2017/18 Annual Performance Plan by Sport and Recreation South Africa

For the active you!!

SRSA ANNUAL PERFORMANCE PLAN 2017/18

ACRONYMS AND ABBREVIATIONS AU

AFRICAN UNION

AUSC

AFRICAN UNION SPORTS COUNCIL

BRICS

BRAZIL, RUSSIA, INDIA, CHINA & SOUTH AFRICA

BSA

BOXING SOUTH AFRICA

CATHSSETA

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

CDA

CENTRAL DRUG AUTHORITY

CIP

COMPULSORY INDUCTION PROGRAMME

DPSA

DEPARTMENT OF PUBLIC SERVICE AND ADMINISTRATION

EPG

EMINENT PERSONS GROUP

HEADCOM

HEADS OF DEPARTMENTS COMMITTEE

HIV & AIDS

HUMAN IMMUNODEFICIENCY VIRUS & ACQUIRED IMMUNE DEFICIENCY SYNDROME

HRD

HUMAN RESOURCE DEVELOPMENT

IBSA

INDIA, BRAZIL, SOUTH AFRICA

ICT

INFORMATION AND COMMUNICATION TECHNOLOGY

IMC

INTER-MINISTERIAL COMMITTEE

MACRe

MINISTERIAL ADVISORY COMMITTEE ON RECREATION

MIG

MUNICIPAL INFRASTRUCTURE GRANT

MINEPS

MINISTERS AND SENIOR OFFICIALS RESPONSIBLE FOR PHYSICAL EDUCATION AND SPORT

MINMEC

MINISTERS & MECS

MOU

MEMORANDUM OF UNDERSTANDING

MPAT

MANAGEMENT PERFORMANCE ASSESSMENT TOOL

MPP

MASS PARTICIPATION PROGRAMME

MTEF

MEDIUM TERM EXPENDITURE FRAMEWORK

MTSF

MEDIUM TERM STRATEGIC FRAMEWORK

M&E

MONITORING & EVALUATION

NCOP

NATIONAL COUNCIL OF PROVINCES

NDP

NATIONAL DEVELOPMENT PLAN

NDMP

NATIONAL DRUG MASTER PLAN

NATIONAL FEDERATION

NSRA

NATIONAL SPORT AND RECREATION ACT

ACRONYMS AND ABBREVIATIONS NSRP

NATIONAL SPORT AND RECREATION PLAN

NATIONAL TREASURY

NTC

NATIONAL TRAINING CENTRE

QSRM

QUARTERLY STATUS REVIEW MEETING

RADO

REGIONAL ANTI-DOPING ORGANISATION

SAIDS

SOUTH AFRICAN INSTITUTE FOR DRUG-FREE SPORT

SALGA

SOUTH AFRICAN LOCAL GOVERNMENT ASSOCIATION

SAPS

SOUTH AFRICAN POLICE SERVICES

SASCOC

SOUTH AFRICAN SPORTS CONFEDERATION AND OLYMPIC COMMITTEE

SCM

SUPPLY CHAIN MANAGEMENT

SDP IWG

SPORT FOR DEVELOPMENT AND PEACE INTERNATIONAL WORKING GROUP

SGB

SCHOOL GOVERNING BODY

SLA

SERVICE LEVEL AGREEMENT

SWOT

STRENGTHS, WEAKNESSES, OPPORTUNITIES AND THREATS

SRSA

SPORT AND RECREATION SOUTH AFRICA

TAFISA

THE ASSOCIATION FOR INTERNATIONAL SPORT FOR ALL

UNITED NATIONS

UNESCO

UNITED NATIONS EDUCATIONAL, SCIENTIFIC AND CULTURAL ORGANISATION

WADA

WORLD ANTI-DOPING AGENCY

WHO

WORLD HEALTH ORGANISATION

TABLE OF CONTENTS FOREWORD BY THE MINISTER

OFFICIAL SIGN-OFF

PART A: STRATEGIC OVERVIEW

UPDATED SITUATIONAL ANALYSIS

LEGISLATIVE AND OTHER MANDATES

OVERVIEW OF THE 2017/18 BUDGET AND MTEF ESTIMATES

STRATEGIC OUTCOME ORIENTED GOALS OF THE INSTITUTION

PART B: PROGRAMME AND SUB-PROGRAMME PLANS

VISION FOR PROGRAMME 1: ADMINISTRATION

STRATEGIC OBJECTIVE ANNUAL TARGETS FOR 2017/18

PROGRAMME PERFORMANCE INDICATORS AND ANNUAL TARGETS FOR 2017/18

PROGRAMME PERFORMANCE INDICATORS AND QUARTERLY TARGETS FOR 2017/18

RECONCILING PERFORMANCE TARGETS WITH THE BUDGET AND MTEF

VISION FOR PROGRAMME 2: ACTIVE NATION

STRATEGIC OBJECTIVE ANNUAL TARGETS FOR 2017/18

PROGRAMME PERFORMANCE INDICATORS AND ANNUAL TARGETS FOR 2017/18

PROGRAMME PERFORMANCE INDICATORS AND QUARTERLY TARGETS FOR 2017/18

RECONCILING PERFORMANCE TARGETS WITH THE BUDGET AND MTEF

VISION FOR PROGRAMME 3: WINNING NATION

STRATEGIC OBJECTIVE ANNUAL TARGETS FOR 2017/18

PROGRAMME PERFORMANCE INDICATORS AND ANNUAL TARGETS FOR 2017/18

PROGRAMME PERFORMANCE INDICATORS AND QUARTERLY TARGETS FOR 2017/18

RECONCILING PERFORMANCE TARGETS WITH THE BUDGET AND MTEF

VISION FOR PROGRAMME 4: SPORT SUPPORT

STRATEGIC OBJECTIVE ANNUAL TARGETS FOR 2017/18

PROGRAMME PERFORMANCE INDICATORS AND ANNUAL TARGETS FOR 2017/18

PROGRAMME PERFORMANCE INDICATORS AND QUARTERLY TARGETS FOR 2017/18

RECONCILING PERFORMANCE TARGETS WITH THE BUDGET AND MTEF

VISION FOR PROGRAMME 5: SPORT INFRASTRUCTURE SUPPORT

STRATEGIC OBJECTIVE ANNUAL TARGETS FOR 2017/18

PROGRAMME PERFORMANCE INDICATORS AND ANNUAL TARGETS FOR 2017/18

PROGRAMME PERFORMANCE INDICATORS AND QUARTERLY TARGETS FOR 2017/18

RECONCILING PERFORMANCE TARGETS WITH THE BUDGET AND MTEF

PART C: LINKS TO OTHER PLANS

OUTCOME 14 – 2017/18

CONDITIONAL GRANT – 2017/18

LONG-TERM INFRASTRUCTURE AND OTHER CAPITAL PLANS

PUBLIC ENTITIES

PUBLIC-PRIVATE PARTNERSHIPS

OTHER PARTNERSHIPS

REVISION TO 2015 - 2020 STRATEGIC PLAN

RIVISIONS TO STRATEGIC OBJECTIVES

Ministerâ&#x20AC;&#x2122;s foreword

The 2017/18 financial year will see Sport and Recreation South Africa (SRSA) capitalising on the innumerable social, economic and health benefits derived from participating in a diverse range of sport and recreation activities. In his State of the Nation address on 9 February, President Jacob Zuma declared 2017 a year of unity in action by all South Africans in honour of the late ANC President, President Oliver Reginald Tambo, who left a lasting legacy for all South Africans, not only for his organisation, the ANC. It is therefore befitting in his honour to bear testimony for the 2017/18 financial year when the Department dedicates and unleashes more energy towards providing innovative, community-based sport and recreation participation opportunities across South Africa. Efforts will be focused on facilitating the provision of campaigns and programmes that increase participation, leading to life-long wellness. I am pleased to see that our established programmes, such as the National Youth Camp, the Big Walk and the Annual Recreation Day are sustainable as they continue to attract larger masses with their brand awareness, which cuts across all target groups, irrespective of race, gender or disability. It is indeed heart-warming to experience a sense of nation building whilst personally attending these activities. In capitalising upon the benefits emanating from using sport to unify and to celebrate our heritage, we look forward to the 2017 Indigenous Games Festival as well as the expansion and roll out of our Rural Sport Development Programme. School sport remains a key focus area. During the 2017/18 financial year, my Department will host three seasonal championships again, aligning more succinctly with the sports codesâ&#x20AC;&#x2122; differing seasons. In terms of sectoral engagement, the Department will again support all nine Provinces in their endeavours to provide sport and recreation to the communities. This will once more be actioned through our Mass Participation and Sport Development Grant platforms. Athletes will continue to be supported at various levels in our development programmes and their talents continue to be nurtured through our athlete support programmes, focusing on both developing and elite athletes. This will include the very successful Ministerial Sports Bursary that is awarded to learners identified through the school sport programme. The Sport Focus Schools and well as the Sports Academies will continue to offer a range of support services that are easily accessible to all. Notable sporting achievements and recognition will be conducted and acknowledged through our various platforms, including the annual Sports Awards; the Ministerial Outstanding Sports Performance Accolades events; the Andrew Mlangeni Green Jacket Programme; as well as the Honouring Women in Sport function. Despite numerous budget cuts, we anticipate funding approximately 60 National Federations according to the Recognised Sport Bodies Grant Framework, during 2017/18. This will address issues of governance; transformation; performance and administration. Our unwavering stance on transformation in sport continues unabated, and once more, our interventions will be informed by the release of the fourth edition of the EPG Transformation Report. I am pleased to announce that volleyball will receive additional intensive support as our selected National Federation for 2017. This injection is envisaged to propel the federation to greater heights. The Department will continue to ensure that South Africa fulfil its obligations and leadership responsibilities in various forums of the UN and UNESCO. SRSA will also continue playing a key role by participating at regional level in the African Union Sport Council (Region 5). We will participate in Executive meetings, Technical Commission meetings and host the 2nd edition of the Regional Annual Sports Awards during Africa Month. Furthermore, SRSA will carry on building and strengthening international bilateral relationships to support sport and recreation development in South Africa by executing exchange programmes with international partners.

