Dear Editor,
I read with great interest your article dated Sept 22nd, 2019 entitled `Internal spat escalates between officials of Table Tennis Association – VP writes local international bodies seeking intervention’.
In essence, the article addresses the proper functioning of a national sports organization, and so provides a good starting point for a national discourse on the subject. Such discourse is long overdue, and my comments here should not be construed as a personal attack on any organization or person. My intention is to offer a constructive critique of the national organization in question, which other national organizations might find relevant. Let’s not forget that a national organization is accountable to the people of the country it serves, and that it is indeed a great honour and privilege to serve.
How does one judge the success of the management of a national sports organization? It appears that:
• success in international competition plays a major part… and a sport organization’s management are awarded medals and accolades for this;
• simply hosting an international event brings great joy and fulfillment although it may have been poorly attended and perhaps generated little or no revenue;
• holding of office in the international grouping for your association is esteemed and full of perks!
And rightfully so! We take great pride in these things…
I’ve watched the tides of change on those items with great dismay in the world of table tennis administration. I’ve seen club structures disappear while participation and spectatorship dwindle; I’ve seen associations starved for cash with few opportunities for participants and spectatorship to be sustained and grow. Moreover, I’ve seen people who have dedicated their lives to table tennis struggling for career opportunities. It has been a depressing story.
So, let’s start a real dialogue and turn our focus to achieving success in how we manage national sports! This is urgent and needs to happen now because too many talented and capable people are being disenfranchised and denied the chance to achieve their full potential. Exceptional management in national organizations—especially in sports organizations—can help change a society by enhancing economic growth and mental fitness. This direct form of social engineering can truly transform our lives— and it is a transformation that is much needed right now!
How should one really judge a national sports association such as the Guyana Table Tennis Association – GTTA? Here are some useful criteria:
1. Are the numbers of participants and spectators growing or dwindling? Our last international competition was dominated by players; probably more than 95% of the attendees were players and officials
2. Are its members fully aware of the Association’s plans and initiatives and of their role in achieving them? What opportunities exist for participants and spectators? Are these clearly communicated? Do all have equal access to the opportunities?
3. Is the organization able to sustain itself? Does it have a concrete set of initiatives for its growth and its members? Its members! The people of Guyana…
4. Is the organization accountable for its actions? Are there clear procedural guidelines that can be followed if and when the leadership is not accountable and even reckless?
If some small part of what I have written here appeals to you (and I’m sure this readership can identify many more objectives that may be even more relevant and important), how would you like it communicated and administered?
Here are my suggestions for steps to reform administration of the GTTA. This organization must have:
1. A constitution that is available to all its members with no ambiguity. Of course, it must originate from a valid source and have the blessings of its members! Recently I downloaded a copy of the
constitution of Guyana in just ten seconds. Should access to the constitution of a national organization be different?
2. An Annual Budget that lists all the plans and programmes, and which is communicated to all.
3. A complete and audited financial report that evaluates the budget versus the actual and shows how well the management did in achieving its goals.
4. A method of choosing its management that is clear to all concerned and has no barriers to entry into the process. In fact, it should encourage participation.
5. For my part I also want:
a. clear selection criteria for international events and opportunities, not selection committees!
b. A professionally run national association that is business oriented, not just the tired practice of chasing down fatigued donors and solicitation of government grants;
c. Participants to see serious career and life opportunities through their sports—certainly in the case of table tennis… They must see opportunities for scholarships, improved health and significant social cohesion;
d. No excuses—only results and plans for more success.
How can this be achieved? We certainly cannot keep doing the same thing and expect different results! These are the questions and challenges for serious national sports organizations. Does your organization adhere to the items above? Is it cash rich and promoting its membership and your interests? Do you see opportunities to improve yourself and bond with your community?
The Government of Guyana, too, must play a pivotal role in making associations accountable, and take keen interest in the role they play in the social engineering they inadvertently participate in. The management of these associations must hold themselves accountable and vacate the office if they cannot meet these most basic standards. The role of national associations in national and personal development must not be underestimated for they are pivotal to the growth and development of people and hence of the country as a whole. We cannot sit back and leave these things to the status quo.
With the foregoing in mind, I applaud Mr. Gary Pratt for his bold initiative in challenging the GTTA to move itself to a better place. As part of the GTTA he has also challenged himself, so his action is not partisan; it’s an opportunity for growth. Some might object to criticism. ‘After all,’ they say, ‘we are donating our time.’ To that I would reply, ‘Then stop donating your time, because with public office comes great responsibility and accountability, and constructive criticism is most valuable.’
The goal should be to make these organizations profitable business enterprises. Imagine how it would be if the GTTA were like the NBA!
Yours faithfully,
Andy Anderson
Former national table tennis champion
