2014 19 STRATEGIC PLAN FINAL 1 - Amazon Web...

Strategic Plan

for the fiscal years 2014 – 2019

SPORT AND RECREATION SOUTH AFRICA 2014-2019 STRATEGIC PLAN 2 | P a g e

FOREWORD BY THE MINISTER

As reported in the Sport and Recreation South Africa (SRSA) 2012-2016 Strategic Plan, sport and recreation delegates at the National Sport and Recreation Indaba in November 2011 went further to vocalise and amplify their firm belief that, ‘the National Sport & Recreation Plan has a potential to reconstruct and revitalise the delivery of sport and recreation towards building an active and winning nation that equitably improves the lives of all South Africans’. These men and women brought together by their passion for sport & recreation, shared with us their dream of a South African sport & recreation landscape that we should all work towards. They detailed this dream in words and we reduced it to paper and ink and coined it Vision 2030! Not only does this Vision give meaning to our strategic objective of “an active and winning nation” but it also gives purpose to the essence of our existence and spells out the core values that enjoin us as a sporting fraternity to transform and develop sport for the better. This year as we celebrate two decades of freedom and democracy, SRSA is closing the chapter on its Strategic Plan 2012-2016 and ushering in its strategic perspective for 2014-2019. We are therefore taking stock (as we did in our Annual Report 2012/2013) of how far we have traversed in our second year marching towards the attainment of Vision 2030. We are also aware that as we march towards the Vision 2030 of the sport and recreation sector, we are marching in unison together with all our people towards the fulfillment of the objectives of the National Development Plan (NDP). We are pleased to infuse in this Strategic Plan 2014-2019 the implementation targets of the National Sport & Recreation Plan (NSRP) as well as to consider its costs and monitoring mechanism. We costed the NSRP and presented it to relevant government institutions for further consideration. Our nation would have to budget at least an amount of R10 billion towards the fulfillment of the objectives of the NSRP which some, if not all, are integrated in this strategic plan. It is also fulfilling to learn that the NSRP has been anchored in the heart of the NDP. We are enthused that the NSRP rests on the giant shoulders of the national development agenda of this country. The NSRP concretely anchors our mandate on five critical pillars which have been given shape in this strategic plan 2014-2019 and in our business model and strategic approach going forward. Interestingly, the frequent question always posed to us as government is how far have we gone towards the establishment of an ‘enabling environment’ wherein our ‘winning’ and ‘active nation’ can thrive? We firmly believe that the tenets of our Strategic Plan 2014-2019 seek to answer such questions with those answers provided in our NSRP and the NDP going forward into the next 20 years of freedom and democracy. This, as we continue to make a “Case for Sport” just like we did before, as in our 2012-2016 strategic document. Therefore, we are happy and equally excited to present to the Parliament of the Republic of South Africa and its people, the SRSA 2014-2019 Strategic Plan. Thank you.


OFFICIAL SIGN-OFF

It is hereby certified that this Strategic Plan:

• Was developed by the management of Sport and Recreation South Africa under the guidance of Minister Fikile Mbalula.

• Takes into account all the relevant policies, legislation and other mandates for which Sport and Recreation South Africa is responsible.

• Accurately reflects the strategic outcome oriented goals and objectives which Sport and Recreation South Africa will endeavour to achieve over the period 2014-2019.

Minister Mbalula Mr Oosthuizen Mr Moemi Ms Khan Mr Matlala Dr van der Spuy


ACRONYMS AND ABBREVIATIONS A-G AUDITOR-GENERAL AG AFRICAN GAMES (formally All-Africa Games) AENE ADJUSTMENT ESTIMATES OF NATIONAL

EXPENDITURE AFCON AFRICAN CUP OF NATIONS AFS ANNUAL FINANCIAL STATEMENTS AU AFRICAN UNION AUSC AFRICAN UNION SPORTS COUNCIL BBBEE BROAD BASED BLACK ECONOMIC EMPOWERMENT BRICS BRAZIL RUSSIA INDIA CHINA & SOUTH AFRICA BSA BOXING SOUTH AFRICA CATHSETA CULTURE, ARTS, HOSPITALITY & SPORTS SECTOR

EDUCATION & TRAINING AUTHORITY CHAN AFRICAN CHAMPIONSHIP OF NATIONS DIRCO DEPARTMENT OF INTERNATIONAL RELATIONS AND

COOPERATION DoRA DIVISION OF REVENUE ACT DPME DEPARTMENT OF PERFORMANCE MONITORING AND

EVALUATION DPW DEPARTMENT OF PUBLIC WORKS EAP EMPLOYEE ASSISTANCE PROGRAMME ENE ESTIMATES OF NATIONAL EXPENDITURE GIS GEOGRAPHICAL INFORMATION SYSTEM HEADCOM HEADS OF DEPARTMENTS COMMITTEE HIV & AIDS HUMAN IMMUNODEFICIENCY VIRUS & ACQUIRED

IMMUNE DEFICIENCY SYNDROME IBSA INDIA BRAZIL SOUTH AFRICA ICT INFORMATION AND COMMUNICATION TECHNOLOGY IFS INTERMEDIATE FINANCIAL STATEMENTS IYM IN-YEAR-MONITORING LTPDP LONG TERM PARTICIPANT DEVELOPMENT PLAN MIG MUNICIPAL INFRASTRUCTURE GRANT MINMEC MINISTERS & MECS MOU MEMORANDUM OF UNDERSTANDING MPAT MANAGEMENT PERFORMANCE ASSESSMENT TOOL

MPP MASS PARTICIPATION PROGRAMME MTEF MEDIUM TERM EXPENDITURE FRAMEWORK M&E MONITORING & EVALUATION NCOP NATIONAL COUNCIL OF PROVINCES NF NATIONAL FEDERATION NGO NON-GOVERNMENTAL ORGANISATIONS NSRA NATIONAL SPORT AND RECREATION AMENDMENT

ACT NSRP NATIONAL SPORT AND RECREATION PLAN NT NATIONAL TREASURY ODA OFFICIAL DEVELOPMENT ASSISTANCE QSRM QUARTERLY STATUS REVIEW MEETING SAIDS SOUTH AFRICAN INSTITUTE FOR DRUG-FREE

SPORT SALGA SOUTH AFRICAL LOCAL GOVERNMENT AUTHORITY SAPS SOUTH AFRICAN POLICE SERVICES SASCOC SOUTH AFRICAN SPORTS CONFEDERATION AND

OLYMPIC COMMITTEE SASREA SAFETY AND SPORT AND RECREATIONAL EVENTS

ACT SCM SUPPLY CHAIN MANAGEMENT SDIP SERVICE DELIVERY IMPROVEMENT PLAN SONA STATE OF THE NATION ADDRESS SWOT STRENGTHS, WEAKNESSES, OPPORTUNITIES AND

THREATS SRSA SPORT AND RECREATION SOUTH AFRICA S&R SPORT AND RECREATION UN UNITED NATIONS WADA WORLD ANTI-DOPING AGENCY YDVS YOUTH DEVELOPMENT AGAINST VIOLENCE

THROUGH SPORT


TABLE OF CONTENTS

FOREWORD BY THE MINISTER ........................................................................................................................................................................ 2 OFFICIAL SIGN-OFF ........................................................................................................................................................................................... 3 ACRONYMS AND ABBREVIATIONS .................................................................................................................................................................. 4

PART A: STRATEGIC OVERVIEW ...................................................................................................................................................... 7

1. VISION ......................................................................................................................................................................................................... 7

2. MISSION ....................................................................................................................................................................................................... 7

3. VALUES ....................................................................................................................................................................................................... 7

4. LEGISLATIVE AND OTHER MANDATES ................................................................................................................................................... 8 4.1 Constitutional mandates......................................................................................................................................................................... 8 4.2 Legislative mandates ............................................................................................................................................................................. 8 4.3 Policy mandates .................................................................................................................................................................................. 15 4.4 Relevant court rulings .......................................................................................................................................................................... 28 4.5 Planned policy initiatives ...................................................................................................................................................................... 29

5. SITUATIONAL ANALYSIS ......................................................................................................................................................................... 30 5.1 Performance environment .................................................................................................................................................................... 30 5.2 Organisational environment ................................................................................................................................................................. 45 5.3 Description of strategic planning process ............................................................................................................................................. 50

6. STRATEGIC OUTCOME ORIENTED GOALS OF THE INSTITUTION ...................................................................................................... 54

PART B: STRATEGIC OBJECTIVES ............................................................................................................................................... 59

7. PROGRAMME 1: ADMINISTRATION ........................................................................................................................................................ 59 7.1 Strategic Objectives: Administration .................................................................................................................................................... 59 7.2 Resource considerations: Administration ............................................................................................................................................. 62 7.3 Risk Management: Administration ....................................................................................................................................................... 65


8. PROGRAMME 2: ACTIVE NATION ........................................................................................................................................................... 67 8.1 Strategic objectives: Active Nation ....................................................................................................................................................... 67 8.2 Resource considerations: Active Nation ............................................................................................................................................... 70 8.3 Risk Management: Active Nation ......................................................................................................................................................... 72

9. PROGRAMME 3: WINNING NATION ........................................................................................................................................................ 74 9.1 Strategic Objectives: Winning Nation ................................................................................................................................................... 74 9.2 Resource considerations: Winning Nation ........................................................................................................................................... 76 9.3 Risk Management: Winning Nation ...................................................................................................................................................... 78

10. PROGRAMME 4: SPORT SUPPORT ........................................................................................................................................................ 80 10.1 Strategic objectives: Sport Support ...................................................................................................................................................... 80 10.2 Resource considerations: Sport support .............................................................................................................................................. 82 10.3 Risk Management: Sport Support ........................................................................................................................................................ 84

11. PROGRAMME 5: INFRASTRUCTURE SUPPORT ................................................................................................................................... 86 11.1 Strategic Objectives: Infrastructure Support ......................................................................................................................................... 86 11.2 Resource considerations: Infrastructure Support ................................................................................................................................. 87 11.3 Risk management: Infrastructure Support ........................................................................................................................................... 88

PART C: LINKS TO OTHER PLANS ................................................................................................................................................. 89

12 LINKS TO THE LONG-TERM INFRASTRUCTURE AND OTHER CAPITAL PLANS............................................................................. 89

13 CONDITIONAL GRANT .......................................................................................................................................................................... 89

14 PUBLIC ENTITIES .................................................................................................................................................................................. 90

15 PUBLIC-PRIVATE PARTNERSHIPS ...................................................................................................................................................... 90

16 SOURCE DOCUMENTS ......................................................................................................................................................................... 92


PART A: STRATEGIC OVERVIEW

1. VISION An active and winning nation.

2. MISSION To transform the delivery of sport and recreation by ensuring equitable access, development and excellence at all levels of participation and to harness the socio-economic contributions that can create a better life for all South Africans.

3. VALUES


4. LEGISLATIVE AND OTHER MANDATES

4.1 Constitutional mandates

The functionality of Sport and Recreation South Africa (SRSA) is premised on the Constitution of the Republic of South Africa, Act 108 of 1996, hereafter referred to as the Constitution, which guarantees the right to social security in Schedule 27. The Constitution affirms the democratic values of human dignity, equality and freedom. In line with these Constitutional imperatives, SRSA has been assigned the powers and functions to develop and implement national policies and programmes regarding sport and recreation in the country.

4.2 Legislative mandates

4.2.1 Acts

As a national Department SRSA is bound by all legislation passed in South Africa, however the following acts constitute the most regular dimensions of the legal framework within which SRSA functions. Act Narrative The Occupational Health and Safety Act, 1993 (Act No. 85 of 1993)

To provide for the health and safety of persons at work and for the health and safety of persons in connection with the use of plant and machinery; the protection of persons other than persons at work against hazards to health and safety arising out of or in connection with the activities of persons at work; to establish an advisory council for occupational health and safety; and to provide for matters connected therewith.

The Public Service Act, 1994 as amended by Act 30 of 2007

To provide for the organisation and administration of the public service of the Republic, the regulation of the conditions of employment, terms of office, discipline, retirement and discharge of members of the public service, and matters connected therewith.

The Public Finance Management Act, 1999 as amended by Act No. 29 of 1999

To promote the objective of good financial management in order to maximise service delivery through the effective and efficient use of the limited resources.

The Promotion of Access to Information Act, 2000 (Act No. 2 of 2000)

To give effect to the constitutional right of access to any information held by the state, as well as information held by another person that is required for the exercise or protection of any right. This is in order to foster a culture of transparency and accountability both in public and private bodies, and to promote a society in which the people of South Africa have effective access to information to enable them to more fully exercise and protect all their rights.


Act Narrative The Preferential Procurement Policy Framework Act (PPPFA), 2000 (Act No. 5 of 2000)

To provide a framework for the implementation of the procurement policy contemplated in section 217(2) of the Constitution; and to provide for matters connected therewith.

The Skills Development Act, 2003 (Act No. 31 of 2003)

To provide for an institutional framework to devise and implement national, sector and workplace strategies to develop and improve the skills of the South African workforce; integrate those strategies within the National Qualifications Framework; provide for learnerships that lead to recognised occupational qualifications and for the financing of skills development by means of a levy-grant scheme and a National Skills Fund; provide for and regulate employment services; and provide for matters connected therewith.

The Broad Based Black Economic Empowerment Act 2003, (Act No. 53 of 2003)

To establish a legislative framework for the promotion of black economic empowerment; to empower the Minister of Trade & Industry to issue codes of good practice and to publish transformation charters; to establish the Black Economic Empowerment Advisory Council; and to provide for matters connected therewith.

The Division of Revenue Act To provide for the equitable division of revenue raised nationally among the national, provincial and local spheres of government for each financial year and the responsibilities of all three spheres pursuant to such division; and to provide for matters connected therewith. SRSA coordinates financial allocations to provincial Departments responsible for sport through the Mass Participation & Sport Development Grant.

The Intergovernmental Relations Framework Act 2005 (Act No. 13 of 2005)

To establish a framework for the national government, provincial governments and local governments to promote and facilitate intergovernmental relations; to provide for mechanisms and procedures to facilitate the settlement of intergovernmental disputes; and to provide for matters connected therewith.

The sports specific acts, bills and regulations listed chronologically below outline the key legislative responsibilities placed specifically on SRSA:


Act Narrative South African Institute for Drug-free Sport Act, 1997 (Act No. 14 of 1997 as amended)

To promote the participation in sport free from the use of prohibited substances or methods intended to artificially enhance performance, thereby rendering impermissible doping practices which are contrary to the principles of fair play and medical ethics, in the interest of the health and well-being of sports persons; and to provide for matters connected therewith.

Key responsibility placed on SRSA as a result of this Act: To ensure that sport in South Africa

is practiced free from the use of prohibited substances or methods intended to artificially

enhance performance.

National Sport and Recreation Act, 1998 (Act No. 110 of 1998 as amended)

To provide for the promotion and development of sport and recreation and the co-ordination of the relationships between SRSA and the Sports Confederation, National Federations (NFs) and other agencies; to provide for measures aimed at correcting imbalances in sport and recreation; to provide for dispute resolution mechanisms in sport and recreation; to empower the Minister to make regulations; and to provide for matters connected therewith. Key responsibility placed on SRSA as a result of this Act: To ensure that sport and recreation from a national perspective are administered and governed in the best interests of all participants and stakeholders in sport and recreation in South Africa. SRSA is a facilitator and regulator in terms of the National Sport and Recreation Act (NSRA).The South African Sports Confederation and Olympic Committee (SASCOC) is recognised as the national confederation for the promotion of high performance sport in South Africa and as such must coordinate all activities relating to high performance sport, team preparation and the delivery of Team South Africa. The NSRA provides for the Department to enter into Service Level Agreements (SLA) with sport and recreation bodies to be able to oversee and monitor their implementation of policies in the country. The Department supports those responsible for the delivery of sport with available resources. The Department also oversees the implementation of projects and evaluates results to ensure that it delivers value for public funding as well as to provide feedback into policy development. Following the adoption of the National Sport and Recreation Plan (NSRP), amendments to this Act need to be considered to extend the powers of the Minister, particularly regarding the speedy resolution of disputes. A draft bill was produced that amongst others encompasses the following amendments to the Act: (1) The recognition and incorporation of the provincial Sports Confederations as advisory bodies to the Minister in sport development matters; (2)


Act Narrative The recognition of the academy system to enhance development; (3) The establishment of the Arbitration Foundation to assist in the dispute resolution strategy; and (4) Confirmation of the roles of SRSA, SASCOC and NFs. It is estimated that the said Bill will be approved by Cabinet in 2014 and promulgated in 2015.

South African Boxing Act, 2001 (Act No. 11 of 2001)

To provide for a new structure for professional boxing in the Republic; to ensure the effective and efficient administration of professional boxing in the Republic; to recognise amateur boxing; to create synergy between professional and amateur boxing; to establish a Boxing Commission known as Boxing South Africa (BSA); to promote interaction between associations of boxers, managers, promoters, trainers and officials and BSA; and to provide for matters connected therewith.This Act will be repealed following the promulgation of the South African Combat Sport Bill. Key responsibility placed on SRSA as a result of this Act: To ensure that the safety of boxers and the relationships between boxers, managers, promoters, trainers and officials and BSA are effectively and efficiently administered and governed in the best interests of boxing and its stakeholders as a whole.

Safety at Sports and Recreational Events Act, 2010 (Act No. 2 of 2010)

To provide for measures to safeguard the physical well-being and safety of persons and property at sport, recreational, religious, cultural, exhibitional, organisational or similar events held at stadiums, venues or along a route, to provide for the accountability of event role-players, to provide for certain prohibitions, to provide for the risk categorisation of events, to provide for the establishment of measures to deal with the safety and security at events, to provide for the accreditation of role players at events, to provide for event ticketing, to provide for the control of access of spectators and vehicles at events, to provide for the issuing of safety certificates for planned or existing stadiums or venues, to provide for the contents of safety certificates and amendment to safety certificates, to provide for the appointment of inspectors and their powers of entry and inspection, to provide for the deployment of security services, to provide for spectator exclusion notices, to provide for prohibition notices, to provide for the establishment of an Appeal Board and for appeals, to provide for public liability insurance for events, to provide for payment of fees, to provide for offences and penalties, and to provide for matters connected herewith. Key responsibility placed on SRSA as a result of this Act: To ensure that the safety and security of all spectators and sports participants at events at stadiums or other venues in


Act Narrative South Africa are adequately nurtured, protected, administered and governed.