ANNUAL PERFORMANCE PLAN 2017/18

It is positive to note that after much lobbying for the provision of sport and recreation facilities by municipalities and other relevant institutions, it was agreed that SRSA would once more facilitate and monitor the utilisation of R300 million MIG funds in the 2017/18 financial year. These will be ring-fenced funds that can only be spent on the projects identified by SRSA. The Department will also continue to provide technical assistance to local authorities and other relevant stakeholders for constructing and managing sport facilities to ensure compliance with national standards. In a further effort to encourage participation, the Department will continue to appeal for the delivery of community gyms and children’s’ play parks, by municipalities, that can be used in open spaces within communities. The provision of these community gyms will link with the community sports project to devise innovative initiatives to deliver recreation to the community. Collectively, the sport and recreation sector contribute, as a delivery partner, notably in sub-outcome 3 of Outcome 14 to: promote participation in sport and recreation; advocate transformation in sport and recreation; develop talented athletes by providing them with opportunities to excel; and to support high performance athletes to achieve success in international sport. These remain core and form the basis of all decision-making within the sector. In achieving the objectives and indicators of the 2017/18 Annual Performance Plan, SRSA will make further important progress in implementing the National Sport and Recreation Plan as well as contributing to Government’s priority areas as captured in the National Development Plan. Our stance on clean governance will continue. I would like to take this opportunity to thank each official in the Department who worked tirelessly to ensure that we delivered on our targets and conducted our financial affairs in a transparent manner in accordance with the Public Finance Management Act. I would like to express my gratitude to our Director-General on the notable achievement of an unqualified audit report – the sacrifices made do not go unnoticed.

FIKILE MBALULA (HON) MINISTER OF SPORT AND RECREATION REPUBLIC OF SOUTH AFRICA

ANNUAL PERFORMANCE PLAN 2017/18 7

OFFICIAL SIGN-OFF It is hereby certified that this Annual Performance Plan: •

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

•

Was prepared in line with the National Development Plan, the National Sport and Recreation Plan and the 2015-2020 Strategic Plan of the Department. Accurately reflects the performance targets which Sport and Recreation South Africa will endeavour to

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achieve given the resources made available in the budget for 2017/18.

Minister Fikile Mbalula

Mr Gert Oosthuizen

Executive Authority

Deputy Minister

Signature

Mr Alec Moemi

Ms Sumayya Khan

Accounting Officer

Chief Operations Officer

Signature

Mr Lesedi Mere

Dr Bernardus van der Spuy

Chief Financial Officer

Chief Director: Strategic Support

Signature

ANNUAL PERFORMANCE PLAN 2017/18

PART A: STRATEGIC OVERVIEW

UPDATED SITUATIONAL ANALYSIS International Sport and Recreation South Africa (SRSA) will continue to transform the delivery of sport and recreation by ensuring equitable access, development and excellence at all levels of participation, thereby improving social cohesion, nation building and the quality of life of all South Africans. Within the international framework, the 2017/18 Annual Performance Plan (APP) of SRSA is informed by policy documents from the United Nations (UN) relevant to the sport and recreation sector. Succeeding the Millennium Development Goals, the post-2015 Sustainable Development Goals were adopted by the UN General Assembly on 25 September 2015. Important for SRSA is to note the specific reference to the role of sport for social progress in the Declaration of the 2030 Agenda for Sustainable Development: “Sport is also an important enabler of sustainable development. We recognize the growing contribution of sport to the realization of development and peace in its promotion of tolerance and respect and the contributions it makes to the empowerment of women and of young people, individuals and communities as well as to health, education and social inclusion objective.” The UN foresees that sport will play an important role in pursuing each of the 17 Sustainable Development Goals and “encourages Member States to give sport due consideration in the context of the post-2015 development agenda”. On 4 August 2016, Governments from 32 Commonwealth countries took the historic step of committing to align their national sports policies to the Sustainable Development Goals, in order to gear investments in sport towards positive outcomes in health, education, gender equality and justice. SRSA is working very closely with global role-players, as well as other Government Departments, in developing indicators for the sport sector that could have a meaningful impact on the achievement of the 2030 Sustainable Development Goals. SRSA also took note of the revised International Charter on Physical Education and Sport of UNESCO that was adopted at its General Conference on 11 November 2015. The 195 member countries will have to report in future on progress in implementing the Charter that also refers to the important role of sport in social and economic development. South Africa continues to play a leading role in projects of global importance as reflected in its contributions to UNESCO and the UN Sport for Development and Peace International Working Group (SDP IWG). In 2016, the work of the SDP IWG was hampered following an announcement by the UN Secretary-General’s Special Adviser, Mr Wilfried Lemke, that the UN Office for Sport for Development and Peace is no longer in a position to provide Secretariat services to the SDP IWG without requisite funding and a formal Memorandum of Understanding. Under the Chairmanship of South Africa, and on advice of the State Legal Advisor, the Member States on the Executive Board (UK, Russia, China, South Korea and Denmark) objected to the requirement of concluding a legally binding MOU and questioned the validity of regulating the relationship between working groups and individual offices in the UN Secretariat, in this manner. The Executive Board further decided that as the SDP IWG is functioning according to resolutions adopted by the General Assembly of the UN, guidance on the future existence and functioning of the SDP IWG should be sought from the newly elected UN Secretary-General. South Africa was requested to explore the feasibility of such a meeting as well as continue to assist with the secretarial services associated with the SDP IWG and the Executive Board. In 2017/18, this issue will be clarified as will the role of SRSA within the SDP IWG.On 26 February 2016, South Africa was unanimously elected as Chairperson of CIGEPS for a period of four years. As Chairperson of CIGEPS South Africa, among others, has to play a leading role in the preparations and the development of policy documents for MINEPS VI that is scheduled to take place in July 2017 in Kazan, Russia. At this meeting, the Ministers of Sport from all over the world will gather to finalise sports policies that will, among other, contribute towards achieving the 2030 Sustainable Development Goals of the UN. Other projects of global importance to which SRSA is making important contributions include the UNESCO Conference of Parties to the International Convention against Doping in Sport; the African Union (AU), the African Union Sports Council (AUSC) Sport Development Region Five, and the World Anti-Doping Agency (WADA) amongst others. The global recognition of the important role that SRSA is playing in the activities of UNESCO necessitates careful planning regarding the contributions from the Department – continuing in 2017 with South Africa being elected as a pilot country for the implementation of UNESCO’s Quality Physical Education Programme. Close cooperation with the Department of Basic Education in this regard will be of the essence. At the 38th General Conference of UNESCO in Paris a resolution was adopted declaring the 20th September as International Day for University Sport.

ANNUAL PERFORMANCE PLAN 2017/18

The enormous potential of sport, its global reach, its universal language, its contribution to ensure healthier lives, its impact on communities in general, and young people in particular, is a fact and is increasingly recognised around the world. In this regard SRSA has started to update the document “A Case for Sport” and it is envisaged that it will be built on six pillars, namely Social Change; Social Cohesion; Education; Health; Economy; and International Relations.

