THE STRATEGIC CONTRIBUTION FRAMEWORK OF

SPORT AT THE UNIVERSITY OF THE FREE STATE

Prepared by:
Mr. A. De Klerk

As assisted by:
Dr. P. Visser
Dr. P. Loeb van Zuilenburg
Mr. D. Le Roux
Ms C. Frances

JANUARY 2012
1

Table of Contents

CHAPTER 1: INTRODUCTION

1.1 INTRODUCTION

1.2 BACKGROUND

1.3 PROBLEM STATEMENT

1.4 PROBLEM QUESTION

1.5 RESEARCH QUESTION

1.6 PURPOSE OF RESEARCH

1.6.1 PRIMARY RESEARCH OBJECTIVES

1.6.2 SECONDARY RESEARCH OBJECTIVES

1.7 LAY-OUT OF THE RESEARCH PAPER

1.8 CONCLUSION

CHAPTER 2: SPORT AS A STRATEGIC ASSET AT THE UFS

2.1 INTRODUCTION

2.2 CONCEPTUALIZATION OF SPORT AS A STRATEGIC ASSET

2.3 SPORT AS STRATEGIC ASSET AT THE UNIVERSITY OF THE FREE STATE

2.4 THE FOUNDATIONS OF THE UNIVERSITY OF FREE STATES STRATEGIC PLAN

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2.5.1 THE ACADEMIC PROJECT

10

2.5.2 THE HUMAN PROJECT

11

2.5 CONCLUSION

12

CHAPTER 3: CONTRIBUTION OF SPORT AND REALIZATION FRAMEWORK

13

3.1 INTRODUCTION

13

3.2 CONCEPTUALIZATION AND RESEARCH ON THE CONTRIBUTIONS OF SPORT

13

3.3 IMPLENTATION FRAMEWORK

13
2

3.4 CONCLUSION

13

CHAPTER 4: RESEARCH METHODOLOGY

14

4.1 INTRODUCTION

14

4.2 RESEARCH DESIGN

14

4.3 DATA COLLECTION STRATEGY

14

4.4 SAMPLING DESIGN

14

4.5 MEASURING INSTRUMENTS

14

4.6 RESEARCH ETHICS

14

4.7 DATA ANALYSIS PLAN

14

4.8 CONCLUSION

14

CHAPTER 5: PRESENTATION OF FINDINGS

15

5.1 INTRODUCTION

15

5.2 PRESENTATION OF FINDINGS

15

5.3 LITERATURE REVIEW FINDINGS

15

5.4 EMPIRICAL FINDINGS

15

5.5 DISCUSSION OF FINDINGS

15

5.6 CONCLUSION

15

CHAPTER 6: CONCLUSIONS AND RECOMMENDATIONS

16

6.1 INTRODUCTION

16

6.2 CONCLUSIONS

16

6.3 RECOMMENDATIONS

16

List of Tables

Table 1: Depiction of the Data Collection Plan

27

Table 2: Strategic Contribution Framework of Sport at the University of the Free State

44

List of Figure

Figure 1: Stages of completion of project.

Figure 2: Foundations of the University of Free States Strategic Plan

14

Figure 3: Project Life Cycle.

23

CHAPTER 1: INTRODUCTION

1.1

Introduction

Sport, as a strategic asset, has the potential to contribute to the University of the Free States
(UFS) Strategic Plan 2012-2016. In this document the strategic contributions framework is
aligned to the human and academic projects; the latter being the foundations of the strategic
plan of the university (Jansen, 2011). As an introduction the importance of sport as a strategic
asset is shortly reflected upon. Examples where sport contributes to the human and
academic projects within the university context are also cited.
Fourteen (14) years ago Nelson Mandel utilised the 1995 Rugby World Cup (RWC) in
order to reconcile black and white citizens and so advance South Africas transformation to
democracy. Recent studies by the Institute for Justice and Reconciliation suggest that
remnants of racial divide remain in South African society which advocates that more such
inspired interventions are required in order to reach the full potential of the Rainbow Nation.
It is a reality that soccer still remains a predominantly black sport and rugby a white one. Be it
as it may, Morgan Freeman, Hollywood star, states that You feel that there is still this sense
of promise (since the 1995 RWC) that now we can get moving. And so the legacy of sport
leveraged application remain in our society (Fihlani, 2009; Idowu, 2011).
The human and academic visions of the UFS is noticeably evident in the
establishment of the Institute for Diversity; the latter on the same site as the Reitz Residence
that was responsible for the racism debacle of 2007. The Institute is to be a centre of
academic excellence aimed at research on transformation, as well as diversity in society
(Bolleurs, 2008). Similarly, the exchange programme, as part of the universitys subsequent
transformation initiative, clearly illustrates the human and academic objectives. This
programme (Leadership for Change), is designed to create opportunities for students to
5

explore issues of leadership, diversity and citizenship through cultural exposure (Mahlangu,
2011). The importance of sports strategic value is clearly displayed in the example of the
1995 RWC.
In the following section the background information and the purpose of the study is
reflected upon.

1.2

Background
Founded in 1904, the UFS is one of the oldest of the twenty three (23) public universities in
South Africa. In 2003 the Qwa-Qwa campus was incorporated with the UFS, as was also the
former Vista University in 2004. Over 28 000 students are registered with the UFS, of which
more than 10 000 are post-graduates and 2400 international students. The current
Chancellor is Dr.Khotso Mokhele, president of the National Research Foundation (NRF), nonexecutive director of Mittal and non-executive chairman of Adcock Ingram (www.ufs.ac.za).
The main campus of the university is situated within Bloemfontein, one of nine capitals and
the most central in South Africa. Some of the prominent characteristics of the university is its
emphasis on research, teaching and community service (Bolleurs, 2008), facilitation of the
institutions internationalization, the management of the cultural diversity as an asset
(Kotecha, 2011), and its on-location proximity.

The

UFS

has seven comprehensive faculties, offering a range of degree, diploma and certificate
courses. There are 94 Departments and 21 Schools and Centres, counting amongst it an
internationally accredited School of Management. The Faculties are; Natural and Agricultural
Sciences, Economic and Management Sciences, The Humanities, Theology, Law, Education
as well as Health Sciences (Kotecha, 2011).

In terms of

research, the quality of the UFS research portfolio is reflected by the 100 academics who are
rated by the National Research Foundation (NRF). The university was rated amongst the top
1% of global universities in 2006 and made the citation thresholds of the Institute for
6

Scientific Information (ISI). The university recently publicized the formation of six (6) strategic
academic clusters. These are: Water Management in Water-Scare Areas, New Frontiers in
Poverty Reduction and Sustainable Development, Social Transformation in Diverse
Societies, Ecologically Sound Value Chains for Agricultural Commodities, Materials and
Nano-Sciences and Advanced Bio-molecular Research (Kotecha, 2011).

The

university not only strives for academic excellence, as envisaged by the academic and
human project, but rather for the all-round development of the individual. Sport therefore, has
a significant role to play in this vision. The university boasts sporting facilities for more than
20 sports codes (Kotecha, 2011). These codes are; athletics in various forms, rugby, hockey,
cricket, netball, tennis, soccer, squash, badminton, table tennis, basketball, volleyball, golf,
judo, karate, swimming, cycling, chess, taekwondo and fencing. Sporting facilities include;
Pellispark (hosting athletics), three cross-country tracks, Shimla park (hosting rugby), 5
soccer pitches, 18 tennis courts, 5 cricket fields and 20 nets, 8 netball courts, standard
swimming pool, badminton hall, squash centre with 5 courts, 2 artificial and 4 grass hockey
fields as well as 2 basketball courts (Prinsloo, 2011).

