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MAY 2014
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1. PREAMBLE
The Bodybuilding and Fitness sector in its entirety embraces the 2030 vision for sport within South
Africa and has developed and is implementing a structured plan and a roadmap toward meeting the
expectations of that vision by 2030. This document will outline the process toward the execution of
this.
The areas addressed in this document will include inter alia the following:
Corporate Governance
i. Constitutional alignment to SASCOC/SRSA/PSC/IF
ii. Governance structure i.e. National to Province
iii. Compliance to good governance
Status Quo on Geo political boundaries
Strategic Plan or Business Plan
Transformation
i. Demographics within National and Provincial Executives
ii. Statistics on membership / affiliates
iii. Access to facilities
iv. Programmes focussing on equity aspects –Disability, Woman, Rural and Youth
v. Strategy and Targets
Albeit that BBSA/IFBB SA is a non-profit organisation and management services are provided on a
voluntary unpaid basis, it is nevertheless in existence to serve a membership who pays a
membership fee in expectation of a high level of service delivery within their sport. It is therefore
imperative that enshrined within the constitution and the management practices of the
Federation, the necessary skills, capability, willingness to serve and a passion for the sport takes
precedence over any individual, personal or group agenda.
2. CORPORATE GOVERNANCE and DIVERSITY
The Corporate governance system by which BBSA/IFBB SA is directed and controlled includes:
a. An existing elected Executive that is responsible and accountable for the complete
governance of the BBSA/IFBB SA.
b. Stakeholders elected the Executive against the BBSA/IFBB SA organisation structure, in
accordance with the constitution and satisfy themselves that an appropriate
governance structure is in place.
c. The Executive sets the strategic plan of the BBSA/IFBB SA.
d. The Executive provides the leadership to execute the strategic plan, supervises the
management of the BBSA/IFBB SA and reports to stakeholders on their stewardship.
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e. The Executives actions are subject to laws, regulations and constitution this is reported
to the stakeholders by means of ongoing report back and presented in its entirety at
an annual general meeting.
AFFILIATION AND CONSTITUTION
a. AFFILIATION
The BBSA/IFBB SA is affiliated to the IFBB INTERNATIONAL which was established in 1946 by brothers
Ben and Joe Weider. Initially there were only two countries involved namely: Canada and the US.
Today after 65 years of history and success there are 189 countries affiliated to the IFBB.
There are a number of strategic imperatives for the decision of affiliation with the IFBB:
i. This IFBB is the largest federation geographically across the world, in 189 countries, with a
well-developed and innovative mission and track record of continual expansion into new and
previously un-represented countries. Regionally within the continent in excess of 50% of
countries are affiliated with existing actions to expand this affiliation. IFBB and its affiliates
host in excess 1400 international championship events annually
ii. The IFBB spearheads and facilitates most if not all of the major international competitions
currently held globally. World titles at both an amateur and professional level such as MR
OLYMPIA are globally regarded at the pinnacle of achievement within the sport.
iii. BBSA/IFBB SA through its association with IFBB is affiliated to a number of key institutions
within the sport which include inter alia - IWGA (the IFBB is the ONLY bodybuilding and fitness
federation recognized by the International World Games Association) The IFBB is also a
founding member of the World Games in 1981
iv. WADA (the IFBB is the ONLY bodybuilding and fitness federation recognized by the World
Anti-Doping Agency)
v. GAISF (the IFBB has been a member of the General Association Of International Sports
Federations since 1971)
vi. ICSSPE (the IFBB is affiliated with the International Council of Sport and Science and Physical
Education)
vii. AIPS (the IFBB is affiliated to the Pierre de Coubertin Committee and the International Sports
Press Association)
viii. The IFBB is recognized by some 90 National Olympic Committees as the ONLY bodybuilding
and fitness federation within their countries
In accordance with the 2030 vision our athletes through our affiliations are competing in an arena of
highly credible and currently recognised best in class global athletes.
b. CONSITUTION
BBSA/IFBB SA currently has a fully documented constitution located for scrutiny on the BBSA/IFBB SA
website which is available to any interested party. An updated version of the constitution ratified by
IFBB as international best practice is currently being finalised for submission and approval by the
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annual congress in September 2014. This new constitution embraces all the elements of acceptable
governance as required in a constitution and outlines the following:
a. Constitution
The constitution embodies the following key sections prescribed under good governance
requirements:
Interpretation — objects and powers
Members — membership and meetings of members (general meetings)
The Executive — powers, other roles (President and secretary) and meetings of
the board
Reporting
Accounts
Auditors
The updated constitution is written in a clear, unambiguous and succinct manner. A copy
of the current constitution can be viewed at: http://www.ifbbsa.co.za/rules-and-
criteria/constitution/ pending the finalisation and adoption of the new constitution.
b. Executive Charter
The Charter contained in the Constitution clearly sets out how the Executive performs its
role. The Executive Charter is the key governance policy document which defines the
respective roles, responsibilities and authorities of the Executive and management in
setting the direction, the management and control of the BBSA/IFBB SA
The Executive Charter includes:
Executive purpose
Authority delegated
Executive composition, including the appointment that of a Chair
Reporting requirements
Delineation of the role of the Executive and the role of management.
c. Sub-Committees
A proposed amendment to the constitution at the2014 AGM will provide for the
appointment following an election process of Executive Sub-Committees which will act as
a suitable pathway for board succession and also provide an opportunity for individuals to
be involved in leadership and decision making at a new level.
These Appointments to Executive Sub-Committees allow new junior executives to give
closer attention to important issues facing the BBSA/IFBB SA than is currently possible for
the full Executive.
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Similar to Executive Charter each sub-committee will also have a clear Terms of Reference
outlining the purpose of the committee
d. Executive Composition
In terms of good governance it is accepted that Executive bodies that are more diverse in
gender and background will be better positioned and represent a broader selection of
interests of members and the wider community. Therefore the mechanism of the Sub
Committees will be utilised to broaden the diversity of the BBSA/IFBB SA management
infrastructure in an planned and accelerated manner.
