socio-economic impact assessment of the siyadlala ... impact study 2013.pdf · socio-economic...

SOCIO-ECONOMIC IMPACT ASSESSMENT OF THE

SIYADLALA PROGRAMME IN KZN

SUBMITTED TO: KZN DEPARTMENT OF SPORTS AND RECREATION

135 Pietermaritz Street, Pietermaritzburg, 3200 Tel No. (033) 897 9400 Fax No. (033) 342 4982

SUBMITTED BY: URBAN-ECON: DEVELOPMENT ECONOMISTS

37 HUNT ROAD, GLENWOOD DURBAN Tel No. (031) 2029673 Fax No. (031) 2029675 Email: [email protected]

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TABLE OF CONTENTS

SECTION 1 INTRODUCTION .................................................................................................................................. 2 1.1 BACKGROUND ................................................................................................................................................................. 2 1.2 THE PURPOSE AND OBJECTIVE OF THE STUDY ................................................................................................................. 2 1.3 METHODOLOGY .............................................................................................................................................................. 1 1.4 SOURCE OF INFORMATION .............................................................................................................................................. 4 1.5 REPORT OUTLINE ............................................................................................................................................................. 9

SECTION 2 SIYADLALA PROGRAMME BACKGROUND ............................................................................................. 10 2.1 PROGRAMME OVERVIEW .............................................................................................................................................. 10 2.2 PROGRAMME VALUES ................................................................................................................................................... 10 2.3 HUBS PERSONNEL.......................................................................................................................................................... 11 2.4 OPERATIONAL TASKS AND ACTIVITIES OF THE PERSONNEL WITHIN A HUB ................................................................... 11 2.5 EQUIPMENT AND FACILITIES: ........................................................................................................................................ 12 2.6 COMMUNITY AWARENESS AND PARTICIPATION........................................................................................................... 13

SECTION 3: HUB OFFICIALS ANALYSIS .................................................................................................................. 14 3.1 HUB LOCATION AND EQUIPMENT ANALYSIS ................................................................................................................. 14 3.2 HUB MANAGEMENT ANALYSIS ...................................................................................................................................... 21 3.3 HUBS ACTIVITIES ANALYSIS............................................................................................................................................ 24

SECTION 4 RESIDENTS AND COMMUNITY MEMBERS ANALYSIS .............................................................................. 31 4.1 SIYADLALA AND THE PRIDE OF THE AREA ...................................................................................................................... 31 4.2 SIYADLALA PROGRAMME AND THE LOCAL ECONOMY .................................................................................................. 31 4.3 SIYADLALA ENTERTAINMENT ........................................................................................................................................ 32 4.4 THE USE OF SIYADLALA FACILITIES ................................................................................................................................. 32 4.5 SIYADLALA PROGRAMME EMPLOYMENT ...................................................................................................................... 33 4.6 SIYADLALA PROGRAMME AND PERSONAL THEFT AND VANDALISM ............................................................................. 34 4.7 SIYADLALA PROGRAMME, DRUG USE, GANGSTERISM AND MURDER ........................................................................... 34 4.8 SIYADLALA PROGRAMME, TEENAGE PREGNANCIES, RAPE AND VIOLENCE AGAINST WOMEN AND CHILDREN AND THE

WIDESPREAD OF THE HIV/AIDS ........................................................................................................................................... 35 4.9 SIYADLALA PROGRAMME, ENVIRONMENTAL IMPACTS AND THE PUBLIC FUND ........................................................... 36 4.10 SIYADLALA PROGRAMME AND THE IMPROVEMENT OF THE COMMUNITIES .............................................................. 36

SECTION 5 PROGRAMME BENEFICIARIES ............................................................................................................. 38 5.1 SIYADLALA PROGRAMME AND THE LOCAL ECONOMY .................................................................................................. 38 5.2 THE USE OF SIYADLALA FACILITIES ................................................................................................................................. 39 5.3 SIYADLALA PROGRAMME AND EMPLOYMENT OPPORTUNITIES ................................................................................... 39 5.4 SIYADLALA PROGRAMME PERSONAL THEFT, EXCESSIVE DRINKING AND VANDALISM .................................................. 40 5.5 SIYADLALA PROGRAMME, DRUG USE, GANGSTERISM AND MURDER ........................................................................... 40 5.6 SIYADLALA PROGRAMME, TEENAGE PREGNANCIES, RAPE AND VIOLENCE AGAINST WOMEN AND CHILDREN AND THE

WIDESPREAD OF THE HIV/AIDS ........................................................................................................................................... 41 5.7 SIYADLALA PROGRAMME, THE SPORT CODES AWARENESS AND THE PUBLIC FUND ..................................................... 41 5.8 SPORT CODES IN WHICH BENEFICIARIES WERE INVOLVED ............................................................................................ 42 5.9 THE NEED TO PARTICIPATE IN OTHER SPORT CODES IN SIYADLALA PROGRAMME ........................................................ 43 5.10 PERSONAL BENEFITS FROM THE PROGRAMME ........................................................................................................... 43 5.11 GRATITUDE FROM SIYADLALA PROGRAMME BENEFICIARIES ...................................................................................... 44

SECTION 6 STRENGHTS AND WEAKNESSES OF SIYADLALA PROGRAMME IN KZN ....................................................... 46 6.1 STRENGTHS ................................................................................................................................................................... 46 6.2 WEAKNESSES ................................................................................................................................................................. 48

SECTION 7 STRATEGIC RECOMMENDATIONS ........................................................................................................ 51 7.1 VISION ........................................................................................................................................................................... 51 7.2 MISSION ........................................................................................................................................................................ 51 7.3 OBJECTIVE STATEMENT ................................................................................................................................................. 51 7.4 STRATEGIC RECOMMENDATIONS ................................................................................................................................. 51

ANNEXURE ...................................................................................................................................................... 56 A1 SIYADLALA HUBS ............................................................................................................................................................ 56 A2 QUESTIONNAIRE FOR HUB COORDINATORS AND ACTIVITY MANAGERS........................................................................ 59 A3 QUESTIONNAIRE FOR COMMUNITY MEMBERS SURROUNDING HUBS .......................................................................... 62 A4 QUESTIONNAIRE FOR BENEFICIARIES ............................................................................................................................. 63

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SECTION 1 INTRODUCTION

1.1 BACKGROUND

Siyadlala Programme is a national project of Sport and Recreation South Africa aimed at facilitating

mass participation in sport and recreation activities, especially in disadvantaged communities in high

crime areas and government priority nodal areas.

The rationale behind the programme is the belief that if people play sport and recreational games,

they will not only lead healthier lives, but also have fun. That is why Sport and Recreation services

started the Siyadlala Mass Participation Programme (MPP). One of its objectives is to increase the

number of structured hubs/clubs so that even people in rural areas will have organised tournaments

to take part in.

In KwaZulu-Natal Province, the programme started from 2004 and has currently 117 hubs throughout

the Province. Disadvantaged communities with a high crime rate and rural areas are the most targeted

by the programme. Youth, elderly people, women and people with disabilities are encouraged to

participate.

The aim of the Siyadlala Programme is to make all people involved in sport activities such as:

Aerobics Hockey

Athletics Indigenous Games

Baseball Netball

Basketball Rugby

Boxing Soccer

Cricket Softball

Dance Sport Swimming

General Gymnastics Volleyball

Handball

1.2 THE PURPOSE AND OBJECTIVE OF THE STUDY

Siyadlala Programme has been running in KZN Province for almost a decade; therefore the main

purpose of the social impact assessment study is to gauge its performance and the implementation in

order to see whether all its primary objectives have been achieved. In other words, the purpose of

this study is to undertake a modelling exercise to quantify direct and indirect social positive or negative

impacts induced from the programme. The assessment will deal with both impacts that took place

due to the rolling out of the programme and impacts that are of secondary nature and that can arise

in the environment that will be either positive or negatively affected by the programme.

The primary objective for this study is, after assessing the performance and the implementation of

Siyadlala Programme, to have in place a comprehensive plan that will provide a coordinated support

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and management to its future in KZN province. However, to achieve the preceding primary objectives,

there is a need to:

1. Gauge the functionality of the hubs,

2. Gauge the benefit of the hubs to the

community in terms of:

employment creation,

fight against HIV/AID,

decrease in crime level,

decrease in drug use,

fight against gangsterism,

fight against teenage pregnancy and

fight against other social issues,

3. Gauge the role of stakeholders

(Federations, municipalities, etc.) and their

cooperation

4. Highlight the number of people who

benefited from the programme (youth and

adult included),

5. Gauge who else benefits from the

programme,

6. Identify hubs’ challenges,

7. Identify other benefits of the hubs,

8. Identify what hubs could do outside their

primary objectives.

1.3 METHODOLOGY

The design of the

methodology indicated

below is based on the

understanding of the

objectives, the scope

and the requirements

of the study.

The methodology that

is generally followed

consists of five main

phases as displayed in

the table below.

PHASES OF THE PROJECT

1. PROJECT INCEPTION

2. DATA COLLECTION

3. DATA PROCESSING

4. SOCIO-ECONOMIC ANALYSIS

5. REPORT AND RECOMMENDATIONS

The above actions were undertaken whilst maintaining sound communication links with the Provincial

Department of Sport and Recreation.

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1.4 SOURCE OF INFORMATION

1.4.1 DESKTOP RESEARCH

Desktop research was undertaken to collect local information pertaining to the sports hub

programme. These include:

Publications and research documents,

Internet correspondence with officials involved in Siyadlala Programme and other sport

events,

Internet websites.

1.4.2 INTERVIEWS

Further, interviews were organised with various stakeholders including the hub managers, activity

coordinators, programme beneficiaries, current participants, and community members surrounding

the hubs to acquire the information needed for the study. Specific numbers of all stakeholders

interviewed are presented in the following table:

STAKEHOLDERS TOTAL

NUMBER

COMMENTS

Hub Coordinators 34

The Project Steering Committee decided to

survey 30% of the Programme’s hubs. Which

led to 35 hubs being visited/surveyed in KZN

Hub Activities

Managers/Coaches 272

Some hubs have 10 staff members while others

have less than five. Therefore the total number

of activity coordinators surveyed was 272.

