annual performance plan - sport and recreation south africa · tions to unesco and the un sport for...

FO

R

TH

E 2 0 1 8 / 1 9 F I N A N C I AL

YE

AR

FOR THE ACTIVE YOU

ANNUAL PERFORMANCE

PLAN

2 Foreword by the Minister

FOREWORD BY THE MINISTER

It gives me great pleasure to present to you the 2018/2019 Annual Performance Plan (APP). It is quite fitting that during the year of one of our greatest leaders, utata’Madiba (Nelson Mandela), one of the architects of our democ-racy and a true liberation stalwart who espoused the values of freedom and the emancipation of the previously marginalized groupings, this South Africa once again looks towards Sport and Recreation, as one of the main ingre-dients for social cohesion, towards developing talented athletes to the next level.

This document is a culmination of an effort to ensure that sport and recreation is placed at the highest level of our Country’s developmental agenda. This APP espouses towards ensuring that the lives of all sporting South Africans and especially both our athletes, as well as aspirant talent are prioritized through focused programmes.

3Foreword by the Minister

The rise in the demand for sport and recreation to accede to the developmental agenda attests not only to the relevance of sport and recreation as a conduit to social cohesion, but also its centrality towards advancing human dignity.

It is indeed through sport and recreation that a child coming from a very poor background can rise to become a hero of our nation. Indeed, it is through sport and recreation that we can bring back the dignity of our communities, by ensuring access to sporting infrastructure, services, skills and access to recreational facilities.

Our focus remains the transformation of sport at all levels and we are committed to:

• Increase the access of South African citizens to sport and recreation facilities;

• Provide mass participation opportunities;

• Ensure transformation in sport and recreation;

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

• Support high performance athletes to achieve success in international sport; and

• Build a pipeline of athletes through grassroots development programmes, to ensure sustainable transformation in sport.

In pursuance of excellence in sport, as an enabler of sustainable development, we need to organize ourselves properly, institutionally and channel our intellectual resources in ways that enable us to deliver effective results. We need to reform sport and recreation to represent every South African, while remembering our regional commit-ments, as well as our broader commitments, including the 17 Sustainable Development Goals (SDGs) as global citizens.

This APP will assist us to better focus our efforts, in keeping with our vision, to contribute to the creation of an Ac-tive and Winning Nation. As a Department, we are at the epicentre of efforts towards ensuring an environment that will enable our nation to be active and winning - partnerships and collaborations are key to our success.

Industry challenges such as doping, have seen the participation of some countries and athletes, at international lev-el, being jeopardized. As a country, we cannot afford to be seen to be on the wrong side of the world’s anti-doping requirements. We therefore must do our best to maintain our global status as one of the countries that subscribe to high values and conduct our sport in an ethical manner.

The clean audit opinions that the Department has achieved over the years, give me confidence that as the new political leader of the Department, I am surrounded by an able and committed team of administrators, who respect the controls and work processes that have been established towards proper functioning of the Department and the sustainability of its support to the various sport delivery agents we work with.

As we implement the 2018/19 financial year plans as reflected in this APP, I would like to express my gratitude to my predecessor, Minister Thembelani Nxesi, Deputy Minister, Gert Oosthuizen, and the Director-General, Mr Alec Moemi and his team for playing their part in placing sport where it is today. From here, we can only move forward, guided by the National Sport and Recreation Plan.

Ms Tokozile Xasa, MP Minister of Sport and Recreation Republic of South Africa

4 Official Sign-off

It is hereby certified that this Annual Performance Plan:

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

• Was prepared in line with the National Development Plan, the National Sport and Recreation Plan, and the 2015-2020 Strategic Plan of the Department.

• Accurately reflects the performance targets that Sport and Recreation South Africa will endeavour to achieve given the resources made available in the budget for 2018/19.

OFFICIAL SIGN-OFF

Ms Tokozile Xasa, M.P. Executive Authority

Signature: ______________

Mr Lesedi MereChief Financial Officer

Signature: ______________

Ms Sumayya Khan Chief Operations Officer

Signature: ______________

Mr Alec Moemi Accounting Officer

Signature: ______________

Mr Gert Oosthuizen, M.P. Deputy Minister

Signature: ______________

Mr Manase Makwela Director: Strategic Support

Signature: ______________

5Acronyms and Abbreviations

AGSA AUDITOR-GENERAL SOUTH AFRICA

AU AFRICAN UNION

AUSC AFRICAN UNION SPORTS COUNCIL

BRICS BRAZIL, RUSSIA, INDIA, CHINA & SOUTH AFRICA

BSA BOXING SOUTH AFRICA

CATHSSETACULTURE, ARTS, TOURISM, HOSPITALITY & SPORTS SECTOR EDUCATION & TRAINING AUTHORITY

CDA CENTRAL DRUG AUTHORITY

CIGEPSINTERGOVERNMENTAL COMMITTEE FOR PHYSICAL EDUCATION AND SPORT

CIP COMPULSORY INDUCTION PROGRAMME

DPSA DEPARTMENT OF PUBLIC SERVICE AND ADMINISTRATION

EPG EMINENT PERSONS GROUP

HEADCOM HEADS OF DEPARTMENT COMMITTEE

HIV & AIDSHUMAN IMMUNODEFICIENCY VIRUS & ACQUIRED IMMUNE DEFICIENCY SYNDROME

HRD HUMAN RESOURCE DEVELOPMENT

IBSA INDIA, BRAZIL, SOUTH AFRICA

ICT INFORMATION AND COMMUNICATION TECHNOLOGY

IMC INTER-MINISTERIAL COMMITTEE

MACRe MINISTERIAL ADVISORY COMMITTEE ON RECREATION

MIG MUNICIPAL INFRASTRUCTURE GRANT

MINEPSMINISTERS AND SENIOR OFFICIALS RESPONSIBLE FOR PHYSICAL EDUCATION AND SPORT

MINMEC MINISTERS & MECS

MOU MEMORANDUM OF UNDERSTANDING

MPAT MANAGEMENT PERFORMANCE ASSESSMENT TOOL

MPP MASS PARTICIPATION PROGRAMME

MTEF MEDIUM TERM EXPENDITURE FRAMEWORK

MTSF MEDIUM TERM STRATEGIC FRAMEWORK

M&E MONITORING & EVALUATION

NCOP NATIONAL COUNCIL OF PROVINCES

NDP NATIONAL DEVELOPMENT PLAN

NDMP NATIONAL DRUG MASTER PLAN

NF NATIONAL FEDERATION

NSRA NATIONAL SPORT AND RECREATION ACT

NSRP NATIONAL SPORT AND RECREATION PLAN

NT NATIONAL TREASURY

NTC NATIONAL TRAINING CENTRE

QSRM QUARTERLY STATUS REVIEW MEETING

RADO REGIONAL ANTI-DOPING ORGANISATION

SAIDS SOUTH AFRICAN INSTITUTE FOR DRUG-FREE SPORT

SALGA SOUTH AFRICAN LOCAL GOVERNMENT ASSOCIATION

SAPS SOUTH AFRICAN POLICE SERVICES

SASCOCSOUTH AFRICAN SPORTS CONFEDERATION AND OLYMPIC COMMITTEE

SCM SUPPLY CHAIN MANAGEMENT

SDP IWGSPORT FOR DEVELOPMENT AND PEACE INTERNATIONAL WORKING GROUP

SGB SCHOOL GOVERNING BODY

SLA SERVICE LEVEL AGREEMENT

SWOT STRENGTHS, WEAKNESSES, OPPORTUNITIES AND THREATS

SRSA SPORT AND RECREATION SOUTH AFRICA

TAFISA THE ASSOCIATION FOR INTERNATIONAL SPORT FOR ALL

UN UNITED NATIONS

UNESCOUNITED NATIONS EDUCATIONAL, SCIENTIFIC AND CULTURAL ORGANISATION

WADA WORLD ANTI-DOPING AGENCY

WHO WORLD HEALTH ORGANISATION

ACRONYMS AND ABBREVIATIONS

ACRONYMS AND ABBREVIATIONS

Acknowledgements

*Image and quote of Nelson Mandela - Nelson Mandela Foundation/GCIS

*Softball images – Rein homespun Fotos

6 Table of contents

TABLE OF CONTENTS

PART A: STRATEGIC OVERVIEWUPDATED SITUATIONAL ANALYSIS 8

LEGISLATIVE AND OTHER MANDATES 15

OVERVIEW OF THE 2018/19 BUDGET AND MTEF ESTIMATES 16

STRATEGIC OUTCOME ORIENTED GOALS OF THE INSTITUTION 20

PART B: PROGRAMME AND SUB-PROGRAMME PLANSVision for programme 1: Administration 23STRATEGIC OBJECTIVE ANNUAL TARGETS FOR 2018/19 29

PROGRAMME PERFORMANCE INDICATORS AND ANNUAL TARGETS FOR 2018/19 29

PROGRAMME PERFORMANCE INDICATORS AND QUARTERLY TARGETS FOR 2018/19 30

RECONCILING PERFORMANCE TARGETS WITH THE BUDGET AND MTEF 31

Vision for programme 2: Active Nation 33STRATEGIC OBJECTIVE ANNUAL TARGETS FOR 2018/19 38




Vision for programme 3: Winning Nation 45STRATEGIC OBJECTIVE ANNUAL TARGETS FOR 2018/19 51




Vision for programme 4: Sport Support 57STRATEGIC OBJECTIVE ANNUAL TARGETS FOR 2018/19 61




Vision for programme 5: Sport Infrastructure Support 67STRATEGIC OBJECTIVE ANNUAL TARGETS FOR 2018/19 70




PART C: LINKS TO OTHER PLANSOUTCOME 14 – 2018/19 75

ESTIMATES OF NATIONAL EXPENDITURE - 2018/19 76

SECTOR INDICATORS 76

CONDITIONAL GRANT – 2018/19 77

NATIONAL SCHOOL SPORT CHAMPIONSHIP IMPROVEMENT PLAN 78

LONG-TERM INFRASTRUCTURE AND OTHER CAPITAL PLANS 82

PUBLIC ENTITIES 82

PUBLIC-PRIVATE PARTNERSHIPS 82

OTHER PARTNERSHIPS 82

REVISIONS TO 2015-2020 STRATEGIC PLAN 83

7

PART ASTRATEGIC OVERVIEW

8 Part A: Strategic Overview

International

Sport and Recreation South Africa (SRSA) will continue to transform the delivery of sport and recreation by ensur-ing equitable access, development and excellence at all levels of participation, thereby improving social cohesion, nation building and the quality of life of all South Africans.

Within the international framework, the 2018/19 Annual Performance Plan (APP) of SRSA is informed by policy documents from the United Nations (UN) relevant to the sport and recreation sector. Succeeding the Millennium Development Goals, the post-2015 Sustainable Development Goals were adopted by the UN General Assembly on 25 September 2015. Important for SRSA is to note the specific reference to the role of sport for social progress in the Declaration of the 2030 Agenda for Sustainable Development:

Sport is also an important enabler of sustainable development. We recognize the grow-ing contribution of sport to the realization of development and peace in its promotion of tolerance and respect and the contributions it makes to the empowerment of women and of young people, individuals and communities as well as to health, education and social inclusion objectives.

The UN foresees that sport will play an important role in pursuing each of the 17 Sustainable Development Goals and “encourages Member States to give sport due consideration in the context of the post-2015 development agenda”.The transition from the Millennium Development Goals to the Sustainable Development Goals involves a transition from 8 to 17 Goals; from 20 to 169 targets and from 60 to a minimum of 231 indicators. Governments from 32 Commonwealth countries have taken the historic step of committing to align their national sports policies to the 2030 Sustainable Development Goals, in order to gear investments in sport towards positive outcomes in health, education, gender equality and justice.

In considering the role of sport in social and economic development, SRSA acknowledges the revised International Charter on Physical Education and Sport of UNESCO and in future will report on progress in implementing the Charter.

Moving towards SDG

UPDATED SITUATIONAL ANALYSIS

9Part A: Strategic Overview

A prosperous Africa based in inclusive growth and sustainable development.

An integrated continent, politically united and based the ideals of Pan-Africanism and the vision of Africa's Renaissance.

An African of good governance, democracy, respect for human rights, justice and the rule of law.

A peaceful and secure Africa.

An Africa whose development is peo-ple-driven, relying on the potential of African people, especially its women and youth, and carrying for children.

Africa as a strong, united and influential global players and partner.

South Africa continues to play a leading role in proj-ects of global importance as reflected in its contribu-tions to UNESCO and the UN Sport for Development and Peace International Working Group (SDP IWG). As chairperson of the Intergovernmental Committee for Physical Education and Sport (CIGEPS),South Africa will continue to collaborate in the development, implementation and monitoring of policies contributing towards achieving the post-2015 Sustainable Devel-opment Goals of the UN.

Other projects of global importance to which SRSA is making important contributions include the UNESCO Conference of Parties to the International Convention against Doping in Sport;and the World Anti-Doping Agency (WADA) amongst others. The global recog-nition of the important role that SRSA is playing in the activities of UNESCO necessitates careful planning regarding the contributions from the Department – continuing in 2018 with South Africa as a pilot country for the implementation of UNESCO’s Quality Physical Education Programme. Close cooperation with the Department of Basic Education in this regard will be of the essence. At the 38th General Confer-ence of UNESCO in Paris a resolution was adopted declaring the 20thSeptember as International Day for University Sport.

At a continental level, SRSA will contribute to the Agenda 2063, a forward looking continental frame-work. Agenda 2063 is anchored on the AU vision of “a shared strategic framework for inclusive growth and sustainable development “and based on 7 aspirations derived from consultations. Of the 7 aspirations, 3 have particular relevance for SRSA: (1) An Africa with a strong cultural identity, common heritage, shared values and ethics; (2) An Africa whose development is people-driven, relying on the potential of African people, especially its women and youth, and caring for children and (3) An Africa of good governance, democracy, respect for human rights, justice and the rule of law. In addition, SRSA will continue to par-ticipate actively in the African Union Sports Council (AUSC) Sport Development Region Five as a conduit to contributing to the aspirations of Agenda 2063.

National

The enormous potential of sport, its global reach, its universal language, its contribution to ensuring health-ier lives, its impact on communities in general, and young people in particular, is a fact and is increasingly recognised around the world. In this regard SRSA

From a national perspective, the 2018/19 APP of SRSA is guided by the National Development Plan (NDP) that recognises that sport plays an important role in promoting wellness and social cohesion as well as the National Sport and Recreation Plan(NSRP) as approved by Cabinet on 3 May 2012. The NSRP details three core pillars of implementation, namely: an active nation; a winning nation; and an enabling environment.

made significant progress updating the document “A Case for Sport” and it is envisaged that it will be built on six pillars, namely Social Change; Social Cohesion; Education; Health; Economy; and Interna-tional Relations. This publication will underpin efforts to lobby for more support within the sport and recre-ation sector.

