Strategic Plan - Baseball South Africa

BASEBALL SOUTH AFRICA’S MISSION
“To provide national leadership and develop
baseball as a preferred sporting option and
recreational choice, providing a framework
for maximum access and mass participation
in bulding a healthier nation"
INTRODUCTION
In line with worldwide sport strategies, the South African Baseball Union is focused on increasing
levels of participation in sport and recreation, as well as achieving success in the high-profile sport
of Baseball.
South Africa is uniquely positioned to derive maximum benefit from the rapid globalization of the
sport of baseball and could with the introduction of a South African Baseball League (SABL) derive
immediate benefits in foreign investment, international relations and tourism.
Baseball's worldwide growth is fuelled by its accessibility to persons of all abilities, cultures, ages
or languages. Baseball, unencumbered as it is by the negative perceptions surrounding "colonial"
sports, has already proven to be a catalyst for change in other countries and provides a mechanism
for achieving peace and development in South Africa.
Building on Baseball South Africa's increased international profile, based partly on the continued
participation in the hugely successful World Baseball Classic, record numbers of professional players
in the Minor Leagues and continued marketing efforts, the SABL will provide a call-to-action that will
enable us to significantly increase our registered player base, increase our volunteer and coaching
network and with further assistance from MLB and/or Asian baseball entities, substantially improve
the number and quality of baseball facilities available in South Africa.
The challenges of coordinating programs and building and supporting a National Plan will require the
South Africa Baseball community and key stakeholders to work in collaboration as a united force and
in the spirit of what is in the best interests of the sport while embracing the guidelines of the National
Sport and Recreation Plan and Baseball’s Long Term Participant Development programme.
Providing National leadership and as key enablers, we will build
and support a national sustainable capacity for the delivery and
growth of our sport.
At the conclusion of this strategic plan cycle (31 December 2017),
baseball will be the sport of choice for 140,000 South Africans
and with a top sixteen (16) world ranking and an automatic berth
in the Little league World Series. South Africa will take its rightful
place as an integral part of the burgeoning international
baseball structure
3
CONTENTS
BASEBALL SOUTH AFRICA’S MISSION
2
INTRODUCTION
3
CONTENTS
4
ABOUT BASEBALL SOUTH AFRICA
Our Core Values
5
6
BASEBALL SOUTH AFRICA’S VISION
8
STRATEGIC PLAN FRAMEWORK
9
OUR GOALS
10
SUPPORT AND REVIEW
16
APPENDIX:
A. HISTORY
B. DUAL USE SPORTS FACILITIES
C. SCOUTING GUIDELINES
D. SOUTH AFRICAN BASEBALL LEAGUE
E. WORLD RANKINGS
F. PROFESSIONAL BASEBALL LEAGUES
ACKNOWLEDGEMENTS
17
18
21
23
25
4
ABOUT BASEBALL SOUTH AFRICA
Our Role
South African Baseball Union is the National Sporting Organisation (NSO)
responsible for the administration, conduct, control, development and
promotion of the sport of baseball in South Africa, as recognised by the
South African Sports Confederation and Olympic Committee (SASCOC),
the International Baseball Federation (IBAF), the African Baseball and
Softball Association (ABSA), the International Olympic Committee (IOC),
Major League Baseball (MLB) and other professional baseball leagues
around the world.
Our Governance
Baseball South Africa is made up of eight (8) Provincial member associations.
We are governed by an independent Board of ten (10) Directors and we
are administered by a Preseident and a team of employees who are
responsible for the day to day delivery of our core operational areas.
5
Our Core Values
The Baseball South Africa value system considers every level
from the school and community playing fields to the highest
level of international competition. It represents a set of
core values, accepted by baseball, guides day-to-day behaviour,
and collectively helps to create the “ideal future” for baseball.
These values include:
Accessibility
Baseball is available to all. Geographical location, economic
status, age, gender, ability, disability, language and other
elements of a society’s diversity do not infringe on the opportunity
to participate in Baseball.
