[ Home ] [ Documents ] [ White Papers ]

FOREWORD

It gives me great pleasure to be able to present to the South African public, through this White Paper, the first official policy on sport and recreation since the establishment of this Ministry on 1 July 1994.

The main beneficiaries of government resources, in the past, were the establishment sector which accounted for only 20% of the country's population.

Sport continues to be short-changed with regard to the allocation of resources because of the lack of knowledge of those at decision-making level, of its role in society as well as its potential as an instrument of transformation. The situation is worse in the case of recreation. Our ongoing campaign to educate decision-makers about this role will continue but we are happy to note that sport is included in the good causes that will be beneficiaries of the planned national lottery.

In the meantime, however, it has been impossible to stretch the available resources to accommodate the more than 35 million potential participants who only began to matter in 1994. It is in this context that I have sympathy with the disillusionment that continues to characterise the majority of the country's citizens.

The pace of change and the impatience resulting from unmet expectations constitute a challenge that this Ministry encounters on a daily basis. The absence of sport and recreation facilities in the disadvantaged communities must rank as one of the cruelest legacies of apartheid.

It is not, however, proper to attribute all problems to our apartheid past, as many of the problems continue to exist because of inefficiencies that result from self-interest and failure to acknowledge the demands of the 21^st century, amongst other things.

The DSR has set the following objectives for itself, which gave rise to the "getting the nation to play" theme:

1. Increasing the levels of participation in sport and recreation activities.
2. Raising sport's profile in the face of conflicting priorities.
3. Maximising the probability of success in major events.
4. Placing sport in the forefront of efforts to reduce the levels of crime.

This White Paper took a long time to finalise, but I am happy to point out that priorities identified herein address the basic issues that we would be unwise to ignore.

The priorities are all transformative in nature and the document, in my view, adequately addresses itself to the task at hand, and positions our activities within the contest of overall government policy.

Happy reading.

 SV Tshwete
Minister: Sport and Recreation
 

[ Top ]

INTRODUCTION

"Getting the nation to play" is the pervasive theme of this White Paper.

The realisation of this goal requires a conscious effort and firm commitment from government, non-governmental organisations (NGOs), the private sector and South African society in general. Within this triad, each stakeholder has a particular role to play in laying the foundation for a culture of sport and recreation.

The overall responsibility for policy, provision and delivery of sport and recreation resides with the Department of Sport and Recreation (DSR).

In realising this goal, cognisance must be taken of the following factors:

1. The imbalances between advantaged, predominantly urban communities, and the disadvantaged, largely rural communities.
2. The lack of a strategic vision and policy for the development of sport and recreation.
3. The need for South Africa to take its rightful place in the global sporting community.
4. The expectation that the DSR will cater for the needs of the entire population, with a budget that remains the same as that which catered for a mere 20% of the population in the previous dispensation.

South Africa's sport and recreation policy must be developed within this context.

Whilst our approach to sport and recreation has to be based on South African values and beliefs - its geography, its communities, its history and heritage - our national sport and recreation policy has to be responsive to global influences.

The global direction and policies in sport and recreation are, in turn, influenced by international and continental associations, like the Supreme Council for Sport in Africa (SCSA), the International Olympic Committee (IOC),

And the actions of the International Federations (Ifs). Furthermore, the effects of political, social and economic

forces, such as the role and influence of multinational corporations, commercialisation of sport and proliferation in the media sector, cannot be undermined.

[ Top ]

DEFINING SPORT AND RECREATION

 Several attempts have been made to succinctly define sport and recreation. No consensus, however, has ever been reached in that regard. For the purposes of this White Paper, the following definitions will suffice.

SPORT may be defined as any activity that requires a significant level of physical involvement and in which participants engage in either a structured or unstructured environment, for the purpose of declaring a winner, though not solely so; or purely for relaxation, personal satisfaction, physical health, emotional growth and development.

RECREATION in is a guided process of voluntary participation in any activity which contributes to the improvement of general health, well-being and the skills of both the individual and society.