Community Members

Surrounding The Hubs 510

It was decided by the Project Steering

Committee to survey 15 households

surrounding each selected hub

Current Participants and

other stakeholders 50

Given the time allocated to the study, 50

participants were surveyed.

Hubs Beneficiaries 340 10 beneficiaries per hub were telephonically

surveyed.

Total 1206 A total of 1206 stakeholders was surveyed in

the province

1.4.3 HUBS VISIT

During the consultation process, randomly selected hubs with the DSR approval from each of districts

in KZN Province were visited. The hubs visits helped to go to see the study area and to get first-hand

experience of the rolling out of the programme.

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Photo 1.1 KwaNyiswa Soccer Field Mpophomeni Tennis court

Source Urban-Econ 2013

The quality of surfaces at each of the hubs varies considerably as indicated in the images above.

Photo 1.2 Kokstad Combined Soccer, Rugby, Indigenous Games Field


It should be noted that visiting/accessing rural hubs has been a real challenge to the fieldwork team

as most of the areas where the hubs are located lacks virtually all basic services, and most have no

formal access roads, no water and no electricity in most instances.

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Photo 1.3 Ulundi and Hlabisa Hub Managers and Activity Coordinators


The staffs at each of the hubs were in all cases been very helpful and willing to share their views and

experiences. They assisted in language difficulties, notably as some of the areas have Xhosa and not

Zulu speakers as beneficiaries. Their cooperation made the data collection process ran smoothly.

1.4.4 SURVEYS PROCESS

To roll out the Siyadlala Programme surveys, the team has designed four main routes to be undertaken

and all hubs included in these routes have been visited and surveyed as per the following map.

Map 1.1 the Map of the Site visits and survey routes

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Source: Urban-Econ 2013

Details of the survey routes are presented below:

1.4.4.1 COASTAL CENTRAL ROUTE

This route includes hubs from iLembe, eThekwini, and uGu

District No Local Hub Name Dates

ILembe

1 Mandeni Isithebe 22-Feb

2 KwaDukuza Doringkop 21-Feb

3 Ndwedwe Ndwedwe 21-Feb

4 Mandeni Emacambini 22-Feb

eThekwini Metro

5 eThekwini Metro Durban Central Hub 18-Feb

6 eThekwini Metro Kwa-Ximba Hub 19-Feb

7 eThekwini Metro Kwanyuswa Hub 18-Feb

uGu

8 Umdoni Emalangeni 19-Feb

9 uMzumbe Shipoke 19-Feb

10 Hibiscus Gamalakhe 20-Feb

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1.4.4.2 INLAND ROUTE

This route includes hubs from uMgungundlovu and Sisonke.


Sisonke

1 uBuhlebezwe Jolievet 04-March

2 Kokstad Kokstad 05-March

3 Ingwe Egqumeni 04-March

uMgungundlovu

4 Richmond KwaMagoda 26- Feb

5 Umngeni Mpophomeni 01-March

6 Impendle Machibisa 26- Feb

1.4.4.3 EXTREME NORTH ROUTE

This route includes the Siyadlala Hubs from the following districts: Amajuba, Zululand, and

uMkhanyakude.


uMkhanyakude

1 Hlabisa Inhlwathi 13-March

2 Jozini Jozini 12-March

3 Mtubatuba Dukuduku 13-March

Zululand

4 Nongoma Ebukhalini 11-March

5 UPhongolo Emkhwakhweni 12-March

6 Ulundi Ukhukho 11-March

aMajuba

7 Utrecht Nzimane 19-March

8 Newcastle Blaaubosch 18-March

9 Newcastle Charlestown 18-March

1.4.4.4 NORTH COAST ROUTE

This route includes the Siyadlala Hubs from uThukela, uMzinyathi, and uThungulu


uThungulu

1 Ntambanana Bhuchanana 07-March

2 Mhlathuze Esikhawini 06-March

3 KwaMbonambi Dondotha 06-March

uMzinyathi

4 Nquthu Nondweni 14-March

5 Msinga Msinga 13-March

6 Umvoti Matimatolo 13-March

uThukela

7 Imbabazane Imbabazane 15-March

8 Indaka Indaka 14-March

9 Mnambithi Driefontein 14-March

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1.5 REPORT OUTLINE

This report has following sections;

Section one presents the introduction to the report,

Section two presents the background of the Siyadlala Programme,

The third section analyses the outcome of surveys and interviews from hub officials and other

stakeholders,

Section four analyses the outcome of surveys and interviews from the communities

surrounding the hubs,

Section five analyses the outcome of surveys and interviews from hubs’ beneficiaries,

Section six presents the strengths and weaknesses of Siyadlala programme,

Section seven presents the strategic recommendations to improve the programme,

Followed by the annexure.

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SECTION 2 SIYADLALA PROGRAMME BACKGROUND

2.1 PROGRAMME OVERVIEW

Siyadlala is a national project of Sport and Recreation South Africa aimed at facilitating mass

participation in sport and recreation activities, especially in disadvantaged communities, in high crime

areas, farm and rural areas, and Government priority nodes.

The Siyadlala Mass Participation Programme is a flagship programme aimed at getting the nation to

play in an effort to address the country’s lifestyle challenges, diseases such as high blood pressure,

obesity, coronary diseases, drug abuse, crime and diabetes. The programme also seeks to reduce

levels of poverty by employing youth aged between 18-35 years from disadvantaged communities

and, fighting against crime by encouraging youth to engage in meaningful sport and recreation

programmes.

The programme is funded via a Schedule 5 Conditional Grant and governed by a Grant Framework,

focuses on, amongst others, the creation of jobs for unemployed youth, SETA Accredited training of

the contract employees and the provision of essential resources (Sport Equipment / Attire).

There are currently 117 hubs established in KZN which offer a variety of activities including aerobics,

gymnastics, fun-walks/jogging, football, netball, basketball, handball, volleyball, rugby, cricket and

indigenous games. The list of these hubs has been presented in the annexure.

Under each hub the patronage receives necessary equipment to sustain the programme with each

hub headed by a Hub Coordinator with 5 Activity Coordinators responsible for implementation of the

programme. To ensure sustainability, participants make use of this facility on a weekly basis engaging

in various codes of sport. From 2004 activities available to communities have increased as well as the

number of trained volunteers. Further, the number of people benefiting also improved despite the

many challenges that the programme encounters.

The formation of local leagues and the involvement of community in a sustainable programme in sport

is a critical part of the Siyadlala Mass Participation Programme. Hubs are encouraged to promote mass

participation in communities as well as focus on opportunities for talented players through hub

festivals, Indigenous Games and Gymnaestrada involvement. These events provide hubs with the

opportunity to showcase their talent against other hubs within their Districts.

2.2 PROGRAMME VALUES

The values which underpin this programme include:

Getting the nation to play: this programme is intended to contribute to “getting the nation

to play”.

Mass Participation: it is about the involvement of large numbers in sport and recreation

activities and promoting active communities.

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Partnership and Cooperation: this programme is about partnerships between government at

a national, provincial and local level and between government, the private sector, federations,

NGO”s and communities. The underlying value is to work together in a spirit of cooperation

and partnership for the benefit of the communities we serve.

Unity in diversity: this programme will be used to unify diverse communities. Sport and

recreation are tools to overcome difference.

Fun: the programme is intended to be fun i.e. getting communities to have fun.

Volunteerism: volunteerism within communities is encouraged to promote lifelong mass

participation.

2.3 HUBS PERSONNEL

Capacity Building Training, an essential part of the Siyadlala Programme, focuses on the skilling of

volunteers in order to equip them with the necessary skills that are required for the successful

implementation of the programme. Training of hub/activity co-ordinators is held annually, only for

new incumbents. Training is conducted on Events Management, Life Skills, Basic Administration, First

Aid and Code specific training such as basketball coaching, aerobics, rugby, indigenous games,

gymnastics, dance, athletics, cricket, soccer, handball, volleyball, netball etc. The youth is appointed

on a contract basis and is paid a stipend ranging from R2073 - R3545 per month as presented in the

following table.

No Category Number Stipend

1 Hub Coordinators 117 R3545

2 Activity coordinators 954 R2073

Source: KZN Department of Sport and Recreation 2013

2.4 OPERATIONAL TASKS AND ACTIVITIES OF THE PERSONNEL WITHIN A HUB

Hubs and activity coordinators perform the following tasks:

Culmination of on-going leagues and activities,

Culmination of structured coaching programmes with Federations,

Talent identification,

Other tasks to be conducted on a daily basis include the following:

Daily attendance registers

Compilation of records of fixtures and results of activities,

Department officials to assist in drawing up fixtures if and when necessary.

Forwarding copies of attendance registers to Principal Admin Officer (PAO) of the District.

General rules in hub

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The success of the Sport Mass Participation Programme is dependent on a close working relationship

between Officials of DSR, municipalities and the chosen communities. To ensure smooth running of

the programme the following rules/issues should be noted:

Only claims submitted on a NEW claim form will be processed.

A daily register has to be maintained for each code of sport in a hub.

Municipal officials are to be kept informed on all matters pertaining to the programme

through regular meetings at district level.

Ensure that hubs receive all information related to the programme well in advance.

All documentation pertaining to the programme is kept at district level (employee contracts,

assumption of duty forms, equipment handover forms, copies of monthly reports, site visit

forms, results of fixtures, festivals, loss/damaged equipment, success stories, challenges,

copies of queries and responses).

Stock taking to be undertaken twice a year.

Ensure that festivals are well organised and coordinated. Municipality, area coordinators and

communities must be fully aware of date, venue and nature of festivals. Once service

providers have been identified liaise with them to ensure timeous delivery of items procured.

Joint planning including all relevant stakeholders is essential.

Bus companies must be informed of pick up points and the times. Late commencement of

festivals is not acceptable.

Ensure sports officers check monthly stats and verify before appending signature. District

Head to sign off report before submission to Principal Admin Officer: Grants. PAO: Districts to

keep a copy at district level.

