Committee on Sporting Singapore - MCCY

Published: July 2001
ISBN: 981-04-4508-3
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REPORT OF THE COMMITTEE ON
SPORTING SINGAPORE
Message
Sport is a celebration of the human spirit. Some of us do it just for fun or to keep fit. Others use it to gain honour
and glory. Whatever the reason, sport invigorates the body and mind. It also deepens the sense of community
and fosters enduring friendships.
Competitive sport enables the development of discipline and resolve. It stretches us to the limit of our capabilities.
It helps in the overall development of a person. Furthermore, when our athletes fly the national flag in international
competitions, they trigger in us a strong sense of achievement, belonging and pride.
Singapore is building up its own sporting heritage. We promote mass participation in sports. We encourage
individual and team excellence. We have become fitter and healthier as sport becomes part and parcel of our daily
living. We have also produced a few world-class sportsmen and sportswomen.
This report is a good blueprint to lift sports to new heights in Singapore. I congratulate the Committee on
Sporting Singapore for its comprehensive review and new initiatives. I am confident that this new vision will bring
Singapore greater sporting glory and give our people more to cheer and be proud of.
GOH CHOK TONG
Prime Minister
Singapore
Foreword
History is in the making for sports in Singapore. For the past 10 months, the entire sporting fraternity has come
together to question fundamentals, discuss possibilities, re-examine priorities and explore our dreams for sports
in Singapore. The end result is an ambitious blueprint. In this blueprint, we establish the vision of a Sporting
Singapore, set targets for ourselves, and outline various strategic thrusts for sports development with 40 specific
recommendations.
This is merely the first step in a long journey.
The implementation of the recommendations will require stamina, perseverance, time and effort. More importantly,
it will require close co-operation from all members of the sporting fraternity: athletes, coaches, administrators,
officials, parents, the media, sponsors and champions, sports promoters as well as the government. We will have to
work closely together and exemplify the spirit of Team Singapore if we want to realise our vision.
The government has taken a significant initiative. It has committed an additional $500 million to help Team
Singapore implement the 40 recommendations over the next 5 years. One major recommendation is the
re-development of the National Stadium into a multi-purpose sports hub. As this is a huge project, its funding
will be separately determined.
I would like to take this opportunity to thank the members of the Committee on Sporting Singapore, who
tirelessly sought feedback from various stakeholders, contributed to many penetrating discussions and finally
formulated this comprehensive blueprint.
It is with great pride that we present this report to the people of Singapore.
ABDULLAH TARMUGI
Minister for Community Development and Sports
Contents
INDEX OF RECOMMENDATIONS
8
THE COMMITTEE ON SPORTING SINGAPORE
10
EXECUTIVE SUMMARY
14
NEW SPORTS VISION
16
A Global Activity
18
Sports in Singapore Through the Years
20
Sporting Singapore Vision
24
Promoting a Sports Culture
28
BUILDING OUR FOUNDATIONS
32
Building A Conducive Environment
34
Nurturing Effective Sports Bodies
38
THE THREE SPORTS PILLARS
46
Sports for All
48
Sports Excellence
60
Sports Industry
74
CONCLUSION
84
I
ndex of
Recommendations
Promoting a Sports Culture
Recommendation 1:
Recommendation 2:
Increasing Awareness and Interest in Sports
Recognising Outstanding Athletes and Stakeholders of Sports
30
31
Building a Conducive Environment
Recommendation 3:
Recommendation 4:
Adopting a Co-ordinated Approach in Planning and
Organising Competitions for Student Athletes
Twinning of NSAs with Owners of Sports Facilities
36
37
Nurturing Effective Sports Bodies
Recommendation 5:
Recommendation 6:
Recommendation 7:
Recommendation 8:
Recommendation 9:
Recommendation 10:
Recommendation 11:
Recommendation 12:
Developing Strategic Plans for NSA Development
Adopting a Suitable NSA Organisation Structure
Reviewing NSA Constitutions
Having Feedback Channels for Stakeholders
Setting up an NSA Development Fund
Centralising or Clustering of Secretariat Support
Adopting a Customised Approach for Funding Support
Funding for Multi-year Programme
41
41
43
43
44
44
45
45
Sports for All
Recommendation 13: Promoting Sports to Youth
Recommendation 14: Enhancing Sports and PE in Schools
Recommendation 15: Recognising Constituency Sports Clubs
08
51
52
53
Recommendation 16: Strengthening Capabilities of Sports Service Providers
Recommendation 17: Supporting Special Sports Groups
Recommendation 18: Maximising the Use of Facilities for Sports
54
55
57
Sports Excellence
Recommendation 19: Implementing a Sports Talent Identification Programme
Recommendation 20: Setting up a Sports School
Recommendation 21: Minimising the Impact of National Service on a
National Athlete’s Training Programme
Recommendation 22: Providing Scholarships for Sports-related Studies
Recommendation 23: Providing Career Counseling and Planning for Elite Athletes
Post Competitive Sports
Recommendation 24: Setting up a Coaching Council
Recommendation 25: Giving More Recognition to Technical Officials
Recommendation 26: Developing Courses for Sports Administrators
Recommendation 27: Developing Sports Medicine and Sports Science Expertise
Recommendation 28: Setting up more Sports Centres of Excellence
Recommendation 29: Ensuring Local Talent Development whilst welcoming
Foreign Talents
Recommendation 30: Adhering to Transparent and Consistent Selection Processes
Recommendation 31: Selecting Games Officials Well in Advance
63
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64
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66
67
68
69
70
71
72
72
73
Sports Industry
Recommendation 32:
Recommendation 33:
Recommendation 34:
Recommendation 35:
Recommendation 36:
Recommendation 37:
Recommendation 38:
Recommendation 39:
Recommendation 40:
Setting up a Sports Marketing Team
Providing Grants for Approved Sports Events
Co-investing in Approved Sports Events
Providing Tax Incentives for Approved Sports Events
and Organisations
Developing a Multi-Use Sports Hub
Enhancing Sports Publicity
Forming a Sports Industry Association
Developing Fund-raising and Marketing Capabilities
Developing Media Management Capabilities
78
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09
The Committee
on Sporting Singapore
In September 2000, the Committee
on Sporting Singapore (CoSS) was
set up to review and make strategic
recommendations on how sport
should be further developed in
Singapore. This Committee was led
by Chairman, Mr Abdullah Tarmugi,
Minister for Community
Development and Sports and Deputy
Chairman, A/Prof Ho Peng Kee,
Minister-of-State for Law and Home
Affairs. Involving parties from the
public, private and people sectors,
the CoSS sets out to:
10
•
Establish the vision and desired outcomes
for sports in Singapore;
•
Identify the issues impeding the
development of sports;
•
Formulate the development strategies for
sports in Singapore; and
•
Recommend specific initiatives for
the future development of sports
in Singapore.
The two advisors to the CoSS were
Mr Mah Bow Tan, Minister for National
Development and President of the
Football Association of Singapore and
RAdm Teo Chee Hean, Minister for
Education, Second Minister for Defence,
and President of the Singapore National
Olympic Council (SNOC).
Apart from the main steering committee,
the CoSS also had four sub-committees
as indicated below. They met between
September 2000 to May 2001 to deliberate
on various issues on sports development
in Singapore.
A series of focus group discussions (FGDs)
on sports in Singapore were also held
between October and November 2000. A
total of about 250 people participated in 16
FGDs. The participants comprised athletes,
ex-athletes, coaches, technical officials, NSA
staff, parents, school principals, teachers,
sponsors, and people from sports clubs,
Community Development Councils, media
and business organisations.
The Structure of the Committee on Sporting Singapore (CoSS)
CoSS Steering Committee
Chairman
Abdullah Tarmugi
Minister for Community
Development and Sports
Deputy Chairman
A/P Ho Peng Kee
Deputy President,
Football Association of Singapore
Sub-Committee on
Strengthening the
National Sports
Associations
Sub-Committee on
Enhancing the Athlete
Support
Infrastructure
Chairman
Alex Chan
Council Member,
Singapore Sports Council
Chairman
Lim Soo Hoon
Permanent Secretary,
Ministry of Community
Development and Sports
Advisors to CoSS
Mah Bow Tan
President, Football Association
of Singapore
Teo Chee Hean
President,
Singapore National Olympic Council
Sub-Committee on
Developing the
Sports Industry
Sub-Committee on
Promoting Sports
for All
Chairman
Ng Ser Miang
Chairman,
Singapore Sports Council
Chairman
Ong Keng Yong
Chief Executive Director,
People’s Association
11
Other Members of the Committee on Sporting Singapore
Steering Committee
Ang Peng Siong
Dr Benedict Tan
Foong Hin Cheong
BG (NS) Tan Yong Soon
Frankie Thanapal Sinniah
Patrick Teo Chong Chai
Goh Yong Hong
Yap Kim Wah
A/Prof Ian R Haslam
Yap Koon Hong
COL (Ret) Kwan Yue Yeong Yeo Guat Kwang
Lau Teng Chuan
Yeo Khee Leng
Moo Soon Chong
Yeoh Chee Yan
Annabel Pennefather
Zainal Abidin
Sub-committee on Strengthening the NSAs
Abdul Halim Kader
Low Teo Ping
Ang Peng Siong
Dr Ong Teck Thian
Dr Chan Peng Mun
Annabel Pennefather
Goh Yong Hong
Ivy Singh-Lim
A/Prof Ian R Haslam
Yap Koon Hong
A/Prof John Koh
Yeo Guat Kwang
COL (Ret) Kwan Yue Yeong Zainal Abidin
Lau Teng Chuan
Sub-committee on Enhancing the Athlete
Support Infrastructure
Ang Peng Siong
Jan Poulsen
Chay Yee
A/Prof Quek Jin Jong
A/Prof Ian R Haslam
Angela Tan
Desmond Koh Mun Kit
Dr Benedict Tan
John Merritt
Tan Kee Yong
Moo Soon Chong
Dr Teh Kong Chuan
Ong Lye Huat
Yee Weng Phei
Oon Jin Teik
12
Sub-committee on Developing the Sports Industry
Mark Adams
Frederick Tsao
Hass Aminian
Jackson Yap
Maureen Goh
Yap Kim Wah
Desmond Koh Mun Kit
Yeo Guan Kai
Jennifer Pok
Yeo Khee Leng
Carmel Seeto
Steven Yeo
Felix Tan Jia Kien
Richard Young
Rose Tan
Sub-committee on Promoting Sports for All
Sydney Chew
Anthony Tan
Foong Hin Cheong
Tan Kim Kee
David Lim Yew Lee
Patrick Teo
Ong Lye Huat
A/Prof Teo-Koh Sock Miang
Pok Vic Tor
Teoh Zsin Woon
P Raveentheran
Frankie Thanapal Sinniah
Indra Shun
Frederick Tsao
Soon Min Yam
Yeoh Chee Yan
Secretariat
Teo Eng Cheong
Yeo Say Po
Gan Yu-Hin
Brenda Sng
Daniel Adelbert
Adeline See
Pierre Boudville
Poh Yu Khing
Yeo Guan Kiat
Grace Cheong
Mahipal Singh
Selena Chew
Jessie Ong
Lee Eer Ling
13
Executive Summary
Sport has an important place in the
consciousness of the global community.
In many countries, sport is an essential
part of the culture and lives of
people. Amongst countries, sport
forms an important conduit for
promoting mutual understanding
and cultivating friendly relations.
As Singapore matures, sport will
become an increasingly important
facet of our individual lives and an
indispensable component of our culture.
Our Sporting Vision
Sport provides many benefits to the
individual, community and country. We
envision a Sporting Singapore, where
14
•
Sports participation helps develop a resilient
people with the virtues of perseverance,
focus, discipline, teamwork, creativity, a drive
to excel and a healthy lifestyle;
•
Sport is an effective channel to bond
people from various communities of our
multi-racial society;
•
Sports excellence helps enhance our
national pride and international standing;
•
A vibrant sports industry contributes to
the economy and sustains the sports
delivery system; and
•
Sport helps strengthen friendship with
other nations.
