PRESENTATION TO THE PORTFOLIO COMMITTEE 26 FEBRUARY 2002
This document presents the SASC strategic approach towards achieving its vision and mission and outlines the programmes and projects underpinning our strategy.
Resulting from the organisational review and development process we embarked on in the 2001-2002 financial year, the key issue for SASC was for the organisation to focus its resources on achieving its strategic thrusts or objectives as identified by the Commissioners in February 2001. This has become a critical imperative for us in view of the challenges and threats identified in the strategic planning. In this way we have been able to not only channel our input to the critical programmes but also identify key projects that will ensure that the organisation achieves its distinctive position as overall co-ordinating body for sport in South African and thus meet both the intention and letter of the SASC Act. Equally we have been able to re-focus our approach to some of the programme areas we have inherited thus sharpening our involvement in promoting, developing and resourcing sport and recreation.
Over and above that we have identified the critical areas our organisation needs to leverage, thus ensuring that we can establish our core competencies and establish critical partnerships that will ensure that we can integrate inputs from within the sports environment, to achieve our objectives. This approach has enabled us to define clearly the nature, form and benefit from each partnership.
To this extent we have changed our budgeting approach to match our over performance management style. By identifying a vision, mission and strategic thrusts, the SASC has set itself an objective. It is on this that we want every one of our stakeholders to measure us on nothing more or less. In other words it is our promise, our word. Therefore, it makes sense; we believe that we should structure our budget and delivery systems and processes accordingly. Simultaneously, we are reviewing the organisational structure to reflect this philosophy. We have moved away from the old Fordism approach of entrenching departments by planning for the departments to have life, to planning to achieve the organisational objectives based on well-researched customer needs.
Our budget plan is about ensuring best value for clients on the services we provide by focusing on their needs and good organisational and staff capability. We have identified that building the internal capability in our staff is one of the most critical aspects of our growth. At the same time over the next three to five years we will gradually decrease high percentage of our human resources budget in relation to the total budget of the Commission to be in line with generally accepted industry norms. We have adopted various tactics in this regard including not filling some of the vacancies resulting from resignations.
The budget presented below is thus structured according to five strategic thrusts or objectives. Under each strategic thrust we have identified key performance areas and programmes and projects that the SASC will undertake. Each strategic thrust, key performance and programme is explained together with intended outcomes.
Our Vision
To lead South Africa to world-class sporting excellence.
Mission
In pursuance of the above vision the South African Sports Commission seeks to create a nation of world-class sportsmen and women by improving opportunities for all South Africans to participate in sport and recreation.
We will work in partnership with our stakeholders by striving to meet their human resource and infrastructure needs.
We will ensure that the management, promotion and coordination of our sport and recreation is administered with excellence.
Values
Trust, Integrity and fair play.
Teamwork and partnerships to achieve excellence.
Passion for communication.
STRATEGIC THRUSTS PROGRAMMES AND PROJECTS
THRUST 1 MASS PARTICIPATION
A. Mass Participation
National Launch of the Indigenous Games February 2001
Promote and revive indigenous games throughout the country
"Iintonga stick fight" workshop planning in progress
Training of provincial co-ordinators in all 9 provinces in indigenous games.
Provincial launches of indigenous games during 2001.
Distribution of equipment to all provinces.
2. Junior Dipapadi
To build human capacity with skills on how to engage children into sport and recreation at an early age.
Workshops on Junior Dipapadi in all 9 provinces in progress
Workshop in NW on the principle of inclusion 15 November 2001
Exchange programme with Zone VI countries in progress
Provide provinces with Playsport, SuperStart and Modified Sport equipment packs and manuals in progress
Modified Sports workshops (in 4 non-prioritised codes) in all provinces in progress.
Stakeholders workshop to establish relationship with junior sport on hold.
3. Recreation to promote wellness through active participation
Develop recreation policy guidelines in progress.
Formalise delivery structures in the provinces in progress.
B. Organised Participation
1. Monitoring of Federations see Sports Management and Liaison services*
2. Dispute Resolution to educate national and provincial federations with regards to unity and dispute resolution.
To market the SASC Dispute Resolution Centre in progress
Advance training in dispute resolution completed.
Provide qualified mediators and arbitrators to assist with serious disputes within allocated national federations ongoing.
Establish dispute resolution centres in all 9 provinces on hold.
3. *Sports and Management Liaison to render support services to clients regarding sporting issues. E.g. Karate, Powerlifting, Bodybuilding, Indoor Cricket, Dance.
4. Sports and Recreation Administration Training to facilitate the development of a team management training programme. To develop a network of training providers for the SASCs education and training programmes.
Training of managers for Commonwealth Games 2002 completed.
5. Facilities Management to develop a sport and recreation facility management training skills programme, and facilities provision and maintenance policy.
Workshops are being held in all 9 provinces (part of the "Building for Sport" programme, in collaboration with Sport & Recreation SA) in progress.
6. Coaching to finalise the generic coach skills programme training manual at NQF levels 3-4.
In progress.
7. Technical Officials to develop an NQF compliant education and training course material for technical officials.
Projects delayed.
8. Course presentation to build capacity of sport and recreation workshop organisers, presenters and facilitators.
1st provincial indigenous games workshop (KZN) completed.
9. Bidding and Hosting to co-ordinate and oversee the completion of the bidding and hosting guidelines/checklist in progress.
Facilitate an integrated national strategy for the bidding and hosting of international events in SA in progress.
