National Sport And Recreation Plan (NSRP) by Sport and Recreation South Africa

NATIONAL SPORT AND RECREATION PLAN

Sport & Recreation South Africa (SRSA) Tel: (012) 304-5000 Website: www.srsa.gov.za

NATIONAL SPORT and 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)

sport & recreation Department: Sport and Recreation South Africa REPUBLIC OF SOUTH AFRICA

TABLE OF CONTENTS MINISTERâ&#x20AC;&#x2122;S FOREWORD

STATEMENT BY THE DEPUTY MINISTER

EXECUTIVE SUMMARY

SECTION 1: INTRODUCTION

Background

Preamble

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

Legal framework

Vision 2030

Vision statement

Statement of purpose (Mission)

Core values of the envisaged sports system

SECTION 2: COMPONENTS OF NSRP

Active nation

Recreation

School sport

Participation promotion campaigns

Winning nation

Talent identification and development

Athletes and coaches support programmes

Domestic competitions

International competitions

Recognition system

Enabling environment

Facilities

Clubs

Sports Councils

Athletes Commission

Coaches Commission

Administrators and Technical Officials Commission

Academy system

Sports House

Sports Information Centre

Education and training

Volunteers

International relations

NATIONAL SPORT AND RECREATION PLAN

Financial resources

Sports broadcasting and sponsorships

Transversal issues

Transformation

Priority codes

Ethical environment

Code of Conduct

Geo-political sports boundaries

Amateur vs professional sport

Sport as tool

Sports tourism

Sport for peace and development

Sport and the environment

Sport and National Government Priorities

SECTION 3: ROLES and RESPONSIBILITIES

GOVERNMENT

THE SPORTS CONFEDERATION

SECTION 4: CONCLUSION

Planning, monitoring and budgeting cycles

Collaborative agreements

Restructuring

Marketing and communication

ACRONYMS AND ABBREVIATIONS

REFERENCE DOCUMENTS

ANNEXURE: TRANSFORMATION CHARTER FOR SOUTH AFRICAN SPORT

NATIONAL SPORT AND RECREATION PLAN

MINISTERâ&#x20AC;&#x2122;S FOREWORD For the first time ever, South Africa has a National Sport and Recreation Plan (NSRP) â&#x20AC;&#x201C; a plan whose strategic focus 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 integrated, coordinated, functional and performance oriented sports system. It goes without saying, that for such a system to prevail, we need the sports sector and all sportsloving 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 nonracial, 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 fellow South Africans. We acknowledge that with the NSRP officially 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-

Minister Fikile Mbalula

ther legislation. Coupled with the review of legislation, is a review of the Articles of Association of SASCOC, revised

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

role demarcation at a macro level and improved institu-

recreation; and where there is sustainable talent identifi-

tional mechanisms, encompassing restructuring and a new

cation, nurturing and development programmes in place

aligned funding model.

that contribute to transforming the demographic of the

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

sports sector. We want sufficient and accessible sports

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

facilities that are well maintained by Municipalities and fully

is acknowledged as a leader in world sport and recreation

utilised by communities. We would also like to see increased

both as a host and as a competitor on the field of play.

levels of national unity and socially cohesive communities,

This status should include our significant contribution to

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

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

good corporate governance has become second nature.

NATIONAL SPORT AND RECREATION PLAN

The envisaged sports system has to be informed by core

circumstances dictate that in addition to these two interna-

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

tionally recognised focus areas for a successful sports sys-

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

tem, we recognise the value of the enabling environment

tribute towards our vision of “An Active and Winning

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

Nation”. This vision requires that there be accessibility,

There can be no doubt that true accessibility and equitabil-

where sport and recreation are available to all; equitability,

ity can only be visible in a transformed sport and recreation

where every individual has an equal opportunity to make

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

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

Transformation Charter whose purpose is to transform the

have without being prevented to do so by any discrimina-

delivery of sport in South Africa and to reap such benefits

tory practices; fairness, where fairness and fair play shape

as the establishment of a competitive and demographic-

the institutions, organisations and administrators govern-

ally representative sports system. Aligned to the Charter

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

is a multi-dimensional Transformation Performance Score-

haviour, is compiled and adhered to; athlete-centeredness

card that will enable the sports system to measure progress

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

made towards a transformed sport and recreation sector.

tem are devoted to the long-term welfare and improvement of athletes, who are guided by well-trained and ex-

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

perienced coaches. This long term improvement must be

lined in the NSRP, special emphasis has been placed on

underpinned by a commitment to excellence at all levels in

the inclusion, empowerment and promotion of the govern-

all endeavours and supported through a shared leadership

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

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

en, rural communities and people with disabilities. These

the success of the sport and recreation sector.

groups must be catered for if we truly respect the price paid by those who laid down their lives for the achieve-

Although worldwide strategies are focused on increasing

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

levels of participation in sport and recreation, as well as

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

improving our international sports successes, our unique

NSRP work. Together, we can.

Thank You

Mr FA Mbalula Minister: Sport & Recreation South Africa

NATIONAL SPORT AND RECREATION PLAN

STATEMENT BY THE DEPUTY MINISTER The National Sport and Recreation Plan (NSRP) 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. The leadership and representative membership of the Steering Committee to oversee the NSRP process, was the first sign that the national indaba would ultimately develop the NSRP and would not be another â&#x20AC;&#x153;talk-shopâ&#x20AC;?. 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 identified 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 identified 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 4 000 people. These workshops and izindaba were attended by a cross section of our society. Other consultative engagements included meetings of the SASCOC Board and its members; Deputy Minister Gert Oosthuizen

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

Issues where different opinions were expressed were de-

and former sports leaders.

bated in the six topic-specific Commissions focusing on: (1) Recreation/Mass Participation/School Sport; (2) The geo-

The consultation process resulted in approximately 1 500 in-

political constitutional boundaries versus sport federation

puts that were evaluated by the Evaluation and Drafting Sub-

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

Committee of the Steering Committee. The Sub-Committee

marcation at macro level and amateur versus professional

critically interrogated and evaluated all the remarks, pro-

sport; and (5) Transformation. An additional Commission

posed amendments, inputs and recommendations that were

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

received with a view of compiling a final draft of the NSRP.

NATIONAL SPORT AND RECREATION PLAN

The NSRP was officially approved at the National Sport

The NSRP is an eight year implementation plan for the

and Recreation Indaba attended by 693 delegates in

sport and recreation policy framework as captured in the

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

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

Indaba concluded with the signing of the Indaba Declara-

tify any hindrances which may negatively impact on effec-

tion by all major role-players and stakeholders.

tive implementation. It will be reviewed in 2020.

Although different stakeholders are allocated responsibili-

Due to the complexity and broad application of the NSRP,

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

it will be implemented in consecutive phases. The compo-

legislative powers to oversee the development and man-

nents of each phase will supplement each other and enrich

agement of sport and recreation in the country, will remain

previous phases. A thematic approach is envisaged with

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

relevant themes being adopted each year.

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

I wish to thank all the individuals and organisations for their

key role-players have to streamline their implementation

very meaningful contributions to this historic document for

by aligning their planning cycles as well as the strategic

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

and business plans with the NSRP. Collaborative agree-

us implement it together!

ments will also be signed with stakeholders who can assist with the implementation of the NSRP.

Mr GC Oosthuizen M.P. Deputy Minister: Sport & Recreation South Africa

NATIONAL SPORT AND RECREATION PLAN

EXECUTIVE SUMMARY The National Sport and Recreation Plan (NSRP) will be

The NSRP specifically focuses on the following strategic

an eight year sustainable implementation plan for the

objectives to assist with broadening the base of sport and

sport and recreation policy framework as captured in the

recreation in South Africa:

White Paper. Whilst it is envisaged that the White Paper

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

will remain relevant until 2019, the NSRP will be closely

tion by providing mass participation opportunities

monitored annually to identify any hindrances which may

through active recreation.

negatively impact on implementation. It will be reviewed

To maximise access to sport, recreation and physi-

in 2020.

cal education in every school in South Africa.

The NSRP is the end product of a structured process of

To promote participation in sport and recreation by

broad consultation and robust debate with a diverse and

initiating and implementing targeted campaigns.

encompassing group of stakeholders representing the

In developing a winning nation it is important to improve

South African sport and recreation sector.

international sports successes by supporting athletes at all

The NSRP commences with a background reflecting his-

levels of participation. The following strategic objectives

torically where we come from and some of the significant

aim to achieve this:

milestones achieved in establishing a democratic, non-

To identify and develop talented athletes through

racial sports system for our country. The structure of the

the implementation of a structured system.

document is outlined in the preamble where-after atten-

To improve the performances of athletes and

tion is given to the process of developing the NSRP and

coaches by providing them with access to a

the legal framework regulating the NSRP.

comprehensive range of support programmes.

When describing the Vision 2030 (linked to the National

To develop talented athletes by providing them

Development Plan of South Africa) the expected outcomes

with opportunities to participate and excel in

and ideal future for a South African sports system are

domestic competitions.

expressed. A bold vision statement is given followed by a

To develop elite athletes by providing them

clear statement of purpose.

with opportunities to excel at international

Section 1 of the NSRP concludes by identifying the core

competitions.

values desired to guide the implementation of the NSRP.

To acknowledge the achievements of individuals

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

and teams within the South African sport and

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

recreation sector through the establishment of a

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

recognition system.

These pillars are underpinned by transversal issues and

The term â&#x20AC;&#x153;athleteâ&#x20AC;? in the NSRP is a generic reference for all people participating in sport and recreation.

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, because that is where every champion has their beginning.

NATIONAL SPORT AND RECREATION PLAN

Achieving an active and winning nation is underpinned

Integral to campaigning for and supporting an active and

by an enabling environment with the following strategic

winning nation are five transversal issues which permeate

objectives:

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

To ensure that South African sport and recreation

negotiable imperatives. The transversal issues have the fol-

is supported by adequate and well maintained

lowing strategic objectives:

facilities.

To ensure that equal opportunities exist for all

To provide formal sports participation opportuni-

South Africans to participate and excel in sport

ties through an integrated and sustainable club

and recreation through the adoption of deliberate

structure.

transformation initiatives.

To integrate the development of South African

To maximise the return on investment by prior-

sport at provincial and local levels through

itising sporting codes best suited to broadening

functional sports councils.

the participation base or achieving international success.

To provide athletes with a forum to address their

To ensure that the South African sport and recrea-

needs.

tion sector is globally respected for its high values

To support and empower South African coaches.

and ethical behaviour.

To support and empower South African administra-

To contribute to improved governance in sport

tors and technical officials.

through an alignment of provincial sports bounda-

To support the development of South African sport

ries with the countryâ&#x20AC;&#x2122;s geo-political boundaries.

through a coordinated academy system.

To protect the rights and interests of talented

To provide National Federations (NFs) with admin-

athletes under 18 years of age by providing clear

istrative and governance support through the me-

guidelines on amateur and professional sport.

dium of a Sports House.

Section two concludes with a review of using sport as a

To empower the sport and recreation sector with

tool to support and achieve a diverse range of national

relevant information through the establishment of a

and global priorities with the following strategic objectives:

Sports Information Centre.

To use sport and recreation as a medium to attract

To empower the human resource base through the

tourists to South Africa.

provision of accredited education and training

To use sport and recreation as a mechanism for

programmes.

achieving peace and development.

To empower volunteers to adequately support the

To ensure that participation in sport and recrea-

South African sports system.

tion activities is conducted in an environmentally

To ensure that South African sport and recreation

sustainable manner and to use sport as a tool for

benefit from strategic international relations.

communicating environmental messages and

To secure and efficiently manage financial resources

encouraging actions to clean up the environment.

to optimally support sport and recreation.

To capitalise on the numerous benefits derived from

To capitalise on the impact that broadcasting and

participating in sport and recreation as a mechanism

sponsorship have on the development of sport and

towards achieving and supporting the priorities of

recreation.

National Government. This includes among others:

NATIONAL SPORT AND RECREATION PLAN

To build the sports economy to effectively

Section 3 of the NSRP provides clarity on the demarca-

contribute to shared economic growth and

tion of roles and responsibilities of the stakeholders in

development in South Africa, including

the sector.

through the creation of decent work.

Section 4 offers a conclusion that details a way forward in

To use sport and recreation as a medium

terms of:

for building social cohesion and sustainable

Planning, monitoring and budgeting cycles

communities.

Collaborative agreements

To harness the nation-building characteris-

Coordination and cooperation

tics of sport and recreation.

Restructuring

To use sport and recreation as a medium of

Marketing and communication.

building a healthy nation.

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

NATIONAL SPORT AND RECREATION PLAN

SECTION 1: INTRODUCTION Background

The advent of democracy in 1994 ushered in significant changes to policies and legislation that impacted on all

The apartheid era in South Africa, which ended in 1994

sectors of society and that addressed all aspects of politi-

when the country held its first ever democratic elections,

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

was characterised by numerous discriminatory laws and

changes were driven by the democratic government’s goal

practices based on race. The sport and recreation sector

of transforming South Africa into a free, just and equitable

did not escape the scourge of legalised, institutionalised

society that meets the needs of its people by creating a

and non-institutionalised racial practices.

better life for all.

The vast majority of Blacks (i.e. African, Indian and ColThe new democratic government of South Africa, under the leadership of the African National Congress (ANC) as the ruling party, consolidated the efforts of SACOS, SANROC and the NSC by building a democratic sports system that addressed the imbalances of the past.

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 infrastructure, equipment, attire, development, talent identification and/or activities for previously disadvantaged population groups. At the same time, apartheid South Africa

The process of unifying South African sports bodies was

was subjected to international sporting sanctions which

institutionally achieved in the early nineties.

isolated the country and its White athletes from interna-

Given government’s understanding of the important so-

tional competition.

cio-economic and developmental role of sport, this sector

Irrespective of these racial practices various sports organi-

was identified as needing to be transformed to, amongst

sations tirelessly fought for establishing a sports system

others, increase and ensure equitable access to all sport-

free of discrimination and that would provide equal partici-

ing opportunities; develop and build the sports economy;

pation opportunities for all South Africans. This was done

increase the social development impact of sport; harness

through the dedicated leadership and work of organisa-

and further develop the competitive abilities of South Af-

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

rican sports persons to participate in international sports

the South African Non-Racial Olympic Committee (SAN-

competitions and for the sector to reflect the demograph-

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

ics of the country.

SA) and the National Sports Council (NSC).

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

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

Tshwete released a White Paper on sport and recreation.

sports conference. The NSC was established to unify sports

The White Paper was the first official policy on sport and

structures; develop a national sports policy and facilitate

recreation since the establishment of this Ministry on 1

equitable development of sport in a democratic South

July 1994. Five years after the first White Paper on sport

Africa. The sports development pyramid or continuum of

and recreation was released, it was revised and updated

foundation, participation, performance and excellence

to take into account new developments in the sport and

phases was mooted at this conference. This approach,

recreation sector.

as well as the outcomes of the conference, was included

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

in the democratic government’s first discussion paper on

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

sport entitled “Getting the Nation to Play”.

Team (MTT) to investigate factors that negatively impact

NATIONAL SPORT AND RECREATION PLAN

on South Africa’s performance in high performance sport

ment, an outcomes-based approach to governance and

at an international level. This initiative was partly motivated

the proactive role of a developmental government.

by the perception that South Africa performed poorly at

The third revision of the White Paper addresses the afore-

the Sydney 2000 Olympic Games. Although the MTT was

mentioned issues. The process of updating the White

tasked with focusing on high performance or elite sport;

Paper was finalised in 2012 together with the development

its report and recommendations addressed improving the

of a Road Map that outlined priority areas for sport and

overall sports system in South Africa.

recreation. These documents form the basis for the devel-

The Cabinet approval of the MTT report towards the end

opment of government’s first ever National Sport and Rec-

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

reation Plan, nurturing a vibrant sports system that encour-

rican sport with a reduction of seven umbrella bodies to

ages growth and development of the sports sector and the

only two, namely a fully fledged Department of Sport and

equitable delivery of sport to all to ensure that South Africa

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

is both “An Active and a Winning Nation”.

ernmental sports organisation to assume the coordinating

Preamble

responsibility for high performance sport. The former enti-

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

ties at a macro-level comprised the following: Sport and Recreation South Africa (SRSA) South African Sports Commission (SASC)

This was experienced, for example, when South Africa won

National Olympic Committee of South Africa

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

(NOCSA)

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

Disability Sport South Africa (DISSA)

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

South African Commonwealth Games Association

ordinated, functional and performance oriented sports sys-

(SACGA)

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

South African Students Sports Union (SASSU)

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

United School Sports Association of South Africa (USSASA).

equitably improves the lives of all South Africans.

In 2004, the South African Sports Commission Act was repealed and the South African Sports Confederation and

The NSRP is the implementation plan of the policy

Olympic Committee (SASCOC) was established.

framework for sport and recreation as captured in the revised White Paper. In other words the White Paper deter-

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

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 profile sports. The benefits of this approach,

The 2001 revised White Paper does not reflect the institu-

for South Africa, are reflected in a document entitled a “Case

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

for Sport”, published by Sport and Recreation South Africa

flect government’s understanding of transformation of the

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

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

these two internationally recognised pillars for any success-

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

ful sports system but extrapolates on the enabling environ-

sport in development and peace, sport and the environ-

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

NATIONAL SPORT AND RECREATION PLAN

At the heart of the NSRP is a Transformation Charter

phases. A thematic approach is envisaged with rele-

and a multi-dimensional Transformation Performance

vant themes being adopted each year.

