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REPUBLIC OF SOUTH AFRICA

sport & recreationDepartment:Sport and Recreation South Africa

Annual Performance Planfor the 2013/14 financial year

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SPORT AND RECREATION SOUTH AFRICA ANNUAL PERFORMANCE PLAN FOR THE 2013/14 FINANCIAL YEAR

Sport and Recreation South Africa

Annual Performance Planfor the 2013/14 financial year

“Through sports of all kinds, we push the limits of our possibilities”NDP - 2030

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FOREWORD BY THE MINISTERAs it was reported in the Annual Performance Plan (APP) of Sport and Recreation South Africa (SRSA) for the 2012/13 Financial Year, the National Sport and Recreation Plan (NSRP), a very first for a democratic South Africa, was adopted by the National Sport and Recreation Indaba that was held on 21 – 22 November 2011. The NSRP rests on two internationally recognized pillars (1) to increase the levels of participation in sport and recreation; and (2) to achieve success in international sport. It focuses on these strategic pillars for a transformed and successful sport system whilst at the same time considering the enablers for such a system.

Since the approval of government’s Programme of Action (POA) SRSA has successfully implemented most of its strategic goals. During the period of this APP, SRSA will deliver on two major areas as mandated by Outcome 12(b) that of increasing opportunities for participation in sport and recreation, and facilitating intra-governmental co-operation in mega international events hosted in our country.

SRSA tabled its Strategic Plan for the Fiscal Years 2012 to 2016 to Parliament in March 2012. The Strategic Plan is aimed at giving the nation a clear picture of the planned programmes and activities of SRSA for the next five years as well as budget allocations and estimates for such years. This Strategic Plan is broken down into annual plans and activities that are aimed at realizing the stated objectives of the 2012 – 2016 Strategic Plan. At the same time this plan will on an annual basis position itself to integrate the NSRP as adopted by the National Sport and Recreation Indaba in November 2011.

Concretely, the Strategic Plan takes into account all the relevant policies, legislation and other mandates for which Sport and Recreation South Africa is responsible. It accurately reflects the strategic outcome oriented goals and objectives which Sport and Recreation South Africa will endeavour to achieve over the period 2012 - 2016.

To this end, in order to fulfill the obligation of the National Sport and Recreation Plan and the Strategic Plan 2012 – 2016; SRSA together with the Department of Basic Education kicked-off the school sport programme and leagues in Mamelodi. This programme culminated into the first ever national School Sport Championships in South Africa that took place from 12 – 16 December 2012. More than 5 000 participants participated in this championship from more than 6 000 schools of the Republic of South Africa. It seems that physical education is beginning to be embraced as part of the school activity in many schools in our country. Many educators are being recruited to be trained on coaching, administration and technical officiating. We are partnering with the British Council to draft a ‘school sport manual’ to enable educators to deliver quality sport in our schools.

At the same time SRSA have appointed an Eminent Persons Group on Transformation in sport and recreation in South Africa, in May 2012, to advise on the adequacy and efficacy of the current instruments being driven to set transformation goals and transformation outcomes thereof; to also advise on the design of a short-term, medium and long-term transformation strategy within the context of the 2020 Vision of SRSA; to further advise on the design of a transparent and democratic tool for monitoring and designing a public reporting system for all sport and recreation bodies with a view to measure the success or failure for the implementation of transformation values and targets; and lastly to monitor and advise the Ministry on incentives and punitive measures that must be taken against sports bodies that are not driving transformation to its logical conclusion.

In the same vein, SRSA appointed a Ministerial Advisory Committee on Recreation in South Africa to, among others, conduct a qualitative and quantitative research on international best practices in recreation and the delivery of recreation which will include the norms and standards on delivery, management and maintenance of recreational facilities as well as advising the Ministry on the best way to administer and manage both sport and recreation activities in South Africa

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in line with the revised SRSA Facilities Framework document.

In order to support the transformation agenda, SRSA in partnership with SALGA, hosted the Municipal Conference on Sport and Recreation. The conference was aimed at building partnerships between SRSA and Local Government in the delivery of sport and recreation at local government level. Of importance was the matter of the provision of sport and recreation facilities in municipalities across the country.

This is a clear expression of our ambition to drive South Africa into the competitive world of sport as a unified and transformed sector. This bold move indicates SRSA’s concrete steps in the realization of the objectives of the National Sport and Recreation Plan, integrating it into the Government Planning Cycle as agreed by Cabinet.

We still envisage that by 2016 we should have achieved the following goals:

• Citizens accessing sport and recreation activities

• A transformed sport and recreation sector

• South African athletes achieving international success

• An integrated system of enablers supporting the delivery of sport and recreation

• Sport and recreation being used as a tool to support relevant government priorities

• An efficient and effective Sport and Recreation South Africa.

To assist in achieving the above goals, SRSA has officially launched the sports research programme. The programme has three key pillars, namely 1. Applied Research programme (focusing on knowledge generation and to be implemented in partnership with the Department of Science and Technology and its agencies including the National Research Foundation in lieu of long term policy development); 2. Action Research programme (focusing on researching contemporary matters affecting sport in lieu of providing solutions and evaluating the current policies and programmes of sport); 3. Post-Graduate Development Programme (PDP). The PDP is a partnership between Sport and Recreation South Africa and the Culture, Arts, Tourism, Hospitality and Sport Sector Education and Training Authority (CATHSSETA), which will allow for a significant amount of post graduate research to be conducted towards addressing the information and research gaps identified in the Sport, Recreation and Fitness sector in the Republic of South Africa.

The full amount of the bursary scheme is R9, 174 million over three years, and will be offered to a total of thirty post graduate students per annum over a period of three years as from 2014 onwards. Initiatives are also underway to establish a Ministerial Sports Bursary to offer talented children identified at the school sport programmes’ and national multi-coded age group tournaments, an opportunity to study at sport focus schools.

The benefits inherent to the above-mentioned programmes will lead to the success of the National Sport and Recreation Plan (NSRP). We believe these will also enable SRSA to achieve its priorities as outlined in our five year strategic plan and Annual Performance Plans.

Thank you

Mr F.A. MBALULA, MP

MINISTER OF SPORT AND RECREATION

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OFFICIAL SIGN-OFFIt is hereby certified that this Annual Performance Plan:

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

Mbalula.

• Was prepared in line with the National Development Plan, the National Sport and Recreation Plan and the 2012-

2016 Strategic Plan of Sport and Recreation.

• Accurately reflects the performance targets which Sport and Recreation South Africa will endeavour to achieve

given the resources made available in the budget for 2013/14.

Mr Makoto Matlala Signature: ___________________________

Chief Financial Officer

Dr Bernardus van der Spuy Signature: ___________________________

Strategic & Executive Support

Ms Sumayya Khan Signature: ___________________________

Chief Operations Officer

Mr Alec Moemi Signature: ___________________________

Accounting Officer

Deputy Minister Gert Oosthuizen Signature: ___________________________

Minister Fikile Mbalula Signature: ___________________________

Executive Authority

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ACRONYMS AND ABBREVIATIONS AAG ALL AFRICA GAMES

AENE ADJUSTMENT ESTIMATES OF NATIONAL EXPENDITURE

AFCON AFRICA CUP OF NATIONS

AFS ANNUAL FINANCIAL STATEMENTS

AU AFRICAN UNION

BBBEE BROAD BASED BLACK ECONOMIC EMPOWERMENT

BRICS BRAZIL RUSSIA INDIA CHINA & SOUTH AFRICA

BSA BOXING SOUTH AFRICA

CABOS COMMONWEALTH ADVISORY BODY ON SPORT

CAMS CONFERENCE OF MINISTERS OF SPORTS

CATHSSETA CULTURE, ARTS, HOSPITALITY & SPORTS SECTOR EDUCATION & TRAINING AUTHORITY

DBE DEPARTMENT OF BASIC EDUCATION

DIRCO DEPARTMENT OF INTERNATIONAL RELATIONS AND COOPERATION

DoRA DIVISION OF REVENUE ACT

DPW DEPARTMENT OF PUBLIC WORKS

EAP EMPLOYEE ASSISTANCE PROGRAMME

ENE ESTIMATES OF NATIONAL EXPENDITURE

EPG EMINENT PERSONS GROUP

GIS GEOGRAPHICAL INFORMATION SYSTEM

HEADCOM HEADS OF DEPARTMENTS COMMITTEE

HIV & AIDS HUMAN IMMUNODEFICIENCY VIRUS & ACQUIRED IMMUNE DEFICIENCY SYNDROME

IADA INTERNATIONAL ANTI-DOPING AGREEMENT

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

NADO NATIONAL ANTI-DOPING ORGANISATION

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

NPC NATIONAL PLANNING COMMISSION

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

SCM SUPPLY CHAIN MANAGEMENT

SCSA SUPREME COUNCIL FOR SPORT IN AFRICA

SDIP SERVICE DELIVERY IMPROVEMENT PLAN

SLA SERVICE LEVEL AGREEMENT

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

UNESCO UNITED NATIONS EDUCATIONAL SCIENTIFIC AND CULTURAL ORGANISATION

WADA WORLD ANTI-DOPING AGENCY

YDVS YOUTH DEVELOPMENT AGAINST VIOLENCE THROUGH SPORT

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TABLE OF CONTENTSForeword by the Minister 2

Acronyms and Abbreviations 5

PART A: STRATEGIC OVERVIEW 71. Updated Situational Analysis 72. Legislative and Other Mandates 133. Overview Of The 2013/14 Budget And MTEF Estimates 16 3.1 Expenditure Trends Related to Strategic Goals 18

4. Strategic Outcome Oriented Goals of the Institution 19

PART B: PROGRAMME AND SUB-PROGRAMME PLANS 20

Vision for Programme 1: Administration 20 Programme Performance Indicators and Annual Targets for 2013/14 22 Programme Performance Indicators & Quarterly Targets for 2013/14 25 Reconciling Performance Targets with the Budget and MTEF 29 Performance and Expenditure Trends 30

Vision for Programme 2: Sport Support Services 31 Programme Performance Indicators and Annual Targets for 2013/14 33 Programme Performance Indicators & Quarterly Targets for 2013/14 35 Reconciling Performance Targets with the Budget and MTEF 38 Performance and Expenditure Trends 39

Vision for Programme 3: Mass Participation 40 Programme Performance Indicators and Annual Targets for 2013/14 43 Programme Performance Indicators & Quarterly Targets for 2013/14 44 Reconciling Performance Targets with the Budget and MTEF 47 Performance and Expenditure Trends 48

Vision for Programme 4: International Liaison and Events 49 Programme Performance Indicators and Annual Targets for 2013/14 50 Programme Performance Indicators & Quarterly Targets for 2013/14 51 Reconciling Performance Targets with the Budget and MTEF 52 Performance and Expenditure Trends 53

Vision for Programme 5: Facilities Coordination 54 Programme Performance Indicators and Annual Targets for 2013/14 55 Programme Performance Indicators & Quarterly Targets for 2013/14 56 Reconciling Performance Targets with the Budget and MTEF 57 Performance and Expenditure Trends 57

PART C: LINKS TO OTHER PLANS 58 Links to the Long-Term Infrastructure and other Capital Plans 58 Conditional Grants 58 Public Entities 59 Public-Private Partnerships 60 Other Partnerships 60

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PART A: STRATEGIC OVERVIEW1. Updated Situational AnalysisSport and Recreation South Africa (SRSA) will continue to strive towards the actualization of its vision “an active and winning nation”. In terms of “active” our participation levels as a nation remain relatively low and to address this SRSA will dedicate resources to programmes fostering recreation and mass participation. As a “winning” nation we certainly have pockets of excellence, as showcased at the 2012 London Olympics, however these come at a high cost and we generally have a poor return on investment within this sector. It is broadly acknowledged that “we can do better” and to this end SRSA will engage stakeholders, including the primary delivery agent, the South African Sport Confederation and Olympic Committee (SASCOC), to review the delivery of programmes relating to excellence and high performance.

On 19 February 2013 Ministers Trevor Manuel and Collins Chabane briefed the media on the implementation of the National Development Plan (NDP). It was reiterated that it offers a long-term perspective. It defines a desired destination and identifies the role different sectors of society need to play in reaching that goal. As a long-term strategic plan, it serves four broad objectives:

• Providing overarching goals for what we want to achieve by 2030

• Building consensus on the key obstacles to us achieving these goals and what needs to be done to overcome

those obstacles

• Providing a shared long-term strategic framework within which more detailed planning can take place in order

to advance the long-term goals set out in the NDP

• Creating a basis for making choices about how best to use limited resources.

The NDP aims to ensure that all South Africans attain a decent standard of living through the elimination of poverty and reduction of inequality. The core elements of a decent standard of living identified in the NDP are:

• Housing, water, electricity and sanitation

• Safe and reliable public transport

• Quality education and skills development

• Safety and security

• Quality health care

• Social protection

• Employment

• Recreation and leisure

• Clean environment

• Adequate nutrition.

It is encouraging to note that recreation and leisure is recognized as a core element.

The NDP has been approved and adopted by government and has received strong endorsement from the broader society. The focus now shifts to how the NDP will be implemented. This process of prioritisation and sequencing will take place in three broad phases:

Phase one: Critical steps to be taken in 2013 to unlock implementation

• Implement programmes that do not require additional resources and long lead times

• Identify critical first steps to unlock implementation

• Preparation of the 2014-19 Medium Term Strategic Framework (MTSF) as the first five-year building block of the NDP

• Focus on areas where implementation of existing policies needs to improve

• Focused dialogues to overcome obstacles to implementation.

In aligning to this phase of implementation SRSA has identified programmes that do not require additional funding and these have been integrated in the 2013/14 APP.