A detailed diversity and transformation plan which outlines the identification of skill,
ability and willingness to serve from amongst senior athletes, judges and officials from
amongst the BBSA/IFBB SA members will be presented to the Executive at a General
meeting at the BBSA/IFBB SA NATIONAL CHAMPIONSHIPS held on 4 September 2014. This
plan will be communicated to all BBSA/IFBB SA members when nomination for election of
these members will be called for.
e. Executive Role Description
Executive Role Descriptions which outlines the key roles, responsibilities and expectations
of the Executive member is being compiled for presentation at the September Executive
meeting. During the past 6 months a thorough organisational review has been
undertaken to establish and forecast the required resources and skills required to ensure
that BBSA/IFBB SA has the capability, capacity and skills to deliver a world class
Federation to South African Athletes in the next 3 to 5 years. This will be outlined at the
September 2014 General meeting in conjunction with the 2015 Strategic Plan.
It is also recognised that to ensure continuity of delivery and the development of
expertise and transformation, succession planning is essential. The board’s primary role is
one of trusteeship on behalf of its members and stakeholders, ensuring that the
BBSA/IFBB SA remains viable and effective in the present and for the future.
The role of the board includes:
i. Determining the strategic direction, core values and ethical framework within the
BBSA/IFBB SA
ii. Appoint, dismiss, direct, support professional development for members and
evaluate the performance of the President.
iii. Approve, monitor and review the financial and non-financial performance of the
organisation.
iv. Ensure an effective system of internal controls exists, open to scrutiny and is
operating as expected, and that policies on key issues are in place and
appropriate and that these can be applied effectively and legally to those
participants or persons for whom they are intended.
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v. Developing a clearly articulated and effective grievance procedure.
vi. Ensure financial and non-financial risks are appropriately identified and managed.
vii. Ensure the organisation complies with all relevant laws, codes of conduct and
appropriate standards of behaviour.
viii. Provide an avenue for key stakeholder input into the strategic direction of the
organisation.
ix. Ensure senior management and Executive performance evaluation occurs
regularly.
x. Members of the Executive board may have been nominated and elected to the
role from affiliated organisations. Members of the Executive are expected to
make decisions for the betterment of the organisation and sport as a whole and
not necessarily to promote or advance the self-interest of individuals or regions.
xi. Be appropriately prepared for and commit to attending board meetings that are
held at quarterly or as required. In addition Executives are expected to attend Ad
Hoc meetings, the annual AGM and sub-committee meetings.
f. Organisation
BBSA/IFBB SA has been structured nationally and provincially with the essential
minimum roles to deliver the services promised and committed to by the Federation
and its athletes. There is currently two vacancies namely Eastern Cape and Gauteng
Province.
NATIONAL
EXECUTIVE
PRESIDENT
NATIONAL
EXECUTIVE
VICE PRESIDENT
LEGAL COUNSEL
PA TO NATIONAL
EXECUTIVE
PRESIDENT
NATIONAL
EXECUTIVE
SECRETARY
1ST SCRUTINEER
NATIONAL
EXECUTIVE
TREASURER
2ND SCRUTINEER
NATIONAL
EXECUTIVE
CHIEF JUDGE
NATIONAL
EXECUTIVE
MARKETING & PR
NATIONAL
EXECUTIVE
BACKSTAGE
MANAGER
NATIONAL
EXECUTIVE HEAD
JUDGE
NATIONAL
EXECUTIVE
DEVELOPMENT
OFFICER
NON EXECUTIVE
IFBB
3RD SCRUTINEER
NON EXECUTIVE
MEDICAL ADVISOR
GAUTENG
CENTRAL
CHAIRPERSON
FREE STATE
CHAIRPERSON
KWAZULU
NATAL
CHAIRPERSON
EASTERN
PROVINCE
CHAIRPERSON
BORDER
CHAIRPERSON
LIMPOPO
CHAIRPERSON
MPUMALANGA
CHAIRPERSON
NORTH WEST
CHAIRPERSON
NORTHERN
CAPE
CHAIRPERSON
WESTERN CAPE
CHAIRPERSON
GAUTENG
NORTH
CHAIRPERSON
OR TAMBO
CHAIRPERSON
SEDIBENG
CHAIRPERSON
The need for diversity and representation along national demographics is accepted,
acknowledged and remedial action and delivery is scheduled for inclusion in the 2015
strategic plan. During the past 24 months, the tenure of the current President and
Executive the primary focus has been on the following:
i. Devising a fit for purpose organisation structure.
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ii. Enable the continuity and growth of organisation to progress the sport both in
image and ensure high level competitive opportunity for athletes both locally
and internationally.
iii. Establish a platform for the launch of the 2015 Strategic Plan.
g. Geo Political Boundaries
BBSA/IFBB SA conforms in principle to the Geo-
Political Boundaries save that as a consequence of
athlete demand and location of athletes 4 additional
regional centres are in existence. This is also
considered beneficial from a socio economic
perspective to avoid athletes in these areas being
deprived of participation for financial reasons.
h. Executive Behaviour and Culture
In establishing the existing Executive Committee of paramount importance has been
to ensure a skills mix appropriate for the delivery to meet athletes’ expectations and
promote the sport to the next level with a sound and sustainable administration
infrastructure.
Significant time has been invested into the Executive to nurture a positive board
culture to prevent conflict amongst its members and to ensure that they are best
serving the interests of the athletes within BBSA/IFBB SA.
To this end the following are the rules of engagement within the Executive of the
BBSA/IFBB SA:
i. The skills mix of the Executive is always appropriate to its role and tasks.
ii. The Executive understand, acknowledge and embrace the fundamental principles
of transformation without compromising the future, progress and opportunities of
the athletes they represent.
iii. The Executive are in agreement that the management team will ‘speak with one
voice’ about all policy matters when communicating with the President and the
outside world.
iv. There will be a robust, productive, open and honest partnership with the
President in which both good and bad news is shared openly and in a timely
fashion.
v. There will be a positive and constructive boardroom culture in which all executive
members know that their contribution is valued.
vi. There is a good balance between talking and listening. Executive members are
willing to suspend judgment until an issue is fully canvassed and all perspectives
are aired.
