national sport and recreation plan (nsrp)

REPUBLIC OF SOUTH AFRICA

sport & recreationDepartment:Sport and Recreation South Africa

Sport & Recreation South Africa (SRSA)Tel: (012) 304-5000

Website: www.srsa.gov.za

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NATIONAL SPO

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NATIONAL SPORTand

RECREATION PLAN

“Sport has the power to change the world.It has the power to inspire.

It has the power to unite people in a way that little else can. Sport can awaken hope where there was previously only despair.”

(Nelson Mandela, Laureus World Sports Awards Ceremony 2000)

NATIONAL SPORT AND RECREATION PLAN

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1

TABLE OF CONTENTSMINISTER’S FOREWORD 3

STATEMENT BY THE DEPUTY MINISTER 5

EXECUTIVE SUMMARY 7

SECTION 1: INTRODUCTION 10

Background 10

Preamble 11

Process of developing the National Sport and Recreation Plan (NSRP) 12

Legal framework 14

Vision 2030 15

Vision statement 16

Statement of purpose (Mission) 16

Core values of the envisaged sports system 16

SECTION 2: COMPONENTS OF NSRP 17

Active nation 17

Recreation 19

School sport 22

Participation promotion campaigns 28

Winning nation 30

Talent identifi cation and development 30

Athletes and coaches support programmes 32

Domestic competitions 34

International competitions 35

Recognition system 36

Enabling environment 37

Facilities 37

Clubs 42

Sports Councils 43

Athletes Commission 44

Coaches Commission 45

Administrators and Technical Offi cials Commission 46

Academy system 47

Sports House 48

Sports Information Centre 49

Education and training 50

Volunteers 51

International relations 52

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Financial resources 53

Sports broadcasting and sponsorships 55

Transversal issues 56

Transformation 56

Priority codes 58

Ethical environment 59

Code of Conduct 61

Geo-political sports boundaries 62

Amateur vs professional sport 63

Sport as tool 64

Sports tourism 64

Sport for peace and development 66

Sport and the environment 67

Sport and National Government Priorities 68

SECTION 3: ROLES and RESPONSIBILITIES 71

GOVERNMENT 71

THE SPORTS CONFEDERATION 71

SECTION 4: CONCLUSION 72

Planning, monitoring and budgeting cycles 72

Collaborative agreements 72

Restructuring 72

Marketing and communication 72

ACRONYMS AND ABBREVIATIONS 73

REFERENCE DOCUMENTS 75

ANNEXURE: TRANSFORMATION CHARTER FOR SOUTH AFRICAN SPORT 76


3

MINISTER’S FOREWORDFor the fi rst time ever, South Africa has a National Sport

and Recreation Plan (NSRP) – a plan whose strategic fo-

cus is to reconstruct and revitalise the delivery of sport and

recreation towards building an active and winning nation

that equitably improves the lives of all South Africans. The

NSRP, as the implementation plan of the policy framework

for sport and recreation, is the foundation for an inte-

grated, coordinated, functional and performance oriented

sports system. It goes without saying, that for such a sys-

tem to prevail, we need the sports sector and all sports-

loving South Africans to work together. Stemming from our

unity and achievements as a host of major sports events,

I have no doubt that we can, once again, work together

across racial, gender, cultural, and age disparities, towards

the realisation of such a system.

Our formulation of the NSRP, within a framework of non-

racial, non-sexist and democratic principles as enshrined

in our Constitution, is a call for sport and recreation to be

recognised as an integral part of transforming our society.

As government, we will work towards clearing all stumbling

blocks that stand in the way of successfully implementing

the NSRP and add value towards bettering the lives of fel-

low South Africans. We acknowledge that with the NSRP

offi cially approved, it may be necessary to review the

National Sport and Recreation Amendment Act, (Act

No.18 of 2007) as well as to amend and/or promulgate fur-

ther legislation. Coupled with the review of legislation, is

a review of the Articles of Association of SASCOC, revised

role demarcation at a macro level and improved institu-

tional mechanisms, encompassing restructuring and a new

aligned funding model.

With the stumbling blocks eroded, we should, as a coun-

try, be able to realise an ideal future in which S outh Africa

is acknowledged as a leader in world sport and recreation

both as a host and as a competitor on the fi eld of play.

This status should include our signifi cant contribution to

sports research. We would like to see a community where at

least 50% of all South Africans participate in sport or active

recreation; and where there is sustainable talent identifi -

cation, nurturing and development programmes in place

that contribute to transforming the demographic of the

sports sector. We want suffi cient and accessible sports

facilities that are well maintained by Municipalities and fully

utilised by communities. We would also like to see increased

levels of national unity and socially cohesive communities,

as well as an ethical and drug-free sporting society, to whom

good corporate governance has become second nature.

Minister Fikile Mbalula

4


The envisaged sports system has to be informed by core

values that will guide the day-to-day behaviour of those

within the system. The values must assist us to con-

tribute towards our vision of “An Active and Winning

Nation”. This vision requires that there be accessibility,

where sport and recreation are available to all; equitability,

where every individual has an equal opportunity to make

for him/herself the life that he/she is able and wishes to

have without being prevented to do so by any discrimina-

tory practices; fairness, where fairness and fair play shape

the institutions, organisations and administrators govern-

ing sport; ethics, where a Code of Ethics regulating be-

haviour, is compiled and adhered to; athlete-centeredness

and coach driven approach, where all aspects of the sys-

tem are devoted to the long-term welfare and improve-

ment of athletes, who are guided by well-trained and ex-

perienced coaches. This long term improvement must be

underpinned by a commitment to excellence at all levels in

all endeavours and supported through a shared leadership

and unifi ed purpose of all those who have a role to play in

the success of the sport and recreation sector.

Although worldwide strategies are focused on increasing

levels of participation in sport and recreation, as well as

improving our international sports successes, our unique

circumstances dictate that in addition to these two interna-

tionally recognised focus areas for a successful sports sys-

tem, we recognise the value of the enabling environment

that is required to give effect to the two focus areas.

There can be no doubt that true accessibility and equitabil-

ity can only be visible in a transformed sport and recreation

sector. It is for this reason that at the core of the NSRP is a

Transformation Charter whose purpose is to transform the

delivery of sport in South Africa and to reap such benefi ts

as the establishment of a competitive and demographic-

ally representative sports system. Aligned to the Charter

is a multi-dimensional Transformation Performance Score-

card that will enable the sports system to measure progress

made towards a transformed sport and recreation sector.

As government, we are proud that in all the activities out-

lined in the NSRP, special emphasis has been placed on

the inclusion, empowerment and promotion of the govern-

ment’s priority groups, namely the youth, the aged, wom-

en, rural communities and people with disabilities. These

groups must be catered for if we truly respect the price

paid by those who laid down their lives for the achieve-

ment of democracy. We therefore owe it to our predeces-

sors, ourselves, and generations to come, to make the

NSRP work. Together, we can.

Thank You

Mr FA Mbalula

Minister: Sport & Recreation South Africa

Thank You

Mr FA Mbalula


5

STATEMENT BY THE DEPUTY MINISTERThe National Sport and Recreation Plan (NSRP) was devel-

oped through an intense and thorough consultative pro-

cess with robust debates and constructive contributions

from all role-players that comprise the sport and recreation

sector in the country.

The leadership and representative membership of the

Steering Committee to oversee the NSRP process, was the

fi rst sign that the national indaba would ultimately develop

the NSRP and would not be another “talk-shop”. Chaired

by myself, the Steering Committee had as its members,

the ministry of Sport & Recreation, all provinces, the South

African Local Government Association (SALGA), SASCOC

and other identifi ed role-players that were seen as critical

to the success of the process.

During the consultation process various reference

documents supplementing the Plan and providing

greater insight regarding the NSRP were identifi ed

and/or developed.

In the provinces consultations took the form of district

and regional workshops that culminated in nine Provin-

cial Izindaba that were attended by nearly 4 000 people.

These workshops and izindaba were attended by a cross

section of our society. Other consultative engagements in-

cluded meetings of the SASCOC Board and its members;

the Portfolio Committee on Sport and Recreation and the

Select Committee on Education and Recreation of the

NCOP; the Social Protection and Human Development

Cluster and Cabinet Committee; the Editors Forum; pub-

lic entities and sports bodies; business sector; civil society;

and former sports leaders.

The consultation process resulted in approximately 1 500 in-

puts that were evaluated by the Evaluation and Drafting Sub-

Committee of the Steering Committee. The Sub-Committee

critically interrogated and evaluated all the remarks, pro-

posed amendments, inputs and recommendations that were

received with a view of compiling a fi nal draft of the NSRP.

Issues where different opinions were expressed were de-

bated in the six topic-specifi c Commissions focusing on: (1)

Recreation/Mass Participation/School Sport; (2) The geo-

political constitutional boundaries versus sport federation

boundaries and sports councils; (3) Facilities; (4) Role de-

marcation at macro level and amateur versus professional

sport; and (5) Transformation. An additional Commission

was also set aside for all (6) non-disputed resolutions.

Deputy Minister Gert Oosthuizen

6


The NSRP was offi cially approved at the National Sport

and Recreation Indaba attended by 693 delegates in

Midrand, Gauteng, on 21 and 22 November 2011. The

Indaba concluded with the signing of the Indaba Declara-

tion by all major role-players and stakeholders.

Although different stakeholders are allocated responsibili-

ties in the NSRP, the Minister, as the authority that has the

legislative powers to oversee the development and man-

agement of sport and recreation in the country, will remain

the custodian of sport and recreation in South Africa. How-

ever, for the NSRP to achieve what it was developed for, all

key role-players have to streamline their implementation

by aligning their planning cycles as well as the strategic

and business plans with the NSRP. Collaborative agree-

ments will also be signed with stakeholders who can assist

with the implementation of the NSRP.

The NSRP is an eight year implementation plan for the

sport and recreation policy framework as captured in the

White Paper. The NSRP will be monitored annually to iden-

tify any hindrances which may negatively impact on effec-

tive implementation. It will be reviewed in 2020.

Due to the complexity and broad application of the NSRP,

it will be implemented in consecutive phases. The compo-

nents of each phase will supplement each other and enrich

previous phases. A thematic approach is envisaged with

relevant themes being adopted each year.

I wish to thank all the individuals and organisations for their

very meaningful contributions to this historic document for

our sector. It is our National Sport and Recreation Plan, let

us implement it together!

Mr GC Oosthuizen M.P.

Deputy Minister: Sport & Recreation South Africa


7

EXECUTIVE SUMMARYThe National Sport and Recreation Plan (NSRP) will be

an eight year sustainable implementation plan for the

sport and recreation policy framework as captured in the

White Paper. Whilst it is envisaged that the White Paper

will remain relevant until 2019, the NSRP will be closely

monitored annually to identify any hindrances which may

negatively impact on implementation. It will be reviewed

in 2020.

The NSRP is the end product of a structured process of

broad consultation and robust debate with a diverse and

encompassing group of stakeholders representing the

South African sport and recreation sector.

The NSRP commences with a background refl ecting his-

torically where we come from and some of the signifi cant

milestones achieved in establishing a democratic, non-

racial sports system for our country. The structure of the

document is outlined in the preamble where-after atten-

tion is given to the process of developing the NSRP and

the legal framework regulating the NSRP.

When describing the Vision 2030 (linked to the National

Development Plan of South Africa) the expected outcomes

and ideal future for a South African sports system are

expressed. A bold vision statement is given followed by a

clear statement of purpose.

Section 1 of the NSRP concludes by identifying the core

values desired to guide the implementation of the NSRP.

Section 2 is essentially the nucleus of the NSRP as it pro-

vides details of the 3 core pillars of implementation: (1)

active nation (2) winning nation (3) enabling environment.

These pillars are underpinned by transversal issues and

utilising sport as a tool to achieve national and global

priorities.

When building an active nation it is clear that no country

can expect to achieve and sustain success at the elite level

without a strong participation base in the community, be-

cause that is where every champion has their beginning.

The NSRP specifi cally focuses on the following strategic

objectives to assist with broadening the base of sport and

recreation in South Africa:

To improve the health and well-being of the na-

tion by providing mass participation opportunities

through active recreation.

To maximise access to sport, recreation and physi-

cal education in every school in South Africa.

To promote participation in sport and recreation by

initiating and implementing targeted campaigns.

In developing a winning nation it is important to improve

international sports successes by supporting athletes at all

levels of participation. The following strategic objectives

aim to achieve this:

To identify and develop talented athletes through

the implementation of a structured system.

To improve the performances of athletes and

coaches by providing them with access to a

comprehensive range of support programmes.

To develop talented athletes by providing them

with opportunities to participate and excel in

domestic competitions.

To develop elite athletes by providing them

with opportunities to excel at international

competitions.

To acknowledge the achievements of individuals

and teams within the South African sport and

recreation sector through the establishment of a

recognition system.

The term “athlete” in the NSRP is a generic ref-erence for all people participating in sport and recreation.

8


Achieving an active and winning nation is underpinned

by an enabling environment with the following strategic

objectives:

To ensure that South African sport and recreation

is supported by adequate and well maintained

facilities.

To provide formal sports participation opportuni-

ties through an integrated and sustainable club

structure.

To integrate the development of South African

sport at provincial and local levels through

functional sports councils.

To provide athletes with a forum to address their

needs.

To support and empower South African coaches.

To support and empower South African administra-

tors and technical offi cials.

To support the development of South African sport

through a coordinated academy system.

To provide National Federations (NFs) with admin-

istrative and governance support through the me-

dium of a Sports House.

To empower the sport and recreation sector with

relevant information through the establishment of a

Sports Information Centre.

To empower the human resource base through the

provision of accredited education and training

programmes.

To empower volunteers to adequately support the

South African sports system.

To ensure that South African sport and recreation

benefi t from strategic international relations.

To secure and effi ciently manage fi nancial resources

to optimally support sport and recreation.

To capitalise on the impact that broadcasting and

sponsorship have on the development of sport and

recreation.

Integral to campaigning for and supporting an active and

winning nation are fi ve transversal issues which permeate

every building block of the NSRP, and are considered non-

negotiable imperatives. The transversal issues have the fol-

lowing strategic objectives:

To ensure that equal opportunities exist for all

South Africans to participate and excel in sport

and recreation through the adoption of deliberate

transformation initiatives.

To maximise the return on investment by prior-

itising sporting codes best suited to broadening

the participation base or achieving international

success.

To ensure that the South African sport and recrea-

tion sector is globally respected for its high values

and ethical behaviour.

To contribute to improved governance in sport

through an alignment of provincial sports bounda-

ries with the country’s geo-political boundaries.

To protect the rights and interests of talented

athletes under 18 years of age by providing clear

guidelines on amateur and professional sport.

Section two concludes with a review of using sport as a

tool to support and achieve a diverse range of national

and global priorities with the following strategic objectives:

To use sport and recreation as a medium to attract

tourists to South Africa.

To use sport and recreation as a mechanism for

achieving peace and development.

To ensure that participation in sport and recrea-

tion activities is conducted in an environmentally

sustainable manner and to use sport as a tool for

communicating environmental messages and

encouraging actions to clean up the environment.

To capitalise on the numerous benefi ts derived from

participating in sport and recreation as a mechanism

towards achieving and supporting the priorities of

National Government. This includes among others:


9

To build the sports economy to effectively

contribute to shared economic growth and

development in South Africa, including

through the creation of decent work.

To use sport and recreation as a medium

for building social cohesion and sustainable

communities.

To harness the nation-building characteris-

tics of sport and recreation.

To use sport and recreation as a medium of

building a healthy nation.

Section 3 of the NSRP provides clarity on the demarca-

tion of roles and responsibilities of the stakeholders in

the sector.

Section 4 offers a conclusion that details a way forward in

terms of:

Planning, monitoring and budgeting cycles

Collaborative agreements

Coordination and cooperation

Restructuring

Marketing and communication.

Minister Fikile Mbalula and Deputy Minister Gert Oosthuizen at the National Sport and Recreation Indaba

10


SECTION 1: INTRODUCTIONBackground

The apartheid era in South Africa, which ended in 1994

when the country held its fi rst ever democratic elections,

was characterised by numerous discriminatory laws and

practices based on race. The sport and recreation sector

did not escape the scourge of legalised, institutionalised

and non-institutionalised racial practices.

The vast majority of Blacks (i.e. African, Indian and Col-

oured people) did not have equal access to competitive or

recreational sports opportunities at school or community

levels. There was little or no investment into sports infra-

structure, equipment, attire, development, talent identifi -

cation and/or activities for previously disadvantaged pop-

ulation groups. At the same time, apartheid South Africa

was subjected to international sporting sanctions which

isolated the country and its White athletes from interna-

tional competition.

Irrespective of these racial practices various sports organi-

sations tirelessly fought for establishing a sports system

free of discrimination and that would provide equal partici-

pation opportunities for all South Africans. This was done

through the dedicated leadership and work of organisa-

tions such as the South African Council on Sport (SACOS),

the South African Non-Racial Olympic Committee (SAN-

ROC), National Olympic Committee of South Africa (NOC-

SA) and the National Sports Council (NSC).

In 1993, the NSC convened a “Vision for Sport” national

sports conference. The NSC was established to unify sports

structures; develop a national sports policy and facilitate

equitable development of sport in a democratic South

Africa. The sports development pyramid or continuum of

foundation, participation, performance and excellence

phases was mooted at this conference. This approach,

as well as the outcomes of the conference, was included

in the democratic government’s fi rst discussion paper on

sport entitled “Getting the Nation to Play”.

The advent of democracy in 1994 ushered in signifi cant

changes to policies and legislation that impacted on all

sectors of society and that addressed all aspects of politi-

cal, social-economic and human rights of people. All the

changes were driven by the democratic government’s goal

of transforming South Africa into a free, just and equitable

society that meets the needs of its people by creating a

better life for all.

The new democratic government of South Africa, under the leadership of the African National Con-gress (ANC) as the ruling party, consolidated the efforts of SACOS, SANROC and the NSC by build-ing a democratic sports system that addressed the imbalances of the past.

The process of unifying South African sports bodies was

institutionally achieved in the early nineties.

Given government’s understanding of the important so-

cio-economic and developmental role of sport, this sector

was identifi ed as needing to be transformed to, amongst

others, increase and ensure equitable access to all sport-

ing opportunities; develop and build the sports economy;

increase the social development impact of sport; harness

and further develop the competitive abilities of South Af-

rican sports persons to participate in international sports

competitions and for the sector to refl ect the demograph-

ics of the country.

In 1996, the late Minister of Sport and Recreation, Mr S.V.

Tshwete released a White Paper on sport and recreation.

The White Paper was the fi rst offi cial policy on sport and

recreation since the establishment of this Ministry on 1

July 1994. Five years after the fi rst White Paper on sport

and recreation was released, it was revised and updated

to take into account new developments in the sport and

recreation sector.

At the end of 2000, the then Minister of Sport and Rec-

reation, Mr B.M.N. Balfour appointed a Ministerial Task

Team (MTT) to investigate factors that negatively impact


11

on South Africa’s performance in high performance sport

at an international level. This initiative was partly motivated

by the perception that South Africa performed poorly at

the Sydney 2000 Olympic Games. Although the MTT was

tasked with focusing on high performance or elite sport;

its report and recommendations addressed improving the

overall sports system in South Africa.

The Cabinet approval of the MTT report towards the end

of 2003 paved the way for the rationalisation of South Af-

rican sport with a reduction of seven umbrella bodies to

only two, namely a fully fl edged Department of Sport and

Recreation to deal with mass participation and a non-gov-

ernmental sports organisation to assume the coordinating

responsibility for high performance sport. The former enti-

ties at a macro-level comprised the following:

Sport and Recreation South Africa (SRSA)

South African Sports Commission (SASC)

National Olympic Committee of South Africa

(NOCSA)

Disability Sport South Africa (DISSA)

South African Commonwealth Games Association

(SACGA)

South African Students Sports Union (SASSU)

United School Sports Association of South Africa

(USSASA).

In 2004, the South African Sports Commission Act was re-

pealed and the South African Sports Confederation and

Olympic Committee (SASCOC) was established.

It is important to note that where there is reference to “SASCOC” in the NSRP it in-cludes the National Federations as well as the Provincial Sports Councils affi liated to SASCOC.

The 2001 revised White Paper does not refl ect the institu-

tional changes made in 2004. Nor does it adequately re-

fl ect government’s understanding of transformation of the

sport and recreation sector based on the sector’s role in

social development, the sports economy, sport as a right,

sport in development and peace, sport and the environ-

ment, an outcomes-based approach to governance and

the proactive role of a developmental government.

The third revision of the White Paper addresses the afore-

mentioned issues. The process of updating the White

Paper was fi nalised in 2012 together with the development

of a Road Map that outlined priority areas for sport and

recreation. These documents form the basis for the devel-

opment of government’s fi rst ever National Sport and Rec-

reation Plan, nurturing a vibrant sports system that encour-

ages growth and development of the sports sector and the

equitable delivery of sport to all to ensure that South Africa

is both “An Active and a Winning Nation”.

Preamble

In South Africa we have experienced how sport can benefi t from and exploit social and economic opportunities.

This was experienced, for example, when South Africa won

the IRB Rugby World Cup in 1995 and 2007 and more specif-

ically during the 2010 FIFA World CupTM. To build on these

positive experiences it is essential to have an integrated, co-

ordinated, functional and performance oriented sports sys-

tem in place. The NSRP is the foundation of such a system.

The strategic focus of the NSRP is to reconstruct and revitalise the delivery of sport and recreation towards building an active and winning nation that

equitably improves the lives of all South Africans.

The NSRP is the implementation plan of the policy

framework for sport and recreation as captured in the

revised White Paper. In other words the White Paper deter-

mines the “what” and the NSRP the “how”.

Worldwide strategies are focused on increasing levels of

participation in sport and recreation, as well as achieving

success in high profi le sports. The benefi ts of this approach,

for South Africa, are refl ected in a document entitled a “Case

for Sport”, published by Sport and Recreation South Africa

(SRSA) in December 2009. The NSRP not only focuses on

these two internationally recognised pillars for any success-

ful sports system but extrapolates on the enabling environ-

ment that is required to give effect to the two focus areas.

12


phases. A thematic approach is envisaged with rele-

vant themes being adopted each year.

Process of developing the National Sport and Recreation Plan (NSRP)

The NSRP represents a truly “bottoms-up” plan for trans-

forming the delivery of sport and recreation in South Af-

rica. It was developed through an intense and thorough

consultative process with robust debates and constructive

contributions from all role-players that comprise the sport

and recreation sector in the country. Highlights of the pro-

cess in 2011 were:

At a Departmental strategic workshop from 10 – 12

January delegates agreed to organise a National

Sport and Recreation Indaba to fi nalise South Af-

rica’s fi rst NSRP.

Minister Fikile Mbalula appointed a Steering Com-

mittee to oversee the NSRP process, with Deputy

Minister Gert Oosthuizen as the Committee Chair-

person. The fi rst meeting of the Steering Commit-

tee was held on 4 February. All Provinces, the South

African Local Government Association (SALGA),

SASCOC and other identifi ed role-players were

represented on the Steering Committee.

The concept of the NSRP and Indaba was launched

through the media to stimulate public debate on 5

April.

Also in April the SRSA website was used to encour-

age public participation and inputs to the NSRP. An

“Indaba Opinion Piece” on the National Indaba

was also released to stimulate debate.

The draft NSRP was fi nalised in May and distributed

for comments and inputs.

The fi rst draft of the Transformation Charter accom-

panied by a Scorecard was fi nalised in June and dis-

tributed for comments and inputs.

A briefi ng session on the NSRP was held with SRSA

staff on 15 August.

At the heart of the NSRP is a Transformation Charter

and a multi-dimensional Transformation Performance

Scorecard. The purpose of the Charter is to transform

the delivery of sport in South Africa to reap benefi ts such

as the establishment of a competitive and demographi-

cally representative sports system guided by the values of

equal opportunity, fairness and just behaviour, equitable

resource distribution, empowerment, and affi rmation. The

implementation, management and monitoring of sport’s

transformation is supported by a scorecard that will enable

the sports system to measure where it is in its transforma-

tion journey, whether it is improving and to set targets.

