(as accepted at the Presidents Bosberaad in Johannesburg 2-3 October 1999)

Over the last several years it has become apparent among all involved in South African sport, that the majority of South Africans still do not have access to the resources necessary for their sporting and recreational development. This is more acute in the aquatic sporting disciplines, primarily because of the major dependence on material resources such as facilities. Attempts by the key national organisations to promote and develop the discipline has largely brought little results. Recognising this, Swimming South Africa, now fully representative of all previous national aquatic organisations in the country, has embarked on a renewed campaign to promote aquatic disciplines.

A special task team was established to review the problems and present the organisation with some concrete measures in which to take the organisation into the new millenium. The proposals of the task group which was accepted at the Presidents Bosberaad on 2-3 October 1999, are presented in this report.

In order to meet the challenges facing the organisation, transformation of the structures and direction is necessary. This was identified as the key problem, arising from a number of fundamental causes. These causes are human resource, grassroots development and competition related. On the basis of this analysis of the problem, the vision of the organisation was identified as being transformation of aquatic sport, catering for the needs of the majority of South Africans and the redress of inequity created by apartheid imbalances. To meet this vision, three interventions (projects) were proposed. These were: human resource development, grassroots development and an increase in black athlete representivity at all senior competitions and teams of the organisation. It is expected that each of these projects will

1. Increase the representivity of members of the disadvantaged communities on all structures at all levels of the organisation , with a stipulation at the national level of 50% on the national executive by 2000 and to 50% within five years on all other structures at national and provincial level. These will be individuals that have a solid understanding of their specific portfolio
2. Increase the number of clubs and sustain existing clubs in disadvantaged communities – with the formation, nationally of at least 28 new clubs per year over the next 4 years.
3. Increase the number of black athletes in national senior division teams (Olympics and World Champs), with at least 4 in swimming and 30% in other aquatic disciplines by 2004 (these will not be affirmative action representatives, but selected on merit)

Each of these projects were developed with specific results (end points) in mind – each of which in turn are achievable through a programme of activities. Each of these are conducted by a responsible agency within the organisation and measurable through a set of indicators.

The timeframe for the overall purpose of the projects are stipulated as over a period of 12 months, however, activities have a time schedule which will allow for the monitoring of responsible agencies at more regular intervals. These agencies are (from top): the National Executive, National Boards, National Development Board/Council, the Telkom LTS Programme, the National Director for Coaching, the provincial Executives, the Provincial Boards and the provincial Development Councils. The monitoring and evaluation structure that is proposed is referred to as the Transformation Monitoring Council, consisting of individuals who report directly to the Executive, or in its absence, the Management Committee.

Aquatic sport in South Africa has for a considerable period failed to reach the majority of South Africans. Based on these concerns, Swimming South Africa, following the recent unification with the Amateur Swimming Association of South Africa, embarked on an exercise to determine the way forward. Following an introductory workshop with the Management Committee of Swimming South Africa on 30 July 1999, a task group consisting of Mike Davy, Jace Naidoo, Shaun Adriaanse, Eddie Meth, Easlyn Fredericks, Rajen Naidoo, George Englebrecht, Hassim Bester and Mrs. Rwida, met for a two and half day workshop (13 - 15 August 1999). This intensive workshop debated the various issues affecting transformation of the sport in the country.

The proposals from this workshop were taken to a national Bosberaad of the Presidents of all SSA affiliates. At this meeting consensus was reached on the proposals. The following report emerged from this bosberaad as a blueprint for transforming Swimming South Africa, its affiliates and aquatic sport in South Africa.

The need to transform sport in South Africa has been emotionally debated in recent years. The demand for sport to become more representative and inclusive of the vast majority of the people in this country will grow more vigorous in the months to come.

The recent White Paper on Sport, the Parliamentary Portfolio Committee on unity in sport and recent statements by the new Minister of Sport all indicate that there is a growing urgency for the Aquatic sports administrators to ensure that we create opportunities for the vast majority to participate in the sporting activities under our ambit.

The issue is not about quotas, but to ensure that the mechanisms and resources are put in place to deliver black athletes and administrators of merit throughout the organisation.

The current dominant feature of aquatic sport in South Africa, at both competitive and recreational levels is the representation of the historically advantaged community out of proportion to that of its black counterparts. This feature has been developed through strong white aquatic sporting organisations since the turn of the last century. The unification process that was started at the beginning of the decade was characterised largely by an adoption of the existing infrastructure of the dominant partner, with attempts at redressing past inequities not meeting declared objectives for reasons that are explored below.