The institution is

the proud owner of a state-of-the-art astro-turf hockey field (Kotecha, 2011), hosting
international hockey tournaments featuring Belgium and China (February 2011) (Gally, 2011).
A sporting milestone was the representation of the university in the Springbok team that won
the 2007 RWC. Six former students were part of the team, one member of the support
personnel was a staff member as was a former student (Kotecha, 2011). More recently 5
players in the South African womens netball team were current Kovsie students
(www.ufs.ac.za).

1.2.1 Strategic management process diagram:

The following diagram indicates the process and stages followed in order take the High
Performance Centre project from idea to final commissioning.
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Initiation
of
concept/id

Feasibili
ty Study

Business
Plan

Completed
Stages

Alignme
nt
Study
Current
Stage

Figure 1: Stages of completion of project.

Implementatio
n and
commissioning
Future
Stage

The purpose of the present study is to determine the alignment of the project to the main
strategic pillars of the UFS as mentioned earlier.
The problem statement, research questions as well as research objectives will now be
discussed.

1.3

Research Problem
The research problem forms part of the alignment of sports contribution as strategic asset to
the strategic framework of the University of the Free State (UFS)(Jansen, 2011). The
Secretariat instructed Mr M. Gordon to submit a document on the contribution of sport to the
human and academic projects at the UFS.

1.4

1.5

Problem Statement
The following problem statement is proposed:
- What contributions can sport, as strategic asset, make to the strategic plan of the
UFS?
Research Question
To construct and delineate the research problem, research questions must be set as follows;
-

What does the wealth creation knowledge base reveal in terms of the concept of sport

as a strategic asset?
What does sport as a strategic asset contribute to the UFS?
What do the human and academic projects entail in terms of the strategic framework

of the UFS?
What does the wealth creation knowledge base reveal in terms of the contributions of

sport?
How can the contribution of sport be effectively implemented given the strategic
framework within which it has to function?
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1.6

What aligned contributions will sport make to the human and academic projects?
How are these contributions to be realized?

Purpose of Research
The purpose of the research is set out in the primary and secondary research objectives
below.

1.6.1 Primary Research Objective

The primary research objective is to:
-

establish a framework for the strategic contribution of sport as it aligns with the human
and academic projects; the foundations of the 2012-2016 Strategic plan of the UFS.

1.6.2 Secondary Research Objectives

The secondary research objectives are;

1.7

Explore the wealth creation knowledge base in terms of the concept of sport as a

strategic asset.
Describe sport as a strategic asset at the UFS.
Describe the human and academic projects in terms of the strategic framework of the

UFS?
Explore the wealth creation knowledge base in terms of the contributions of sport.
Identify a framework for the implementation of sports contributions to the UFS?
Identify which aligned contributions sport will make to the human and academic project

of the UFS.
Describe an implementation framework for sports contributions to the UFS.

Lay-out of the Research Paper

The present research document will take on the following form:
Chapter 1 reflects on the importance and strategic value of sport with particular
reference to the UFS. The purpose of the study is established having evaluated the problem
statement. Chapter 2 reflects on the theory of sport as a strategic asset with particular
9

reference to the UFS strategic imperatives as set out in the academic and human projects.
Chapter 3 highlights the particular contributions of sport and the framework to be employed in
establishing these contributions. Chapter 4 describes the research methodology used in the
creation and realization of the contributions of sport as it aligns with the academic and human
projects at the UFS. Chapter 5 presents the findings of the research, followed by Chapter 6 in
which the research objectives are met and the deliverables are presented.

1.8

Conclusion
Chapter 1 introduced the reader to the purpose of the document. The next chapter, Chapter
2, will investigate sport as a strategic asset as it specifically applies to the UFS.

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CHAPTER 2: SPORT AS A STRATEGIC ASSET AT THE UFS

2.1

Introduction

Chapter 2 has two objectives. Firstly the concept of sport as a strategic asset at the UFS is
investigated while secondly, the strategic foundations of the academic and human projects
are described.

2.1.1 Background
Much of the literature revolves around findings in the US, but replicates easily to the South
African context due to the following applications:
1. Multi-racial society: Even though demographics are of different proportions the US
education, and higher education in particular, grapples with similar challenges as
those existing in the South African environment. Students of predominantly AfricanAmerican, Caucasian, Latino and more and recently Chinese, as well as a large
contingent of foreign students, somehow have to be accommodated both within the
academic as well as social contexts of these institutions.
2. History of racial inequality: Even though the US has addressed the racial inequalities
in its society since the 1960-ties, the development towards an equable society has
been much slower than in South Africa: consequently, in especially the Southern
States, many forms of racism are still in place that has already been eradicated in the
new South Africa.
3. Sports Crazed Society: As is the case locally, the American, and especially at college

level, societal psyche is very much driven and influenced by sport as a spectator sport
and the cultural ethos that accompanies it. Major sporting events, such as the super
bowl and the world-series are used, and abused, by big business to market and push
their products.
4. Marketing Opportunities: Business has caught on to the fact that exposure at major
sporting events has a bigger return on invest than at any other market, consequently
11

at all levels the correlation between sporting success and income generated through
sponsorship is linked directly.
5. Geographical scenario. Similarly, to South Africa, the US is a large open country which
to a large extend lends itself for most part of the year to out-door activities that can be
easily translated to sport and its ancillary activities. Being less densely populated than
for instance Europe, more space can be easily and cheaply allocated to sporting
facilities and fields.
6. School. The sporting ethos in the US is already instilled at primary, middle and high
school levels with the jock and nerd concepts part and parcel of popular culture.
Aligning academics and sporting prowess remains a problem facing administrators at
all levels.

2.2 Conceptualization of Sport as a Strategic Asset

Sporting teams can be compared to employees of a business. The fact that professional
sports franchise owners are allowed to establishment sporting brands generates the potential
to create strategic assets (Mauws, Mason, & Foster, 2003). In order to convert sport into a
brand, bold action from leadership (both the rectorate and sports administrators) will be
required. This, according to Smith and Milligan (2011) necessitates (bold) vision, (bold)
leadership, (bold) marketing, (bold) customer experience, (bold) innovation and a bold
culture.
A strategy as a general business term can be defined as, actions an organisation
takes to pursue its business objectives. The strategy fuels performance and consequently an
effective strategy can lead to enhanced performance. An organisations strategy lies at the
centre of managerial decision making (Wickham, 2004). Mauws, Mason, & Foster(2003)
distinguish between business strategy and corporate strategy. Business strategy implies
focused efforts of a single business unit directed at a more narrowly defined industry. In
contrast, a corporate strategy refers to the multiple business units which exploit synergistic
12

efforts.
Assets, in financial terms, are classified as current or non-current. Current assets will
convert to cash within one year, such as inventory or debtors. Non-current assets by nature
have a longer live span. Non-current assets are classified either as tangible, for example, a
building, or intangible, such as a trademark or patent. (Firer, Ross, Westerfield, & Jordan,
2004).
A strategic asset is a resource that is strong relative to that of the competition.
Examples include a brand name or established customer base. Strategic assets, as well as
strategic skills, form the basis of sustainable competitive advantages (SCA)(Aaker, 1995).
According to Barneys (1991) resource-based view of the firm (RBV), strategic
resources of an organisation is not equally or homogeneously distributed. Neither are these
resources perfectly mobile. Accordingly differences exist between organisations that operate
similar businesses with the same products and customer base. Further, neoclassical
economic theory suggests that factors of production are elastic in supply (Barney & Arikan,
2001). The value of strategic resources is determined by the ability to contribute to strategies
that are difficult to imitate (Mauws, Mason, & Foster, 2003).

