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Strategy and Budget Presentation: 2009
Strategy
The agency’s strategic plan is guided by the following
objectives:
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To conduct an effective and efficient documented doping prevention programme, that is
independent, unannounced, reliable, secure and suitable for the purpose of detecting and deterring
the use of prohibited substances and methods by conducting a successful testing programme.
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To implement a comprehensive national education and awareness programme, that is relevant to
specific target groups, accessible, valid and measurable, for the purpose of preventing and
deterring the use of prohibited substances and methods.
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To participate and actively engage with international counterparts and other agencies who have
strategic commonalities with the agency.
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To pursue additional funding sources to supplement the SAIDS government grant
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To build an organizational policy framework that supports efficient, transparent and accountable
corporate governance.
Key Performance Areas
The key performance areas are closely linked to achieving
the strategic objectives :
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Doping Control
Results Management
Education
International Relations
Resource management
Compliance
Administration
International Paradigm Shift in the Fight
Against Doping
• New international policy developments and requirements
affected how we measure our key performance areas of
doping control and results management.
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Adoption of 2009 World Anti-Doping Code by March 2009
Implementing a Registered Testing Pool within specific guidelines
Harmonized and independent results management
Minimum of 3000 tests to maintain Laboratory accreditation
Doping control infrastructure to include blood testing
Central administration of doping control through international
database (ADAMS)
– The Code includes numerous international standards through
which to develop operational plans.
2009: Strategy Impacts
Any dramatic changes in the agency’s strategy has a
“knock-on” effect on the projected budget. In 2009/2010:
• a strategic priority to develop a national anti-doping
investigative infrastructure
• Compliance on three levels
– Auditor-General, internal audit and risk management
– World Anti-Doping Code compliance
– SABS ISO 9002 quality compliance – internal processes
• Re-formulate schools anti-education strategy to be more
effective and efficient
Budget Cuts
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Current government grant = R5.7 million
Shortfall of R4.3 million
We can only spend “money in the bank”
Implement further administrative efficiencies
– Integrate database management into doping control process
(ADAMS)
– Greater staff loads
• Spending Cuts
– Reduce number of drug tests to sport (will not meet SRSA
indicator of 3100 tests per annum)
– Cut education expenditure. Dependent on grant funding
– No scientific or social research on drug use in sport
What is the Shortfall of R4.3 million?
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Blood testing
– Capacity training
– Blood testing equipment
EPO tests
Registered Testing Pool
– Athlete training and education
– Administration of whereabouts
– Increase quantity of out-of-competition tests
– International requests for testing
Results management
Anti-doping Investigations (performance vs social drugs)
External audit
Risk management
What are the Solutions?
• Government support for core business activities
– Sustainability
• Increase grant funded projects
– International/national partners
– Sport sponsors
• Risk management (Festina cycling team)
• Continue to strive for achieving administrative efficiencies
THANK YOU