COURSE OUTLINE FOR POLICY, LEGAL AND POLITICAL ISSUES IN SPORTS (HKS 414)

UNIT ONE: Introduction

Definitions

(a) Policy
(b) Public policy
(c) Policy analysis
ALREADY TAUGHT BEFORE THE LOCKDOWN

UNIT TWO: The sports development policy for Nigeria

(a) Historical antecedence

(b) Detailed analysis of the policy
(c) Policy issues and reforms

UNIT THREE: Legal issues in sports

i. Tort
ii. Negligence
iii. The issue of duty of care in sports

UNIT FOUR: Governance issues in sports

i. Sports organization
ii. Administration development in sports
iii. Problems of governance in sports.

UNIT FIVE: Policy research in sports

UNIT SIX: Legal world view in sports

EVALUATION - Continuous Assessment

(a) Class quiz and assignment 30%

(b) Final examination 70%

COURSE HANDLERS:

1. Prof. S. O. Aibueku
2. Mr. Osas Christopher Aluya
Recommended texts: Bucher; Administration of Physical and Health Education including
Athletes. Inaugural Lecture series delivered by Prof. S. O. Aibueku, 2019, titled: Sports
Development without The Compass. 2. Internet materials

UNIT 4

GOVERNANCE ISSUES IN SPORTS ORGANIZATION

There exists an abundant literature on organizational structures from 1950 onwards.

There is Mintzerberg’s work on typologies of organization based on different structural designs

(Mintzberg 1979), Burns and Stalkers types of organizational structure according to different

environmental conditions (Burns and Stalker, 1961), child’s structuring of activities inside the

organization (Child, 1972) and miles’ and Snow’s conception of structure based on the strategy

of the organization(Miles and Snow, 1978), among many others. The interest in studying

organizational structure reside in the relationship between organizational design and other

organizational phenomenon, like performance, distribution of power, or control systems.

While there is plenty of literature on organizational structure studying different types of

organizations, little is written in books and journals on the specific field of sports organization.

Some authors have used sports as a context for illustrating organizational phenomenon

such as organizational loyalty, performance, compensation system, escalating commitment,

executive succession, sustainable competitive advantage and human resources, among others.

Although, research on the particular nature of sports organizations and their structural

characteristics is still scarce, the article “sports and organizational standard Exploring synergies”
(Wolfe et al., 2005) presents a literature review in which they cover a brand spectrum of

research studying organizational phenomenon in the context of sports.

Going further, if sports organizations are to be considered as all those organizations

operating in the sports industry, we can include a wide variety of organizations with different

goals and missions. For the purpose of this discourse, we are particularly interested in those

sports organizations dedicated or use promotion and development of sports. This means that

we considered discussing sports organizations oriented towards those formal goals and hence,

most commonly associated to organization like federations, national association, sports

developments, leagues, and clubs. However, governance issues in these organizations cannot

be overemphasized.

Sports in Nigeria is currently at a sporting low point caused by a lack of governance and

sports strategy. Implementing better governance standards and increasing focus on grassroots

and schools sports could help the nation reach its potentials.

When Yakubu Adesokan Set a new world record in powerlifting at the London 2012

Paralympics, he thought his record would be there to stay for quite a while or that he would at

least attempt to improve on it at the 20th Rio Paralympic unknowingly to him, he would later be

unable to participate at the following paralympic to defend his records because of the shoddy

preparation occasioned by the Nigerian Sports Ministry’s handling of his sports men and

women.

Over the years, the Nigerian Sports Ministry has allegedly been ridiculed with corruption

practices and bad governance from political appointees with or without experience to pilot the
leadership responsibilities in the institution (in this case, sports organizations). This attitude in

governance has led to many failed and aborted outings at the global stage. Nigerian teams in

recent times have been at the centre of failure, with the exception to the gold winning

paralympians who of course were abandoned after the tournament.

At the 2012 and 2016 London and Rio Olympics respectively, Nigeria, the most

populated black nation, returned home without a single medal in 2012 and a bronze medal in

2016, an all-time worse performance at an Olympic outing.

