & compete in South Africa International Competition achieved International teams participate 4.5 Set up Talent Identification Program Liaise with National Coach & Provincial coaches Documented Procedure In Place 4.6 Anti-Doping Ensure anti-doping rules and practices are fully understood and followed by relevant personnel Achieve and maintain full compliance 10

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