People
At the core of Baseball, athletes are supported in a holistic way –
with care for the individual’s growth and development, physical,
moral, emotional and spiritual health. Every part of Baseball is
devoted to the long-term welfare and improvement of athletes.
Coach Driven
Baseball is guided by well-trained and experienced coaches,
working within the guidelines of the Long Term Development Plan
programme
Equitability
Ethics
Every individual should have an equal opportunity to make for
him/herself the life that he/she is able and wishes to have,
consistent with his or her duties and obligations as a member
of society without being hindered in or prevented from doing so
by discriminatory practices. Equitable treatment is a fundamental value
for all participating in Baseball.
Ethics are the essence of Baseball. The implementation of the
NSRP will be underpinned by a Code of Ethics addressing issues
such as playing fair, following the rules, respecting your competitor,
being tolerant of others and participating in Baseball free of drugs
and illegal substances.
6
Our Core Values
Excellence
There must be a commitment to excellence at all levels in all
endeavours.
Fairness
Sports people believe fairness and fair play are inextricably
linked to the positive sport experience and must shape the
institutions, organisations and administrators governing Baseball.
Fairness pervades Baseball.
Leadership
Responsibility for Baseball is shared by many partners including
governments, Baseball and other sports organizations and education.
A seamless sport continuum demands collaboration and
shared leadership by all partners.
Unified Purpose
Baseball is for the benefit of the nation as a whole. There must
be a unified direction covering all elements of the Baseball;
it must be centrally driven, implemented at provincial and local
level, with no duplication, to give the best value possible for the
funding available.
7
BASEBALL SOUTH AFRICA’S VISION
Develop and maintain baseball as an adequately resourced system
at all levels of participation and that allows for the equitable delivery
of school sport, recreation and competitive baseball.
STRATEGIC PLAN
FRAMEWORK
Develop and maintain baseball as an adequately resourced system
at all levels of participation and that allows for the equitable delivery
of school sport, recreation and competitive baseball.
SUSTAINABLE
NATIONAL
LEAGUE
INTERNATIONAL
SUCCESS
INCREASED
MEMBERSHIP
BASE
Build a National
League that is selfsustaining by the end
of the planning cycle
Top 16 ranking
and automatic berth
in Little League
World Series
140,000
full active
Baseball members
Develop a
comprehensive business
development plan with
responsible financial
budgets and
expectations
Increase number of
professional players
Promote Play Ball!
as the best introductory
sport programme in
South Africa
Position the SABL
as the ideal off-season
workout venue, for
baseball organizations
in northern hemisphere.
Grow the professional
and international
opportunities for
baseball players,
coaches, scorers,
scouts, umpires,
officials, administrators
and executives.
Promote the SABL as a
Game, Player and
Coach Development
tool
Talent identification
process that includes
athletes from
disadvantaged
backgrounds
Position all key
South African
National teams to secure
invitations to major
international events,
SABL to serve as a
training environment
for identified future
high performance
coaches
Maintain strong
working relationships
with key strategic
partners
(SASCOC, MLB, IOC)
Provide national
leadership in the
area of capacity
building to service
grassroots clubs
Use SABL to promote
interest in Baseball
amongst youth
Maximise access to
baseball in schools
Place emphasis on
Little League and seek
LLWS automatic berth
Provide opportunities
for all abilities, ages,
cultures, languages
with focus on females
and people with
disabilities (Challenger
Division)
IMPROVED
FACILITY
INFRASTRUCTURE
GROW
COMMERCIAL
CAPACITY
Six National League
venues (incl ITC)
Suitable community
venues to meet
grassroots needs
Develop
commercial
revenue
stream
Establish National
Facilities committee
Establish a Commercial
Development Plan that
successfully leverages
sports brand, image and
assets returning
consistent sustainable
economic benefits
to the sport
Recreational and
competitive Baseball
supported by well
maintained facilities
Implement the National
Facilities Plan with
focus on muli-use
venues and accessibility
for people with
disabilities
Youth development
by ensuring that new
school building
plans all include
Baseball / Multi-use
sports facilities
Generate influence at
National and
Provincial level to
ensure long term
facility needs of Baseball
User-pay international
tours, specialist
training camps and
develop commercial
opportunities by
building partnerships.
