Historics Combined - Historic Motorsport Commission

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                          Historic Motorsport Commission

                     Terms of Reference and Operating Principles

To provide the strategic and technical leadership necessary to ensure that all categories of historic car
racing meet their current and future potential

MSA Strategic Direction
Vision (2012 – 2015)
   Excellence (fair and consistent rules – equal treatment and respect for everyone)
   World Class Events under MSA jurisdiction
   Financial sustainability
   Transformation at all levels
   Close alliances with Government, Sport and Industry
   Successful training programmes for officials and competitors
   Concern for issues such as safety of competitors, health and environmental issues
   Professionalism in all its actions / operations

MSA’s success is powered by its:
   Skilled, passionate volunteers
   Increasingly active, participating clubs, promoters and organisers
   Equal Access for everyone
   Diversified sources of revenue (i.e. Growth – Revenue – Participation/Training being Key Areas)

   Fairness, inclusion, unity and transparency guide all processes
   Professionalism and expertise are vital for MSA’s credibility
   Highest standards of health, safety and environment are essential
   Excellence is important in everything we do
   Passion and commitment by volunteers is the backbone of motorsport

Related MSA Action Plan Objectives
Control of Business:
Judicial (including safety)
   National safety standards established and documented for all historic car racing events
   Ongoing consultation with appointed Circuit Safety Officials to enhance knowledge of safety standards
    for all venues
   Regular reference to established and documented circuit inspection standards
   Regular recommendations to improve safety of competitors (protective clothing) and vehicles
   Works closely with experts involved in MSA’s Officials Training Programme to ensure that officials in
    historic car racing receive adequate and meaningful training (not only for Clerks of Course and
    Stewards, but also for individuals serving as court members) (risk management)
   Standard procedures and regulations strictly followed and enforced – no exceptions and/or
    dispensations granted (equal treatment)
   Review of Safety Official’s report (clearly reflecting any shortcomings insofar as safety during events
    is concerned) immediately following an event
   Drivers’ “competency test” established and implemented for individuals when applying for a
    competition licence for the first time
   Sufficient well qualified experts to ensure availability and choice of officials for all events
   Where required, event officials are appointed in consultation with Commission
   All volunteers are experts in their field(s) (also refer to “Judicial” above)
   Recognition and acknowledgement of contribution and work of volunteers / officials
   Increase in number of younger generation officials
   Special attention to ensure the youth is involved in MSA official training programmes (succession
   Encourage clubs – through their representatives - to let their administrative officials attend MSA
    training seminars covering pre-event, during event and post event requirements
   Formalised programme to focus on any decline in number of volunteers due to their increased
   National standard of scrutineering established for all historic car racing classes
   Scrutineering checklist compiled and enforced for all classes of historic car racing (time limit for
    complying with non-serious scrutineering issues contained in checklist)
   Spot checks (for safety) conducted at all events by MSA licensed Technical Delegates (scrutineers)
Medical Sector
   Member of Medical Panel invited to meetings (as and when considered necessary)
   Interaction with FIA Historic Car Commission via Circuit Sporting Manager as and when required
   Liaises and works with Admin Manager regarding Anti-Doping testing
   Historic car racing competitors reminded on ongoing basis (through relevant clubs/associations where
    applicable) regarding consequences for providing false information on “Medical Fitness Certificate”
    when applying for a competition licence

Corporate Identity & Creative Management:
   Recognition and promotion of MSA ‘brand’ (value and to instil pride) - competitors encouraged to
    display MSA logo on vehicles and/or transport vehicles
   Formalised liaison with MSA PR & Communications Manager to identify and encourage media
    member(s) to promote Historic Car Racing
   When applicable, liaise with relevant representative to ensure that clubs and organisers provide
    necessary facilities for media members
   Regular reminders to competitors (directly or via class representative) that sponsors and promoters
    require competitors’ attendance at prize-givings
   Regular communication with MSA PR & Communications Manager regarding Commission’s
    communication role and channels of communication