1 0 Part A: Strategic Overview

The 2015-2020 Strategic Plan of SRSA remains relevant to the environment in which SRSA delivers its mandate as there are no significant policy shifts envisaged during 2018/19 and there are no substantial changes in the service delivery environment that will impact on operations. In an analysis of the second draft of the 2018/19 SRSA Annual Performance Plan conducted by the Department of Planning, Monitoring and Evaluation, dated 15 December 2017, it was confirmed that “The Department’s APP in terms of strategic objectives, programme performance indicators and related targets is aligned with the 2014-2019 MTSF”.

Furthermore, management considered an analysis of the performance information as well as the strategic direction, as captured in the following documentation:

• 2017/18 Quarterly Performance Reports for Q1, Q2 and Q3

• 2016/17 Annual Report

• Portfolio Committee minutes

• Sport for Peace and Development and the 2030 agenda

• Policy framework for MINEPS VI

• Monitoring engagements conducted in 2017/18

• Transformation Reports

• MANCO minutes

• HEADCOM minutes

• SRSA Internal Satisfaction Survey

• National School Sport Championship Evaluation Report

• Final Management Audit Report (21 July 2017).

The foresaid review influenced the development of the 2018/19 APP.

1 1Part A: Strategic Overview

SWOT ANALYSIS

STRENGTHS WEAKNESSES

• Potential for institutional and individual growth (e.g. SA as major event hosts and full implementation of the NSRP)

• Balance of young and mature staff• Culture of vibrancy, exuberance and agility in staff• Competent staff with appropriate expertise• Strong decisive and visionary leadership• Institutional knowledge expanded through task team

involvement• Good corporate governance• Stable labour relations• Regulatory mechanisms in place to ensure that National

Federations abide and act in line with the NSRP• Presence in the media and significant following on social

platforms • Ring-fencing of MIG by National Government for redress of

sports facilities in South Africa• SRSA brand awareness established.

• Slow uptake to fill current vacancies• Inconsistent implementation of performance management

and development system (PMDS)• Poor adherence to Departmental deadlines to submit

documentation• Project planning not adequately informed by research• Support function: line function staff imbalance• Tools not adequate to enable optimal work• Inadequate resources to implement the NSRP• No Departmental intranet• Internet access too slow to be utilized adequately• No media monitoring devise or platform• Ineffective monitoring of SRSA events due to capacity

inadequacies• Inconsistency in skills training and development• Poor internal communication.

OPPORTUNITIES THREATS

• Good profile of SRSA • Capitalizing on sports’ potential to impact on social

cohesion• Inter and intra-Governmental cooperation• National and international stakeholders interested in

forming partnerships• Legislative mandate to address challenges • Young population• International exchange programmes a possibility• Social media platforms can be utilised to post

developmental updates• The availability of GCIS’ media platforms for sharing

information with other Government Departments• Elevating the Department through physical presence

at international sport events and marketing initiatives.

• Concurrent functions governing three spheres of Government

• Policy incongruence between NDP and MIG in terms of social cohesion

• Poor adherence to SRSA policy by stakeholders• Inadequate adherence to Bidding and Hosting Regulations• Global economic crisis having a knock-on effect on

our budget• Ban on alcohol advertising• Slow pace in achieving transformation targets especially

around the five major sporting codes• Poor adherence to SRSA deadlines by external

stakeholders, e.g. Provinces and National Federations.

Strategic Planning Sessions

In planning for 2018/19 the Department had an opportunity to work with two Ministers of Sport and Recreation. In November 2017 the then Minister Thembelani Nxesi hosted an Internal Strategic Retreat where focus was on whether the Department was doing the right things and whether our business was being conducted in the right way. In March 2018 the new Minister of Sport and Recreation Ms Tokozile Xasa hosted a senior management session at which clear strategic direction that the Department has to follow was articulated.

Points of focus included the need for the Department to not only embrace social cohesion and nation building but also to embrace sports’ potential economic spin-offs. Both sessions interrogated the projects of the Department as guided by the National Sport and Recreation Plan. This, as a way of building a better case for sport and improving the impact of the Departments’ programmes. To action this effectively the Department undertook an exercise of self-reflection, the outcomes of which are documented in the SWOT analysis below. The SWOT also includes the findings of the Internal Satisfaction Survey conducted in 2017/18.


Performance delivery environment

The Strategic Support Chief Directorate presented a review of past performance during the 2017 Strategic Retreat on 23 November 2017. Performance over the last three financial years was reviewed and linked to the human and financial resources allocated during the same period. In terms of achieving the indicators set, the record tends to fluctuate with the number of indicators committed to - with fewer indicators, achievements seem to be more attainable as illustrated in the table below.

Financial year

Number of indicators in APP

Percentage achieved %

Human Resources

Financial Resources(Million)

Underspending % Audit status

2014-15 23 91 163 R970 0,30 Clean

2015-16 34 79 183 R980 0.09 Clean

2016-17 28 Indicators 82 172 R1 026 0.03 Clean

2017-18 35 Indicators 79% (based on Q2 2017/18)

172 R1 066 Pending Pending

Financial year Indicator Reason for non-achievement

2018/19 intervention to mitigate non-achievement

2015-16Participants in the school sport programme

Reduced lottery funding Delivery model has been adjusted.

2016-17National school sport champion-ships supported per year

Financial constraints Delivery model has been adjusted

2015-16Schools, hubs and clubs provided with equipment and/or attire

Escalation of prices Procurement standards set.

2014/15 & 2017/18

Provinces with a completed facility audit

Financial constraintsActivity removed from APP as from 2018/19 due to high cost of deliver-ing this indicator.

2015/16 & 2017/18

People actively participating in or-ganised sport and active recreation events

Claimed performance not support-ed with evidence & conservative planning by provinces.

Comprehensive M&E support provided.National more influential in per-suading Provinces to set realistic targets before the conditional grant business plans are approved.

2015/16 & 2016/17

Creditor payment age (days)Invoice disputes and system (BAS) challenges

Concerted effort to timeously ad-dress challenges.

2016/17 & 2017/18

National & international sporting events, exhibitions or conferences used to showcase SA as a sports tourist destination

Moratorium on international travels as part of cost containment mea-sures

Target revised to a Status Report reporting on the position of events used to showcase SA.

2016/17 & 2017/18

Number of national federations entering into transformation barom-eter agreements with the Minister

Lengthy consultation of stakeholders.

Effort to fast-track consultation.

When delving into areas where the Department is failing to achieve APP level indicators, the following factors have been influential and as such need to be addressed in planning for 2018/19.


In addition, management was urged to stop the tendency to “chop and change” indicators in order to facilitate meaningful performance tracking. Instead of blaming failure to achieve targets on indicators, management was further urged to consider whether the clarity of technical indicator descriptions of targets themselves are not the cause of poor performance. While achievement of some targets could be mitigat-ed early in the financial year if realisation that such targets will not be achieved is only made too late in the financial year it makes it difficult to implement a corrective response. Operationally the mandate of the task team versus that of the budget owner continues to be blurred. The fact that the budget owner remains accountable and that the task team is merely an implementing mechanism needs to be reiterated to streamline delivery.

In executing all Departmental programmes during 2018/19 SRSA will endeavour to use sport and recreation as a tool to promote social cohesion across race and class.

Management agreed that the concurrent functions governing the three spheres of Government still prove to be challenging at times. To mitigate this threat in the Provincial sphere, the Minister of Sport and Recreation will continue to chair the sectoral MIN-MEC (Ministers and MECs), while the Director-Gen-eral will chair the Heads of Department Committee (HEADCOM) that plans the delivery of services in an integrated manner at Provincial level. Both of these interventions will be reinforced in 2018/19 in an effort to continually align all policy initiatives to the NSRP. At an implementation level, SRSA convenes sessions with the Chief Directors responsible for sport at a Pro-vincial level where the main order of business is the management and implementation of the Mass Par-ticipation and Sport Development Conditional Grant, which is implemented in all nine Provinces.

At a local level the Department will continue to work closely with the South African Local Government As-sociation (SALGA) and municipalities, to maximise the use of the portion of the Municipal Infrastructure Grant (MIG) earmarked for building sport facilities.

SRSA will remain steadfast in enforcing policy deci-sions. Stakeholders within the sector, not adhering to policy, will not be entertained. This has become an imperative if the objectives of the NSRP are to be achieved within a limited timeframe and with limited

resources. The implication of this is that the Depart-ment is compelled to implement the NSRP in stages and to reprioritise focus areas within the Department. Furthermore, the Department has been obliged to consider alternative revenue streams, such as the sports ticket levy; the allocation of ear-marked MIG funding to the Department, and a submission to the Davis Tax Committee.

In response to a Media Statement issued on 7 December 2016 SRSA drafted a submission to the Davis Tax Committee relating to Section 18A of the Income Tax Act, where in Part II of the Ninth Schedule, sport, arts and culture are excluded. An amendment to the Act would benefit both sectors immensely with a negligible impact on current tax revenues. The arts, culture, sport and recreation portfolios are acknowledged as underfunded and recipients of the smallest share of the annual division of revenue. This, despite the enormous redress and transformation needs of these two sectors which have been priorities for our democratic state. Whilst some projects are significantly more attractive than others for sponsors and marketing, it is often the somewhat “low profile” projects that have the greatest impact for Government priorities. Incentivising sponsorship for these projects would assist immensely in sport, arts and culture realising the nation building and social cohesion objectives assigned to them in the National Development Plan.

As an alternative revenue source, this would be significant. The outcome of the submission is still awaited from the Davis Tax Committee.

Solidarity and AfriForum will be taking the South African Rugby Union (SARU), Cricket South Africa (CSA), Athletics South Africa (ASA) and Netball South Africa (NSA) to the Labour Court over transforma-tion targets. The Department will uncompromisingly defend this challenge. Should it be unsuccessful, very costly legal fees will be payable and the Depart-ment will need to shift funds from goods and services. It is anticipated that this will have an impact on the delivery methodology implemented for SRSA projects already planned for 2018/19. In addition, SRSA will be billed for the substantial legal expenses relating to the two inquiries instituted in 2017.


FNB SOCCER STADIUM COMMITTEE OF INQUIRY: Before the kick-off of the Soweto derby between Orlando Pirates and Kaizer Chiefs on Saturday, 29 July 2017 at the FNB Stadium two soccer fans died, two soccer fans were critically injured and at least 19 other soccer fans, including a child, suffered minor injuries unnecessarily as a result of an unfortunate incident. An inquiry to investigate and report on the negligence or recklessness of any per-son or body to adhere and comply with any of the provisions of the Safety at Sports and Recreational Events Act, 2010 (Act No. 2 of 2010) has been established under the chairmanship of Justice Ronnie Pillay, from the Depart-ment of Justice. The FNB Stadium Committee of Inquiry received substantial written representations from affected role players and stakeholders in the above regard, however the public hearings have not commenced as yet.

SASCOC COMMITTEE OF INQUIRY: A Ministerial Committee of Inquiry was established to investigate the alleged board related governance issues and non-adherence to SASCOC’s constitution that impact negatively on SASCOC and on sport in general. Justice Ralph Zulman, from the Department of Justice is chairing the committee and public hearings commenced on 12 February 2018.

Further updates in the performance delivery environment are narrated in the proceeding sections of this APP, per budget programme to enhance project comprehensiveness.

Organisational environment

The work to strengthen the organisational environment of the Department and make it optimally responsive to the challenge played out by the NSRP is on-going and being intensified. Key amongst this is the work to review the organisational structure of the Department and to align it to the structural configuration of the NSRP implementation process. The new structure has been signed off by the Executive Authority and will be implemented in phases as informed by available resources. The process of a skills audit has also been concluded and the matching and placing criteria finalised, thereby paving the way for the placement of personnel in appropriate positions in the new structure and updating the payroll system in that regard.

Unfortunately, the Department continues to be plagued by a general lethargy when it comes to the timeous submission of documentation and reports. This places unnecessary added stress on the document compiler and potentially sacrifices the quality of the final submission. The implementation of strict management controls (that could result in disciplinary hearings) seems inevitable until a marked improvement in this sphere can be seen.

The MPAT results of the Department are, while improving, still not satisfactory. MPAT 1.4 saw SRSA receive a score of 2.6, this improved to 2.7 for MPAT 1.5 and for MPAT 1.6 a score of 3.1 was achieved. Theoretically it should not be difficult to obtain the set maximum score of 4 as the majority of the requirements are regulatory. Nevertheless, this score has eluded the Department thus far. The MPAT management team, constituted in 2016/17, will continue to work collaboratively to improve and maintain the score.

Year MPAT PhaseScore achieved by SRSA (out of a max of 4)

2014/15 MPAT 1.4 2.6

2015/16 MPAT 1.5 2.7

2016/17 MPAT 1.6 3.1

2016/17 MPAT 1.7 Result pending


There have been no substantive changes to the SRSA legislative and other mandates as reflected in the 2015-2020 Strategic Plan (pages 11-17). Progress on new Bills and planned amendments is reflected later within Programme 1.

LEGISLATIVE AND OTHER MANDATES


OVE

RVI

EW O

F TH

E 20

18/1

9 B

UD

GET

AN

D M

TEF

ESTI

MAT

ES


Expenditure trends related to strategic goals

Following baseline reductions in December 2017, the Department was compelled to review targets planned over the MTEF as well as to reconsider the project delivery modalities envisaged. As the largest base-line reduction was taken from the Mass Participation and Sport Development Grant (R31 Million), it would be expected that this is where the largest impact on the targets would also be experienced. The large target of 1 000 000 people actively participating in organised sport and active recreation events will be reduced to 600 000 people for 2018/19. SRSA is allocated R1,090 Billion (0.07%) of the R1, 483 066 Trillion available in the Consolidated Government Expenditure (by function). This for a population count of 56.5 million (estimated by StatsSA in 2017). Supporting 600 000 people to actively participate in organised sport and active recreation events during 2018/19 will amount to a reach of 1.06% of the population.

Over the medium term, the Department intends to focus on: promoting participation in sport and rec-reation; fostering transformation in sport and recre-ation; developing talented athletes by providing them with opportunities to excel; supporting high perform-ing athletes to achieve success in the international sporting arena and supporting the delivery of sport infrastructure.

Citizens access sport and recreation activities: Campaigns and events promoting mass participation in sport and recreation are funded by transfers to provinces through the mass participation and sport development grant, which is allocated R1.9 billion over the MTEF period, and allocations amounting to R100 million for goods and services in the Active Nation programme. The Department plans to spend R3 million in each year over the MTEF period on the youth camps in the Community Sport sub-programme in the Active Nation programme, while each province allocates an additional R3 million each year from the mass participation and sport development grant. A further R135.6 million over the MTEF period is allocated in the sub-programme for the Department’s partnership with loveLife to provide youth empower-ment programmes at sport and recreation events, in-cluding the National Youth Camp. The School Sport sub-programme is allocated R31.9 million in 2018/19, while R199.7 million is transferred to provinces

through the mass participation and sport development grant in the Provincial Sport Support and Coordination sub-programme in the Active Nation programme. The Department is responsible for host-ing the National Indigenous Games Festival and is expected to spend R74.3 million on the development and hosting of the Games over the MTEF period.