The observation is certainly made that there is a general illiteracy in the country about the role played by sport and recreation. The Commonwealth Heads of Government Working Group in Harare (1995) made the following observation with regard to the influence of sport on society: "It is time that the integral role which sport in the process of nation-building is fully recognised. Sport is an investment. It is firstly an investment in the health, vitality and productivity of one's people. It is secondly an investment in their future. The social benefits include an overall improvement in the quality of life and physical, mental and moral well-being of a population. Furthermore, successful athletes serve as role models for the youth of the country, as achievers, as unofficial ambassadors, and as individuals committed to equality and fairness in competition. Because of its visibility, sport can play an enormous part in redressing gender inequalities and discrimination against the disabled and minorities".

But, perhaps the most important of all is the role of sport fostering national unity.

The impact of sport and recreation extends beyond the confines of participation. It is felt in many other spheres of life like Health; Education; Economy; Crime; Nation-building and International Relations. The table below illustrates the relationship between sport and recreation vis-a-vis other sectors

[ Top ]

[ Top ]

Recognising the pervasive influence of sport and recreation on all aspects of society, the Ministry and Department of Sport and Recreation agreed on the following eight priorities, which form the basis of this White Paper.

PRIORITY ONE

To confirm roles and streamline the responsibilities of the various stakeholders in sport and recreation to ensure that coordination and economies of scale are realised.

Governance of sport and recreation in South Africa may be illustrated in terms of the organogram
 

GOVERNANCE OF SPORT AND RECREATION

Parliament, particularly through the Minister and the Standing Committee on Sport and Recreation, is principally responsible for defining government policy, legislation and budget allocations.

a) In the above context, the DSR focuses on:

• The promotion of sport and recreation policy and its implementation, through the National Sports Council (NSC), National Olympic Committee of South Africa (NOCSA) and the National Federations (NFs).
• Recreation policy, with the principal agent being the South African National Recreation Council (SANREC).
• Funding of the above agencies.
• The researching, auditing and upgrading of facilities for national and international events.

 b) At the provincial level, the Member of the Executive Council (MEC) and the Provincial Department of Sport and Recreation are charged with the responsibility of:

• Policy development, within the context of the national sport and recreation policy, with the principal agents being provincial federations and macrobodies.
• Implementation of recreation policy, via the Provincial Recreation Councils (PRORECs).
• Funding of the above agencies
• Creating facilities as created by local authorities, for national and provincial events.

[ Top ]

 c) The local authorities have the following roles:

• Policy development at local level.
• Implementation of recreation policy.
• Funding of its principal agencies viz, clubs and individuals.
• Creating facilities for local and provincial usage.

[ Top ]

 THE OPERATIONAL DUTIES OF THE KEY ROLE-PLAYERS:

THE MINISTRY AND THE DSR

"Government provides, sports federations deliver"

The functions of the Ministry/DSR are to:

1. Develop a policy framework for the governance of sport in South Africa.
2. Make sport and recreation accessible to all South Africans.
3. Provide the infrastructure required for sport and recreation, eg. South African Institute for Drug-Free Sport, scientific support, etc
4. Ensure the existence of programmes that develop the human resource potential in sport and recreation.
5. Coordinate the involvement of the various departments of the national government, to ensure congruence with national sport and recreation policy.
6. Provide mechanisms for unlocking resources, so as to extend the budget for the provisioning of sport and recreation eg. sponsors, national lottery, overseas funding, credits for Joint Economic Development (JED) programmes, Sports Trust, etc.
7. Enter into international agreements for the purpose of sharing technology, skills transfer, and the development of sort and recreation for its agencies, provincial governments and local authorities.
8. Intervene in the interests of sport and recreation as well as the public whenever conflict arises that the lead agencies are not able to resolve.
9. Coordinate input to the Department of Education on the physical education curriculum at school and tertiary level.
10. Provide incentives for excellence in sport and recreation.

[ Top ]

 PORTFOLIO COMMITTEE ON SPORT AND RECREATION

It is the responsibility of the Portfolio Committee to further the cause of sport and recreation, at a political level, by striving to:

1. Monitor the governance of sport and recreation in terms of national government policy.
2. Advance the cause of sport and recreation in Parliament.
3. Debate and suggest enabling legislation.
4. Advise on international trends in sport and recreation.