All projects submitted must be recorded by Principal Admin Officer before submission to

Deputy Director for approvals- a schedule to be kept of all projects submitted (Principal Admin

Officer). The template below must be maintained. This will be done together with the new

format (Project Proposal Management System) until the system is operating effectively.

Copies of equipment received to be kept by Principal Admin Officer - originals forwarded to

Head Office.

All salary claims/ queries to be forwarded to Principal Admin Officer for submission to HR.

Responses to be recorded and kept (written).

Sport officers to compile database of all contract employees of Siyadlala programme. Details

should include name, surname, ID, contact details, address etc.

Site visit reports by Sport Promotion officers must be signed by District Heads - copies to be

kept by Principal Admin Officers.

It should be noted that these preceding general rules set by the DSR for the hubs are practically applied

with difficulties.

2.5 EQUIPMENT AND FACILITIES:

The majority of hubs in the province received their equipment for various codes/activities. However,

it should be indicated that the appropriate facilities are still a major challenge in rural areas. Storing

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the equipment is also another major challenge for many hubs as some hubs continue to store their

equipment in community institution such as schools, and then rely on third parties for access.

2.6 COMMUNITY AWARENESS AND PARTICIPATION

Hub activity leaders are identified and selected in conjunction with community leaders and the

community has access to hubs on a daily and weekly basis. There are many community members who

show willingness to participate but hesitate to take part in various activities because of a number of

reasons including the time constraint. However, aggressive marketing of the programme could result

in more people participating.

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SECTION 3: HUB OFFICIALS ANALYSIS

This section presents an assessment undertaken throughout the KZN province with 34 Siyadlala Hubs

coordinators and their respective 272 activity coordinators. The assessment dealt with:

Hubs location and equipment analysis,

Hubs management analysis, and

Hubs activities analysis.

3.1 HUB LOCATION AND EQUIPMENT ANALYSIS

3.1.1 HUBS LOCATIONS

With regard to the location of hubs, the overwhelming majority (88.3%) of hub coordinators and

activity managers has indicated that the locations were good to achieve the objectives of the

programme, and reasons are given below.

Figure 3.1 Hubs Location Assessment


Many reasons have been presented to support the suitability of the hubs locations; these include the

following:

Most hubs are located at the centre of many communities and townships,

They are located in deep rural area of the Municipalities where there are limited municipal

offices/services,

They are located in the communities that were previously known as heart of crime scene,

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They are located in the communities where there are large black communities and schools.

3.1.2 PRIMARY OBJECTIVES OF THE HUB

As presented in the figure below, 98.1% of hub staff has a clear understanding of the primary

objectives of the programme. This is a good indication when hubs staffs understand profoundly the

objectives of the programme because they are the one rolling it out during the implementation

process.

Figure 3.2 objectives of the hub


It should be indicated that the primary objectives of the programme as understood by the hubs staffs

include the following:

To encourage people to participate in sport, thereby reducing diseases and obesity and

promoting healthy life style,

To bring sport codes that are not close to black communities thereby promoting local talents,

To reduce political violence and intolerance and to promote community meetings and

togetherness,

To be a crime prevention unit in order to keep children away from social ills including teenage

pregnancies, gangsterism, use of drugs, HIV/AIDS,

Fighting Poverty by providing job to hub officials.

3.1.3 LOCAL SUPPORTS TO THE HUBS

In many areas, hubs have established great networks with local national and international

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stakeholders including among others the following:

Municipal Officials (councillors, COGTA),

Traditional leaders and Chiefs,

Churches,

Schools,

NGOs (World Vision, Love Life, KZN Wildlife),

Disabled committee,

Big corporates (Spar, SIMAMISA & Hulett),

Taxi associations,

Local SMMEs,

Sport Federations,

Other local Community Structures (ward committee, area Induna, etc.)

3.1.4 HUB EQUIPMENT FOR ACTIVITIES

As indicated in the following figure, 50% of the respondents indicated that equipment and facilities

are not conducive to the fulfilment of the objectives of the programme.

Photo 3.1 Nongoma netball court and soccer field


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Photo 3.2 Jozini Volley ball court


Photo 3.3 Ulundi Educational and sport centre


It is difficult to achieve the planned objectives of the programme when the required equipment and

facilities are not provided. This is a great concerns that needs to be addressed if the DSR wants to

efficiently and effectively reap the benefits of Siyadlala Programme in local communities

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Figure 3.3 hub facilities


3.1.5 THE STORAGE OF THE EQUIPMENT

From the figure below it is clear that the storage mechanism of the equipment in the province is a real

challenge. 40% of equipment is kept by hub coordinators and activity coordinators at their homes and

at their own risk in the majority of hubs in the province.

Figure 3.4 Storage of Activity Equipment


It should be noted that, when equipment are not well stored they are subject to vandalism and theft.

Photo 3.4 Kwanyuswa and Pongola Store Rooms for Hub Equipment

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3.1.6 THE MAINTENANCE OF THE EQUIPMENT AND FACILITIES

As per the following figure, 37.1% of the respondents pointed out that the maintenance of the

equipment and facilities is poor while 48.5% highlighted that it is average.

Figure 3.5 Maintenance of the equipment


Further, Sport facilities are maintained by the local municipalities (69.7%, by hubs officials (18.6), by

schools (9.3%), and by private facilities’ owners (4.6%). However, in many cases, municipal officials

are reluctant to all requests from the hubs especially those related to the maintenance of the facilities.

Therefore hubs coordinators and activity staffs maintain the equipment and take care of the facilities.

It should be noted that this has a major impact on the performance of the hub as the time that

supposed to be spent on the activities themselves is spent on cutting grass for instance.

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Photo 3.5 Maintenance of a Sport field by hub staffs at Gamalake (Hibiscus)


Some hubs use school facilities, municipal facilities as well as the open spaces as the majority of hubs

are in rural areas.

Photo 3.6 Open Space used as Sport Ground in Charlestown (Newcastle)


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However, facilities are limited and only 14.7% of hubs have all required facilities to run concurrently

their training code. 76% of hubs run alternatively their training sessions for various sport codes as,

one ground may be used for rugby, soccer, indigenous games, etc.

Photo 3.7 Machibisa Playground shared by a number of sport codes (Soccer, Rugby, IGs, etc)


3.2 HUB MANAGEMENT ANALYSIS

3.2.1 HUB STAFFS AND THEIR WORK EXPERIENCE

The majority of hubs have fulltime staff ranging from 6 to 10 members; however, some hubs have less

than 5 fulltime staff members

85.3% of the hub staff members felt they were sufficiently experienced to perform their duties at their

hubs while still in need of more trainings and capacity building programmes. However, 14.7% pointed

out that they lack experience to run efficiently their respective hubs

3.2.2 USE OF WORKSHOPS AND TRAINING BENEFITED FROM DSR

97.1 % of hub fulltime staff pointed out that the training and workshops they have benefited from the

DSR helped them to improve the performance of their work at the hubs while 2.9% said otherwise.

79.5 % of hub fulltime staff highlighted that the training and workshops they have benefited from the

DSR helped them to improve even their own private lives in the communities for example by:

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Using the first aid skills at home when there is a need,

Becoming role model through living a disciplined healthy lifestyle,

Solving community problems though leadership skills, and

Educating other youth and old people in the impact of HIV/AIDS

It should be noted that workshops and trainings undergone through by hub staff included:

Leadership skills

Coaching clinics,

First Aids,

Human resource management

Event management

Spot administration,

Life style skills, and

HIV/AIDS

3.2.3 OTHER BENEFITS FROM THE HUB

Despites the workshops and trainings received from the DSR, hub coordinators and staffs

enthusiastically pointed out that being a hub staff provided them with a number of advantages. These

advantages are presented in the table below.

Table 3.1 Benefits from the hub

Advantages Advantages

Employment /job, Stipend /payment

Good life style Work experience,

Travelling in many places including in districts,

provinces, and overseas countries like Germany,

Spain, Korea

During the tournaments/events we receive ,

transport, catering, hotel/ accommodation,

marquees/ tents, sound system

More exposure We are the stars in the community

Self-esteem Great network,

Sport equipment Invitation to provincial activities,

We are bridges between officials and

communities Training, workshops and skills development


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3.2.4 THE FUTURE OF STAFF IF THE PROGRAMME ENDS NOW

93.2% of the staff currently on the Programme pointed out that the end of this programme will be a

great disaster for themselves as well as for the communities they are currently

serving/assisting/training. It will be a disaster because:

Most of them are using stipend for furthering their studies, the end of the programme will

mean quitting the studies

Stipend is spent for school fees for their children, the end of the programme will mean taking

kids out of schools,

The programme created jobs, its end will mean increasing the rate of unemployment in the

province with all its associated consequences,

The end of the programme will mean that communities will go back to their former patterns

where kids will engage back in crime activities, drug use, teenage pregnancies and all other

social ills.

The remaining 6.8% of the current staff pointed out that the benefits gained from working in the hub

will help them on the following:

Look for a job as a volunteer in sport,

Go to study,

Coach private clubs,

Look for sponsors,

Open my own club,

Will be in federation,

Coach Local schools.

3.2.5 TYPES OF RELATIONSHIPS WITH STAKEHOLDERS

During their activities, hub coordinators and activity staffs have relationships with other hubs, with

districts and municipal officials as well as with private sport clubs.

Relationships with other hubs are characterised by:

Lending/borrowing equipment from each other,

Sharing work information and experiences,

Assisting each other in co-managing events,

Playing games during the tournaments and competitions.

Relationships with Municipal/District officials are characterised by:

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Municipalities assist with cutting grass in the sport fields,

Municipalities provide transport, office space, event venues in some cases,

Municipalities request hubs expertise to organise Mayoral, beach and kwanalukua games,

hubs assist them with event management,

Hubs in some cases are used as channel to for officials to communicate with the community,

Relationships with private sport clubs are characterised by:

Hubs staff are invited to coach private teams in some cases,

Competing with private sport clubs,

Mutual sharing of experience

Private Coaches are also invited to train and develop hubs participants.

