SPORT AND RECREATION IN SOUTH AFRICA
A National Policy Framework
"Getting the nation to play"
DRAFT WHITE PAPER
DEPARTMENT OF SPORT AND RECREATION
Republic of South Africa
PRETORIA
APRIL 1995
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INDEX
PREAMBLE
CHAPTER 1
1. INTRODUCTION
1.1 BACKGROUND INFORMATION
1.2 TWO SOUTH AFRICAS IN SPORT
1.3 DEPARTMENT OF NATIONAL EDUCATION (SPORT ADVANCEMENT)
1.4 DEFINING SPORT
1.5 SPORTS ENVIRONMENT
1.6 SPORTS FORUM
1.7 WHITE PAPER
CHAPTER 2
2. HUMAN RESOURCES
2.1 INTRODUCTION
2.2 SPORTS DEVELOPMENT CONTINUUM
2.2.1 FOUNDATION
2.2.1.1 Physical education and school curricula
Resolution 1
2.2.1.2 Training of teachers and sports leaders
Resolution 2
2.2.1.3 Delivery system for sport
Resolution 3
2.2.1.4 Motivating children to move to higher levels
of the sports development continuum
Resolution 4
2.2.2 PARTICIPATION
2.2.2.1 Information on sport to increase awareness
opportunities
Resolution 5
2.2.2.2 Effective planning for such opportunities
2.2.2.3 Provision and encouragement of human resources
2.2.2.4 Support expertimental projects on participation
2.2.2.5 Continuous advocacy of the importance of
sport and resultant opportunities
Resolution 6
2.2.3 PERFORMANCE AND EXCELLENCE
2.2.3.1 Acceptance of importance of elite sport
2.2.3.2 Total vs selective support
2.2.3.3 Need for good and consistent planning
2.2.3.4 Provision of coaching and coaches education
2.2.3.5 Specialist support services
2.2.3.6 Integrated delivery system
2.2.3.7 Increased human and financial resources
2.2.3.8 International exchange
Resolution 7
CHAPTER 3
3. PHYSICAL RESOURCES
3.1 FOUNDATION
3.1.1 Indoor facilities
3.1.2 Outdoor facilities
3.2 PARTICIPATION
3.2.1 School facilities
3.2.2 Housing schemes
3.3 PERFORMANCE AND EXCELLENCE
3.3.1 Sports institute and academies
3.3.2 International competition
3.3.3 Service to Zone Vl
3.3.4 Training camps
3.3.5 Sports equipment
3.3.6 Sports Expo
3.3.7 Sports Trust
3.3.8 Disabled sport
3.3.9 Approach to creation of facilities
Resolution 8
CHAPTER 4
4. SPORT SUPPORT SERVICES
4.1 RATIONALISATION OF EXISTING INFRASTRUCTURE
4.2 NATIONAL LEISURE AND SPORTS ACADEMY (NLSA)
Resolution 9
CHAPTER 5
5. PHYSICAL RECREATION
5.1 BACKGROUND INFORMATION
5.2 DEFINING RECREATION
5.3 RECREATION POLICY
Resolution 10
5.4 BUILDING A NATION
5.5 RESEARCH AND INFORMATION
5.6 PROGRAMME AND SERVICE CONTENT
CHAPTER 6
6. DRAFT SUMMARY SPORTS POLICY 1995 TO 1999
6.1 INTRODUCTION
6.2 ASSUMPTIONS
6.3 DEPARTMENT OF SPORT AND RECREATION
6.4 UNLOCKING RESOURCES
Priority One
Priority Two
Priority Three
Priority Four
Priority Five
Priority six
Priority seven
PREAMBLE
Sport and Recreation are as old as the human race itself. As
social activities they have grown over the years and down the
ages to permeate the entire social fabric of any given society.
Sport in particular, developed to be a bridgehead to cross all
kinds of barrier lines, whether these be racial, ethnic,
linguistic, cultural, gender, or age. Its ability to transcend
all these boundaries springs from the natural and simple language
with which it expresses the ideals of the oneness of the human
specie.
It is, of course, a matter of record that in our own case sport's
prowess to unite the people of South Africa and build a
communality of interests and a sense of identification with one
another, was deliberately undermined by the apartheid system. It
is that system that sought to portray our athletes as racial or
ethnic categories, to be rewarded and denied in strict accordance
to their racial or ethnic background. It is that system that
denied the black athlete the space to develop as an athlete and
which ascribed the differentials that emerged between black and
white to the inferiority of the black athlete to the white
athlete.
Like in any other aspect of South African life, the black athlete
was relegated to the peripheral fringes of society, left there
to wilt and die. They did not die. They organised themselves,
played their sport in the conditions that apartheid has consigned
them to and engaged the system in a formidable struggle led to
the country being declared a polecat of the world by all
civilised nations.
In the meantime, the divide between black and white, male and
female, urban and rural, privileged and underprivileged, able
and disabled, had become part and parcel of the South African
sports scenario.
As South Africa enters into a new democratic dispensation, the
need to entrench that new democratic ethos in sport as part of
the transformation process for the upliftment of the quality of
life of all South Africans cannot be over-emphasised.
Sport is central to the achievement of every single one of the
aspirations, policies and principles that underpin the objectives
of the Government of National Unity. Notwithstanding the
deliberately contrived past from it emerges, it is now a united
force, ready to discharge its responsibility as a unifier, healer
of wounds, creator of work opportunities, booster of the national
image, promoter of national health, consolidator of international
ties, restorer of the culture of learning and teaching, redeemer
of the socalled marginalised youth, etc.
If this is what sport is destined to achieve to complement the
noble efforts of the Government, then sport is entitled to a far
more better treatment by the Government. In the apartheid era
more than 30 million South Africans were never taken into
any serious account when it come to sport and recreation. A new
era has now dawned in which the fortunes of those 30 millions
need seriously to be recognised in concrete terms. The catchment
area has widened and the resources must widen.
Must sport continue, even now, to be the step-child of the
Government.
1. CHAPTER I - INTRODUCTION
1.1 BACKGROUND INFORMATION
In order for the discussion that follows to be meaningful, the
following facts need to be borne in mind:-
(a) The peripheralisation of black sport from the
mainstream of South African sport, and the resultant
backlog in black development.
(b) The isolation of South African sport from international
sport at a formal level and its recourse to the rebel
sport route to make up for the loss.
(c) the use of Government resources by the apartheid state
to undermine the boycott of South African sport.
(d) the resilience of black sport notwithstanding, and the
consequent polarisation that saw black people cheering
any teams that engaged the "official" South African
teams.
As a result of the foregoing, sport in this country evolved along
the lines of two-South Africa's-in-one. All sport was organised
within umbrella bodies which tended to take two forms i.e. a
disadvantaged non-establishment sector, which was predominantly
black on the one hand, and an advantaged establishment sector on
the other hand, which was predominantly white.
1.2 TWO SOUTH AFRICAS IN SPORT
The establishment sector consisted of the South African National
Olympic Committee (SANOC), which catered for olympic sports
disciplines and the Confederation of South African Sport (COSAS),
which catered for non-olympic sport and whose predecessor was the
South African Sports Federation (SASF).
The non-establishment sector comprised the South African Council
on Sport (SACOS), which catered for both olympic and non-olympic
sport and which was preceded by the South African sports
Association (SASA) and the South African Non-Racial Olympic
Committee (SAN-ROC) before the latter went underground and
re-emerged outside the country.
The availability of resources to only the establishment group,
and the rebel tours that still took place, continued to widen the
gap between the two groups. The situation worsened with the lack
of clarity on what the establishment block had to do to redeem
themselves and/or to influence the powers that be.
1.2.1 NATIONAL SPORTS CONGRESS (NSC)
The non-establishment block was joined, in the early nineties by
the National Sports Congress (NSC) which positioned itself as a
body that was a home for members from both the old establishment
and nonestablishment blocks, who saw the merits of uniting sport
disciplines under single controlling bodies and developing these
in preparation for a South Africa beyond apartheid.
Initially the NSC also signalled their Olympic ambitions by
changing their name to the National and Olympic Sports Congress
(NOSC). However, the NOSC reverted to NSC when NOCSA was born
from the Olympic components of the NOSC, SACOS, SANOC, SAN-ROC
and COSAS.
It was through the efforts of the National Sports Congress that
organisations like the Commonwealth and the African Sports
Movement agreed to formulate the following pre-conditions to this
country's return to international competition:
(a) for each sports discipline to merge all existing controlling
bodies into one, on a nonracial basis
(b) for each national federation to have a viable
imbalance-reducing development programme aimed at providing
access to all the country's disadvantaged communities.
(c) for each national federation to enjoy the formal recognition
of its appropriate international federation.
The NSC's responsibilities, during the ensuing period, were to
facilitate the unification of South African sport, and to
formalise the development programmes in preparation for a
post-apartheid South Africa .
The NSC and COSAS later merged into the NSC which later renamed
itself the National Sports Council (NSC).
1.2.2 NATIONAL OLYMPIC COMMITTEE OF SOUTH AFRICA
In November 1990, the African Sports Movement convened a meeting
with South African Sports Administrators with the purpose of
accelerating the downfall of apartheid in South African sport as
well as to simultaneously establish a core for a credible
National Olympic Committee (NOC) for the country.
To this end a Committee of Ten was constituted, which was later
known as the South African Coordinating Committee. In turn it
transformed itself into the Interim National Olympic Committee
of South Africa (INOCSA). On acceptance by the International
Olympic Committee (IOC), INOCSA became the fullyfledged NOCSA.
The birth of NOCSA logically meant the death of SANOC and
SAN-ROC.
1.2.3 SOUTH AFRICAN COUNCIL ON SPORT (SACOS)
The South African Council on Sport formed part of the earlier
meetings leading to the birth of NOCSA, but decided to quit
negotiations before the formal inauguration of NOCSA and prior
to the merger between COSAS and the NSC.
With no recognised national federations affiliated to it, SACOS
cannot be considered to be a national player at this point in
time.
1.3 DEPARTMENT OF NATIONAL EDUCATION (SPORT ADVANCEMENT)
With the winding up of the original Department of Sport, the
Government's sports responsibilities were handled by the
Department of National Education, via its Sport Advancement
Section.
The Department of Education and Training (DET) also had an
out-of-school sport section which together with the relevant
sections of the House of
Representatives (HOR), House of Delegates (HOD) and Homeland
sports authorities, took care of all sport that was not catered
for under the Department of National Education (DNE).
Towards the end of 1992, the relationship between the recognised
sports umbrella bodies (NSC and NOCSA) and the DNE (Sport
Advancement) began to improve and the two groups co-operated in
instances like the following:
(a) Changing of the Boxing Act and the formation of the
Boxing Commissions.
(b) South Africa - Western Australia coaching interchange
project.
(c) Interpretation of the Howard Commission on Sports Pools,
Lottery and Sports Betting.
(d) Funding for administration and projects.
(e) Participation in the Barcelona Olympic Games.
(f) Sport-for-AII project.
(g) The DET-NSC Development Games and 1994 Sports
Administrators Course.
(h) Formation of a Drug Testing Agency called the Interim
Sports Drug Agency (ISDA).
(i) Participation in the 1994 Commonwealth Games.
1.3.1 STATE - SPORT PARTNERSHIP
It became clear that with no overall co-operation between State
and Sport, Government funding could not ensure that sports
objectives were met. The DNE began to add the NSC and NOCSA to
its list of clients and sought to consult them on sports matters.
The need for a policy on sport became imperative if the
imbalances that exist are to be redressed in any meaningful way.
The VISION FOR SPORT report, prepared by the NSC, is to date the
only attempt at Policy-making that sport has to offer for
redressing imbalances.
The re-establishment of a Department of Sport and Recreation, on
1 July 1994, separate from the Education Ministry, at national
level, is seen as formal acknowledgement by Government, of
sport's role in nation-building.
1.4 DEFINING SPORT
Broadly speaking, sport may be defined as any activity or
activities which require(s) a significant level of aerobic or
anaerobic involvement and in which participants engage in either
a structured or unstructured environment for the purpose of
declaring a winner or simply for relaxation, personal enjoyment,
satisfaction, physical health, emotional growth and development.
These activities may also involve, as a lead-up or recreational
pursuit, non-competitive exercise of the basic skills which may
also have one or more of the following additional
characteristics:
(a) Involving formal rules and procedures.
(b) Requiring tactics and strategies.