Desired Approach
Sports Excellence
A strong sports culture needs to be
cultivated so that sports can become an
integral part of life. A passion for sports
is a powerful driving force that will propel
sports in Singapore to the next level.
Singapore has had some success in sports
excellence over the years. The Sports
Excellence (SPEX) programme has put
us in a good position to develop high
performance sporting achievements. With
the growing importance of sports science,
physique and the need for a large
population base of talent do not matter
as much as before. Our ambition to attain
excellence in sports has therefore become
a more realistic proposition. Coupled with
the unrivaled sense of national pride that is
felt when Singaporeans win in international
competitions, the pursuit of excellence in
sports is a worthwhile endeavour.
In addition, a conducive environment for
sports must also be built. This entails a
united approach among all stakeholders in
the sports fraternity. Productive engagement
and win-win partnerships must be forged
among the stakeholders so that synergies can
be enjoyed.
A Team Singapore approach is necessary for
our journey towards a Sporting Singapore.
Nurturing Effective
Sports Bodies
It is essential to nurture sports institutions
so that they can be effective agents of sports
development. In particular, the National
Sports Associations must be strengthened.
As the authorities responsible for promoting
their sports, the National Sports Associations
are key nodes in the sports delivery system,
and play important roles in determining the
success or failure of the development of their
respective sports.
Sports for All
Sports for All has been a cornerstone of
Singapore’s sports policy, and will continue
to be so. Besides being an important means
of enabling one to keep fit and healthy,
especially in a rapidly aging society, sports is
also an effective way of bonding the family
and community together by encouraging
human interaction. Having a large base of
recreational sports people also facilitates
the growth of a sports culture, thereby
stimulating the sports industry and aiding
the emergence of talented elite athletes.
Sports Industry
The emergence of sports businesses
provides many opportunities to fast track
the development of sports in Singapore.
However, the sports industry in Singapore
is still in its nascent stage. For Singapore
to ride on the wave of commercialism in
sports, concerted efforts must be made
to build the capabilities of practitioners
in the sports industry. The necessary
infrastructure and business conditions must
also be put in place for the sports industry
to flourish.
Recommendations
This report presents 40 recommendations
from the Committee on Sporting Singapore
that will set the directions for sports
development. To implement these
recommendations, the Government,
together with Singapore Pools, has
committed $500 million over 5 years
to sports. This represents a unique
opportunity for the sports fraternity in
Singapore to strive for a quantum leap in
sports development.
15
A Global Activity
Sport is a global unifier. It brings
people from all walks of life together
and is an essential part of the
culture, social values, lifestyle and
national identity of many countries.
Families, friends and the community
as a whole often get together to
play or watch their favourite sports.
And when a local athlete wins, the
community or nation cheers as one
voice. Sport thus performs several
critical social functions, benefiting
the individual, family, community
and nation.
Emerging Trends
Size no Longer Matters as Much
Physique of the people and the size of
the nation no longer matter as much.
Increasingly, technology, research capabilities
and the proliferation of different sports
mean that sports excellence goes beyond
physical strength. There are now many
sports where a combination of strength,
speed, dexterity, physical and mental skills
are pre-requisites for success. Formula One
racing, shooting, bowling and table tennis
are but a few examples. Even in the
18
more physical sports, developing an athlete’s
technique and mental strength are becoming
more important. China and Korea -- Asian
countries with people of comparatively
smaller physiques, were ranked 3rd and
10th overall in the Sydney 2000 Olympics
medal tally.
Nations with small populations have also
proven that it is possible to perform
on the world stage. Examples are shown
in Table1. This demonstrates that small
countries can do well in sports, given
the right support, resources and mentality.
Singapore can do likewise if we have
a strong national sporting culture and
developmental programme for athletes.
Sport as an Economic Activity
In recent years, creative packaging and
technological advancement have led to
the development of an entire industry
centred round sports. Sports programmes
have become premium content on TV.
Broadcast companies pay increasingly huge
sums of money for TV rights of popular
sports events in anticipation of the
advertising revenues they can generate.
Entities that have flourished as a result
include sports leagues such as the National
Football League (NFL), sports clubs such
as Manchester United and sports marketing
Country
Population In
Millions
companies like IMG. New business models
have also evolved to include peripheral
activities linked to sports stars and events.
For instance, the Chelsea Village Plc derives
almost half of its revenue from businesses
such as travel, hotel, merchandise, event
management and catering. Such businesses
are often centred around football fans or
spectators during match days at its own
stadium. In addition, many stadia, sports
facilities, and sports championships have
become tourist attractions in their own
right. Many sports facilities are also used
for other forms of entertainment such as
rock concerts, hence giving a boost to the
entertainment industry. This re-definition
of the sports industry has also led to
positive spin-offs for the tourism and
entertainment industries.
In future, the internet is likely to become an
important medium for mass customisation
for sports. Innovative web sites, which
are able to provide customised information,
timely updates, interactive programmes and
virtual sports fan communities, are likely
to draw in viewers not only during live
webcasts of games, but also in between
games. This is expected to result in the
next wave of explosive growth for the
sports industry.
No. of Medals In
Olympic Games
2000
No. of Medals
Per Million
Population
Jamaica
2.65
7
2.6
Norway
4.48
10
2.2
Switzerland
7.26
9
1.2
Denmark
5.34
6
1.1
New Zealand
3.82
4
1.0
Finland
5.17
4
0.8
Table 1: List of small nations who have performed well in
Sydney Olympics 2000
19
Sports in Singapore
Through theYears
Sports for All
Since 1973, the Singapore Sports Council’s
(SSC) focus has been on providing
opportunities for participation by all in
some form of sports. This “Sports For
All” policy strives to develop fit and healthy
individuals who in turn contribute to a fit
and healthy nation.
In September 1996, SSC started the Sports
For Life (SFL) programme to promote
greater participation in sports and physical
fitness activities, especially among working
adults, housewives, senior citizens and
families. The 5-yearly National Survey on
Sports Participation conducted in 1997,
showed that 34% of the population aged
15 years and above participated in sports
and physical fitness activities at least once a
week. This was an improvement over the
24% in 1992.
The SFL programme provides a wide range
of sports, fitness programmes and learnto-play schemes that cater to various age
groups. These programmes are conducted
20
at Regional Sports and Fitness Centres
(RSFCs). To date, 8 RSFCs are operational,
with another 7 more in the pipeline.
The Constituency Sports Clubs (CSCs)
play an important role in promoting the
SFL programme as they play leading roles in
encouraging residents in the constituencies
to participate more actively in sports and
recreational activities.
SSC continues to provide quality sports
facilities. As at 31 December 1999, SSC
had spent a total of $1,010.15 million
on developing sports facilities, including
$513.98 million in construction cost and
$496.17 million in land cost.
Sports Excellence
In July 1993, sports excellence was given
a new impetus when SSC launched
the Sports Excellence (SPEX) programme
with a funding of $8 million a year.
This represented a huge increase in
funding, as hitherto the annual expenditure
for sports excellence had not exceeded
$1 million a year.
The SPEX programme focuses on
identifying, cultivating and nurturing a pool
of potentially high performing athletes to
excel in sports and be national sports
21
heroes. Under the SPEX programme,
the SSC provides support for athletes
and National Sports Associations (NSA),
coach development programmes, and sports
science. Currently, 7 Core and 7 Merit
Sports have been identified for special
attention, as shown in Table 2.
Singapore has kept up with Southeast Asian
(SEA) standards in terms of the number of
gold medals achieved vis-à-vis the targets
set for the SEA Games and the Asian
Games. The SEA Games target was to
achieve a minimum of 25 Gold medals.
The Asian Games target was to win a
minimum of four medals, with at least 1
gold, in 1994 and 1998. Table 3 shows that
these targets have generally been achieved.
However, world standards beyond the SEA
and Asian Games are very much higher, and
we will need to do a lot more to reach
these levels.
Encouragingly, we also had significant
successes in other world championships.
Our bowlers won the World Cup in 1985
and the World Masters title in 2001.
In table tennis, our women’s team captured
four Commonwealth championship titles
in 2001.
22
SPEX Core Sports
SPEX Merit Sports
Badminton
Billiards & Snooker
Bowling
Hockey
Football
Sepak Takraw
Sailing
Silat
Shooting
Squash
Swimming/Water Polo
Taekwondo
Table Tennis
Wushu
Table 2 : Core and Merit Sports of the
SPEX Programme (as of July 2001)
Singapore’s Sports Excellence Record
SEA Games
Asian Games
• Won 26 gold medals in
Chiang Mai (‘95)
• Won 1 gold, 1 silver and 5
bronzes in Hiroshima (‘94)
• Won 30 gold medals in
Jakarta (‘97)
• Won 2 gold, 3 silver and 9
bronzes in Bangkok (‘98)
• Won 23 gold medals in
Brunei (‘99)
Table 3 : Singapore’s Sports Excellence Record
23
Sporting
Singapore Vision
Relevance of Sports
for Singapore
Sports can uplift the individual as well as the
nation. It is a powerful tool to bring people
of different races and socio-economic
levels together to cheer a common cause.
It has the potential to provide meaningful
opportunities for those who are inclined
towards sports. Singaporeans who excel in
sports can be role models to the young,
national icons whom Singaporeans from
all walks of life can closely identify with.
Thus participation in sports provides hope,
a sense of contribution and bonds the
community.
Without sports, the individual loses an
opportunity to build a well-rounded
personality, the community loses an
effective channel to further bond its people,
and the young nation loses its chance to
enhance national pride among its people
and international standing among nations.
A sports dimension in our society is
necessary in the long run. It is important to
build upon this dimension now.
24
Sport also has a role to play as Singapore
moves towards a global city, which must
provide a comfortable lifestyle that is
varied and active, intellectually, culturally
and physically. Sport adds to the vibrancy
and buzz that will attract people not
only to work, but also to live and play in
this country.
Sporting Singapore Vision
and Desired Outcomes
Given the global trends and Singapore’s
state of development as a nation, it is
now timely for sport in Singapore to take
a quantum leap. Our vision of a Sporting
Singapore is one where:
•
•
Sports participation helps develop
a resilient people with the virtues
of perseverance, focus, discipline,
teamwork, creativity, a drive to excel
and a healthy lifestyle;
Sport is an effective channel to bond
people from various communities of
our multi-racial society;
•
Sports excellence helps enhance
our national pride and international
standing;
•
A vibrant sports industry contributes
to the economy and sustains the
sports delivery system; and
•
Sport helps strengthen friendship
with other nations
25
Our target is to develop Singapore to be
one of the top 10 sporting nations in Asia
by 2010. To create a vibrant sports scene
in Singapore, we intend to double the size
of the sports industry from $680m to $1.4b
by 2010. This will make sports a more
significant contributor to the economy.
In terms of Sports for All, we aim to achieve
a 50% sports participation rate by 2005.
To strengthen our friendly ties with other
nations, we will promote and organise more
sports exchanges at all levels and aim to
host more internationally recognised games.
Singapore’s Sports
Delivery System
To achieve the vision of a Sporting
Singapore, we need to develop along
three mutually reinforcing fronts: sports
excellence, sports for all and sports
industry. These 3 pillars of a Sporting
Singapore in turn will be successful if we
have 3 strong foundation stones – effective
sports bodies, conducive environment, and
a strong sports culture. This approach is
illustrated in Figure 1.
