1. SRSA STRATEGIC PLAN
PRESENTED TO THE NCOP
25 MAY 2011
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2. Strategic workshop (MANCO) 29 Sep – 1 Oct 2010
OUTLINE OF THE STRATEGIC PLANNING PROCESS
Strategic workshop (MANCO) 29 Sep – 1 Oct 2010
Stakeholders Forum 24 Nov 2010
HEADCOM 25 – 26 Nov 2010
MINMEC 2 Dec 2010
Minister’s strategic workshop 10 – 12 Jan 2011
Submitted to Ministry Feb 2011
Presentation to Portfolio Committee 22 March 2011
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3. Emphasis on the outcomes oriented M&E approach led by the Presidency.
PROCESS OF UPDATING STRATEGIC PLAN
Aligning SRSA Strategic Plan with new framework from National Treasury.
Emphasis on the outcomes oriented M&E approach led by the Presidency.
Focus on performance information & templates that should be used for the Strategic Plan and Annual Performance Plan.
Strategic Plan reflects outcomes oriented goals & objectives against which Departmental results will be measured.
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4. PREAMBLE
Sport and recreation continues to assist in fostering a vision of unity of purpose, integrated development and social cohesion and inclusivity, not only in South Africa, but worldwide. These are values that are enshrined in our South African Constitution.
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5. INTRODUCTION
In the Strategic Plan the Department continues to focus on its main mandate namely to create an enabling environment to ensure that as many South Africans as possible have access to sport and recreation activities.
Furthermore, the Department will endeavour to increase international sport successes by strengthening performances at all levels of participation.
It is pertinent to acknowledge that the 2010 Cabinet re-shuffle which saw the deployment of Minister Fikile Mbalula to SRSA has had a most significant influence on the strategic direction of the Department.
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6. INTRODUCTION cont
The Strategic Plan of SRSA encompasses the sustained agenda for sport and recreation, as tabled in the and the Strategic Plans.
However, it has been updated and expanded to reflect priority areas highlighted by Minister Mbalula as an imperative to transform sport and recreation.
Influences emanating from the priorities of Government as reflected in the 2011 State of the Nation address and in Cabinet, as well as strategic issues identified by the relevant Committees of Parliament during 2010 have influenced the strategic direction.
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7. An active and winning nation. MISSION
PART A
STRATEGIC OVERVIEW
VISION
An active and winning nation.
MISSION
To maximise access, development and excellence at all levels of participation in sport and recreation in order to improve social cohesion, nation building and the quality of life of all South Africans.
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8. PART A VALUES STRATEGIC OVERVIEW Value Common understanding
Accountability
Taking responsibility for actions and decisions.
Batho Pele
Putting people first.
Dedication
Going beyond the call of duty and committing to service excellence.
Innovation
Finding creative solutions.
Integrity
Doing the right things even when not watched.
Transparency
Being open to scrutiny.
Teamwork
Demonstrating inclusively in delivery.
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9. Constitution of the Republic of South Africa, Act 108 of 1996
CONSTITUTIONAL, LEGISLATIVE & POLICY MANDATE
Constitution & Acts
Constitution of the Republic of South Africa, Act 108 of 1996
National Sport and Recreation Act, 1998 (Act no 110 of 1998 as amended)
Public entities
The SA Institute for Drug-Free Sport, established through the South African Institute for Drug-Free Sport Act, 1997 (Act No 14 of 1997); and
Boxing South Africa (BSA) established through the South African Boxing Act, 2001 (Act No 11 of 2001).
The Public Finance Management Act guides all financial activities of SRSA.
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10. Core business function of the Department
PART A
CONSTITUTION & LEGISLATION
Core business function of the Department
SRSA has a legislative responsibility to take overall responsibility for Sport and Recreation in South Africa. It is envisaged that the role of the Department will be sharpened in line with the current imperatives and in line with the new Road Map
The Department will ensure that effective partnerships are in place with other implementers of sport and recreation such as Provinces and Municipalities as well as the Confederation and Sports Federations.
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11. Core business function of the Department
PART A
CONSTITUTION & LEGISLATION
Core business function of the Department
Furthermore, the Department will support those responsible for delivery with available resources. The Department will also monitor the implementation of projects and evaluate results to ensure that it delivers value for public funding as well as to feed back into policy development.