However, the unified structures were not only driven by the infrastructure of the white based partner, but also in time developed, not a new unique culture borne out of the merging process, but the dominant culture. This culture was characterised by the rapid development of the individual, creation of a super-elite ultra-competitive grouping of athletes with the ability to bring international glory. This culture in turn determined the type of organisation necessary to deliver this result - a centrally dominant almost commandist type organisation was seen as being adequate for meeting the needs of its elite membership. The development of a mass based recreational aquatic sporting organisation remained the philosophy of the minority. This marrying of this diametrically opposing cultures resulted in the inability to either transform the organisation or properly institute grassroots development programmes in disadvantaged communities.

An organisation committed to mass based aquatic recreational activities requires structures within the organisation which can cater for this need. In the short term, a centrally driven structure may prove essential to direct the organisation to the goal of mass participation. However, in the medium to long term, an organisational structure which is transparent, democratic and accountable to its smallest unit, i.e. clubs and their membership is crucial. All attempts must be made to resist the temptation to more bureaucratic structures (often under the guise of better management, more structures result in greater alienation of the basic units of the organisation). While democracy cannot be legislated, it must be encouraged to remain a dynamic activity within aquatic sport in the country.

To this end, the national structures must ensure effective and rapid communication with clubs, allow for the participation of clubs directly into the decisionmaking structures of the organisation at all times. In the age of rapid technological advancement and almost instantaneous communication networks, our clubs must be allowed to become the driving force of our organisation. This document is optimistic that it can begin this process, given the commitment of all stakeholders.

While the drive for transformation is to ensure that aquatic sport becomes a mass based activity, failure to change the direction of the organisation is likely to impact negatively at all levels of the sport, including the competitive levels. While mass based sport will certainly result in a larger pool of ultra-competitive athletes, the social constructs that exist in South African society will always ensure the production of a high calibre of elite athletes, irrespective of transformation. Notwithstanding this, failure to transform will result in possible punitive measures on part of the state, which has an obligation to its electorate. This will in all probability result in decreased grants from this source. In addition, the private sector, with its dual pronged strategy of transformation and seeking new markets among formerly disadvantaged communities, are going to demand that monies provided for sponsorship have an effect in these consumer sectors. Lack of development of aquatic sport in these communities will possibly result in such sponsorship being withdrawn (e.g. Telkom) or not forthcoming.

After a thorough analysis of the challenges facing the organisation, it was determined that the key problem that needs to be ultimately addressed was defined as:

This overriding problem was considered to have several primary causes. These were categorised as:

Human resource related:

Competition related:

Grassroots participation: failure of delivery at a regional and local level

Structural issues: Ineffective or absent black intervention within the organisation

Financial considerations: resources are not utilised in a manner to ensure sustainability

On the basis of this problem, together with its contributing causes, a number of interventions are considered crucial if the organisation is to become truly South African in the new millenium.

The first step in determining appropriate interventive measures to address the problem, was the definition of a vision for the organisation. This was seen to be the transformation of aquatic sport, catering for the needs of the majority of South Africans and to redress inequity created by apartheid imbalances. Development is considered to be the process of transformation of Swimming South Africa to represent the demographics of the country, with the emphasis on Black focussed aquatic programmes providing opportunities for disadvantaged children and adults. In the short term, this would entail the demographic representivity in all structures and activities of the organisation at club, provincial and national level before 2004.

This overall objective and vision will be achieved through carefully designed "projects", each with a set of determined results attained through set activities. All of these will be measured by specified indicators, implemented by a responsible agency within the structures of SSA within timeframes.

In order to achieve this vision, certain objectives need to be met. Some of these objectives are attainable through the projects discussed below. It is NOT pre-supposed that these projects will definitely achieve the vision, but will transport the organisation a considerable way down this road. These objectives are:

1. Democratisation of SSA structures
2. Black Human Resources Development
3. Greater Grassroots Development
4. Increase Black representivity of teams
5. Establishment of Financial Mechanisms for Transformation

Within the given resources (and the attainable assumption of harnessing additional resources), three projects were defined to address some of these objectives:

These project purposes are only achievable if certain results are attained. In order to ensure that each project is carefully measured, these results need to be specified. The results, in turn, require fulfillment by a series of activities. Both the results and activities are measured by objectively verifiable indicators. For each of the projects identified above:

1. Swim Teacher training course development
2. Training of swim teacher facilitators
3. Accreditation of practising teachers
4. Identification and preparation of swim teachers
5. Training of teachers in pre-requisites and basic courses

1. Identify persons with specific skills at regional level
2. Training of administrators at provincial level using NSC Protea Mmuso Course
3. Organise workshop on accountability, democracy and transparency within the organisation.
4. Legislate targets at provincial level for all structures, including executive, boards, sub-committees, delegations etc.