26
SPORTING SINGAPORE VISION
SPORTS
EXCELLENCE
SPORTS
FOR ALL
SPORTS
INDUSTRY
EFFECTIVE SPORTS BODIES
NSAs
CSCs
Sports Clubs
SSC
Companies
SNOC
CONDUCIVE ENVIRONMENT
Schools Employers
NS
Coaches Parents
Businesses
Facilities
Infrastructure
STRONG SPORTS CULTURE
Sports
Awareness
Sports
Participation
Sports
Events
Icons
Sports
Programs
Figure 1 : Building a Sporting Singapore
• NSA : National Sports Association
• SSC : Singapore Sports Council
• NS : National Service
• CSC : Constituency Sports Club
• SNOC : Singapore National Olympic Council
27
Promoting a
Sports Culture
Awareness and Interest
in Sports
The main thrust of growing a sports culture
is to get more people interested in sports.
This requires a mindset change in the local
community, especially specific population
segments that have relatively lower rates
of sports participation.
The Sports Participation Continuum
For maximum effectiveness, it is necessary
to segment our target groups so that
recommended initiatives can be customised
to meet the different needs. Figure 2 shows
the different target segments we need to
consider when customising Sports For All
initiatives.
On one extreme, we have those who are
just disinterested in sports; those who do
not believe in the benefits of sports, and
have no association with sports or sportsrelated activities.
28
Disinterested
in sports
Somewhat
interested, but do
not participate
and/or support
sports
Interested &
sometimes
participate and/or
support sports
Regularly
participate and/or
support sports
Figure 2 : Stages of Sports Participation
Next, we have those who are somewhat
interested in sports, but do not participate
and/or support sports-related programmes
or events. They might believe in the
benefits of sports, but for some reason
(eg. work commitments, lack of time,
inconvenience) do not participate in or
support sports events.
The third group of people are those who
are interested in sports and sometimes
participate and/or support sports events.
These irregular participants do have some
passion for sports and will occasionally
make time to participate in sports events.
The final group are those who regularly
participate in and/or support sports.
Specific Target Segments
In the 1997 survey on sports participation,
it was found that there were lower
participation rates amongst females, the
elderly, and working adults. It is therefore
necessary to have special plans to increase
participation rates amongst these specific
population segments.
For females, the survey revealed that only
28% of women exercised at least once
a week compared with 40% of men.
Common reasons cited by women for not
participating include studies, work, family
commitments, lack of interest in sports,
and lack of partners to exercise with.
A Women and Sports Working Group
(WSWG) was formed in November 1999
to increase the participation of women and
girls in sport and exercise at all levels
including schools and elite levels, within the
family and the workplace.
For the elderly, the Peoples’ Association
(PA) and the Ministry of Community
Development and Sports (MCDS) have
in place a grassroots network of Senior
Citizens’ Clubs and Senior Activity Centres
which help to promote sports and physical
activities. The SSC also makes a special
effort to promote sporting activities to the
elderly. Such efforts should continue and
be enhanced.
SSC currently has the Employee Fitness
Programmes for corporations. This targets
specifically the working adults, and
comprises a wide array of activities and
services to meet the needs of most work
settings. The Employee Fitness Programme
aims to improve the physical well-being of
the individual as well as enhance work
performance and productivity. Continued
efforts to enhance the sports participation
rates of working adults should be
supported.
29
‘
Recommendation 1:
Increasing Awareness and
Interest in Sports
There should be a
comprehensive public
education drive to raise the
awareness and interest in
sports, and to foster a mindset
change. To be effective, there
needs to be specific
programmes and initiatives
targeted at different groups.
‘
Extra attention needs to be
given to specific population
segments with relatively lower
participation rates – more
specifically for women, the
elderly and working adults.
30
Recognition of Sports People
Sports champions inspire others to play and
excel in sports. It is therefore important
to recognise such icons and publicize their
achievements. Stakeholders of sports who
provide the essential support for such
achievements should also be acknowledged.
Currently, the Singapore Sports Awards
highlight outstanding achievements by
athletes and coaches. The Singapore Schools
Sports Council also gives out awards to
students who have attained excellence
in sports.
Recommendation 2:
Recognising Outstanding
Athletes and Stakeholders
of Sports
‘
Recognition should also be given to other
groups of people, eg. volunteers who
contribute tirelessly as technical officials or
administrators or the athletes’ families and
employers who provide unwavering support.
Awards and recognition
should be given to all
outstanding athletes and
stakeholders of sports who
have contributed significantly
to sports development.
MCDS, SNOC and SSC can
adopt a team approach in
giving out the awards to
signify that achievement in
sports is a result of united
efforts from all.
‘
31
Building a Conducive
Environment
Adopting a Team
Singapore Approach
Currently, sports development is left very
much to the respective NSAs, sports clubs,
grassroots organisations and the schools.
Whilst this should be the right approach
in the long run, it does not allow us to
capitalise on the limited resources available
in the early stages of sports development in
Singapore. A coordinated “Team Singapore”
approach for sports development, much like
the Singapore Inc approach for economic
development, is critical.
Team Singapore will be emblematic of the
spirit of cooperation between stakeholders.
This will be necessary for us to achieve the
vision of Sporting Singapore. Essentially it
is a call for all stakeholders to merge their
personal passion for sports with national
interests and the larger goals of Sporting
Singapore. While Sporting Singapore is the
vision, Team Singapore is how we will work
to get there.
34
Team Singapore among Sports
Governing Bodies
Under the Team Singapore approach,
MCDS, working closely with SSC and
SNOC, should provide the leadership and
co-ordinate all our sports development
efforts. A coherent and united approach
will create mutually reinforcing strategies
for sports development.
Team Singapore among
Sports Stakeholders
At the operational level, a common purpose
among sports stakeholders is vital for
the successful development of sports.
Disagreements between athletes and NSAs,
for example, lead to the fragmenting of
the sports fraternity. Besides damaging the
career of the athletes, they also lower the
morale of the sports fraternity and project
a negative image. Imbibing the stakeholders
with the Team Singapore values can help
stakeholders transcend their immediate
interests, to work as a team rather than
as individuals.
Co-ordinated Approach in Planning
and Organising Competitions for
Student Athletes
Presently, there are about 15 primary
school and 25 secondary school
Co-curricular Activity (CCA) sports. The
Singapore Schools Sports Council (SSSC)
organises the inter-school competitions for
these sports. Although schools have the
flexibility to introduce other sports in their
schools, they may not wish to do so as there
are no organised inter-school competitions
for these non-CCA sports.
The school competition calendar for
some sports is relatively short with
players having little opportunities to play.
For the development of elite sportsmen,
this is insufficient. Only some sports have
additional competitions for student athletes
outside the school sports calendar.
School students who excel in their
respective sports are selected to be part of
the combined school team, which will take
part in regional inter-schools competitions.
Usually, these same students are also
selected by the NSAs to be part of the
age-group or national teams for their sport.
When training and competition schedules
for the various teams clash, some students
have to choose between representing the
school and combined school teams or the
national age-group teams.
A current good example of co-ordination
between NSAs and schools is that of
Netball Singapore and SSSC who have
merged their respective age-group teams
and combined schools teams to jointly
support youth training schemes.
35
Recommendation 3:
Adopting a Co-ordinated
Approach in Planning and
Organising Competitions
for Student Athletes
‘
The Singapore Schools Sports
Council (SSSC) and the NSAs
should work together to
coordinate competitions so
that student athletes do not
have to forgo key
championships.
SSSC can consider
recognizing more sports and
lengthening the school
competition calendar.
To overcome resource
constraints, SSSC can draw on
the resources of capable NSAs
to help organise inter-school
competitions.
36
‘
Twinning of Specific NSAs with
Owners of Sports Facilities
‘ ‘
Currently, only 4 NSAs have sports facilities
which are classified by SSC as National
Sports Centres of Excellence (NSCEs).
A few more NSAs have their own facilities,
though not of a standard that qualifies them
to be NSCEs. Other NSAs have their own
arrangements with various facilities owners.
This is not ideal as the athletes are not able
to train as much as they should.
Given that land is a very scarce resource
in Singapore, it is important that the use of
sports facilities is optimised. Besides sports
facilities owned by the SSC, schools are
also owners of a large number of sports
facilities. There are opportunities for the
NSAs to tie up with the schools to share
facilities.
Recommendation 4:
Twinning of NSAs with
Owners of Sports Facilities
In order to optimise the
use of sports facilities,
twinning of specific NSAs
with suitable sports facilities
owners, such as schools,
should be encouraged. This
could be facilitated by the
Government.
37
Nurturing Effective
Sports Bodies
Strengthening the National
Sports Associations
The National Sports Associations (NSAs)
are an important part of the sports delivery
system. Each NSA is set up to promote
a particular sport within the country. It is
the authority on the sport and sets the
pace of development for the sport. It is
therefore crucial that we have strong NSAs
that have the motivation, capabilities and
necessary support from relevant parties to
help develop sports in Singapore.
How NSAs Fit Into the Sporting
Singapore Vision
The three pillars of our Sporting Singapore
vision are sports for all, sports excellence,
and sports industry. These are mutually
reinforcing. As the national authorities
for their sport, NSAs have a direct role
in building the three pillars of sports
excellence, sports for all and sports
industry, as shown in Figure 3.
38
Sports
Excellence
Sports
for All
Sports
Industry
STRONG NATIONAL SPORTS ASSOCIATIONS
Long-term
Development
Plans
Effective
Transparent
Leadership
Constitutions
Suitable
Organisational
Active
Stakeholder
Effective
Athlete
Coaches’ &
Officials’
Structure
Involvement
Management
Development
Figure 3 : Strong National Sports Associations
NSAs play an important role in creating
greater awareness and interest, encouraging
more active participation and promoting
excellence in their sports. Excellence in
a sport would result in better chances
of attracting top events in this sport
to Singapore, bringing in media and
ticketing revenues. The greater interest
and participation in sports would also
generate a larger base of consumers for
sporting goods and services.
Figure 3 further shows the necessary
building blocks in order for NSAs to
be effective in contributing to the three
pillars. These building blocks are long-term
development plans, effective leadership,
transparent constitutions, suitable
organisational structure, active stakeholder
involvement, effective athlete management
and coaches’ and officials’ development
programmes.
Recommendations for
Strengthening National
Sports Associations
NSAs Development Planning
Generally, the mission of a NSA is to
promote, nurture and sustain life-long
interest in a sport. However, the focus of
one NSA may not be the same as another
because each NSA is at a different stage
of its development. Some NSAs may
choose to place more effort on sports
excellence while others may concentrate on
building the participation base. While the
development paths of the NSAs may differ,
the end result is likely to include all the
elements of sports for all, sports excellence
and the sports industry. This is illustrated
in Figure 4.
39
Sport played
by many
Vision
Path A
Path B
Sport played
by few
Path C
Current
Position
(Example)
Low competitive
Performance
High competitive
Performance
Figure 4 : Development Paths of NSAs
Performance indicators, organisational
health indicators and targets must be set
to monitor the NSAs’ growth along this
path. Performance indicators should indicate
the NSAs’ achievements in the areas of
sports excellence, sports for all and sports
industry. Organisational health indicators
should reflect the development of the NSA
as a national organisation, with emphasis
on quality leadership. The targets for both
sets of indicators should be realistic but
progressive, taking into consideration the
stage of development of the sport in
Singapore and the development path of
the NSA.
40
An NSA that has chosen to focus on
building the participation base first will
probably have a high target under the
sports for all performance indicator. An
NSA which has chosen the path of
sports excellence will probably have an
ambitious target in terms of international
achievements.
‘ ‘‘ ‘
Recommendation 5:
Developing Strategic Plans
for NSA Development
Each NSA and the Singapore
Sports Council (SSC) should
jointly review and/or
formulate partnership
agreements embodying the
vision, leadership,
development path,
performance, and
organisational health
indicators and targets for
its sport.