Sport and recreation sector adequately transformed: R327.1 million is allocated over the MTEF period for transfers to 60 National Federations. Selected sport federations are required to develop their own transformation targets against which they are audited. A transformation progress report is published annually to reflect strides being made towards leveling the playing fields in the sport and recreation sector.

Athletes achieve international success: The Department awards Ministerial Bursaries to learners in grades 8 to 12 who are identified as talented young athletes. R21.4 million over the MTEF period is allocated for this in the Scientific Support sub-programme in the Winning Nation programme. An additional 40 emerging athletes identified by National Federations as having the potential to compete at a high performance level are also supported by the Department each year through specialist training. Support for these athletes, which also takes into consideration their circumstances and performance potential, is provided from an allocation of R142 million over the MTEF period in the Scientific Support sub-programme. A further 40 elite athletes receive advanced coaching and financial support each year through the South African Sports Confederation and Olympic Committee’s (SASCOC) high performance programme to help them prepare and perform at major multi-code games. For this, the Department plans to transfer R32.9 million over the medium term to SASCOC through the Scientific Support sub-programme.

Enabling mechanisms to support sport and recreation: The Department anticipates spending R31.7 million over the MTEF period in the Sport Infrastructure Support programme to strengthen its oversight of and support to municipalities to improve the planning and delivery of infrastructure for sport and recreation.


To give local community members and athletes in disadvantaged areas access to opportunities to exercise and improve their health and fitness, 10 community gyms across South Africa are expected to be provided in each year over the MTEF period. R11 million is allocated over the medium term for the provision of these facilities. The De-partment facilitates the delivery of specialised multipurpose sport courts and other infrastructure projects to improve access to sport and recreation activities through a partnership with the Sports Trust. For this purpose, the Trust is expected to receive a transfer of R71.8 million over the MTEF period.

Sport used as a tool to support SA Government and global priorities: Due to the transversal nature of this goal, the expenditure related to it is absorbed across all line function programmes of the Department. The strategic objectives related hereto, include supporting government initiatives towards anti-doping.

An efficient and effective organisation: R142 million is allocated to provide strategic leadership, management and support services to the Department. These support services extend to providing strategic analysis on Public Entities’ strategic and annual performance plans as well as business plans of Provinces.


Strategic goal 3 Athletes achieve international success

Goal statement

Athletes and teams achieve success at international events as a result of them being supported by high-performance interventions. Success is qualified as an improvement in South Africa’s performance at selected multi-coded events; or an improvement and/or maintenance of world rankings in selected sport codes by 2020.

Strategic IntentBeing a winning nation has very favourable spinoffs for nation building and social cohesion. To encourage this outcome the Department provides services and an environment to develop talented athletes and to support elite athletes.

Strategic Objectives

• Scientific support services coordinated for athletes.• Major events supported.• Sports Tourism to South Africa promoted.• Achievements in the sport and recreation sector acknowledged.

Strategic goal 1 Citizens access sport and recreation activities

Goal statement Citizens access sport and recreation activities such that there is an increase of 10% in sport and recreation participation of citizens in selected activities by 2020.

Strategic IntentThe benefits of participation are immeasurable and the Department is committed to supporting a variety of implementation modalities to encourage and support inclusive participation to capitalize on this.Citizens require facilities that are easily accessible and programmes that are stimulating enough to be sustainable.


• Active recreation programmes implemented.• Sports participation opportunities provided to communities.• School sport programmes supported.• Provincial sports development programmes supported.• Access to sport and recreation facilities optimised.• Technical and management support provided.

Strategic goal 2 Sport and recreation sector adequately transformed

Goal statement Foster transformation within the sport and recreation sector such that selected National Federations achieve their transformation commitments by 2020.

Strategic Intent

The Department is passionate about transformation and provides resources and initiates projects to trans-form the sector. These are premised on capacity building; transformative procurement policies and the introduction of responsive entrepreneurship programmes. Youth, women and people with disabilities are prioritized.Access to facilities that enable regular inclusive participation are key to achieving the strategic goal. Grassroots development programmes to ensure sustainable transformation; transformed administration at national, provincial and local levels as well as programmes to address under-representation in identified “exclusive codes” are non-negotiable outcomes of this goal.


• Active recreation programmes implemented.• Sports participation opportunities provided to communities.• School sport programmes supported.• Provincial sports development programmes supported.• Transformation of South African Sport adequately addressed.(Revised)• Access to sport and recreation facilities optimised.• Technical and management support provided.

STRATEGIC OUTCOME ORIENTED GOALS OF THE INSTITUTION


Strategic goal 4 Enabling mechanisms to support sport and recreation

Goal statementAn integrated system of enablers (i.e.: facilities; sports confederations; an academy system; a sports house; a sports information centre; beneficial international relations and supportive sports broadcasting and spon-sorships) established and fully operational by 2020.

Strategic Intent

The delivery of sport and recreation programmes takes place within a network of comprehensive enablers, including the equitable provision of sport facilities and technical support to municipalities. Core to this is the provision of training, focused on previously disadvantaged sport and recreation practitioners. The Depart-ment facilitates the existence thereof by providing guidelines and standards as well as by resourcing the recognized delivery agents within the sector. These culminate in an environment that encourages both a winning as well as an active nation.


• Provincial sports development programmes supported• Good governance supported• Sport and recreation bodies supported• Strategic bilateral relations managed and strengthened • Participation in strategic multilateral relations managed• Access to sport and recreation facilities optimised.• Technical and management support provided.

Strategic goal 5 Sport used as a tool to support SA Government and global priorities

Goal statement5% increase by 2020 in the perception of sport being recognised by the South African population as contributing to nation building and capitalizing on sports tourism to further boost the economy. Sport used as a tool to contribute to a minimum of four global priorities by 2020.

Strategic Intent

The growing contribution that sport and recreation can make to sustainable development is slowly being recognized. The Department offers sport as a vehicle for social change; social cohesion; education; health; economy; and international relations. Sport tourism will be used to promote and further boost domestic tourism supporting small and medium-sized towns to host events.

Strategic Objectives• Strategic leadership, management and support services provided.• Government responsibility towards anti-doping supported.

Strategic goal 6 An efficient and effective organisation

Goal statement Implement internal processes to ensure that SRSA annually receives an unqualified audit report and an MPAT rating of 4 within 5 years.

Strategic IntentThe Department is committed to value-add services being delivered within the organization in order to pro-mote an easy comprehension of business processes and to optimize compliance.

Strategic Objectives • Strategic leadership, management and support services provided.

Softball is a variant of baseball played with a larger ball on a smaller field. It was at various times called indoor baseball, mush ball, playground, softball, kitten ball, and because it was also played by women, ladies’ baseball.

FACTSQUICK

ON SOFTBALL

2 2

PART BPROGRAMME AND

SUB-PROGRAMME PLANS

2 3Part B: Programme and Sub-programme Plans

Vision for programme 1: Administration

Purpose: Provide strategic leadership, management and support services to the Department.

Programme 1 comprises of the following sub-pro-grammes:

• Ministry

• Management

• Strategic Support

• Corporate Services

• Office of the Chief Financial Officer

• Office Accommodation.

Among the priorities for Programme 1 in 2018/19 are the simplification of administration and concert-ed efforts to improve support service value-add to the organisation in order to promote an easy com-prehension of business processes and to optimise compliance. The recommendations contained in the Auditor-General South Africa (AGSA) management letter will be meticulously implemented and each sub-programme will work tirelessly towards maintain-ing a clean audit. Focus will be placed on improving turn-around times, enhancing the electronic systems and promoting strict compliance to regulations and delivery deadlines.

The Ministry sub-programme is effectively the core driver in the Department providing strategic direction and ensuring that the political and legislative mandate is effectively delivered.

The Management sub-programme houses the Director-General, whose office is responsible for managing the Department in compliance with the law, the policies of Government, prescripts, and within its budget. The sub-programme works closely with key role-players such as the Provincial Governments and SASCOC to ensure an aligned and integrated approach regarding strategic planning and monitoring. This sub-programme provides strategic guidance, interpreting the direction set by the Minister and oversees performance of the Department, the success of which is annually consolidated through the annual report and assessed by means of a Management

Performance Assessment Tool (MPAT). Areas for improvement were identified and will continue to be pursued in 2018/19 in an effort to better serve the recipients of SRSA services. SRSA is committed to improve in this area and to this end an MPAT Im-provement Plan has been drafted. The Plan includes the current rating levels coupled with an action plan, a responsible person and a due date. Implementation of the plan is a standing item on the Quarterly Status Review Meeting (QSRM). It is envisaged that this will encourage more accountability and ultimately translate into improved scores.

The mainstreaming of the focus groups of Govern-ment (i.e. disability; senior citizens; youth and women) will continue to receive attention in 2018/19, where their participation in SRSA-organised events will be tracked and reported upon. A succinct Women and Sport policy will be formulated by SRSA for the sector during 2018/19 in close collaboration with the SASCOC Women’s Commission. The findings of previous study tours, such as the one undertaken to Finland, need to be perused and integrated into the Women and Sport policy. The Commission on the Status of Women (CSW) is the principal global inter-Governmental body exclusively dedicated to the promotion of gender equality and the empowerment of women. The needs of people with disabilities will be acknowledged across all programmes.

The Office of the Director-General is supported by the Chief Operations Officer as well as by Internal Audit & Risk Management. Internal Audit provides SRSA management with an independent, objective assur-ance and consulting service to improve and add value to the Department’s operations. It is viewed as an internal partner to management, which provides com-prehensive support to ensure full compliance. This in-volves the evaluation of management’s governance, control and risk management systems put in place to achieve SRSA’s objectives; expressing an opinion on the adequacy and effectiveness of those systems; and providing recommendations for improvement. This function is complemented by a risk management service where risk mitigation will be systematically applied to improve the risk profile of the Department in 2018/19. This will be coupled with the application of effective early warning systems.

2 4 Part B: Programme and Sub-programme Plans

The Strategic Support sub-programme doc-uments the strategic direction envisioned for the Department in line with the approved NSRP. Fur-thermore, the sub-programme needs to ensure that the relevant focus areas for sport and recreation, as captured in the NDP and Outcome 14, are reflected in the strategic documents of the Department. With the increasingly important role that South Africa is playing in international forums such as the UN, UNESCO and WADA, the sub-programme needs to provide direction in the strategic positioning of SRSA in these organisa-tions. The sub-programme is also responsible for institutional monitoring & evaluation. It has become increasingly important to put an electronic mechanism in place that will enable the Department to accurately monitor and evaluate progress and to identify problem areas in implementing the NSRP. To address this, innovative monitoring, evaluation instruments, and the strengthening of internal capacity is required. It is envisaged that the benefits of this intervention will improve the quality of performance information across the Department.

The Corporate Services sub-programme renders the following services aimed at ensuring effective support systems and adequate resources for the Department:

• Government Information Technology

• Legal

• Fleet, Facilities and Security

• Human Resources

• Communication.

SRSA approved an Information and Communica-tion Technology (ICT) Strategy Implementation Plan for the period 2016 to 2018. The purpose of this Implementation Plan, developed in support of the ICT Strategy, is to create a consensual vision of how the identified strategic imperatives will be implemented over the MTEF period. This takes into consideration issues such as available resources, both human and financial; existing skills within the unit to implement the strategy successfully; as well as possible implica-

tions that the strategy may have on the organisational structure of the unit and for SRSA as a whole. The Im-plementation Plan documents how the strategy will be transitioned into an operational system. It furthermore sets timeframes and target dates for the completion of tasks and identifies additional training needs, commu-nication imperatives and change management initia-tives that will be needed for the successful implemen-tation of the strategic deliverables. The ICT Strategy Implementation Plan is designed to assist SRSA in making informed decisions when selecting appropri-ate system specifications to meet the current and/or planned requirements. This plan needs to be updated in 2018/19 to address the period 2018/19 to 2020/21. These updates will be informed by a business needs analysis.

In terms of ICT equipment, the recapitalisation pro-cess that commenced in 2015/16 will be supported during 2018/19 by end-user training to ensure that staff are suitably empowered to execute their respon-sibilities. As ICT related procurement is the mandate of the State Information Technology Agency (SITA) in accordance with the SITA Act, the Department will continue to utilise transversal contracts to procure ICT related goods and services.

In terms of Legal Services in 2018/19, SRSA will drive progress on the draft National Sport and Recreation Amendment Bill and the South African In-stitute for Drug-free Sport Amendment Bill. The Com-bat Sports Bill and the Fitness Industry Regulatory Bill have been placed on hold until after promulgation of both the National Sport and Recreation Amendment Bill and the South African Institute for Drug–free Sport Amendment Bill, whilst the Recognition of Sport or Recreation Bodies Amendment Regulations and the Bidding and Hosting of International Sport or Recre-ation Event Amendment Regulations have been put on hold until the promulgation of the National Sport and Recreation Amendment Bill. The status in this re-gard will be reported quarterly to management in the Legal Services status reports. Legal support will also be provided to two inquiries instituted in 2017; namely the FNB Soccer Stadium Committee of Inquiry and the SASCOC Committee of Inquiry.


Regarding Fleet, Facilities and Security Management, the existing tenders will be managed and efforts will continue to secure the physical safety of staff in the workplace. The quest for a new building for SRSA will contin-ue in close cooperation with the Department of Public Works. In 2018/19 SRSA will continue to manage the fleet services of the Department optimally.

The envisaged conclusion of the organisational review process will afford the organisation an opportunity to reduce its vacancy rate and keep it around or below 10%, as per the Department of Public Service Administration (DPSA) directive. With the planned process of populating the new organisational structure on the payroll system, most of the employees who are currently placed additional to the establishment (on posts that do not exist in the old struc-ture yet exist in the new one), will be properly placed and accounted for. The completion of this process will not only have positive impact on the recruitment process but will also bring certainty with regard to the organisational human resource planning.

The turn-around time for performance assessments has taken too long in previous financial years. This has been acknowledged (also in the SWOT above) as a weakness in the management system and during 2018/19, this will be addressed by changing the scheduling of the performance target. Although this is an operational challenge, it will be measured as a strategic intervention until satisfactory improvements are seen. As such, the target for 2018/19 has shifted to the third quarter to ensure that all moderations are completed by 30 November 2018.

The Department has overcome its previous challenges with regard to capacity building and training. The process has improved significantly since the strengthening of the current Human Resource Development (HRD) unit. Employees are trained according to their Performance Development Plans (PDP). However, without an increase in budget over the MTEF the number of employees trained will remain at 60 employees per annum. Based on the December 2017 headcount of 164 employees this equates to 37% of the workforce each year. The target does not reflect the same employees each year. The Compulsory Induction Programme (CIP) as prescribed by the Depart-ment of Public Service and Administration (DPSA), is being implemented by the Department and SRSA is in the process of building internal capacity by empowering its employees through a train-a- trainer programme.