3.3 HUBS ACTIVITIES ANALYSIS

3.3.1 CURRENT SPORTS CODES IN HUBS

The following table presents all sport codes currently ran in various hubs throughout the province.

Table 3.2 current sport codes

Sport Codes Sport Codes

Aerobics

Athletics

Basketball

Boxing

Cricket

Dance Sport

Gymnastics

Hand Ball

Karate

Netball

Rugby

Soccer

Swimming

Tennis

Volleyball

Indigenous Games:

Dibeke,

Khokho,

Amagenda,

Ingqathu,

Incuva,

Induku,

uMlabalaba,

Drie stokkies,

Jukskei,

R-Gogo


However, it should be noted that volleyball and soccer are the most sport codes that are ran in all

hubs as presented in the following figure

Figure 3.6 The Share of Sport Codes Taught at the Hubs

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3.3.2 CURRENT PARTICIPANTS FEATURES

The features presented below are derived from 50 participants that are currently on the programme:

Currently the province counts between 250 000 and 350 000 participants on the programme,

Among these participants, 68% is made of male and 32% females,

Further, 93% of the participants is constituted by youth (especially school kids) and 7% for

senior citizens or elderly people,

Furthermore, soccer is the most dominant sport code with 30%, followed by indigenous

games with 28%, the netball has 16% and rugby 14%, other sport codes combined have 12%

of participants,

Additionally, 97.6% of the participants in various Siyadlala hubs do participate in more than

one sport code. This indicates how people have overwhelmingly embraced the sport in their

areas especially sport codes that have not been so far ran in rural black communities.

It should be noted that most of participants especially from the rural areas do not have training

equipment and uniforms as per the following photo.

Photo 3.8 Participants from Charlestown (Newcastle) without training uniforms

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3.3.3 LINK BETWEEN HUB ACTIVITIES AND NATIONAL AND INTERNATIONAL EVENTS

One of the main objectives of the sport trainings in the hubs is to promote local talents reaching up to

the provincial, national and international levels. To this extent hubs have built up relationships with a

number of stakeholders to link their hubs’ activities to the national and international events. These

include among others the following:

South African Football Association SAFA,

Department of Sport and Recreation,

Department of Art and Culture,

Local Sport Federations,

Province and Districts,

Wards and Local Municipalities,

Private Sport Clubs.

3.3.4 MONITORING OF ACTIVITIES IN THE HUB

All hubs in the province draw every month a report to monitor and record all activities taking place in

the hub. This indicates to a large extent a good management system of the programme throughout

the province.

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3.3.5 CURRENT STATE OF THE HUB

From the following figure and regardless all challenges, 70.5% of hubs pointed out that they are

performing well.

Figure 3.7 Current state of the hub


The key performance indicators presented by hubs that perform well include the following:

Each year there is an overwhelming increase of participants in almost all sport codes in these

hubs.

The hubs have a large number of participants in the provincial games,

They have produced beneficiaries who are currently playing at the national level like in in

Golden Arrows and Orlando Pirate teams,

Some of these hubs have been selected to be in super league because of their performance,

Some of the hub activity leaders played a key role in managing the SA games. Some were

involved in organising KwaNaloga games.

Participants from some of these hubs received the SABC and other big awards, medals and

trophies,

Participants from some of these hubs went to Switzerland, Korea and Germany for

competitions.

Photo 3.9 Medals and trophies obtained by hubs’ participants

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However, 29.5% of hubs in the province have a low performance. This may be attributed to a number

of reasons including the following:

Hub coordinators and activity managers are resigning and leaving the hub

Lack and poor quality of equipment,

Lack and poor conditions of facilities,

Limited trainings and capacity building workshops.

3.3.6 ADDITIONAL ACTIVITIES UNDERTAKEN BY HUBS

Siyadlala programme has a number of objectives to achieve; however, besides these primary

objectives, hub officials have been involved in many other activities including the following:

Hubs assist participant children to access birth certificates,

Hubs assist communities by teaching afternoon class,

Hubs assist old people to get ID books,

Hubs assist people to apply for various government grants,

Hubs work with the department of public works to put speed humps and renovate roads

around schools,

Hubs are involved in Operation Sukuma Sakhe1,

1 The origin of Masisukuma Sakhe, which is the motto on the crest of the Provincial Government of KwaZulu-

Natal, is taken from the Prophet Nehemiah 2:18, where he yearns to rebuild a city that has been destroyed. Operation Sukuma Sakhe then is a call for the people of KwaZulu-Natal to be determined to overcome the issues that have destroyed the communities such as poverty, unemployment, crime, substance abuse, HIV & AIDS and

TB.

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Hubs work with NGOs on the awareness campaign on HIV/AIDS, safe sex and other social ills,

Hub officials help out at local clinics where possible,

Hub officials assist in distributing food parcels in community,

Hub officials with the department of social development assist in door to door poverty

alleviation programme in order to solve economic and social problems in the community. This

is a house to house checking of challenges and needs.

Photo 3.10 Indaka Hub coordinator Nompilo Dlamini and her team assisting a sick lady to get to the

local clinic.


Additionally, many hubs plan to get more involved with their respective communities to fight against

rural poverty in a number of areas including the following;

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Building orphanage and old age home

Buying uniform for those school kids in need

Rolling out a feeding scheme and food parcel distribution programme with NGOs or

government

Assisting matriculants with registration

In conjunction with local police services fight against crime in the area,

Reducing obesity thereby helping the Department of Health to reduce the budget spent on

treating obese related diseases,

Rolling out an awareness campaign with the department of water affairs to teach community

in saving the water.

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SECTION 4 RESIDENTS AND COMMUNITY MEMBERS ANALYSIS

The achievement of the objectives Siyadlala Programme needs also to be felt by communities where

hubs have been established. To this extent this section is presenting views and considerations of 510

households and residents living in areas where Siyadlala hubs have been established.

4.1 SIYADLALA AND THE PRIDE OF THE AREA

From the survey organised 98.7% of communities living around Siyadlala Hubs pointed out that the

programme made them proud as their children are today participating in regional and international

tournaments.

Figure 4.1 pride of the programme in the area


4.2 SIYADLALA PROGRAMME AND THE LOCAL ECONOMY

Siyadlala Programme and its sport events lead to increased spending in the local area, thus ensuring

economic benefits to the local community. However, Siyadlala sport events are seasonal therefore the

local spending as well is seasonal. For this reason some residents (59.4%) said that the programme did

not improve the economy of their respective areas.

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Figure 4.2 economic impact of the programme in the area


4.3 SIYADLALA ENTERTAINMENT

The majority of residents (81.2%) surrounding Siyadlala Hubs pointed out that the programme

provides enjoyable entertainment opportunities for the local communities.

Figure 4.3 programme entertainment


4.4 THE USE OF SIYADLALA FACILITIES

Siyadlala facilities are provided for the running of sport codes and other programme’s activities.

However, because of the scarcity of facilities in rural areas, Siyadlala facilities are also used by the local

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community for other good purposes.

Figure 4.4 Use of Siyadlala Facilities


4.5 SIYADLALA PROGRAMME EMPLOYMENT

Unemployment is the major cause of domestic and social conflict, political dissatisfaction and criminal

activity all of which undermine social stability, and accentuate inequality and the outcome is likely to

retard overall economic growth. Because in order to survive, the poor may be tempted to resort to

criminal or marginalised activities.

As presented in previous sections, Siyadlala Programme has provided up to 1000 job opportunities in

the province for hub coordinators and activity staffs. However, during the sport events, some

temporary jobs are also created in areas.

Figure 4.5 Siyadlala and employment

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4.6 SIYADLALA PROGRAMME AND PERSONAL THEFT AND VANDALISM

Due to Siyadlala Programme in local areas, 82.5% and 70% of residents surveyed pointed out that the

programme has tremendously reduced personal theft and vandalism respectively as presented in the

following figure.

Figure 4.6 Siyadlala and personal theft and vandalism


4.7 SIYADLALA PROGRAMME, DRUG USE, GANGSTERISM AND MURDER

As per the following figure, 68.2% of residents surveyed pointed out that Siyadlala Programme

reduced the use of drugs in their areas, 83.7% residents highlighted that they have experienced a

decrease in gangsterism activities in their communities; and 79.4% said the rate of murder in their

communities is lessened.

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Figure 4.7 Siyadlala and drug use, gangsterism and murder


4.8 SIYADLALA PROGRAMME, TEENAGE PREGNANCIES, RAPE AND VIOLENCE AGAINST

WOMEN AND CHILDREN AND THE WIDESPREAD OF THE HIV/AIDS

Due to Siyadlala Programme in the communities where hubs are established, 56.8% of the residents

pointed out that a decrease was experienced in teenage pregnancies, 81.9% said that rape and

violence against women and children decreased, and 50% highlighted that the widespread of the

HIV/AIDS is lessened.

Figure 4.8 Siyadlala and teenage pregnancies, rape and violence against women and children and the widespread of the HIV/AIDS


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4.9 SIYADLALA PROGRAMME, ENVIRONMENTAL IMPACTS AND THE PUBLIC FUND

90% of the residents surrounding the hubs pointed out that sport activities and entertainments do not

have any harmful impact on the environment. For this and other reasons presented above, 92.5% of

the residents pointed out that they support the provision of fund to this programme by government.

Figure 4.9 Siyadlala and the environmental impact and the use of public fund


4.10 SIYADLALA PROGRAMME AND THE IMPROVEMENT OF THE COMMUNITIES

Due to a number of benefits provided by Siyadlala Programme in local communities, 95% of residents

surveyed pointed out that Siyadlala Programme is one of the best programmes that the government

has developed to rend local areas better. Further 86.8% pointed out that they are willing to participate

in some activities ran by the programme in their areas in the near future. This suggests that more hubs

will need to be established and more activity coordinators will need to be employed in the near future.