2.3 Sport as Strategic Asset at the University of the Free State

Sport at University of the Free State is considered a strategic asset within the following six
spheres (Jansen 2011):
Healthy Living:
Personal Development:
Marketing:
Research:
Education:
Community Development:

Within the promotion of physical activity

Within the practice of sport
Within branding of competitive sport
Within resources for research in various sciences
Within resources for teaching and learning
Within community service opportunities

The order to advance the above mentioned spheres, the following areas should be
concentrated upon: (Jansen, 2011);
13

Elite,
University, and
Development sport, as well as
Sport and exercise science research, teaching and learning.

2.4 The foundations of the University of Free States Strategic Plan

The Academic Project

The Human Project

Performance of Students

Confronting Prejudice

Performance of Academics

Culture of Inclusion

Academic Distinction

Equity, Openness and

Access

Campus Academic Culture

Community Service and

Engagement

Figure 2: Foundations of the University of Free States Strategic Plan

Both the Academic and Human Projects are divided into four pillars. Each of these pillars has
key focus points as to what has changed at the UFS in the last two years and what still needs
to be improved upon.

2.4.1 The Academic Project

a) Performance of Students
This pillar looks at students and their performance. Changes that have taken place
include the implementation of Compulsory Class Attendance; the increase of the
subminimum to write examinations and the increase of the of Admission Criteria levels.
14

Pilot studies conducted on class attendance have shown that compulsory class
attendance has vastly improved the passing rate (a new system has been introduced
whereby finger-printing is used to verify class attendance).The increase in admission
criteria sends strong positive signals of high quality education across to schools, leading
to a higher pass rate and also causing a decrease in the drop-out rate of students. The
University also has an Alternative Access Point (South Campus) giving student just
below the official cut-off a chance to improve their marks and get access to the
University. The University aims to increase the student pass rate from 72%-79% and to
raise teaching standards in both under- and postgraduate teaching.

b) Performance of Academics
The second pillar looks at the performance of the Academics by promoting high levels of
research outputs and positive teaching. The University aims to increase the minimum
research output requirements; the latter is both aligned with NRF requirements as well
as promotion criteria.
c) Academic Distinction
The third pillar looks at the practises of teaching, learning research and administration
thus striving to attract and support excellence and the activity it attracts. A new class of
senior professors aims to raise the success rate of postgraduate students and increase
the number and quality of research outputs. The Vice Chancellors Prestige Scholars
Program selects 25 scholars and prepares them to become the next generation of
professors at the UFS.

d) Campus Academic Culture

The last pillar for the Academic Project entails the creation of an environment that
encourages thinking and debate at a high intellectual level. The Postgraduate School
caters separately for postgraduates in terms of administration and research. This
15

enhances the success of postgraduates by raising the standards and expectations.

Student Affairs now play an active role in helping student to develop their careers.

When looking at the four pillars of the academic project, the question inadvertently arises as
to the influence of sport in general on academic performance if any. Many studies have been
undertaken that address the above question; the results is not conclusive.
It is imperative to draw a clear distinction between students who are drawn to
university on a sports scholarship and those that simply play sport as an extra mural activity.
The former faces a myriad of complications and pressures that the latter does not
experience. Foremost of these are the fact that quite often the career choice of professional
sportsmen is foremost in the mind of the student athlete and academics play a secondary
role during student life. Added to the above are the pressures to perform, dealing with
injuries, time spent practicing and travelling to sporting fixtures plus the added sword of
financial pressure should the athlete not perform to expectations (Watt & Moore 2001).
It has to be taken into consideration that the student athlete often is admitted to higher
education not on grounds of academic prowess but rather his/her sporting ability. This
presents a major problem from the outset; many student athletes are either not academically
strong, or at worst, should not have been admitted to university or college academics in the
first place. These students struggle throughout their university careers to keep up, if at all,
with the academic rigors of higher education. Having said that, National College Athletics
Association1 (NCAA) data collected in 1999 showed division 1 athletes passing rates being
59% while the average passing rates of normal students was 58% (Zimbalist 1999).
According to Meloney and McCormack (1993) there is also a difference between the
academic performance between students participating in paying and non-paying sports with
the former (paying) showing weaker academic results. Again here the stereotyping that

1 USA
16

academically inclined scholars would rather steer clear of sport and especially the paying
forms thereof. Purdy, Eitzen and Hufnagel (1987) contest that athletes holding
scholarships perform the worst at academics when considering a cross section
sample of campus. In general, results as to the academic attainment of athletes
vary widely, with team sport participants in general doing worse than individual
players.
When looking at the student that simply participates in sporting activities at
university, without the attachment of financial gain, the following observations
can be made:
Researchers have linked college athletic participation with good health and
wellbeing (Cowley in Watt & Moore). In addition participation in sports has shown
a correlation with higher levels of self-esteem, leadership and discipline
(Covington 1999).

2.4.2 The Human Project

a) Confronting Prejudice
At the University students are encouraged to engage and build relationships beyond the
boundaries set by society. These boundaries include, race, ethnicity, nationality, gender,
disability, sexual orientation, faith and faculty. The above builds a positive environment
where excellence can take its course. Residences play an important role on the UFS
campus. A residence policy has been put in place to break the racial barriers caused by
the residences and to integrate them. Integration on Campus is driven by the recently
inaugurated Institute for Studies on Race, Reconciliation and Social Justice which
strives to be a premier international site for finding solutions to the complex and
challenging issues confronting social transformation in South Africa (www.ufs.ac.za).
b) Culture of Inclusion
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A Compulsory Undergraduate Core Curriculum (UFS 101) has been introduced as from
2012 for all 1st year students. This module () is also intended to promote social
cohesion amongst students. The module will be attended by about 4000 main stream
first year students.
The Institutional Language Policy at the UFS is currently under review in a bid to
minimize the exclusion of certain population segments due to their inability to
communicate in one of the universitys official languages.
The First-Year Study Abroad Program has as its purpose to enhance leadership and
diversity whilst through transformation and integration build cross racial unity, establish
international networks and provide personal growth and development to the participants
(www.ufs.ac.za).

c) Equity, Openness and Access

The UFS plans to create and manage diversity
through innovative and visionary strategies that will be used in the
implementation of Employment equity. The UFS should support excellence by
attracting and supporting talented academics from designated groups to help
raise the level of scholarship and research at the institution.
d) Community Service and Engagement
The University values community service to a very high degree. An institution such as
the UFS can play an important role in developing the community and its people. The
University-School Partnership Program looks at helping disadvantaged schools to
improve their standard of teaching and to produce high pass rates, giving learners the
opportunity to further their studies. The No Student hungry Program raises funds
along with the community to feed deserving students at the UFS. The program provides

18

more than 6000 students with a meal a day, enabling them to focus on whats really
important.