In Nigeria, about 62% of the population are below 25 years of age, it is however

unexplainable that a sizeable number of talented athletes are not discovered annually in a

country with near over 200 million population. The problem is not the base material or talent,

but bad governance in terms of planning, programming, budgeting and governance structure.

In contrast, better governance in sports existed between 1960 and 1985, due process

was observed and the Nigeria teams in whatever sports excelled. Unfortunately, administrative

inconsistency and corruption became an obvious issue when Nigeria attended the Nairobi ’89

All African Games and onwards.

The sports policy of the 80’s focused on talent discovery and youth development, but

continuity of implementation of the policy became a tall order after corrupt administrators took

over the saddle. Since then, the nation’s sports has struggled in organization and planning

which became transparently obvious at international and local competitions. This brings us to

the next sub-heading.

ii. ADMINISTRATION DEVELOPMENT IN SPORTS

Most people especially in Nigeria are quick to point to a system of sports Development,

the grassroots sports development as the main cause responsible for the inconsistencies the

nation experiences, whenever we fail to produce desired results in national and international

competition. The first question we must ask ourselves in what exactly is a grassroots sports

development program? How do we maximize the full development if we intend to embark on

one? While we can answer these questions with complete humanity and a flaming passion, we

may never develop a system that would allow all Nigerians to practice the act of complete

grassroots sports development process.

A Process

A grassroots sports development program is a process, which can only be developed in a

system. We must learn and understand what the segments of inclusion are in the system. This

will allow us to lay down a platform or a foundation that can create opportunity, capacity and

cohesion as we progress. This means that we must know our targeted resources; in personnel,

network support, sponsors, and volunteers and proceed to design ways by which our main

goals should be to encourage everyone with the ability and interest to participate. The first

Nigerian national sports festival held in Lagos in 1973 may have been designed to encompass all

this relevant segments needed. It was to help create a system that could allow the
development of grassroots process to be fully established in the Olympic sports that Nigeria

deemed relevant for short, medium and long term development.

Promote and Educate the Stakeholders

A grassroots sports development must begin with the parent, guardian, on a family

member of a young child. It is human nature to always respond to activities add value and

benefits to their lives and those of their family members. This is where theme “Sports

development Recreation for all” campaign must be a part of what the National Sports

Commission, all state sports councils or commission and local government sports

representatives in partnership with the private sector must do. This should be a part of the

opening page, as we begin to promote sports development to move Nigeria sports forward.

A portion of the function of the National Sports Commission states;

“To promote in co-operation with other sports bodies or sports groups, the physical

fitness and general well-being of all persons in Nigeria”.

Benefits

Sports and play for children should be an integral part of early childhood education. No

school, private or public should be allowed to open their doors to prospective students or

pupils if they fail to meet the requirement to include a playground for some form of physical

activity on the school premises.

Physical education, sports and play teach kids the essential life attributes including

discipline, co-operation, self-esteem, patience and responsibility. It is also at an early stage that
most begin to develop the basic skills in running, jumping, throwing etc, that could help them,

as they get into organized form of sports development in any sports.

The Nation

One of the best public relations and promotion a nation can possess is one that mirrors

the nation with positive reflections. Sports victories and international engagement always do

that.

Millions visit countries like Jamaica, Brazil, and USA each year, because of the

international recognition earned through sports excellence and other world acclaimed

attractions, which provide business opportunity that attract billions of dollars into the economy

of these countries.

Nigeria should begin to see sports as a huge business, an industry to help boost her

economy. Government should play their role of providing enabling environment - the facilities,

the structure and administration. Families should expose their children to sports and whoever

shows a potential to excel should be encouraged. We cannot ignore the role of the family in

developing the potential of a sports talent. It is the right way to begin sports development.

iii. PROBLEMS OF GOVERNANCE IN SPORTS

• Non-functional National Sports Policy

The Nigeria National Sports Policy is a richly crafted document which if followed to the latter,

could catapult the country into a sports giant. Some of the key aspects of the policy include the

co-ordination of sports development programme at all levels of government. For instance, the

Federal Government through the national Sports Commission is expected to initiate programs

aimed at identifying, motivating and developing talents through a national elite development

programme like state sports festivals, the national sports festival, national youth games, etc.