Figure 4.10 Siyadlala and the general improvement of the areas

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SECTION 5 PROGRAMME BENEFICIARIES

This section presents views and considerations of 340 beneficiaries from the Programme. Beneficiaries

include people (males, females, youth, senior citizens, and disabled persons) who have been

participating in sport codes in hubs but are no longer on the programme.

Some of the beneficiaries interviewed are still involved in sport activities either at the local or

provincial and national level, while others are no longer involved in sport activities (e.g. some

beneficiaries are married and became mothers and housewives and could no longer be involved in

sport activities).

It should be noted that all beneficiaries surveyed indicated that they were and are still proud that

Siyadlala Programme’s hubs have been in their respective areas.

5.1 SIYADLALA PROGRAMME AND THE LOCAL ECONOMY

Similarly to the other stakeholders, the majority of beneficiaries from Siyadlala Programme pointed

out that the programme’s sport events lead to increased spending in the local area, thus ensuring

economic benefits to the local businesses and community as whole as presented in the figure below.

Figure 5.1 Siyadlala Programme and the Local Economy


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5.2 THE USE OF SIYADLALA FACILITIES

It was noted that few of hubs in the province have their own facilities for sport activities. These

facilities are often used by the local community for other economic and social events given their

scarcity that exists in rural areas

Figure 5.2 The Use of Siyadlala Facilities


5.3 SIYADLALA PROGRAMME AND EMPLOYMENT OPPORTUNITIES

Beneficiaries from the Siyadlala pointed out that the programme created and is still creating a number

of employment opportunities in the province both in the first and second economies.

Figure 5.3 Siyadlala Programme and the Job Opportunities


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5.4 SIYADLALA PROGRAMME PERSONAL THEFT, EXCESSIVE DRINKING AND VANDALISM

Siyadlala Programme, according to the beneficiaries from the province has reduced personal theft,

vandalism and the excessive drinking in their respective areas as presented in the following figure.

Figure 5.4 Siyadlala Programme personal theft, vandalism and the excessive drinking


5.5 SIYADLALA PROGRAMME, DRUG USE, GANGSTERISM AND MURDER

Overwhelmingly, the perception of beneficiaries in the following figure shows that Siyadlala

Programme has reduced the use of drugs, gangsterism and well as the rate of murder in rural

communities of KZN.

Figure 5.5 Siyadlala Programme, the use of drugs, gangsterism and murder


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5.6 SIYADLALA PROGRAMME, TEENAGE PREGNANCIES, RAPE AND VIOLENCE AGAINST

WOMEN AND CHILDREN AND THE WIDESPREAD OF THE HIV/AIDS

83,8% of the beneficiaries surveyed pointed out that due to Siyadlala Programme in the communities

a decrease was observed in the wide spread of the HIV/AIDs, 94.9% of the respondents said that the

programme reduced rape, and violence against women and children. 88.1% of the beneficiaries

interviewed pointed out that Siyadlala programme reduced the rate of teenage pregnancy in their

communities.

Figure 5.6 Siyadlala Programme, Teenage pregnancies, rape and violence against women and children

and the widespread of the HIV/AIDS


5.7 SIYADLALA PROGRAMME, THE SPORT CODES AWARENESS AND THE PUBLIC FUND

91.5% of the beneficiaries pointed out that if it was not for the Siyadlala Programme, they would not

be aware of other sport codes such as aerobics, gymnastics, basketball, sport dance, etc. as these

codes were generally not known/used in rural areas. 82.2% of the beneficiaries interviewed are in

support for the public fund to continually be provided to this programme.

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Figure 5.7 Siyadlala Programme the Sport Codes awareness and the public Fund


5.8 SPORT CODES IN WHICH BENEFICIARIES WERE INVOLVED

This response is aligned to the previous figure 5.7 as beneficiaries indicated that Siyadlala Programme

helped them know many other sport codes that were inexistent in rural areas. This figure shows that

most of beneficiaries from the programme were involved in soccer, indigenous games and netball, the

most known sport codes in rural communities

Figure 5.8 sport codes in which beneficiaries were involved


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5.9 THE NEED TO PARTICIPATE IN OTHER SPORT CODES IN SIYADLALA PROGRAMME

The two previous figures indicated that many sport codes were not known in rural communities and

most beneficiaries participated in soccer and indigenous games.

After being made aware of other sport codes through Siyadlala programme, 94.1% of the beneficiaries

interviewed pointed out that they are willing to join the programme once again to participate in other

sport codes as indicated in the following figure.

Figure 5.9 the need to participate in other sport codes in Siyadlala Programme


5.10 PERSONAL BENEFITS FROM THE PROGRAMME

96.6% of the beneficiaries interviewed pointed out that Siyadlala programme changed their lives for

better and details of benefits they have gained while on the programme are presented after the figure

5.9

Figure 5.10 Personal benefits from the programme


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Some of the personal advantages that previous participants benefited from the programme are

presented in the following table.

Some of us are playing in national soccer teams. From the programme we raised the money to further our studies.

We developed some qualities such as patience, respect for others, discipline, be committed, self-trust and self-confidence.

We are now more fit, people listen to us and we feel safer in the community.

We have gained medals and trophies We improved our communication skills

We have travelled to overseas for competitions, sleeping at hotels and get to know other places.

Gained knowledge in relating to sports injuries and the use of first aid skills.

We developed strong interpersonal skills We developed a big network with other sports players and stakeholders and we know to build relationships with others.

Some of us reduced our drinking behaviour. We have acquired management, leadership and team building skills.

Some of us are professional and qualified trainer/coach.

We acquired experience to plan and manage events.

5.11 GRATITUDE FROM SIYADLALA PROGRAMME BENEFICIARIES

All beneficiaries interviewed pointed out that they are grateful to the government in general and to

the Department of Sport and Recreation in particular for developing and implementing this wonderful

Siyadlala Programme. In supporting the continuation of the programme, most beneficiaries are

championing the programme in their communities.

Specifically they:

encourage and advise other community members to participate in the sports codes that are

available,

work as volunteer coaches in primary schools,

encourage parents to let their children study and to play sports as well,

assist children to do their homework,

assist the community with planning and organising an events as well as assemble people and

inform them if they need general information,

workshop the community about fitness and good moral values and how they should behave

in polite manners,

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sit down with youth and encourage them to stay away from social ills such as drugs, early sex

behaviour, gangsterism, etc. through workshops,

buy some equipment for local teams, and

provide transport for players during competitions.

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SECTION 6 STRENGHTS AND WEAKNESSES OF SIYADLALA PROGRAMME IN KZN

This section serves as the concluding section to the previous explorations and provides a breakdown

of the Siyadlala Programme’s Strengths and Weaknesses, from all hubs and stakeholders surveyed.

The strengths and weaknesses presented below are based on the current situation of the programme

in various hubs. It should be noted that analysis in this section leads to the understanding of strengths

to be worked upon as well as weaknesses to be counteracted in the area. Strengths from all

stakeholders will be grouped and presented together, this also applies to weaknesses.

6.1 STRENGTHS

Key advantages of the Siyadlala Programme perceived by all stakeholders are presented in terms of

economic, social and sport benefits of the programme.

6.1.1 ECONOMY

During the tournaments and other Siyadlala events, informal traders as well as the local

established SMMEs get the opportunity to market their businesses and to attract more

customers;

Rural areas generally have limited amount of money in circulation; so the injection of funds

(the amount of cash in the area where the hubs are established) through stipend/wage

transfer stimulates local markets and the informal employment activities. The transfer of

income or wages through employment generated by the programme reduces the harmful

impacts of unemployment. In addition, the transfer of the take-home pay increases the

domestic demand and makes the local market attractive for both domestic and international

investments; and thus stimulates the macroeconomic growth.

Siyadlala reduces poverty in rural areas by providing a minimum living for about 702

households. KZN has 117 hubs employing 702 staffs (on the average of six staffs per hub). The

size of a household in KZN is 3.5 dependents; therefore by paying stipend, Siyadlala

Programme monthly assists and feeds around 2457 in the province.

Most parents in rural areas do not have sufficient financial resources for furthering the

education of their children, so they depend on these games for the prosperity of their kids

through sport;

The sport opens opportunities in sport industry for the youth and makes them financially free

once they seize these opportunities;

The sport is changing the way the youth in the local areas use to think that besides farming,

looking after animals, etc. there is another option to gain a better life;

The overall impression of the Siyadlala programme is that it has led to the positive

development in all respective areas where hubs have been established.

6.1.2 SOCIAL

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Siyadlala Programme takes the kids away from crime, drug use, gangsterism, theft, murder,

violence against women and children, teenage pregnancy and other social ills,

In order to verify the perceptions related to the decrease of social ills in the areas where Siyadlala

Hubs have been established, crime statistics have been pulled from the South African Police Service

Annual Report for some of these areas and presented in the table below.

Table 6.1: 2004-2012 SAPS Crime Statistics for Ekuvukeni, Esikhawini, Ematimatolo, Ndwedwe,

Nondweni and Mtambanana

Crime Category 2004 2005 2006 2007 2008 2009 2010 2011 2012

Ekuvukeni

Murder 43 30 34 32 28 34 22 30 25

Total sexual Crimes 71 65 67 62 67 57 71 83 62

Common robbery 45 39 18 28 26 16 13 21 8

Drug-related crime 15 36 26 35 27 8 7 16 36

Public Violence 1 0 0 1 0 0 0 0 0

Neglect and ill-treatment of children

1 3 1 1 0 1 1 0 0

Kidnapping 4 3 1 0 2 0 2 0 0

Esikhawini

Murder 109 98 157 117 79 78 45 53 36


Common robbery 238 228 185 117 172 161 127 105 111




16 9 12 4 11 15 9 4 4

Kidnapping 24 17 16 14 18 22 15 15 11

Ematimatolo

Murder 18 15 21 20 24 15 20 19 14


Common robbery 11 5 5 3 7 0 3 2 1




1 1 1 0 0 0 0 0 0

Kidnapping 1 0 0 0 0 0 0 0 0

Ndwedwe

Murder 37 35 23 29 22 30 28 18 29


Common robbery 42 49 49 56 54 49 39 24 36




7 4 3 4 5 2 3 1 0

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Crime Category 2004 2005 2006 2007 2008 2009 2010 2011 2012

Kidnapping 5 0 2 3 8 5 8 2 3

Nondweni

Murder 2 3 1 2 4 2 1 2 2


Common robbery 6 6 9 8 4 4 12 5 8




0 0 1 0 0 2 5 0 0

Kidnapping 0 1 1 1 0 0 0 0 0

Mtambanana

Murder 18 31 22 27 15 13 14 18 18


Common robbery 19 18 19 11 13 6 8 11 4




2 1 0 0 2 2 1 0 1

Kidnapping 3 1 0 3 4 4 1 0 3

Source: http://www.saps.gov.za/statistics/reports/crimestats/2012/provinces/kzn/kwazulu_natal.htm

With Siyadlala Programme kids are kept in one place, trained and disciplined through social

and moral values of the area

Siyadlala Programme gives the community assurance that no one in the programme will be

involved in crime,

Historically disadvantaged children are empowered through sport trainings,

Entertainment opportunities brought in the area during Siyadlala events creates good

experience, social cohesion as well as social inclusion.