The NSRP provides for the different stages of a long term

participant development plan. This includes, among oth-

ers the physical, mental, emotional, and cognitive devel-

opment of athletes within the entire sports development

continuum, including athletes with a disability. (Also see

the reference document “South African Sport for Life –

Long Term Participant Development”.)

In all the activities, as outlined in the NSRP, special emphasis is put on the inclusion, empowerment and promotion of GOVERNMENT’S PRIORITY GROUPS, namely the youth, the aged, women,

rural communities and people with disabilities.

Without a coordinated, integrated and aligned nation-

al sports system within which all component parts are

focused towards a common set of goals and ob-

jectives, the potential value of sport to the South

African society cannot be fully realised. To en-

sure a collective buy-in and to streamline imple-

mentation towards common objectives, it is im-

portant that role-players align their strategic and

business plans with the NSRP and that planning

cycles, as far as is possible, are also aligned.

Due to the complexity and broad application of the

NSRP it is foreseeable that it will be implemented

in consecutive phases. The components of each

phase will supplement each other and enrich previous


13

The NSRP was debated at meetings of SASCOC in

East London on 16 April and in Rustenburg on 26

August. These interactions provided all recognised

National Federations with the opportunity to make

inputs on the NSRP.

A presentation on the NSRP was done to the Port-

folio Committee on Sport and Recreation on 23

August and a week later to the Standing Commit-

tee on Education and Recreation of the National

Council of Provinces.

In September the NSRP was presented to the

Social Protection and Human Development Cluster

and Cabinet Committee.

The following consultations took place with specifi c

interest groups towards the end of 2011:

The Editors Forum on 27 October.

Public entities and sports bodies on

8 November.

Business sector on 11 November.

Civil society on 12 November.

Former sports leaders on 16 November.

Executive Board of SASCOC on 18 November.

During the consultation process various reference docu-

ments supplementing the Plan and providing greater

insight regarding the NSRP were identifi ed and/or

developed.

In the provinces consultations took the form of district

and regional workshops that culminated in nine Provincial

Izindaba that were attended by nearly 5 000 people. The

following table summarises the consultations that were

organised by the provincial governments and by SASCOC:

Date 2011 Event Venue Participants

23-24 July Mpumalanga Izindaba Mbombela 227

30 July Western Cape Izindaba Cape Town 227

3 August Gauteng Izindaba Johannesburg 900

5-6 August Free State Izindaba Bloemfontein 710

11-12 August KZN Izindaba Durban 1 045

12-14 August Limpopo Izindaba Bela Bela 200

13 August Eastern Cape Izindaba East London 59

19 August Northern Cape Izindaba Kimberley 706

26 August SASCOC Indaba Rustenburg 99

16-17 September North West Izindaba Klerksdorp 429

TOTAL 4 602

14


At the meeting of the Steering Committee of 01 August

2011 representatives from the following institutions were

appointed to serve on an Evaluation and Drafting Sub-

Committee:

SRSA

The Ministry

Provincial Government

SALGA and

SASCOC.

The main purpose of the Evaluation and Drafting Sub-

Committee was to critically interrogate and evaluate all

the remarks, proposed amendments, inputs and recom-

mendations received with a view of compiling a fi nal draft

NSRP. Approximately 1 500 inputs were evaluated. Of the

inputs received there was consensus and support for more

than 90% of the NSRP. The issues where different opinions

were expressed were debated in the following six Com-

missions at the National Sport and Recreation Indaba that

took place at the Gallagher Convention Centre in Midrand

on 21 and 22 November 2011:

Commission One: Recreation/Mass Participation/

School Sport.

Commission Two: The geo-political constitutional

boundaries versus sports federation boundaries

and sports councils.

Commission Three: Facilities.

Commission Four: Role demarcation at macro level

and amateur versus professional sport.

Commission Five: Transformation.

Commission Six: All non-disputed resolutions.

The NSRP was offi cially approved at the National Sport

and Recreation Indaba attended by 693 people (against a

planned 500) with the understanding that the NSRP must

be aligned with the resolutions adopted at the Indaba by

31 January 2012.

The National Sport and Recreation Indaba was concluded

with the signing of an all-important Indaba Declaration by

all major role-players. In the Declaration the delegates ex-

pressed the belief that among others:

“The NSRP has the potential to reconstruct and revitalise the delivery of sport and recreation to-wards building an active and winning nation that equitably improves the lives of all South Africans.”

Legal framework

The NSRP was formulated within the framework of non-

racial, non-sexist and democratic principles as enshrined in

our Constitution. In this regard sport and recreation should

be seen as an integral part of transforming our society.

Although different stakeholders are allocated responsibili-

ties in the NSRP, the Minister will remain the custodian of

sport and recreation in South Africa. The Minister has the

legislative powers to oversee the development and man-

agement of sport and recreation in the country. The Minis-

ter is therefore the principal authority of Government with

regards to all sport and recreation matters. This, however,

does not negate his/her right to enter into Service Level

Agreements (SLAs) with delivery agents identifi ed in the

NSRP.

The following are some of the most important legal frame-

works according to which the NSRP was developed and

will be implemented:

Constitution of the Republic of South Africa, 1996;

National Sport and Recreation Act, 1998 (Act

No.110 of 1998 as amended);

South African Institute for Drug-Free Sport Act,

1997 (Act No. 14 of 1997 as amended);

South African Boxing Act, 2001 (Act No. 11 of 2001);

Intergovernmental Relations Framework Act, 2005

(Act No. 13 of 2005);

Lotteries Act, 1997 (Act No. 57 of 1997);

SA Schools Act, 1996 (Act No. 84 of 1996); and

Public Finance Management Act, 1999 (Act No. 1 of

1999 as amended).


15

With the NSRP offi cially approved it may be necessary to

review the National Sport and Recreation Act 1998, (Act

No.110 of 1998 as amended in 2007) as well as to amend

and/or promulgate further legislation.

Vision 2030

In support of the National Development Plan the sports

sector has developed its own vision for 2030. The following

expected outcomes and “ideal future” for a South African

sports system by 2030 are fully described in the White

Paper for sport and recreation.

VISION 2030

Good coporate governance

Ethical and drug-free sport

Sport and recreation a signifi cant contributor to the country’s GDP

Career paths in sport and recreation

SA a choice destination for major events and sports tourism

Increased levels of national unity and socially cohesive communities

80% of the priority NFs in the top 3 positions in world rankings

50% of all South Africans partici-pating in sport or active recreation

A sport and recreation sector working in harmony

Adequate resources

Physical education and sport in all schools

Sustainable talent identifi cation, nurturing and development

Transformation achieved

Suffi cient sports facilities

Skilled and qualifi ed sport and recreation practitioners

SA a leader in world sport and recreation, including sports research

16


In working towards the achievement of the 2030 ideal sports

system the following vision and mission will be pursued:

Vision statement“An Active and Winning Nation”

Statement of purpose (Mission) “To transform the delivery of sport and recrea-tion by ensuring equitable access, development and excellence at all levels of participation and to harness the socio-economic contributions that can create a better life for all South Africans.”

Core values of the envisaged sports system

The value system considers sport at every level from the

school and community playing fi elds to the highest level

of international competition. It represents a set of core

values, generally accepted by the sports system, guides

day-to-day behaviour, and collectively helps to create the

“ideal future” for the sports system. These values include:

Accessibility: Sport is available to all. Geographical loca-

tion, economic status, age, gender, ability, disability, lan-

guage and other elements of a society’s diversity does not

infringe on the opportunity to participate in sport.

Athlete-centeredness: At the core of the sports system,

athletes are supported in a holistic way – with care for the

individual’s growth and development, physical, moral,

emotional and spiritual health. Every part of the system

is devoted to the long-term welfare and improvement of

athletes.

Coach driven: The system is guided by well-trained and

experienced coaches.

Equitability: Every individual should have an equal op-

portunity to make for him/herself the life that he/she is

able and wishes to have, consistent with his or her duties

and obligations as a member of society without being

hindered in or prevented from doing so by discriminatory

practices. Equitable treatment is a fundamental value for

all participating in sport.

Ethics: Ethics are the essence of sport. The implementa-

tion of the NSRP will be underpinned by a Code of Con-

duct addressing issues such as playing fair, following the

rules, respecting your competitor, being tolerant of others

and participating in sport and recreation free of drugs and

illegal substances.

Excellence: There must be a commitment to excellence at

all levels in all endeavours.

Fairness: Sports people believe fairness and fair play are

inextricably linked to the positive sports experience and

must shape the institutions, organisations and administra-

tors governing sport. Fairness pervades the entire sports

system.

Shared leadership: Responsibility for sport is shared by

many partners including governments, sports organisa-

tions and education within a seamless sports continuum

that demands collaboration and shared leadership by all

partners.

Unifi ed purpose: This sports system is for the benefi t of

the nation as a whole. There must be a unifi ed direction

covering all elements of the system; it must be centrally

driven, implemented at provincial and local level, with no

duplication, to give the best value possible for the funding

available.


17

SECTION 2: COMPONENTS OF THE NSRPWorldwide sports strategies are focused on increasing

levels of participation in sport and recreation, as well as

achieving success at an international level. The NSRP

focuses on these two internationally recognised pillars

supporting a successful sports system as well as creating

an enabling environment underpinning participation in

sport and recreation. Due consideration is given to the

history of the country and the importance of addressing

the imbalances that are still perceptible in our society

through the adoption of transversal issues. The NSRP

also acknowledges the role of sport as a tool to achieve

national and global priorities.

In essence the NSRP details the programmes, projects

and activities that will be undertaken by all role-players

that comprise the South Africa sports sector to achieve

the vision, mission and strategic objectives of the White

Paper on sport and recreation, i.e. an active nation, a win-

ning nation and the creation of an enabling environment

to achieve an active and winning sporting nation.

ACTIVE NATION

This pillar comprises of three strategic objectives, namely:

Recreation;

School Sport; and

Participation Promotion Campaigns.

No country can expect to achieve and sustain success at an elite level without a strong participation base in the community, as that is the beginning for every champion.

“As a tool for health-enhancing physical activity, the sports

movement has a greater infl uence than any other social

movement.” SRSA fully agrees with this statement of the

European Commission as captured in its 2007 White Paper

on Sport.

The NSRP paves the way to ensure that as many South

Africans as possible have access to sport and recreation, es-

pecially those from previously disadvantaged communities.

18


Performance indicator:

Percentage of the population actively participating

in sport and recreation.

Although documented in the White Paper on sport and

recreation, it is perhaps pertinent to reiterate what is

meant when referring to the terms “sport” and “recrea-

tion” by means of the following diagram:

SPORT PASSIVE RECREATION

ACTIVE RECREATION Physical exertion

Rule bound Element of competition

(club to international)

External rewards Physically and mentally

benefi cial Has economic benefi ts

Casual or organised Facility dependant

Contributes to social outcomes

(including nation building)

Rules, somewhat fl exible Compete against self or nature

Physically and mentally benefi cial

In leisure time Voluntary participation

Not rule-bound Non-competitive

Overlap with other areas eg: arts and culture; education Purely for fun an enjoyment

Examples: Walking, jogging, hop scotch, adventure,

skipping (kgati)

Examples: Soccer, Net-ball, Swimming, Cricket,

Hockey, Rugby

Examples: Knitting, sewing, bird watching, lis-

tening to music, watching movies,

playing computer games

As the focus of the NSRP is the physical well-being of the

nation, it will focus on supporting sport and active recrea-

tion as illustrated below.


19

Recreation

Strategic objective 1: To improve the health and well-being of the nation by providing mass participation opportunities through active recreation.

Recreation plays a pivotal role in improving the health and

well being of an individual, creating liveable communities

and promoting social cohesion. In terms of the Universal

Declaration of Human Rights (Article 24), all people have a

basic human right to recreation activities.

Recreation and sports development are two clearly distin-

guishable terms and mass participation is applicable to

both. Sports development includes regulated, formalised

and structured activity whilst recreation consists of activi-

ties aimed at having fun and participation and which is by

individual choice.

There is a need to use active recreation programmes as a

means to develop citizenship values in young people and

to teach them how to make a valuable contribution to their

communities. Active recreation programmes should be

designed to reach broad sectors of the population, includ-

ing marginalised groups, affording them access to partici-

pation and a share in the wider sports community.

The NSRP recognises that recreation is a signifi cant part of any nation’s culture, leisure time, health, economy and education.

People directly involved will benefi t from a signifi cantly

enhanced quality of life. The physical activities people

engage in, how they are integrated into community life,

the values expressed through them and how they are cel-

ebrated; help defi ne individuals, groups, communities and

a nation.

Recreational opportunities provide personal benefi ts such

as self fulfi lment and developing personal relationships,

as well as social benefi ts such as improving social integra-

tion, developing community and cultural identity. Regular

and structured recreational activities can assist in address-

ing the social challenges of delinquency, crime, alcohol and

substance abuse, domestic violence as well as health issues

such as cardiac diseases, diabetes, obesity and HIV and

AIDS.

To increase an interest in participating in recreation

creative opportunities, programmes and campaigns need

to be available to stimulate and meet the needs of diverse

segments of the population.

Through active recreation programmes the NSRP aims to:

Facilitate opportunities where communities can

participate in various physical activities.

Reinforce a positive attitude in our youth thereby

bringing about positive behavioural change.

Ensure synergy between school and community

initiatives.

Continue the legacy of the 2010 FIFA World CupTM.

Interrogate options to ensure that programmes are

having the most effective impact.

Performance Indicators:

Number of active recreation events organised and

implemented.

Number of active recreation participants in events

organised and implemented.

20


Implementation plan Output Key Activities Responsible Delivery

Partners

Timeline

National Recreation Advisory Committee

Appoint experts to serve on a National Recreation Advi-sory Committee.

SRSA - 2012

Database of key stake-holders

Engage with key stakeholders on active recreation issues and compile a contact list of relevant role-players.

SRSA Advisory Commit-tee

2012

Integrated programme of recreation events

Agree on active recreation programmes. Prepare a calendar of major recreation events and provide programme details. Promote recreation holistically in the sector.Strengthen partnerships with recreational agencies and Non-Governmental Organisations (NGOs) to deliver effec-tive programmes to communities. Utilise parks and open spaces for recreation activities.

SRSA Prov GovDOH DSDSASCOCNGO’s

2012

Participa-tion baseline study

Ascertain current participation baselines available.Initiate research to determine the percentage of South Africans actively participating in sport and recreation.

SRSA SASCOC 2012

Community structures

Facilitate the establishment of community sport and rec-reation hubs and clubs that integrate into NF structures.

SRSA Prov Gov Local GovSASCOC

2012

Audit the location of hubs. (A hub is a platform or vehicle to encourage mass participation in sport and recreation activities in order to promote active and healthy life-styles amongst all age groups and abilities.)

SRSA Prov GovLocal GovSASCOC

2012

Procure and develop a Geographical Information System (GIS) for hubs, clubs established and schools.


2013

Convert hubs into self sustainable entities like Community Based Organisations (CBOs), Non Profi t Organisations (NPOs) or NGOs.

SRSA Prov GovLocal GovNGOs

On going

Implement outreach programmes for vulnerable and previously marginalised groups through hubs.

SRSA Prov GovLocal Gov

On going


21

Output Key Activities Responsible Delivery

Partners

Timeline

Sport for development network

Identify and implement a network of NGOs/CBOs/ NPOs that contribute to sport for development and behavioural change.


2012

Basic sports capacity development and commu-nity outreach

Develop training tools for sports development. SRSA SASCOC 2012

Support the delivery of community outreach programmes (Range of focus could include tertiary institutions).

SRSA Prov GovLocal GovCBOs

On going

Mass Par-ticipation Programme Appraisal

Review the Mass Participation Programme (MPP) to improve its role in sports development and addressing transformation.

SRSA Prov Gov 2012

Annual Na-tional Youth Camps

Organise National Youth Camps in all Provinces. Ensure a special focus on unemployed youth and children living on the streets.Empower youth leaders to run Youth Camps.Tap into international agreements to action exchange programmes.


2012On going

SA Games replaced

Replace SA Games with Youth Camps and the National School Sport Championships.

SRSA Prov GovSASCOC

2012On going

22


School sport

Strategic objective 2: To maximise access to sport, recreation and physical education in every school in South Africa.

The promotion of sport and physical education at schools

plays an important role in creating motivation for, and

commitment to life-long participation. Evidence exists

that sport and physical activity can benefi t education,

however this has not been fully capitalised upon since our

democracy in 1994.

It is acknowledged that sport presents the child at school with life skills in a way unsurpassed by any other activity.

Various initiatives with the private sector could assist in the

implementation of sport in school projects. School sport

has a valuable contribution to make in the development

and transformation of sport but it is not an all-encompass-

ing solution. In addition, sports schools have the potential

to maximise the sports potential of learners and to be-

come the hub for sports development.

In the delivery of school sport the cooperation and clear

role demarcation between all the relevant role-players is

fundamental. This cooperation should be based on Con-

stitutional and legal frameworks.

Performance indicators:

Number of learners participating in school sport.

Number of educators trained and delivering school

sports programmes.

Number of schools with school sports programmes.


23

24


Implementation plan

Output Key Activities Res-ponsible

Delivery Partners

Timeline

School sport implementation

Conduct an audit of basic movement skills of South African children. DBE SRSA 2012

Ensure that Physical Education (PE) is compulsory and a stand alone subject in the school curriculum. This encompasses:

Re-introducing PE as a curriculum subject/outcome with requisite time.

Appointing educators qualifi ed in PE (not embedded in Life Orientation).

Assessing the capacity of educators to deliver PE and sports specifi c training.

Re-skilling/up-skilling educators to deliver PE.

Resourcing schools with the requisite PE equipment.

DBE SRSA 2012On going

Enforce the delivery of sport in all schools based on an approved School Sports Policy. DBE SGB’s 2012On going

Implement a vibrant extra-mural sports programme at all schools as per Section 21(b) of the Schools Act (in conjunction with school governing bodies).

DBE SRSAProv GovSASCOC

2012On going

Implement a weekly structured school sports league programme in priority codes in conjunction with NFs. (NFs are the custodians of their codes but at the same time are accountable to their stakeholders.)


2012On going

Identify innovative programmes to support the school sports development programmes (resuscitate the concept of “Wednesday sport”).

DBE SRSA Prov GovSASCOC

2012On going

Saturday leagues must be introduced by NFs to encourage parental involvement. SASCOC SRSADBE

2012

Identify and support priority codes played at schools to ensure that school sport contributes to the development of sport in line with national priorities. Ensure that there are coaches at all schools dedi-cated to the priority NFs.

SRSA DBESASCOC

2012

Ensure that NFs develop programmes to roll out the school sports priority codes in schools. SASCOC SRSADBE

2012

Ensure that preference is given to priority NFs when facilities, equipment and other resources are provided at schools.


2012On going

Encourage NFs (not currently part of the school sports programme) to take initiative for the inclusion of their codes in school sports programmes. The school sports structures must become affi liates of the federations ensuring that all programmes are streamlined.

SASCOC SRSA DBEProv Gov

2013On going

Include and acknowledge school sport within the Long Term Athlete Development Plan. SASCOC SRSA DBEProv Gov

2012On going

Support Talent Identifi cation and Development (TID) and the culmination of school sports events into the National School Sport Championships. (All schools will be eligible to participate in these Championships.)

SRSA DBEProv GovSASCOC

2012On going

Ensure that talented athletes who emerge and display potential to win medals are given full support. SASCOC 2013On going

Encourage students at tertiary institutions and sports legends to do volunteer work in school sport. DHE SRSADBESASCOC

2012On going

Develop guidelines on parent behaviour at school sport events and make them available to parents. SRSA DBE 2012

Ensure that clear reporting lines are followed in relation to all stakeholders by NFs, municipalities, sports councils and school code structures to facilitate the smooth and effi cient delivery of both school and community sport.

SRSA DBEProv GovLocal GovSASCOC

2012On going

25

Implementation plan


Delivery Partners

Timeline

School sport implementation

Conduct an audit of basic movement skills of South African children. DBE SRSA 2012

Ensure that Physical Education (PE) is compulsory and a stand alone subject in the school curriculum. This encompasses:

Re-introducing PE as a curriculum subject/outcome with requisite time.

Appointing educators qualifi ed in PE (not embedded in Life Orientation).

Assessing the capacity of educators to deliver PE and sports specifi c training.

Re-skilling/up-skilling educators to deliver PE.

Resourcing schools with the requisite PE equipment.

DBE SRSA 2012On going

Enforce the delivery of sport in all schools based on an approved School Sports Policy. DBE SGB’s 2012On going

Implement a vibrant extra-mural sports programme at all schools as per Section 21(b) of the Schools Act (in conjunction with school governing bodies).


2012On going

Implement a weekly structured school sports league programme in priority codes in conjunction with NFs. (NFs are the custodians of their codes but at the same time are accountable to their stakeholders.)


2012On going

Identify innovative programmes to support the school sports development programmes (resuscitate the concept of “Wednesday sport”).


2012On going

Saturday leagues must be introduced by NFs to encourage parental involvement. SASCOC SRSADBE

2012

Identify and support priority codes played at schools to ensure that school sport contributes to the development of sport in line with national priorities. Ensure that there are coaches at all schools dedi-cated to the priority NFs.

SRSA DBESASCOC

2012

Ensure that NFs develop programmes to roll out the school sports priority codes in schools. SASCOC SRSADBE

2012

Ensure that preference is given to priority NFs when facilities, equipment and other resources are provided at schools.


2012On going

Encourage NFs (not currently part of the school sports programme) to take initiative for the inclusion of their codes in school sports programmes. The school sports structures must become affi liates of the federations ensuring that all programmes are streamlined.

SASCOC SRSA DBEProv Gov

2013On going

Include and acknowledge school sport within the Long Term Athlete Development Plan. SASCOC SRSA DBEProv Gov

2012On going

Support Talent Identifi cation and Development (TID) and the culmination of school sports events into the National School Sport Championships. (All schools will be eligible to participate in these Championships.)


2012On going

Ensure that talented athletes who emerge and display potential to win medals are given full support. SASCOC 2013On going

Encourage students at tertiary institutions and sports legends to do volunteer work in school sport. DHE SRSADBESASCOC

2012On going

Develop guidelines on parent behaviour at school sport events and make them available to parents. SRSA DBE 2012

Ensure that clear reporting lines are followed in relation to all stakeholders by NFs, municipalities, sports councils and school code structures to facilitate the smooth and effi cient delivery of both school and community sport.

SRSA DBEProv GovLocal GovSASCOC

2012On going

Indaba Programme Director: Mr Mthobi Tyamzashe

26



Delivery Partners

Timeline

School sport training Empower individuals (educators or volunteers) in code specifi c coaching, technical offi ciating, team management and sports administration in line with the SA Coaching Framework.

SASCOC SRSADBEProv Gov

2012On going

Support the delivery of sports leadership and administration training for educators to promote their involvement in clubs and civil society structures.


2013On going

Develop a database to track the development of all educators and volunteers that are trained.

SASCOC SRSADBE

2013

Engage the Ministry of Higher Education and Training to incorporate physical education, sport and other extra-mural education into the teacher training curriculum to ensure a supply of quality educators.

SRSA DHET 2012On going

Action international study tours to integrate best practice in delivering school sport.


2012On going

Unifi ed school sport structures

Audit the governance and structure of school sport at all levels using a standardised monitoring tool.

SRSA DBEProvinces HSRCSASCOC

2012

Establish school sport code committees (comprised of educators) at a provincial and national level and include coordinating structures.


2012

Appoint permanent sports coordinators to support clusters of schools at area, district, regional and provincial offi ces.


2012

Address access and shared usage of school and municipal facilities. SRSA DBEProv GovLocal Gov

2012On going

Develop sports focus schools to support clusters of schools and establish at least one well-resourced sports focus school in each province to support the development of talented athletes that are in school as part of a catch-up strategy and to impact on transformation.