 THE MEC AND PROVINCIAL DSR

The provincial structures are one step closer to the delivery of sport and recreation than their national counterparts. They serve to:

1. Make sport and recreation accessible to all people in the province.
2. Provide the infrastructure required for sport and recreation, and its maintenance.
3. Ensure the existence of programmed that develop the human resource potential in sport and recreation.
4. Develop a policy framework for the governance of sport and recreation in the province that is in concert with the national sport and recreation policy.
5. Coordinate the involvement of the various departments of the provincial government, to ensure congruence with provincial sport and recreation policy.
6. Effect international agreements, as reached by the national DSR, for the purpose of sharing technology, skills transfer and the development of sport and recreation.

[ Top ]

 LOCAL AUTHORITIES

The local authorities are in direct contact with the sites of delivery of sport and recreation. Their primary functions are to:

1. Develop a policy framework for the governance of sport at local level that is in concert with the national and provincial sport and recreation policy.
2. Make sport and recreation accessible to all people in the local area.
3. Create the infrastructure required for the delivery of sport and recreation given that the club is the basic unit of sport and recreation, the local authorities are an important link in the value chain.
4. Ensure the existence of programmes that develop the human resource potential in sport and recreation.
5. Effect international agreements in concert with provincial DSRs, as reached by the national DSR, for the purpose of sharing technology, skills transfer and the development of sport and recreation.

 Whilst the DSR has the overall responsibility of monitoring the movement of participants through the sports development continuum, it has a particular role in mobilising non-participants, through its recreation programme. In this regard SANREC will play an important role.

The following are the contractual obligations if the lead agencies of South African sport, as well as the roles of clubs and corporate sponsors.

NATIONAL SPORTS COUNCIL (NSC)

1. Implementation of government policy on sport at national level.
2. The core business of the NSC, and its national and provincial affiliates, is the execution of the participation/development of sports mandate. This comprises talent identification (with resources from the Sports Information and Science Agency - SISA), capacity building (Protea Sport), to fasttrack delivery and to act as a lead agent for provincial sports academies.
3. Representation of its affiliates at national (eg. SISA, Victor Awards, S.A. Institute for Drug Free Sport, Sports Trust), continental (eg. Supreme Council for Sport in Africa - SCSA) and international forums.
4. To co-ordinate the participation of South African athletes at the All-African Games.
5. To ensure the existence of internal dispute handling mechanisms within its affiliates, prior to mediation by itself, and any subsequent involvement of the DSR.
6. To regularly liaise with NOCSA with regard to their respective roles, through cooperation and joint programmes, within their respective mandates.
7. Not to act in a way that can be interpreted as competing with the DSR/ Ministerial initiatives.

[ Top ]

 NATIONAL OLYMPIC COMMITTEE OF SOUTH AFRICA (NOCSA)

1. Implementation of government policy on sport and recreation at national level.
2. The core business of NOCSA, in terms of the Olympic Charter, is to ensure the participation of South African athletes at the Olympic Games, and the execution of its high-performance sports mandate. This comprises talent identification (with resources from SISA), capacity building (Operation Excellence), fasttrack delivery and acting as a lead agent for the National Academy, as well as the supervision of the Olympic Training Centre.
3. Representation of its affiliates at national (eg. SISA, Victor Awards, S.A. Institute for Drug Free Sport, Sports Trust), confidential (eg. Association of National Olympic Committees of Africa - ANOCA) and international forums (eg. ANOC and the IOC).
4. To ensure the existence of internal dispute handling mechanisms within its Olympic affiliates, prior to mediation by itself, and any subsequent involvement of the DSR.
5. To regularly liaise with the NSC with regard to their respective roles, through cooperation and joint programmes, within their respective mandates.
6. Not to act in a way that can be interpreted as competing with the DSR/ Ministerial initiatives.

 SOUTH AFRICAN COMMONWEALTH GAMES ASSOCIATION (SACGA)

1. Implementation of government policy on sport and recreation at national level.
2. The core business of the SACGA is to coordinate the participation of South African athletes at the Commonwealth Games.
3. Represent its affiliates at international forums (eg. CHOGM Sports Committees and the CGF).
4. Not to act in a way that can be interpreted as competing with the DSR/ Ministerial initiatives.

The SACGA is an independent committee elected by its national federations and is affiliated to the Commonwealth Games Federations (CGF).