6.1.3 SPORT /ACTIVITIES

because of the Siyadlala Programme youth know that there are more sport codes besides

netball and soccer,

the Programme is an opportunity for the rural children to showcase their talents,

It is a learning curve for the youth who want to do sport management after finishing school,

The Programme leads youth to live healthier lives.

6.2 WEAKNESSES

http://www.saps.gov.za/statistics/reports/crimestats/2012/provinces/kzn/kwazulu_natal.htm

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Siyadlala programme’s weaknesses highlighted by stakeholders are presented in terms of institutional,

facilities, social, and sport challenges.

6.2.1 INSTITUTIONAL/MANAGEMENT

Poor or lack of communication and coordination between hubs, district programme

coordinators and the provincial managers;

Top down approach as the superior authorities always dictates to the hubs what they want

and remain impermeable to hubs suggestions and initiatives;

Limited or no visits from provincial department officials leading to a lack of monitoring of

activities in the hubs;

Some hubs are servicing more than five municipal ward, this rends the work environment

difficult as there is a significant workload;

Some of the activity coordinators lack experience to work in the hub derailing the

administration of these institutions;

Lack of branding with hub coordinators and their staffs not having anything that shows that

they work under DSR. E.g. no branded equipment from DSR such as tracksuit resulting in

community members not trusting them;

The hub coordinator s and activity managers are getting insufficient stipends compared to the

work they are undertaking every day. However, the worse scenario of it is that the stipend

does not even have a fixed payday;

The legal/work status of activity coordinators is so far ambiguous. Therefore, some officials

are not taking them serious or paying attention to them, while community members do not

trust them and refuse to release their children for training. This makes it hard for them to

work better and to go further with hubs’ activities.

Political interference in the hubs activities where municipal officials belonging to certain

political families need to drive activities in the hubs. Consequently once hubs coordinators

and activity managers object to adhere these political obligations, municipal officials become

more aggressive and reduce or stop all supports to the hubs (no cutting of grass, no allocation

of store room, etc.)

Certificates obtained from trainings and workshops received from the DSR lacked

accreditation. Therefore hub staff are not able to get employed outside the DSR sport clubs

regardless of the number of years of experience,

Internal discriminations exist in the department in the sense that during the tournament trips

outside the hubs, people are selected for the competition according to their friendship or

political families to the authorities instead of those who spend time training.

6.2.2 FACILITIES/EQUIPMENT

The majority of participants do not have equipment related to their sport codes,

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Equipment that currently exist are of the low quality,

There are limited sport fields in many hubs leading to many sport codes to use the same field,

Existing sport grounds and fields are not in good conditions and not regularly maintained,

Lack of equipped office for the hub to ensure proper administration and storage of equipment,

Lack of an efficient mode of transport when travelling for tournaments.

6.2.3 SOCIAL

Since the programme started there is no association in the community that shows the direct

linkages/relationships between hub staffs and the community members,

When children are out of houses or community for sport trainings or tournaments, they get

out of hands/control of parents. This raises the issue of their safety and security,

The hub staffs just train kids because they have to do so but really they do not have love for

the kids,

Some teenagers pretend to be participants while they are not, lying to their parents about

participating in trainings while they are doing other things somewhere else,

Most of hub staffs only focus on sport activities forgetting about combining sport activities

with an awareness campaign on teenage pregnancy, crime, rape, murder, theft, sexual

transmitted infections and HIV/AIDS.

6.2.4 SPORT /ACTIVITIES

Narrow view on Siyadlala Programme by sport federations that view the programme as

government initiative, rather than a collective programme to facilitate development and

transformation.

In some areas kids do not like sport as they see no future in it,

There is a limited budget allocated for sport events, this leads to a number of tournaments

and other sport events being limited. Consequently it discourages kids to participate in

training sessions as it looks like there is no way forward,

Some hubs so far never produced successful players and athletes, this also this discourages

kids to participate in training sessions,

Sport event calendars are not planed efficiently and sometime they clash with school times.

This poses problem as school kids have to choose between participating in sport events or

attend school lessons.

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SECTION 7 STRATEGIC RECOMMENDATIONS

This strategy recommendations’ section follows the preceding section that assessed the strengths and

weaknesses of the Siyadlala Programme in KZN. The current section deals with the formulation of an

integrated strategic framework with suggested interventions necessary to support the highly valuable

Siyadlala Programme in the province. This will be achieved through the implementation of the DSR’s

vision, mission statement and objective statement2 and the already identified programmes and sub-

sub programmes by ensuring incorporation of the Siyadlala Programme into the KZN mandate.

7.1 VISION

An active and winning province through sport and recreation

7.2 MISSION

To transform the sport and recreation environment through integrated, sustainable mass

participation, development and high performance programmes at all levels by ensuring

equitable access and alignment to government outcomes so as to improve the quality of life

of all the citizens of KwaZulu-Natal.

7.3 OBJECTIVE STATEMENT

Worth noting is that the objective statement for the KZN Siyadlala Programme Development is aligned

to the broader vision and mission statement of the Department of Sport and Recreation. The overall

objective statement for the KZN Siyadlala Programme Development is therefore:

To promote mass participation in 117 activity hubs to contribute to active and healthy

communities by 2016.

7.4 STRATEGIC RECOMMENDATIONS

In order to implement the vision as outlined above, and based on the realities and analysis of the

programme in the province, strategic recommendations need to be developed and achieved. The

outcomes of these recommendations will be achieved through specific activities or projects. Therefore

the strategic recommendations include the following:

2 The Vision, Mission and objective statements are sourced from the 2013-2016 Revised Strategic Plan from the Department of Sport and Recreation.

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1. To render the programmes more inclusive of a variety of positive social objectives and broaden

stakeholder groupings,

2. To mobilise and efficiently direct resources for the delivery of the Programme’s objectives in the

province,

3. The programme to ensure optimal usage and to deliver on the sport Infrastructure and equipment,

4. To improve efficiency in the Management and Capacity Building of the programme staffing and

management,

5. The programme to deliver on the Sport Activities and to broaden access to new sport codes.

7.4.1 TO RENDER THE PROGRAMMES MORE INCLUSIVE OF A VARIETY OF POSITIVE SOCIAL

OBJECTIVES AND BROADEN STAKEHOLDER GROUPINGS

Siyadlala programme had initially a number of objectives and stakeholders as stated in the previous

sections, and most of these objectives were focused mainly on sport activities. However, given:

the magnitude of the programme,

expectations from the community,

innovations already undertaken by some hubs coordinators and activity managers in the

province, and

the state in which the country is now,

there is a need to rend the programme more inclusive than what it is.

In South Africa, prior to the arrival of democracy, the age of oppression had an incredibly negative

impact on peoples’ perception of self-worth. Communities in the rural areas had little to aspire

too, and life itself was viewed as a cheap commodity. People were encouraged not to fear death

as it was inevitable and that violence was an acceptable every day norm in the Apartheid regime,

where people became dehumanised and desensitised. Despite South Africa’s remarkable steps to

social and economic freedom since democratic rule was established, there never been a formal

process to re-educate South African’s to place a higher value on human life and to break the

negative cycles of low self-worth that our communities had entrenched into the collective psyche.

The Siyadlala Programme is an opportunity and a key mechanism that can create a cohesive

community culture, placing self-worth at the forefront of community development and upliftment

in all rural areas. The programme needs to use sport as a metaphor for life to adjust the rural value

system. Children and adults alike need to be encouraged to see value in teamwork through sport,

value themselves and their lives and be proud South Africans.

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Further, with regard to the social ills in local areas, the 2004-2012 SAPS statistics from the areas where

hubs are established indicate that some of these social ills have decreased while others are not.

Therefore, this indicates that there is a need for more emphasis to be put on the awareness campaign

and education of the communities to fight against these social ills.

To this extent all sport activities on Siyadalala Programme need to be coupled with a number of other

actions and projects including:

Hub coordinators and activity managers to be used as

sport ambassadors in the awareness campaign to

schools, communities and participants on:

Abstinence and danger of unsafe sex,

HIV/AIDS,

Teenage pregnancy,

Drug use,

Crime,

Xenophobia,

Murder

Hub coordinators and activity managers to

regularly workshop participants on:

Better life style,

Batho Pele principles,

Moral and social values,

Respect of adults and disabled

persons

Parents to encourage children to

participate in sport activities

7.4.2 TO MOBILISE AND EFFICIENTLY DIRECT RESOURCES FOR THE DELIVERY OF THE

PROGRAMME’S OBJECTIVES IN THE PROVINCE.

The financial needs of different hubs vary widely, with access problems particularly severe in rural

areas/hubs. It is suggested that the KZN Department of Sport and Recreation needs to mobilise the

financial resources for the hubs to easily run their activities and achieve the programme’s objectives.

To this extent the projects include:

A sufficient budget to be allocated to the programme for the running of the current hubs as

well as the establishment of new ones

Corporates, NGOs and SMMEs need to be approached to sponsor activities of the hubs

Community members need to be mobilised to contribute with financial resources or in kind

through maintenance of facilities or voluntarily training coaches where necessary.