NSAs to Adopt Suitable
Organisational Structures
The NSA should have the appropriate
organisation structure and the systems to
support its daily operations. While there
is no fixed formula on the organisation
structure, an effective NSA is likely to
have (a) a full-time CEO reporting to the
management committee; and (b) dedicated
departments in major functions. There
could be separate departments for finance,
marketing, administration, development and
national team coaching. NSAs should study
the various structures and adopt an
appropriate structure for itself.
Recommendation 6:
Adopting a Suitable NSA
Organisation Structure
NSAs should adopt a suitable
organisation structure to
support its daily operations
and long-term development.
A full-time CEO and
dedicated functional
departments should be
considered.
Adequate Stakeholder Involvement –
Constitutions and Feedback Channels
Although NSAs are privately registered
societies, their stakeholders should not be
limited to the members of the NSAs
only, but to anyone who has an interest
to see the sport succeed in Singapore.
The following should all be considered as
major stakeholders of NSAs:
(a) Members. These are entities or
individuals who pay membership fees
and probably volunteer to serve in
the NSAs. Most of these are member
clubs that serve the interests of
their athletes who strive to represent
Singapore in that sport or to take
part in the NSA activities.
41
(b) Athletes. While elite athletes are
possibly members through their
clubs, their heavy involvement with
the NSA warrants a stakeholder
relationship that goes beyond that of
an ordinary member.
(c) Parents. Parents provide crucial
support and encouragement for
athletes no matter which stage of
development they are at. Our national
swimmers are good examples of the
positive outcome of parental support
on sporting excellence.
(d) Coaches and technical officials. Some
coaches are salaried staff while others
are private coaches who serve the
NSAs and clubs. However, most of
the coaches and technical officials
are volunteers receiving only small
allowances. They are often driven
by passion for the sport. In return,
they need a conducive environment
to provide this service and should
be considered a major stakeholder
of the NSA.
(e) Government. The Ministry of
Community Development and Sports
(MCDS) plays a pivotal role in setting
the policies and direction for sports.
It is the MCDS’ vision to reap social
benefits such as greater national pride
and community bonding as well as
economic benefits through sports.
The SSC is the operational arm of the
MCDS, and provides the funds and
facilities to NSAs to develop sports
in Singapore
42
(f) Singapore National Olympic Council
(SNOC). NSAs affiliated to the
SNOC are able to represent
Singapore in the Olympic,
Commonwealth, Asian and Southeast
Asian Games. Other benefits of
affiliation to SNOC include financial
support for participation in these
Games and coaching courses.
(g) The International Sports Federations
(IFs). Each NSA is affiliated to its
respective IF in order to represent
Singapore for competitions
sanctioned by that IF. In turn, the
NSA will have to follow certain rules
and conditions as set by the IF.
(h) Corporate Sponsors. Corporate
sponsors are an essential component
for funding in sports. All corporations
expect to achieve some public
relations and marketing mileage out
of sports sponsorship.
(i) Schools. School children form the
starting pool of talent in every sport.
A link will need to be established
so that talented school children are
further developed by the NSAs.
It is important that the NSA truly
represents all the stakeholders and people
who have an interest in that sport.
Hence, an NSA should have a large base
of members, either as direct members
or indirectly through affiliated clubs.
Furthermore, the Constitution of the NSA
must ensure that voting rights are fairly
distributed and do not rest with a select
few. Finally, for healthy leadership renewal,
election processes must be proper and
allow the best person as decided by the
members to be elected into office.
‘ ‘
‘ ‘
Recommendation 7:
Reviewing NSA Constitutions
The NSAs should have a
constitution that ensures
leadership renewal, as well as
encourages the admission and
development of membership.
Recommendation 8:
Having Feedback Channels
for Stakeholders
The NSA management should
organise regular dialogue and
feedback sessions for all
stakeholders especially the
athletes, coaches, and
technical officials.
Set up an NSA Development Fund
Currently, SSC’s funding schemes cover
secretariat support, coaches subsidies,
training scheme, overseas training and
competitions and athletes support.
The total amount is not more than the
$8m allocated to the SPEX program.
In the initial phase of their development,
the NSAs are likely to rely on Government
funding. The current amount of funding by
SSC is likely to be inadequate because many
NSAs are not funded as core or merit
sports under the current classification.
Moreover, NSAs for core or merit sports
are also not adequately funded today.
More funding schemes such as training
of officials in marketing, should be
formulated so that NSAs can develop
the relevant capabilities. The Government
should therefore set aside more funds to
help develop the new capabilities for NSAs.
The manpower in the NSAs comprises
volunteers and salaried staff. In almost all
NSAs, there are many more volunteers
compared to salaried staff.
The leadership of NSAs invariably lies in the
hands of volunteers. Volunteers form the
top tier of leadership, usually in the form of
an executive committee. Often, the role
of the chief executive is also performed
by a volunteer. This is a less than ideal
situation where volunteers have to struggle
to find time to manage the daily operations
of the NSAs. The NSA leadership, instead
of setting the strategic directions, is bogged
down by operational issues.
The SSC currently provides a secretariat
grant of $1,000 to $10,000 per month to
each eligible NSA so that the NSA can
hire full-time staff, who may include the
management staff. This amount is inadequate
if we hope to have professional staff
managing the NSAs. The grant should also
be used for the hiring of a Chief Executive /
Technical Director before other staff. NSAs
should be urged to use this grant effectively.
Coaches form another important
manpower resource in the NSA. Some
NSAs have a large pool of coaches to
train their national athletes at all levels
while other NSAs rely more on the clubs.
Most of them also channel coaches to the
schools to help promote the sports in
the schools. Currently, SSC subsidises
43
the employment of coaches by each
NSA at $3,000 to $20,000 per month.
Subsidies for coaches’ education may also
be provided upon application. As worldclass coaches are essential to produce
world-class athletes, the amount of funding
for this purpose should also be increased.
‘
Recommendation 9:
Setting up an NSA
Development Fund
A fund should be set aside
to help NSAs develop their
capabilities such as
marketing, fund-raising and
media management
capabilities. In addition, SSC
should review its secretariat
grant based on the
performance and needs of
the NSAs. The hiring of a
Chief Executive / Technical
Director with the relevant
experience should be given
priority. A minimum
standard for national team
coaching should be
established between the
NSAs and SSC. Coaches’
subsidy by SSC should then
be increased according to
the needs of the NSAs.
44
Centralised Secretariat
Although it is ideal for each NSA to
have a full complement of full-time staff,
this may not be feasible for all NSAs.
An alternative is to have centralised
secretariat support for clusters of NSAs.
Such support could be provided by SSC,
and will be especially beneficial for smaller
NSAs. Such a centralised secretariat
will benefit from economies of scale.
The staff of this support group will also
develop expertise in their own areas
over time, leading to greater efficiencies
and effective management. They may also
become professional NSA administrators
eventually. Yet another alternative is for the
Government to second officers to selected
NSAs. This has also been practised for
some NSAs in Singapore.
‘‘ ‘
Recommendation 10:
Centralising or Clustering
of Secretariat Support
A centralised secretariat
support to the NSAs which
are not ready to have a full
team of salaried staff should
be considered.
Governing Bodies
Customised Approach for
Funding Support
‘ ‘
‘ ‘
The Government should, through SSC,
develop a clear understanding with each
NSA on the support the Government can
provide and what is expected of the NSA.
Since each NSA is at a different stage of
development and has its own growth path,
the Government’s expectations and support
should be customised accordingly.
Such an understanding between the
Government and the NSA may be
documented in the partnership agreements
which SSC has signed with some NSAs.
As the NSAs use public funds, they should
be accountable to the public.
There should be other funding criteria
besides sports excellence. NSAs also have
roles to play in promoting sports for all
and developing a sports industry, and these
should be taken into consideration.
Recommendation 11:
Adopting a Customised
Approach for Funding Support
In its allocation of public
funds, SSC should review
the existing funding criteria
for NSAs. In doing so, SSC
should consider the
development path and
potential of the NSA.
Recommendation 12:
Funding for Multi-year
Programme
As it takes years for an NSA
to achieve its potential, SSC
should consider committing
to a multi-year programme
funding, subject to the
satisfactory progress of
the NSA.
The definition of sports excellence is
often linked to successes at the SEA,
Asian, Commonwealth and Olympic Games.
Sports achievement outside of the above
major games, particularly championships
which are internationally recognized should
also be equally acknowledged.
45
Sports for All
Introduction
Regular physical activity helps to maintain a
high quality of life for the individual and can
help prevent disease and premature death.
Sport and physical activity are an essential
component of a healthy lifestyle.
Besides enabling people to have fun,
socialise and enjoy a healthy lifestyle, sport
also helps to develop positive mental
qualities such as passion, creativity, a risktaking attitude, resilience, determination,
team work, fair play and an ability to handle
adversity. Sport enhances one’s sense of
well-being and inculcates positive values
necessary for success in life.
For people with disabilities, sports can also
take on a rehabilitative and integrative role;
sports can impart a sense of confidence,
independence and foster the acquisition of
life skills.
48
Sport can also be used as a vehicle for
community bonding. It is an inclusive social
activity that cuts across all segments of
society. It embraces the old and the
young, the able-bodied as well as people
with disabilities. It embraces all ethnic
groups. Sport fosters a sense of group
identity through participating together
in an enjoyable social atmosphere.
Sports heroes can serve as role models
and their achievements strengthen our
sense of national pride.
Recognizing these benefits, we seek to
promote broad-based participation in sports
or “sports for all”. The promotion of a
pervasive sports culture will be necessary to
realise our vision of Sporting Singapore.
Contributing to the Vision of
Sporting Singapore
The Sports For All pillar impacts the other
two pillars -- Sports Excellence, and Sports
Industry and contributes to the Sporting
Singapore vision in the following ways:
•
•
Sports For All provides the base
for sports excellence. To effectively
select the best athletes for elite
competition, a large participation base
is first necessary.
Sports For All complements the
sports industry. A sports culture
characterised by growing awareness,
participation, and support for sports
will generate demand for sports
events, goods and services and have
positive spin-offs for the sports
industry.
Issues Related to Promoting
Sports for All
The 1997 survey showed that the top three
reasons for non-participation in sports and
exercise were work commitment, family
commitment, and a lack of interest.
48% claimed work commitment was their
top reason for the lack of sports
participation, whilst 32% claimed that it
was family commitment. In terms of sports
spectatorship, the survey showed that 45%
do not watch sports at all.
There has been feedback that there
are insufficient facilities for some sports,
especially during hours of peak usage.
However, it is noted that currently, there
are public sports facilities within a 3km
radius of 60% of Singaporean households.
This excludes the private sports facilities
not currently available for public use.
In total, it is estimated that there are 3,000
public and private sports facilities all over
Singapore. This suggests that it is not the
lack of facilities per se, but rather the less
than optimal utilisation of facilities that may
be the issue.
Although there are community-based sports
groups and programmes, more can be
done to encourage participation in these.
Community-based sports groups and
programmes are important for promoting
a sports culture which caters to Singapore
residents’ sporting interests in different
phases of life.
49
In recent years, there has been growing
interest in adventure or extreme sports
such as mountain climbing, skating, and
diving. Such special interests groups would
need some support as they expand.
Other groups such as sports for the
disabled also need support.
It was found that there were higher
participation rates in sports and exercise
amongst males, younger people, singles,
and the better educated. It is therefore
necessary to have special plans to
promote sports to groups with a relatively
low level of participation (e.g. females and
the elderly).
The Sports For All Masterplan
To address these issues, a Sports For All
Masterplan with these three action areas
has been formulated – promoting a sporting
lifestyle, enhancing sports partners, and
maximising use of facilities for sports.
Action Area 1: Promoting a
Sporting Lifestyle
Cultivating a sporting lifestyle can be
addressed by (i) promoting sports to youth
and, (ii) enhancing sports and PE in schools.