4.2.2 Bills Bill Narrative South African Combat Sport Bill, 2014 To provide for the regulation, control and general supervision of combat sport in the Republic;

to ensure the effective and efficient administration of combat sport in the Republic; to recognise both amateur and professional combat sport; to create synergy between professional and amateur combat sport to ensure the effective and efficient administration of combat sport in the Republic; to provide safety measures in relation to the sport; and to provide for matters connected therewith. It is estimated that the said Bill will be approved by Cabinet in 2014 and promulgated early in 2015. Following the promulgation of the South African Combat Sport Bill the South African Boxing Act will be repealed. The establishment of a public entity to deal specifically with combat sport will be explored. Key responsibility placed on SRSA as a result of this Bill: To ensure that the safety of all participants in combat sport and the relationships between combat sports participants, managers, promoters, trainers and officials and the Combat Sport Regularity Authority are effectively and efficiently administered and governed in the best interests of combat sport and its stakeholders as a whole.

Fitness Industry Bill, 2014 To provide for the registration of fitness professionals; to provide for the Registers of fitness professionals; to make provision for the qualifications required for registration as fitness professionals; to provide for the recognition of foreign qualifications of fitness professionals; to provide for the period of registration, registration fees and the refusal of registration; to make provision for the employment of fitness professionals; to provide for disciplinary action against fitness professionals and owners or managers of fitness establishments; to provide for the accreditation of a fitness establishment and the refusal of such accreditation; to provide for the grades of fitness establishments and a database of accredited fitness establishments; to make provision for a period of accreditation, extraordinary audit and de-accreditation of and other sanctions against fitness establishments; to provide for a cession of accreditation and accreditation fees, dispute resolution and appeals; to make allowances for transitional provisions; and to provide for matters connected thereto.

It is envisaged that public consultations will commence in 2014 and that the said Bill will be


Bill Narrative approved by Cabinet in 2014 and promulgated in 2015. Key responsibility placed on SRSA as a result of this Bill: To ensure that the fitness industry

and the relationships between fitness practitioners, fitness establishments and the Fitness

Industry Regulatory Authority are effectively and efficiently administered and governed in the

best interests of the fitness industry and its stakeholders as a whole.

4.2.3 Regulations


Regulation Narrative Bidding and Hosting of International Sport and Recreational Events Regulations, 2010

These regulations provide for the submission of applications by event organisers subject to complying with certain procedures in order to obtain authorisation for the bidding and hosting of their events from the Minister. Key responsibility placed on SRSA as a result of these regulations: To ensure that event organisers who conform to a fixed set of criteria are considered for approval relative to the bidding and hosting of major and mega international sport and recreational events in South Africa.

Recognition of Sport and Recreation Bodies Regulations, 2011

These regulations cover the criteria for the recognition of sport and recreation bodies; application for recognition; the appeals process, and the duties of recognised sport and recreation bodies and other aspects related to the recognition of sports bodies. A small committee will consider applications for recognition by sport and recreation bodies. Key responsibility placed on SRSA as a result of these regulations: To ensure that the sport

and recreation bodies that conform to a fixed set of criteria are considered for recognition and

registration by SRSA.

Funding of Sport or Recreational Bodies Regulations

Regulations have been drafted and it is envisaged that they will be promulgated in 2014. Key responsibility placed on SRSA as a result of these regulations: To ensure that sport and

recreation bodies that conform to a fixed set of criteria are considered for approval relative to

receiving funding from SRSA for their respective sport or recreational activity in South Africa.

These responsibilities are subject to amendment until formal promulgation of the regulations.

Safety at Sport and Recreational Events (SASREA) Regulations

Regulations have been drafted and consultations with municipalities were completed in 2012. It is envisaged that the regulations will be promulgated in 2014. Key responsibility placed on SRSA as a result of these regulations: To ensure that the safety and security of all spectators and sports participants at events at stadiums or other venues in South Africa are adequately nurtured, protected, administered and governed. These responsibilities are subject to amendment until formal promulgation of the regulations.


4.3 Policy mandates

United Nations Millennium Development Goals (MDGs): In its report, Sport for Development and Peace: Towards Achieving the Millennium Development Goals, the UN Inter-Agency Task Force specifically concluded that ‘the fundamental elements of sport make it a viable and practical tool to support the achievement of the MDGs’. Considering the targets of the MDGs, one needs to realise that the contribution of sport and recreation towards the achievements of the MDGs is more indirect in nature.

In general sport has an impact on health and reduces the likelihood of many diseases. Sports programmes serve as an effective tool for social mobilisation, supporting health activities such as HIV and AIDS education and immunisation campaigns. It is also a key site and natural draw for volunteer involvement. Furthermore, participation in sport supports the preservation of a clean and healthy environment. Sport for Development and Peace International Working Group: The Department is playing a leading role in the development and implementation of UN policies related to sport for development and peace. The Sport for Development and Peace International Working Group (SDP IWG) was launched at the 2004 Athens Summer Olympic Games. The SDP IWG focuses on developing and assisting governments in implementing the policy and programme recommendations outlined in the policy document “Harnessing the Power of Sport

for Development and Peace: Recommendations to Governments” published in 2008. In the updated White Paper on sport and recreation as well as in the NSRP the importance of using sport as a tool for development and peace is emphasised. It is therefore important that SRSA build on the successes already achieved in this regard since our democracy in 1994. South Africa, represented by the Deputy Minister of Sport and Recreation, was appointed chair of the Executive Board of the SDP IWG in 2012. Although UN Resolution 65/4: Sport as a means to promote education, health, development and peace was adopted by the General Assembly in 2010 there is still a need for a Working Paper in this regard that outlines practical programmes and initiatives for implementation. South Africa has the capacity to contribute significantly in this regard. On 23 August 2013 the United Nations General Assembly approved, by consensus, a proclamation establishing an International Day of Sport for Development and Peace. The Day will be celebrated each year on 6 April, the date of the opening of the first modern Olympic Games in Athens in 1896. The UN invited all member states, UN systems and all other relevant stakeholders to co-operate, observe and raise awareness of the International Day of Sport for Development and Peace. South Africa will activate awareness campaigns in this regard.

Sport can be a significant economic force, providing

employment and contributing to local

development


United Nations Educational, Scientific and Cultural Organisation (UNESCO) Many governments cannot be legally bound by a non-governmental document such as the World Anti-Doping Agency (WADA) Code. Governments have accordingly drafted, pursuant to the Code, an International Convention under the auspices of UNESCO to allow formal recognition of WADA and the Code. The United Nations Educational, Scientific and Cultural Organisation (UNESCO) facilitated the International Convention against Doping in Sport, which was adopted on 19 October 2005 and implemented from 1 February 2007. The Convention provides the legal framework with which all governments can address the growing prevalence and increasing use of performance-enhancing substances and methods in sport. The Convention also helps ensure coordination of testing and the development of education,

training and research programmes. The Convention met the objectives of providing an internationally recognised legal framework to:

• Ensure that governments take actions against doping in sport that are complementary to those already being taken by the sporting movement, including anti-doping activities, international cooperation, education and training, and research.

• Provide support for the Code and for other international standards developed by WADA, recognising the importance of these documents in harmonising policy and practice worldwide.

The Convention also outlines clear obligations required of governments. State Parties are required to:

• Adopt appropriate measures at the national and international level consistent with the principles of the Code;

• Encourage all forms of international cooperation aimed at protecting athletes and ethics in sport and sharing the results of research;

• Foster international cooperation between State Parties and with WADA in particular. However, the Convention is a permissive document and it provides flexibility in the approach governments

can take for implementation, either by way of legislation, regulation, policies or administrative practices. In its twenty years existence the International Anti-Doping Agreement (IADA) has evolved into a unique and effective organisation, committed to combating the practice of doping in sport. Initially conceived as an inter-governmental organisation, the IADA has evolved into an effective partnership between governments and their respective national anti-doping organisations (NADOs). South Africa, represented by SAIDS, is a member of the Institute of National Anti-Doping Organisations (iNADO), which is the international group for NADOs and for Regional Anti-Doping Organisations (RADOs). Botswana is the representative for Africa on the RADO until review in 2018.

Although there is an International

Convention against Doping in Sport, there

is not a UN resolution in this regard and South

Africa will lobby for this during the period of this

strategic plan.


The World Anti-Doping Agency (WADA) Code is the document that harmonises regulations regarding anti-doping in sport across all sports and all countries of the world. The Code provides a framework for anti-doping policies, rules and regulations for sport organisations and public authorities. The WADA Code and the UNESCO Convention Against Doping in Sport have been identified in the new IADA as strategic issues and alliances for the IADA. WADA has challenged the IADA to contribute to the development of a more coordinated and effective government role, in the international fight against doping in sport. In response to these challenges, IADA will engage in discussions with both WADA and UNESCO to advance more structured relationships. South Africa, represented by the Director-General for Sport and Recreation, resumed chairmanship of IADA in August 2012, and this term will end in December 2014. SRSA is also represented on the Central Drug Authority (CDA) and on the inter-governmental committee on substance abuse. The ever expanding complexity of doping in sport (e.g. combating organised crime, classification of health foods, controlling the manufacturing/importation/distribution of doping products, etc) requires both new capacities and commitments for both governments and national anti-doping agencies. In recognition of this, the IADA Action Plan will continue to place a strong emphasis on projects and initiatives that reinforce the “Sharing of Best Practices” to address these matters. WADA is organised under the Law of Switzerland, with its headquarters in Montreal, Canada, and created for the purpose, among others, of promoting the fight against doping in sport. The purposes of the World Anti-Doping Code and the World Anti-Doping Programme which supports it are:

• To protect the athletes' fundamental right to participate in doping-free sport and thus promote health, fairness and equality for athletes worldwide, and

• To ensure harmonised, coordinated and effective anti-doping programmes at the international and national level with regard to detection, deterrence and prevention of doping.

SRSA supported WADA to host the 4th World Conference on Doping in Sport in Johannesburg in November 2013. Following the adoption of the resolutions made regarding the WADA Code, SRSA will need to support SAIDS in adhering to the WADA Code with the new amendments agreed upon. South Africa plans to appeal to UNESCO to announce an “International Year of Anti-doping” during 2016 to coincide with the hosting of the Rio Olympic and Paralympic Games.


White Paper on Sport and Recreation for the Republic of South Africa The first White Paper on sport and recreation was released in 1996 as the first official policy on sport and recreation since the establishment of the Ministry on 1 July 1994. Five years later the White Paper was updated, however, it did not reflect the institutional changes made in 2004. Nor did it adequately reflect government’s understanding of transformation of the sport and recreation sector based on the sector’s role in social development, the sports economy, sport as a human right, sport in development and peace, sport and the environment, an outcomes-based approach to governance and the proactive role of a developmental state. The third revision of the White Paper addressed the afore-mentioned issues. This White Paper was finalised in 2012 together with the development of a Road Map that outlined priority areas for sport and recreation. The White Paper emphasises that an increased and focused commitment at all levels of sport would be advantageous for the country since this could reap great health, economic, social and international benefits. This being the case, the government must consider expenditure on sport and recreation as a worthwhile, and indeed, a necessary investment in the future of our country and its people. The 2012 White Paper states that the success of sports development in South Africa is dependent upon the smooth implementation of a system with clear definitions of authority, responsibility and accountability combined with seamless progression. For South Africa to be successful in sport and recreation, it is essential that there be one authority charged with the responsibility to develop, coordinate and monitor a comprehensive system established in accordance with a broadly agreed national strategy. SRSA is assigned this responsibility and must ensure that the required sports development system is in place and fully operational. Furthermore, SRSA will support those responsible for

delivery with available resources. SRSA will also oversee the implementation of projects and evaluate results to ensure that it delivers value for public funding and provides feedback with a view to further policy development. The White Paper on sport and recreation provides the national policy direction (the “what”), and formed the basis for the development of government’s first ever NSRP, (the “how”) nurturing a vibrant sports system that encourages the growth and development of the sports sector and the equitable delivery of sport to all to ensure that South Africa is both “an active and a winning nation”. It is foreseen that this third edition of the White Paper will remain applicable for the period of this Strategic Plan.

The White Paper on sport and recreation provides the national

policy direction


National Sport and Recreation Plan The formulation of the NSRP covered a period of more than 10 months and included contributions from all role-players that comprise the sports sector in the country. The NSRP, underpinned by a declaration of intent, was adopted at the National Sports Indaba that took place in Midrand from 21 to 22 November 2011 with the theme: “From policy to practice”.

The strategic focus of the NSRP is to reconstruct and revitalise the sport and recreation sector for an active and winning nation whilst improving the quality of lives of all South Africans. The NSRP commences with a background reflecting historically where we come from and some of the significant milestones achieved in establishing a democratic, non-racial sports system for our country. This is followed by a preamble, the process of developing the NSRP and the legal framework regulating the NSRP. When describing the Vision 2030 (linked to the time frames of the National Development Plan) the expected outcomes and the ideal future for a South African sports system are expressed. Section 1 of the NSRP concludes by identifying the core values desired to guide the implementation of the NSRP. Section 2 is essentially the nucleus of the NSRP as it provides details of the 3 core pillars of implementation, namely: (1) active nation (2) winning nation; and (3) an enabling environment. These pillars are underpinned by transversal issues and by the notion of utilising sport as a tool to achieve national and global priorities.

Section 3 of the NSRP provides clarity on the demarcation of roles and responsibilities of the stakeholders in the sector. Section 4 offers a conclusion that details a way forward in terms of:

• Planning, monitoring and budgeting cycles

• Collaborative agreements

• Coordination and cooperation

• Restructuring

• Marketing and communication. At the heart of the NSRP is a Transformation Charter and Scorecard that is intended to bring about the establishment of a competitive and demographically representative sport system guided by a value set based on the following key principles:

• Equal opportunity

• Redress

• Fairness and just behaviour

active nation

winning nation

enabling environment


• Equitable resource distribution

• Empowerment and affirmation. As the Minister of Sport and Recreation is the sole custodian of sport and recreation in the country, it follows that the implementation of the NSRP places considerable responsibilities upon SRSA. Not only is the national Department responsible for policy and legislation, it is also assigned the responsibility to create an enabling environment for all South Africans to participate in sport and recreation and to promote and develop the sports economy and industry in all its facets. Oversight, monitoring and evaluation are additional roles assigned to SRSA as it is essential that there is a coordinated, integrated and aligned approach by the entire sport and recreation sector to achieve the objectives of the NSRP. The successful implementation of the NSRP forms a substantial part of the activities undertaken by SRSA over the medium term and concomitantly the strategies adopted by SRSA. The outputs to be delivered have been scheduled as follows over the period of this Strategic Plan.

NSRP Strategic Objective Output scheduling

2014/15 2015/16 2016/17 2017/18 2018/19

Output successfully implemented Partially implemented, still work in progress Scheduled for implementation 1

ACTIVE NATION

To improve the health and well-being of the nation by

providing mass participation opportunities through active

recreation.

National Recreation Advisory Committee Integrated programme of recreation events Community structures Basic sports capacity development and community outreach Annual national youth camps SA Games replaced

Sport for development network Mass Participation Programme appraisal (impact study)



2014/15 2015/16 2016/17 2017/18 2018/19


To maximise access to sport,

recreation and physical education in

every school in South Africa.

School sport implementation School sport training Unified school sport structures (sports focus schools) Memorandum of Understanding Legislative compliance

School sport impact

3

To prom

ote participation in

sport and recreation by

initiating and implem

enting

targeted cam

paigns.

Focussed media campaigns for sport and recreation promotion initiatives “Active Friday” campaigns An active public sector Modified sports implementation plan

An active private sector Partnerships with major sports events

Supporters clubs

4

WINNING NATION

To identify and develop

talented athletes through the

implem

entation of a

structured system.

Talent identification Talent development programme Talent Identification and Development Guidelines Tracking system

National coordinating system An exit strategy (Handover programme)



2014/15 2015/16 2016/17 2017/18 2018/19


To improve the performances of

athletes and coaches by providing

them

with access to a com

prehensive

range of support program

mes.

Sports science, medical and technology services Applied research Team preparation Team delivery Tracking system

Sports science coordinating body Sports science guidelines Accredited scientific and medical support personnel

Sports science continued professional development

6

To develop

talented athletes

by providing

them

with

opportunities to

participate and

excel in domestic

competitions.

Domestic competition calendar of events National championships

7

To develop

elite athletes

by providing

them

with

opportunities

to excel at

international

competitions. Calendar of events

Qualification assistance

8

To acknowledge the

achievem

ents of

individuals within the

South African sport

and recreation sector

through the

establishm

ent of a

recognition system. National colours

Colour Boards Sports awards

Regulations



2014/15 2015/16 2016/17 2017/18 2018/19


ENABLING

ENVIRONMENT

To ensure that South

African sport and

recreation is supported by

adequate and well

maintained facilities.

Norms and standards for facilities National facilities audit

National facilities plan Accessibility to facilities

New sport and recreation facilities Lease agreements

2010 FIFA World Cup stadia fully utilised

10

To provide

formal sports

participation

opportunities

through an

integrated

and

sustainable

club

structure

Audit of sport and recreation clubs

Affiliated clubs

11

To integrate the

developm

ent of

South African

sport at

provincial and

local levels

through Sports

Councils

12

To provide

athletes with a

forum to

address their

needs.

Post-sports plan

13

To support

and em

power

South African

coaches.

14

To support

and em

power

South African

administrators

and technical

officials.

Administrators and Technical Officials Commission



2014/15 2015/16 2016/17 2017/18 2018/19


To support the

developm

ent of

South African

sport through a

coordinated

Academy

System.

Accreditation system

Implementation of sports academy system

16

To provide NFs

with

administrative

and governance

support through

the medium of a

Sports House NF administrative

support

17

To em

power the

sport and

recreation sector

with relevant

information

through a well-

equipped Sports

Information

Centre.

Applied sports research programmes to support strategic decision making

Sports Information Centre

18

To em

power the

human resource

base through the

provision of

accredited

education and

training.

Accredited education and training programmes Accredited facilitators

19

To em

power

volunteers to

adequately

support the

South African

sports system.

National sports volunteer programme

20

To ensure that South

African sport and

recreation benefit

from

strategic

international

relations.

Formalised relations with multi-lateral organisations in the context of sport and recreation International agreements

Donor management system Customs protocol for sports goods



2014/15 2015/16 2016/17 2017/18 2018/19


To secure and

efficiently manage

financial resources to

optim

ally support sport

and recreation.

Funding lobby An aligned funding model Lotto funds Donor funding

22

To capitalise on

the impact that

broadcasting and

sponsorship

have on the

developm

ent of

sport and

recreation.

Greater access to and exposure on TV for sports codes

Revised Broadcasting Regulations

Consultancy services

23

TRANSVERSAL IS

SUES

To ensure that equal

opportunities exist for all South

Africans to participate and excel

in sport and recreation through

the adoption of deliberate

transformation initiatives.

Transformation Charter

24

To maximise the return

on investment by

prioritising sporting

codes best suited to

broadening the

participation base or

achieving international

success.