The document states that sports authorities at the National, State and local government

levels shall undertake periodic assessment of sporting activities to check weaknesses, capacity

gaps and adopt appropriate program of action to correct them. Unless the national sports

policy which has clearly identified growth from the grassroots as key to our sport development

is activated and becomes functional, not much could be attained in that direction

• Lack Of Active Base In Educational Institutions And Communities

There is also this fundamental problem of governance in sports. It is the lack of active

base in educational institutions and communities. In other climes, school sports forms the very

foundation of sporting excellence in a nation. The Americans for example, the Jamaicans,

Europeans etc., all have functional school sports system that feed the sporting needs of their

countries. Back in the days, that is, in the past, Nigeria had a robust culture.

Before now, the principal’s cup, state Academicals, schools sports festivals were

common place among federating states. This scenario has however witnessed a slide in

numerous stages as only a few or none still organize the annual principal’s cup. School sports is

near extinct in most states as some schools don’t even have play grounds. The nearest such
schools come to terms with sports is perhaps, during the annual inter-house sports

competitions held once a year on hired or rented space and play grounds. School competitions

like the principal’s cup produced a lot of football stars that later developed into full time

internationals. The likes of Haruna, Ilorika, Segun Odegbami, Adokiye Amiesimaka to mention a

few were all products of school sports.

Higher institutions in Nigeria sparinly hold inter-collegiate sports like the popular NUGA

among universities, NIPOGA for the polytechnics and NACEGA for colleges of Education. All

these live in their past glories and that is why Nigeria sports have stagnated. There are no

longer athletes of serious consideration.

Similarly, the communities that were the bedrock of talent hunt have vanished into thin

air. We were told of stories of clubs that sprang up from communities like Lagos Boys clubs,

community based football clubs like the defunct Ikpeazu Redoubtables in Onitsha, Calabar, the

Zik Athletics Club, etc. All of these community based clubs were used then to mop up local

talents that may not have found their way to schools.

The fact remains that grassroots development in sports has since become a thing of the

past as even in our athletics, Nigeria now used athletes who naturalized abroad to compete in
international events. For example, in football, in which Nigeria parades one of the best records

in youth football, the Super Eagles is now dominated by players who though, of Nigerian

descent, were neither born nor brought up in Nigeria.

• Funding of Sports and Sports Development in Nigeria

It is either that there is a deliberate conspiracy by the establishment to scuffle the

dreams and development of millions of the Nigerian youth or that there is a lack of full

understanding by all tiers of government of the place, roles, responsibilities, power and

relevance of sports in a growing economy as Nigeria’s

In the annual national budget, what is the percentage allocated to sports? It appears

that there is insincerity of purpose, greed, lack of respect for the athletes and the failure of not

seeing sports as the second largest employer of labour that could create wealth for the

athletes, their families, their communities and society at large.

Funding sports has been central in the manner the sector has been run over the years.

The sports ministry is also encumbered with the affairs of youth development. Some people

have agreed that sports should be extricated from the ministry and should be replaced with a

National Sports Commission. That was what it was in the past.

A National Sports Commission, headed by a technocrat will avoid lapses in planning and

budgeting and will act and advice the government appropriately. There will be fewer, if any,

policy somersaults in the administration of sports in the country.

 Government’s influence in the administration of sports has been a big problem. Also,

our myriad of problems militating against growth and development of sports in Nigeria include

lack of modern facilities and poor maintenance of existing facilities where there is one

available. There is also the inability of the National institute for sports to fulfill its primary

mandate. The National Institute for sports which is supposed to be the engine room in the

production of coaches for the country, is a shadow of itself. Nigeria sports organization lacks

standards due to governance issues in sport as well as leadership vacuum (Square pegs in round

holes).