DBE SRSAProv GovLocal GovSASCOC

2013

School sport impact Develop an annual report that measures the impact of the school sports programme in meeting government priorities.

SRSA SASCOCDBE

2012On going

Memoranda of Understanding (MoU)

Sign a MoU with the Department of Health (DOH) to develop programmes on nutrition to overcome obesity amongst learners and enforce healthy meals in schools.

SRSA DOH 2012

Legislative compliance

Ensure that relevant legislation impacting on school children (i.e. Safety at Sport and Recreation Events Act) is complied with.


2012On going

27


Delivery Partners

Timeline

School sport training Empower individuals (educators or volunteers) in code specifi c coaching, technical offi ciating, team management and sports administration in line with the SA Coaching Framework.


2012On going

Support the delivery of sports leadership and administration training for educators to promote their involvement in clubs and civil society structures.


2013On going

Develop a database to track the development of all educators and volunteers that are trained.

SASCOC SRSADBE

2013

Engage the Ministry of Higher Education and Training to incorporate physical education, sport and other extra-mural education into the teacher training curriculum to ensure a supply of quality educators.

SRSA DHET 2012On going

Action international study tours to integrate best practice in delivering school sport.


2012On going

Unifi ed school sport structures

Audit the governance and structure of school sport at all levels using a standardised monitoring tool.

SRSA DBEProvinces HSRCSASCOC

2012

Establish school sport code committees (comprised of educators) at a provincial and national level and include coordinating structures.


2012

Appoint permanent sports coordinators to support clusters of schools at area, district, regional and provincial offi ces.


2012

Address access and shared usage of school and municipal facilities. SRSA DBEProv GovLocal Gov

2012On going

Develop sports focus schools to support clusters of schools and establish at least one well-resourced sports focus school in each province to support the development of talented athletes that are in school as part of a catch-up strategy and to impact on transformation.

DBE SRSAProv GovLocal GovSASCOC

2013

School sport impact Develop an annual report that measures the impact of the school sports programme in meeting government priorities.

SRSA SASCOCDBE

2012On going

Memoranda of Understanding (MoU)

Sign a MoU with the Department of Health (DOH) to develop programmes on nutrition to overcome obesity amongst learners and enforce healthy meals in schools.

SRSA DOH 2012

Legislative compliance

Ensure that relevant legislation impacting on school children (i.e. Safety at Sport and Recreation Events Act) is complied with.


2012On going

28


Participation promotion campaigns

Strategic objective 3: To promote participation in sport and recreation by initiating and implement-ing targeted campaigns.

Innovative campaigns targeting the inactive sectors of our

society need to be actioned.

The average employed South African spends about 45 hours

at work per week, making it advisable to maintain a healthy

work / life balance. Wellness programmes are important

tools to establish this balance. Inactive employees are sus-

ceptible to developing chronic non-communicable diseases.

Employees without the opportunity to participate in wellness programmes may develop serious illnesses and could fi nd themselves on long-term disability or be forced to discontinue work-ing entirely.


Number of sport and recreation promotion

campaigns launched.

Number of NFs offering modifi ed sports

programmes.

Number of private and public sector leagues

established.

Sports leaders at the National Sport and Recreation Indaba


29

Implementation plan

Output Key Activities Respon-sible

Delivery Partners

Timeline

Focused media campaigns for sport and rec-reation promo-tion initiatives

Initiate identifi ed sport and recreation promotion initiatives focused on the inactive sectors of our society. Advocate for more involvement/cov-erage by media through the Editors Forum and other relevant structures.

SRSA Prov GovSASCOCNGO’s

2012On going

“Active Friday” campaigns

Extend “Football Friday” and “Mag-nifi cent Friday” to rally behind major sports events.

SRSA Prov GovLocal Gov SASCOCNGO’s

2012On going

An active private sector

Identify key partners and formalise the implementation of corporate leagues in cooperation with NFs.

SRSA SASCOCCorporate sector

2012On going

Encourage the corporate sector to offer active participation in sport and recrea-tion.

SRSA NGO’sSASCOC

2012On going

Establish a National Forum with identi-fi ed corporate entities.

SRSA NGO’sSASCOC

2012On going

An active public sector

Action inter-departmental government sports leagues in selected sports codes in cooperation with NFs.

SRSA Nat GovProv GovLocal Gov

2012On going

Partnerships with major sports events

Link with private sector sport and rec-reation initiatives, e.g.: Let’s Play and mega participation events such as the Comrades and Argus to support partici-pation campaigns.


2012On going

Supporters Clubs

Encourage and provide guidelines for the establishment of Supporters Clubs.

SASCOC 2013

Modifi ed sports implementation plan

Support NFs to modify their codes to meet the development needs of young children, e.g. “Mini Cricket”, “Mini Hockey”, “Mini Netball” and ”Kaalvoet Rugby” (i.e. “Bulletjies Rugby”). This can be implemented within or outside of schools.

SRSA SASCOC 2012

30


WINNING NATION

This pillar comprises of fi ve strategic objectives, namely:

Talent identifi cation and development;

Athlete and coach support programme;

Domestic competitions;

International competitions; and

Recognition system.

Sports achievers have become known the world over, giv-

ing the country they represent an international visibility

and reputation not attained in other areas of their social,

political or economic life.

Personal pride in the achievements of a national sporting team is a powerful incentive towards uniting the people of a country.

The use of the national fl ag and the singing of the anthem

at international sports events instils pride and loyalty. Who

can forget the pride we saw on our fellow citizens faces

during the 2010 FIFA World CupTM?

The NSRP provides a foundation for creating an environ-

ment conducive for our athletes to excel and to increase our

international sports successes.

Performance Indicators:

Percentage improvement in the number of athletes

achieving national performance standards.

Percentage improvement in the aggregated

international sports rankings.

Talent identifi cation and development

Strategic objective 4: To identify and develop tal-ented athletes through the implementation of a structured system.

A pro-active approach to identify, select and develop

talent is an absolute pre-requisite if South African sport

is to progress. A targeted talent identifi cation process

must enable the identifi cation of athletes from previously

disadvantaged backgrounds (particularly rural and margin-

alised youth) who might otherwise not be identifi ed and as

such assist with the transformation of South African sport.

There is no doubt that an effective talent optimisation

programme is important for the success of every sporting

team, federation and nation.


Number of formal talent identifi cation programmes

implemented.

Number of talented athletes supported within a

structured development programme.

Number of national athletes produced through

talent identifi cation and development programmes.


31

Implementation plan


D e l i v e r y Partners

Timeline

National coordinating system

Appoint a national coordinator for TID who works within an integrated national system with identifi ed NFs and ensures the provincial and regional application of the system.

SASCOC SRSAProv GovAcademies

2012

TID guidelines Compile and distribute generic guidelines for TID.Compile and distribute sports specifi c TID guidelines for the priority codes.

SASCOC SRSADBEProv GovAcademiesTertiary insti-tutions

2013

Talent identifi cation

Implement a system to identify talent that is biased to athletes from previously disadvan-taged backgrounds. Special focus should be on junior and school sports events.Support the empowerment of talent scouts (people trained and equipped to conduct talent identifi cation).


2013On going

Talent development programme

Invest adequately in talent development to support an optimal, integrated talent development pathway to turn potential into excellence within a unifi ed sports develop-ment continuum.

SASCOC SRSAProv GovLocal GovAcademiesTertiary Insti-tutions

2013On going

Tracking system Develop an integrated tracking system to monitor the progress of talented athletes (including school level athletes).Consider implementing a lifetime performance record for athletes once selected for provincial teams.


2013On going

An exit strategy Provide for an exit strategy or proper handover of talented athletes to the next level of the development continuum where applicable.


2013On going

32


Athletes and coaches support programmes

Strategic objective 5: To improve the performanc-es of athletes and coaches by providing them with access to a comprehensive range of support programmes.

Elite athletes and coaches have a range of specialised

needs that have to be met if they are to perform optimally

in the world arena. It is pertinent to address these to

support performance and to encourage retention within

South Africa.

Sports development and excellence in high per-formance sport require an evidence-based, holis-tic and coordinated sports science and medical support system.

These services include among others sports science, sports

medicine, sports psychology, nutrition, sports technology

and game analysis.


Number of athletes supported in a high

performance programme.

Number of coaches supported to deliver high

performance athletes.

Number of accredited sports science service

providers.


33

Implementation plan


Delivery Partners

Timeline

Sports science coordinat-ing body

Support a national body to oversee the manage-ment, coordination and standardisation of scientif-ic support services. (This could be the same body charged with overseeing the academy system).

SASCOC SRSAAcademies

2013On going

Sports science guidelines Maintain sports science guidelines applicable at the different levels of the development continuum that are aligned to world best practices.

SASCOC SRSASASMATertiary Insti-tutionsAcademies

2013On going

Sports science, medical and technology services

Support the implementation of world class sports science, medical and technology services.

SASCOC SRSASASMABASA

2013On going

Accredited scientifi c and medical support personnel

Develop an accreditation system with transparent criteria for the accreditation of practitioners work-ing in sports science and medicine.

SASCOC SRSASASMASAQA

2013On going

Sports science continued professional development

Disseminate technical material to practitioners facilitating an interchange of ideas.

SASCOC SASMASAQAAcademies

2013On going

Applied research Initiate applied sports research and accredit sports scientists/researchers responsible for appropriate research.


2013On going

Team preparation Identify athlete and coach support needs.Customise services to meet the needs identifi ed. Provide a life skills programme.Support a residential programme.Manage sport and education demands. Offer testing and training camps.National coaching and training.

SASCOC SRSAProv GovLocal GovAcademies

2012On going

Team delivery Deliver national teams and support high perfor-mance athletes with:Performance planning.Sports partnerships.Implement pre-departure camps where athletes gather and receive support before major events.

SASCOC SRSA 2012On going

Tracking system Continuously update the data of elite athletes on the tracking system implemented in the TID phase of development.


2013On going

34


Domestic competitions

Strategic objective 6: To develop talented ath-letes by providing them with opportunities to participate and excel in domestic competitions.

Strong domestic competition is important for develop-

ing talented young athletes aspiring to be selected for

national teams, as well as for providing competition

Implementation plan


Delivery Partners

Timeline

Domestic competition calendar of events.

Maintain a comprehensive calendar of domestic competitions.

SRSA SASCOC 2012

On going

National championships

Organise national senior and junior cham-pionships annually, following provincial championships. The focus of the junior championships should be talent identifi ca-tion while that of the senior championships is to prepare athletes for international compe-titions.

SASCOC Prov Gov

Local Gov

2013

On going

opportunities for international athletes outside their

international calendars.


Number of domestic competitions hosted.

Number of athletes participating in domestic

competitions.


35

International competitions

Strategic objective 7: To develop elite athletes by providing them with opportunities to excel at in-ternational competitions.

Regular international competition is, along with coach-

ing, probably the most important ingredient contributing

to international sporting success. NFs should plan their

national programme in synchrony with their international

competitions.


Number of medals won at identifi ed international

competitions.

Improved aggregated international ranking.

Implementation plan


Delivery Partners

Timeline

Calendar of events Maintain an approved international sports calendar.

SASCOC SRSA 2012

On going

Qualifi cation assistance

Assist talented athletes to qualify for major events in line with a sports specifi c long term athlete development plan.

Expose talented athletes to international competitions.

SASCOC - 2013

On going

36


Recognition system

Strategic objective 8: To acknowledge the achievements of individuals within the South Af-rican sport and recreation sector through the es-tablishment of a recognition system.

As a country it is important that we give recognition to the

exceptional performances of our athletes, coaches, admin-

istrators and technical offi cials. It is also important that our

national teams participate with a standardised emblem

and colours as these impact on efforts to build social

cohesion and nation building.


Number of national emblem awareness campaigns

conducted.

Implementation plan


Delivery Partners

Timeline

Regulations Develop a regulatory framework for the

national emblem and the national colours.

SRSA SASCOC 2013

Embark on an awareness campaign around

the national emblem (integrate into

schools programme).

SASCOC SRSA

DAC

Prov Gov

2014

On going

National colours Regulate branding of national and provin-

cial teams.

SASCOC SRSA

Prov Gov

2013

Ensure that our national teams participate

with a standardised emblem and colours.

SASCOC SRSA

Prov Gov

2013

On going

Investigate mechanisms of generating

revenue through sports merchandise for

sports development.

SRSA SASCOC 2014

On going

Colour Boards Establish National and Provincial Colours

Boards to standardise and issue colours.

SASCOC SRSA

Prov Gov

2013

Sports Awards Organise a sports awards function to rec-

ognise and encourage elite performance.

The National Sports Awards will be a cul-

mination of the Provincial Sports Awards.

Consider a “Wall of Fame” for South Afri-

can sporting heroes.

SRSA SASCOC 2012

On going


37

ENABLING ENVIRONMENT

To assist South African sport to achieve its goals of an ac-

tive and winning nation it is necessary to have a range of

strategic enablers in place. The enabling environment that

is required to give effect to the two pillars of the NSRP

comprises 14 strategic objectives, namely:

Facilities;

Clubs;

Sports Councils

Athletes Commission;

Coaches Commission;

Administrators and Technical Offi cials

Commission;

Academy System;

Sports House;

Sports Information Centre;

Education and Training;

Volunteers;

International Relations;

Financial Resources; and

Sports Broadcasting and Sponsorships.


Percentage improvement in the Client Satisfaction

Survey results assessing the enablers supporting

the delivery of sport and recreation.

Facilities

Strategic objective 9: To ensure that South African sport and recreation is supported by adequate and well maintained facilities.

South Africa has a serious problem regarding the build-

ing, shared utilisation, equitable access and maintenance

of sport and recreation facilities that have far reaching con-

sequences for the transformation and development of the

sport and recreation sector.

If the building of sport and recreation facilities is neglected, it will have serious consequences for the building of a better South Africa and espe-cially for the development of our young people.

If the backlogs are not addressed it will be very diffi cult for

South Africa to achieve its transformation, sports develop-

ment and increased participation objectives. The provision

and maintenance of facilities forms the foundation for the

entire sport and recreation system. Within this context,

facilities encompass the provision of the equipment as well

as the provision of basic services required for the facility to

be fully functional.

38



Database developed incorporating sport and recreation facilities information management.

Implementation plan

Output Key Activities Respon-

sible

Delivery

Partners

Timeline

National facilities audit

Conduct and verify sport and recreation facility audits per province. These audits must include municipal, private and school based facilities and produce a clear analysis of needs.

Prov Gov SRSADBE DoDLocal GovSASCOC

2012

Establish a GIS detailing the location of all sport and recreation facilities.


2012

Update and maintain the National Facilities Database.


2013On going

National Facilities Plan

Finalise the National Facilities Plan based on the provincial facilities audit.

SRSA Prov GovLocal Gov

2012

Implement the National Facilities Plan which should also address the important issues of venues, multi-use and types of facilities, including indoor facilities and unused/aban-doned buildings as well as the accessibility for people with a disability. Consider regulat-ing access to municipal facilities.

Local Gov SRSADBEProv GovSASCOC

2013On going

Ensure that 15% of the MIG grant will be ring-fenced for the building of sport and recreation facilities. In this regard the Minister of Sport and Recreation must sign a SLA with SALGA. Further debate with SALGA is required regarding the possibility of transfer-ring the ring-fenced grant from MIG to the budget of SRSA.

SRSA Nat Treasury COGTAProv GovSALGA

2013On going

Infl uence local government to ensure that the National Facilities Plan is incorporated into the Integrated Development Plan.

SRSA Prov GovSALGA

2013On going


39


sible

Delivery

Partners

Timeline

Norms and standards for sport and recreation facilities

Communicate the national norms and stand-ards developed for the provision of sport and recreation facilities. Consider developing national facility templates to minimise project costs.


2013On going

Include school sport and recreation facilities in the national facilities norms and standards.

SRSA DBE 2013

Establish a grading system for sports facilities according to national standardised norms which are internationally compatible.

SRSA Prov GovSASCOC

2013

New sport and recreation facilities

Lobby for a prototype plan for schools so that they have sporting facilities (no school build-ing plan to be approved without a sports facility plan).

SRSA DBESASCOCSALGA

2013On going

Engage stakeholders in the planning and construction of new facilities.Lobby for the inclusion of sport and recrea-tion facilities in spatial planning.

SRSA DHACOGTADEALoc Gov

2013On going

Encourage Local Government to build multi-purpose sports facilities when planning and designing new sports facilities. This will:

contribute to youth development

contribute to the optimal use of facilities

contribute to integrated sport and recrea-tion programmes and activities

contribute to diversifi cation in sport and recreation

result in the seasonal usage of the facili-ties that will contribute safety and a sense of multi-disciplinary community owner-ship.

SRSA Prov GovLoc Gov

2013On going

Consider making provision for meeting rooms and basic club offi ces to promote good governance when building multi-sports facilities.

Local Gov SRSAProv Gov

2013On going

40



sible

Delivery

Partners

Timeline

Lease agree-

ments

Conduct a comprehensive audit of leases

with a view to develop practical options for

the future use of these facilities.

SRSA Prov Gov

SALGA

SASCOC

2013

Review the facility lease agreements. De-

velop and issue guidelines with respect to the

lease arrangements of sports fi elds and facili-

ties and maximise access to facilities without

lowering maintenance standards.

SRSA Prov Gov

SALGA

SASCOC

2013

Encourage municipalities to develop effec-

tive partnerships with lease holders to ensure

equitable access to facilities that are subject

to leases.

SALGA SRSA

Prov Gov

2013

On going

Accessibility to

facilities

Review municipal facilities by-laws and tariffs

to allow accessibility to all communities.

SRSA SALGA 2013

Oversee the inter-action of all relevant

stakeholders (SGB, universities, communities,

municipalities) to review existing delimiting

rules (lease SASA, MOU) and agree on how

to ensure the optimal shared usage of facili-

ties.

SRSA DBE

Prov Gov

SALGA

SASCOC

DHE

2013

On going

Identify a school with adequate facilities as a

“centre of sport”, with neighbouring schools

that will have access to these facilities in a

cluster system.

SRSA DBE

Prov Gov

Local Gov

SASCOC

2013

On going

Facility mainte-

nance

Lobby Department of Public Works to assist

with the maintenance of sport and recreation

facilities.

SRSA Prov Gov

SALGA

2013

On going


41


sible

Delivery

Partners

Timeline

Facility manage-

ment training

Ensure that facility management training

manuals are updated and available.

SRSA CATHSSETA

SALGA

2013

Identify and appoint accredited service

providers.

SRSA CATHSSETA 2013

Develop and implement a schedule of train-

ing programmes with a special focus on the

management and maintenance of sports

facilities.

SRSA Prov Gov

SALGA

2013

On going

2010 FIFA World

CupTM stadia

fully utilised

Coordinate and monitor the venue manage-

ment of major sports venues.

SRSA Prov Gov

Local Gov

SASCOC

2013

On going

Strengthen a forum with the relevant mu-

nicipalities to develop a way forward for

the effective coordination, monitoring and

management of the 2010 stadia to ensure the

optimum accessibility and sustainable utiliza-

tion of these facilities so as to maintain the

legacy of 2010.

SRSA Prov Gov

Local Gov

SASCOC

2013

On going

42


Clubs

Strategic objective 10: To provide formal sports participation opportunities through an integrated and sustainable club structure.

A club is a structured, constituted base for participation

in sport and serves as a vehicle for long term participant

development as well as mentorship programmes to cater

for high performance.

A network of club structures integrated into provincial and

national sports structures spanning urban and rural areas

across the country forms the basis of sports provision in

any sports system.

Sports provision, development and excellence will not be possible if there is not a strong foun-

dation of club structures in place.


Number of affi liated and functional clubs per

sporting code.

Implementation plan


sible

Delivery

Partners

Timeline

Audit of sport and recreation clubs

Conduct an audit of sport and recreation clubs, including membership fi gures.

SASCOC SRSAProv Gov

2012

Ensure that all sport and recreation clubs affi liate to the applicable NF, which is recognised by SASCOC.

SASCOC SRSAProv GovLocal Gov

2013

Maintain a GIS based database of registered clubs. SASCOC Prov Gov 2014

Affi liated clubs Develop a club support system with expertise regarding club governance and develop standardised documents.

SASCOC SRSAProv Gov

2013

Ensure that every NF has a club system in place with clubs in all the provinces (Exceptions will be considered on a case by case basis).

SASCOC - 2013

Assist to ensure that where clubs are non-existent, hubs will work jointly with NFs to support the creation of clubs.

SASCOC SRSAProv Gov

2014On going

Formulate marketing initiatives to encourage the sponsorship of clubs. SRSA SASCOC 2013

Encourage clubs to adopt the nearest schools. (The linkage be-tween schools and community structures with clubs is important).

SASCOC DBEProv Gov

2013On going

Facilitate coaching clinics and organise coaches to deliver pro-grammes in schools and the community through the club system.


2013On going

Encourage businesses and parastatals to adopt clubs. SRSA SASCOC 2013On going

Lobby the Department of Transport (DoTR) to assist with the transport needs of sports people.

SRSA DoTRLocal Gov

2013


43

Sports Councils*

Strategic objective 11: To integrate the develop-ment of South African sport at provincial and local levels through Sports Councils.

To increase participation and the development of sport

and recreation, strong and coordinated local sports struc-

tures are a prerequisite. These structures support a struc-

tured pathway for sport and recreation development from

a grassroots level.


Number of functional provincial and district Sports

Councils supported.

Implementation plan


sible

Delivery

Partners

Timeline

Functional Sports Councils

Ensure that Sports Councils are structured and operation-al at local, regional and provincial levels.


2012

The provincial departments responsible for sport and recreation should provide seed and incubation funding for the provincial Sports Councils.

Prov Gov - 2013On going

Build the capacity of the Sports Councils to be opera-tional and functional and enable them to leverage exist-ing commercial avenues and to build their own strong, independent and viable brands.


2013On going

Ensure that Sports Councils act as interface to support the linking of hubs/clubs with federations, municipalities, civil society structures and NGO’s to ensure integration of sports programmes and to avoid duplication of resources.


2014On going

Ensure that provincial sporting entities affi liate to the relevant provincial Sports Council. The provincial Sports Councils will report to SASCOC according to their Consti-tution. The provincial governments must be represented on the governance structure of the provincial Sports Councils (in an ex-offi cio capacity), to ensure proper coor-dination of provincial sport.This structure should be cascaded down to a district and local level.


2012On going

(Reference document: “Sports Council Guidelines and the Constitution for the Sports Council)

* Sports Councils to be re-named to Sports Confederations

44


Athletes Commission

Strategic objective 12: To provide athletes with a forum to address their needs.

Given the enormous commitment required of any athlete

to reach the top and their relatively short athletic careers,

it is important to develop athletes holistically as well as al-

lowing them the opportunity to have a platform to raise

their needs and concerns.


Number of athletes registered with the Athletes

Commission.

Implementation plan


Partners

Timeline

Athletes

Commission

Ensure that a vibrant, well represented and

duly constituted Athletes Commission is in

place.

SASCOC Prov Gov

Academies

2013

Implement specifi c programmes aimed at

addressing the needs of athletes. This could

include providing athletes with mentorship,

scientifi c education and support, career oppor-

tunities and life-long learning. Investigate the

feasibility of an athlete’s medical scheme and a

bursary fund for talented athletes.

SASCOC Prov Gov

Academies

2013

On going

Post-sports

plan

Assess the welfare of amateur athletes espe-

cially after reaching their sporting “peak”.

Investigate the retirement plans and active

involvement of sports persons, coaches, offi -

cials, and administrators implemented by other

countries.

SASCOC Prov Gov

Academies

2013

On going


45

Coaches Commission

Strategic objective 13: To support and empower South African coaches.

Coaching and the development of sporting skills are key

elements in any successful sports system. In the highly

competitive and demanding world of international sport,

South Africa needs to explore all possible means to ensure

that our coaches are kept abreast with latest technology,

research, techniques and developments and provide our

athletes with a competitive edge. Continuing professional

development is essential.