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vii. The elected chairperson manages the meeting processes so that issues before the
Executive are adequately addressed with Agenda’s and time management to
facilitate appropriate attention to board issues.
viii. Formal minutes are taken as a record of the meeting.
ix. Legitimate dissent and diversity is viewed as healthy components in boardroom
dialogue and encouraged so that the full range of views, opinions and experience
is available to support board decisions.
x. The views of management are sought and valued.
xi. Members can ask tough questions without management becoming defensive.
i . Mentoring and support
Executive behaviour and culture has been significantly enhanced by providing
appropriate mentoring and support for board members. All appointed Executives are
mentored to ensure they welcomed into their position and included into the group
dynamics, and have greater self-confidence and feel better informed to contribute.
This has been applicable to the entire BBSA/IFBB SA management structure.
j. Inclusion & Diversity Training
The entire Executive is supportive of a process to improve board diversity and
transformation and for it to be successful. Demonstrating the transformation and the
benefits of board diversity through development, education and training is
encapsulated in the 2015 Strategic plan
k. Self-imposed targets and quotas
The principle of reflecting the national demographics is clearly understood and
embraced by BBSA/IFBB SA and as a consequence will impose on itself targets to
achieve this. These targets will be ratified at the September General Meeting for
inclusion into the 2015 strategic plan for the Federation.
i. A planned programme for appointment and the relevant training will be
afforded appointees.
ii. Quotas are being viewed as ceilings and the approach of committed self-
imposed targets is preferred. BBSA/IFBB SA accepts the seriousness and
urgency of this matter and will act accordingly placing this as a priority matter
at the September 2014 congress.
iii. Positions will be afforded candidates with the express desire and willingness to
serve the athletes of BBSA/IFBB SA on an unpaid voluntary basis, as is the norm
within BBSA/IFBB SA. This will occur either through the succession programme
or by means of the mentor candidate programme as eluded to in d. above.
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l. Executive values and Teamwork
The Executive will table at the September General Meeting a document outlining an
agreed set of values and beliefs as outlined in the Strategic Plan as a guide to
acceptable Executive behaviour and decision making. In addition to these values and
beliefs there will exist clear and explicit Code of Conduct to ensure that the reputation
of BBSA/IFBB SA is managed, protected and enhanced to serve its stakeholders.
This Code of Conduct will ensure and actively promote ethical behaviour and decision
making and will include inter alia:
i. Executive members are expected to act with integrity to ensure that the
reputation of BBSA/IFBB SA is managed, protected and enhanced.
ii. The Executive recognises the importance and value of board diversity.
iii. The Executive and its members are expected to promote and encourage equity
and inclusiveness throughout the organisation and consider age, gender,
cultural background and people with a disability in decision making.
iv. The executive is expected to act honestly and in the best interests of the
BBSA/IFBB SA athletes and members as a whole and not to represent
individual constituents.
v. Executives are expected to contribute to a positive board behaviour and
culture by showing respect for other board members opinions and allowing
each member a fair and equal opportunity to contribute to discussion /
decision making.
vi. Executives are required to comply with the following legal duties including:
i. act in good faith and for a proper purpose
ii. exercise due care and diligence
iii. ensure the organisation does not continue to carry on its business
whilst insolvent
iv. meet the requirement of various international, national and
regional laws and regulations that directly impact on the
BBSA/IFBB SA
v. Executives are expected to disclose actual/potential conflicts of
interest.
vi. Executives are expected to behave responsibly particularly
regarding confidential information.
vii. Executives are expected to review board papers before board
meetings and acquaint themselves with the issues confronting the
boards and attend required meetings.
2015 STRATEGIC
PLAN
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It is the express undertaking of this Executive of the BBSA/IFBB SA that sound corporate
governance is fundamental and uncompromising. Corporate governance is one of the pillars of the
BBSA/IFBB SA’s focus on sustainability. It is not static and evolves relative to best practice.
This increases the likelihood that the BBSA/IFBB SA will satisfy the legitimate claims of all
stakeholders and fulfil its administrative and social responsibilities. BBSA/IFBB SA embraces the
principle that being well-governed ensures its accountability and transparency to its members and
other stakeholders.
m. Operations
BBSA/IFBB SA regulate its operations through a number of Policy, Procedure and Operations
guidelines to ensure consistency across all its regions. These Policy, Procedure and Operations
guidelines are reviewed at least once annually against international developments and best
practice. These include:
i. A comprehensive Athletes manual
ii. A judges manual
With respect to access to the broader rules, regulations, processes related to good governance it is
suggested to visit the BBSA/IFBB SA website at http://www.ifbbsa.co.za which documents and
outlines these in detail.
n. Conclusion
BBSA/IFBB SA place a high degree on emphasis on ensuring that all aspects of the organisation
conforms to sound governance principles and should any deviations be identified they are
addressed as a matter of urgency.
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STRATEGIC PLAN 2015
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CONTENTS
FOREWORD
EXECUTIVE SUMMARY
OUR PURPOSE
OUR BELIEFS
VALUES
OUR VISION – BBSA/IFBB SA IN 2015
OUR 2015 TARGETS
INTRODUCTION TO STRATEGIC PRIORITIES AND OBJECTIVES
IMPLEMENTATION AND TARGETS
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FOREWORD
This plan outlines, BBSA/IFBBSA, the foundation for our efforts, programs and focus over the next
five years. The plan will provide a clear direction for the sport, provide an outline of the activities
we will undertake and set some ambitious targets for the sport to obtain. As has been the case
over the last two years, the sport will continue to set itself to achieve the highest of standards with
the sole endeavour of providing a better sport for the next generation our focus.