Legislation Status Action Implementation

National Sports and Recreation Amendment Bill

The Bill is in the process of being

presented to Cabinet Cluster.

Cabinet memo has been submitted to

the EA for Cabinet submission.The Bill will be effected in 2018.

South African Institutes for Drug – Free Sport Amendment Bill

The Bill is in the process of being

presented to Cabinet Cluster.

Cabinet memo has been submitted to

the EA for Cabinet submission.The Bill will be effected in 2018.

Combat Sports BillThe Bill has been drafted and is being

placed on hold.

The Bill will be submitted to Clusters

during 2019/20.

The Bill has been placed on hold until

after promulgation of both National

Sport and Recreation Amendment Bill

and South African Institute for

Drug–free Sport amendment Bill.

Fitness Industry Regulatory BillThe Bill has been drafted and is being

placed on hold.

The Bill will be submitted to Clusters

during 2019/20.

The Bill has been placed on hold until

after promulgation of both National

Sport and Recreation Amendment Bill

and South African Institute for

Drug–free Sport Amendment Bill .

Recognition of Sport or Recreation Bodies Amendment Regulations

The regulation has been drafted but is

being put on hold until the promulga-

tion of National Sport and Recreation

Amendment Bill.

The draft regulations will be processed

for public consultations.

The draft regulations have been put

on hold until the promulgation of the

National Sport and Recreation Amend-

ment Bill.

Bidding and Hosting of International Sport or Recreation Event Amend-ment Regulations

The regulation has been drafted but is

being put on hold until the promulga-

tion of National Sport and Recreation

Amendment Bill.

The draft regulations will be processed

for public consultations.

The draft regulations have been put

on hold until the promulgation of the

National Sport and Recreation Amend-

ment Bill.


The Marketing and Communications unit is tasked with managing the overall marketing and communica-tion of Departmental activities in line with the Marketing and Communications Strategy. This includes managin g the Gift Policy and the related Gift Register, with the objective of eliminating all risks by ensuring that gifts procured or received by the De-partment are accurately recorded and accounted for. The Marketing and Communications Strategy also provides a framework for the unit to monitor the Media Policy, including the Social Media Policy, to ensure adherence to the communication guidelines issued by the Government Communication and Information Service (GCIS).

During 2018/19, the unit will continue to offer sup-port to all Departmental programmes in order to expand their footprint. The scope of the marketing and communication service has vastly expanded with the introduction of and support to new Departmental projects. Some key campaigns, such as UNITE and the National Recreation Day, require intensive support for activation, messaging and branding. As part of the #Ichoose 2B active campaign running for 365 days per year, brand ambassadors will be deployed to challenge South Africans to be active for one to two hours daily with the tag line “I choose to be active…How about you?”

On the 18th of July 2018, South Africa will be celebrating the centenary birthday of the first democratic President of South Africa, Nelson Mande-la, who was born in 1918 in the Eastern Cape. The Inter-Ministerial Committee on the Nelson Rolihlahla Mandela Centenary Celebration was established in 2017 to ensure proper planning and coordination of centenary celebrations reflecting the legacy and heritage of former President Nelson Mandela.

The objective of the centenary celebrations is to:

• Encourage all sectors of the South African population to give an amount of time to make every day a Mandela Day;

• To use the Nelson Rolihlahla Mandela Centenary Celebration as a vehicle to actively promote social cohesion, nation building and inclusive citizenship;

• To promote a national identity that celebrates its cultural diversity;

• To create awareness, through educational programmes, dialogues and public engagements on the importance and relevance of Nelson Rolihlahla Mandela’s values and legacy;

• To promote active participation in commemo-rations and celebrations of national days by all South Africans.

The proposed year-long theme is “Be the Legacy”. The intention of the theme is to foreground charac-teristics and values for which the former President, Nelson Mandela was renowned across the world. Madiba was, and continues to be a unifying figure. All sections of society have an affinity to Madiba, and are likely to want to be included in programmes marking the centenary of his birth.

Considering the dire need for social unification, SRSA as an Outcome 14 signatory, will continue to utilise sport as a vehicle for cohesion. The UNITE campaign will be delivered in partnership with the Department of Arts and Culture (DAC) during the 2018/19 calendar year. The Nelson Mandela Sport and Culture Day which is the core tenant of this cam-paign will be the Departments main contribution to the centenary celebrations.

The Department will also use its own mass partici-pation programmes and partner with amongst other national sports federations such as Cricket South Africa; Athletics South Africa; the South African Rugby Union; the South African Football Union and entities such as Boxing South Africa in implementing pro-grammes that speak to the national monthly themes. Specific themes to be supported include: Madiba the sportsman (Leading healthy lives) and Mandela as unifier, reconciler, promotor of social cohesion and nation building.

The Department encourages private sector partner-ships that are aligned to the objectives of the centena-ry celebrations. There are already players in the cor-porate sector, who have shown interest to partner with us, in hosting a variety of sport and recreation events. Named by and to be fully funded by the private sector, the events include:

The Centenary Relay: a multi-city relay event to support the 67 minutes’ campaign, where there will be a team of 10 runners per race – each representing 10 years in the life of Dr Nelson Mandela. Participants will be drawn from corporate and government sector.

Struggle Stalwart Run & Ride: a series of short dis-tance fun runs and cycle routes at iconic landmarks around the country. The landmarks include Robben Island, Lillies Leaf, and the Mandela capture site. It will be open to teams and individual participants.


SRSA needs to make sport participation attractive to the youth and novel ideas to do this include the adoption of Shingo, the school sport mascot, and related branded merchandise. In terms of promotional initiatives that will be managed and coordinated by Marketing and Communications Unit, the Takuma mascot will be deployed to support 2018/19 sporting events. Also a mascot, Hagozonke will be used to promote fair play and to support anti-doping initia-tives. The Sports Buzz (a re-vamped combi bus) programme will be utilised to attract participants to sporting events coordinated by SRSA in outlying areas. The sport buses will be utilised, amongst other things, to transport sport stars and legendary sport celebrities to events where they will conduct training, and encourage the youth to come out and see what is happening in the community. Each Province will be allocated a bus early in the 2018/19 financial year.

The Marketing and Communication Unit has been tasked with registering the Intellectual Property of all programme logos belonging to SRSA. Each logo will have its own Corporate Identity Guidelines detailing how it can be used by stakeholders and entities in marketing collaterals.

The SRSA Corporate Identity Manual, developed in 2016/17, will be updated for implementation in 2018/19. Printed materials will continue to be de-signed and reproduced internally, whilst only formal publications will be designed and printed by external service providers. Communicating using social me-dia has increased substantially as seen by the pop-ularity of Departmental tweets – trends in this regard will continue to be monitored during 2018/19.

As recommended in the NSRP the Department will explore the potential of the private sector becoming more involved in activities aimed at promoting an active nation. With the economic downturn, this has become more difficult; however, sport remains an optimal platform for messaging and implementation, and this still bodes well for negotiations and brokering relationships in this regard.

The Internal and External Satisfaction Surveys will be managed and conducted by the Communications Unit. The two surveys will be conducted in alternative years, with 2018/2019 focusing externally. The exter-nal survey will measure how SRSA clients experience the services offered by the Department and the find-ings of the survey will be analysed with the objective of assisting management with decision-making and actively applying and institutionalising the Govern-ment Batho Pele Principles.

The Office of the Chief Financial Officer sub-pro-gramme incorporates Financial Management and Supply Chain Management, both of which ensure compliance with the relevant financial statutes and regulations notable in the Public Finance Manage-ment Act (PFMA). The sub-programme will contin-uously enhance the financial management environ-ment of the Department in 2018/19, the processes implemented in Supply Chain Management (SCM) to strengthen the effectiveness, and efficiency will be maintained. The SRSA preferential procurement policies and related legislation will continue to support business opportunities that drive the radical so-cio-economic transformation committed to, by Govern-ment. Ultimately, this intervention will encourage a drive to create jobs through sport and to support small and medium enterprises in the sector.

In terms of Office Accommodation, the lease on Regent Place has been extended. Nevertheless, a detailed needs analysis and scoping exercise was completed and is being considered by the Accounting Officer after which the Department of Public Works will be engaged to start the process of identifying and procuring more suitable accommodation.

Comrades Corporate Relay: meant to promote health and fitness inside the workforce. It will be run as a relay within the Comrades Marathon.

Comrades Mara Fun: is the Comrades Marathon Supporters’ Road Race. The race will take place in major cities around the country as a way to build hype towards the Comrades Marathon.

The Color Run: entails short distance run/walk that will be held in partnership with local municipalities and provincial governments.

Nelson Mandela Capital City Marathon: entails a full marathon and half marathon to be held in Preto-ria. The route of the marathons is designed to pass numerous politically and historically rich landmarks, culminating in Dr Mandela’s last mile following his funeral cortege route.

International Powerman Duathlon: is about the sport of running and cycling combined.

GT3 Cup Challenge: entails bringing top level racing back to Kyalami and Phakisa raceways in Gauteng and the Free State respectively.

The success of the above events is dependent on the private sector keeping to its promise of wanting to invest their time and money to celebrate in partner-ship with government, the centenary of the iconic Dr Nelson Mandela.

2 8

Administration

Compliance/Strategic interventions

MPAT

Women & Sport Policy

ICT Strategy Implementation Plan

Compulsory Induction Programme

Intellectual Property

HEADCOM

Satisfaction Surveys

Inquiries (SASCOC & FNB)

Nelson Mandela Cente-nary Celebrations

#Ichoose2Bactive

Performance Information

SDIP Hagozonke

Shingo

Takuma

Sports Buzz

Event Support

Sport Promotion


Strategic objectiveStrategic objectivestatement

5 YearStrategic Plan target

Audited/Actual performance Estimat-ed

perfor-mance2017/18

Medium-term targets

2014/15 2015/16 2016/17 2018/19 2019/20 2020/21

Strategic leadership, management and support services provided.

To maintain the percent-

age compliance with

prescribed regulations

and directives at 100%

through to 2020.

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

Programme Performance Indicators

Audited/Actual performance Estimatedperformance

2017/18

Medium-term targets

2014/15 2015/16 2016/17 2018/19 2019/20 2020/21

1.1 Performance assessments moderated

for the previous financial year.New indicator 100% 100% 100% 100% 100% 100%

1.2 Number of employees trained. 120 127 60 60 60 60 60

1.3 Number of client satisfaction survey

reports presented at MANCO.- -

1

External

Client Satis-

faction Survey

Report

presented

1

Internal Client

Satisfaction

Survey

Report

presented

1

External

Client Satis-

faction Survey

Report

presented

1

Internal Client

Satisfaction

Survey

Report

presented

1

External

Client Satis-

faction Survey

Report

presented

1.4 Percentage of invoices paid within

30 days.58% 88% 91,2% 98% 100% 100% 100%

1.5 Number of Information and Commu-

nication Technology (ICT) Strategy Imple-

mentation Plan Status Reports presented

at MANCO.

- -

ICT Strategy

Implemen-

tation Plan

2016-2018

approved.

2 Status

reports

presented at

MANCO

ICT Strategy

Implemen-

tation Plan

2018-2020

approved.

4 Status

reports

presented

at MANCO

4 Status

reports

presented at

MANCO

4 Status

reports

presented at

MANCO

STRATEGIC OBJECTIVE ANNUAL TARGETS FOR 2018/19

PROGRAMME PERFORMANCE INDICATORS AND ANNUAL TARGETS

FOR 2018/19

The person who invented softball was a man named George Hancock on Thanksgiving Day, 1887. This came about indoors, inside the Farragut Boat Cub in Chicago when someone threw a boxing glove and someone else hit it with a stick.

FACTSQUICK

ON SOFTBALL


Programme Performance IndicatorQuarterlyBiannualAnnual

Annual Target

2018/19

Cumulative/ Non-

cumulativeQuarter to Date

QuarterOne

QuarterTwo

QuarterThree

QuarterFour

1.1 Performance assessments moderated

for the previous financial year.A 100% NC - - 100% -

1.2 Number of employees trained. Q 60 C 10 20 20 10

1.3 Number of client satisfaction survey

reports presented at MANCO.A

1

External

Client Satis-

faction Survey

Report

presented

C - -

1

External

Client Satis-

faction Survey

Report

presented

-

1.4 Percentage of invoices paid within

30 days.Q 100% NC 100% 100% 100% 100%

1.5 Number of Information and Commu-

nication Technology (ICT) Strategy Imple-

mentation Plan Status Reports presented

at MANCO.

Q

ICT Strategy

Implemen-

tation Plan

2018-2020

approved.

4 Status

reports

presented at

MANCO

C

ICT Strategy

Implemen-

tation Plan

2018-2020

approved.

1 Status

report

presented at

MANCO

1 Status

report

presented at

MANCO

1 Status

report

presented at

MANCO

1 Status

report

presented at

MANCO

PROGRAMME PERFORMANCE INDICATORS AND QUARTERLY TARGETS

FOR 2018/19


REC

ON

CIL

ING

PER

FOR

MA

NC

E TA

RG

ETS

WIT

H T

HE

B

UD

GET

AN

D M

TEF


Vision for programme 2: Active Nation

Purpose: Support the provision of mass participation opportunities in sport and recreation.

Objectives

• Encourage an active nation and contribute to improving the overall wellbeing of South Africans by implementing lifelong participation in active recreation through facilitating the delivery of at least 5 active recreation programmes reaching at least 42 864 participants in 2018/19.

• Inspire lifelong physical activity by providing mass sport participation opportunities to at least 5 136 community members in 3 sport promotion events in 2018/19.

• Increase learners’ access to sport at schools by supporting the provincial school camps for 5 000 learners in 2018/19.

• Support the provision of opportunities for mass participation in sport and recreation in all provinces by providing management and financial support through the mass participation and sport development conditional grant annually.

Sub-programmes

• Programme Management: Active Nation manages delegated administrative and financial respon-sibilities, and coordinates all monitoring and evaluation functions.

• Active Recreation delivers programmes to improve the health and wellbeing of the nation by providing mass participation opportunities in various formats to cater for a broad spectrum of participants.

• Community Sport delivers sport promotion programmes by increasing the number of participants in sport and recreation, with an emphasis on disadvantaged communities. The transfer to loveLife is also made through this sub-programme.

• School Sport supports the delivery of sport programmes to learners in conjunction with the Department of Basic Education.

• Provincial Sport Support and Coordination transfers the mass participation and sport development grant allocation to provinces and oversees the implementation thereof.

The Active Recreation sub-programme will continue to facilitate the provision of campaigns and programmes that increase participation leading to life-long wellness. The Ministerial Advisory Committee on Recreation (MACRe) did sterling work in establish-ing a governance framework for recreation and their collective experience will continue to be relied upon to peer review recreation initiatives based on the recom-mendations emanating from the report.