National From a national perspective, the 2017/18 APP of SRSA is guided by the National Development Plan (NDP) that recognises that sport plays an important role in promoting wellness and social cohesion as well as the National Sport and Recreation Plan (NSRP) as approved by Cabinet on 3 May 2012. The NSRP details three core pillars of implementation, namely: an active nation; a winning nation; and an enabling environment. The 2015-2020 Strategic Plan of SRSA was reviewed during one-on-one sessions convened with the programme managers during October 2016. The purpose of the review was to gauge if the plan still remains relevant to the environment in which SRSA delivers its mandate. It was acknowledged that no significant policy shifts are envisaged during 2017/18 and that there are no substantial changes in the service delivery environment that will impact on operations. Minor technical improvements were made to selected strategic goals and strategic objectives which are captured at the end of this document for alignment purposes. Managers resolved that when reviewing performance and looking at the environment within which SRSA functions the following issues need to be considered in planning for 2017/18: An assessment of the service delivery environment in which the Department operates reflects a dependency with regards to inter- and intra-Governmental cooperation. This is critical to our delivery of services as our programmes’ link to activities of among other Departments, Health, Basic Education, Cooperative Governance and Traditional Affairs, as well as to Arts and Culture. Cooperation in this regard enables sharing of resources and expertise. At a critical level, is our reliance on the various delivery agents such as Provincial Departments responsible for sport. While we allocate conditional grant funding to the delivery agents, especially the Provinces, towards implementation of the NSRP, they also have their own Provincial priorities. This presents challenges in that sometimes what is seen as a priority by SRSA, may not necessarily come first on the list of Provincial deliverables. Another issue that impacts negatively on the Department’s performance, is the challenge experienced by Provinces in sourcing performance data from their district offices. Many factors such as distance from the Provincial office, and the technology that support such district offices, contribute to the delays and in some instances, failure to report against the set targets. This has ripple effect that impacts SRSA’s further reporting to National Treasury the Department of Performance Monitoring and Evaluation and to the Portfolio Committee. Furthermore, many of the Provinces have never conducted a needs analysis particularly concerning equipment and apparel requirements. This has a risk of some schools and clubs being given equipment and apparel that they do not necessarily require. Some of the beneficiaries are dissatisfied with the quality of the equipment and apparel received as it does not sustain them for a period longer than six months. This necessitates conducting a needs analysis and setting minimum standards for equipment and apparel. Furthermore, management considered an analysis of the performance information as well as the strategic direction, as captured in the following documentation: •

2016/17 Quarterly Performance Reports

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2015/16 Annual Report.

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Portfolio Committee minutes

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Sport for Peace and Development and the 2030 agenda

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Policy framework for MINEPS VI

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Monitoring visits conducted in 2015/16

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Sport Consortium Concept Paper ANNUAL PERFORMANCE PLAN 2017/18 11

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Transformation Reports

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MANCO minutes

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HEADCOM minutes

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SRSA Communication Survey

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Programme Evaluation Reports, including school sport

The foresaid review informed the development of the 2017/18 APP. Managers were requested to review the existing SWOT analysis in November 2016 and to submit inputs. These were consolidated and during a management session on 7 February 2017 the SWOT was concluded. This proved to be very useful in identifying areas for focused intervention in 2017/18. A summary of the findings is illustrated in the SWOT analysis.

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SWOT ANALYSIS STRENGTHS WEAKNESSES Potential for institutional and individual growth (e.g. SA • Slow uptake to fill current vacancies. as major event hosts and full implementation of the NSRP). • Inconsistent implementation of performance Balance of young and mature staff. management and development system (PMDS). Culture of vibrance, exuberance and agility in staff. • Poor adherence to Departmental deadlines to submit Competent staff with appropriate expertise and technological documentation. know-how • Project planning not adequately informed by Strong decisive and visionary leadership research. Institutional knowledge expanded through task team • Support function: line function staff imbalance. involvement. • Inadequate tools required to work optimally. Good corporate governance. • Inadequate resources to implement the NSRP. Stable labour relations. • No Departmental intranet. Regulatory mechanisms in place to ensure that National • Internet access too slow to be utilised effectively. Federations abide and act in line with the NSRP. • No media monitoring devise or platform. Presence and significant following in the media and on social • Ineffective monitoring of SRSA events due to platforms. capacity inadequacies. Ring-fencing of MIG by National Government for redress of • Inconsistency in skills training and development. sports facilities in South Africa. • Slow in meeting financial obligations for SRSA brand awareness established. recognition recipients. OPPORTUNITIES Good profile of SRSA Capitalizing on sports’ potential to impact on social cohesion. Inter and intra-Governmental cooperation National and international stakeholders interested in forming partnerships Legislative mandate to address challenges Young population International exchange programmes a possibility Social media platforms can be utilised to post developmental updates The availability of GCIS’ media platforms for sharing information with other Governmental Departments Elevating sport and recreation through physical presence in marketing of international sporting codes

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THREATS Concurrent functions governing three spheres of Government Poor adherence to SRSA policy by stakeholders Inadequate adherence to Bidding and Hosting Regulations Global economic crisis having a knock-on effect on our budget Ban on alcohol advertising Slow pace in achieving transformation targets especially around the five major sporting codes Poor adherence to SRSA deadlines by external stakeholders, e.g. Provinces and National Federations.

The management session was followed-up with individual sessions with the Director-General to deliberate on inputs made on the first and the second drafts of the APP, and to confirm projects envisaged for 2017/18 in light of the budget allocation letter received. The activities planned for 2017/18 were proposed within the context of the performance delivery and the organisational environments.

ANNUAL PERFORMANCE PLAN 2017/18

Performance delivery environment In all Departmental programmes SRSA will endeavour to use sport and recreation as a tool to promote social cohesion across race and class. Management agreed that the concurrent functions governing the three spheres of Government still prove to be challenging at times. To mitigate this threat in the Provincial sphere, the Minister of Sport and Recreation will continue to chair a MINMEC (MECs), while the Director-General will chair the Heads of Departments Committee (HEADCOM) which plans the delivery of services in an integrated manner at a Provincial level. Both of these interventions will be reinforced in 2017/18 in an effort to continually align all policy initiatives to the NSRP. At an implementation level, SRSA convenes sessions with the Chief Directors responsible for sport at a Provincial level where the main order of business is the management and implementation of the Mass Participation and Sport Development Conditional Grant, which is implemented in all nine Provinces. SRSA will remain steadfast in enforcing policy decisions. Stakeholders within the sector, not adhering to policy, will not be entertained. This has become an imperative if the objectives of the NSRP are to be achieved within a limited timeframe and with limited resources. The implication of this is that only 23% of the NSRP strategic objectives have been fully achieved, with a further 40% being partially achieved. This scenario has compelled the Department to implement the NSRP in stages and to reprioritise focus areas within the Department. Furthermore, the Department has been obliged to consider alternative revenue streams, such as the sports ticket levy and the allocation of earmarked MIG funding to the Department. It is a national imperative, as well as a strategic goal of SRSA to adequately transform the sport and recreation sector. In 1992, national sports federations were mandated to transform, but progress was very slow and it was fundamentally a one-dimensional, demographically focused approach. Twenty years later Cabinet approved the NSRP, at the core of which is the Transformation Charter and Scorecard. The intention of the Charter is to inspire the establishment of a competitive and demographically representative sport system. The Minister of Sport and Recreation appointed an Eminent Persons Group (EPG) on Transformation in 2012 that was tasked to annually review sports’ transformation status. The pilot audit, of five sports codes, conducted in 2012 and published in 2013, was followed by a second transformation audit conducted in 2013 and published in 2014. This audit involved 17 sports codes. In 2014 the audit was further expanded to include bowls and rowing and the 2015 transformation report comprehensively covered performance levels in all the dimensions of the Transformation Charter for the 19 codes of: athletics; amateur boxing, basketball, baseball, chess, cricket, football, gymnastics, hockey, jukskei, lawn bowls; netball, rugby, softball, swimming, rowing; table-tennis, tennis and volleyball. Critical to the success of the audits conducted is the quality of the data received. Most National Federations experienced difficulties obtaining completed and reliable data sheets from their Provincial affiliates. This contributed to a below average quality of returns, with exceptions in cricket, rugby and to a lesser extent, netball where there was an improvement in data collection. It may become necessary during 2017/18 for SRSA to assist National Federations in this regard. Significant strategic decisions are based on this data and it is therefore imperative that it is valid and credible. The audits thus far have clearly revealed a slow rate of demographic change over the previous 20 years. Severe problems with the implementation of school sport; a decline in junior competitions; a general lack of empowerment of human resources to address the serious shortcoming of accredited coaches, umpires and referees; unacceptable representation and opportunities provided to women; an imbalance in resource allocation and an unacceptable backlog of facilities. The need for federation-specific, time-based targets became essential and this was the predominant reason for the introduction of the “barometer intervention”. This saw the original five pilot National Federations forecasting and committing to transformation targets through the signing of Memoranda of Agreement wherein the “self-set targets” as well as the punitive measures were agreed upon. In April 2016, the Minister of Sport and Recreation accepted the Eminent Person Groups’ third report documenting transformation in the sports sector. The political will and tremendous efforts made by the audited federations was acknowledged. Recognizing the intention not to disrupt the momentum of progress made but also being mindful of the urgency of transformation, the Minister resolved to invoke selective punitive measures for those federations not meeting the agreed upon targets. The decision was taken not to impose measures that may either paralyze the National Federations financially or deny athletes opportunities to compete continentally and globally. ANNUAL PERFORMANCE PLAN 2017/18 13