Scorecard. The purpose of the Charter is to transform

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

the delivery of sport in South Africa to reap benefits such as the establishment of a competitive and demographically representative sports system guided by the values of

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

equal opportunity, fairness and just behaviour, equitable

forming the delivery of sport and recreation in South Af-

resource distribution, empowerment, and affirmation. The

rica. It was developed through an intense and thorough

implementation, management and monitoring of sport’s

consultative process with robust debates and constructive

transformation is supported by a scorecard that will enable

contributions from all role-players that comprise the sport

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

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

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

cess in 2011 were:

The NSRP provides for the different stages of a long term

At a Departmental strategic workshop from 10 – 12

participant development plan. This includes, among oth-

January delegates agreed to organise a National

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

Sport and Recreation Indaba to finalise South Af-

opment of athletes within the entire sports development

rica’s first NSRP.

continuum, including athletes with a disability. (Also see

Minister Fikile Mbalula appointed a Steering Com-

the reference document “South African Sport for Life –

mittee to oversee the NSRP process, with Deputy

Long Term Participant Development”.)

Minister Gert Oosthuizen as the Committee Chair-

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,

person. The first meeting of the Steering Commit-

rural communities and people with disabilities.

represented on the Steering Committee.

tee was held on 4 February. All Provinces, the South African Local Government Association (SALGA), SASCOC and other identified role-players were

Without a coordinated, integrated and aligned nation-

The concept of the NSRP and Indaba was launched

al sports system within which all component parts are

through the media to stimulate public debate on 5

focused towards a common set of goals and ob-

April.

jectives, the potential value of sport to the South

Also in April the SRSA website was used to encour-

African society cannot be fully realised.

To en-

age public participation and inputs to the NSRP. An

sure a collective buy-in and to streamline imple-

“Indaba Opinion Piece” on the National Indaba

mentation towards common objectives, it is im-

was also released to stimulate debate.

portant that role-players align their strategic and

The draft NSRP was finalised in May and distributed

business plans with the NSRP and that planning

for comments and inputs.

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

The first draft of the Transformation Charter accom-

Due to the complexity and broad application of the

panied by a Scorecard was finalised in June and dis-

NSRP it is foreseeable that it will be implemented

tributed for comments and inputs.

in consecutive phases. The components of each

A briefing session on the NSRP was held with SRSA

phase will supplement each other and enrich previous

staff on 15 August.

NATIONAL SPORT AND RECREATION PLAN

The NSRP was debated at meetings of SASCOC in

Public entities and sports bodies on

East London on 16 April and in Rustenburg on 26

8 November.

August. These interactions provided all recognised

Business sector on 11 November.

National Federations with the opportunity to make

Civil society on 12 November.

inputs on the NSRP.

Former sports leaders on 16 November.

A presentation on the NSRP was done to the Port-

Executive Board of SASCOC on 18 November.

folio Committee on Sport and Recreation on 23 August and a week later to the Standing Commit-

During the consultation process various reference docu-

tee on Education and Recreation of the National

ments supplementing the Plan and providing greater

Council of Provinces.

insight regarding the NSRP were identified and/or

In September the NSRP was presented to the

developed.

Social Protection and Human Development Cluster

In the provinces consultations took the form of district

and Cabinet Committee.

and regional workshops that culminated in nine Provincial

The following consultations took place with specific

Izindaba that were attended by nearly 5 000 people. The

interest groups towards the end of 2011:

following table summarises the consultations that were organised by the provincial governments and by SASCOC:

The Editors Forum on 27 October.

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

19 August

Northern Cape Izindaba

Kimberley

706

26 August

SASCOC Indaba

Rustenburg

16-17 September

North West Izindaba

Klerksdorp

429

TOTAL

4 602

NATIONAL SPORT AND RECREATION PLAN

At the meeting of the Steering Committee of 01 August

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

2011 representatives from the following institutions were

pressed the belief that among others:

appointed to serve on an Evaluation and Drafting Sub-

â&#x20AC;&#x153;The NSRP has the potential 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.â&#x20AC;?

Committee: SRSA The Ministry Provincial Government SALGA and

Legal framework

SASCOC.

The NSRP was formulated within the framework of non-

The main purpose of the Evaluation and Drafting Sub-

racial, non-sexist and democratic principles as enshrined in

Committee was to critically interrogate and evaluate all

our Constitution. In this regard sport and recreation should

the remarks, proposed amendments, inputs and recom-

be seen as an integral part of transforming our society.

mendations received with a view of compiling a final draft

Although different stakeholders are allocated responsibili-

NSRP. Approximately 1 500 inputs were evaluated. Of the

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

inputs received there was consensus and support for more

sport and recreation in South Africa. The Minister has the

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

legislative powers to oversee the development and man-

were expressed were debated in the following six Com-

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

missions at the National Sport and Recreation Indaba that

ter is therefore the principal authority of Government with

took place at the Gallagher Convention Centre in Midrand

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

on 21 and 22 November 2011:

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

Commission One: Recreation/Mass Participation/

Agreements (SLAs) with delivery agents identified in the

School Sport.

NSRP.

Commission Two: The geo-political constitutional

The following are some of the most important legal frame-

boundaries versus sports federation boundaries

works according to which the NSRP was developed and

and sports councils.

will be implemented:

Commission Three: Facilities.

Constitution of the Republic of South Africa, 1996;

Commission Four: Role demarcation at macro level

National Sport and Recreation Act, 1998 (Act

and amateur versus professional sport.

No.110 of 1998 as amended);

Commission Five: Transformation.

South African Institute for Drug-Free Sport Act,

Commission Six: All non-disputed resolutions.

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

The NSRP was officially approved at the National Sport

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

and Recreation Indaba attended by 693 people (against a

Intergovernmental Relations Framework Act, 2005

planned 500) with the understanding that the NSRP must

(Act No. 13 of 2005);

be aligned with the resolutions adopted at the Indaba by

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

31 January 2012.

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

The National Sport and Recreation Indaba was concluded

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

with the signing of an all-important Indaba Declaration by

1999 as amended).

NATIONAL SPORT AND RECREATION PLAN

Vision 2030

With the NSRP officially approved it may be necessary to review the National Sport and Recreation Act 1998, (Act

In support of the National Development Plan the sports

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

sector has developed its own vision for 2030. The following

and/or promulgate further legislation.

expected outcomes and “ideal future” for a South African sports system by 2030 are fully described in the White Paper for sport and recreation.

Good coporate governance

A sport and recreation sector working in harmony

Ethical and drug-free sport

Adequate resources

Sport and recreation a significant contributor to the country’s GDP

Physical education and sport in all schools

Career paths in sport and recreation

Sustainable talent identification, nurturing and development

VISION 2030 SA a choice destination for major events and sports tourism

Transformation achieved

Increased levels of national unity and socially cohesive communities

Sufficient sports facilities

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

Skilled and qualified sport and recreation practitioners

50% of all South Africans participating in sport or active recreation

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

NATIONAL SPORT AND RECREATION PLAN

In working towards the achievement of the 2030 ideal sports

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

system the following vision and mission will be pursued:

tion of the NSRP will be underpinned by a Code of Conduct addressing issues such as playing fair, following the

Vision statement “An Active and Winning Nation”

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

Statement of purpose (Mission) “To transform the delivery of sport and recreation 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.”

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 administrators governing sport. Fairness pervades the entire sports system.

Core values of the envisaged sports system

Shared leadership: Responsibility for sport is shared by

The value system considers sport at every level from the

many partners including governments, sports organisa-

school and community playing fields to the highest level

tions and education within a seamless sports continuum

of international competition. It represents a set of core

that demands collaboration and shared leadership by all

values, generally accepted by the sports system, guides

partners.

day-to-day behaviour, and collectively helps to create the “ideal future” for the sports system. These values include:

Unified purpose: This sports system is for the benefit of the nation as a whole. There must be a unified direction

Accessibility: Sport is available to all. Geographical loca-

covering all elements of the system; it must be centrally

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

driven, implemented at provincial and local level, with no

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

duplication, to give the best value possible for the funding

infringe on the opportunity to participate in sport.

available.

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 opportunity 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.

NATIONAL SPORT AND RECREATION PLAN

SECTION 2: COMPONENTS OF THE NSRP ACTIVE NATION

Worldwide sports strategies are focused on increasing levels of participation in sport and recreation, as well as

This pillar comprises of three strategic objectives, namely:

achieving success at an international level. The NSRP focuses on these two internationally recognised pillars

Recreation;

supporting a successful sports system as well as creating

School Sport; and

an enabling environment underpinning participation in

Participation Promotion Campaigns.

sport and recreation. Due consideration is given to the 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.

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

â&#x20AC;&#x153;As a tool for health-enhancing physical activity, the sports

national and global priorities.

movement has a greater influence than any other social

In essence the NSRP details the programmes, projects

movement.â&#x20AC;? SRSA fully agrees with this statement of the

and activities that will be undertaken by all role-players

European Commission as captured in its 2007 White Paper

that comprise the South Africa sports sector to achieve

on Sport.

the vision, mission and strategic objectives of the White Paper on sport and recreation, i.e. an active nation, a win-

The NSRP paves the way to ensure that as many South

ning nation and the creation of an enabling environment

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

to achieve an active and winning sporting nation.

pecially those from previously disadvantaged communities.

NATIONAL SPORT AND RECREATION PLAN

Performance indicator:

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

Percentage of the population actively participating

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

in sport and recreation.

tion as illustrated below.

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 “recreation” by means of the following diagram:

SPORT Physical exertion Rule bound Element of competition (club to international)

External rewards Physically and mentally beneficial Has economic benefits Casual or organised Facility dependant Contributes to social outcomes

ACTIVE RECREATION

PASSIVE RECREATION

Rules, somewhat flexible Compete against self or nature Physically and mentally beneficial

Examples: Walking, jogging, hop scotch, adventure, skipping (kgati)

(including nation building)

Examples: Soccer, Netball, Swimming, Cricket, Hockey, Rugby

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: Knitting, sewing, bird watching, listening to music, watching movies, playing computer games

NATIONAL SPORT AND RECREATION PLAN

Recreation

substance abuse, domestic violence as well as health issues such as cardiac diseases, diabetes, obesity and HIV and

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

AIDS. To increase an interest in participating in recreation creative opportunities, programmes and campaigns need

Recreation plays a pivotal role in improving the health and

to be available to stimulate and meet the needs of diverse

well being of an individual, creating liveable communities

segments of the population.

and promoting social cohesion. In terms of the Universal

Through active recreation programmes the NSRP aims to:

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

Facilitate opportunities where communities can

basic human right to recreation activities.

participate in various physical activities.

Recreation and sports development are two clearly distin-

Reinforce a positive attitude in our youth thereby

guishable terms and mass participation is applicable to

bringing about positive behavioural change.

both. Sports development includes regulated, formalised and structured activity whilst recreation consists of activi-

Ensure synergy between school and community

ties aimed at having fun and participation and which is by

initiatives.

individual choice.

Continue the legacy of the 2010 FIFA World CupTM.

There is a need to use active recreation programmes as a

Interrogate options to ensure that programmes are

means to develop citizenship values in young people and

having the most effective impact.

to teach them how to make a valuable contribution to their

Performance Indicators:

communities. Active recreation programmes should be

Number of active recreation events organised and

designed to reach broad sectors of the population, includ-

implemented.

ing marginalised groups, affording them access to partici-

Number of active recreation participants in events

pation and a share in the wider sports community.

organised and implemented.

The NSRP recognises that recreation is a significant part of any nationâ&#x20AC;&#x2122;s culture, leisure time, health, economy and education. People directly involved will benefit from a significantly 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 celebrated; help define individuals, groups, communities and a nation. Recreational opportunities provide personal benefits such as self fulfilment and developing personal relationships, as well as social benefits such as improving social integration, developing community and cultural identity. Regular and structured recreational activities can assist in addressing the social challenges of delinquency, crime, alcohol and

NATIONAL SPORT AND RECREATION PLAN

Implementation plan Output

Key Activities

Responsible

Delivery

Timeline

Partners

National Recreation Advisory Committee

Appoint experts to serve on a National Recreation Advisory Committee.

SRSA

2012

Database of key stakeholders

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

SRSA

Advisory Committee

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 effective programmes to communities. Utilise parks and open spaces for recreation activities.

SRSA

Prov Gov DOH DSD SASCOC NGOâ&#x20AC;&#x2122;s

2012

Participation 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 recreation hubs and clubs that integrate into NF structures.

SRSA

Prov Gov Local Gov SASCOC

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 Gov Local Gov SASCOC

2012

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

SRSA

Prov Gov Local Gov SASCOC

2013

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

SRSA

Prov Gov Local Gov NGOs

On going

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

SRSA

Prov Gov Local Gov

On going

NATIONAL SPORT AND RECREATION PLAN

Output

Key Activities

Responsible

Delivery

Timeline

Partners

Sport for development network

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

SRSA

Prov Gov Local Gov SASCOC

2012

Basic sports capacity development and community 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 Gov Local Gov CBOs

On going

Mass Participation Programme Appraisal

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

SRSA

Prov Gov

2012

Annual National 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.

SRSA

Prov Gov Local Gov SASCOC

2012 On going

SA Games replaced

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

SRSA

Prov Gov SASCOC

2012 On going

NATIONAL SPORT AND RECREATION PLAN

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 benefit 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-encompassing solution. In addition, sports schools have the potential to maximise the sports potential of learners and to become 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 Constitutional 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.

NATIONAL SPORT AND RECREATION PLAN

Implementation plan Output

Key Activities

Responsible

School sport implementation

Conduct an audit of basic movement skills of South African children.

DBE

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

DBE

Re-introducing PE as a curriculum subject/outcome with requisite time. Appointing educators qualified in PE (not embedded in Life Orientation). Assessing the capacity of educators to deliver PE and sports specific training. Re-skilling/up-skilling educators to deliver PE. Resourcing schools with the requisite PE equipment. Enforce the delivery of sport in all schools based on an approved School Sports Policy.

DBE

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

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.)

DBE

Identify innovative programmes to support the school sports development programmes (resuscitate the concept of â&#x20AC;&#x153;Wednesday sportâ&#x20AC;?).

DBE

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

SASCOC

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 dedicated to the priority NFs.

SRSA

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

SASCOC

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

DBE

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 affiliates of the federations ensuring that all programmes are streamlined.

SASCOC

Include and acknowledge school sport within the Long Term Athlete Development Plan.

SASCOC

Support Talent Identification 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

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

SASCOC

Encourage students at tertiary institutions and sports legends to do volunteer work in school sport. NATIONAL SPORT AND RECREATION PLAN

DHE

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

SRSA

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 efficient delivery of both school and community sport.

SRSA

Delivery Partners

Timeline

SRSA

2012

SRSA

2012 On going

SGB’s

2012 On going

SRSA Prov Gov SASCOC

2012 On going

SRSA Prov Gov SASCOC

2012 On going

SRSA Prov Gov SASCOC

2012 On going

SRSA DBE

2012

DBE SASCOC

2012

SRSA DBE

2012

SRSA Prov Gov SASCOC

2012 On going

SRSA DBE Prov Gov

2013 On going

SRSA DBE Prov Gov

2012 On going

DBE Prov Gov SASCOC

2012 On going

Indaba Programme Director: Mr Mthobi Tyamzashe

2013 On going SRSA DBE SASCOC

2012 On going

DBE

2012

DBE Prov Gov Local Gov SASCOC

2012 On going

Output

Key Activities

Responsible

School sport training

Empower individuals (educators or volunteers) in code specific coaching, technical officiating, team management and sports administration in line with the SA Coaching Framework.

SASCOC

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

SASCOC

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

SASCOC

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

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

SRSA

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

SRSA

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

DBE

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

DBE

Address access and shared usage of school and municipal facilities.

SRSA

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

School sport impact

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

SRSA

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

Legislative compliance

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

SRSA

Unified school sport structures

NATIONAL SPORT AND RECREATION PLAN

Delivery Partners

Timeline

SRSA DBE Prov Gov

2012 On going

SRSA DBE Prov Gov

2013 On going

SRSA DBE

2013

DHET

2012 On going

DBE Prov Gov SASCOC

2012 On going

DBE Provinces HSRC SASCOC

2012

SRSA Prov Gov SASCOC

2012

SRSA Prov Gov SASCOC

2012

DBE Prov Gov Local Gov

2012 On going

SRSA Prov Gov Local Gov SASCOC

2013

SASCOC DBE

2012 On going

DOH

2012

DBE Prov Gov SASCOC

2012 On going

Participation promotion campaigns

Employees without the opportunity to participate in wellness programmes may develop serious illnesses and could find themselves on longterm disability or be forced to discontinue working entirely.

Strategic objective 3: To promote participation in sport and recreation by initiating and implementing targeted campaigns. Innovative campaigns targeting the inactive sectors of our

Performance indicators:

society need to be actioned.

Number of sport and recreation promotion

The average employed South African spends about 45 hours

campaigns launched.

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

Number of NFs offering modified sports

work / life balance. Wellness programmes are important

programmes.

tools to establish this balance. Inactive employees are sus-

Number of private and public sector leagues

ceptible to developing chronic non-communicable diseases.

established.

Sports leaders at the National Sport and Recreation Indaba

NATIONAL SPORT AND RECREATION PLAN

Implementation plan Output

Key Activities

Responsible

Delivery Partners

Timeline

Focused media campaigns for sport and recreation promotion initiatives

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

SRSA

Prov Gov SASCOC NGO’s

2012 On going

“Active Friday” campaigns

Extend “Football Friday” and “Magnificent Friday” to rally behind major sports events.

SRSA

Prov Gov Local Gov SASCOC NGO’s

2012 On going

An active private sector

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

SRSA

SASCOC Corporate sector

2012 On going

Encourage the corporate sector to offer active participation in sport and recreation.

SRSA

NGO’s SASCOC

2012 On going

Establish a National Forum with identified corporate entities.

SRSA

NGO’s SASCOC

2012 On going

An active public sector

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

SRSA

Nat Gov Prov Gov Local Gov

2012 On going

Partnerships with major sports events

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

SRSA

Prov Gov Local Gov SASCOC

2012 On going

Supporters Clubs

Encourage and provide guidelines for the establishment of Supporters Clubs.

SASCOC

Modified 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

2013 SASCOC

NATIONAL SPORT AND RECREATION PLAN

2012

WINNING NATION

Percentage improvement in the aggregated international sports rankings.