Develop a
portfolio of Baseball
services and facilities
and market them to
international and pro
baseball organizations.
Develop partnerships
with northern
hemisphere baseball
organizations like the
Chinese (CPBL)
to help expedite
investment in revenue
generating joint use
baseball infrastructure
9
OUR GOALS
Baseball South Africa strives to develop baseball as a preferred sporting and recreational
choice for all South Africans and provide opportunities for people from all walks of life, to
engage in baseball as a player, a coach, an umpire, a scorer, a scout, a committee member
or a fan. We will accomplish this by achieving of the following goals.
SUSTAINABLE
NATIONAL
LEAGUE
INTERNATIONAL
SUCCESS
INCREASED
MEMBERSHIP
BASE
IMPROVED
FACILITY
INFRASTRUCTURE
GROW
COMMERCIAL
CAPACITY
We will build a strong professional domestic competition which
is important for developing talented young athletes aspiring to
be selected for national teams, as well as for providing competition
opportunities for international athletes outside their seasons.
We will continue to improve the international competitiveness
of all South African teams resulting in increased international
success and the rise of South Africa’s international ranking to
16th in the world by the end of the planning period.
We will continue to develop and grow baseball as an accessible
sport and recreation choice and significantly grow our membership
with the goal of having 140,000 active members by the
completion of the planning period.
We will , in collaboration with local national and international,
private and public sector partners, establish quality facilities to
meet the needs of both elite level showcasing and participant
growth of Baseball.
We will ensure the financial viability and sustainability of
Baseball South Africa and its member associations by
providing strong national leadership and a culture of planning
and quality management at all levels of baseball.
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GOAL 1
SUSTAINABLE SOUTH AFRICAN
BASEBALL LEAGUE
KEY STRATEGIES
Develop the SABL, a professional league that allows for strategic growth
within Baseball which incorporates a comprehensive collaborative national league
business development plan with responsible financial budgets and expectations.
Take advantage of South Africa’s southern hemisphere location and ideal weather
conditions to position the SABL as the ideal off-season workout venue, attracting
investment and participation from baseball organizations in the northern hemisphere.
Utilise the national competition to underpin and grow the professional and
international opportunities for baseball players, coaches, scorers, scouts,
umpires, officials, administrators and executives.
Promote the National League as a development tool that creates interest
and collaboration between the SABL, Provinces and grassroot clubs.
METRICS
We will use the following metrics to measure our success:
The financial performance of the SABL.
Ratio of South African players on the SABL team rosters
Overall growth of our active membership base
GOAL 2
INTERNATIONAL
SUCCESS
KEY STRATEGIES
Increase the number of South African players participating in professional
leagues around the world, at all levels.
A targeted talent identification process that enables the identification of athletes
from disadvantaged backgrounds (particularly rural and marginalised youth) who
might otherwise not be found and as such assist with the transformation of South
African sport.
Position all key South African National teams to secure regular invitations to major
international events, giving consideration to best player availability.
Utilise the SABL to enhance the development of emerging national team players,
elongate the careers of veteran national team players and accelerate the development
of young professional players.
Utilise the SABL to serve as a training environment for identified future high performance
coaches and to develop the skills of current national team coaches.
Maintain strong working relationships with key strategic partners such as the South
African Sports Confederation and Olympic Committee, Major League Baseball and
corporate groups to ensure adequate resources are available for the high performance
program schedule each year.
METRICS
We will use the following metrics to measure our success:
The number of players maintaining professional
baseball contracts.
The results the national team achieves at benchmark
events.
Team statistics at international events.
12
GOAL 3
INCREASED MEMBERSHIP
BASE
KEY STRATEGIES
Provide national leadership in the area of capacity building to ensure our grassroots clubs
are capable of effectively servicing the membership base.
Utilise the SABL to promote and encourage children to engage in baseball activities and build
local identity by utilising profile players in clinics and community programs.
Position Play Ball!/T-Ball as the best junior entry point sporting program in the country by
promoting its fun, inclusiveness, safety, ease and time convenience.