Of the original five federations, only the South African Football Association (SAFA) met their targets. In spite of this, a Ministerial directive was issued to them to penetrate and rollout football in former model C and private schools. Strategically, it was resolved to revoke the privilege of Athletics South Africa (ASA); Cricket South Africa (CSA); Netball South Africa (NSA); and the South African Rugby Union (SARU) to host or to bid for major international tournaments in South Africa. This was as a direct consequence of the federation not meeting their “self-set” transformation targets. The decision was implemented with immediate effect and will only be due for review after considering the results of the 2016/2017 Transformation Barometer. This decision, seen by many as the first meaningful and sustainable intervention for transformation, was positively received by the public, as well as in the social media. SRSA will continue in 2017/18 to support the sterling work of the EPG and to adhere to the measures imposed by the Minister in this regard. Responding to the transformation findings, SRSA will continue to implement sport facility initiatives by installing multi-purpose courts and other sporting fields as a way of strengthening the school sport strategy. As 2017/18 will be the sixth year since the Memorandum of Agreement with DBE was signed, it is perhaps an opportune time for a review and an evaluation of the progress made since 2012. Areas of real concern that impede progress in implementing the strategy could then be addressed. This is due to the fact that school sport remains the bedrock of development for South African sport and is clearly the foundation for making any meaningful change in sport. The National Federations, as the custodians of sport in South Africa, continue to focus their resources, capacity and efforts of sourcing talent and candidates for the junior national teams from the approximately 3 000 former Model C schools and Independent Schools. To address this, conditions set by SRSA to support the NFs have been adjusted to focus their attention more broadly on school sport. Technical knowledge on a range of codes is very important for teachers who are struggling to introduce and sustain the different sporting codes in schools. This also contributes to the lack of quality black players at an early age who find themselves in townships, rural areas and disadvantaged farm schools. Within the first and second quarters of 2016/17 it was still not possible to transfer funds to all targeted NFs. When analysing the root cause it became apparent that the NFs are still struggling to provide adequate documentation to facilitate the transfer. The documents concerned include their completed reporting template, consisting of Audited Annual Financial Statements, Business Plans aligned to the NSRP, and the Transformation Report covering all 6 dimensions of the score card. In the 2017/18 financial year a concerted effort will be made to support the National Federations who struggle to produce satisfactory documents to enable SRSA to effect a transfer payment. A significant implementation evaluation of the South African School Sport National Championship Programme was conducted during 2016. It evaluated the Programme from its inception in 2012 up to the December 2015 Championships. The objectives of the evaluation were to assess how well the Programme is being implemented; is it being implemented as planned; to what extent are the outcomes being achieved and how can any operational constraints be addressed? Data was collected from the learners who participated and from both Government and non-Government officials. Focus group discussions were held with the learners and one-on-one interviews were conducted with identified key personnel. It was found that the Programme has been implemented as planned; however there is a need to continuously improve on its’ execution. The Programme was found to be relevant and to benefit the learners irrespective of race, gender, disability and geographical location and this contributes to social cohesion, which addresses Outcome 14 of Government’s delivery agreement. The evaluation report with findings and recommendations was presented to MANCO. The following are core recommendations for the School Sport directorate to commence implementing during 2017/18. Areas within the DBE mandate are illustrated in brackets.

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Review the implementation of the school sport strategy as well as structures that are implementing the Programme from local to national levels.

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Improve collaboration between SRSA and DBE, especially at a provincial, district and at a local level, as the articulation of the national strategy and the roll out plan is not implemented consistently across Provinces.

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Plan and implement intra- and inter-school sports leagues across all Provinces, with DBE leading to ensure implementation by the Provincial DBE. (DBE)

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Conduct an awareness campaign so that all schools are given the opportunity to be involved in the National School Sport Championships Programme.

ANNUAL PERFORMANCE PLAN 2017/18

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Hold the championships in seasons, plan them for a short duration (for example, two days) and at the right time (for example, not during examination periods).

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Plan fixtures at least six months in advance to allow enough time for the elimination rounds.

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Lobby National Federations to assist in the delivery of the tournaments and to be fully involved from local to national level in the coordination of the sport programmes, capacity building and coach education.

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Confirm Culture, Arts, Tourism, Hospitality & Sports Sector Education & Training Authority (CATHSSETA) as the quality assurance body for all training on sport and recreation skills and education programmes as there are very few Accredited Service Providers that can deliver these services.

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Support loveLife to continue to serve as the implementing partner to train youth, including learners, on life skill related matters.

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Conduct talent identification at a district, Provincial and at a national level and ensure that the respective National Federations and the Provincial academies support identified learners.

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Ensure that adequate sport facilities in schools are built, maintained and managed. DBE must re-consider their norms and standards for the building of sports facilities so that it includes multi-purpose courts that cater for codes other than football and netball (DBE).

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Ensure that Physical Education becomes a stand-alone subject in the curriculum (DBE).

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Introduce a compulsory sports day in all schools (DBE).

•

Develop norms and standards to standardize the implementation of the school sport programme across all nine Provinces.

Organisational environment The work to strengthen the organisational environment of the Department and make it optimally responsive to the challenge played out by the NSRP is on-going and being intensified. Key amongst this is the work to review the organisational structure of the Department and to align it to the structural configuration of the NSRP implementation process. The new structure has been signed off by the Executive Authority and will be implemented in phases as informed by available resources. The process of a skills audit has also been concluded and the matching and placing criteria finalised, thereby paving the way for the placement of personnel in appropriate positions in the new structure and updating the payroll system in that regard. This will be concluded in the 2017/2018 financial year. The Department has overcome its previous challenges with regard to capacity building and training. The process has improved significantly since the strengthening of the current Human Resource Development (HRD) unit. Employees are trained according to their Performance Development Plans (PDP). The Compulsory Induction Programme (CIP) as prescribed by the Department of Public Service and Administration (DPSA), is being implemented by the Department. SRSA is in the process of building internal capacity by empowering its employees through a train-a- trainer programme. Unfortunately the Department continues to be plagued by a general lethargy when it comes to the timeous submission of documentation and reports. This places unnecessary added stress on the document compiler and potentially sacrifices the quality of the final submission. The implementation of strict management controls (that could result in disciplinary hearings) seems inevitable until a marked improvement in this sphere can be seen. The MPAT results of the Department are still not satisfactory. Theoretically it should not be difficult to obtain the set maximum score of 4 as the majority of the requirements are regulatory. Nevertheless, this score has eluded the Department thus far. The MPAT management team, constituted in 2016/17, will continue to work collaboratively to improve and maintain the score.

ANNUAL PERFORMANCE PLAN 2017/18 15

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

OVERVIEW OF THE 2017/18 BUDGET AND MTEF ESTIMATES Expenditure estimates

ANNUAL PERFORMANCE PLAN 2017/18

Expenditure trends related to strategic goals Over the medium term, the Department plans to encourage participation in sport and recreation at various levels; facilitate transformation in sport and recreation, support talented and high-performance athletes towards excelling and achieving success in the international sporting arena. The Department’s work to increase the accessibility of sport and recreation facilities contributes to the achievement of the National Development Plan’s goal of nation building, social cohesion and a healthy national lifestyle and Outcome 14 (a diverse, socially cohesive society with a common national identity) of Government’s 2014- 2019 Medium Term Strategic Framework. The Department provides opportunities for mass participation in sport and recreation through campaigns and events such as the National Youth Camps, the Big Walk (a partnership with loveLife to encourage positive lifestyle choices), the Indigenous Games and school sport. Expenditure of R2.2 billion, or 64 per cent of the Department’s total allocation for the MTEF period, is projected in the Active Nation programme on these initiatives. The number of participants in sport and recreation promotion campaigns and events is expected to increase from 12 963 in 2015/16 to 49 000 in 2019/20. For the mass participation and sport and development conditional grant outputs, the Department has set aside R1,9 billion over the MTEF period in the Provincial Sport Support and Coordination sub-programme. The Department expects to transfer R128.4 million over the medium term for its partnership with loveLife. The partnership’s priorities are aligned with the NSRP, and empower mainly attendees of the National Youth Camps. Funding for the loveLife partnership is provided through the Community Sport subprogramme in the Active Nation programme. The Department will also ensure that young people are given opportunities to showcase their skills at events such as the National School Sport Championships, thereby giving national federations and talent scouts wider exposure to South African sporting talent. The national Indigenous Games festival forms part of South Africa’s annual heritage celebrations and brings people from culturally diverse backgrounds together. The popularity of the festival in recent years has contributed to an increase in the number of active participants in sport and recreation events. This has led to the reprioritisation of R47.7 million for the festival over the MTEF period; R15 million in 2017/18, R15.9 million in 2018/19 and R16.8 million in 2019/20. These funds were shifted from the residential support programme for elite and emerging elite athletes in the Scientific Support subprogramme in the Winning Nation programme, as most of these athletes will be part of programmes run by South African Sports Confederation and Olympic Committee (SASCOC) and the Provincial sports academies. The Department will provide financial support to sustainable federations once they are established. The Department will continue to direct resources to targeted disadvantaged communities and individuals, thus promoting participation and increasing access to sport and recreation facilities. The Department will assist 60 National Federations over the medium term to support school sport programmes and improve access to sports facilities for the development of black athletes. In 2017/18, R309.7 million is earmarked in the Sport Support programme for this. This allocation is disbursed in accordance with the recognized sport bodies grant framework. The Department will spend a projected R28.6 million over the medium term to appoint 10 additional staff in the Sport Infrastructure Support programme. The staff members will oversee and support municipalities with planning and delivering sport and recreation infrastructure, as part of the Department’s response to the findings of the 2013 and 2014 reports on transformation in sport and recreation. The Department will work with the Department of Cooperative Governance and Traditional Affairs, the South African Local Government Association, and municipalities to ensure that the construction and maintenance of sport and recreation facilities is prioritised in the areas of greatest need. The type and location of sport infrastructure to be constructed will mainly be informed by a comprehensive sport facilities audit, which will be conducted in at least one Province per year starting in 2017/18, with the Department providing a coordinating and advisory role. An amount of R68 million over the MTEF period is allocated to the Sports Trust, whose primary focus is to provide facilities such as multipurpose courts and other resources required. In line with developing talented athletes, the Department awards a Ministerial Sports Bursary, valid for the duration of their high school years, to learners in grades 8 to 12 who are identified as talented young athletes. The bursary allows them to attend a sports focus school, of which there were 23 across South Africa in 2016. These schools are identified by Provincial Departments as having exceptional sports coaching and facilities. New recruits for the bursary programme were identified during the 2016 National School Sport Championships. A minimum of 60 qualifying athletes, including learners already on the programme, are expected to be supported through the payment of school fees, provision of school uniforms and sport clothing, sport-scientific support, and event attendance in 2017/18.