Adding to the above aspects of the human project there are other ancillary spin offs that work
in on the human aspect of university culture.

a) Sport as a life learning tool: Garner (1960) suggests that many skills can be taught at
both inter-collegiate, intervarsity as well as social level. These are, amongst others,
co-operation, striving for individual excellence, self-discipline, the sub-ordination of self
if necessary for the good of the group, achieving and winning if at all possible and
winning within the rules.
b) Alumni Rallying Point: Intervarsity athletics (sports) is probably the best way to serve
as rallying point for both students and alumni interests and engenders the type of
personal involvement that cannot be found at other (cultural) events on campus. It is
important that university administrators leverage this phenomena wisely (Garner
1960).
c) Revenue generation: Administrators of college sport (and the universities as a whole)
have long since recognized that intervarsity sport can be responsible for the creation
of large revenue streams; some of which can be applied across the campus to other
non-sporting activities. A grave danger lurks behind the perception of the public as to
the performance of teams and the support through tickets sales that winning (or
losing) engenders. The latter often leading to financial ruin.
d) Community involvement: A high performance centre attached to a national university
has many levels of involvement into the community and beyond which it serves. Firstly,
at the highest level, as a training and couching facility for international teams, both
from South Africa and abroad. This can be a permanent or temporary arrangement
where the teams in question use the facility for a particular tournament or as a
permanent training base. These types of contracts are for obvious reasons the most
19

lucrative arrangements for the particular university in question, but at the same time
cannot be the only reasons why the facility exists as it does not commit to the
development of human potential at the lower levels of the sporting hierarchy. Secondly
it performs the function of developing the universitys own top teams to their highest
potential. Following from this, the third leg, where local schools top teams are
couched at the facilities by both professional as well as student couches. Fourthly
provincial school and student teams should also be housed within these facilities and
then finally couches from the community should be developed at the centre from
where they can move into the community and develop the sporting foundations at
grass roots level.
e) Alumni giving: History has continuously shown that alumni giving to their alma mater
are positively correlated to the performance of the major sports teams of the institution
with the inverted result during spells of underperformance (Grimes and Chressanthis
1992). There is however no link between the amounts of money spent on sports and
the results posted by the incumbent teams. Money spent on sports to the detriment of
academic quality generally results in a reduction in alumni giving.

f) Student involvement: Students becoming intensely involved in sports shows smaller

peer pressure changes than non-sporting students which include less increases in
political liberalism, religious apostasy, artistic interests and a smaller than average
decrease in business interests. This tends to indicate that athletic involvement tends to
isolate the student from peer group effects that normally accompany university
attendance (Astin 1983).

Conclusion

20

Chapter 2 presented the concept of sport as a strategic asset, particular as it applies to the
UFS while taking into consideration the academic and human projects as foundations of the
UFSs strategic plan. In the following chapter the contributions are viewed from a theoretical
point of departure as well as the application of a framework for the implementation of these
contributions.

21

CHAPTER 3: CONTRIBUTION OF SPORT AND IMPLEMENTATION FRAMEWORK

3.1 Introduction
In this chapter a literature review on the contribution of sport is undertaken and a framework
for the implementation of these contributions is identified.

3.2 Conceptualization and Research on the Contributions of Sport

Studies on what sport can do for the individual, the group and the community.
According to research, the intrinsic value of sport in tertiary education has manifold positive
outcomes. Blair (2009) not only suggests that physical inactivity can be seen as one of the
biggest health problems of the 21 st century but contests that if exercise is used correctly, it
can be applied as a form of preventative medicine. The influence of sport on social
development is measurable (Valiyeva 2006) and creates social capital of the college student
(Xuxia 2010). It can act as a catalyst for community development, both within the university
context as well as in the broader community (Vail 2007) where it acts as a leveller between
the various different cultural groupings.
Not only does it function as a rallying point for all levels of the university fraternity but
generates an income from both alumni and sponsors; especially when the performance is
high and nationally competitive. Sleep and Reed (2006) suggest that work skills of graduates
are improved through participation in sport. Identification as part of a sport strengthens the
university culture and the alumni support of the institution (Clapton and Finch 2010).
From a marketing and branding point of view sport can act as a catalyst, when applied
correctly. Piechot and Pierre (2009) suggest that the business function of sport, be it
sponsorship, branding, or as a tool to attract students, pays its own way.
All the above, when applied at a university, can attract research because of the test
samples being readily available in a structured and controlled environment, again adding to
the body of knowledge that can be applied to the universitys own sporting teams.

22

3.3 Research themes proposed by literature

Mauws, Mason, & Foster (2003) researched the extent to which sporting teams profit form
being managed according to strategic principles. Another area of research looks at the
degree of competitive advantage obtained by applying outdated strategies in the sporting
environment. A third suggestion is research in the form of case studies to enable the
researcher to draw conclusions on strategy development in this regard. The concept of
leveragable assets in professional sport may also allow for interesting variations in reseach.
The degree of manipulation of sport as a strategic asset, given sales prices of tickets,
is still unclear in the South African context. As it stands, it is stated that there is limited
research on the subject of strategy and professional sport, and what this may offer in terms of
more effective sporting tactics.
3.4 Implementation Framework
The general project management methodology (PMBOK) serves as a useful framework to
support the initiation, development and conclusion of the universities discussed vision.
The project runs through the four phases of its Project Lifecycle which are:

Concept and Initiation Phase: This phase starts the project by establishing an
opportunity and need for the facility and services to be rendered by the new high
performance centre. During this phase the feasibility of the proposed venture is

investigated and if accepted, moves on to the next phase.

Design and Development Phase: During the second phase the guidelines set out by
the feasibility study are used to design the building and develop detailed schedules

and plans for implementing the idea.

Implementation and Construction Phase: The third phase implements the project as

per the baseline plan developed in the previous phase.

Commissioning Phase: The fourth phase confirms that the project has been
implemented and terminates the project.

23

Figure 3: Project Life Cycle (Burke 2007).

The end of each project phase is marked by a review of both the deliverables and
performance in order to determine whether the project should continue to the next phase. As
the project progresses through the phases and the goals and objectives change, the project
management process should also reflect these changes.
The Product Lifecycle considers the project form the cradle to the grave. Four
phases are added to the Project Lifecycle. They are:

Pre-Project Phase: Projects usually evolve from the environment within which the
organization operates. This could be to expand facilities to meet increased demand,

from market research, responding to competitors products, innovation or new ideas.

(Project Lifecycle 4 Phases)
Operation Phases: This includes handover, maintenance, upgrade and expansion as

well as disposal.
Maintenance Phase: This is imbedded in the operation phase to keep the facility

functioning. Ease of maintenance is an important design input.

Upgrade and Expansion Phase: At some stage (half-life refit) the facility will need
an upgrade, refit or expansion to keep it both running efficiently as well as
competitively. New technology, market requirements, rules and regulations might
influence decisions regarding this phase.
24

Decommissioning or disposal: When the facility finally becomes obsolete it can be

either disposed of decommissioned for another purpose (Burke 2007).

3.5 Conclusion
Chapter 3, presented contributions of sport, as well as a framework for the implementation of
institutional contributions. The following chapter, chapter 4, presents the research
methodology employed for meeting the research objectives.

25

CHAPTER 4: RESEARCH METHODOLOGY

4.1 Introduction
Chapter 4 presents the research methodology employed to obtain the delivery of the
research objectives. The research methodology is discussed under the, research design,
data collection strategy, sampling design, measuring instruments, research ethics and data
analysis plans.