Maximise access to baseball, recreational and competitive, in schools in South Africa and
benefit from the more efficient space utilization and flexibility of baseball in this environment.
Place increased focus on the Little League program, maximising the point of difference for
the program (a community team can travel a largely funded pathway to the World Series) and
ensure an automatic berth for the national champion by increasing the number of charters.
Provide opportunities within the sport for improved access and inclusive practices for all people
regardless of their ability, culture, age or language.
Place increased focus on female participation, by understanding and promoting the
unique benefits the sport can offer them.
Provide opportunities for people with disabilities by developing a strong Challenger Division.
METRICS
We will use the following metrics to measure our success:
Our overall full active membership numbers.
Our Play Ball! / T-Ball membership numbers.
Our Little League membership numbers.
Number of schools offering baseball as a sport.
Our female membership numbers.
Our Challenger Division numbers.
13
GOAL 4
IMPROVED FACILITY
INFRASTRUCTURE
KEY STRATEGIES
Establish a SABU Facilities Committee, that will include representation from all Baseball
South Africa stakeholders, which will act as the centralised body responsible for driving
the sports facility development and venue improvement efforts.
Ensure that South African Baseball, recreational and competitive, is supported by
adequate and well maintained facilities.
Implement the National Facilities Plan which should also address the important issues of
venues, multi-use and types of facilities, including indoor facilities and unused/abandoned
buildings as well as the accessibility for people with a disability.
Lobby for a prototype plan for schools so that they have Baseball facilities (No school building
plan to be approved without a Baseball facility plan).
Contribute to youth development through the building of multi-sport combination facilities
(Appendix: Dual Use Sporting Soccer-Baseball Facilities) .
Generate greater influence at a commercial and political level (National and Provincial) to
ensure the long term facility needs of Baseball are achieved.
METRICS
We will use the following metrics to measure our success:
The establishment of Provincial plans that clearly articulate strategy to satisfy current and
future community facility needs of Baseball.
Establishing suitable national league venues in areas of majority participation;
(2) Western Cape; (2) Guateng; (1) Kwazulu-Natal; (1) Other
GOAL 5
GROW COMMERICIAL
CAPACITY
KEY STRATEGIES
Establish a Commercial Development Plan that successfully leverages the sports brand,
image and assets returning consistent and sustainable economic benefits to the sport
through sponsorship, investments, licensing and other revenue streams in a nationally
coordinated approach.
Develop and grow competitions and events including a national and international calendar
of tournaments incorporating user-pay international tours, specialist training camps and
develop commercial opportunities by establishing partnerships.
Utilise and develop the membership database and E-commerce opportunities including
merchandise, equipment and virtual and business services.
Develop a portfolio of Baseball services and facilities and market these to international and
professional Baseball organisations as suitable for training venues, with an emphasis on
northern hemisphere organisations like the Nippon Professional Baseball (NPB); Korea
Professional Baseball's (KPB), Chinese Professional Baseball League (CPBL).
Develop partnerships with northern hemisphere Baseball organizations like the Chinese
Professional Baseball League (CPBL) to help expedite investment in revenue generating
joint use baseball infrastructure to serve as the home for the SABL and off-season venue
for our partners.
METRICS
We will use the following metrics to measure our success:
The growth of our commercial revenue streams
The increase in commercial dividends paid to our member Provincial bodies
SUPPORT AND REVIEW
Our strategic priorities will be supported by good governance, sound financial planning
and management, stakeholder engagement and well developed underpinning plans for
our core operational areas.
1. Governance and Sustainability
1.1 Operate within the guidelines of SASCOC and under the guidelines of the National Sport and Recreation Plan
and Baseball’s Long Term Participant Development programme and other governance principles, policies and
procedures.
1.2 Ensure the integration and alignment of all stakeholder strategic plans to provide a common vision and
commitment to the future of Baseball.