Priority Codes Evaluation Tool



2014/15 2015/16 2016/17 2017/18 2018/19


To ensure that the

South African

sport and

recreation sector

is globally

respected for its

high values and

ethical behaviour. Code of Conduct Drug-free implementation and

prevention plan (to be informed by WADA code) Research

Network of experts Rehabilitation programmes

26

To contribute to

improved

governance in

sport through an

alignm

ent of the

boundaries of

provincial sports

federations with

geo-political

boundaries.

Research on the alignment of sports boundaries

Status quo of provincial sports boundaries

Amended provincial sports boundaries

27

To protect the rights

and interests of

talented athletes under

the age of 18 years by

providing clear

guidelines regarding

amateur and

professional sport.

Bill of Rights for young athletes

28

SPORT AS A

TOOL

To use sport as

a medium to

attract tourists to

South Africa.

Bidding and Hosting Guidelines Sports tourism structure

Sports tourism research

29

To use sport as a

mechanism

for

achieving peace and

developm

ent.

Sport for peace and development alliances

Sport for peace and development programme



2014/15 2015/16 2016/17 2017/18 2018/19


To ensure that participation in

sport and recreation activities

is conducted in an

environm

entally sustainable

manner and to use sport as a

tool for communicating

environm

ental m

essages and

encouraging actions to clean

up the environm

ent.

Green sport framework

Green sport awareness campaign

31

To capitalise on the

numerous benefits derived

from

participating in sport

and recreation as a

mechanism

towards

achieving and supporting

the priorities of National

Governm

ent.

Capitalise on the numerous benefits derived from participation in sport and recreation as a mechanism towards achieving and supporting the priorities of national government

The provinces also have responsibilities regarding the implementation of the NSRP. The Department has engaged with the provinces and with National Treasury to revise the customised sector indicators so that they are aligned to the core objectives of the NSRP. All nine provinces have committed to deliver on these outputs and to include them in their respective Annual Performance Plans. The following customized indicators were approved in 2013 for the sector. They are listed according to provincial budget sub-programme: Sport:

• Number of formal talent identification programmes supported

• Number of talented athletes supported within a structured development programme by sport federations

• Number of affiliated clubs supported

• Number of functional provincial and local Sports Councils supported

• Number of sport academies supported

• Number of elite athletes supported through the provincial academy system


• Number of affiliated provincial sport federations supported

• Number of jobs created

Recreation:

• Number of sustainable active recreation events organised and implemented

• Number of people actively participating in organised active recreation events

School Sports:

• Number of learners participating in school sport tournaments at a district level

• Number of educators trained to deliver school sport programmes

• Number of volunteers trained to deliver school sport programmes These are implemented and monitored at a provincial level with SRSA providing quality assurance before the quarterly performance reports are submitted to National Treasury for publication.

4.4 Relevant court rulings

None.


4.5 Planned policy initiatives

SRSA plans to initiate and/or continue with policy initiatives impacting on its clients in the following areas over the period of this strategic plan:


5. SITUATIONAL ANALYSIS

5.1 Performance environment

Government Chapter 3 of the Constitution declares that South Africa has three governmental spheres which are distinctive, interdependent and interrelated, namely National, Provincial and Local government. They are to conduct their activities within the parameters of the said chapter. Each of these spheres has their own legislative powers. However, the Inter-governmental Act requires that the three spheres of government must plan and deliver services in an integrated manner. It should be noted that national government passes legislation that sets the norms and standards for the entire nation and when doing so national government must respect the mandates of the other governmental spheres. SRSA collaborates and delivers projects in an integrated manner with predominately the following national government Departments: National Government Department Primary Projects Existing relationship Arts & Culture Outcome 12/14

UNITE campaign National symbols Ekhaya

Basic Education Sport in schools International Relations and Cooperation International exchanges

International visits Note Verbales / Liaison with foreign missions in South Africa for official international travel of SRSA Ministry and staff

Home Affairs Visas (incoming athletes/teams/officials) Work permits for sports persons

Cooperative Governance and Traditional Affairs, Human Settlements and Rural development

Facilities

Social Development Golden Games


National Government Department Primary Projects Youth camps

Tourism Sports Tourism Trade and Industry Lottery funding SA Police Service Safety at Sport and Recreation Events Envisaged relationship

Defence, SA Police Service and Correctional Services Peace and Development Sport against crime

Environmental Affairs Sport and the Environment Health Recreation; Move for Health Day Transport “Cycle for life” Science and Technology NSRP implementation support In the provincial sphere, the Minister of Sport and Recreation chairs a MINMEC (MECs), while the Director-General chairs the HEADCOM (HODs) which plans the delivery of services in an integrated manner at a provincial level. Schedule 5 of the Constitution grants the Provincial Legislature exclusive jurisdiction with regards to provincial sport. This implies that the Provincial Legislature can pass any legislation that affects its Province in relation to sport. All provinces, when passing provincial legislation on sport, will have to adhere to the national legislation. Any provincial legislation that may be found to be in conflict with the national legislation will be held to be null and void in as far as it is in conflict with such national legislation. This implies that any provincial legislation on sport must be in line with the NSRA. In terms of implementation, SRSA manages the Mass Participation and Sport Development Conditional Grant which is implemented in all nine provinces. At a national level SRSA also works closely with South African Local Government Association (SALGA) and at a local level directly with municipalities for the provision of facilities.

National Development Plan When considering the integration of the NDP into government plans the planning processes carried out by SRSA have a vital role to play in bringing the vision and proposals contained in the NDP to fruition. Following a thorough examination of the NDP the proposals that have direct relevance to sport and recreation have been incorporated into the existing strategies and activities of SRSA. The NDP recognises that sport plays an important role in promoting wellness and social cohesion, and treats sport as a cross-cutting issue, with related proposals in the chapters on education, health and nation building. The NDP sets out five long-term nation building goals for South Africa. These goals are as follows:


• Knowledge of the Constitution and fostering Constitutional values

• Equalising opportunities, promoting inclusion and redress

• Using sport and recreation to promote social cohesion

• Promoting active citizenry and broad-based leadership

• Achieving a social compact that will lay the basis for equity, inclusion and prosperity for all. It is acknowledged that sport and physical education are an integral part of a child’s development and with this in mind the Department of Basic Education (DBE) and SRSA have taken important steps to reintroduce sport in schools. The NDP recommends that this should be expanded so that all schools develop and maintain infrastructure for at least two sports. All communities should have access to sport facilities and encourage the formation of amateur leagues. The NDP proposes an initiative to encourage South Africans to walk, run, cycle or play team games on the second Saturday of every month. The extensive network of formal and informal sporting clubs can be mobilised to organise these events. Expanding opportunities for participation in sport will help to ensure that sports teams represent all sectors of society. It will also ensure that South Africa produces results that match its passion for sport. The NDP recognises health as being everyone’s responsibility, including city planning officials. Many functions of a city government, like providing pedestrian walks, cycling lanes, open parks and street lighting, can have a positive effect on physical activity which is essential for health outcomes. Although there is alignment between the NDP and the DBE Action Plan and Vision for Schooling in 2025, it does identify, amongst others, that sport, school health, arts and culture require attention. The NDP encourages sport and physical education. They are an integral part of the holistic development of a learner. Schools are where talent is identified, career choices made (including careers in sport) and habits learnt. Given the growing problem of obesity, the habit of leading an active life-style can be developed at a young age through participation in sport. The NDP states that the best place to instill changes in lifestyles and behaviour is at school. To this end the following proposals are made:

• Physical education should be compulsory in all schools

• Every school in South Africa should employ a qualified physical education teacher

• Schools should have access to adequate facilities to practice school sport and physical education

• All schools should be supported to participate in organised sport at local, district, provincial and national levels

• School health promoting teams should be established in each district and should visit schools regularly

• A culture of wellness must be established in communities and at work

The transformation vision

for sport in the NDP for 2030

is that participation in each

sporting code begins to

approximate the

demographics of the

country and that South

Africa’s sporting results are

as expected of a middle-

income country with a

population of about 50

million and with historical

excellence in a number of

sporting codes.


• Every ward should have adequate facilities for basic exercise and sporting activities

• There should be incentives for employers to provide opportunities for employees to exercise and have access to information about healthy eating.

The NDP recognises that it is difficult to get different groups to agree to work together, even if it is in their collective interests. In divided societies like South Africa, levels of trust are low and groups tend to prioritse their immediate sectoral interests. When parties do agree, it can be difficult to keep them to the terms of agreement. The National Planning Commission (NPC) is suggesting the public signing of an agreement which represents an important symbolic commitment by leadership and a public statement of what is important. It is further suggested that this should not be a once-off event. Leaders of sport and faith based organisations, unions, non-governmental organisations (NGOs), cooperatives, student organisations, governing bodies, traditional leaders and traditional healers should discuss the agreement and address obstacles to implementation. South Africans need to be more physically active as part of their culture. Every month there should be a day dedicated to physical activity

where everyone is encouraged to take part in a physical activity. Such a day should be widely publicised in the media. Celebrities, government, business, sports people and other leaders should promote and support physical activity to stimulate a healthy culture. But the conditions for a culture of physical activity also need to be taken care of. For example, authorities must ensure that the design of cities, suburban areas and rural villages encourages people to run, walk and cycle. Sport and recreation teaches discipline and it is an integral component of a healthy lifestyle and enables South Africans to share common space. Unfortunately, instead of sharing common spaces, and developing common loyalties and values through sport, South Africans and South African sport were systematically segregated and underdeveloped under apartheid. The NDP proposes that every ward should have adequate facilities for basic

exercise and sporting activities and suggests improving public services and spaces as well as building integrated housing and sports facilities in communities to ensure sharing of common spaces across race and class. It also encourages a holistic approach to low-cost housing developments that include local recreational facilities. Daily interactions on an equal basis build social cohesion and common understanding. These interactions will be promoted effectively when South Africans share more public spaces, as was the case briefly during the 2010 FIFA World Cup. The NDP recognises water as being a foundation of activities for tourism and recreation and reinforces the importance of its protection. The NDP also highlights the importance of maintaining ecosystem services such as those delivering cultural benefit, such as recreational opportunities, as fundamental to achieving South Africa’s social and economic development objectives. For the transformation vision for sport to be realised, school sport must be adequately resourced. The government must ensure, that there are adequate facilities for the majority of the population to play sport and that these are adequately maintained. This does not need expensive

South Africans need to be more physically

active as part of their culture


buildings, but recreational environments with basic facilities that can function as community hubs. Communities should organise sporting events, leagues, championships and generally look after the sports facilities once they are installed or developed. Corporate investments in grassroots sport should also be encouraged. The NDP acknowledges that in the area of sport there is a need to showcase South Africa and promote its presence and leadership on strategic issues as part of its “soft power” in international relations. Similarly, as a middle-income African country, there needs to be a more comfortable fit between critical domestic socio-economic demands, regional and continental obligations and international cooperation through BRICS (Brazil Russia India China & South Africa) and the world. Foreign policies cannot be disassociated from these demands and obligations. They should be made through engaging with domestic constituents like the business community, the Development Bank of South Africa and arts, culture and sporting bodies, which ultimately constitute the relations between countries. In terms of building safer communities the NDP acknowledges that initiatives in this regard should involve the youth and could be run by sectors, such as education, sport, arts and culture, and social welfare, coordinated by community safety centres. It is clear from the excerpts above taken from the NDP that sport and recreation play a pivotal role in promoting wellness and social cohesion

and that benefits can be derived by both the education and health sectors. The NDP also acknowledges the significant role that sport plays with regards to fostering nation building. The NDP envisions a South Africa where all will be more conscious of the things they have in common, rather than their differences, where their shared experiences will cut across divisions of race, gender, space and class. SRSA has heeded the call to prioritise the NDP and a strategic decision has been taken to support identified initiatives that contribute directly to the vision of the NDP. These are captured in the SRSA Annual Performance Plan and updated annually where applicable.

Medium Term Strategic Framework The Medium Term Strategic Framework (MTSF) for 2014-2019 will only be finalised after the 2014 elections and as

such there will still be an element of work that will continue to align with the 2008-2013 MTSF, including the delivery of the commitments made in the Outcome 12b delivery agreement. SRSA, through consultation with the National Planning Commission Secretariat together with the Outcome 12b technical implementation forum, made inputs to the first draft of the 2014-2019 MTSF that was submitted to the Cabinet Lekgotla in July 2013. Cabinet acknowledged that this framework will form the first building block for the implementation of the NDP. Cabinet agreed in July 2013 that further consultations need to take place between the Department of Performance Monitoring and Evaluation and line function Departments, including SRSA, to refine the list of programmes and actions to which Departments will commit to for 2014-2019. When the framework is finalised after the 2014 election it will form the basis of the programme of action for the new administration. Only upon approval of the document by the newly elected government in 2014 can the content of the updated MTSF be captured in the strategic

Sport and recreation play a

pivotal role in promoting social

cohesion


documents of SRSA as the MTSF is linked to the term of the administration in office. The table below reflects the key impacts expected from the interventions of the nation building and social cohesion sector during 2014-2019.

Nation Building pillar Impact Indicator

Minister responsible

Baseline 2011

Target 2019

Fostering Constitutional values

Non-sexism: % of women in legislative bodies

Department of women, children and people with disabilities

38.4% 45%

Non racialism: number of those who were of the opinion that race relations are improving expressed as a proportion of the total population

Justice and Constitutional Development

40% 65%

Decrease in the number of complaints to equality court

Justice and Constitutional Development

Public opinion on race relations Department of Arts and Culture

57% of total population who are of the opinion that race relations are improving

67% of total population who are of the opinion that race relations are improving

Equal opportunities inclusion and redress

Heterogeneity Equal opportunity Index

Presidency

Promoting social cohesion across society

Trust Index Presidency 20% 25%

Social Cohesion Index Presidency (via Brand SA)

80.4% 90%

Pride in our national sporting teams

Sport and Recreation (via GCIS)

New indicator 66% of South Africans proud of our national sporting teams

Active citizenry and leadership

Number of over 18 year olds that belong to a charitable organisation

Arts and Culture 5.0% 10%

Active Citizenship Index Presidency (via Brand 79% 85%


Nation Building pillar Impact Indicator

Minister responsible

Baseline 2011

Target 2019

SA)

Forging a new overarching identity

Pride in being South African GCIS 66% of South Africans reflecting pride to be South African

75% of South African reflecting pride to be South African

Identity based on self-description GCIS 52% which describes themselves as South African first

60% of population describing themselves South African first

The 5-point Likert-type Index: national symbols flag/constitution/national anthem as very important

DAC Blacks: 4.0 and higher Whites: 2.4

Blacks: 4.0 or higher Whites: 4.0 or higher

The draft MTSF has identified initiatives to use sport and recreation to promote social cohesion. It has been acknowledged that the sharing of common space enables peoples who had been separated for decades to learn to know each other and appreciate each other’s humanity. Public interaction is important for building trusting societies. The more contact there is across race and class or even gender, the less chance there is for the creation of stereotypes and dehumanising of the other. The NDP proposes numerous ways to encourage people to share common spaces across race and class including the provision of clean pleasant localities for people to enjoy recreational activities.

Priority interventions for using sport and recreation to promote social cohesion as identified in the draft 2014-2019 MTSF include the following actions, all which have been operationalised in the SRSA 2014/15 APP.

• Provide mass participation opportunities.

• Promote participation in sport and recreation.

• Ensure that equal opportunities exist for all South Africans to participate and excel in sport and recreation.

• Provide adequate sport and recreation facilities and ensure that these are maintained.

• Develop talented athletes by providing them with opportunities to excel.


Outcome 14 There is a high level of correlation between the NDP priorities and the 12 priority outcomes, and this correlation assists to maintain continuity in the planning, monitoring and evaluation processes of government. Government will continue with the focus on outcomes in the 2014-2019 period, with minor adjustments. SRSA, as a signatory to Outcome 12b, will continue to support major international sport and recreation events with intra-governmental assistance with the belief that this contributes significantly to nation building. It will also continue to stimulate social cohesion by organising sport promotion projects to offer participants access to sport and recreation. Government has introduced an additional outcome on social protection and split the existing Outcome 12 into two outcomes, namely “increasing the efficiency and effectiveness of government” and “transforming society and uniting the country”. Coordination of implementation will continue as before, with implementation forums (clusters and MINMECs or their equivalents) coordinating and driving implementation of each outcome. Outcome 14 will be housed in the social cluster. A task team convened by the Department of Arts and Culture, made up of BrandSA, DBE, SRSA, GCIS, the Department of Cooperative Governance, SALGA, the Department of Social Development, the Department of Women, Children, and People with Disabilities, the Department of Home Affairs, the Department of Performance Monitoring and Evaluation and non-governmental organisations such as representatives of the electronic and print media, BUSA, Lead SA and Trade Unions in particular trade union federations and teacher unions, will be established. SRSA will continue playing an active role should the new administration approve Outcome 14: Transforming Society and Uniting the Country, although it is envisaged that this new Outcome 14 will only be comprehensively captured in the 2015/16 Annual Performance Plan.

Development Indicators The sixth edition of the Development Indicators was published in 2012 by the Minister in The Presidency for DPME. As with previous publications, DPME employed quantitative measures to track the progress made in implementing the government policies based on data sourced from research institutions, government databases and official statistics. In an analysis of the findings on public opinion on race relations it was found that “at 39% average for 2012, public perceptions about race relations have reached a record low. This could be signaling an urgent need for sustainable nation-building initiatives aimed at improving social cohesion in the country.” It is clear that sport and recreation have a role to play here in promoting social cohesion and eliminating racism while building the nation as they provide a tool for all South Africans to unite and strive towards common goals. Sport and recreation also offer a medium to recognise our common humanity in meaningful ways.

The draft MTSF has identified initiatives to

use sport and recreation to promote

social cohesion


When exploring pride in being South African it was noted that national pride was at its highest (90%) during the economic boom years and at its lowest at the height of the economic crisis (65%). Since 2009, pride in being South African significantly increased. The 2012 publication on the Development Indicators recognises that the hosting of the 2010 FIFA World Cup™ could have partly contributed to this increase in national pride. Sports events commonly address the indicator of belonging and inclusion by showcasing and valuing the contributions of different groups of residents. These events can aim to create positive social capital by facilitating friendly interactions among groups who normally rarely meet. By involving marginal groups in public activities in a “safe space” sports events can promote civic engagement and participation as well. This was a finding in a 2012 African Centre for Migration and Society (ACMS) research report that studied social cohesion interventions in fourteen South African townships.

Sport and Recreation sector Globally more and more policy makers realise that sport and recreation is much more than fun and games. World leaders increasingly acknowledge that sport and recreation touches virtually every aspect of a nation’s ethos. It has proven abilities, among others, to bind us together as a nation, to increase our sports tourism, to contribute to peace and development, to increase social and economic values and to enhance healthy and fulfilling lives. In South Africa, the pace at which sport and recreation is claiming its rightful place as an effective tool for positive social and economic change has increased exponentially. The challenge is, that to fully embrace this eminent responsibility, the sector needs to transform. This imperative was reiterated again at the Sector Strategic Retreat hosted by SRSA on 17 and 18 October 2013 where SRSA embarked on a stakeholder engagement to commit the sector to the strategic direction that emerged from the NSRP. SRSA aims to transform the delivery of sport and recreation by ensuring equitable access, development and excellence at all levels of participation, thereby improving social cohesion, nation building and the quality of life of all South Africans. The strategic period ahead will see SRSA setting the agenda for sport in South Africa. The vision is confirmed but it is acknowledged that there are gaps when translating the vision into practice and the 2014 – 2019 Strategic Plan will see these being addressed.