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Phase two: 2014-2019 planning cycle

The 2014-2019 planning cycle should be viewed as the first in a series of five-year planning cycles that will advance the goals of the NDP.

Phase three: 2019-2024 and 2024-2029 planning cycles

This phase of the NDP will be used to initiate the remaining activities. It will build on previous cycles and be informed by the review of performance.

When considering the integration of the NDP into government plans the planning processes carried out by departments and other government entities will have a vital role to play in bringing the vision and proposals contained in the NDP to life. Following a thorough scan of the NDP, proposals are being incorporated into the existing activities of SRSA. The NDP provides the golden thread that brings coherence and consistency to these different plans.

Key steps to facilitate this integration include:

• The Presidency is leading the formulation of the 2014-2019 MTSF in consultation with departments.

• The Presidency and National Treasury will work with departments to clarify roles and responsibilities, ensure that

plans and budgets are aligned, and develop clear performance indicators for each programme.

• Departmental strategic plans, annual performance plans and programme plans will need to be evaluated by the

Presidency to determine alignment with the NDP prior to submission to Parliament. The SRSA 2013/14 APP was

evaluated in 2013 by the Presidency prior to submission to Parliament.

• Monitoring and evaluation will be used to identify obstacles to implementation, to facilitate reflection on what

works, and to continuously improve implementation.

The first draft of the 2014-2019 MTSF will be submitted to the July 2013 Cabinet Lekgotla, to enable national and provincial departments to align their 2014-2019 departmental strategic plans with the MTSF. To align with the MTSF SRSA will revise its 2012-2016 strategic plan during the last two quarters of the 2013/14 financial year.

There is a high level of correlation between the NDP priorities and the current 12 priority outcomes, and this correlation will assist to maintain continuity in the planning and monitoring and evaluation processes of government. Government will continue with the focus on outcomes in the 2014-2019 period, with minor adjustments. Impacting on SRSA as a signatory to Outcome 12, government is considering adding an additional outcome on social protection and to split outcome 12 into two outcomes on increasing the efficiency and effectiveness of government and nation building, given the importance attached to these issues in the NDP. Coordination of implementation will continue as before, with implementation forums (clusters and MINMECs or their equivalents) coordinating and driving implementation of each outcome. SRSA will continue playing an active role here.

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.

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 sports teams represent all sectors of society. It will also ensure that South Africa produces results that match its passion for sport. The NDP recognizes 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.

The NDP is aligned with the DBE Action Plan and Vision for Schooling in 2025, however 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

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(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: (1) physical education should be compulsory in all schools; (2) every school in South Africa should employ a qualified physical education teacher; (3) schools should have access to adequate facilities to practice school sport and physical education; (4) all schools should be supported to participate in organized sport at local, district, provincial and national levels (5) school health promoting teams should be established in each district and should visit schools regularly; (6) a culture of wellness must be established in communities and at work (7) every ward should have adequate facilities for basic exercise and sporting activities; (8) there should be incentives for employers to provide opportunities for employees to exercise and have access to information about healthy eating.

The NDP recognizes 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 priorities 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 organizations, unions, non-governmental organizations (NGOs), cooperatives, student organizations, governing bodies, traditional leaders and traditional healers should discuss the agreement and address obstacles to implementation.

South Africans need to incorporate being more physically active, into 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 publicized 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 sport 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 recognizes 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.

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. For this vision to be realized, 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 buildings, but recreational environments with basic facilities that can function as community hubs. Communities should organize 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

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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 above excerpts 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 year ahead will see SRSA setting the agenda for sport in South Africa. The aim of the Department is to “maximize access, development and excellence at all levels of participation in sport and recreation to improve social cohesion, nation building and the quality of life of all South Africans”. The vision is confirmed but it is acknowledged that there are gaps when translating the vision into practice and 2013 will see these being addressed. This process was initiated by the drafting of the first ever National Sport and Recreation Plan (NSRP) which received Cabinet approval in May 2012. The NSRP is 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 nucleus of the NSRP provides details of the three core pillars of implementation, namely an active nation; a winning nation and the enabling environment required. These pillars are underpinned by transversal issues such as transformation and utilising sport as a tool to achieve national and global priorities.

The National Sport and Recreation Indaba adopted the NSRP in November 2011. This was a first for our country and a basis for SRSA and the country to move the process of sports transformation and development forward.

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. This is exacerbated internally by largely ill-prepared staff working in silos with a general mindset of continuing old practices and expecting different results. This fragility is being addressed by the radical introduction of task teams constituted of staff from different fields and at different levels. As opposed to the general functioning of the Department, the task teams focus on 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. A non-financial staff incentive scheme, the Green Stars has been introduced to recognise and reward staff delivering work of an exceptional standard. It should be noted that all the work of the Department is aligned to the successful implementation of the NSRP. Together with the White Paper as the broad policy document, the NSRP forms the basis for all strategic decisions. Although the implementation of the NSRP is a systematic approach phased in within three years it is pertinent that the building blocks are in place before the year of expected implementation. Succinct planning is therefore imperative to ensure that the NSRP is fully integrated by 2015. The NSRP priorities identified for 2012-2014

are as follows as also contained in the tabled 2012-2016 Strategic Plan.

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2012 2013 2014

School sportRecreationTalent identification and developmentClubs Sport councilsAcademy systemTransformationPriority codesFinancial resourcesParticipation promotion campaignsSport and National Government PrioritiesSport for peace and development Theme for 2012: School Sport

Athlete and coach support programme FacilitiesAthletes’ CommissionCoaches’ CommissionAdministrators and Technical Officials’ CommissionSports houseEducation and trainingSports broadcasting and sponsorshipsGeo-political sport boundariesSport and the environmentInternational relationsTheme for 2013: Recreation

Domestic competitionsInternational competitionsRecognition systemSports information centreVolunteersAmateur vs professional sportEthical environmentSports tourism

In the 2012/13 financial year the Executive Authority condoned that the approval of departmental policies be delegated to the Accounting Officer whilst the Minister will still remain responsible for all external policies. The Department recognizes the need to distinguish between issues that require clear policy regulation and those that merely require procedures. Government policies will be adhered to and where necessary adapted to address sector specific issues. The Department will also ensure that a policy register is in place to reflect the status of policy development within the Department.

In evaluating the Human Resources required to implement the NSRP it was evident that the current structure of SRSA

was totally inadequate and inappropriate in some areas. The Executive Authority therefore directed the Department to

commence with the organizational review process to address short comings in the current organizational structure

and this exercise is envisaged to be finalized in the 2013/14 financial year in conjunction with the Department of Public

Service and Administration (DPSA) and National Treasury (NT).

This exercise of organizational review is however a rather intensive exercise which has to remain compliant to applicable

prescripts and inclusive of all relevant stakeholders including organized labour. It also has to be underpinned by all

mandatory preceding processes like a job evaluation; a skills audit; a matching and placing exercise; and further be

implemented in a pragmatic approach taking into account the available financial resources.

The urgency hence exists to take the process of organizational review forward to align the structure of our Department

with the new delivery imperatives set upon us by the NSRP. To achieve this mandate and deliver a well run Department

and improved sports sector, the Department requires a motivated team, supported with the appropriate structures,

processes and tools, and armed with the right expertise. The organisational review process will assist the Department

in addressing the following:

• Competencies required to deliver on the mandate of SRSA

• Elimination of duplication in our work

• Re-organisation to finalise the best structures for the Department of SRSA and its mandate

• Enhancement and alignment of our HR strategy and plan with the new requirements of our work.

The employee principles listed below framed the review and alignment project, and will continue to underpin all

activities and outcomes. The principles aim to ensure transparency and uniformity in the management of employee

uncertainties during the implementation phase of the project, across all sections of the Department.

The confirmed employee principles are as follows:

• The manner in which the project is executed must ensure uninterrupted and orderly service delivery during the

course of the project.

• There will be compliance in all aspects of the project with the provisions of all relevant legislation applicable to

the public sector.

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• The Department will act in accordance with the overriding principle to ensure improved service delivery and in so

doing, will promote the view that all employees to be placed into reviewed organisational structures must have

the requisite skills and/or competencies, or have the capacity to obtain the requisite skills and/or competencies

within a reasonable period of time, to properly perform the functions of the post.

• The project will give effect to the Department’s skills development and employment equity objectives and plans.

These plans may be amended where appropriate, based on the project outcomes.

• The Department will facilitate the optimal use of employees and maximise their developmental capacities.

• The Department will communicate regularly with employees and all other key stakeholders to mitigate fear and

uncertainty and to generally encourage constructive participation in the process.

• The Department will enforce the principles of re-training, knowledge sharing, multi-tasking and up skilling by,

amongst other things, being flexible when incorporating employees, or the possibility thereof, into other areas

of the new organisational structures in which they may hold skills or potential skills.

• The Department will enforce the principle that incumbents in acting positions have no superseding right to

permanent migration within those positions in the new structure.

• The Department will also enforce the principle that everyone’s job is secured but not necessarily their positions.

The Department had resolved that no vacant posts would be filled during the process of organisational review however, the process has taken much longer than anticipated and the vacancy levels increased due to a number of resignations and promotion of personnel to other departments that dictated that this position needed to be reviewed.

The Department has engaged the DPSA that has provided an analysis on the process thus far and advice on the process going forward. The structure was finalised in November 2012 and job evaluations of all 333 proposed posts were completed and quality assured by a Transversal Job Evaluation Panel. The final documentation is being prepared for submission to the DPSA. Top Management engaged with the DPSA to quality assure the documents. These include the proposed structure, the job evaluations that were conducted, the proposed costing of the structure and the envisaged phases of implementation over the next few years. Consultation with organised labour has been taking place on an ongoing basis and staff have been kept abreast of developments. New appointees are thoroughly inducted with the Green Genes induction programme.

In keeping up with SRSA’s commitment of ensuring that the organization does have an appropriate number of personnel with appropriate skills and attributes in appropriate positions to the appropriate levels, increased emphasis shall be placed on training and up-skilling of employees. To that extent, the next financial year shall see an increase in the number of staff receiving training and also accessing departmental bursaries.

The Accounting Officer shared his vision for SRSA at two performance planning sessions held on 6 August 2012 for all middle and senior managers and on 30 October 2012 for all senior managers. His vision centered on the following six areas:

• A review of the organisational structure to ensure that the Department is highly effective and efficient with

greater outputs

• A culture of service excellence among staff and of working in teams – “a well-oiled machine with a culture of

delivery”

• A responsive work environment that supports staff to be great achievers

• A continuous learning environment that seeks improved outcomes all the time

• A “best Department to work for” where management and staff co-operate and collaborate to achieve desired

outcomes

• Laying the building blocks for the successful implementation of the NSRP.

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Key projects for the 2013/2014 financial year

• South African Schools National Championships

• National Indigenous Games

• Sports Awards

• Soweto Tennis Open

• World Anti-Doping Agency (WADA) World Conference on Doping in Sport

• Netball Premier League

• National Basketball League.

2. Legislative and other mandatesInternational mandatesThe 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 report “Harnessing the Power of Sport for Development and Peace: Recommendations to Governments” published in 2008. At the second meeting of the SDP IWG that was held at the UN Office in Geneva on 11 May 2011, South Africa was elected as the Chair of the Thematic Working Group on Sport and Peace of the SDP IWG. Russia was appointed as the Vice-Chair of this Thematic Group. It was further agreed that in 2012 Russia will become the Chair with South Africa the Vice Chair. At the meeting at the UN Office in Geneva on 2 and 3 October 2012 South Africa was elected as Chair of the Executive Board of the SDP IWG. In the updated White Paper of the Department as well as in the NSRP the importance of sport as a tool for development and peace is emphasized. It is therefore important that SRSA build on the successes already achieved in this regard since our democracy in 1994. In the 2013/14 financial year SRSA needs to start implementing the Action Plan approved by the United Nations. South Africa will be represented at the 3rd International Forum on Sport for Peace and Development from 5-6 June 2013 in New York.

In its twenty years of existence the International Anti-Doping Agreement (IADA) has evolved into a unique and effective organization, committed to combating the practice of doping in sport. Initially conceived as an inter-governmental organization, the IADA has evolved into an effective partnership between governments and their respective national anti-doping organisations (NADOs).

South Africa is a member of the Institute of National Anti-Doping Organizations (iNADO), which is the international group for NADOs and for Regional Anti-Doping Organisations (RADOs).

The World Anti-Doping Agency (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.

The ever expanding complexity of doping in sport (e.g. combating organized 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 organized under the Law of Switzerland, with its headquarters in Montreal, Canada, 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

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

14


SRSA adheres to the WADA Code.

Building on the success of earlier editions, ministers and senior government officials from all UNESCO Member States, including South Africa, will gather in Berlin (Germany) from 28 to 30 May 2013 at the 5th International Conference of Ministers and Senior Officials Responsible for Physical Education and Sport (MINEPS V), together with key stakeholders of the sporting world, to tackle the most pressing challenges in international sport policies and to make action-oriented recommendations. The following key themes have been proposed by UNESCO’s Intergovernmental Committee for Physical Education and Sport (CIGEPS):

• Access to Sport as a Fundamental Right for All

• Access of women and girls

• Inclusion of persons with disabilities.

• Promoting Investment in Sport and Physical Education Programmes

• Promoting quality physical education

• Sport mega events and their sustainability.

• Preserving the Integrity of Sport

• Commitment to the values of sport and the fight against match fixing, illegal betting, doping and

corruption in sport.

Acts

South African Institute for Drug-free Sport Act, 1997 (Act No. 10 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 sportspersons; and to provide for matters connected therewith.

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 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.