This pillar comprises of five strategic objectives, namely:

Talent identification and development

Talent identification and development;

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

Athlete and coach support programme; Domestic competitions; International competitions; and

A pro-active approach to identify, select and develop

Recognition system.

talent is an absolute pre-requisite if South African sport

Sports achievers have become known the world over, giv-

is to progress. A targeted talent identification process

ing the country they represent an international visibility

must enable the identification of athletes from previously

and reputation not attained in other areas of their social,

disadvantaged backgrounds (particularly rural and margin-

political or economic life.

alised youth) who might otherwise not be identified and as such assist with the transformation of South African sport.

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

There is no doubt that an effective talent optimisation programme is important for the success of every sporting team, federation and nation.

The use of the national flag and the singing of the anthem

Performance indicators:

at international sports events instils pride and loyalty. Who can forget the pride we saw on our fellow citizens faces

Number of formal talent identification programmes

during the 2010 FIFA World Cup ?

implemented.

The NSRP provides a foundation for creating an environ-

Number of talented athletes supported within a

ment conducive for our athletes to excel and to increase our

structured development programme.

international sports successes.

Number of national athletes produced through

talent identification and development programmes.

Performance Indicators: Percentage improvement in the number of athletes achieving national performance standards.

NATIONAL SPORT AND RECREATION PLAN

Implementation plan Output

Key Activities

Responsible

Delivery Partners

Timeline

National coordinating system

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

SASCOC

SRSA

2012

TID guidelines

Compile and distribute generic guidelines for TID.

SASCOC

Prov Gov Academies

SRSA

2013

DBE

Compile and distribute sports specific TID guidelines for the priority codes.

Prov Gov Academies Tertiary institutions

Talent identification

Implement a system to identify talent that is biased to athletes from previously disadvantaged backgrounds. Special focus should be on junior and school sports events.

SASCOC

SRSA

2013

DBE

On going

Prov Gov

Support the empowerment of talent scouts (people trained and equipped to conduct talent identification). Talent development programme

Invest adequately in talent development to support an optimal, integrated talent development pathway to turn potential into excellence within a unified sports development continuum.

SASCOC

SRSA

2013

Prov Gov

On going

Local Gov Academies Tertiary Institutions

Tracking system

Develop an integrated tracking system to monitor the progress of talented athletes (including school level athletes).

SASCOC

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

2013

Prov Gov

On going

Academies

Consider implementing a lifetime performance record for athletes once selected for provincial teams. An exit strategy

SRSA

SASCOC

SRSA

2013

Prov Gov

On going

Academies

NATIONAL SPORT AND RECREATION PLAN

Athletes and coaches support programmes

These services include among others sports science, sports medicine, sports psychology, nutrition, sports technology

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

and game analysis.

Performance indicators: Number of athletes supported in a high performance programme.

Elite athletes and coaches have a range of specialised

Number of coaches supported to deliver high

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

performance athletes.

in the world arena. It is pertinent to address these to support performance and to encourage retention within

Number of accredited sports science service

South Africa.

providers.

Sports development and excellence in high performance sport require an evidence-based, holistic and coordinated sports science and medical support system.

NATIONAL SPORT AND RECREATION PLAN

Implementation plan Output

Key Activities

Responsible

Delivery Partners

Timeline

Sports science coordinating body

Support a national body to oversee the management, coordination and standardisation of scientific support services. (This could be the same body charged with overseeing the academy system).

SASCOC

SRSA

2013

Academies

On 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

SRSA

2013

SASMA

On going

Tertiary Institutions Academies

Sports science, medical and technology services

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

SASCOC

SRSA

2013

SASMA

On going

BASA Accredited scientific and medical support personnel

Sports science continued professional development

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

SASCOC

Disseminate technical material to practitioners facilitating an interchange of ideas.

SASCOC

SRSA

2013

SASMA

On going

SAQA SASMA

2013

SAQA

On going

Academies Applied research

Team preparation

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

SASCOC

Identify athlete and coach support needs.

SASCOC

SRSA

2013

Academies

On going

SRSA

2012

Customise services to meet the needs identified.

Prov Gov

On going

Provide a life skills programme.

Local Gov

Support a residential programme.

Academies

Manage sport and education demands. Offer testing and training camps. National coaching and training. Team delivery

Deliver national teams and support high performance athletes with:

SASCOC

SRSA

2012 On going

Performance planning. Sports partnerships. Implement pre-departure camps where athletes gather and receive support before major events. Tracking system

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

SASCOC

SRSA

2013

Academies

On going

NATIONAL SPORT AND RECREATION PLAN

Domestic competitions

opportunities for international athletes outside their international calendars.

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

Performance indicators: Number of domestic competitions hosted.

Strong domestic competition is important for develop-

Number of athletes participating in domestic

ing talented young athletes aspiring to be selected for

competitions.

national teams, as well as for providing competition

Implementation plan Output

Key Activities

Responsible

Delivery Partners

Timeline

Domestic competition calendar of events.

Maintain a comprehensive calendar of domestic competitions.

SRSA

SASCOC

2012

National championships

Organise national senior and junior championships annually, following provincial championships. The focus of the junior championships should be talent identification while that of the senior championships is to prepare athletes for international competitions.

SASCOC

On going Prov Gov

2013

Local Gov

On going

NATIONAL SPORT AND RECREATION PLAN

International competitions

to international sporting success. NFs should plan their national programme in synchrony with their international

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

competitions.

Performance indicators: Number of medals won at identified international

Regular international competition is, along with coach-

competitions.

ing, probably the most important ingredient contributing

Improved aggregated international ranking.

Implementation plan Output

Key Activities

Responsible

Delivery Partners

Timeline

Calendar of events

Maintain an approved international sports calendar.

SASCOC

SRSA

2012

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

SASCOC

Qualification assistance

On going -

Expose talented athletes to international competitions.

NATIONAL SPORT AND RECREATION PLAN

2013 On going

Recognition system

istrators and technical officials. It is also important that our national teams participate with a standardised emblem

Strategic objective 8: To acknowledge the achievements of individuals within the South African sport and recreation sector through the establishment of a recognition system.

and colours as these impact on efforts to build social cohesion and nation building.

Performance indicator: Number of national emblem awareness campaigns

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

conducted.

exceptional performances of our athletes, coaches, admin-

Implementation plan Output

Key Activities

Responsible

Delivery Partners

Timeline

Regulations

Develop a regulatory framework for the

SRSA

SASCOC

2013

SASCOC

SRSA

2014

DAC

On going

national emblem and the national colours. Embark on an awareness campaign around the national emblem (integrate into schools programme).

Prov Gov National colours

Regulate branding of national and provin-

SASCOC

cial teams.

SRSA Prov Gov

Ensure that our national teams participate

SASCOC

with a standardised emblem and colours. Investigate mechanisms of generating

SRSA

2013

Prov Gov

On going

SASCOC

2014

revenue through sports merchandise for

On going

sports development. Colour Boards

Establish National and Provincial Colours

SASCOC

Boards to standardise and issue colours. Sports Awards

2013

Organise a sports awards function to recognise and encourage elite performance. The National Sports Awards will be a cul-

SRSA

2013

Prov Gov SRSA

SASCOC

2012 On going

mination of the Provincial Sports Awards. Consider a â&#x20AC;&#x153;Wall of Fameâ&#x20AC;? for South African sporting heroes.

NATIONAL SPORT AND RECREATION PLAN

ENABLING ENVIRONMENT

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

To assist South African sport to achieve its goals of an active 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

If the backlogs are not addressed it will be very difficult for

comprises 14 strategic objectives, namely:

South Africa to achieve its transformation, sports develop-

Facilities;

ment and increased participation objectives. The provision

Clubs;

and maintenance of facilities forms the foundation for the entire sport and recreation system. Within this context,

Sports Councils

facilities encompass the provision of the equipment as well

Athletes Commission;

as the provision of basic services required for the facility to

Coaches Commission;

be fully functional.

Administrators and Technical Officials Commission; Academy System; Sports House; Sports Information Centre; Education and Training; Volunteers; International Relations; Financial Resources; and Sports Broadcasting and Sponsorships.

Performance indicator: 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 building, shared utilisation, equitable access and maintenance of sport and recreation facilities that have far reaching consequences for the transformation and development of the sport and recreation sector.

NATIONAL SPORT AND RECREATION PLAN

Performance indicator: Database developed incorporating sport and recreation facilities information management.

Implementation plan Output

National facilities audit

Key Activities

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.

Respon-

Delivery

sible

Partners

Prov Gov

SRSA

Timeline

2012

DBE DoD Local Gov SASCOC

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

SRSA

Prov Gov

2012

Local Gov SASCOC

Update and maintain the National Facilities Database.

SRSA

Prov Gov

2013

Local Gov

On going

SASCOC National Facilities Plan

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

SRSA

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/abandoned buildings as well as the accessibility for people with a disability. Consider regulating access to municipal facilities.

Local Gov

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 transferring the ring-fenced grant from MIG to the budget of SRSA.

SRSA

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

SRSA

Prov Gov

2012

Local Gov SRSA

2013

DBE

On going

Prov Gov SASCOC

Nat Treasury

2013

COGTA

On going

Prov Gov SALGA

Prov Gov

2013

SALGA

On going

NATIONAL SPORT AND RECREATION PLAN

Output

Norms and standards for sport and recreation facilities

New sport and recreation facilities

Key Activities

Respon-

Delivery

sible

Partners

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

SRSA

Prov Gov

2013

Local Gov

On 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 Gov

2013

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

SRSA

Engage stakeholders in the planning and construction of new facilities.

SRSA

SASCOC

SASCOC DBE

2013

SASCOC

On going

SALGA

Lobby for the inclusion of sport and recreation facilities in spatial planning. Encourage Local Government to build multipurpose sports facilities when planning and designing new sports facilities. This will:

Timeline

DHA

2013

COGTA

On going

DEA Loc Gov SRSA

Prov Gov

2013

Loc Gov

On going

SRSA

2013

Prov Gov

On going

contribute to youth development contribute to the optimal use of facilities contribute to integrated sport and recreation programmes and activities contribute to diversification in sport and recreation result in the seasonal usage of the facilities that will contribute safety and a sense of multi-disciplinary community ownership. Consider making provision for meeting rooms and basic club offices to promote good governance when building multi-sports facilities.

Local Gov

NATIONAL SPORT AND RECREATION PLAN

Output

Key Activities

Lease agree-

Conduct a comprehensive audit of leases

ments

with a view to develop practical options for

Respon-

Delivery

sible

Partners

SRSA

Prov Gov

Timeline

2013

SALGA

the future use of these facilities.

SASCOC Review the facility lease agreements. De-

SRSA

velop and issue guidelines with respect to the

Prov Gov

2013

SALGA

lease arrangements of sports fields and facili-

SASCOC

ties and maximise access to facilities without lowering maintenance standards. Encourage municipalities to develop effec-

SALGA

SRSA

2013

Prov Gov

On going

SRSA

SALGA

2013

SRSA

DBE

2013

Prov Gov

On going

tive partnerships with lease holders to ensure equitable access to facilities that are subject to leases. Accessibility to

Review municipal facilities by-laws and tariffs

facilities

to allow accessibility to all communities. Oversee the inter-action of all relevant stakeholders (SGB, universities, communities, municipalities) to review existing delimiting rules (lease SASA, MOU) and agree on how

SALGA

to ensure the optimal shared usage of facili-

SASCOC

ties.

DHE

Identify a school with adequate facilities as a

SRSA

â&#x20AC;&#x153;centre of sportâ&#x20AC;?, with neighbouring schools that will have access to these facilities in a

DBE

2013

Prov Gov

On going

Local Gov

cluster system.

SASCOC Facility mainte-

Lobby Department of Public Works to assist

nance

with the maintenance of sport and recreation facilities.

SRSA

Prov Gov

2013

SALGA

On going

NATIONAL SPORT AND RECREATION PLAN

Output

Key Activities

Facility manage-

Ensure that facility management training

ment training

manuals are updated and available. Identify and appoint accredited service

Respon-

Delivery

sible

Partners

SRSA

CATHSSETA

Timeline

2013

SALGA SRSA

CATHSSETA

2013

SRSA

Prov Gov

2013

SALGA

On going

Prov Gov

2013

Local Gov

On going

providers. Develop and implement a schedule of training programmes with a special focus on the management and maintenance of sports facilities. 2010 FIFA World Cup

stadia

Coordinate and monitor the venue manage-

SRSA

ment of major sports venues.

fully utilised

SASCOC Strengthen a forum with the relevant municipalities to develop a way forward for the effective coordination, monitoring and management of the 2010 stadia to ensure the

SRSA

Prov Gov

2013

Local Gov

On going

SASCOC

optimum accessibility and sustainable utilization of these facilities so as to maintain the legacy of 2010.

NATIONAL SPORT AND RECREATION PLAN

Clubs

national sports structures spanning urban and rural areas across the country forms the basis of sports provision in

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

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

A club is a structured, constituted base for participation

dation of club structures in place.

in sport and serves as a vehicle for long term participant development as well as mentorship programmes to cater

Performance indicator:

for high performance.

Number of affiliated and functional clubs per sporting code.

A network of club structures integrated into provincial and

Implementation plan Output

Audit of sport and recreation clubs

Key Activities

Respon-

Delivery

sible

Partners

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

SASCOC

SRSA

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

SASCOC

Timeline

2012

Prov Gov SRSA

2013

Prov Gov Local Gov

Affiliated clubs

Maintain a GIS based database of registered clubs.

SASCOC

Prov Gov

2014

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

SASCOC

SRSA

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

SRSA

2014

Prov Gov

On going

Formulate marketing initiatives to encourage the sponsorship of clubs.

SRSA

SASCOC

2013

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

SASCOC

DBE

2013

Prov Gov

On going

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

SASCOC

SRSA

2013

Prov Gov

On going

Prov Gov

Local Gov Encourage businesses and parastatals to adopt clubs.

SRSA

SASCOC

2013 On going

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

SRSA

DoTR

2013

Local Gov

NATIONAL SPORT AND RECREATION PLAN

Sports Councils*

tures are a prerequisite. These structures support a structured pathway for sport and recreation development from

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

a grassroots level.

Performance indicator: Number of functional provincial and district Sports

To increase participation and the development of sport

Councils supported.

and recreation, strong and coordinated local sports struc* Sports Councils to be re-named to Sports Confederations

Implementation plan Output

Functional Sports Councils

Key Activities

Ensure that Sports Councils are structured and operational at local, regional and provincial levels.

Respon-

Delivery

sible

Partners

SASCOC

SRSA

Timeline

2012

Prov Gov Local Gov

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

Prov Gov

Build the capacity of the Sports Councils to be operational and functional and enable them to leverage existing commercial avenues and to build their own strong, independent and viable brands.

SASCOC

Ensure that Sports Councils act as interface to support the linking of hubs/clubs with federations, municipalities, civil society structures and NGOâ&#x20AC;&#x2122;s to ensure integration of sports programmes and to avoid duplication of resources.

SASCOC

Ensure that provincial sporting entities affiliate to the relevant provincial Sports Council. The provincial Sports Councils will report to SASCOC according to their Constitution. The provincial governments must be represented on the governance structure of the provincial Sports Councils (in an ex-officio capacity), to ensure proper coordination of provincial sport.

SASCOC

On going SRSA

2013

Prov Gov

On going

Local Gov SRSA

2014

Prov Gov

On going

Local Gov SRSA

2012

Prov Gov

On going

Local Gov

This structure should be cascaded down to a district and local level. (Reference document: â&#x20AC;&#x153;Sports Council Guidelines and the Constitution for the Sports Council)

NATIONAL SPORT AND RECREATION PLAN

2013

Athletes Commission

it is important to develop athletes holistically as well as allowing them the opportunity to have a platform to raise

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

their needs and concerns.

Performance indicator:

Given the enormous commitment required of any athlete

Number of athletes registered with the Athletes

to reach the top and their relatively short athletic careers,

Commission.

Implementation plan Output

Key Activities

Responsible

Delivery

Timeline

Partners Athletes

Ensure that a vibrant, well represented and

Commission

duly constituted Athletes Commission is in

SASCOC

2013

Academies

place. Implement specific programmes aimed at

Prov Gov

SASCOC

addressing the needs of athletes. This could include providing athletes with mentorship,

Prov Gov

2013

Academies

On going

Prov Gov

2013

Academies

On going

scientific education and support, career opportunities and life-long learning. Investigate the feasibility of an athlete’s medical scheme and a bursary fund for talented athletes. Post-sports

Assess the welfare of amateur athletes espe-

plan

cially after reaching their sporting “peak”. Investigate the retirement plans and active

SASCOC

involvement of sports persons, coaches, officials, and administrators implemented by other countries.

NATIONAL SPORT AND RECREATION PLAN

Coaches Commission

research, techniques and developments and provide our athletes with a competitive edge. Continuing professional

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

development is essential.

Performance indicator:

Coaching and the development of sporting skills are key

Number of coaches registered with the Coaches

elements in any successful sports system. In the highly

Commission.

competitive and demanding world of international sport,

Number of coaches progressing to higher levels of

South Africa needs to explore all possible means to ensure

coaching.

that our coaches are kept abreast with latest technology,

Implementation plan Output

Key Activities

Responsible

Delivery

Timeline

Partners Coaches Commission

Develop and launch a coaching framework.

SASCOC

SRSA

2011

Prov Gov Establish national and provincial structures.

SASCOC

SRSA

2013

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

SASCOC

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

SASCOC

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

SASCOC

Maintain a database of accredited coaches.

SASCOC

SRSA

2013

Prov Gov

On going

SRSA

2014

Prov Gov

On going

SRSA

2013

CATHSSETA

On going

CATHSSETA

2013 On going

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

SASCOC

SRSA

NATIONAL SPORT AND RECREATION PLAN

2013

Administrators and Technical Officials Commission

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

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

Performance indicator:

source base is well equipped and continuously developed.