Sports Programmes for Youth
The participation rate of sports in schools
is relatively high. The 1997 survey showed
that 67% of teenagers took part in sports
activities. However, this number dropped
by half for young adults, and more than
half for middle-aged adults, indicating a
lack of continuity in sports participation.
50
We should therefore aim for more of our
youth to embrace sports as a way of life
such that they continue to take part in
sports after leaving school and throughout
their lives. This lack of continuity will persist
unless community-based sports providers
are better integrated with the school
sports system.
Sports service providers which play an
important role in this area include National
Sports Associations (NSAs), Constituency
Sports Clubs (CSCs), Community Clubs/
Centres (CCs), Community Development
Councils (CDCs), and private sports-service
providers. There are altogether some 170
private sports clubs with facilities apart
from the SSC. In addition to this, there are
other sports-service providers who may not
own their own sports facilities.
Sports service providers can assist in
the development and implementation of
programmes that would take the form
of recreational groups, little leagues, interclub competitions, age-group competitions,
inter-constituency and inter-CDC games.
The sports clubs also provide a potential
vehicle for youth to continue playing
sport after they leave the school system.
Except for a few examples, there is generally
little cooperation and organisation among
these sports agencies. Therefore, more
should be done to promote collaboration
between the schools and other sports
agencies, both to complement the
schools’ resources and to ensure
continuity in our youths’ sports development
after they leave the school system.
‘ ‘
Recommendation 13:
Promoting Sports to Youth
There should be more
collaboration between sports
providers and schools to
provide community-based
youth sports programmes.
This will help address the
issues of limited school
resources and the lack of
continuity in sports
participation after the
school-going years.
Enhancing Sports and PE in Schools
Much has been achieved in creating a
school environment that is conducive for
promoting sports, exercise and physical
fitness. Most schools channel the bulk of
resources to support their school teams for
each sport. Hence, there is usually a lack
of opportunity for the child who is not
good enough to make it to the school team.
Since schools have a captive youth audience,
they can team with other sports service
providers so that more opportunities
can be available for recreational sports
participation.
Regarding PE in schools, there is currently
a minimum requirement that schools have
at least two sessions of PE a week for
students. The objectives of PE are to help
students
•
learn skills for physical activities
•
be knowledgeable about physical
fitness
•
foster positive self-esteem through
body control
•
incorporate regular physical activity
into their lifestyle
•
acquire safety skills and habits
•
appreciate concepts of fair play and
good sportsmanship.
One major component of PE is the annual
National Physical Fitness Award (NAPFA)
Test. Currently, it is mandatory for all
students from Primary 4 to Pre-U 2/3 to
take the annual NAPFA test. Final year
polytechnic students are also expected to
take this test. It is important that the
preparation for these tests is not at the
expense of “fun and enjoyment” of sports.
51
‘
Recommendation 14:
Enhancing Sports and PE
in Schools
Recognition for Constituency
Sports Clubs
The 83 CSCs, which are staffed by
volunteers, have the following objectives:
Given their resource
constraints, schools should
leverage on other sports
service providers in enhancing
their sports programmes.
Besides the National Physical
Fitness Award Test,
recognition can also be given
to schools for achievement
in areas such as motor skill
development, participation
rates, and number of hours
spent a week on PE and
recreational sport.
Action Area 2: Enhancing
Sports Partners
‘
To complement the sports culture, it is also
necessary to ensure that sports partners
and different sports service providers are
well-equipped to fulfill their promotional
role. The recommendations related to
growing sports partners include: (i) giving
more recognition to Constituency Sports
Clubs, (ii) strengthening capabilities of
sports providers, (iii) supporting special
sports groups.
52
•
promoting and organizing sports and
recreational activities to the residents
of the constituency,
•
selecting and training sportsmen and
sportswomen from the constituency
for participation in the InterConstituency Games,
•
providing feedback to the SSC on the
sporting needs and aspirations of its
constituents,
•
keeping the residents informed of
Government action and policy on all
matters pertaining to sports.
To be effective and successful, CSCs require
administrative and logistical support.
CSCs are currently supported by SSC and
the grassroots organisations of the People’s
Association. Further formal arrangements
could be worked out between PA and SSC/
CSCs if necessary.
Strengthening the Capabilities
of Sports Service Providers
‘
Recommendation 15:
Recognising Constituency
Sports Clubs
Each CSC should work closely
with their respective
Constituency Secretariat,
Community Centre/Clubs,
and Residents’ Committees
for sports, recreation, and
community bonding activities.
If necessary, the SSC and
PA could jointly explore
formalising these working
relationships. CSC volunteers
should be duly recognised
for their efforts and
contributions.
Currently, the main sports provider is the
SSC through its Regional Sports and Fitness
Centres, CSCs and various programmes
such as learn-to-play schemes, employee
fitness programmes, fitness assessments,
and national mass events. Since the launch
of Sports for Life in September 1996, the
number of participants has grown from
397,038 (in 1996) to 1,773,828 (in 2000).
Other sports providers include the PA
sports clubs, NTUC fitness clubs, private
sports clubs, and corporate sports clubs.
Each of these sports providers reaches
out to a particular population segment.
These sports providers should be
encouraged to grow and improve their
services to their clients.
Under the current delivery system, the
SSC’s expertise and resources in sports
for all are largely channeled towards
their in-house programmes and facilities.
There are many other sports providers
within the system that can and should be
supported in their sports for all efforts.
‘
With the experience and expertise in
sports for all that has been accumulated,
SSC can channel its resources to focus
more on setting and developing the
direction for Sports for All in Singapore.
They can provide a coordinated approach
for strengthening the capabilities of sports
providers. Management and operation of
sports programmes may even be subcontracted to third party providers so as
to allow SSC to be more focused on
their promotional and coordination role.
Transition towards such a role can be done
in stages.
53
‘
Recommendation 16:
Strengthening Capabilities
of Sports Service Providers
The SSC could spearhead
the development of
capabilities among the
numerous sports service
providers. A Sports for All
development fund could be
set up to fund worthy
community sports
programmes. Apart from
funding programmes and
events, funds for developing
the capabilities of
organisations can also be
given, based on agreed
targets.
Supporting special sports groups
Over the years, there has been rising
interest in special sports groups such as
sports for the disabled, niche/adventure
sports, and other emerging sports.
For the disabled, participation in sports is
not just for fitness and a healthy lifestyle.
It is also a means of rehabilitation, therapy,
social interaction, acquisition of life skills
and building of self-esteem. The Singapore
Sports Council for the Disabled (SSCD)
spearheads efforts to organise and promote
sports activities for the disabled. There
should be a conscious effort to provide
more facilities for the disabled to participate
in sports.
‘
Over the past few years, there has also
been a growing interest in niche/adventure
sports. Such sports especially appeal to the
young and include mountaineering, in-line
skating, mountain biking, bike stunts, scuba
diving, and multi-disciplinary sports like the
Eco-Challenge.
These emerging sports are currently
supported only on an ad-hoc basis. Apart
from the issue of support, there appears
also to be a lack of coordination and
enforcement of safety standards amongst
interested service providers.
54
‘
Recommendation 17:
Supporting Special
Sports Groups
There should be increased
efforts to support special
sports groups. Apart from the
standards set by the Code on
Barrier Free Access, the SSC
can work with the SSCD to
see what additional features
need to be put in place when
constructing new
sports facilities.
For emerging niche/adventure
sports, support should be
more consistent.
A committee could be set up
to promote minimum skills
requirements, safety
standards and public
education. This committee
can consist of representatives
from a wide spectrum
of niche/adventure
sports groups.
‘
55
Action Area 3: Maximising Use
of Facilities for Sports
To match the growing interest in sports,
it is necessary to ensure that there are
adequate sports facilities available. Apart
from the SSC, there are many other sports
facilities in Singapore. Taken together, there
is actually an abundance of sports facilities.
Despite this, there are still complaints of
insufficient sports facilities especially for
certain sports during peak usage hours. This
is mainly because many sports facilities are
not open to the public. Many of these
facilities are actually not used during the
peak hours. There are thus opportunities
for maximising the use of existing facilities
and vacant land for sports.
The recommendations surrounding the
availability and accessibility of facilities for
sports are as follows:
56
•
co-sharing of sports facilities
•
using temporarily vacant land
•
optimising space in parks
•
twinning of infrastructure
•
setting-up a sports facilities
coordination body
Co-sharing of Sports Facilities
Since 1996, the Ministry of Education and
the Ministry of National Development have
implemented an initiative to encourage
various community organisations to use
school fields after school hours.
Approximately 160 schools (close to 50%
of schools) have already some form of
co-sharing arrangements with community
sports agencies. These arrangements are
usually in the form of block bookings for
ad-hoc occasions or regular activities.
However, most school principals are
still concerned about the security and
maintenance implications if their school
fields were to be co-shared with
the community. In order to further
encourage the co-sharing of school
sports facilities, SSC together with the
schools could work out the necessary
measures to address the concerns of the
owners. For example, a boundary can be
set up to separate and secure the main
school compound from the co-shared
sports facility.
Using Temporarily Vacant Land
‘ ‘
Another possibility for increasing the
availability of sports facilities is to look into
using temporarily vacant land, particularly
around housing estates, for sports.
There are land parcels which have been
temporarily designated as vacant possibly
for periods of a few years. During this
period, the land can be used for sports.
Maximising Space in Parks
Sports facilities can also be provided in
parks with the necessary measures taken
to cater to other park users. For example,
street soccer facilities can be provided in
parks, with panels to prevent nuisance from
stray soccer balls. The sports authorities
should therefore work with the National
Parks Board to look into optimising the
space in parks for sports.
Twinning of Infrastructure
Recommendation 18:
Maximising the Use of
Facilities for Sports
There is a need to maximise
the use of limited land and
facilities for sports. Possible
initiatives include co-sharing
of facilities, using temporarily
vacant land, optimising space
in parks, and twinning of
infrastructure. If necessary,
the sports authorities should
set up a sports facilities
co-ordination unit to
spearhead these initiatives.
Another possibility for maximising limited
land is to twin sports facilities with
currently existing infrastructure such as
multi-storey carparks. As an example,
Tanjong Pagar Constituency Secretariat,
together with Spottiswoode RC already
manages a badminton court which is on
top of a Housing Development Board
(HDB) multi-storey carpark. Such innovative
adaptation of existing facilities for the use of
sports will improve the utilisation of public
spaces and limited land in Singapore.
57
58
Figure 5 below shows how the different recommendations relate to different segments
of the population.
Disinterested
in sports
Somewhat
interested, but do
not participate
and/or support
sports
Recommendation
Interested &
sometimes
participate and/or
support sports
Regularly
participate and/or
support sports
Target Segments
1. Promoting
sports to youth
√
√
√
√
2. Enhancing sports
and PE in schools
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
3. Strengthening
the capabilities of
sports service
providers
4. Supporting
special sports
groups
5. Recognising
constituency
sports clubs
6. Maximising use
of facilities for
sports
√
Figure 5 : Recommendations for Different Target Segments
59
Sports Excellence
Introduction
Achieving sports excellence at the highest
level requires not only commitment from
talented athletes, but also a comprehensive
athlete support infrastructure. It takes
about 8 to 12 years to groom an athlete
to international standards. There may be
obstacles along the way that will impede
an athlete’s development. There may also
be opportunities for development that the
athlete on his or her own may not
be able to take advantage of. A good
support infrastructure will help the athlete
to overcome such obstacles and make use
of such opportunities.
Figure 6 summarises the critical elements
within the athlete support infrastructure.
The elements of the athlete support
infrastructure are dynamically intertwined
with one another. This makes each element
important as it affects the success of other
elements in the support infrastructure.