NATIONAL FEDERATIONS (NFs)

1. Implementation of government policy on sport and recreation at national, provincial and local levels.
2. Their core business is to act as the principal delivery agents for their respective sports disciplines. This is executed through guaranteed equitable access to its sports, talent identification programmes, the establishment of a volunteer corps and increased participation.
3. Make representations, on behalf of their sport to the macrobodies and the Ministry/DSR.
4. To develop internal dispute handling mechanisms with their sports disciplines and to invite macrobody mediation when necessary.
5. Proactive promotion of their sport to ensure maximum participation.
6. To represent their sport at macrobody, governmental, continental and international forums.
7. To ensure that their provincial affiliates conform to accepted provincial boundaries, as per national government policy.

   [ Top ]

 Provincial federations have a similar role to the national federations, the important distinction being their respective areas of jurisdiction.

SPORT AND RECREATION ACT AND/OR SPORTS COMMISSION

Unlike other national departments, the DSR has no statutory Act which empowers it to also have the authority and not just the responsibility for the promotion of sport and recreation in South Africa. This means that the DSR us reliant on the goodwill of its agents to discharge its mandate.

The DSR and the Ministry continuously find themselves having to decide whether it is advisable to intervene when things go wrong, and to bear the wrath of the public when they do intervene.

They are perceived to be weak when they do not intervene and to be heavy-handed when they do intervene.

The situation is exacerbated by the absence of legislation that empowers the Ministry/DSR to act or mot act either way.

In addition, there seems to be some duplication between the functions of the DSR and those of the sports movement in general and the NSC in particular.

In reaction to this unbearable state of affairs the Ministry is presently considering the advisability of proposing a Sport and Recreation Act from which it will derive its authority and/or the establishment of a statutory sports commission, which will address both the right to intervene and duplication issues.

[ Top ]

SCHOOL/JUNIOR/YOUTH SPORT

"If you know, teach; if you don't, learn"- Cuban saying

The recognised coordinating body for the organisation of school sport is USSASA (United School Sports Association of South Africa). USSASA's functions include the following:

1. Implementation of government policy on sport and recreation at school level.
2. Its core business involves:

• Talent identification
• Maximising participation
• Coordinating intra- and inter-school competitions
• Coaching and developmental programmes for teachers
• Giving input to the physical education curriculum
• Sharing facilities with the community.

c.    Making representations to macrobodies and relevant government departments with respect to school sport.

d.     Liaising with national and provincial federations with respect to junior and youth sport specifically.

e.     Liaising with its international parent body, the International School Sport Federation (ISSF).

 TERTIARY SPORT

The recognised coordinating body for the organisation of sport at tertiary education level is SASSU (South African Student Sport Union).SASSU's functions include the following:

1. Implementation of government policy on sport and recreation at tertiary education level.
2. Its core business involves sharing of its specialised resources (both human and infrastructural) with the community, maximising participation and coordinating intra- and inter-institutional competitions.
3. Making representations to macrobodies and relevant gevernment departments with respect to tertiary sport.
4. Liaising with its international parent body, the International University Sport Federation (FIFSU).

   [ Top ]

 CLUBS

A club is the basic unit of sport and the provision of recreation. A club's functions include the following:

1. implement policy on sport and recreation at group/individual level.
2. Its core business is to increase participation through proactive recruitment programmes.
3. Involvement in capacity building.
4. Making representations to provincial federations and local authorities to garner resources for its operation.
5. Being the primary vehicle for the identification, development and nurturing of talent.
6. Providing a unique social support structure.

 CORPORATE SECTOR

It is not possible for government alone to meet all the demands of sport and recreation. For this reason, the partnership between government, sport and recreation, and business is vital in unlocking resources for the development of sport and recreation. The Ministry/DSR is aware of the economic impact of sport, and its rapid commercialisation. Sport has, indeed, become a burgeoning industry sector, and a meaningful contributor to the hours yielding more leisure time, and the concomitant growth of service and leisure sectors in the world economy.

The DSR is continuously looking at possible ways in which they can attract new corporate sponsors to underfunded sports disciplines. " It is better to light a candle of hope than to curse the darkness".

• The ratio of private sponsorship to government expenditure in sport.
• The rise in corporate sponsorships from 1991 to1997.
• The proportion of the demand (R100 million) to the supply (R12 million) for sports services in the country.

 It is believed that the proceeds from the lottery will go a long way towards redressing disparities in the funding of the various sports disciplines. An interesting observation is that in 1997 80% of sports sponsorship goes to 20% of the NFs. In order to nurture the multi-sport character of South Africa, more resources need to be channelled to less popular and underfunded sports disciplines.  