2. Financial Planning and Management
2.1 Maintain sound budgeting and financial management and reporting practices
2.2 Develop and maintain appropriate risk management policies and practices
3. Stakeholder Engagement
3.1 Assist all stakeholders to successfully engage their communities and customers to support our sport
3.2 Operate in the spirit of collaboration with a cooperative approach to providing resources to maximize and
develop capacity within the sport
3.3 Ensure an Inclusive Practice philosophy is maintained
4. Underpinning Plans
4.1 Develop and update appropriately, plans for the following core business areas of Baseball South Africa:
High Performance; Participation; Marketing / Communications; Commercial; Facility Development
4.2 Ensure effective two-way communication between all stakeholders regarding the development and
monitoring of these plans.
5. Strategic Plan Review
5.1 The Strategic Plan will be monitored regularly by the Board and Executive Management
5.2 The Strategic Plan will be reviewed annually in consultation with all stakeholders
5.3 The Strategic Plan may be adjusted to take into account new opportunities, new legislation or changing
conditions affecting the sport.
16
APPENDIX A
HISTORY
17
APPENDIX B
DUAL USE SPORTS FACILITIES
We need to ensure that South African sport and recreation is supported by adequate and well
maintained facilities.
If the building of sport and recreation facilities is neglected, it will have serious consequences
for the building of a better South Africa and especially for the development of our young people.
If the backlogs are not addressed it will be very difficult for South Africa to achieve its
transformation, sport development and increased participation objectives. The provision and
maintenance of facilities forms the foundation for the entire sport and recreation system.
Within this context, facilities encompass the provision of the equipment as well as the provision
of basic services required for the facility to be fully functional.
The flexibility of Baseball allows us to rapidly contribute to youth development through the
building of multi-sport combination facilities.
Spring / Summer Little League
Diagram 1 shows the spring/summer layout of an approximately 20 acre facility that provides for
the provision of eleven (11) baseball fields that will accommodate two (2) Little League, each
with;
Little League Majors Field - for boys and girls age 9-12 (permanent with lights)
Little league Juniors Field - for boys and girls age 12-14 (permanent backstop with lights)
Communal Little League Seniors - for boys and girls 13-16 (permanent backstop)
Little League AAA - for boys and girls 9-10 (permanent backstop)
Little League AA - for boys and girls 7-9 (temporrary seasonal backstop and fences)
Little League A (Coach/Machine Pitch) - for boys and girls 7-8 (temporary seasonal)
Clubhouse and Concession Stand
Communal Batting Cages
Restrooms/Toilets
Autumn / Winter Soccer
Diagram 2 shows the autumn/winter layout of the same facility that provides for the provision of
three (3) full-size soccer fields and several youth sized soccer fields.
The existence of the permanent Little League Majors Fields and the backstops on some of the other
fields allows for the year around development of future high-performance athletes without affecting
co-habitating sports.
18
APPENDIX B
Diagram 1
SPRING / SUMMER LITTLE LEAGUE BASEBALL
APPENDIX B
Diagram 2
AUTUMN / WINTER SOCCER
APPENDIX C - Page 1
Scouting Guidelines
60 Yard
Plate to 1st
(RH)
Plate to 1st
(LH)
Hitting
Power
Pitching
Velocity
Catcher Pop
Times
Seconds
Seconds
Seconds
Average
Home Runs
MPH
Seconds
80
6.4
4.0
3.9
.330
45+
99+
1.74 -
70
6.5-6.6
4.1
4.0
.300-.329
35-44
94-98
1.75-1.79
60
6.7-6.8
4.2
4.1
.285-.299
26-34
92-93
1.80-1.84
50
6.9-7.0
4.3
4.2
.270-.284
15-25
90-91
1.85-1.90
40
7.1-7.2
4.4
4.3
.240-.269
10-14
86-89
1.91-1.99
30
7.3-7.4
4.5
4.4
.220-.239
5-9
83-85
2.00-2.10
20
7.5+
4.6
4.5
.000-.219
0-4
82+
2.20 +
Rating
The 20-80 Scouting Scale
It is imperative, given the geographic dispersal of South African baseball talent, that all scouts use
the same metrics and scouting scale when assessing players.The numbers on the scouting scale
are assigned after an analysis is done on the pitches a pitcher throws or for hitters assigned to
attributes such as power, running, etc.
