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ROLL-OUT OF NATIONAL SPORT & RECREATION PLAN Role & Function of University Sport


SCOPE • As per the request, the presentation will seek to facilitate a discussion around the role & function of University Sport in the roll-out of NSRP • It will consider that, based on the ‘three pillars of implementation’, i.e. Active Nation, Winning Nation & Enabling Environment. • It will further draw specific reference to the relationship between SRSA, SASCOC, USSA & National Federations to ensure the achievement of VISION 2030 SRSA



VISION 2030 • A sport and recreation sector working together, in line with agreed upon roles and responsibilities, and committed to successfully implementing the NSRP. • An effective and adequately resourced sports system that meets the needs of sports people at all levels of participation and that allows for the equitable delivery of school sport, recreation and competitive sport. • Physical education compulsory in school curriculums and implemented in all schools. • Sustainable talent identification, nurturing and development programmes contributing to transforming the demographic of the sports sector. SRSA

VISION 2030 • Overall transformation of the delivery of sport achieved with equal access and increased participation of women, youth and people with disabilities in sport and recreation. • Sufficient and accessible sports facilities that are well maintained and fully utilised by communities. • Inclusion of sport and recreation in Local Economic Development Plans and Municipal Integrated Development Plans (IDPs). • An increased number of suitably skilled and qualified sports practitioners to meet the human resource and capacity needs of the sector. SRSA

VISION 2030 • South Africa acknowledged as a leader in world sport and recreation, including its contribution to sports research. • At least 50% of all South Africans participating in sport or active recreation. • 80% of the priority NFs attaining and/or maintaining the top 3 positions in world rankings. • Increased levels of national unity (as experienced during the 2010 FIFA World Cup) and socially cohesive communities. • Good corporate governance in SA sport. SRSA

VISION 2030 • South Africa acknowledged as a leader in world sport and recreation, including its contribution to sports research. • At least 50% of all South Africans participating in sport or active recreation. • 80% of the priority NFs attaining and/or maintaining the top 3 positions in world rankings. • Increased levels of national unity (as experienced during the 2010 FIFA World Cup) and socially cohesive communities. • Good corporate governance in SA sport. SRSA

VISION AND MISSION In working towards the achievement of the 2030 ideal sports system, the following vision and mission will be pursued: VISION • An active and winning nation. MISSION • “To transform the delivery of sport and recreation by ensuring equitable access, development and excellence at all levels of participation and to harness the socioeconomic contributions that can create a better life for all South Africans” SRSA

CORE VALUES CORE VALUES  Accessibility  Athlete-centeredness  Coach-driven  Equitability  Ethics  Excellence  Fairness  Shared leadership  Unified purpose SRSA


NSRP as it provides details of the 3 core pillars of implementation: (1) active nation (2) winning nation (3) enabling environment. These pillars are underpinned by transversal issues and utilising sport as a tool to achieve national and global priorities.


National Sport & Recreation Plan SECTION 2: NATIONAL SPORT PLAN

Strategic Goal 1: Active Nation


Strategic Goal 2: Winning Nation

Strategic Goal 3: Enabling Environment

ACTIVE NATION No country can expect to achieve and sustain success at the elite level without a strong participation base in the community. Through AN ACTIVE NATION, focus is on the following a) ACTIVE RECREATION b) SCHOOL SPORT c) TARGETED PROMOTION CAMPAIGNS‌. SRSA

WINNING NATION In developing a winning nation it is important to improve international sports successes by supporting athletes at all levels of participation. a) Athlete talent identification, confirmation and development talented system. b) Support programmes for athletes & coaches. c) Opportunities for domestic competitions. d) Opportunities for international competitions. e) Reward & recognition system. SRSA

ENABLING ENVIRONMENT An active and winning nation requires an enabling environment a)



Club structure.


Sports councils.


Forum & platforms for athletes




Administrators and technical officials.


Academy system.

h) Administrative & governance support for NF i)

Sports Information Centre.


Education and training programmes.