The NSRA provides for the Department to enter into service level agreements with National Federations to be able to oversee and monitor the implementation of policies by the National Federations in the country.
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12. Bills to be passed and monitored SA Combat Sports Bill
PART A
LEGISLATION
Bills to be passed and monitored
SA Combat Sports Bill
2nd National Sport and Recreation Amendment Bill
SA Boxing Repeal Draft Bill
Regulations to be promulgated
Safety at Sports and Recreational Events Regulations
Fitness Regulations
Recognition of Sport and Recreation Bodies Regulations
Funding of Sport and Recreation Bodies Regulations
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13. PART A
PERFORMANCE ENVIRONMENT cont
International
The Department has built valuable relationships with its counterparts internationally.
Our leadership among world sports bodies has strengthened over the last six years.
SRSA will protect this reputation and strengthen it even more with a view of securing more resources for South African sport.
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14. PART A United Nations (UN)
PERFORMANCE ENVIRONMENT
United Nations (UN)
UN Resolution 58/5 requires from Governments to promote the role of sport and physical education for all when furthering their development programmes and policies, to advance health awareness, the spirit of achievement and cultural bridging and to entrench collective values.
The UN General Assembly has also adopted a series of resolutions on Sport for Development and Peace.
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15. Olympic Sport Convention
PART A
PERFORMANCE ENVIRONMENT
Olympic Sport Convention
In October 2010 the First World Olympic Sport Convention was held in Mexico. At this Convention it was stated among others that:
“That the National Olympic Committees and
Governments need to work together to foster the harmonious development of all individuals through sport, with the objective of achieving a healthy and physically active society.”
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16. SRSA activities in Outcome 12 (b)
PART A
PERFORMANCE ENVIRONMENT cont
Government
SRSA will fulfill its responsibilities to make contributions to the relevant strategic outcomes identified in the Government’s MTSF.
SRSA activities in Outcome 12 (b)
In terms of Government’s 12 outcomes, SRSA is a delivery partner for an efficient, effective and development oriented public service and an empowered, fair and inclusive citizenship (outcome 12).
To this end, it will harness the benefits of sport to enrich social capital and ultimately contribute towards an empowered, fair and inclusive citizenship.
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17. SRSA activities in Outcome 12 (b) cont.
PART A
PERFORMANCE ENVIRONMENT cont
SRSA activities in Outcome 12 (b) cont.
In 2011, the department will also start implementing cooperative programmes with the Department of Arts and Culture to build social capital and foster social cohesion.
Parliament
During sessions at the Portfolio Committee on Sport and Recreation and the Select Committee on Education and Recreation of the National Council of Provinces, Members of Parliament provided the Department with important strategic areas that were considered when updating this strategic plan.
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18. PART A
STRATEGIC EMPERATIVES
1. Transformation
More dedicated efforts by all role-players are required and SRSA must set the example through the effective implementation of identified activities aimed at fast tracking this process.
2. School sport
School sport has a valuable contribution to make to the development and transformation of the South African society as well as sport in the country.
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19. 3. Institutional mechanisms 3.1 Facilities
PART A
STRATEGIC EMPERATIVES
3. Institutional mechanisms
3.1 Facilities
Government has a responsibility to change the unevenness and skewed picture of facilities distribution in SA as access to facilities & amenities is the constitutional right of all South Africans.
3.2 Sport Councils
There is a need for a structured way for sport and recreation development from the grassroots level upwards.
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20. 3. Institutional mechanisms 3.3 Academies
PART A
STRATEGIC EMPERATIVES
3. Institutional mechanisms
3.3 Academies
The academy system is not functioning optimally and this hinders addressing the demographics of our national teams by accelerating the development of talented athletes from the disadvantaged groups.
3.4 Coaching
Coaching and the development of sporting skills are key elements in any successful sport system.
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21. PART A 4. Mass Mobilisation 4.1 Youth camps
STRATEGIC EMPERATIVES
4. Mass Mobilisation
4.1 Youth camps
Youth gatherings, networks and programmes can help to empower and promote the inclusion of disadvantaged youth especially, disabled youth, out of school youth, youth at risk, girl children, unemployed youth and rural youth.