   Vehicles comply with FIA and MSA specified decibel levels
   Noise reduction targets achieved – regular noise level testing conducted at events
   Regular communication with MSA Environment Panel (Panel President or relevant regional
    representative on Environment Panel)
   Clubs, officials and competitors encouraged to support environmental projects such as World
    Environment Day, Earth Day, Arbor Month, planting of trees where possible, etc.
   Competitors encouraged to display the MSA Environment logo on vehicles and/or transport vehicles

The Sport
   Monitors age limit of participants at track days (where applicable)
   Standard (generic) set of regulations and event entry forms introduced
   Regulations remain stable and are only changed for reasons of safety during the season
   Fair and consistent application of rules for all historic car racing competitors
   Sporting and Technical regulations for following year approved during August each year, with
    competitor safety being borne in mind at all times
   Considers possible cost implications which any change to the technical regulations may have for
    competitors before making a final decision to implement such change (excluding technical changes
    which are essential for reasons of safety)
   Age groups for all classes of historic car racing set by the Commission
   Minimum number of starters to be determined by Commission Exco (for submission to MSA BOD for
    ratification on an annual basis)
   Formalised consultation with circuit promoters/organisers
   Formalised consultation with sponsors (where applicable)
   Recognition and promotion of sponsors (where applicable) and historic car racing in general
   Formalised competitor consultation within historic car racing
   Regular communication with regional committees
   All classes well supported – full fields
   Recognition of growth of newly introduced classes of historic car racing
      National Championship status only granted for classes once the class has run successfully as a
       National Challenge for at least one year
      Introduction of Regional Championships only approved if worthy of championship status and events
       attract minimum number of starters
Equal Opportunity/Equity & Access
      Promotes increased participation of women - competitors and officials
      Establishment of a quota system over a set time frame (competitors and officials)
      Encourages appointment of at least one woman to be part of the medical team at events
      Encourages women to attend Seminars and write relevant exams in order to officiate at events on
       equal basis
      Increased number of opportunities for veteran and the youth in historic car racing
      Relationships created with Federation for the Disabled and other associations and organisations
       catering for the disabled – making provision for the disabled to become involved in historic car racing
       wherever possible
      Ongoing communication with MSA WIM Panel
      Regular monitoring to ensure that any Development programme within historic car racing continues –
       and is documented

In terms of MSA’s Articles, the structure of existing and new Sporting Commissions is determined by the
BOD acting on the recommendation of MSA ManCom.

The Commission may appoint or dissolve such sub-committees (Working Groups) as may be considered
necessary and may delegate to such sub-committee (Working Group) such of the powers and duties of
the Commission as may be deemed appropriate.       Each sub-committee (Working Group) shall have a
Chairman and if considered necessary, a Vice Chairman.

Executive Committee (Exco)
      Commission President
      2 Working Group Chairmen
      Circuit Racing Sporting Manager
(All   members have voting rights)

Working Groups:
1. Technical Working Group
2. Sporting Working Group
(All members have voting rights within the relevant Working Group)

Discussion Groups:
1. Sports Car & GT Discussion Group
2. Saloon Car Discussion Group

Ex-officio (non voting)       :   CEO

Nomination / Election / Appointment process:

Executive Committee (Exco)
In terms of MSA’s Articles, the Commission President shall be appointed by the BOD in consultation with
the CEO and MSA ManCom.

A Vice President of the Commission may be elected annually by the members of the Commission from
amongst its members.

The Executive Committee of the Commission shall be appointed by the CEO and the Commission
President, in consultation with members of the Commission (including Working Group and Discussion
Group members) concerned.

The maximum number of members of a Commission (the Commission Exco) shall be 10, including the
Commission President, experts and any MSA Appointees (appointed by the CEO)
Working Groups and Discussion Groups:
As every Working Group and Discussion Group have specific areas of responsibility, there will be no fixed
maximum number of members for any of the Working or Discussion Groups, but it must be borne in mind
that larger groups tend to take longer to make decisions.