The White Paper, which provides the Department with a clear strategic direction, will be implemented through the NSRP which was adopted at the National Sport and Recreation Indaba in November 2011 and received Cabinet approval in May 2012. The NSRP was the end product of a structured process of more than ten months of broad consultation and robust debate with a diverse and encompassing group of stakeholders representing the South African sport and recreation sector. The NSRP provides stakeholders with common objectives and articulates a sports system, which up until now has been largely fragmented and dysfunctional, with no shared understanding of the vision and its translation into practice. In the worst scenario, stakeholders view government as an Automatic Teller Machine (ATM) with an inability to set the agenda for sports development. The introduction of task teams has enabled a more

cooperative manner of operating within the Department. As opposed to the general functioning of the Department the task teams focus on

The White Paper will be implemented through the National Sport and

Recreation Plan


kick-starting new initiatives from the NSRP and on reviving stagnant programmes. They also provide an effective mechanism to identify and develop latent potential within the staff complement. To implement, manage and monitor the Transformation Charter, a multi-dimensional Transformation Performance Scorecard is being implemented. The scorecard will enable the sports system to measure whether it is achieving its intended goals and reaching the targets. It is intended to reflect a balanced and timely view of sports performance in implementing transformation strategies. The focus in many federations still tends to be on elite participation at the expense of holistic sports development. With the introduction of the Transformation Charter and Scorecard it is anticipated that transformation will be better understood and effectively applied. An appropriate transformation approach involves a change in direction on all levels within sporting organisations, a change not only of how it works and how it is structured, but how people think, interact, participate and perform. Unfortunately the accurate completion of the scorecard has become more problematic than originally anticipated and the Eminent Persons Group (EPG) has been requested to conduct workshops and road shows across the country to amongst others educate federations on the completion of the scorecard. Speaking at the Think Sport Seminar in 2013 Minister Mbalula reiterated that the transformation perspective remains the same: “No stone will be left unturned” and there will be“no holy cows” as we embark on a brutally frank discourse on transformation. He continued to mention that Madiba was firm about the fact that we must not do away with the Springbok as an emblem. Our approach is not about replacements and the dominance of one over the other. It is about access, equity and integration. Minister Mbalula mentioned that when he speaks to people about transformation “they don’t address the fundamentals, they address race, and to them it’s about race. The tools that we have employed that we call the transformation charter, the scorecard and the quotas are just tools. We should not have these, transformation should just come naturally”. A cornerstone of transformation is the roll-out of school sport which has not been fully capitalised upon since 1994. Evidence exists that sport and physical activity can benefit education immensely, and that sport presents the child at school with life skills in a way unsurpassed by any other activity. School sport remains the bedrock for mass participation and talent identification programmes. The cooperation between SRSA and DBE lays the foundation for the delivery of the integrated school sports programme in all schools. The DBE has gazetted a School Sport Policy that will serve to clarify the roles of the school sport structures and bring certainty to stakeholder roles and responsibilities. This will ensure that learners are provided the opportunity to take part in physical education and organised sport through the creation of an accessible and implementable school sport system. The Department will continue to focus on empowering educators in code specific coaching, technical officiating, team management and sports administration through the federations and in line with the South African Coaching Framework. SRSA will also persist to integrate the priority sporting codes and indigenous games into the school sport system over the medium term and to pursue the alignment of the school code structures and the federation structures.

A cornerstone of transformation is the roll-

out of school sport


SRSA, together with DBE, will continue to coordinate a school sport league, which is a competitive programme where each school will register its school team to participate in the leagues' five competition levels [i.e., (1) Intra-School level, (2) Inter-school level, (3) District level, (4) Provincial level & (5) National level]. In 2014 a national steering committee will review this format of delivery of school sport as a programme and the intention is to pilot a new model from the 2015 school year. Initial indications are that this system could be replaced by age group tournaments for selected athletes and that the school sport league will end at a provincial level. A sectoral discussion revealed that it is often very difficult to comprehensively implement the school sport league in rural areas and in such cases it was resolved that the staging of sports festivals will be more appropriate for these areas. A more detailed evaluation of the programme will determine if any revisions will be implemented during the period of this strategic plan. The issue of clashing competition schedules for competitive school sport athletes could be resolved by integrating the school sport structures into the NFs and this option will be evaluated. To encourage holistic development it is imperative that talented learners are linked to affiliated clubs for further development. An initiative to register at least one school per sporting code per province as a specialist sports school with an amended curriculum is underway and it is envisaged that this could increase later if the model proves to be successful. It is possible that a specialist school could cater for more than one code simultaneously. It is crucial for the School Governing Bodies (SGB) to be informed of the priority codes identified by the sports sector if we are to have any success in developing a depth of talent to select from. A further challenge in delivering sport in schools is the shortage of suitable sporting equipment and apparel. In some cases when schools do get equipment it is of inferior quality, despite the exorbitant prices being charged by service providers. To address this, the Department is:

• Implementing norms and standards regarding the specifications of what can be purchased and distributed regarding sports equipment and consumables.

• Adding apparel to what is distributed and not limiting it to just equipment.

• Regulating the rates charged per kilometer travelled by the service providers to deliver the equipment.

• Instituting a feedback system from the provinces, as the end-users of the equipment and apparel, which will be consulted when appointing service providers for future tenders.

• Restricting the number of provinces that a service provider can deliver to in an effort to eliminate monopolies.

Given the magnitude of the school sport programme and the limited available public funds, SRSA has

commenced a process of mobilizing private partnerships and funding to increase the participation base for school sport, particularly the age specific league programmes, within specific codes. Further to the Minister’s engagement with the private sector a number of potential sponsors have announced their interest in adopting and funding the rollout of specific league programmes throughout the country. There is a clear need to maintain integrity in school sport by putting firm anti-doping measures and education in place and as such the Department will continue to support the South African Institute for Drug-Free Sport. The legislation governing the operations of the entity

Given the magnitude of the school sport programme SRSA has commenced a

process of mobilizing private partnerships


will be amended and in future parents will be required to sign a form giving permission for their children to participate in sport and to be tested for doping, so as to give this entity more leverage in carrying out its mandate. Notwithstanding the progress that DBE has accomplished in creating an enabling policy environment for the implementation of physical education in all schools, the reality is that many schools, especially in rural and previously disadvantaged areas, are not fully on board. A lot more work will therefore still have to be done to ensure that there is adequate availability of skilled physical education educators in all schools and a dedicated period for physical education, outside of life orientation, on which learners must be assessed. As the sports continuum starts at a school level the Department is still interested in leading sport in school initiatives within government. Following on the success of the school sport league system the option of introducing a University Sports Cup and supporting leagues will be explored. This will provide a clear developmental pathway for talented athletes as they leave school. Community sport creates opportunities to identify raw talent in the most dormant areas of our country. The mass participation initiatives are mainly intended to mobilise communities into sport activity and affirming our vision of building an active nation. Overall the benefit is to provide those young people who reside in the most dormant and rural areas with the opportunity to display their skills and allow NFs and talent scouts to have a broader picture of the amount of talent in existence. Sport seems to have been promoted at the expense of recreation. Historically South Africa had a number of recreation associations that lacked coordination and cohesion in delivering recreation. The Department will develop a governance model for recreation and will promote and enhance healthy lifestyles through a new emphasis on Recreation Programmes. Active and regular recreational activities can assist in addressing social challenges that our society is confronted with, i.e. crime, alcohol and substance abuse, domestic violence as well as health issues like diabetes, obesity, cardiac diseases and HIV and Aids. SRSA will pursue closer cooperation with the Department of Health regarding using sport as a tool to promote healthy lifestyles. The success of implementing the NSRP relies heavily on the ability to build partnerships and dynamic institutional mechanisms. SRSA will continue to strengthen its working partnership with the SASCOC. It has been agreed that for the period of this strategic plan, SRSA will call quarterly meetings with SASCOC and a joint annual meeting between SASCOC and the Heads of Department (HODs) responsible for sport in the provinces to strengthen relationships at a provincial level and to streamline concurrent activities. It will also strengthen provincial Sports Confederations to act as a mechanism to mobilise communities into sport and empower their decision making capacity in as far as sport matters are concerned. The role of SRSA and the mandate it gives SASCOC needs to be tightened with clear roles and responsibilities being delineated and adhered to. The Minister remains the custodian of sport and recreation in South Africa and has the legislative powers to oversee the development and management of sport and recreation in South Africa. The Minister is therefore the principal authority of government with regards to all sport and

Sport seems to have been promoted at the expense

of recreation


recreation matters. This, however does not negate his/her right to enter into Service Level Agreements (SLAs) with delivery agents as the work of SRSA is also implemented in partnership with provinces, non-governmental organisations (NGOs) and Public Entities. SASCOC has been tasked to oversee compliance to good governance as captured in the constitutions of NFs, including the term of office for office bearers. SASCOC has also been tasked to develop an induction manual and to facilitate the smooth transition and training of newly appointed office bearers. Many NFs have structures and concomitant boundaries that do not align with the geo-political constitutional boundaries at national, provincial and local levels. In addition, the majority of NFs are still managed by volunteers. Although volunteerism is to be encouraged, it does pose serious challenges in terms of governance, accountability and ability to deliver effectively. The NFs are acknowledged as key delivery agents for the Department yet with the high dependence on volunteers and a serious lack of sustainable financial resources, their capacity to meet the expectations set is dubious. To address this, the Department plans to establish a Sports House with the purpose to provide administrative support to developing and under-resourced NFs. The practice of identifying national sports federations to receive intensive support, which commenced in 2012 with netball and in 2013 with tennis, will continue for the period of this strategic plan with the following codes being envisaged beneficiaries: basketball; volleyball; swimming; table tennis and chess. Softball,

athletics, hockey and football have been identified for intensive support within the next strategic period. The existing academy system will be strengthened significantly and new initiatives such as the Doctor Khumalo Football Academy and the Grant Kgomo Rugby Foundation will be pursued. Negotiations are underway for the Roodepoort Sports Complex to accommodate these two specialist academies. They have the potential to impact significantly on sports development within these two codes as specialist training and coaching support (physical and virtual) will be offered by esteemed professionals. One of the Department’s delivery partners, loveLife provides more explicit linkages with NFs and school sport events by offering HIV and Aids awareness campaigns, life skills training, learning materials and other resources to equip coaches


with the “soft skills” required for working with young athletes. The Department will strengthen its relationship with loveLife during the period of this strategic plan. South Africa will continue to play a very active role in the African Union Sports Council: Sport Development Region Five, formerly the Supreme Council of Sport in Africa (SCSA) Zone Six. Zimbabwe will chair the regional sports body until 2015 when they hand over to Angola who will organise the biannual games in 2016. It has been agreed that while the zone transforms into AU Region Five, it will continue to function under the existing constitution and policies. It will also remain the sports technical implementation of SADC. South Africa will remain the Secretary-General of the Executive Committee. Boxing South Africa (BSA) is a public entity reporting to the Minister and functions as a licensing board and not a NF. SRSA has engaged National Treasury and additional funding has been secured for BSA. Although many critical areas were addressed at the National Boxing Indaba in 2013, it is envisaged that this entity will still experience governance issues in the short term. Club development and support tend to have been fragmented across the programmes of SRSA resulting in a loss of impact and significance which has had a consequential impact on the inability of the sector to transform. In collaboration with NFs, initiatives to support and strengthen existing clubs will be brought together under one programme to maximise the impact of these interventions. SRSA launched a pilot club development system in 2013 based on the concept of franchising, and this will be evaluated where after a decision will be made on further implementation. Support to the franchisees included amongst others: (1) assistance with the start-up and with the administration costs to ensure the sustainability of their sport; (2) assistance with regard to the availability of office space for the franchisee to operate from; and (3) basic office equipment, sport specific equipment and training to the franchisee. A further challenge is the absence of skilled personnel such as umpires, technical officials, professional coaches, and scientific support practitioners in most rural areas. There is still an uneven spread of competition opportunities, as most private entities prefer to host competitions in the affluent and better resourced schools. However, the NSRP addresses these difficulties, and when the National Lottery funding is made available, SRSA will consider partnering with other companies to drive the policy. The Active Nation programme, predominately funded through the Mass Participation and Sport Development Conditional Grant, is a key contributor to job creation within the sector. Unfortunately many provinces do not allocate sufficient equitable share funds for sport and recreation with the excuse that conditional grant funding is available. As the distinct intention of the grant is not to fund sport and recreation broadly across the provinces MECs need to lobby more assertively to increase the provincial allocation of the equitable share for sport and recreation objectives. The capacity to effectively monitor the implementation of the Mass Participation and Sport Development Conditional Grant is still a challenge as is the relevance of devising a smooth exit strategy. Monitoring the Grant in the provinces will be strengthened and the Department has established a focused task team to assist in this regard.


The ring-fencing of 15 % of the Public Municipal Service Infrastructure component of the Municipal Infrastructure Grant (MIG) towards building sports facilities in rural areas, as gazetted in May 2011, was an important step to address the shortage of sports infrastructure in municipalities. However, the funding mechanism does not take into consideration the significant funds needed for the maintenance costs of

these. As SRSA remains adamant that the most feasible avenue to address this issue is in the form of dedicated funding, it has approached National Treasury to consider the establishment of a Conditional Grant, managed by the Department and dedicated to provide adequate sport and recreation facilities. The original planning was that the transfer of the MIG funding would be allocated to the SRSA budget in the 2014/15 financial year. This has been delayed by a global review of grant funding. To fast track the development of sport and recreation particularly in the rural areas, SRSA will continue to look at the viability of developing 52 regional sports complexes in the 52 districts defined by the Demarcating Board. This will allow municipalities to join resources and build one vibrant infrastructure facility. The location of the facilities will be determined by ease of access – especially at a district centre where the transport network is good. The facilities will predominately cater for outdoor sports, multi-

disciplinary sports codes, and education and training. In addition, universities will not continually receive money from the Department to run elite high performance training programmes but will be encouraged to engage in outreach programmes to communities to also allow for less talented individuals to develop. The elite athletes will be supported through the SASCOC high performance programmes. The National Academy Programme (NAP), currently being coordinated by SRSA and SASCOC, caters primarily for athletes who are recognised and managed by NFs and who have featured regularly at the four major games (All Africa Games, World Games, Commonwealth, Olympic and Paralympic Games). The development continuum in South Africa has therefore primarily focused on high performance – i.e. helping elite South African athletes perform at optimal levels. The concentration of support services mainly at the elite level is of marginal benefit to the country as little has been done to broaden the talent base, and as the services are often applied too late there is no assurance of a steady stream of talent to ensure victory for the country internationally. In terms of the 2010 FIFA World Cup stadia, initiatives will be considered to develop the area adjacent to the stadia so that the infrastructure is available to support national sports precincts. The Department is supporting Black Economic Empowerment (BEE) service providers through the purchasing of gym equipment, sport attire, catering, consultants, IT equipment and other services. As part of its sustainable development drive, the Department is undertaking an overhaul of its supply chain management processes so as to ensure greater opportunities for small, medium and micro enterprises (SMMEs). Success will always be underpinned by the level of investment the nation is prepared to make. Evidence has shown that those nations that made a conscious decision to invest in sport are today reaping the fruits domestically and winning medals internationally. Notwithstanding the

The facilities programme is expected to develop a national facilities plan and to establish

the tool to assist with the development of the plan.


existing funding, sport in South Africa requires more funds from both the government and the private sector, and lobbying in this regard will continue unabated.

5.2 Organisational environment

Budget programme structure SRSA completed the final official step to integrate the strategic decisions emanating from the adoption of the NSRP, by formally engaging with National Treasury to amend the budget programme structure for Vote 20: Sport and Recreation South Africa for implementation in the 2014 Medium Term Expenditure Framework. This was done in accordance with the National Treasury Guidelines of Budget Programmes (released in October 2009 and updated in June 2010) and discussions with the Public Finance Division. The approved budget structure aligns succinctly with the objectives of our legislative and other mandates as clearly defined in the Cabinet approved NSRP. The 2014-2019 Strategic Plan is completely aligned to the NSRP and as such with the updated budget programme structure. To ensure that financial resources are channelled to support the three NSRP core pillars of implementation National Treasury approved that the budget programme structure be revised as follows:

VOTE 20: SPORT AND RECREATION SOUTH AFRICA APPROVED BUDGET PROGRAMME CHANGES

2013 ESTIMATE OF NATIONAL EXPENDITURE

2014 MEDIUM TERM EXPENDITURE FRAMEWORK

Previous (Valid until April 2014) Approved (June 2013) COMMENT

Programme 1: ADMINISTRATION Programme 1: ADMINISTRATION No functional amendments

Sub-programme: Ministry 1.1 Sub-programme: Ministry No functional amendments

Minister Office of the Minister Name change. No functional amendments

Deputy Minister Office of the Deputy Minister Name change. No functional amendments

Ministerial Support Services Ministerial Support Services No functional amendments

Sub-programme: Management 1.2 Sub-programme: Management Minor amendments

Director General Office of the DG No functional amendments

Chief Operating Officer Office of the DDG: Sport and Recreation Services Name change. No functional amendments. Previously Office of COO

Office of the DDG: Corporate Name change. No functional amendments. Previously Chief Director Corporate Services


Corporate Executive Support

Management expanded to include Corporate Executive Support. Not a new function (prev. Strat& Exec Sup)

Sub-programme: Internal Audit Internal Audit & Risk Management Internal audit integrated into Management. Not a separate sub-programme anymore.