Grades are given on a base-5 system (40, 45, 50, 55, 60, etc.)...A score of 50 is major-league
average, 60 is above-average (also referred to as “plus”), and 70 is among the best (“plus-plus”).
80 is top of the charts, and not a score that gets thrown around liberally. 80s in any category are
rare, and the scoring system is definitely a strong curve that regresses to around 50 at the major
league level, but lower as you move down. Very few players have a 50 score or higher for every tool.
Just being average across the board is quite an accomplishment. Some organizations got rid of the
zeros and grade players on a 2-8 scale.
Present and Future. Present is what the player is right now, while Future is the true art of scouting
--projecting what a player will become. An example of scouting scores for a player might look like this:
John Smith
Hitting
Power
Running
Fielding
Arm
OFP: 53
OF Present
40
40
40
45
35
Future
50
60
35
45
35
(The final score, OFP, is an abbreviation of Overall Future Potential)
Basically we have a decent young hitter, who should develop into an average hitter. He has some
ower now, but offers plenty of reason for optimism (be it size, strength, build, approach, etc.) to
believe he'll develop into a major league power hitter. He's not especially fast now, and it is thought
that he'll lose a step as he moves up the ladder. He's a slightly below-average outfielder, and his
arm is below average, so he's likely a left fielder.
21
APPENDIX C - Page 2
What to look for in a player
CATCHERS:
A good catcher is vital to the success of any team. The catcher will provide
leadership on the field and work with the pitcher when setting up the hitters
and calling the game. They must be durable and are responsible for the defense.
A catcher needs soft hands , quick feet and the ability to block pitches in the dirt.
A good catcher can catch and throw to second base in under 1.90 seconds
Arm strength, agility and quickness, soft hands, aggressiveness, leadership.
INFIELDERS:
A good infield is worth it wait in gold to a successful team. A strong defense will
take the opposition out of more rallies and save wear and tear on the pitching staff.
Arm Strength, speed, instincts, aggressiveness, soft hands, hitting ability
(especially from the corners).
HITTERS:
This is the most difficult tool to scout because you are judging a hitter on how
they will hit do at the major league level, by watching them hit against amateur
pitching.
Strength, batspeed, plane of swing, absence of fear, aggressiveness,
top-hand extension, and follow-though.
PITCHERS:
When scouting a pitcher the first quality a scout will look for is a strong arm.
This is a God-given talent that can only be improved to a certain degree.
One game under a radar gun will tell if the pitcher has the arm strength to be
a major league prospect.
Arm strength, velocity, movement, and a curveball with tight rotation,
free arm action and proper delivery, with complete extension on the
follow-though (basically a live, quick arm, aggressiveness, size, and
the ability to concentrate).
MAKEUP:
The player's makeup is vital to his success in professional baseball. Often the
player with the greatest desire will develop into a better ball player than the one
with better physical tools.
Strong desire to succeed, coachability, maturity, temperament,
improvement, drive, hunger, consistency, knowledge of the game,
competitiveness, (how badly does the player want to reach the major
leagues and how well he will work at?)
PROJECTABILITY: Has the player reached their full height yet? Can they gain or lose weight?
Will they become faster or slower? Have they filled out yet? Do they a have
history of being hurt? How much has their skills improved from last year.
Does the player have the physical tools plus the strong make up to play in
the major leagues. Only about 10% of the players who sign a minor league
contract will get to .
22
SOUTH AFRICAN BASEBALL LEAGUE
What is the SABL?
Modelled on the successful ABL, a partnership between MLB and Baseball Australia, the SABL is envisaged as South Africa's
premier professional baseball competition. It will be a partnership between South African Baseball Union, MLB*, and the
South African Sports Confederation and Olympic Committee. It will take it’s place alongside the likes of Major League and
Minor League Baseball in the USA, as well as the professional competitions in Australia, Japan, Korea, China, Puerto Rico,
Venezuela, Mexico, The Dominican Republic, Italy, The Netherlands and Cuba.