Following the adoption of the NSRP, amendments to this Act need to be considered to tighten the powers of the Minister, particularly regarding the speedy resolution of disputes. A task team was appointed and after deliberations a draft bill was produced.

The draft bill encompasses amendments to the Act including amongst others:

• The recognition and incorporation of the Sports Councils as advisory bodies to the Minister in sport development

matters

• The recognition of the academy system to enhance development

• The establishment of the Arbitration Foundation to assist in the dispute resolution strategy

• Clarification of the roles of SRSA, SASCOC and NF’s.

It is estimated that the said Bill will be approved by Cabinet in 2013 and promulgated in 2014.

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 recognize amateur boxing; to create synergy between professional and amateur boxing; to establish a Boxing Commission known as Boxing SA; to promote interaction between associations of boxers, managers, promoters, trainers and officials and Boxing SA; and to provide for matters connected therewith.

This Act will be repealed following the promulgation of the SA Combat Sport Bill.

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, organizational or similar events held at stadiums, venues or along a route, to provide for the accountability of event

15


role-players, to provide for certain prohibitions, to provide for the risk categorization 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.

Bills

South African Combat Sport Bill, 2013: 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 2013 and promulgated early in 2014. Following the promulgation of the SA Combat Sport Bill the South African Boxing Act will be repealed.

Fitness Industry Bill, 2013: 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 2013 and that the said Bill will be approved by Cabinet in 2013 and promulgated in 2014.

RegulationsRecognition of Sport and Recreation Bodies Regulations, 2010: These regulations cover the criteria for recognition

of sport and recreation bodies; application for recognition; the appeals process, and the duties of recognized sport and

recreation bodies and other aspects related to the recognition of sports bodies.

It is estimated that the said regulations will be fully operational in 2013, subject to the establishment of a small

committee that will consider applications for recognition by sport and recreation bodies.

Bidding and Hosting of International Sport and Recreational Events Regulations, 2010: These regulations provide for the submission of applications by event organizers subject to complying with certain procedures in order to obtain authorization for the bidding and hosting of their events from the Minister.

Funding of Sport or Recreational Bodies Regulations: Regulations have been drafted and it is envisaged that they will be promulgated in 2013.

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 2013.

16


3. Overview of the 2013/14 budget and MTEF estimatesSp

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18


3.1 Expenditure trends related to strategic goalsThe above Medium Term Expenditure Framework (MTEF) allocation reflects the budgetary requirements that SRSA will need in the medium term and beyond for the realization of its five year strategic goals. It must be noted that the current allocation does not include all the funding requirements as per the 2012 NSRP. SRSA spending is biased towards athlete development and school sport. This is evident by the allocation of approximately R58 million for scientific support in the 2013/14 financial year and approximately R186 million in the MTEF period. Similarly school sport receives R42 million in the 2013/14 budget and R132 million in the three year period ending in 2015/16. This amount for school sport excludes the R223 million transferred to provinces for school sport. The Department is also supporting athletes via the sport federations in compliance with the Recognized Sport Bodies Grant Framework. In 2013/14 R97 million will be transferred to federations, translating to R307 million by the end of 2015/16.

Expenditure decreased significantly in 2010/11 and 2011/12 after the completion of the 2010 FIFA World Cup stadiums in 2010/11 and the successful hosting of the tournament in June 2010. The 31% increase in spending in 2012/13 was due to the once-off additional allocation for the 2013 Africa Cup of Nations.

As at 30 September 2012, the Department had a funded establishment of 208 posts and 34 posts additional to the establishment, most of which are to assist with the establishment and maintenance of school sport leagues. The Department had 42 vacancies, which it has delayed filling until the redeployment and re-skilling of support staff within the Department to improve the current ratio of support to line function staff of 3:1 has been finalised . The vacant posts will be filled in 2013/14.

The Department receives additional allocations over the MTEF period of R160.9 million in 2013/14, R3 million in 2014/15, and R4.7 million in 2015/16:

• R2.5 million in 2013/14 to host the African Nations Championship

• R120 million in 2013/14 for the conditional grant to host cities for the African Nations Championship

• R36 million in 2013/14 for the African Nations Championship local organising committee

• R9.2 million over the medium term for improved conditions of service in the Department

• R566 000 over the medium term for improved conditions of service for Boxing South Africa

• R319 000 over the medium term for improved conditions of service for South African Institute for Drug-Free

Sport.

The Department has reprioritized R11.4 million over the medium term in efficiency savings in the Administration programme. A portion of this has been shifted internally within the programme to the internal audit function and the balance transferred to the Sport Support Services programme to increase support to sport federations and public entities. Cabinet approved baseline reductions of R8 million over the medium term are also made, the details of which are discussed in the relevant programmes.

19


4. STRATEGIC OUTCOME ORIENTED GOALS OF THE INSTITUTIONThe strategic outcome orientated goals of the institution have remained unchanged since tabling the 2012-2016 Strategic Plan.

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 by 2016.

Indicators for strategic goal 11:

Percentage of the population actively participating in sport and recreation.

Strategic goal 2 Sport and recreation sector adequately transformed.

Goal statement 80% of recognised national federations meeting transformation targets by 2016.


Percentage of recognised national federations meeting transformation targets.

Strategic goal 3 Athletes achieve international success.

Goal statement Athletes supported to develop thereby improving their performances by 10% at international

events by 2016.


Percentage improvement in the number of athletes achieving national performance standards.Percentage improvement in the aggregated international sports rankings.

Strategic goal 4 Enabling mechanisms to support sport and recreation.

Goal statement An integrated system of enablers to support the delivery of sport and recreation established

and sustainable by 2016.


Percentage improvement in the Client Satisfaction Survey results assessing the enablers supporting the delivery of sport and recreation.Number of enablers that are sustainable for a minimum of 5 years.

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

Goal statement Sport and recreation used as a strategic tool to contribute directly to all five government

priorities and two United Nations priorities by 2016.


Impact of using sport as a tool to support relevant government and global priorities. Number of government priorities directly supported by using sport and recreation as a strategic tool.Number of United Nations priorities directly supported by using sport and recreation as a strategic tool.

Strategic goal 6 An efficient and effective organisation.

Goal statement Implement internal processes and procedures to ensure that SRSA annually receives an

unqualified audit report.


Percentage improvement in Management Performance Assessment Tool (MPAT) rating.Audited Annual Report.Employee satisfaction index (individual).Percentage improvement in stakeholder perception survey index (inter-unit).Percentage improvement in the Client Satisfaction Survey results assessing the efficiency and effectiveness of SRSA (external).

1 Technical Indicator Descriptions for all indicators can be found at www.srsa.gov.za.

20


PART B: PROGRAMME AND SUB-PROGRAMME PLANSVision for programme 1: AdministrationPurpose: Management, strategic and administrative support services.

Among the priority focus areas of this programme is to simplify administration and improve support service value-add to the organisation in order to promote an easy comprehension of business process and optimize compliance. The recommendations contained in the A-G management letter need to be meticulously implemented and each sub-programme must work towards a clean audit. Focus will be placed on improving turn-around times; enhancing the electronic systems and promoting strict compliance to regulations.

The Department of Performance Monitoring and Evaluation (DPME) provided a Management Performance Assessment Tool (MPAT) to assist national departments to assess the quality of management practices. SRSA conducted a self-assessment and received a composite score of 2.9 out of a possible 4. Areas for improvement were identified and these will continue to be pursued in 2013/14 in an effort to improve the score.

The activities in supply chain management need to be streamlined and the suppliers’ database needs to be completely re-vamped as it currently hinders delivery.

Internal audit requires a paradigm shift to be viewed as an internal partner to management, and comprehensive support needs to be provided to all programmes to ensure full compliance. Risk mitigation needs to be systematically applied to dramatically improve the risk profile of the Department. This should be coupled with the application of effective early warning systems. The functions of internal audit need to extend to supporting the public entities.

The strategic and executive support sub-programme will drive the strategy of the Department in line with the approved NSRP. With the years 2012 – 2015 as critical for laying the foundation and establishing systems to implement the NSRP it will be important for the Department to put a tool in place that will enable the Minister to monitor and evaluate progress and to identify problem areas. New monitoring and evaluation instruments are required and the focus needs to move from “bean counting” to evaluating the impact of our programmes. The performance indicators need to be refined in this regard to ensure that they are quantified in terms of the SMART criteria.

According to Census 2011 mid-year estimates, South Africa has a generally youthful population with about 30% of the entire population being below the age of 15 years. The estimates go on to depict the following:

“Nearly one-third (31, 3%) of the population is aged younger than 15 years and approximately 7, 7% (3, 9 million) is 60 years or older. Of those younger than 15 years, approximately 23% (3, 66 million) live in KwaZulu-Natal and 19, 4% (3, 07 million) live in Gauteng.”

In our fundamental quest to promote life-long participation in sport and recreation and healthy living, special attention therefore has to go towards packaging our messages and programmes to make them exuberant, attractive and relevant to our target audience, which is mostly youthful. For that purpose, the new financial year, will see innovative and vibrant programmes being brought on board like the sport & recreation mascot and the sport bus, as well as a renewed energy brought to existing programmes like the sports awards and Magnificent Friday.

Innovative methods to revive the Your Sport publication have begun. A dedicated task team has been set up and the Your Sport magazine is scheduled to be re-launched in September 2013. The popular magazine informs the public about the work of SRSA and creates an awareness of the role of government in sport. It is also an educational tool as it provides practical information that contributes to the improvement of South African sport. In terms of promotional mascots, the Takuma mascot will be deployed to promote the 2014 African Nations Championships while the 2013 World Conference on Doping in Sport will be profiled with the use of the Hagozonke mascot. The Shingo mascot and related branded merchandise will be produced in 2013 and marketed to school children. A further novel idea to attract the youth to participate will be the introduction of the “sports bus”. The “sports bus”, which will have a retro bus look, will work on a similar basis to the old fashioned ice-cream van that attracts people with an easily identifiable tune. SRSA will take delivery of 12 sports busses in 2013 that will transport sports stars who conduct training and encourage the youth to come out and see what is happening in the community. Exceptional athletes, coaches, administrators and technical officials have the opportunity to be profiled in the little green book, the second edition of which will

21


be produced in July 2013. A selected few will also have the opportunity to be publically acknowledged at the very prestigious South African Sports Awards in November 2013 at the Sun City Superbowl. An events management company will be appointed in May and the 2013 event will be launched on 8 July 2013. The awards will celebrate and reward achievement in sport and provide a platform for luminaries in sport, on and off the field, to be acknowledged.

In an effort to further recognize our sporting greats, preliminary engagements will commence to 2013 to investigate the feasibility of establishing a National Sport Hall of Fame. It is envisaged that this could be managed as a public entity by the Department of Arts and Culture. The sub-programme has also been tasked to initiate a project to research and document the history of sport in the country. This will include an exhibition entitled “Meet the Heroes of the Sport Struggle – remembering sport in the struggle: a human rights perspective exhibition”. The 2013 exhibition will be held from 20 March to 30 April 2013.

One of the programmes benefitting from the Andrew Mlangeni golf development day is the green jacket programme, which was established in 2011 to recognize men and women who have excelled in sport either as players or officials. They are rewarded with a sort-after green jacket in recognition of their sporting prowess and achievements in their playing days.

An inaugural ministerial golf day will be hosted in October 2013 to provide a platform to interact with stakeholders, donors and potential corporate sponsors for the sector.

A client satisfaction survey assessing the efficiency and effectiveness of SRSA will be conducted in 2013.

SRSA has been occupying Regent Place since November 2006; however the current lease expired in October 2011. A renewed lease for 36 months, with a 6 month notice period, was negotiated with the landlord but was not finalized by the Department of Public Works (DPW) as of February 2013. With the refinement of the current human resource structure together with the need to house partner organizations as well as the Sports House it is clear that the current building does not suffice. This is coupled with the following issues that have made the current building unsuitable (1) the original lease provided for 120 parking bays whereas only 85 are available; (2) there is a security risk for staff having to park at Sammy Marks; (3) the physical location of the building is problematic due to traffic congestion; crime; no cooperation from the Tshwane Municipality in terms of access control and it is generally very inaccessible. Apart from these logistical challenges it is now also impacting on service delivery as specific DPSA initiatives cannot be addressed in the building due to space challenges. The issues identified by the Portfolio Committee and by the Select Committee cannot be tackled as a result of staff shortages brought about by the lack of additional office space.

The process to address the existing space challenges imposed by the current building which SRSA is occupying will be addressed through a detailed needs analysis and scoping exercise where staff will be asked to provide inputs. Growth projections along a 20 year timeline and migration plans will be drafted. It is imperative that the new location include space for a Sports House to ease the current administrative burden experienced by the smaller national federations. New office accommodation is required for 420 staff with parking bays for 280 vehicles. These concerns were raised with National Treasury and additional funding was granted in the region of R17 000 000 for 2011/12, R18 000 000 for 2012/13 and R19 600 000 for 2013/14. This was allocated for renovations and moving to a new building. As yet this has not materialized, however the process of finalizing specifications for DPW to go to tender has commenced. Considering the anticipated time delays during the previous tender process, SRSA will not be moving to new accommodation during 2013/14. Nevertheless space planning, architectural design and some renovations will take place during 2013/14. Funding for the move is already in the SRSA baseline.

The current information technology systems are outdated and restrictive. The existing Novell application has limited functionality and with the delayed decision regarding open source software SRSA has decided to invest in the Microsoft Enterprise Client Access License Suite solution. The Information and Communication Technology (ICT) framework will be updated to ensure articulation and convergence of the new products being acquired. It is envisaged that this will elevate ICT to a management tool and enabler towards excellence. Implementation is envisaged in 2013/14 and funds (R1.7 million for year one, R4.8 over three years) are available for this from the information technology budget.