Internal Audit Internal audit integrated into Management. Not a separate sub-programme anymore

Sub-programme: Strategic and Executive Support

1.3 Sub-programme: Strategic Support Strategic Support separated from Executive Support

Chief Director Strategic and Executive Support

Chief Director Strategic Support Function reduced. Executive support moved to sub-prog. Management

Strategic Management Strategic Stakeholder Management Expanded function

Strategic Planning No functional amendments

Policy and Research Policy expanded to include research function, previously with Corporate Services

Institutional Monitoring and Evaluation No functional amendments

Sub-programme: Corporate Services 1.4 Sub-programme: Corporate Services Minor amendments

Information Technology GITO No functional amendments. Includes transfer to SITA

Legal Services Legal Services No functional amendments

Auxiliary Services Fleet, Facilities and Security Management No functional amendments

Human Resources Management Human Resources Expanded to incorporate labour relations

Labour Relations Integrated into Human Resources

Communication and Marketing Communication Services Existing function, but will be expanded to meet objectives of NSRP

Chief Director Corporate Services Move to Sub-programme: Management - Office of DDG: Corporate

Sub-programme: Office of the Chief Financial Officer

1.5 Sub-programme: Office of the Chief Financial Officer

No functional amendments

Chief Financial Officer Chief Financial Officer No functional amendments

Financial Management Financial Management No functional amendments

Supply Chain Management Supply Chain Management No functional amendments

Sub-programme: Office Accommodation 1.6 Sub-programme: Office Accommodation No functional amendments

Office Accommodation Office Accommodation No functional amendments

PROGRAMME 2: SPORT SUPPORT SERVICES

Programme 4: SPORT SUPPORT Name change. Expanded functions

Programme Management: Sport Support Services

4.1 Programme Management: Sport Support Name change. Expanded functions

Sub-programme: Sport and Recreation Service Providers

4.2 Sub-programme: Sport and Recreation Service Providers

Existing function, but will expanded to meet objectives of NSRP and include: Transformation; Sports Administration Support House; Financial resources; Sport and the environment; Domestic competitions; International competitions; Ethical environment (code of conduct); Geo-political sports boundaries; Sports councils; and


Athlete Coach and Technical Officiating Support. Includes the transfers to the National Federations, the Sports Trust as well as BSA.

Sub-programme: Education and Training Existing function, but will expanded to meet objectives of NSRP. No longer a sub-programme

Sub-programme: Scientific Support Move to Prog 3: Winning Nation to meet objectives of NSRP. Expanded functions.

Sub-programme: Club Development and Support

Move to Prog 2: Active Nation to meet objectives of NSRP. No longer a sub-programme

PROGRAMME 4: INTERNATIONAL LIAISON AND EVENTS

Programme split into new Prog 4 and Prog 3 as sub-programmes.

Sub-programme: International Liaison 4.3 Sub-programme: International relations Name change.

Sub-programme: Major Events Moved to Prog 3: Winning Nation as a sub-programme. Name change

PROGRAMME 3: MASS PARTICIPATION Programme 2: ACTIVE NATION Existing function, but will be expanded to meet objectives of NSRP. Name change.

Programme Management: Mass Participation

2.1 Programme Management: Active Nation Existing function, but will be expanded to meet objectives of NSRP. Name change.

2.2 Sub-programme: Active Recreation Partially existing function under Sub programme Community Mass Participation, but will be expanded to meet objectives of NSRP. New sub-programme.

Sub-programme: Community Mass Participation

2.3 Sub-programme: Community Sport Existing function, but will be expanded to meet objectives of NSRP. Name change. This sub-programme will include Sport for Peace and Development as well as Clubs and the transfer to loveLife.

Sub-programme: School Sport 2.4 Sub-programme: School Sport No change.

2.5 Sub-programme: Provincial Sport Support and Coordination

Partially existing function under Sub programme Community Mass Participation, but will be expanded to meet objectives of NSRP. New sub-programme. Includes the Mass Participation and Sport Development Grant.

Programme 3: WINNING NATION

3.1 Programme Management: Winning Nation New sub-programme

3.2 Sub-programme: Scientific Support Existing function, but will be expanded to meet objectives of NSRP. Moved to a new prog. Will include the SAIDS and SASCOC transfers.

3.3 Sub-programme: Major Events Support Existing function, but will be expanded to meet objectives of NSRP

3.4 Sub-programme: Recognition Systems Existing function, but will be expanded to meet objectives of NSRP. Moved to a new prog. (from 2 to 3) and elevated to a sub-prog. New sub-programme.

PROGRAMME 5: FACILITIES COORDINATION

Programme 5: INFRASTRUCTURE SUPPORT

Existing function, but will expanded to meet objectives of NSRP

5.1 Programme Management: Infrastructure Support

New sub-programme

Sub-programme: Planning and Advocacy 5.2 Sub-programme: Sport and Recreation Facility Planning

Existing function, but will be expanded to meet objectives of NSRP


Sub-programme: Technical Support 5.3 Sub-programme: Sport and Recreation Facility Management

Existing function, but will be expanded to meet objectives of NSRP. MIG Management will be placed here.

It is acknowledged that the budget structure changes will be implemented within the existing holding budget of the MTEF and also within the existing approved posts.

Human resources As identified again in the SWOT analysis conducted by Management in August 2013, the structure of SRSA is inadequate to enable the Department to holistically implement the NSRP as proposed by the sports sector and approved by Cabinet. To address this SRSA conducted a formal review of its structure as well as comprehensive job evaluations. After the Minister of Sport and Recreation approved this revised structure it was submitted to the Minister of the Department of Public Service Administration (DPSA). The DPSA conducted an analysis on the structure received and proposed amendments. In consultation with organized labour these have been effected and the revised structure will be re-submitted for DPSA approval. Unfortunately National Treasury has informed the Department that it will not receive additional funding over the MTEF period and this has impacted negatively upon the full implementation of the new structure. Nonetheless, over the 5 year period of this strategic plan the Department will identify critical positions and where financially viable these will be filled as a matter of urgency. When existing positions become available, these will first be evaluated against the envisaged structure before being filled, if necessary. A gradual process will be phased in where existing staff are “matched and placed” in accordance with a skills audit before being migrated over to the new structure. The process to address the existing space challenges imposed by the building which SRSA is occupying, are being addressed and should be finalised in the period of this strategic plan.


CURRENT ORGANISATIONAL STRUCTURE



5.3 Description of strategic planning process

2011

• Minister’s Strategic Workshop

• Road Map for Optimal Performance and Functional Excellence

• National Sport and Recreation Indaba 2012

• 2012-2016 Strategic Plan tabled

• White Paper tabled

• NSRP approved by Cabinet 2013 March

• 2012-2016 Strategic Plan tabled

• 2013/14 Annual Performance Plan tabled July

• Inputs to MTSF

• Technical alignment to guidelines August

• DG’s Vision (5th)

• Top Management engagement (14th) – clarify risk register per programme.

• Cabinet Lekgotla (15th-17th)

• Middle and Senior Management engagement (20th) o Review current strategic plan (evidence) o Analyse current plans based on QPRs and Annual Reports (evidence). Analysis must be based on information relevant to

external and internal factors facilitating or constraining SRSA’s operations and delivery. o Proof of formal performance assessments against strategic plan (SWOT)

• Senior and Middle Management embarked on a strategic review of the Department which commenced with a broad institutional SWOT analysis. The inputs received were critically appraised during a frank discussion of where we find ourselves as an institution. A summary of the SWOT is illustrated in the table below.

• The Strategic Outcome Orientated Goals of the Department were reviewed and re-confirmed.

• First draft submitted (30th)


SWOT ANALYSIS

STRENGTHS

WEAKNESSES

• Potential for growth

• Young staff

• Qualified staff

• Good profile of SRSA

• Institutional knowledge expanded through task team involvement

• Committed, enthusiastic and cooperative staff

• High staff turnover – poor staff retention – loss of intellectual

capital

• Ineffective performance management system – no incentive to excel

• Poor implementation - ad hoc projects – stressful working environment – low staff morale

• Organisational structure not supporting strategy

• Very poor adherence to Departmental deadlines to submit documentation

• Delayed internal communication - slow decision making - poor response time Project planning not adequately informed by research

• Support function: line function staff imbalance

• Inadequate tools required to work optimally

• Task Team distracting from individuals key functions

• Lengthy recruitment processes OPPORTUNITIES

THREATS

• Capitalizing on sports’ potential to impact on socio-economic

circumstances

• Inter and intra-governmental cooperation

• National and international stakeholders interested in forming partnerships

• Legislative mandate to address challenges

• Foreign funding available if pursued

• Exchange programmes a possibility

• Constitutional prescripts governing relationship with provinces

• Poor adherence to SRSA policy by stakeholders

• Uncontrolled bidding to host international events

• Change in political landscape with a possible change in strategic direction

• Global economic crisis having a knock-on effect on our budget

• Ban on alcohol advertising

• Inadequate resources to implement the Sport and Recreation Plan


September

• Inputs from National Treasury (NT) and the Department of Performance Monitoring and Evaluation (DPME) integrated. October

• Sector engagement – provinces, entities, SASCOC (17th& 18th) November

• Submit second draft (30th) December

• Submit ENE in line with updated strategy (2nd) 2014 January

• ENE finalized. February

• SONA (13th) March

• Table 2014-2019 Strategic Plan with the proviso that the plan will be updated following the elections in May and the appointment of a new Administration. It is necessary to table the 2014-2019 Strategic Plan as the budget programmes have changed rendering the 2012-2016 Strategic Plan technically misaligned to the Annual Performance Plan (12th).

May

• General Elections (7th) August

• Table first draft of 2015-2020 Strategic Plan. This Strategic Plan will reflect the commitments made in the MTSF as agreed to by the new administration and the approved Delivery Agreement for Outcome 14. (31st)

November

• Table first draft of 2015-2020 Strategic Plan (30th) December

• Submit ENE supporting the updated 2015-2020 Strategic Plan 2015 February

• SONA March

• Table 2015-2020 Strategic Plan


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 annual increase of 5% in sport and recreation participation of citizens in selected activities by 2019.

Strategic goal 2 Sport and recreation sector adequately transformed

Goal statement 80% of recognised NFs meeting transformation targets by 2019. 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.

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 2019.

Strategic goal 5 Sport used as a tool to support relevant government and global priorities Goal statement 5% increase by 2019 in the perception of sport being recognised by the South African population as

contributing to nation building.

Sport used as a tool to contribute to a minimum of four global priorities by 2019 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.


6.1 Resource considerations It is clear from the situational analysis sketched that the current organisational structure does not meet the expanding responsibilities placed on the Department following the approval of the NSRP by Cabinet. Nevertheless the first two years of this strategic period will see a migration of staff following a matching and placing exercise to positions that best support the expanded obligations of the Department. The aim of SRSA is to transform the delivery of sport and recreation by ensuring equitable access, development and excellence at all levels of participation, thereby improving social cohesion, nation building and the quality of life of all South Africans.

Sport and Recreation South Africa Expenditure Estimates

Programme

Audited outcome

Adjusted appropri-

ation Revised estimate

Average growth

rate (%)

Expen- diture/ total:

Average (%)

Medium-term expenditure estimate

Average growth

rate (%)


Average (%)

R million 2010/11 2011/12 2012/13 2013/14 2010/11 - 2013/14 2014/15 2015/16 2016/17 2013/14 - 2016/17

Administration 90.8 101.8 100.3 124.9 102.0 4.0% 9.5% 131.3 137.1 145.3 12.5% 12.6%

Active Nation 500.8 513.4 539.5 592.3 601.9 6.3% 51.8% 615.2 642.5 680.3 4.2% 61.9%

Winning Nation 45.5 103.1 292.5 228.8 229.5 71.5% 16.1% 91.3 96.1 101.1 -23.9% 12.6%

Sport Support 48.2 88.3 117.5 118.2 109.6 31.5% 8.7% 122.2 129.1 133.8 6.9% 12.0%

Infrastructure Support 7.2 4.0 4.3 9.3 4.0 -17.7% 0.5% 10.4 11.0 11.6 42.5% 0.9%

2010 FIFA World Cup Unit 559.6 – – – – -100.0% 13.4% – – – – –

Total 1 252.0 810.6 1 054.1 1 073.5 1 047.0 -5.8% 100.0% 970.4 1 015.8 1 072.2 0.8% 100.0%

Change to 2013 Budget estimate – (26.5) 2.4 3.1 4.4

Economic classification

Current payments 179.5 193.6 219.7 258.4 232.0 8.9% 19.8% 269.5 282.5 299.0 8.8% 26.4%

Compensation of employees 70.6 73.1 73.7 85.9 63.6 -3.4% 6.7% 103.0 106.9 114.0 21.5% 9.4%

Goods and services 108.9 120.5 146.0 172.5 168.3 15.6% 13.1% 166.4 175.6 185.1 3.2% 16.9%

of which:

Administration fees 2.1 1.5 0.1 0.3 0.1 -65.4% 0.1% 0.8 1.0 1.1 135.9% 0.1%

Advertising 9.9 7.8 25.4 4.6 4.0 -26.4% 1.1% 5.7 6.2 6.6 18.3% 0.5%

Assets less than the capitalisation threshold

0.4 1.0 0.1 0.6 0.4 6.9% 0.0% 1.4 1.7 2.0 65.3% 0.1%

Audit cost: External 4.8 4.3 5.2 4.5 3.5 -10.3% 0.4% 5.1 4.9 6.0 20.0% 0.5%

Bursaries: Employees 0.2 0.4 0.2 0.6 0.1 -15.4% 0.0% 0.7 0.8 0.8 88.2% 0.1%

Catering: Departmental activities 1.6 1.8 2.7 1.5 1.2 -7.6% 0.2% 1.7 1.9 2.0 18.0% 0.2%

Communication 3.5 3.4 4.5 4.2 4.3 7.4% 0.4% 4.7 5.5 6.3 13.3% 0.5%

Computer services 2.7 4.0 1.8 3.4 3.4 7.7% 0.3% 0.8 2.9 2.9 -4.8% 0.2%

Consultants and professional services: Business and advisory services

4.2 0.1 0.4 0.1 0.1 -73.4% 0.1% 0.1 0.1 0.2 28.9% 0.0%

Consultants and professional services: 0.0 0.8 – 1.9 1.9 455.0% 0.1% 2.5 3.2 3.9 27.0% 0.3%


Laboratory services

Consultants and professional services: Legal costs

0.1 1.2 0.0 1.2 1.2 123.5% 0.1% 1.3 1.4 1.4 5.1% 0.1%

Contractors 25.7 28.7 40.8 82.8 76.1 43.7% 4.1% 61.5 60.4 59.8 -7.7% 6.3%

Agency and support / outsourced services 1.2 – 0.2 – – -100.0% 0.0% – – –

Entertainment 0.3 – 0.2 – – -100.0% 0.0% – – –

Inventory: Fuel, oil and gas 0.1 0.0 0.2 0.0 0.0 -35.6% 0.0% 0.0 0.0 0.1 35.7% 0.0%

Inventory: Materials and supplies 0.0 0.0 0.0 0.0 0.0 26.0% 0.0% 0.0 0.0 0.0 14.5% 0.0%

Inventory: Medical supplies 0.0 0.0 0.0 – – -100.0% 0.0% – – –

Inventory: Medicine 0.0 0.1 0.0 0.2 0.2 159.4% 0.0% 0.3 0.3 0.3 13.4% 0.0%

Inventory: Other supplies 0.2 1.1 0.2 1.4 1.1 68.8% 0.1% 1.7 1.9 2.2 26.7% 0.2%

Consumable supplies 0.0 – – 0.0 0.0 -24.2% 0.0% 0.0 0.0 0.0 68.7% 0.0%

Consumable: Stationery,printing and office supplies

2.2 1.3 1.4 2.0 1.7 -9.2% 0.2% 2.5 3.1 3.6 29.3% 0.3%

Operating leases 4.9 6.6 0.7 17.2 14.6 44.1% 0.6% 19.0 19.5 19.9 10.8% 1.8%

Property payments 1.9 – 3.7 2.8 2.8 14.6% 0.2% 3.1 3.2 4.0 12.5% 0.3%

Transport provided: Departmental activity 0.3 2.4 1.0 0.5 0.5 29.0% 0.1% 2.3 1.4 1.4 36.6% 0.1%

Travel and subsistence 30.7 36.4 33.6 31.0 28.1 -2.9% 3.1% 36.5 39.5 42.2 14.5% 3.6%

Training and development 0.6 1.1 0.2 1.6 1.2 29.2% 0.1% 1.3 1.4 1.5 6.0% 0.1%

Operating payments 2.9 4.1 8.1 3.8 3.1 1.2% 0.4% 3.3 2.5 2.7 -3.8% 0.3%

Venues and facilities 8.5 12.2 15.4 6.3 18.5 29.6% 1.3% 10.1 12.7 14.2 -8.6% 1.4%

Transfers and subsidies 1 067.3 615.8 833.2 812.9 812.9 -8.7% 80.0% 698.8 731.1 770.9 -1.8% 73.4%

Provinces and municipalities 939.0 452.0 592.8 617.6 617.6 -13.0% 62.5% 525.6 549.8 579.0 -2.1% 55.3%

Departmental agencies and accounts 12.3 21.8 19.0 20.6 20.6 18.8% 1.8% 26.5 28.3 30.8 14.2% 2.6%

Foreign governments and international organisations

40.0 16.7 – – – -100.0% 1.4% – – –

Non-profit institutions 76.1 125.3 221.3 174.7 174.7 31.9% 14.3% 146.6 153.0 161.1 -2.7% 15.5%

Households 0.0 0.1 0.1 – – -100.0% 0.0% – – –

Payments for capital assets 5.1 1.2 1.2 2.2 2.2 -24.7% 0.2% 2.2 2.3 2.3 1.8% 0.2%

Machinery and equipment 4.6 1.0 1.2 2.2 2.2 -22.0% 0.2% 2.2 2.3 2.3 1.8% 0.2%

Software and other intangible assets 0.5 0.2 – – – -100.0% 0.0% – – –

Payments for financial assets 0.1 0.0 0.0 – – -100.0% 0.0% – – –

Total 1 252.0 810.6 1 054.1 1 073.5 1 047.0 -5.8% 100.0% 970.4 1 015.8 1 072.2 0.8% 100.0%

Expenditure trends The spending focus over the medium term will be on increasing participation in school sport, and developing sport clubs and sporting hubs within communities. The main areas of expenditure will therefore be the Active Nation programme, which consists mainly of transfers of the Mass Participation and Development Grant to provinces, and the Sport Support programme, from which transfers to sport federations are made. This expenditure accounts for the dominance of transfers and subsidies in Departmental expenditure. The need to provide the necessary oversight in relation to the actual utilisation of these transferred funds accounts for the growth in expenditure on travel and subsistence over the MTEF period.


Overall expenditure decreased between 2010/11 and 2013/14, following the completion of the 2010 FIFA World Cup projects, and is expected to decrease further between 2013/14 and 2014/15, from R1.1 billion to R970.4 million, due to the once-off allocation of R158.5 million in 2013/14 for the 2014 African Nations Championship. There were vacant posts, mainly between levels 7 and 10, in November 2013 and the Department plans to fill these over the medium term. This explains the projected increase in expenditure on compensation of employees over the MTEF period. Spending on operating leases is also projected to grow, due to the Department’s planned move to new premises to accommodate the bigger staff complement. Expenditure on contractors up to 2015/16 is mainly for payments to tertiary institutions on behalf of athletes receiving scientific support. After 2015/16, spending on contractors will mainly go towards the programme to train coaches, which accounts for the decline in spending on this item over the MTEF period. Cabinet approved the following adjustments to the Department’s budget: additional allocations of R3.6 million in 2014/15, R4.2 million in 2015/16, and R5.5 million in 2016/17 to assist the South African Institute for Drug-Free Sport in ensuring that South Africa complies with the World Anti-Doping Agency code; and reductions of R3.4 million over the medium term through implementing efficiency measures, the details of which are discussed in the relevant programme sections.