SUGGESTED SOLUTIONS

It is worth mentioning that there should be a legislation to back up the existence of a

National Sports Commission, established structures, build facilities, increase and monitor the

utilization of funding in sports, better training and finally, reactivation of high performance

centres for elite athletes. Scientific approach to sports should also be looked at. School sports

should be taken seriously, scholarships to budding talents and other incentives should be

initiated and awarded to deserving athletes.

 UNIT 5

POLICY RESEARCH IN SPORTS: A REVIEW

Introduction

Sports development refers to the gradual increase, attainment and advancement of

sports from low level strata to higher level strata with due cognizance and consideration of the

indices that enhance the realization and actualization of sports development by way of

implementation of stated objectives (Yazid, 2006). These parameters, factors, or indices

include; sports policy, sports personnel, sports structure, funding, sports facilities/equipment,

provision and sponsorship, athletes’ recruitment and motivation of athletes. Sports, has today,

become a vital and dependable social phenomenon that has grown from its humble beginning

of being an entertainment and recreation past-times to becoming a great business venture. It is

gaining more grounds than ever before which has made fans and stakeholders around the

world to be more concerned due to the fame and money it attracts. It has become an

invaluable aspect of Nigeria culture so much that the interest in it and the population of

followers have affected the political, social, economic, and educational fabrics of the nation.

Going further, the above highlighted indices cannot be discussed without talking about

management practices. By Management practices, we refer to sports Management practices by

those saddled with the responsibilities to bring about sports development in the country.
 This paper sees implementation and management as the greatest challenges

confronting Nigerian sports development. Sports management is in the hands of non-

professionals who know little or nothing about sports talk less of how to manage it or

administer it. This has led to the dismal performances of our National teams and individual

athletes in world competitive sports. Events across the world especially in business

environment have underscored the need for changes in tactics, strategies, and managerial

practices to survive in the 21st century. Change, according to Fasan (2002), has become a

prevailing culture which every organization be it private or public cannot underestimate. The

principle behind Change rest on the fact that, managerial practices and strategies of the 20 th

century may not be able to sustain the trends in the 21 st century. Sport is not an exception. In

recent time, it has become worrisome to stakeholders and concerned sports lovers to observe

that the beautiful sports policy formulation as documented in the 1989 and the reviewed 2009

sports policies are left in the hands of non-professionals without proper management and

implementation. Looking at the 2009 document for example, let’s take a quick look at what the

philosophy, vision, mission, and objectives of the sports policy presents to see what

implementation has taken place.

The philosophy of this paper is to encourage participation in sports as an avenue for

enhancement of health, exhibition of innate physical attribute, expression of talents, skills and

alleviation of poverty. A critical observation of this philosophy shows that all is not well.

Grassroots sports which is supposed to be the avenue for talent identification, opportunity to

participate, as well as expression of talent, is left in a sorry state. Grassroots sport is not being

developed as there are few to no facilities in our foundational institutions. This state of affair

must be quickly addressed by proper management practices and implementation of stated

objectives. The vision of the paper is to establish a technically efficient institution equipped
with the desired professional manpower, resources, right equipment and well maintained

facilities for sports development and participation. From the observation above, this is also a far

cry from being achieved. Management of sports in Nigeria has become an all comers affair.

While engineers and doctors are allowed to manage and direct engineering companies and

institutions and medical institutions respectively, everybody, anyone and sometimes retired

military personnel are allowed to manage sports and sporting institutions in Nigeria

(Abdulkadir, 2002). This clearly shows why Nigerian sport is in shambles.

The mission of this policy is to develop the sports sector to a world class level where it

would provide continuous improvement of quality of life for the entire citizenry, to the extent

that Nigeria would be recognized as one of the leading sporting countries in the world. There is

no doubt that the 2009 National sports policy of Nigeria is conceptually clear and theoretically

sound, addressing vital issues that are important to sports development in Nigeria. The noble

ideals upon which the policy mandate is based are such that would ordinarily elicit a quick and

positive response from any well meaning government, organization and stakeholders (Aibueku,

2002). However, since its formulation, Nigeria sports is still grappling to be at par with sporting

nations of the world how much more becoming one of the leading world power in sports. This

can only be achieved when there is full implementation and proper management practices by

those saddled with the responsibilities. The objectives of this policy are as follows;

• To develop sports to become an instrument of national unity

• Utilize achievements in sports to boost the country’s image in the committee of nations.