22


PROGRAMME PERFORMANCE INDICATORS AND ANNUAL TARGETS FOR 2013/14

ProgrammePerformance

Indicators

Audited/Actual performance Estimatedperformance

2012/13

Medium-term targets

2009/10 2010/11 2011/12 2013/14 2014/15 2015/16

Sub-programme: Ministry

Political and legislative mandate delivered.

Number of collaborative agreements signed with provinces.

New indicator

New indicator

New indicator

0 9 9 9

Number of community outreach and sport promotion activities attended.

New indicator

New indicator

10 11 8 8 8

Sub-programme: Management

Strategic guidance, administrative support and financial accountability imparted

Management Performance Assessment Tool (MPAT) rating.

New indicator

New indicator

2.9 4 4 4 4

Institutional performance managed

Number of institutional performance reports overseen.

New indicator

New indicator

16 16 34 34 34

Sub-programme: Strategic and Executive Support

Strategy managed

Number of strategic documents completed.

3 3 7 6 5 5 5

Electronic Monitoring and Evaluation systems developed and implemented

Number of electronic monitoring and evaluation systems implemented.

New indicator

New indicator

0 1 1 1 1

Number of institutional performance reports produced.

10 10 11 11 7 7 7

Number of annual NSRP implementation progress reports produced.

New indicator

New indicator

New indicator

1 1 1 1

23



Indicators


2012/13

Medium-term targets

2009/10 2010/11 2011/12 2013/14 2014/15 2015/16

Sub-programme: Corporate Services

SRSA promoted through marketing and communication

Number of sport and recreation promotion campaigns launched.

1 1 1 2 3 3 3

Number of client satisfaction surveys conducted (external).

New indicator

New indicator

1 1 1 1 1

Number of Sports Awards hosted.

New indicator

New indicator

1 1 1 1 1

Number of Little Green Books published.

New indicator

New indicator

New indicator

1 1 1 1

Legal advice services provided

Number of legal services status reports signed off.

New indicator

New indicator

New indicator

New indicator 4 4 4

Human Resources effectively utilized

Turnaround time on posts filled.

New indicator

New indicator

6 months 6 months 6 months 6 months 6 months

Number of employees trained.

83 44 47 150 100 120 140

Number of Health & Wellness programmes conducted with SRSA staff.

New indicator

83 4 12 12 12 12

Number of staff satisfaction surveys conducted (internal).

New indicator

New indicator

New indicator

1 1 1 1

Reliable and efficient ICT and Knowledge Management Systems provided

Number of Master System Plans developed, approved and maintained.

New indicator

New indicator

New indicator

1 1 1 1

Number of status reports on the upgrading the ICT system signed off.

New indicator

New indicator

New indicator

New indicator 4 4 4

Number of Information Management Systems developed, approved and maintained.

New indicator

New indicator

New indicator

0 1 1 1

24



Indicators


2012/13

Medium-term targets

2009/10 2010/11 2011/12 2013/14 2014/15 2015/16

Sound labour relations created and promoted

Turnaround time to resolve grievances.

30 days 30 days 30 days 30 days 30 days 30 days 30 days

Infrastructure, logistical, security and office support services rendered

Number of reports on active Service Level Agreements overseen and signed off.

New indicator

New indicator

12 12 12 12 12

Sub-programme: Chief Financial Officer

Sound financial and management accountability ensured

Number of financial reports submitted in line with prescripts.

29 29 30 31 31 31 31

Percentage of invoices paid within 30 days.

New indicator

New indicator

New indicator

New indicator 100% 100% 100%

A transparent procurement and asset management system compliant with regulations implemented

Number of service provider databases operational.

1 1 1 1 1 1 1

Number of asset reconciliation reports signed off.

New indicator

New indicator

New indicator

New indicator 12 12 12

Sub-programme: Internal Audit

Effective governance, risk management and control evaluated and improved

Number of Internal Audit, Audit Committee and Risk Management Committee Charters reviewed and approved.

3 3 3 3 3 3 3

Number of Internal Audit and Risk Management Plans approved and implemented.

1 1 2 2 2 2 2

Number of reports presented to the Audit Committee and Risk Management Committee.

4 8 8 8 8 8 8

25



Indicators


2012/13

Medium-term targets

2009/10 2010/11 2011/12 2013/14 2014/15 2015/16

Sub-programme: Office Accommodation

Office accommodation managed

Turnaround time for payments for rental and rates and taxes.

New indicator

New indicator

30 days 30 days 30 days 30 days 30 days

Number of office relocation progress reports signed off.

New indicator

New indicator

New indicator

New indicator 4 4 -

PROGRAMME PERFORMANCE INDICATORS & QUARTERLY TARGETS FOR 2013/14

Programme Performance Indicator

QuarterlyBiannualAnnual

Annual Target

2013/14

Cumulative/ Non-

cumulative

QuarterOne

QuarterTwo

Quarter Three

Quarter Four

Sub-programme: Ministry

Political and legislative mandate delivered

Number of collaborative agreements signed with provinces.

Annual 9 Cumulative - - - 9

Number of community outreach and sport promotion activities attended.

Quarterly 8 Cumulative 2 2 2 2

Sub-programme: Management

Strategic guidance, administrative support and financial accountability imparted

Management Performance Assessment Tool (MPAT) rating.

Annual 4 Non-cumulative

- - - 4

Institutional performance managed

Number of institutional performance reports overseen.


Sub-programme: Strategic and Executive Support

Strategy managed

Number of strategic documents completed.

Biannual 5 Cumulative 1 - - 4

26




Annual Target

2013/14

Cumulative/ Non-

cumulative

QuarterOne

QuarterTwo

Quarter Three

Quarter Four

Electronic Monitoring and Evaluation systems developed and implemented

Number of electronic monitoring and evaluation systems implemented.

Annual 1 Cumulative - - 1 -

Number of institutional performance reports produced.


Number of annual NSRP implementation progress report produced.


Sub-programme: Corporate Services

SRSA promoted through marketing and communication

Number of sport and recreation promotion campaigns launched.

Quarterly 3 Cumulative - 1 1 1

Number of client satisfaction

surveys conducted (external).

Annual 1 Cumulative - 1 - -

Number of Sports Awards

hosted.


Number of Little Green

Books published.


Legal advice services

provided

Number of legal services

status reports


Human Resources

effectively utilized

Turnaround time on posts

filled.

Quarterly 6 months Cumulative 6 months 6 months 6 months 6 months

Number of employees

trained.


Number of Health &

Wellness programmes

conducted with SRSA staff.


Number of staff satisfaction

surveys conducted (internal).


27




Annual Target

2013/14

Cumulative/ Non-

cumulative

QuarterOne

QuarterTwo

Quarter Three

Quarter Four

Reliable and efficient

ICT and Knowledge

Management Systems

provided

Number of Master System

Plans developed, approved

and maintained.


Number of status reports

on the upgrading the ICT

system.


Number of Information Management Systems developed, approved and maintained.


Sound labour relations created and promoted

Turnaround time to resolve grievances.

Quarterly 30 days Non-cumulative

30 days 30 days 30 days 30 days

Infrastructure, logistical, security and office support services rendered

Number of reports on active Service Level Agreements overseen and signed off.


Sub-programme: Chief Financial Officer

Sound financial and management accountability ensured

Number of financial reports submitted in line with prescripts.


A transparent procurement and asset management system compliant with regulations implemented

Number of updated service provider databases.

Quarterly 1 Non-cumulative

1 1 1 1

Number of asset reconciliation reports signed off.


28




Annual Target

2013/14

Cumulative/ Non-

cumulative

QuarterOne

QuarterTwo

Quarter Three

Quarter Four

Sub-programme: Internal Audit

Effective governance, risk management and control evaluated and improved

Number of Internal Audit, Audit Committee and Risk Management Committee Charters reviewed and approved.

Annual 3 Cumulative 3 - - -

Number of Internal Audit and Risk Management Plans approved and implemented.

Annual 2 Cumulative 2 - - -

Number of reports presented to the Audit Committee and Risk Management Committee.


Sub-programme: Office Accommodation

Office accommodation managed

Turnaround time for payments for rental and rates and taxes.

Quarterly 30 days Non-cumulative

30 days 30 days 30 days 30 days

Number of office relocation progress reports signed off.


29


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150

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and

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oza

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ique

.

31


Vision for programme 2: Sport Support ServicesPurpose: Support recognised sport and recreation bodies and public entities, and monitor and report on their performance.

Historically SRSA provided financial support to up to 70 national federations per annum as reflected in the MTEF. However, considering current financial constraints and return on investment, this cannot continue and more strategic investments will need to be made. National federations will be graded to ascertain an overall assessment of needs and SRSA will then work closely with those Federations requiring institutional support (including financial management; fund raising and project management) to enable them to be sustainable. This initiative will require an up-skilling of existing staff and it is ultimately envisaged that these services will be offered from a Sports House by 2014. SRSA will continue to assist federations to ensure that they are able to submit the required documents in the format required so that all targeted federations will receive financial support early in the financial year. SRSA will ensure that good governance prevails in all national federations and steps will be implemented to address any alleged misconduct. Workshops to capacitate national federations in this regard are planned for 2013.

In addition to providing institutional support, SRSA will also prioritize federations and ensure that prioritized federations are capacitated to optimally deliver their programmes to realize the SRSA vision of an active and winning nation. Factors influencing the prioritization of a federation will include amongst others: the promotion of mass participation; an existing strong presence with a national footprint; the ease of roll-out in terms of affordability and sustainability; and the promotion of equity principles, redress and transformation.

The following federations have been classified as priority federations for school sport following an initial assessment conducted in 2012: football, netball, rugby, cricket; athletics; hockey, swimming, tennis, table tennis, basketball, gymnastics, softball, volleyball, goalball, boxing; chess and indigenous games (morabaraba, ncuva, dibeke, kgati, jukskei, khokho, diketo and iintonga). A federation to receive intensive support will be selected each year. In 2012 additional assistance was rendered to netball, as the most popular women’s sport in the country. The assistance provided focused on establishing a netball premier league (NPL) which will be launched in 2013. Basketball was also a beneficiary in 2012, and this federation will be prioritized in 2014. The national basketball league (NBL), after being launched in March 2013 will commence in September 2013. In 2013 tennis is earmarked to benefit from additional support with the revival of the Soweto Tennis Open being a prioritized event for April 2013.

The inadequate transfer payments to national federations remain a major challenge for SRSA. This has a serious impact with only a few national federations that can appoint full time administrators. This trend poses serious challenges in terms of governance, accountability and ability to deliver effectively. In future funding to all national federations will be instituted according to the Recognized Sport Bodies Grant Framework. Funding will be provided across two tiers: guaranteed funding, fundamentally for administration, and conditional funding, which will constitute the bulk of the funding that will address issues of governance; transformation and performance.

The sub-programme is also responsible for providing financial and institutional support to Boxing South Africa (BSA), as a public entity, and efforts will be made in 2013 to assist the entity to obtain a clean audit. A Boxing Indaba will be hosted in June 2013.

SRSA will continue to support the Sports Trust whose primary focus is on assisting communities by providing them with equipment, facilities and other resources required for development of sport and recreation. The funds allocated to the Sports Trust are the in main used for priority projects identified by SRSA.

In 2013/2014 SRSA will explore the establishment of the Thabang Lebese Player Benefit Programme to assist indigent athletes with their identified social and insurance needs.

One of the key components of the NSRP is a Transformation Charter and Scorecard. The baseline of transformation in South African sport needs to be determined and the appointment of an Eminent Persons Group (EPG) in 2012 will fast-track this. Because of the importance of transformation for the future of South African sport it is imperative that SRSA delivers on this focus area. Internal capacity will be empowered to assist national federations to implement the Charter and to accurately complete the scorecard. The national federations will be subjected to a transformation review to monitor progress in this regard. The Directorate will provide secretariat support to the EPG and produce quarterly consolidated National Federation Transformation Progress Reports based on their interactions with SASCOC, the national federations and the sub-programmes’ coordinating role regarding transformation within other

32


SRSA programmes. It is envisaged that this key project will require a permanent secretariat and staff in 2013.

Even though an integrated and sustainable club structure is recognised as a prerequisite for the foundation of the South African sports system, currently there is no accurate picture of what clubs exist and their membership status, and many of the clubs developed have not been sustainable. It is acknowledged that the current approach to club development has not yielded the desired results. The approach has been largely reactive and the resultant club system is dysfunctional and in many areas non-existent. In line with the NSRP, national federations must take responsibility to ensure that the growth of their sport is supported by a well developed club system. To assist in this regard SRSA will conduct a comprehensive audit of clubs in 17 of the 60 national federations supported and determine what their primary needs are. A system to classify and grade clubs will also be developed. Club support and development will be offered on the basis of an amended franchise system with selected national federations being provided with expertise regarding club governance and the provision of standardised documents. The concept will be piloted initially in two sites in 2013. Key deliverables for 2013 will include the production of a club toolkit; a framework within which to establish and support clubs and the initiation of the amended club franchise system. These clubs will focus on supporting athletes to progress through the development pathway as opposed to social and recreation clubs which will be catered for within the mass participation component.

The education and training sub-programme needs to align with the focus of CATHSSETA to ensure the quality provision of skill development initiatives. In 2013 this component will lead in formulating and administering a sector skills framework for sport and recreation and assisting in the development of sports specific unit standards. To support the Department’s emphasis on school sport the focus will be on the prioritized school sport federations. SRSA will assist identified federations to develop sport specific training programmes that can be accredited by CATHSSETA and to support them to be accredited training service providers. This will be aligned with the provisions of the South African Coaching Framework and the Zone VI framework. The existence of accredited training programmes combined with the availability of accredited service providers are key elements to expanding education and training in South Africa.

