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SASCOC BRIEFING TO THE PORTFOLIO COMMITTEE ON EDUCATION AND RECREATION

This briefing provides an overview of the South African Sports Confederation and Olympic Committee (SASCOC), its structure, objectives, challenges, and successes in delivering Team South Africa to international multi-sports events. It also discusses the elements of Vision 2014, the funding challenges, and the importance of school sports and corporate governance.

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SASCOC BRIEFING TO THE PORTFOLIO COMMITTEE ON EDUCATION AND RECREATION

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  1. SASCOC BRIEFING TO THE PORTFOLIO COMMITTEE ON EDUCATION AND RECREATION 14th June 2006

  2. Members of the Delegation • Moss Mashishi: President of SASCOC • Hajera Kajee: 1st Vice-President • Mark Alexander: 2nd Vice-President

  3. Background • SASCOC has the responsibility to take on the functions relating to high performance sport, which were carried out by: • Disability Sport South Africa (incorporated under Section 21). • National Olympic Committee of South Africa. • South African Commonwealth Games Association (incorporated under Section 21). • South African Sports Commission. • South African Student Sports Union. • Sport and Recreation South Africa. • United School Sports Association of South Africa.

  4. SASCOC Structure • Legal status: Section 21 Company Organisational Structure • GENERAL ASSEMBLY • 58 National Federation’s • 7 Associate Members • 4 Special Organisation Members PRESIDENTS’ COUNCIL • SASCOC BOARD • 12 Members • EXECUTIVE COMMITTEE • 5 Members

  5. Mandate • Co-ordinate delivery of Team South Africa to international multi-sports events i.e. Olympics, Paralympics, Commonwealth Games, All Africa Games, etc. • As a single macro-sports body in the country provide sports Federations a platform for National policy participation and influence.

  6. Objectives • Eliminate duplication at macro-sports level. • Provide High Performance athletes with a holistic development programme and support in conjunction with the National Federations.

  7. Challenges • Transformation and Development • Adopted Vision 2014 • Principle aim to ensure that the second decade of democracy becomes a decade of fundamental transformation of our sport. • Juxta-position Transformation and Development.

  8. Elements of Vision 2014 • Mid to long-term plans: • almost all Federations produced 5 to 10 years Transformation and Development plans. • Due to administrative capacity issues, at least 50% of the plans need further work. • A small number have not yet submitted plans.

  9. Elements of Vision 2014 cont’d • Funding • Identified as a major challenge • Problems: • Align planning and funding; • Mobilise more funding from treasury and National Lottery; • Optimise current funding e.g. National Lottery; • Seek sponsorships, address offering and branding; • Seek international funding.

  10. Elements of Vision 2014 cont’d • National Academy System • Establish a comprehensive and continuous athlete support system from talent identification to international representation. • The system to include national and provincial Academies.

  11. Elements of Vision 2014 cont’d • School Sport • Clarify SASCOC relationship with the new school sports body NACOC • SASCOC to appoint a representative on the NACOC Board. • School sport critical component of SASCOC’s Talent Identification Programme. • Clarify the role of National Federations in supporting school sport programmes.

  12. Elements of Vision 2014 cont’d • Corporate Governance and Sound Administration: • Governance: SASCOC established commission to produce a draft Corporate Governance Charter for Sport • Draft to be debated at the Presidents’ Council on the 27th and 28th August 2006 and adopted at November General Assembly.

  13. Challenge • Current financial status of the organisation • Audited financial statements for the past financial year 2005 / 2006 will be tabled in August • Draft accounts circulated indicate a deficit in the past financial year • Start-up funds which the department was assisting to facilitate did not materialise • SASCOC also inherited functions previously funded through the S.A. Sports Commission • Funding model into the future requires attention • Approaches being made to sponsors and international donor community

  14. Successes to date • Operational since 1 April 2005 • Successes - Delivery of Team South Africa to i) World Games ii) World Student Games iii) Olympic Winter Games iv) Paralympic Winter Games v) Commonwealth Games • Hosted successfully the SA Games 2005 • Due to deliver the Zone VI Team SA to Namibia June ’06 • Incorporated the National Colours System into SASCOC

  15. Commonwealth Games - Melbourne • The Melbourne 2006 Commonwealth Games was the first major multi-sports event SASCOC managed. • 340 athletes and team officials. • The selection policy was based on a two-tier system: • medal potential, • as well as on proven talent to be nurtured and developed for the future. • 16 codes of sport • gender balance and a 60:40 demographic representivity • both able bodied and elite athletes with disabilities were included. • This approach made a valuable contribution to the sport transformation ideals set by SASCOC. • South Africa can be proud of the performance of its Team to the Melbourne Games: • We improved on its sixth gold medal ranking at the 2002 Games by climbing to the fifth • 12 gold medals and a total of 37.

  16. Projects Ahead • Projects moving forward - Preparing of athletes for i) Delivery to COSANOC Youth Games – Aug ’06 ii) Australian Youth Olympic Festival – Jan ’07 iii) All Africa Games – July ’07 iv) World Student Games – Sep ’07 v) Olympic Games – Aug ’08 vi) Paralympic Games – Sep ’08

  17. Projects Ahead cont’d • Hosting of SA Games 2007 in Free State • Hosting the Zone VI Games 2008 • Consolidating the National Academy System as the platform for our high performance athletes support programme. • Driving the process of transformation of sport with the Vision 2014 SASCOC initiative.

  18. Operational Requirement Restructuring • Given SASCOC’s mandate, the Board appointed a CEO in April 2005 who had the operational responsibility for management and delivery of the MTT objectives. • The Board of SASCOC also understood from several consultations with the Ministry that set up costs for SASCOC would be secured. • Unfortunately, that funding did not materialise. • As the financial year unfolded, it became clear that our resources were depleting without commensurate revenue generation. • We have embarked on a consultative process with our staff to right size the organisation to meet operational requirements based on economic reasons.

  19. Conclusion We thank the Chairperson and the Portfolio Committee for this opportunity to address you.

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