(c) Requiring specialised neuromuscular skills which can be
taught and learned.
(d) Requiring, in either training or performance, significant
involvement of large muscle groups.
(e) Involving, where repetition of standardised or required
movements or forms are included in competition, a high
degree of difficulty, risk or effort in such reproduction.
(f) Implying the deployment of coaching personnel trained in
both general subjects such as biomechanics, sport
psychology, nutrition, group dynamics, physiology, etc. as
well as special skills of the activity.
(g) Involving in its recreational mode one or more
participants.
(h) Involving degrees of physical or emotional risk.
(i) Involving in its primary activity, physical interaction of
participant and environment: air, water, ground, floor and
special equipment.
As part of our physical culture, sport contributes to the health,
well-being and identity of individuals, the community ad the
nation.
1.4.1 For the individual -
sport is an activity of personal expression. It is a physical
experience necessitating mental effort and has a strong emotional
component enabling individuals to express themselves physically,
experience the pleasure of play, self-development, personal
achievement and self-actualization. Sport is also about testing
oneself, learning, allowing the competitive spirit to flourish
in the pursuance of individual excellence and about winning. It
makes a significant contribution by teaching values, fair play,
teamwork and co-operation. It can enhance preparation of a
lifetime of being well, being active and being involved. It
teaches selfdiscipline, self-respect, respect for others,
competitive skills and behaviours.
1.4.2 In communities -
sport is the basis for social interaction, community building,
developing inter-cultural relationships and local pride,
collective activities of volunteering and planning sports events
and family outings around sport, community identity and cohesion.
It is part of daily family life. It is about raising children,
enjoying leisure time in family activities, playing a game with
schoolmates or co-workers, involving youth, competing with other
communities. Indeed, it is about fellowship.
1.4.3 For a nation -
sport contributes to unity and pride as the nation watches its
best sportspeople perform and act as ambassadors for the country.
Young people gain priceless knowledge as they travel, interact
with fellow countrymen and people of other cultures and value
sets, thereby developing respect, understanding and fellowship.
Sport helps a nation to build skills and behaviours essential in
this era of globalisation. It builds energy into the educational
system, thereby improving scholastic performances, discipline and
achievements of a country's youth. The presence of a nation's
sports people on the world stage contributes to the building of
a nation. The power of sport is real. A nation learns from sport
- understanding, tolerance, acceptance, respect, cultural
identity, the ability to share and experience without losing that
which makes each person unique and individual.
Sport pervades a country's life as part of its culture, economy,
entertainment, education system and leisure activity and develops
healthy lifestyles that translate into improved health,
well-being and self-esteem.
1.5 SPORTS ENVIRONMENT
The global direction and issues of sport are influenced by the
international and continental federations, the International
Olympic Committee, groupings of countries (e.g. Supreme Council
of Sport in Africa and the Council of Europe) and the actions of
individual countries. Global sport and value trends are also
affected by social and economic forces, viz. commercialisation,
the economic dynamics between developed and developing nations,
electronic media coverage and reporting.
South African sport policy and direction can therefore, not be
developed in isolation. While a South African approach to sport
has to be based on South African values and beliefs, our
geography, our communities, our history and heritage, the
national sports structure will also have to be responsive to the
global impact on South African sport. South Africa will thus have
to be involved with global sport, advocate South African
positions and support South African interests.
1.6 SPORTS FORUM
The Department of Sport and Recreation (DSR), NSC and NOCSA
presently constitute a Sports Forum which meets from time to time
to consult on sports matters in general and to formulate funding
recommendations for the Minister in particular.
It is envisaged that a similar arrangement will take place at
Provincial level between the Office of the Member of the
Executive Council (MEC's) responsible for Sport and the NSC
Provincial structures.
1.7 WHITE PAPER
It goes without saying that given the nation's priorities and
resources available, it is not possible to meet all the
expectations and needs that our bottom and top end sportspersons
have.
The policies to be developed are to be broad enough to enable
each of the following interest groups to identify their
individual roles:
(a) Department of Sport and Recreation (DSR) at national
level.
(b) Members of the Executive Council (MEC)
responsible for sport.
(c) Umbrella bodies (NSC, NOCSA) at national and regional
level.
(d) National federations.
(e) Local authorities.
(f) Parliamentary Portfolio Committees.
(g) Sports sponsors.
(h) Foreign missions.
(i) Other Government Departments.
This White paper is divided into six chapters, with the following
SMART (Specific, Measurable, Achievable, Realistic, Time-bound)
objectives, among others:
(i) To define, from the multitude of
priorities, the critical 20% that will
have an 80% impact, during the period 1994
to 1999.
(ii) To define an overall plan from which the various
interest groups, will establish their specific
responsibilities.
(iii)To determine a unit of measure against which actual
activities will be gauged.
(iv) To provide a signal that the needs of sport are taken
seriously by the Government.
(v) To allow for the desired networking of the various
Departments to ensure goal congruency.
(vi) To provide a blueprint aimed at "mobilising the nation
to play", while ensuring the promotion of health and
the reduction of crime i.e. "a child in sport, is a
child out of court".
The document ends with a draft Sports Policy, in chapter 6, which
will outline the Department's Five Year Plan, when a sound
foundation for a culture for sport will have been laid, in this
country.
2. CHAPTER II - HUMAN RESOURCES
2.1 INTRODUCTION
Human Resource Development (HRD) is as important in sport as it
is in any other sector of the country's economy. The need for
the fundamental transformation of our society envisaged in the
Reconstruction and Development Programme (RDP) has been
underscored by this country's eligibility for international
competition, and cannot be realised without people (players,
officials, administrators, sponsors and spectators).
In an effort to start higher on the learning curve than would
have been the case, the 1993 Vision For Sport Conference hosted
jointly by the NSC and the British Sports Council where the
Australian Sports Commission (ASC) was also in attendance,
confirmed the centrality of the Sports Development Continuum in
all sports planning.
2.2 SPORTS DEVELOPMENT CONTINUUM
(FOUNDATION-PARTICIPATION-PERFORMANCE-EXCELLENCE)
EXCELLENCE
PERFORMANCE
PARTICIPATION
FOUNDATION
This sports equivalent of the business Product Life Cycle (PLC)
is premised on the following pillars:
(a) That sport is an on-going activity that covers the
total life-span i.e. cradle to grave concept.
(b) That the human being reacts by restoring equilibrium
whenever disequilibrium exists. Once a need has been
created, for example, the human being will try to
satisfy that need. This principle can be applied in
encouraging participants to move to higher levels on
the Sports Development Continuum.
(c) That role models play a significant role in shaping
behaviour.
(d) That every human being is a potential participant and
the creation of a culture for sport depends on the
magnitude of the conversions of non-participants into
participants.
2.2.1 FOUNDATION
The bottom level of the Sports Development Continuum is the
advocacy level. The key issues on foundation, in respect of Human
Resources include
* physical education and school curricula;
* training of teachers and sports leaders;
* creation of delivery systems for physical education and
sport; as well as
* encouragement that is aimed at motivating children to move
to higher levels e.g. participation etc.
2.2.1.1 PHYSICAL EDUCATION AND SCHOOL CURRICULA
As a result of the disparities in resources made available to
sports (Paragraph 1.2), the attention give to the integration of
Physical Education in the school curricula differed between the
establishment and the non-establishment sectors.
Black schools treated Physical Education periods as merely
Physical Training sessions at best and free periods at worst.
School principals made no effort to enforce the sports
responsibilities of sports masters and sport started to collapse
at this level. Formal inter-school competitions also became
exceptions rather than the rule.
The failure to establish Sport and Recreation portfolios,
separate from other Departments, in the new provincial
governmental dispensation, is expected to have a negative effect
on efforts to not only reintroduce but also to rekindle Physical
Education at school level. Negotiations, between the Sport and
Recreation and Education Ministries, at national level, regarding
the reintroduction of Physical Education at Black schools are
presently underway.
Resolution 1 - Physical Education
The DSR shall ensure that at each Province the Office of the MEC
responsible for sport meets with the MEC responsible for
Education (where the two are not responsible for both
Departments) to:
* reintroduce Physical Education as a recognised school
subject
* assign to suitably qualified teachers the responsibility for
organising sport within each school in the Province
* allow a minimum of 80 minutes per week, during school time,
for the purpose of sports tuition and playing
* provide incentives for teachers to take sport seriously e.g.
credits to be considered for promotion opportunities
* make sport compulsory for all school children
* organise inter-school competitions at both local and
provincial level
* ensure that a sports fund exists, at each school, for the
purpose of funding school sport activities and requirements
* ensure that the DSR provides input to the content of the
Physical Education syllabus.
2.2.1.2 TRAINING OF TEACHERS AND SPORTS LEADERS
As the people directly in contact with children on a formal and
regular basis, teachers are uniquely placed to impart the basic
skills required for participation in sport. In addition, teachers
get in contact, through their work, with most of the country's
potential sportspeople.
Sports leaders in the various communities also play an important
role in exposing children to sport.
The absence of standardised instruction in sports leads to
learning by trial and error and the adoption of
difficult-to-learn practices, which put the child at a
disadvantage later in life, compared to their peers.
Train-the-trainer seminars continue to be few and far between in
the country, with the result that very few non-participants
actually get converted into participants.
The inability to run sports organisations, even at national
level, is beginning to embarrass the country on an increasing
basis.
The notion that the appointment of Sports Management companies
by national federations replaces dedicated in-house expertise,
is yet to be vindicated.
Resolution 2 - Training of Teachers and Sports Leaders
Recognising the increasing number of investigative commissions
into the running of sports organisations at all levels, the
shortage of trained administrators and officials, the DSR will,
by province, and on a sport by sport basis:
* insist on regular train-the-trainer seminars for handpicked
teachers and other sports leaders
* create the climate for such teachers to train a
specified number of other teachers, who in turn will be
expected to train similar numbers of teachers within given
periods after such training, using an agreed number of
children
* maintain a data-base of the trained children and teachers
* allow for follow-up sessions with the teachers and children
within agreed time-frames
* ensure that the train-the-trainer sessions are of a graded
quality with accredited qualifications being awarded after
the agreed number of training modules
* establish a reward system for successful completion of the
courses, which must have a compulsory practical component
* establish an Accreditation Agency that would ensure that
standards are maintained and which will distribute to
prospective employers, a job placement list in respect of
successful trainers.
2.2.1.3 DELIVERY SYSTEM FOR SPORT
(a) Out-of-school sport
The basic unit of delivery is the club i.e. a single-sport
local body, run by and for its members. Clubs affiliate
directly or indirectly with provincial associations, which
in turn, form national federations for that sports
discipline.
National federations in turn affiliate to their continental
and international mother bodies as well as to appropriate
national and continental multi-sport organisations.
A club in South Africa, therefore, has two lines of
authority i.e. direct single-sport link with the national
federation via the provincial code and an indirect link
with the recognised multi-sport organisation, at a local
level.
Provincial codes, in addition to affiliating to their
relevant national federations also affiliate to the
recognised provincial multisport organisation.
The National Sports Council is the only recognised
multi-sport organisation that exists at both provincial and
national levels, while the National Olympic Committee of
South Africa renders a specialised service to olympic and
olympic-recognised sports disciplines at national level.
The multi-sport organisations maintain contact with
national federations at national level via regular council
meetings, conferences and competitions.
The NSC and NOCSA therefore constitute the primary clients
of the DSR at national level. In turn they have national
federations as their direct clients. Except for the absence
of NOCSA, the structure is replicated at provincial level,
where the DSR is represented by the Office of the MEC
responsible for sport.
In South Africa sport is mostly run by volunteers at all
levels except for a handful of national federations which
have more sponsor appeal.
(b) School/Junior/Youth Sport
The main difference between the establishment and the
non-establishment sector in the organisation of sport is
that in the former, individual school sport disciplines had
traditionally affiliated to the relevant provincial code
only. In the case of the latter, entire schools affiliated
to multisport local and provincial school sport structures.
They in turn "allowed" individual sport types to affiliate
to their appropriate provincial code. The multi-sport
schools sport structures in turn affiliated to the
recognised provincial multi-sport umbrella body i.e.
National Sports Council.
As a result of past problems in education, a number of
children of school going age found themselves not attending
school.
National federations tend to treat such out-of-school
children either as juniors and/or youth. Some national
federations, which have no formal relationship with the
recognised multi-sport schools bodies, also group school
sport under the banner of Junior and/or Youth sport.