7.4.3 THE PROGRAMME TO ENSURE THE OPTIMAL USAGE AND TO DELIVER ON THE SPORT

INFRASTRUCTURE AND EQUIPMENT

Another key intervention of the programme is the sport infrastructure development. Currently many

hubs face a number of challenges related to their sport infrastructure and equipment. Sport

infrastructure do not exist or they exist but in a poor conditions. Therefore in order to achieve all its

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objectives the programme needs to provide sport Infrastructure required as well as quality equipment

to all hubs in need.

Projects here include:

To ensure access to all suitable and available facilities,

To provide sport complex or sport centre at all hubs (the sport complex will include facilities

for all sport codes run by hubs),

Upgrading the current facilities where necessary,

Providing durable and strong fence to sport facilities were necessary,

Provide efficient, standard and good quality equipment needed for all activities in hubs,

Provide DSR branded equipment and badges, employment cards, etc. to all staffs working in

hubs,

Provide administration office in each hub,

Provide storage facilities in each hub,

Provide a minibus/kombi in each hub for the transport or sign a contract with a reputable

transport firm.

7.4.4 TO IMPROVE EFFICIENCY IN THE ADMINISTRATION AND CAPACITY BUILDING OF

THE PROGRAMME STAFFING AND MANAGEMENT

An environment conducive to a better achievement of the objectives of the programme is made up of

a number of key elements. These include among others efficient policies and regulations, proper

mechanism for monitoring and evaluation of activities, improved channels of communication among

stakeholders, regular control and visits to the sites; which currently most of them lack from Siyadlala

Programme.

Further, lack of access to appropriate and relevant information is one of the most important problems

of hubs and particularly in those from rural areas. As a result, some hubs in rural areas because of the

limited access to information are not aware of the evolution and progress of the Programme as whole.


Drawing a monthly calendar for provincial officials to regularly visit hubs for talents

identification, noticing challenges and provision of support,

Improve channels of communication between hubs, districts and province for a better

information flow and updates,

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Provincial programme management to establish mechanism to link hubs to federations,

leagues, provincial /national /international competitions /festivals /tournaments, KZNSALGA,

indigenous games, golden games, school sports championship, etc.,

Establishing efficient M&E mechanisms for the province to monitor activities and progress

from each hub,

Once children are out of their home they are out of parents’ control and their safety needs to

be protected. To this extent parents should be given written letters informing them about the

sport event that children will take part.

Hub coordinators and activity managers to undergo additional workshops on the better

understanding of the programme itself and on abstinence and danger of unsafe sex, HIV/AIDS,

teenage pregnancy, drug use, crime, xenophobia, murder , better life style, Batho Pele

principles, moral and social values, respect of adults and disabled persons

Hub coordinators and activity managers to undergo additional accredited trainings for skills

development including coaching clinics, teaching, leadership skills, children management,

sport management, computer skills, event management, life skills, etc.,

Hub coordinators and activity managers to be permanently employed by the department,

Programme budget and payments should be provincialized in order to adjust payments and

to pay just in time,

Establishing new hubs using bottom up approach.

7.4.5 THE PROGRAMME TO DELIVER ON THE SPORT ACTIVITIES AND TO BROADEN ACCESS

TO NEW SPORT CODES.

Siyadlala Programme is to persuade people to participate in sport activities, however, another key

objective of the programme is to bring in the rural areas the sport codes that were not close to black

communities thereby promoting local talents.

To this extent, the programme needs to improve the delivery of the sport activities in various hubs in

conjunction with other stakeholders including federations, leagues, KZNSALGA, schools, etc.


Add more sport codes in the hubs where they did not exist such as Karate, swimming, cricket,

etc.,

Increase the number of tournaments and competitions per year and awards should be

provided to enable and encourage many people to participate,

Add special sport codes for disabled persons.

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ANNEXURES

A1 SIYADLALA HUBS

2004/2005

2005/2006

2006/2007

No District Municipality Local Municipality Hub Name

1 Ethekwini eThekwini Metro Kwa-Mashu

2 Umgungundlovu Msunduzi Machibisa

3 Uthukela Mnambithi Steadville

4 Uthungulu Mhlathuze Esikhawini


1 Ugu Umdoni Emalangeni

2 Umgungundlovu Mkhambathini Maqongqo

3 Sisonke Ingwe Egqumeni

4 eThekwini eThekwini Durban Central

5 Ilembe Mandeni Esidumbini

6 Amajuba Danhauser KwaMdakane

7 Amajuba Newcastle Dicks

8 Uthukela Indaka Indaka

9 Umzinyathi Endumeni Sibongile

10 Uthungulu Ntambanana Bhuchanana

11 Uthungulu Nkandla KwaSakhile

12 Umkhanyakude Jozini Ingwavuma

13 Umkhanyakude Mtubatuba KwaMsane

14 Zululand Nongoma Ebukhalini

15 Zululand Edumbe Bilanyoni

16 Zululand Abaqulusi Emondlo


1 Sisonke KwaSani Underberg

2 Sisonke Umzimkhulu Umzimkhulu

3 Ugu Umuziwabantu KwaMachi

4 Ugu Umzumbe Esibanini

5 Umgungundlovu Richmond KwaMagoda

6 EThekwini eThekwini Inanda

7 Ilembe Mandeni Esundumbili

8 Ilembe Mandeni Emacambini

9 Ilembe KwaDukuza Doringkop

10 Ilembe Ndwedwe Ndwedwe

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2007/2008


1 Sisonke uBuhlebezwe Jolievet

2 Sisonke Kokstad Kokstad

3 Ugu Hibiscus Hibiscus

4 Ugu Ezinqoleni Msheshwe

5 Ugu Vulamehlo Dumisa

6 Umgungundlovu Umngeni Mpophomeni

7 Umgungundlovu Mshwathi Wartburg

8 Umgungundlovu Impendle Stofelton

9 Umgungundlovu Impofana Bruntville

10 EThekwini eThekwini Umlazi

11 EThekwini eThekwini Phoenix

12 EThekwini eThekwini Welbedutch

13 EThekwini eThekwini uMgababa

14 Ilembe KwaDukuza Ntshawini

15 Ilembe Maphumulo Ntunjambili

16 Amajuba Utrecht eNzimane

17 Uthukela Mnambithi Driefontein

18 Umzinyathi Umvoti Matimatolo

19 Umzinyathi Umvoti eGcothoyi

20 Uthungulu Umlalazi King Dinizulu

21 Uthungulu Mthonjaneni Ndundulu

22 Umkhanyakude Big Five False Bay Mnqobokazi

23 Umkhanyakude Hlabisa Inhlwathi

24 Umkhanyakude Umhlabuyalingana Mboza

25 Zululand uPhongolo Emkhwakhweni

2008/2009


1 Sisonke uBuhlebezwe Springvalley

2 Sisonke Ingwe Sinyongwane

3 UGu uMzumbe Shophoki

4 UGu Vulamehlo Mdumezweni

5 uMgungundlovu Msunduzi Sweetwaters

11 Ilembe Maphumulo Maphumulo

12 Amajuba Newcastle Ngogo

13 Uthukela Ukhahlamba KwaKopi

14 Uthukela Imbabazane Imbabazane

15 Uthukela Umtshezi Umtshezi

16 Umzinyathi Nquthu Nondweni

17 Umzinyathi Msinga Msinga

18 Uthungulu KwaMbonambi Dondotha

19 Umkhanyakude Umkhanyakude Mabibi

20 Zululand Ulundi Mpungamhlophe

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6 uMgungundlovu Mkhambathini Makholweni

7 EThekwini eThekwini KwaXimba

8 EThekwini eThekwini Newlands

9 EThekwini eThekwini Mbumbulu

10 EThekwini eThekwini Mpumalanga

11 ILembe Ndwedwe KwaDeda

12 ILembe Mandeni Isithebe

13 Amajuba Newcastle Blauboch

14 Amajuba Newcastle Charlestown

15 uThukela Ukhahlamba Potshini

16 uThukela Mnambithi Rosboom

17 uMzinyathi Msinga KwaDolo

18 uMzinyathi Nquthu Emasotsheni

19 uThungulu Mhlathuze Enseleni

20 uThungulu Ntambanana Lumbi

21 uMkhanyakude Jozini Jozini

22 uMkhanyakude Mtubatuba Dukuduku

23 Zululand Nongoma Lindizwe

24 Zululand Ulundi Ukhukho

25 Zululand Edumbe Edumbe

2009/2010


1 Sisonke KwaSani Ntwasahlobo

2 Sisonke Umzimkhulu Riverside

3 Ugu Hibiscus Gamalakhe

4 Ugu Ezinqoleni Stickfarm

5 Umgungundlovu Mshwathi Newhanover

6 Uthungulu KwaMbonambi Sokhulu

7 Umkhanyakude Umhlabuyalingana Manaba

8 Umkhanyakude Big 5 False Bay Nibela

9 Zululand uPhongolo Ntumbane

10 Amajuba Danhauser Durnacoal

11 Amajuba Newcastle Madadeni

12 Uthukela Indaka Mhlumayo

13 Umzinyathi Umvoti Muden

14 Umzinyathi Endumeni Washbank

15 EThekwini eThekwini KwaNyuswa

16 ILembe Maphumulo Mthandeni

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A2 QUESTIONNAIRE FOR HUB COORDINATORS AND ACTIVITY MANAGERS

Good day I am…………..from Urban-Econ Development Economic consultants. We are conducting a

research study on behalf of the Department of Sport and Recreation (DSR) assessing the socio-

economic impact of the Siyadlala Programme. Would you please be so kind to answer the following

questions for me.