The scientific support services sub-programme in its current format will be phased out. Of the 71 athletes and coaches currently on the scientific support residential programme 30 will be terminated in December 2013 while 41 will cease in December 2014. The new approach will be focused on setting the agenda for sport in South Africa. A talent identification and development strategy will be developed and implemented in conjunction with a holistic academy system. Assistance will be provided to support the Doctor Khumalo Football Academy where talented young stars can be groomed for excellence. A service provider has already been appointed to draft a viable business plan for this exciting venture. The South African National Defence Force (SANDF), the South African Police Service (SAPS) and the Department of Correctional Services (DSC) will be approached to investigate the possibility of talented athletes being supported by their respective infrastructure. Historically these initiatives produced exceptional athletes. Operation Victory Lap will be initiated in partnership with the SANDF. Programmes catering for the specific needs of the sport and recreation sector will be supported by a comprehensive research and development programme. Strong emphasis will also be placed on establishing and maintaining a formidable knowledge management system. Students benefitting from the Post Graduate Development Programme (PDP) in sport science will be supported with access to SRSA administrative resources to assist them with their studies. The sub-programme also has to ensure that there is an interface and knowledge sharing between coaches and the scientific professionals. This is to ensure that coaches continuously improve their skills and use scientific coaching methods. The sub-programme will support SASCOC in ensuring that the athletes that succeed at a national competition level are supported to develop into elite athletes. As SASCOC is the implementation agency in this area, the role of the sub-programme is to ensure that systems are in place from a district to a provincial level to ensure a flow of talent to the national level.

The sub-programme will focus on talent scouting; talent identification using district mobile units for field testing in schools; sport focus schools and on talent tracking. The delivery of the South African Sport and Recreation Conference (SASReCON) needs to be improved and the conference will be marketed to a broader group of potential participants. SASReCon is South Africa’s primary sport and recreation conference, and is a valuable forum for South Africa’s sport and recreation community to exchange views and knowledge on topical issues in multiple disciplines within sport and recreation research. The Department of Health (DOH) has drafted a bill on alcohol advertising. The main objectives of the bill are to provide for the restriction of the promotion of alcoholic beverages and the prohibition of free alcohol distribution and reward. The sub-programme will be responsible for the commissioning and coordination of research

33


to measure what the impact of this act will be on sport and recreation. The Think Sport journal provides a platform for intellectual debate within the sector and needs to be established as a respected publication. The second edition coupled with a seminar will be produced in September 2013.

Governments’ commitment to anti-doping in sport requires continual support. SRSA together with the City of

Johannesburg will be hosting the World Anti-Doping Agency (WADA) conference, the World Conference on Doping

in Sport, from 12-15 November 2013 and the spin-offs from this need to be capitalized upon and integrated into

sustainable programmes. The conference will profile Hagozonke, a mascot introduced to promote fair play and to

support anti-doping initiatives. SRSA will continue to financially support the South African Institute for Drug Free

Sport (SAIDS) and the Bloemfontein laboratory to ensure that compliance to the WADA code is adhered to. Particular

attention is given to ensure that SAIDS delivers on its responsibility towards WADA and to coordinate the responsibility

of SAIDS towards the Central Drug Authority (CDA). The Minister has been appointed onto the WADA Executive

Board and the Deputy Minister serves on the UNESCO Fund for the Elimination of Doping in Sport. Technical support

is provided to both Ministers. South Africa resumed chairmanship of IADA in August 2012 and the sub-programme will

serve as the secretariat supporting the DG who will chair IADA for a two-year term. SRSA is also represented on the

CDA and on the inter-governmental committee on substance abuse.



Indicators


2012/13

Medium-term targets

2011/12 2013/14 2014/15 2015/16

Sub-programme: Programme Management: Sport Support Services

Number of programme performance reports signed-off.

16 16 16 16 16 16 16

Sub-programme: Sport and Recreation Service Providers

Governance and sports development monitored

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

62 61 54 70 60 60 60

Number of national federation grading frameworks developed and implemented.

New indicator

New indicator

New indicator

New indicator 1 1 1

Number of national federation support service needs analysis conducted.

New indicator

New indicator

New indicator

New indicator 1 1 1

Transformation programmes implemented and monitored

Number of consolidated National Federation Transformation Progress Reports produced.

New indicator

New indicator

New indicator

10 2 2 2

2009/10 2010/11

34



Indicators


2012/13

Medium-term targets

2011/12 2013/14 2014/15 2015/16

Sub-programme: Club Development and Support

Clubs developed

Number of club systems developed and implemented.

New indicator

New indicator

New indicator

New indicator 1 1 1

Mass Participation and Sport Development Grant outputs centralised at end of document from 2013 – sub-programme provides oversight and guidance for 5 indicators.

Sub-programme: Education and Training

Education and training of coaches, administrators and officials coordinated

Number of national federations supported to develop training programmes.

New indicator

New indicator

New indicator

New indicator 8 9 12

Number of Sector Skills Plans and Strategies developed in conjunction with CATHSSETA.

New indicator

New indicator

New indicator

New indicator 1 1 1

Sub-programme: Scientific Support

Scientific support services coordinated for development athletes and their coaches

Number of talent identification and development strategy’s developed and implemented.

New indicator

New indicator

New indicator

New indicator 1 1 1

Number of athletes & coaches assisted by means of scientific support programmes.

1041 1853 1692 87 71 41 0

2009/10 2010/11

35



Indicators


2012/13

Medium-term targets

2009/10 2010/11 2011/12 2013/14 2014/15 2015/16

Number of knowledge management systems implemented and maintained.

New indicator

New indicator

New indicator

New indicator 1 1 1

Number of scientific conferences organised and publications produced.

- 1 2 2 4 4 4


Government responsibility towards anti-doping supported

Percentage compliance to the World Anti-Doping Agency (WADA) Code.

100% 100% 100% 100% 100% 100% 100%

Team South Africa preparation and delivery supported

Number of reports on the services delivered by SASCOC.

New indicator

New indicator

2 2 2 2 2




Annual Target

2013/14

Cumulative/ Non-

cumulative

QuarterOne

QuarterTwo

Quarter Three

Quarter Four

Sub-programme: Programme Management: Sport Support Services

Number of programme performance reports signed off.


Sub-programme: Sport and Recreation Service Providers

Governance and sports development monitored

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

Quarterly 60 Cumulative 2 18 40 -

36




Annual Target

2013/14

Cumulative/ Non-

cumulative

QuarterOne

QuarterTwo

Quarter Three

Quarter Four

Number of national federation grading frameworks developed and implemented.


- - 1 -

Number of national federation support service needs analysis conducted.


- - 1 -

Transformation programmes implemented and monitored

Number of consolidated National Federation Transformation Progress Reports produced.

Biannual 2 Cumulative - 1 - 1

Sub-programme: Club Development and Support

Clubs developed

Number of club systems developed and implemented.


- - - 1


Sub-programme: Education and Training

Education and training of coaches, administrators and officials coordinated

Number of national federations supported to develop training programmes.


Number of Sector Skills Plans and Strategies developed in conjunction with CATHSSETA.


Sub-programme: Scientific Support

Scientific support services coordinated for development athletes and their coaches

Number of talent identification and development strategies developed and implemented.


1 1 1 1

37




Annual Target

2013/14

Cumulative/ Non-

cumulative

QuarterOne

QuarterTwo

Quarter Three

Quarter Four

Number of athletes & coaches assisted by means of scientific support programmes.


71 71 71 41

Number of knowledge management systems implemented and maintained.


1 1 1 1

Number of scientific conferences organised and publications produced.



Government responsibility towards anti-doping supported

Percentage compliance to the World Anti-Doping Agency (WADA) Code.

Quarterly 100% Non-cumulative

100% 100% 100% 100%

Team South Africa preparation and delivery supported

Number of reports on the services delivered by SASCOC.


38


RECONCILING PERFORMANCE TARGETS WITH THE BUDGET AND MTEF Sp

ort

Sup

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rt S

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te (%)

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ge

(%)

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te (%)

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ge

(%)

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hous

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20

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2

01

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01

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3

20

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3

2013/1

4

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5

2015/1

6

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3-2

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6

Pro

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1 37

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02

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20.8

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545

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n Se

rvic

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s64

313

68 6

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8 73

412

1 91

123

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%14

1 79

515

1 07

315

9 40

29.

3%65

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7 48

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2 88

52

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4 40

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4.7%

4 70

54

880

4 05

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26 0

2833

954

40 0

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28.8

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58 4

5662

356

65 2

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Tota

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68

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61

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51

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79

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5.7

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2 5

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of w

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Ass

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589

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314

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: Bus

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1 56

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1 88

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Ent

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–

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–

Inve

nto

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–

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6 –

–

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–

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–

2835

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44

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39.5

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Inve

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ting

353

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203

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13.6

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01

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7 89

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651

1 95

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3 57

14

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5 34

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36

73

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39


No

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Det

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Cur

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Em

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Dep

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Cur

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9 8

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3 08

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6 71

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40


Vision for programme 3: Mass Participation Purpose: Create an enabling environment and provide support to increase the number of participants in sport and recreation in South Africa.

The Ministerial Advisory Committee on Recreation (MACR) will assist SRSA to actualise the essence of recreation, and it is in this regard that the draft terms of reference for this Ministerial Advisory Committee on Recreation are, amongst others; (1) To provide technical and professional advice to the Ministry; (2) To retrace the road traversed since South Africa resolved to designate recreation as one of the government programmes (3) To advise on the successes, strengths, weaknesses and failures on the current recreation landscape; and (4) To identify the key stakeholders and partners to drive the promotion and delivery of a national sport and recreation strategy. The sub-programme will provide secretariat support to the Ministerial Advisory Committee on Recreation and produce quarterly consolidated progress reports on the work of the committee. Over the medium term, the Department will develop a single governance framework for recreation to strengthen the delivery of recreation programmes. It is envisaged that these programmes will not be institutionalized but will be community initiatives driven by educational and public promotional campaigns. Innovative applications such as cycle for life and recreation clubs need to be considered to stimulate broad community participation in recreation programmes. The NDP proposes an initiative to encourage South Africans to walk, run, cycle or play team games on the second Saturday of every month. There is already an initiative aimed at promoting cycling as a healthy option of transportation and of sport and also to promote cycling as a mode of transport that will limit the carbon emissions in the environment. Cycling will also be used to promote non motorized transport. Initiatives in this regard will engage with the Barry Stander Foundation and SA Cycling and the cycle for life programme will be launched in November 2013. The main role-players, SRSA, the Department of Transport, the Department of Health and SAPS need to collaborate to ensure effective promotion of the programme. Collectively, these programmes will be branded broadly as “Siyadlala”.

A new initiative in 2013 will be support of the Move for Health Day which is an international event created in 2002 by the World Health Organization to promote physical activity. Every year, around 10 May, member states are encouraged to promote physical activity with national activities. Communities will be encouraged to make physical activity a priority by finding fun and interesting ways to move. The day provides a focal point to generate public awareness of the benefits of physical activity in the prevention of non-communicable diseases. It is up to each individual member state to plan and organize the activities. The four main objectives of national and global actions on Move for Health Day are to: (1) generate public awareness of the benefits of physical activity in the prevention of non-communicable diseases; (2) advocate the benefits of physical activity and give attention to good practice; (3) increase population-wide physical activity participation in all domains (leisure time, transport, work) and settings (school, community, home, workplace); and to promote healthy behaviours and lifestyles and address health-related issues through sport and physical activity, such as no tobacco use, healthy diet, reduction of violence, stress and social isolation.

The World Day for Physical Activity will be celebrated on 6 April 2013 with the theme “no barriers to physical activity”.

SRSA will continue to fund loveLife, but the funding will be aligned with the objectives of the NSRP and SRSA. The loveLife message which is focused on building young sport leaders for an HIV free future will be spread using sport and recreation as a medium and this will form the initial semblance of a genuine sport for change initiative. Specific youth leadership and healthy lifestyle programmes targeting young participants will be delivered in school sport events nationally, junior sport federation championships, community recreation activities and youth camps.

loveLife will continue its focus on developing the capacity of young out-of school and unemployed people in rural and marginalised communities with limited opportunities. As from 2013 a new crop of groundBREAKERS will be recruited, that are SRSA specific, from communities surrounding the 2010 FIFA legacy pitches, SRSA sport hubs, sport federation driven hubs and the current 21 loveLife Y-Centres. These young people will be recruited annually into the one-year internship programme and will be trained on loveLife programmes and approved SASCOC coaching framework programmes in order to increase the capacity of trained young coaches, referees and administrators at a community level.

Furthermore, loveLife will continue to work with the SASCOC coaching framework to finalise the design and implement new trend setting training programmes that are aimed at improving the capacity of Adult Allies (coaches, managers, volunteers’ corps and teachers). The programme will equip adults working with young athletes with greater insight and

41


understanding into the youth space beyond the sporting arena, equipping coaches, volunteer corps, teachers and sports people with skills to mentor and develop young people in sport on a personal level, increase their knowledge and connectedness and to decrease their risk behaviour and contribute towards grooming a new generation of responsible, conscious and dedicated sports people for South Africa.

SRSA will assist the provincial departments to ensure that the delivery of the National Youth Camp is a success. The 2013 National Youth Camp, held in all nine provinces, is scheduled for 23-27 September 2013. The purpose of the camp is to teach young people leadership and life skills, national pride and practical lessons on social cohesion in a rural, outdoor environment through adventure and other fun activities. Approximately 3 000 youth, representing diverse cultural groupings, will attend the National Youth Camp each year. The profile of the National Youth Camp will be elevated with targeted marketing campaigns.