The recognised national multi-sport schools structure is the
United Schools Sports Association of South Africa (USSASA).
Individual schools (not sports types) are expected to
affiliate to the local USSASA structure which in turn
affiliates to the provincial NSC and USSASA structures. The
provincial USSASA then affiliates to National USSASA who,
in addition to affiliating to the NSC also affiliates to
the appropriate continental and international school sport
structure.
The representative individual school sport types within a
province are encouraged to simultaneously affiliate to both
the provincial school sport code and the provincial USSASA
structure. This is intended to accommodate both the
establishment and non-establishment schools.
(c) Tertiary sport
The South African Student Sport Union (SASSU) is the
recognised national multi-sport body for tertiary sport
(Colleges, Technikons and Universities)-
Individual institutions affiliate to the provincial SASSU
structure, which in turn affiliates to SASSU at national
level, on behalf of its sports types. SASSU is in turn
affiliated to the National Sports Council at provincial and
national level.
SASSU is an affiliate of the International Universities
Sports Federation (FISU).
(d) Other sports structures
The various City Councils also have personnel who are
responsible for sport in their areas. These should take
their cue from local sports bodies and the provincial
Governments.
(e) Umbrella Sport Structures
It would seem, from the foregoing, that the delivery
structure for Sport, is far from streamlined except
perhaps, at the National level.
The main rationale for umbrella sport structures is said to
be the need for a "watchdog" function which arises when the
"development" responsibilities are ignored by "normalised"
structures. It also ensures coordination by sports
disciplines in a given locality.
(f) NSC, NOCSA, Department of Sport and Recreation
The DSR sees itself and the Sports Departments of provincial
and local authorities as providing for sport whilst the
role of the NSC, NOCSA and the NF's is that of delivery.
For this reason harmony in sport will only flow from an
acceptance of these roles, and how the two complement each
other. The Sports Forum was created to provide a facility
whereby the providers confer with the deliverers.
The DSR further sees the NSC brief to be different from the
NOCSA brief in that the former should be responsible for
the bottom end of all sport (olympic and non-olympic), as
well as the top end of non-olympic sport, whilst NOCSA was
responsible for the top end of olympic sport. The
participation of the country in the Olympic Games is
therefore a NOCSA responsibility responsible for other
international multi-sport participation. NOCSA and the NSC
therefore need to confirm this relationship formally to
their national federations, so as not to give conflicting
signals.
Resolution 3
In view of the cumbersome organisational structure characterizing
school and tertiary sport at the moment, the DSR proposes to:
(i) Acknowledge the political provincial boundaries as the
overall demarcation within which individual provincial
codes will be accommodated either as single or as
multiple entities. Only those provincial codes with
boundaries falling in more than one Province being the
exceptions. The provincial location of a provincial
code falling in more than one political provincial
boundary will be the political province where the
majority of that provincial code is resident.
(ii) Encourage USSASA, SASSU and the NSC to progressively
"unbundle" the multi-coded structure in such a way
that clear and simplified lines of authority are
developed, to facilitate delivery at local and
provincial level efficiently.
(iii) Encourage USSASA, SASSU and the NSC to retain the
multi-coded structure for the purposes of
co-ordinating development activity and dove-tailing of
activities only, in the long run.
(iv) Encourage sport types at both local and provincial
level to clearly identify sports organisers and sports
masters to enable them to get uniform instruction from
accredited institutions, regularly.
(v) Facilitate the complementarity of school sport
activities with out-of-school sport types via annual
planning schedules.
2.2.1.4 MOTIVATING CHILDREN TO MOVE TO HIGHER LEVELS OF THE
SPORTS DEVELOPMENT CONTINUUM
The human behaviour theories on the role of incentives and
disincentives apply to sport as they do to any other group.
Sportspeople of all ages also respond favourably to positive
feedback e.g. praise, acceptance, prizes, favourable comparisons
etc. and unfavourably to negative feedback e.g. criticism,
isolation, penalties, unfavourable comparisons etc.
The joy and good feelings generated by group activities
especially where new skills have been acquired, add to the
stability that humans in sport are continually searching for.
If we look at the foundation level as the area of skills
acquisition, it behoves us to create the climate that is
conducive to the application of those skills.
The next stage in the development continuum is the participation
stage which is characterised by the mere engagement in playing
activities.
We therefore need to discourage permanent satisfaction with the
Foundation status by pointing out the desirable consequences of
the next level. As others break away from the Foundation and do
not get frustrated, others learn to follow suit.
It is among others the task of administrators to facilitate
self-expression by encouraging group members to "break out of the
pack".
Resolution 4
Recognising the advantages of setting standards against which
performances can be measured the DSR intends to:
(i) embark on mass-participation campaigns (e.g.
Sport-for-AII) aimed at increasing the number of
sports participants in the country from the low 28,5%
to 35% in the next 5 years.
(ii) Establish talent scouts by province and by sport type,
who will be paid employees and teachers to identify
talent from all communities that will be introduced to
the various national federations.
(iii)Embrace the NSC's Protea Sport programme in so far as
it refers to the development of "Super Kids" to
identify talent from all communities that will be
introduced to the various national federations.
(iv) Encourage participation via compulsory sports periods
at schools.
(v) Ensuring that achievements are rewarded via appropriate
incentives to maximise opportunities available to
those children with potential.
(vi) maximising opportunities for identified talent to be
exposed as observers to specific provincial, national
and international competition.
2.2.2 PARTICIPATION
The next level of the Sports Development Continuum is referred
to as one in which the whole community is given the opportunity
to take part in the sport of their choice, recreationally.
The key issues, in respect of Human Resources Development (HRD)
include:
* information about sport to increase awareness of available
opportunities "
* effective planning to provide such opportunities
* provision and encouragement of human resources, both paid
and voluntary as well as
* education and training for the paid and voluntary worker
* support of experimental projects to find out why people do
or do not participate
* the continuous advocacy of the importance of sport and
* opportunities for those with the interest and ability to
move into performance and excellence.
2.2.2.1 INFORMATION ON SPORT TO INCREASE AWARENESS
OPPORTUNITIES
The absence of a Sports Information Centre in the country has
impacted negatively on sports planning and development. Sport
has, as a result, not been taken seriously by most South Africans
as it has not been able to get itself to be seen as more than a
leisure activity.
(i) Participation Information
In Australia, nearly 90% of all Australians participate in
organised sport in some way.
According to the November 1994 BMI Information Report
blacks, who constitute 72% of the population, only account
for 34% of all adult participants while whites (16% of
total population) account for 56% of all adult
participants.
(ii) Spectator information
(a) There are 4 types of spectators split for whites into:
Venue spectators (8%), television spectators (86%),
radio listeners (1) and the newspaper readers (5%).
The corresponding figures for black spectators are :
Venue (8,5), TV (87%), radio (2%) and newspaper
(2,5%)
(b) Overall, 1994 saw an increase of 3,5% black adult
spectators versus 1993 and the following sports
have high venue rating amongst blacks- Soccer,
Boxing, Athletics, Netball, Roadrunning, Karate,
Basketball, Volleyball and Cricket.
(c) On average black spectators have more interest in
local sports (78%) versus white spectators (60%)
than international sport, even though black
spectator interest in international sport has
steadily increased over the last 10 years.
(d) The 6 most watched sports overall are Soccer, Boxing,
Athletics, Tennis, Rugby and Cricket.
(e) Seeing that well over 80% of all spectators are TV
spectators, sponsors aim to use TV to advertise
their product and hence their reluctance to
support sports that never get TV coverage.
(f) Growth in white spectators is high in Basketball,
Athletics, Rugby league and Cycling whilst it is
very high among blacks in Basketball, Baseball,
Athletics and Cricket. The cost of equipment
prevents many blacks from participating in Sports
like
Canoeing, Cycling and Triathlon, even though blacks
are now beginning to participate in more sports as a
result of exposure to international sports.
Resolution 5
Acknowledging the importance of information in sports planning
and the absence of a single authentic source of sports
information, the Department of Sport and Recreation will:
(a) Ensure that a Sports Information Service is established
in South Africa, which would, via an on-line system
provide access to such information to accredited
information services in the various provinces.
(b) Encourage provincial and national codes to play a
leading role in accumulating that information on an
annual basis.
(c) Commission research houses to conduct annual usage and
attitude studies incorporating
participation/-non-participation trends and other
useful sports information.
(d) Ensure that such studies are made available to sports
decision-makers and other interested parties in the
various provinces.
(e) Encourage and spearhead programmes aimed at the
involvement of women in sport; the disabled sports
movement; sport for the aged and mass participation
social sport.
(f) Encourage the establishment of an additional sports
television channel that would ensure that not only a
few sports are televised but also the so-called
Cinderella and development sport.
2.2.2.2 EFFECTIVE PLANNING FOR SUCH OPPORTUNITIES
The Department of Sport and Recreation plans to set up a Sports
Info Service during 1995.
The Department's Funding Policy is to be structured such that
national federations which, among others, adopt a strategic and
forward planning approach, will be rewarded. National federations
will therefore be required to maintain up-to-date statistics on
their membership, on a sport by sport basis at national level and
on a provincial code basis.
Other aspects like Sports Technological Services, Scientific
Support, Drug Testing etc. are dealt with in Chapter IV.
2.2.2.3 PROVISION AND ENCOURAGEMENT OF HUMAN RESOURCES
As an industry still at its infancy, sport in South Africa will
continue to rely on volunteers, with only the high profile sports
and umbrella bodies being able to employ staff.
As much as black and white sport were encouraged to unite to form
new non-racial controlling bodies, the tendency has been to
underplay the experience accumulated by black sport over more
than a hundred years, to run sport from people's homes and from
their own pockets. This has tended to imply that unity instead
of being seen as the beginning of the sports development
struggle, was the end of black sport.
Provincial and local authorities need to identify with the sports
bodies in their area, the sports functions that will be provided
by paid employees and which ones are to be provided by
volunteers. Clear job specifications in terms of national
priorities are to be developed and agreed with the incumbents.
Audits in respect of number of clubs and people involved, number
of primary and senior schools, number of tertiary institutions
and number of the corresponding administrators and officials
within each province need to be conducted annually. It will then
be possible to determine the ratios of official-to-participant
that we have as well as the level of those officials and
administrators. The next step would be to develop quarterly
seminars and courses to keep such people up to date with national
and international trends.
The 1994 Commonwealth Games i Victoria, Canada, depended largely
on the 13 000 volunteers who transported participants and manned
kitchens and gates for the duration of the Games.
2.2.2.4 SUPPORT EXPERIMENTAL PROJECTS ON PARTICIPATION
The Department of Sport and Recreation believes that for a large
scale mobilisation of school children towards sport, it is
important to conduct annual audits with a view to establishing
current participation levels on a province by province basis. We
see it as the Provincial Department's responsibility to conduct
such surveys with the provincial codes regarding the
participation trends in the various sports disciplines.
Once information as to why people do or do not participate in
sport, including those who have dropped out is obtained, we
believe we will be able to develop meaningful participation
strategies.
The Department intends from such information to set up a sports
atlas for the country which would clearly indicate the areas
where specific sports are or are not played and to what extent.
Such an atlas we believe, will constitute a critical planning
tool.
2.2.2.5 CONTINUOUS ADVOCACY OF THE IMPORTANCE OF SPORT AND
RESULTANT OPPORTUNITIES
It is important to continually re-emphasise the role of sport,
not only in nation-building but also as an industry which impacts
on other Departments along the lines mentioned below:
BENEFITS FROM SPORT
Sport is more than just a leisure activity as it has now begun
to play roles that are more than just field activities. The
following are just some of the ready- made networks that sport
is capable of forging in the social, personal, economic and
entertainment areas:
HEALTH
Sport forms an integral part of the group known as health workers
because of its undoubted role in promoting health. Sport indeed
improves he quality of life.
The more central a role that sport plays in a nation, the fewer
the instances of short life-spans, strokes, heart attacks etc.
The health consciousness that will follow will have a downward
pull on the health budget. Physical activity and health risks are
inversely proportional.
WELFARE
Sport promotes social equity, increases self-esteem and community
well-being. The simplicity of the language of sport lends itself
to issues like the problems of the youth. Street children can be
given a purpose merely by enhancing their opportunities to
partake in sport. Examples abound of such people not returning
to their old ways after exposure to opportunities that enabled
them to display their sporting prowess. This in itself can exert
downward pressure on the incidence of glue-sniffing by the idle
street children. Sport can be tailored to meet the needs of all
individuals within the community. It can be accessible,
relatively low-cost and enjoyable.