ANNUAL PERFORMANCE PLAN 2017/18 17

The Department also provides support on an ad hoc basis to 40 emerging athletes with the potential to compete at a high-performance level but who are not yet on the SASCOC Operation Excellence programme. This support takes into consideration the athletes’ circumstances and performance potential. Both these forms of support are funded in the Scientific Support sub programme in the Winning Nation programme, which is allocated R138.2 million over the medium term. In addition, 40 elite athletes are supported through the SASCOC high-performance programme. These athletes are expected to prepare and perform at the four major games: the All Africa Games, the World Games, the Commonwealth Games, and the Olympic and Paralympic Games. The Department will transfer R31.2 million over the MTEF period to SASCOC through the Scientific Support subprogramme. In 2016/17, the Provincial sports academies, funded through the mass participation and sports development grant, provided specialist training and support to 3 400 talented athletes. In line with being an efficient and effective organisation, the Department’s compensation of employees’ budget has been reduced by R1,2 million in 2017/18, R1,8 million in 2018/19 and R1,9 million in 2019/20. There have also been such reductions in the goods and services budget of R7,2 million in 2017/18, R7,6 million in 2018/19 and R8,1 million 2019/20 as part of Cabinet’s decision to lower the national aggregate expenditure ceiling. These reductions will be absorbed by implementing cost-saving measures in spending on items such as advertising, computer services, contractors, travel and subsistence, and venues and facilities.

ANNUAL PERFORMANCE PLAN 2017/18

STRATEGIC OUTCOME ORIENTED GOALS OF THE INSTITUTION Strategic goal 1

Citizens access sport and recreation activities

Goal statement

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

Strategic Objectives

•

Active recreation programmes implemented.

• • •

Sports participation opportunities provided to communities. School sport programmes supported. Provincial sports development programmes supported.

• •

Access to sport and recreation facilities optimised. Technical and management support provided.

Strategic goal 2

Sport and recreation sector adequately transformed

Goal statement

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

Strategic Objectives

•

Active recreation programmes implemented.

• • •

Sports participation opportunities provided to communities. School sport programmes supported. Provincial sports development programmes supported.

• • •

Transformation of South African Sport adequately addressed. (Revised) Access to sport and recreation facilities optimised. Technical and management support provided.

Strategic goal 3

Athletes achieve international success

Goal statement

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

Strategic Objectives

• • •

Scientific support services coordinated for athletes. Major events supported. Sports Tourism to South Africa promoted.

•

Achievements in the sport and recreation sector acknowledged.

Strategic goal 4

Enabling mechanisms to support sport and recreation

Goal statement

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

Strategic Objectives

• •

Provincial sports development programmes supported Good governance supported

• • •

Sport and recreation bodies supported Strategic bilateral relations managed and strengthened Participation in strategic multilateral relations managed

• •

Access to sport and recreation facilities optimised. Technical and management support provided.

ANNUAL PERFORMANCE PLAN 2017/18 19

Strategic goal 5

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

Goal statement

5% increase by 2020 in the perception of sport being recognised by the South African population as contributing to nation building. Sport used as a tool to contribute to a minimum of four global priorities by 2020.

Strategic Objectives

• •

Strategic goal 6

An efficient and effective organisation

Goal statement

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

Strategic Objectives

•

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

Strategic leadership, management and support services provided.

ANNUAL PERFORMANCE PLAN 2017/18

PART B: PROGRAMME AND SUB-PROGRAMME PLANS

Vision for programme 1: Administration Purpose: Provide strategic leadership, management and support services to the Department. Programme 1 comprises of the following sub-programmes:

•

Ministry

•

Management

•

Strategic Support

•

Corporate Services

•

Office of the Chief Financial Officer

•

Office Accommodation

Among the priorities for Programme 1 in 2017/18 are the simplification of administration and concerted efforts to improve support service value-add to the organisation in order to promote an easy comprehension of business processes and to optimise compliance. The recommendations contained in the Auditor-General (A-G) management letter will be meticulously implemented and each sub-programme will work tirelessly towards maintaining a clean audit. Focus will be placed on improving turn-around times, enhancing the electronic systems and promoting strict compliance to regulations and delivery deadlines. The Ministry sub-programme is effectively the core driver in the Department providing strategic direction and ensuring that the political and legislative mandate is effectively delivered. The Management sub-programme houses the Director-General, whose office is responsible for managing the Department in compliance with the law, the policies of Government, prescripts and within its budget. The sub-programme works closely with key role-players such as the Provincial Governments and SASCOC to ensure an aligned and integrated approach regarding strategic planning and monitoring. This sub-programme provides strategic guidance, interpreting the direction set by the Minister and oversees the performance of the Department, the success of which is annually assessed by means of a Management Performance Assessment Tool (MPAT). Areas for improvement were identified and will continue to be pursued in 2017/18 in an effort to better serve the recipients of SRSA services. SRSA is committed to improve in this area and to this end an MPAT Improvement Plan has been drafted. The Plan includes the current rating levels coupled with an action plan, a responsible person and a due date. Implementation of the plan is a standing item on the Quarterly Status Review Meeting (QSRM). It is envisaged that this will encourage more accountability and ultimately translate into improved scores. The mainstreaming of the focus groups of Government (i.e. disability; senior citizens; youth and women) will continue to receive attention in 2017/18, where their participation in SRSA organised events will be tracked and reported upon. A succinct Women and Sport policy will be formulated for the sector during 2017/18 in close collaboration with the SASCOC Woman’s Commission. The Commission on the Status of Women (CSW) is the principal global inter-Governmental body exclusively dedicated to the promotion of gender equality and the empowerment of women. The needs of people with disabilities will be acknowledged across all programmes. The Office of the Director-General is supported by the Chief Operations Officer as well as by Internal Audit & Risk Management. Internal Audit provides SRSA management with an independent, objective assurance and consulting service to improve and add value to the Department’s operations. It is viewed as an internal partner to management, which provides comprehensive support to ensure full compliance. This involves the evaluation of management’s governance, control and risk management systems put in place to achieve SRSA’s objectives; expressing an opinion on the adequacy and effectiveness of those systems; and providing recommendations for improvement. This function is complemented by a risk management service where risk mitigation will be systematically applied to improve the risk profile of the Department in 2017/18. This will be coupled with the application of effective early warning systems. The Strategic Support sub-programme documents the strategic direction envisioned for the Department in line with the approved NSRP. Furthermore the sub-programme needs to ensure that the relevant focus areas for sport and recreation, as captured in the NDP and Outcome 14, are reflected in the strategic documents of the Department. 22

ANNUAL PERFORMANCE PLAN 2017/18

With the increasingly important role that South Africa is playing in international forums such as the UN, UNESCO and WADA the sub-programme needs to provide direction in the strategic positioning of SRSA in these organisations. The sub-programme is also responsible for institutional monitoring & evaluation. It has become increasingly important to put an electronic mechanism in place that will enable the Department to accurately monitor and evaluate progress and to identify problem areas in implementing the NSRP. To address this, innovative monitoring, evaluation instruments, and the strengthening of internal capacity is required. It is envisaged that the benefits of this intervention will improve the quality of performance information across the Department. The Corporate Services sub-programme renders the following services in a reliable and efficient manner aimed at ensuring effective support systems and adequate resources for the Department:

•

Government Information Technology

•

Legal

•

Fleet, Facilities and Security

•

Human Resources

•

Communication

SRSA approved an Information and Communication Technology (ICT) Strategy Implementation Plan for the period 2016 to 2018. The purpose of this Implementation Plan, developed in support of the ICT Strategy, is to create a consensual vision of how the identified strategic imperatives will be implemented over the MTEF period. This takes into consideration issues such as available resources, both human and financial; existing skills within the unit to implement the strategy successfully; as well as possible implications that the strategy may have on the organisational structure of the unit and for SRSA as a whole. The Implementation Plan documents how the strategy will be transitioned into an operational system. It furthermore sets timeframes and target dates for the completion of tasks and identifies additional training needs, communication imperatives and change management initiatives that will be needed for the successful implementation of the strategic deliverables. The ICT Strategy Implementation Plan is designed to assist SRSA in making informed decisions when selecting appropriate system specifications to meet the current and/or planned requirements. In terms of ICT equipment, the recapitalization process that commenced in 2015/16 will continue during 2017/18 supported by end-user training to ensure that staff are suitably empowered to execute their responsibilities. As ICT related procurement is the mandate of the State Information Technology Agency (SITA) in accordance with the SITA Act, the Department will continue to utilize transversal contracts to procure ICT related goods and services. In terms of Legal Services in 2017/18, SRSA will drive progress on the draft National Sport and Recreation Amendment Bill; the South African Institute for Drug-free Sport Amendment Bill; the Draft Fitness Industry Regulatory Bill; the South African Combat Sport Bill and the National Sport Academies Bill. In the 2017/18, financial year work will continue to promulgate and implement the Safety at Sports and Recreational Events Regulations. The status in this regard will be reported quarterly to management in Legal Services status reports. Regarding Fleet, Facilities and Security Management, the existing tenders will be managed and efforts will continue to secure the physical safety of staff in the workplace. The quest for a new building for SRSA will continue in close cooperation with the Department of Public Works. Long-term plans are envisaged to uplift NASREC and to develop a viable sport precinct that can service multiple facets of the sport and recreation sector. Initial negotiations are positive and during 2017/18, the Department will continue to pursue this initiative. In 2017/18 SRSA will continue to manage the fleet services of the Department optimally. The 2017 Medium Term Expenditure Framework (MTEF) baseline allocation included a Cabinet approved budget reduction of R4.8 million reprioritized from compensation of employees. This resulted in a R106.104 million allocation for 2017/18. The implication is that SRSA must ensure that the headcount currently reflected in the Human Resource Budget Plan can be funded over the 2017 MTEF period. The envisaged conclusion of the organisational review process will afford the organisation an opportunity to reduce its vacancy rate and keep it around or below 10%, as per the DPSA directive. With the planned process of populating the new organisational structure on the payroll system, most of the employees who are currently placed additional to the establishment (on posts that do not exist in the old structure yet exist in the new one), will be properly placed and accounted for. Just this exercise alone, will enable the organisation to reduce its vacancy numbers by almost 4%. The completion of this process will not only have positive impact on the recruitment process but will also bring certainty with regard to the organisational human resource planning. The turn-around time for performance assessments has taken too long in previous financial years. ANNUAL PERFORMANCE PLAN 2017/18 23

This has been acknowledged (also in the SWOT) as a weakness in the management system and during 2017/18, this will be addressed by changing the scheduling of the performance target. Although this is an operational challenge, it will be measured as a strategic intervention until satisfactory improvements are seen. As such, the target for 2017/18 has shifted to the first quarter to ensure that all moderations are completed by 30 June 2017. The Marketing and Communications unit is tasked with managing the overall marketing and communication of Departmental activities in line with the Marketing and Communications Strategy. This includes managing the Gift Policy and the related Gift Register, with the objective of eliminating all risks by ensuring that gifts procured or received by the Department are accurately recorded and accounted for. The Marketing and Communications Strategy also provides a framework for the unit to monitor the Media Policy, including the Social Media Policy, to ensure adherence to the communication guidelines issued by the Government Communication and Information Service (GCIS). During 2017/18, the unit will continue to offer support to all Departmental programmes in order to expand their footprint. The scope of the marketing and communication service has vastly expanded with the introduction of and support to new Departmental projects. Some programmes previously residing in the line function directorates have been reallocated to this unit and the core focus is activation campaigns, messaging and branding. These include the UNITE campaign as well as the National Recreation Day. Considering the dire need for social unification, SRSA as an Outcome 14 signatory, will continue to utilize sport as a vehicle for cohesion. The UNITE campaign will be activated in partnership with the Department of Arts and Culture (DAC) during the 2017/2018 financial year. This is a core partnership for SRSA, which contributes towards a meaningful social cohesion programme. Campaigns and key messaging will form the crux of this programme. SRSA needs to make sport participation attractive to the youth and novel ideas to do this include the adoption of the Shingo mascot and related branded merchandise. In terms of promotional initiatives that will be managed and coordinated by Marketing and Communications Unit, the Takuma mascot will be deployed to support 2017/18 sporting events. Hagozonke, a mascot, will be used to promote fair play and to support anti-doping initiatives. The Sports Buzz (a re-vamped combi bus) programme will be utilized to attract participants to sporting events coordinated by SRSA in outlying areas. The sports buses will be utilised, amongst others things, to transport sports stars and legendary sports celebrities to events where they will conduct training and encourage the youth to come out and see what is happening in the community. Each Province will be allocated a bus. The Marketing and Communication unit has been tasked with registering the Intellectual Property of all programme logos belonging to SRSA. Each logo will have its own Corporate Identity Guidelines detailing how it can be used by stakeholders and entities in marketing collaterals. The SRSA Corporate Identity Manual will be finalized and implemented in 2017/18 to assist in standardizing the departmental brand identity. Printed materials will continue to be designed and reproduced internally, whilst only formal publications will be printed by external service providers. Communicating using social media has increased substantially as seen by the popularity of Departmental tweets â&#x20AC;&#x201C; trends in this regard will continue to be monitored during 2017/18. As recommended in the NSRP the Department will explore the potential of the private sector becoming more involved in activities aimed at promoting an active nation. With the economic downturn, this has become more difficult; however, sport remains an optimal platform for messaging and implementation and this still bodes well for negotiations and brokering relationships in this regard. The Internal and External Satisfaction Surveys will be managed and conducted by the marketing and communications unit. The two surveys will be conducted in alternative years, with 2017/2018 focusing internally. The internal survey will measure how SRSA staff experience the services offered by the support functions in programme and general staff morale. The findings of the survey will be analysed with the objective of assisting management with decision making and actively applying and institutionalizing the Government Batho Pele Principles. The Office of the Chief Financial Officer sub-programme incorporates Financial Management and Supply Chain Management, both of which ensure compliance with the relevant financial statutes and regulations notable in the Public Finance Management Act (PFMA). The sub-programme will continuously enhance the financial management environment of the Department in 2017/18, the processes implemented in Supply Chain Management (SCM) to strengthen the effectiveness, and efficiency will be maintained. The SRSA preferential procurement policies and related legislation will continue to support business opportunities that drive the radical socio-economic transformation committed to, by Government. Ultimately, this intervention will encourage a drive to create jobs through sport and to support small and medium enterprises in the sector. In terms of Office Accommodation, the lease on Regent Place was extended until April 2017. A detailed needs analysis and scoping exercise was completed and submitted to the Accounting Officer with a request that the Department of Public Works be engaged to start the process of identifying and procuring suitable accommodation post-April 2017.

ANNUAL PERFORMANCE PLAN 2017/18

STRATEGIC OBJECTIVES ANNUAL TARGETS FOR 2017/18

Strategic objective statement

5 Year Strategic Plan target

To maintain the percentage compliance with prescribed regulations and directives at 100% through to 2020.

100%

Strategic objective

Strategic leadership, management and support services provided.

Audited/Actual performance

Estimated performance

Medium-term targets

2013/14 2014/15 2015/16

2016/17

2017/18 2018/19 2019/20

New indicator

100%

PROGRAMME PERFORMANCE INDICATORS AND ANNUAL TARGETS FOR 2017/18 Programme Performance Indicators 1.1 Performance assessments moderated for the previous financial year. 1.2 Number of employees trained. 1.3 Number of client satisfaction survey reports presented at MANCO.