SRSA will again assist the Provincial Departments to ensure that the delivery of the 2018 National Youth Camp is a success. The purpose of the camp is to teach young people leadership, life skills and national pride using practical lessons on social cohesion in a rural and outdoor environment. Approximately 2 250 youth (250 per province), representing diverse cultural groupings, attend the National Youth Camp in October each year and the profile of the National Youth Camp will be elevated with targeted market-ing campaigns. The new recruitment strategy for the National Youth Camp that was launched in 2016/17 will continue in 2018/19 with improved communication regarding the implementation of an Olympiad, from a district to a Provincial level, and selecting young peo-ple to attend the camps. The facilitator, as well as the Trailblazer manuals will be used in 2018 in an effort to strengthen the execution of the Youth Camp through an improvement in the quality of the training.

It is envisaged that the World Move for Health Day will be celebrated again in 2018 (10 May) in collabora-tion with the Department of Health, however against a reviewed implementation plan. This is an international event created in 2002 by the World Health Organisa-tion (WHO) to promote physical activity. Every year, on 10 May, member states are encouraged to promote physical activity with national activities. Communities will be encouraged to make physical activity a priority by promoting fun and interesting ways to move. As before, the day will provide a focal point to generate public awareness of the benefits of physical activity in the prevention of non-communicable diseases.


The four main objectives of national and global actions on Move for Health Day are to:

• Generate public awareness of the benefits of physical activity in the prevention of non-commu-nicable diseases;

• Advocate the benefits of physical activity and give attention to good practice;

• Increase population-wide physical activity par-ticipation in all domains (leisure time, transport, work) and settings (school, community, home, workplace); and to

• Promote healthy behaviour and lifestyles and address health-related issues through sport and physical activity, such as no tobacco use, healthy diet, and a reduction in violence, stress, and social isolation.

The Golden Games will continue in October 2018, in partnership with the Department of Social Develop-ment (DSD), however it will be against a revised im-plementation plan. It will remain an active recreation festival for older persons, however the focus will shift to the hub, district and Provincial levels of participa-tion. This directly supports the notion that people can significantly improve the quality of their later years by staying active and being fully engaged in life. It is envisaged this new implementation strategy will reach more participants on a more regular basis. Linkages to Masters Sport will be advanced during 2018/19.

The Big Walk will be staged in October 2018 encour-aging participation in physical activity. It is aligned with TAFISA’s (The Association for International Sport for All) World Walking Day, which encourages and lobbies countries to walk by creating advocacy and awareness during October - SRSA is an affiliated member of TAFISA. Provincial Departments will be encouraged to conduct similar walks around their cit-ies on the same day. The number of participants has increased exponentially over the years.

Cabinet declared an Annual National Recreation Day for the first Friday of October each year. The 2018 National Recreation Day campaign will be ex-panded to corporate South Africa, tertiary institutions, and communities at large, in order for a broader scope of South African citizens to embrace and participate in physical activities for fun and leisure.

Provincial Departments of Sport and Recreation across the nine Provinces will also put together programmes and awareness campaigns targeting stakeholders at a Provincial level.

Sport participation opportunities will continue to be provided in 2018/19 through the Community Sport sub-programme. SRSA will continue to fund loveLife with the project priorities aligned to the objectives of the NSRP and SRSA. As in 2017/18, loveLife will again productively use SRSA events (such as the National Youth Camp) as optimal platforms for project implementation targeting the youth of South Africa.

Following the progress reports presented at the 2017 South African Sport and Recreation Conference (SAS-ReCon), the Provinces of KwaZulu-Natal and Limpopo were mandated to continue the club development pilot programme and resources to do so were again made available in the 2018/19 Mass Participation and Sport Development Grant. The pilot commenced in 2015/16 and it is expected to conclude in 2018/19 culminating in a conference where the two Provinces will share best practices. Norms and standards for developing and sustaining sport clubs need to be agreed upon and there will be a special emphasis on NFs taking ownership of community clubs and having them affiliated so that they can participate within the mainstream leagues and competitions of the respec-tive codes of sport. Capacity building of club office bearers is a priority which cannot be neglected, as South Africa’s growth and development within the sporting sector is dependent upon strong and capa-ble administrators who can establish and sustain the respective sport clubs.

The Indigenous Games Festival will once again be hosted in September 2018. This event forms part of the heritage celebrations in South Africa and elements of a carnival, arts, crafts, an African Food Village, and other related traditional activities have been incorpo-rated. These festivities have increased patronage of the Games. The long-term vision for this project is to elevate the festivities and traditional activities to the extent that spectators attend to enjoy a full cultural bouquet and not necessarily just for the sporting as-pect. It is modelled on the successful development of the Durban July. Engagements will continue to formal-ly constitute the relevant Indigenous Games federa-tions and the intention remains to establish a league system to encourage broad participation. The vision is to build indigenous games facilities in all 9 Provinc-es to stimulate participation. Indigenous Games feder-ations have now been constituted at a Provincial level so the focus during 2018/19 will be to encourage the formation of national structures so that the activities can be accessed in a more formal manner.


Provinces are working with 696 Indigenous Games clubs. Based on the Provincial teams entered and the codes involved, 1 364 participants are expected at the 2018 event. In 2018 the participants will include community participants (1 300) as well as learners (64) participating in indigenous games events that would normally participate at the National School Sport Championships.

Partnerships will be explored with the Department of Tourism and the Department of Arts and Culture in 2018/19.

In addressing the priority of rural development, the sub-programme will support a Rural Sport Develop-ment Programme under the guidance of the National House of Traditional Leaders and initiatives to uplift sport in these areas will receive attention. The aim of the Rural Sport Development Programme is to revive sport and to unearth talent in the rural areas. The programme was conceptualised out of a realisation that the most disadvantaged communities, particularly in the rural areas and in areas under Traditional Lead-ership, still require a structured focused sport development programme. The programme was launched in 2016 (with stage one competitions) and the inaugural national event was held in July 2017 reaching 1 965 participants. Some of these partici-pants have already been offered bursaries by aca-demic institutions. Due consideration was given to the fact that many communities in rural areas do host tournaments wherein clubs play for prizes like a cow or a goat. Even though the tournaments take place they do not feed into or link with any structured sport development programme. Therefore, there is neither growth nor an exit platform for the athletes who may demonstrate potential and talent. This programme seeks to close this gap. The programme commenced with netball, rugby, football and athletics. Two Tradi-tional Councils per Province formed part of the initial programme wherein the leagues started at club level within each Council with the top three winners from each code progressing to play winners from the other Council.

With effect from 2018, the programme will be extended to three more Traditional Councils per Province and be implemented in the following two stages:

• Stage One: Intra Traditional Council Competitions (Inter village / farming community level competition)

• Stage Two: Provincial Competitions (Inter-Traditional Council or farming community level competition).

Community Outreaches will continue during 2018/19 in an effort to enhance the capacity of sport and recreation clubs through the provision of sports equipment and attire for struggling clubs and schools. The outreaches also afford the Minister an opportunity to interact with the community when formally handing over the multi-sport facilities. At least 1 936 partici-pants are expected for the 2018/19 outreaches. The project has been re-branded as Community Out-reaches as it is not always feasible for the Minister to attend. While the intention has been maintained, it is merely the delivery that has altered.

School sport remains a core deliverable for SRSA in 2018/19 and initiatives in this regard will be delivered through the School Sport sub-programme. The Department remains committed to maximising access to sport, recreation and physical activity in every school in South Africa and is unapologetic about roll-ing out functional sport in schools. This programme will remain the flagship programme in the Department with the focus being devoted to implementing a Long-Term Participant Development model.

The delivery model for 2018/19 will be slightly different in that the national championships will be delivered in the format of provincial camps, modelled on the successful National Youth Camp programme. These camps will be held in three seasons (Autumn, Winter and Summer) aligning more succinctly with the sports codes’ differing seasons; the calendar of the International School Federation (ISF) programme; the four-year cycle of international multi-coded competitions, as well as contributing to the develop-ment continuum. SRSA will continue to evaluate this model in an effort to ensure that it is optimally cost effective.

The Long-Term Participant Development model adopt-ed for school sport is a three-year model commencing with the schools and including selected codes in the first year. The second year is structured with the intention of ensuring that the provincial selections are taken up into Provincial Camps where scientif-ic assessments and life skills, amongst others, will be offered. In the third year, these provincial teams prepared at the Provincial Camps will compete at the National School Sport Championships. This will prepare them for possible selection to compete in the ISF calendar of events. The indigenous games that


form part of school sport programme will now form part of the Indigenous Games Festival to be held in September.

Following an evaluation study on the National School Sport Championships Programme, an Improvement Plan was developed in order to ensure utilization of evaluation findings and recommendations and conse-quently strengthening of the school sport programme. In addition, the plan is embedded in the MoU between SRSA and DBE and the implementation thereof will be reported quarterly at MANCO in the form of status reports.

The Provincial Sport Support and Coordination sub-programme will continue to manage the transfer of the Mass Participation and Sport Development Conditional Grant in 2018/19. Compliance from the Provinces remains generally poor, hence the intro-duction of a penalty schedule in 2016/17, which will continue to be stringently applied in 2018/19. Regular management engagements will be scheduled in 2018/19, between senior managers at SRSA and at a Provincial level, as this was found to be effective in identifying and mitigating barriers to implementation.

The monitoring tool that was developed and work-shopped with the Provinces will be used to examine performance and to provide guidance to the Provinces when collecting and recording performance information.

Direct support will be provided in the form of a busi-ness plan template with clear indicators and in terms of actual project implementation and best practice. As is customary, the 2018/19 Mass Participation and Sport Development Conditional Grant Framework will be tabled at HEADCOM for discussion before being approved by the Department and forwarded to National Treasury. Reporting will also feature strongly with the compilation of an annual evaluation report in 2018/19 together with the submission of accurate quarterly reports, which will be timeously submitted to National Treasury. The role that sport plays in promoting social cohesion and nation building has been recognised and specific initiatives to support this have been planned for the 2018/19 financial year. This sub-programme has a pertinent oversight role to play in the successful delivery of many indicators committed in the Outcome 14 Delivery Agreement. The key indicators supported through the Grant focus on community sport; active recreation; school sport; sport academies; and the provision of sport equipment and attire to schools, clubs and hubs.


Active Nation

Active Recreation

National Youth Camp

Big Walk

UNITE campaign

Move for Health Day

Golden Games

loveLife funding

Club Development

National Training Centre

Sports Equipment & Attire

National Recreation Day

Rural Sport Development Programme

Community Outreach Programme

Championships Improvement Plan

Sport Academies

SRSA-DBE MOU

Indigenous Games Festival

Community Sport School Sport

Provincial Camps

Provincial Sport Support

School Sport

Community Sport

Although SOFTBALL began mainly as a women’s game in 1946, the first national women’s team was only assembled in 1959.FACTS

QUICK

ON SOFTBALL



There are 9 players in a team but there can be 10 players.

The baselines are 65 meters.

The distance from the pitcher on to the home plate is 50 meters.

There is a total of 9 positions – first base, second base, short stop, third base, left field, center field, right field, pitcher and catcher.

FACTSQUICK

ON SOFTBALL


PROGRAMME PERFORMANCE INDICATORS AND ANNUAL

TARGETS FOR 2018/19

Note: Indicators in bold and/or shaded are core indicators committed to in the Outcome 14 Delivery Agreement, the Sector Indicators and/or the 2018 EME selected indicators.


PROGRAMME PERFORMANCE INDICATORS AND QUARTERLY

TARGETS FOR 2018/19


REC

ON

CIL

ING

PER

FOR

MA

NC

E TA

RG

ETS

WIT

H T

HE

B

UD

GET

AN

D M

TEF


Performance and expenditure trends

The Department recognises that for citizens to lead healthy lifestyles, they need get into the habit of being active from a young age. Campaigns and events promoting mass participation in sport and recreation are funded by transfers to provinces through the Mass Participation and Sport Development Grant, which is allocated R1.9 billion over the MTEF period, and allocations amounting to R100 million for goods and services in the Active Nation programme. Campaigns and events include Youth Camps, the annual Big Walk, a National Recreation Day, the National Indig-enous Games Festival, the Rural Sport Development Programme, and community outreach programmes. Over the medium term, 216 221 people are expect-ed to participate in these events despite reductions of R99 million from the grant over the same period, as approved by Cabinet. Provinces are expected to absorb these reductions through implementing cost containment measures and providing less equipment to schools and hubs. However, the number of schools and hubs to which equipment is provided is not expected to be reduced.

The Department will continue to assist provincial Departments over the MTEF period by deploying managers to oversee youth camps hosted by provinc-es and providing logistical support to ensure that they are successful. At these camps, which are attended by more than 2 000 participants from various back-grounds, young people are taught leadership and life skills, and the importance of national pride. The Department plans to spend R3 million in each year over the MTEF period on the camps in the Communi-ty Sport sub-programme in the Active Nation pro-gramme, while each province allocates an additional R3 million each year from the mass participation and sport development grant.

The Department supports school sport leagues in partnership with the Department of Basic Educa-tion. As part of the programme, approximately 2 500 schools, hubs and clubs are expected to receive equipment and attire in each year over the MTEF period to facilitate sustainable participation. The De-partment also aims to integrate the 16 priority sporting codes and indigenous games, such as Morabaraba and Jukskei, into the school sport system over the medium term. R40 million is allocated over the MTEF period for these activities in the Community Sport sub-programme in the Active Nation programme.

A further R135.6 million over the MTEF period is allocated in the sub-programme for the Department’s partnership with loveLife to provide youth empower-ment programmes at sport and recreation events such as the National Youth Camp.

Young people are given opportunities to showcase their skills at events such as the National School Sport Championships and at provincial training camps, which expose South African sporting talent to National Federations and talent scouts. Following an evaluation in 2016, the number of age categories in the championships has been reduced, and now comprises 3 seasonal events (implemented through provincial camps in 2018/19) that correspond more closely with the training and event cycles of the 16 priority sporting codes. The School Sport sub-pro-gramme is allocated R31.9 million in 2018/19, while R199.7 million is transferred to provinces through the mass participation and sport development grant in the Provincial Sport Support and Coordination sub-programme in the Active Nation programme. Of the projected 42 000 learners who are set to partici-pate in school sport competitions at the district level in 2018/19, 5 000 are expected to progress to participate at the 2018/19 provincial training camps.

The National Indigenous Games Festival continues to grow in popularity each year. These games showcase 9 indigenous games commonly played in South Africa. All provinces present teams selected from various communities at the games, which are held from the community level to the provincial level. Learners participating in indigenous games events that would normally participate at the National School Sport Championships are included in the festival in 2018/19. The games bring people from culturally diverse backgrounds together as part of South Africa’s heri-tage celebrations in September. The Department is responsible for hosting the National Indigenous Games Festival and is expected to spend R74.3 million on the development and hosting of the games over the MTEF period. Provincial Departments are responsible for the development of indigenous games at the community level, the selection of provincial teams, and the preparation and presentation of teams at the festival. Indigenous games federations have been established at provincial level and national struc-tures are being formally constituted for all indigenous games. The Department will provide financial support to sustainable federations once they are established.