The SABL will feature a 45-game season, during the northern hemisphere off-season, and help to rapidly elevate baseball's
profile on the South African sports landscape as well as drive participation growth in the game. The SABL will showcase, on
home soil, the enormously talented South African baseball players who are starting to excel on the international level.
The SABL will be in the enviable position in the international baseball calendar, running from November through to
mid-February. Professional players are free of commitments in the USA and Asia during that period..
Players in SABL
SABL teams will include elite national players from across South Africa. The SABL will pioneer the pathway of development
for many emerging South African elite baseball talents, as well as offer a highly competitive alternative offseason league for
competitions hosted in the northern hemisphere. Professionals already at the major league level, or with the potential to be
promoted in coming seasons, can take advantage of the SABL season’s timing to hone and develop their skills under the
intense pressure to perform every night on a consistent basis. The SABL is also the ideal environment for international players
to prepare for pre-season tournaments like the World Baseball Classic. It is envisaged that the majority of Major League Baseball
clubs, as well as teams from Nippon Professional Baseball League, the Korean Baseball Organization, and the Chinese
Professional Baseball League will take advantage of the opportunity to send a selection of their brightest prospects to the
SABL to play alongside South Africa’s best. It will also serve to keep South African talent out of alternative Southern
Hemisphere offseason leagues like the Australian Baseball League.
Priority concern for the SABL is South African professionals. South Africans currently playing in MLB affiliated clubs include:
Gift Ngoepe - Pittsburg Pirates;
Dylan Unsworth - Seattle Mariners;
Dylan De Meyer - Seattle Mariners;
Hein Robb - Minnesota Twins;
Robert Lewis-Walker - Cincinnati Reds; Tayler Scott - Chicago Cubs;
Kieran Lovegrove - Cleveland Indians; Anthony Phillips - Seattle Mariners
Secondary concentration for the SABL is unsigned South African professional prospects.
* Given the existing relationships that exist between South Africa and China, it might be beneficial to investigate a
collaborative project that injects Chinese capital into the infrastructure of the SABL. The geographic location of South
Africa, coupled with the opposite seasons and ideal baseball weather, would make it a preferential off-season workout
venue for Chinese professionals.
Initial franchises would include:
2 in the Western Cape
2 in Gauteng
1 in Kwazulu-Natal
1 in Eastern Cape
23
SOUTH AFRICAN BASEBALL LEAGUE
Facilities
The provision and maintenance of facilities forms the foundation for the entire sport and recreation system.
Each of the SABL Baseball Complexes would ideally be styled on scaled down Major League Baseball
spring training facilities. If the facilities are shared by two clubs, as is most often the case in the MLB,
they would share one stadium which can host between 5000 - 10,000 fans within its 4000 - 8,000 fixed
seats and outfield seating berms. On either side of the ballpark would be two 50-acre player development
complexes where the teams train year-round.
Each complex would include a clubhouse featuring major and minor league locker rooms, weight training
and physical therapy facilities, classrooms and dining areas, as well as administration offices overlooking
the practice fields.
Outdoors, each complex would have six full-sized fields, two half fields, one agility field, twelve batting
tunnels and eighteen pitching mounds.
The fields would also be used for the Intensive Training Centres; to regianal and national host high-school tournaments
and showcases; pay-for-use travel ball tournaments and showcases; national senior showcases; local, national,
continental and international tournaments.
ACKNOWLEDGEMENTS
Baseball and Softball Whole Sport Plan 2009-13 - BaseballSoftballUK
Baseball Australia Strategic Plan 2011-2014
South Africa’s National Sport and Recreation Plan (Draft 20)
Baseball Canada - Long Term Athlete Development (LTAD)
South African Baseball - Long Term Participant Development (LTDP)
Sport and Recreation South Africa - Strategic Plan 2009-2013 An Active and Winning Nation
United Nations (UN) Inter-AgencyTask Force: Sport for Development and Peace:
Towards Achieving the Millennium Development Goals
Right for children to engage in play and recreational activities (UN, Convention on the
Rights of a Child, 20 November 1989).