1.4 Percentage of invoices paid within 30 days.

Audited/Actual performance

Estimated performance

Medium-term targets

2013/14

2014/15

2015/16

2016/17

2017/18

2018/19

2019/20

New indicator

100%

150

120

127

60 1 External Client Satisfaction Survey Report presented

53%

58%

88%

80%

60 60 60 1 1 1 Internal Client External Client Internal Client Satisfaction Satisfaction Satisfaction Survey Report Survey Report Survey Report presented presented presented 100%

100%

PROGRAMME PERFORMANCE INDICATORS AND QUARTERLY TARGETS FOR 2017/18 Programme Performance Indicator

Quarterly Biannual Annual

Annual Target 2017/18

Cumulative/ Non-cumulative Quarter to Date

Quarter One

Quarter Two

Quarter Three

Quarter Four

1.1 Performance assessments moderated for the previous financial year.

100%

1.2 Number of employees trained.

1.3 Number of client satisfaction survey reports presented at MANCO.

1 Internal Client Satisfaction Survey report presented

1.4 Percentage of invoices paid within 30 days.

100%

ANNUAL PERFORMANCE PLAN 2017/18 25

RECONCILING PERFORMANCE TARGETS WITH THE BUDGET AND MTEF Expenditure estimates Table 2 Administration expenditure trends and estimates by subprogramme and economic classification Subprogramme Average: Average: Average ExpenAverage ExpenMedium-term growth diture/ growth diture/ Adjusted expenditure rate rate Total Total appropriation estimate (%) (%) (%) (%) Audited outcome R million 2013/14 2014/15 2015/16 2016/17 2013/14 - 2016/17 2017/18 2018/19 2019/20 2016/17 - 2019/20 Ministry 27.9 25.0 30.0 23.2 -6.0% 22.8% 25.2 28.1 30.0 8.9% 18.9% Management 13.0 12.7 12.9 14.3 3.2% 11.4% 19.9 20.8 22.2 15.8% 13.7% Strategic Support 5.2 5.2 7.3 7.0 10.1% 5.3% 7.3 7.9 8.4 6.5% 5.4% Corporate Services 37.8 37.0 41.8 47.5 7.9% 35.3% 44.8 45.7 48.9 1.0% 33.1% Office of the Chief 13.4 15.4 16.9 22.6 18.9% 14.7% 21.0 23.0 23.7 1.7% 16.0% Financial Officer Office Accommodation 17.1 9.8 5.5 16.3 -1.6% 10.5% 18.7 18.4 19.5 6.0% 12.9% Total 114.6 105.2 114.4 130.9 4.5% 100.0% 136.9 143.9 152.7 5.3% 100.0% Change to 2016 (4.0) (1.4) (1.5) (2.4) Budget estimate Economic classification Current payments 113.3 Compensation of 56.2 employees Goods and services1 57.0 of which: Advertising 2.6 Audit costs: External 4.5 Communication 2.4 Contractors 2.4 Operating leases 14.7 Travel and subsistence 15.9 Interest and rent on – land Transfers and 0.3 subsidies1 Departmental agencies 0.1 and accounts Households 0.3 Payments for capital assets Machinery and equipment Heritage assets Software and other intangible assets Payments for financial assets Total Proportion of total programme expenditure to vote expenditure

102.7 59.7

112.2 69.3

128.6 75.2

4.3% 10.2%

98.2% 56.0%

134.5 75.4

141.4 79.3

150.1 84.5

5.3% 4.0%

98.3% 55.7%

42.8

42.9

53.4

-2.2%

42.2%

59.2

62.1

65.6

7.1%

42.6%

1.2 5.1 2.9 2.5 8.8 10.5 0.1

4.5 3.8 3.1 2.0 5.7 14.8 –

2.6 1.1% 7.0 15.7% 3.4 13.0% 3.5 12.5% 13.9 -2.0% 9.4 -15.9% – –

2.3% 4.4% 2.6% 2.2% 9.3% 10.9% –

2.8 5.7 3.9 4.7 16.5 11.8 –

2.9 6.0 5.5 4.9 16.3 12.0 –

3.1 6.4 5.8 5.2 17.2 12.7 –

5.6% -3.0% 19.0% 14.3% 7.4% 10.3% –

2.0% 4.4% 3.3% 3.2% 11.3% 8.1% –

0.3

0.2

0.1 -36.4%

0.2%

0.1

5.3%

0.1%

–

0.1

5.8%

0.1%

0.1

5.3%

0.1%

0.3

0.1

– -100.0%

0.1%

–

1.0

2.1

2.0

2.2

31.3%

1.6%

2.2

2.4

2.5 5.0%

1.6%

0.8

1.8

2.0

2.2

37.4%

1.5%

2.2

2.4

2.5 5.0%

1.6%

0.1 –

– 0.3

– –

– -100.0% – –

– 0.1%

– –

–

0.1

–

– -100.0%

–

114.6 10.7%

105.2 10.9%

114.4 11.7%

4.5% 100.0% – –

136.9 12.8%

143.9 12.8%

ANNUAL PERFORMANCE PLAN 2017/18

130.9 12.7%

152.7 5.3% 100.0% 12.8% – –

Vision for programme 2: Active Nation Purpose: Support the provision of mass participation opportunities in sport and recreation. The Active Recreation sub-programme will continue to facilitate the provision of campaigns and programmes that increase participation leading to life-long wellness. The Ministerial Advisory Committee on Recreation (MACRe) did sterling work in establishing a governance framework for recreation and their collective experience will continue to be relied upon to peer review recreation initiatives. SRSA will continue to honour the legacy of legendary South Africans in the struggle against apartheid, as a core initiative of the UNITE campaign. These will include icons of the democratic South Africa, such former President Nelson Rolihlahla Mandela and Winnie Madikizela Mandela. In addition, SRSA will engage in a community outreach on 18 July 2017 as part of the 67 Minutes for Nelson Mandela. SRSA will again assist the Provincial Departments to ensure that the delivery of the 2017 National Youth Camp is a success. The purpose of the camp is to teach young people leadership, life skills and national pride using practical lessons on social cohesion in a rural and outdoor environment. Approximately 2 250 youth (2065 in 2016), representing diverse cultural groupings, attend the National Youth Camp in October each year and the profile of the National Youth Camp will be elevated with targeted marketing campaigns. The new recruitment strategy for the National Youth Camp that was launched in 2016/17 will continue in 2017/18 with improved communication regarding the implementation of an Olympiad, from a district to a Provincial level, and selecting young people to attend the camps. The facilitator, as well as the trailblazer manuals will be reviewed and appropriate training will be implemented in 2017. The objective thereof is to strengthen the execution of the youth camp through an improvement in the quality of the training. Each Province will host 250 youth at the 2017 National Youth Camp which will take place from 1st to 6th October 2017. It is envisaged that the World Move for Health Day will be celebrated again in 2017 (10 May) in collaboration with the Department of Health, however against a reviewed implementation plan. This is an international event created in 2002 by the World Health Organisation (WHO) to promote physical activity. Every year, on 10 May, member states are encouraged to promote physical activity with national activities. Communities will be encouraged to make physical activity a priority by promoting fun and interesting ways to move. As before, the day will provide a focal point to generate public awareness of the benefits of physical activity in the prevention of non-communicable diseases. The four main objectives of national and global actions on Move for Health Day are to:

•

Generate public awareness of the benefits of physical activity in the prevention of non-communicable diseases;

•

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

•

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

•

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

The Golden Games will continue in October 2017, in partnership with the Department of Social Development (DSD), however it will be against a revised implementation plan. It will remain an active recreation festival for older persons, however the focus will shift to the hub, district and Provincial levels of participation, with national competitions only taking place every four years. This directly supports the notion that people can significantly improve the quality of their later years by staying active and being fully engaged in life. It is envisaged this new implementation strategy will reach more participants on a more regular basis.