4.2 Research Design

The research design puts the plan in place for the collection, measurement and analysis of
data. A structural plan of investigation is used to obtain answers to the research questions.
The research design is discussed based on the following eight descriptors (Cooper &
Schindler, 2006, pp. 138-139).

a) The degree of clarity of the research questions determines the type of research. The
descriptive study is structured around clearly stated investigative questions aimed at
describing the concept of sport as a strategic asset to the UFS. It identifies the
contribution of sport as it is aligned to the enrichment of the academic and human
projects; the latter being the pillars upon which the strategic plan of the UFS is built.
This contribution is presented within a framework as deliverables.
b) The data collection involves secondary theoretical study and communicative primary
data.
c) The study is conducted in ex post facto manner, also described as variable distancing.
The identified aligned sporting contributions are set within the current strategic
framework.

26

d) The purpose of the study is descriptive in nature as set out in the research purpose and
objectives.
e) The time dimension describes the frequency of a study. The study is cross-sectional in
that it is carried out once and represents a status at a particular point in time.
f) The scope of the topic is delineated to the contributions of sport as strategic asset
within the strategic framework of the UFS and is to be conducted on moderate focus.
g) The research environment is an actual setting of respondents, as discussed under the
data collection strategy.
h) Participant reaction was not modified as the respondents were in full aware of the
purpose of the study (Cooper and Schindler 2006).

4.3 Data Collection Strategy

The rational for the application of a communicative data collection method is based on the
fact that the respondents are the proprietors of the information and is accessible. The data
collection plan identifies the particulars of the assignment, as captured by the questions; who,
what, when, how and where (Cooper & Schindler, 2006), and presented in the following table.

Table 1: Depiction of the Data Collection Plan

Collection

Research Objectives

questions

Contributions of Sport

Who qualifies?

Strategic Framework

- UFS sport functionary heads

Secondary

- Sport experts at universities with

documentation of the UFS (Data

high performance sport centrers

When ideal?
January 2012
How gathered? Interview questionnaires
What units of Contributions of sport that is

mining)
November December 2011
Internal documentation
Determinant:the
strategic

analyses?

aligned

to

the

Where

framework
At place of work

UFS

strategic

study

on

strategic

framework (sport as a strategic

asset & strategic objectives)
Office to office
27

collected?

4.4

Sampling Design

The nature of the study is strategic and in essence directive. Heads of sport departments and
functionaries are the target population. Validity and accuracy factors are not required as the
study is qualitative in nature. Given the size of the population, all heads are to be included
based on availability (Cooper and Schindler 2006).

4.5 Measuring Instruments

A questionnaire was developed based upon the concept of sport as a strategic asset at the
UFS whilst addressing both the human and academic projects referred to in the strategic plan
of the same institution (Cooper & Schindler, 2006).

4.6 Data Analysis

The data analysis plan summarizes the methods applied to analyse the empirical data and
describes data handling and analysis. The rationale for the inclusion of analysis approaches
is clarified.
The data handling methodology considers the following: the concept of sport as a
strategic asset, the concept of the human and academic project as pillars of the strategic plan
of the UFS, the contributions of sport within this framework, as well as the framework for
delivery of these contributions. Concepts are firstly clarified by review of relevant secondary
data sources. These are applied to a framework in aligning the concepts of sport as a
strategic asset to that of the human and academic project. This framework forms the basis of
the questionnaire for interviews with the heads of sports departments and functionaries.
The interviews are held and recorded within the framework as proposals. Enriched by

28

external data gathering, sports contributions of similar institutions are also incorporated. After
consultation, these proposals are limited to contributions of sport at the UFS.

4.7 Prewriting concerns

Prewriting concerns applied during the drafting of the document is set out as follows:
a)

The purpose of the research document was continually set as

reference.

b)

The readers needs i.e. language proficiencies and temperament

was continually considered during the writing of the document. An academic writing
style is followed in order to meet the expectations of the primary reader of the
document.

c)

Subject asymmetries are expected given the technical nature of the

paper. To establish common understanding and the concise presentation of the
findings, the paper constantly applies definitions, models and rational discussions
throughout. The objectives of the research process are met in the recommendations
and conclusion.

d)

Circumstances and limitations, as discussed below, were included.

e)

The application potential of the research, to a large extent,

determines the success of a study in meeting its requirements.

4.8

Limitations

In order to place findings in perspective, limitations are set. (Cooper & Schindler, 2006).
a) It is believed that a facilitation format within a focus group by application of a
brainstorming exercise probably would be more advantages to the specific output of the
task. Given the limited timeframe, as well as availability of heads within a busy time in
the academic calendar, interviews are applied rather. It is however accepted that

29

participation by individual heads is advantageous in that these inputs are unique and
involvement therewith more easily ensured.
4.9 Research Ethics
Professionalism and personal enrichment is enhanced by planned ethical conduct, before
information is gathered. Cooper & Schindler (Cooper & Schindler, 2006) defines ethics as
the norms or standards of behaviour that guide moral choices about our behaviour and our
relationships with others. These behavioural standards comprise, amongst others,
confidentiality, objectivity, research scope related to findings and the legitimacy of data. The
main stakeholders of this research include the respondents at universities, as well as the
users of the results at the UFS. The ethical factors are;

a) Respondents
The researcher will aim to promote the right of respondents to protection, respect and benefit
of research findings. In order to adhere to these objectives, the researcher is committed to;
i) Request participation permission from respondents before study is conducted,
ii) Obtain consent from respondents,
iii) Schedule a data gathering meeting,
iv) Identify and disclosed the purpose of study,
v) Give time estimation of duration of information gathering session,
vi) Assure anonymity and confidentiality,
vii) Ensure voluntary participation,
viii)

Request honest and frank answers,

ix) Inform that non-response items are acceptable,

x) Thank respondents for participation,
xi) Notify that results could be shared if required

30

b) Users of results:
The researcher will aim to promote the right of users to quality and reliable data. Mindful of
the ethical reflection upon the University, the researcher is committed to;
i) Increasing accessibility by providing an electronic copy,
ii) Complying with the objectives as requested, and
iii) Forwarding the hard copy to the relevant contact persons.

4.10

Conclusion

Chapter 4 described the research methodology applied in order to reach the research
objectives. In the following chapter, the collected data is presented and discussed.

31

CHAPTER 5: PRESENTATION OF FINDINGS

5.1 Introduction
Chapter 5 presents the results of the communicative research. Firstly, the questionnaire sent
to sports practitioners at universities with high performance centers and specialist sporting
institutions in South Africa, is discussed in paragraph 5.2. Secondly, interviews with
departmental and functionary heads at the UFS are presented in paragraph 5.3.

5.2 Measurement and Contributions of Sport at Universities in South Africa:

Questionnaire
A questionnaire was forwarded to a representative of each of the seven Universities in South
Africa that boasts a High Performance Sport Centre. The aim of the national study was to
determine the perceptions of the standards of KOVSIE sport; whether KOVSIE sport was on
the map and which distinguishing criteria were applied by these sporting institutions.
Furthermore, input was requested as to the perceived contributions of sport to students,
academics, institutions and social responsibility. Five questionnaires were received back.
These questionnaires are attached at annexure A 1-5. The questionnaires were forwarded to
North West (Potchefstroom) University (NWU), University of Pretoria (UP), University of Cape
Town (UCT), Stellenbosch University (US), the Free State Sport Science Institute (FSSSI),
and Nelson Mandela Metropolitan University (NMMU), as well as the University of the Free
State. The responses are summarized as follows:

Questions 1-6: Experience, Ranking and Criteria It is observed that KOVSIE sport is nationally rated by sports professionals. Further, that
sporting code performance is applied to the performance of a Universitys sports performance
based on hearsay as well as information received in the media.
32

Question 7: Distinguishing initiatives Paralympics sport and sport science research at UCT is emphasized.
Multi-disciplinary approach is focused on at UP.
High Performance, and Sport Science and Development Institutes are accentuated at NWU.
Support during sporting events, supply of opportunities and the existing culture is highlighted
by the respondent at the US.

