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 Africa 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 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. 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 and 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 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.
Innovation and Efficiency

2001/2002

A. Mass Participation

1. Indigenous Games

National Launch of the Indigenous Games – February 2001

Promote and revive Indigenous Games throughout the country

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.

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2001/2002

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

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 codes) in all provinces – in progress.

Stakeholders’ workshop – to establish relationship with junior sport – on hold.

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2001/2002

3. Recreation – to promote wellness through active participation

Develop recreation policy guidelines – in progress.

Formalise delivery structures in the provinces – in progress.

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2001/2002

B. Organised Participation

1. Monitoring of Federations – this is ongoing

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2001/2002

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.

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3. Sports Management and Liaison

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2001/2002

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 SASC’s education and training programmes.

Training of managers for Commonwealth Games 2002 – completed.

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2001/2002

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.

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6. Coaching – to finalise the generic coach skills programme training manual at NQF levels 3-4.

2001/2002

In progress.

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7. Technical Officials – to develop an NQF compliant education and training course material for technical officials.

Projects delayed.

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8. Course presentation – to build capacity of sport and recreation workshop organisers, presenters and facilitators.

1^st provincial Indigenous Games workshop (KZN) – completed.

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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.

Finalising the bidding and hosting regulations – together with Sport and Recreation SA

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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.

Consolidation of the national transformation framework – affirmative action, gender equity, disability equity.

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A. Team Presentation

2001/2002

1. Commonwealth Games – M2002

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.

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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.

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2001/2002

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/orrequirements 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.

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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

2001/2002

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 – finalised.

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.

Finalisation of legal entity of Provincial Sports Academies and drafting of standardised constitution – done.

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2001/2002

1. South African Games – to establish SA Games structures and implement strategies.

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 – done.

To host and stage the 2002 SA Games from 25-29 September 2002 – preparations in progress.

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A. Information Management

1. Research – to conduct sports research on relevant issues (e.g. facilities, trends in participation, demographic representation, etc).

Report will be available by the end of 2002.

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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

1^st colloquium held in October 2001 – sports sponsorship.

2^nd colloquium in March 2002 – media and sport.

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3. Website Maintenance – to create and manage a channel for the SASC to communicate and interact with the sporting community.

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4. Database Management – to ensure a system for collecting and analysing sport data in an effective way. There is an intention of linking this to other databases, such as NOCSA to ensure access to as much information as possible.

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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.

2001/2002

7. Publications – to distribute information about the SASC by means of publications about the what, where and when of sport in South Africa.

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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 SETA’s, the Lottery, private sector, international sources.

A. Policies

1. National Sports Plan – awaiting finalisation of the Ministerial Task Team report.

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 implementation of Government to Government agreements.

China, Botswana, Cuba, Australia, France

A. Executive Support

1. CEO’s 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.

2001/2002

3 Organisational Development

Completion of the SASC re-structuring process.

Implementation of performance management systems, role descriptions and new organogram.

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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 conduct – completed

Declaration of commitment – 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.

2001/2002

Sponsorship Procurement

R1,4 million was procured from the UK through UK Sports and DFID as part of the SA/UK Sports Initiative. These funds were utilised for various training projects run by the SASC.

2002/2003 – The future

1. Through the SASC an amount of R9 million has been raised from the lottery to finance the Provincial Sports Academies. The SASC will be signing an Agreement with the Distribution Agency in this regard.

2. Additional initiatives have been launched to secure funds from both Government and the private sector for projects such as the Commonwealth Games, All Africa Games, Zone VI Games and the SA Games. These figures will be reflected in future reports.