• Develop Athletes, Coaches, Technical officials, sports scientists, sports medicine

practitioners and Administrators to be among the best in the world

• Attract major international sporting events to Nigeria and exploit their benefits for tourism

and the economy.

• Create enabling environment for sports-goods manufacturing industries

• Use sports as an avenue to minimize anti-social behaviour

• Promote sports as a means to generate employment and create wealth

• To give opportunity to the physically challenged persons to participate in sports of their

choice

• Encourage private sector investment in all sectors of sports.

• Ensure utilization of information technology to collate sports data for effective planning and

dissemination of information

• Encourage the provision of recreational and sporting facilities by the three tiers of

Government.

• Ensure adequate and proper funding of sports at all levels.

• Promote school and institutional sports, development and competitions at all three tiers of

Government

• Ensure that sports is an integral part of the curriculum of educational institutions at all

levels (Nursery, Primary, Secondary and Tertiary), and lastly,

• Encourage mass participation in sports and recreation with a view to using exercise for the

improvement of the general health and fitness of citizens.

Looking at the beautifully highlighted objectives, the question stakeholders in sports

keep asking is “when are we going to implement these objectives for the overall development
of our sports”? With careful observation, one will see that only a few of the highlighted

objectives have, to a fair extent, been implemented and this includes, giving opportunity to the

physically challenged persons to participate in sports of their choice. This development has

brought some smiles on the faces of sports lovers across the nation as these physically

challenged have won the country some laurels in Paralympics games. Again, this review

becomes imperative as the nation is gearing towards rebranding and reviewing its development

policy. The review will go a long way in assisting and bringing to light some unattended issues

that have been overlooked in years past and in recent times in our sports development

strategy.

Amuchie, (1992), stated that sports is a mirror of the society which provides a touch

stone for understanding how people live, work, think and play as well as serving as a barometer

of a nation’s progress and civilization. The question is, are these responsibilities adhered to by

the three tiers of government as laid down in the policy (1989 & 2009)? In this growing world of

sports, the success and failure of any sports team is often attributed to the philosophy, policy

statement, competencies and inadequacies of the coaches. This is because coaches and sports

managers and administrators are responsible for designing quality programs for the athletes,

assessing and understanding strategies for training, camping and selection of athletes for major

national and international friendlies and competitions. With standard facilities, athletes could

improve upon their standard of play and coaches could design better training programs.

Adequate funding in any field of endeavour is of paramount importance. This is because the

procurement of facilities and equipment, recruitment of qualified personnel, payment of better

remuneration and incentives for coaches and athletes, engaging teams in international training

tours, can only be possible with adequate funding (Yusuf, 1992).

Concept and Indices of Sports Development

Sports development is regarded as a process of continuous improvement of the sports

structures performance and programs in order to create a condition which is conducive to

physical fitness for all and the effective functioning of self-actualization (Federal Republic of

Nigeria, 1989). It is a matter for common knowledge today that the attainment of world class

status in sports is a strong reflection of development objective of a country. Amuchie (1992),

defined development as a stage in growth that leads to advancement, increase in size, to evolve

and to unfold. It denotes a state of coming into being and evolving into maturity. Therefore,

sports successes have direct bearing on the following parameter of sports management

practices:

• Sport Finance: Seeing that sports is capital intensive, Ladani (2008), asserted that sports

consumes a lot of money. He stated that sports practices could not be classified as commercial

ventures and in this regard, the funding of sports should be adequate and there should be no

delay in the release of funds for running sports programs. Providing adequate funds for sports

programs is important and hence cannot be over emphasized. According to Bucher (1979), the

services that are involved in sports programs such as recruitment and training of personnel,

purchase of equipment, construction of standard sports facilities, transportation and care of

athletes, all require large sums of money. It is an area or task to be committed to if stated

objectives are to be achieved. Furthermore, Adesoye (1997), submitted that sports were

properly financed in the 70s during Nigeria’s oil boom. Bucher & Krotee (2002), stated that

sports programs should be financed out of central administration funds just as other phases of

education programs are financed. They suggested that provision should be made so that the

program is concluded with regular physical education budget and supported through regularly

budgeted school or college income. They further advised that in a well-organized school sports
program, finance should cover the provision for transportation to convey athletic teams to

sports venues for contests so as to arrive safely and on time. However, good these advice

appear, our school sports program has continued to be a shadow of itself reflecting on the

failure of sports policy implementation by the actors charged with such responsibilities.

• Sports Policy: This serves as the framework, blueprint, guidelines, or action plan for the

development and management of sports (National sports policy, 1989). The overall objectives

of sports development policy of any nation include but not limited to the following; to provide

the nation with the opportunity of measuring its sports might against those of other nations of

the world with a view to establishing an enviable position in the sporting communities of the

world. Bucher (2000), described a policy as a statement of a course of action adopted and

pursued by an organization. He went ahead to state that with well-articulated policies, an

organization would be able to function more efficiently and effectively thereby making the

members of the organization to undertake what is expected of them. Also stressed, was the

fact that policies are essential for the efficient management of any organization whether it is a

departmental store, school, business enterprise or other related establishment. Without a well

thought out plan for organizational policies, there will be little or nothing to guide the activities

and conduct of the establishment. Krotee, (2002), in his submission, stated that policies are a

guide to action. If properly stated, formulated, selected, developed, as well as implemented,

every member of an organization would understand what duties are to be performed. In

corroboration, Ladani (1990) reported that efficient and effective management of sporting

activities requires the establishment of sound policies if it is to achieve its goals. Peradventure,

this was what prompted the Federal Government of Nigeria in the formulation of her national

sports policy to guide the actions and management practices of the National sports commission

(NSC) and other arms of government in their drive for the development and implementation of
sports programs which from observation, has never seemed to be realized. The Federal

Republic of Nigeria (1989), endorsed the description of policy as a guiding principle that serves

as a basis for a course of action, hence, the establishment of the National sports development

policy to guide government actions. However, the policy is not detailed enough as to what

exactly the organizational orientations are but it does point the direction and guide for

achieving such organizational objectives. This short coming and many others are as of the 1989

policy, prompted the 2009 attempt which today, appears to be the only sports document the

nation refers to despite many attempts for a review.

• Sports Structure: The overall direction of the present Nigerian sports development and

structure is provided by a sports ministry attached to the presidency. This is the umbrella

organization for all other elements in the sports organization like the various sports clubs, the

individual sport federations, the National institute for sports, coaching, competitions, research

and sports science and medicine. A distinguishing feature of the Nigeria sports system is its

central organization and its employment for specific socio-political objectives. This is in sharp

contrast with Western sports management structure which runs the gamut from almost

anarchic diffusion of agencies involved in sports (Britain) to structures strongly influenced by

commercial concerns (Italy, USA). The policy of the federal ministry of youth and sports has

invariably been determined by the Government in power and it is the Government that

appoints the sports minister/ministry secretariat. The National sports council of Nigeria (sports

commission) is the main body controlling the management and organization of sports in

Nigeria. Prior to this period, sports in the country was organized at regional levels in the then

Western, Northern and Eastern regions of Nigeria and with only two Association which existed

at the National level; the Amateur Athletics Association of Nigeria (1944) and the Nigeria

Football Association (1945). The formation of National sports council of Nigeria was in
fulfillment of the yearnings and aspirations of the people to have a national platform for sport,

management in Nigeria(Audu, 1997).