[ Top ]

PRIORITY TWO

To provide funds for the creation or upgrading of basic multi-purpose sports facilities in disadvantaged areas.

The challenge in the provision of facilities in South Africa is not simply about a shortage of facilities, but rather the location of the facilities - they are just mot where the majority of the people are. Furthermore, it is the considered approach of the Ministry and DSR to make multi-purpose facilities the focal point of each community. This community-centred approach is to ensure that communities take ownership of the facilities, and assist in their maintenance and management. The DSR, and its agencies, will endeavour to utilise local resources in the creation/upgrading of facilities - this will contribute to job creation. All facilities should allow for easy access for users who have disabilities.

The following table shows the roles of each tier of government in the provision of facilities:

  "Facilities facilitate access to sport and recreation

[ Top ]

PRIORITY THREE

To develop the human resource potential required for the effective management of sport and recreation in South Africa.

The entry point into the continuum for an entirely new official, administrator, coach, facility manager is the "foundation" level. As more skills are acquired these recruits will graduate upwards to the various levels until a point of "excellence" is attained.

The previous government had no programmes for developing human resources in sport and recreation. International trends also point to a "crisis in voluntarism" in developing countries.

In recognition of this the DSR will spearhead the following initiatives:

1. Recruitment of volunteers.
2. Training and accreditation of volunteers (new and existing).
3. Recognition of volunteers.

 The sports development continuum provides a framework for the adequate resources from the level of a community sports leader, through to administrators of provincial, national and international federations.

1. Strategy

 The DSR, together with its agencies, will develop a coordinated national programme that involves an audit of existing resources, using quantitative and qualitative methodologies, that have the following components:

• Determination of training requirements.
• Development of training programmes.
• Formulation of implementation plans.

b. Recruitment

[ Top ]

 The catchment areas for the recruitment of volunteers are organised into the following categories:

• Sports-specific or multisport.
• Technical, eg. medical .
• Generic services, eg drivers, marshals

 Specific campaigns will be launched to recruit volunteers from the various target segments. A database of all volunteers will be established.

c. Accreditation

 A system, in line with the National Qualifications Framework, will be developed to promote and acceptable standard of service delivery, thereby protecting the participant and facilitating possible migration into other industry sectors.

d. Recognition of volunteers

 An incentive programme will be established, whereby volunteers are accorded special awards for service to sport and recreation.

[ Top ]

PRIORITY FOUR

To motivate the community to develop active lifestyles and to channel those with talent for development into the competitive areas of sport.

The fundamental objectives are to:

• Recruit and encourage youth and adults to participate in physical activities.
• Motivate the populace to develop physically active lifestyles.
• Mobilise non-participants and convert them to participants in physical activities.

 There are two primary areas of focus within this priority, viz. Recreation and development sport.

[ Top ]

Recreation

The function of recreation lies more in the experience derived from the activity than in the activity itself. The DSR is firmly committed to the principle of "providing positive recreation opportunities for all". Recreation can be harnessed to promote ethnic harmony, leadership opportunities and the development of a healthy society.

Sport and recreation are linked in a symbiotic relationship. The DSR recognises that is much more than participation in physical activity and general fitness. It is an important contributor to participation in sport. This is articulated in the holistic and strategic import of the sports development continuum. The provision of recreation opportunities is a vital prerequisite for sport and recreation development programmes.

Recreation policy is based on four key principles:

1. Recreation development must be demand-driven and community-based.

Communities must be empowered to participate in the planning, implementation and evaluation of recreation programmes, so that policies are developed from the participant's perspective. Furthermore, communities must be responsible and accountable for their own development.

 2. Recripaeation partiction is a fundamental right.

Affordability and accessibility of recreation programmes and facilities to all people of South Africa, irrespective of gender, age, race, language, culture, political persuasion, affiliation, disability or status.

 3. Equitable resource allocation.

Priority will be given to disadvantaged areas in the provisioning of new programmes.

 4. Coordinated effort and integrated development.

It is vitally important to create synergy and economies of scale through networking with all public and private sector organisations, to ensure efficiency in the delivery of programmes.

[ Top ]

 In pursuance of these policies, the DSR has established the South African National Council (SANREC), which has been entrusted with the following roles functions:

Implementation of government policy on sport and recreation.