LABOUR
The creation of industrial leagues within the private sector has
positive spin-offs for good labour relations. Not only are such
activities good for motivation but they also enhance production
and positive competition.
EDUCATION
Schools remain the single most important feeder for sport in that
they provide a nursery that is second to none in the nation.
Sport facilitates the learning process whilst education
complements sport during and after the sports life of an
individual.
ECONOMY
Sport contributes to the national economy by its impact on
tourism. The opening of continental and international avenues to
South African sport has created huge opportunities in tourism,
job creation and other aspects of the economy.
Activities like the hosting of international competitions (Rugby
World Cup and Olympic Games) lead to an explosion of foreigners
to the country, who have tremendous purchasing power. The hotel
and transport industries are direct beneficiaries of such
activities.
The creation of basic sports facilities provide a significant
job-creation avenue as construction companies begin to increase
their employment levels. Careers in sports medicine, sports law,
sports psychology and sports administration as well as stadium
management are just a few of the" opportunities that sport
creates.
The envisaged Sports Pools will also constitute a major
development in sports' ability to fund sports activities.
One only has to see the number of sports management and sports
promotions companies from here and abroad to grasp the magnitude
of the sports resolution.
Sports' contribution to the Reconstruction and Development
Programme (RDP) can be seen in terms of the decreasing dependence
on State funds as well as through the direct and indirect cash
injection from sport to the economy.
Resolution 6
Mindful of the short-comings of a Funding Policy which tries to
be everything to everybody the Department intends:
(a) instituting a results-based funding policy where the
level of funding is dependent on the national
federation meeting certain criteria.
(b) demanding acceptable standards of administration from
recipients of Government funding.
(c) encouraging creativity and self-reliance on the part
of national federations.
(d) channelling provincial codes to the offices of the
MEC's in the provinces and the local authorities in
the various cities for local and provincial funds
needs.
(e) increasing the profile of and stepping up assistance
to volunteers in sport.
(f) creation of a Sports Atlas wherein the concentration
and spread of participants by province for the
various sports is reflected.
2.2.3 PERFORMANCE AND EXCELLENCE
While there are some key differences between these stages,
especially in respect of catering for the elite athletes at
excellence level, the following considerations are applicable in
both stages:
* need for attitude change to ensure acceptance of the
importance of performance and elite sport.
* Extent of top level support (total vs selective funding).
* Need for good and consistent planning.
* Provision of coaching and coaches' education.
* Provision of specialist support services i.e. Sports
Medicine, Sports Science and Drugtesting.
* Structural changes via a range of different agencies to
ensure effective delivery.
* Increased human and financial resources.
2.2.3.1 ACCEPTANCE OF IMPORTANCE OF ELITE SPORT
The debate regarding whether or not to focus attention to elite
versus to grassroot sport has tended to delay the implementation
of agreed strategies. The Department believes that such a debate
belongs to the same class as the one between whether the chicken
or the egg was first.
It is as difficult for a country to be world class performers
without role models as it is to have role models without a base
of participants. The country therefore needs to remove all
barriers to entry into the foundation and participation stages
by streamlining processes like "How one joins a club".
Once entry has been effected, it is important to put all the
country's resources at the disposal of sport organisers to assist
them in the process of enabling participants with potential to
move further in the development continuum.
Amongst the processes that one should bear in mind is the
reintegration of those returning from elite sport at the end of
their careers.
2.2.3.2 TOTAL VS SELECTIVE SUPPORT
As desirable as it is to cater for all the needs of our elite
sportspersons, it is not always possible to do so as a result of
the limited resources at our disposal.
National federations that are able to attract their own
sponsorships must be encouraged to do so. Where opportunities
exist for project funding as opposed to total funding, these
should be explored. Double or triple dipping should be
eliminated.
National federations which accumulate huge financial resources
and invest them should understand that such practices undermine
their status as non-profit organisations and should either plough
the money back to sports development or pay it to the State in
the form of taxes.
As much as it is accepted that sponsors should make their own
decisions regarding which sport they should sponsor, it cannot
be ignored that grassroot sport is a dying species on our
television screens.
As the Government cannot continue the practice of stretching
their R40,0 million budget to both the top and bottom ends of all
the 140 national federations, certain sports will have to make
do without State funding.
The criteria determined by the Sports Forum include a focus,
during the 5 year period ending 1999, on the following aspects:
* sports in which the country can be competitive at
international level.
* Sports whose commitment to sports development is more than
just lip service.
* Sports most likely to reflect in their national
representative teams and administrations, the country's
demographics.
* Sports with clean records in their ability to run their
organisations.
* Sports in which concrete plans exist regarding direction and
recruitment of new participants.
* Sports which qualify under the acceptable definitions of
SPORT.
* Sports which have proper financial controls in place.
* Sports with sub-divisions will only be funded at the highest
level and not at the subdivision level.
In terms of these criteria, the 140 national federations were
grouped into the following five categories:
(a) High profile sports.
(b) Medium profile sports.
(c) Low profile sports.
(d) Sports where only an administration subsidy can be
considered.
(e) Sports in which not even an administration subsidy can
be considered.
2.2.3.3 NEED FOR GOOD AND CONSISTENT PLANNING
OPERATION EXCELLENCE
The Department is also committed to provide financial support to
NOCSA's Operation Excellence whose aims include providing every
potential South African Olympic Athlete with all possible
opportunities to prepare for the Olympic Games with the ultimate
aim of winning a gold medal.
Operation Excellence participants are proposed by the various
national federations on the basis of agreed criteria and may then
be eligible for support in any of three levels (Financial
Support, Training Support, Career Support).
PROTEA SPORT
With regard to all sports in general and to nonolympic sport in
particular the NSC has adopted an integrated sport system known
as Protea Sport.
The Protea Sport programme is a national framework for sports
development which serves as a guide to channel the efforts of
sports development towards a series of common goals. Through the
Protea Programme, sport will be made available to all South
Africans up to the age of 21 years through competent coaching,
varied sports opportunities which will provide enjoyment and
enhance skills and confidence. Its objectives include:
introducing young people to basic sport activities; ensure
optimum use of resources; promote quality coaching; enhance
networking between sports associations, clubs and educational
institutions; and introduce substantial and quality sports
programmes. The programmes are designed to allow young people to
develop their skills through a series of simple to more complex
tasks.
Protea Sport has the following components:
1. Super Kids (up to the age of 6 years).
2. Sports Pioneers (6 years to 15 years) .
3. Isizwe stars (15 years to 21 years) .
4. Dinaledi.
5. Protea mmuso.
INSTITUTE OF SPORT
The Department, noting the success of the Australian Institute
of Sport in preparing elite athletics intends to reopen
discussions regarding the advisability of such an institution in
this country.
2.2.3.4 PROVISION OF COACHING AND COACHES EDUCATION
The country is in dire UK's national Coaching Council. The
accredited coaches, 17 in a period of 12 need of an equivalent
of the Foundation or the Australian latter presently has 100 000
000 of whom were accredited months. Without such an
organisation, the quality of instruction given to athletes goes
unmonitored and no precise statistics exist for the country in
respect of the number of coaches by level and by sport.
The country also needs to develop by sport a clear syllabus based
on that of the appropriate international federation. It is via
a recognised national coaching institute that the Department can
impact on the content of Physical Education and Human Movement
study curricula.
2.2.3.5 SPECIALIST SUPPORT SERVICES
South Africa is blessed with creative people, who already have
all the types of sport services required, in one form or the
other. The problem we have is that the services were formed as
individual institutions where instead of driving the process, the
Department is merely invited to the party.
The Department intends to assume its responsibility with
immediate effect. Existing institutions are expected to announce
their existence to the Department formally, and to present
catalogues of their services to enable us to give our official
recognition in respect of each service or range of services.
2.2.3.6 INTEGRATED DELIVERY SYSTEM
The Department, in its capacity as the providers for sport,
intends to effect streamlined delivery systems in the areas of
school and tertiary sport, umbrella sport structures at
provincial and local levels and in respect of sport support
services like Sports Medicine, Sports Psychology, Sports Science,
Sports Information and Technological Services, Drug Testing,
Sports Institute and Academies.
The role of the Department at Provincial level will be carried
out by the MEC resp be carried in turn will be represented at the
local level by the office responsible for sport.
2.2.3.7 INCREASED HUMAN AND FINANCIAL RESOURCES
The Department is mindful of the need for more human and
financial resources in sport. The State-sport partnership
resulting into Sport Forums at national, provincial and local
levels should unlock all the human and financial resources needed
by sport.
Sport is expected to present their plans and budgets to the
relevant authorities in time for the proper authorisations to be
obtained.
Sport is encouraged not to expect all their needs to be met by
the State, but to be innovative and enterprising enough that
their income should have a column for "income from other sources"
on top of what will be raised from member subscriptions and State
Agencies.
2.2.3.8 INTERNATIONAL EXCHANGE
Without the co-operation and assistance the country's
sportspeople enjoy with countries like the UK, Australia, Germany
etc. we would be starting much lower on the learning curve than
we are, especially after the years of the boycott of South
African sport.
Resolution 7
The Department accepts the notion of ensuring a broader base for
the development continuum triangle because the greater the number
of participants the greater the probability of isolating talent
with potential and will ensure that:
(a) elite athletes are identified and selected for
specialist training in Institutes and Academies
planned at both provincial and national level to
improve the performances of South African athletes at
the Olympics and provide athletes with opportunities
for attaining sporting excellence while continuing
their education and work.
(b) A comprehensive overall participation strategy is
developed.
(c) A comprehensive talent identification strategy by
province and by sport is in place.
(d) The limitations imposed by available financial
resources is offset by the availability of alternative
sources of funds.
(e) A Commission is set up to monitor the extent to which
funds accumulated under the non-profit umbrella
are either ploughed back into sport or paid as
taxes to the State.
(f) Operation Excellence and Protea Sport are supported
with all the assistance necessary for them to get off
the ground, as well as to stay ahead.
(g) Establishing, for accreditation purposes and
uniformity, a recognised national coaching institute.
(h) Rationalising all the institutions involved in
providing sport support services to ensure delivery.
(i) Unlocking all human and financial resources necessary
in providing for sport.
(j) Fortifying the international exchange programmes with
countries like United Kingdom, Australia, Germany etc.
3. CHAPTER III - PHYSICAL RESOURCES
Physical Resource Development constitutes a central
component in providing for sport.
Every province is expected to plan all its facilities needs
and together with the local authorities work out how these
will be financed.
South Africa has more facilities than it needs given the
number of people participating in sport. The problem with
existing facilities is their location which does not
correspond with the places where the majority of users or
potential users live.
The Sports Development Continuum which was used in analysing
Human Resource requirements will also be used in this
chapter.
3.1 FOUNDATION
The development of facilities is central in the provision for
sport. The Department's investigation into the need for basic
facilities in underprivileged communities showed that it would
take decades for the Government alone to provide a fraction of
the need for such facilities.
It is further accepted that the creation and/or upgrading of
indoor and outdoor facilities should for the next decade be
concentrated in disadvantaged areas and these should be of the
multipurpose type.
Current needs for basic indoor and outdoor facilities can be
grouped into the following categories:
3.1.1 INDOOR FACILITIES
(a) Provision of a basic hall that will allow for later
modifications.
(b) Fencing and surrounding of the structure for security.
(c) Creation of change-rooms and seating facilities
including stage.
(d) Partitioning of hall to allow for simultaneous use by
more than one group.
3.1.2 OUTDOOR FACILITIES
(a) Leveling of ground and grassing.
(b) Fencing and other enclosures to enable gatetakings to
be collected and provide some security from vandalism.
(c) provision of ablution and change-room facilities.
(d) Provision of lighting for playing and security.
The Department has established costs in respect of each of the
above phases of construction and intends to be guided by the
local authorities and the sports organisations in an area
regarding the location of new facilities or which ones are to be
upgraded.
The Department believes that it is in a position to augment
provincial initiatives at the level of a minimum of R1,0 million
per province per annum.
The Department is also aware that some research has been done
by COSAS and the NSC on the available facilities in specific
areas where projections of future needs are also made from
population statistics and participation profiles. The various
MEC's have already been introduced to this research and they are
encouraged to make use of such research in their planning.
3.2 PARTICIPATION
In order for new facilities to be built at the right places and
in the correct design they should be accessible to the majority
of the current and potential participants.