Number of coaches registered with the Coaches

Commission.

Number of coaches progressing to higher levels of

coaching.

Implementation plan


Partners

Timeline

Coaches Commission

Develop and launch a coaching framework. SASCOC SRSA

Prov Gov

2011

Establish national and provincial structures. SASCOC SRSA

Prov Gov

2013

Train coaches (from prioritised NFs) on TID and align programmes to the Academy System.

SASCOC SRSA

Prov Gov

2013

On going

Conduct on-going/in-service training for coaches and expose them to domestic and international competitions.

SASCOC SRSA

Prov Gov

2014

On going

Ensure that South African coaches are em-powered with best practice. NFs to consider international experts to be mentors for their coaches.

SASCOC SRSA

CATHSSETA

2013

On going

Maintain a database of accredited coaches. SASCOC CATHSSETA 2013

On going

Action initiatives to attract retired athletes to get involved in coaching.

SASCOC SRSA 2013

46


Administrators and Technical Offi cials Commission

Strategic objective 14: To support and empower South African administrators and technical offi cials.

South Africa needs to ensure that administrators and tech-

nical offi cials are kept abreast with latest technology, re-

search, techniques and developments and providing our

athletes with a competitive edge. It is crucial that this re-

source base is well equipped and continuously developed.


Number of administrators and technical offi cials

registered with the Administrators and Technical

Offi cials Commission.

Implementation plan


Partners

Timeline

Administrators and

Technical Offi cials

Commission

Investigate the possible establishment of

an Administrators and Technical Offi cials’

Commission.

SASCOC SRSA

Prov Gov

2012

Action initiatives to attract retired athletes

to get involved in administration and

technical offi ciating.

SASCOC SRSA 2013

On going

Improve international grading of

technical offi cials.

SASCOC 2014

On going

National Sport and Recreation Indaba, November 2011


47

Academy System

Strategic objective 15: To support the develop-ment of South African sport through a coordinated academy system.

An academy system is a critical component of the South

African sports development continuum. The academy sys-

tem refers to a range of institutions in SA that will be part

of a national unifi ed, integrated approach with the aim of

developing sporting talent at different levels. The system

must assist in addressing the demographics of our national

teams by accelerating the development of talented

athletes particularly from the disadvantaged groups.


Number of accredited sports academies

(national, provincial, sports specifi c and private).

Number of athletes supported through the

academy system.

Number of national athletes supported by means

of the academy system.

Implementation plan


Partners

Timeline

Accreditation system

Develop norms, standards and protocols that will provide guidance for the academies at different levels in the country (including private academies).

SASCOC SRSA

Prov Gov

2012

Develop an accreditation system for academies and practitioners.

SASCOC SRSA

Prov Gov

2012

Implementa-tion of sports academy system

Revive academies in the provinces. SASCOC SRSA

Prov Gov

Local Gov

2012

Establish partnerships with tertiary institutions to effectively support high performance sport.

SASCOC DHET 2013

On going

Establish Centres of Specialisation for identifi ed NFs.

SASCOC Tertiary Insti-tutions

2013

48


Sports House

Strategic objective 16: To provide NFs with ad-ministrative and governance support through the medium of a Sports House.

The establishment of a Sports House provides an adminis-

trative support centre for identifi ed NFs.

In addition to optimally utilising scarce resources, the

Sports House could assist in entrenching principles of

good governance. The success of the Sports House will be

dependant upon fi rm cooperative relationships between

the three tiers of government and SASCOC.


Number of NFs supported by the Sports House.

Implementation plan

Output Key Activities Responsi-ble

Delivery Partners

Timeline

NF admin-istrative support

Establish a Sports House to serve as a centralised administration centre for identifi ed NFs.

Cascade the Sports House concept to provincial and local spheres.

Ensure that those NFs that cannot be permanently accommodated in the Sports House still have access to basic administrative services provided by the Sports House.

SRSA SASCOC

Prov Gov

Local Gov

2013

Lobby to host continental and international sports bodies in South Africa.

SRSA SASCOC 2013

On going



49

Sports Information Centre

Strategic objective 17: To empower the sport and recreation sector with relevant information through a well equipped Sports Information Centre.

All levels of the South African sports sector, from grass-

roots organisations and development athletes to national

strategic decision makers, requires accurate, accessible

sports information and knowledge in order to help achieve

excellence in all areas of activity.

There is a need, against the background of the global

growth and new initiatives in the fi eld of information and

communication technology, to gather, analyse, store and

distribute sports information and knowledge to ensure

and enhance organisational and personal performance.


The number of research and modelling interven-

tions made to improve and facilitate strategic and

operational decision making within sport.

Number of recent resources (journals, books, CDs,

etc) secured and distributed to the sports sector.

Implementation plan

Output Key Activities Responsi-

ble

Delivery

Partners

Timeline

Sports Infor-mation Centre

Ensure that a well managed, one-stop sports information resource base is in place.

SRSA SASCOC

Tertiary insti-tutions

2014

Store sport and recreation related data and information according to best-practice guide-lines.

SRSA SASCOC

Prov Gov

Local Gov

2014

On going

Analyse and distribute sport and recreation information to assist with planning and deci-sion making.

SRSA SASCOC

Prov Gov

Local Gov

2014

On going

Applied sports research programmes to support strategic deci-sion making

Create a series of standardised research meth-odologies and models for the measurement and analysis of strategically important areas of sport.

SRSA SASCOC 2014

Coordinate research for sport as part of a research based planning framework and estab-lish links with associated sports knowledge networks.

SRSA SASCOC

Prov Gov

Local Gov

2014

On going

Initiate and conduct relevant sport and recrea-tion research that is nationally coordinated.

SRSA SASCOC

Tertiary insti-tutions

2014

On going

Maintain a national database of sport and recreation research.

SRSA SASCOC 2014

On going

Cooperate with identifi ed international institu-tions to enrich South African research projects.

SRSA SASCOC 2014

On going

Develop guidelines regarding the intellec-tual property of sports related research and information.

SRSA SASCOC 2014

50


Education and training

Strategic objective 18: To empower the human re-source base through the provision of accredited education and training.

The sport and recreation sector can make an important

contribution to the national priority of human empower-

ment through education and training. In this regard it is

important for South Africa to keep abreast with global de-

velopments and standards.


Number of accredited education and training pro-

grammes on offer.

Number of accredited coaches, administrators and

technical offi cials.

Implementation plan


Partners

Timeline

Accredited education and training programmes

Conduct and audit to identify training needs. DHET

CATHSSETA

SRSA SASCOC

Prov Gov

2013

Produce and distribute generic training manuals (via SRSA website for example). Make manu-als accessible by ensuring that they are cost-effective, available in different languages and consider the option of distance learning. (Sports specifi c manuals are dealt with in the coaching framework.)

DHET

CATHSSETA

SRSA SASCOC

2013

On going

Monitor and evaluate the development of the human resource base necessary for sustaining sport and recreation.

DHET

CATHSSETA

SRSA

Prov Gov

SASCOC

2013

On going

Develop a Sports Leadership Excellence pro-gramme to elevate the standard of sports lead-ers in South Africa.

DHET

CATHSSETA

SRSA

Prov Gov

SASCOC

2013

Forge relationships with applicable training providers within the sport and recreation sector.

DHET

CATHSSETA

SRSA

Prov Gov

SASCOC

2013

On going

Accredited facilitators

Train Sector Education and Training Authority accredited facilitators, moderators and assessors.

CATHSSETA SRSA SASCOC

2013

On going

Maintain a database with the details of accredited facilitators as well as sports administrators trained.

CATHSSETA SRSA

Prov Gov

SASCOC

2013

On going


51

Volunteers

Strategic objective 19: To empower volunteers to adequately support the South African sports system.

Sport depends heavily on the commitment of thousands

of volunteers. Volunteering can offer individuals an oppor-

tunity to become involved in an exciting sporting event,

which may act as a starting point for ongoing community

involvement. This in turn may have economic and social

benefi ts for the nation.


Number of trained volunteers on database.

Implementation plan


Partners

Timeline

National sports volunteer programme

Establish and maintain a volunteer data-base. Consider utilising the database when appointments are made within the sport and recreation sector.


Prov Gov

Local Gov

2014

On going

Embark on a volunteer recruitment cam-paign including volunteer recognition. Integrate and capitalise on 2010 volunteer initiatives. Encourage young people to vol-unteer at national and international events.

SRSA SASCOC

Prov Gov

Local Gov

2014

On going

Conduct pre-appointment screening and vetting of applicants.

CATHSSETA SRSA

SAPS

SASCOC

Prov Gov

Local Gov

2014

On going

Develop and maintain accredited volunteer training programmes.


Prov Gov

Local Gov

2014

On going

52


International relations

Strategic objective 20: To ensure that South Af-rican sport and recreation benefi t from strategic international relations.

The world has become a global village hence the func-

tion of international relations is becoming more and more

important. Multi-lateralism becomes critical as no country

can prosper on its own, especially in the fi eld of sport and

recreation.


Number of Programmes of Action with identifi ed

countries.

Financial value of donor funding secured.

Implementation plan


ble

Delivery Part-

ners

Timeline

Formalised relations with multi-lateral organisations in the context of sport and recreation

Ensure that South Africa plays a leading role in international multi-lateral organisations (i.e.: UN, WADA and AU).

SRSA Prov Gov

SASCOC

2014

On going

Implement post confl ict reconstruction and development programmes in areas where required.

SRSA Nat Gov

Prov Gov

Local Gov

SASCOC

2014

On going

International agreements

Formalise sports relations and develop ex-change programmes with identifi ed coun-tries within the post confl ict reconstruction and development programme.

SRSA DIRCO

Prov Gov

SASCOC

2014

On going

Identify Programmes of Action with coun-tries and structure them according to our needs.

SRSA DIRCO

Prov Gov

SASCOC

2014

On going

Ensure that there is synergy between the international agreements of SASCOC, provinces and local governments with that of national to support development within the sports continuum.

SRSA DIRCO

Prov Gov

SASCOC

2014

On going

Assist South African sports people with a seamless, prompt VISA application pro-cess.

SRSA DHA

DIRCO

2014

On going

Donor manage-ment system

Identify donors and partners within the sports sector.

SRSA Nat Treasury

Prov Gov

Local Gov

SASCOC

2012

On going

Identify strategic areas for donors to fund. SRSA Prov Gov

SASCOC

2012

On going

Initiate discussions with potential donors. SRSA Prov Gov

SASCOC

2012

On going

Customs pro-tocol for sports goods

Establish a standard protocol for the clear-ing of sports goods through customs.

SRSA DTI 2014


53

Financial resources

Strategic objective 21: To secure and effi ciently manage fi nancial resources to optimally support sport and recreation.

The government (at all three spheres), lotto, SASCOC,

the private sector and international donors are all mak-

ing funds available for sport and recreation but this is not

centrally coordinated. In addition, government funding is a

limited means and considerable effort must be employed

to raise the level of funding from non-government sources.

Sponsorship, however, is diffi cult to obtain, even for the

more popular sports. A major problem for many small

sports is that the sponsorship market has already been

dominated by the larger professional codes leaving little

for the rest. A further challenge is that many smaller sports

do not have the management and marketing skills, or the

money to invest to attract sponsorships.

It is clear that in order to maximise the economic opportunities for sport, creative initiatives and partnerships are required.

The sport and recreation sector took note of the discus-

sions on the possible ban of alcohol related advertise-

ments. Just as the sector has supported the ban of tobac-

co advertisements, it will also support the ban on alcohol

advertisements in the interest of a healthier nation. This

loss of income needs to be secured from alternative sourc-

es for the sporting sector.

All sport and recreation funding will be prioritised for activ-

ities contained in this NSRP and funding for any other pro-

grammes not contained in the NSRP shall be considered in

so far as they further the goals and objectives of the NSRP.


Financial value of non-governmental funding secured.

Implementation Plan


bility

Delivery Part-

ners

Timeline

An aligned funding model

Conduct an audit of sources of funding avail-able for SA sport.

SRSA Prov GovLocal GovSASCOCLottoSports Trust

2012

Develop an aligned funding model to realise the implementation of the NSRP.

SRSA SASCOC 2012

Establish a National Sports Funding Forum. SRSA SASCOCLottoProv GovSALGASports Trust

2012

Implement a tool to monitor and evaluate Re-turn on Investment. In this regard the Sports Event Impact Model (SEIM) of SRSA could be used.

SRSA SASCOCLottoProv GovSports Trust

2012

Distinguish between amateur and profes-sional sport when considering funding alloca-tions.

SRSA SASCOC 2012On going

Secure additional funds to compensate the funds lost to the sporting sector should the ban on alcohol related sports sponsorships be enforced.

SRSA SASCOC When required

54



bility

Delivery Part-

ners

Timeline

Lotto funds Align the allocation of lotto funds to the NSRP.(Advocate for a greater proportion of lotto funding for the sport and recreation sector.)

DTI SRSAProv GovSASCOC

2012On going

Funding lobby Lobby government, SETAs and the private sector to invest/increase allocations to the sport and recreation sector.

SRSA Nat Treasury Prov GovSASCOC

2012On going

Lobby for incentives (i.e. tax breaks) for corporate funding of sport and recreation programmes.

SRSA Nat Treasury 2012

Donor funding Secure donor funding for sport and recrea-tion development programmes.

SRSA Prov GovSASCOC

2012On going



55

Sports broadcasting and sponsorships

Strategic objective 22: To capitalise on the im-pact that broadcasting and sponsorship have on the development of sport and recreation.

Another critical area for the successful implementation of

the NSRP is that of sports broadcasting and sponsorships.

There is a direct correlation between broadcast coverage

and the commercial funding of sport. Unfortunately, with-

out sports broadcasting hours some sports codes have lit-

tle or no chance to become fi nancially self-suffi cient.


Percentage increase in broadcasting hours allocat-

ed to smaller sports codes.

Number of NFs assisted to strategically position

their brand to sponsors.

Implementation plan


ble

Delivery

Partners

Timeline

Greater access to and expo-sure on TV for sports codes

Analyse current sports broadcast landscape inclusive of impact of media.

SRSA Media Houses

SASCOC

2013

Empower NFs in terms of:

Long term marketing plans.

Commercialisation strategies (sponsorship rights packaging / TV rights and event management).

Contractual / legal guidance.

Research to help NFs to market, promote and position their codes.

SRSA SASCOC 2013

On going

Revised Broad-cast Regula-tions

Revisit the ICASA Sports Broadcast Services Regula-tions of 2010.

Lobby ICASA and enter into dialogue with the Minis-ter of Communication with respect to issues concern-ing the broader treatment of local content, specifi -cally for an agreed list of local sport for inclusion and recognition as local content on TV and Radio.

Lobby SABC for a dedicated channel whereby smaller NFs can exhibit their programmes, projects and events.

SRSA SASCOC 2013

Consultancy service

Establish a centralised “consulting type” service whereby NFs could receive guidance on and strate-gic advice and /or research based evidence to help position their codes to business.

SRSA SASCOC 2013

56


TRANSVERSAL ISSUES

The fi ve transversal issues which permeate every building

block of the NSRP and that are considered non-negotiable

imperatives comprise the following fi ve strategic objectives:

Transformation;

Priority codes;

Ethical environment;

Geo-political sports boundaries; and

Amateur versus professional sport.

These issues are pertinent as they transverse the entire

NSRP. They are at the forefront when campaigning for an

active nation and also when supporting a winning nation.

They also permeate each and every building block of the

enabling environment. In terms of the NSRP they can be

considered non-negotiable imperatives.

TransformationStrategic objective 23: To ensure that equal op-portunities exist for all South Africans to partici-pate and excel in sport and recreation through the adoption of deliberate transformation initia-tives.

Since democracy in 1994 we still have a sporting environ-

ment where there is a skewed picture of sporting facilities

and opportunities. The sports sector has to correct this

and ensure that our national teams are representative of

the total South African population. To have a real and last-

ing impact on our nation we cannot compete with the ex-

clusion of certain parts of our population. The following

groups should receive priority when programmes are de-

signed and funded to promote inclusivity: women, persons

with a disability, youth, aged and rural communities.

With true transformation, as a country, South Af-rica could become an even greater force in world sport as more people have the opportunity to

compete and excel.


Transformation performance scorecards imple-

mented and monitored to the specifi ed quality

standards and timelines.


57

Implementation plan


bility

Delivery

Partners

Timeline

Transformation Charter

Gather fi ndings of other transformation research commissioned by public and private institutions.

SRSA SASCOC 2012

Produce an audit report on transformation to defi ne both the current national, pro-vincial and local level status so as to allow focused interventions. The audit should also address previous transformation initiatives and highlight failures and best-practice.

SRSA Prov Gov

Local Gov

SASCOC

2012

Adopt and implement the Transformation Charter as part of the NSRP.

SASCOC SRSA

Prov Gov

Local Gov

2012

Maintain the quota system in line with the Transformation Charter which must be implemented within a developmental approach.

SASCOC SRSA 2012

Review the quota system within a process of creating an enabling environment for a winning nation that will support merit in the long run.

SASCOC SRSA 2013

Adopt the Scorecard as a monitoring and evaluation tool for transformation.

SASCOC SRSA 2012

Ensure that all NFs complete the Transformation Scorecard.

SASCOC SRSA 2013

Appoint an entity to ensure that there is adequate monitoring and evaluation of the Transformation Charter annually.

SRSA SASCOC 2012

On going

Sign Service Level Agreements with SASCOC and Public Entities.

SRSA SASCOC

Public Entities

2012

Revise Service Level Agreements with NFs for the delivery of transformation targets.

SASCOC SRSA

Prov Gov

Local Gov

2013

(Transformation Charter, including the Scorecard, is attached at Annexure A.)

58


Priority codes

Strategic objective 24: To maximise the return on investment by prioritising sporting codes best suited to broadening the participation base or achieving international success.

To assist South Africa in its endeavours to broaden the

participation base of sport with limited resources, NFs

that have the potential to offer participation opportunities

to large segments of the population will be prioritised.

Priority will also be given to those NFs with the best chance

of international success for every Rand expended.

The objectives of prioritisation, categories and criteria will

be reviewed every four years in line with the preparation of

athletes participating in major international competitions,

such as the Olympic Games. As part of the process of re-

viewing the criteria, the progress of NFs in achieving the

criteria will be considered. This implies that the priority

NFs can change after four years.


The number of NFs meeting the criteria to be clas-

sifi ed as a priority code for “Participation”.

The number of NFs meeting the criteria to be clas-

sifi ed as a priority code for “Performance”.

Implementation plan


ble

Delivery Part-

ners

Timeline

Priority Codes Evaluation Tool

Refi ne the criteria of prioritisation and the categories for support.

SRSA SASCOC 2012

Develop a tool to assess identifi ed criteria and verify information provided by NFs.

SRSA SASCOC 2012

Classify NFs and support appropriately. SRSA Prov Gov

Local Gov

SASCOC

2012

Identify levels of support aligned to priority code classifi cation.

SRSA SASCOC 2012

(Reference Document: The objectives and criteria for and the prioritisation of National Federations.)


59

Ethical environment

Strategic objective 25: To ensure that the South African sport and recreation sector is globally re-spected for its high values and ethical behaviour.

Drug-free Sport

The South African Parliament ratifi ed the International

Convention against Doping in Sport in October 2006.

In conjunction with other governments of the world South Africa is committed to remove doping from sport and to promote the values of fair play and honesty in sport.

In this regard SRSA and SASCOC will work closely with

the South African Institute for Drug-free Sport (SAIDS) to

ensure that all South African sports organisations and fed-

erations comply with the directives of SAIDS. SAIDS is a

public entity established through the South African Insti-

tute for Drug-Free Sport Act of 1997 (Act No. 14 of 1997),

as amended by the SAIDS Amendment Act of 2006 (Act

No. 25 of 2006), with the aim: “To promote participation in

sport free from the use of prohibited substances or meth-

ods intended to artifi cially enhance performance, thereby

rendering impermissible doping practices which are con-

trary to the principles of fair play and medical ethics, in

the interest of the health and well-being of sports persons;

and to provide for matters connected therewith”.

An area of concern is the new substances that are

constantly being developed and the subsequent need

of SAIDS to become more sophisticated in its ways of

testing and identifying the traffi cking of prohibited perfor-

mance enhancing substances.

Another area of concern is the problem of South Africa

increasingly becoming a destination of choice for drug-use

and the negative impact that substance abuse plays in the

development of our youth.


Percentage compliance with international anti-

doping regulations.

Number of schools implementing anti-doping

awareness campaigns.

Number of doping violations registered.

60


Implementation plan


ble

Delivery

Partners

Timeline

Drug-free im-plementation and preven-tion plan

Develop and implement a comprehensive drug testing programme that includes all South Af-rica’s major sporting codes and conforms to the highest international standards of the industry.

SAIDS SASCOC 2012

Prevent the entry and transportation of doping substances in the country.

SAIDS SAPSDHA

2012On going

Prevent drug abuse through education and training and the provision of resource materials (raising awareness).

SAIDS SASCOC 2012On going

Implement special programmes at schools to address the serious concern of school children taking illegal sports performance enhancement drugs.

SAIDS DBEDHE

2012On going

Use sports heroes to be vocal on the topic of anti-doping and drug abuse.

SAIDS SASCOC 2013On going

Ensure that every NF has a drug-free plan in place applicable for their specifi c sport.

SAIDS SASCOC 2012

Network of experts

Consult with other African countries on build-ing capacity towards developing an anti-doping infrastructure on the continent.

SAIDS WADA 2013On going

Collaborate with other national anti-doping agencies throughout the world to achieve international harmonisation and improvement of standards and practices in anti-doping.

SAIDS WADA 2013On going

Rehabilitation programmes

Provide skills for the early identifi cation of signs of drug abuse and guidance for referrals.

SAIDS WADASASCOCAcademies

2012

Arrange for interventions such as rehabilita-tion, risk reduction, life skills and psychological programmes.

SAIDS SASCOCAcademies

2012

Deal with socio-economic issues and the causes of substance abuse (e.g. by providing alternative leisure or skills development activities, as well as more effective coping mechanisms).

SAIDS SRSADBEDHEProv GovLocal GovAcademies

2012On going

Research Update and implement the SRSA Mini Drug Master Plan.

SRSA SAIDS 2012


61

Code of Conduct

The Code of Conduct indicates the standard of behav-

iour expected of a member of an association. It is a formal

statement of the values and ethical standards that guide

individuals in sport. It is a set of principles, and norms to

which sporting people can be held accountable when

representing South Africa at any sporting event. This can

also be used as a point of reference when dealing with

disciplinary procedures against members.


The number of NFs formally committing their

compliance with the Code of Conduct.

Implementation plan


ble

Delivery

Partners

Timeline

Code of Conduct Ensure that all NFs sign the Code of Conduct. The Code of Conduct will be applicable to ath-letes, technical offi cials, coaches and all practi-tioners associated with sport.

SASCOC NFs 2013

(Reference Document: “The Code of Conduct”)


62


Geo-political sports boundaries

Strategic objective 26: To contribute to improved governance in sport through an alignment of the boundaries of provincial sports federations with geo-political boundaries.


The number of NFs that have aligned the bounda-

ries of their provincial sports federations with geo-

political boundaries.

Implementation plan


Partners

Time-

line

Research on alignment of sports bounda-ries.

Conduct a research on the alignment of the boundaries of provincial sports federations with geo-political boundaries and deter-mine best practice for the development of SA sport.

SASCOC SRSA

Prov Gov

SALGA

2013

Status quo of provincial sports boundaries.

Prepare a list of the provincial sports boundaries of all recognised NFs.

SASCOC SRSA

Prov Gov

SALGA

2012

Amended provincial sports boundaries.

Undertake a review of the statutes of NFs and make provision to accommodate the alignment of their boundaries with that of the geo-political boundaries.

SASCOC SRSA

Prov Gov

SALGA

2013

Ensure that NFs align their structures to cor-respond with the political boundaries as in the Constitution by November 2013.