The core business of SANREC, and its national and provincial affiliates, is the development and presentation of recreation activities which will include active play, regular physical activity and the full range of constructive leisure-time pursuits; identify and undertake research programmes; identify and certify training programmes and host/attend conferences and symposia on recreation.

Represent its affiliates at national, continental (eg. AIEMAR, AFAHPER) and international forums ( eg. TAFISA, WLRA, NPRA).

Advise the Minister on recreation policy.

Ensure the existence of internal handling mechanisms within its affiliates, prior to any involvement of the DSR.

Not to act in a way that could be interpreted as competing with the DSR/Ministerial initiatives.

 Development sport

It is estimated that only about 10% of the country's population participates in competitive sport. This compares unfavourably with other countries, where ratios in excess of 50% are the norm.

The DSR, and the lead agency for sports development, the NSC, will ensure the development of programmes in:

1. Talent identification.
2. Skills acquisition.
3. Creating a nursery for high-performance sport.

[ Top ]

 The sports development plan revolves around four key areas: Physical education, youth and junior sport, tertiary sport and national federations. Development will enhanced by achievement of the following outcomes

 Special emphasis needs to be accorded to the following interest groups:

A. Women and girls

 The DSR acknowledges the important role that women and girls can play in 'getting the nation to play' so as to facilitate positive, healthy lifestyles. Gender equality and the right of women to participate is paramount. National federations will be encouraged to devise training and development programmes to facilitate the participation of women, and to remove barriers that may prevent women from vocations in training, administration, coaching, and sport and recreation management.

Specific resources will be allocated for the development of sports skills and facilities for women and girls. Suitable candidates will be identified and introduced to leadership training and coaching in sport and recreation. Role models in sport and recreation will encourage participation of women and girls in sport and recreation.

B. Senior citizens

 National federations will be encouraged by the DSR to establish senior citizen programmes. Furthermore, veterans will be an important resource for volunteer programmes.

C. People with disabilities

 The DSR acknowledges the importance of sport and recreation in the well-being of people with disabilities and will encourage the organisation and presentation of sport and recreation activities for this constituency - from community level through to excellence. Currently 26 codes of sport cater for the specific needs of people with disabilities, in six age groups. Additional resources can be harnessed through coordinated programmes involving other relevant government departments, eg. welfare, health, education, etc.

D. Worker sport

 Sport ought to be harnessed to add value to the workplace, as a large portion of our time is spent at work. Sport can contribute to lowering tension, fatigue and general anxiety in the workplace, and increasing productivity. It is proposed that workers' clubs be introduced to facilitate participation. Worker sports programmes could also serve as forums for talent identification, and further development into competitive sport.

[ Top ]

PRIORITY FIVE

To develop a high-performance programme that is geared towards the preparation of elite athletes for major competitions.

South Africa's success in international competitions, since its return from isolation have been well documented. The challenge for the DSR, and its lead agency, NOCSA, is to sustain and improve on these achievements through a cogent and coordinated strategy. The following key drivers have been identified to achieve this objective:

  "The most important thing in the Olympic Games is not winning but taking part. Just as in life, the aim is mot to conquer but to struggle well"- Baron Pierre de Coubertin

PRIORITY SIX

To ensure that all sport and recreation bodies meet their affirmative action objectives.

Currently club, provincial and national teams do not reflect the racial demographics of South Africa. Clearly the concept of "Sport for all" is based on values of equity and access, which can only be realised through a concerted effort to develop previously disadvantaged sports people. South African sport will not be able to realise its true potential, unless it reaches all its people it is and imperative that will ensure ongoing and sustained success.

[ Top ]

  "If current successes result from providing for 20% of the population, would providing for 100% not lead to greater success?"

PRIORITY SEVEN

To develop a code of ethics for sport and recreation in South Africa.

There is a tendency to romanticise sport. The DSR is aware, however, of the potential for negative practices in sport, eg. substance abuse, exploitation, etc. the DSR will provide an ethical framework that encompasses fair play, anti-doping legislation, tobacco and alcohol sponsorships, the environment and player rights.

The ethical considerations around fair play are integral to all sports bodies, with particular reference to doping and discipline. The DSR has created a national Institute for Drug-Free Sport, with the express intention of eliminating doping in sport. Prevention of violence in sport is a DSR imperative. The DSR will ensure that all role-players are encouraged to control violence or misbehavior by players and spectators. Additionally, the establishment of interest group forums like athletes' associations and coaches' associations will be accelerated.