1. Legislate targets for all structures, including executive, boards, sub-committees, team management, delegations etc
2. Introduce understudies for all the convenors and other key positions of above mentioned structures where necessary
3. Organise a national level workshop on accountability, democracy, transparency and catharsis.

1. Identify potential competitive coaches
2. Run NSC training courses
3. Develop advanced aquatic courses
4. Implement advanced aquatic courses
5. Develop Coaches’ Mentorship Programme
6. Run FINA courses
7. Have understudies on provincial and national first level teams

1. Identify facilities where "Learn-to-Swim" (LTS) activities can take place
2. Identify community members for aquatic programmes
3. Train community members as per Project 1, Result 2
4. Train LTS teachers as per Project 1, Result 1.
5. Provide logistic support and information
6. Develop club mentorship programme
7. Provide club "Starters’ Pack"
8. Organise community aquatic days
9. Ensure parental involvement in clubs
10. Organise new clubs "Inter-club galas"

1. Identify and accredit swim teachers within clubs
2. Training of administrators as per Project 1, Result 2
3. Determine functional capacity of club
4. Provide financial assistance as per Financial Assistance Criteria
5. Organise LTS activities
6. Determine individual clubs’ logistic needs
7. Create club database
8. Ensure parental involvement in clubs
9. Develop information brochure for parents

1. Talent identification at provincial level
2. Establish nationally defined criteria for entry into provincial target squad
3. Implement Fast tracking programme at provincial level
4. Establish Target Squad Nationals
5. Develop criteria for selection into national target squad
6. Implement national target squad programme
7. Arrange for continental participation for target squad
8. Establish target squad database, inclusive of data generated from training programmes (biochemical and physical testing, etc)

1. Utilise "B" Qualifying standards for first time entries
2. Provide incentives for "A" Qualifiers

1. Development of a proposal by the National Executive
2. Identify institutions and athletes against defined criteria

As in the case of the project purpose, each of these results and their accompanying activities are measured by defined verifiable indicators and conducted by a responsible agency with the organisation within a set timeframe. These details are elaborated in the accompanying Project Matrices. These tables are vital to the success of the individual projects and provide the indicators against which delivery by the responsible agency is achieved.

For several of the indicators and activities listed in the matrices that follow, success depends on certain assumptions being fulfilled. Most of these are within the control of the organisation, some external, but can be influenced. In such instances, the strength of the organisation needs to be directed to ensure the meeting of these assumptions for the successful completion of the project. Assumptions which are in the main not within the ability of the organisation to address, indicate the poor likelihood of bringing the project to fruition. In some instances these are reflected in the matrix, with specific responsibilities that may begin to address the assumption.

The success of these projects in addressing the overall objective and vision lies in the commitment and will of all sectors of the organisation. The above matrices clearly identify the responsible agency. This section summarises the above tables by responsible agency:

• Establishment of national accreditation process for swim teachers (Project 1, Result 1, Activity 3)
• Legislation of quotas for all provincial level structures (1.2.4)
• Increase representation at national level (1.3)
• Legislate quotas in all national structures (1.3.1)
• Develop proposal for a national swimming academy (3.2.1)
• Develop proposal for scholarship programme (3.3.1)

• Develop advanced aquatic courses for coaches (Project 1, Result 4, Activity 3)
• Run FINA courses for competitive for coaches (1.4.6)

• Provision of funds for LTS programmes to clubs (Project 2, Result 2, Activity 4)

• Swim teacher training course development (Project 1, Result 1, Activity 1)
• Training of facilitators (1.1.2)

• Increase number of competitive coaches (Project 1, Result 4)
• Understudy coaches on national teams (1.4.7)
• Develop Target Squad Nationals (3.1.3)
• Develop criteria for entry into national Target Squad (3.1.4)
• Develop national target squad training programme (3.1.5)
• Arrange continental competition (3.1.6)

• Appoint understudies for all national level structures from national database (1.3.2)
• Organise national workshop on accountability and democracy (1.3.3)
• Develop financial assistance criteria for club development (2.2.4)
• Create club database at national level (2.2.7)
• Develop fast tracking programme for implementation at provincial level (3.1.2)
• Develop Target Squad Nationals (3.1.3)
• Develop criteria for entry into national Target Squad (3.1.4)
• Develop national target squad training programme (3.1.5)
• Arrange continental competition (3.1.6)
• Develop national database for target squad athletes (3.1.7)
• Identify athletes for scholarship programmes (3.4.1)

