A day in the life of a government sport promotion officer in the Northern Province of the new South Africa

Abstract

The Department of Sport and Recreation (DSR) once commented, with concern, on the public’s illiteracy on the role played by sport in society. The DSR has thus committed v itself to bridge the gap ihat exists between perceptions and reality about the role of sport. The activities of the Government Sport Promotion Officers (GSPOs), who are the subjects of this study, are mandated by the White Paper, which is the official government policy on Sport and Recreation in South Africa.

This study looked at how GSPOs still managed to go about their activities in sport promotion in the Northern Province, despite all the unfavourable conditions under which they work. The study aimed at developing a model that will help GSPOs to define their role in sport promotion, within the context of the role that sport plays in society. It is hoped that this model will also enable them to equip themselves well to meet the challenges of the rapidly changing South Africa.

An ethnographic approach within a qualitative framework was used to study thirteen GSPOs in the Department of Education, Arts, Culture and Sports in the Northern Province. The GSPOs were interviewed and observed between 1997 and 1998. Questionnaires were also used to find out what the sporting public’s perceptions were, concerning sport promotion in the Northern Province.

GSPOs are adults who work with other adults in sport promotion. The study looked at the implications that adult education has on their work. Thus, adult education theories such as, self-directed learning, experiential learning and transformative learning, formed part of this study.

The study suggests that the indifferent and confusing management systems under which GSPOs work, do contribute to their lack of confidence, and insight on policy issues. The study also suggests that GSPOs have the potential to do well even under situations where resources are not available. The study also suggests that, despite all the unfavourable conditions under which they work, there are factors within their work that made them continue to do their work tirelessly. Some of the factors are, the flexible hours that they work, and the benefits of extensive traveling and the economic and social benefits that go with it.

The study also suggests that while GSPOs blame management for their lack of delivery, they also do not take enough initiatives to improve their situation. They seem to accept the status quo. This situation casts doubts as to whether anything will change with the way they work, once management issues, promotions and working conditions are addressed.