CHANGING FOOTBALL, CHANGING THE NATION
SAFA Development Agency | Copyright © 2016
CHANGING FOOTBALL, CHANGING THE NATION
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SAFA Development Agency
SAFA House, 76 Nasrec Road
Nasrec Ext. 3, Johannesburg, 2000
P. O Box 910, JHB, South Africa
Tel: +27 11 567 2010
Telephone: +27 11 567 2010 | Email: email@example.com
SAFA DEVELOPMENT AGENCY GOALS
The work of the Agency is established in the Deed of Trust. Its overriding objective is to ensure that the SAFA VISION 2022 FOOTBALL DEVELOPMENT PLAN, as adapted and amended from time to time, is fully implemented within the structures of SAFA.
The Football Development Plan (FDP)
The FDP is a plan developed by SAFA with the end goal of creating sustained international success for all SAFA national teams, both men and women. Specifically, the goal is for these teams consistently to be in the top 3 in Africa and in the top 20 rankings in the World. When this plan was being formulated, the Senior Men’s National Team, Bafana Bafana, was ranked as poorly as 16 in Africa and 84 in the world, almost as low as it has ever been.
At a Technical Symposium called to develop the plan, some 200 technical experts from around the country and with key inputs from international partners, defined seven necessary conditions towards achieving this goal.
1. Developing and implementing at all levels a National Football philosophy
2. Building a talent development pipeline that seeks to identify and build talent from the age of 12 at all levels of football
3. Building a comprehensive competitions framework from LFA level upwards established on the foundation of club licensing and development
4. Training and deploying 150,000 coaches over the next 10 years, to enable us to achieve a coach:player ratio of 1:20
5. Developing the administrative and facility infrastructure that is necessary for the growth and flourishing of football
6. Utilising and deploying appropriate football and administrative technologies
7. Integrating the best insights of sports science and medicine into the development of talent in the country.
The plan must, of course, be implemented by SAFA within the structures of SAFA. The role of the Agency, therefore, is to provide the support to SAFA, both financial and capacity, to enable SAFA to implement this plan. It is therefore primarily a consultative and coordinating role that it will play within SAFA, akin to that of an internal consultancy.
SAFA DEVELOPMENT AGENCY FUNDRAISING ACTIVITIES
There are two elements to the funding that we are seeking to raise:
The Core funding required for the year 2015/2016 is between R8m and R11m, depending on the programmes that we will need to project manage. These in turn are based on programme funding that we are able to raise. Section A deals with the Core Funding challenge, and Section B with the programme funding element.
The estimated budget for core funding of a fully operational Development Agency is a minimum of R8m and an optimal of R11m per annum. Raising direct core funding is more difficult than raising project funding, as funders prefer funding projects directly. Generating core funding therefore, will be achieved in the following manner:
The membership targets are as follows:
• Development Funding
o We have received R1.3m from the English Premier League this past year for the development of our Core Franchising Team. We have submitted an application to the IDC to support the further development of the Football Plus initiative (described below) over the next five years. This will provide us with substantial funding for the capacity that we need for the project.
• Specific core funding requests and donations
o We will continue to seek specific core funding grants from parties willing to commit to core funding support.
o This will include an application to the FIFA 2010 Legacy Trust.
B. PROGRAMME FUNDING
The traditional model of funding for SAFA has been the sale of commercial rights through sponsorship and broadcast. Given this model, most of the sale relates to the national team properties, particularly to the men’s senior national team. The challenge and limitation of this funding model, is that the monies raised must go primarily to the running of these properties, leaving little over for administration and development costs. Funding the kind of developmental work envisaged in the FDP will require a fundamentally different approach.
THE WORK OF THE AGENCY
Overview | Core Funding | Program Funding | Strategic Direction