SASCOC SRSA

Prov Gov

SALGA

2013

Provide guidelines and continuously moni-tor and support the process to ensure that the deadline is achieved.

SASCOC SRSA

Prov Gov

SALGA

2013

Provide capacity, funding and momentum for the relevant role-players to realise the alignment process.

SASCOC SRSA

Prov Gov

SALGA

2013


63

Amateur vs professional sport

Strategic objective 27: To protect the rights and interests of talented athletes under the age of 18 years by providing clear guidelines regarding amateur and professional sport.

The holistic development of young athletes may be im-

pacted upon negatively if they are uprooted from their

normal home environments and placed in an academy sys-

tem at a young age. It is acknowledged that some sport-

ing codes do require that future elite athletes are identifi ed

at a young age; however it is important that the rights of

the athletes are protected.


Number of NFs committing to and adhering to a

Bill of Rights for young athletes.

Implementation plan


Partners

Timeline

Bill of Rights for young athletes

Develop a Bill of Rights for young athletes with the intention to protect the rights and interests of young athletes.

SASCOC SRSA 2013

Develop a sports specifi c regulation to support young athletes who are moved from their homes as part of contracts with sports agents/organisations.

SRSA SASCOC 2013

Investigate the protection of young athletes within professional sport by a panel appoint-ed by the Minister of Sport and Recreation.

SRSA SASCOC 2013

64


SPORT AS TOOL

To use sport as a tool to support and achieve a diverse

range of national and global priorities the following four

strategic objectives are emphasised:

Sports tourism;

Sport for peace and development;

Sport and the environment; and

Sport and national government priorities.

It is globally acknowledged that sport’s unparalleled popu-

larity and reach make it a highly effective communication

and social mobilisation tool. Sport and recreation is a valu-

able strategic mass mobilisation tool which can be used

more aggressively and effectively to achieve national de-

velopment objectives.

The social benefi ts derived from physical activity are nu-

merous and well documented. In addition to the social

benefi ts, sport is big business making substantial contribu-

tions to national, regional and local GDP.

After the successful hosting of the 2010 FIFA World CupTM

there has been increasing interest in the potential contri-

bution of sport towards inward investment and economic

regeneration in communities, cities and regions. Globally

more and more policy makers realise that sport and recrea-

tion is more than fun and games.

World leaders increasingly acknowledge that sport and recreation touches virtually every aspect of a nation’s ethos.

It has proven abilities, among others, to bind us together

as a nation (the 2010 FIFA World CupTM serves as an ex-

ample), to increase our sports tourism and contribute to

peace and development, to increase social and economic

values as well as to enhance healthy and fulfi lling lives. If

the department and the country are not embracing the po-

tential benefi ts of sport and recreation for the entire nation

we will do an injustice to every South African.


Number of government priorities directly support-

ed by using sport and recreation as a strategic tool.

Number of United Nation’s priorities directly support-

ed by using sport and recreation as a strategic tool.

Sports tourism

Strategic objective 28: To use sport as a medium to attract tourists to South Africa.

Sports tourism is one of the fastest growing sectors in the South African economy with proven economic benefi ts as well as the positive impact on the country in general.

The hosting of major events in the past provided South Africa

with vast opportunities to market our rainbow nation whilst

the events also resulted in economic and social development.

Although the focus of sports tourism is more on mega

sporting events (World Cups or Olympic and Paralym-

pic Games) the signifi cance of the economic and social

successes of smaller-scale sports events cannot be over-

looked. Although these may be at a lower level, they can

be of considerable economic and social signifi cance.


The results of the Socio-Economic Impact Model

(SEIM) following major sports events hosted in

South Africa.


65

Implementation plan


ble

Delivery Part-

ners

Timeline

Sports tourism structure

Establish a Sports Tourism Executive Forum. SRSA DoT/SATProv GovSALGA SASCOC

2013

Bidding and Hosting Guide-lines

Develop Bidding and Hosting Guidelines. SRSA SASCOC 2013

Draft a register of events available for bidding and evaluate feasibility of hosting, also con-sidering the scope of sports tourism.

SRSA SASCOCProv GovLocal Gov

2013

Ensure the proper functioning of the National Coordinating Committee (NATCCOM) to ren-der assistance to host successful international events in SA.

SRSA NationalDepartmentsSASCOC

2013On going

Lobby for an amendment of the tourism levy legislation to benefi t sports development.

SRSA - 2013

Sports tourism research

Evaluate impact of sports tourism in South Af-rica and identify initiatives to enhance impact.

SRSA DoTSAT

2013

(Reference Document: Sports Tourism Strategy.)

66


Sport for peace and development

Strategic objectives 29: To use sport as a mecha-nism for achieving peace and development.

Worldwide there is an increasing acknowledge-ment that sport and recreation has the potential to promote social inclusion, prevent confl ict, and to enhance peace within and among nations.

In South Africa we have also experienced how national

sports teams can be an inspiring force for peaceful change,

as seen during the 1995 IRB Rugby World Cup. This event

was a major turning point in the healing process of post-

apartheid South Africa. Fifteen years later the spirit of

peace and reconciliation was experienced again in South

Africa as never before during the 2010 FIFA World CupTM.


Number of programmes successfully implemented

using sport as a mechanism for achieving peace

and development.

Implementation plan

Output Key Activities Responsibility Delivery

Partners

Timeline

Sport for peace

and development

alliances

Strengthen presence in international fora

focusing on peace and development.

SRSA DIRCO

SASCOC

2012

On going

Play a leading role in global initiatives re-

garding sport for peace and development.

SRSA DIRCO

SASCOC

2012

On going

Build relationships with government depart-

ments tasked with peace and security in

South Africa to identify confl ict “hot spots”.

SRSA SAPS

DoD

DCS

2012

On going

Sport for peace

and development

programme

Deliver sports programmes in confl ict “hot

spots” focused on forging peace and devel-

opment.

SRSA SAPS

DoD

DCS

Prov Gov

SASCOC

2012

On going

Action awareness campaigns to inform pub-

lic of the role sport can play in peace and

development initiatives.

SRSA SASCOC 2012

On going

(Reference Document: “Sport for Development and Peace Action Plan”)


67

Sport and the environment

Strategic objective 30: To ensure that participa-tion in sport and recreation activities is conducted in an environmentally sustainable manner and to use sport as a tool for communicating environ-mental messages and encouraging actions to clean up the environment.

The relationship between sport and the environment in-

cludes both the impact of sport on the environment and

the impact of the environment on sport. All sports activi-

ties, events and facilities have an impact on the environ-

ment, creating an “ecological footprint”.

Although sport is generally not a major cause of pollution,

its cumulative impact can be signifi cant and can include

erosion, waste generation and habitat loss. It is therefore

important for sport to be pursued in an environmentally

sustainable manner, given that the deterioration of envi-

ronmental conditions reduces the health, well-being and

living standards of individuals and communities as well as

their levels of physical activity.

The inherent link between a clean environ-ment and participation in sport is part of what makes sport a powerful tool for communicating environmental messages and encouraging actions to clean up the environment.

Performance indictors:

Number of sporting events acknowledged as

“environmentally friendly”.

Number of awareness campaigns actioned using

sport as a tool for communicating environmental

messages.

Implementation plan


Partners

Time-

line

Green sport framework

Formulate environmentally friendly and practical initiatives that can be applied within the South African sporting sector (e.g.: recycling at events; buying “green” sport consumables).

SRSA DEADWAProv GovLocal GovSASCOC

2013

Green sport awareness campaign

Structure awareness campaigns to educate the general public and sports people in particular about hosting events and buying sports goods that are environmentally friendly.


2013

68


Sport and national government priorities

Strategic objective 31: To capitalise on the numer-ous benefi ts derived from participating in sport and recreation as a mechanism towards achieving and supporting the priorities of National Govern-ment.

Performance indictor:

Number of projects in support of government

priorities.

The sport and recreation sector can play a role and con-

tribute towards the achievement of all fi ve priority areas

identifi ed by the Ruling Party in its 2009 Election Manifesto

as illustrated below.

Priority NSRP emphasis

Education The NSRP places emphasis on school sport and the need for greater alignment between lo-cal government, federations, and schools. Early experience of sport, particularly in schools, is crucial in winning hearts and minds. The NSRP recognises that the promotion of sport and physical education at schools plays an important role in creating motivation for, and commitment to life-long participation. People who exercise regularly in their youth are more likely to resume exercise in later years. The school sport programmes envisaged in the NSRP can motivate children to enrol in and attend school and can help improve academic achievement. Sport can also help to erode the stigma preventing children with disabilities from attending school. Acknowledging that education plays a key role in affecting levels of participation, the NSRP capitalises on evidence that exists showing that sport and physi-cal activity can benefi t education. Research conducted in the UK since 2002 showed that specialist sports schools and schools with a physical education and sports focus have shown improved grades and reported reductions in truancy. The NSRP in South Africa endeavours to exploit this opportunity for the benefi t of sport as well as education. Sport presents the child at school with life skills in a way unsurpassed by any other activity.

Health The NSRP emphasises the health benefi ts of an active nation. Within the NSRP there is a special focus on the youth with the understanding that increased physical fi tness can im-prove children’s resistance to some diseases and that sport can help reduce the rate of higher-risk adolescent pregnancies. The programmes proposed in the NSRP can be used to reduce stigma and increase social and economic integration of people living with HIV and AIDS. In addition to the benefi ts that fl ow from investment in sport, there are substantial savings to the economy from the health gains associated with increased levels of physical activity in the population.

Rural develop-ment, food security and land reform

Through specifi c measures to address facility shortages in rural areas, the NSRP commits stakeholders to greater alignment in planning for building sport and recreation facilities. The building of multi-purpose facilities can be an important tool in contributing to rural development.

Sports-based public education campaigns as proposed in the NSRP can raise awareness of the importance of environmental protection and sustainability. The NSRP has also identifi ed sports-based social mobilisation initiatives, such as Modifi ed Sport and Youth Camps that can enhance participation in community action to improve the local environment.


69

Priority NSRP emphasis

The fi ght against crime and cor-ruption

Initiatives which previously had an indirect crime reduction impact have been brought to the forefront in the NSRP. Initiatives that target the youth and unemployed are expected to contribute to crime prevention. Sport alone cannot prevent confl ict or build peace. How-ever, it can contribute to broader, more comprehensive efforts in a range of important ways. If successfully implemented the NSRP will bridge relationships across social, economic and cultural divides within society, and build a sense of shared identity and fellowship among groups that might otherwise be inclined to threaten each other with distrust, hostility or vio-lence. The NSRP recognises sport as a socially acceptable way for the youth to spend their time and energy without getting into trouble on the streets. The expression ‘a child in sport is a child out of court’ has special relevance in this regard. The NSRP provides for participa-tion opportunities as an alternative to taking drugs and pursuing anti-social activities.

Violence is often the result of deep-seated frustration and idleness. Such frustration can easily be redirected through sport, and this is a key focus of the NSRP.

Decent work and sustainable liveli-hoods

The NSRP provides various mechanisms to equip members of the sports sector with skills through education and training programmes that could assist them with securing jobs. In moving forward more effort will be made to convert volunteer positions into more sustain-able employment opportunities, especially for the youth. Initiatives will also be taken to place identifi ed athletes with appropriate employers as part of an athlete’s vocational pro-gramme, to establish bursaries and scholarships in sport and recreation and to encourage entrepreneurship in the sport and recreation sector. The involvement of legends and retired sports people will be harnessed to elevate this cause. Seasonal employment, volunteer op-portunities and other sectors impacted on through sports related activities and events (e.g.: security; manufacturing etc) also need to be factored in when calculating the value of sport as a tool for providing employment.

The NSRP provides for activities that can make a substan-

tial contribution towards building cohesive communities.

In 2010 the Presidency acknowledged that despite all the

achievements made, government is still not achieving the

outcomes necessary to ensure adequate progress in creat-

ing “a better life for all”. To address this shortcoming the

“Outcomes Approach” was designed to ensure that gov-

ernment focuses on achieving a real improvement in the

life of all South Africans. At the Cabinet Lekgotla held in

January 2010 twelve outcomes were adopted.

In terms of this approach the sport and recreation sector

is acknowledged as a delivery partner for Outcome 12,

namely “An effi cient, effective and development oriented

public service and an empowered, fair and inclusive citi-

zenship” with a particular role in contributing towards an

inclusive citizenship.

In support of the Outcome 12 Delivery Agreement the

NSRP will serve as a tool towards building social capital.

Activities in the Plan provide opportunities to overcome

social barriers and empower individuals. It can help to in-

crease social cohesion, and provide opportunities for en-

gagement in community life through voluntary work. The

well-designed sport and recreation activities are powerful

tools for fostering healthy child and individual develop-

ment, teaching positive values and life skills, reducing con-

fl ict and criminal behaviour, strengthening education and

preventing disease (particularly HIV and AIDS).

70


These activities will help empower and promote the inclu-

sion of marginalised groups, especially women, the youth,

rural and people with disabilities.

The NSRP provides a tool for all South Africans to unite and strive towards common goals and offers a medium to recognise our common humanity in meaningful ways.

Luke Schmidt / Shutterstock.com


71

There is a need for a coordinated, integrated and aligned

national sport and recreation system within which all com-

ponent parts are aligned with the National Sport and Rec-

reation Plan to be subjected to a regular, objective moni-

toring and evaluation framework.

It is not in the best interest of a seamless development

continuum that the delivery of sport and the development

of athletes is divided across two macro entities (SRSA –

development and SASCOC – high performance). This has

led to both gaps and duplication in service delivery to the

sport and recreation sector.

In fi nalising the NSRP there was broad consensus that there

should be only two macro drivers of sport and recreation

in the country, namely Government (all 3 spheres) and one

NGO (SASCOC). It is envisaged that following the approv-

al of the NSRP the legal framework for sport and recreation

will have to be reviewed to ensure that the delivery of sport

and recreation is supported by relevant legislation.

It is also envisaged that the mandate of SASCOC will need

to be expanded to include more than high performance

sport and that the Constitution of SASCOC will have to be

reviewed accordingly.

GOVERNMENT

The Minister of Sport and Recreation is the sole cus-

todian for sport and recreation in the country.

Government is responsible for policy, legislation, in-

frastructure and creating an enabling environment

for all South Africans to participate in sport and

recreation and to promote and develop the sports

economy and industry in all its facets.

Sign SLAs with service providers to deliver on pre-

determined outputs.

Oversight, monitoring and evaluation.

The departments responsible for sport and recrea-

tion in the provinces will need to be reviewed to

ensure alignment with the NSRP and the agreed

outcomes of the Indaba.

There is a need to review the role of MINMECS and

MUNMECS to be effective custodians of the NSRP

and to monitor and evaluate the implementation.

The areas of responsibility of government in imple-

menting the NSRP must be clarifi ed in terms of the

different spheres of government.

THE SPORTS CONFEDERATION

Lead civil society in “translating policy into action”.

The Confederation and/or Sports Councils must

implement policy and create programmes to that

effect within a system of good governance.

Act as an umbrella body for all components of the

sports sector including national federations, univer-

sity sport, sport for people with a disability, etc.

Report directly to Minister with regards to the im-

plementation of the SLA.

The NGO will be assigned the responsibility for the

optimal functioning of the sports development con-

tinuum, namely the holistic development of sports

people from TID to the elite level as well as the re-

lated issues to this process.

Federations and associations are responsible for

the delivery of a development system, the delivery

of national, provincial and local teams, and to en-

sure that technical rules and regulations, the system

of competitions and clubs in various communities

are in place and accessible.

The Constitution and role of SASCOC requires re-

view in order for it to fully carry out its responsibili-

ties in terms of the NSRP and to become the effec-

tive and effi cient home of the sports movement.

There should be no Government representation on

the SASCOC Board; however SASCOC and SRSA

must meet quarterly.

SECTION 3: ROLES and RESPONSIBILITIES

72


SECTION 4: CONCLUSIONPlanning, monitoring and budgeting cycles

Although the NSRP will be monitored and evaluated an-

nually, the targets and deliverables will align with the Me-

dium Term Expenditure Framework (MTEF) to encourage

fi nancial sustainability and with Government’s Medium

Term Strategic Framework (MTSF) to support Government

priorities.

To facilitate this alignment, SRSA (in conjunction with Na-

tional Treasury) will ensure that the implementation of the

NSRP adheres to the regulated budgetary and planning

cycles.

Collaborative agreements

Without a coordinated, integrated and aligned national

sports system within which all component parts are fo-

cused towards a common set of goals and objectives, the

potential value of sport to the South African society cannot

be fully realised.

All sectors must buy-in and commit to the strategic direction that emerged from the Nation-al Sport and Recreation Indaba.

Following the fi nalisation of the NSRP it is envisaged that

the Minister will sign Collaborative Agreements with iden-

tifi ed stakeholders to support the delivery of the NSRP.

The Collaborative Agreement will be signed with the su-

preme delivery partner, i.e. the Minister signing with pro-

vincial government and SASCOC. The supreme delivery

partner will take responsibility for cascading the responsi-

bility further, i.e.: provincial government signing with local

government.

Requisite resources must be made available to support the

implementation of the Collaborative Agreements.

Restructuring

Implementation of the NSRP is non-negotiable and to

action this effectively may necessitate restructuring at

an institutional level. We cannot expect to do the same

thing with the same people and get different results. The

resolutions taken at the National Sport and Recreation

Indaba and approved by Cabinet, take precedence over the

recommendations of the MTT.

Marketing and communication

The sports agenda needs to be elevated as it competes

with other priorities. There is an immediate requirement

to elevate the sports development agenda among other

competing needs as well as a call for an intense, rigorous,

interactive, and penetrating communication strategy high-

lighting the successes of the sector. Therefore, the NSRP

needs to be supported by a marketing and communication

plan with a two-pronged approach focusing on:

Communicating the intentions and outcomes of

the NSRP, including the resolutions taken at the

National Sport and Recreation Indaba. The roles

and responsibilities of the stakeholders in the sec-

tor need to be clarifi ed and communicated to the

general public.

Communicating the value and benefi ts associated

with participating in sport and recreation supported

by accurate and relevant details of how and where

to get involved. There is general consensus that

there seems to be a dearth of information regard-

ing what is available and how to access the sport

and recreation activities available.


73

ACRONYMS AND ABBREVIATIONSANC AFRICAN NATIONAL CONGRESS

AU AFRICAN UNION

BASA BIOKINETICS ASSOCIATION OF SOUTH AFRICA

BSA BOXING SOUTH AFRICA

CATHSSETA CULTURE, ARTS, TOURISM, HOSPITALITY and SPORT SECTOR EDUCATION and TRAINING AUTHORITY

CBO COMMUNITY BASED ORGANISATIONS

COGTA DEPARTMENT OF COOPERATIVE GOVERNANCE & TRADITIONAL AFFAIRS

DAC DEPARTMENT OF ARTS AND CULTURE

DBE DEPARTMENT OF BASIC EDUCATION

DCS DEPARTMENT OF CORRECTIONAL SERVICES

DEA DEPARTMENT OF ENVIRONMENTAL AFFAIRS

DHA DEPARTMENT OF HOME AFFAIRS

DIRCO DEPARTMENT OF INTERNATIONAL RELATIONS and COOPERATION

DoD DEPARTMENT OF DEFENCE

DoH DEPARTMENT OF HEALTH

DHET DEPARTMENT OF HIGHER EDUCATION & TRAINING

DoT DEPARTMENT OF TOURISM

DoTR DEPARTMENT OF TRANSPORT

DSD DEPARTMENT OF SOCIAL DEVELOPMENT

DTI DEPARTMENT OF TRADE AND INDUSTRY

DWA DEPARTMENT OF WATER AFFAIRS

FIFA FEDERATION INTERNATIONALE DE FOOTBALL ASSOCIATION

GDP GROSS DOMESTIC PRODUCT

GIS GEOGRAPHICAL INFORMATION SYSTEM

HSRC HUMAN SCIENCES RESEARCH COUNCIL

ICASA INDEPENDENT COMMUNICATION AUTHORITY OF SOUTH AFRICA

IDP INTEGRATED DEVELOPMENT PLAN

IOC INTERNATIONAL OLYMPIC COMMITTEE

IRB INTERNATIONAL RUGBY BOARD

LARASA LEISURE AND RECREATION ASSOCIATION OF SOUTH AFRICA

MIG MUNICIPAL INFRASTRUCTURE GRANT

MOU MEMORANDUM OF UNDERSTANDING

74


MPP MASS PARTICIPATION PROGRAMME

MTT MINISTERIAL TASK TEAM

NF NATIONAL FEDERATION

NGO NON-GOVERNMENTAL ORGANISATIONS

NOCSA NATIONAL OLYMPIC COMMITTEE OF SOUTH AFRICA

NPO NON PROFIT ORGANISATIONS

NSC NATIONAL SPORTS COUNCIL

NSRP NATIONAL SPORT AND RECREATION PLAN

NSRA NATIONAL SPORT AND RECREATION AMENDMENT ACT

PE PHYSICAL EDUCATION

SA SOUTH AFRICA

SACOS SOUTH AFRICAN COUNCIL ON SPORT

SAIDS SOUTH AFRICAN INSTITUTE FOR DRUG-FREE SPORT

SALGA SOUTH AFRICAN LOCAL GOVERNMENT ASSOCIATION

SANROC SOUTH AFRICAN NON-RACIAL OLYMPIC COMMITTEE

SAPS SOUTH AFRICAN POLICE SERVICES

SAQA SOUTH AFRICAN QUALIFICATIONS AUTHORITY

SASCOC SOUTH AFRICAN SPORTS CONFEDERATION AND OLYMPIC COMMITTEE

SASMA SOUTH AFRICAN SPORTS MEDICINE ASSOCIATION

SAT SOUTH AFRICAN TOURISM

SCSA SUPREME COUNCIL FOR SPORT IN AFRICA

SDPIWG SPORT FOR DEVELOPMENT AND PEACE INTERNATIONAL WORKING GROUP

SGB STANDARDS GENERATING BODY

SLA SERVICE LEVEL AGREEMENT

SETA SECTOR EDUCATION AND TRAINING AUTHORITY

SRSA SPORT AND RECREATION SOUTH AFRICA

TID TALENT IDENTIFICATION and DEVELOPMENT

TSA TOURISM SOUTH AFRICA

UK UNITED KINGDOM

UN UNITED NATIONS

UNESCO UNITED NATIONS EDUCATIONAL SCIENTIFIC AND CULTURAL ORGANISATION

WADA WORLD ANTI-DOPING AGENCY


75

REFERENCE DOCUMENTS1. Athletes Commission Terms of Reference

2. Code of Conduct

3. Funding model for SA sport

4. National Sport and Recreation Infrastructure Framework Plan

5. National Sports Indaba Perspective Document

6. Prioritisation of National Federations Policy

7. Provincial Academies of Sports Framework

8. Provincial Sports Councils Constitution

9. Provincial Sports Councils Guidelines

10. SA Coaching Framework

11. South African Sport for Life: Long-Term Participant Development

12. SA Sports Tourism strategy

13. School Sport SRSA-DBE MOU (2011)

14. Sport for Development and Peace Action Plan

15. White Paper on sport and recreation (2011)

16. Olympic Charter 8 July 2011

76

TRANSFORMATION CHARTER FOR SOUTH AFRICAN SPORT

76


Annexure


77

TRANSFORMATION CHARTERFOR

SOUTH AFRICAN SPORT


77

78


78


CONTENTSPREAMBLE 79

PART 1: MORAL AND STRATEGIC REASONS FOR TRANSFORMATION 801.1 INTRODUCTION 80

1.2 TRANSFORMATION – A GLOBAL PHENOMENON 80

1.3 TRANSFORMATION CHALLENGES 81

1.4 REALITIES OF SOUTH AFRICAN SOCIETY 82

1.5 TRANSFORMATION STRATEGY 82

1.6 ROLE-PLAYERS IN TRANSFORMATION 83

1.7 TRANSFORMATION SCORECARD 84

1.8 CONCLUSION 84

PART 2: TRANSFORMATION CHARTER 852.1 INTRODUCTION 85

2.2 PURPOSE OF TRANSFORMATION CHARTER 85

2.3 GOVERNMENT’S POLICY DIRECTIVES ON TRANSFORMATION 85

2.4 TRANSFORMATION AND THE SA SPORTS SECTOR 87

2.5 TRANSFORMATION IMPERATIVES 88

2.6 FUNDAMENTAL PRINCIPLES OF THE CHARTER 88

2.7 NATIONAL SPORT AND RECREATION INDABA RESOLUTIONS ON TRANSFORMATION 89

PART 3: MULTI-DIMENSIONAL TRANSFORMATION SCORECARD AND MEASUREMENT SYSTEM 923.1 CONTEXTUAL BACKGROUND 92

3.2 TRANSFORMATION DIMENSIONS 92

3.3 SCORECARD APPROACH TO MEASURE AND ASSESS TRANSFORMATION PROCESSES AND PROGRESS 93

3.4 DIMENSION (PERSPECTIVE) SCORECARDS FOR MONITORING TRANSFORMATION IN SPORT 93

3.5 INDICATORS FOR TRANSFORMATION SCORECARD DIMENSIONS 96

3.5.1 ACCESS DIMENSION 96

3.5.2 SKILL AND CAPABILITY DEVELOPMENT 99

3.5.3 DEMOGRAPHIC PROFILE DIMENSION 101

3.5.4 PERFORMANCE DIMENSION 103

3.5.5 CONTRIBUTION TO GOVERNMENT PRIORITIES DIMENSION 104

3.5.6 GOOD GOVERNANCE DIMENSION 105

3.6 OVERALL TRANSFORMATION SCORECARD 106

PART 4: COMMITMENT TO THE TRANSFORMATION CHARTER 107

4.1 APPLICATION OF THE CHARTER 107

4.2 COMMITMENT 107

4.3 UNDERTAKINGS 108

SIGNED COMMITMENT 110

ANNEXURE A: TRANSFORMATION SCORECARD 112


79


79

PREAMBLEFor the purpose of this Charter transformation is defi ned

as a process of holistically changing the delivery of sport

through the actions of individuals and organisations that

comprise the sports sector to ensure:

Increased access and opportunities for ALL South

Africans, including women, persons with disabili-

ties, youth, children and the elderly to sport and

recreation opportunities.

