Sport and Recreation South Africa (SRSA), recognizing that:
Sport, which incorporates Recreation, is a pervasive institution world-wide;
Sport and Recreation can be used as a medium to achieve specific outcomes that can be either positive or negative;
There are substantial disparities between advantaged and disadvantaged communities in terms of access to sport in South Africa, a feature that is acknowledged in the Reconstruction and Development Programme (RDP) as "one of the worst legacies of apartheid".
The Government of South Africa has set specific goals for itself (as contained in Annexure A), and has decided to pursue an integrated approach to planning and delivery;
SRSA has been grouped into three (3) clusters (namely, the Social Sector Cluster [the core cluster of SRSA], the International Relations Cluster, and the Governance and Administration Cluster), each with their own specific objectives and priorities (as contained in Annexures B, C, and D);
There exists three statutory bodies established to assist with the delivery of sport and recreation in South Africa in accordance with the relevant legislation through which they were constituted, namely:
The South African Sports Commission, a Public Entity established through the South African sports Commission Act of 1998 and the South African Sports Commission Third Amendment Act
The South African Institute for Drug Free Sport, established through the South African Institute for Drug Free Sport Act of 1997
The South African National Boxing Control Commission established through the South African Boxing and Wrestling Control Act of 1954 and its amendment Act of 1999. It will soon be reconstituted as Boxing South Africa (BSA).
The existence of several other stakeholders in the non-governmental sector responsible for the delivery of sport and recreation in South Africa, notably the National Olympic Committee of South Africa (NOCSA), the National Paralympic Committee of South Africa (NAPCOSA) [currently being reconstituted as Disability Sport South Africa], the various National Federations (NFs) responsible for the different sports recognized by the SASC and SRSA, and the presently dormant South African National Recreation Council (SANREC).
The supremacy of the Constitution of the Republic of South Africa followed by the Public Finance Management Act (PFMA) in directing the operations of SRSA.
therefore, sets out to achieve the vision, mission, and objectives described in the White Paper on Sport and Recreation and this document, in partnership with various stakeholders, delivery agents and other role players in the domain nationally and internationally, in pursuit of actualizing Government's objective of "ensuring a better life for all South Africans".
Departmental Objectives and Outcomes for the years 2001/2002 - 2003/2004 as identified by the Executive Authority
Increasing the levels of participation of South Africans in sport and recreation activities
Outcome: To raise the levels of participation in organized sport and recreation from the present levels of approximately 7% to 20% with the emphasis of increasing levels of participation of disadvantaged and marginalized groups including black South Africans, women, and persons with a disability.
Raising sport's profile especially amongst decision makers in the face of conflicting and competing priorities
Outcome: Secure more resources for sport and recreation through the development of the "Case for Sport" document to persuade decision makers and sponsors of the importance of the institution in South Africa and the world. More specifically, the objective is to raise the baseline budget for sport and recreation from the current ± R55 million to ± R180 million per annum by securing resources from the Poverty Relief, Infrastructure Creation and Job Summit Funds that is being phased out presently. It is also envisaged that sport should play a more substantial role in addressing issues of national importance (listed below), than what is presently the case.
Maximising the probability of success of South African teams and individuals in major (international) events
Outcome: Increasing levels of support to South African athletes and sports teams with a view to improving their success rate in international competitions and, in so doing, contributing to nation building and the marketing of the country globally. More specifically the streamlining of efforts and the pooling of resources to support South African athletes and teams with a view to winning more world cup events, major world individual and team championships and titles, as well as medals in major regional, continental and world multi-sport events (SADC competitions, All Africa Games, Commonwealth Games and Olympic Games).
Placing sport in the forefront of efforts to address issues of national importance (i.e. using sport as a medium for achieving positive outcomes for South African society)
Outcome: using sport as a medium to contribute to resolving issues of national importance including the HIV/AIDS pandemic, unemployment, economic growth (e.g.sports tourism), rural development and urban renewal, human resource development, combating crime, violence and corruption, improving health levels, the inculcation of a culture of learning, developing a productive, committed and responsible youth corps, the development of national pride (nation building), etc.