4.2 Job creation
All Government departments are required to put appropriate programmes in place and establish the right environment for the creation of decent and sustainable jobs in every way possible. SRSA must draw on the collective energies of the sport sector to achieve that vision.
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22. PART A 4. Mass Mobilisation 4.3 Communication
STRATEGIC EMPERATIVES
4. Mass Mobilisation
4.3 Communication
There is a need for an interactive, and penetrating communication strategy that will lead the flagging of government sport and recreation successes and challenges.
4.4 Mass Participation
MP remains the fundamental base for progressive sport development. There is still insufficient participation of communities in sport across the age spectrum; a lack of access to available resources; insufficient structures to encourage participation; barriers to participation (e.g. transport and facilities).
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23. PART A
STRATEGIC EMPERATIVES
5. Recreation
Recreational opportunities can provide personal benefits such as self fulfillment and developing personal relationships, as well as social benefits such as improving social integration, developing community and cultural identity.
The department has a responsibility to ensure that opportunities are provided for more people to participate in an attempt to address the challenges of the high incidences of lifestyle diseases
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24. PART A
STRATEGIC EMPERATIVES
6. Funding
There are huge disparities in the distribution and disbursement of sport and recreation lottery funding to different stakeholders in sport and recreation.
The department will intensify its oversight of national sport federations to achieve maximum impact from public funds.
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25. PART A
ORGANISATIONAL ENVIRONMENT
Personnel
The department has an establishment of 220 posts. The number of posts filled increased from 191 in 2007/08 to 193 in 2010/11 and is expected to increase to 206 over the medium term.
A draft functional structure was developed in 2010 but needs to be reviewed in 2011 following the new strategic initiatives documented in the SRSA Road Map and the finalization of the National Sports Plan.
Building
The department experiences serious space and health and safety implications within the current building. The present lease agreement comes to an end in October This issue is receiving urgent attention.
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26. Strategic goal 1: Transformation
PART A
STRATEGIC OUTCOME ORIENTATED GOALS
Strategic goal 1: Transformation
Goal statement: To lead the process of sport transformation informed by a clearly articulated conceptual and contextual framework.
Strategic goal 2: School sport
Goal statement: To ensure that school sport is offered in all schools in South Africa.
Strategic goal 3: Institutional mechanisms
Goal statement: To ensure that institutional mechanisms are in place that provide equal access at all levels of participation in sport and recreation.
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27. Strategic goal 4: Mass mobilisation
PART A
STRATEGIC OUTCOME ORIENTATED GOALS
Strategic goal 4: Mass mobilisation
Goal statement: To contribute to social cohesion and employment opportunities through mass mobilization in sport and recreation.
Strategic goal 5: Recreation
Goal statement: To contribute to a healthy lifestyle through the provision of recreation programmes.
Strategic goal 6: Funding
Goal statement: To institute a funding model to effectively enable the implementation of sport and recreation programmes.
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28. Strategic goal 7: High performance sport
PART A
STRATEGIC OUTCOME ORIENTATED GOALS
Strategic goal 7: High performance sport
Goal statement: Ensure that high performance systems are in place that will enable more athletes, coaches, technical officials and administrators to reach national and international standards and that will contribute to an improvement in our international rankings.
Strategic goal 8: Effective & efficient administrative support
Goal statement: Improve governance and the delivery of sport and recreation by means of effective and efficient administrative support systems and adequate resources.
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29. Strategic goal 9: Well governed sports community
PART A
STRATEGIC OUTCOME ORIENTATED GOALS
Strategic goal 9: Well governed sports community
Goal statement: A well governed sports community through the development of national policies and guidelines for sport and recreation in the country.
Strategic goal 10: Inter and intra governmental cooperation
Goal statement: Utilise the potential of sport and recreation to achieve government priorities through cooperation with identified international, national, provincial and local government departments.
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30. RESOURCE CONSIDERATIONS
The spending focus over the MTEF period will continue to be on promoting mass participation in sport and recreation, mainly through the mass sport and recreation participation programme grant, and on the development of sport at various levels by supporting school sport, club development and sport federations.
