Provinces need targets
In response to the recent spate of criticism aimed at the lack of transformation at Super 14 level , there was at first visible annoyance from Saru, then acknowledgement that there is a problem and then an unexpected public lashing of provinces by the Saru president for their lack of fiscal discipline and of course, transformation.
Like the annual focus (around this time) on transformation in rugby (or the lack thereof) and Saru then blaming this on the provinces (in many instances rightly so) . But nothing new or different has emerged from the latest outcry.
I wonder how soon this episode will be forgotten and everyone will get back to business as usual. The franchises have been verbally chastised and they have yet again been asked to pay serious attention to transformation.
What are missing from this picture though, are clear and definite binding agreements on transformational guidelines and targets for the provinces, specifically those ones that do not demonstrate any serious commitment to transforming their respective teams and management structures.
This seems to be the logical next step or should be the first step in my view. However nothing has been forthcoming from Saru on this matter. The best we had thus far is an "appeal" from the president to provinces to shape up!
Some might want to argue that the recently completed rugby transformation charter contains a definite strategy to obtain very specific transformational objectives. On the face of it, it is indeed an impressive document.
However the successful achievement of such targets is dependent on the availability and accessibility of the necessary resources for implementation. These include adequate human capital with the skills and knowledge to implement the specific action plans (which does not form part of the charter but which must be put in place by the respective provinces), as well as financial resources to provide infrastructure such as transport and equipment for players.
Unrealistic objectives
Talk to any game development manager/officer in the provinces and they will tell you that even the financially better-of provinces will struggle to achieve the unrealistic objectives set out in the charter.
The conundrum Saru faces is that the majority of its provinces are in debt, have inadequate personnel available and use the bulk of their income (of which most is derived from Saru through the Sanzar broadcast rights payments) to contract professional players as opposed to investing it in the development of local rugby structures and transformation projects in the province.
Ironically, the provinces with the biggest debt and least self-sustaining incomes insist on having a professional structure. So, while the objectives of the rugby transformation charter are widely accepted as the route Saru must follow to secure the future survival of the game in South Africa, what is absent is HOW this is going to be achieved by the respective provincial units.
While successful transformation requires a mind shift among traditional coaches, officials and administrators, it is not all that is needed. Successful transformation requires a realignment of the rugby budget in line with the transformational imperatives identified by Saru, with committed buy-in from its provincial affiliates.
It is therefore a requirement that the provincial and national leadership of rugby stop paying lip service to transformation, but genuinely advance the need for it.
Saru must put its money where its mouth is. The organisation must re-align its structures so that there can be genuine delivery at grassroots as well as higher levels of the game. It can be achieved with proper funding of the transformation imperative, clear objectives for representivity and definite penalties for non-compliance.
Perhaps the estimated R40m rumoured to be forthcoming from the IRB after the 2007 World Cup tournament, can be put to better use for this purpose.
Article from http://www.news24.com/
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Labels: South Africa - Sport