Vision for programme 3: Winning Nation

Purpose: Support the development of elite athletes.

Objectives

• Contribute towards a winning nation by coordinat-ing scientific support services for 80 athletes per year through the scientific support programme over the medium term.

• Develop an ethical sporting sector by financially supporting the South African Institute for Drug-Free Sport and fulfilling government’s responsibil-ity towards anti-doping annually.

• Contribute to sport tourism by facilitating in-tra-governmental support for the hosting of 4 approved major international events in 2018/19.

• Inspire a winning nation and produce role models by hosting 5 events (the South African Sports Awards, the Ministerial Outstanding Sports Performance Accolades, the Andrew Mlangeni Green Jacket Awards, the Honouring Women in Sport Awards and the Regional Sports Awards) that acknowledge achievements in the sport and recreation sector in 2018/19.

Sub-programmes

• Programme Management: Winning Nation manages delegated administrative and financial responsibilities, and coordinates all monitoring and evaluation functions.

• Scientific Support coordinates and monitors the provision of scientific support services to athletes and makes transfers to the South African Institute for Drug-Free Sport, and the South African Sports Confederation and Olympic Committee.

• Major Events Support coordinates and manag-es government’s support services for hosting identified major events in South Africa, and uses these events to showcase South Africa as a sport tourism destination of choice.

• Recognition Systems provides opportunities to acknowledge past and present sporting achieve-ments.

The core focus of the Scientific Support sub-programme is to nurture developing talent through management and coordination of varied athlete support programmes. This sub-programme

provides a range of services to developing athletes and elite athletes, which are of a scientific nature.

The sub-programme is also responsible for the devel-opment, implementation, monitoring and evaluation of relevant policies and procedures. It thus plays a coordinating role to ensure that athletes are able to benefit from holistic support services at various levels of sport development.

The environment in which the athletes train and com-pete demands other services beyond purely scientific support services. In order to address these demands SRSA has structured a basket of services that provide holistic support services to athletes. These include medical, psychological, education, capacity building, financial, anti-doping, and infrastructure.

Amongst the varied athlete support programmes provided is the Ministerial Sports Bursary, which is traditionally awarded to learners from Grade 8 until they complete their high school education. It has become clear that it may be necessary to extend the programme further and discussions with University Sport South Africa (USSA) will be undertaken during 2018/19 to review the feasibility thereof. These bur-sary recipients are identified through the school sport programme and placed in the sport focus schools in order to give them opportunities to learn and improve sport-specific skills, whilst being supported academ-ically. New recruits were identified during the 2017 National School Sport competition, joining those already on the programme, ensuring that a minimum of 60 athletes will be supported in 2018/19, pending them achieving the set performance criteria. The Scientific Support sub-programme, together with the relevant Province and sport focus school, will work collaboratively to develop talented athletes who are placed in the sport focus school. The School Gov-erning Bodies (SGBs) of these schools must commit to be a designated sport focus school for a term of at least five years, as significant resources are invested in this initiative.

Secondly, scientific support will be provided to 80 athletes, which include 40 emerging athletes with potential. The purpose of providing this support is to have a “reservoir and pipeline” for future high-per-formance sport; it is also used as a bridge to access the Operation Excellence Programme (OPEX). These athletes are identified, in consultation with the Nation-al Federation, based on them meeting performance


criteria as outlined in the SRSA Athlete Support Policy and Procedure Manual. Together with these 40 emerging athletes, 40 elite athletes, which include Olympic and Paralympic athletes are supported by SASCOC through the OPEX programme. In this case the selection of these 40 elite athletes is coordinated by SASCOC, again in consultation with the relevant National Federation. The selection criteria applied here are reviewed every four years after an Olympic year. SASCOC evaluates the athletes to be placed on the programme on an annual basis to ensure that the resources are optimally allocated to the most deserv-ing elite athletes.

The delivery methodology of the support to develop and nurture talent is largely informed by the South African Sport Academy Strategic Framework and Policy Guideline. In an endeavour to provide a holistic multi-dimensional support service, the sport academies serve as a catalyst for development and the nurturing of talent. The first layer of sport acade-mies is the sport focus schools, that are identified in consultation with the National Federations, the Provinces and the Department of Basic Education. The core consideration made in identifying the sport focus school is that it should be excelling academical-ly; have a rich history of sport; and have the required sport infrastructure as an enabling mechanism. Sport focus schools serve as a breeding ground for talent identification and development. During 2016/17, 23 Sport Focus Schools were confirmed. This number is expected to increase to 58 during 2018/19 as new schools are added. The school sport programme is used to harvest this talent and athletes awarded the Ministerial Sports Bursary are placed in the sport focus schools where they receive comprehensive support covering their needs in the following areas: academic, boarding, sport coaching, training, equip-ment and apparel.

The sport focus school is also supported through the Mass Participation and Sport Development conditional grant. This grant is allocated to all nine Provinces to improve existing infrastructure, capacity development for coaches, the provision of sport science support and the purchase of additional equipment and attire. It is important to note that the sport focus schools are not only limited to the 60 Ministerial Sports Bursary recipients but they also serve as feeders to the district academies of sport. These form the second layer of the sports academy system in the country.

The district academies of sport are an integral part of sport development, as their scope is directly linked with community sport and the school sport programme.

The district sport academies play a key role in talent identification, selection and development. They facili-tate access to communities’ sport facilities and to spe-cific scientific and medical support. During 2018/19 SRSA will, in consultation with municipalities and the sport sector, work towards ensuring that district acad-emies are optimally resourced and functional. The Department aims to expand the reach of the district academies to where they currently do not exist, as they are a crucial conduit to accessing the Provincial academies of sport - a third layer of the academy system.

The provincial academies of sport serve as a reservoir for the talent development of high performance elite athletes. The provincial academies nurture these athletes and accelerate their readiness for competition by employing advanced scientific and medical interventions. The Provincial academies of sport also provide support and capacity building to empower the district academies as well as the sport focus schools. This fosters synergy and linkages to the national sport academy system.

The national sport academy is at the core of high performance sport. The national sport academy system is divided into three components namely, the National Training and Olympic Preparatory Centre; the Lesotho Highlands High Altitude Training Centre; and the International Acclimatization Centre based in Gemona. The national academies are responsible for athlete and team preparation. In consultation with SASCOC, the Department will oversee the establish-ment of one of the components of the national acade-my system, namely the National Training and Olympic Preparatory Centre (NTC), based in Bloemfontein.


SASCOC

SASCOC & Prov. Gov

SRSA

SRSA

Feeder systems (local festivals – leagues – district competitions – top school knock-outs – provincial school

sport championships – national school sport championships

Sport Focus Schools

Regional/District Academies

Provincial Academies

Transition strategy

Elite & high performancehpc

High Altitude Training Centre

National Training Centre

European Acclimatization

Centre

Academy systems

Amateur athletes

Developement athletes

Talented school level athletes

The transfer payment to SASCOC will be admin-istered and the implementation thereof monitored through this sub-programme. The sub-programme will facilitate the signing of the Service Level Agree-ment between SASCOC and SRSA; and ensure that the Confederation complies with the submission of the quarterly reports on indicators outlined in the NSRP. Within the available resources, the Department will support SASCOC to deliver Team South Africa to the African Youth Games (Algeria); Commonwealth Games (Australia); Summer Youth Olympic Games (Argentina) and the Region Five U20 Games (Botswana).

The South African National Defence Force (SANDF), the South African Police Service (SAPS) and the Department of Correctional Services (DSC) have been approached to support talented athletes at their respective infrastructure. Historically these initiatives produced exceptional athletes. Operation Victory Lap has been initiated in partnership with the SANDF, and this will continue isn 2018/19.

The Andrew Mlangeni Golf Development Day aims to expose amateur golfers to a professional tournament and to give them the opportunity to play alongside professional golfers. It is organised on an invitational basis only with a field of approximately 50 golfers. The funds generated from this golf develop-

ment day are 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 Andrew Mlan-geni Golf Development Day is also channeled into the Andrew Mlangeni Chapter of the South African Golf Development Board. This Chapter is based in Soweto and will provide approximately 50 young and aspiring golfers the opportunity to receive profession-al coaching and assistance with the equipment and attire required.

SRSA will continue to financially support the South African Institute for Drug-Free Sport (SAIDS). The transfer payment to SAIDS will be effected through the Scientific Support sub-programme.

Particular attention will be given to ensure that SAIDS delivers on its responsibility towards the World Anti-Doping Agency (WADA) and to coordinate the responsibility of SAIDS towards the Central Drug Au-thority (CDA). SRSA is an active member of the CDA and, through the Minister for Sport and Recreation, serves on the Inter-Ministerial Committee (IMC) on Substance Abuse. The CDA is a statutory body es-tablished in terms of the Prevention of and Treatment for Substance Abuse Act, 70 of 2008.


The CDA's mandate is to develop, review, and im-plement the National Drug Master Plan (NDMP). In terms of the NDMP 2013-2017 SRSA is expected to deliver on outcome three which reads "Recreation-al facilities and diversion programmes that prevent vulnerable population from becoming substance dependents". Specific initiatives in this regard will be activated through programmes 2 (Active Nation) and 5 (Sport Infrastructure Support). As part of our commit-ment to anti-doping and the promotion of drug-free sport, SRSA will collaborate with the University of the Free State to ensure that WADA approves the SADo-CoL application to be fully accredited, which will also allow the laboratory to conduct urine sample analysis. SRSA undertakes to support SADoCoL by ensuring that it reaches a functional competency level over and above the investment in required technologies as well as increasing the laboratory capacity.

The Department of Health (DOH) has drafted a bill on alcohol advertising. The core objective of the bill is to restrict the promotion of alcoholic beverages and the prohibition of free alcohol distribution. SRSA has engaged and submitted inputs on the Liquor Amend-ment Bill. The Department will continue to engage the Department of Trade and Industry for the bill to be tagged a section 77 of the Constitution. The tagging of this bill as a Money Bill should provide for a 2% levy to be imposed on the Alcohol Industry. SRSA furthermore proposes that this will be ring-fenced for sport, art, cultural and educational messages publicis-ing the dangers of alcohol abuse. Health promotion messages and campaigns will be actioned on a pro rata basis.

In an effort to transform the delivery of sport and recreation by ensuring equitable access, develop-ment and excellence at all levels of participation, the Department inaugurated a successful National Sports Week during 2015. The strategic intent of the Na-tional Sport Week is to inculcate the development of sport at all levels. This can include driving business through sport; fostering open communication as a way to overcome the challenges confronting the sporting fraternity; interviews with high level sports people; sports media awareness campaigns and an Interna-tional Sport Exchange Conference and Exhibition. The 2018 National Sport Week is scheduled to take place in November.

SRSA hosts South African Sport and Recreation Conference (SASReCon) once every quadrennial, in the year following the Olympic Games.

It was hosted in 2017 and will not form part of the 2018 SRSA outputs. Policies and programmes cater-ing for the specific needs of the sport and recreation sector will be informed and supported by a research and development programme. Strong emphasis will also be placed on establishing and maintaining a functional knowledge management system. Students benefitting from the Post Graduate Development Programme (PDP) in Sports Science will be support-ed with access to SRSA administrative resources to assist them with their studies.

Internally, SRSA will publish the findings of Ministerial Sports Bursary evaluation during 2018/19. Follow-ing the introduction of a new pilot standard in MPAT during 2015, namely that of evaluation, this function will again require attention during 2018/19. The outputs will include a multi-year evaluation plan that follows the national evaluation system; an improve-ment plan on the evaluations conducted; as well as management’s documented response to the findings of the evaluation reports. The 2018/19 financial year will also see the implementation of Guidelines for Planning of New Implementation Programmes practi-cally applying a theory of change.

The Major Events Support sub-programme will provide institutional and intra-Governmental support to events approved in line with the Bidding and Host-ing of International Sport and Recreational Events Regulations. The approach adopted in 2013/14 will continue where SRSA will provide comprehensive support to approximately 4 major events and only an approval/endorsement to other events. The NDP acknowledges that “South Africa has been positioned as a conference and sports event destination”. In an effort to perpetuate this, selected national and interna-tional sporting events, exhibitions or conferences will continue to be used to showcase South Africa as a sports tourism destination.


Vision 2030 as articulated in the NSRP places a responsibility on South African athletes and sports administrators to strive for excellence at all ethical costs and attain dominance and supremacy in what-ever platforms where they perform and compete. To complement these pockets of excellence and stimu-late a culture of optimum achievement, the Depart-ment has strengthened its ‘recognition and reward’ programmes and has also down-streamed the effects of contributing towards a pool of positive role models for the young people in our communities and inspiring the next generation. Guided by the core values of an athlete-centered and excellence-driven sports system, the Department aims to provide incentives and to applaud individual athletes and teams who continue to make our nation proud by displaying exceptional performance and attaining remarkable results.

The Recognition Systems sub-programme will pro-vide opportunities to acknowledge sporting achieve-ments, both contemporary and past performances in line with the recognition criteria developed in 2015/16. A highlight of this sub-programme will again be the hosting of the prestigious Sports Awards (November 2018) where the following awards will be bestowed upon worthy recipients:

• Individual Sports Awards

• Steve Tshwete Life Time Achievement Awards

• Ministers’ Excellence Awards

• Sports Star of the Year Award.

One of the programmes benefitting from the Andrew Mlangeni Golf Development Day is the Andrew Mlangeni Green Jacket Programme, that was es-tablished in 2011 to recognise men and women who have excelled in sport either as a player or as an of-ficial. They are rewarded with a sought-after Andrew Mlangeni green jacket in recognition of their sporting prowess and achievements in their playing days.

In addition, the Minister will use his/her discretion to award Ministerial Outstanding Sports Perfor-mance Accolades Programme to deserving teams and individuals who achieve at the highest levels on the international sporting stage. These awards are bestowed throughout the year when applicable.

Building on the inaugural women's month pro-gramme that SRSA hosted in 2014 to honour the role of women in sport, SRSA, partnered with G-Sport to host a similar event in 2017.

The overarching objective of this prestigious pro-gramme is to highlight and celebrate the role that women play across the entire value chain of sport. The intention is also to place women in sport on the same pedestal as women in other sectors and strata of society as the entire nation celebrates their achievements during the month of August.

The Executive Committee of the AUSC Region Five decided that South Africa will host a Regional Sports Awards event and this materialised in 2016/17. A sim-ilar event is planned for 2018/19 to honour regional achievements before the baton is passed to Namibia to host the 2019/20 event and then to Botswana (2020/21). All ten countries of the Region are to host these Awards. However, the Executive Committee requested South Africa to host the first three Awards ceremonies in order to build a brand and attract sponsorship. The decision is prompted by the fact that South Africa has previously and successfully hosted the National Sports Awards.

In an effort to further recognise our sporting greats, collaborative engagements will continue in 2018/19 to promote a National Sports Hall of Fame. As a project reflecting our sporting heritage it should be driven from government and not be in private hands. Implementation will be phased in to commence with a wall of fame which will eventually culminate into a National Sports Hall of Fame, registered as a muse-um with the Department of Arts and Culture.