Volunteers Corp


Strategic international Relations.

m) Financial resources n) Broadcasting and sponsorship SRSA

TRANSVERSAL ISSUES Integral to campaigning for and supporting an active and winning nation are five transversal issues which permeate every building block of the NSRP a) Transformation initiatives. b) Prioritising sporting codes c) High values and ethical behaviour. d) Alignment of boundaries (geo-political boundaries) e) Clear guidelines on amateur and professional sport SRSA

SPORT AS A TOOL Sport as a tool to support and achieve a diverse range of national and global priorities with the following strategic objectives: Sport tourism Sport as catalyst for peace and development. Sport for sustainable for environment Sports economy Sport as enabler for job creation Sport as catalyst for social cohesion, nation-building & patriotism Sport for building a healthy nation SRSA

National Sport & Recreation Plan TRANSVERSAL ISSUES

Transformation Priority codes Ethical behaviour Geo-political boundaries Professional vs amateur sport SRSA

SPORT FOR LIFE- LTDP The NSRP provides for the different stages of a long term participant development plan. Sport System Alignment and Integration The need arises in part from the declining international performances of South African athletes in some sports and the difficulty other sports are having in identifying and developing the next generation of internationally successful athletes. In addition, participation in recreational sport and physical activity has been declining and physical education programs in the schools are being marginalized. SRSA

National Sport & Recreation Plan SPORT AS A TOOL

Sports Tourism

Sport for Peace & Development

Sport and the Environment

Priorities of Government SRSA

National Sport & Recreation Plan TRANSFORMATION CHARTER AND SCORE CARD •Part 1: Moral and strategic reasons for transformation •Part 2: Transformation charter •Part 3: Multi-dimensional transformation scorecard and measurement system •Part 4: Commitment to the transformation charter 0-50% ACHIEVED


51%-75% ACHIEVED

76%-100% ACHIEVED

SPORT FOR LIFE- LTDP SAS4L - LTPD is a vehicle for change. It differs from other athlete development models because it acknowledges that physical education, school sports, competitive sports, and recreational activities are mutually interdependent. LTPD also positively affects the quality of training and competition by taking into consideration factors such as developmental age and the sensitive periods of accelerated adaptation to training - optimal trainability. It builds athletic ability beginning with a foundation of fundamental movement skills and introduces fitness and sport skills at the appropriate developmental age. SRSA

LTDP LTPD consists of 7 stages. The first 3 encourage physical literacy and sport for all: 1. Active Start 2. FUNdamentals 3. Learning to Train The next 3 focus on excellence: 4. Training to Train 5. Training to Compete 6. Training to Win The final stage encourages lifelong physical activity: 7. Active for life SRSA

LTDP Systems alignment and integration




UNDERSTANDING USSA On 27 May 1998, the National Department of Sport and Recreation released the White Paper on Sport and Recreation which determines that: “The recognized co-coordinating body for the organization of sport at tertiary education level is SASSU (South African Student Sports Union). SASSU’s functions include the following: A) Implementation of government policy on sport and recreation at tertiary level; B) Its core business involves sharing of its specialized resources (both human and infra-structural) with the community, maximizing participation and co-ordinating intra- and inter-institutional competitions;


UNDERSTANDING USSA C) Making representations to the macro-bodies (NSC & NOCSA) and relevant government departments, with respect to tertiary sport; D) Liaising with national and provincial federations with respect to tertiary sport; E) Liaising with its international parent body, the International University Sports Federation (FISU); F) Facilitating South Africa’s participation at international tertiary education institution sports events.�


SASSU BECOMES USSA In April 2008, SASCOC agreed that university sport should continue to exist independently in its current format and that the name of SASSU is changed to University Sport South Africa (USSA). USSA to proceed as the official national co-ordinating umbrella sports structure for the regulation and organisation of all university sports activities in South Africa SASCOC to take responsibility for the preparation and delivery of teams to all high performance multi-coded international events, i.e. FISU Universiades, FASU and CUCSA Games. USSA in association with National Federations to remain responsible for the preparation and delivery of teams that will participate in individual FISU World University Championship events. SRSA

SA HIGHER EDUCATION The new government drove a radical restructuring of higher education aimed at making it stronger and more focused and efficient. The binary divide was dismantled, and the number of institutions was cut from 36 to 23 through mergers and campus incorporations involving most institutions. The new landscape comprises three types of institutions: • ‘traditional’ research-focused universities, • universities of technology, • ‘comprehensive’ universities (combining academic & vocational education)



