Strategic Outcome Oriented Goals Of The Institution
Strategic goal 1 |
Citizens access sport and recreation activities |
Goal statement |
Citizens access sport and recreation activities such that there is an increase of 10% in sport and |
Strategic intent |
The benefits of participation are immeasurable and the Department is committed to supporting a variety of implementation modalities to encourage and support inclusive participation to capitalize on this.Citizens require facilities that are easily accessible and programmes that are stimulating enough to be sustainable. |
Strategic Objectives |
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Strategic goal 2 |
Sport and recreation sector adequately transformed |
Goal statement |
Foster transformation within the sport and recreation sector such that selected National Federations achieve their transformation commitments by 2020. |
Strategic intent |
The Department is passionate about transformationand provides resources and initiates projects to transform the sector. These are premised on capacity building; transformative procurement policies and the introduction of responsive entrepreneurship programmes. Youth, women and people with disabilities are prioritized.Access to facilities that enable regular inclusive participation are key to achieving the strategic goal. Grassroots development programmes to ensure sustainable transformation; transformed administration at national, provincial and local levels as well as programmes to address under-representation in identified “exclusive codes” are non-negotiable outcomes of this goal. |
Strategic Objectives |
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Strategic goal 3 |
Athletes achieve international success |
Goal statement |
Athletes and teams achieve success at international events as a result of them being supported by high-performance interventions. Success is qualified as an improvement in South Africa’s performance at selected multi-coded events; or an improvement and/or maintenance of world rankings in selected sports codes by 2020. |
Strategic intent |
Being a winning nation has very favourable spinoffs for nation building and social cohesion. To encourage this outcome the Department provides services and an environment to develop talented athletes and to support elite athletes. |
Strategic Objectives |
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Strategic goal 4 |
Enabling mechanisms to support sport and recreation |
Goal statement |
An integrated system of enablers (i.e.: facilities; sports confederations; an academy system; a sports house; a sports information centre; beneficial international relations and supportive sports broadcasting and sponsorships) established and fully operational by 2020. |
Strategic intent |
The delivery of sport and recreation programmes takes place within a network of comprehensive enablers, including the equitable provision of sport facilities and technical support to municipalities. Core to this is the provision of training, focused on previously disadvantaged sport and recreation practitioners. The Department facilitates the existence thereof by providing guidelines and standards as well as by resourcing the recognized delivery agents within the sector. These culminate in an environment that encourages both a winning as well as an active nation. |
Strategic Objectives |
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Strategic goal 5 |
Sport used as a tool to support SAGovernment and global priorities |
Goal statement |
5% increase by 2020 in the perception of sport being recognised by the South African population as contributing to nation building and capitalizing on sports tourism to further boost the economy. |
Strategic intent |
The growing contribution that sport and recreation can make to sustainable development is slowly being recognized. The Department offers sport as a vehicle for social change; social cohesion; education; health; economy; and international relations. Sport tourism will be used to promote and further boost domestic tourism supporting small and medium-sized towns to host events. |
Strategic Objectives |
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Strategic goal 6 |
An efficient and effective organisation |
Goal statement |
Implement internal processes to ensure that SRSA annually receives an unqualified audit report and an MPAT rating of 4 within 5 years. |
Strategic intent |
The Department is committed to value-add services being delivered within the organization in order to promote an easy comprehension of business processes and to optimize compliance. |
Strategic Objectives |
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