To ensure that all Working and Discussion Groups function properly and are pro-active, the minimum
number of members of any Working or Discussion Group shall be 4. Members of the various Working and
Discussion Groups will be nominated/elected and appointed as set out below. Where deemed necessary,
the Commission may appoint up to 25% of the total number of members of each Working and Discussion

1. Technical Working Group
     National Technical Delegate, appointed by the Commission. Regional Technical Delegates, nominated
     and elected (or who have been appointed as MSA Appointees) as representatives for historic car
     racing on the various Regional Committees will automatically be members of this Working Group. As
     set out under the heading “Executive Committee” above, the Chairman of this Working Group (who
     will be a member of the Commission Exco) will be appointed by the CEO and the Commission
     President, in consultation with members of the Working Group.

2. Sporting Working Group
     National representative, appointed by the Commission. Event Promoter/Organiser representatives
     from all circuits hosting historic car racing events (restricted to one delegate per circuit), nominated
     by the relevant circuit owners/promoters. As set out under the heading “Executive Committee”
     above, the Chairman of this Working Group (who will be a member of the Commission Exco) will be
     appointed by the CEO and the Commission President, in consultation with members of the Working

3. Sports Car & GT Discussion Group
     Two Sports Car and GT representatives, appointed by the Commission. Up to three Sports Car and
     GT representatives nominated and elected by Sports Car and GT competitors in historic car racing.
     The Chairman of this Discussion Group will liaise with and report directly on a regular basis to the
     Chairman of the Technical Working Group.

4. Saloon Car Discussion Group
     Two Saloon Car representatives, appointed by the Commission. Up to three Saloon Car
     representatives, nominated and elected by Saloon Car competitors in historic car racing. The
     Chairman of this Discussion Group will liaise with and report directly on a regular basis to the
     Chairman of the Technical Working Group.

Specific Responsibilities
1.     Establish the strategic direction for all categories and classes of historic car racing and, as
       appropriate, new classes/categories and/or events - in consultation with the CEO and the Circuit
       Racing Sporting Manager
2.     Implement, monitor and evaluate a Work Plan to implement the strategic direction of historic car
       racing, ensuring that all applicable objectives and actions from MSA’s Action Plans are addressed
3.     Study trends in recreation, entertainment, sport, car/manufacturer related industries and media to
       identify potential new events, rules, presentation and marketing approaches that will enhance all
       categories and ensure that the Commission SWOT Analysis is updated prior to the development of
       annual Work Plans
4.     Compile, approve, monitor, evaluate and implement technical and sporting regulations for current
       and possible new historic car racing classes/categories
5.     Research and pilot potential new rules and technical innovations to ensure related
       recommendations at meetings are evidence based
6.     Recommend the National calendars for ratification by the CEO and Circuit Racing Sporting Manager
7.     Work with Circuit Racing Sporting Manager and Commission appointed Safety Officials regarding
       safety issues (basis of policies and guidelines to be established by the Safety Officials in
       consultation with the Commission President and Circuit Racing Sporting Manager – with Sporting
       Manager reporting such issues to the CEO)
8.     All National Circulars relating to any category of historic car racing shall be signed by the
       Commission President and the Circuit Racing Sporting Manager
9.        Ensure a formal mechanism for seeking input from competitors, teams and officials
10.       Increase the number of opportunities for females, veterans and the youth (as well as the disabled
          where possible) in the various classes/categories
11.       Recruit former drivers (through the category representatives) to become officials, trainers,
          members of working groups, etc. (succession planning).
12.       Ensure approved MSA policies and regulations (Environment, Medical, Equal Opportunity/Equity &
          Access, Safety, etc) are quickly and effectively implemented within all historic car racing
13.       Establish and maintain strong relationships with all clubs, organisers and promoters to ensure a
          clear understanding of the situation in each province and to assist in the establishment and/or
          enhancement of regional championships where applicable
14.       Ensure ongoing two way communication between the Commission, regional committees and clubs,
          including but not limited to the opportunity to provide input into potential rule changes, impact of
          emerging trends, driver and officials training; timely notification of changes to rules, licensing and
          other items that have the potential to impact programmes, activities and services within historic
          car racing and the regions
15.       Explore opportunities to enhance, expand and develop historic car racing categories/classes
16.       Liaise and consult with the CEO, Circuit Racing Sporting Manager and MSA appointed training
          officials where applicable, regarding the development of relevant material to facilitate the provision
          of driver training for male and female drivers in historic car racing
17.       Work with the PR & Communications Manager as well as any marketing body established by MSA,
          to increase the visibility of historic car racing categories/classes
18.       Provide written reports on achievements, implementation of Work Plan items, targets, etc. and
          submit such reports to the CEO for submission and review by the MSA BOD (Commissions being
          accountable to the MSA BOD for their actions at all times)
19.       Be active advocates (educate and promote) for historic car racing
20.       Act in accordance with powers, responsibilities and procedures outlined in MSA’s Articles, Internal
          Regulations and other approved policies
21.       Undertake other responsibilities delegated by the BOD, CEO and/or Circuit Racing Sporting
          Manager which are consistent with the purpose of the Commission
22.       Recommend amendment of relevant GCRs to MSA ManCom when/where applicable
23.       Discuss calendar dates with all category representatives