60
y
it
al
Qu
Advanced
Development
S
r
po
ts
m
Ad
inistrators
Career
Development
Recognition of
Athletes
Incentives for
Athletes
(scholarships,
grants)
Early
Development
Promotion
of sports in
schools
Family
Talent
Identification
ATHLETE
Sports
Medicine
and Science
Coaches
Quality
Training
Facilities
Co
School System
that caters to
needs of
academic and
sports
Coordinated
Approach for training
betwen Schools,
MINDEF (NS) &
NSAs
a c h i n g D eve l o p
n
me
Intermediate
Development
t
Figure 6 : Schematic representation of an athlete support system
61
Much has been done to date for elite
athlete development through the SSC’s
SPorts EXcellence programme (SPEX).
SPEX grants for elite athletes, the National
Coaching Accreditation Programme (NCAP)
for coaching development, and the joint
Polytechnic/SSC admission scheme to help
athletes further their academic studies
are some examples of the mechanisms
that have been put in place to enhance
the development of elite athletes.
Going forward, the enhancement of athlete
support infrastructure will involve building
on the existing systems as well as the
launching of new initiatives.
Contributing to the Vision
of Sporting Singapore
Apart from boosting our national pride and
improving our international standing, Sports
Excellence also:-
62
•
Generates greater awareness and
interests in sports, hence attracting
more people to take up sports.
This increases sports participation
and grows our sports culture;
•
Enhances the chances of attracting
top events in the particular sport
to Singapore. This galvanizes the
development of the sports industry.
Issues Related to Enhancing
Sports Excellence
The following issues related to sports
excellence were considered:
•
Education & Sports – the athlete
support infrastructure in schools
•
Co-ordination of training
programmes among the various
agencies (schools, NSAs, MINDEF)
•
Coaching Development
•
Training Support – including training
facilities, sports medicine and
sports science
•
Career development for athletes
Recommendations
Sports Talent Identification Programme
As a result of athletes starting competitive
training earlier, the past few years have seen
younger athletes competing at international
competitions. Currently, SSC is developing
a talent identification programme to identify
potential high achievers in sports by virtue
of their advantageous physical attributes
and aptitudes. Such a programme is a
systematic process to identify potential
top sports talents in Singapore. Identified
athletes could be given the opportunity
to participate in sports excellence
development programmes.
‘ ‘
‘
Recommendation 19:
Implementing a Sports Talent
Identification Programme
SSC should implement a
sports talent identification
programme in partnership
with NSAs and schools for
selected sports.
Establishing a Sports School
The academic demands in Singapore place a
huge strain on students who also wish to
excel in sports. Very often, students talented
in sports have to give up sporting dreams to
concentrate on their academic studies.
In line with our Singapore 21 vision of
providing opportunities for all, there should
be a system to allow for those who have the
inclination for and ability in sports to pursue
their athletic goals without sacrificing quality
academic education. This is in line with the
MOE’s emphasis on ability-driven education
to maximise the potential of each student
by spotting and developing talent and ability
for success in life.
The focus of mainstream schools in general
is to provide quality academic education
and therefore, resources are limited for
elite sports development. It is therefore
proposed that a Sports School be set
up to address this issue. The Sports
School will have two components: an
academic component similar to the other
mainstream schools in Singapore; and
a sports excellence training programme.
The academic programme will be organised
in a flexible manner to accommodate
the student’s training and competition
schedules. The Sports School to be
managed by MCDS should be modeled after
the Independent Schools under the MOE
system. MOE’s support for the Sports
School is obviously crucial.
Recommendation 20:
Setting up a Sports School
A Sports School should be
set up to provide selected
students, who have the ability
to excel in sports, with the
necessary support to pursue
excellence in both sports
and academics. The features
of the school could include
flexible class and examination
schedules, opportunities for
remedial lessons, elite sports
training programmes,
excellent sports facilities, and
residential options.
63
Minimising the Impact of
National Service
It is recognised that National Service
(NS) is a responsibility of all able-bodied
male Singaporeans, including athletes, to
safeguard our nation and our families.
However, the age at which male athletes
enlist for National Service coincides with
the peak development period in many
sports. Hence, efforts should be made to
minimise the impact of NS on the sports
training of our elite athletes and at the same
time ensure that they are adequately trained
for the defence of the nation.
Recommendation 21:
Minimising the Impact of
National Service on a National
Athlete’s Training Programme
‘ ‘
There is an existing arrangement with the
Ministry of Defence (MINDEF) whereby a
number of national sportsmen are allowed
to train in their respective sports while
undergoing their full-time National Service.
These sportsmen must first complete
their Basic Military Training and military
leadership or vocational training.
Thereafter, they would be deployed to
serve in military units, where they are
eligible to be granted time-off to undergo
sports training and competitions. Full-time
national servicemen representing Singapore
in major international or regional
competitions may be granted unrecorded
leave or disruption from national service
to participate in these events.
64
The above arrangements have significantly
helped to keep male elite athletes in
sports whilst undergoing National Service.
Wherever possible, adjustments should
be made to minimise uncertainty and
disruption to an athlete’s sports training
programme.
The Singapore Sports
Council, MINDEF HQ and
other relevant parties should
continue to work together for
the smooth administration of
the arrangements to minimise
the impact of National
Service on an athlete’s sports
training programme, while
ensuring that they are trained
to the required level of
military proficiency.
Scholarships for Studies in
Sports-Related Areas
Currently, SSC has a Sports Excellence
Scholarship Scheme to enable talented
athletes to receive high level training at
well-known sports institutions with an
option of furthering their education at
the same time. Scholarships that offer
development opportunities in all sportsrelated areas besides sports performance
should also be considered. This will give
our athletes the benefit of diversity in
future career options as well as improve
the manpower expertise in the
sports sector.
Providing Career Counseling and
Planning for Elite Athletes for Life
after Competitive Sports
A professional athlete has a short career
in competitive sports and would need to
proceed to the next stage of his/her career
after retiring from competition. Having
viable and attractive career options after
competitions will not only encourage more
athletes to pursue excellence in sports,
but also generate a positive image of sports.
Retiring athletes should therefore receive
assistance where necessary for starting new
careers. The current SpexTEAM (Talented
Elite Athlete Management) programme
includes schemes that provide career
counseling for athletes. SSC will continue
to improve this programme so that career
development assistance can be provided
to athletes in a systematic manner.
Retiring athletes should also be encouraged
where possible to remain in the sports
sector as they possess a wealth of
experience and expertise that would be
valuable to the sports sector.
‘ ‘
Recommendation 22:
Providing Scholarships for
Sports-related Studies
Scholarships for studies in
sports-related areas such as
sports management, sports
science and sports medicine
should be made available for
athletes who have the
potential to develop a career
in these areas.
65
Recommendation 23:
Providing Career Counseling
and Planning for Elite Athletes
Post Competitive Sports
is required to undergo a theory course
conducted by SSC, complete a technical
component conducted by the respective
NSAs, and go through an attachment
component. At present there are 212 Level
1 coaches in 9 sports, 20 Level 2 coaches in
5 sports, and 5 Level 3 coaches in 1 sport.
‘ ‘
Systematic career
development assistance
should be given to all retiring
athletes. Encouragement
could be given to those who
continue to work in the
sports sector.
Setting up a Coaching Council
Coaches are perhaps the single most
important factor in determining the success
of an athlete. Besides imparting technical
skills, coaches also act as mentors and
help develop comprehensive training
programmes for the long-term development
of athletes. It is therefore crucial that
coaches have the necessary skills to oversee
the proper development of athletes.
The SSC administers a National Coaching
Accreditation Programme (NCAP) to train
local coaches. There are three levels of
NCAP accreditation, of which the highest
level (L3) would prepare a coach to train an
elite athlete. For each NCAP level, a coach
66
The low number of NCAP qualified coaches
reflect a lack of motivation for coaches
to acquire NCAP qualifications. This could
either be due to a perceived lack of demand
and career prospects in the coaching
industry, or coaches not seeing the need
for NCAP qualifications since they already
have overseas qualifications and training.
Also, some NSAs may not have the
capabilities or resources to train coaches
in the technical component of the NCAP
programme, especially to Level 3
accreditation.
As it is important for coaches to be of
a certain minimum standard so that the
general level of play in sports can increase,
the professional value of NCAP should be
established. Singapore needs to fully develop
its local coaching development programmes
for long term sustainability, even if overseas
training is available and can provide a good
short term alternative solution.
In the long term, a Coaching Council
should be set up. The Coaching Council
will streamline the training programmes
of NCAP, where theory and technical
components are currently delivered
separately by SSC and the NSAs.
Eventually it should be a professional body
managed by the professionals (coaches)
themselves, with the objective of enhancing
the professionalism and standing of the
coaching industry. Various components,
however, have to fall in place before it can
be set up, such as the adequate number
of well-qualified coaches to support it,
and a critical mass of demand for coaching
services. To catalyse the process, SSC
may have to take the lead in setting up
the Coaching Council in the short term.
More Recognition for
Technical Officials
Technical officials such as referees, judges,
linesmen, scorers, and tournament
organisers are usually volunteers who
are called upon by the NSAs as and
when needed. Such people are important
and should be taken care of. Insufficient
recognition is given to them so far.
There is also little done for their upgrading.
As an example, one common feedback from
this group of people is that applications
for unrecorded leave are usually rejected.
In the case of the Civil Service, unrecorded
leave is allowed for referees and umpires,
but not other technical officials.
‘ ‘
Recommendation 24:
Setting up a Coaching Council
Establish a Coaching Council
as an independent
professional body responsible
for introducing a Code of
Ethics, regulating the
coaching industry and raising
the standard and
professionalism of coaches
in Singapore.
67
‘ ‘
Recommendation 25:
Giving more Recognition
to Technical Officials
There should be more efforts
by NSAs, Government, and
employers to recognise
technical officials.
The Government could take
the lead by reviewing the Civil
Service Instruction Manual to
include all types of technical
officials who have to take
unrecorded leave to perform
their duties for sports.
Courses for Sports Administrators
Besides coaches and other technical staff,
well-qualified sports administrators are
required to ensure the effective running
of sports organizations. Having qualified
personnel will help increase the level
of professionalism in areas such as
administration, marketing, project
management, athlete management,
and sports team management.
Qualified administrators would also be
necessary to support the development
of a sports industry in Singapore.
68
The International Olympic Committee
Sports Administrators Course conducted
by SSC is well attended by SSC staff,
NSA officials, and PE teachers, and is an
example of a short course (30 hours)
which introduces the basics of sports
administration. The Physical Education
and Sports Science (PESS) department
of National Institute of Education (NIE)/
Nanyang Technological University (NTU)
also conducts PE-related programmes.
Apart from these, the only other tertiary
course available in Singapore is the Diploma
in Sports and Wellness Management from
the Nanyang Polytechnic. It has produced
37 and 28 graduands in 1999 and 2000
respectively. Many of these graduands have
found gainful employment in sports clubs,
NSAs, SSC, etc.
Against this, there were 5,562 people
employed in the sports sector in 1998.
Discounting those who may have overseas
qualifications, the number of administrators
in the sports sector with sports-related
tertiary education is less than 1% of the
sector. There is thus a need to upgrade
the skills of administrators currently in the
sports sector, as well as ensure that new
entrants into the sports sector are suitably
qualified.
‘
Recommendation 26:
Developing Courses for
Sports Administrators
Both pre-employment as well
as in-employment courses
should be developed to train
administrators. For a start,
these courses could be
developed by Singapore
Sports Council, Physical
Education and Sports Science
(National Institute of
Education) and Nanyang
Polytechnic. The universities
can also consider offering
sports management or sports
marketing modules within
their traditional business
management degree courses.