Number of administrators and technical officials registered with the Administrators and Technical

South Africa needs to ensure that administrators and tech-

Officials Commission.

nical officials are kept abreast with latest technology, research, techniques and developments and providing our

Implementation plan Output

Key Activities

Responsible

Delivery

Timeline

Partners Administrators and

Investigate the possible establishment of

Technical Officials

an Administrators and Technical Officialsâ&#x20AC;&#x2122;

Commission

Commission. Action initiatives to attract retired athletes

SASCOC

SRSA

2013 On going

technical officiating. SASCOC

technical officials.

2012

Prov Gov

to get involved in administration and

Improve international grading of

SRSA

2014 On going

National Sport and Recreation Indaba, November 2011

NATIONAL SPORT AND RECREATION PLAN

Academy System

teams by accelerating the development of talented athletes particularly from the disadvantaged groups.

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

Performance indicators: Number of accredited sports academies (national, provincial, sports specific and private).

An academy system is a critical component of the South

Number of athletes supported through the

African sports development continuum. The academy sys-

academy system.

tem refers to a range of institutions in SA that will be part of a national unified, integrated approach with the aim of

Number of national athletes supported by means

developing sporting talent at different levels. The system

of the academy system.

must assist in addressing the demographics of our national

Implementation plan Output

Key Activities

Responsible

Delivery

Timeline

Partners Accreditation system

Implementation of sports academy system

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

SASCOC

Develop an accreditation system for academies and practitioners.

SASCOC

Revive academies in the provinces.

SASCOC

SRSA

2012

Prov Gov

SRSA

2012

Prov Gov SRSA

2012

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

SASCOC

Establish Centres of Specialisation for identified NFs.

SASCOC

DHET

On going Tertiary Institutions

NATIONAL SPORT AND RECREATION PLAN

2013

Sports House

In addition to optimally utilising scarce resources, the Sports House could assist in entrenching principles of

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

good governance. The success of the Sports House will be dependant upon firm cooperative relationships between the three tiers of government and SASCOC.

The establishment of a Sports House provides an adminis-

Performance indicator:

trative support centre for identified NFs.

Number of NFs supported by the Sports House.

Implementation plan Output

Key Activities

Responsible

Delivery Partners

Timeline

NF administrative support

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

SRSA

SASCOC

2013

Prov Gov

Cascade the Sports House concept to provincial and local spheres.

Local Gov

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

SRSA

SASCOC

2013 On going

National Sport and Recreation Indaba, November 2011

NATIONAL SPORT AND RECREATION PLAN

Sports Information Centre

communication technology, to gather, analyse, store and distribute sports information and knowledge to ensure

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

and enhance organisational and personal performance.

Performance indicators: The number of research and modelling interven-

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

tions made to improve and facilitate strategic and

roots organisations and development athletes to national

operational decision making within sport.

strategic decision makers, requires accurate, accessible

Number of recent resources (journals, books, CDs,

sports information and knowledge in order to help achieve

etc) secured and distributed to the sports sector.

excellence in all areas of activity. There is a need, against the background of the global growth and new initiatives in the field of information and

Implementation plan Output

Sports Information Centre

Key Activities

Responsi-

Delivery

ble

Partners

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

SRSA

SASCOC

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

SRSA

Timeline

2014

Tertiary institutions SASCOC

2014

Prov Gov

On going

Local Gov Analyse and distribute sport and recreation information to assist with planning and decision making.

SRSA

SASCOC

2014

Prov Gov

On going

Local Gov Applied sports research programmes to support strategic decision making

Create a series of standardised research methodologies 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 establish links with associated sports knowledge networks.

SRSA

SASCOC

2014

Prov Gov

On going

Initiate and conduct relevant sport and recreation research that is nationally coordinated.

SRSA

Maintain a national database of sport and recreation research.

SRSA

Local Gov SASCOC

2014

Tertiary institutions

On going

SASCOC

2014 On going

Cooperate with identified international instituSRSA SASCOC NATIONAL SPORT AND PLAN tions to enrich South African researchRECREATION projects. Develop guidelines regarding the intellectual property of sports related research and information.

SRSA

SASCOC

2014 On going 2014

Education and training

important for South Africa to keep abreast with global developments and standards.

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

Performance indicators: Number of accredited education and training programmes on offer.

The sport and recreation sector can make an important

Number of accredited coaches, administrators and

contribution to the national priority of human empower-

technical officials.

ment through education and training. In this regard it is

Implementation plan Output

Key Activities

Responsible

Delivery

Timeline

Partners Accredited education and training programmes

Conduct and audit to identify training needs.

DHET CATHSSETA

SRSA SASCOC

2013

Prov Gov Produce and distribute generic training manuals (via SRSA website for example). Make manuals accessible by ensuring that they are costeffective, available in different languages and consider the option of distance learning. (Sports specific manuals are dealt with in the coaching framework.)

DHET

SRSA SASCOC

2013

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

DHET

SRSA

2013

CATHSSETA

Prov Gov

On going

CATHSSETA

On going

SASCOC Develop a Sports Leadership Excellence programme to elevate the standard of sports leaders in South Africa.

DHET

SRSA

CATHSSETA

Prov Gov

2013

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

DHET

SRSA

2013

CATHSSETA

Prov Gov

On going

SASCOC Accredited facilitators

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

CATHSSETA

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

CATHSSETA

SRSA SASCOC

2013

SRSA

2013

Prov Gov

On going

SASCOC

NATIONAL SPORT AND RECREATION PLAN

Volunteers

tunity to become involved in an exciting sporting event, which may act as a starting point for ongoing community

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

involvement. This in turn may have economic and social benefits for the nation.

Performance indicator:

Sport depends heavily on the commitment of thousands

Number of trained volunteers on database.

of volunteers. Volunteering can offer individuals an oppor-

Implementation plan Output

Key Activities

Responsible

Delivery

Timeline

Partners National sports volunteer programme

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

CATHSSETA

SRSA SASCOC

2014 On going

Prov Gov Local Gov

Embark on a volunteer recruitment campaign including volunteer recognition. Integrate and capitalise on 2010 volunteer initiatives. Encourage young people to volunteer at national and international events.

SRSA

Conduct pre-appointment screening and vetting of applicants.

CATHSSETA

SASCOC

2014

Prov Gov

On going

Local Gov SRSA

2014

SAPS

On going

SASCOC Prov Gov Local Gov Develop and maintain accredited volunteer training programmes.

CATHSSETA

SRSA SASCOC Prov Gov Local Gov

NATIONAL SPORT AND RECREATION PLAN

2014 On going

International relations

important. Multi-lateralism becomes critical as no country can prosper on its own, especially in the field of sport and

Strategic objective 20: To ensure that South African sport and recreation benefit from strategic international relations.

recreation.

Performance indicators: Number of Programmes of Action with identified

The world has become a global village hence the func-

countries.

tion of international relations is becoming more and more

Financial value of donor funding secured.

Implementation plan Output

Key Activities

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

Responsi-

Delivery Part-

Timeline

ble

ners

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

SRSA

Prov Gov

2014

SASCOC

On going

Implement post conflict reconstruction and development programmes in areas where required.

SRSA

Nat Gov

2014

Prov Gov

On going

Local Gov SASCOC

International agreements

Formalise sports relations and develop exchange programmes with identified countries within the post conflict reconstruction and development programme.

SRSA

Identify Programmes of Action with countries and structure them according to our needs.

SRSA

DIRCO

2014

Prov Gov

On going

SASCOC DIRCO

2014

Prov Gov

On going

SASCOC

Donor management system

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

Assist South African sports people with a seamless, prompt VISA application process.

SRSA

Identify donors and partners within the sports sector.

SRSA

DIRCO

2014

Prov Gov

On going

SASCOC DHA

2014

DIRCO

On going

Nat Treasury

2012

Prov Gov

On going

Local Gov SASCOC Identify strategic areas for donors to fund.

SRSA

Prov Gov

2012

SASCOC

On going

SASCOC

On going

DTI

2014

NATIONAL PLAN Initiate discussions SPORT with potential AND donors. RECREATION SRSA Prov Gov 2012 Customs protocol for sports goods

Establish a standard protocol for the clearing of sports goods through customs.

SRSA

Financial resources

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

Strategic objective 21: To secure and efficiently manage financial resources to optimally support sport and recreation.

The sport and recreation sector took note of the discus-

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

sions on the possible ban of alcohol related advertise-

the private sector and international donors are all mak-

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

ing funds available for sport and recreation but this is not

co advertisements, it will also support the ban on alcohol

centrally coordinated. In addition, government funding is a

advertisements in the interest of a healthier nation. This

limited means and considerable effort must be employed

loss of income needs to be secured from alternative sourc-

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

es for the sporting sector.

Sponsorship, however, is difficult to obtain, even for the

All sport and recreation funding will be prioritised for activ-

more popular sports. A major problem for many small

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

sports is that the sponsorship market has already been

grammes not contained in the NSRP shall be considered in

dominated by the larger professional codes leaving little

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

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

Performance indicators:

do not have the management and marketing skills, or the

Financial value of non-governmental funding secured.

money to invest to attract sponsorships.

Implementation Plan Output

Key Activities

An aligned funding model

Responsi-

Delivery Part-

bility

ners

Conduct an audit of sources of funding available for SA sport.

SRSA

Prov Gov Local Gov SASCOC Lotto Sports Trust

2012

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

SRSA

SASCOC

2012

Establish a National Sports Funding Forum.

SRSA

SASCOC Lotto Prov Gov SALGA Sports Trust

2012

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

SRSA

SASCOC Lotto Prov Gov Sports Trust

2012

Distinguish between amateur and professional sport when considering funding allocations.

SRSA

SASCOC

2012 On 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

NATIONAL SPORT AND RECREATION PLAN

Timeline

Output

Key Activities

Responsi-

Delivery Part-

bility

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

SRSA Prov Gov SASCOC

2012 On going

Funding lobby

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

SRSA

Nat Treasury Prov Gov SASCOC

2012 On going

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

SRSA

Nat Treasury

2012

Secure donor funding for sport and recreation development programmes.

SRSA

Prov Gov SASCOC

2012 On going

Donor funding

National Sport and Recreation Indaba, November 2011

NATIONAL SPORT AND RECREATION PLAN

Sports broadcasting and sponsorships

and the commercial funding of sport. Unfortunately, without sports broadcasting hours some sports codes have lit-

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

tle or no chance to become financially self-sufficient.

Performance indicators: Percentage increase in broadcasting hours allocat-

Another critical area for the successful implementation of

ed to smaller sports codes.

the NSRP is that of sports broadcasting and sponsorships.

Number of NFs assisted to strategically position

There is a direct correlation between broadcast coverage

their brand to sponsors.

Implementation plan Output

Key Activities

Greater access to and exposure on TV for sports codes

Analyse current sports broadcast landscape inclusive of impact of media.

Responsi-

Delivery

ble

Partners

SRSA

Media Houses

Timeline

2013

SASCOC Empower NFs in terms of:

SRSA

SASCOC

2013 On going

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. Revised Broadcast Regulations

Revisit the ICASA Sports Broadcast Services Regulations of 2010.

SRSA

SASCOC

2013

SRSA

SASCOC

2013

Lobby ICASA and enter into dialogue with the Minister of Communication with respect to issues concerning the broader treatment of local content, specifically 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.

Consultancy service

Establish a centralised â&#x20AC;&#x153;consulting typeâ&#x20AC;? service whereby NFs could receive guidance on and strategic advice and /or research based evidence to help position their codes to business.

NATIONAL SPORT AND RECREATION PLAN

TRANSVERSAL ISSUES

Transformation

The five transversal issues which permeate every building

Strategic objective 23: 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.

block of the NSRP and that are considered non-negotiable imperatives comprise the following five strategic objectives: Transformation; Priority codes; Ethical environment;

Since democracy in 1994 we still have a sporting environ-

Geo-political sports boundaries; and

ment where there is a skewed picture of sporting facilities

Amateur versus professional sport.

and opportunities. The sports sector has to correct this and ensure that our national teams are representative of

These issues are pertinent as they transverse the entire

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

NSRP. They are at the forefront when campaigning for an

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

active nation and also when supporting a winning nation.

clusion of certain parts of our population. The following

They also permeate each and every building block of the

groups should receive priority when programmes are de-

enabling environment. In terms of the NSRP they can be

signed and funded to promote inclusivity: women, persons

considered non-negotiable imperatives.

with a disability, youth, aged and rural communities. 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.

Performance indicator: Transformation performance scorecards implemented and monitored to the specified quality standards and timelines.

NATIONAL SPORT AND RECREATION PLAN

Implementation plan Output

Transformation Charter

Key Activities

Responsi-

Delivery

bility

Partners

Timeline

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

SRSA

SASCOC

2012

Produce an audit report on transformation to define both the current national, provincial 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

2012

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

SASCOC

Local Gov SASCOC

SRSA

2012

Prov Gov Local Gov

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

Sign Service Level Agreements with SASCOC and Public Entities.

SRSA

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

SASCOC

On going SASCOC Public Entities SRSA Prov Gov Local Gov

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

NATIONAL SPORT AND RECREATION PLAN

2012

2013

Priority codes

The objectives of prioritisation, categories and criteria will be reviewed every four years in line with the preparation of

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

athletes participating in major international competitions, such as the Olympic Games. As part of the process of reviewing the criteria, the progress of NFs in achieving the criteria will be considered. This implies that the priority

To assist South Africa in its endeavours to broaden the

NFs can change after four years.

participation base of sport with limited resources, NFs

Performance indicators:

that have the potential to offer participation opportunities

The number of NFs meeting the criteria to be clas-

to large segments of the population will be prioritised.

sified as a priority code for “Participation”.

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

The number of NFs meeting the criteria to be clas-

of international success for every Rand expended.

sified as a priority code for “Performance”.

Implementation plan Output

Key Activities

Priority Codes Evaluation Tool

Responsi-

Delivery Part-

ble

ners

Timeline

Refine the criteria of prioritisation and the categories for support.

SRSA

SASCOC

2012

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

SRSA

SASCOC

2012

Classify NFs and support appropriately.

SRSA

Prov Gov

2012

Local Gov SASCOC Identify levels of support aligned to priority code classification.

SRSA

SASCOC

2012

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

NATIONAL SPORT AND RECREATION PLAN

Ethical environment

sport free from the use of prohibited substances or methods intended to artificially enhance performance, thereby

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

rendering impermissible doping practices which are contrary 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 therewithâ&#x20AC;?.

Drug-free Sport

An area of concern is the new substances that are

The South African Parliament ratified the International

constantly being developed and the subsequent need

Convention against Doping in Sport in October 2006.

of SAIDS to become more sophisticated in its ways of testing and identifying the trafficking of prohibited perfor-

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.

mance enhancing substances. Another area of concern is the problem of South Africa increasingly becoming a destination of choice for drug-use

In this regard SRSA and SASCOC will work closely with

and the negative impact that substance abuse plays in the

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

development of our youth.

ensure that all South African sports organisations and fed-

Performance indicators:

erations comply with the directives of SAIDS. SAIDS is a

Percentage compliance with international anti-

public entity established through the South African Insti-

doping regulations.

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

Number of schools implementing anti-doping

as amended by the SAIDS Amendment Act of 2006 (Act

awareness campaigns.

No. 25 of 2006), with the aim: â&#x20AC;&#x153;To promote participation in

Number of doping violations registered.

NATIONAL SPORT AND RECREATION PLAN

Implementation plan Output

Drug-free implementation and prevention plan

Network of experts

Rehabilitation programmes

Research

Key Activities

Responsi-

Delivery

Timeline

ble

Partners

Develop and implement a comprehensive drug testing programme that includes all South Africaâ&#x20AC;&#x2122;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

SAPS DHA

2012 On going

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

SAIDS

SASCOC

2012 On going

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

SAIDS

DBE DHE

2012 On going

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

SAIDS

SASCOC

2013 On going

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

SAIDS

SASCOC

2012

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

SAIDS

WADA

2013 On 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

2013 On going

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

SAIDS

WADA SASCOC Academies

2012

Arrange for interventions such as rehabilitation, risk reduction, life skills and psychological programmes.

SAIDS

SASCOC Academies

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

SRSA DBE DHE Prov Gov Local Gov Academies

2012 On going

Update and implement the SRSA Mini Drug Master Plan.

SRSA

SAIDS

2012

NATIONAL SPORT AND RECREATION PLAN

Code of Conduct

representing South Africa at any sporting event. This can also be used as a point of reference when dealing with

The Code of Conduct indicates the standard of behav-

disciplinary procedures against members.

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

Performance indicator:

statement of the values and ethical standards that guide individuals in sport. It is a set of principles, and norms to

The number of NFs formally committing their

which sporting people can be held accountable when

compliance with the Code of Conduct.

Implementation plan Output

Code of Conduct

Key Activities

Ensure that all NFs sign the Code of Conduct. The Code of Conduct will be applicable to athletes, technical officials, coaches and all practitioners associated with sport.

Responsi-

Delivery

ble

Partners

SASCOC

NFs

(Reference Document: â&#x20AC;&#x153;The Code of Conductâ&#x20AC;?)

National Sport and Recreation Indaba, November 2011

NATIONAL SPORT AND RECREATION PLAN

Timeline

2013

Geo-political sports boundaries

Performance indicator: The number of NFs that have aligned the bounda-

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

ries of their provincial sports federations with geopolitical boundaries.

Implementation plan Output

Key Activities

Responsible

Research on alignment of sports boundaries.

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

SASCOC

Status quo of provincial sports boundaries.

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

SASCOC

Delivery

Time-

Partners

line

SRSA

2013

Prov Gov SALGA SRSA

2012

Prov Gov SALGA

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

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

SASCOC

SRSA

2013

Prov Gov SALGA SRSA

2013

Prov Gov SALGA

Provide guidelines and continuously monitor and support the process to ensure that the deadline is achieved.

SASCOC

SRSA

2013

Prov Gov SALGA

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

SASCOC

SRSA

2013

Prov Gov SALGA

NATIONAL SPORT AND RECREATION PLAN

Amateur vs professional sport

tem at a young age. It is acknowledged that some sporting codes do require that future elite athletes are identified

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.

at a young age; however it is important that the rights of the athletes are protected.