• Increase number of swim teachers (Project 1, Result 1)
• Identify and prepare swim teachers (1.1.4)
• Training of swim teachers in basic courses (1.1.5)
• Increase representation at provincial level (1.2)
• Creation of new clubs (2.1)
• Provide logistics and support to new clubs (2.1.4)
• Develop a club mentorship programme for new clubs (2.1.5)
• Stimulation and sustaining LTS activities within existing clubs (2.2)
• Running of LTS programmes in existing clubs (2.2.5)
• Increase representation of athletes in first division provincial teams (3.4)

• Training of administrators with NSC Protea Mmuso programme (Project 1, Result 2, Activity 2)
• Running of NSC training courses for competitive coaches (1.3.2)
• Implement advanced aquatic courses (1.3.4)
• Develop coaches’ mentorship programme (1.3.5)
• Have understudy on provincial first division teams (1.3.7)
• Train community members interested in developing new clubs (2.1.3)
• Train administrators from existing clubs (2.2.2)
• Establishment of provincial target squads (3.1)
• Implement provincial fast tracking programme (3.1.2)
• Enter athletes in first division teams using "B" qualifying standard (3.4.1)
• Provide incentives for "A" qualifiers

• Identify persons with skills (Project 1, Result 2, Activity 1)
• Organise annual workshop on democracy and accountability (1.2.3)
• Identify potential competitive coaches (1.4.1)
• Track coaches’ mentorship programme (1.4.5)
• Identification of facilities where LTS activities can take place (2.1.1)
• Identify community members for aquatic programmes (2.1.2)
• Provide "Starters’ Pack" for new clubs (2.1.6)
• Organise community aquatic days (2.1.7)
• Organise new club inter-club galas (2.1.8)
• Identify for accreditation swim teachers in clubs (2.2.1)
• Determine functional capacity of clubs (2.2.3)
• Develop parental involvement in club administration (2.2.8)
• Develop information brochure for parents (2.2.9)
• Establish provincial target squads (3.1)
• Talent identification at provincial level (3.1.1)
• Provide incentives for "A" qualifiers into first level provincial teams (3.2.2)

The success of the above listed projects rests squarely on the ability to harness appropriate resources for its implementation and conduct. The two key material resources required are human and financial. It is not the intention of this report to spell out a detailed budget for each of the projects. This is primarily because of the nature of the responsibilities rest in various agencies. The latter implies that together with implementive responsibility rests financial responsibility. In the process of finalising this document, and in making submissions back to the National Executive, the responsible agencies should consider the financial implications of these projects for their respective structures. Additionally, such submissions should be accompanied by suggested budgets from these agencies. It is not intended for these projects to be funded from the national centre, but in all instances to become part of the functioning of the responsible agency.

However, it is prudent that this document records some potential sources of financial income for the projects.

1. A large aspect of Project 1, Result 1 (increasing swim teachers) could easily be funded through the existing (or if necessary, revised) Telkom Learn-to-Swim programme. This also held true for Project 2, Results 1 (create new clubs) and Result 2 (sustain LTS activities within existing clubs).
2. Given the commitment of the Department of Sport and Recreation to changing the demographic profile of national teams and senior leadership of sporting organisations, Project 1, Result 2 and 3 (increasing admin representation at all levels) and aspects of Project 3 could be supported by grants from this avenue.

Another aspect about funding was the need to develop self sufficiency within clubs from the disadvantaged sector. Continuous subsidy will in all likelihood result in permanent dependency, which will not bode well for structures that are developing. In order to stimulate club development, a National Club Development Fundraising event should be organised, led by someone from a Black club, but run through the national treasurer. This national event should have the following characteristics:

1. Its organisation must involve clubs from the disadvantaged sector
2. All participating clubs must derive revenue from the project, pro-rated to sums of money brought in (considering a formula for clubs fundraising for the project in financially disadvantaged areas)
3. This must be a event which has a significant prize for the winner (eg. a car or overseas trip), for which a sponsor must be sought by a member of the national executive
4. ALL monies (except those pro-rated to clubs) will be placed into the National Club Development Fund for sustaining clubs and creating clubs in disadvantaged communities.

To ensure success of the Transformation Process at all levels of the organisation, policy must be developed. In concrete terms this includes at least the following:

1. Acceptance of the Transformation Process for the organisation
2. Active support for the structures that are established to monitor and evaluate progress on this process
3. The consideration of incentives and penalties as and when necessary during the course of the implementation of the strategy.