SRSA will continue to honour the legacy of South Africans in the struggle against apartheid. To this end the Sport in the Struggle, a human rights project initiated in 2013, will continue telling the stories of past sport heroes who were denied the opportunity to excel on national and international platforms by the apartheid regime. The main purpose of the project is to remember, preserve, celebrate, and provide education about lesser known historical South African sport heroes and those who were denied the right to be known because of the apartheid system. The exhibition honours the heroes of yester-year and is implemented using mobile aluminum panels that tell the story of a particular event or person. It is suitable to host at museums, universities and at spaces that have a professional exhibition programme. This will form the first installation at the National Sports Hall of Fame.


Win

ning

Nat

ion

Scie

ntifi

c Su

ppor

t

Anti-

dopi

ngAl

coho

l adv

ertis

ing

bill

cons

ulta

tion

Tale

nt id

entifi

catio

n an

d de

velo

pmen

t stra

tegy

Athl

ete

Supp

ort

Prog

ram

me

Emer

ging

ath

lete

sM

inis

teria

l Spo

rts B

ursa

ry

Prog

ram

me

Sout

h Af

rican

Inst

itute

for

Drug

-Fre

e Sp

ort

Liqu

or A

men

dmen

t Bill

Wor

ld A

nti-D

opin

g Ag

ency

Cont

rol o

f Mar

ketin

g of

Al

coho

l Bev

erag

es B

ill

Regi

onal

Ant

i-Dop

ing

O

rgan

izat

ion

Cent

ral D

rug

Auth

ority

Sout

h Af

rican

Dop

ing

Con-

trol L

abor

ator

y

Andr

ew M

lang

eni G

olf

Deve

lopm

ent D

ayAn

drew

Mla

ngen

i Gol

f De

velo

pmen

t Day

Natio

nal T

rain

ing

Cent

re

Dist

rict &

Pro

vinc

ial

Spor

ts A

cade

mie

s

Ope

ratio

n Vi

ctor

y La

p

SASC

OC

repo

rts

Elite

ath

lete

sSp

orts

Foc

us S

choo

ls

Hono

urin

g W

omen

in

Spor

t Aw

ards

Natio

nal S

ports

Ha

ll of

Fam

e

Regi

onal

Spo

rts A

war

ds

Spor

t in

the

Stru

ggle

Min

iste

rial O

utst

andi

ng

Spor

ts P

erfo

rman

ce

Acco

lade

s Pr

og.

Reco

gniti

on S

yste

ms

Rese

arch

and

de

velo

pmen

t pro

gram

me

Bidd

ing

and

Host

ing

Re

gula

tions

Maj

or E

vent

s

Spor

ts A

war

dsIn

stitu

tiona

l eva

luat

ions

4 m

ajor

eve

nts

Andr

ew M

lang

eni

Gre

en J

acke

t Pro

gram

me

Post

Gra

duat

e

Deve

lopm

ent P

rogr

amm

e

Spor

ts to

uris

m20

18 N

atio

nal S

ports

Wee

k



TARGETS FOR 2018/19


REC

ON

CIL

ING

PER

FOR

MA

NC

E TA

RG

ETS

WIT

H T

HE

B

UD

GET

AN

D M

TEF

Ex

pend

iture

est

imat

esTa

ble

4:

Win

ning

Nat

ion

expe

nditu

re tr

ends

and

est

imat

es b

y su

bpro

gram

me

and

econ

omic

cla

ssifi

catio

n



The Department awards ministerial bursaries to learners in grades 8 to 12 who are identified as talented young ath-letes. These bursaries are valid for the duration of learners’ school careers, and they attend 1 of the 58 sports focus schools in South Africa, which are selected by provincial Departments because of their exceptional sports coaching and facilities. In 2018/19, a minimum of 60 qualifying athletes, including learners already in the programme, are expected to be supported through the payment of school fees, the provision of school uniforms and sport clothing, sport scientific support and event attendance. R21.4 million over the MTEF period is allocated for this in the Scien-tific Support sub-programme in the Winning Nation programme.

An additional 40 emerging athletes identified by National Federations as having the potential to compete at the high-performance level are also supported by the Department each year through specialist training. Support for these athletes, which also takes into consideration their circumstances and performance potential, is provided from an allocation of R142 million over the MTEF period in the Scientific Support sub-programme in the Winning Nation programme.

A further 40 elite athletes receive advanced coaching and financial support each year through the South African Sports Confederation and Olympic Committee’s high-performance programme to help them prepare and perform at the 4 major multi-code games: the All Africa Games, the World Games, the Commonwealth Games, and the Olympic and Paralympic Games. The Department plans to transfer R32.9 million over the medium term to the South African Sports Confederation and Olympic Committee through the Scientific Support sub-programme for this. Specialist training and sport scientific support is also expected to be provided to a projected 3 600 talented athletes in 2018/19 by 35 provincial and district sports academies, funded through the mass participation and sports devel-opment grant.


Vision for programme 4: Sport Support

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

Objectives

• Support the delivery of sport and recreation by providing financial and non-financial support to 60 sport and recreation bodies annually.

• Foster transformation within the sport and recreation sector by monitoring the transformation status of selected sport federations and assisting them to reach their respective transformation targets.

• Empower the sport and recreation sector by man-aging and strengthening strategic bilateral and multilateral relations through actively participating and influencing decision-making in identified mul-tilateral organisations, such as the African Union Sports Council, the United Nations, the Common-wealth and the World Anti-Doping Agency, over the medium term.

Sub-programmes

• Programme Management: Sport Support manages delegated administrative and financial responsibilities, and coordinates all monitoring and evaluation functions.

• International Relations coordinates and strength-ens bilateral and multilateral sport and recreation relations with international partners to support sport and recreation development in South Africa.

• Sport and Recreation Service Providers trans-fers funds to sport and recreation organisations, predominantly National Federations; monitors the use of the funds in line with service level agreements signed between National Federations and the Department; and administers transfers made to Boxing South Africa, sport federations and the Sports Trust. This sub-programme also monitors governance and sport development, and oversees the implementation of transformation programmes in line with the Transformation Charter for South African Sport and the transformation scorecard.

Sport and Recreation Service Providers will continue funding the qualifying National Federations according to the Recognised Sport Bodies Grant Framework. Funding will be provided across two tiers: guaranteed funding (fundamentally for adminis-tration) and conditional funding, which will constitute the bulk of the funding that will address issues of governance, transformation, and performance. SRSA will continue to assist NFs 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 in conjunction with SASCOC will ensure that good governance prevails in all NFs and steps will be implemented to address any alleged misconduct. In an effort to foster good governance SRSA has over the past two financial years managed a process of ensuring that a minimum of 60 sport and recreation bodies sign a pledge to support the Code of Conduct. SRSA will continue with its responsibility in this regard by overseeing good governance monitoring reports in conjunction with SASCOC.

To ensure that the results stemming from the transformation audits result in tangible programmes it is important that SRSA develop sustainable mechanisms addressing the recommendations of the Eminent Persons Group (EPG). One such interven-tion is a revision of the funding framework to ensure that there are financial rewards as well as punitive measures for National Federations not meeting their self-imposed transformation targets. The assessment of the Business Plans for the priority codes would be guided by the outcomes and recommendations of the EPG Report on Transformation in Sport. It is envisaged that performance in the transformation domain will dictate further Government financial as well as non-financial support. It is a national impera-tive, as well as a strategic goal of SRSA to adequate-ly transform the sport and recreation sector. The project started with the appointment of the EPG by the Minister of Sport in 2012. This was a direct outcome of a resolution taken at a Sport Indaba in 2011 for the need of an independent body to monitor and report on the implementation of the newly adopted Transforma-tion Charter. The objective was to establish, report on and make recommendations as to sports transforma-tion status in selected sport codes on the basis of the Transformation Charter. Data sheets are distributed to identified Federations whereafter they are analysed and an annual report is compiled. The annual report reflects the transformation status in different transfor-mation dimensions and a comparative as well as an individual Federation basis is available.


Four annual reports have been compiled covering 19 sporting codes. Data sheets for 2017 were distributed and will be processed from March 2018. During 2016 a code-specific barometer approach was introduced. This involved the federations projecting transformation performance levels 5-10 years into the future and be-ing audited on their achievement of these projections.

This supplements the essentially retrospective annual audit already in place. It is essential for this project to continue as it is the only formal quantitative tool mea-suring status in key areas linked to the Transformation Charter. It is also contributing to the identification and qualification of emerging trends impacting sport. Important in this regard was highlighting the dramatic impact of changes in national population demographic profiles on the sustainability of sport and the threat of school sport to SA sport’s well-being. School sport was identified as sports ‘Achilles Heel’. Other chal-lenges identified include: (1) The very large number of recognised Federations not audited which, if under-taken will have major cost, logistics and resource implications (2) Increasing the number of measures to gain greater insight into the blockages and constraints to transformational change (3) Improving Federation data quality submitted by providing funding for more reliable data collection procedures; (4) Establishment of an affordable and cost effective automated data base system; (5) Establishment of a vehicle for ensur-ing effective monitoring and implementation of EPG recommendations within national, provincial and local government structures, including schools; and

(6) Ensuring availability and coordination of funding for transformation initiatives from all current and pos-sible new sources of funds – Federations do not have sufficient funds to initiate interventions in key areas. To have real impact on the future development of South African sport it is important that the line function units within the Department carefully peruse the valu-able information from the audits and initiate projects and programmes that will address the critical problem areas identified.

SRSA, in consultation with SASCOC, will also prior-itise Federations and ensure that these Federations are capacitated to optimally deliver their programmes to realise the SRSA vision of an active and winning nation. Factors influencing the prioritisation of a Fed-eration for school sport support will include amongst others: the promotion of mass participation; an exist-ing strong presence with a national footprint; the ease of rollout 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; Gymnas-tics; Softball; Volleyball; Goal Ball; Boxing; Chess; as well as selected Indigenous Games.

A Federation to receive intensive support is se-lected each year. Softball will be the recipient of this extra support in 2018/19. The Basketball; Hockey and Volleyball leagues will continue to be supported during 2018/19 with the aim of making them self-sustainable in the near future.

Year supported Federation selected for intensive support

2012 Netball

2013 Tennis

2014 Basketball

2015 Boxing

2016 Hockey

2017 Volleyball

2018 Softball


The sub-programme is also responsible for providing financial and institutional support to Boxing South Africa (BSA), as a public entity, and efforts will again be made in 2018/19 to assist the entity to obtain an unqualified audit opinion.

Through a partnership with the Sport Trust, SRSA is able to significantly fast-track the attainment of strategic goal one: citizens’ access sport and recre-ation activities. Considerable resources, effort and focus are dedicated to community outreach pro-grammes, the key outputs of which are the provision of equipment, attire and specific support to athletes that may be identified by SRSA when the need arises. Strategic goal four: enabling mechanisms to support sport and recreation also benefit from the Sports Trust programme delivering specialised multi-purpose sport courts and other infrastructure projects, which are implemented in schools and communities. Support will also be provided to SCORE to sustain coaching programmes for the sport and recreation sector.

Volleyball, Football and Netball will be supported in 2018/19 to participate in the BRICS Games, an Inter-Governmental collaboration to promote sport, amongst others, by the BRICS countries (Brazil, Russia, India, China, and South Africa).

In terms of the International Relations sub-pro-gramme, the agreements and Programmes of Action will continue to be informed by the International Re-lations Strategy. The sub-programme will continue to build and strengthen international bilateral relation-ships to support sport and recreation development in South Africa by executing exchange programmes with international partners, including Jamaica, India, Russia, and Cuba. SRSA has signed agreements with Jamaica, India, and Russia, and is implementing Programmes of Action in this regard. The directorate is working on finalising an agreement with Cuba, that, it is envisaged, will be implemented during 2018/19.

In addition, SRSA will also continue to strengthen bilateral sports ties with countries on the African continent that are emerging from conflict to enable their sports sector to be self-sustainable.

The sub-programme will maintain its supporting role to enable SRSA to fulfill its responsibilities in interna-tional fora such as UNESCO, the UN Sport for Devel-opment and Peace International Working Group (SDP IWG), IADA, and WADA, amongst others. As Chair of the Thematic Group on Sport for Development and Peace as well as Chair of the Executive Board of the SDP IWG the Department has to ensure that South Africa fulfills all its responsibilities.

The International Relations sub-programme will con-tinue to ensure that South Africa is well represented in identified multi-lateral engagements.

South Africa will continue to play a very active role in the African Union Sports Council (AUSC) Region Five during the 2018/19 financial year. South Africa is also represented on the Executive Committee; the Council of Ministers Meeting; the Sports Development Commission; the Finance and Marketing Commission; the Women and Sport Commission; and the Commis-sion for People with Disability.

In addition, South Africa is represented on the As-sociation 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 also be sup-ported. Furthermore, strategic partnerships with IBSA (India, Brazil, and South Africa) and BRICS countries (Brazil, Russia, India, China and South Africa) will be strengthened through participation in joint projects.

Softball equipment – fielder’s mask (face mask) helmets, chest protectors, gloves/catching mitt, shin guards, sliders (thigh length leggings – worn under softball pants) and cleats (on shoes).

FACTSQUICK

ON SOFTBALL


Spor

t & R

ecre

atio

n

Serv

ice

Prov

ider

s

Fede

ratio

n of

the

Year

(S

oftb

all)

Boxi

ng S

outh

Afri

ca

Spor

ts T

rust

- M

ulti-

purp

ose

cour

ts s

ports

faci

litie

s

at s

choo

ls

SCO

RENa

tiona

l spo

rt an

d re

crea

tion

finan

cial

and

no

n-fin

anci

al s

uppo

rt fra

mew

ork

Code

of C

ondu

ctPr

iorit

y co

des

polic

y

Prem

ier H

ocke

y Le

ague

Natio

nal V

olle

ybal

l Lea

gue

EPG

Aud

it Re

port

Emin

ent P

erso

ns G

roup

Tran

sfor

mat

ion

Inte

rnat

iona

l Rel

atio

ns

Tran

sfor

mat

ion

Char

ter

and

Scor

ecar

d

Afric

an U

nion

Spo

rts

Coun

cil S

port

Deve

lopm

ent

Regi

on F

ive

Tran

sfor

mat

ion

baro

met

erBi

late

ral e

ngag

emen

ts

Stat

us re

ports

det

ailin

g m

ultil

ater

al e

ngag

emen

ts

Spor

t Sup

port

Bask

etba

ll Na

tiona

l Lea

gue



TARGETS FOR 2018/19


REC

ON

CIL

ING

PER

FOR

MA

NC

E TA

RG

ETS

WIT

H T

HE

B

UD

GET

AN

D M

TEF

Ex

pend

iture

est

imat

esTa

ble

5: S

port

Sup

port

exp

endi

ture

tren

ds a

nd e

stim

ates

by

subp

rogr

amm

e an

d ec

onom

ic c

lass

ifica

tion



The Sport and Recreation Service Providers sub-programme in the Sport Support programme will continue to fund qualifying National Federations according to the Recognised Sport Bodies Grant Framework. Funding will be provided across two tiers: guaranteed funding, which is mainly for administration; and conditional funding, which constitutes the bulk of the budget and addresses issues of governance, transformation and performance. Sport federations are required to develop their own transformation targets against which they are audited. The Depart-ment plans to develop mechanisms to ensure that recommendations from transformation audits are implemented, including the use of financial rewards for Federations that meet transformation targets and punitive measures for Federations that fail to meet their transformation targets. R327.1 million is allocated over the MTEF period for trans-fers to 60 National Federations.