The plan is the result of extensive consultation and collaboration between stakeholders. The
structure of the organisation and relationships developed over the recent past ensure we step
forward unified in purpose. The BBSA/IFBB SA EXECUTIVE acknowledges the contribution of these
people and that they in no small way now have ownership of the challenges contained in strategic
plan for the BBSA/IFBB SA
After reading the strategic plan for BBSA/IFBB SA you will understand our strategic priorities for
the next period and know the initiatives that underpin the implementation of these strategic
priorities.
We now look forward to “driving our sport” toward such outcomes.
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EXECUTIVE SUMMARY
This Strategic Plan is the cornerstone of the cohesive and outward-looking BBSA/IFBB SA.
The organisation has enhanced its operational and delivery structure through governance
and delivery management over the last two years. This process has now positioned the
sport well within the current sporting landscape ready to also assume transformation
within its executive and management structures.
With a ‘unified’ structure and innovative approach BBSA/IFBB SA is ready to capitalise on
this position. The Strategic Plan is based on the input received from Board Members,
participants, senior staff and other stakeholders.
The Strategic Plan begins with the mission, our purpose, responsibilities, values and
ultimately the vision for BBSA/IFBB SA. Our 2015 targets are outlined, and it includes a
number of major challenging targets for our sport to reach by the conclusion of 2015. It is
with intention that the strategic plan focusses on 1 year primarily due to the extent and
scope of the deliverables contained in the plan.
We continue to aim to be amongst the best administered sports in South Africa within the
context of receiving limited external assistance in funding while still providing a strong
pathway for our participants. Our membership has high expectations for BBSA/IFBB SA
and it must be stated that as an organisation we share this expectation of success.
Current and future members will readily identify with a sport that is thrilling, dynamic,
focused on its participation roots and set on being one that is the first choice of the South
African community. It will be imperative that throughout the remainder of 2014 and the
2015 cycle that BBSA/IFBB SA positions itself as a sport within the mainstream of South
Africa.
We have identified four strategic priority areas:
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OUR MISSION To lead BBSA/IFBB SA and develop our dynamic sport to the position of South Africa’s leading community sport In leading the sport to deliver the above mission we have varying requirements to achieve:
Our ‘Service Mission’ – To be one of the most respected and successfully administered sporting bodies nationally and internationally.
Our ‘Product Mission’ – To develop, service and expand the sport within BBSA/IFBB SA as a thrilling, enjoyable and accessible sport for all.
Our ‘Economic Mission’ – To preserve the ongoing economic viability of the organisation while ensuring the financial accessibility of the sport within BBSA/IFBB SA remains.
OUR PURPOSE A key to delivering our purpose is understanding the responsibilities we have as an organisation outlined specifically below as our commitment to the participant base of South Africa:
To provide access to high quality, well managed venues to support current and future members;
To provide high quality, accessible, coach, official, judges and other technical personnel education and training opportunities at all levels;
To be the advocate for membership through affiliation to a national body and provide access to athlete development resources and training opportunities;
To provide leadership and sustainability for the sport in South Africa, and internationally;
To provide professional major event management and high level competition management assistance;
To provide effective communication with all stakeholders;
To provide athlete development at all levels; To raise the profile of the sport and maintain
it for all stakeholders to enjoy; To provide competition opportunities for
athletes, coaches, judges, officials and managers at all levels (sporting pathway);
To provide the opportunities for South African athletes to compete internationally and attain the highest levels.
To work with all affiliates at a professional level;
To improve and secure the financial viability of BBSA/IFBB SA;
To implement the expansion of services to support the needs of current and future members while working in a collaborative and strategic environment;
To assist affiliates and other key stakeholders in all areas of dispute resolution; and
To work with all government and statutory bodies to ensure local and regional demographical issues are considered in all planning and programme delivery.
OUR BELIEFS At BBSA/IFBB SA we believe that:
We have professional people working in all facets of the sport (e.g. administration, volunteers, technical staff etc.);
We aspire to achieve excellence in all that we do;
We operate with integrity, equity, honesty and transparency;
Our affiliates and partners are essential to our success;
We have a great sport to offer all participants at all skill levels;
We strive for a collaborative and productive working relationship with all interested parties;
We operate in a consultative and transparent manner and will be accountable for our
outcomes; We deliver our administrative services and
sport operation functions within the context of best practice and tie all our activities directly to our mission;
We value people and ensure all equal rights and abilities are respected; and
We, as a sports administration organisation, can make a positive difference to people’s lives.
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OUR VALUES
BBSA/IFBB SA is founded on core values that include:
Leadership
Integrity
Professionalism
Diversity
Excellence
OUR VISION – BBSA/IFBB SA
The vision has been separated into two distinct areas, our vision for the sport and our vision for the organisation: BBSA/IFBB SA. In 2015, BBSA/IFBB SA will be a sport administrator that is unified in business structures, design and development which demonstrates an effective structure that delivers all aspects of the game from elite to grass roots level. The BBSA/IFBB SA brand will be firmly established and presented ahead of all entities to ensure recognition of a strong community product. The sport will be easily identifiable and every South African will know someone that participates in this great sport. Bodybuilding & Fitness will be the leading community sport for all throughout South Africa. This will enhance the sports reputation for being one that is inclusive, fun and accessible to all. Through strong community and management structures South Africa will develop the reputation of having quality athletes in all aspects of international competition, and grow to become the key development player in the sport throughout the Africa region and the world as we build toward inclusion into the Olympic Games.
The sport will gain credibility through regular
exposure on mainstream media which will
further support the desire for the young and
old to take up the sport.
We will have a core understanding of what is
‘development’, so we have a deeper
understanding of critical areas, how it is
delivered and what we can do to make a
difference. We will embrace those engaged in
this delivery of Bodybuilding and Fitness at all
levels and value them.
We will have strong pathways of growth while
understanding what is important to people at
every level of the sport being the central
motivator to our continued growth
BBSA/IFBB SA will have invested in the
commercialisation model for grassroots
delivery to safeguard our future. This will
directly support the delivery of the sport in a
multitude of ways and ensure we can grow
and move into areas or locations where our
sport is desired.