The socio-economic benefi ts of sport are

harnessed.

The constitutional right to sport is recognised.

Thus, transformation describes the establishment of a

sports system that has a focus on the principles of:

human capital development;

equitable resource distribution;

elimination of all inequalities;

increased access to participation opportunities;

skill and capability development at all levels and in

all areas of activity;

greater community involvement through new

sports infrastructure development;

empowerment of the individual;

respect for each other;

fair and just behaviour;

innovation to give South Africa a competitive edge

in world sport; and

good governance.

These principles will be implemented and monitored on

the basis of a Performance Management System.

The Charter comprises four parts:

PART 1: MORAL AND STRATEGIC REASONS FOR

TRANSFORMATION.

PART 2: A TRANSFORMATION CHARTER BASED ON

THE MORAL AND STRATEGIC REASONS DISCUSSED

IN PART 1.

PART 3: A MULTI-DIMENSIONAL TRANSFORMATION

SCORECARD AND MEASUREMENT SYSTEM.

This component consists of appropriate, associated,

specifi c data sheets, a data base, data collection and

analysis procedures as well as the establishment of

appropriate interventions.

PART 4: COMMITMENT TO THE TRANSFORMATION

CHARTER

80


1.1 INTRODUCTION

The concepts of transformation and empowerment and

the motivations for and against the need thereof are of-

ten emotional, oversimplifi ed, not clear and therefore

misunderstood. In addition, the strategic imperative and

moral motivation for the importance and necessity for the

structured transformation of all components of the South

African sport sector in the interest of the country’s long

term future is frequently neglected and not suffi ciently em-

phasised. This invariably results in exceedingly emotional

and to some extent confused interaction among South

Africans in general and sports stakeholders in particular.

Furthermore, this could lead to confrontational situations

between different stakeholder groupings which spill over

into the public domain with damaging consequences for

sport’s image and reputation. This is clearly not in the in-

terest of sport, considering the position it occupies in the

South African society, now and in the future.

In South Africa a major and irreversible transformation

movement was triggered when Nelson Mandela stepped

back into the world in 1992. The country’s future well-be-

ing is intimately bound to how it deals with eradicating the

barriers of the apartheid system and to rebuild the country

on democratic principles. Success will be closely linked to

the ability of South Africans to come together, each bring-

ing their own attributes to establish a new culture of rec-

onciliation, harmony and unity of purpose. South Africans

have to remain focused on the inspired and overriding

ideal it has set itself: the development of one unifi ed and

successful nation.

It has to be understood that transformation involves

change and change is multi-faceted. It is an enigma and

it means many things to many people. Sport’s transforma-

tion approach, therefore, has to include an orchestrated

redesign of the total sports organisation’s inherent archi-

tecture achieved by working simultaneously along the four

dimensions of reframing, restructuring, revitalisation and

renewal. These processes require high level strategic think-

ing and strategic planning initiatives to ensure that they

are aligned to the critical issues related to the achievement

of highly focused, clearly defi ned and measurable transfor-

mation objectives and goals.

1.2 TRANSFORMATION – A GLOBAL PHENOMENON

Major transformation movements are in progress in many

countries across the globe. South Africa is not alone in

coming to terms with the realities of having to adapt to

rapidly changing multi-dimensional environments within

which it functions. A transformation movement was set

into motion in Germany when the Berlin Wall came down

and massive transformation is in progress in Eastern Eu-

rope, China and India. Many other examples exist.

In 1994 South Africa was reborn into a globalised world

dominated by the world’s most powerful nations, which

espouse and practice neo-liberal market economics in or-

der to promote their own self-interests. The fact that other

emerging nations are also fi ghting for their share of the

global pie further complicates the situation. The prognosis

is that South Africa and all its component structures are

going to have to compete like never before if the kind of

success, growth and prosperity desired are to have any

chance of coming to fruition.

To be successful the country’s true potential in all areas –

business, education, sport, etc. both at home and in the

global arena has to be unlocked. At the core of the ap-

proach required lie the incubation, nurturing and develop-

ment of the country’s actual and potential human capital.

Essentially, it refers to the creation of an environment in

which human capital can be nurtured, and can prosper and

PART 1: MORAL AND STRATEGIC REASONS FOR TRANSFORMATION


81

grow, free from any of the social ills that prevent people

from enjoying their basic human rights to lead productive

lives. It is in this context that sport has a key role to play.

South Africans have to believe that as a nation we are ca-

pable of competing effectively in the global arena on the

basis of innovative and creatively crafted strategies.

The next generation of South Africans need to have the

right qualities to make a positive impact on the global

arena in all areas. The world does not owe South Africa

anything and South Africans have the choice of acting as

the architects of their own futures or the custodians of the

demise thereof.

1.3 TRANSFORMATION CHALLENGES

The country has been fi rmly launched on the journey of

transforming itself through the demanding process of

establishing new structures, a new culture and new value

sets. This course of action is determined and supported

by many who have made a choice in favour of understand-

ing and reparation. However, bringing together a society

comprising a blend of widespread and dissimilar groups of

South Africans with different value sets and widely differ-

ent cultures and backgrounds is a colossal challenge.

There are two primary drivers of empowerment: fi rst, the

altruistic driver – those people who believe “it’s the right

thing to do” and have brought it onto the national agenda;

secondly, those who recognise that it is a strategic impera-

tive, understanding that it is a key critical success factor

for survival and long-term competitiveness and prosperity.

There are three categories of people in the South African

society that have to be recognised, acknowledged and

brought on board in the process.

Firstly there are those with both feet positioned in the

past and who view current processes to change and adapt

South African society as intrusive, unproductive and dis-

criminatory in nature. When observing the agony of the

growing pains associated with the country’s infant democ-

racy complicated by the effect and impact of past actions,

this group invariably compares “how bad it is today” with

“how good it was yesterday”. It is a perspective that has

to be engaged and positively dealt with if the country is

to move forward on a more unifi ed basis and a faster rate.

The second group is representative of those who have one

foot in the past and another hesitantly positioned in the

future. They are generally uncertain, unsure, apprehensive

and sometimes perplexed about the shape of the coun-

try’s longer term future. This often leads to a state of semi

paralysis characterised by feelings of uncertainty about

whether or not to actively participate which sometimes

culminate into neutral “wait and see” positions.

Thirdly, there are those who have both feet fi rmly planted

in the future some of whom who are actively engaged in

dealing with the problems challenging South African soci-

ety. A momentous task considering some of the structural

defi ciencies, relatively inexperienced and untested human

resource base and sometimes defi cient support structures

in place.

The challenge faced is to shape every component of the

South African society to deal with the future in increasingly

threatening environments, domestically and internation-

ally. One of the key factors for success will be to focus the

attributes, insights and energies of each of these groups

on the common objective of structuring a unifi ed and suc-

cessful nation.

It is strategically suicidal for transformation to be viewed

solely from a restrictive political rather than a holistic per-

spective. Transformation refers to each and every compo-

nent of South African society, including sport and all its sub

structures.

In the global arena sections of the country’s manufacturing

infrastructure are under siege e.g. the textile industry (and

others will be continuously challenged) as a result of the

onslaught of low cost products that are arriving on the

country’s shores from countries competing on the basis

of low wage structures (e.g. India, China, and Eastern

Europe).

82


In order to preserve and create jobs the country’s ability to

compete needs to be improved. It is therefore important

to guard against the emergence of negative perceptions

about the nation’s competitiveness internationally that will

affect the will and confi dence to conceive and implement

innovative competitive strategies. In this regard sport has

got a very important role to play as a beacon of the coun-

try’s ability to be globally competitive.

1.4 REALITIES OF THE SOUTH AFRICAN SOCIETY

The roller coaster of change is speeding along against a

background of where 50% of the country’s population is

living in abject poverty not knowing where their next meal

may come from. Lives are impacted on a daily basis by

a plethora of factors contributing to a poor overall qual-

ity of life and with grim unemployment related problems

further complicating the situation. The same people are

waiting for the fulfi llment of the hopes and dreams that

ordinary people have been and are associating with the

new democratic dispensation. If left unattended, the pent-

up demand for a better way of life and expectations of a

more inclusive fruitful future could easily return the country

to the brink of self-destruction from which it miraculously

escaped. The signs of rising levels of dissatisfaction are

ominously visible and are ignored at one’s own peril. An-

other worrying feature is the emergence of a wave of rac-

ism driven by a “new” combination of factors.

From an ethical and moral perspective the transformation

road embarked on by South Africa represents an exercise

in restorative justice and reconciliation. The process in-

volves the restoration of destroyed trust and the removal

of conditions undermining relationships of trust, whether

of a socio-economic, political or structural nature. It em-

braces the choice made to transcend the divisions, strip off

the past and to make things right between those who have

been locked into an adversarial relationship.

1.5 TRANSFORMATION STRATEGY

The essence of a sports transformation strategy has to be

multi-dimensional and focused on changing demographic

profi les on and off the fi eld of play, ensuring equitable ac-

cess and resource availability, skill and capability devel-

opment on and off the fi eld play; extensive community

involvement with a view to provide participation oppor-

tunities and to identify potential talent; and building and

shaping relationships with its future support and spectator

base, future leaders and decision-makers on the basis of

broad-based community engagement. This approach will

drive and shape sport’s future demographic profi le.

At the core of this strategy lie the identifi cation, incuba-

tion, nurturing and development of actual and potential

human capital to ensure the human resource base of sport

to be optimally skilled and equipped. South African sport’s

competitive advantage lies in the existing rich historical

sports traditions among Coloureds in the Western Cape,

Indians mostly in KZN, among Whites across the country,

and the vast unexplored sports potential among Blacks

across the country.

SA sport’s ability to remain competitive in the longer term

is intimately linked to its ability to maintain and grow its

existing human resource base while accelerating the iden-

tifi cation, incubation, nurturing and development of the

existing and vastly unexplored human resource base at its

disposal. The rate at which these trends unfold and how it

is managed together with the improvement of skill, com-

petency and capability levels on and off the fi eld of play

are critical success factors in the quest for long term suc-

cess.

The objective of the transformation strategy should be to

engage South African society on the broadest possible

basis in such a way that it impacts the quality of life within

communities through the fun, entertainment and competi-

tive characteristics of sport. This will expose the nation on

a broader basis to the full extent of the socially based ben-

efi ts of sport. At the same time the skill base required to


83

breed supremacy over sporting rivals will be developed.

The current process of engagement is narrow based, tar-

geted at the accelerated identifi cation and development

of talent in the short term with the purpose of impacting

the demographic profi les of representative entities. This

narrow – based approach with the prime objective of

changing the demographic profi les of top teams is mar-

ginally effective and in the process it is contributing to the

emergence of a range of secondary problems.

The driving force for sport’s demographic transformation is

increased investment on the basis of broader community

involvement. The current narrow-based approach, while

having the advantage of focused talent identifi cation for

development purposes, has the disadvantage of only a

small proportion of the available potential being accessed

leaving the larger part of sport’s longer term support look-

ing in from the outside.

By broadening the base of its involvement in rural and ur-

ban communities sport will be positioned to infl uence the

existing image and perceptions about sport on a wider

basis within the broader South African society. In the pro-

cess it will grow its support base, shaping it in line with the

demographic changes that will be taking place on the fi eld

of play. This will ensure a continuously enlarging and diver-

sifi ed support base and continued interest of the corpo-

rate world as an important component of their integrated

marketing strategies.

A dominant position in the sporting world cannot be

achieved by the imitation of rival strategies. Compared to

its rivals, SA sport’s unique strategic advantage is the size

of the pool of human capital available. This has to be the

major long term focus for any sport while at the same time

ensuring that its historical participation base remains opti-

mally maintained and fi nely tuned.

The process will have to be driven by the country as a

whole as well as each one of its socio-economic and so-

cio-political components having appropriate visions sup-

ported by realistic and workable strategies. In the quest

for success, specifi c strategic paradigms will have to be

developed and the mimicking of someone else’s strategic

model will have to be avoided. This process starts with a

vision that all stakeholders can and want to aspire to.

1.6 ROLE-PLAYERS IN TRANSFORMATION

An appropriate transformation approach will involve a

change in direction on all levels within sporting organi-

sations, a change not only of how it works and how it is

structured but how people think, interact, participate and

perform. It is seen as a process upon which everyone is

embarking on willingly, knowing that it is a journey requir-

ing commitment, intention and full participation.

It has to be recognised that sport cannot transform itself

until it transforms its thinking. Thinking within the organi-

sation is defi ned as the mental activity of every member

of the organisation - all the idea generation, learning and

skill development, exchange of information, development

of strategic directions, communication, research, process

improvement and quantum leaps that make up the total

intellectual activity of the organisation. This is seen as SA

sport’s real transformational challenge. The strategic and

moral imperative for transformation has to be seized upon

as an opportunity for sport to re-invent itself.

For transformation efforts to be effective a fundamental

shift is required in the way the whole organisation is struc-

tured and managed. This should address the way in which

it deals with its constituent members, how leadership

conduct themselves, how the game is marketed and pro-

moted, how sport’s image and reputation is managed and

how all component structures collectively act and think.

This represents an intellectual challenge of some format.

A “more of the same” approach will have limited success.

“Out of the box” thinking to bring forth creative, innova-

tive and original ways of dealing with the issues involved

will provide the breakthroughs required.

84


1.7 TRANSFORMATION SCORECARD

Existing one dimensional transformation models (which

are focused solely on demographic representation) have

to be changed into a multi-dimensional model defi ning an

entity’s transformation profi le in more than one area e.g.

demographic change; improved access to participation

opportunities on an equitable basis; skill and capability de-

velopment; broader community involvement, employment

equity principles; gender equality, disability sport, good

governance and preferential procurement practices. This

provides for a basis on which to construct a transformation

related balanced scorecard.

Transformation status and progress has to be monitored

and evaluated on the basis of trends in overall transfor-

mation achievement (sum of the weighted contributions

of each of the selected dimensions) as well as the trends in

each one of the dimensions. Trend analysis of performance

related to the overall transformation profi le as well as in

each transformation dimension form the basis of transfor-

mation related operational plans and the basis for directed

interventions and reward.

A scorecard applicable at among other national, provin-

cial, club, senior school, and junior school level can be

constructed to monitor ‘transformation’ progress in each

of the dimensions. It is important to realise that transfor-

mation is not only about demographic representation. It is

also about the drivers that will bring about sustainable de-

mographic change, improved levels of competition, better

governance and having a wider impact on South African

society as part of a wider social responsibility.

1.8 CONCLUSION

The transformation process as outlined will enable sport

to re-position and re-invent itself on the basis of the prin-

ciple of empowerment while at the same time making a

substantial contribution to South African society. The bar

of excellence is rising relentlessly and we are all in a race

to the future. We need to be more effective and crea-

tive in developing strategies, practices, processes, talent,

and skills that will make us winners in a hyper-competitive

world. Transformation, correctly defi ned and utilised, is a

powerful tool not only to correct injustices of the past but

also to establish a sustainable competitive advantage tar-

geted at enhancing overall competitiveness globally.


85

2.1 INTRODUCTION

This Transformation Charter is based on designing, struc-

turing and implementing a range of broad-based trans-

formation initiatives as part of a process of re-organising

the operational and strategic initiatives of Government,

SASCOC and its membership on and off the fi eld of play.

The purpose of the process is the establishment of a sports

system focused on the principles of: human capital devel-

opment; equitable resource distribution; elimination of all

inequalities; increased access to participation opportuni-

ties; skill and capability development at all levels and in all

areas of activity; greater community involvement through

new sports infrastructure development; empowerment; re-

spect for each other; fair and just behaviour; innovation

to stay ahead of competition; sustainable internationally

competitive performance; and good governance.

2.2 PURPOSE OF THE TRANSFORMATION CHARTER

This Transformation Charter:

Outlines the principles and the basis for designing

and implementing a transformation strategy on the

basis of broad-based empowerment.

Lays the basis for setting transformation related

goals, the achievement of which will become an im-

portant barometer in the allocation of funds.

Is intended to assist the South African sports sector

to develop and implement broad-based transfor-

mation action plans.

It is also intended that the achievement of selected

transformation goals will become important criteria

for considering applications for LOTTO funding.

2.3 GOVERNMENT’S POLICY DIRECTIVES ON TRANSFORMATION

The concept of transformation has its foundation in the

1996 Constitution of the Republic of South Africa. There

are four distinct parts of the Constitution that set the tone,

the parameters and the rationale for transformation in our

country and consequently in our sport. These are:

The Preamble to the Constitution

The Founding Values to the Constitution

The Equality clause of the Bill of Rights

The Human Dignity clause of the Bill of Rights.

The Preamble:

It is clear that the Constitution recognizes that there

were past injustices, one of them being the system-

atic exclusion of Blacks from participating in sport.

The Constitution aims to improve the quality of life

of all citizens and free the potential of each per-

son. In the sports sector, this can only be achieved

through sport that is transformed to ensure equita-

ble access by all.

The Founding Values:

Human dignity, the achievement of equality and the

advancement of human rights and freedom.

Non-racialism and non-sexism.

Supremacy of the Constitution as the law of the

Republic.

Democratic governance to ensure accountability,

responsiveness and openness.

From the above values it is clear that transformation is

imperative as no sports federation or organization can be

founded on values different from those of paragraphs 1(a),

(b) and (c) of the founding values of our Constitution.

PART 2: TRANSFORMATION CHARTER

86


Equality Clause:

Paragraph 9 of the Bill of Rights states that:

Everyone is equal before the law and has the right

to equal protection and benefi t of the law.

Equality includes the full and equal enjoyment of all

rights and other measures designed to protect or

advance persons, or categories of persons, disad-

vantaged by unfair discrimination.

The State may not unfairly discriminate directly or

indirectly against anyone on grounds of race, gen-

der, sex, pregnancy, marital status, ethnic or social

origin, colour, sexual orientation, age, disability,

religion, conscience, belief, culture, language and

birth.

No person may unfairly discriminate directly or in-

directly against anyone on the above mentioned

grounds. National legislation must be enacted to

prevent or prohibit unfair discrimination.

Discrimination on one or more grounds listed is un-

fair unless it is established that the discrimination is

fair.

The equality clause is the overriding clause of the Consti-

tution. All sectors, including the sports movement, must

ensure that there is equality in our society and truly trans-

form our sport not in violation but in harmony with the

equality principle of our Constitution.

Government subscribes to the concept of a “developmen-

tal state” which provides for proactive intervention with

the resources at its disposal to accomplish the mandate

given by the electorate.

Other than political, some fi nancial and endorsement in-

fl uence, Government cannot enforce transformation in

sport. However, continued unsatisfactory performance in

the transformation arena could lead to consideration be-

ing given to a ‘Sports Transformation Act’. In the meantime

“The Prevention of Unfair Discrimination Act” could be

used to assist in promoting transformation in sport.

Without a truly level ‘playing’ fi eld (access, opportunities

and support) transformation cannot be realised. At the

heart of the Transformation Charter is the prerequisite to

ensure that the ‘playing fi eld’ is leveled.

In the White Paper on sport and recreation (2011) it is stated

that since democracy in 1994 we still have a sporting en-

vironment where there is a skewed picture of sporting fa-

cilities and opportunities. The South African Government is

committed to correct this and to ensure that our national

teams are representative of the total South African popu-

lation. To have a real and lasting impact on our nation we

cannot compete with the exclusion of certain parts of our

population. With true transformation, as a country, South

Africa could become an even greater force in world sport as

more people have the opportunity to compete and excel.

Key issues

Transformation is about the soul of the nation and

should cut across age, gender, disability and geo-

graphical spread.

Transformation means that the starting line must be

the same for all the children of this country. This is

the challenge we must succeed in.

The Government will treat sport as a voluntary self

regulatory environment with teams that are select-

ed by independent sports federations that are vol-

untarily constituted and self governing.

The Government will fully support the notion of a

winning culture in sport and will rally 100 percent

behind all our national teams when competing in

the international sporting arena.

It is not the policy of Government to advocate the

racial composition of national teams, nor to pre-

scribe to National Federations (NFs) on how they

should select their teams.

NFs should be empowered to implement effective

transformation. Sharing best-practice should be

encouraged.


87

In conjunction with the sports community, Govern-

ment will pursue its responsibility to accelerate

transformation in sport, making sport accessible to

all South Africans, making more funds available to

sports development and to ensure that systems are

in place that will assist talented athletes to reach

their full potential.

Meaningful transformation will only be possible if

the required fi nancial resources are made available.

The logical outcome of investing more resources at

a grassroots level will yield stronger and more com-

petitive national teams for the country. Through

proper development programmes by the NFs and

Provincial Federations and good supporting sys-

tems, the wealth of sporting talent must be capital-

ised upon with representative winning athletes and

teams a natural outcome.

Transformation of teams should be from the bot-

tom up. There should be a “catch-up strategy” in

under-developed areas funded by Government so

that more young people from disadvantaged areas

are afforded the opportunity to unlock their poten-

tial. Government will ensure that all athletes have

equitable opportunities to excel.

Transformation is also necessary in all support sys-

tems for South African sport, including administra-

tion, coaching and technical offi ciating.

2.4 TRANSFORMATION AND THE SOUTH AFRICAN SPORT SECTORThe South African sports sector recognises:

That the imperative of addressing historical and so-

cial inequalities as stated in the Constitution of the

Republic of South Africa applies equally to sport

and each of its component parts.

That transformation strategically applied in a South

African context, does not refer to the domain of

politics alone. It refers to each and every compo-

nent of our society.

That as a result of segregation, exclusion and dis-

crimination sport is still largely inaccessible to the

vast majority of the country’s citizens.

The existence of signifi cant barriers preventing

general access to sport participation opportunities.