Commitment of Commission President and Members
     Work by consensus
     Assume responsibility for specific tasks and deliver within the agreed time frames
     Communicate concerns and doubts about Commission decisions and/or the process within the
      Commission and “speak with one voice” once the Commission’s recommendations have been
      agreed upon
     Treat discussions within the Commission as works in progress, recognising that recommendations
      may be altered in order to enhance co-ordination and harmonisation of different disciplines within
     Be accessible by e-mail and by other electronic means such as Skype, Conference Call or other
      means that may be determined by MSA ManCom from time to time
     Respond to requests for input within a minimum of 72 hours to maximum 7 days, depending upon
      the situation, and agree that where circumstances prevent participation that everyone will respect
      and support the consensus of the rest of the Commission
     All members (Commission President, Exco members, Working and Discussion Group members) agree
      that they will not – either during or after their term of office – disclose to any third party, or use
      information deemed to be confidential by MSA, without the written approval of the CEO
     Any member who has a direct or indirect, financial or material interest or otherwise in any matter
      under discussion, shall declare such interest at the start of the discussion, and such interest shall be
      recorded in the Minutes of the meeting in question. Any member who has any interest as set out
      above, shall not seek to influence debate on a proposal, nor vote in respect of the said proposal.

Reports to:

Works with:
          The MSA CEO
          MSA Circuit Racing Sporting Manager
          MSA Admin Manager
       MSA PR & Communications Manager
       Other MSA Commissions, Panels, Regional Committees and/or MSA Divisions
       MSA Circuit Racing Coordinator
Authority and Decision Making

Decisions delegated to the Commission
Decisions within the Commission will generally be made by consensus. If a formal vote is requested by a
member of the Commission, each member shall have one vote. The President shall have a casting vote as
well as a deliberative vote as set out in MSA’s Articles. Decisions that have been decided by the vote of
the President shall be referred to MSA ManCom for ratification prior to implementation.