Performance indicator: Number of NFs committing to and adhering to a

The holistic development of young athletes may be im-

Bill of Rights for young athletes.

pacted upon negatively if they are uprooted from their normal home environments and placed in an academy sys-

Implementation plan Output

Key Activities

Responsible

Delivery

Timeline

Partners 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 specific 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 appointed by the Minister of Sport and Recreation.

SRSA

SASCOC

2013

NATIONAL SPORT AND RECREATION PLAN

SPORT AS TOOL

Performance indicators: Number of government priorities directly support-

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

ed by using sport and recreation as a strategic tool.

range of national and global priorities the following four

Number of United Nation’s priorities directly support-

strategic objectives are emphasised:

ed by using sport and recreation as a strategic tool.

Sports tourism; Sport for peace and development;

Sports tourism

Sport and the environment; and

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

Sport and national government priorities. It is globally acknowledged that sport’s unparalleled popu-

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

larity and reach make it a highly effective communication and social mobilisation tool. Sport and recreation is a valuable strategic mass mobilisation tool which can be used more aggressively and effectively to achieve national development objectives.

The hosting of major events in the past provided South Africa with vast opportunities to market our rainbow nation whilst

The social benefits derived from physical activity are nu-

the events also resulted in economic and social development.

merous and well documented. In addition to the social benefits, sport is big business making substantial contribu-

Although the focus of sports tourism is more on mega

tions to national, regional and local GDP.

sporting events (World Cups or Olympic and Paralympic Games) the significance of the economic and social

After the successful hosting of the 2010 FIFA World CupTM

successes of smaller-scale sports events cannot be over-

there has been increasing interest in the potential contri-

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

bution of sport towards inward investment and economic

be of considerable economic and social significance.

regeneration in communities, cities and regions. Globally

Performance indicator:

more and more policy makers realise that sport and recreation is more than fun and games.

The results of the Socio-Economic Impact Model (SEIM) following major sports events hosted in

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

South Africa.

It has proven abilities, among others, to bind us together as a nation (the 2010 FIFA World CupTM serves as an example), to increase our sports tourism and contribute to peace and development, to increase social and economic values as well as to enhance healthy and fulfilling lives. If the department and the country are not embracing the potential benefits of sport and recreation for the entire nation we will do an injustice to every South African.

NATIONAL SPORT AND RECREATION PLAN

Implementation plan Output

Key Activities

Sports tourism structure

Establish a Sports Tourism Executive Forum.

Responsi-

Delivery Part-

ble

ners

SRSA

DoT/SAT

Timeline

2013

Prov Gov SALGA SASCOC

Bidding and Hosting Guidelines

Sports tourism research

Develop Bidding and Hosting Guidelines.

SRSA

SASCOC

2013

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

SRSA

SASCOC

2013

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

SRSA

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

SRSA

2013

Evaluate impact of sports tourism in South Africa and identify initiatives to enhance impact.

SRSA

DoT

2013

Prov Gov Local Gov National

2013

Departments

On going

SASCOC

SAT

(Reference Document: Sports Tourism Strategy.)

NATIONAL SPORT AND RECREATION PLAN

Sport for peace and development

as seen during the 1995 IRB Rugby World Cup. This event was a major turning point in the healing process of post-

Strategic objectives 29: To use sport as a mechanism for achieving peace and development.

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.

Worldwide there is an increasing acknowledgement that sport and recreation has the potential to promote social inclusion, prevent conflict, and to enhance peace within and among nations.

Performance indicator: Number of programmes successfully implemented using sport as a mechanism for achieving peace and development.

In South Africa we have also experienced how national sports teams can be an inspiring force for peaceful change,

Implementation plan Output

Key Activities

Responsibility

Delivery

Timeline

Partners Sport for peace

Strengthen presence in international fora

and development

focusing on peace and development.

alliances

Play a leading role in global initiatives re-

SRSA

garding sport for peace and development. Build relationships with government depart-

SRSA

ments tasked with peace and security in South Africa to identify conflict “hot spots”. Sport for peace

Deliver sports programmes in conflict “hot

and development

spots” focused on forging peace and devel-

programme

opment.

DIRCO

2012

SASCOC

On going

DIRCO

2012

SASCOC

On going

SAPS

2012

DoD

On going

DCS SRSA

SAPS

2012

DoD

On going

DCS Prov Gov SASCOC

Action awareness campaigns to inform pub-

SRSA

lic of the role sport can play in peace and

SASCOC

2012 On going

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

NATIONAL SPORT AND RECREATION PLAN

Sport and the environment

important for sport to be pursued in an environmentally sustainable manner, given that the deterioration of envi-

Strategic objective 30: To ensure that participation in sport and recreation 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.

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 environment 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.

The relationship between sport and the environment includes both the impact of sport on the environment and the impact of the environment on sport. All sports activi-

Performance indictors:

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

Number of sporting events acknowledged as

ment, creating an “ecological footprint”.

“environmentally friendly”.

Although sport is generally not a major cause of pollution,

Number of awareness campaigns actioned using

its cumulative impact can be significant and can include

sport as a tool for communicating environmental

erosion, waste generation and habitat loss. It is therefore

messages.

Implementation plan Output

Green sport framework

Key Activities

Responsible

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

Delivery

Time-

Partners

line

DEA

2013

DWA Prov Gov Local Gov SASCOC

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.

SRSA

Prov Gov Local Gov SASCOC

NATIONAL SPORT AND RECREATION PLAN

2013

Sport and national government priorities

Performance indictor: Number of projects in support of government

Strategic objective 31: To capitalise on the numerous benefits derived from participating in sport and recreation as a mechanism towards achieving and supporting the priorities of National Government.

priorities. The sport and recreation sector can play a role and contribute towards the achievement of all five priority areas identified 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 local 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 physical activity can benefit 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 benefit 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 benefits of an active nation. Within the NSRP there is a special focus on the youth with the understanding that increased physical fitness can improve childrenâ&#x20AC;&#x2122;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 benefits that flow 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 development, food security and land reform

Through specific 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 identified sports-based social mobilisation initiatives, such as Modified Sport and Youth Camps that can enhance participation in community action to improve the local environment.

NATIONAL SPORT AND RECREATION PLAN

Priority

NSRP emphasis

The fight against crime and corruption

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 conflict or build peace. However, 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 violence. 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 participation 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 livelihoods

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 sustainable employment opportunities, especially for the youth. Initiatives will also be taken to place identified athletes with appropriate employers as part of an athlete’s vocational programme, 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 opportunities 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-

public service and an empowered, fair and inclusive citi-

tial contribution towards building cohesive communities.

zenship” with a particular role in contributing towards an inclusive citizenship.

In 2010 the Presidency acknowledged that despite all the achievements made, government is still not achieving the

In support of the Outcome 12 Delivery Agreement the

outcomes necessary to ensure adequate progress in creat-

NSRP will serve as a tool towards building social capital.

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

Activities in the Plan provide opportunities to overcome

“Outcomes Approach” was designed to ensure that gov-

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

ernment focuses on achieving a real improvement in the

crease social cohesion, and provide opportunities for en-

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

gagement in community life through voluntary work. The

January 2010 twelve outcomes were adopted.

well-designed sport and recreation activities are powerful tools for fostering healthy child and individual develop-

In terms of this approach the sport and recreation sector

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

is acknowledged as a delivery partner for Outcome 12,

flict and criminal behaviour, strengthening education and

namely “An efficient, effective and development oriented

preventing disease (particularly HIV and AIDS).

NATIONAL SPORT AND RECREATION PLAN

These activities will help empower and promote the inclu-

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.

sion of marginalised groups, especially women, the youth, rural and people with disabilities.

Luke Schmidt / Shutterstock.com

NATIONAL SPORT AND RECREATION PLAN

SECTION 3: ROLES and RESPONSIBILITIES There is a need for a coordinated, integrated and aligned

ensure alignment with the NSRP and the agreed

national sport and recreation system within which all com-

outcomes of the Indaba.

ponent parts are aligned with the National Sport and Rec-

There is a need to review the role of MINMECS and

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

MUNMECS to be effective custodians of the NSRP

toring and evaluation framework.

and to monitor and evaluate the implementation.

It is not in the best interest of a seamless development

The areas of responsibility of government in imple-

continuum that the delivery of sport and the development

menting the NSRP must be clarified in terms of the

of athletes is divided across two macro entities (SRSA –

different spheres of government.

development and SASCOC – high performance). This has

THE SPORTS CONFEDERATION

led to both gaps and duplication in service delivery to the sport and recreation sector.

Lead civil society in “translating policy into action”.

In finalising the NSRP there was broad consensus that there

The Confederation and/or Sports Councils must implement policy and create programmes to that

should be only two macro drivers of sport and recreation

effect within a system of good governance.

in the country, namely Government (all 3 spheres) and one NGO (SASCOC). It is envisaged that following the approv-

Act as an umbrella body for all components of the

al of the NSRP the legal framework for sport and recreation

sports sector including national federations, univer-

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

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

and recreation is supported by relevant legislation.

Report directly to Minister with regards to the implementation of the SLA.

It is also envisaged that the mandate of SASCOC will need to be expanded to include more than high performance

The NGO will be assigned the responsibility for the

sport and that the Constitution of SASCOC will have to be

optimal functioning of the sports development con-

reviewed accordingly.

tinuum, namely the holistic development of sports

GOVERNMENT

lated issues to this process.

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

The Minister of Sport and Recreation is the sole cus-

Federations and associations are responsible for

todian for sport and recreation in the country.

the delivery of a development system, the delivery of national, provincial and local teams, and to en-

Government is responsible for policy, legislation, in-

sure that technical rules and regulations, the system

frastructure and creating an enabling environment

of competitions and clubs in various communities

for all South Africans to participate in sport and

are in place and accessible.

recreation and to promote and develop the sports

The Constitution and role of SASCOC requires re-

economy and industry in all its facets.

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

Sign SLAs with service providers to deliver on pre-

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

determined outputs.

tive and efficient home of the sports movement.

Oversight, monitoring and evaluation.

There should be no Government representation on

The departments responsible for sport and recrea-

the SASCOC Board; however SASCOC and SRSA

tion in the provinces will need to be reviewed to

must meet quarterly.

NATIONAL SPORT AND RECREATION PLAN

SECTION 4: CONCLUSION Planning, monitoring and budgeting cycles

Restructuring

Although the NSRP will be monitored and evaluated an-

Implementation of the NSRP is non-negotiable and to

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

action this effectively may necessitate restructuring at

dium Term Expenditure Framework (MTEF) to encourage

an institutional level. We cannot expect to do the same

financial sustainability and with Governmentâ&#x20AC;&#x2122;s Medium

thing with the same people and get different results. The

Term Strategic Framework (MTSF) to support Government

resolutions taken at the National Sport and Recreation

priorities.

Indaba and approved by Cabinet, take precedence over the recommendations of the MTT.

To facilitate this alignment, SRSA (in conjunction with National Treasury) will ensure that the implementation of the

Marketing and communication

NSRP adheres to the regulated budgetary and planning cycles.

The sports agenda needs to be elevated as it competes with other priorities. There is an immediate requirement

Collaborative agreements

to elevate the sports development agenda among other competing needs as well as a call for an intense, rigorous,

Without a coordinated, integrated and aligned national

interactive, and penetrating communication strategy high-

sports system within which all component parts are fo-

lighting the successes of the sector. Therefore, the NSRP

cused towards a common set of goals and objectives, the

needs to be supported by a marketing and communication

potential value of sport to the South African society cannot

plan with a two-pronged approach focusing on:

be fully realised.

Communicating the intentions and outcomes of All sectors must buy-in and commit to the strategic direction that emerged from the National Sport and Recreation Indaba.

the NSRP, including the resolutions taken at the National Sport and Recreation Indaba. The roles and responsibilities of the stakeholders in the sector need to be clarified and communicated to the

Following the finalisation of the NSRP it is envisaged that

general public.

the Minister will sign Collaborative Agreements with identified stakeholders to support the delivery of the NSRP.

Communicating the value and benefits associated

The Collaborative Agreement will be signed with the su-

with participating in sport and recreation supported

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

by accurate and relevant details of how and where

vincial government and SASCOC. The supreme delivery

to get involved. There is general consensus that

partner will take responsibility for cascading the responsi-

there seems to be a dearth of information regard-

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

ing what is available and how to access the sport

government.

and recreation activities available.

Requisite resources must be made available to support the implementation of the Collaborative Agreements.

NATIONAL SPORT AND RECREATION PLAN

ACRONYMS AND ABBREVIATIONS ANC

AFRICAN NATIONAL CONGRESS

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

NATIONAL SPORT AND RECREATION PLAN

MPP

MASS PARTICIPATION PROGRAMME

MTT

MINISTERIAL TASK TEAM

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

PHYSICAL EDUCATION

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

UNITED KINGDOM

UNITED NATIONS

UNESCO

UNITED NATIONS EDUCATIONAL SCIENTIFIC AND CULTURAL ORGANISATION

WADA

WORLD ANTI-DOPING AGENCY

NATIONAL SPORT AND RECREATION PLAN

REFERENCE DOCUMENTS 1.

Athletes Commission Terms of Reference

Code of Conduct

Funding model for SA sport

National Sport and Recreation Infrastructure Framework Plan

National Sports Indaba Perspective Document

Prioritisation of National Federations Policy

Provincial Academies of Sports Framework

Provincial Sports Councils Constitution

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

NATIONAL SPORT AND RECREATION PLAN

Annexure

TRANSFORMATION CHARTER FOR SOUTH AFRICAN SPORT

TRANSFORMATION CHARTER FOR

SOUTH AFRICAN SPORT

TRANSFORMATION CHARTER FOR SOUTH AFRICAN SPORT

CONTENTS PREAMBLE

PART 1: MORAL AND STRATEGIC REASONS FOR TRANSFORMATION

1.1 INTRODUCTION

1.2 TRANSFORMATION – A GLOBAL PHENOMENON

1.3 TRANSFORMATION CHALLENGES

1.4 REALITIES OF SOUTH AFRICAN SOCIETY

1.5 TRANSFORMATION STRATEGY

1.6 ROLE-PLAYERS IN TRANSFORMATION

1.7 TRANSFORMATION SCORECARD

1.8 CONCLUSION

PART 2: TRANSFORMATION CHARTER

2.1 INTRODUCTION

2.2 PURPOSE OF TRANSFORMATION CHARTER

2.3 GOVERNMENT’S POLICY DIRECTIVES ON TRANSFORMATION

2.4 TRANSFORMATION AND THE SA SPORTS SECTOR

2.5 TRANSFORMATION IMPERATIVES

2.6 FUNDAMENTAL PRINCIPLES OF THE CHARTER

2.7 NATIONAL SPORT AND RECREATION INDABA RESOLUTIONS ON TRANSFORMATION

PART 3: MULTI-DIMENSIONAL TRANSFORMATION SCORECARD AND MEASUREMENT SYSTEM

3.1 CONTEXTUAL BACKGROUND

3.2 TRANSFORMATION DIMENSIONS

3.3 SCORECARD APPROACH TO MEASURE AND ASSESS TRANSFORMATION PROCESSES AND PROGRESS

3.4 DIMENSION (PERSPECTIVE) SCORECARDS FOR MONITORING TRANSFORMATION IN SPORT

3.5 INDICATORS FOR TRANSFORMATION SCORECARD DIMENSIONS

3.5.1 ACCESS DIMENSION

3.5.2 SKILL AND CAPABILITY DEVELOPMENT

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

TRANSFORMATION CHARTER FOR SOUTH AFRICAN SPORT

PREAMBLE For the purpose of this Charter transformation is defined

respect for each other;

as a process of holistically changing the delivery of sport

fair and just behaviour;

through the actions of individuals and organisations that

innovation to give South Africa a competitive edge

comprise the sports sector to ensure:

in world sport; and

Increased access and opportunities for ALL South

good governance.

Africans, including women, persons with disabilities, youth, children and the elderly to sport and

These principles will be implemented and monitored on

recreation opportunities.

the basis of a Performance Management System.

The socio-economic benefits of sport are harnessed.

The Charter comprises four parts:

The constitutional right to sport is recognised.

PART 1: MORAL AND STRATEGIC REASONS FOR

Thus, transformation describes the establishment of a

TRANSFORMATION.

sports system that has a focus on the principles of:

PART 2: A TRANSFORMATION CHARTER BASED ON

human capital development;

THE MORAL AND STRATEGIC REASONS DISCUSSED

equitable resource distribution;

IN PART 1.

elimination of all inequalities;

PART 3: A MULTI-DIMENSIONAL TRANSFORMATION

increased access to participation opportunities;

SCORECARD AND MEASUREMENT SYSTEM.

skill and capability development at all levels and in

This component consists of appropriate, associated,

all areas of activity;

specific data sheets, a data base, data collection and

greater community involvement through new

analysis procedures as well as the establishment of

sports infrastructure development;

appropriate interventions.

empowerment of the individual;

PART 4: COMMITMENT TO THE TRANSFORMATION CHARTER

TRANSFORMATION CHARTER FOR SOUTH AFRICAN SPORT

PART 1: MORAL AND STRATEGIC REASONS FOR TRANSFORMATION 1.1 INTRODUCTION

tecture achieved by working simultaneously along the four dimensions of reframing, restructuring, revitalisation and

The concepts of transformation and empowerment and

renewal. These processes require high level strategic think-

the motivations for and against the need thereof are of-

ing and strategic planning initiatives to ensure that they

ten emotional, oversimplified, not clear and therefore

are aligned to the critical issues related to the achievement

misunderstood. In addition, the strategic imperative and

of highly focused, clearly defined and measurable transfor-

moral motivation for the importance and necessity for the

mation objectives and goals.

structured transformation of all components of the South

1.2 TRANSFORMATION – A GLOBAL PHENOMENON

African sport sector in the interest of the country’s long term future is frequently neglected and not sufficiently emphasised. This invariably results in exceedingly emotional and to some extent confused interaction among South

Major transformation movements are in progress in many

Africans in general and sports stakeholders in particular.

countries across the globe. South Africa is not alone in

Furthermore, this could lead to confrontational situations

coming to terms with the realities of having to adapt to

between different stakeholder groupings which spill over

rapidly changing multi-dimensional environments within

into the public domain with damaging consequences for

which it functions. A transformation movement was set

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

into motion in Germany when the Berlin Wall came down

terest of sport, considering the position it occupies in the

and massive transformation is in progress in Eastern Eu-

South African society, now and in the future.

rope, China and India. Many other examples exist.