Such facilities should also take into consideration in their
design, the times by which users return from work. Suggestions
in this regard should include lighting either via floodlights or
via mobile floodlights units.
3.2.1 SCHOOL FACILITIES
It is assumed that with every school being built, corresponding
sports facilities also need to be built. In a neighbourhood it
may be necessary for the schools not to have the same facilities
but should complement each other to maximise usage i.e. school
A might be the central venue for all rugby activities while
school B becomes the central venue for all swimming activities
in a neighbourhood.
3.2.2 HOUSING SCHEMES
It is also assumed that for each housing development, there
should be a corresponding area (usually 10%) set aside for sport
and recreation facilities. Construction of these facilities
should commence with the construction of the houses.
Sports bodies should advise local authorities to try and provide
a wide range of facilities instead of building just the easy to
create facilities.
3.3 PERFORMANCE AND EXCELLENCE
It is the responsibility of every provincial code to ensure that
they have acceptable facilities for their club, provincial and
even national level competition.
The existing private and public facilities need to be
consolidated. They in fact need to be developed in line with
international trends. Excessive rises in rates tend to discourage
the maintenance of such facilities.
The country's athletes, as part of their preparation for
international competition, need to have access to the best
facilities available.
3.3.1 SPORTS INSTITUTE AND ACADEMIES
The Department is aware of the need to give specialist attention
to its elite athletes and intends to erect a sports academy.
Satellite Institutes or Academies will hopefully be established
in the various Provinces.
3.3.2 INTERNATIONAL COMPETITION
The need for the country to host continental and international
events underlines the importance of top class facilities across
the entire sports spectrum.
We look forward to the day when every province is able to host
a broad range of sports at continental level without having to
rush to build such facilities because of circumstances.
3.3.3 SERVICE TO ZONE VI
It is no secret that the neighbouring countries see South Africa
as a solution to some of their infrastructural problems.
It will not be long before most Zone VI Confederations will be
headquartered in this country.
3.3.4 TRAINING CAMPS
Extensive utilisation is yet to be made of facilities that exist
in the various corporations like Esselen Park, Eskom and BMW.
3.3.5 SPORTS EQUIPMENT
The Department would like all national federations to accelerate
their drives to secure equipment from local and foreign sources.
The Department has recommended that equipment obtained from
foreign sources that is not intended for resale or which is not
available locally, to be exempt from duty.
3.3.6 SPORTS EXPO
The recent sports exhibitions for sports goods manufacturers are
to be encouraged because they not only expose our manufacturers
to new technology but also offer outsiders the benefit of our
experience in "development sport" equipment.
3.3.7 SPORTS TRUST
The Sports Trust has agreed to commit about 50% of its funding
towards the creation of basic facilities in disadvantaged areas.
This additional source of funds will augment the DSR's own
efforts in this area.
3.3.8 DISABLED SPORT
It goes without saying that the creation of basic facilities
should also be matched with some commitment in the area of sports
facilities for disabled athletes, wherever necessary.
3.3.9 APPROACH TO CREATION OF FACILITIES
The DSR intends to provide funding for the upgrading and erection
of basic physical recreation facilities in disadvantaged
communities and to ensure access for disadvantaged groups to
these facilities as well as to natural resources.
Local government financial resources were used extensively in the
past for creating recreation facilities for advantaged
communities, and very few facilities were put at the disposal of
the disadvantaged who clearly constituted the majority of the
population. The present disparities in the provision of
recreation facilities shall therefore be addressed by the DSR in
consultation with the provincial MECs responsible for sport and
recreation, as a matter of urgency.
Because of the costs that will have to be incurred in the
erection of facilities and in view of the DSR's limited budget,
the optimal utilisation of these facilities shall be of the
utmost importance. The co-operation of the various communities
involved in the utilisation of facilities, will therefore be
sought in the decision-making process. The DSR shall therefore
approach the establishment of recreation facilities as follows:
The provision of facilities shall be undertaken by way of
consultation with the community for which the facility is
intended. The DSR believes that this approach to the erection of
facilities will contribute towards inhibiting vandalism and
enhancing the usage of facilities.
The provincial MECs responsible for sport and recreation shall
act as intermediaries in establishing provincial priorities for
the provision of facilities.
Data on the usage and placing of existing and planned facilities
as well as data on open areas used for recreational purposes,
shall be utilised in the decision-making process regarding the
provision and upgrading of facilities.
The services of known consultants and experts will be enlisted
to plan facilities and to evaluate the construction of
facilities.
Affordability, multi-purpose use and accessibility shall be of
primary importance in decision-making regarding the upgrading of
existing facilities as well as the construction of new
facilities.
Preference shall be given to the needs of previously
disadvantaged groups with regard to the placing of the facilities
as well as the access thereto, particularly with regard to the
disabled.
The DSR shall encourage the private sector to invest financial
resources in the development and provision of recreation
facilities.
The inclusion of recreation facilities when planning for new
housing developments, shall be insisted upon by the DSR.
Resolution 8
With regard to physical resources the Department accepts that
provincial and local authorities should:
(a) Identify needs with their sports partners as well as
areas for co-operation.
(b) Form alliances with the private sector to ensure the
creation and upgrading of facilities.
(c) Together with the national federations ensure that
vandalism is stopped and that for every facility
erected maintenance agreements are entered into and
that Management Committees run such facilities in
commercially viable ways.
(d) Ensure that rural areas are not excluded from the
overall facilities plans.
(e) Together with disabled sport organisations make sure
that they are also not excluded from such planning.
4. CHAPTER IV - SPORT SUPPORT SERVICES
At their Vision for Sport Conference, the NSC appointed 5
Commissions, one of which was the Technical and Scientific Basis
Commission with the following key objectives.
(a) To create new infra-structures to enhance the use of
existing ones.
(b) To develop, manage and update a National Research plan
for Sports Medicine and Sports Science.
(c) To promote education and certification in Sports
Medicine and Sports Science.
(d) To develop programmes of scientific/medical support for
sportspersons.
(e) TO develop and implement a national strategy for doping
control and an educational programme to combat drug
abuse.
(f) To develop and enforce binding rules for the prevention
and control of sports aggression as well as violence
among spectators during sports contests.
At their March 1995 Senior Coaches Course, NOCSA singled out the
following areas for specific attention:
(i) Nutrition.
(ii) Sports injuries.
(iii) Exercise physiology.
(iv) Psychology.
(v) Biomechanics .
These would constitute an integral component of the
rationalisation of sport support services.
4.1 RATIONALISATION OF EXISTING INFRA-STRUCTURE
South Africa has a proliferation of sports support services of
one type or the other at its numerous educational institutions
and other independent agencies. These resources have, however,
evolved on an unco-ordinated basis, as a result of the absence
of some co-ordinating structure or driver. The Department of
Sport and Recreation is committed to the rationalisation of these
services on a specialist basis in respect of each of the nine
provinces.
To this end the National Sports Council (NSC) and the National
Olympic Committee of South Africa (NOCSA) have been requested to
form a Task Group that would streamline the services available
into meaningful components by province.
The Department of Sport and Recreation would then decide which
of the following two options would be applied in identifying
sources of supply:
4.1.1 Accredit specific institutions, by service and by
province or cluster of Provinces where athletes
resident in those areas would be serviced.
4.1.2 Accredit clusters of institutions by service, which
would be selected to render a specific service on a
case by case basis.
The Department of Sport and Recreation would pay for the services
on either a subsidy or project basis.
4.2 NATIONAL LEISURE AND SPORTS ACADEMY (NLSA)
South Africa intends to set up a National Leisure and Sports
Academy near Pretoria. The NLSA is expected to constitute our
version of the AIS and will, in due course, have satellites in
the various Provinces.
The NLSA is to be the heart of the Department of Sport and
Recreation's sports activities.
Amongst the components of the NLSA will be the National Coaching
and Accreditation Institute which would offer coaching,
refereeing and administration modules from level 0 upwards.
Resolution 9
It is recommended that the DSR in association with the Sports
Movement, establish:
9.1 A Sports Data and Information resource consisting of:
9.1.1 a Central Computer facility for the storage of data
that will be linked on-line to similar databases
internationally;
9.1.2 appoint a team of researchers, with skills in
information gathering and interpretation;
9.1.3 a facility to package and disseminate information for
use by sport and other relevant decision makers; and
9.1.4 prepare a national sports atlas.
9.2 A Sports Medicine and Sports Science Association
which:
9.2.1 will be representative of all role players;
9.2.2 will be decentralised geographically; and
9.2.3 will keep abreast with developments internationally.
9.3 A National Coaching and Accreditation Institute which:
9.3.1 will ensure a steady supply of coaches at all levels
for all sports disciplines;
9.3.2 will ensure uniform tuition via a national syllabus in
the areas of coaching, refereeing and administration;
9.3.3 will host national training camps for the preparation
of national teams and squads; and
9.3.4 will bring together top performers with business and
the public service.
9.4 A Drug Testing and Education unit which:
9.4.1 will co-ordinate sample testing; and
9.4.2 develop education programme around drug abuse,
9.5 A Talent Identification Programme including:
9.5.1 establishment of identification criteria;
9.5.2 promotion of "Sport for AII" philosophy;
9.5.3 basic skills development;
9.5.4 youth leadership programme; and
9.5.5 distribution of specific education-based resources to
primary schools and high schools.
5. CHAPTER V - PHYSICAL RECREATION
5.1 BACKGROUND INFORMATION
The former Directorate of Sport and Recreation Advancement of the
Department of National Education, endeavoured to involve the
citizens of South Africa in healthy physical activity by
presenting national mass physical recreation participation
programmes. These programmes included, for example, programmes
presented during the Family Fitness Year (1984), as well as
programmes presented in support of the Youth Year (1985), Big
Move (1987-1988), and the National Trimweek (1988-1990).
Unfortunately, all the above programmes as well as numerous
others presented by organisations in the non-profit and private
sector, were never before coordinated or integrated in a national
recreation policy and strategy. Furthermore, the number of
programmes featuring mass participation in physical recreation,
showed a marked downward turn over the last few years. The minor
status of the Directorate within the Department of National
Education, as well as the depressed state of the South African
economy and subsequent scarcity of sponsorship from the business
sector, obviously contributed considerably to the shortage of
financial resources for funding mass participation in national
physical recreation programmes.
However, in spite of it all, the Department launched a national
Sport-for-AII programme in 1993. Much was achieved with modest
funding. Quality of life and the acquisition of general wellness
via participation in physical recreation, were largely ignored
mainly because of the absence of a national recreation policy and
a lack of funds to employ such a policy.
It is to be noted that the DSR recognises the importance and
value of meaningful recreation programmes and the leading role
that the Government should take to ensure that the people of
South Africa are well informed on the benefits of participation
in physical recreation and living a healthy lifestyle, versus the
dangers of a sedentary way of life. The DSR also recognises that
recreation implies much more than merely participation in
recreation sport and general fitness activities.
However, the DSR shall restrict its future activities and the
financing of programmes and activities to national programmes of
which the content deals primarily with physical recreation.
Should the DSR receive substantially more funds from the State
budget in future, this policy could be reviewed to include other
activities that often complement physical recreation programmes
in the practice of recreation advancement.
5.2 DEFINING RECREATION
Various interpretations exist regarding the term recreation and
many academics have debated the issue extensively. For example
what could be recreation for one individual could even be work
for another person! The close relationship between the terms
leisure and recreation further clouds the issue. However, the
following general qualities are intrinsic to the recreation
experience:
5.2.1 The choice of activity is voluntary and intrinsically
motivated. It is being participated in during the
individual's "free time".
5.2.2 It encompasses a wide variety of activities, including
amongst others, play, sports, games, reading, arts,
crafts, and various others.
5.2.3 Whereas leisure could include any activity, including
the misuse of drugs and alcohol, participation in
recreational activities presupposes a morally
acceptable and meaningful or wholesome outcome and
"positive" attitude or state of mind. The activity
therefore has restorative effects for the individual
and contributes to the quality of life.
5.3 RECREATION POLICY
The recreation policy adopted by the DSR, is in congruence with
universally established and accepted marketing principles. These
principles include the effective utilisation of:
5.3.1 human resources,
5.3.2 programmes and services,
5.3.3 financial resources,
5.3.4 facilities and equipment, as well as
5.3.5 the promotion of activities and services.
