Draft Governace & Strategic Plan IFBB SA 2014

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1 | Page MAY 2014

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Organisational Governance & Strategic Plan

Transcript of Draft Governace & Strategic Plan IFBB SA 2014

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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

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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

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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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