C. Transformation to assist in developing a transformation strategy.
Developed draft policy transformation framework in progress.
Draft Affirmative Action policy in progress.
Internal transformation within the SASC part of the organisational development process.
National Sports Plan future project.
Consolidation of the national transformation framework affirmative action, gender equity, disability equity.
THRUST 2 ELITE PARTICIPATION
A. Team Presentation
Team management have been announced; entry by numbers has been submitted; code manager training has been concluded; the project was successfully launched in October 2001; a second pre-inspection visit is anticipated for April 2002.
2. Zone VI Games to plan and prepare for the delivery of the SA team to these games (Malawi 2003) awaiting further instructions from the Zone VI Executive.
3. All Africa Games to plan and prepare for the delivery of the SA team to these games (Nigeria September 2003) management team approved; project plan in place; recce visit required (to be confirmed).
B. Team Preparation
1. High Performance Programme to empower SA athletes with the leading edge through the application of sports technology.
Sports Technology Presentations to selected federations by CSIR completed.
Financially assist National Federations to ensure attendance at CSIR presentation in progress.
In co-operation with the CSIR develop sports technology packages for the National Federations completed
Finalise, update and maintain a high performance database and website in progress.
Liaise with high performance providers to facilitate needs and/or requirements of the high performance providers.
Update and standardise testing protocols and assessment manuals ongoing.
Update and revise accreditation of selected individuals and institutions that supply high performance services.
Testing of athletes for Manchester 2002 ongoing.
C. Talent Identification and Development to facilitate the development and implementation of an equitable and readily accessible talent search, recruitment and development programme in selected sporting codes
Workshops with various sporting codes to monitor progress of TID programmes in progress
1. Provincial Sports Academies The SASC is to support the establishment and maintenance of provincial academies in all provinces as approved by MinMec. Sports Distribution Agency of the Lotteries Board took a decision to financially support the development of academies.
Facilitate creation of a co-ordinated continuum of development for SA athletes at provincial level through the academies.
Draft SASC policy on provincial academies in progress.
Prepare guidelines for utilisation of lottery funding for provincial academies await final approval from Distribution Agency.
National workshop held in February 2002 with all provinces and National Federations compilation of inputs to be finalised.
SA Games will focus on the youth.
Will involve all nine (9) provinces, but will be hosted by Gauteng/Tshwane Council.
Compiling Chef de Mission manual in progress.
Local Organising Committee has been established.
Facilitation of meeting of provincial forums completed.
Develop and promote corporate identity for SA Games in progress
To host and stage the 2002 SA Games from 26-29 September 2002 preparations in progress.
THRUST 3 Provision of Resources
A. Information Management
Report will be available by the end of 2002.
2. Sports Colloquiums Sharing and building strategic visions with sport and industry leaders and to create a quarterly forum to share sport strategic insights and distribution to SASC clients
1st colloquium held in October 2001 sports sponsorship.
2nd colloquium in March 2002 media and sport.
The SASC website is up and running and is updated on a regular basis. It can be accessed by visiting www.sasc.org.za.
5. Intranet a tool utilised to improve internal communications.
6. Library to collect and make available books and magazines and online databases regarding sport. These resources are available and accessible to internal and external clients.
7. Publications to distribute information about the SASC by means of publications about the what, where and when of sport in South Africa.
8. Resourcing and Funding of Federations this sub-unit is actively involved with Sport and Recreation SA with regards to funding of federations. They are also considering ways of accessing other funding sources such as SETAs, the Lottery, private sector, international sources.
THRUST 4 POLICIES
A. Policies
2. Policy Co-ordination to align SASC policies with national policies and priorities.
Co-ordinate HIV/AIDS summit for World Aids Day (30 November 2001) complete.
Assists Access and Equity sub-unit to draft relevant policies.
3. International Agreements to compile a needs analysis of expertise required by SASC clients in order to ensure effective exchange programmes.
China, Botswana, Cuba, Australia, France
THRUST 5 CORPORATE AFFAIRS
A. Executive Support
1. CEOs office to establish relations with local and international sporting organisations; to ensure the smooth running of the SASC in accordance with the SASC Act; to ensure that the SASC Commissioners are actively involved in the activities of the SASC; various sub-committees have been established by the Commissioners and they are actively involved i.e. Finance, High Performance, Audit, Management, Equity, Access & Development, National Colours Board, and Team Delivery.
2. Legal Administration to finalise the national colours regulations and to regulate the usage of national colours; draft procedures for the general assembly and elections; prepare terms of reference for the new committees of the board; finalise recognition of sports bodies regulations. The Colours Board has been established and all colours are awarded through this authority.
3. Organisational Development
Completion of the SASC re-structuring process.
Implementation of performance management systems, role descriptions and new organogram.
4. Internal Audit this will now be outsourced decision to be made by the Audit sub-committee.
Draw up of fraud prevention plan.
Follow-up reports on previous audits completed.
Code of ethics completed
Code of conduct completed
Declaration of commitment completed
Fraud response plan - completed
B. Communication and PR
1. Media Liaison to create awareness of the SASC activities.
Media releases and interviews in progress
Awareness campaigns for Manchester 2002, All Africa Games and SA Games in progress
2. Corporate Communication
3. Corporate Social Responsibility
4. Corporate Publications
C. Marketing and Sponsorships
1. Brand Building e.g. SuperSport show and various other promotional activities.
2. Hospitality Centre at local and international sporting events.
3. Sponsorship Procurement