We will have retained and attracted new
corporate partnerships (including Government
and statutory institution programmes) through
delivery of quality and progressive community
programs. Our position as a strong community
brand and an exciting elite product will attract
sponsors to underwrite and support various
programmes across South Africa. These
partners will recognise the benefit of being
linked to BBSA/IFBB SA.
In 2015, our ambition statement for BBSA/IFBB
SA as an organisation is:
From the latter part of 2014 through 2016 the
sport will be showcased in a number of World
Class events on South African soil for the first
time in some 40 years. BBSA/IFBB SA will
defend our status as the number one nation
within the sport.
BBSA/IFBB SA will operate in a manner which
results in our organisation being recognised as
professional to a level above most in our
category. As an organisation we will lead sport
operations in our structure, through policy,
process, example and unity.
We will influence our key partners and guide
them in a way which is collaborative and
supportive.
BBSA/IFBB SA will have attracted and retained
the services of a valuable and efficient group
of core volunteers and staff to guide the sport
at all levels. We will have affiliates that are
committed to the structure and find value in
the services offered by the association either
directly or indirectly.
Through is associations BBSA/IFBB SA will have
also establish a strong recognition of the vital
role it plays in the delivery of the product to
our athletes therefore focussing resources on
mechanisms to support this delivery.
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INTRODUCTION TO STRATEGIC PRIORITIES
BBSA/IFBB SA has determined a concise focus on the following priorities:
Strategic Priority Areas
Strategic Priority Area 1 (SPA 1) – Corporate Leadership
Strategic Priority Area 2 (SPA 2) – Sport Management
Strategic Priority Area 3 (SPA 3) - Sport Development
Strategic Priority Area 4 (SPA 4) - Operational Services
Primary Objectives of BBSA/IFBB SA
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IMPLEMENTATION AND TARGETS
Strategic Priority Area 1: Corporate Leadership
Preamble
BBSA/IFBB SA has implemented various changes to the management and governance structure of the sport since 2012. In order to capitalise on the changes made it is imperative that the association reflects on the shift and further assesses the position established within the wider community.
The change process has resulted in strong management principles, commercial ideology, pathways for staff, streamlined business systems and overall an effective unified governance process which benefits the entire sport.
In all organisations it is imperative that key relationships are valued. BBSA/IFBB SA is committed to ensuring all partners and/or members are positioned at the forefront of the strategies developed and engaged in the goals established for the sport.
As an organisation we have embraced an open and transparent communication style which ensures all
parties involved are aware of our expectations, goals and ultimately our achievements.
Linked Objectives
Target 1a: A unified management and governance structure which is an example for other sports
Strategic Enabler
Assessment of the long term goal of the unified management model and document outcomes achieved over the implementation phase.
Review program developed for structure and governance model.
In sourcing options investigated and implemented to capitalise on the knowledge development.
Target 1b: Assessment of the current governance structure and design to ensure continual improvement is achieved
Strategic Enabler
Governance assessment of current construct with recommendation to be implemented.
Overall comparison to recommendations from SASCOC
Structures within the management model to be assessed, formalised and implemented to ensure consistent practice across the model
Compliance focus to ensure all sub structures of the Board are operating under BBSA/IFBB SA principles and delegations
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Strategic Priority Area 1: Corporate Leadership/continued
Target 1c: Implementation of one unified strategic planning process nationally to ensure sport requirements are achieved.
Strategic Enabler
Consistent strategic plans at all levels allowing for local variance at operational plan level.
Alignment of all plans with partners and international bodies to ensure consistency.
Target 1d: Regular communication processes and public relations to ensure transparent operation is achieved.
Strategic Enabler
Communication Plan to improve overall information flow between all members and BBSA/IFBB SA.
Public Relations Plan to ensure ongoing promotion of the sport at all levels and ensure a strong relationship.
Stakeholder engagement at Board and Executive level to ensure consistent transfer of information and the common understanding of priorities.
Marketing Plan and brand awareness for
the sport.
Target 1e: Best practice systems and risk management to ensure overall governance compliance.
Strategic Enabler
Consistent policies adopted nationally to ensure adequate assessment of current risks to the sport and its participants
Implementation of all systems to all levels – unified delivery
Target 1f: Strong and formalised relationships with key stakeholders to a position of partnership.
Strategic Enabler
Develop strategic partnerships with organisations to assist in the overall delivery of sport or sport products
Implement partnership benchmarks in order to assess the relationship link to strategic outcomes and recognise the key role partners play in our success.
Target 1g: Leadership in the development of international relationships
Strategic Enabler
Partnership through service level agreement enhanced with the IFBB to assist international development
Collaboration, commercial relations and partnership with affiliates to streamline the delivery of the sport
Target 1h: Inter entity (regional) relationships enhanced in order to position the sport strongly through collaborative partnerships
Strategic Enabler
Identified partners formalised to assist the sport work in a truly collaborative way to increase participation, improve exposure and enhance opportunities.
Key partner assessment undertaken to highlight like-minded entities
Maintain strong sponsorship partners for
the sport
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Strategic Priority Area 2: Sport Management
Preamble
BBSA/IFBB SA recognises that as a sport we are positioned to focus on the requirement for further
growth.
While the past has focussed on consolidation we must now capitalise on the opportunities we have
before us. The strategies and systems that support the delivery of the sport need to be ‘best practice’.
It is also noted that systems need to be assessed in order to ensure they suit an ever changing market
and ensure that the sport recognises its own ‘value proposition’.
The ongoing development and assessment of these systems will result in evaluation, implementation
and review to ensure that as a sport the management processes in place can support the outcomes we
aim for.
Linked Objectives
Target 2a: BBSA/IFBB SA will achieve strong growth at all levels
Strategic Enabler
Development of a tailored Participation Plan to achieve growth in overall members of 25%
Growth in junior and participation through targeted measures to achieve the above – School links and junior incentives
Growth in key volunteer areas such as coaching and officiating of 20%
Retention strategies to ensure ongoing participation of current members.