The Department facilitates the delivery of specialised multipurpose sport courts and other infrastructure projects to improve access to sport and recreation activities through a partnership with the Sports Trust. For this purpose, the Trust is expected to receive a transfer of R71.8 million over the MTEF period.


Vision for programme 5: Sport Infrastructure Support

Purpose: Regulate and manage the provision of sport and recreation facilities.

Objectives

• Improve decision-making and maximise the use of available resources by assisting all provinces and lobbying municipalities to provide facilities where they are needed over the medium term.

• Assist municipalities in complying with facility norms and standards by providing technical and management support during the construction phase of sport and recreation facilities on an ongoing basis.

Sub-programmes

• Programme Management: Infrastructure Support manages delegated administrative and financial responsibilities, and coordinates all monitoring and evaluation functions.

• Sport and Recreation Facility Planning lobbies for, facilitates, and coordinates the provision of sport and recreation facilities by municipalities and other relevant institutions. This sub-pro-gramme also works closely with the Department of Cooperative Governance and Traditional Affairs to use a portion of the Municipal Infrastructure Grant ringfenced for sport and recreation facilities.

• Sport and Recreation Facility Management pro-vides technical assistance to local authorities and other relevant stakeholders for constructing and managing sport facilities to ensure compliance with national standards.

The Sport and Recreation Facility Planning sub-di-rectorate lobbies for, facilitates and coordinates the provision of sport and recreation facilities by munici-palities and other relevant institutions. SRSA will con-tinue to determine allocations to the amount of R273 million of Municipal Infrastructure Grant (MIG) funds, outside of the formula, in the 2018/19 financial year. These will be ring fenced funds that can only be spent on the projects identified by SRSA. Procurement of services in relation to this R273 million will be done by the beneficiary municipality in line with conditions set by SRSA.

The findings of the Transformation Reports stress the importance of adequate facilities to effectively imple-ment sport and recreation programmes. To address this, the sub-programme will lobby that municipalities submit plans for spending 33% of the P-component on sport and recreation infrastructure projects. SRSA must ensure that a facility classification framework is in place and updated for application by the Provinc-es. The sub-programme will have to work closely with DCOG, the South African Local Government Associa-tion (SALGA) and municipalities, to maximise the use of the portion of the MIG earmarked for building sport facilities.

The intention from 2018/19 going forward is to make the maximum impact in the 27 poor districts where decisions to locate any new facilities need to be taken.

A stumbling block thus far has been the absence of an accurate audit of sport and recreational facilities, due to the costs involved. An accurate facility audit and classification would assess where the needs are, proj-ect shortfalls and thereafter strategically inform the building and maintenance of the facilities that would directly contribute to the objectives of the NSRP and the NDP.

During 2016/17 Provinces conducted a simple count of facilities. Whilst this provided an idea of how many facilities there are in the Provinces, this needs to be elevated to a more comprehensive facilities audit. A comprehensive audit has not been financially feasible thus far and new innovative ways to achieve the same result tapping into broader stakeholder networks now need to be explored. The audit will not be an output during 2018/19 as a result of the costs required.

Long-term plans are envisaged to uplift NASREC and to develop a viable sport precinct that can service multiple facets of the sport and recreation sector. Initial negotiations are positive and during 2018/19, the Department will continue to pursue this initiative possibly in the form of a public-private-partnership.

The Sport and Recreation Facility Management sub-programme will continue to provide technical assistance to local authorities and other relevant stakeholders for constructing and managing sport fa-cilities to ensure compliance with national standards. Considering the substantial financial investment made in building and refurbishing stadia for the 2010 FIFA World Cup, this sub-programme will continue to ascer-tain how these stadia are being maintained and used, and will produce an annual status report.


In an effort to encourage participation, the Sport and Recreation Facility Planning sub-programme will continue to appeal for the delivery of community gyms and children’s play parks, by municipalities, that can be used in open spaces within communities. The provision of these community gyms will link with the community sports project to devise innovative initiatives to deliver recreation to the community. During 2018/19 ten community gyms have been prioritised to be provided, with at least one per Province. The intention is to assist local community members, as well as athletes in disadvantaged areas, to have access to opportunities to train and improve their fitness and health.

The Sport and Recreation Facility Planning sub-programme will continue to collaborate with the Department of Environmental Affairs who will assist with the greening and beautification of the public open spaces and the ac-companying recreation facilities, in accordance with the Outcome 14 Delivery Agreement signed. The focus for this initiative should ideally link to the installation of the community gyms and children’s play parks.


Sport Infrastructure Support

Facility planning

Facilities classification framework

Municipal Infrastructure Grant

(MIG) allocations

Children’s play parks

Greening of open space (partner project)

World Cup stadia reports – status report

NASREC precinct

Community gyms

Technical assistance to local authorities

Facility management




TARGETS FOR 2018/19


REC

ON

CIL

ING

PER

FOR

MA

NC

E TA

RG

ETS

WIT

H T

HE

B

UD

GET

AN

D M

TEF

Ex

pend

iture

est

imat

esTa

ble

6: S

port

Infr

astr

uctu

re S

uppo

rt e

xpen

ditu

re tr

ends

and

est

imat

es b

y su

bpro

gram

me

and

econ

omic

cla

ssifi

catio

n



The Department anticipates spending R31.7 million over the MTEF period in the Sport Infrastructure Support programme to strengthen its oversight of and support to municipalities to improve the planning and delivery of infrastructure for sport and recreation. The Department expects to work with the Department of Cooperative Gov-ernance, the South African Local Government Association and municipalities to ensure that funds earmarked in the Municipal Infrastructure Grant for the provision of sport and recreation facilities are used to provide facilities in the areas of greatest need.

To encourage participation in sport and recreation, the Sport and Recreation Facility Planning sub-programme will continue to advocate for municipalities to deliver community gyms and children’s play parks. To give local commu-nity members and athletes in disadvantaged areas access to opportunities to exercise and improve their health and fitness, 10 community gyms across South Africa are expected to be provided in each year over the MTEF period. R11 million is allocated over the medium term for the provision of these facilities.

7 4

PART CLINKS TO OTHER PLANS

7 5Part C: Links To Other Plans

A letter received from the Department of Arts and Culture Acting Director-General Mr Vusithemba Ndima on 29 July 2016 confirmed that the MTSF refinements submitted by SRSA in 2015 were approved by Cabinet. These refine-ments are reflected below.

Outcome 14, where sport and recreation feature prominently, acknowledges that despite progress since 1994, South African society remains divided. The privilege attached to race, class, space and gender has not yet been fully reversed, and the quality of services continues to be affected by who you are and where you live. Attitudinal, physical and communication barriers continue to exclude and marginalise persons with disabilities.

Sport and recreation contribute, as a delivery partner, notably in sub-outcome 3 of Outcome 14. To address the strategic intent of the NDP, SRSA have committed to:

1. Promote participation in sport and recreation

2. Advocate transformation in sport and recreation

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

4. Support high performance athletes to achieve success in international sport.

In terms of measuring performance in this domain the following indicators will be tracked and reported upon:

1. Promote participation in sport and recreation

• Number of people actively participating in organised sport and active recreation events.

• Number of people actively participating in sport and recreation promotion campaigns and events per year.

• Number of sport and recreation promotional campaigns and events implemented per year.

• Number of schools, hubs and clubs provided with equipment and/or attire as per the established norms and standards per year.

2. Advocate transformation in sport and recreation

• Number of sport and recreation bodies receiving financial and non-financial support in an effort to assist them in meeting their transformation targets.

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

• Number of athletes supported by the sports academies.

• Number of participants in National School Sport Championships per year.

4. Support high performance athletes to achieve success in international sport

• Number of athletes supported through the scientific support programme.

In an analysis of the second draft of the 2018/19 SRSA Annual Performance Plan conducted by the Department of Planning, Monitoring and Evaluation, dated 15 December 2017, it was confirmed that “The Department’s APP in terms of strategic objectives, programme performance indicators and related targets is aligned with the 2014-2019 MTSF”.

OUTCOME 14 – 2018/19

7 6 Part C: Links To Other Plans

1. Number of people actively participating in sport and recreation promotion campaigns and events per year (48 000)

2. Number of participants in national school sport championships per year (5 000)

3. Number of schools, hubs and clubs provided with equipment and/or attire as per the established norms and standards per year (2 500)

4. Number of major international events receiving intra-governmental support per year (4)

5. Number of athletes supported by the sports academies per year (3 600)

6. Number of athletes supported through the scientific support programme per year (80)

7. Number of athletes supported through the ministerial sports bursary programme per year (60)

8. Number of sport and recreation bodies receiving financial and non-financial support in an effort to assist them in meeting their transformation targets per year (60)

9. Number of municipalities provided with technical and management support per year (35).

ESTIMATES OF NATIONAL EXPENDITURE – 2018/19

The following customised indicators were approved and signed-off by all nine Provinces in October 2014 for the sector:

1. Number of people actively participating in organised sport and active recreation events.

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

3. Number of schools, hubs and clubs provided with equipment and/or attire as per the established norms and standards.

4. Number of athletes supported by the sports academies.

5. Number of sport academies supported.

All five indicators will be funded from the 2018/19 Mass Participation and Sports Development Grant. During 2018/19 SRSA will oversee the implementation thereof by the Provinces and will submit quarterly performance information reports to the Presidency as mandated.

SECTOR INDICATORS – 2018/19

The South African Softball Union (SASU) was the first multira-cial governing body that was established on 22 February 1977.

FACTSQUICK

ON SOFTBALL


The Mass Participation and Sport Development Grant is distributed to increase citizens’ access to sport and recreation activities by facilitating sport and active recreation participation and empowerment in partner-ship with relevant stakeholders. The Grant aims to increase and sustain participation in sport and active recreation, and to improve sector capacity to deliver sport and active recreation.

During 2018/19 SRSA will monitor the Provinces using the following output indicators per programme.

SCHOOL SPORT

1. Number of people supported to participate in the National School Sport Championships

2. Number of people participating in school sport tournaments at a district level

3. Number of people trained to deliver school sport

4. Number of schools provided with equipment and/ or attire

5. Number of school sport coordinators remunerated

6. Number of school sport structures supported.

COMMUNITY SPORT AND ACTIVE RECREATION

Community sport

7. Number of people actively participating in organised sport and active recreation events

8. Number of active recreation events organised and implemented

Siyadlala

9. Number of youth participating at the National Youth Camp

10. Number of people in the hubs trained to deliver Siyadlala in the Mass Participation Programme

11. Number of indigenous games clubs participating in Indigenous Games Tournaments

12. Number of hubs provided with equipment and or attire.

Club development

13. Number of local leagues supported

14. Number of people trained to deliver the Club De-velopment programme

15. Number of clubs participating in the Rural Sport Development Programme

16. Number of clubs provided with equipment and or attire

17. Number of clubs trained using the tool kit

18. Number of clubs in the pilot project supported as per the service level agreement (SLA).

SPORT ACADEMIES

19. Number of athletes supported by the sport academies

20. Number of sport academies supported

21. Number of people trained to deliver the sport academy programme

22. Number of sport focus schools supported

23. Percentage of activities completed towards the construction of the National Training Centre.

TRANSVERSAL MATTERS

24. Number of sport and active recreation projects implemented by the provincial sports confederation

25. Number of provincial programmes implemented

26. Branding material procured as per specifications.

MANAGEMENT

27. Number of staff appointed on a long- term contract

28. Percentage of administration standards met.

The following outcomes will be calculated using out-puts as numbered above.

1. Number of participants in the programme (2+3+5+7+9+10+14+19+21+27)

2. Number of schools, hubs and clubs provided with equipment and/or attire. (4+12+16)

3. Number of people trained. (3+10+14+21)

4. Number of jobs created. (5+27).

CONDITIONAL GRANT – 2018/19


IMPROVEMENT PLAN

IMPLEMENTATION EVALUATION OF THE NATIONAL SCHOOL SPORT CHAMPIONSHIPS


No links to long-term infrastructure and other capital plans.

There have been no changes to the status quo of the two public entities overseen by SRSA as reflected in the 2015-2020 Strategic Plan. There are no plans to evaluate either entity in 2018/19.

Boxing South Africa administers professional boxing, recognises amateur boxing, creates synergy between profes-sional and amateur boxing, and promotes interaction between associations of boxers, managers, promoters and trainers. The organisation’s total budget for 2018/19 is R15 million.

The South African Institute for Drug-Free Sport promotes participation in sport without the use of prohibited perfor-mance enhancing substances and methods, and educates sportspeople on fair play and the harmful effects of the use of prohibited performance enhancing substances and methods. The institute’s total budget for 2018/19 is R30.9 million.

No Public-Private Partnerships.

No other partnerships.

LONG-TERM INFRASTRUCTURE AND OTHER CAPITAL PLANS

PUBLIC ENTITIES

PUBLIC-PRIVATE PARTNERSHIPS

OTHER PARTNERSHIPS

8 3

Part C: Links To Other Plans

Minor technical adjustments were made to the Strategic Plan 2015-2020. These do not change the intent of the plan but rather improve the indicators and targets. In some instances, the adjustment was purely to adhere more strictly to the SMART principle of indicator development. The revisions were tabled as an annexure during the submission of the 2016/17 and the 2017/18 Annual Performance Plans. Further minor adjustments were again made in 2017/18. The submission is repeated for the 2018/19 Annual Performance Plan in order to ensure strategic alignment.

REVISIONS TO 2015-2020 STRATEGIC PLAN

Revision to Strategic Goals

Revisions to Strategic Objectives; the Strategic Objective Statement and the 5 Year Strategic Plan target

Strategic Objective Good governance supported.

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

REVISED Objective

statement

To support the provision of sport and recreation mass participation opportunities in all Provinces through to 2020 by providing

management and financial support through the mass participation and development grant and evaluating this support through the

compilation of annual evaluation reports.

8 6

ANNUAL PERFORMANCE PLANFor the 2018/19 financial yearSport and Recreation South AfricaRegent Place, 66 Queen StreetPrivate Bag X896Pretoria

Tel: 012 304 5000

Twitter | @SPORTandREC_SAFacebook: www.facebook.comWebsite: www.srsa.gov.za

RP43/2018

ISBN: 978-0-621-46099-5

annual performance plan - sport and recreation south africa · tions to unesco and the un sport for...

Documents