Although the Federal Government provided funds to the National sports commission to

meet its need, there was no legislative provision for its existence until in August, 1971 when

Decree 34 was promulgated by the then Federal Military Government establishing the national

sports commission. The national sports commission is the main body overseeing the

administration and organization of sports in Nigeria unlike when it was being organized at

regional level. Management of the commission was through a board whose membership were

nominees of the Federal Government. There was a numerical increase of sports bodies in the

nation under the commission. The established decree highlighted the function of the

commission as;

• To encourage the development and participation in sports in Nigeria

• To coordinate and integrate efforts to raise the standard of performance of sports

throughout the country (FGN National Sports Development of Policy 1989).

It follows therefore, that all sports federations are ultimately dependent upon and

guided by the Government despite the fact that most world ruling sports bodies like FIFA have

regulations that exclude any National Association that permits government to interfere in its

activities. In Nigeria, the Nigerian Olympic Committee (NOC) is contrary to international

Olympic committee (IOC)’s regulation, a Government agencies “constituted by Government

controlled sports federations. Any decision on participation in the Olympic Games is made by

the Government often without consultation with the NOC or even the sports Federations, The

IOC evidently turns a blind eye to these violations of stated regulations (Venkateswarlu, 1997).

Sports Management practices and structure in Nigeria is like, the system of central planning and

control who sees to it that all levels co-operate in carrying out government sports policy from
central to local governments, from enterprise management to clubs, from the armed forces to

schools and colleges and from recreation officers to coaches. There is advantage of such

centrally planned system because of efficiency and consistency as well as the ability to

concentrate resources on government decided priorities, like Olympic and World Soccer Cup

successes. The disadvantages are largely the tendencies towards bureaucracy and lack of

initiatives and independent enterprises.

• Sports Facilities and Equipment Provision/Sponsorship: The provision of sports facilities at

all levels is very imperative and is one of the major priorities in the promotion and development

of sports. The responsibility for this provision lies with government, individuals, and private

organizations. Such facilities refer to sports arenas such as fields, courts, running tracks, boxing

rings, swimming pools. These facilities play a vital role in the management of sports in any

developed and developing community. Omolawon (2000), stated that the role of sports

facilities cannot be overemphasized because sports facilities are required to facilitate the

numerous activities involved in the sports. Fasan (2000) corroborated the above views that

availability and accessibility of these sports facilities by the students will surely promote

instruction, training and acquisition of skills. Abubakar (1992), supported that adequate

facilities are needed for effective instruction and satisfactory fulfillment of objectives in various

disciplines. All these are needed for successful teaching of sports skills, attitudes and interest.

Awosika (1996), confirmed that facilities represent a sensitive area in all ramification of sports

management. They occupy an enviable position since their provision comes with certain

standards as determined by age, weight, and experience of the user. He noted that the existing

sports facilities in Nigeria institutions of learning are exceedingly inadequate and substandard.

Akpe (1995), reiterated that if sports programs are to achieve any success and for effective

management, there must be availability of sports equipment and supplies in high quality and
quantity. For Sponsorship, it is observed that it is the life blood of sports. In today’s world, there

exists a symbiotic relationship between sports and its sponsors. It is a relationship/partnership

that plays to the relative strengths of the two parties and provides each with handsome

rewards. For example, football, boxing and tennis are visual entertainment at the highest level.

Globally, sports thrive on sponsorship from corporate organizations and wealthy individuals.

• Athletes Recruitment: Bucher (2000), submits that athletes’ recruitment means the best

groomed in the competition that were selected and recruited into college and varsity sports.

Higher institutions interscholastic, intercollegiate and other highly organized sports program,

represent an integral part of the total physical education program and are designed for

individuals who are most highly skilled in sports. These sports programs involve competition of

one college or varsity against another. Following this trend, an atmosphere of rivaling and the

desire to win develops and this has resulted in some unfortunate practices such as unethical

recruitment procedures. This recruitment of athletes is a controversial issue. The main thing to

consider here is to adhere strictly to the rules of the competition in which the organisation

participates. To do the contrary is not condoned. Instead, there should be scouting for talents.