In South Africa a major and irreversible transformation

In 1994 South Africa was reborn into a globalised world

movement was triggered when Nelson Mandela stepped

dominated by the world’s most powerful nations, which

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

espouse and practice neo-liberal market economics in or-

ing is intimately bound to how it deals with eradicating the

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

barriers of the apartheid system and to rebuild the country

emerging nations are also fighting for their share of the

on democratic principles. Success will be closely linked to

global pie further complicates the situation. The prognosis

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

is that South Africa and all its component structures are

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

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

onciliation, harmony and unity of purpose. South Africans

success, growth and prosperity desired are to have any

have to remain focused on the inspired and overriding

chance of coming to fruition.

ideal it has set itself: the development of one unified and

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

successful nation.

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

It has to be understood that transformation involves

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

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

proach required lie the incubation, nurturing and develop-

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

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

tion approach, therefore, has to include an orchestrated

Essentially, it refers to the creation of an environment in

redesign of the total sports organisation’s inherent archi-

which human capital can be nurtured, and can prosper and

TRANSFORMATION CHARTER FOR SOUTH AFRICAN SPORT

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

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

from enjoying their basic human rights to lead productive

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

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

to be engaged and positively dealt with if the country is

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

to move forward on a more unified basis and a faster rate.

pable of competing effectively in the global arena on the

The second group is representative of those who have one

basis of innovative and creatively crafted strategies.

foot in the past and another hesitantly positioned in the

The next generation of South Africans need to have the

future. They are generally uncertain, unsure, apprehensive

right qualities to make a positive impact on the global

and sometimes perplexed about the shape of the coun-

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

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

anything and South Africans have the choice of acting as

paralysis characterised by feelings of uncertainty about

the architects of their own futures or the custodians of the

whether or not to actively participate which sometimes

demise thereof.

culminate into neutral “wait and see” positions.

1.3 TRANSFORMATION CHALLENGES

Thirdly, there are those who have both feet firmly planted

The country has been firmly launched on the journey of

dealing with the problems challenging South African soci-

transforming itself through the demanding process of

ety. A momentous task considering some of the structural

establishing new structures, a new culture and new value

deficiencies, relatively inexperienced and untested human

sets. This course of action is determined and supported

resource base and sometimes deficient support structures

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

in place.

ing and reparation. However, bringing together a society

The challenge faced is to shape every component of the

comprising a blend of widespread and dissimilar groups of

South African society to deal with the future in increasingly

South Africans with different value sets and widely differ-

threatening environments, domestically and internation-

ent cultures and backgrounds is a colossal challenge.

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

There are two primary drivers of empowerment: first, the

attributes, insights and energies of each of these groups

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

on the common objective of structuring a unified and suc-

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

cessful nation.

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

It is strategically suicidal for transformation to be viewed

tive, understanding that it is a key critical success factor

solely from a restrictive political rather than a holistic per-

for survival and long-term competitiveness and prosperity.

spective. Transformation refers to each and every compo-

There are three categories of people in the South African

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

society that have to be recognised, acknowledged and

structures.

brought on board in the process.

In the global arena sections of the country’s manufacturing

Firstly there are those with both feet positioned in the

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

past and who view current processes to change and adapt

others will be continuously challenged) as a result of the

South African society as intrusive, unproductive and dis-

onslaught of low cost products that are arriving on the

criminatory in nature. When observing the agony of the

country’s shores from countries competing on the basis

growing pains associated with the country’s infant democ-

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

racy complicated by the effect and impact of past actions,

Europe).

in the future some of whom who are actively engaged in

TRANSFORMATION CHARTER FOR SOUTH AFRICAN SPORT

1.5 TRANSFORMATION STRATEGY

In order to preserve and create jobs the country’s ability to compete needs to be improved. It is therefore important

The essence of a sports transformation strategy has to be

to guard against the emergence of negative perceptions

multi-dimensional and focused on changing demographic

about the nation’s competitiveness internationally that will

profiles on and off the field of play, ensuring equitable ac-

affect the will and confidence to conceive and implement

cess and resource availability, skill and capability devel-

innovative competitive strategies. In this regard sport has

opment on and off the field play; extensive community

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

involvement with a view to provide participation oppor-

try’s ability to be globally competitive.

tunities and to identify potential talent; and building and

1.4 REALITIES OF THE SOUTH AFRICAN SOCIETY

shaping relationships with its future support and spectator

The roller coaster of change is speeding along against a

drive and shape sport’s future demographic profile.

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

At the core of this strategy lie the identification, incuba-

living in abject poverty not knowing where their next meal

tion, nurturing and development of actual and potential

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

human capital to ensure the human resource base of sport

a plethora of factors contributing to a poor overall qual-

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

ity of life and with grim unemployment related problems

competitive advantage lies in the existing rich historical

further complicating the situation. The same people are

sports traditions among Coloureds in the Western Cape,

waiting for the fulfillment of the hopes and dreams that

Indians mostly in KZN, among Whites across the country,

ordinary people have been and are associating with the

and the vast unexplored sports potential among Blacks

new democratic dispensation. If left unattended, the pent-

across the country.

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

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

more inclusive fruitful future could easily return the country

is intimately linked to its ability to maintain and grow its

to the brink of self-destruction from which it miraculously

existing human resource base while accelerating the iden-

escaped. The signs of rising levels of dissatisfaction are

tification, incubation, nurturing and development of the

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

existing and vastly unexplored human resource base at its

base, future leaders and decision-makers on the basis of broad-based community engagement. This approach will

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

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

is managed together with the improvement of skill, com-

ism driven by a “new” combination of factors.

petency and capability levels on and off the field of play

From an ethical and moral perspective the transformation

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

road embarked on by South Africa represents an exercise

cess.

in restorative justice and reconciliation. The process in-

The objective of the transformation strategy should be to

volves the restoration of destroyed trust and the removal

engage South African society on the broadest possible

of conditions undermining relationships of trust, whether

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

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

communities through the fun, entertainment and competi-

braces the choice made to transcend the divisions, strip off

tive characteristics of sport. This will expose the nation on

the past and to make things right between those who have

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

been locked into an adversarial relationship.

efits of sport. At the same time the skill base required to

TRANSFORMATION CHARTER FOR SOUTH AFRICAN SPORT

breed supremacy over sporting rivals will be developed.

for success, specific strategic paradigms will have to be developed and the mimicking of someone else’s strategic

The current process of engagement is narrow based, targeted at the accelerated identification and development

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

of talent in the short term with the purpose of impacting

vision that all stakeholders can and want to aspire to.

the demographic profiles of representative entities. This

1.6 ROLE-PLAYERS IN TRANSFORMATION

narrow – based approach with the prime objective of changing the demographic profiles of top teams is mar-

An appropriate transformation approach will involve a

ginally effective and in the process it is contributing to the

change in direction on all levels within sporting organi-

emergence of a range of secondary problems.

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

The driving force for sport’s demographic transformation is

structured but how people think, interact, participate and

increased investment on the basis of broader community

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

involvement. The current narrow-based approach, while

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

having the advantage of focused talent identification for

ing commitment, intention and full participation.

development purposes, has the disadvantage of only a small proportion of the available potential being accessed

It has to be recognised that sport cannot transform itself

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

until it transforms its thinking. Thinking within the organi-

ing in from the outside.

sation is defined as the mental activity of every member of the organisation - all the idea generation, learning and

By broadening the base of its involvement in rural and urban communities sport will be positioned to influence the

skill development, exchange of information, development

existing image and perceptions about sport on a wider

of strategic directions, communication, research, process

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

improvement and quantum leaps that make up the total

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

intellectual activity of the organisation. This is seen as SA

demographic changes that will be taking place on the field

sport’s real transformational challenge. The strategic and

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

moral imperative for transformation has to be seized upon

sified support base and continued interest of the corpo-

as an opportunity for sport to re-invent itself.

rate world as an important component of their integrated

For transformation efforts to be effective a fundamental

marketing strategies.

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

A dominant position in the sporting world cannot be

tured and managed. This should address the way in which

achieved by the imitation of rival strategies. Compared to

it deals with its constituent members, how leadership

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

conduct themselves, how the game is marketed and pro-

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

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

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

how all component structures collectively act and think.

ensuring that its historical participation base remains opti-

This represents an intellectual challenge of some format.

mally maintained and finely tuned.

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

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

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

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

tive and original ways of dealing with the issues involved

cio-political components having appropriate visions sup-

will provide the breakthroughs required.

ported by realistic and workable strategies. In the quest

TRANSFORMATION CHARTER FOR SOUTH AFRICAN SPORT

1.7 TRANSFORMATION SCORECARD

A scorecard applicable at among other national, provincial, club, senior school, and junior school level can be

Existing one dimensional transformation models (which

constructed to monitor â&#x20AC;&#x2DC;transformationâ&#x20AC;&#x2122; progress in each

are focused solely on demographic representation) have

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

to be changed into a multi-dimensional model defining an

mation is not only about demographic representation. It is

entityâ&#x20AC;&#x2122;s transformation profile in more than one area e.g.

also about the drivers that will bring about sustainable de-

demographic change; improved access to participation

mographic change, improved levels of competition, better

opportunities on an equitable basis; skill and capability de-

governance and having a wider impact on South African

velopment; broader community involvement, employment

society as part of a wider social responsibility.

equity principles; gender equality, disability sport, good

1.8 CONCLUSION

governance and preferential procurement practices. This provides for a basis on which to construct a transformation

The transformation process as outlined will enable sport

related balanced scorecard.

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

Transformation status and progress has to be monitored

ciple of empowerment while at the same time making a

and evaluated on the basis of trends in overall transfor-

substantial contribution to South African society. The bar

mation achievement (sum of the weighted contributions

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

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

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

each one of the dimensions. Trend analysis of performance

tive in developing strategies, practices, processes, talent,

related to the overall transformation profile as well as in

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

each transformation dimension form the basis of transfor-

world. Transformation, correctly defined and utilised, is a

mation related operational plans and the basis for directed

powerful tool not only to correct injustices of the past but

interventions and reward.

also to establish a sustainable competitive advantage targeted at enhancing overall competitiveness globally.

TRANSFORMATION CHARTER FOR SOUTH AFRICAN SPORT

PART 2: TRANSFORMATION CHARTER 2.3 GOVERNMENTâ&#x20AC;&#x2122;S POLICY DIRECTIVES ON TRANSFORMATION

2.1 INTRODUCTION This Transformation Charter is based on designing, structuring and implementing a range of broad-based trans-

The concept of transformation has its foundation in the

formation initiatives as part of a process of re-organising

1996 Constitution of the Republic of South Africa. There

the operational and strategic initiatives of Government,

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

SASCOC and its membership on and off the field of play.

the parameters and the rationale for transformation in our country and consequently in our sport. These are:

The purpose of the process is the establishment of a sports system focused on the principles of: human capital devel-

The Preamble to the Constitution

opment; equitable resource distribution; elimination of all

The Founding Values to the Constitution

inequalities; increased access to participation opportuni-

The Equality clause of the Bill of Rights

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

The Human Dignity clause of the Bill of Rights.

areas of activity; greater community involvement through new sports infrastructure development; empowerment; re-

The Preamble:

spect for each other; fair and just behaviour; innovation

It is clear that the Constitution recognizes that there

to stay ahead of competition; sustainable internationally

were past injustices, one of them being the system-

competitive performance; and good governance.

atic exclusion of Blacks from participating in sport.

2.2 PURPOSE OF THE TRANSFORMATION CHARTER

The Constitution aims to improve the quality of life

This Transformation Charter:

through sport that is transformed to ensure equita-

of all citizens and free the potential of each person. In the sports sector, this can only be achieved ble access by all.

Outlines the principles and the basis for designing and implementing a transformation strategy on the

The Founding Values:

basis of broad-based empowerment.

Human dignity, the achievement of equality and the

Lays the basis for setting transformation related

advancement of human rights and freedom.

goals, the achievement of which will become an important barometer in the allocation of funds.

Non-racialism and non-sexism.

Is intended to assist the South African sports sector

Supremacy of the Constitution as the law of the

to develop and implement broad-based transfor-

Republic.

mation action plans.

Democratic governance to ensure accountability,

It is also intended that the achievement of selected

responsiveness and openness.

transformation goals will become important criteria

From the above values it is clear that transformation is

for considering applications for LOTTO funding.

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.

TRANSFORMATION CHARTER FOR SOUTH AFRICAN SPORT

Equality Clause:

Without a truly level ‘playing’ field (access, opportunities and support) transformation cannot be realised. At the

Paragraph 9 of the Bill of Rights states that:

heart of the Transformation Charter is the prerequisite to

Everyone is equal before the law and has the right

ensure that the ‘playing field’ is leveled.

to equal protection and benefit of the law.

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

Equality includes the full and equal enjoyment of all

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

rights and other measures designed to protect or

vironment where there is a skewed picture of sporting fa-

advance persons, or categories of persons, disad-

cilities and opportunities. The South African Government is

vantaged by unfair discrimination.

committed to correct this and to ensure that our national

The State may not unfairly discriminate directly or

teams are representative of the total South African popu-

indirectly against anyone on grounds of race, gen-

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

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

cannot compete with the exclusion of certain parts of our

origin, colour, sexual orientation, age, disability,

population. With true transformation, as a country, South

religion, conscience, belief, culture, language and

Africa could become an even greater force in world sport as

birth.

more people have the opportunity to compete and excel.

No person may unfairly discriminate directly or in-

Key issues

directly against anyone on the above mentioned grounds. National legislation must be enacted to

Transformation is about the soul of the nation and

prevent or prohibit unfair discrimination.

should cut across age, gender, disability and geo-

Discrimination on one or more grounds listed is un-

graphical spread.

fair unless it is established that the discrimination is

Transformation means that the starting line must be

fair.

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

The equality clause is the overriding clause of the Consti-

the challenge we must succeed in.

tution. All sectors, including the sports movement, must

The Government will treat sport as a voluntary self

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

regulatory environment with teams that are select-

form our sport not in violation but in harmony with the

ed by independent sports federations that are vol-

equality principle of our Constitution.

untarily constituted and self governing.

Government subscribes to the concept of a “developmen-

The Government will fully support the notion of a

tal state” which provides for proactive intervention with

winning culture in sport and will rally 100 percent

the resources at its disposal to accomplish the mandate

behind all our national teams when competing in

given by the electorate.

the international sporting arena. It is not the policy of Government to advocate the

Other than political, some financial and endorsement in-

racial composition of national teams, nor to pre-

fluence, Government cannot enforce transformation in

scribe to National Federations (NFs) on how they

sport. However, continued unsatisfactory performance in

should select their teams.

the transformation arena could lead to consideration being given to a ‘Sports Transformation Act’. In the meantime

NFs should be empowered to implement effective

“The Prevention of Unfair Discrimination Act” could be

transformation. Sharing best-practice should be

used to assist in promoting transformation in sport.

encouraged.

TRANSFORMATION CHARTER FOR SOUTH AFRICAN SPORT

In conjunction with the sports community, Govern-

That as a result of segregation, exclusion and dis-

ment will pursue its responsibility to accelerate

crimination sport is still largely inaccessible to the

transformation in sport, making sport accessible to

vast majority of the country’s citizens.

all South Africans, making more funds available to

The existence of significant barriers preventing

sports development and to ensure that systems are

general access to sport participation opportunities.

in place that will assist talented athletes to reach

Transformation is a conscious process of eliminat-

their full potential.

ing discrimination, rather than a process of further-

Meaningful transformation will only be possible if

ing the interests of particular groups. Targeted ac-

the required financial resources are made available.

tivities such as selection, development and training,

The logical outcome of investing more resources at

and promotion practices are viewed as temporary

a grassroots level will yield stronger and more com-

interventions which will cease as soon as an envi-

petitive national teams for the country. Through

ronment of equal opportunity has been achieved.

proper development programmes by the NFs and

Affirmation implies both the giving of preference

Provincial Federations and good supporting sys-

and putting right what have previously been wrong/

tems, the wealth of sporting talent must be capital-

unfair - overcoming barriers and creating access to

ised upon with representative winning athletes and

equal opportunity in general.

teams a natural outcome.

That transformation intervention has to enhance

Transformation of teams should be from the bot-

governance, performance, productivity, efficiency

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

and competitiveness. Transformation is about an

under-developed areas funded by Government so

improved order of things.

that more young people from disadvantaged areas

That the basic unit of empowerment is the indi-

are afforded the opportunity to unlock their poten-

vidual and the ethos of empowerment involves

tial. Government will ensure that all athletes have

creating a context for individuals in which to reach

equitable opportunities to excel.

their full potential. This will bring about significant,

Transformation is also necessary in all support sys-

short term increases in the number of Black people

tems for South African sport, including administra-

involved and participating in the affairs of the South

tion, coaching and technical officiating.

African sports sector.

2.4 TRANSFORMATION AND THE SOUTH AFRICAN SPORT SECTOR

That sport at elite levels appears to be flourishing

The South African sports sector recognises:

inadequate.

while widespread and accessible development programmes at grassroots community levels remain

That the imperative of addressing historical and so-

That the lack of substantial investment required

cial inequalities as stated in the Constitution of the

changing the face of sport, especially at the grass

Republic of South Africa applies equally to sport

roots community level, inhibits transformation

and each of its component parts.

processes.