Expenditure decreased from R5 billion in 2007/08 to R1.3 billion in 2010/11, at an average annual rate of 37.1%. The decrease was mainly due to the upgrade and construction of stadiums for the 2010 FIFA World Cup being completed.
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31. The 2011 Budget allocates an additional R205.7 million
RESOURCE CONSIDERATIONS
The 2011 Budget allocates an additional R205.7 million
over the MTEF period, of which:
R7.6 million is for improved conditions of service
R136 million is for increased support to national sport federations
R40 million is for increased municipal and accommodation charges
R16.5 million is for new office accommodation
R5.5 million is for increased operational costs at Boxing South Africa.
Although some of the strategic goals could be pursued through voted funds and the conditional grant an increase in the baseline allocation to SRSA is required to achieve all the strategic goals.
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32. The aim of SRSA is to maximise access, development
PART B
STRATEGIC OBJECTIVES
Aim:
The aim of SRSA is to maximise access, development
and excellence at all levels of participation in sport
and recreation to improve social cohesion, nation
building and the quality of life of all South Africans.
Programme 1: Administration
Purpose: Management, strategic and administrative
support services.
Sub-programme: Ministry
Strategic objective: To support the Minister and Deputy Minister to enable them to exercise their
legislative powers to oversee the development and management of sport and recreation in the country.
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33. Sub-programme: Office of the DG
PART B
STRATEGIC OBJECTIVES
Sub-programme: Office of the DG
Strategic objective: To ensure governance and
administrative support to SRSA and to improve
compliance to government prescripts.
Sub-programme: Strategic & Executive Support
Strategic objective: To facilitate coherent policy
development, strategic planning, monitoring and
evaluation systems.
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34. Sub-programme: Internal Audit
PART B
STRATEGIC OBJECTIVES
Sub-programme: Internal Audit
Strategic objective: To evaluate and improve the
effectiveness of governance, risk management and
controls within SRSA.
To provide a structured approach on the identification
and management of risk to ensure the achievement of
the SRSA objectives.
Sub-programme: Corporate Services
Legal Services
Strategic objective: To support sport and recreation
governance by proper legislative mandate and legal
advice.
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35. Sub-programme: Corporate Services Labour Relations
PART B
STRATEGIC OBJECTIVES
Sub-programme: Corporate Services
Labour Relations
Strategic objective: To build sound labour relations
and integrity in SRSA through effective conflict
management.
Auxiliary Services
Strategic objective: To provide infrastructure and
office support services to SRSA staff.
Information Technology
Strategic objective: To provide up to date, reliable
and efficient ICT and knowledge management systems.
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36. Sub-programme: Corporate Services Marketing and Communications
PART B
STRATEGIC OBJECTIVES
Sub-programme: Corporate Services
Marketing and Communications
Strategic objective: To promote SRSA through
communication, marketing and information
frameworks.
Human Resources
Strategic objective: To develop, implement and
maintain human resources policies and procedures to
ensure competent and productive human capital within
SRSA.
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37. Sub-programme: Chief Financial Officer Finance
PART B
STRATEGIC OBJECTIVES
Sub-programme: Chief Financial Officer
Finance
Strategic objective: To administer financial resources
allocated to SRSA and to ensure compliance to
legislative frameworks.
Supply Chain Management
Strategic objective: To implement a transparent, fair procurement and asset management system
compliant with regulations.
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38. Programme 2: Sport Support Services
PART B
STRATEGIC OBJECTIVES
Programme 2: Sport Support Services
Purpose: Support recognised sport and recreation
bodies and public entities, and monitor and report on
their performance.
Sub-programme: Sport and Recreation Service
Providers
Strategic objectives:
To provide support to recognised national sport and recreation, NGOs and public entities to enable them to deliver on government mandate.
To provide support to the recognised sports confederation to enable it to deliver on the government mandate.
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39. Programme 2: Sport Support Services Sub-programme: Club Development
PART B
STRATEGIC OBJECTIVES
Programme 2: Sport Support Services
Sub-programme: Club Development
Strategic objective:
To increase levels of participation in sport by all South Africans in providing a vehicle for integrating them into the mainstream programmes of federations.
Sub-programme: Education and Training
Strategic objectives:
To coordinate and facilitate the development and implementation of an education & training strategy.