Transformation is a conscious process of eliminat-

ing dis crimination, rather than a process of further-

ing the interests of particular groups. Targeted ac-

tivities such as selection, develop ment and training,

and promotion practices are viewed as temporary

interventions which will cease as soon as an envi-

ronment of equal opportunity has been achieved.

Affi rmation implies both the giving of preference

and putting right what have previously been wrong/

unfair - overcoming barriers and creating access to

equal opportunity in general.

That transformation intervention has to enhance

governance, performance, productivity, effi ciency

and competitiveness. Transformation is about an

improved order of things.

That the basic unit of empowerment is the indi-

vidual and the ethos of empowerment involves

creating a context for individuals in which to reach

their full potential. This will bring about signifi cant,

short term increases in the number of Black people

involved and participating in the affairs of the South

African sports sector.

That sport at elite levels appears to be fl ourishing

while widespread and accessible development pro-

grammes at grassroots community levels remain

inadequate.

That the lack of substantial investment required

changing the face of sport, especially at the grass

roots community level, inhibits transformation

processes.

The need exists to ensure substantially greater lev-

els of participation, providing facilities and infra-

structure in communities previously deprived there-

of, providing support to those who show potential

88


to excel, ensuring that imbalances of the past are

eliminated and developing the human resource

base required to administer and support sport.

That participation and excellence in sport is linked

to the ability of individuals to invest substantial re-

sources including time, money, effort and energy.

The fact that the majority of the country’s people

are poor renders sport inaccessible to them.

That as the rate of empowerment increases there

will be increasing levels of discontent among those

who perceive themselves to be the victims of the

empowerment process.

The need for greater attention to be given to in-

novation, competitiveness, knowledge and infor-

mation management all of which necessitates the

need for proactive expansion of the existing human

capital pool by investing in equity, people, skills de-

velopment and institutional transformation.

2.5 TRANSFORMATION IMPERATIVES South Africa is in a process of transforming itself.

The spirit of the Constitution’s preamble and the

values embedded in our democracy’s founding

document refl ects the hopes, dreams and com-

mitment of the vast majority of South Africans who

have made a choice in favour of understanding and

reparation.

Discriminatory patterns and practices in South Af-

rica are not of mere coincidental nature but stem

from structural conditions. These conditions have

created vested interests as well as entrenched mind

sets or paradigms on both sides of the racial divide.

Apartheid and the consequences thereof can only

be abolished by transforming the structures, cul-

tures and values it had produced in the South Af-

rican society in such a way that a new dispensation

with new structures and values come into place.

The most challenging part of the journey on the

road to transformation, particularly the building

of a workable moral consensus, is reconciling the

expectations of the historically disadvantaged with

the vested interests (and rights) of the historically

privileged class.

Another major problem is to get those who have

benefi ted from the past to realise that an awareness

of the injustice is but one side of the coin; the other

side demands deliberate intervention in order to

transform the South African society.

Reconciliation is not based simply on confession

of guilt and the asking of forgiveness. Reconcilia-

tion that can lead to a culture of trust and freedom

also requires that structural and other reparations

and adjustments take place. It has to come through

concrete deeds and through making sacrifi ces,

through transformation.

Transformation will therefore represent a change of

direction on all levels and areas within the South

African sports sector - a change not only of how it

works, but how it thinks, interacts, participates and

performs. A process of re-invention.

2.6 FUNDAMENTAL PRINCIPLES OF THE TRANSFORMATION CHARTER

The South African sports sector recognises that empower-

ment and affi rmation involves a set of integrated strategies

including:

Re-inventing, re-organising, restructuring and re-

juvenating the overall sports system as well as its

component parts.

Considering the principles underpinning a ‘Devel-

opmental State’. A Developmental State plays an

active role in guiding development and using the re-

sources of the country to meet the needs of people.

It tries to balance growth and social development by

using resources in expanding opportunities.

Changing sport’s demographic profi le.

Establishing a system for identifying, incubating


89

and nurturing the seamless development of human

capital from mass participation level through to

high performance and elite participation levels.

Ensuring equitable access to all resources including

fi nance, facilities, support services, infrastructure,

and participation opportunities in all areas and at

all levels.

The sustainable improvement of human capital in

all areas on the basis of skill, expertise and capabil-

ity development and improvement on and off the

fi eld of play.

Improving the administration of South African sport

according to governance principles and proce-

dures (see King III Report).

Accelerating social development at community

level through the establishment and development

of sports structures and infrastructure on the basis

of enhanced social responsibility.

Exploring the broader social context of sport and

the social needs in this context through extended

community based initiatives and programmes in

support of goals and objectives of strategic nation-

al importance.

Linking schools and club structures that are in har-

mony with SRSA initiatives at a local and provincial

level.

Ensuring equitable distribution of all resources – fi -

nance, facilities and support services – and redress-

ing backlogs experienced in and by disadvantaged

communities.

Consistently improving and enhancing the quality

of performances on and off the fi eld of play at in-

ternational and all other levels of high performance

sport on the basis of the principles of universality

and merit in tandem with each other.

Bringing about equitable representation of Black

persons, women and people with disabilities in all

areas and all levels within local, provincial and na-

tional sports structures over time.

Ensuring that all codes consistently enlarge its par-

ticipation footprint across the country.

Pursuing and practicing preferential procurement prac-

tices with respect to BEE and suppliers providing envi-

ronment friendly products and services to sport.

To accelerate, advance and manage the process on the

basis of a “scorecard” mechanism, applicable to the

South African sports sector to monitor and analyse trends

towards pre-set transformation goals.

Implementing a performance measurement and

monitoring/auditing system to ensure progress and

positive trends in all transformation dimensions

selected and introducing interventions as and when

required.

2.7 NATIONAL SPORT AND RECREATION INDABA RESOLUTIONS ON TRANSFORMATION

A National Sport and Recreation Indaba was held on 20

and 21 November 2011 at the Galagher Convention Cen-

tre in Midrand with the main purpose of fi nalising a master

plan for South African sport. At the end of this Indaba the

following resolutions on transformation was adopted:

The Indaba noted that:

As a country we have inherited an unequal and in-

equitable legacy of apartheid sport.

That this legacy permeated across various stratas of

society, including but not limited to:

Gender

Race

Class

Disability

Rural, peri-urban and urban divide.

90


Further noting:

That the legacy of apartheid created:

Divisions

Lack of access

Uneven provision of facilities

Uneven development of sport

Inadequate talent identifi cation and devel-

opment programmes.

That a quota system was introduced as a tool and

measure to redress the past historical imbalances.

That this legacy of inequity and inequality is still

embedded in the current system and continues to

negatively impact on the following:

Sport development

Meeting the vision of a winning nation

Achieving racially integrated teams and

social cohesion.

Believing:

That this development has hampered the develop-

ment of sport overall.

That this has limited competitiveness of the country

both locally and internationally.

The perspective document was provided to

delegates of the 2011 Sport and Recreation Indaba.

Transformation is about holistically changing the

delivery of sport and the actions of individuals and

organisations that comprise the sport sector to

ensure:

Increased access and opportunities for ALL

South Africans, including women, persons

with disabilities, youth, children and the el-

derly to sport and recreation opportunities.

Harness the socio-economic benefi ts of

sport.

The constitutional right to sport is

recognised.

Further believing:

That this legacy of apartheid must be reversed and

conquered.

That the intended objectives of the quota system

still have a place in the South African sporting envi-

ronment.

Aware:

Of the fact that certain sections of the sporting

community:

Had raised certain reservations and con-

cerns relating to quotas

Believe that there is a stigmatization of play-

ers by the quota system.

That the quota system had contributed to the trans-

formation of sport, although not wholly successful.

Therefore it was resolved that:

The quota system still has a role to play in the

transformation of South African sport. This will be

implemented using a developmental approach as

contained in the revised Transformation Charter.

As time goes, the quota system needs to be re-

viewed within a process of creating an enabling

environment for a winning nation that will support

merit in the long run.

Further more it was resolved:

To adopt the Transformation Charter as part of the

National Sport and Recreation plan.

To adopt the scorecard as a monitoring and evalua-

tion tool for transformation.

SASCOC will partner with federations to refi ne the

generic scorecard for each specifi c code of sport,

for implementation immediately after the Indaba.

Implementation of the scorecard must be under-

pinned by funding.

SRSA and SASCOC will take responsibility for over-

seeing transformation.

There is no need for specifi c legislation and regula-

tions on transformation at this point in time.


91

In conclusion:

It was agreed that transformation is about changing

the delivery of sport and the actions of individuals

and organisations that comprise the sports sector

to ensure:

Increased access and opportunities for ALL

South Africans, including women, persons

with disabilities, youth, children and the el-

derly, to sport and recreation activities.

Harness the socio-economic benefi ts of

sport.

To recognise the constitutional right to

sport.

Holistic approach to the delivery of sport.

The main obstacles to transformation include:

Resistance to change.

Lack of funding.

Lack of/or insuffi cient infrastructure, facili-

ties, transport, etc.

Poor corporate governance.

Lack of talent identifi cation, development

and exposure.

Insuffi cient or lack of community based

sport and recreations structures.

Translating policy into action.

Lack of a unifi ed single sports plan for the

sector as a whole.

Lack of/or insuffi cient collaboration between

government departments and other spheres

of government.

The following additional matters were raised as is-

sues that could impact on transformation:

Language can be a barrier.

Multi-cultural education programmes

should be implemented to address issues of

diversity.

Sport can serve as a tool for transforming

society and not just the sport sector.

Sportspersons have a role to play in raising

sport on government’s agenda.

The sports sector should provide for the

inclusivity and the special needs of people

with a disability participating in sport.

Status of Sport for Disabled needs to be

considered by SASCOC.

Municipalities have resources and should

be a partner at planning stages to improve

access.

Need to provide life-skills for former sport

spersons.

92


3.1 CONTEXTUAL BACKGROUND

Sport is an important part of South African society and it

has a responsibility to be an effective lead agent in the

country’s transformation efforts.

Using the principle of empowerment as a transformation

tool results in an evolving and changeable situation with

respect to the rules and actions involved. Best practice is

diffi cult to defi ne. There is no right or wrong approach, as

it is very dependent on context. Empowerment and affi r-

mation are complex issues evoking strong emotions. It is

clearly one of the major defi ning organisational issues of

our time.

Discussions on the issue tend to provoke strong reactions

with key stakeholders having quite divergent views. Those

opposing the process argue that it is discriminatory and

because it is not always based on merit overall perfor-

mance quality is impacted. Viewed from a short-term per-

spective there may be validity in these viewpoints. How-

ever, when considering that:

the historical pipeline of SA sport human capital

has been essentially white (a direct consequence of

pre 1994 government policies);

this population grouping is an ageing one

declining in size on average by about 0.5% per

annum; and

84% of under 14 year old SA children are Black

African with the remaining 16% being either White,

Coloured or Indian;

the importance of changing sport’s demographic profi le

to refl ect the demography of the country’s human capi-

tal base, becomes strategically important. If this resource

base is not explored, developed and optimally prepared

for the competitive arena, SA sport’s competitiveness will

decline in the medium to long-term.

Sport’s traditional and privileged resource pipeline is dry-

ing up. In addition the declining number of male teachers

(the traditional source of sports organization and coaching

at a school level), the absence of resources, infrastructure

and structures at Black schools and disadvantaged areas

motivates a greater sense of urgency and pro-active en-

gagement with the problem.

Being pro-active implies a need for greater awareness and

understanding of what is happening in both sport’s exter-

nal and internal environments and appropriate response.

Superior insight is the basis for making the smartest choic-

es about what to do.

3.2 TRANSFORMATION DIMENSIONS (PERSPECTIVES)

The private sector’s experiences with industry specifi c

multi-dimensional scorecards as part of their Broad Based

Economic Empowerment and transformation initiatives,

form a good basis for shaping a generic multi-dimensional

transformation scorecard for sport. It is not necessary to

re-invent the wheel.

The overarching objective of a transformation process

is to use empowerment as a tool to build a stable and

sustainable organization in symbiosis with its macro- and

micro-environments performing and delivering value to all

its stakeholders.

In a sports context this involves driving the process of

transformation within the component parts of the sport

system on the basis of broad-based empowerment and af-

fi rmation principles in six objective areas to:

1) Establish new empowered sports structures and

infrastructure and create better structured and

PART 3 - MULTI-DIMENSIONAL SPORTTRANSFORMATION SCORECARD

AND MEASUREMENT SYSTEM


93

organized participation opportunities on and off the

fi eld of play (Access to Infrastructure and Participation

Opportunities Dimension).

2) Ensure that the skill, capability and expertise base of

sport’s human resource base is optimally developed

in all areas and all levels on and off the fi eld of play

(A Human Resource Skill and Capability Development

Dimension).

3) Ensuring the establishment of a sustainable pipeline

of sports participants and supporters by changing

sport’s demographic profi le on and off the fi eld of

play so that it refl ects regional and local population

demographics (Demographic Profi le Dimension).

4) Deliver sustainable competitive performances on

the fi eld of play that consistently outperforms rivals

by focusing on quality and keeping in mind the

dual application of the principles of universality and

merit as long as the “playing fi elds” are not level

(A Performance Dimension).

5) In alignment with the shift of government to an

outcome orientated approach to planning, the sports

sector needs to play its part. In its contribution to a

transformed South African society the sports sector

must identify areas of contribution in the fi eld of sport

and recreation to the Government’s fi ve year Medium

Term Strategic Framework and the Government

Programme of Action. Transformation must be in

support of the overall priorities of the South African

Government as annually outlined by the President

in the State of the Nation address (Contribution to

Government priorities).

6) Sport and recreation can only prosper in an environment

of good corporate governance. Although not all sport

and recreation role players have the necessary human

and fi nancial capacity, it is still imperative that sound

basic governance practices are adhered to in their day

to day activities (Good governance).

3.3 SCORECARD APPROACH TO MEAS-URE AND ASSESS TRANSFORMATION PROCESSES AND PROGRESS

Why Measure?

Organisations have measurement systems (budgets, per-

formance evaluations, etc) because of the need to manage

and improve performance. We measure because we want

to know where we are. Organizations measure because

they want to know if they are getting better. They meas-

ure because they want to be able to reward people on the

basis of their collective or individual performance. They

measure because they want to focus attention. They meas-

ure to protect themselves. They measure because they are

told by other parties that they have to do so. These and a

host of others are all valid reasons why organizations want

to measure to improve performance.

3.4 DIMENSION (PERSPECTIVE) SCORE-CARDS FOR MONITORING TRANSFOR-MATION IN SPORT

This section provides the basis for designing and establish-

ing scorecards in each Dimension (Perspective) to guide

sport’s different component parts in transforming itself.

Primary Transformation Scorecards

An appropriately constructed scorecard can refl ect a bal-

anced and timely view of sport’s performances in imple-

menting transformation strategies. The scorecard serves

as a framework designing a set of indicators for activities

selected as the key drivers for transformation.

For a scorecard to be effective it has to:

present clear and consistent messages;

refl ect reasonable and creditable numbers;

be easy to understand;

provide stakeholders with the ability to connect the

scorecard to what they do every day;

be timely and updated frequently;

94


use a combination of numbers, charts and graphics;

measure variance, trends, percentage of change in

each of the selected dimensions.

The ultimate purpose of sport’s transformation strategy

is to bring about and accelerate demographic change in

all its structures in tandem with improving performance

levels.

The basic outline of the primary generic Scorecard shown

in Fig 1 is the basis for operationalising the transformation

process and it allows it to become a dynamic process, thus

fast-tracking implementation.

To implement, manage and monitor a transformation pro-

cess in sport, a multi- dimensional Transformation Perfor-

mance Scorecard is used. The Scorecard is built around a

set of key strategic areas – the dimensions within which

change has to be brought about if effective transformation

is to take place.

DIMENSION

‘PROPOSED’

WEIGHTING

POINTS

1. Access

2. Skill and Capability De-velopment

3. Demographic Profi le

4. Performance

5. Contribution to Govern-ment priorities

6. Good governance

TOTAL

Figure 1: Primary generic transformation

scorecard

The Primary Generic Scorecard incorporates a

‘Weighting’ factor for each dimension, which represents

points or a dimension’s maximum score. The more points

allocated to an element the greater the importance to the

transformation process. The weightings are arrived at on a

consensus basis.

The Generic Scorecard shown in Fig 1 is the ‘Primary Score-

card’ and offers the total points allocated to each dimen-

sion. Each dimension also has a ‘Dimension Scorecard’ of

its own consisting of a collection of ‘Indicators’ which de-

fi ne the dimension.

Each of these indicators has associated with it a weighting of

its own (the sum of the indicator weightings adds up to the

overall dimension weighting) and a preset and agreed target.

Example of a Dimension Scorecard

Figure 2 illustrates a completed Dimension Scorecard for

an Employment Equity Dimension.

EMPLOYMENT EQUITY SCORECARD [Weighting 8 points]

INDICATOR

WEI

GH

TIN

G

POIN

TS (C

)

TAR

GET

(B)

AC

HIE

VE-

MEN

T (A

)

SCO

RE

(A/B

*C)

% AC

HIE

VED

(A/B

*100

)

RO

BO

T

% Black employees/honorary members in senior, and middle management positions on your organization’s structure 3 50% 35 2.1 70

% Female Employees/honorary members in senior, and mid-dle management positions on your organization’s structure 3 35% 10 0.86 29

% Employees/honorary members in your structure who have a disability 2 2% 1 0.5 50

TOTAL 8 3.46 49.6

Figure 2: Example employment equity dimension scorecard


95

The Scorecard shows that the Employment Equity Dimension is

defi ned in terms of 3 Indicators:

% Black employees in senior, and middle management

positions (Weighting 3 points, and a Target of 50%);

% of Female employees in senior and middle

management positions (Weighting 3 points, and a

Target of 35%) and

% Employees who have a Disability (Weighting 2 points,

and a Target of 2%).

If we assume that the actual achievement in each of these indi-

cator categories were 35, 10 and 1 respectively, the Transforma-

tion Score for each indicator can be calculated on the basis of

the following formula:

Transformation Dimension Score = A ÷ B X C

Where:A = Actual Achievement B = Target andC = Weighting of Dimension Indicator

The Overall Score for the dimension is shown as 3.46

out of 8 refl ecting an overall performance level in this

dimension of 43 %. While performance levels in each

of the indicator categories are shown to be:

% Black employees in senior, and middle

management positions: 2.1 out of 3 or 35%;

% of Female employees in senior and middle

management positions: 0.86 out of 3 or 10%;

% Employees who have a disability: 0.5 out of

2 or 1%.

The ‘Robot’ column provides a visual representa-

tion of performance based on the following sche-

matic colour-coded to refl ect the % of Target Value

achieved:

EMPLOYMENT EQUITY SCORECARD [Weighting 8 points]

INDICATOR

WEI

GH

TIN

G

POIN

TS (C

)

TAR

GET

(B)

AC

HIE

VE-

MEN

T (A

)

SCO

RE

(A/B

*C)

% AC

HIE

VED

(A/B

*100

)

RO

BO

T

% Black employees/honorary members in senior, and middle management positions on your organization’s structure 3 50% 35 2.1 70

% Female Employees/honorary members in senior, and mid-dle management positions on your organization’s structure 3 35% 10 0.86 29

% Employees/honorary members in your structure who have a disability 2 2% 1 0.5 50

TOTAL 8 3.46 49.6

Figure 2: Example employment equity dimension scorecard

Summary

Pre-set and agreed performance goals (targets)

for each of the six dimensions and their respective

indicator sets will contribute to the achievement of

the objectives set out in the Transformation Charter.

Measuring actual performance against set targets

provides the basis to monitor, analyze, conduct year

on year comparisons and the formulation of interven-

tions in areas where progress is below expectations.

In certain instances it is also possible to group

indicators into categories called a ‘Grouping’. These

groupings do not have targets or points; they merely

provide structure to the indicators.

0-50% FAILED

51%-75% ACHIEVED

76%-100% ACHIEVED

96


Similarly, it is possible to split certain indicators into sub-in-

dicators. Sub-indicators also do not have targets or points,

but provide the indicator with more detailed meaning or

acceptable alternatives. The actual indicator will have a

target and weighting attached to it.

Note that scientifi cally the scorecard will not mean much;

however, the collective framework gives meaning to the

scorecard through its comparative value.

Comparative values enable progress in a dimension to

be tracked. Defi ned measurement promotes continual

re-assessment of transformation objectives. By monitor-

ing overall trends in a Dimension and its defi ning indica-

tor components, problems and the causes therefore can

be identifi ed providing a basis for meaningful corrective

interventions.

An additional benefi t of a single measurement system also

provides a platform for reviewing an entity’s performance

against that of another. In this way it becomes an effective

and meaningful decision-making tool as a basis for sup-

port considerations such as funding.

3.5. INDICATORS FOR TRANSFORMATION SCORE CARD DIMENSIONS

3.5.1 ACCESS DIMENSION

Objective

Establish new empowered sports structures and infrastruc-

ture and create better structured and organized participa-

tion opportunities on and off the fi eld of play.

Introduction

Demographic change in terms of Black representation and

performance quality is intimately dependent on having

specifi c ‘access’ and ‘participation opportunity’ and skill

and capacity development drivers in place (see Fig 1). Re-

stricted ‘access’ and ‘participation opportunities’ impact

on the rate of demographic change and ultimately on per-

formance sustainability and quality.

The Access to Infrastructure and Participation Opportuni-

ties Dimension relates to the accessibility to structures and

participation/involvement opportunity.

Community sport as a component part of access to in-

frastructure and participation opportunities is not only a

tool to infl uence the environment within which it functions,

but it also has to be infl uenced by the environment within

which it operates. This means that sport and its compo-

nent units need to embark on initiatives in a broader com-

munity context in such a way that its “business” is exposed

to the needs and views of the broader community. This

builds sports “brands” and relationship with stakeholders

at grass roots level. The all-round understanding that this

creates allows sport’s structures to live in symbiosis with its

environment.

Equally important is that more direct interaction with com-

munities on the basis of preferential procurement prac-

tices, and skills and capability development demonstrates

a greater social responsibility involvement. By quantifying

and monitoring the trends in these dimensions a basis for

greater understanding and possible increased multi-level

support from government is laid.

Widening access and reducing inequality are critical issues

to drive the demographic transformation and levels of

peak performance in South African sport. Despite improv-

ing economic conditions, the disparity between the richest

and poorest sections in our society is growing, but this is

just a symptom of broader issues of inequity. Improved ac-

cessibility has become a prime consideration.

The availability and accessibility of participation opportuni-

ties, infrastructure including facilities and the provision of

support services, access to sustainable quality development

programmes, coaches, offi cials and administrators are im-

portant aspects related to the prerequisite of leveling the

playing fi elds. As long as the playing fi elds remain unequal,

demographic representation on merit upwards on the com-

petitive ladder will remain an elusive dream. This means

that the country’s real competitive advantage, the size of its

undeveloped human capital base, will remain unexplored.


97

As already indicated, the existence of sporting infrastruc-

ture historically established in White ageing communities

is contributing to the demise of club structures exacer-

bated by the high dropout rate of school leaving sports

persons in certain sports.

In most instances ‘communities of the future’ are simply

not featuring on the radar screens of most national and

provincial federations. The longer the development and

establishment of integrated and empowered community

based sports structures and infrastructure in these com-

munities are prolonged, the bigger South African sport’s

future problems. This matter, including school structures

in these areas requires attention sooner rather than later.

These structures will facilitate the effectiveness and effi -

ciency of access and skill development related initiatives

signifi cantly from a proximity perspective alone.

Targeted performance in this dimension provides the op-

portunity to achieve sports related social benefi ts associ-

ated with participating and being involved in sport.

There are many reasons for developing a deeper sporting

lifestyle in historically deprived communities. Worldwide,

people are discovering that being active and having ac-

cess to a range of physical activities are important contrib-

utors to personal and societal well-being, being capable

and competitive and to leading healthy and fulfi lling lives.

Indicators to measure this dimension’s contribution to

sport’s transformation efforts relate to making investments

in infrastructural development and empowerment.