The Commission shall have the authority to make the following decisions:
   Compile, set, implement and enforce historic car racing sporting and technical regulations and any
    possible amendments to technical regulations
   Explore potential opportunities and/or to carry out responsibilities outlined within these Terms of
   Appoint Working Groups (their respective Chairs and members) to investigate/work on specific
    activities within the Commission Work Plan
   Invite experts in a particular subject area to participate in specific discussions at meetings or work
    related to their area of expertise (such experts will have no voting rights)

For Championships:
   Compile National Sporting and Technical regulations
   Approve Regional Sporting and Technical regulations
   Peruse Regional Championship dates set by Regional Committees
   Determine and set points scoring system for Championships
   Determine minimum number of starters (for submission to MSA BOD for ratification)

Decisions for Ratification
The items listed below are acknowledged as being under the responsibility and authority of the
Commission. However, in order to ensure a Commission decision is not in conflict with other aspects of
MSA’s work; is consistent with its strategic direction and regulations and does not pose any undue risk to
MSA, the listed items must receive ratification from MSA ManCom before they are implemented.

ManCom may not amend a recommendation for ratification. It may only approve the recommendation or
return it to the Commission for further work. If a recommendation for ratification is declined, ManCom
must provide the Commission with its rationale for not ratifying the recommendation and/or suggested
amendments. The Commission upon having reviewed the feedback from ManCom may choose to put
forward a revised recommendation and/or provide further background and rationale to support the
original recommendation.

For all MSA Championships the following decisions must be ratified by MSA CEO and Circuit Racing
Sporting Manager:
   Sporting and technical decisions that may have a financial, environmental, medical, and/or judicial
   Calendar
   All contracts must be compiled in consultation with the CEO (refer to item under next heading
    regarding contracts with third parties)

Decisions for Approval / Ratification by BOD
   In the event of a dispute between the Commission and MSA ManCom, the matter will be referred to
    the BOD by the CEO
   Only in instances where the Sporting Manager and the CEO are in disagreement, will a ManCom
    decision be referred to the BOD directly for final approval and ratification
   The Commission may not negotiate or enter into any contract with any third party without the prior
    written approval of the MSA BOD (via the CEO)

The Commission will meet as necessary to achieve the targets outlined in its approved Work Plan. This
will include two meetings per annum and at other times via telephone or electronic means. The principal
method of communication and decision-making between meetings shall be by e-mail. The timing and
location of meetings will be determined by the President in consultation with the members and MSA
Record of Meetings and Activity
The Circuit Racing Sport Coordinator shall ensure a record of all meetings and actions of the Commission
are maintained as per the requirements of MSA’s Articles of Association. A copy of all Minutes – including
decisions of Working Groups and Discussion Groups - shall be kept on file at the MSA Secretariat by the

Term of Office
As per Arts. 37.4 and 37.5 of MSA Articles of Association.

December 2010
                                             MSA STRATEGIC PLAN

                                 HISTORIC MOTORSPORT COMMISSION

STRENGTHS                                               WEAKNESSES

  Can assist with applying a set of nationally           Insufficient local historic racing knowledge
   workable and acceptable rules                          Too diverse
  Current large fields – strong competitor base          Clubs seem to ‘do their own thing’
  Focused area of responsibility                         Event entry too expensive
  Good control                                           Often autocratic
  Recent historic rule changes make sense                Too focused on Gauteng – coastal regions have no
  Has the interest of the category at heart               real influence
  Understands the category of racing                     Slow in providing feedback
  International affiliation (FIA)                        Not looking after competitors/clubs
  Co-ordinates racing on national basis                  “Bow” to the best sounding deal
  Experience, expertise and passionate about the         Limited contact with competitors
   category                                               Too myopic in approach
  No competition                                         No strong leadership
  Common set of national regulations – works for         Some members only looking for glory
   everyone                                               Personal agendas
  Good event organisation                                No communication and no interest in competitor
  Passionate about historic cars                          input
  Recognised throughout Africa as a professional         Vision unclear
   organisation                                           No long term planning
  Regions talk to each other                             Insufficient advertising of events
  Relatively pro-active and engaging                     Incentives are lacking for competitors with limited
  Strong focus on safety                                  budgets to stay involved in category
  Stabilises the sport by controlling eligibility of     Rules flexible to competitor demand
   vehicles                                               No teeth
  Ability to lead                                        Allowing splinter categories like ‘legends’ to dilute
  Ability, infrastructure and resources to unify the      existing categories
   regions into one cohesive body                         Fragmented control of the category
  Ensuring level playing field for competitors           Not all 2011 changes were discussed with
  Willingness to succeed                                  competitors
Marque Cars                                               Confusing to deal with
  Ensuring maximum safety at events                      Divided on too many issues
  Good control of safety and irresponsible               No authority over race promoters
   competitors                                            Inflexibility to change what is perceived by many as
  Keeps competitors informed                              some nonsensical regulations
  Good organisation                                      Not representative
  Regions talk to each other                             No involvement or effort to promote historic racing
  Total control                                        Marque Cars
                                                          Need to increase number of competitors
                                                          Not looking after competitors/clubs
                                                          No strong leadership
                                                          Not allowing more club days
                                                          Delegation of duties
                                                          Poor communication with competitors

