Accountability for stewardship

An incisive look at sports administration here in St Vincent and the Grenadines, points heavily to the need for some accountability for those elected to positions.

This is in light of the continued malaise exhibited by some persons who have been trusted to chart the development of the respective disciplines.

Therefore, this exposition does not restrict its scrutiny of personnel at the community level, but to the wider national set up, and critically, those who operate within the political directorate.

Hence, the onus is on every individual to give of his or her best, once tasked with such a responsibility, to advance sport in the country.

Decorating one’s resume and social status to the detriment of the young, talented minds, and derailing their ambitions runs against the grain of national development.

Readily, the matter of volunteerism is factored into the equation and used as an excuse for administrators not giving their best to the sporting discipline they represent and serve.

Its is bad for those who do so voluntarily, but it is worse for the few who have the privileged and sometimes envious luxury of getting a stipend from time to time.

Despite the reality, there should be that element of ethics that should steer and gauge their tenure.

Ideally though, whether as coaches or administrators, elected individuals should be held responsible for their actions and decisions, thus ensuring transparency, and maintaining the best interests of athletes as well as the broader Vincentian sporting community.

Unfortunately, as stated, this is what it ought to be.

Does it also mean that we should throw our hands in the air and surrender and let things take their course? Not at all, instead, we s should traverse ways and means to erect those conspicuous detour signs that will steer us from the broader pathway that appears to be the preferred course.

Implementing accountability in sports stewardship requires planning, commitment, and engagement from all stakeholders, and most critically, developing a binding policy.

In addition, part of the restorative and sifting process has to begin at the community level, where committed and passionate individuals are identified.

History will show that most national administrators cut their teeth in the village and community organisations, before transitioning to the national set up. From that point comes the data, the performance appraisals and the comparisons. Positively, it is this type of early evaluation that avoids the pitfalls that often occur when the elevation to the national rungs occur.

Often times, it is too late to call, resulting in the continuum of square pegs placed in round holes.

Consequently and invariably, deficiencies arise, and when things go awry, the main actors and actresses- the players become the sacrificial lambs that are verbally slaughtered when they do not perform well.

The solution for many of the woes, can also be addressed through an appraisal/ evaluation system whereby sporting organisations are mandated via a policy framework, to do periodic performance delivery assessment and evaluation of their elected members.

Such will benefit all, as sports administrators often move on to higher office, namely political appointments.

But implementing accountability in sports stewardship requires strategic planning, commitment, and engagement from all stakeholders.

The need to streamline administrative configurations, is assuming greater significance, granted that sports continues to occupy a higher position on the development pathway of countries, with St Vincent and the Grenadines, being no exception.