To coordinate and facilitate the development of capacity building programmes and maintain a data base of trained sport and recreation persons.
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40. Programme 2: Sport Support Services Sub-programme: Scientific Support
PART B
STRATEGIC OBJECTIVES
Programme 2: Sport Support Services
Sub-programme: Scientific Support
Strategic objective:
To contribute to sports development and the transition of mass participation programme to high performance athletes through scientific support services.
To contribute to a more ethical sports community.
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41. Programme 3: Mass Participation
PART B
STRATEGIC OBJECTIVES
Programme 3: Mass Participation
Purpose: Create an enabling environment and
provide support to increase the number of participants
in sport and recreation in South Africa.
Sub-programme: Community Mass Participation
Strategic objectives:
To increase and sustain the number of new and regular participants in the sport and recreation development continuum in particular the disadvantaged and marginalised groups, including women, children, youth, older persons, people with disability, and people living in rural areas.
Sustain the legacy associated with the 2010 FIFA World Cup.
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42. Programme 3: Mass Participation Sub-programme: School Sport
PART B
STRATEGIC OBJECTIVES
Programme 3: Mass Participation
Sub-programme: School Sport
Strategic objectives:
To increase and sustain the number of participants in the sport and recreation development continuum in particular educators,children and youth with emphasis on girls, young people with disability and schools in priority rural communities.
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43. Programme 4: International Liaison and Events
PART B
STRATEGIC OBJECTIVES
Programme 4: International Liaison and Events
Purpose: Coordinate inter- and intra-government
sport and recreation relations and support the hosting
of identified major events.
Sub-programme: International Liaison
Strategic objectives:
Manage and strengthen government-to-government and multi-national relations and their outcomes at both national and international levels.
To leverage donor funding to support the strategic goals of SRSA.
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44. Programme 4: International Liaison and Events
PART B
STRATEGIC OBJECTIVES
Programme 4: International Liaison and Events
Sub-programme: Major Events
Strategic objectives:
Coordinate and manage government’s support services for bidding and/or hosting identified major events.
Promote SA as a desired sports tourist destination through supporting identified events, exhibitions and conferences.
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45. Programme 5: Facilities coordination
PART B
STRATEGIC OBJECTIVES
Programme 5: Facilities coordination
Purpose: Facilitate the provision and management of
sustainable sport and recreation facilities.
Sub-programme: Planning and Advocacy
Strategic objective:
To improve participation opportunities available to South Africans by lobbying municipalities to build sport and recreation facilities through the MIG and Urban Settlements Development Grant funding.
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46. Programme 5: Facilities coordination Sub-programme: Technical Support
PART B
STRATEGIC OBJECTIVES
Programme 5: Facilities coordination
Sub-programme: Technical Support
Strategic objective:
To ensure compliance to national sport and recreation facility norms and standards by providing technical support to municipalities and other stakeholders involved in constructing and maintaining sport and recreation facilities.
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47. PART B
RISK MANAGEMENT
Key risks of each Programme within SRSA have been identified, with current management initiatives and future action to improve control deficiencies noted by management.
A breakdown of the key risks per Programme is displayed in the Strategic Plan, with management’s initiatives (current controls and future management action) in circumventing risk exposures of these key risks.
Target dates and persons responsible for implementation of the future management actions will be discussed, identified and agreed with management.
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48. Plans for the Mass Participation and Sports Development Grant
PART C
LINK TO OTHER PLANS
Conditional Grant
Plans for the Mass Participation and Sports Development Grant
Purpose of Grant:
To facilitate mass participation within communities and schools through selected activities, empowerment of communities and schools in conjunction with relevant stakeholders.
Performance indicator:
5 million people participating in the programme in 2011/12.
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49. South African Institute For Drug-free Sport Mandate:
PART C
LINK TO OTHER PLANS
Public Entities
South African Institute For Drug-free Sport
Mandate:
SAIDS promotes participation in sport without the use of prohibited performance enhancing substances and methods, and educates sportspeople on fair play and the harmful effects of doping.
Boxing South Africa
BSA administers professional boxing, recognises amateur boxing, creates synergy between professional and amateur boxing, and promotes interaction between associations of boxers, managers, promoters, trainers.
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50. THANK YOU
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