Student numbers have nearly doubled in the past 16 years, from 473 000 in 1993 to some 799 658 in 2008, according to DBE figures. Following the advent of democracy, Universities were required to enrol many more students of all racial groups and build a student body that more accurately reflected South Africa’s demographic make-up. Expanding student numbers and improving access to higher education for disadvantaged black people was seen as key to overcoming apartheid inequalities, creating a stable society and producing ht high level skills needed to drive economic growth. SRSA




• 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. SRSA




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. SRSA


• 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.



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 ensures 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.



Core business function of the Department • Furthermore, the Department supports those responsible for delivery of Sport & Recreation with available resources. • The Department also monitors 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 SRSA Federations in the country.

TERTIARY INSTITUTIONS • Recreation: Basic sports capacity development and community outreach. Support the delivery of community outreach programmes. • School sport: Encourage students at tertiary institutions and sports legends to do volunteer work in school sport. • TID: Compile and distribute generic guidelines for TID. Compile and distribute sports specific TID guidelines for the priority code.


Invest adequately in talent development to support an optimal, integrated talent development pathway to turn potential into excellence within a unified sports development continuum.

TERTIARY INSTITUTIONS • Athlete and coach support programme: Maintain sports science guidelines applicable at the different levels of the development continuum that are aligned to world best practices. • Academy system: Establish partnerships with tertiary institutions to effectively support high performance sport. Establish Centres of Specialisation for identified NFs. • Sports information centre: Ensure that a well managed, one-stop sports information resource base is in place.


Initiate and conduct relevant sport and recreation research that is nationally coordinated.

WAY FORWARD • The NSRP was approved by Cabinet on 3 May 2012 and these documents will now be printed and distributed to all stakeholders. • NSRP must be costed. • There is a major challenge awaiting the role-players to ensure that theory can indeed be turned into practice. • Due to its broad application the NSRP will be implemented in consecutive phases. A thematic approach will be followed with relevant themes being adopted each year. The focus of the 2012/13 financial year is school sport. SRSA

NSRP: 2012 PRIORITIES •Recreation •School sport •Talent identification and development •Clubs •Sport councils •Academy system •Transformation •Priority codes •Sport for peace and development •Sport and the environment •Sport and National Government Priorities •Financial resources •Participation promotion campaigns THEME FOR 2012 – SCHOOL SPORT SRSA

NSRP: 2013 PRIORITIES •Athlete and coach support programme •Facilities •Athletes’ Commission •Coaches’ Commission •Administrators and Technical Officials’ Commission •Sports house •Education and training •Sports broadcasting and sponsorships •Geo-political sport boundaries •Amateur vs professional sport •Ethical environment •Sports tourism


NSRP: 2014 PRIORITIES •Domestic competitions •International competitions •Recognition system •Sports information centre •Volunteers •International relations


WAY FORWARD (Cont.) • All stakeholders to align their strategic and business plans with the NSRP. • The implementation of the NSRP must be accompanied by a clearly defined M&E plan. • Sign collaborative agreements with stakeholders that can assist with the implementation of the NSRP. • Organise a special event for launching the finalised NSRP and the signing of the SLAs. • Appointed Transformation Commission to report to the Minister. SRSA

• NSRP to be evaluated at 2012 SASRECON.

POSSIBLE CONSEQUENTIALS • A review of the legal framework of the South African sport system and the Articles of Association of SASCOC. • Revised role demarcation at macro level. • Improved institutional mechanisms – restructuring. • A new aligned funding model. • A Charter for South African sport and recreation.


CONCLUSION The approval of the NSRP paves the way for South Africa to have for the first time:


A single national sport and recreation plan with specific activities.

A well designed and operational development continuum supported by skilled human resources.

A clear demarcation of roles and responsibilities.

Transformation addressed in a holistic way.

A unified funding mechanism.

All role-players working towards the same objectives.

Thank you!


SRSA Presentation  
SRSA Presentation  

Scope As per the request, the presentation will seek to facilitate a discussion around the role & function of University Sport in the roll-...