The national sport volunteer corps programme was successfully launched in 2012. Registration started in 2012 and this needs to be sustained to enable deployment by 2014. At the end of the 2012/13 financial year 864 sports legends were registered on the national sport volunteer corps programme. The focus of the volunteers programme is to register and thereafter keep a record of sporting greats in the form of sports legends and former players/athletes/coaches and administrators in order to utilize their experience in developing sport in schools as most public and rural schools do not have specialist coaches to train their teams and to run their leagues. A second objective is to gather the data of unemployed graduates who have completed their degrees and national diplomas in human movement science; sports

science or biokinetics in order to provide further opportunities to study to those graduates through the awarding of

bursaries and job readiness training programmes.

Overall the mass participation programme requires a re-positioning of its existing products and a re-vamp with vibrant

new products being introduced to stimulate participation. The Indigenous Games will be re-positioned as a family

festival with a vibrant carnival atmosphere. It will take place from 20-24 September 2013. Indigenous Games federations

will be constituted and the intention is to establish a league system to encourage broad participation. The Golden

Games will continue to include competitive events for older persons with the conviction that people can significantly

improve the quality of their later years by staying active and fully engaged in life. The Big Walk will be staged again on

4 October 2013 encouraging participation in physical activity. Within the public sector an inter-departmental league

will be formally established in August 2013. The league will expand to include additional sporting codes as it develops

but it will initially focus on football and netball.

Modified sport is identified in the NSRP as an important tool to enlarge the basis of sports participation in the country.

The main aim of modified sport is to introduce new participants to sport in a simplified manner. To achieve this, the

dimensions of the playing field, equipment, rules and conditions of play are modified to expose especially young

people to a sport. The focus of modified sport is on fun and enjoyment rather than rules and competition. SRSA will

assist national federations to modify their codes to meet the development needs of young children.

Sport for Social Change and Development will be repackaged and expanded and sport will be used as a vehicle to

catalyze change in the following areas: the environment; HIV/AIDS, sport against crime, sport for peace and development,

and so forth. These programmes will be grouped under the banner of Sport for Social Change and Development.

In addressing the priority of rural development the sub-programme will support a rural sport improvement programme under the guidance of the National House of Traditional Leaders. The programme will involve a ministerial outreach to rural areas to distribute sports equipment.

The Andrew Mlangeni golf development day will be held again in September 2013 to expose amateur golfers to a professional tournament and to give them the opportunity to play alongside professional golfers. It is organized on an invitational basis only and a field of approximately 50 golfers will participate. The funds generated from this golf development day will be channeled into programmes to honour the life of Andrew Mlangeni as a national hero of our people and a true embodiment of the philosophy of life-long participation in sport and recreation. A portion of the funds raised from the South African Sports Awards will be channeled into the Andrew Mlangeni Chapter of the South African Golf Development Board. This Chapter will be based in Soweto and will provide approximately 50 young and

42


aspiring golfers the opportunity to receive professional coaching and assistance with the equipment and attire required.

A further initiative to honor an icon will be the inaugural Nelson Mandela Sports Day which will be launched in June 2013 in partnership with the South African Rugby Union (SARU) and the South African Football Association (SAFA).

The Minister of Sport & Recreation, in identifying school sport as a critical priority and bedrock for identification and development of talent, signed a Memorandum of Understanding with the Minister of Basic Education to guide the delivery of school sport in all schools. This is supported by the NSRP which speaks to maximizing access to sport, recreation and physical education in every school in South Africa. Whilst sport and physical activity can benefit education this has not been fully capitalized upon and concerted efforts in this regard are needed. The successful roll-out of school sport in South Africa relies among others, on the following: (1) school sport being treated as a priority and being offered at all schools (2) school sporting codes being launched and supported at all levels of the system (3) school sport leagues being implemented through school sport code committees and all schools participating (4) physical education being implemented in all schools (5) the Departments of Basic Education and Sport and Recreation both continuously creating best practices regarding the implementation of school sport, and (6) all stakeholders, including the business community effectively contributing to the success of the programme. School sport needs to remain the flagship programme of the Department if the NSRP is to be implemented successfully. Initiatives in this domain form the bedrock for all subsequent work of SRSA. To solidify this foundation SRSA will roll-out the school sport programme underpinned by the following critical pillars: physical education; top school leagues; SA Schools National Championships and national multi-coded age group tournaments.

While this was previously not the case, physical education is now included in the curriculum for South African schools. The ongoing challenge is to maximise impact in sport by improving the skill level of educators and to locate physical education as a stand-alone learning area (separate from Life Orientation).

The inter-schools league is a competitive programme where each school will register its school team to participate in the leagues’ five competition levels, leading to the SA Schools National Championships (i.e., (1) Intra-School, (2) Inter-school level, (3) District level, (4) Provincial level & (5) National level). The National School Sport League will be launched on 13 March 2013, after which the championship will be assertively marketed in 2013 to raise the profile of the event. It is scheduled to take place from 8-14 December 2013. The inter-schools league is based on the Premier Soccer League (PSL) model. As the school league unfolds, the role of the sport club at each level will be to avail talent scouts to identify talented athletes and officials, as well as to mentor and support coaches, umpires and technical officials. The league will differentiate between primary school and high school children. Initiatives are underway to establish a ministerial sports bursary to offer talented children identified at the national multi-coded age group tournaments an opportunity to study at sport focus schools. Those athletes who fail to progress to an elite level will have the opportunity to join the club and continue to participate at a social level. We need to make sport and participation attractive to our youth and novel ideas to do this include the adoption of the Shingo mascot. Shingo branded merchandise will be produced in 2013 and marketed to school children.

Another format of the SA Schools National Championships will focus on individual talented athletes who will compete with talented athletes from other areas. The talented athletes will be identified by professional talent scouts, sport clubs and federations during the roll-out of the Top School League and the SA Schools National Championships to form different squads representing the respective Area, District, Province or the National team. The SAFA National Squad is a comparative example of this.

The successful roll-out of school sport is currently hampered by the following challenges:

• Absence of facilities in most rural schools and communities

• Shortage of sporting equipment

• Inability to afford sport consumables eg: balls

• Absence of skilled personnel

• Lack of accredited capacity building programmes

• Uneven distribution of competition opportunities

• Inadequate parental support for school sport

• Weak community structures to support school

43


• Insufficient funding for the coordination, monitoring and reporting on intra- school and inter-school tournaments

• Absence of formal structures to support the delivery of school sport.

The inter-school league as well as the school sport code committees currently fall within the ambit of DBE in terms of responsibility, however as these two elements are crucial for the success of the rest of the school sport programme SRSA will work collaboratively with DBE to deliver on this mandate. Concerted efforts will be made to eradicate and/or reduce the challenges identified above to facilitate an accessible and implementable school sport system.

The management of the mass participation and sport development conditional grant requires particular attention. Compliance from the provinces has generally been poor and the funding categories applied were so broad that they were open to different interpretations. The monitoring of the grant needs to be strengthened and the general management of the grant tightened. An internal task team has been established to address these issues.



Indicators


2012/13

Medium-term targets

2009/10 2010/11 2011/12 2013/14 2014/15 2015/16

Sub-programme: Programme Management: Mass Participation

Number of Mass Participation and Sport Development Grant evaluation reports submitted.

1 1 1 1 1 1 1

Number of Mass Participation and Sport Development Grant performance reports submitted.

4 4 4 4 4 4 4

Mass Participation and Sport Development Grant outcomes centralised at end of document from 2013 – sub-programme provides oversight and guidance for 28 indicators.

Sub-programme: Community Mass Participation

Sport participation opportunities provided

Number of participants in sport promotion projects managed by Sport and Recreation South Africa per year.

12 165 31 143 28 008 42 000 25 000 27 000 29 000

Number of focus group status reports signed-off.

New indicator

New indicator

New indicator

New indicator 4 4 4

44



Indicators


2012/13

Medium-term targets

2009/10 2010/11 2011/12 2013/14 2014/15 2015/16

Community structures supported


-

Capacity building to deliver community sport

Number of volunteers registered in the National Sport Volunteer Corps Programme.

New indicator

New indicator

New indicator

150 200 250 300

Sub-programme: School Sport

Access to sport, recreation and physical education in every school in South Africa maximised

Number of South African School National Championships hosted.

1 1 1 1 1 1 1

Capacity building to deliver school sport

Number of schools supported to participate in school sport leagues.

New indicator

New indicator

3 000 4 000 4 000 4 000 4 000


45





Annual Target

2013/14

Cumulative/ Non-

cumulative

QuarterOne

QuarterTwo

Quarter Three

Quarter Four

Sub-programme: Programme Management: Mass Participation

Number of Mass Participation and Sport Development Grant evaluation reports submitted.


Number of Mass Participation and Sport Development Grant performance reports submitted.


Mass Participation and Sport Development Grant outcomes centralised at end of document from 2013 – sub-programme provides oversight and guidance for 28 indicators.

Sub-programme: Community Mass Participation

Sport participation opportunities provided

Number of participants in sport promotion projects managed by Sport and Recreation South Africa per year.

Quarterly 25 000 Cumulative 5 000 5 000 10 000 5 000

Number of focus group status reports signed-off.


Community structures supported


Capacity building to deliver community sport

Number of volunteers registered in the National Sport Volunteer Corps Programme.


46




Annual Target

2013/14

Cumulative/ Non-

cumulative

QuarterOne

QuarterTwo

Quarter Three

Quarter Four

Sub-programme: School Sport

Access to sport, recreation and physical education in every school in South Africa maximised

Number of South African School National Championships hosted.


Capacity building to deliver school sport

Number of schools supported to participate in school sport leagues.

Quarterly 4 000 Cumulative 500 2 000 1 000 500


47


RECONCILING PERFORMANCE TARGETS WITH THE BUDGET AND MTEFM

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13 –

25

4045

.4%

–

3545

5511

.2%

–

Op

erat

ing

pay

men

ts40

377

240

341

20.

7%0.

1%51

258

769

419

.0%

0.1%

Venu

es a

nd fa

cilit

ies

4 31

31

538

4 01

14

070

-1.9

%0.

7%2

684

2 63

62

870

-11.

0%0.

5%

48


Tran

sfer

s an

d s

ubsi

die

s4

02

25

04

41

38

54

54

85

94

69

64

05.3

%91.6

%497 5

91

525 6

32

549 8

11

5.4

%89.6

%

Pro

vinc

es a

nd m

unic

ipal

ities

402

250

426

385

451

969

469

640

5.3%

90.6

%49

7 59

152

5 63

254

9 81

15.

4%89

.6%

No

n-p

rofit

inst

itutio

ns –

15

000

2 87

3 –

–

0.

9% –

–

–

–

–

Ho

useh

old

s –

–

17

–

–

–

–

–

–

–

–

Pay

men

ts f

or

fina

ncia

l ass

ets

13

53

–

-10

0.0

% –

–

–

–

–

–

Tota

l 4

52

36

84

70

75

84

79

02

35

29

12

95.4

%100.0

%553 4

61

584 6

50

611 9

26

5.0

%100.0

%

Det

ails

of

tran

sfer

s an

d s

ubsi

die

s

No

n-p

rofit

inst

itutio

ns

Cur

rent

–

15 0

002

873

–

–

0.9%

–

–

–

–

–

Spo

rt F

eder

atio

ns –

15

000

2 87

3 –

–

0.

9% –

–

–

–

–

Pro

vinc

es a

nd m

unic

ipal

ities

Pro

vinc

es

Pro

vinc

ial R

even

ue F

und

s

Cur

rent

402

250

426

385

451

969

469

640

5.3%

90.6

%49

7 59

152

5 63

254

9 81

15.

4%89

.6%

Mas

s p

artic

ipat

ion

and

sp

ort

d

evel

op

men

t g

rant

402

250

426

385

451

969

469

640

5.3%

90.6

%49

7 59

152

5 63

254

9 81

15.

4%89

.6%

Per

form

ance

and

exp

end

itur

e tr

end

s

The

spen

din

g fo

cus

ove

r the

med

ium

term

will

be

on

pro

mo

ting

mas

s p

artic

ipat

ion

in s

po

rt a

nd re

crea

tion

thro

ugh

the

mas

s p

artic

ipat

ion

and

sp

ort

d

evel

op

men

t g

rant

, whi

ch p

rovi

des

sup

po

rt t

o s

cho

ol s

po

rt, c

lub

dev

elo

pm

ent

and

sp

ort

ing

hub

s. T

he g

rant

mak

es u

p 8

9.6%

of t

he p

rog

ram

me’

s to

tal e

xpen

ditu

re in

201

5/16

and

is th

e re

aso

n th

at th

e co

mm

unity

mas

s p

artic

ipat

ion

sub

-pro

gra

mm

e m

akes

up

94%

of t

ota

l pro

gra

mm

e ex

pen

ditu

re

in 2

012/

13. S

pen

din

g in

the

sch

oo

l sp

ort

sub

-pro

gra

mm

e in

crea

sed

sig

nific

antly

in 2

012/

13 a

nd t

his

tren

d is

set

to

co

ntin

ue o

ver

the

med

ium

ter

m.

The

focu

s w

ill b

e o

n th

e 16

sch

oo

l sp

ort

prio

rity

cod

es.

49


Vision for programme 4: International Liaison and EventsPurpose: Coordinate bilateral and multilateral sport and recreation relations with international partners, and support the hosting of identified major events and sports tourism.