OPPORTUNITIES                                           THREATS

   Could become even stronger with a circuit in           Lack of emphasis on encouraging new competitors
    KZN                                                    Allowing splinter categories like “legends” to dilute
   Commission has opportunity to unite categories          existing categories
    and taking the lead, instead of having petty           Lack of communication with competitors
    infighting between circuit owners, promoters           No authority over circuit owners
    and other individuals                                  Lack of understanding can slowly kill historic car
   Categories afford best opportunity to participate       racing
   at entry level                                         Spiraling costs
  Availability of vehicles for several categories        Competitors lose interest due to rule inconsistency
  Good exposure country-wide                             Too many people involved with their own agendas
  Listen to the competitors                              Lack of consistency
  Through careful application of rules can make          Lack of foresight
   this format a formidable crowd pleaser and             Government intervention
   attraction                                             Falling numbers
  Unified rules will see cars competing around the       Commission and officials’ arrogance
   country                                                Operations slow and ineffective
  Capatilise on historic racing being on the up          Complacency
  Be more accessible to competitors in terms of          Cost to comply with safety requirements
   function and ‘who is who’                              From within (infighting)
  Competitor/club involvement                            Loss of sponsors due to insufficient TV coverage
  Involve a broader cross section of the public at       Poor support by the public
   grass roots                                            Failure to control representative and historical
  Listen to the competitors                               related performance
  More involvement by the competitors                    Increased costs i.e. new belts every 5 years – really
  Set defined objectives for Commission; get              necessary for club motorsport?
   right stakeholders; hold members accountable           Pandering to political ideology rather than what is
   for results                                             best for the sport
  More leadership and visibility                         Perceived as White elitist category of motorsport
  More televised events to promote historics             Government      –    no   emphasis     on   Previously
   (marketing arm)                                         disadvantaged individuals
  Build public’s interest in and support of historic     Capacity rule can divide competitors into two groups
   Car Racing                                             Rising costs and complexities
  Under right and strong leadership, could build a       Vested interests
   credible and sustainable controlling arm               Too many chiefs and not enough Indians
  Competitors must use their Tech Reps to                Inability to apply rules
   communicate with Commission                            Becoming too bureaucratic for club racers
  Revival in historic racing and youth interest in       Breakaway back to regional/club status by the
   the sport                                               regions
  Beginner formulae                                      Government      –    no   emphasis     on   Previously
  Pursue sponsorship possibilities                        Disadvantaged individuals
  Market/promote historic racing                         Personal agendas that conflict with correct direction
  Development in KZN desperately needed                  Not focused on the mission of the commission
  Act as mediator to attract sponsors for drivers        Closure of the commission by MSA
Marque Cars                                             Marque Cars
  Establishment of a circuit in KZN                      Rules that may kill the category
  Competitors/club involvement                           Lack of growth
  Growing participant enthusiasm                         Inability to apply rules
  Improve communication (institute forums and            Personal agendas
   newsletter)                                            Not communicating with competitors
  Communicate more effectively with competitors

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