That transformation strategically applied in a South

The need exists to ensure substantially greater lev-

African context, does not refer to the domain of

els of participation, providing facilities and infra-

politics alone. It refers to each and every compo-

structure in communities previously deprived there-

nent of our society.

of, providing support to those who show potential

TRANSFORMATION CHARTER FOR SOUTH AFRICAN SPORT

to excel, ensuring that imbalances of the past are

of a workable moral consensus, is reconciling the

eliminated and developing the human resource

expectations of the historically disadvantaged with

base required to administer and support sport.

the vested interests (and rights) of the historically

That participation and excellence in sport is linked

privileged class.

to the ability of individuals to invest substantial re-

Another major problem is to get those who have

sources including time, money, effort and energy.

benefited from the past to realise that an awareness

The fact that the majority of the country’s people

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

are poor renders sport inaccessible to them.

side demands deliberate intervention in order to

That as the rate of empowerment increases there

transform the South African society.

will be increasing levels of discontent among those

Reconciliation is not based simply on confession

who perceive themselves to be the victims of the

of guilt and the asking of forgiveness. Reconcilia-

empowerment process.

tion that can lead to a culture of trust and freedom

The need for greater attention to be given to in-

also requires that structural and other reparations

novation, competitiveness, knowledge and infor-

and adjustments take place. It has to come through

mation management all of which necessitates the

concrete deeds and through making sacrifices,

need for proactive expansion of the existing human

through transformation.

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

Transformation will therefore represent a change of

velopment and institutional transformation.

direction on all levels and areas within the South African sports sector - a change not only of how it

2.5 TRANSFORMATION IMPERATIVES

works, but how it thinks, interacts, participates and performs. A process of re-invention.

South Africa is in a process of transforming itself. The spirit of the Constitution’s preamble and the document reflects the hopes, dreams and com-

2.6 FUNDAMENTAL PRINCIPLES OF THE TRANSFORMATION CHARTER

mitment of the vast majority of South Africans who

The South African sports sector recognises that empower-

have made a choice in favour of understanding and

ment and affirmation involves a set of integrated strategies

reparation.

including:

values embedded in our democracy’s founding

Discriminatory patterns and practices in South Af-

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

rica are not of mere coincidental nature but stem

juvenating the overall sports system as well as its

from structural conditions. These conditions have

component parts.

created vested interests as well as entrenched mind

Considering the principles underpinning a ‘Devel-

sets or paradigms on both sides of the racial divide.

opmental State’. A Developmental State plays an

Apartheid and the consequences thereof can only

active role in guiding development and using the re-

be abolished by transforming the structures, cul-

sources of the country to meet the needs of people.

tures and values it had produced in the South Af-

It tries to balance growth and social development by

rican society in such a way that a new dispensation

using resources in expanding opportunities.

with new structures and values come into place.

Changing sport’s demographic profile.

The most challenging part of the journey on the

Establishing a system for identifying, incubating

road to transformation, particularly the building

TRANSFORMATION CHARTER FOR SOUTH AFRICAN SPORT

and nurturing the seamless development of human

Ensuring that all codes consistently enlarge its par-

capital from mass participation level through to

ticipation footprint across the country.

high performance and elite participation levels.

Pursuing and practicing preferential procurement prac-

Ensuring equitable access to all resources including

tices with respect to BEE and suppliers providing envi-

finance, facilities, support services, infrastructure,

ronment friendly products and services to sport.

and participation opportunities in all areas and at

To accelerate, advance and manage the process on the

all levels.

basis of a “scorecard” mechanism, applicable to the

The sustainable improvement of human capital in

South African sports sector to monitor and analyse trends

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

towards pre-set transformation goals.

ity development and improvement on and off the

Implementing a performance measurement and

field of play.

monitoring/auditing system to ensure progress and

Improving the administration of South African sport

positive trends in all transformation dimensions

according to governance principles and proce-

selected and introducing interventions as and when

dures (see King III Report).

required.

Accelerating social development at community

of enhanced social responsibility.

2.7 NATIONAL SPORT AND RECREATION INDABA RESOLUTIONS ON TRANSFORMATION

Exploring the broader social context of sport and

A National Sport and Recreation Indaba was held on 20

the social needs in this context through extended

and 21 November 2011 at the Galagher Convention Cen-

community based initiatives and programmes in

tre in Midrand with the main purpose of finalising a master

support of goals and objectives of strategic nation-

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

al importance.

following resolutions on transformation was adopted:

Linking schools and club structures that are in har-

The Indaba noted that:

level through the establishment and development of sports structures and infrastructure on the basis

mony with SRSA initiatives at a local and provincial

As a country we have inherited an unequal and in-

level.

equitable legacy of apartheid sport.

Ensuring equitable distribution of all resources – fi-

That this legacy permeated across various stratas of

nance, facilities and support services – and redress-

society, including but not limited to:

ing backlogs experienced in and by disadvantaged

Gender

communities.

Race

Consistently improving and enhancing the quality

Class

of performances on and off the field of play at international and all other levels of high performance

Disability

sport on the basis of the principles of universality

Rural, peri-urban and urban divide.

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 national sports structures over time.

TRANSFORMATION CHARTER FOR SOUTH AFRICAN SPORT

Further noting:

Further believing: That this legacy of apartheid must be reversed and

That the legacy of apartheid created:

conquered.

Divisions

That the intended objectives of the quota system

Lack of access

still have a place in the South African sporting envi-

Uneven provision of facilities

ronment.

Uneven development of sport

Aware:

Inadequate talent identification and devel-

Of the fact that certain sections of the sporting

opment programmes.

community:

That a quota system was introduced as a tool and

Had raised certain reservations and con-

measure to redress the past historical imbalances.

cerns relating to quotas

That this legacy of inequity and inequality is still

Believe that there is a stigmatization of play-

embedded in the current system and continues to

ers by the quota system.

negatively impact on the following:

That the quota system had contributed to the trans-

Sport development

formation of sport, although not wholly successful.

Meeting the vision of a winning nation

Therefore it was resolved that:

Achieving racially integrated teams and

The quota system still has a role to play in the

social cohesion.

transformation of South African sport. This will be implemented using a developmental approach as

Believing:

contained in the revised Transformation Charter.

That this development has hampered the develop-

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

ment of sport overall.

viewed within a process of creating an enabling

That this has limited competitiveness of the country

environment for a winning nation that will support

both locally and internationally.

merit in the long run.

The perspective document was provided to

Further more it was resolved:

delegates of the 2011 Sport and Recreation Indaba.

To adopt the Transformation Charter as part of the

Transformation is about holistically changing the

National Sport and Recreation plan.

delivery of sport and the actions of individuals and

To adopt the scorecard as a monitoring and evalua-

organisations that comprise the sport sector to

tion tool for transformation.

ensure:

SASCOC will partner with federations to refine the

Increased access and opportunities for ALL

generic scorecard for each specific code of sport,

South Africans, including women, persons

for implementation immediately after the Indaba.

with disabilities, youth, children and the el-

Implementation of the scorecard must be under-

derly to sport and recreation opportunities.

pinned by funding.

Harness the socio-economic benefits of

SRSA and SASCOC will take responsibility for over-

sport.

seeing transformation.

The

constitutional

right

sport

There is no need for specific legislation and regula-

tions on transformation at this point in time.

recognised.

TRANSFORMATION CHARTER FOR SOUTH AFRICAN SPORT

In conclusion:

Sport can serve as a tool for transforming

It was agreed that transformation is about changing

society and not just the sport sector.

the delivery of sport and the actions of individuals

Sportspersons have a role to play in raising

and organisations that comprise the sports sector

sport on governmentâ&#x20AC;&#x2122;s agenda.

to ensure:

The sports sector should provide for the

Increased access and opportunities for ALL

inclusivity and the special needs of people

South Africans, including women, persons

with a disability participating in sport.

with disabilities, youth, children and the el-

Status of Sport for Disabled needs to be

derly, to sport and recreation activities.

considered by SASCOC.

Harness the socio-economic benefits of

Municipalities have resources and should

sport.

be a partner at planning stages to improve

To recognise the constitutional right to

access.

sport.

Need to provide life-skills for former sport

Holistic approach to the delivery of sport.

spersons.

The main obstacles to transformation include: Resistance to change. Lack of funding. Lack of/or insufficient infrastructure, facilities, transport, etc. Poor corporate governance. Lack of talent identification, development and exposure. Insufficient or lack of community based sport and recreations structures. Translating policy into action. Lack of a unified single sports plan for the sector as a whole. Lack of/or insufficient collaboration between government departments and other spheres of government. The following additional matters were raised as issues that could impact on transformation: Language can be a barrier. Multi-cultural

education

programmes

should be implemented to address issues of diversity.

TRANSFORMATION CHARTER FOR SOUTH AFRICAN SPORT

PART 3 - MULTI-DIMENSIONAL SPORT TRANSFORMATION SCORECARD AND MEASUREMENT SYSTEM 3.1 CONTEXTUAL BACKGROUND

decline in the medium to long-term. Sport’s traditional and privileged resource pipeline is dry-

Sport is an important part of South African society and it

ing up. In addition the declining number of male teachers

has a responsibility to be an effective lead agent in the

(the traditional source of sports organization and coaching

country’s transformation efforts.

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

Using the principle of empowerment as a transformation

and structures at Black schools and disadvantaged areas

tool results in an evolving and changeable situation with

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

respect to the rules and actions involved. Best practice is

gagement with the problem.

difficult to define. There is no right or wrong approach, as

Being pro-active implies a need for greater awareness and

it is very dependent on context. Empowerment and affir-

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

mation are complex issues evoking strong emotions. It is

nal and internal environments and appropriate response.

clearly one of the major defining organisational issues of

Superior insight is the basis for making the smartest choic-

our time.

es about what to do.

Discussions on the issue tend to provoke strong reactions

3.2 TRANSFORMATION DIMENSIONS (PERSPECTIVES)

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

The private sector’s experiences with industry specific

spective there may be validity in these viewpoints. How-

multi-dimensional scorecards as part of their Broad Based

ever, when considering that:

Economic Empowerment and transformation initiatives, form a good basis for shaping a generic multi-dimensional

the historical pipeline of SA sport human capital

transformation scorecard for sport. It is not necessary to

has been essentially white (a direct consequence of

re-invent the wheel.

pre 1994 government policies); this population grouping is an ageing one

The overarching objective of a transformation process

declining in size on average by about 0.5% per

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

annum; and

sustainable organization in symbiosis with its macro- and micro-environments performing and delivering value to all

84% of under 14 year old SA children are Black

its stakeholders.

African with the remaining 16% being either White,

In a sports context this involves driving the process of

Coloured or Indian;

transformation within the component parts of the sport

the importance of changing sport’s demographic profile

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

to reflect the demography of the country’s human capi-

firmation principles in six objective areas to:

tal base, becomes strategically important. If this resource

base is not explored, developed and optimally prepared

Establish new empowered sports structures and infrastructure and create better structured and

for the competitive arena, SA sport’s competitiveness will

TRANSFORMATION CHARTER FOR SOUTH AFRICAN SPORT

3.3 SCORECARD APPROACH TO MEASURE AND ASSESS TRANSFORMATION PROCESSES AND PROGRESS

organized participation opportunities on and off the field 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

Why Measure?

in all areas and all levels on and off the field of play

Organisations have measurement systems (budgets, per-

(A Human Resource Skill and Capability Development

formance evaluations, etc) because of the need to manage

Dimension).

and improve performance. We measure because we want

Ensuring the establishment of a sustainable pipeline

to know where we are. Organizations measure because

of sports participants and supporters by changing

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

sport’s demographic profile on and off the field of

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

play so that it reflects regional and local population

basis of their collective or individual performance. They

demographics (Demographic Profile Dimension).

measure because they want to focus attention. They meas-

Deliver sustainable competitive performances on

ure to protect themselves. They measure because they are

the field of play that consistently outperforms rivals

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

by focusing on quality and keeping in mind the

host of others are all valid reasons why organizations want

dual application of the principles of universality and

to measure to improve performance.

merit as long as the “playing fields” are not level

3.4 DIMENSION (PERSPECTIVE) SCORECARDS FOR MONITORING TRANSFORMATION IN SPORT

(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

This section provides the basis for designing and establish-

transformed South African society the sports sector

ing scorecards in each Dimension (Perspective) to guide

must identify areas of contribution in the field of sport

sport’s different component parts in transforming itself.

and recreation to the Government’s five year Medium

Term Strategic Framework and the Government

Primary Transformation Scorecards

Programme of Action. Transformation must be in

An appropriately constructed scorecard can reflect a bal-

support of the overall priorities of the South African

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

Government as annually outlined by the President

menting transformation strategies. The scorecard serves

in the State of the Nation address (Contribution to

as a framework designing a set of indicators for activities

Government priorities).

selected as the key drivers for transformation.

Sport and recreation can only prosper in an environment

For a scorecard to be effective it has to:

of good corporate governance. Although not all sport

present clear and consistent messages;

and recreation role players have the necessary human

reflect reasonable and creditable numbers;

and financial capacity, it is still imperative that sound basic governance practices are adhered to in their day

be easy to understand;

to day activities (Good governance).

provide stakeholders with the ability to connect the scorecard to what they do every day; be timely and updated frequently;

TRANSFORMATION CHARTER FOR SOUTH AFRICAN SPORT

Primary

Generic

Scorecard

use a combination of numbers, charts and graphics;

The

measure variance, trends, percentage of change in

‘Weighting’ factor for each dimension, which represents

incorporates

each of the selected dimensions.

points or a dimension’s maximum score. The more points allocated to an element the greater the importance to the

The ultimate purpose of sport’s transformation strategy

transformation process. The weightings are arrived at on a

is to bring about and accelerate demographic change in

consensus basis.

all its structures in tandem with improving performance

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

levels.

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

The basic outline of the primary generic Scorecard shown

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

in Fig 1 is the basis for operationalising the transformation

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

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

fine the dimension.

fast-tracking implementation.

Each of these indicators has associated with it a weighting of

To implement, manage and monitor a transformation pro-

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

cess in sport, a multi- dimensional Transformation Perfor-

overall dimension weighting) and a preset and agreed target.

mance Scorecard is used. The Scorecard is built around a set of key strategic areas – the dimensions within which

Example of a Dimension Scorecard

change has to be brought about if effective transformation

Figure 2 illustrates a completed Dimension Scorecard for

is to take place.

an Employment Equity Dimension.

EMPLOYMENT EQUITY SCORECARD [Weighting 8 points]

‘PROPOSED’ DIMENSION

WEIGHTING POINTS

INDICATOR

1. Access 2. Skill and Capability Development 3. Demographic Profile 4. Performance 5. Contribution to Government priorities 6. Good governance

% Black employees/honorary members in senior, and middle management positions on your organization’s structure

% Female Employees/honorary members in senior, and middle management positions on your organization’s structure

% Employees/honorary members in your structure who have a disability

TOTAL

TOTAL Figure 1: Primary generic transformation scorecard Figure 2: Example employment equity dimension scorecard

TRANSFORMATION CHARTER FOR SOUTH AFRICAN SPORT

The Scorecard shows that the Employment Equity Dimension is

The Overall Score for the dimension is shown as 3.46

defined in terms of 3 Indicators:

out of 8 reflecting an overall performance level in this

% Black employees in senior, and middle management

dimension of 43 %. While performance levels in each

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

of the indicator categories are shown to be:

% of Female employees in senior and middle

% Black employees in senior, and middle

management positions (Weighting 3 points, and a

management positions: 2.1 out of 3 or 35%;

Target of 35%) and

% of Female employees in senior and middle

% Employees who have a Disability (Weighting 2 points,

management positions: 0.86 out of 3 or 10%;

and a Target of 2%).

% Employees who have a disability: 0.5 out of

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

2 or 1%.

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

The ‘Robot’ column provides a visual representa-

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

tion of performance based on the following sche-

the following formula:

matic colour-coded to reflect the % of Target Value

Transformation Dimension Score = A ÷ B X C

achieved:

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

0-50% FAILED

51%-75% ACHIEVED

76%-100% ACHIEVED

ROBOT

(A/B*100)

ACHIEVED

(A/B*C)

SCORE

ACHIEVEMENT (A)

TARGET (B)

WEIGHTING POINTS (C)

Summary Pre-set and agreed performance goals (targets)

50%

2.1

35%

0.86

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

0.5

provides the basis to monitor, analyze, conduct year

on year comparisons and the formulation of interventions in areas where progress is below expectations. 8

3.46

49.6

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.

TRANSFORMATION CHARTER FOR SOUTH AFRICAN SPORT

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

The Access to Infrastructure and Participation Opportuni-

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

ties Dimension relates to the accessibility to structures and

but provide the indicator with more detailed meaning or

participation/involvement opportunity.

acceptable alternatives. The actual indicator will have a

Community sport as a component part of access to in-

target and weighting attached to it.

frastructure and participation opportunities is not only a

Note that scientifically the scorecard will not mean much;

tool to influence the environment within which it functions,

however, the collective framework gives meaning to the

but it also has to be influenced by the environment within

scorecard through its comparative value.

which it operates. This means that sport and its component units need to embark on initiatives in a broader com-

Comparative values enable progress in a dimension to

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

be tracked. Defined measurement promotes continual

to the needs and views of the broader community. This

re-assessment of transformation objectives. By monitor-

builds sports “brands” and relationship with stakeholders

ing overall trends in a Dimension and its defining indica-

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

tor components, problems and the causes therefore can

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

be identified providing a basis for meaningful corrective

environment.

interventions.

Equally important is that more direct interaction with com-

An additional benefit of a single measurement system also

munities on the basis of preferential procurement prac-

provides a platform for reviewing an entity’s performance

tices, and skills and capability development demonstrates

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

a greater social responsibility involvement. By quantifying

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

and monitoring the trends in these dimensions a basis for

port considerations such as funding.

greater understanding and possible increased multi-level support from government is laid.