‘
Development of Sports
Science Expertise
We are moving into the age of “knowledgebased sports”. As technology advances,
sports medicine and sports science have
become an integral part of maximising
athletes’ potential. Athletes use sports
science to push the limits of their
physical and mental strengths, optimise
the nutritional value of their food intake,
and improve their techniques using biomechanic analyses. SSC’s Sports Medicine
and Sports Science department has recently
assisted the Singapore Table Tennis
Association with modifying the playing
styles of athletes to adapt to a change
in the size of the table tennis ball.
69
‘ ‘
The general public’s interest in this
discipline has also increased. This is
evidenced by the establishment of several
sports medicine clinics. There is also a
growing demand from senior executives
who are looking for professional advice
on healthy lifestyle programmes that
incorporate sports as preventive care.
This reflects an increased demand for sports
medicine services in Singapore.
At present, most published research
literature on sports medicine and sports
science originate from the West, and there is
a lack of such research based on the Asian
physique. This presents an opportunity for
Singapore to develop as a regional centre
for sports medicine and sports science.
In the area of sports medicine, SSC could
work with NUS and other relevant overseas
universities, whereas for the area of sports
science, SSC and the PESS Academic Group
of NIE, NTU could be the key agencies
working with other international partners.
The development of excellence in this
area would boost Singapore’s efforts in the
development of sports excellence, sports
for all, and a sports industry.
70
Recommendation 27:
Developing Sports Medicine
and Science Expertise
Sports Medicine and Sports
Science should be further
developed so as to achieve
a level of international
excellence, parallel with that
achieved by other medical
specialties in Singapore.
Sports Centres of Excellence
There are 4 NSAs that already have Centres
of Excellence (COE). These COEs enable
national teams to come together for
centralised training in order to pursue
sports excellence. A few more NSAs have
their own facilities, though not of a standard
that qualifies them to be COEs. Other NSAs
have their own arrangements with various
facilities owners.
Singapore’s year-round warm and humid
climate means that training sessions in
open-air facilities are limited to the early
mornings, late afternoons, or evenings.
Where possible, indoor training facilities
would greatly facilitate training sessions
and competition events for certain sports.
Such indoor facilities would also increase
support for events and competitions as
more participants and spectators would be
willing to be involved. For example, an
indoor swimming complex would lower the
water temperature and create a conducive
training environment for swimmers.
This would also reduce the harmful
exposure to the sun and enable training
to be conducted regardless of the weather.
This would greatly increase the number of
possible training hours for elite swimmers.
Enhancing Local Athletes through
Foreign Sports Talents
Some NSAs have adopted the strategy of
importing foreign players as a means to
raising the standards of their sports in
Singapore. This has been met with mixed
feelings by the population and the local
sports fraternity. Some people welcome
these foreign players who become Singapore
citizens and are willing to play for Singapore.
However, victory is not as appreciated by
some if achieved by foreign-born players.
‘ ‘
Recommendation 28:
Setting up more Sports Centres
of Excellence
More NSAs should be
encouraged to set up Centres
of Excellence as a centralised
venue to facilitate sports
excellence achievements in
each sport. Where it is not
feasible for NSAs to have
their own dedicated facilities,
ways to share the use of
existing facilities should
be explored.
This is an important issue that should not
be dismissed casually. One desired outcome
from the pursuit of sports excellence
is to strengthen our national pride.
If our sports achievements are perceived
by the population as “bought” rather
than “earned”, then national pride will
not be enhanced by sports excellence.
Furthermore, local athletes may feel that
they are not given the necessary support
because efforts are being channeled to
groom foreign players. This may further
dampen whatever sports culture we
have today.
71
However, it should be recognised that
foreign players do help to raise the
standards of the local sports. These foreign
players expose the local athletes to a higher
standard and are effective sparring partners.
Our efforts to attract foreign sports talent
should take into account both the benefits
of having foreign players and the negative
sentiments felt by some segments of
the population. While we should import
foreign players to raise the standard of
play, we must also ensure that local
players are given maximum opportunities
for development.
Recommendation 29:
Ensuring Local Talent
Development whilst Welcoming
Foreign Talents
The selection of athletes for major
competitions is an issue close to the hearts
of athletes. There have been complaints
that selection processes are not fair and
that due consideration is not given to
athletes studying overseas. Some athletes
also complain that their relationship with
the NSA management sometimes determine
if they are given the chance to go
for competitions. Such disputes are not
unique to Singapore. Nonetheless, NSAs
should ensure that their selection processes
are transparent and consistent. A proper
appeal system to SNOC or SSC should also
be set up so that disputes between athletes
and the NSAs can be resolved amicably.
‘ ‘ ‘
While NSAs may import
foreign talent to raise the
standard of their sport, they
must ensure that local
athletes, coaches and officials
are also developed.
72
Transparent and Consistent
Selection Process
Recommendation 30:
Adhering to Transparent and
Consistent Selection Processes
NSAs should have
transparent, consistent and
timely athlete selection
processes, and these could
be subject to audit by the
SNOC and SSC.
Advanced Selection of Games Officials
Besides athletes, the selection of officials
for major competitions, such as Chefde-Mission, national coaches and NSA
managers, is also important. Officials have
their respective duties to perform at the
Games. They must be competent and
clear about their roles. Such appointments
should be made well in advance so that
the officials can play their roles effectively.
Duties expected of the officials should also
be clearly spelt out.
‘ ‘
Recommendation 31:
Selecting Games Officials
Well in Advance
The selection of officials for
the major Games should be
done well in advance, with
duties of the officials
clearly spelt out.
73
Sports Industry
The Sports Industry Universe
The sports industry centres around the
product of sports events. Sports events
provide entertainment to live spectators
and media customers such as TV audiences.
This in turn sparks off the entire business
value chain of the sports industry.
The key product distribution functions
are performed by events management
companies, facilities operators and the
media, which together stage sports events
in various parts of the world, produce
and broadcast the events to pre-determined
target markets. The emergence of new
media in the form of Internet is likely to
have a significant impact on the industry
structure in this area.
Before the product can be distributed,
it must be manufactured. This is done
by clubs (such as football clubs), league
organisers, event owners and sports
74
Product
Development
Training and
growth of
talented
sportsmen
Product
Manufacturing
Leagues,
competitions,
events
Product
Distribution:
Radio, TV,
newspapers,
publications,
Internet, WAP
etc.
Audience
Investors
Profit & Marketing Value
Figure 7 : The Sports Industry Universe
marketing companies, which jointly conceive
of the events, bring together the resources
(players, capital) and organise the events.
Before the product is manufactured,
it must first be developed. In the sports
industry, product development is essentially
the training of athletes to become players in
sports events. Athletes, coaches, NSAs are
involved at this stage.
A number of sub-industries revolve around
and support the main sports industry.
These include the recreational sports
industry, the sports equipment and apparel
industry, the product endorsement industry
and the sports medicine and sports
science industry.
1
2
3
4
Singapore’s Sports Industry
The impact of the sports industry in our
economy is small. Sports is estimated
to contribute about 0.49% to the GDP
(or $680m) in 19981. As a comparison,
it was estimated that sports and physical
recreation contributed about 0.6%-3.5%
to the GDP in European countries2 .
In some countries like Australia, taxes
from the sports industry exceed grants
and subsidies by the Government to
sport, making sport a net contributor to
government revenues.
To date, there are only 4 listed
sports-related companies3, approximately
170 private sports clubs and 300,000
sports clubs members in Singapore 4 .
Other salient statistics of the sports
industry are given in Table 4.
This comprises only wholesale and retail of sporting, recreational goods and sporting activities.
Source: Council of Europe, 1995.
These are Cathay, eWorldOfSports, Royal Click and Transview.
More than two-thirds of the memberships are from SAFRA, SPANS (Singapore Police Association of National Service)
and CDANS (Civil Defence Association of National Service).
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Singapore’s Sports Industry
Size of Industry
$680m (0.49% of GDP) in 1998
Number of jobs
14,380
Number of sports
establishments
922, of which most are small businesses.
4 are public listed companies.
Number of sports
clubs membership
300,000 (7.5% of the Singapore population in 2000)
Table 4 : Sports Industry Statistics
Given Singapore’s strategic location, the
excellent state of infrastructure and the
presence of many related industries and
business services here, Singapore should
be an attractive location for major
sports events. While Singapore has hosted
international events such as the Singapore
International Marathon, Konica Cup and
Heineken Open with some measure of
success, more world-class events could be
staged. Such major sports events will also
add to Singapore’s image as a global city.
Sports such as golf, watersports and in-line
skating are gaining rapid popularity among
the masses, indicating growth potential for
these recreational sports in Singapore.
Contributing to the Vision
of Sporting Singapore
Having a thriving sports industry is
essential to the long term development of
sports in Singapore. First, there will be
direct benefits to the economy through
value-added generated by the sports
industry itself. Second, it will have positive
economic linkages with related industries
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such as the tourism, entertainment, media
and infocomm sectors. The indirect
economic benefits may well surpass the
direct benefits to the sports industry
players. Finally, part of the revenues from
the sports industry will accrue to the
various sports bodies like the NSAs and
sports clubs. This should reduce their
dependence on the Government for funding
over time. It is our vision that sports
should eventually become self-funding to
a large extent.
A sports industry will also give sports
excellence and sports for all a boost.
Athletes will have a viable career option
after retirement if there is a vibrant
sports industry, thereby encouraging more
athletes to go for sports excellence.
Greater awareness by the public because
of the sports industry will also help
to encourage more public participation
in sports.
Issues related to Developing
a Sports Industry
Recommendations
The following weaknesses in the sports
industry were identified:
Globally, there are many exciting sporting
events such as Formula One Grand Prix,
Wimbledon Tennis Opens and Golf PGA
Tours. These brand-name sporting events
attract keen spectators from all over
the world. A combination of good
media coverage, top-class athletes and
good sponsorship support contribute to
the success of these well-known events.
These are the types of sporting events
that Singapore should attract.
•
Lack of major sports events.
•
Inadequate sports facilities to host
major sports events of international
or world standards.
•
Inadequate marketing strategies and
tools to attract major sports events
and businesses to Singapore.
•
Lack of communication within and
outside the sporting fraternity
resulting in lack of investors
and sponsors.
•
Lack of defined sports career path for
athletes and other interested parties.
•
Weak sports culture
Sports Marketing Team
The local sports calendar is notably
energetic. Currently, Singapore has played
host to a few notable world-class sports
events, such as Caltex Singapore Masters
(golf), Singapore International Badminton
Open, Tiger 5s (Futsal) and Heineken
Open(tennis). These are good quality
events but do not generate sustained
interest throughout the year.
To develop Singapore's sports industry
further, a dedicated marketing team is
necessary to identify and attract world-class
sports events, to create new ones, and
develop local ones to world-class standards.
The marketing team should also attract
players in the sports industry, such as sports
marketing companies and international
sports federations, to operate out of
Singapore. The aim is to ensure a constant
stream of events, and build up the necessary
capabilities to handle such events.
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‘
Recommendation 32:
Setting up a Sports
Marketing Team
events with a view to kick-start the
industry. Commercial returns must also be
a consideration for such a fund. The fund
can be used as grants or co-investment.
A dedicated sports marketing
team should be set up with
capabilities to identify, attract,
create, develop and promote
existing local, regional and
world-class sports events.
The key focus of this team
will be to ensure that there
is a steady stream of hallmark
events coming to Singapore,
thus positioning Singapore as
an international sporting
venue of choice.
Another function of the team
is to attract major sports
congresses and sports
businesses to Singapore, and
international sports
federations to locate here.
For new events with the potential for
long term growth, grants can be given
to help fund the growth of the events
in the initial years. Such events would
probably be developed locally, and take on
a unique Singapore identity. The Singapore
International Marathon is an example of
such an event.
‘ ‘
Sports Industry Development Fund
(SIDF)
To help attract sports events, international
sports federations and sports service
providers to Singapore, marketing strategies
and tools would have to be developed.
