The mandate of public local government is to provide services to constituents to improve overall quality of life. Local governments are increasingly pressured to provide services that reflect value for taxpayers' money and promise sustainable development. Sustainable development is, in turn,dependent upon quality decisions by political leaders and management capacity of civil servants. This study aimed to (1) determine the management capacity profile at sport and recreation facilities on local government level; and (2) identify areas of concern related to management capacity. The research design used was a quantitative, case study with a non-probability purposive sample (n=8). Although the purposive sample of eight recreation and sport facility managers is small, these respondents are responsible for managing 68% of the sport and recreation facilities within the scope of this investigation. Data was collected using the criteria based Capacity Analysis Tool self-administered questionnaire consisting of 88 sub-elements overeight dimensions of management (leadership, governance and strategy; administration and human resources; finances and budget of the facility; project design, management and evaluation; technical capacity; advocacy and networking; community ownership and accountability; and fund raising) and has a Cronbach Alpha value of 0.89 (x=0.89). Results indicated that the internalsystemic management capacity of the particular department in this investigation measured unsatisfactory ( x ± 2.50) in five of the eight management dimensions. While three dimensions scored satisfactory ( x ± 2.50) the overall collective management capacity score for all eight dimensions was unsatisfactory at x =2.33. As scholars proved a link between management capacity and organizational performance, the management capacity profile obtained from this study can be used as baseline from which management practices and capacity at sport and recreation facilities can be further developed.