Question 8: Sport contributions to Students: Exposure, promotion of health and participation, time, social activity and bursaries,
opportunity to reach the highest level of sport, as well as market related training are the key
principles mentioned.
Academics: Research foundation, stimulating environment with support, time, up to date
knowledge and presentation of coaching courses are regarded as sports contribution to
academics.
Institutions: Supported sport teams, provision, study loans, introduction of careers, as well as
the most number of sporting events are regarded as contribution of sport to institutions.
Social responsibility: Sharing skills, promoting opportunities, fun and hosting of sporting
events to under privileged children are proposed social responsibility contributions.

5.3 Operations and Contributions of Sport at Universities in South Africa: Interviews

Data was gathered from three interviews. These interviews were conducted on 25 January.
The interviewees were Prof. J Bloemhoff, Head: Human Movement Science, Dr. L.
Holtzhausen, Head: Sport Medicine and Mr. B.D. Prinsloo, Deputy Director KOVSIE Sport.
These interviews were semi-structured with the reference questionnaire attached at annexure

33

B. The interviews lasted approximately 2 hours 30 minutes cumulatively. The following points
were established during these interviews;

Sport renders a service to the university, the community that the university serves, students
as well as Free State sport in general.
The performance of KOVSIE sport is to a large degree based on the quality of the coaching
staff. The UFS has many internationally acclaimed trainers. This is further supported by the
performance culture that exists within specific sporting codes such as rugby, tennis, netball
and athletics.
Although the recruiting off athletes is actively engaged in, most of the new athletes want to be
at KOVSIES. The prominent representation of KOVSIE sporting personalities nationally is an
additional motivation for new athletes to the UFS.
It was established that some of the best talents are reluctant to register at the UFS
due to the lack of a High Performance Sport Centre. Additional hereto is the lack of a socalled White-House. (A White-House is a hostel that supplies lodging to sports persons, and
caters for their specific dietary needs, inter-action and so forth).
Athletics has a long-term recruitment program. Participation in the Olympic Games is
applied as a leveraging recruiting tool which also may extend the brand of sport at the UFS.
The sporting code is however hampered by the management debacles at Athletic South
Africa (ASA) and the poor conditions of athletic facilities in Bloemfontein, with reference to
the condition of the tartan tracks next to the Rugby Stadium. The latter is one of the causes
of the low level of professional opportunities for athletes in the Free State. These athletes
however do obtain opportunities to perform profitably in Europe. It is hoped by the 2 nd of
March that the new Mayor of Mangaung will announce the refurbishment of the Citys
athletics field in his new budget speech.
The importance of academic qualifications is stressed with athletes, providing them
with a safety net when the athletes are no longer profitably employable. As such KOVSIE
sport strive for an academic culture, with compliance to class attendance and passing
standards
The best performing sporting codes at the UFS are tennis and netball.
34

KOVSIE Sport has seven high profile sporting codes being, Rugby, Soccer, Athletics, Cricket,
Hockey, Netbal and Tennis. In terms of swimming the university does not really compete. The
swimming pool has been fixed last year.
Cross-country athletic has made a major impact attracting 12000 participants in September
2011 during the SA championships. It is hoped to host this championships again in 2013. This
event is open for the whole community and Bloemfontein being centrally located in the
country, it makes it accordingly easier to arrange national sporting events locally.
The Sport Structure consists of six sport managers. Mr. M. Gordon is responsible for
marketing aspects. Unfortunately the sport page on the UFS website is not regularly updated.
Ms Laciea Loader is responsible for strategic communication- she works directly under the
Rector. A Media internship programs is possibility for KOVSIE sport.
Student Council and House-Committee Council members have sport portfolios. Their
involvement varies from one to the other.
University sports research is simplified due to the captive sample groups being supplied by
the athletes. Information is thus easily generated and could be analyzed on site. Areas such
as bio-kinetics, nutrition, medicine, sport performance etc. can be dealt with under one roof.
Participation at schools is currently haphazard and this is seen as a point for improvement. It
is believed that a High Performance Centrum can supply better infrastructure for the control
of community involvement.

The UFS has tabled an interdisciplinary research plan highlighting six research clusters.
These clusters however do not cover the field of multi-professional research in Sport
Sciences. Further, Sport Exercise Sciences in general is one of the fastest growing subject
areas. To stay academically relevant the UFS needs to stay on the cutting edge. The
relevance and advancement in research can be acquired through applying the capabilities of
a High Performance Sport Centre.
35

It is suggested that there is no other similar High Performance Sport Centre in existence
anywhere ales in the country. The unit is to distinguish itself in the fields of university sport,
commercial sport and the integration of the academic plan. Attached at annexure D is the
envisaged structure of the Centre and its integration with research.
UCT for instance do not support directly their university sport with their Centre. NWU
(Potch) do not have a medical component to their Centre, and thus not research outputs for
their university. NWU is however the closet Centre to what is envisaged for the UFS. The
proposed Centre accordingly makes UFSs sport facilities unique.
The success of the envisaged high sport performance is very much dependent on a
strong coaching staff compliment; something the UFS already has in place. Further, the
UFSs sport research and services are all integrated at this point. On this basis the High
Performance Centres viability is founded.
It is suggested that since the Centre will stimulate inter-departmental research the
consequent research outputs should be of a higher standard. There are currently various
examples of such research endeavors where the departments are working together and it is
believed that these opportunities will be enhanced by the project.
Other initiatives currently implemented that is in line with the pillars of the Strategic
Plan of the UFS is the Health and Wellness Program targeting the academic staff of the
university. There is enough literature that confirms the performance of persons and relating it
to their fitness/health levels. In this program Sport Science and Psychology is applied. The
effectiveness of the program is also reviewed and presents a basis for a longitudinal study.
The high levels of sporting injuries in hockey have been researched and academic
articles pertaining to this have been submitted. Currently, more than 500 hockey games are
played at the UFS per annum. This is important as the Olympic Games are to be played at
the end of this year. An international publication regarding sports injuries is thus in demand.
36

It is further found that swimming coaches in Bloemfontein do not apply scientific methods in
their training practices. This presents further potential for research.
UFS Sport Medicine is the only unit in the country that can test for illegal substances.
New test methodologies have been developed by A. Pretorius. The area of traditional
medicine and its application in sport has little scientific grounding. This area lends itself to
work with the department of African Languages. Reference is further made to the potential of
research on Echogenic substances as legal performance enhancers.
Although it is not possible to put future research outputs in numbers, it is believed that
within three years of the establishment of the High Performance Sport Centre, research
capacity would be extended internally and research fellows might be required at such a point.
There is a concern that the window of opportunity for implementing a HPS center may
not stay open indefinitely; especially with regard to internal role players.