The code of conduct for sports officials, marketers and athletes will be a vital milestone. It is obvious that while the responsibility for ethical conduct is ultimately resident in the individual, the DSR will provide and ethical framework for sport.

"To contribute to building a peaceful world through sport practiced without discrimination, which requires mutual understanding with a spirit of friendship, solidarity and fair play."

[ Top ]

PRIORITY EIGHT

To develop an international relations policy, in concert with national government policy.

The DSR will, in close consultation with the Department of Foreign Affairs, enter into bi-national agreements. These country- to country agreements will promote the sharing of technology and skills, as well as twinning specific sports and provinces with their counterparts.

Furthermore, the DSR will be signatory to international conventions appertaining to sport and recreation.

In particular reference to South Africa's relationship with Africa, the DSR is committed to the development of sport and recreation on the continent. An essential part of this programme will be the development of a sport and recreation resource package. The package will comprise a compendium of publications which relate experiences of South Africa's most successful sport and recreation projects. It could provide the basis for the introduction of similar schemes in other countries.

It is imperative that all national federations, provincial DSRs and local authorities conform to the policy framework, as laid down by the DSR. "No man is an island"

CONCLUSION:

In our opinion, the White Paper adequately covers the minimum requirements for meeting the objectives that we had set for the DSR, i.e.:

1. Improvement in the levels of participation in physical activity.
2. Providing a graduation system from casual participation to elite sport for those with potential.
3. Improved performances at major events.
4. Contribution towards fully rounded, socially responsible, disciplined and healthy citizens.

[ Top ]

 This document will hopefully encourage creativity on the part of the reader to devise specific programmes that will collectively give meaning to the slogan of "getting the nation to play".

Additionally, the document is intended to provide the framework for enabling legislation that will ensure that gains made are not only consolidated and developed, but that they make the progress attained irreversible.

The actuarial evaluation of the document also shows that the proposals are affordable, so long as partnership opportunities are explored.

In Priority One, we hope to dilute the effects of lack of accountability: There will be clearly defined roles across the sports spectrum.

We also believe that through Priority Two and Three, the physical infrastructure and human resource needs of sport and recreation cannot be left to the good intentions of the national federations, particularly in the light of the limited financial resources that they have at their command.

In Priority Four we encouraged young people to play and have fun in a broad range of modified activities; identify talented individuals from this group and enable them to advance their sporting careers. Simultaneously we wish to motivate those reaching the end of their careers to share their expertise with those requiring mentoring in areas of coaching, refereeing and administration.

Recognition is given in Priority Five to the fact that whilst success stories do sometimes happen in spite of planning deficiencies, medals generally do not come by accident. Preparation is paramount.

Priority Six, whilst not being prescriptive, raises the level of consciousness to the need for sport not to relegate representativity to a "nice to have" status, but to see "africanisation" as an instrument that will lead to the long-term sustainability of their sport.

In Priority Seven, we address the principles of fairness in sport as well as guidelines for appropriate behaviour in respect of each interest group.

Seeing that sport is an international activity, Priority Eight sketches out the need to have an international relations policy, within which the sports environment can achieve economies of scale.

Finally, far from seeing this policy as a destination, it is really the start of a journey. A journey where all our people can have equitable access to sport and recreation, and ample opportunities for their talents to be realised.

[ Top ]  

GLOSSARRY:
 

AIEMAR: African Institute of Environmental Management and Recreation
AFAHPER: African Association for Health, Physical Education, Recreation and Dance
ANOCA: Association of National Olympic Committees of Africa
CGF: Commonwealth Games Federation
CHOGM: Commonwealth Heads of Government Meeting
IOC: International Olympic Committee
NF's: National Federations
NOCSA: National Olympic Committee of South Africa
NSC: National Sports Council
NPRA: National Parks & Recreation Association (USA)
PFs: Provincial Federations
SACGA: South African Commonwealth Games Association
SCSA: Supreme Council for Sport in Africa
SISA: Sports Information &Science Agency
TAFISA: Trim & Fitness International Sport for All
WLRA: World Leisure and Recreation Association

[ Top ]

Last modified: 23 April 2008 12:57:08.