6.2 Strategic alignment

Strategic Goal Strategic Objectives Strategic goal 1: Citizens access sport and recreation activities

• Active recreation programmes implemented.

• Sport participation opportunities provided to communities.

• School sport programmes supported.

• Provincial sport development programmes supported.

• Access to sport and recreation facilities optimised.

• Technical and management support provided.

Strategic goal 2: Sport and recreation sector adequately transformed


• Sport participation opportunities provided to communities.

• School sport programmes supported.


• Transformation programmes implemented and monitored.

• Access to sport and recreation facilities optimized.


Strategic goal 3: Athletes achieve international success

• Scientific support services coordinated for athletes.

• Approved major events supported.

• Sport Tourism to South Africa promoted.

• Achievements in the sport and recreation sector acknowledged.

Strategic goal 4: Enabling mechanisms to support sport and recreation



• Good governance supported.

• Sport and recreation bodies supported.

• Strategic bilateral relations managed and strengthened.

• Participation in the strategic multilateral relations managed.

• Access to sport and recreation facilities optimised.


Strategic goal 5: Sport used as a tool to support relevant government and global priorities

• Effective planning, monitoring and evaluation.

• Government responsibility towards anti-doping supported

Strategic goal 6: An efficient and effective organisation

• Political and legislative mandate delivered.

• Strategic guidance, institutional performance management, administrative support and financial accountability imparted.

• Effective governance, risk management and control evaluated and improved.

• Effective planning, monitoring and evaluation.

• Reliable and efficient corporate services rendered to SRSA.

• Compliant financial, procurement and asset management ensured.

• Office accommodation managed.


PART B: STRATEGIC OBJECTIVES

7. PROGRAMME 1: ADMINISTRATION

Purpose: Manage the Department and provide overall strategic and administrative support services.

7.1 Strategic Objectives: Administration

Sub-programme: Ministry Strategic Objective Political and legislative mandate delivered. Objective statement To be accountable for delivering on the legislative and political mandate and to report to Cabinet on progress made. Baseline NSRP first phase implemented. Justification If the political and legislative mandate is delivered it will contribute to the organisation being effective and efficient. Link Strategic Goal 6.

Sub-programme: Management

Strategic Objective Strategic guidance, institutional performance management, administrative support and financial accountability imparted.

Objective statement To provide strategic guidance, administrative support and financial accountability to support strategic outcomes. Baseline Unqualified 2012/13 Audit Report.

MPAT rating – 3. Justification Clear controls and adherence to prescripts will ensure good corporate governance. Link Strategic Goal 6. Strategic Objective Effective governance, risk management and controls evaluated and improved. Objective statement To promote effectiveness of governance, risk management and controls within SRSA annually. Baseline 2013/14 Risk Management Plan.

2013/14 Internal Audit Strategic and Operational Plan. Justification This strategic objective will promote good governance. Link Strategic Goal 6.


Sub-programme: Strategic Support Strategic Objective Effective planning, monitoring and evaluation. Objective statement To ensure that strategic documents (Strategic Plan 2014-2019, Annual Performance Plan, Estimate of National

Expenditure, Programme of Action, Service Delivery Improvement Plan) are developed and reviewed annually up to 2019.

Baseline White Paper. National Sport and Recreation Plan. Strategic Plan 2012-2016. 2013/14 Annual Performance Plan. Monitoring and Evaluation Framework. 2012/13 Annual Report. 2013/14 Quarterly Performance Information Reports. MPAT.

Justification This strategic objective will ensure that the Department achieves its strategic goals. Link Strategic Goals 5 & 6.

Sub-programme: Corporate Services Strategic Objective Reliable and efficient corporate services rendered to SRSA. Objective statement To provide reliable and efficient corporate services to SRSA annually up to 2019. Baseline Information Technology Security Policy.

Four legislation status reports. Human Resources Plan. Grievance Procedure Manual. Communication strategy.

Justification This strategic objective will contribute towards efficient and effective service delivery. Link Strategic Goal 6.


Sub-programme: Office of the Chief Financial Officer Strategic Objective Compliant financial, procurement and asset management ensured. Objective statement To implement controls to ensure sound financial management and to ensure that assets and services are procured

in a transparent manner within the Department annually up to 2019. Baseline 2012/13 Unqualified Audited Financial Statements.

12 x In Year Monitoring (IYM) reports. 12 x Division of Revenue Act (DoRA) reports. 1 x Medium Term Expenditure Framework (MTEF) report. 1 x Estimate of National Expenditure (ENE) 1 x Adjusted Estimate of National Expenditure (AENE) 30 days turnaround time on payments processed. BBBEE compliant.

Justification Sound financial management contributes to an effective and efficient organisation. Link Strategic Goal 6.

Sub-programme: Office Accommodation Strategic Objective Office accommodation managed. Objective statement To provide suitable office accommodation. Baseline Payments for rental and rates and taxes made within 30 days. Justification Suitable office accommodation conducive to an effective and efficient working environment. Link Strategic Goal 6.


7.2 Resource considerations: Administration During the period of this strategic plan the Department will review and rectify the ratio of support staff to line function staff. Initial indications are that some support staff will be re-skilled and where possible relocated to a line function position. Administration Expenditure Estimates

Subprogramme

Audited outcome

Adjusted appropri-

ation

Average growth

rate (%)


Average (%)


Average growth

rate (%)


Average (%)

R million 2010/11 2011/12 2012/13 2013/14 2010/11 - 2013/14 2014/15 2015/16 2016/17 2013/14 - 2016/17

Ministry 18.4 28.4 30.6 26.8 13.3% 25.0% 20.4 22.0 23.4 -4.4% 17.2%

Management 11.4 13.7 14.2 15.4 10.6% 13.1% 18.6 20.3 21.5 11.6% 14.1%

Strategic Support 4.5 5.0 4.9 5.6 7.9% 4.8% 6.6 7.0 7.4 9.7% 4.9%

Corporate Services 34.3 34.4 34.6 42.9 7.7% 35.0% 44.2 45.3 48.1 3.9% 33.5%

Office of the Chief Financial Officer 16.2 14.9 13.7 14.5 -3.5% 14.2% 19.9 20.3 21.6 14.1% 14.2%

Office Accommodation 6.0 5.4 2.2 19.6 48.7% 7.9% 21.7 22.2 23.3 6.0% 16.1%

Total 90.8 101.8 100.3 124.9 11.2% 100.0% 131.3 137.1 145.3 5.2% 100.0%

Change to 2013 Budget estimate 0.5 – – –


Current payments 88.9 100.5 98.9 122.6 11.3% 98.4% 129.1 134.7 142.9 5.2% 98.3%

Compensation of employees 48.5 53.9 53.3 62.2 8.6% 52.2% 70.1 72.2 77.0 7.4% 52.3%

Goods and services 40.4 46.6 45.5 60.5 14.4% 46.2% 59.0 62.5 66.0 2.9% 46.0%

of which: – – – –

Administration fees 0.1 0.1 0.1 0.0 -21.6% 0.1% 0.1 0.1 0.1 16.8% –

Advertising 3.2 2.2 4.2 3.1 -1.0% 3.0% 2.6 2.8 2.8 -2.6% 2.1%

Assets less than the capitalisation threshold 0.3 0.4 0.1 0.3 0.6% 0.3% 0.4 0.5 0.5 10.4% 0.3%

Audit cost: External 4.8 4.3 5.2 4.5 -2.7% 4.5% 5.1 4.9 6.0 10.7% 3.8%

Bursaries: Employees 0.2 0.4 0.2 0.6 46.3% 0.3% 0.7 0.8 0.8 8.9% 0.6%

Catering: Departmental activities 0.4 0.4 1.1 0.5 8.8% 0.6% 0.6 0.6 0.7 8.0% 0.5%

Communication 2.5 2.4 3.9 2.5 -0.8% 2.7% 2.7 3.0 3.3 9.9% 2.1%

Computer services 2.7 4.0 1.8 3.4 7.7% 2.8% 0.8 2.9 2.9 -4.8% 1.8%


0.6 – 0.4 – -100.0% 0.2% – – – – –

Consultants and professional services: Legal costs 0.1 1.2 0.0 1.2 123.5% 0.6% 1.3 1.4 1.4 5.1% 1.0%

Contractors 2.9 2.5 2.0 2.7 -2.8% 2.4% 4.5 4.6 4.9 22.2% 3.1%

Agency and support / outsourced services 1.1 – 0.2 – -100.0% 0.3% – – – – –

Entertainment 0.2 – 0.2 – -100.0% 0.1% – – – – –

Inventory: Fuel, oil and gas 0.1 0.0 0.2 0.0 -35.6% 0.1% 0.0 0.0 0.1 35.7% –

Inventory: Materials and supplies 0.0 0.0 – 0.0 44.2% – 0.0 0.0 0.0 14.5% –

Inventory: Medicine 0.0 0.1 0.0 0.2 384.2% 0.1% 0.3 0.3 0.3 13.4% 0.2%

Inventory: Other supplies 0.2 0.7 0.2 0.9 73.9% 0.5% 1.0 1.1 1.1 8.4% 0.8%


Consumable: Stationery,printing and office supplies 1.3 0.8 1.3 1.0 -8.9% 1.1% 1.1 1.3 1.3 10.2% 0.9%

Operating leases 4.9 6.6 0.7 17.2 52.0% 7.0% 19.0 19.5 19.9 5.0% 14.0%

Property payments 1.9 – 3.2 2.8 14.8% 1.9% 3.1 3.2 4.0 12.5% 2.5%

Travel and subsistence 11.2 17.9 17.0 15.4 11.1% 14.7% 11.9 11.5 11.6 -9.0% 9.4%

Training and development 0.4 1.1 0.2 1.1 41.4% 0.7% 1.2 1.3 1.4 9.1% 0.9%

Operating payments 0.7 0.9 1.9 1.9 38.5% 1.3% 1.2 1.2 1.2 -13.5% 1.0%

Venues and facilities 0.6 0.6 1.8 1.1 23.7% 1.0% 1.1 1.4 1.6 11.3% 1.0%

Transfers and subsidies 0.1 0.2 0.2 0.1 8.1% 0.1% 0.1 0.1 0.1 4.9% 0.1%

Departmental agencies and accounts 0.1 0.1 0.1 0.1 8.1% 0.1% 0.1 0.1 0.1 4.9% 0.1%

Households – 0.1 0.1 – – – – – – – –

Payments for capital assets 1.7 1.2 1.2 2.2 9.0% 1.5% 2.2 2.3 2.3 1.8% 1.7%

Machinery and equipment 1.2 1.0 1.2 2.2 22.5% 1.3% 2.2 2.3 2.3 1.8% 1.7%

Software and other intangible assets 0.5 0.2 – – -100.0% 0.2% – – – – –

Payments for financial assets 0.1 0.0 0.0 – -100.0% – – – – – –

Total 90.8 101.8 100.3 124.9 11.2% 100.0% 131.3 137.1 145.3 5.2% 100.0%

Proportion of total programme expenditure to vote expenditure

7.3% 12.6% 9.5% 11.6% 13.5% 13.5% 13.6%

Details of transfers and subsidies

Households

Social benefits

Current 1.5 1.0 2.1 – -100.0% 1.1% – – – – –

Employee Social benefits 1.5 1.0 2.1 – -100.0% 1.1% – – – – –

Public corporations and private enterprises

Public corporations

Other transfers to public corporations

Current – – – – – – – – – – –

Public Cooperation – – – – – – – – – – –

Expenditure trends The spending focus over the medium term will be on providing corporate and other support services to the Department, which accounts for the dominance of the Corporate Services sub-programme, and providing for the Department’s accommodation needs. Thus, the most significant items of expenditure in the programme are compensation of employees, travel and subsistence, and operating leases. There are 152 funded posts in this programme, of which 118 were filled at the end of November 2013. The Department plans to fill the vacant posts over the medium term and the expected growth in expenditure on compensation of employees is due to the planned filling of key positions, like the Chief Director in Corporate Services and senior finance and budgeting positions in the office of the Chief Financial Officer. Expenditure on travel and subsistence is mainly to provide for trips to and from Parliament and international travel to meetings, sport events and conventions of the United Nations Educational, Scientific and Cultural Organisation, and the African Union Sports Council meetings. The


spikes in travel and subsistence expenditure in 2011/12 and 2012/13 were due to travel to the Rugby World Cup in New Zealand, the All Africa Games in Mozambique in 2011/12 and the Olympic and Paralympic Games in 2012/13. The lease for office accommodation constituted 7 per cent of the budget between 2010/11 and 2013/14, and is expected to increase over the medium term after the Department’s expected move to new premises. Spending on consultants was equivalent to 1.7 per cent of expenditure on compensation of employees in 2012/13. Consultants mainly provided legal and audio visual services, and conducted external auditing investigations. R1.3 million over the medium term has been reprioritised from the external audit function to expand the internal audit function to support federations, public entities and provinces on the management of the Mass Participation and Sport Development Conditional Grant.


7.3 Risk Management: Administration

RISK

IDENTIFICATION RISK

ASSESSMENT RISK

TREATMENT Risk Description Root Causes

Inh

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Ris

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Resid

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Response/ Mitigation

Action Plan/Mitigation Title

Inability to deliver on the mandate and the implementation of the NSRP.

1. Lack of resources 2. Inadequate skills 3. Poor implementation of plans 4. Working in silos 5. Poor implementation of policies and procedures 6. Lack of review of policies and procedures 7. Poor systems (Budgets, knowledge management, electronic systems) 8. High staff turnover

20 1. Current Structure, SRSA Budget, Creation of additional posts. 2. Bursaries provided to staff. 3.1 Implementation plan developed by national and provincial Departments. 3.2 Corporate Calendar 3.3 APP 4. Introduction of Task Teams 5&6. Procedure for development of policies 7. Budget Guidelines from NT, Manual operating System (IT), Transversal Systems (BAS, LOGIS, Persal) 8. Retention Policy, PDMS and Green Stars Policy

16 Reduce/Mitigate

1.1 Finalisation of organisational review, 1.2 Request from NT to increase the Baseline. 2.1 Skills audit 2.2 Training of staff as per the PDP requirements 3&4 Development of Project Management Cycle which includes all project stages. 5&6.1. Awareness, 6.2. Regular reviews and reporting 6.3. Enforcing compliance. 6.4. Development of the compliance checklist. 7.Invest in the Microsoft Enterprise Client Access License Suite 8.1 Finalisation of the organisational Review 8.2 Implementation of the Retention Policy

Failure to implement the

1. Insufficient resources. 2. Lack of cooperation by

25 1.1 HR Plan, 1.2 Voted Budget

20 Reduce/Mitigate

1.1 Finalisation of the organisational review.


RISK IDENTIFICATION

RISK ASSESSMENT

RISK TREATMENT

Risk Description Root Causes

Inh

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Ris

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Resid

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NSRP. different role players. 1.3 Conditional Grant 2. Declaration of commitment signed with all delivery partners.

1.2 Implementation and costing of NSRP for presentation to cabinet. 1.3 Annual review of the grant framework to support the NSRP. 2. MOU's with delivery partners.


8. PROGRAMME 2: ACTIVE NATION

Purpose: Support the provision of mass participation opportunities in sport and recreation. Programme Management: Active Nation manages delegated administrative and financial responsibilities and coordinates all monitoring and evaluation functions and all compliance related matters on the Mass Participation and Sport Development conditional grant.

8.1 Strategic objectives: Active Nation

Sub-programme: Active Recreation Active Recreation delivers programmes to improve the health and well-being of the nation by providing mass participation opportunities in various formats to cater for a spectrum of participants.

Strategic Objective Active recreation programmes implemented. Objective statement To facilitate the provision of campaigns and programmes that will increase participation leading to life-long wellness. Baseline Big Walk hosted.

Golden Games supported. Cycle for Life launched Campaigns, such as Move for Health, supported. Ministerial Advisory Committee on Recreation (MACRe) established. National Youth Camps hosted.

Justification Participation in active recreation programmes and campaigns leads to life-long wellness. Link Strategic Goals 1 & 2 & 4.


Sub-programme: Community Sport Community Sport delivers sports promotion programmes by focusing on increasing the number of participants in sport and recreation, with an emphasis on disadvantaged communities.The sub-programme also manages the loveLife transfer. Strategic Objective Sport participation opportunities provided to communities. Objective statement To create access to sport for communities. Baseline Indigenous Games hosted.

Hub programmes/activities on-going. Rural Sport Improvement Programmes (including Ministerial Outreach) implemented. Modified Sport Tool reviewed. Sport for Social Change and Development Programme implemented. Nelson Mandela Sports and Culture Day hosted. Andrew Mlangeni Golf Development Day hosted. loveLife supported. National Sport Volunteer Corps established. Club development pilot programme rolled-out.

Justification Participation opportunities provide citizens with access to sport and recreation activities and contribute towards transforming the sector.

Link Strategic Goals 1 & 2.

Sub-programme: School Sport School Sport supports the delivery of sport programmes to learners in conjunction with DBE. The sub-programme supports the inter-school, district and provincial school sport league programme by providing equipment and attire; capacity building of trainers and funding for hosting the National School Sport Championships. The sub-programme also coordinates the training of educators in code specific coaching, technical officiating, team management and sports administration with the focus being on integrating selected sporting codes and Indigenous Games into the school sport system by 2019. In addition this sub-programme plays an oversight role regarding the support offered to schools by provinces funded from the Mass Participation and Sport Development Conditional Grant. Strategic Objective School sport programmes supported. Objective statement Access to sport participation provided to all schools in the country. Baseline National School Sport Championship hosted.

11 Federations supported to deliver capacity building programmes to educators. Sport Focus Schools identified.


National School Sport League supported. Justification Access to school sport participation leads to an active youth and active nation. Link Strategic Goals 1 & 2.

Sub-programme: Provincial sport support and coordination Provincial sport support and coordination manages the transfer of the Mass Participation and Sport Development Conditional Grant to provinces. Strategic Objective Provincial sport development programmes supported. Objective statement To ensure the effective management and implementation of mass participation and sport development programmes

delivered through provinces. Baseline Business plan guidelines provided.

Annual evaluation report submitted to National Treasury. Quarterly reports submitted to National Treasury.

Justification To ensure synergy in the delivery of the mass participation and sport development programme across the provinces and ensure compliance.

Link Strategic Goals 1, 2 & 4.