There is no better place to start than from our foundation institutions (grassroots sports) where

talents are said to be discovered and groomed to stardom. When this is done, it becomes an

accepted practice rather than recruiting ineligible athletes for competitions to cut corners.

Many schools and colleges spend considerable amount on scouting. It is felt by some

physical educators that such money could be spent more wisely if used to enhance the value of

the game for the participants, rather than to further any all-important effort to win. It is

observed that many unethical management practices have been carried out in scouting.

Scouting is considered acceptable under ethical circumstances by means of observing regular

games and discovering talents. In times past, Nigeria had always recruited her athletes through
schools competitions such as the Empire day celebration and regional competitions. The

athletes for such competitions were prepared by the teachers in their various schools. The best

talents in these competitions were then selected and recruited into colleges and varsities.

Talented and prospective athletes could also be discovered within the institution through mass

participation of the students in intramural and extramural sports competitions.

• Sports Personnel: Sports personnel are the coaches, sports managers, stadium managers,

and organizing secretaries. These are some of the personnel required for the management of

sports development programs. There is no way the quality of participation of any nation in

competitive sports can improve without having adequately trained and experienced coaches in

various sports. Oyedele (2000), reported that personnel are the officials that play an integral

role in any competitive sports program and should be well qualified, certified, and licensed and

hold membership in their respective associations. Oduwaye (2000), stressed that when

considering the structure and operations of an organization, one must take cognizance of the

personnel who provides the leadership and sees to the smooth conduct of the day- to-day

affairs of the organization. Personnel and leadership are elements around which cooperation,

loyalty, sociability and many other societal traits can be developed. The working machinery of

any sporting organization depends on the various individuals and groups. The machinery

promotes understanding and acceptance of each other working closely together to achieve the

goals of the organization (Oduwaye, 2000; Venkateswarlu, 2000). Bucher & Krotee (2002),

asserted that excellent officials are necessary for a quality sports program. They should possess

special qualification, including knowledge of the activity, the participants, the goals of the

program and the organizations philosophy of competition. Chom (2003), corroborates the

forgoing, stressing that intercollegiate sports in tertiary institutions need a sound and well

established program for the training of the necessary personnel in sports. This will alleviate the
shortage of qualified personnel that is experienced in the running of the various sports program

in schools.

Conclusion and Recommendation

This paper embarked on a critical review of the extent of implementation of the sports

development policy of 2009, bearing in mind the preceding document which from scholarly

analysis by stakeholders, does not have much differences but that the 2009 document has a

much clearer focus in the area of responsibilities by management practices. From the foregoing

review using some important sports development indices, it clearly shows that we are not there

yet as it was seen from observation that the document has been grossly unimplemented.

Although, it is quite a thing of joy to see that Nigeria has recorded brilliant success in

competitive sports at national and international levels, this is but a tip of the iceberg in the

desired sports development objectives of the nation. These successes however, are limited only

but to a few sports. It seems however, that while policy objectives are very clear, corresponding

actions seem not to be fully on ground towards goal realization. This perhaps explains the gap

between intended sports development goals and actual achievements. Nigerians are engaged

in sports but there had been no uniform statement of purpose towards working to achieve any

meaningful result.

With this conclusion, the following recommendations are put forth;

• We should emulate the sports development policies of the developed countries. For

instance, Nigeria currently has 28 sports federation under the ministry of sports. Only

football has a law and spelt out policy guidelines to the detriment of other sports in the

country. This is unlike the practices of other developed nations of the world. e.g. Britain,

USA, Australia, Germany to mention but a few.

• Government should encourage sports management experts to be at the helm of sports

affairs. Doing this will help to drive the initiative of government desire, determination and

dedication to promote sports. This is the only way forward in which sports structure and

management will receive the cooperation of equally determined and devoted people and

sports athletes.

• The sports development policy has to be properly and legally backed up by government to

arouse its existence at all levels of our sports development drive.

• The time between each policy review should not be too long as was the case of the 1989

and 2009 documents.

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