LOCATION AND EQUIPMENT

1. Is this site suitable for the rolling out of the Siyadlala programme? -----------------------------------------------------

----------------------------------------------------------------------------------------------------------------------------- ----------------

-----------------------------------------------------------------

2. What do you see has the primary objectives of this hub?------------------------------------------------------------------

---------------------------------------------------------------------------------------------------------------------------------------------

---------------------------------------------------------------------

3. Who supports this hub from this area? E.g.: community, NGOs, civil society, former beneficiaries?------------

--------------------------- -----------------------------------------------------------------------------------------------------------------

----------------------------------------------------------------------------------------------------------------------------- ----------------

---------------------------------------

4. Is the equipment sufficient for the planned activities at the hub? -------------------------------------------------------

---------------------------------------------------------------------------------------------------------------------------------------------

---------------------------------------------------------------------

5. How is the storage of the equipment? ------------------------------------------------------------------------------------------

----------------------------------------------------------------------------------------------------------------------------- ----------------

----------------------------------------------------------------------

6. How is the maintenance of the equipment? -----------------------------------------------------------------------------------

---------------------------------------------------------------------------------------------------------------------------------------------

---------------------------------------------------------------------

HUB MANAGEMENT

7. How many fulltime staff does the hub have?----------------------------------------------------------------------------------

----------------------------------------------------------------------------------------------------------------------------- ----------------

---------------------------------------------------------------------

8. Are they experienced to run the programme? e.g.: sport background, teaching background, leadership

skills, children management skills-------------------------------------------------------------------------------------------------

---------------------------------------------------------------------------------------------------------------------------------------------

-------------------------------------

9. Are you sufficiently trained for your role? -------------------------------------------------------------------------------------

----------------------------------------------------------------------------------------------------------------------------- ----------------

----------------------------------------------------------------------

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10. If you benefited training from DSR, did that training helped you improve your work? -----------------------------

---------------------------------------------------------------------------------------------------------------------------------------------

---------------------------------------------------------------------

11. If you benefited training from DSR, did that training helped you improve your life style outside the work

environment? --------------------------------------------------------------------------------------------------------------------------

----------------------------------------------------------------------------------------------------------------------------- ----------------

----------------------------------------------

12. What other benefits did you get from this hub? (job, finance, etc)? ----------------------------------------------------

---------------------------------------------------------------------------------------------------------------------------------------------

----------------------------------------------------------------------

13. From those benefits, what would be your future if the programme ends and the hub closes the doors? -----

---------------------------------------------------------------------------------------------------------------------------------------------

----------------------------------------------------------------------------------------------------------------------------- ----------------

-----------------------------------------

14. What relationships do you have with other hubs (if any)? -----------------------------------------------------------------

------------------------------------------------------------------------------------------------------------------- --------------------------

---------------------------------------------------------------------

15. What relationships do you have with district officials (if any)? -----------------------------------------------------------

---------------------------------------------------------------------------------------------------------------------------------------------

---------------------------------------------------------------------

16. What relationships do you have with other public and private sport clubs (if any)?---------------------------------

----------------------------------------------------------------------------------------------------------------------------- ----------------

---------------------------------------------------------------------

17. What work do you undertake together with the local community?------------------------------------------------------

----------------------------------------------------------------------------------------------------------------------------- ----------------

---------------------------------------------------------------------

18. Do you have team building or staff support programme within the hub?----------------------------------------------

---------------------------------------------------------------------------------------------------------------------------------------------

---------------------------------------------------------------------

19. What support does the hub get from the Department of Sport and Recreation? ------------------------------------

---------------------------------------------------------------------------------------------------------------------------------------------

---------------------------------------------------------------------

20. What kind of challenges does the hub encounter? --------------------------------------------------------------------------

----------------------------------------------------------------------------------------------------------------------------- ----------------

----------------------------------------------------------------------

ACTIVITIES IN THE HUB

21. What are the sports codes run in this hub?-------------------------------------------------------------------------------------

---------------------------------------------------------------------------------------------------------------------------------------------

---------------------------------------------------------------------

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22. What are the facilities does the hub access? ----------------------------------------------------------------------------------

------------------------------------------------------------------------------------------------------------------------------------- --------

----------------------------------------------------------------------

23. Who maintains those facilities? ---------------------------------------------------------------------------------------------------

--------------------- -----------------------------------------------------------------------------------------------------------------------

24. To date, how many people have benefited from the hub? (in Number)

Adults: 18 Years and Above Young: Below 18 Years

Men Women Boys Girls

DETAILED TRACKING HUB’S BENEFICIARIES

25. What is the total number of people currently on the programme? (in %)

Adults: 18 Years and Above Young: Below 18 Years

Men Women Boys Girls

26. Are there some people doing more than one sport activities?------------------------------------------------------------

----------------------------------------------------------------------------------------------------------------------------- ----------------

27. How do you link your activities to other local, national and international events?-----------------------------------

----------------------------------------------------------------------------------------------------------------------------- ----------------

THE WAY FORWARD

28. Which statement describes the best the state of your hub?

State Tick One Please Explain Why?

Halt/standstill 1

Underperforming 2

Declining 3

Growing 4

29. How do you monitor the progress of activities in the hub?-----------------------------------------------------------------

----------------------------------------------------------------------------------------------------------------------------- ----------------

30. What are your plans for the hub going forward?------------------------------------------------------------------------------

--------------------------------------------------------------------------------------------------------------------------- ------------------

31. Besides its primary objectives, what else can this hub do? ----------------------------------------------------

--------------------------------------------------------------------------------------------------------------------------------

-------------------------------------------------------------------------------------------------------------------------------

32. Finally, what changes would you like to see implemented in Siyadlala Programme? -------------------

-------------------------------------------------------------------------------------------------------------------------------

THANK YOU FOR YOUR PARTICIPATION

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A3 QUESTIONNAIRE FOR COMMUNITY MEMBERS SURROUNDING HUBS


research study on behalf of the Department of Sport and Recreation assessing the socio-economic

impact of the Siyadlala Programme. Would you please be so kind to answer the following questions

for me.

QUESTIONNAIRE Agree

(1)

Disagree

(2)

I feel proud that Siyadlala Programme’s hub is in my town, city or area

Siyadlala Programme and its sport events lead to increased spending in the local area,

thus ensuring economic benefits to the local community

Entertainment opportunities related to this Siyadlala Programme are provided for the

local community

I think that the current Siyadlala facilities can be also used by the local community for

other good purposes

Siyadlala Programme ensures employment opportunities to the local community

Due to Siyadlala Programme in my area, a decrease was experienced in personal theft

Due to Siyadlala Programme in my area, a decrease was experienced in vandalism

Due to Siyadlala Programme in my area, a decrease was experienced in drug use

Due to Siyadlala Programme in my area, a decrease was experienced in gangsterism

Due to Siyadlala Programme in my area, a decrease was experienced in teenage

pregnancy

Due to Siyadlala Programme in my area, a decrease was experienced in murder

Due to Siyadlala Programme in my area, a decrease was experienced in rape

and violence against women and children

Siyadlala Programme helped us to reduce the widespread of the HIV/AIDS

Siyadlala Programme has no significant negative environmental impacts

I feel that the use of public funds in support of the Siyadlala Programme is acceptable

Siyadlala Programme changed our community/area for the better

I will consider participating in sport in the near future

What do you like or dislike about Siyadlala Programme?---Like:--------------------------------------------------------------

---------------------------------------------------------------------------------------------------------------------------------------------------

----Dislike:----------------------------------------------------------------------------------------------------------------------------- --------

-------------------------------------------------------------------------------------------------------------------------------------------------

Finally, do you have any suggestion or idea about improving conditions for the better future of the

hub? ------------------------------------------------------------------------------------------------------------------------------

--------------------------------------------------------------------------------------------------------------------------------------


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A4 QUESTIONNAIRE FOR BENEFICIARIES


research study on behalf of the Department of Sport and Recreation assessing the socio-economic

impact of the Siyadlala Programme. Would you please be so kind to answer the following questions

for me.

QUESTIONNAIRE Agree (1) Disagree (2)

Siyadlala Programme changed my life style for the better

I feel proud that Siyadlala Programme’s hub is in my town, city or area

Siyadlala Programme and its sport events lead to increased spending in

the local area, thus ensuring economic benefits to the local community

I think that the current Siyadlala facilities can be also used by the local

community for other good purposes

Siyadlala Programme ensures employment opportunities to the local

community

Due to Siyadlala Programme in my area, a decrease was experienced in

personal theft


excessive drinking


vandalism


drug use


gangsterism


teenage pregnancy


murder


rape and violence against women and children

Siyadlala Programme helped us to reduce the widespread of the

HIV/AIDS

I feel that the use of public funds in support of the Siyadlala Programme

is acceptable

I am more aware of many sports codes due to Siyadlala Programme

What did you personally get/benefited from the Programme?---------------------------------------------------------

---------------------------------------------------------------------------------------------------------------------------------------------

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----------------------------------------------------------------------------------------------------------------------------- ----------------

------------------------------------------------------------------------------------------------------------------------------------

What have you planted back into your community as an outcome from the Programme benefited? -------

---------------------------------------------------------------------------------------------------------------------------------------------

----------------------------------------------------------------------------------------------------------------------------- ----------------

-----------------------------------------------------------------------------------------------------------------------------------

Which sport codes were you involved in Siyadlala Programme? -------------------------------------------------------

---------------------------------------------------------------------------------------------------------------------------------------------

----------------------------------------------------------------------------------------------------------------------------- ----------------

------------------------------------------------------------------------------------------------------------------------------------

Will you consider participating in other sport codes in Siyadlala Programme in the near future? ------------

---------------------------------------------------------------------------------------------------------------------------------------------

----------------------------------------------------------------------------------------------------------------------------- ----------------

------------------------------------------------------------------------------------------------------------------------------------

What do you dislike about Siyadlala Programme? --------------------------------------------------------------------------

---------------------------------------------------------------------------------------------------------------------------------------------

----------------------------------------------------------------------------------------------------------------------------- ----------------

----------------------------------------------------------------------------------------------------------------------------- ------

Finally, do you have any suggestion or idea about improving conditions for the better future of the hub?

----------------------------------------------------------------------------------------------------------------------------- ----------------

------------------------------------------------------------------------------------------------------------------ ---------------------------

----------------------------------------------------------------------------------------------------------------------------- ------


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