All the above principles are inherent in enhancing involvement
in mass participation, physical recreation activities and
recreation sport. The DSR therefore endeavours to encompass all
these factors relating to and supporting the realisation and
continued viability of a sound recreation policy for the Republic
of South Africa.
The following resolutions stem from the DSR recreation policy,
and aim at guiding the people of South Africa to establishing an
environment conducive towards the creation of quality of life
experiences for every individual.
Resolution 10
The DSR firmly believes that community recreation promotes ethnic
and cultural harmony and that it provides leadership
opportunities that enhance the establishment of sound
communities, societies and families. Urgent attention to the
utilisation of mass participation in physical activities and
recreation sport with a view to bolstering community involvement,
social upliftment and shared decisionmaking is imperative.
Mass participation in recreation sport and physical recreation
programmes is ideally suited for the detection of sporting
ability and talent at an early age. This is a convincing reason
for promoting mass participation in sport and physical recreation
on a national scale, especially amongst the younger generation,
as this could lead to higher performance levels nationally and
internationally.
In pursuance of our goal to get the dormant millions of all our
people involved interest in recreation and sport activities, the
DSR, working through the relevant provincial and local structures
intends embarking on the following line of action:
10.1 To set up a national recreation advisory council
(NRAC) and similar tiered structures at provincial and
local levels. The resource material for the
establishment of the councils will be identified from
recreation professionals as well as community and
business leaders.
10.1.1 Encourage employers in the field of recreation to
undertake the development of untrained and partially
trained individuals in accordance with guidelines set
by the NRAC as well as the business sector, and to
provide financial support for this service.
10.1.2 Task the NRAC and Regional Recreation Advisory Councils
(RRAC) to identify areas requiring research and to
monitor and contract suitable parties to undertake
such research, implement sound financial policies,
identify projects, programmes and services where
applicable.
10.1.3 Task the NRAC to develop, identify and or certify
existing training programmes in recreation management.
10.1.4 Task the NRAC and RRACs to encourage the training,
development and nurturing of a sound volunteer corps.
Various organisations and institutions operating
within local communities shall be encouraged to pledge
their support for the establishment of the envisaged
volunteer corps.
10.1.5 Encourage the creation of employment opportunities in
the field of recreation for individuals with suitable
qualifications.
10.1.6 Task advisory councils to emphasise in particular the
empowerment of previously disadvantaged groups such as
women, marginalised youth, the physically disabled and
communities in rural areas, by way of leadership
training and continuing education.
10.1.7 Utilise national and provincial workshops and the
services of international experts to inform and
educate recreation workers regarding research and
developments in the field of recreation locally and
abroad.
10.1.8 Liaise on a regular basis with organisations such as
Participation (Canada), the National Recreation and
Parks Association (USA), the President's Council on
Physical Fitness and Sport (USA) and TAFISA (Trim and
Fitness International Sport for All Association) to
gain from their experiences.
10.1.9 Liaise with and collaborate with other State
Departments whenever their particular expertise may be
of benefit towards the development and delivery of
recreational services.
10.1.10 Encourage the regular staging of national and
provincial symposia to engage those involved in the
field of recreation in discussion on mutual
experiences and problems at national and community
level.
5.4 BUILDING A NATION
5.4.1 HEALTH AND MENTAL BENEFITS
It has been established elsewhere in the world that recreation
and thus mass participation in physical activities and recreation
sport, are conducive to the physical and mental health of the
population and the improvement of the quality of life. The DSR
strongly supports this view and therefore shall encourage the
presentation of activities incorporating active play and regular
physical activity.
5.4.2 FOSTERING POSITIVE LIFESTYLES IN OUR YOUTH
Meaningful leisure activity is seen as an essential source of
self-esteem. It also provides youths with positive lifestyle
choices and alternatives to selfdestructive behaviour, such as
is witnessed in gang deviance and misuse of drugs and alcohol.
Such behaviour is often entrenched in idleness and the lack of
meaningful recreation opportunities. The tremendous value of
recreation programmes in addressing youth violence in particular
is hugely understated. In this regard many local authorities in
North America have taken the lead in using recreation programmes
as preventative and interventative methods to curb anti-social
behaviour amongst the youth. Spectacular successes which arose
from the introduction of these programmes have been reported. The
DSR shall, therefore, make available financial resources to this
end and shall endeavour to encourage the private sector,
provincial governments and local authorities to utilise
recreation programmes for out-of-school and after-school youths
as a tool towards leading South Africa's marginalised youth and
latchkey children towards positive lifestyle choices and quality
of life experiences.
5.4.3 ECONOMIC CONSIDERATIONS
Health care annually demands a huge share of the State budget.
Research and the practice in America and Canada have shown that
active participation in mass recreation activities and recreation
sport are conducive to improving national mental and physical
health. This in turn relieves the burden on the State's health
budget. Absence from work due to sick leave is also positively
influenced, which enables the economy to redirect a substantial
part of its scarce financial resources to more productive
programmes.
5.5 RESEARCH AND INFORMATION
The lack of adequate research often leads to the launching of
programmes that are not targeted towards the needs and
preferences of the intended target groups. Such programmes are
typical shotgun approaches and constitute a waste of scarce human
and financial resources in the adoption of programmes which do
not reach their intended target group.
The DSR shall take the following steps to ensure that adequate
research is done before a national physical recreation programme
or service is launched:
5.5.1 The NRAC and RRACs shall be tasked to run pilot studies
at grassroot level, to determine the knowledge, needs
and preferences of people residing in local
communities regarding mass participation, recreation
sport and health issues. All information reported will
be processed and stored electronically on databases by
the DSR or its appointed agent.
5.5.2 The availability and utilisation of facilities and open
areas for recreational purposes shall also be
documented.
5.5.3 Other recreational trends and demographical information
such as the distribution of the population, social,
age and sex differences, shall be required to
determine future recreation trends and research
priorities locally and nationally and to tailor a
national research programme. This data will also be
utilised to assist the DSR and the provinces in
planning for the provision of recreation programmes
and services.
5.5.4 The availability of all the above research information
coupled with, amongst others, information on healthy
lifestyles and physical recreation benefits, the
storage of media reports, library facilities and
computer search facilities, shall be ensured by the
DSR by way of a comprehensive National Documentation
and Information Centre, as part of the Department's
Scientific Support Services. This Centre shall be open
to the sport and recreation public.
5.6 PROGRAMME AND SERVICE CONTENT
5.6.1 The assistance of relevant international organisations
working in the field of recreation, and with a proven
record of success, shall be sought regarding the
acquisition of relevant programme material and
comparing experiences and ideas.
5.6.2 The DSR shall encourage the provincial sport and
recreation departments and local authorities to form
partnerships with other related organisations that
have an interest in physical recreation and mass
participation, in order to inspire cross pollination
of ideas, or to enlist financial assistance towards
the expansion of programmes and services.
5.6.3 The DSR believes that programmes should be adapted to
suit people and not that people should comply with set
programme ideas. The DSR and the provincial MECs
responsible for sport and recreation shall therefore
endeavour, within reason, to accommodate the wishes of
the majority of programme participants in given
provinces, with regard to service delivery, the
opportunity to acquire new skills, access to and
participation in national recreation programmes
accredited by the DSR.
5.6.4 The provincial MECs responsible for sport and
recreation, shall be encouraged to employ recreational
programmes and services at provincial level and to
reach out to all communities within their respective
areas.
5.6.5 The NRAC as well as the RRACs will be instrumental in
advising the DSR on the developmet, suitability and
prioritising of recreation programmes and services as
well as reporting on the infrastructure needed to
implement the programmes.
5.6.6 Programmes and services targeting disadvantaged groups
such as women, the youth, the disabled, older adults
and neglected rural areas, shall receive priority
attention with regard to recreation programme
development and the delivery of services.
5.6.7 Creative recreation programme development and dedicated
services shall be encouraged by the DSR by way of
national awareness and incentive programmes.
6. CHAPTER VI : DRAFT SUMMARY SPORTS POLICY 1995 TO 1999
6.1 INTRODUCTION
In order to give structure to the efforts of this Department, one
needs to see the period 1994/95 to 1998/99 as the period in which
we intend to "lay the foundation" for mass participation in
sport. As fellow workers in the promotion of health, we have to
ensure that every South African engages, during this period, in
a minimum of one sports activity.
To enable us to "lay the foundation" for a culture of sport, we
have embraced a programme known as "mobilising the nation to
play", which itself consists of numerous sub-programmes.
"Laying the foundation" will therefore be the country's 4 year
plan that will run throughout Phase 1 (1994/95 to 1998/99).
The Department of Sport and Recreation will have overall
responsibility for the "Mobilising the Nation to Play" programme,
and will then agree responsibilities for each sub-programme with
the various stakeholders involved in the South African Sports
Movement. The DSR is committed to funding the Sports Movement
meaningfully during Phase 1, particularly Protea Sport and
Operation Excellence. It is also hoped that in time, the National
Sport and Leisure Academy (NSLA) will constitute the seat of
these activities.
6.2 ASSUMPTIONS
6.2.1 The DSR is aware that developed countries generally
focus their activities on elite sport, to generate
the role models that aspirant sportspeople will want
to emulate. In this country, however, given the fact
that participation figures are still low, the thrust
during Phase 1 (1994/95 to 1998/99) is to be at the
bottom end of the Sports Development Continuum.
6.2.2 The Government (DSR and MEC's and Local Authorities
responsible for Sport and Recreation) will primarily
be the providers (responsibility for creating/
upgrading facilities and unlocking of resources) while
the Sports Movement (NSC and NOCSA and the NF's) will
be responsible for the delivery of sport.
6.2.3 That the MEC's responsible for Sport and Recreation
will interpret national policy and tailor provincial
plans from such policies. The MECs with other
portfolios in addition to Sport and Recreation, will
ensure that sport is not an after thought and that
there is synergy between sports programmes and those
of Education.
6.2.4 That sport is a right for every individual South
African irrespective of race, ideology, creed or
colour. Furthermore the non-availability of facilities
will not be used as an excuse for discrimination in
sport.
6.2.5 Administrators and delegates to meetings, seminars and
conferences have real constituencies to whom they will
be accountable and from whom they would get mandates.
6.2.6 A sound working relationship between the DSR and the
Education authorities will be consolidated because
schools constitute a captured audience that is second
to none for the Sports Movement.
6.3 DEPARTMENT OF SPORT AND RECREATION
With this establishment of DSR came the responsibility to
rationalise all sports activities under a single authority. This
process exposed glaring deficiencies in how sport had been
treated up till then. It would be ideal if the same arrangement
was followed at the provincial level
Under the Office of the MEC responsible for Sport and Recreation
we now have to promote out-of-school sport, using, inter alia,
the resources from the previous House of Delegates, House of
Representatives, TBVC States and other Homelands, the Department
of Education and Training and National Education. This
constitutes the first real step in unlocking resources for the
Sports Movement. The MECs responsible for Sport and Recreation
now constitute a Council of Sport and Recreation Ministers, which
confers with the DSR office at national level. Similar Councils
at provincial level, consisting of the local authority sports
officers, are strongly recommended, on the statutory side.
The DSR also encourages State-Sport and State Business forums at
provincial and local level along the lines of the Sports Forum
and Sports Trust at national level.
6.4 UNLOCKING RESOURCES
The DSR, i its function as provider for sport, acknowledges that
it has a responsibility to facilitate the delivery process at
every level. Candidate areas to date include the following:
6.3 DEPARTMENT OF SPORT AND RECREATION
With this establishment of DSR came the responsibility to
rationalise all sports activities under a single authority. This
process exposed glaring deficiencies in how sport had been
treated up till then. It would be ideal if the same arrangement
was followed at the provincial level
Under the Office of the MEC responsible for Sport and Recreation
we now have to promote out-of-school sport, using, inter alia,
the resources from the previous House of Delegates, House of
Representatives, TBVC States and other Homelands, the Department
of Education and Training and National Education. This
constitutes the first real step in unlocking resources for the
Sports Movement. The MECs responsible for Sport and Recreation
now constitute a Council of Sport and Recreation Ministers, which
confers with the DSR office at national level. Similar Councils
at provincial level, consisting of the local authority sports
officers, are strongly recommended, on the statutory side.
The DSR also encourages State-Sport and State Business forums at
provincial and local level along the lines of the Sports Forum
and Sports Trust at national level.