3.5. INDICATORS FOR TRANSFORMATION SCORE CARD DIMENSIONS

Widening access and reducing inequality are critical issues to drive the demographic transformation and levels of peak performance in South African sport. Despite improv-

3.5.1 ACCESS DIMENSION

ing economic conditions, the disparity between the richest and poorest sections in our society is growing, but this is

Objective

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

Establish new empowered sports structures and infrastruc-

cessibility has become a prime consideration.

ture and create better structured and organized participa-

The availability and accessibility of participation opportuni-

tion opportunities on and off the field of play.

ties, infrastructure including facilities and the provision of

Introduction

support services, access to sustainable quality development

Demographic change in terms of Black representation and

programmes, coaches, officials and administrators are im-

performance quality is intimately dependent on having

portant aspects related to the prerequisite of leveling the

specific ‘access’ and ‘participation opportunity’ and skill

playing fields. As long as the playing fields remain unequal,

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

demographic representation on merit upwards on the com-

stricted ‘access’ and ‘participation opportunities’ impact

petitive ladder will remain an elusive dream. This means

on the rate of demographic change and ultimately on per-

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

formance sustainability and quality.

undeveloped human capital base, will remain unexplored.

TRANSFORMATION CHARTER FOR SOUTH AFRICAN SPORT

As already indicated, the existence of sporting infrastruc-

and competitive and to leading healthy and fulfilling lives.

ture historically established in White ageing communities

Indicators to measure this dimension’s contribution to

is contributing to the demise of club structures exacer-

sport’s transformation efforts relate to making investments

bated by the high dropout rate of school leaving sports

in infrastructural development and empowerment.

persons in certain sports.

The current situation sees sport in school suspended in

In most instances ‘communities of the future’ are simply

mid-air between the Department of Basic Education, Sport

not featuring on the radar screens of most national and

and Recreation South Africa and an uncoordinated Sports

provincial federations. The longer the development and

Federation structure. In addition there is rapid decline in

establishment of integrated and empowered community

the number of male teachers (traditionally responsible for

based sports structures and infrastructure in these com-

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

munities are prolonged, the bigger South African sport’s

motivated when it comes to sports involvement. Add to

future problems. This matter, including school structures

this the absence of supporting infrastructure in schools

in these areas requires attention sooner rather than later.

and previously disadvantaged communities, a lack of facili-

These structures will facilitate the effectiveness and effi-

ties and administrative capacity to structure and organize

ciency of access and skill development related initiatives

coaching and league competitions and it is reasonable to

significantly from a proximity perspective alone.

conclude that school sport could be under threat.

Targeted performance in this dimension provides the op-

The high dropout rate of school sport participants after

portunity to achieve sports related social benefits associ-

school and the decline in number of clubs in some high

ated with participating and being involved in sport.

profile sports rings further alarm bells. A sustainable long-

There are many reasons for developing a deeper sporting

term peak performance sports system against this back-

lifestyle in historically deprived communities. Worldwide,

ground becomes questionable.

people are discovering that being active and having ac-

The school environment is an important community based

cess to a range of physical activities are important contrib-

platform for the effective and efficient organization of

utors to personal and societal well-being, being capable

sport in the midst of its future human capital base.

TRANSFORMATION CHARTER FOR SOUTH AFRICAN SPORT

Access Dimension Scorecard

ROBOT

(A/B*100)

%ACHIEVED

SCORE (A/B*C)

(A)

ACHIEVEMENT

TARGET (B)

INDICATOR

WEIGHTING POINTS (C)

Access dimension

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 affiliated 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 affiliation fee. % of junior athletes participating in a modified version of your sport. TOTAL Figure 3: Access dimension scorecard

TRANSFORMATION CHARTER FOR SOUTH AFRICAN SPORT

3.5.2 SKILL AND CAPABILITY DEVELOPMENT DIMENSION

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

Objective

leverage their potential.

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

There is an almost desperate need to develop a broader

human resource base is optimally developed in all areas

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

and all levels on and off the field of play.

and deliver sustainable winning performances.

Many

Introduction

South Africans have been structurally marginalized as a di-

The Skills and Capacity (Human Capital Development) Di-

rect consequence of a lack of basic skills training. There

mension contributes to shaping an environment that will

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

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

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

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

cation and development processes and short to medium

involves setting up training and education ‘centres’ and

term ‘learnerships’.

systems that form the basis of maximising potential and

In this approach sport and its component entities assumes

talent in all categories of human capital on and off the field

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

of play.

ing fees and administrative costs. ‘Learnerships’ are a

It is furthermore important for organisations to change the

good vehicle for developing management, administration,

psychological contract with participants, volunteers, em-

refereeing, coaching and playing career paths. It acts as

ployees, officials, coaches, referees and so on. Achieving

a structured approach for competence through ‘learning

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

while you work’.

way involves the strategic consideration of external and in-

Equally important is the establishment of structured ac-

ternal influences on people in the organisation alongside

credited training and education systems in all areas of

their resultant expectations.

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

It must be stressed that people are the lifeblood of any

ministrators, coaches/referees, managers, first aiders

organization. They are involved in enacting organizational

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

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

educators. In the system people are progressively trained/

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

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

ness” processes on and off the field of play; and they

opment program. Accreditation of these programmes is

represent a significant component of its capabilities devel-

a key element as will be the structured deployment and

opment. Technology plays an important role in improving

retention of the newly skilled human capital base.

productivity and performance levels significantly. 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,

TRANSFORMATION CHARTER FOR SOUTH AFRICAN SPORT

Skill and Capacity Development Dimension Scorecard

ROBOT

(A/B*100)

%ACHIEVED

(A/B*C)

SCORE

(A)

ACHIEVEMENT

(B)

TARGET

(C)

INDICATOR

WEIGHTING POINTS

Skill and capacity development dimension

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 officials 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 officials 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

TRANSFORMATION CHARTER FOR SOUTH AFRICAN SPORT

100

3.5.3 DEMOGRAPHIC PROFILE DIMENSION

With dramatic changes in school demographics in the offing a complete review (by everyone involved) of the

Objective

portfolio and number of sports offered at junior and senior

Ensure the establishment of a sustainable pipeline of sport participants and supporters by changing sport’s demographic profile on and off the field of play so that it reflects regional and local population demographics.

The Demographic Profile Dimension focuses on the shape of the demographic profiles of sport’s structures in key areas on and off the field of play. In combination with the principles of empowerment and affirmation it led to the narrow

Introduction School sport and the long-term demographic profile thereof have to be key focus area if South African sport’s current competitiveness levels are to be maintained and

and oversimplified 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-

further improved. Negative growth rate amongst Whites and increasing accessibility to old model C schools (traditionally a major source of sport participants) for all children, has accelerated 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.

tion dimension is that all sport’s component structures (on and off the field of play) are demographically transformed in such a way that it ultimately reflects more equitable population demographic profiles at a local, provincial and national level. The reason is to ensure the strategic incorporation and development of sport’s total potential human resource base as part of building a growing and sustain-

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 fundamental level – sport’s human capital base.

school may not be an entirely worthless exercise.

able human capital pathway. In setting representation targets it is important to recognise 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.

TRANSFORMATION CHARTER FOR SOUTH AFRICAN SPORT

101

Demographic Dimension Scorecard

ROBOT

(A/B*100)

%ACHIEVED

(A/B*C)

SCORE

(A)

ACHIEVEMENT

(B)

TARGET

(C)

INDICATOR

WEIGHTING POINTS

DEMOGRAPHIC DIMENSION

% Black people in management structures at national 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

TRANSFORMATION CHARTER FOR SOUTH AFRICAN SPORT

102

3.5.4 PERFORMANCE DIMENSION

for the best and most able players, leadership, administrators, managers, staff and governance structures to develop

Objective

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

To contribute to nation building through the winning per-

leads to an enhanced sense of â&#x20AC;&#x153;ownershipâ&#x20AC;? which contrib-

formances of South African sports people.

utes towards stable, transformed organizations, in harmony with its internal and external environments, that makes

Introduction

the most of the skills and competencies that exist within

Over time human capital development principles allow

structures on and off the field of play.

Performance Dimension Scorecard

Number of recognised international competitions participating in (with at least five 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 officials serving on recognised international panels. TOTAL Figure 6: Performance dimension scorecard

TRANSFORMATION CHARTER FOR SOUTH AFRICAN SPORT

103

ROBOT

(A/B*100)

%ACHIEVED

(A/B*C)

SCORE

(A)

ACHIEVEMENT

(B)

TARGET

INDICATOR

(C)

WEIGHTING POINTS

Performance dimension

3.5.5 CONTRIBUTION TO GOVERNMENT PRIORITIES DIMENSION

Introduction The South African sports sector needs to identify the areas where it can make a meaningful contribution to Gov-

Objective To make a valuable contribution to Government priorities as captured in the Governmentâ&#x20AC;&#x2122;s five 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.

ernment priorities. Sport and recreation must fulfill its responsibility in such a way that it contributes towards transforming South Africa into a country that truly reflects 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 sustainable development and utilisation of such enterprises.

Contribution to Government Priorities Scorecard

ROBOT

(A/B*100)

% ACHIEVED

(A/B*C)

SCORE

ACHIEVEMENT (A)

TARGET (B)

(C)

INDICATOR

WEIGHTING POINTS

Contribution to Government Priorities

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

TRANSFORMATION CHARTER FOR SOUTH AFRICAN SPORT

104

3.5.6 GOOD GOVERNANCE DIMENSION

The King III Report places great emphasis on: Leadership;

Objective

Sustainability; and

Ensure that sound governance practices are adhered to in

Corporate Citizenship.

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

The importance of the concepts of integrated sustainabil-

Introduction

ity and social transformation is also highlighted. The con-

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

cept of sustainability is linked with the evaluation of ethics

important that sport and recreation role-players embrace

and the improvement of ethical standards in business and

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

in the community.

per in an environment of good corporate governance.

Good Governance Dimension Scorecard

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 unqualified financial statements were received. National junior and senior championships hosted. Annual/Presidentâ&#x20AC;&#x2122;s Report approved at AGM. TOTAL

100

Figure 8: Good Governance Scorecard

TRANSFORMATION CHARTER FOR SOUTH AFRICAN SPORT

105

ROBOT

% ACHIEVED (A/B*100)

SCORE (A/B*C)

ACHIEVEMENT (A)

INDICATOR

TARGET (B)

WEIGHTING POINTS (C)

Good Governance

3.6 OVERALL TRANSFORMATION SCORE CARD

Scorecards for SA sport and each of its component

The Dimensions described above are summarized in an

On the basis of the foregoing, Scorecards are agreed and

overall example Transformation Scorecard illustrated

adopted and data sheets are developed for different com-

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

ponents of SA sport entities as well as individual perfor-

ing trends in each dimension so as to establish improve-

mances.

ment or decline over a period of time.

Data sheets are distributed on an annual basis, collected,

Exceptional achievements in the overall transformation

data banked, analyzed and action taken.

effort as well as achievements in specific dimensions

The system described forms the basis for bringing about

become a meaningful basis for funding.

sustainable transformation (change) in a structured manner.

Parts.

Lack of transformation will be investigated and meaningful interventions identified.

TRANSFORMATION DIMENSION

WEIGHTING

SCORE

%ACHIEVED

1. Access 2. Skill and Capability Development 3. Demographic Profile 4. Performance 5. Contribution to Government priorities 6. Good governance Total

TRANSFORMATION CHARTER FOR SOUTH AFRICAN SPORT

106

PART 4: COMMITMENT TO THE TRANSFORMATION CHARTER

4.1 APPLICATION OF THE CHARTER:

4.2 COMMITMENT

This Charter represents guidelines for the South African

The South African sports sector affirms its commitment

sports sector including national and provincial federations,

to a process of transformation based on the principle of

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

broad-based empowerment and affirmation that will over

structures.

a period of time:

This Charter will be applied from the day of signature by

Significantly increase the number of Black persons

the Minister of Sport and Recreation. The Charter will be

involved in sport;

reviewed in 2015.

Increase accessibility to all participants and partici-

Progress towards relevant goals and objectives (targets)

pant groupings; and

set as part of a transformation strategy will be monitored

Consistently improve performances in all areas and

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

at all levels of the structures and sub-structures on

onus must always be on the individual sports organisa-

and off the field of play.

tion to provide the information required, the need for an independent verification agency (a potential watchdog)

Therefore the South African sport sector commits itself to:

is often critical to the veracity of the true measure and

The transformation of sport in South Africa in all its

pace of change. The Minister will appoint a Transformation

facets and manifestations, the details of which are

Committee for this purpose.

described in the Transformation Charter.

An independent verification agency will therefore be re-

Actively promoting a transformed vibrant and glob-

sponsible for verification. A biennial process of sports

ally competitive sports system.

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

Willingly embarking on transformation, knowing

divided into two groups, with each group getting audited

that it is a journey requiring commitment, intention,

every second year. These groups could be limited further

enjoyment and full participation in pursuit of a com-

(dependent on available budgets) by focusing only on the

pelling transformation vision that inspires the South

Priority Codes and perhaps the “Second Tier Codes”

African sport sector.

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 complying with all the scorecard indicators and to keep records up to date. Based on a review report at year end 2015, a comprehensive mid-term review will be undertaken and decisions

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 standards, accounting and reporting systems as well as performance management processes.

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.

TRANSFORMATION CHARTER FOR SOUTH AFRICAN SPORT

107

4.3 UNDERTAKINGS

Facilities and programmes: Ensuring that appro-

The South African sports sector commits itself to the principles of the Charter and undertakes to deliver in the following 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.

priate facilities are built and maintained and managed where people live and that â&#x20AC;&#x201C; sporting infrastructure, organisations and school sport are promoted and strengthened through school/club linkages in communities, sustainable participation opportunities and human capital development programmes are established and resourced,

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-structures will ensure that resources at their disposal are equitably distributed. The private sector to be encouraged to ensure that a portion of the funding provided to sport is earmarked for disadvantaged communities as part of their corporate social responsibility programmes.

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 accessible from a geographical and physical perspective and also in terms of affordability) in partnership with government in areas with the highest popula-

Equity: Equitable access to sporting activities in all areas and all levels irrespective of race, class, gender, religion, physical ability or any other barrier with a view to achieving representivity profiles aligned to local, regional and national population demographics on an off the field of play.

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.

Ethos: Cooperation and contribution toward the development of a common culture, value system and a code of behaviour (a â&#x20AC;&#x153;South Africanismâ&#x20AC;?) 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

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.

contribution to sport by black South Africans ac-

Development:

knowledged.

programmes and the associated monitoring and

Culture: Cooperation with a view to develop a culture that includes tolerance of diversity and healthy

quality

development

evaluation processes to measure the success/ impact of these programmes, are critical. Human

lifestyles.

The

Capital

Development:

Ensuring the

TRANSFORMATION CHARTER FOR SOUTH AFRICAN SPORT

108

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 equity in the structure and operations of all sports structures. Accountability: Ensure that all sports component parts are employing acceptable governance principles, that their affairs are open to scrutiny by all South Africans and that they meet their transformation 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: Implementation of procurement practices aimed at empowering 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 appreciation of the value of all South Africans by all South Africans based purely on their worth as human beings irrespective of race, class, religion, language or other differences.

TRANSFORMATION CHARTER FOR SOUTH AFRICAN SPORT

109

SIGNED COMMITMENT This 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

(Affiliate)

Name:

Signature:

TRANSFORMATION CHARTER FOR SOUTH AFRICAN SPORT

110

TRANSFORMATION CHARTER FOR SOUTH AFRICAN SPORT

111

ANNEXURE A TRANSFORMATION SCORECARD

ROBOT

(A/B*100)

%ACHIEVED

SCORE (A/B*C)

(A)

ACHIEVEMENT

TARGET (B)

INDICATOR

WEIGHTING POINTS (C)

DIMENSION 1: ACCESS

Number of affiliated 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 affiliation fee.

% of junior athletes participating in a modified version of your sport. TOTAL

TRANSFORMATION CHARTER FOR SOUTH AFRICAN SPORT

112

ROBOT

(A/B*100)

%ACHIEVED

(A/B*C)

SCORE

(A)

ACHIEVEMENT

(B)

TARGET

(C)

INDICATOR

WEIGHTING POINTS

DIMENSION 2: SKILL AND CAPACITY DEVELOPMENT

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 officials 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 officials 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

TRANSFORMATION CHARTER FOR SOUTH AFRICAN SPORT

113

ROBOT

(A/B*100)

%ACHIEVED

(A/B*C)

SCORE

(A)

ACHIEVEMENT

(B)

TARGET

WEIGHTING POINTS

INDICATOR

(C)

DIMENSION 3: DEMOGRAPHICS

% Black people in management structures at national and provincial levels. % Female managers at national and provincial levels.

% Managers with a disability at national and provincial 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

TRANSFORMATION CHARTER FOR SOUTH AFRICAN SPORT

114

ROBOT

(A/B*100)

%ACHIEVED

(A/B*C)

SCORE

(A)

ACHIEVEMENT

(B)

TARGET

(C)

INDICATOR

WEIGHTING POINTS

DIMENSION 4: PERFORMANCE DIMENSION

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115

ROBOT

(A/B*100)

% ACHIEVED

(A/B*C)

SCORE

ACHIEVEMENT (A)

TARGET (B)

(C)

INDICATOR

WEIGHTING POINTS

DIMENSION 5: CONTRIBUTION TO GOVERNMENT PRIORITIES

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116

ROBOT

% ACHIEVED (A/B*100)

SCORE (A/B*C)

ACHIEVEMENT (A)

INDICATOR

TARGET (B)

WEIGHTING POINTS (C)

DIMENSION 6: GOOD GOVERNANCE

100

TRANSFORMATION CHARTER FOR SOUTH AFRICAN SPORT

117

OVERALL TRANSFORMATION SCORECARD

TRANSFORMATION DIMENSION

WEIGHTING

SCORE

%ACHIEVED

1. Access 2. Skill and Capability Development 3. Demographic Profile 4. Performance 5. Contribution to Government priorities 6. Good governance Total

TRANSFORMATION CHARTER FOR SOUTH AFRICAN SPORT

118

Notes

TRANSFORMATION CHARTER FOR SOUTH AFRICAN SPORT

119

Notes

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120