The UFS for

example currently employs one of the most influential figures in sport in the form of Mr. D.
Coetzee. He is a key expert in various subject areas as well. The postponement of the
implementation may cause negative sentiments and morale in the grouping of people who
have been supporting the implementation of the Centre.
Three specific areas of output that is envisaged is research, multidisciplinary
approaches and improved sport performance. In terms of community involvement it is noted
that Adopt a school was a project in the past and plans for such are still available. The
ethical question of equal availability and attention to schools is of concern and it may develop
rather into a Adopt a community project. This is further considered against the backdrop of
capacity.
National sport: Strategically, in addition to elite sporting codes, smaller sporting codes that do
not receive attention elsewhere, are to be focused on. For example, on international level the

37

UFS has a Center of Excellence in Boxing. The national coach for Karate is also affiliated
with the UFS.
International sport: Two of the most prominent limitations of sport at the UFS is lodging and a
specialized gym. With the latter international marketing is possible. The off seasons (when it
is winter in the northern hemisphere) combined with the level of altitude is a positive selling
point to international teams from Europe, Asia and the USA.
Provincial sport: The UFS forms the backbone of Sport within the Free State Province. The
lecturers and administrator of the UFS serve as consultants to Provincial sport teams.
Development sport: The focus here is on talent identification with the aim on equity redress.
Sponsors and Lotto money are used to sustain these projects.
Dr. Holtzhausen, for example, is the local chairperson for the National Project - Exercise is
medicine. Mass sport involvement from students as well as the wider community is
envisaged. Preventative medicine can play a major role in certain target populations but
capacity prohibits fully fledged implementation programs.
It is noted that the lack of a specialist sports journalist is a limitation at the UFS. Media
coverage in general seems to be a weakness of UFS Sport.

5.4 Conclusion
Data gathered with a questionnaire aimed at sport practitioners nationally at specialist
sporting institutions, as well as interviews with departmental heads and functionaries at the
UFS, was presented in chapter five. Given the extent of the data the findings are not
discussed. Conclusions and recommendations follow in chapter six.

38

CHAPTER 6: CONCLUSIONS AND RECOMMENDATIONS

6.1 Introduction
Conclusions have been drawn from both theory as well as empirical data as set out in
chapters 2, 3 and 5. These are discussed below followed by a set of recommendation.

6.2 Conclusions
It has been established that sport, as an intangible asset, has various intrinsic qualities.
Given the strategic value of this asset, it can be applied to varying degrees to achieve a
competitive advantage relative to competitors. Six asset elements of sport were highlighted in
the literature. These are: sport within the promotion of physical activity presents healthy living
as a lifestyle. From the practice of sport personal development is enhanced. Marketing may
be leveraged through the branding of competitive sport. Multi-disciplinary research provides
resources for teaching and learning. Service opportunities are presented through community
sports development projects.
The UFS strategic pillars were described in chapter 2 and the link of sport as strategic
asset highlighted. Additionally to the six abovementioned sports assets it was established,
through the research, that sport can be leveraged to generate revenue, as well as create a
rallying point for persons who are affiliated to the team/university.
Project management methodology is applied as framework for the presentation of
these aligned contributions. Chapter 3 discussed this framework. A framework period of four
years, in line with the universities strategic plan, was established i.e. 2012 to 2016.
It was also establish during the literature review process that sport can provide unity
with the brand as the university community rallies around sporting events. It is thus
concluded that this characteristic has asset value in generating unity around the support of a
brand or team. It was similarly found that sport has the intrinsic value to generate revenue.
39

Particular reference was made toward alumni giving. Accordingly the potential asset base of
sport is extended to include these two asset values.
In drafting the framework it was found that special contributions of specific sporting
disciplines (i.e. sport, sports medicine bio-kinetics) are required to transform the intrinsic
value to that of a branding asset.
Chapter 5 investigated the contributions of sport. The UFS is regarded as one of the top
universities in South Africa with regard to sports performance. Various proposals were made
by professional sport practitioners on contributions to be made with regard to students,
academics, institutions and social responsibility. These suggestions were made by external
parties and should be considered by sports management at the UFS. The contributions of
sport, as highlighted in the interviews, are aligned with the human and academic projects.
These are:
a) Media Communication:
The use of media releases to promote both sports contribution as well as the UFS
brand is recognised. A specialisation in sport performance branding has been
identified and specialisation in this field should be considered.
The application of media was found to be of utmost importance in communicating and
marketing sports performance. It has been found that Media communication
(newspapers and webpage) is not applied to its full potential. On the UFS website UFS
sport is virtually inaccessible and not current. Various improvements to this resource
are in order. The need for a specialist journalist or journalism internship programs is
mentioned as solutions. The department of music could also be used as benchmark
with the distribution of information to the public. Said contribution will promote the
perceived performance of sport as well as the image of the UFS. Articles should be
placed in the news that relates sport to both the Human and Academic Projects.
b) Maintenance and expansion of coaching expertise and sport performance culture:
It was established that both the level of expertise of coaching staff and the training
culture within specific sporting codes are supporting the UFS sporting performance.
40

These attributes are by definition strategic assets. Talented athletes make the UFS
their university of choice because of the sports performance culture and level of
coaching. The quality of representation of students in elite sporting teams is a further
supporting factor for this selection process.
c) Establishment of a High Performance Sport Centre:
A vital need exists for the establishment of a High Performance Sport Centre. Some of
the most prominent reasons for such a Centre are the attraction of future UFS top
talent, as a marketing tool, the usage of UFS facilities by international athletes,
extensive application by multi-disciplinary research and the improved performance of
UFS athletes. Not only will such a Centre put the UFS on par with other universities
with similar Centres, but will actually create an un-assailable competitive advantage.
The focus should be on multi-disciplinary sports research which can lead to the
appointment of external research fellows. The current UFS research clusters do not
include the field of multi-disciplinary research in Sport Sciences. The above mentioned
research as well as the improved facilities is to support teaching and learning
programs in the academic environment. As part of the human project, the centre is to
support recruitment endeavours that promote equity as well as a culture of inclusion.
d) Extensive research program / Increase in research output:
Various research projects have been identified at annexure E. Subjects include the
science of coaching swimmers, legal performance enhancers, injuries in hockey,
Olympic injuries and more. Not only is the quantity of research outputs in the form of
Masters and Doctoral dissertations as well as articles predicted to increase, but the
quality should also improve. These contributions can only be achieved once a High
Performance Sport Centre has been established.
e) Promotion of Academic Performance:
A university campus with an inherent academic culture is a prerequisite for academic
distinction. The sporting fraternity is to contribute to this culture through the promotion of
academic performance and class attendance. This envisaged enhancement is linked to
education as a contribution.
f) Recruitment program:
41