6.4 UNLOCKING RESOURCES
The DSR, in its function as provider for sport, acknowledges that
it has a responsibility to facilitate the delivery process at
every level. Candidate areas to date include the following:
6.4.1 LEGISLATION
The DSR intends, in conjunction with, Parliamentary Study Groups
and Portfolio Committees to ensure that enabling legislation is
piloted through Parliament and that disabling legislation is
amended or discarded.
Via this process, we intend to develop sports law, which will be
a collection of all laws impacting on sport. NF's are to assume
full responsibility for the safety issues within their sport, as
well as the identification of enabling legislation.
6.4.2 The DSR will work with the Department of Finance to
explore areas of mutual concern. Sport organisations
misusing their non-profit status to accumulate funds
in the form of investments are to be given the option
of either ploughing their profit back into sport or
paying tax like all companies. But the DSR will
negotiate with the Department of Finance regarding
what portion of such taxes should go to Sport, via
instruments like the Sports Trust.
6.4.3 The Sports Trust is to assume the role of a Sports
Bank, with incentives to participating companies that
ensure that the funding of sports programmes is less
of a problem than at present. The Sports Trust will be
funded via direct grants from Government and the
Private Sector; indirectly via incentives; proceeds
from lotteries and pools and via fundraising
activities.
6.4.4 The DSR is aware that it is advantageous to continually
update the Department of Foreign Affairs on sports
matters via newsletters. It is, however, important to
note the benefits that will accrue with the placement
of Sports Attaches within specific Embassies for
on-the-spot servicing of clients and the
identification of opportunities.
6.4.5 For the purposes of redirecting past mistakes into
future opportunities, the DSR places high value on
providing "lessons learnt" packages for consideration
by organisers of continental and international events.
The contribution of such programmes to professional
administration and sponsor appeal cannot be
over-emphasised.
6.4.6 In respect of basic sports facilities, the DSR takes
the view that no new school building plans should
exclude playing facilities and no new housing
development plans should exclude sports facilities.
Attention should be given, in planning these
facilities, to a broad range of sports as well as full
utilisation of existing facilities.
6.4.7 Co-operation with countries like Germany (Athletics and
Boxing Coaching); United Kingdom (SAAEP Sports Admin
Courses and Prime Minister John Major's Sports
Initiative) and Australia (Aussie and Protea Sport),
constitutes an important element of Phase 1.
6.4.8 Incentives for achievers like those provided via
Operation Excellence (job placements and sponsorships,
financial grants etc.), annual awards functions (RSA
President's Awards, Victor Awards, Sportswriters
Awards as well as the NOCSA and NSC Annual Awards, go
a long way towards stimulating talent.
6.4.9 The diminishing exposure of sport, particularly sports
development, from television has renewed calls for the
establishment of dedicated coverage of sports events.
The DSR, whilst understanding the need for the
networks to be competitive, believes that the country
is ready for a sports channel incorporating local as
well as overseas expertise.
6.4.10 The Department of Sport and Recreation also
participates in a Sports Trust with sports bodies
(NSC, NOCSA, Rugby, Cricket, Golf and Football) and the
private sector, with the objective of creating an
additional source of funding for South African sport.
The Sports Trust will act as a Sports Bank that will focus
funding on specific, activities that are aimed at expanding the
sports participants base of the nation from 28,5% to more than
35%, and from 14% to more than 30% for Black women and from 51%
to more than 60% for White women, by 1999.
The Sports Trust will afford sport the opportunity to allocate
funds to programmes of those sports that battle to find
sponsorships, on their own (Cinderella sports).
The Sports Trust will also enable sport to deliver on human
resource development, particularly at the bottom end of the
spectrum.
In addition, a percentage of the income to be raised via the
Lotteries and Gambling Board is expected to be channelled to
sport via the Department of Sport and Recreation.
Implementation
For the implementation of Phase 1 (1995 to 1999) where the focus
will be on laying the foundation for mass participation in sport.
The DSR has developed the following priorities for Mobilising the
Nation to Play:
PRIORITY ONE:
To confirm roles and streamline responsibilities amongst the
various stake holders in sport to ensure that all efforts are
co-ordinated to take advantage of economies of scale.
1.1 The overall responsibility for Sport and Recreation on the
statutory side rests with the Minister of Sport and
Recreation at national level, and the MEC responsible for
Sport and Recreation at Provincial level. The officers
responsible for Sport and Recreation in the various local
authorities report through the MEC's Office.
1.2 The various MECs responsible for Sport and Recreation
constitute a Sport and Recreation Sports Ministers' Council
which meets regularly with the Minister of Sport and
Recreation, to interact on policy and other related
matters.
1.3 The main players on the Sports Movement side are the
National Sports Council, National Olympic Committee of
South Africa and the National Federations at national
level. The provincial structures of the National Sports
Council and provincial codes, will be operational at the
provincial and local authority levels.
1.4 School and Tertiary sport umbrella bodies are associate
members of the NSC at regional and national level, and
their constituent single-sport bodies also relate directly
to provincial codes and national federations.
1.5 As a general rule, the State, provincial and local
authorities are responsible for the provision of sport
while the Sports Movement's obligation is the delivery of
sport.
1.6 It is important that fewer and clearer levels of
authority/control exist between the national federation and
the individual club participant in all sports disciplines.
1.7 While some provincial codes and national federations are
able to hire full-time personnel, the majority relies
heavily on volunteers who constitute the backbone of sport
in this country. It is important that
administrator-coaching-refereeing seminars are arranged at
times that are convenient to this group of sportspeople.
1.8 In view of the differences in demarcation from code
to code and between sport and politics, it is advisable to
define the country in terms of the political demarcation,
with provincial codes within each of the 9 Provinces
remaining intact, except those falling in more than one
Political Province.
1.9 The DSR sees the role of NOCSA to be that prescribed in the
Olympic Charter (Elite Olympic Sport) while the NSC is seen
as the major player in sports development (grassroot sport
and elite non-Olympic sport). In terms of this arrangement,
the NSC Development Committee, consisting of
representatives from the NF Development Committees and
Regional NSC structures, is to act as the authentic voice
of the Sports Movement on all grassroot development in
general as well as that of elite non-olympic sport, in
particular.
1.10 The DSR sees the provision and delivery of school sport at
provincial and local level as the responsibility of the MEC
responsible for Education and also sees itself as having a
significant role in the selection of school sports masters
and the content of the physical education syllabus, as well
as that of human movement studies, at tertiary
institutions.
PRIORITY TWO:
To provide, on an annual basis, funds for the creation/upgrading
of basic multi-purpose, sports facilities in disadvantaged areas
2.1 South Africa finds itself more fortunate than its
counterparts in Africa, in that the number of facilities
per sports discipline exceeds that of any of its
neighbours.
2.2 The distribution of these facilities within the country is,
however, skewed in favour of the advantaged areas. The gap in
facilities (number, range and quality) is huge. The only way our
strategies can begin to make a difference is by building new
multi-purpose type facilities, throughout Phase 1 within the
disadvantaged communities.
2.3 The Victor Awards, in their first two years, have already
initiated the building of basic facilities in two areas in
the country. The task of identifying priority areas has
been given to the NSC Development Committee.
2.4 The DSR has also started to allocate a minimum of R1,0
million per annum to each Province, for the
creation/upgrading of basic, multi-purpose facilities, in
the disadvantaged areas.
2.5 The United Cricket Board of South Africa (UCBSA) had
pioneered a scheme of allocating a percentage of its gate
income from incoming tours towards the creation/upgrading
of basic, multi-purpose facilities in disadvantaged areas.
2.6 The newly-formed Sports Trust has also committed itself to
contribute a maximum of 50% of its funds for the
creation/upgrading of basic, multi-purpose facilities in
these areas. It has invited the United Cricket Board of
South Africa to channel its contribution via the Trust
together with contributions from Football, Rugby and Golf.
PRIORITY THREE:
To maintain the focus on the administration of sport and
recreation, as well as the development of a volunteer corps, to
help in the implementation of the various mass participation
programmes identified for Phase 1.
3.1 For the "laying the foundation" phase to be successful, the
DSR plans themed programmes aimed at running and
administering sport and recreation at all levels.
3.1.1 NATIONAL VOLUNTEER PROGRAMME
South Africa, unlike other developed countries, does not formally
recognise volunteers and no accurate figures exist of just how
many volunteers there are in the country.
It goes without saying that no sports programmes can be
implemented effectively without the many people who run sport
(mostly on a part-time, unpaid basis) on behalf of our 11,4
million adult participants.
Australians maintain that the sports delivery system of any
country will be impaired unless a programme was in place to
"gain, train, maintain and retain" volunteers in sport. It is for
this group of sports people that more incentives are required.
The 1994 Commonwealth Games could have cost much more had it not
been for the 13 000 volunteers who manned gates; catered for and
transported the representatives of the 60- odd countries which
participated in the Games.
We intend to set up a formal National Volunteer Programme, with
a known membership and who, depending on achievements, will be
nominated for incentives like the RSA President Awards and other
sports-specific honours.
Volunteers will be invaluable in the implementation of the Protea
Sport Project along with DSR employees and teachers.
Contact will be established with Australia, UK and New Zealand
with a view to learning from their experiences.
Volunteers are found in one or more of the following categories:
(a) Organisers of events (local, continental and
international.
(b) Specialists in areas like bookkeeping, administration,
mediation etc.).
3.1.2 CLUB DEVELOPMENT
The basic unit for the development and delivery of sport is the
club.
South Africa presently survives with no formal programme aimed
at the club administrator. Most club administrators learn by
trial and error yet the entire South African Sports Movement
rests on a club foundation.
We need to institute formal programmes (videos and literature)
in all languages for upgrading our club officials in aspects like
"running sport" etc.
Club officials need to be trained in such diverse aspects as
"chairing meetings", "drawing up agendas" etc.
3.1.3 ADMINISTRATORS FORUMS
The DSR views the state of administration as a cry for formalised
forums across sports disciplines particularly at the three levels
of club, province and national.
These forums may or may not be by interest group e.g. First
Aiders, Secretaries forum, Treasurers Forum, events managers,
fundraisers, referees association, coaches association etc. The
purpose of such forums is to share experiences in specialist
areas as well as to establish networks for future use.
Examples abound of sponsors who overstep their responsibility by
virtually taking over the running of sports events.
Weaknesses in aspects like events management have put many sports
administrators at the mercy of unscrupulous agents who charge
huge commissions on sponsorships.
3.1.4 HOSTING CONTINENTAL/INTERNATIONAL EVENTS
One area of weakness in the administration of South African sport
is in the hosting of major events. The Sports Forum believes that
a formal programme encompassing a code of conduct needs to be
developed. Only through a professional approach to sports
administration, can we not only maintain current levels of
expertise but also exceed them.
3.2 ADMINISTRATOR EXCHANGE PROGRAMMES
The UK-based Southern African Advanced Education Programme
(SAAEP), having identified the importance of professional
administration in sport, trained in a period of 2 years, locally
and abroad, no less than 70 Sports Administrators on behalf of
the
The IOC and IF's like the International Amateur Athletics
Federation (IAAF) also run seminars worldwide that are aimed at
developing, by sport and by country, a pool of trained sports
administrators.
One problem with these schemes has been the failure of the
trained personnel to secure placements with sports bodies and
other institutions. The absence of a recognised accreditation
system for such courses has also been a major concern.
Exchanges do not only have to take place with other countries,
particularly t the lower level. There is enough expertise locally
for basic courses. It will then be necessary to engage in
overseas exchanges at the advanced levels only.
Train-the-trainer courses remain the most effective way of
imparting skills.
3.3 SPORTS ORGANISERS AND PROVINCIAL SPORT AND
RECREATION STAFF
Some Education Departments in the various Provinces have in their
employ full-time sports organisers who, if accredited, can
together with the Sport and Recreation personnel offer invaluable
services to the Sports Movement. Through these people, the pride
and prestige previously associated with interschool competition
can be rekindled.
PRIORITY FOUR:
To enhance health-consciousness by means of themed programmes
aimed at specific interest groups in society along the lines of
one-person-one sport, via mass participation drives.
4.1 SPORT FOR YOUNG PEOPLE
The DSR is determined to capture potential sportsmen and women
at the earliest possible age. Parents are encouraged to play
their part in pointing their kids in the right direction by
exposing them to a broad range of sports activities.
Nursery schools and primary schools present the Sports Movement
with the first captured audience that does not need to be coerced
to play.