The current situation sees sport in school suspended in

mid-air between the Department of Basic Education, Sport

and Recreation South Africa and an uncoordinated Sports

Federation structure. In addition there is rapid decline in

the number of male teachers (traditionally responsible for

sport at school) and teachers in general appear to be de-

motivated when it comes to sports involvement. Add to

this the absence of supporting infrastructure in schools

and previously disadvantaged communities, a lack of facili-

ties and administrative capacity to structure and organize

coaching and league competitions and it is reasonable to

conclude that school sport could be under threat.

The high dropout rate of school sport participants after

school and the decline in number of clubs in some high

profi le sports rings further alarm bells. A sustainable long-

term peak performance sports system against this back-

ground becomes questionable.

The school environment is an important community based

platform for the effective and effi cient organization of

sport in the midst of its future human capital base.

98


Access Dimension Scorecard

Access dimension

INDICATOR WEI

GH

TIN

G

POIN

TS (

C)

TAR

GET

(B

)

AC

HIE

VEM

ENT

(A)

SCO

RE

(A/B

*C)

%A

CH

IEV

ED

(A/B

*100

)

RO

BO

T

Total number of registered participants.

Number of participants in primary schools (including farm schools).

Number of participants in secondary schools (including farm schools).

Number of participants between 18 and 21 years.

Number of affi liated clubs.

Number of provinces where clubs are fully operational.

a. Number of operational facilities.

b. % of Facilities accessible to sports persons with a disability.

Cost of annual affi liation fee.

% of junior athletes participating in a modifi ed version of your sport.

TOTAL

Figure 3: Access dimension scorecard


99

3.5.2 SKILL AND CAPABILITY DEVELOPMENT DIMENSION

Objective

Ensure that the skill, capacity and expertise base of sport’s

human resource base is optimally developed in all areas

and all levels on and off the fi eld of play.

Introduction

The Skills and Capacity (Human Capital Development) Di-

mension contributes to shaping an environment that will

develop, attract, retain and support the right talent at all

levels and in all structures on and off the fi eld of play. It

involves setting up training and education ‘centres’ and

systems that form the basis of maximising potential and

talent in all categories of human capital on and off the fi eld

of play.

It is furthermore important for organisations to change the

psychological contract with participants, volunteers, em-

ployees, offi cials, coaches, referees and so on. Achieving

this is not easy. Affecting - organisation culture in such a

way involves the strategic consideration of external and in-

ternal infl uences on people in the organisation alongside

their resultant expectations.

It must be stressed that people are the lifeblood of any

organization. They are involved in enacting organizational

strategies and also in helping to develop them; they op-

erate and interact with the organisation’s essential “busi-

ness” processes on and off the fi eld of play; and they

represent a signifi cant component of its capabilities devel-

opment. Technology plays an important role in improving

productivity and performance levels signifi cantly.

The human resource base of sport’s structures represents

a substantial part of its operating costs and is often the

most easily dispensable part. However, people are vital

and they can therefore not be treated as “passing ships in

the night”. According to the Pareto principle, in any given

organisation, 20% of people deliver 80% of its output. It

therefore makes sense to reward and enable those stars,

but not at the expense of the rest of the organisation.

These high potential growers of sport’s “business” need

development assignments to maintain their interest and

leverage their potential.

There is an almost desperate need to develop a broader

base of skills within South African sport if it is to prosper

and deliver sustainable winning performances. Many

South Africans have been structurally marginalized as a di-

rect consequence of a lack of basic skills training. There

are a number of best practices that can provide the so-

lution to this problem, such as the familiar talent identifi -

cation and development processes and short to medium

term ‘learnerships’.

In this approach sport and its component entities assumes

responsibility for ‘sponsored’ salaries, training fees, coach-

ing fees and administrative costs. ‘Learnerships’ are a

good vehicle for developing management, administration,

refereeing, coaching and playing career paths. It acts as

a structured approach for competence through ‘learning

while you work’.

Equally important is the establishment of structured ac-

credited training and education systems in all areas of

human activity. These areas include, among others, ad-

ministrators, coaches/referees, managers, fi rst aiders

(where required), ‘board/council’ members, trainers and

educators. In the system people are progressively trained/

educated as part of a multi-level skill and capacity devel-

opment program. Accreditation of these programmes is

a key element as will be the structured deployment and

retention of the newly skilled human capital base.

100


Skill and Capacity Development Dimension Scorecard

Skill and capacity development dimension

INDICATOR

WEI

GH

TIN

G

POIN

TS

(C)

TAR

GET

(B)

AC

HIE

VEM

ENT

(A)

SCO

RE

(A/B

*C)

%A

CH

IEV

ED

(A/B

*100

)

RO

BO

T

Number of accredited training courses conducted annually.

Number of newly accredited administrators trained in the last 12 months at an international level.

Number of newly accredited technical offi cials trained in the last 12 months at an international level.

Number of newly accredited coaches trained in the last 12 months at an international level.

Number of newly accredited administrators trained in the last 12 months at a national level.

Number of newly accredited technical offi cials trained in the last 12 months at a national level.

Number of newly accredited coaches trained in the last 12 months at a national level.

TOTAL

Figure 4: Skill and capacity development scorecard


101

3.5.3 DEMOGRAPHIC PROFILE DIMENSION

Objective

Ensure the establishment of a sustainable pipeline of sport

participants and supporters by changing sport’s demo-

graphic profi le on and off the fi eld of play so that it refl ects

regional and local population demographics.

Introduction

School sport and the long-term demographic profi le

thereof have to be key focus area if South African sport’s

current competitiveness levels are to be maintained and

further improved.

Negative growth rate amongst Whites and increasing ac-

cessibility to old model C schools (traditionally a major

source of sport participants) for all children, has accel-

erated demographic change at school level. It is only in

schools where there are deliberate strategies in place to

slow this process down, that the rate of change is slower.

The fact that structured participation opportunities in an

organized environment at a school level is a critical success

factor to survival and long-term sustainable success cannot

be ignored. ‘What’ and ‘how’ things are done at a school

level are important considerations that cannot be ignored

as it is directly related to the future at the most fundamen-

tal level – sport’s human capital base.

With dramatic changes in school demographics in the

offi ng a complete review (by everyone involved) of the

portfolio and number of sports offered at junior and senior

school may not be an entirely worthless exercise.

The Demographic Profi le Dimension focuses on the shape

of the demographic profi les of sport’s structures in key are-

as on and off the fi eld of play. In combination with the prin-

ciples of empowerment and affi rmation it led to the narrow

and oversimplifi ed view taken by sport on transformation

in the late 90’s and over the past 5 years. Transformation is

not only about replacing white faces with black faces.

The long term objective associated with this transforma-

tion dimension is that all sport’s component structures (on

and off the fi eld of play) are demographically transformed

in such a way that it ultimately refl ects more equitable

population demographic profi les at a local, provincial and

national level. The reason is to ensure the strategic incor-

poration and development of sport’s total potential human

resource base as part of building a growing and sustain-

able human capital pathway.

In setting representation targets it is important to recog-

nise that certain geographic regions differ substantially

from others in terms of population demographics. This

could result in different representation targets being set

for different sports in different regions.

102


Demographic Dimension Scorecard

DEMOGRAPHIC DIMENSION

INDICATOR

WEI

GH

TIN

G

POIN

TS

(C)

TAR

GET

(B)

AC

HIE

VEM

ENT

(A)

SCO

RE

(A/B

*C)

%A

CH

IEV

ED

(A/B

*100

)

RO

BO

T

% Black people in management structures at na-tional and provincial levels.

% Female managers at national and provincial levels.

% Managers with a disability at national and provincial levels.

% of Black accredited coaches.

% of Black referees/umpires.

% Black people in national senior teams.

% Black people in national junior teams.

% Black people in provincial senior teams.

% Black people in provincial junior teams.

% of Participants who are female at national and provincial levels.

% of Participants with a disability at national and provincial levels.

TOTAL

Figure 5: Demographic Dimension Scorecard


103

3.5.4 PERFORMANCE DIMENSION

Objective

To contribute to nation building through the winning per-

formances of South African sports people.

Introduction

Over time human capital development principles allow

for the best and most able players, leadership, administra-

tors, managers, staff and governance structures to develop

into above average, even world class, sports systems. This

leads to an enhanced sense of “ownership” which contrib-

utes towards stable, transformed organizations, in harmo-

ny with its internal and external environments, that makes

the most of the skills and competencies that exist within

structures on and off the fi eld of play.

Performance Dimension Scorecard

Performance dimension

INDICATORW

EIG

HTI

NG

PO

INTS

(C)

TAR

GET

(B)

AC

HIE

VEM

ENT

(A)

SCO

RE

(A/B

*C)

%A

CH

IEV

ED

(A/B

*100

)

RO

BO

T

Number of recognised international competitions participating in (with at least fi ve participating countries).

World ranking (log position) for team sports

or

Number of athletes ranked in top 20 position in individual sports.

% of representative participants in High Performance (elite) Programmes.

Number of offi cials serving on recognised international panels.

TOTAL

Figure 6: Performance dimension scorecard

104


3.5.5 CONTRIBUTION TO GOVERNMENT PRIORITIES DIMENSION

Objective

To make a valuable contribution to Government priorities

as captured in the Government’s fi ve year Medium Term

Strategic Framework, the Programme of Action and the

priorities as annually outlined by the President in the State

of the Nation address.

Introduction

The South African sports sector needs to identify the ar-

eas where it can make a meaningful contribution to Gov-

ernment priorities. Sport and recreation must fulfi ll its

responsibility in such a way that it contributes towards

transforming South Africa into a country that truly refl ects

the diversity of its people. Furthermore, dedicated efforts

are required to increase the volume of purchases from a

targeted category of society thereby supporting the sus-

tainable development and utilisation of such enterprises.

Contribution to Government Priorities Scorecard

Contribution to Government Priorities

INDICATOR

WEI

GH

T-IN

G

POIN

TS

(C)

TAR

GET

(B)

AC

HIE

VE-

MEN

T (A

)

SCO

RE

(A/B

*C)

%

AC

HIE

VED

(A/B

*100

)

RO

BO

T

Number of programmes in support of HIV and AIDS awareness.

Number of awareness programmes in support of sport and the environment.

Number of awareness programmes in support of social cohesion.

Number of awareness programmes in support of sport for peace and development.

Number of awareness programmes in support of job creation.

Number of awareness programmes in support of sport against crime.

% of Procurement from enterprises that are BEE compliant.

TOTAL

Figure 7: Contribution to Government Priorities Dimension Scorecard


105

3.5.6 GOOD GOVERNANCE DIMENSION

Objective

Ensure that sound governance practices are adhered to in

the day to day activities of all role-players in the sports sector.

Introduction

The King III Report applies to all entities and it is therefore

important that sport and recreation role-players embrace

the King III principles. Sport and recreation can only pros-

per in an environment of good corporate governance.

The King III Report places great emphasis on:

Leadership;

Sustainability; and

Corporate Citizenship.

The importance of the concepts of integrated sustainabil-

ity and social transformation is also highlighted. The con-

cept of sustainability is linked with the evaluation of ethics

and the improvement of ethical standards in business and

in the community.

Good Governance Dimension Scorecard

Good Governance

INDICATOR

WEI

GH

TIN

G

POIN

TS(C

)

TARG

ET (B

)

AC

HIE

VE-

MEN

T (A

)

SCO

RE(A

/B*C

)

% A

CH

IEVE

D(A

/B*1

00)

ROB

OT

Required documents in place and implemented accordingly (constitution, rules and regulations, selection policy, strategic and business plans).

Election held in terms of own Constitution.

Compliance with anti-doping regulations.

Inputs made in realising the National Sport and Recreation Plan.

Achievement of objectives against strategic and business plans.

Marketing plan in place.

Number of years that unqualifi ed fi nancial statements were received.

National junior and senior championships hosted.

Annual/President’s Report approved at AGM.

TOTAL 100

Figure 8: Good Governance Scorecard

106


3.6 OVERALL TRANSFORMATION SCORE CARD

The Dimensions described above are summarized in an

overall example Transformation Scorecard illustrated

below - It is important to note the importance of monitor-

ing trends in each dimension so as to establish improve-

ment or decline over a period of time.

Exceptional achievements in the overall transformation

effort as well as achievements in specifi c dimensions

become a meaningful basis for funding.

Lack of transformation will be investigated and meaningful

interventions identifi ed.

TRANSFORMATION DIMENSION WEIGHTING SCORE %ACHIEVED

1. Access

2. Skill and Capability Development


4. Performance

5. Contribution to Government priorities

6. Good governance

Total

Scorecards for SA sport and each of its component

Parts.

On the basis of the foregoing, Scorecards are agreed and

adopted and data sheets are developed for different com-

ponents of SA sport entities as well as individual perfor-

mances.

Data sheets are distributed on an annual basis, collected,

data banked, analyzed and action taken.

The system described forms the basis for bringing about

sustainable transformation (change) in a structured manner.


107

PART 4: COMMITMENT TO THE TRANSFORMATION CHARTER

4.1 APPLICATION OF THE CHARTER:

This Charter represents guidelines for the South African

sports sector including national and provincial federations,

clubs, universities, colleges, schools as well as their sub-

structures.

This Charter will be applied from the day of signature by

the Minister of Sport and Recreation. The Charter will be

reviewed in 2015.

Progress towards relevant goals and objectives (targets)

set as part of a transformation strategy will be monitored

on the basis of audits and annual status reports. While the

onus must always be on the individual sports organisa-

tion to provide the information required, the need for an

independent verifi cation agency (a potential watchdog)

is often critical to the veracity of the true measure and

pace of change. The Minister will appoint a Transformation

Committee for this purpose.

An independent verifi cation agency will therefore be re-

sponsible for verifi cation. A biennial process of sports

code “auditing” will take place in future, where codes are

divided into two groups, with each group getting audited

every second year. These groups could be limited further

(dependent on available budgets) by focusing only on the

Priority Codes and perhaps the “Second Tier Codes”

that are making a case to be prioritised in the future. This

process will include provincial codes as well as clubs and

athletes from every code. The audit in itself will establish

the administrative discipline within codes to start comply-

ing with all the scorecard indicators and to keep records

up to date.

Based on a review report at year end 2015, a comprehen-

sive mid-term review will be undertaken and decisions

made regarding the implementation of the Charter in its

second term.

All the provisions of the Charter are to be achieved in a

manner consistent with sound governance principles.

4.2 COMMITMENT

The South African sports sector affi rms its commitment

to a process of transformation based on the principle of

broad-based empowerment and affi rmation that will over

a period of time:

Signifi cantly increase the number of Black persons

involved in sport;

Increase accessibility to all participants and partici-

pant groupings; and

Consistently improve performances in all areas and

at all levels of the structures and sub-structures on

and off the fi eld of play.

Therefore the South African sport sector commits itself to:

The transformation of sport in South Africa in all its

facets and manifestations, the details of which are

described in the Transformation Charter.

Actively promoting a transformed vibrant and glob-

ally competitive sports system.

Willingly embarking on transformation, knowing

that it is a journey requiring commitment, intention,

enjoyment and full participation in pursuit of a com-

pelling transformation vision that inspires the South

African sport sector.

Retaining the principles of the quota system that

will be based on a holistic approach across the

sports development continuum. The system will be

reviewed annually.

Promoting exceptional levels of governance stand-

ards, accounting and reporting systems as well as

performance management processes.

108


4.3 UNDERTAKINGS

The South African sports sector commits itself to the prin-

ciples of the Charter and undertakes to deliver in the fol-

lowing key strategic areas of transformation:

Democratic structures: The development of an

ethos to ensure truly democratic sports structures

at all levels functioning on the basis of the will of

the majority, but taking cognisance of the lack of

representation in sports structures.

Equitable allocation of resources:

Government to contribute resources for

sports transformation initiatives with a bias to

disadvantaged individuals and communities.

Provincial sports structures and sub-struc-

tures will ensure that resources at their dis-

posal are equitably distributed.

The private sector to be encouraged to en-

sure that a portion of the funding provided

to sport is earmarked for disadvantaged

communities as part of their corporate social

responsibility programmes.

Equity: Equitable access to sporting activities in

all areas and all levels irrespective of race, class,

gender, religion, physical ability or any other bar-

rier with a view to achieving representivity profi les

aligned to local, regional and national population

demographics on an off the fi eld of play.

Ethos: Cooperation and contribution toward the

development of a common culture, value system

and a code of behaviour (a “South Africanism”) in

and through sport in which the human dignity of all

citizens of the country are protected and respected,

the injustices of the past are recognised and the

contribution to sport by black South Africans ac-

knowledged.

Culture: Cooperation with a view to develop a cul-

ture that includes tolerance of diversity and healthy

lifestyles.

Facilities and programmes: Ensuring that appro-

priate facilities are built and maintained and man-

aged where people live and that –

sporting infrastructure, organisations and

school sport are promoted and strength-

ened through school/club linkages in com-

munities,

sustainable participation opportunities and

human capital development programmes

are established and resourced,

each sporting code endeavours to increase

its share of the overall sports participant

pool generally and

some of the major events are scheduled

where people have greater access

Access: Redress the consequences of the historical

systematic exclusion of Black people and women

from sport in South Africa by creating opportunities

and providing and upgrading facilities (that are ac-

cessible from a geographical and physical perspec-

tive and also in terms of affordability) in partnership

with government in areas with the highest popula-

tion densities.

Youth and school sport programmes: Create an

institutional framework to support programmes

and sports structures to coordinate and integrate

youth and school sport programmes in close

association with Government.

Non-Racialism: Work relentlessly towards the

eradication of all forms of racism in sport.

Recognition of the history of South African

sport: Establish an appreciation of the rich history

and tradition of sport among all South Africans.

Development: The quality of development

programmes and the associated monitoring and

evaluation processes to measure the success/

impact of these programmes, are critical.

Human Capital Development: Ensuring the


109

unlocking of the full human resource capacity in all

areas of sports activities.

Gender Equity: Introduction of programmes

to make sure that there is complete gender eq-

uity in the structure and operations of all sports

structures.

Accountability: Ensure that all sports component

parts are employing acceptable governance prin-

ciples, that their affairs are open to scrutiny by all

South Africans and that they meet their transforma-

tion targets.

Rebuilding club structures: Commitment to

programmes to actively restore clubs that once

thrived and to establish new club sports structures

in targeted areas.

Funding: Government and SASCOC work towards

the development of new sources of funding.

Preferential procurement processes: Implemen-

tation of procurement practices aimed at empow-

ering previously disadvantaged people with a view

to promote economic parity between all South

Africans.

Attitudinal change: Continuous introduction of

programmes among all stakeholders to support

the development and internalisation, and apprecia-

tion of the value of all South Africans by all South

Africans based purely on their worth as human be-

ings irrespective of race, class, religion, language or

other differences.

110


SIGNED COMMITMENTThis Commitment has been made on the day and year written below:

Signed at: on this day of 2011

Signed by:

Minister of Sport and Recreation

Signed for and on behalf of SASCOC

Name: Signature:

Signed for and on behalf of (Member)

Name: Signature:

Signed for and on behalf of (Member)

Name: Signature:

Signed for and on behalf of (Affi liate)

Name: Signature:


111

112


ANNEXURE ATRANSFORMATION SCORECARD

DIMENSION 1: ACCESS

INDICATOR WEI

GH

TIN

G

POIN

TS (

C)

TAR

GET

(B

)

AC

HIE

VEM

ENT

(A)

SCO

RE

(A/B

*C)

%A

CH

IEV

ED

(A/B

*100

)

RO

BO

T

Total number of registered participants.

Number of participants in primary schools (including farm schools).

Number of participants in secondary schools (including farm schools).

Number of participants between 18 and 21 years.

Number of affi liated clubs.

Number of provinces where clubs are fully operational.

a. Number of operational facilities.

b. % of facilities accessible to sports persons with a disability.

Cost of annual affi liation fee.

% of junior athletes participating in a modifi ed version of your sport.

TOTAL


113

DIMENSION 2: SKILL AND CAPACITY DEVELOPMENT

INDICATOR

WEI

GH

TIN

G

POIN

TS

(C)

TAR

GET

(B)

AC

HIE

VEM

ENT

(A)

SCO

RE

(A/B

*C)

%A

CH

IEV

ED

(A/B

*100

)

RO

BO

T

Number of accredited training courses conducted annually.

Number of newly accredited administrators trained in the last 12 months at an international level.

Number of newly accredited technical offi cials trained in the last 12 months at an international level.

Number of newly accredited coaches trained in the last 12 months at an international level.

Number of newly accredited administrators trained in the last 12 months at a national level.

Number of newly accredited technical offi cials trained in the last 12 months at a national level.

Number of newly accredited coaches trained in the last 12 months at a national level.

TOTAL

114


DIMENSION 3: DEMOGRAPHICS

INDICATOR

WEI

GH

TIN

G

POIN

TS

(C)

TAR

GET

(B)

AC

HIE

VEM

ENT

(A)

SCO

RE

(A/B

*C)

%A

CH

IEV

ED

(A/B

*100

)

RO

BO

T

% Black people in management structures at na-tional and provincial levels.

% Female managers at national and provincial levels.

% Managers with a disability at national and provin-cial levels.

% Black accredited coaches.

% Black referees/umpires.

% Black people in national senior teams.

% Black people in national junior teams.

% Black people in provincial senior teams.

% Black people in provincial junior teams.

% Participants who are female at national and provincial levels.

% Participants with a disability at national and provincial levels.

TOTAL


115

DIMENSION 4: PERFORMANCE DIMENSION

INDICATOR

WEI

GH

TIN

G

POIN

TS

(C)

TAR

GET

(B)

AC

HIE

VEM

ENT

(A)

SCO

RE

(A/B

*C)

%A

CH

IEV

ED

(A/B

*100

)

RO

BO

T

Number of recognised international competitions participating in (with at least fi ve participating countries).

World ranking (log position) for team sports

or

Number of athletes ranked in top 20 position in individual sports.

% of representative participants in High Performance (elite) Programmes.

Number of offi cials serving on recognised international panels.

TOTAL

116


DIMENSION 5: CONTRIBUTION TO GOVERNMENT PRIORITIES

INDICATOR

WEI

GH

T-IN

G

POIN

TS

(C)

TAR

GET

(B)

AC

HIE

VE-

MEN

T (A

)

SCO

RE

(A/B

*C)

%

AC

HIE

VED

(A/B

*100

)

RO

BO

T

Number of programmes in support of HIV and AIDS awareness.

Number of awareness programmes in support of sport and the environment.

Number of awareness programmes in support of social cohesion.

Number of awareness programmes in support of sport for peace and development.

Number of awareness programmes in support of job creation.

Number of awareness programmes in support of sport against crime.

% of Procurement from enterprises that are BEE compliant.

TOTAL


117

DIMENSION 6: GOOD GOVERNANCE

INDICATOR

WEI

GH

TIN

G

POIN

TS(C

)

TARG

ET (B

)

AC

HIE

VE-

MEN

T (A

)

SCO

RE(A

/B*C

)

% A

CH

IEVE

D(A

/B*1

00)

ROB

OT

Required documents in place and implemented accordingly (constitution, rules and regulations, selection policy, strategic and business plans).

Election held in terms of own Constitution.

Compliance with anti-doping regulations.

Inputs made in realising the National Sport and Recreation Plan.

Achievement of objectives against strategic and business plans.

Marketing plan in place.

Number of years that unqualifi ed fi nancial statements were received.

National junior and senior championships hosted.

Annual/President’s Report approved at AGM.

TOTAL 100

118


OVERALL TRANSFORMATION SCORECARD

TRANSFORMATION DIMENSION WEIGHTING SCORE %ACHIEVED

1. Access

2. Skill and Capability Development


4. Performance

5. Contribution to Government priorities

6. Good governance

Total


119

Notes

120


Notes

national sport and recreation plan (nsrp)

Documents

recreation plan1national

school sport

delivery of sport

south african sport

recreation plan nsrp

sports house

sports broadcasting

sports councils