Target 2b: Continued improvement of administration systems and procedures to support best practice sport delivery
Strategic Enabler
Best practice administration systems established across the BBSA/IFBB SA network utilising innovative processes
Quality assurance programs and processes being utilised consistently across the membership
Regular interaction with the community to ensure a grounded organisation is achieved
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Strategic Priority Area 2: Sport management/continued
Target 2c: Development of strong commercial processes to ensure the long term security of the sport and the organisation
Strategic Enabler
Increased athlete base via alternate delivery systems and commercial models
Increase in the value and frequency of transactions with BBSA/IFBB SA through various targeted measures and partners
Improved relationships with stakeholders or potential investors through the establishment of key data relating to products, exposure or opportunities
Commercialisation and Investment Plan developed to assist understanding of the core outcomes to achieve improved equity in the organisation
Merchandise Plan adopted and products promoted
Target 2d: Continued development of best practice financial management systems
Strategic Enabler
Increased revenue base both at a fixed and liquid level to ensure the ability to reinvest in the sport
Improved position of Balance Sheet through targeted strategies to achieve 20% growth in equity
Fully integrated financial system throughout all managed entities
Best practice commercial understanding, reporting and financial literacy amongst the professional base and key volunteers
Target 2e: Organisational value placed on key human resources at both professional and volunteer level
Strategic Enabler
Recruitment and retention strategies for staff adopted and formalised
Enhanced workplace agreement for staff which outlines key benefits to being employed by BBSA/IFBB SA
Volunteer processes and Handbooks utilised at all levels to ensure core requirements are met
Internal development process for staff and volunteers adopted to retain key personnel
Ongoing best practice in performance assessment and staff management
Overall succession plan and workplace modelling to ensure staff are managed effectively and volunteers progress to levels of expectation
Target 2f: Development of a strong profile within the South African sporting system and improved community awareness
Strategic Enabler
Increased profile through targeted processes in all localities
Overall Marketing and Public Relations Plan created to ensure one message across the sport
Creation and promotion of the BBSA/IFBB SA brand
BBSA/IFBB SA to focus on lobbying
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Strategic Priority Area 3: Sport Development
Preamble
The primary purpose of BBSA/IFBB SA is to deliver the best possible product to our members in the key areas to which they participate.
The ability to accurately assess the requirements of our Coaches, Athletes, Officials, Administrators and Volunteers is paramount.
In the current environment BBSA/IFBB SA needs to ensure that we adequately recruit the members of our community while also concentrating on retention. Overall focus in this strategy area has always been subject to capacity, however; the organisation and sport must now ensure the resources match the need if the sport is to achieve the goals set for the future.
BBSA/IFBB SA has developed strong systems and will continue to provide innovative solutions to
strengthen the pathway chosen by all participants.
Target 3a: Focus on affiliate and club development/management to ensure a sustainable participation model
Strategic Enabler Overall Affiliate Services Program delivered to
ensure ongoing assessment and supply of Affiliate requirements
Review and enhancement of the program ensuring key benefits or incentives are implemented to support the benchmarked affiliates
Model assessments for the delivery of the sport Targeted initiative to the key growth markets Establish Affiliate mentoring resources ,
education and orientation practices for volunteers
Affiliate Mentoring and Development Program adopted to support growth
Target 3b: Innovative processes geared at athlete development (junior / senior / elite / female / disabled)
Strategic Enabler
Strong and diverse pathway for all participants supported with resources, events and products
Development of new delivery models to enhance opportunities for participation including collaborative work with other sports
Target 3c: A strong and supportive judging structure to support participant needs
Strategic Enabler
Recruitment and retention strategy developed and plan initiated for overall Judges Programme
Recognition programs for Judges Dedicated strategies to increase profile of
Judging and encouragement to continue in the
pathway
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Strategic Priority Area 3: Sport development/continued
Target 3d: A highly valued elite product which is positioned at the pinnacle of our pathway
Strategic Enabler
Retention of Regional Champion and National Champion status at all levels
Establish World Champion status and/or maintain dominance at Youth Level
Overall improved Elite performance at all participant levels (Coach, Athlete, Manager, Judge
Unified and consistent domestic /international calendar
‘Hard Wired’ systems that link the High Performance Program directly to the grass roots participant
Development of a High Performance Plan which will guide athletes toward a professional system
Target 3f: Identification and implementation of volunteer management through the Sport Development Framework
Strategic Enabler
Recruitment and retention strategy developed and plan initiated for volunteers
Education and recognition programs for volunteers
Quality product development for volunteer resources with a focus on all levels from community to elite
Dedicated strategies to provide support mechanisms and programs for volunteers
Development of a strong mentoring network for volunteers, officials and participants at all levels
Target 3e: A strong and supportive coaching structure to support participant needs
Strategic Enabler
Recruitment and retention strategy developed and plan initiated for overall Coach Program
Recognition programs for Coaches
Quality product development for Coaching resources with a focus on all levels from community to elite
Dedicated strategies to increase profile of Coaching
Target 3g: A comprehensive junior framework which ensures the successful integration of all participants
Strategic Enabler
Recognised partnerships with school organisations to link into BBSA/IFBB SA pathway
Growth in Affiliate/School competitions at junior level through links to Junior Framework
Events initiated to increase opportunities for participation at junior level nationally
Measurement, mapping and targeted process for commencement of the SAJBB Model
Tailored programs to support junior growth in partner states through assessment and consultation to suit market requirements
Target 3h: A comprehensive and unified calendar to support the entire participant base
Strategic Enabler
Increase overall participation in the BBSA/IFBB SA through the provision of diverse annual events
Development of a unified and approved calendar at all levels of the sport to achieve athlete management and profile
National delivery systems enhanced to ensure consistent delivery of major events to a IFBB standard
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Strategic Priority Area 4: Operational Services
Preamble
A continued emphasis on the overall operational or commercial services provided to support all infrastructure is required.