8.2 Resource considerations: Active Nation It is clear from the strategic objectives aspired to in Programme 2 that the current organisational structure does not meet the expanding responsibilities placed on this programme following the approval of the NSRP by Cabinet. Nevertheless the first two years of this strategic period will see a migration of staff following a matching and placing exercise to positions that best support the expanded obligations of the programme. Active NationExpenditure Estimates

Subprogramme

Audited outcome

Adjusted appropri-

ation

Average growth

rate (%)


Average (%)


Average growth

rate (%)


Average (%)

R million 2010/11 2011/12 2012/13 2013/14 2010/11 - 2013/14 2014/15 2015/16 2016/17 2013/14 - 2016/17

Programme Management: Active Nation 1.6 0.4 0.2 2.3 12.9% 0.2% 2.6 3.4 3.6 15.9% 0.5%

Active Recreation 0.8 0.9 0.9 1.0 5.0% 0.2% 1.0 1.0 1.1 4.7% 0.2%

Community Sport 48.0 48.0 43.2 81.9 19.5% 10.3% 53.8 55.3 58.2 -10.7% 9.8%

School Sport 23.9 12.2 25.6 9.6 -26.2% 3.3% 32.2 33.1 38.5 58.7% 4.5%

Provincial Sport Support and Coordination 426.4 452.0 469.6 497.6 5.3% 86.0% 525.6 549.8 579.0 5.2% 85.0%

Total 500.8 513.4 539.5 592.3 5.8% 100.0% 615.2 642.5 680.3 4.7% 100.0%

Change to 2013 Budget estimate (1.0) (2.3) (3.0) (0.2)




Goods and services 23.9 21.0 31.4 51.2 29.0% 5.9% 38.0 39.7 45.6 -3.8% 6.9%


Administration fees 0.8 0.0 – 0.0 -61.1% – 0.1 0.1 0.1 21.1% –

Advertising 4.4 2.2 20.6 1.1 -36.5% 1.3% 1.2 1.2 1.2 2.5% 0.2%

Assets less than the capitalisation threshold 0.0 0.4 0.0 0.0 54.2% – 0.6 0.8 1.0 261.5% 0.1%

Catering: Departmental activities 1.1 0.9 0.5 0.6 -19.6% 0.1% 0.6 0.7 0.8 10.9% 0.1%

Communication 0.4 0.3 0.3 0.5 11.6% 0.1% 1.0 1.3 1.6 47.6% 0.2%


3.3 – – – -100.0% 0.2% – – – – –

Contractors 1.1 1.3 1.1 36.4 221.4% 1.9% 13.0 14.0 15.0 -25.5% 3.1%

Agency and support / outsourced services 0.1 – 0.0 – -100.0% – – – – – –

Inventory: Materials and supplies 0.0 – 0.0 – -100.0% – – – – – –

Inventory: Medical supplies 0.0 0.0 – – -100.0% – – – – – –

Inventory: Other supplies 0.0 0.2 0.0 0.3 76.7% – 0.4 0.5 0.6 29.0% 0.1%

Consumable supplies 0.0 – – 0.0 9.3% – 0.0 0.0 0.0 17.0% –

Consumable: Stationery, printing and office supplies 0.4 0.2 0.0 0.5 13.3% 0.1% 0.9 1.1 1.4 36.9% 0.2%

Operating leases – – 0.0 – – – – – – – –

Property payments 0.0 – 0.0 – -100.0% – – – – – –

Transport provided: Departmental activity 0.3 2.4 1.0 0.5 29.0% 0.2% 2.3 1.4 1.4 36.6% 0.2%


Travel and subsistence 9.7 8.1 5.5 7.6 -7.9% 1.4% 13.8 14.0 17.4 31.9% 2.1%

Training and development – 0.0 – 0.0 – – 0.0 0.1 0.1 19.7% –

Operating payments 0.8 0.4 0.1 0.5 -12.9% 0.1% 0.6 0.7 0.8 16.1% 0.1%

Venues and facilities 1.6 4.6 2.2 3.0 24.7% 0.5% 3.6 3.9 4.1 11.1% 0.6%


Provinces and municipalities 426.4 452.0 469.6 497.6 5.3% 86.0% 525.6 549.8 579.0 5.2% 85.0%

Non-profit institutions 43.7 33.3 32.4 33.7 -8.3% 6.7% 35.3 36.6 38.5 4.6% 5.7%

Households – 0.0 – – – – – – – – –

Payments for financial assets 0.0 0.0 0.0 – -100.0% – – – – – –

Total 500.8 513.4 539.5 592.3 5.8% 100.0% 615.2 642.5 680.3 4.7% 100.0%


40.0% 63.3% 51.2% 55.2% 63.4% 63.3% 63.5%


Expenditure trends

The spending focus over the medium term will be on promoting mass participation in sport and recreation through the Mass Participation and Sport Development Conditional Grant, which supports school sport, club development, sporting hubs, sports academies and sports confederations. This grant also accounts for the dominance of expenditure on transfers to provinces in the programme. An average of 85 per cent of the programme’s total allocation over the medium term will be spent on the grant in the Provincial Sport Support and Coordination sub-programme. The management and oversight exercised by the Department in respect of the grant partially accounts for the increased expenditure on travel and subsistence, which falls under the Community Sport and the School Sport sub-programmes. School sport remains a priority for the Department as it is the bedrock for sports development in the country, as reflected in the growth in expenditure in the School Sport sub-programme over the MTEF period. The main activity in this sub-programme is the National School Sport Championship. Staged annually, the event explains the relative significance of expenditure on travel and subsistence and venues and facilities within expenditure on goods and services. The decrease in expenditure in this sub-programme in 2013/14 was due to the once-off shifting of funds to the Community Sport sub-programme for the Nelson Mandela Sport and Culture Day. The programme had a funded staff establishment of 25, with 7 vacancies, at the end of November 2013. These vacancies are expected to be filled in 2014/15. In addition, contract positions set to be created in 2014/15 to assist provinces in implementing their respective school sport programmes account for the growth in expenditure on compensation of employees over the medium term.


8.3 Risk Management: Active Nation

RISK IDENTIFICATION

RISK ASSESSMENT

RISK TREATMENT


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Resid

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Failure to adhere/implement the school sport MOU leading to school sport not being delivered as per school sport delivery plan

1. Withdrawal of teachers by labour unions. 2. Different priorities of the Departments (DBE and SRSA). 3. Absence of physical education. 4. Lack of shared vision between DBE and SRSA. 5. Jurisdiction of schools.

20 1. None 2. MOU 3. JNTT, Conditional Grant Framework

13 Reduce/ Mitigate

1. Volunteer CORPS 2.Consultation(s) with DBE, SGBs, Teacher Unions (on employment of coaches, sport science, placement of interns in SRSA ) 3. Consultation/ negotiation with Dept of Higher Education on physical education training ( By the Minister)

Improper and ineffective club development system will result in failure to meet Department objectives (Participation by communities and talent identification)

1. Lack of strong sport councils at local and regional level. 2. Incorrect focus by federations’ leadership on high performance versus development. 3. Lack of resources within National Federations. 4. Improper allocation of resources within National Federations. 5. Absence of common national club development system. 6. Poor federation footprint

20 1. NSRP, Conditional Grant Framework 2.SLAs, Business Plans, Financial and Non-financial Support Framework 3&4.Financial and Non-financial Support Framework 5. Club Development Franchise System. 6. NSRP (Alignment Geopolitical boundary) 7. None

13 1. Strategy outlining the expectations from provincial sport councils. 2. Emphasis on adherence to SLAs (Shifting of funds towards development, ensure that expectations are included in the SLAs). 3 &4. Development of Optimisation Governance Model, Grading Process of NFs (Needs Analysis of NFs, e.g. Skills, Accommodation, Admin Support). 5.1 Club Development Franchise System (Pilot Project), 5.2 Review of the Club Development Framework (Club System)


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at a local level. 7. Lack of proper league system.

Failure to establish sport and recreation structures and systems at all levels (Regional, Local, Schools).

1. Insufficient resources provided by SRSA. 2. Non-adherence to existing roles and responsibilities. 3. Lack of school sports structures. 4. Ineffective coordinating school sports structures

16 1. NSRP, Conditional Grant Framework 2. NSRP 3. MOU with DBE, JNTT

10.4 Reduce/Mitigate

1. The pilot of Club Development System (Building of capacity) 2. Workshop to be conducted by SRSA for SASCOC, NFs 3.1 SLAs with NFs 3.2 Establishment of school sport structures where they do not exist.

Failure to implement the NSRP.

1. Insufficient resources. 2. Lack of cooperation by different role players.

25 1.1 HR Plan 1.2 Voted Budget 1.3 Conditional Grant 2. Declaration of commitment signed with all delivery partners.

20 Reduce/Mitigate

1.1 Finalisation of the organisational review. 1.2 Implementation and costing of NSRP for presentation to cabinet. 1.3 Annual review of the grant framework to support the NSRP. 2. MOU's with delivery partners.


9. PROGRAMME 3: WINNING NATION Purpose: Support the development of elite athletes

9.1 Strategic Objectives: Winning Nation

Programme Management: Winning Nation manages delegated administrative and financial responsibilities.

Sub-programme: Scientific Support Scientific Support coordinates and monitors the provision of scientific support services to athletes. Strategic Objective Scientific support services coordinated for athletes. Objective statement To annually provide SASCOC with support to prepare and deliver Team South Africa for international

participation. Baseline 71 athletes and coaches received scientific support in 2013/14.

Think Sport Seminar hosted. 2 Think Sport journals published. Post-graduate Development Programme launched. Ministerial Sport Bursary Programme launched. Talent identification and development strategy developed.

Justification This strategic objective will contribute towards the successful international participation of South African athletes.

Link Strategic Goal 3. Strategic Objective Government responsibility towards anti-doping supported. Objective statement Ensure government’s compliance to UNESCO and WADA stipulations on anti-doping. Baseline 100% compliance.

SAIDS, WADA, CDA, RADO, and IADA supported. Justification Member states have to comply with UNESCO and WADA stipulations over and above their National Anti-

Doping Organisation responsibilities. Link Strategic Goal 5.


Sub-programme: Major Events Support Major Events Support coordinates and manages government’s support services for hosting identified major events in South Africa. The sub-programme also uses national and international sporting events to showcase South Africa as a sports tourist destination of choice. Strategic Objective Approved major events supported. Objective statement Major event bidding and hosting support services provided to 30 events by 2019 in accordance with the

approved events calendar. Baseline 27 Major international events received intra-governmental support between 2010/11 and 2013/14. Justification Supporting major events acts as an enabling mechanism for sport and recreation. Link Strategic Goal 3. Strategic Objective Sport tourism to South Africa promoted. Objective statement Exhibitions or conferences linked to national and international sporting events used to showcase South Africa

as a sport tourist destination of choice. Baseline Ekhaya hosted during the All Africa Games in Maputo in 2011 and during the Olympic Games and Paralympic

Games in London in 2012. Justification Implementing the National Sport Tourism Strategy thereby increasing sport tourism to South Africa. Link Strategic Goal 3.

Sub-programme: Recognition Systems Recognition systems provide opportunities to acknowledge sporting achievements, both contemporary and past performances.

Strategic Objective Achievements in the sport and recreation sector acknowledged. Objective statement Publically acknowledge contemporary sports successes as well as those achieved by sporting legends through

the Sports Awards (Individual Sports Awards; Ministers’ Excellence Awards; Steve Tshwete Life-time Achievement Award; Sports Star of the Year); the Andrew Mlangeni Green Jacket; the National Sports Hall of Fame and Ministerial Outstanding Sports Performance Accolades Programme .

Baseline Sports Awards hosted and awards conferred. Andrew Mlangeni Green Jackets awarded. Ministerial Outstanding Sports Performance Accolades Programme implemented. Little Green Book published.


“Meet the heroes of the sport struggle" exhibition. Justification Highlighting successes achieved develops role-models for younger athletes and contributes towards nation

building. Link Strategic Goal 3.

9.2 Resource considerations: Winning Nation

It is clear from the strategic objectives aspired to in Programme 3, that the current organisational structure does not meet the expanding responsibilities placed on this programme following the approval of the NSRP by Cabinet. Nevertheless the first two years of this strategic period will see a migration of staff following a matching and placing exercise to positions that best support the expanded obligations of the programme.

Winning Nation Expenditure Estimates

Sub-programme

Audited outcome

Adjusted appropri-

ation

Average growth

rate (%)


Average (%)


Average growth

rate (%)


Average (%)

R million 2010/11 2011/12 2012/13 2013/14 2010/11 - 2013/14 2014/15 2015/16 2016/17 2013/14 - 2016/17

Programme Management: Winning Nation 1.6 1.7 1.8 1.9 5.0% 1.1% 2.0 2.1 2.2 4.7% 1.6%

Scientific Support 32.3 38.3 48.6 44.7 11.4% 24.5% 60.2 64.3 68.6 15.4% 45.9%

Major Events Support 11.5 43.1 224.9 160.3 140.4% 65.7% 10.3 10.9 11.4 -58.5% 37.3%

Recognition Systems – 20.0 17.1 21.9 – 8.8% 18.8 18.9 18.9 -4.8% 15.2%

Total 45.5 103.1 292.5 228.8 71.3% 100.0% 91.3 96.1 101.1 -23.8% 100.0%

Change to 2013 Budget estimate 2.0 8.6 10.1 11.0






Administration fees 1.2 1.4 – 0.2 -48.2% 0.4% 0.7 0.9 1.0 79.2% 0.5%

Advertising 2.0 3.3 0.6 0.4 -40.6% 1.0% 1.8 2.1 2.5 80.3% 1.3%

Assets less than the capitalisation threshold 0.0 0.3 – 0.2 273.8% 0.1% 0.3 0.3 0.4 21.5% 0.2%

Catering: Departmental activities 0.0 0.5 0.8 0.3 147.4% 0.2% 0.4 0.5 0.5 18.2% 0.3%

Communication 0.1 0.2 0.1 0.4 47.0% 0.1% 0.5 0.6 0.7 22.9% 0.4%


0.0 0.1 – 0.1 58.1% – 0.1 0.1 0.2 28.9% 0.1%

Consultants and professional services: Laboratory services 0.0 0.8 – 1.9 455.0% 0.4% 2.5 3.2 3.9 27.0% 2.2%

Contractors 20.4 23.8 36.7 36.4 21.3% 17.5% 36.7 35.3 33.2 -3.0% 27.4%


Inventory: Medical supplies – – 0.0 – – – – – – – –

Inventory: Other supplies – 0.2 – 0.1 – 0.1% 0.2 0.3 0.3 28.5% 0.2%

Consumable: Stationery,printing and office supplies 0.1 0.1 0.1 0.2 31.2% 0.1% 0.2 0.3 0.4 28.1% 0.2%

Property payments – – 0.5 – – 0.1% – – – – –

Travel and subsistence 4.5 5.9 5.9 4.6 0.6% 3.1% 6.6 7.9 9.3 26.6% 5.5%

Training and development 0.0 0.0 – 0.5 299.7% 0.1% 0.0 0.0 0.0 -67.2% 0.1%

Operating payments 0.2 2.2 5.5 1.1 82.8% 1.3% 1.1 0.2 0.2 -40.1% 0.5%

Venues and facilities 4.6 6.5 9.1 1.9 -24.9% 3.3% 4.4 6.2 6.9 52.9% 3.8%

Transfers and subsidies 10.0 55.3 231.3 178.0 160.7% 70.9% 26.9 28.6 31.2 -44.0% 51.2%

Provinces and municipalities – – 123.1 120.0 – 36.3% – – – -100.0% 23.2%


Foreign governments and international organisations – 16.7 – – – 2.5% – – – – –

Non-profit institutions – 27.1 94.4 44.0 – 24.7% 8.4 8.8 9.3 -40.3% 13.6%

Total 45.5 103.1 292.5 228.8 71.3% 100.0% 91.3 96.1 101.1 -23.8% 100.0%


3.6% 12.7% 27.7% 21.3% 9.4% 9.5% 9.4%


Expenditure trends The spending focus over the medium term will be on providing scientific support to athletes as reflected in the Scientific Support sub-programme. During this period, the sub-programme will receive an additional allocation of R13.3 million for transfer to the South African Institute for Drug-Free Sport. The additional funds are to assist the Institute in ensuring that South Africa complies with the World Anti-Doping Agency code. Expenditure on contractors in the Scientific Support sub-programme grew significantly from 2010/11 to 2013/14, due to the Department intensifying support for elite athletes through high performance centres in preparation for major events over this period, including the 2012 Olympic Games. The fluctuations in the transfers to non-profit institutions are due to once-off allocations of R84 million in 2012/13 to host the 2013 Africa Cup of Nations, and R36 million in 2013/14 for the 2014 African Nations Championship. As a result, spending in the Major Events sub-programme fluctuates between 2010/11 and 2013/14. The Recognition Systems sub-programme was introduced in 2011/12. Expenditure has fluctuated in this sub-programme from inception, mainly due to financial incentives paid to athletes for their achievements at international events during 2011/12 to 2013/14. These payments were made through transfers to SASCOC and are reflected under transfers to non-profit institutions. As part of Cabinet-approved budget reductions,


the Recognition Systems sub-programme expenditure will be reduced by R3.4 million over the medium term. The impact of this reduction on service delivery will be minimised as private sector donors are brought in to augment funding for the recognition of performances. This programme currently has 10 funded posts, all of which are filled.

9.3 Risk Management: Winning Nation

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Failure to achieve set targets( failure to develop high performance athletes to participate in international events)

1. Dependency on third party ( no full control over the outcome). 2. Lack of oversight/streamlining of resources.

20 1. Service Level Agreements 2. None ( Monitoring and Evaluation of reports from SASCOC and Boxing South Africa)

16 Reduce/ Mitigate

1. Targets for SA national teams performance must be provided to SASCOC by SRSA. 2.1 Establishment of Funding Forum consisting of SRSA, SASCOC, Lotto and Sport Trusts. 2.2 Report (s) by the Funding Forum.


1. Insufficient resources provided by SRSA. 2. Non-adherence to existing roles and responsibilities. 3. Lack of school sports structures. 4. Ineffective coordinating school sports structures.

16 1. NSRP, Conditional Grant Framework 2. NSRP 3. MOU with DBE, JNTT

10.4 Reduce/ Mitigate

1. The pilot of Club Development System (Building of capacity). 2. Workshop to be conducted by SRSA for SASCOC, NFs. 3.1 SLAs with NFs. 3.2 Establishment of school sport structures where they do not exist.



25 1.1 HR Plan 1.2 Voted Budget 1.3 Conditional Grant

20 Reduce/ Mitigate

1.1 Finalisation of the organisational review. 1.2 Implementation and costing of


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2. Declaration of commitment signed with all delivery partners.

NSRP for presentation to cabinet. 1.3 Annual review of the grant framework to support the NSRP. 2. MOU's with delivery partners.


10. PROGRAMME 4: SPORT SUPPORT

Purpose: Develop and maintain an integrated support system to enhance the delivery of sport and recreation.