The approach to international liaison thus far has been largely reactive with no clear strategy being followed to secure beneficial agreements and the subsequent implementation of sustainable programmes of action. Existing agreements have been allowed to lapse with no concise follow-ups in place. A more comprehensive, strategy driven tactic is required where the agreements pursued align to the objectives of the sector and more discretion is applied. An international relations strategy, with a roll-out plan, will be drafted during 2013 and this will include a “shopping list” of needs. The agreements and programmes of action will be informed by the strategy and selfishly address the needs on this list. The sub-programme will continue to build and strengthen international bilateral relationships to support sport and recreation development in South Africa by executing exchange programmes with international partners. The following bilateral exchanges are envisaged for 2013: France: South Africa-France Season 2013; United Kingdom: to assist with the delivery of school sport programmes in South Africa; Germany: sport for development programmes (KFW Facilities and Youth Development through Football/sport); Serbia: Focus on a tennis exchange (possibly with a visit by Novak Djokovic); basketball and football; Botswana: cooperation in high performance sport. The outstanding bilateral engagements with Jamaica; Panama; Uganda; Brazil; Cyprus and Spain will be reconsidered and revived when appropriate in line with the new approach of the sub-programme. SRSA will continue to render support to the South African students in Cuba that are still completing their physical education and sport degrees. South Africa will also continue to strengthen bilateral sport ties with countries on the African continent that are emerging from conflict to enable their sport sector to be self-sustainable. These countries include amongst others, Sudan; Burundi and the Congo.

South Africa is playing a leading role in projects of global importance as reflected in the international agreements with UNESCO, the UN Sport for Development and Peace International Working Group (SDP IWG); IADA and WADA amongst others. In 2012, South Africa was elected as the Chair of the Executive Board of the SDP IWG. The 37th Session of the UNESCO General Conference will take place in Paris, France from 4-19 November 2013. The sub-programme will continue to ensure that South Africa is well represented in identified multilateral engagements. The Minister of Sport and Recreation is serving on the Executive Board of WADA, while the Deputy Minister is serving as Vice-Chair on the UNESCO Fund for the Elimination of Doping in Sport.

South Africa will continue to support the full integration of the Supreme Council for Sport in Africa (SCSA) into the African Union (AU) structures both at regional and continental levels. The Minister and the Director-General will actively participate in the AU Conference of Ministers of Sports (CAMS). Technical support will be provided at the AU CAMS 5 in Cote d’Ivoire in July 2013 as well as at the AU/SCSA Zone VI Technical and Executive Meetings scheduled for 2013. The next SCSA Zone VI Executive Committee Meeting will be held in May 2013. Mr Mvuso Mbebe is currently the secretary-general/treasurer of this body. Other AU/SCSA engagements in 2013 include: SCSA Zone VI Sport Review Forum - April 2013; SCSA Zone VI Women in Sport Conference - September 2013; SCSA Zone VI Sport for People with Disabilities Conference - September 2013; and the SCSA Zone VI Council of Ministers - December 2013.

South Africa is also represented on the Association of National Olympic Committees of Africa (ANOCA) and on the Confederation of Southern African National Olympic Committees (COSANOC). The Commonwealth Advisory Body on Sport (CABOS) and other Commonwealth initiatives will be supported as agreed during the 6th Commonwealth Sports Ministers Conference in London, UK. Mr Max Fuzani represents South Africa on CABOS. Web-based conferences are scheduled for March, August and November 2013 with a face-to-face meeting of CABOS scheduled for May 2013. The 4th Commonwealth Sport Development Conference will be held from 12-13 August 2013 in Glasgow, Scotland. Furthermore, strategic partnerships with IBSA (India Brazil and South Africa) and BRICS countries (Brazil Russia India China & South Africa) will be strengthened through participation in joint projects aimed at concluding preparations for the 2014 and 2018 FIFA World Cups in Brazil and Russia respectively.

The NDP acknowledges that “South Africa has been positioned as a conference and sports event destination”. In an effort to perpetuate this selected national & international sporting events, exhibitions or conferences will continue be used to showcase South Africa as a sports tourism destination. In 2013/14 the Department will commence with

50


the preliminary preparations for hosting Ekhaya at the 2014 Commonwealth Games. International obligations are increasing and 2013 will see amongst others, the following international events being hosted in South Africa: the Soweto Tennis Open in April; the World Transplant Games in July/August; and the WADA Congress in November. Institutional and intra-governmental support will be provided to these and other approved events to ensure that they are successfully hosted. The approach will be altered over 2013/14 with SRSA providing more comprehensive support to approximately 5 major events and mere approval/endorsement provided to other events approved in line with the Bidding and Hosting of International Sport and Recreational Events Regulations.

SRSA recently supported the hosting of the 2013 Africa Cup of Nations (AFCON). The AFCON 2013 Championship close out report will be presented to Cabinet on 26 June 2013 and distributed in August 2013. As the AFCON 2013 finishes off, the Confederation of African Football (CAF) African Nations Championship (CHAN) 2014 preparations will resume. The 2014 CHAN be the third CHAN in football and will take place in South Africa. SRSA will receive a once-off allocation of R158.5 million for the hosting of CHAN in 2013/14, of which R120 million will be to support the host cities and R36 million for the local organising committee. The Takuma mascot will be used to market the event.

International travel for sports people, including SRSA officials, will continue to be supported by facilitating requests for assistance in acquiring visas and passports.



Indicators


2012/13

Medium-term targets

2009/10 2010/11 2011/12 2013/14 2014/15 2015/16

Sub-programme: International Liaison

Strategic bilateral relations initiated and strengthened

Number of bilateral exchanges implemented.

3 9 5 3 5 5 5

Number of multilateral engagements supported.

3 3 3

Sub-programme: Major Events

Major event bidding and hosting support services provided

Number of major international events receiving intra-governmental support per year.

9 9 9 10 5 5 5

Sports tourism promoted

Number of national & international sporting events, exhibitions or conferences used to showcase SA as a sports tourist destination.

1 0 2 3 1 1 2

International travel documentation service provided.

Percentage of requests met for facilitating the provision of visas.

New indicator

New indicator

New indicator

100% 100% 100% 100%

51





Annual Target

2013/14

Cumulative/ Non-

cumulative

QuarterOne

QuarterTwo

Quarter Three

Quarter Four

Sub-programme: International Liaison

Strategic bilateral relations initiated and strengthened

Number of bilateral exchanges implemented.


Number of multilateral engagements supported.


Sub-programme: Major Events

Major event bidding and hosting support services provided

Number of major international events receiving intra-governmental support per year.


Sports tourism promoted

Number of national & international sporting events, exhibitions or conferences used to showcase SA as a sports tourist destination.

Annually 1 Cumulative - - - 1

International travel documentation service provided

Percentage of requests met for facilitating the provision of visas.

Quarterly 100% Non-cumulative

100% 100% 100% 100%

52


RECONCILING PERFORMANCE TARGETS WITH THE BUDGET AND MTEFIn

tern

atio

nal L

iais

on

and

Eve

nts

Sub

pro

gra

mm

e A

udit

ed o

utco

me

Ad

just

ed

app

rop

riat

ion

Ave

rag

eg

row

thra

te (%)

Exp

en-

dit

ure/

tota

l:A

vera

ge

(%)

Med

ium

-ter

m e

xpen

dit

ure

esti

mat

e

Ave

rag

eg

row

thra

te (%)

Exp

en-

dit

ure/

tota

l:A

vera

ge

(%)

R t

hous

and

20

09

/10

2

01

0/1

1

20

11

/12

2

01

2/1

3

20

09

/10

-2012/1

3

2013/1

4

2014/1

5

2015/1

6

2012/1

3-2

015/1

6

Inte

rnat

iona

l Lia

iso

n3

150

2 96

34

591

4 27

910

.8%

5.0%

3 43

33

391

3 52

0-6

.3%

3.4%

Maj

or

Eve

nts

4 40

711

541

43 0

7122

6 57

527

1.8%

95.0

%16

8 32

710

340

10 8

51-6

3.7%

96.6

%

Tota

l 7

55

71

4 5

04

47

66

22

30

85

42

12

.6%

100.0

%171 7

60

13 7

31

14 3

71

-60.4

%100.0

%

Cha

nge

to 2

012 B

udg

et e

stim

ate

21

6 9

73

158 8

78

138

152

Eco

nom

ic c

lass

ifica

tio

n

Cur

rent

pay

men

ts7

55

61

4 5

04

23

92

62

3 2

69

45

.5%

23.0

%15 7

60

13 7

31

14 3

71

-14.8

%15.6

%

Co

mp

ensa

tion

of e

mp

loye

es2

528

2 69

72

817

3 12

17.

3%3.

7%3

375

3 69

23

916

7.9%

3.3%

Go

od

s an

d s

ervi

ces

5 02

811

807

21 1

0920

148

58.8

%19

.3%

12 3

8510

039

10 4

55-1

9.6%

12.3

%

of w

hich

: –

–

–

–

Ad

min

istr

atio

n fe

es7

1 24

21

403

650

352.

8%1.

1%67

371

785

69.

6%0.

7%

Ad

vert

isin

g96

1 91

03

268

2 55

019

8.4%

2.6%

1 67

31

517

1 79

8-1

1.0%

1.8%

Ass

ets

less

tha

n th

e ca

pita

lisat

ion

thre

sho

ld7

224

015

017

7.8%

0.1%

173

217

263

20.6

%0.

2%

Aud

it co

st: E

xter

nal

–

–

–

88 –

–

–

–

–

-1

00.0

% –

Cat

erin

g: D

epar

tmen

tal a

ctiv

ities

39

473

256

340.

3%0.

2%28

132

739

115

.2%

0.3%

Co

mm

unic

atio

n (G

&S)

146

102

362

161

3.3%

0.3%

558

233

259

17.2

%0.

3%

Co

nsul

tant

s an

d p

rofe

ssio

nal s

ervi

ces:

B

usin

ess

and

ad

viso

ry s

ervi

ces

–

2011

156

–

0.1%

7912

314

637

.6%

0.1%

Co

ntra

cto

rs1

875

788

480

645

-29.

9%1.

3%1

068

1 11

287

510

.7%

0.9%

Inve

nto

ry: M

edic

ine

2011

–

–

-100

.0%

–

–

–

–

–

–

Inve

nto

ry: M

ilita

ry s

tore

s –

–

55

25 –

–

48

9210

762

.4%

0.1%

Inve

nto

ry: O

ther

co

nsum

able

s –

–

14

875

–

0.1%

9814

216

530

.1%

0.1%

Inve

nto

ry: S

tatio

nery

and

prin

ting

93(9

)11

650

-18.

7%0.

1%52

54 –

-1

00.0

% –

Op

erat

ing

leas

es3

–

–

–

-100

.0%

–

–

–

–

–

–

Trav

el a

nd s

ubsi

sten

ce90

93

115

5 66

67

850

105.

2%5.

8%3

907

2 34

62

296

-33.

6%3.

8%

Trai

ning

and

dev

elo

pm

ent

3 –

–

2

300

815.

2%0.

8%50

0 –

–

-1

00.0

%0.

7%

Op

erat

ing

pay

men

ts49

619

42

640

1 27

537

.0%

1.5%

1 09

51

135

225

-43.

9%0.

9%

Venu

es a

nd fa

cilit

ies

1 37

04

423

6 14

74

017

43.1

%5.

3%2

180

2 02

43

074

-8.5

%2.

6%

Tran

sfer

s an

d s

ubsi

die

s –

–

2

3 7

36

20

7 0

85

–

76.8

%156 0

00

–

–

-100.0

%84.3

%

Pro

vinc

es a

nd m

unic

ipal

ities

–

–

–

123

111

–

41.0

%12

0 00

0 –

–

-1

00.0

%56

.4%

Fore

ign

go

vern

men

ts a

nd in

tern

atio

nal

org

anis

atio

ns –

–

16

661

–

–

5.5%

–

–

–

–

–

No

n-p

rofit

inst

itutio

ns –

–

7

075

83 9

74 –

30

.3%

36 0

00 –

–

-1

00.0

%27

.9%

Pay

men

ts f

or

cap

ital

ass

ets

–

–

–

50

0 –

0.2

% –

–

–

-1

00.0

%0.1

%

Her

itag

e as

sets

–

–

–

500

–

0.2%

–

–

–

-100

.0%

0.1%

Pay

men

ts f

or

fina

ncia

l ass

ets

1 –

–

–

-1

00

.0%

–

–

–

–

–

–

Tota

l 7

55

71

4 5

04

47

66

22

30

85

42

12

.6%

100.0

%171 7

60

13 7

31

14 3

71

-60.4

%100.0

%

53


Det

ails

of

tran

sfer

s an

d s

ubsi

die

s

No

n-p

rofi

t in

stit

utio

ns

Cur

rent

–

–

7 0

75

83

97

4 –

30.3

%36 0

00

–

–

-100.0

%27.9

%

Spo

rt F

eder

atio

ns –

–

7

075

–

–

2.4%

–

–

–

–

–

2013

Afr

ican

Cup

of N

atio

ns: L

oca

l O

rgan

isin

g C

om

mitt

ee –

–

–

83

974

–

27.9

% –

–

–

-1

00.0

%19

.5%

Afr

ican

Nat

ions

Cha

mp

ions

hip

Lo

cal

Org

anis

ing

Co

mm

ittee

–

–

–

–

–

–

36 0

00 –

–

–

8.