BBSA/IFBB SA needs to have a proactive role in ensuring that our sport is provided with adequate resources at all levels. It is imperative that BBSA/IFBB SA positions itself strongly within the sporting framework. In the current market; sport and participation will become more competitive.
By ensuring the services we offer compliment current trends while also recognising the value proposition we offer, we can ensure BBSA/IFBB SA maintains its share of the customer base.
We will do this in conjunction with establishing strong partnerships and policies at leadership level.
Target 4a: A facility plan which includes the feasibility and acquisition of a ‘home for the sport’ in various localities
Strategic Enabler
Benchmarking and mapping of all current facilities
Secure high quality facilities for the administration and conduct of BBSA/IFBB SA
Feasibility study and project plan to develop a centre for BBSA/IFBB SA and locality assessments
BBSA/IFBB SA footprint plan developed to spread the geographic delivery of the sport to all centres in the Geo political framework
Target 4b: Core strategies developed to professionalise the delivery of events/competitions for participants
Strategic Enabler
Consistent provision of competitions and events through national standards being developed (includes branding etc)
Benchmarking of current competitions through to establish best practice models
Competition Delivery systems enhanced to include commercialisation opportunities, education and training packages to ensure systemised delivery
Targeted Development Plan to implement competitions in known areas where the sport is not linked to the national body
Diverse events to engage new markets
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Strategic Priority Area 4: Operational services/continued
Target 4c: Development of supportive and innovative information technology systems to support the sport at all levels
Strategic Enabler
Consistent and accurate database of information at all levels – Members, Affiliates and other required data (Technical, Elite etc)
National IT Systems that enable communication and information transfer effectively
Enhanced web system for members
Implementation of compulsory on-line systems to improve commercial outcomes, data capture and communication opportunities
Exploit new avenues for commercial development through new IT applications
Diverse and regular communication strategies to communicate with the membership
Target 4d: Recognition in all that we do that the athlete is central to the success of the business
Strategic Enabler
Development of key guidelines to support the ‘value proposition’ that is our business
Assessment of the affiliation model to indicate the investment opportunity in the sport
Quality assurance and assessment process to ensure compliance with customer service principles
A charter for interaction at all levels with the consumer
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BBSA/IFBB SA DEFINITIONS OF HOSTED EVENTS
SOUTH AFRICAN CHAMPIONSHIPS
At this event all teams of all Provinces compete against each other on the national stage.
9 Teams will be selected to represent South Africa at the 6 selected International events.
Each athlete who will represent his/her team will receive an equal amount from BBSA
account contributing to their expenses.
INTERNATIONAL EVENTS
Our athletes competing against the best in the world stand a chance to win a pro card if they
win their overall line up at these international events. Local international hosted events from
2014 will make it more affordable for our athletes to stand the stage and win pro cards. Also
SA spectators can now watch their own pro athletes compete locally.
PROVINCIAL EVENTS
Each athlete will have the opportunity to qualify for the South African Championships in
their own Province. Each Province can send a team of up to 3 athletes per division to the SA
Championships which are hosted September annually.
INTERMEDIATE EVENTS
Intermediate shows are hosted in each Province by promoters paying a sanctioning fee to
BBSA. The athletes are motivated to compete at these events to be selected for the Arnold
Classic Europe every year. The funds received from the promoter will be used for the
international teams later the year.
DEVELOPMENT EVENTS
During the 1st quarter of every year each Province hosts Novice events which form part of
our development program. Here novice athletes will be helped with correct posing, rules
and stage presentation.
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SELECTED TEAMS INTERNATIONAL
RESULTS 2013
1st Place - Junior Men’s World Championships
Louis Bessinger
2nd Place - Men’s Worlds
Cobus Van der Merwe
3rd Place - Amateur Olympia Barain
Vusumzi Njisane
6th- Men’s Wolds
Ndu Green
More than 60% of the athletes selected to compete
internationally made the top 10 in the world
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PROGRESS OF BODYBUILDING SA
Total Events hosted in South Africa
2012 2013 2014
Selected Teams and Judges to represent SA Internationally
2012 2013
2014
37
Events 42
Events
47
Events
4
Teams
9
Teams
9
Teams
No Judges
4 Judges
Selected To be
Selected
24
Athlete
s
54
Athlete
s
To be
Selected
Results: 4
Qualified
International
Judges
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INTERNATIONAL EVENTS IN SOUTH AFRICA
No International events hosted in South Africa in the past 40 years
THE OUTLOOK FOR 2014 – 2015 - 2016
2014 2015 2016
Amateur Olympia Africa Amateur Olympia Africa Amateur Olympia Africa
Men’s Worlds and Congress Arnold Classic SA
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TYPICAL 2014 LOCAL EVENTS
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AFFILIATED CLUB STRUCTURE
Eastern Cape
1O
Free State
6
Gauteng
20
KwaZulu-Natal
12
Associated to FIT SA, member clubs which form part of BBSA/IFBB SA club structure to develop
coaches and trainers. Currently 10 coaches nationally helping athletes with stage prep, with 5
international coaches that consult with BBSA/IFBB SA athletes
Northern Cape
1
Mpumalanga
4
Western Cape
20.