A long-term recruitment program is currently in place. Sports development has been

identified as a vehicle to both find talent and to redress equity. Sponsor and Lotto
funds are applied to support these objectives. The Olympic games of 2012, for
example, is leveraged as recruitment tool. This program supports the Human Project
of the UFS strategic plan.
g) Host National Championships:
Hosting SA Championships with major personalities participating generates large
scale community involvement. Academic performance is to be enhanced with the
promotion of sport as a healthy lifestyle.
h) Adopt a community:
School development projects currently seem to be not properly managed and
implemented. It is foreseen that the High Performance Sport Centre may address this
weakness. The major purpose of such project is the participation of the local
community. The adopt a community program is to be revised.
i) Student Sport Structure Operation:
The Student structures (Council and House-committees) are operating independently.
The development of a healthy lifestyle is accordingly developed. Personal
development within the practice of sport is supported with interaction, as well as the
fulfilment of coordination and leadership roles.
j) Health and Wellness Program:
A Health and Wellness Program is operative amongst UFS staff. Health is measured
and analysed in a longitudinal study. This initiative is affiliated with a national program
called Exercise is Medicine as chaired by Dr. Holtzhauzen. This program is aligned
with all four elements of the Academic Project i.e. academic performance (students
and lecturers) enhancement, support of academic distinction and instilling/nurturing an
academic culture.
k) Mobilization of Sponsorships:
It was established that sponsorship is being generated in funding initiatives referring in
particular to development sport and the uplifting of historically disadvantaged athletes.
l) Core Functioning Programs:
Finally, it is concluded that Sport within the UFS, as an educational institution, provides
various core contributions. These are in the fields of education, research and sports
42

management. Education refers to teaching and learning within various subject related
areas. Research output is delivered on peer reviewed articles in recognized journals,
as well as delivery of Master and Doctorate degrees. Sports management includes
coaching services, the arrangement of sport-competitions or events, recruitment of
skills and talent, as well as the availability of a gym and accompanying services.
It is found that contributions is set within a visionary climate as influenced by externalities.
Accordingly, improved contributions are aspired to as discussed particularly to paragraphs
6.2, a to j. These visionary improvements are included within the contributions framework on
the levels of project development. The contributions are aligned to primarily the strategic
pillars of the UFS, but also to the relevant strategic assets it impressionably extends within
the following table.

It is found that sports contributions function within a reality which is influenced by

externalities. Accordingly, improving these contributions are can be attained as discussed in
the above paragraphs 6.2. These proposed improvements are included in the contributions
framework on the levels of project development. Said contributions are aligned to the the
strategic pillars of the UFS, but also to the relevant strategic assets it contributed to.

Table 2: Strategic Contribution Framework of Sport at the University of the Free State

43

44

Key to Table 2, Strategic Contribution Framework of Sport at the University of the Free
State.
The above table consists of three columns. The first column contains the contributions of
Sport at the UFS. This column further includes the envisaged improvement and extension of
contributions as well as the degree of development.
The second column encompasses the Academic and Human Project elements.
Alignment with sports contributions are accordingly considered and highlighted. Alignment
was indicated if these contributions supported progress based on the empirical data.
The third column highlights the intrinsic value of sport and its impact on the strategic
values or not. The asset values are only strategic assets if they are more developed than that
of the competitors.
The above framework does not allow for the weighing of these asset values. This is a
limitation of the framework.
The objectives of the research have consequently been met above. The following
recommendations are made based on the study.
Recommendations
A framework for the strategic contribution of sport, as it aligns with the human and
academic projects is hereby submitted.
In order for a (sports) contribution to be strategic its development should be advanced
beyond to that of the competition in order to becomes a strategic asset. Accordingly it is
recommended that the development of the High Performance Sport Center (HPSC) be
continued. Not only will it bring the UFS on par with competitors, but is it believed that it will
provide a sustainable competitive advantage. Factors in support of the above include the
extension of benefits to athletes, multi-disciplinary research output as well as a sports
medicine component associated with experts in related specialist fields. Subsequent
45

fundraising may be achieved given improvement in sporting performance and the UFS brand.
Expansion of research is seemingly dependent, in terms of quality and quantity, on the
establishment of the HPSC.
Two more initiatives to be considered by Sport functionaries at the UFS is a
specialised Media unit or the improvement of media coverage. This is found to be a critical
improvement that needs immediate attention.
The last recommendation pertains to the hosting of national and international sporting
events, particularly those that encourage community involvement such as cross-country
athletics. Community participation is thus extended, sport as a healthy lifestyle is promoted
and personal development achieved.

Thank you for the opportunity and we hope that the document will be helpful.
Albert de Klerk

46

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Appendix A

Telephonic Interview Questionnaire: Other Public Universities

Purposeful Selected Sport Faculties of Public Universities based on the owning of a Sport
Performance Centre. Explain the purpose of the interview. Distinguish dimensions of
academics sport institutions in terms of market positioning, as well as measures for
performance visa market orientation.

The questionnaire is a guideline and may be deviated from by the interviewee.

Request participation.
If yes, thank the respondent for their participation.
Will take approximately 10 minutes.
Confidentiality is to be respected.

How long have you been working within an academic environment?

How long have you been working within a sport environment?

Please rank the top three universities sport performance in South Africa.
What criteria do you apply to generate these rankings?

What initiatives are being rendered at your universitys sport -faculty and -functionalities that
you believe distinguish the institution from other universities?

55

56

Appendix B

Interview Questionnaire: Heads of Sport related Departments and Functionalities

Purposeful Selected Sport Related Departments at UFS. Explain the purpose of the
interview: To establish contributions of sport to the human and academic projects of the UFS.

Request participation.
If yes, thank the respondent for their participation.
Will take approximately 20 minutes.
Confidentiality is to be respected, if required.

Background: Explain the concepts of sport as a strategic asset at the UFS, the academic
project and human project in terms of the UFSs strategic plan, as well as the matrix project
structure in implementation of a project.

What contributions are to delivered by your department / function in terms of sport as a

strategic asset with regard to the academic project and human project, over the strategic
period of 2012 to 2016?

57

Annexure C

Framework: Alignment of Sport as Strategic Asset Parameters with the Human and Academic
Project Parameters as pillars of the Strategic Plan at the University of the Free State

Academic Project
Sport as

Performance of students

Performance of academics

Academic distinction

Initiatives

to

Initiatives to

activity

(Studies:

Campus academic cultu

Strategic
Asset
Healthy

Initiatives

to

Living: Within

activity

(Studies:

the

concentration)

concentration)

concentration)

concentration)

activity
Personal

Present sport clinics for a week

Present sport clinics for a week

Present sport clinics for a week

Present sport clinics fo

Development

per year on the different sport

per year on the different sport

per year on the different sport

year on the different spo

: Within the

codes

codes

codes

promote

physical
Increased

promote

physical
Increased

activity

promote

(Studies:

physical
Increased

Initiatives

to

promo

activity

(Studies:

promotion of
physical

practice

of

sport
Marketing:

Supply

Within

opportunity

branding

of

journalism
of

with

the

television

Supply

journalism

opportunity

of

with

the

television

Supply journalism dept with the

Expand

cooperation

opportunity

academic

departmen

of

internet

TV

development of sport at UFS

development of sport at UFS

development of sport at UFS

venture principles

Research:

Recruite students for master and

Develop a list of research themes

Increase the number of research

Acknowledgement

Within

doctoral studies from sinigistic

output in the arena of sport

outputs. Increase the

resource for

faculties

competitive
sport

research

students on post gradua

in

various
sciences
Education:

Apply tournaments and clinics as

Apply tournaments and clinics as

Apply tournaments and clinics as

Apply tournaments an

Within

environment for research and field

environment for research and field

environment for research and field

environment for researc

resource for

of academic practice

of academic practice

of academic practice

academic practice

teaching and
learning

Community

Review careers in Sport in a high

Review careers in Sport in a high

Review careers in Sport in a high

Review careers in Sp

Development

technological

technological

technological

technological environm

align silibus

Within

environment

and

align silibus

environment

and

align silibus

environment

and

silibus

community
service
opportunities