Critical role for Minister Sancho
Anand Rampersad (T&T Guardian)
Published: Monday, February 9, 2015Sport Minister Brent Sancho, centre back row, and Gymnastics Association president Ricardo Lue Shue participate in a group photo with awardees at the Association’s 5th awards presentation on Saturday at the International School.For the sake of sports, let us hope that the new Minister of Sport, Brent Sancho, is the last until the general election is held.
Instability at the helm or perception of instability does not instill confidence in stakeholders especially the private sector who will be called upon to provide funding where the state cannot provide.
Sancho is the third Minister of Sport and second since the resignation of Anil Roberts, on July 31, 2014.
The change in leadership at the Ministry of Sport has not received the same kind of critical analysis as those of the Attorney General and National Security.
However, it is important to recognise that approximately $2.3 billion dollars have been budgeted for sport 2011-15 (see various Appropriation Acts 2011-15,
www.ttparliament.org).
The amount of monies allocated to sport demands greater scrutiny of the functions and operations of the Ministry. This inquiry should be twofold: firstly to ensure that goals and objectives of the Ministry are met and secondly to ensure a positive return on the expenditure of taxpayers’ monies.
The assessment of the Ministry can only be undertaken if there are clearly defined policies, objectives and goals. These must be subjected to rigorous monitoring and evaluation conducted by independent bodies such as the UWI. For example, the research of the Mona School of Business and Management (MSBM), UWI to assess the financial impact of the Caribbean Premier League (CPL) on the Caribbean in 2013 and 2014. The Ministry’s website (
http://www.sport.gov.tt/the-ministry/strategic-intent-and-direction), states that its ‘Strategic Intent and Direction’ is based on four strategic themes:
1. Sport for All/Total Participation in Sport where there is a society in which the majority of citizens are participating in sport.
2. High Performance Sport where athlete medal count is continuously increasing.
3. Sport as an Industry where:
(a) New sport businesses are established and operation successfully
(b) Sport tourism is making significant contributions to GDP
4. Improve the overall efficiently and efficacy of the Ministry through the use of ICT to increase efficiency to all stakeholders.
Based on the aforementioned strategic themes the following information should be available:
1. In terms of Sports for All which falls under the theme of Sports Development-
• What robustly collected research data has been collected on participation in sport and physical activities? How many people in Trinidad and Tobago are physically active and this information should be based on geographical location, age, gender, ethnicity, religion, disabilities, social class and working people? This type of data is what drives sports for all programmes in countries such as England, Canada, and New Zealand.
• What percentage of the National Sport Policy 2002 have been implemented? What percentage of the various programmes such as ‘Women and Girls in Sport’, and ‘Taking Sport to Rural Areas’ have been implemented and how much continuity is taking place?
• How data is linked to addressing issues of growing non-communicable diseases such as heart attacks, diabetes especially Type II and growing cases of obesity among the population 15-64 years.
• How is the Sports for All programme linked to the Millennium Development Goals (MDGs) as have been done in countries such as Ethiopia, Ghana, Mozambique and Papua New Guinea? (
http://www.un.org/millenniumgoals/bkgd.shtml).
• What is the total expenditure on Sports for All?
2. In relation to High Performance Sport:
• What are the resources (financial, human resources- coaches, trainers, medical-infrastructure, etc.) available to assist athletes?
• What is the total expenditure on High Performance Sport?
3. With respect to Sport as an Industry:
• What new sport businesses have been established or are in the pipeline?
• What is the status of the Sport Tourism Policy?
• What programmes are to be rolled out to promote sport tourism?
• What have and are the projected benefits of sport tourism to the GDP?
• In what way are the new sporting facilities (swimming, cycling and tennis) are incorporated into the sport tourism policy and implementation programmes?
4. Increase use of ICT to increase efficiency:
• What have been the improvements through the use of ICT?
• What is the status of professional development of sporting bodies under the Ministry and what measures are in place to ensure that national governing bodies comply with the requisites of the Ministry?
• What has been the costs of these ICT improvements?
It will be foolhardy to expect Minister Sancho to make any significant impact on all four of the Ministry’s strategic themes given his short timeframe to work with.
He is caught between a rock and a hard place.
The newness of the job, the power he wields and the desire to stamp his leadership style may result in goals and objectives which are practical for medium to long term development of sports and sports development.
However, in the short run they may be idealistically ambitious although he may not think so and understandably so to some extent. The questions raised are for all vested interest - Ministry of Sport, the public, sponsors, media etc.
The objective is to continuously seek to critically improve on the delivery of sporting services both in terms of quality and the efficiency of taxpayers’ monies expended.