Core and Support Activities necessary to achieve the objectives of SRSA and to avoid duplication, key performance measures and indicators for the delivery of the desired outcomes
Confirm roles and streamline the responsibilities of role-players in sport and recreation
Rationalize number of role-players in sport and recreation
Clarify and specify roles and responsibilities of each of the identified role-players
Prioritize strategic activities with a view to allocating adequate resources to appropriate role players
Reduction in number of macro-bodies and national federations
Elimination of duplication of activities in sport and recreation
Reduction in number of role players subsidised and closure of the gap with regard to the needs identified by specific stakeholder and the level of resourcing attained
Provide funds for the creation and upgrading of basic, multi-purpose sport and recreation facilities
Determine the need for facilities throughout South Africa
Secure resources for the building and upgrading of basic, multi-purpose sport and recreation facilities
Build and upgrade basic, multi-purpose sport and recreation facilities
Train facility managers
Maintain facilities
Promote sport and recreation activities at the facilities created
Needs analysis completed
Amount of funding secured
Number of facilities upgraded and number of new facilities built
Number of facility managers trained
Reduce number of facilities falling into a state of disrepair and increase number of facilities that are self-sufficient
Number of sports clubs established and level of usage of the facilities established
Develop the human resource potential for the management of sport and recreation in South Africa
Identify training needs in sport and recreation in South Africa
Develop training modules for needs identified or identify service providers who are able to offer fulfill the needs identified
Provide training courses for human resource needs identified
Deploy trained people to provide services
Number of needs identified
Number of courses developed and service providers identified
Number of courses presented and number of people trained
Number of trained people deployed, number of new programmes established and number of new participants recruited
Motivate the community to develop active lifestyles and to channel those with talent into the competitive areas of sport
Determine participation levels in organized sport and recreation
Develop programmes for increasing participation in sport and recreation activities
Develop talent identification mechanisms
Identify talented athletes
Develop and implement strategies and mechanisms for channeling identified talented athletes into elite participation
Participation level determined
Number of programmes developed and implemented and number of participants involved in these programmes
Talent identification protocol developed and number of people trained in talent identification
Number of talented athletes identified
Number of talented athletes channeled into programmes to develop them into elite athletes
Develop a high performance programme that is geared toward preparing elite athletes for major competitions
Rationalization of high performance programmes in South Africa
Improve consolidated high performance programme
Resource high performance programme adequately
Develop high performance centres
Rationalisation of high performance programmes achieved
High performance programme upgraded
Gap between resource needs of high performance programme and actual resourcing narrowed/eliminated
Decision on establishment/building of national sports institute/regional institutes taken and implemented
Ensure that all sport and recreation bodies achieve their affirmative action objectives
Identify year by year targets for achieving representivity at different levels of South African sport
Implement programme for achieving targets set
Monitor implementation of targets
Implement corrective steps for achieving set targets
Annual target levels with regard to racial, gender, and disability established
Buy in from all stakeholders secured for achieving set targets
Implementation and achievement of targets by identified stakeholders monitored and failures identified
Unsuccessful stakeholders assisted in their efforts to rectify shortfalls
Develop a code of ethics for sport and recreation in South Africa
Identify aspects of ethical behaviour in sport and recreation
Draft guidelines for ethical behaviour in sport and recreation
Programmes for promoting ethical behaviour in sport and recreation
Monitor implementation of code of ethics in sport and recreation
Aspects of ethical behaviour identified
Guidelines pertaining to ethical behaviour in sport and recreation drafted
Programme for promoting ethical behaviour in sport and recreation drafted, number of promotional activities held, and number of participants involved. Reduction in number of incidents of unethical behaviour in sport and recreation
Number of role-players subscribing to, and implementing code of ethics in sport and recreation. Reduction of number of unethical behaviour incidents in sport and recreation
Develop an international relations policy in concert with national government policies
International relations policy for sport and recreation
Legislation for the establishment of international agreements
Identification of needs in South African sport to be resourced internationally
Identification of strengths in South African sport and recreation that can be marketed abroad
Signing of international agreements
Implementation of protocols of action emanating from international agreements
International relations policy finalized and adopted
Need for legislation identified and legislation drafted and passed
Needs in South African sport and recreation to be resourced from abroad identified
Strengths in South African sport and recreation appropriate for export identified
Number of useful international agreements signed
Number of items identified in protocols of action successfully implemented
Multi-year projections of revenue and expenditure
Fiscal year
Income
Source
Expenditure
Expenditure Items
2001/2002
National Treasury
2002/2003
National Treasury
2003/2004
National Treasury
Departmental organizational structure for the performance of core and support functions
SRSA business plans
Service Delivery Improvement Programme and its key performance indicators and measures
Sport and Recreation South Africa is committed to the improvement of service delivery in line with the Batho Pele strategy. The programme comprises the following items:
Service Delivery Improvement Item
Key Performance Indicator
Key Performance Measure
Responding to the needs of clients and the public in general
Provision of services requested by clients and the public
Number of new services introduced at the request of clients/the public
Improvement of service standards, levels of courtesy and responses to complaints from clients and the public
Bechmarking of service standards, courtesy levels and responses to complaints
Training/orientation programmes for all staff
Implementation of service level standards
Monitoring of improvement in service levels by supervisors and clients
Acknowledgement of staff who excel wrt service level improvements
Benchmarks established
Number of training/ orientation sessions held
Reports on service level improvement
Number of staff members acknowledged
Special programmes for improved service delivery to marginalized clients
Improved resource allocation to marginalized clients
Improved access to SRSA buildings for people with a disability
Percentage of resources allocated to programmes for women, people with a disability and rural populations
Improvements wrt accessibility for people with a disability to the building in which SRSA is housed
Information, openness and transparency/Value for money
Reconstruction of the SRSA website
Publication of all information on the performance of SRSA to enable clients/ the public to make judgements on whether they are receiving value for money
SRSA website reconstructed
Publication of pertinent information in annual report and information pamphlets