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GOVERNANCE STRUCTURE
FREE STATE BODY BUILDING SCHOOLS IFBB Pro League
KWA -ZULU NATAL BODY BUILDING UNIVERSITY
LIMPOPO BODY BUILDING People with Disability
MPUMALANGA BODY BUILDING
NORTHERN CAPE BODY BUILDING
NORTH WEST BODY BUILDING
WESTERN CAPE BODY BUILDING
GAUTENG BODY BUILDING (IN PROCESS)
EASTERN CAPE BODY BUILDING (IN PROCESS)
BORDER REGION
GAUTENG NORTH
GAUTENG CENTRAL
SEDIBENG
DISCIPLINE EC FS GP KZN LP MP NC NW WC
X X X X X X X X X
X X X X X X X X X
X X X X X X X X X
X X X X X X X X X
MENS PHYSIQUE X X X X X X X X X
MENS FITNESS X X X X X X X X X
JUNIOR MENS PHYSIQUE
WOMENS BODY FITNESS X X X X X X X X X
WOMENS BIKINI X X X X X X X X X
WOMENS PHYSIQUE X X X X X X X X X
JUNIOR WOMENS BIKINI X X X X X X X X X
JUNIOR WOMENS BODY FITNESS
WOMENS MASTER BODY FITNESS
WOMENS MASTER BIKINI X X X X X X X X X
WOMENS FITNESS X X X X X X X X X
WHEEL CHAIR
FITNESS GIRLS
FITNESS BOYS
(NF) BODY BUILDING SOUTH AFRICA (BBSA)
ASSOCIATE MEMBERS SPECIAL MEMBERS(9 PROVINCES) FULL MEMBERS
4 OF 53 DISTRICTS (BODY BUILDING SOUTH AFRICA)
MENS BODY BUIDING
MENS MASTER BODY BUILDING
MENS CLASSIC BODY BUILDING
JUNIOR MENS BODY BUILDING
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Posi tion & Portfol io Name Surname African Coloured Indian White
People
with
Disable
d
African Coloured Indian WhitePeople with
Disabil ity
President Wayne Price x
Vice President vacant
PA to President Ellmari Wroe x
General Secretary Marié vd Westhuizen x
Chief Judge Bernard Groenewald x
Treasurer Sue Groenewald x
Backstage Manager Deon Munnik x
Marketing/PR vacant
Head Judge Eugene van Schalkwyk x
Legal Advisor Gawie Steyn x
Development vacant
Women MEN
EXECUTI VE MEMBERS
Province Paid for by Wayne's Gym Hire for shows Owned by NF
BBSA Head Office x
Border X
Eastern Cape X
Free State X
Gauteng Central X
Gauteng North X
KZN X
Limpopo X
Mpumalanga X
North West X
Northern Cape X
OR Tambo X
Sedibeng X
Western Cape X
ACCESS TO FACI LI TI ES
36 | P a g e
Provi nc e
Tota l
number of
a ffi l i a tes
Afr i c a n Col oured I ndi a n Whi tes
To ta l
Nu m b e r
o f
Pe o p l e
w i th
D i s a b i l i t
y
Afr i c a n Col oured I ndi a n Whi tes
To ta l
Nu m b e r
o f
Pe o p l e
w i th
D i s a b i l i t
y
Eastern Cape 197 10 2 0 28 0 45 18 4 90 0
Free State 180 4 0 1 30 0 46 18 3 78 0
Gauteng 562 20 3 8 90 0 205 20 26 190 0
KZN 381 14 4 17 84 0 40 19 63 110 0
Limpopo 110 3 1 0 4 0 52 4 6 40 0
Mpumalanga 118 2 1 2 8 0 57 5 5 38 0
North West 184 6 0 3 14 0 86 7 8 60 0
Northern Cape 126 4 2 10 40 17 2 51
Western Cape 420 17 12 2 82 0 1 0 0 3 0
Total 2278 80 25 33 350 0 100 30 7 170 0
Percantage
Pro vi n ce
To ta l
Nu m b e r
o f
Ad m i n i s tra
to r
Afri ca n Co l o u re d I n d i a n Wh i te
To ta l
Nu m b e r
o f
Pe o p l e
w i th
D i s a b i l i t
y
Afri ca n Af ri ca n Co l o u re d I n d i a n Whi te
To ta l
Nu m b e r
o f
Pe o p l e
w i th
D i s a b i l i t
y
Eastern Cape 18 1 11 3 3
Free State 4 2 2
Gauteng 23 2 8 4 1 8
KZN 8 1 1 3 2 1
Limpopo 11 1 10
Mpumalanga 10 4 6
North West 6 1 1 4
Northern Cape 6 1 2 3
Western Cape 10 4 1 5
Tota l
Percantage
Pro vi n ce
To ta l
n u m b e r
ju d ge s
Afri ca n Co l o u re d I n d i a n Wh i te
To ta l
Nu m b e r
o f
Pe o p l e
w i th
D i s a b i l i t
y
Afri ca n Af ri ca n Co l o u re d I n d i a n Whi te
To ta l
Nu m b e r
o f
Pe o p l e
w i th
D i s a b i l i t
y
Eastern Cape 15 3 5 3 4
Free State 4 2 2
Gauteng 30 1 10 4 15
KZN 15 2 4 1 5 4
Limpopo 0
Mpumalanga 4 1 3
North West 6 1 5
Northern Cape 2 1 1
Western Cape 6 1 5
Tota l
Percantage
STATISTICS ON MEMBERSHIP
ATHLETES
Women Men
Judges
WOMEN MEN
ADMINISTRATORS
WOMEN MEN
37 | P a g e
Novice Events Intermediate Events Provincial Events SA Championships International Event
Each Province Promoters Each Province Provincial Teams National Teams
FINANCIAL INCOME
1st Quarter
2nd Quarter 3rd Quarter 4th Quarter
Sponsors
Door money
Affiliation fees
Door control
Treasurer
Province Bank
Money to host
Provincial
Event
Open
To National
Athletes
Pay
Sanctioning
fee to IFBB SA
IFBB SA
Bank account
Used for
National Teams
Sponsors
Door money
Affiliation fees
Door control
Treasurer
Province Bank
Pay for selected
Provincial Team
and judges to go
to
SA Championships
Sponsors
Door money
Team entry fees
Door control
Treasurer
SA Bank Account
Contribution to
athletes and
judges traveling to
international
events
9 International teams
Men’s Worlds
Ladies Worlds
Junior and Masters
Classic Championships
Woman’s Cup
Arnold Classic, USA
Arnold Classic, Europe
Amateur Olympia
Children Worlds
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