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SRSA STRATEGIC PLAN 2011 - 2015

SRSA STRATEGIC PLAN 2011 - 2015. PRESENTED TO THE PORTFOLIO COMMITTEE ON SPORT & RECREATION 22 March 2011. 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

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SRSA STRATEGIC PLAN 2011 - 2015

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  1. SRSA STRATEGIC PLAN 2011 - 2015 PRESENTED TO THE PORTFOLIO COMMITTEE ON SPORT & RECREATION 22 March 2011 SRSA

  2. 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 SRSA

  3. 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. SRSA

  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. SRSA

  5. INTRODUCTION • In the 2011-2015 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. SRSA

  6. INTRODUCTION cont • The 2011-2015 Strategic Plan of SRSA encompasses the sustained agenda for sport and recreation, as tabled in the 2009-2013 and the 2010-2014 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. SRSA

  7. 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. SRSA

  8. PART A STRATEGIC OVERVIEW VALUES SRSA

  9. 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. SRSA

  10. 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. SRSA

  11. PART A CONSTITUTION & LEGISLATION • Core business function of the Department • Furthermore, the Department will support those responsible for delivery with availableresources. 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. SRSA

  12. 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 SRSA

  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. SRSA

  14. PART A 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. SRSA

  15. 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.” SRSA

  16. PART A PERFORMANCE ENVIRONMENT cont • Government • SRSA will fulfill its responsibilities to make contributions to the relevant strategic outcomes identified in the Government’s 2010-2015 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. SRSA

  17. 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. SRSA

  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. SRSA

  19. 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. SRSA

  20. 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. SRSA

  21. PART A 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. SRSA

  22. PART A 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). SRSA

  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 SRSA

  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. SRSA

  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 2011. This issue is receiving urgent attention. SRSA

  26. 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. SRSA

  27. 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. SRSA

  28. 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. SRSA

  29. 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. SRSA

  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. SRSA

  31. 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. SRSA

  32. 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. SRSA

  33. 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. SRSA

  34. 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. SRSA

  35. 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. Sub-programme: Corporate Services Auxiliary Services Strategic objective: To provide infrastructure and office support services to SRSA staff. Sub-programme: Corporate Services Information Technology Strategic objective: To provide up to date, reliable and efficient ICT and knowledge management systems. SRSA

  36. PART B STRATEGIC OBJECTIVES Sub-programme: Corporate Services Marketing and Communications Strategic objective: To promote SRSA through communication, marketing and information frameworks. Sub-programme: Corporate Services Human Resources Strategic objective: To develop, implement and maintain human resources policies and procedures to ensure competent and productive human capital within SRSA. SRSA

  37. 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. Sub-programme: Chief Financial Officer Supply Chain Management Strategic objective: To implement a transparent, fair procurement and asset management system compliant with regulations. SRSA

  38. 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. SRSA

  39. 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. • Programme 2: Sport Support Services • 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. SRSA

  40. 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. SRSA

  41. 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. SRSA

  42. 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. SRSA

  43. 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. SRSA

  44. 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. SRSA

  45. 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. SRSA

  46. 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. SRSA

  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. SRSA

  48. 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. SRSA

  49. 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 • Mandate: • BSA administers professional boxing, recognises amateur boxing, creates synergy between professional and amateur boxing, and promotes interaction between associations of boxers, managers, promoters, trainers. SRSA

  50. THANK YOU SRSA

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