10.1 Strategic objectives: Sport Support Sub-programme: Sport and Recreation Service Providers Sport and Recreation Service Providers transfers funds to sport and recreation organisations and monitors the use of the funds in line with SLAs signed between the NFs and the Department. The sub-programme also administers the transfers made to Boxing South Africa and to non-governmental organisations. The sub-programme monitors governance and sport development and oversees the implementation of transformation programmes in line with the Transformation Charter and Scorecard.

Strategic Objective Good governance supported. Objective statement To foster good governance within sport and recreation bodies by publishing and implementing a code of conduct

and ensuring that the federations funded are structured in line with the geo political boundaries by 2019. Baseline New strategic objective. Justification Properly governed and structured NFs would promote effective and efficient management and implementation of

programmes. Link Strategic Goal 4. Strategic Objective Sport and recreation bodies supported. Objective statement To provide technical support as well as resources to identified sport and recreation bodies annually.

Baseline 68 Recognised sport and recreation bodies supported in 2013/14. Justification Financial and non-financial support to sport and recreation contributes towards the realisation of the NSRP. Link Strategic Goal 4.


Strategic Objective Transformation programmes implemented and monitored.

Objective statement To monitor and evaluate the application of the Transformation Charter annually through the scorecard in order to achieve the targets set in the Charter by 2019.

Baseline Transformation Charter and Scorecard developed. Transformation barometer published.

Justification This strategic objective will contribute towards the transformation of South African sport.

Link Strategic Goal 2.

Sub-programme: International relations International relations co-ordinates and strengthens bilateral and multilateral sport and recreation relations with international partners. Strategic Objective Strategic bilateral relations managed and strengthened.

Objective statement Utilise sport and recreation to support South Africa’s developmental goals by activating and managing bilateral relations through skills transfer and capacity building with strategic countries in Africa and abroad.

Baseline Bilateral engagements undertaken with Lesotho, New Zealand, Burundi and Australia in 2013/14.

Justification International bilateral cooperation provides an enabling mechanism for the delivery of sport and recreation.

Link Strategic goal 4.

Strategic Objective Participation in the strategic multilateral relations managed.

Objective statement Contribute to sound multilateral relations by actively participating and influencing decision-making in identified

multilateral organisations such as the African Union (AU), the United Nations (UN), the Commonwealth and the

World Anti-Doping Agency (WADA).

Baseline Four multilateral engagements undertaken in 2013/14.

Justification Leverage South Africa’s participation in multilateral engagements thereby contributing to sports transformation

through implementing the resolutions taken at the relevant multilateral fora.

Link Strategic goal 4.


10.2 Resource considerations: Sport support

It is clear from the strategic objectives aspired to in Programme 4 that the current organisational structure does not meet the expanding responsibilities placed on this programme following the approval of the NSRP by Cabinet. Nevertheless the first two years of this strategic period will see a migration of staff following a matching and placing exercise to positions that best support the expanded obligations of the programme. Sport Support Expenditure Estimates

Sub-programme

Audited outcome

Adjusted appropri-

ation

Average growth

rate (%)


Average (%)


Average growth

rate (%)


Average (%)

R million 2010/11 2011/12 2012/13 2013/14 2010/11 - 2013/14 2014/15 2015/16 2016/17 2013/14 - 2016/17

Programme Management: Sport Support 2.4 2.9 2.9 3.0 7.8% 3.0% 1.9 2.3 2.5 -6.7% 1.9%

International Liaison 3.0 4.6 4.7 3.4 5.0% 4.2% 2.4 2.5 2.0 -15.9% 2.1%

Sport and Recreation Service Providers 42.8 80.8 109.9 111.7 37.7% 92.8% 117.9 124.2 129.3 5.0% 96.0%

Total 48.2 88.3 117.5 118.2 34.9% 100.0% 122.2 129.1 133.8 4.2% 100.0%

Change to 2013 Budget estimate (1.5) (4.8) (4.8) (7.3)


Current payments 13.6 13.3 18.0 14.6 2.4% 16.0% 11.4 13.1 11.8 -7.0% 10.1%

Compensation of employees 6.2 7.3 9.9 9.0 12.9% 8.7% 4.2 4.7 5.2 -16.7% 4.6%

Goods and services 7.4 5.9 8.1 5.6 -8.6% 7.3% 7.2 8.5 6.6 5.2% 5.5%


Advertising 0.1 0.0 0.1 0.0 -48.1% – 0.0 0.0 0.0 52.9% –

Assets less than the capitalisation threshold – 0.0 0.0 0.0 – – 0.0 0.1 0.1 36.6% –

Catering: Departmental activities 0.0 0.0 0.3 0.0 63.0% 0.1% 0.0 0.1 0.1 15.4% –

Communication 0.2 0.4 0.2 0.7 48.9% 0.4% 0.4 0.4 0.5 -11.4% 0.4%

Consultants and professional services: Business and advisory

services

0.3 – – – -100.0% 0.1% – – – – –

Contractors 0.9 0.7 – 2.2 36.2% 1.0% 2.1 0.8 0.8 -28.8% 1.2%

Entertainment 0.0 – – – -100.0% – – – – – –

Inventory: Medicine 0.0 – – – -100.0% – – – – – –

Inventory: Other supplies – 0.0 0.0 0.0 – – 0.1 0.1 0.1 42.8% 0.1%


Travel and subsistence 3.1 3.4 4.9 2.0 -13.9% 3.6% 3.1 5.2 2.7 11.3% 2.6%

Training and development 0.0 0.0 – 0.0 -14.3% – – – – -100.0% –

Operating payments 0.7 0.5 0.6 0.2 -32.4% 0.6% 0.2 0.3 0.3 11.7% 0.2%

Venues and facilities 1.8 0.5 2.0 0.2 -54.1% 1.2% 1.0 1.3 1.5 106.3% 0.8%




Non-profit institutions 32.4 64.9 94.5 97.0 44.2% 77.6% 102.9 107.6 113.3 5.3% 83.6%

Total 48.2 88.3 117.5 118.2 34.9% 100.0% 122.2 129.1 133.8 4.2% 100.0%


3.8% 10.9% 11.2% 11.0% 12.6% 12.7% 12.5%


Expenditure trends

The spending focus over the medium term will be on supporting recognised sports federations by means of transfers to non-profit institutions through the Sport and Recreation Service Providers sub-programme. These transfers constitute 83.6 per cent of the programme’s allocation over the medium term and will ensure that 60 sport federations are supported in each year of the MTEF period. The International Liaison sub-programme is projected to have a negative average annual growth over the medium term due to the implementation of efficiency measures in international travel, which include smaller delegations being sent to international events. The programme has 16 funded posts, 3 of which are vacant. This accounts for the growth in expenditure on compensation of employees over the MTEF period as the Department fills vacant posts that will provide the capacity required to support the implementation of the newly endorsed NSRP. The Department delayed filling these posts to ensure that the new organisational structure would be aligned with this plan.


10.3 Risk Management: Sport Support

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Failure to implement the transformation charter and scorecard by identified NFs will result in transformation targets not being met.

1. Non-compliance by major federations. 2. Lack of monitoring mechanism of major federations. 3. Non- submission and lack of credibility of the reports from federations.

20 1. Financial and Non-financial Support Framework, SLAs 2. EPG, Transformation Score Cards, Transformation Charter 3. Monitoring and Evaluation and withholding transfer of funds to National Federations which do not submit reports or comply

16 Reduce/ Mitigate

1. Workshop to be conducted by SRSA for SASCOC, NFs and EPG 2. Development of Monitoring and Reporting Tool on Transformation by SRSA. 3. Appointment of EPG secretariat, verification of information/reports submitted by the NFs, EPG Report.


1. Insufficient resources provided by SRSA. 2. Non-adherence to existing roles and responsibilities. 3. Lack of school sports structures. 4. Ineffective coordinating school sports structures.

16 1. NSRP, Conditional Grant Framework 2. NSRP 3. MOU with DBE, JNTT.

10.4 Reduce/ Mitigate

1. The pilot of Club Development System (Building of capacity), 2. Workshop to be conducted by SRSA for SASCOC, NFs 3.1 SLAs with NFs, 3.2 Establishment of school sport structures where they do not exist.


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25 1.1 HR Plan, 1.2 Voted Budget 1.3 Conditional Grant 2. Declaration of commitment signed with all delivery partners.

20 Reduce/Mitigate



11. PROGRAMME 5: INFRASTRUCTURE SUPPORT Purpose: Regulate and manage the provision of sport and recreation facilities.

11.1 Strategic Objectives: Infrastructure Support

Sub-programme: Sport and Recreation Facility Planning Sport and Recreation Facility Planning lobbies for, facilitates and coordinates the provision of sport and recreation facilities by municipalities and other relevant institutions. This sub-programme will monitor the use of 15 per cent of the p-value of the Municipal Infrastructure Grant that is ring-fenced for the building of sport and recreation facilities to ensure that it is aligned with national infrastructure priorities. The sub-programme will compile the National Facilities Plan to assist with the effective implementation of this ring-fenced amount. Strategic Objective Access to sport and recreation facilities optimised. Objective statement To facilitate the building of 380 facilities by 2019 in line with the National Facilities Plan. Baseline 163 Municipalities lobbied to build facilities in 2011/12.

109 Municipalities lobbied to build facilities in 2012/13. 10 Sports courts and 9 outdoor gyms built in 2013/14.

Justification Facilities enable access to sport and recreation and contribute to transformation within the sector. Link Strategic goals 1 & 2 & 4.

Sub-programme: Sport and Recreation Facility Management Sport and Recreation Facility Management provides technical assistance to local authorities and other relevant stakeholders for constructing and managing sport facilities to ensure compliance with national standards. The sub-programme also assists municipalities to ensure that the 2010 stadia are well maintained and optimally used. Strategic Objective Technical and management support provided. Objective statement Conduct technical inspections to ensure that all sport and recreation facilities comply with established norms and

standards. Baseline 100% of requests and identified needs attended to in 2011/12 and in 2013/14. Justification Technical support enables sport and recreation to be delivered according to established norms and standards. Link Strategic goals 1 & 2 & 4.


11.2 Resource considerations: Infrastructure Support

It is clear from the strategic objectives aspired to in Programme 5 that the current organisational structure does not meet the expanding responsibilities placed on this programme following the approval of the NSRP by Cabinet. Nevertheless the first two years of this strategic period will see a migration of staff following a matching and placing exercise to positions that best support the expanded obligations of the programme. Infrastructure Support Expenditure Estimates

Sub-programme

Audited outcome

Adjusted appropri-

ation

Average growth

rate (%)


Average (%)


Average growth

rate (%)


Average (%)

R million 2010/11 2011/12 2012/13 2013/14 2010/11 - 2013/14 2014/15 2015/16 2016/17 2013/14 - 2016/17

Programme Management: Infrastructure Support 0.2 0.1 1.0 1.9 111.3% 13.1% 2.0 2.1 2.2 4.7% 19.3%

Sport and Recreation Facility Management 4.8 1.4 0.1 4.6 -1.2% 44.2% 5.2 5.4 5.7 7.2% 49.5%

Sport and Recreation Facility Planning 2.2 2.5 3.2 2.8 7.9% 42.7% 3.2 3.5 3.7 10.4% 31.2%

Total 7.2 4.0 4.3 9.3 8.9% 100.0% 10.4 11.0 11.6 7.7% 100.0%

Change to 2013 Budget estimate – 0.8 0.9 0.9






Advertising 0.0 0.0 – 0.0 -2.9% 0.4% 0.0 0.0 0.0 8.4% 0.4%

Assets less than the capitalisation threshold 0.0 – – – -100.0% – – – – – –

Catering: Departmental activities 0.0 – 0.0 – -100.0% – – – – – –

Communication 0.1 0.1 0.0 0.2 51.7% 1.6% 0.2 0.2 0.2 3.2% 1.9%

Contractors 0.3 0.5 1.0 5.0 143.5% 27.8% 5.2 5.7 5.8 5.1% 51.4%

Inventory: Other supplies 0.0 – – 0.0 58.7% – 0.0 – – -100.0% –


Travel and subsistence 1.0 1.1 0.3 1.5 14.3% 15.9% 1.1 1.0 1.1 -9.0% 11.3%

Training and development 0.2 – – – -100.0% 0.6% – – – – –

Operating payments 0.0 0.0 0.0 0.1 338.0% 0.5% 0.1 0.1 0.2 25.2% 1.1%

Venues and facilities 0.0 – 0.3 – -100.0% 1.2% – – – – –

Payments for capital assets 3.4 – – – -100.0% 13.7% – – – – –

Machinery and equipment 3.4 – – – -100.0% 13.7% – – – – –

Total 7.2 4.0 4.3 9.3 8.9% 100.0% 10.4 11.0 11.6 7.7% 100.0%


0.6% 0.5% 0.4% 0.9% 1.1% 1.1% 1.1%



Expenditure trends

The spending focus over the medium term will be on providing 18 outdoor gyms to rural areas that have no sport facilities; completing the national facilities audit, and compiling a National Facilities Plan. This planned expenditure is reflected in the Sport and Recreation Facility Management sub-programme, which constitutes 49.5 per cent of total programme expenditure over the medium term. The provision of outdoor gyms to rural areas also explains the expenditure on contractors across the seven-year period. Expenditure in this sub-programme is expected to increase over the medium term, following the lower than expected spending in 2013/14, which was the result of unexpected delays in the delivery of the outdoor facilities and delays in conducting the facilities audit. The programme has 6 funded posts, all of which are filled.

11.3 Risk management: Infrastructure Support

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25 1.1 HR Plan 1.2 Voted Budget 1.3 Conditional Grant 2. Declaration of commitment signed with all delivery partners.

20 Reduce/Mitigate



PART C: LINKS TO OTHER PLANS

12. LINKS TO THE LONG-TERM INFRASTRUCTURE AND OTHER CAPITAL

PLANS

None

13. CONDITIONAL GRANT Name Mass Participation and Sport Development. Strategic goal Increasing citizens’ access to sport and recreation activities. Purpose To facilitate sport and recreation participation and empowerment in partnership with relevant stakeholders. Outcomes Increased and sustained participation in sport and recreation.

Improved sector capacity to deliver sport and recreation. Outcome Performance Indicators

Number of participants in the programme. Number of schools, hubs and clubs provided with equipment and/or attire. Number of people trained. Number of jobs created.

Continuation The grant will continue during the period covered by the Strategic Plan. Motivation The grant is necessary to ensure national coordination, monitoring and facilitation.


14. PUBLIC ENTITIES

Mandate Outputs Current annual budget

(R thousand) SRSA Transfer

payment

Date of next evaluation

South African Institute for Drug-free Sport The South African Institute for Drug-Free Sport promotes participation in sport without the use of prohibited performance enhancing substances and methods, and educates sportspeople on fair play and the harmful effects of doping.

• Awareness programme to promote participation in sport, free from the use of prohibited substances or methods intended to artificially enhance performance.

• Doping in sports education programmes.

• Centralised doping control programme.

• Register of Notifiable Events.

18.5 million

(2014/15)

No plans to evaluate during the period of this strategic plan.

Boxing South Africa Boxing South Africa administers professional boxing, recognises amateur boxing, creates synergy between professional and amateur boxing, and promotes interaction between associations of boxers, managers, promoters, trainers.

• Regulate, control and exercise general supervision over professional boxing tournaments in South Africa.

• Protect and regulate the interests and organisational rights of boxers, trainers, managers, promoters, officials, and other stakeholders involved in professional boxing.

• Promote and market boxing in South Africa.

• Provide for the participation and involvement of women in boxing.

7.9 million

(2014/15)

Once the South African Combat Sports Act is promulgated, the South African Boxing Act will be repealed and replaced by the South African Boxing Repeal Act. An evaluation will be conducted after this process is completed in 2015.

15. PUBLIC-PRIVATE PARTNERSHIPS None


16. LINKS TO OUTCOME 14 Priority interventions for using sport and recreation to promote social cohesion are summarised in the table below.

Actions

Indicators

Provide mass participation opportunities.

Number of participants in sport and recreation promotion campaigns and events1.

Promote participation in sport and recreation.

Number of sport and recreational programmes and campaigns implemented2. Number of schools provided with sports equipment and apparel.

Ensure that equal opportunities exist for all South Africans to participate and excel in sport and recreation.

Number of consolidated National Federation Transformation Progress Reports produced.

Number of sport and recreation bodies receiving financial and non-financial support per year.

Provide adequate sport and recreation facilities and ensure that these are maintained.

Number of sport and recreation facilities assisted with technical support during construction.

Develop talented athletes by providing them with opportunities to excel.

Number of athletes supported through the Ministerial Sports Bursary Programme

1 Participants in sport and recreation promotion campaigns and events will be counted from: Coaching clinics; National Youth Camp (Oct); Indigenous Games (Sept); Big Walk (Oct) and Move for Health Day (May).

2 National Youth Camp (Oct); Move for Health Day (May); Golden Games (Oct); Big Walk (Oct); Indigenous Games (Sept); Nelson Mandela Sport and Culture Day (Aug).


17. SOURCE DOCUMENTS African Centre for Migration and Society (2012) Promoting social cohesion and countering violence against foreigners and other “outsiders”. Constitution of the Republic of South Africa, Act 108 of 1996 First World Olympic Sport Convention, October 2010, Acapulco, Mexico. Government Gazette, Strategic Planning, No 29644, Pretoria, 20 February 2007 National Planning Commission (2011) National Development Plan 2030. Our future – make it work. National Sport and Recreation Amendment Act, 2007 (Act No 18 of 2007) Public Finance Management Act (PFMA), 1999 (Act No. 1 of 1999) (as amended by Act No. 29 of 1999) Public Service Regulations, Chapter 1, Part IIIB, 2001 Quarterly Status Review Meetings, Executive Summaries 2010/11 financial year South African Boxing Act, 2001 (Act No 11 of 2001) South African Institute for Drug-Free Sport Act, 1997 (Act No 14 of 1997) SRSA Annual Report 2009/2010 SRSA (2009) A Case for Sport and Recreation SRSA Strategic Plan 2012-2016 Think Sport: Minister’s speech on transformation: 2013 Treasury Regulations, paragraphs 5.1 and 5.2 UNESCO, International Charter of Physical Education and Sport, adopted by the General Conference on 21 November 1978 United Nations, Convention on the Elimination of all Forms of Discrimination against Women, 18 December 1979 United Nations, Convention on the Rights of a Child, 20 November 1989 United Nations, Convention on the Rights of Persons with Disabilities, 18 March 2008 United Nations, Harnessing the Power of Sport for Development and Peace – Recommendations to Governments, 2008 United Nations, Sport for Development and Peace: Towards Achieving the Millennium Development Goals United Nations, Universal Declaration of Human Rights, 10 December 1948 Zuma, President Jacob, State of the Nation Address, 13 February 2014.

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