SPORT 1913 - 2013

How Many People Get Salary? The total number of full and part-time paid personnel of the CSIT member organizations has changed dramatically over 20 years ( See Table 4, page 121 ). This is connected as stated earlier to the breakdown of the former Soviet PROFSPORT, which hired a total of 300 000 people in 1990: 500 in central organizations and 250 000 in district organizations. Unfor- tunately, there were no data available on the new member organization from China (the CWCIE) and its paid personnel to make com- parisons among the biggest members of the CSIT in 1990 and in 2010. At the end of 2010, there were altogether 1 066 paid persons working in 22 member unions (table 4). Out of them, 282 were hired in the central organizations and 784 in the dis- trict organizations. Once again the Italian UISP was found to have the biggest number (N=322) of paid personnel in 2010. The Rus- sian ROSSIYA had the next biggest number (N=212) and the Austrian ASKÖ the third big- gest number (N=103) of employed persons. The rise of the paid personnel of the UISP could be regarded as revolutionary because in twenty years, the organization has increased the number of its employees from 40 (Olin 1992, 24) to 322. The UISP has given the main focus on hiring people to the district level by raising their number from 20 (Olin 1992, 24) to 300. Which kind of activity programs does the UISP carry out while hiring this number of people in the duties? This could not be an- swered here. The organization probably

Mexican INDET (N=9), the Russian MKSO (N=8) and the Belgian AFSTB (N=1).

opened its actions to new task areas with new concepts and contracts in collaboration with municipalities and companies. To find an an- swer to these questions, further empirical re- search is needed. (See Table 4, page 121.) While the UISP and the ASKÖ have re- markably increased the number of their paid personnel, the French FSGT and the Finnish TUL have done opposite. The number of em- ployees has decreased in the FSGT from 89 in 1990 (Olin 1992, 24) to 34 in 2010, and in the TUL from 100 in 1990 (Olin 1992, 24) to 25 in 2010. I do not have an explanation for the case of the FSGT. Concerning the TUL, the explana- tion relates to the new structuring of the na- tional sport in Finland when so called new national sport service organization (SLU) was established in 1993. The TUL did not perpetu- ate its role as one of the elite sport producer organizations but concentrated on the youth sport, women’s physical activity, sport for all and the collaboration with trade unions to give services through physical activity and to organize specific trade union sport champion- ships. As table 4 indicates, in 2010, the Bulgar- ian BWFS had 55, the Italian ACSI 54 and the AICS 50 salaried people in their organizations. The Tunisian ONCST (N=35), the Angolan UNTA (N=35), the Algerian FAST (N=30) and the Estonian JOUD (N=27) employed roughly the same number of people. The smaller num- ber of employees is held by the Belgian FROS (N=18), the Israeli HAPOEL (N=15), the Dutch NCS (N=12), the Swiss SATUS (N=10), the

How Much Money and Where Does It Come From? The total sum of the budgets of the 20 CSIT member organizations studied reached a total of 43.830 million euro at the end of 2010 (table 5). Three member unions, namely the Israeli HAPOEL (10.000 million euro), the Italian UISP (8.000 million euro) and the Austrian ASKÖ (8.000 million euro) clearly had the big- gest annual budgets. It was put forward that the UISP and the ASKÖ differ from the other member organizations because they belong to the biggest organizations measured by the amount of the individual memberships (see table 2). The budget of the HAPOEL seems ex- traordinary big in relationship to its member- ship number. However, it is known that the HAPOEL arranges its famous big SPORTIADA events. Furthermore, it has also included the costs of its company sport members in its an- nual budgets. The next biggest budgets had the Italian AICS by 4.800 million euro and the French FSGT by 3.910 million euro. The budgets of the Finnish TUL (2.200 million euro) and the Italian ACSI (2.070 mil- lion euro) are remarkably lower than the bud- gets above, as it is the case with the Belgian FROS (1.100 million euro) and the Danish DAI (1.000 million euro). As seen in table 5, the budgets of the Bulgarian BWFS (0.580 million euro), the Dutch NCS (0.450 million euro), the Swiss SATUS (0.350 million euro), the

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