BOXING SA STRATEGIC PLAN

1. BOXING SA STRATEGIC PLAN STRATEGIC PLAN PRESENTATION TO THE NATIONAL ASSEMBLY 23 March 2011

2. BOXING SA STATEGIC PLAN BOXING SA STRATEGIC PLAN FOR THE FISCAL YEARS (2010 – 2014)

3. BSA STRATEGIC PLAN FORWORD FOREWORD BY CHAIRPERSON The three-year term of the current Board comes to an end on or about 25 May 2011 and we are very proud of the sound institutional foundation laid during this period for the effective regulation, supervision and control of professional boxing in South Africa. The Strategic Plan covers the key strategic objectives and outcomes of Boxing SA for the next three financial years premised on our mandate and will serve as an important management tool for measuring the performance of the organisation against objectives set, irrespective of the fact that our tenure ends in next year in March. The mandate of Boxing SA is broad and covers the spectrum of duties set out in the South African Boxing Act, 11 of 2001 and its Regulations. The center of attention of Boxing SA, as determined at the strategic planning sessions and during recent convention, is to create an organised and regulated environment for professional boxing. The Board, notwithstanding certain challenges, continued to give strategic leadership and exercised oversight over the activities of Boxing SA. The operating results and the financial state of Boxing SA has improved tremendously to an extent that we anticipate an unqualified audit report for 2009/10 Financial year. On the same note we must also make it known that Boxing SA is out of red, which is an indication that Boxing SA is currently operating on a “Going Concern” basis. This is after the AGSA expressed this as emphasis of matter during the prior year audit. We believe that effective and efficient use and management of resources by the Executive Management Team will not only address the going concern issue, but will also go a long way towards establishing Boxing SA as a self sustainable organization. The Board is of the strong opinion that in future “Mass Participation Programmes” have to be prioritized not only to ensure that sufficient contribution towards transformation and development, as well as reaching out to rural communities is achieved, but also to ensure this is used as an effective and efficient tool for recruiting new licensees. “Success is the sum of small efforts, repeated day in and day out.” _________________________________ DR MALEFETSANE PETER NGATANE BOARD CHAIRPERSON BOXING SA

4. BOXING SOUTH AFRICA VISION To create a world class regulatory body for boxing in a united and safe environment. MISSION To enhance the capacity of all stakeholders to improve the quality, passion, and popularity of professional boxing in South Africa and internationally. VALUES Boxing SA is founded on the following values and culture: •    Putting the boxers first •    Ensure fairness and equity in a competitive boxing •    Transparency in administration•    Passion for the pursuit of excellence in Boxing •    Ensuring and protection of the health and wellbeing of boxers

5. BOXING SA LEGISLATIVE AND POLICY MANDATE. LEGISLATIVE AND POLICY MANDATE. Boxing South Africa was established in terms of the South African Boxing Act (2001). It is the successor of Boxing Commissions in early days. It is mandated to administer professional boxing, recognise amateur boxing, create and ensure synergy between professional and amateur boxing, and promote engagement between associations of boxers, managers, promoters and trainers.   Boxing SA is in execution of its mandate, operating with the following legislative, policies and regulations framework: Boxing Act, Boxing rules and regulations, boxing directives, Boxing SA Policies and Procedures, Public Finance Management Act (PFMA), Treasury Regulations, other regulations and directives

6. BOXING SA SWOT ANALYSIS BSA SITUATIONAL ANALYSIS As part of the strategic plan the current context of Boxing SA and its operations within the national and international environment was subjected to SWOT analysis exercise BSA Strengths • The entity is protected by the Boxing Act 11 of 2001 • The entity has got a good relationship with National and Provincial Sports Departments • Boxing SA is in good standing with African Boxing Union (ABU), • The entity is also in good standing with five (5) international sanctioning bodies i.e. WBC, WBA, WBF, IBO, IBF • The entity has good relationship with a national broadcaster • The entity has got knowledgeable and skilled staff • The entity has got accredited ring officials with international boxing bodies BSA WEAKNESSES • The entity’s Board composition is incomplete and its Sub-Committees cannot function properly, • Board’s engagement with BSA staff insufficient • Organizational instability and boxing contracts • Previous Negative publicity, and Staff morale • Financial Management capacity and compliance • Politically motivated unreasonable expectation • Misconception of professional boxing by the stakeholders • The entity has got a guaranteed baseline funding i.e. sanctioning fees and licensing fees, which is inadequate. 

7. BOXING SA SWOT ANALYSIS BSA OPPORTUNITIES • Co-operative relationship with SAIDS to achieve organizational efficiencies • Amending the current Boxing Act • Getting a mutually beneficially relationship with SANABO • Review all license fees to be inline with international standards. • Risk assessment and Internal Audit to be conducted • More boxing tournaments which will lead to more gate takings • Promote female boxing on the back of Olympic admittance • Leverage additional benefits of boxing i.e. boxing fitness • Audit of educational material for quality and competence BSA THREATS • Non disbursement of inadequate government grant • Dissolution of BSA • Delinquent revenue payment • Poor financial standing • Qualified audit report

8. BOXING SA STRATEGIC OUTCOME ORIENTED GOAL STRATEGIC OUTCOME ORIENTED GOAL OF BOXING SA Ensure effective and efficient administration of boxing in South Africa

9. BOXING SA STRATEGIC OBJECTIVES PART B: STRATEGIC OBJECTIVES

14. RESOURCE CONSIDERATIONS Expenditure Trends

15. ENE UPDATE