In the initial phase, it may be necessary
for the Government to consider setting
up a Sports Industry Development Fund
to co-invest in strategic projects and
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Grants for Approved Sports Events
Recommendation 33:
Providing Grants for Approved
Sports Events
Events that fulfill the key
objectives of stimulating both
the sports industry and sports
culture can be considered for
development grants.
It is important to ensure
that such events are not oneoff, but can be rooted in
Singapore for the medium
to long term.
Co-investment for Approved
Sports Events
To ensure that events will continue to be
held in Singapore after the grants expire,
co-investment by the Government may
be necessary.
these entities can help boost the sports
industry by attracting world-class sports
events, transferring specialised knowledge
of sport, sport management, systems
and processes and creating new jobs
in Singapore.
‘ ‘‘ ‘
Recommendation 34:
Co-investing in Approved
Sports Events
For international events that
have the potential for long
term growth, co-investment
funds could be provided to
root such events in Singapore,
thereby ensuring long term
sustainability of the event.
The amount of co-investment
should be sufficient to ensure
that the event owners have an
overriding interest in keeping
the event in Singapore.
Tax Incentives for Approved Sports
Events or Organisations
Tax incentives should be explored to attract
sports events and sports organisations
to Singapore.
Recommendation 35:
Providing Tax Incentives for
Approved Sports Events and
Organisations
Tax incentives will ease the
burden of corporate tax on
sports event organisers and
international sports
federations, withholding tax
levied on non-resident
athletes’ appearance fees and
prize monies, and tax on
sponsors of sporting events.
These should be explored
with the tax authority.
It is envisaged that the SIDF will be a selfsustaining fund over the long term. Inflows
such as sponsorship monies, donations,
interest earned and profits from projects
will contribute to the revenue stream of
the fund.
To date, Singapore has yet to be able
to attract any of the International Sports
Federations to set up their base in
Singapore. It would be useful to have
these Federations based in Singapore as
79
Multi-use Sports Hub
Currently Singapore can boast of high
quality sports facilities for mass sports
in the various regional sports and fitness
centres. However, we lack world-class
sports facilities to support the staging of
international or prestigious sports events.
The present National Stadium at Kallang,
for example, was built in 1973 and is
now grossly inadequate for our objective
of developing a sports industry. The
sports stadia of today are no longer built
for sports alone, but are designed for
multi-use and have facilities such as retail
outlets, restaurants and hotels that attract
customers to the stadium on a daily basis5.
This ensures a constant flow of customer
traffic and revenues that will enable
the stadium to be commercially viable.
A commercially run sports hub comprising
multi-use facilities for sports and other
events, together with commercial and retail
space is thus recommended to replace the
current National Stadium.
Increasingly, urban planners in other
countries are recognising the vibrancy,
excitement and economic spin-off that
a sports stadium brings to the urban
environment6 . Economic impact studies
conducted in Britain and USA indicated
5
6
7
8
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that for every pound or dollar spent
inside a stadium, between five to ten
were spent outside, in the city itself 7.
Today, there are successful multi-functional
sports facilities which are located in
the city area and twinned with various
entertainment concepts8 . These include:
•
Pittsburg Stadium which has an entire
shopping complex in the stadium;
•
Detroit Stadium which has a major
retail precinct adjacent to
the stadium.
Kallang is a suitable site for the multi-use
sports hub because it is centrally located,
has good accessibility by public transport,
and is close to the waterways where water
sports events can be held. However, an
in-depth feasibility study will have to be
done before the final location of the multiuse sports hub is decided.
The development of a new multi-use
sports hub will give Singapore the edge to
compete with the world’s best in attracting
major sporting events. In summary, the key
objectives of the multi-use sports hub are
to develop:
For example, the Cardiff Millennium Stadium in Wales is designed to host sporting events as well as non-sporting events
such as operas, concerts, shows and exhibitions. It is also integrated with retail and leisure developments including shops,
restaurants and hotels.
Examples of stadia located in the city centre are the Millennium Stadium-Cardiff, Wales; Oriole Park-Camden Yards, USA;
Coors Field-Denver, USA; Lang Park-Brisbane, Australia and Westpac Trust-Wellington, New Zealand.
As cited by HOK sport, a leading architectural practice with experience in developing over 20 stadia, including Stadium
Australia.
These are 4th generation stadiums which boast of multi-use facilities (sports and entertainment) set out to woo not only
the sports spectators but also their families and various auxiliary amenities to attract visitors even on non-event days.
•
•
A sports infrastructure with worldclass facilities that will stimulate the
sports industry through staging of
major sporting events; and
A memorable national icon that
will continue to stimulate the local
sports culture
Sports Publicity Initiatives
We need to develop both broadcast
audiences and live spectators in Singapore.
Possible initiatives include launching a
publicity programme to create more
awareness among the viewing public,
creating sports icons, designing sports
facilities which cater to spectators and make
going to sports events a total recreational
experience. Locally, there is a lack of
"sports buzz" because:
‘ ‘
Recommendation 36:
Developing a Multi-Use
Sports Hub
It is recommended that the
National Stadium be
redeveloped into a multi-use
Sports Hub. A feasibility
study will be conducted to
determine the location, type
and size of facilities to build,
range of events, impact on
community, business model
and global positioning.
•
The relatively low level of sports
performance in Singapore does not
attract enthusiastic spectators, media
and sponsors;
•
Most local athletes are not media
savvy. In contrast, world renowned
sports icons are at ease when dealing
with the media and public;
•
Local audiences have the option
to tune in to world-class sports
events such as the English Premier
League, PGA Tours, Formula One,
Wimbledon etc;
•
Our sports facilities such as stadia do
not provide conducive environments
for spectators to have an enjoyable
experience when watching sports
events;
•
There are competing activities such
as education, work and entertainment
(movies, arcades, concerts etc) for a
person’s time in Singapore.
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More publicity will have to be done
to address the lack of "sports buzz" in
Singapore. Positive image of sports can be
generated through strong publicity support
for sportsmen and major sporting events
such as the SEA Games. Greater awareness
of sports can also be created so as to
interest corporate sponsorship to sports.
A Sports Industry Association could be
such a platform for members of the sports
industry to meet, exchange ideas and strike
deals. The members of the association
should comprise a spectrum of people from
various sporting backgrounds.
‘ ‘‘ ‘
Recommendation 37:
Enhancing Sports Publicity
The sports publicity initiative
will leverage on sports events
or major projects that have
the potential to generate
publicity. Such publicity will
serve to promote sports to
the public at large and help
develop a sporting culture.
Sports Industry Association
In Singapore, it is noted that the sports
industry players such as sponsors, sports
businesses, and broadcast companies do
not have a platform for networking and
creating new opportunities to expand the
sports industry. Such a platform would be
necessary to facilitate partnerships between
players in the sports industry. Given the
relatively underdeveloped state of the
sports industry in Singapore, opportunities
for networking are especially important
as a spirit of collaboration and mutual
understanding would be vital for the sports
industry to grow.
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Recommendation 38:
Forming a Sports Industry
Association
The formation of a Sports
Industry Association should
be encouraged to create
opportunities for the sports
industry players to network,
identify business
opportunities, interact and
learn from each other.
Development of marketing and
fund-raising capabilities
Private-sector sponsors currently account
for a small percentage of the total revenues
of the NSAs. There is potential for this
to be increased. It is important that
NSAs build up their fund-raising capabilities.
Such capabilities will require marketing,
communications and customer relationship
management expertise.
Besides sponsorship, NSAs should also
explore other sources of revenues such
as product endorsement, sports event
franchising, and event management.
Increasing the spectator base will be
important as ticket sales and TV rights
can become a major source of revenue.
This requires creativity and marketing
expertise on the part of the NSAs.
As such, NSAs should make an effort to
develop such capabilities, which at present
are generally lacking.
be able to recover their costs if they
under write the cost of broadcasting
sports events. Hence the media may
demand payment for coverage. As the
NSAs cannot afford to pay such costs,
their sports are not publicised, thereby
curtailing the development of audience.
The Government should be supportive of
efforts by the NSA to develop their fundraising and marketing capabilities. Grants can
be expanded to cater to the development of
expertise within the NSAs in these areas.
The NSAs should develop their capabilities
in media management so that the media
will find it in their interest to cover the
sports events. For a start, the NSAs, media
and Government should work together
to turn the situation around. Some form
of co-sharing can be explored to secure
regular air time or print space every
week. This time slot or column is then
used creatively to publicise local sports,
with each contributing NSA getting its
share of publicity. Sponsorship can also be
secured if the program is well-packaged
and promoted.
‘ ‘‘
‘
Recommendation 39:
Developing Fund-raising
and Marketing Capabilities
NSAs should develop their
marketing capabilities so as
to generate other sources of
revenues. SSC should provide
support to NSAs as they
build up their capabilities in
marketing and fund-raising.
Developing capabilities in
media management
The media plays an important role in
generating interest in sports and hence
developing the spectators and audience.
Only when there is substantial following
in a sport will corporate sponsors be
interested. Unfortunately, the NSAs and
media are caught in a vicious circle.
Without the audience, the media will not
Recommendation 40:
Developing Media
Management Capabilities
NSAs should develop their
capabilities in media
management. In addition,
NSAs should work together
with the media and
Government to launch a
publicity program for
generating more interest
in local sports.
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Conclusion
A mountain is just a mountain to some.
In the eyes of others, it presents a wealth
of opportunities and benefits.
Trekkers on the mountain enjoy the fun and
challenges, gain physical and mental health,
and derive pleasure. The non-exclusive
nature allows people from all walks of life
to interact.
Those who conquer the peak attain
immense satisfaction and a sense of
achievement. The peak becomes an icon
for identification and an emblem of pride.
Properly managed, the mountain can serve
as an attraction for visitors. Properly
explored, constant flow of rainwater can be
channeled to provide clean water supply to
the public and sources of minerals can be
unearthed to generate an industry.
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As Singapore matures, we need to tap as
much as possible on the limited areas that
on its own offers “mountainous” benefits.
Sports is one such “mountain” with wideranging benefits and bountiful opportunities
for development.
We intend to use sports as a tool
for nation-building, through the wide
range of recommendations in this report.
This sports blueprint is aimed at building
a stronger foundation for sports and
strengthening the three pillars – Sports for
All, Sports Excellence and Sports Industry,
First, we need a new perspective of sports.
The general public has to move towards
realising the values and the possibilities that
sport brings to the individual and the nation.
Today, a small population base and small
physique are no longer valid reasons for the
skepticism towards local sports excellence.
This was clearly demonstrated in Sydney
Olympics 2000. With the burgeoning sports
industry and successful sporting icons
worldwide, many opportunities abound in
sports as a career.
When implementing these
recommendations, two major changes
in people have to come about to
ensure success.
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“If we see sports as merely
something physical and a
mere appendage to life,
something to be engaged only
when we have nothing else
to do, then no amount of
recommendations will be able
to lift sports to a higher
plane ….. We need to build
a culture that appreciates
and accepts sports as another
worthwhile human endeavour
and achievement in its
own right.”
Abdullah Tarmugi
Sporting Singapore Seminar on 24 Feb 2001
Second, we need a team approach.
The implementation of any of the
recommendations cannot be the
responsibility of just the Government.
We need a Team Singapore approach.
All the stakeholders of sports need to
have a shared vision and work as a team.
“Team Singapore is, at core,
the spirit of co-operation and
national pride in all our
efforts. Such co-operation
must involve committed
athletes, professionally run
National Sports Associations,
skilled professionals such as
coaches and officials, spirited
fans, committed parents,
enlightened schools, a
supportive private sector and
an engaged government.”
DPM Tony Tan
Singapore Sports Awards on 20 April 2001
Let us work towards a Sporting Singapore in
the new Millennium.
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