It is widely accepted that in order to maximise participation by all sectors of the South African community, the organisation and its structures have to become more financially accessible to increasing numbers of individuals. However, this remains a difficult tightrope: in order to deliver a comprehensive package of services to all South Africans, the financial demands on the organisation become tremendous. Recognising the need for this fine balancing act, it was decided that the elements of a fee structure should encompass the following:

1. It must be non-exploitative and non exclusive
2. It must be club linked
3. There must be a charge, even if this is simply a token gesture on part of the member
4. All fees must be consolidated (different disciplines, different categories etc)
5. A family fee structure must be considered
6. Provincial fee structures must be monitored and if necessary, regulated.
7. Fees must not be a barrier to entry

The national treasurer will be provided with the necessary information to ensure that the fees are not a barrier to entry and that the SSA fee structure is not be abused. The SSA development fee will only apply to previously disadvantaged swimmers. If the province decides to reduce the national fee to the swimmer the province will be responsible for the full SSA development fee

The success of the process envisaged in this document depends on the will and commitment of all agencies within Swimming South Africa. The process will have to be driven by the National Executive. There exists sufficient human resources capacity within the organisation to drive the process and a large potential outside.

Therefore the custodianship of this strategy will be the responsibility of the National Executive of the organisation. The Chairs of the various affiliates, boards and associate members will be accountable for the implementation and delivery of the performance targets that have been established.

To ensure effective delivery of this strategy a structure which is independent of all delivery structures (as per the attached structure) must be established. This structure should be called the Transformation Monitoring Council (TMC). The TMC will be composed of between 3-5 members appointed by the Executive. These members must not be responsible for the delivery of any specific results of the strategy so as not to cause any conflict of interest.

It was also accepted that the Development Council/Board (DC) should play a key role in the implementation of transformation and that this structure should continue. It would compose of the Co-ordinator, the four discipline development representatives and one provincial representative from each affiliate. The DC would be crucial in identifying potential administrators for the various structures of the organisation.

The DC should meet twice a year. The DC will have clear performance targets the DC and the National Coordinator should be accountable for the performance.

The necessary resources should be provided to the Development Council to ensure the effective fulfillment of their tasks. Provincial Development Officers should be provided with an allowance in order to assist with their tasks (Similar consideration may need to be given to the Learn-to-Swim teachers, once this level of human resource is in place).

Feedback will have to be provided by the accountable Chairpersons of the various structures on the progress and any problems that are encountered in delivery and the steps that will be taken to achieve the targets. This feedback will be provided directly to the Transformation Monitoring Council (TMC) on a quarterly basis in a prescribed format to the Swimming South Africa offices not later than the specific due dates which will be provided.

The TMC will consolidate the feedback and submit it to the Executive and Management Committee of Swimming South Africa. Clear indication will be provided on structures that are failing to meet the indicators and the possible interventions that may be necessary to address the problem.

The TMC will conduct regular random audits of all implementing agencies to verify delivery targets. These audits will be either of the full implementation process or a specific area. In addition specific audits will be conducted at agencies which are falling behind on their targets. These audits will either be conducted by members of the TMC or an individual acting under the authority of the TMC. This individual will not be one who is directly responsible for implementing any portion of this strategy.

Annual evaluations will be conducted to determine if the overall objective of the strategy is being achieved. If it is found necessary to amend the strategy to achieve the objectives, the TMC will make such recommendations to the Executive.

The current development programmes within Swimming South Africa has not had the desired effect of fundamentally transforming the sport to reflect the needs and aspirations of the vast majority of South Africans.

Competitive activities have seen black athletes largely restricted (because of ability and/or choice) to participating in the development activities of the organisation. There has also been a limited number of assertive and skilled administrators to ensure the sustained growth and development of the sport in the townships throughout the country.

To ensure the long term transformation of our sport it is necessary to implement this multi-pronged strategy. The strategy addresses the development of administrative and competitive skills of black people throughout the country; development and sustaining aquatic clubs and increasing the number of black individuals in administrative and competitive activities and structures.

Swimming South Africa adopted this strategy by:

1. Accepting the Project purpose, results and activities, together with the necessary timeframes and allocation of responsibilities;
2. Ratifying the proposed formation of the Transformation Monitoring Council
3. Appointment of the necessary TMC members before the next Executive Meeting

This strategy will require high levels of effort, commitment and co-operation throughout the organisation. However, the long term benefits for transforming the organisation are widespread. This includes creating a large pool of competitive athletes, ensuring that swimming as a life skill is accessible to all throughout the country; and the increased administrative resources that will be available to us.

The transformation strategy is not about excluding our current membership, but to increase it by many times the existing base. This in turn will create wide spread support for our sport throughout the country especially government and sponsors.