4%

Pro

vinc

es a

nd m

unic

ipal

itie

s

Pro

vinc

es

Pro

vinc

ial R

even

ue F

und

s

Cur

rent

–

–

–

12

3 1

11

–

41.0

%120 0

00

–

–

-100.0

%56.4

%

2013

Afr

ican

Cup

of N

atio

ns H

ost

City

O

per

atin

g G

rant

–

–

–

123

111

–

41.0

% –

–

–

-1

00.0

%28

.6%

2014

Afr

ican

Nat

ions

Cha

mp

ions

hip

G

rant

–

–

–

–

–

–

120

000

–

–

–

27.9

%

Fore

ign

go

vern

men

ts a

nd in

tern

atio

nal o

rgan

isat

ions

Cur

rent

–

–

16

66

1 –

–

5.5

% –

–

–

–

–

Fed

erat

ion

Inte

rnat

iona

le d

e Fo

otb

all

Ass

oci

atio

n –

–

16

661

–

–

5.5%

–

–

–

–

–

Per

form

ance

and

exp

end

itur

e tr

end

s

The

spen

din

g fo

cus

ove

r the

med

ium

term

will

be

on

bui

ldin

g a

nd s

tren

gth

enin

g in

tern

atio

nal b

ilate

ral a

nd m

ultil

ater

al re

latio

nshi

ps

to s

upp

ort

sp

ort

an

d re

crea

tion

dev

elo

pm

ent i

n So

uth

Afr

ica.

Fiv

e b

ilate

ral e

xcha

nge

pro

gra

mm

es in

clud

ing

sup

po

rt to

So

uth

Afr

ican

sp

ort

s st

uden

ts b

ased

in C

uba

are

pla

nned

fo

r 20

13/1

4. T

he a

lloca

tion

will

als

o b

e us

ed f

or

par

ticip

atio

n in

iden

tified

mul

tilat

eral

pla

tfo

rms

and

fo

r th

e p

aym

ent

of

sub

scrip

tion

fees

to

inte

rnat

iona

l org

aniz

atio

ns s

uch

as S

CSA

Zo

ne V

I/A

fric

an U

nio

n; C

om

mo

nwea

lth a

nd t

he U

nite

d N

atio

ns. S

pen

din

g in

crea

sed

sig

nific

antly

b

etw

een

2009

/10

and

201

2/13

, mai

nly

due

to th

e o

nce-

off

allo

catio

ns fo

r the

ho

stin

g o

f the

201

3 A

fric

a C

up o

f Nat

ions

so

ccer

tour

nam

ent i

n 20

12/1

3 an

d th

e va

lue

add

ed ta

x re

fund

s o

n 20

10 F

IFA

Wo

rld C

up ti

cket

s in

201

1/12

. The

se a

lloca

tions

als

o a

cco

unt f

or t

he in

crea

sed

tran

sfer

s in

thes

e ye

ars.

Th

e D

epar

tmen

t re

ceiv

es a

onc

e-o

ff al

loca

tion

of

R15

8.5

mill

ion

for

the

host

ing

of

the

Afr

ican

Nat

ions

Cha

mp

ions

hip

s in

201

3/14

, of

whi

ch R

120

mill

ion

is t

o s

upp

ort

the

ho

st c

ities

and

R36

mill

ion

for

the

loca

l org

anis

ing

co

mm

ittee

.

54


Vision for programme 5: Facilities CoordinationPurpose: Facilitate the provision and management of sustainable sport and recreation facilities.

The NSRP provides for the Department to develop a national facilities plan (in 2013/14) and to establish a Geographical Information System (GIS) by September 2013 to assist with a database on facilities and the development of the plan. This will be preceded by a comprehensive audit of all existing facilities where facilities will be graded and classified. In order to effectively plan for and manage sport and recreation facilities a common, standardized classification and categorization system is necessary. This grading and classification framework will be used to inform the updating of the current facility norms and standards which will be gazetted to ensure compliance.

The Andrew Mlangeni community golf course development programme, as a beneficiary of the Andrew Mlangeni golf development programme, will be given attention in 2013. There is clearly a need to develop golf courses in communities, particularly previously disadvantaged communities, as part of the golf development programme. During 2013 the sub-programme will engage with the relevant municipalities with the view of rehabilitating and promoting access to the Soweto and the Knysna golf courses.

The sub-programme will initiate the development and/or refurbishment of children’s play parks by facilitating discussions between the relevant municipalities and organizations wishing to invest with corporate social investments. An announcement in this regard is expected in September 2013.

Considering the substantial financial investment made in building and refurbishing stadia for the 2010 FIFA World Cup, the facilities sub-programme will ascertain how these stadia are being maintained and used and will produce two status reports per year.

In 2013/14, lobbying municipalities and other key stakeholders (including the Departments of Human Settlements and Basic Education, as well as SASCOC) for the establishment of a sports precinct in each of the 52 districts defined by the Municipal Demarcation Board, will by concluded. If successful, municipalities will be allowed to pool resources and build facilities catering for outdoor sports, multidisciplinary sports codes, and education and training. The sub-programme will work closely with the Department of Cooperative Governance and Traditional Affairs, the South African Local Government Association and municipalities, to maximise the use of the portion of the Municipal Infrastructure Grant (MIG) earmarked for building sport facilities. The development area requires approximately 15 hectares of land, and the projected cost for an urban facility is R250 million and R180 million for a rural facility.

The ring-fencing of the 15% of the Public Municipal Services Infrastructure component of the MIG towards building sport facilities in rural areas, as gazetted in May 2011, was an important step to address the shortage of sport infrastructure in municipalities. At the National Sport Indaba on 21 and 22 November 2011 it was agreed that further debate with SALGA is required regarding the possibility of transferring the ring-fenced grant from MIG to the budget of SRSA. Consideration planning is required here to ensure that the conditional grant is correctly administered. SRSA is expected to assist municipalities with planning for sport and recreation facilities and to monitor implementation by the municipalities. Municipalities are required to send reports to COGTA, while COGTA sends a consolidated report to SRSA for monitoring and planning purposes.

In an effort to encourage participation this sub-programme will appeal for the delivery of community gyms,

by municipalities, that can be used in open spaces within communities. The provision of these community

gyms will link with the community sport project to devise innovative initiatives to deliver recreation to the

community. Boxers and other athletes in the Eastern Cape have been identified to be among those who

should benefit from the provision of a suitable facility. It is envisaged that a large and more accessible gym

that will cater for boxing and other sports as well as recreational activities, will be identified in Mdantsane

and be turned into a fully operational facility within 2013/14.

SRSA and the German Development Bank (KfW) will continue with the roll-out of the programme “Youth

Development against Violence through Sport” (YDVS) as part of the diverse Sport for Social Change and

Development programme. The overall objective of the YDVS programme is to use ball sport, specifically

55


football, as a catalyst for transmitting life skills to children and youth in order to reduce violence and other

social ills. The children get off the streets, learn about rules and fair-play and practice conflict resolution

without violence. Community level sport facilities will be constructed or upgraded and basic football

equipment will be provided to children and youth in the townships and rural areas. Based on the needs of

communities the kick-abouts and pitches may also be designed as multipurpose sites for various sports.



Indicators


2012/13

Medium-term targets

2009/10 2010/11 2011/12 2013/14 2014/15 2015/16

Sub-programme: Planning and Advocacy

Access to sport and recreation facilities optimized

Number of facility audit reports published.

New indicator

New indicator

New indicator

New indicator 1 - -

Number of facility plans published.

New indicator

New indicator

New indicator

New indicator 1 - -

Number of status reports regarding the maintenance and usage of the stadia built or refurbished for the 2010 FIFA World Cup.

New indicator

New indicator

3 2 2 2 2

Number of national facilities database reports generated.

New indicator

New indicator

New indicator

New indicator 4 4 4

Sub-programme: Technical Support

Technical support provided

Number of Norms and Standards for Sport and Recreation Infrastructure gazetted.

New indicator

New indicator

New indicator

New indicator 1 - -

Number of sport for social change projects assisted with facilities technical support.

New indicator

New indicator

New indicator

New indicator 16 - -

56





Annual Target

2013/14

Cumulative/ Non-

cumulative

QuarterOne

QuarterTwo

Quarter Three

Quarter Four

Sub-programme: Planning and Advocacy

Access to sport and recreation facilities optimized

Number of facility audit reports published.


Number of facility plans published.


Number of status reports regarding the maintenance and usage of the stadia built or refurbished for the 2010 FIFA World Cup.


Number of national facilities database reports generated.


Sub-programme: Technical Support

Technical support provided

Number of Norms and Standards for Sport and Recreation Infrastructure gazetted.


Number of sport for social change projects assisted with facilities technical support.


57


RECONCILING PERFORMANCE TARGETS WITH THE BUDGET AND MTEFFa

cilit

ies

Co

ord

inat

ion

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mm

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(%)

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(%)

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20

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info

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ort

infr

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his

will

be

pro

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a sp

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cilit

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in a

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will

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dat

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asis

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mo

re in

form

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it’s

com

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atab

ase

is b

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eted

for

und

er c

ont

ract

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, whi

ch a

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incr

ease

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ver

the

med

ium

ter

m.

58


PART C: LINKS TO OTHER PLANSLINKS TO THE LONG-TERM INFRASTRUCTURE AND OTHER CAPITAL PLANSNone

CONDITIONAL GRANTSName of grant Mass participation and sport development grant.

Purpose To facilitate sport and recreation participation and empowerment in partnership with relevant stakeholders.

Performance indicators Number of participants in the programme.

Number of schools, hubs and clubs provided with equipment and attire.

Number of people trained.

Number of jobs created.

Continuation Ongoing subject to review as agreed with National Treasury.

Motivation A conditional grant is necessary to ensure national coordination, monitoring and facilitation.

MASS PARTICIPATION AND SPORT DEVELOPMENT GRANT INDICATOR RESPONSIBLE PROGRAMME / SUB-PROGRAMME

Outcome

Number of participants in the programme. Programme 3: Mass Participation

Number of schools, hubs and clubs provided with equipment and attire. Programme 3: Mass Participation

Number of people trained. Programme 3: Mass Participation

Number of jobs created. Programme 3: Mass Participation

Outputs

Number of learners supported to participate in national school sport competitions. Sub-programme: School sport

Number of learners participating in school sport tournaments at a district level. Sub-programme: School sport

Number of educators trained to deliver school sport programmes. Sub-programme: School sport

Number of schools provided with equipment and attire. Sub-programme: School sport

Number of sport focus schools supported. Sub-programme: School sport

Number of school sport coordinators remunerated. Sub-programme: School sport

Number of school sport structures supported. Sub-programme: School sport

Number of school sport staff appointed on a long term or permanent basis within the 6% allocation.

Sub-programme: School sport

Number of youth attending the annual youth camp. Sub-programme: Community sport

Number of sustainable active recreation programmes organized and implemented.

Sub-programme: Community sport

Number of people actively participating in organized active recreation events. Sub-programme: Community sport

Number of tournaments and leagues staged to foster club development. Sub-programme: Club development and support

59


Number of affiliated functional clubs per sporting code supported. Sub-programme: Club development and support

Number of provincial programmes implemented. Sub-programme: Community sport

Number of athletes supported through an athlete support programme. Sub-programme: Scientific support

Number of formal talent identification programmes supported. Sub-programme: Scientific support

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

Sub-programme: Scientific support

Number of sport and recreation projects implemented by the Sports Council. Sub-programme: Community sport

Number of people trained as part of community sport. Sub-programme: Community sport

Number of people trained as part of the club development programme Sub-programme: Club development and support

Number of hubs provided with equipment and attire. Sub-programme: Community sport

Number of clubs provided with equipment and attire. Sub-programme: Club development and support

Number of staff appointed on a long term or permanent basis within the 6% allocation.

Sub-programme: Community sportSub-programme: Club development and supportSub-programme: Scientific support

Number of accredited sport academies supported. Sub-programme: Scientific support

PUBLIC ENTITIESThe public entities rely on funding from SRSA for their administration and programmes. In the case of Boxing South Africa (BSA), the funds transferred to them do not adequately provide for effective administration, as it does not even cover the salaries of the staff for a financial year. BSA has critical and this impacts on their administration. BSA continues to be plagued by governance and financial challenges. SRSA has intervened to assist by seconding staff and interns, by advertising the vacancy and assisting to appoint a CFO and providing audit guidance. New revenue streams, possibly from licensing and broadcasting, need to be secured to make the entity sustainable. The South African Boxing Act (2001) needs to be amended and effective systems, policies and procedures need to be institutionalized.

The good work done by SAIDS needs to be reinforced. A new SAIDS Board and an Appeals Board was appointed in November 2012. The South African Institute for Drug-Free Sport Act (1997) will be amended and the entity needs to expand its scope to cover anti-doping awareness and drug testing programmes for school sport. Efforts will be made to assist the entities to obtain clean audits.

60


Mandate Outputs Current annual budget(R thousand)

Date of nextevaluation

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 programmes to promote participation in sport, free from the use of prohibited substances or methods intended to artificially enhance performance.Doping in sport education programmes.Centralized doping control programme.Register of Notifiable Events.

15.7 After approval of the National Sport and Recreation Plan in 2012.

Boxing South Africa

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

Professional boxing administrated. Amateur boxing recognised.Synergy created between professional and amateur boxing.Interaction between associations of boxers, managers, promoters and trainers promoted.

9.2 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.

PUBLIC-PRIVATE PARTNERSHIPSNone

OTHER PARTNERSHIPSSRSA has a partnership with Germany regarding sport for development. The agreement is with the German Development Corporation Ministry on facilities and Youth Development through Football (YDF). The facilities engagement is called Sport for Social Change and it is supported by the YDF programme. NGO’s are appointed to assist with training on the pitches; to assist with the utilization of YDF sport for development resources; to ensure community participation and report to SRSA on progress.

The YDF programme supports and complements current mass participation programmes. In terms of school sport the YDF programme assists with the training of coaches on the YDF tool kits on sport for development. In terms of community mass participation the YDF programme assists with the monitoring and evaluation of projects in the hubs, youth camp technical support, exchange programmes and training on the YDF toolkit.

Sport & Recreation South Africa (SRSA)Tel: (012) 304-5000

Website: www.srsa.gov.za

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