The NSC's Protea Sport Programme has the following three
age-based components aimed at introducing sport to young people:
(a) Super Kids Programme (3 years to 6 years)
This is a modified programme directed at creche level
kids. The focus is on encouraging children to play.
(b) Sports Pioneers Programme (6 years to 15 years)-
This programme focuses on modified sport in respect of
13 disciplines. Teachers involved in the programme
will be trained in a minimum of 4 of these sports.
(c) Isizwe Stars Programme (12 years to 21 years).
This is an advanced coaching programme, involving 7
sports. The emphasis will be on honing in new skills.
The DSR could recommend a minimum of 80 minutes per week to be
spent on sport in the various schools and tertiary institutions.
The DSR expects that more than 80% of South African Primary and
High Schools to participate in the above programmes by 1999. I
addition to introducing young people to sport the DSR intends to
maintain such interest as they grow older.
4.2 STREET CHILDREN PROGRAMME
A programme aimed at providing sport to the numerous marginalised
children who find themselves roaming the streets of cities in
search of shelter and food is viewed as a major priority by the
DSR. This product is to be offered to the Department of Welfare
for joint sponsorship.
This programme should also be linked with some level of tuition
and should interface with the Super Kids; Sports Pioneers and
Isizwe Stars Programmes.
This programme is not seen as a permanent programme but more as
a redirective route back to the Protea Sport programme.
4.3. SPORT FOR ALL
The DSR is aware of the existence of many South Africans who are
unable to participate in the normal sports programmes provided
by national federations. Many of these people became
non-participants not by choice.
The following groups of people are the target of the DSR's Sport
for All Programmes:
4.3.1 YOUTH SPORT
The DSR intends to redirect the focus of the two year old
Development Games to cater for in-school and out-of-school youth
(18 to 26 years) who are either denied or need more social
competition on a structured basis. The DSR goal is to involve,
every year, more than two million participants by province in a
competition that culminates in national games. As much as
possible, sports people who engage in regular elite provincial
competition are discouraged from participating.
Social cricket, which is a century-old activity for residents of
the rural areas in the Eastern Cape Province, is a tradition that
needs to be recognised and captured under this programme.
Similarly with other sports that are traditional in any other
given area.
4.3.2 DISABLED SPORT
The DSR is also aware of the existence of formal disabled sport
structures at elite level. These structures, including
participants who happen to be amongst the best in the world, also
exclude some disabled participants. The latter can be described
as social participants, and should be targeted by this programme.
4.3.3 WOMEN SPORT
The DSR has noted the low number of adult women participants in
sport (14% Black and 51 White). It is the intention of the DSR
to lay the foundation, during Phase 1, for an effective Wome in
Sport programme, which would annually culminate in a national
programme, involving all 9 Provinces. This programme would
show-case existing talent for the various national federations
to take their pick. Successes in women soccer, hockey and golf
provide sufficient reasons for such a programme. Women, and black
women in particular, will receive a great deal of attention to
eliminate the gender backlog that exists presently.
4.3.4 MASTERS SPORT
Sport among those over the age of 35 years is beginning to thrive
in other countries. The DSR understands that the South African
Sports Movement prefers that rather than this programme being run
separately, individual national federations need to take
responsibility for this programme. Masters Sport provides retired
participants with the opportunity to keep active and thereby
reduce the incidence of ill-health. This programme could also
provide a useful service for sports development.
4.3.5 CORPORATE SPORT
The DSR seeks to encourage the playing of sport in the various
companies and mines of the country and hope that such sport, with
the good facilities available at such institutions, will
constitute the nucleus of what is known elsewhere in the world
as Worker Sport.
Trade Unions are hereby invited to debate the merits of Worker
sport with the South African Sports Movement and the DSR.
4.3.6 NATIONAL SCHOOLS GAMES
When the Development Games were originally introduced for
out-of-school sport participants, school sport participants
expressed the view that similar games should be organised for
schools.
The DSR is presently evaluating the advisability of developing
a product for school sport participants along the lines of the
Development Games, initially on a Province by Province basis.
This national competition could be held annually in a dozen pre-
agreed sports.
PRIORITY FIVE:
To identify latent talent from participants with talent as an
integral component of the process of upward movement from the
Foundation and Participation levels of the Sports Development
Continuum.
5.1 TALENT SCOUTS
South Africa has long acknowledged that talent identification
forms an integral part of any sports participation strategy they
will be developing.
In the absence of formal talent identification mechanisms, no
amount of mass participation will ensure that the right
participants are given the right opportunities at the right time.
It is also true that the smaller the base, the more unlikely it
is that the creation of opportunities will be maximised.
The DSR believes that the NSC and the Office of the MEC in each
Province, should identify talent scouts by provincial code for
every sports code on a priority basis.
5.2 MEDIA
The media (print and electronic) play an important role in
identifying talent that otherwise would have gone unnoticed. For
this reason, sport should feed the fixtures they hold in every
province to the media. This relationship will enhance the search
for tomorrow's stars.
5.3 SCIENTIFIC VS NON SCIENTIFIC SCOUTING
Many people believe that every country should develop a
scientific talent identification programme while others believe
that clear upward and downward lines of communication will ensure
that the right talent is at the right place at the right time.
The DSR sees no conflict in combining both scientific and non
scientific methods on scouting, as long as we are able to
identify more talent than we are missing.
PRIORITY SIX
To meaningfully invest in the preparation of participants who are
called upon to represent the country in major competition by
removing all obstacles on their way and to enable them to play
the role model function that is so crucial in ensuring a
continuous flow of participants from the Foundation and
Participation levels towards the
Performance and Excellence levels of the Sports Development
Continuum.
6.1 The debate regarding whether to focus at grassroot level or
elite level or both has been conducted ad nauseam in this
country. The approach taken on this paper is that of doing
both, but with the main thrust of activities being towards
the grassroot level.
6.2 It has been pointed out elsewhere that the country's
resources are insufficient to attend to the problems at
both ends. The DSR is of the opinion that the
themed/programme approach to sports development and
preparation enables sport to form strategic alliances with
business who are sold a range of specific products from
which they can choose.
6.3 The country's track-record in looking after our very few
athletes with the potential to win medals is far from
satisfactory.
Very few of our individual elite athletes presently have on-going
sponsorships. Very few of these athletes exercise their trade on
a full-time basis and even fewer have access to dedicated
full-time coaches and adequate facilities. Many athletes have to
choose between their jobs/institutions of learning and their
careers in sport. J formal scholarship programmes and post-sport
careers are available to our athletes. Most of our elite athletes
do not even have access to sponsored vehicles from the numerous
vehicle manufacturers in the country. It is furthermore very
depressing to see how many former sports stars struggle to make
ends meet.
NOCSA's Operation Excellence is designed to overcome the
above-mentioned handicaps and if the NSC's Dinaledi Protea Sport
component performs a similar function for non-olympic sport, the
future of South African elite sport begins to look brighter.
Given a choice between Australia's elite-sportdriven
participation programme and Germany's grassroot-sport-driven
approach, we choose the latter in order to give expression to our
Phase 1 efforts.
6.4 The planned National Sport and Leisure Academy (NSLA) which
is to be initiated on a site somewhere between Johannesburg
and Pretoria, is seen as the seat of our elite sport
activities, where resident multi-sport coaching is to be
offered and training camps launched from.
This NSLA is to be the cashcow that will fund similar other
institutions in the various provinces.
The National Coaching and Accreditation Institute that the
country so desperately needs is to be based at the NSLA, with the
NSC's Protea Mmuso product as a catalyst.
6.5 The DSR, NOCSA and the NSC already co-operate in the
rationalisation of essential sport support services like:
6.5.1 Sports Information Centre, where research and other
audits will be conducted from and where a central
databank will be based.
6.5.2 Scientific Support Service, which will include
technological services, where useful tests on
participant profiles will be conducted.
6.5.3 Drug-testing service, utilising the soon-to-be-IOC
accredited University of the Orange Free State
laboratory.
6.6 A Sports Exchange Programme between the country and
outside countries in respect of coaching and player
visits. A similar arrangement involving all Provinces
for the sharing of coaching expertise and facilities
is to be encouraged. The utilisation of this country's
resources by athletes from neighbouring countries and
abroad is to continue.
6.7 The DSR intends to unlock resources wherever they
exist, for use by the Sports Movement, in the
following areas, outlined earlier:
6.7.1 dedicated sports TV channel
6.7.2 enabling legislation
6.7.3 tax concessions to sponsors of sports development
6.7.4 Sports Trust as an additional source of funds
6.7.5 Sports Attache programme with the Foreign Affairs
Department
6.7.6 "lessons learnt" programmes with every maj or events
held in this country
6.7.7 liaison with Housing and Education Departments in
respect of making sports facilities an integral part
of their building plans.
6.7.8 Foreign exchange programme in respect of coaching
interchange and player visits.
6.7.9 Creation of incentives for achievers in the form of
Sports Awards and Hall of Fame honours.
6.7.10 Creative use of Government funding to support a
narrower band of sports which meet specific
criteria, as encouragement to meeting the DSR
objectives.
6.7.11 Exploration of possibilities for marketing "Laying the
foundation" too their countries.
PRIORITY SEVEN
TO help cement the sports unification process by instituting
necessary affirmative action controls which will ensure that
club, provincial and national representative teams reflect the
parties involved in the process.
7.1 If one reviews the effective functioning of all the national
federations, it can be established that far from reflecting
a union between the disadvantaged and advantaged
components, unified structures are just a continuation of
the establishment tradition, due mainly to their advantaged
past. This state of affairs has inhibited full
participation and identification with the resultant body on
the part of the disadvantaged sports structures.
In most cases, it is business as usual for the advantaged
component, much to the bewilderment of the disadvantaged
entity to unity.
7.2 Development, a necessary bi-product of uniting components
who are at different levels, has also been relegated to
a"black own affairs" thing which is not even discussed at
the highest decision-making level in the individual
national federations.
7.3 The whole saga manifests itself in the composition of
representative teams, where the disadvantaged component is
conspicuous by its absence.
7.4 The DSR acknowledges the need for good results in
representative competition but also understands that in the
context of South African team performances being below par,
anyway, more benefit could be achieved via any of the
following selection strategies:
7.4.1 Merit teams with compulsory disadvantaged quotas.
7.4.2 Teams of national Unity.
7.4.3 Teams selected from both sides of the
advantaged/disadvantaged divide.
7.5 The DSR does not equate disadvantaged only to development
teams, and advantaged also does not mean merit, and could
in fact constitute the best out of a poor lot.
7.6 Given the fact that all South African representative teams
are handicapped anyway, due to the years of isolation, it
can be argued that all matches we presently participate in
constitute an investment for the future via exposure. Why
the do we not expose all our sportspeople equally?
7.7 The DSR does not seek through these views to meddle in
matters falling within the competence of national
federations, but can also not stand by when in service is
given to representation and development.
7.8 The notion of creating selection pools via an A side from
the advantaged side and another A side from the
disadvantaged side, with a bias in favour of the
disadvantaged A side, where the levels of specific players
are comparable, has wide acceptance in the disadvantaged
side. It is only when such a situation exists that a
development side based on comparable competence rather than
race, are engaged in structured competition, by sport, by
province, that national selectors will have access to local
and provincial participants of high potential from other
race groups.
7.9 Development competitions based on the above principles will
ensure that the present unity is not only cemented but is
also nurtured. It cannot be in the interests of
disadvantaged sport only to have teams reflecting the
communities whence they are selected.
7.10 Government funding should then be based on the extent to
which the national federations pays more than lip service
to its bottom-end participants. The DSR will therefore
prescribe, in allocating funding to national federations,
the proportion that should be used towards development
competition. No funding should be provided where no
development competition exists or where teams wilfully
continue to exclude participation at the top level from the
disadvantaged group.
To sum up. Let's hear what Richard Lapchick says about sport in
a society with similar experiences as ours:
"I have chosen sports as the vehicle through which I can
best contribute to challenging racism. This vicious form of
hatred has poisoned our people and artificially divided the
human family for far too long. White America can no longer
call the problem of race "the Negro problem" nor treat it
with benign neglect. NO form of neglect of racism is
benign. White America needs to take a profound look at
itself, understand what it has allowed itself to become,
and work collectively as well as individually to initiate
the transformation.
A close examination of sport can help us to confront the
broader societal problems. If, however, we choose to
continue ignoring the signs around us, we may be forever
doomed to our current self-consuming fears of each other.
Society doesn't get many second chances. This may well be
our last chance. This time, promises must be kept."
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