Women's right to participate in recreational activities and sport (UN, Convention on the
Elimination of all Forms of Discrimination Against Women, 18 December 1979).
Right of persons with disabilities to participate in sport on an equal basis with others
(UN,Convention on the Rights of Persons with Disabilities , 18 March 2008).
Little League® International Urban Initiative.
Little League® International
Going to Bat Foundation, Inc
International Baseball Federation
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2012 World Rankings
(2011 Rankings are shown in parenthesis)
1 (1)
Cuba
21 (20)
Czech Republic
2 (2)
USA
22 (19)
Netherlands Antilles
3 (4)
Japan
23 (35)
South Africa
4 (5)
Korea
24 (21)
Pakistan
5 (6)
Canada
25 (48)
Israel
6 (5)
Netherlands
26 (24)
Argentina
7 (8)
Venezuela
27 (22)
Thailand
8 (7)
Chinese Taipei
28 (33)
Brazil
9 (9)
Puerto Rico
29 (25)
Croatia
10 (10)
Mexico
30 (27)
Indonesia
11 (13)
Italy
30 (41)
France
12 (11)
Australia
32 (31)
Sweden
13 (12)
Dominican Republic
33 (30)
Hong Kong
14 (14)
Nicaragua
34 (28)
Philippines
15 (15)
Panama
35 (33)
Sri Lanka
16 (18)
Spain
36 (29)
Greece
17 (17)
Germany
37 (32)
Belgium
18 (16)
China
38 (47)
Aruba
19 (23)
Great Britain
39 (36)
Mariana Islands
20 (26)
Colombia
40 (38)
Afghanistan
A complete ranking list of all 76 Baseball playing countries can be found at www.ibaf.org
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Professional Baseball Leagues
United States and Canada
Major League Baseball (MLB) in the United States and Canada,
made up of two component leagues;
National League
American League
Minor League baseball (MiLB) in the United States and Canada,
comprising several levels and multiple component leagues;
AAA-level
International League
Pacific Coast League
AA-level
Eastern League
Southern League
Texas League
A-level
High-A / A-advanced
California League
Carolina League
Florida State League
A-level
Midwest League
South Atlantic League
Short-season A-level
New York – Penn League
Northwest League
Rookie-league
Rookie-advanced
Appalachian League
Pioneer Baseball League
Rookie-level
Arizona League
Gulf Coast League
Dominican Summer League
Venezuelan Summer League
Independent League baseball in the United States and Canada
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Professional Baseball Leagues
Caribbean and Central America
Dominican Winter Baseball League (LDBP), Dominican Republic
Mexican Pacific League (winter league)
Mexican League (Triple-A)
Nicaraguan Professional Baseball League
Panama Professional Baseball League, Panama
Puerto Rican Professional Baseball League (LBPPR), Puerto Rico
South America
Colombian Professional Baseball League, Colombia
Venezuelan Professional Baseball League (LVBP), Venezuela
Asia
Nippon Professional Baseball (NPB), Japan
Central League, Japan
Pacific League, Japan
Shikoku-Kyūshū Island League, Japan
Baseball Challenge League, Japan
Kansai Independent Baseball League, Japan
Korea Professional Baseball, South Korea (major)
Korea Baseball Futures League, South Korea (minor)
Chinese Professional Baseball League (CPBL), Taiwan (Republic of China)
China Baseball League (CBL), China (Peoples' Republic of China)
Baseball Philippines
Europe
Croatian Baseball League (in Croatian)
Division Élite, France
Bundesliga, Germany
Greek Baseball
Irish Baseball League
Serie A1 (Italian Baseball League), Italy
Honkbal Hoofdklasse, Netherlands
División de Honor de Béisbol, Spain
Elitserien, Sweden
British Baseball Federation, United Kingdom
National League, United Kingdom
Baseballin SM-sarja, Finland
Nationalliga A , Switzerland
Oceania
Australian Baseball League
Greater Brisbane League, Australia
New South Wales Major League, Australia
New Zealand Baseball
Palau Major League
Budweiser Baseball League (formerly Guam Major League), Guam
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