ANNUAL PERFORMANCE PLAN 2017/18 27

The Big Walk will be staged on 1st October 2017 encouraging participation in physical activity. It is aligned with TAFISAâ&#x20AC;&#x2122;s (The Association for International Sport for All) world walking day, which encourages and lobbies countries to walk by creating advocacy and awareness during October - SRSA is an affiliated member of TAFISA. Provincial Departments will be encouraged to conduct similar walks around their cities on the same day. The participants have increased exponentially from approximately 5 000 in 2015/16 to 20 000 in 2016/17. 2017 will see a revised campaign focusing on targeting more diverse racial groups with an expectation of 25 000 walkers. Cabinet declared an Annual National Recreation Day for the first Friday of October each year. The 2017 National Recreation Day campaign will be expanded to corporate South Africa; tertiary institutions and communities at large, in order for a broader scope of South African citizens to embrace and participate in physical activities for fun and leisure. Provincial Departments of Sport and Recreation across the nine Provinces will also put together programmes and awareness campaigns targeting all stakeholders at a Provincial level. The 2017 event will be hosted on Friday 6th October and it is expected to include 10 000 participants, almost double what was achieved in 2016/17 (5 121). Sports participation opportunities will continue to be provided in 2017/18 through the Community Sport sub-programme. SRSA will continue to fund LoveLife with the project priorities aligned to the objectives of the NSRP and SRSA. As in 2016/17, loveLife will again productively use the National Youth Camp and the National School Sport Championship as optimal platforms for project implementation targeting the youth of South Africa. The Provinces of KwaZulu-Natal and Limpopo were mandated to continue the club development pilot programme and resources to do so were again made available in the 2017/18 Mass Participation and Sport Development Grant. The pilot commenced in 2015/16 and it is expected to conclude in 2017/18 culminating in a conference where the two Provinces will share best practice, possibly linked to South African Sport and Recreation Conference (SASReCon). Norms and standards for developing and sustaining sport clubs need to be agreed upon and there will be a special emphasis on NFs taking ownership of community clubs and having them affiliated so that they can participate within the mainstream leagues and competitions of the respective codes of sport. Capacity building of club office bearers is a priority which cannot be neglected, as South Africaâ&#x20AC;&#x2122;s growth and development within the sporting sector is dependent upon strong and capable administrators who can establish and sustain the respective sport clubs. The Indigenous Games Festival will once again be hosted from 24th-29th September 2017. This event forms part of the heritage celebrations in South Africa and elements of a carnival, arts, crafts, an African Food Village and other related traditional activities have been incorporated. The profile of the event has gradually been elevated to draw more participants and to attract corporate sponsors. R15 million was reprioritized from the vote amount and approved by Cabinet during the MTEF allocations. Engagements will continue to formally constitute the relevant Indigenous Games federations and the intention remains to establish a league system to encourage broad participation. These federations have now been constituted at a Provincial level so the focus during 2017/18 will be to encourage the formation of national structures so that the activities can be accessed in a more formal way. Based on the Provincial teams entered and the codes involved 1 300 participants are expected at the 2017 event. In addressing the priority of rural development the sub-programme will support a Rural Sport Development Programme under the guidance of the National House of Traditional Leaders and initiatives to uplift sport in these areas will receive attention. The aim of the Rural Sport Development Programme is to revive sport and to unearth talent in the rural areas. The programme was conceptualized out of a realization that most disadvantaged communities, particularly in the rural areas and in areas under Traditional Leadership, still require a structured focused sport development programme. Due consideration was given to the fact that many communities in rural areas do host tournaments wherein clubs play for prizes like a cow or a goat. Even though the tournaments take place they do not feed into or link with any structured sport development programme.

ANNUAL PERFORMANCE PLAN 2017/18

Therefore there is neither growth nor an exit platform for the athletes who may demonstrate potential and talent. This programme seeks to close this gap. The programme will commence with netball, rugby, football and athletics. Two Traditional Councils per Province will form part of the initial programme wherein the leagues will start at club level within each Council with the top three winners from each code progressing to play winners from the other Council. The winners will form a Provincial team to participate at the National Championships that will be held every year for the first three years until they are well established. The July 2017 event is expected to cater for 1 836 participants. Ministerial Outreaches, which were very successful during 2016/17, will continue during 2017/18 in an effort to enhance the capacity of sport and recreation clubs through the provision of sports equipment and attire for struggling clubs and schools. The outreaches also afford the Minister an opportunity to interact with the community when formally handing over the multi-sport facilities. At least 2 000 participants are expected to attend the 2017 outreaches. School sport remains a core deliverable for SRSA in 2017/18 and initiatives in this regard will be delivered through the School Sport sub-programme. The Department remains committed to maximising access to sport, recreation and physical activity in every school in South Africa and is unapologetic about rolling out functional sport in schools. This programme will remain the flagship programme in the Department with the focus being devoted to the school leagues that will culminate in the National School Sport Championships. The delivery mechanism during 2017/18 will continue in the format adopted in 2016/17, which saw the Championships being split and hosted in three seasons, autumn, winter and summer. This proved to align more succinctly with the sports codes differing seasons; the calendar of the International School Federation programme; the four-year cycle of international multi coded competitions; as well as contributing to the development continuum. SRSA will continue to evaluate this model in an effort to ensure that it is optimally cost effective. Despite the existence of an MOU between SRSA and DBE the programme still experiences institutional tribulations. These will be addressed in 2017/18 by engaging in a comprehensive review of the MOU as it is not effective in its current form. The Provincial Sport Support and Coordination sub-programme will continue to manage the transfer of the Mass Participation and Sport Development Conditional Grant in 2017/18. Compliance from the Provinces remains generally poor, hence the implementation of a penalty schedule in 2016/17, which will continue to be stringently applied in 2017/18. Regular management engagements will be scheduled in 2017/18, between senior managers at SRSA and at a Provincial level, as this was found to be effective in identifying and mitigating barriers to implementation. The monitoring tool that was developed and workshopped with the Provinces will be used to examine performance and to provide guidance to the Provinces. Direct support will be provided in the form of a business plan template with clear indicators and in terms of actual project implementation and best practice. As customary, the 2018/19 Mass Participation and Sport Development Conditional Grant Framework will be tabled at HEADCOM for discussion before being approved by the Department and forwarded to National Treasury. Reporting will also feature strongly with the compilation of an annual evaluation report in 2017/18 together with the submission of accurate quarterly reports, which will be timeously submitted to National Treasury. The role that sport plays in promoting social cohesion and nation building has been recognised and specific initiatives to support this have been planned for the 2017/18 financial year. This sub-programme has a pertinent oversight role to play in the successful delivery of many indicators committed to in the Outcome 14 Delivery Agreement.

ANNUAL PERFORMANCE PLAN 2017/18 29

ANNUAL PERFORMANCE PLAN 2017/18

To facilitate the delivery of active recreation campaigns or programmes with a specific focus on designated groups as a contribution to improving social cohesion and nation building through to 2020.

Active recreation programmes implemented.

To increase learnersâ&#x20AC;&#x2122; access to sport at schools by supporting National School Sport Championships for learners through to 2020.

To support the provision of sport and recreation mass participation opportunities in all Provinces through to 2020 by providing management and financial support through the mass participation and development grant and evaluating this support through the compilation of annual evaluation reports.

School sport programmes supported.

Provincial sport development programmes supported.

Sport participation opportunities To inspire lifelong physical activity by providing strucprovided to communities. tured sport promotion programmes to community members in an effort to promote social cohesion and nation building through to 2020.

Strategic objective statement

Strategic objective

Revised indicator

2013/14

Revised indicator

2014/15

5 Annual evaluation reports

1 1 Annual Annual evaluation evaluation report report

1 Annual evaluation report

1 School Sport Framework 1 School Sport Framework

1 Annual evaluation report

Revised indicator

Estimated performance 2016/17 Revised indicator

Revised indicator

2015/16

Audited/Actual performance

1 1 1 School School Sport School Sport Framework Sport (Valid for 5 years) Framework Framework

2 governance structures formally constituted.

5 Year Strategic Plan target Demographics of participants deviate < 10% from Provincial norm. 2018/19

2019/20

1 Annual evaluation report

SRSA-DBE MOU SRSA-DBE MOU Revised SRSA-DBE MOU

1 Annual evaluation report

1 School Sport Framework 1 School Sport Framework 1 School Sport Framework

1 Annual evaluation report

2 governance structures formally constituted. 2 governance 2 governance structures structures formally formally constituted. constituted.

Demographics Demographics Demographics of participants of participants of participants deviate deviate deviate < 20% from < 40% from < 60% from Provincial Provincial Provincial norm. norm. norm.

2017/18

Medium-term targets

STRATEGIC OBJECTIVE ANNUAL TARGETS FOR 2017/18

PROGRAMME PERFORMANCE INDICATORS AND ANNUAL TARGETS FOR 2017/18 Programme Performance Indicators

Audited/Actual performance 2013/14

2014/15

2015/16

Estimated performance 2016/17

Medium-term expenditure estimate 2017/18

2018/19

2019/20

Sub-programme: Active Recreation. Active recreation programmes implemented. 2.1 Number of recreation promotional campaigns and events implemented per year.

New indicator

4 Youth Camp Move for Health Day Golden Games Big Walk

2.2 Number of people actively participating in recreation promotion campaigns and events per year

25 038 (Incl. Indigenous Games)

20 468 (Incl. Indigenous Games)

4 4 4 3 6 Youth Camp Youth Camp Youth Camp Youth Camp Youth Camp Big Walk Big Walk Big Walk Big Walk Move for National National National National Health Day Recreation Recreation Recreation Recreation Day Golden UNITE Day Day Day Games Campaign UNITE UNITE Big Walk Campaign Campaign Recreation Day Andrew Mlangeni Golf Development Day 43 864 42 864 42 250 Participants Participants Participants in the in the in the Youth Camp Youth Camp Youth Camp (2 250) (2 250) (2 250) Big Walk Big Walk Big Walk (25 614) (25 614) (25 000) National National National Recreation Recreation Recreation Day (10 500) Day Day UNITE (10 000) (10 000) Campaign UNITE UNITE (5 500) Campaign Campaign (5 000) (5 000)

12 963 (Incl. Indigenous Games)

26 700 (Incl. Indigenous Games)

2 Indigenous Games Nelson Mandela Sport and Culture Day

3 3 2 Indigenous Indigenous Indigenous Games Games Games Rural Sport Rural Sport Nelson Mandela Development Development Sport and Programme Culture Day Ministerial Programme Outreaches Ministerial Outreaches

Sub-programme: Community Sport. Sport participation opportunities provided to communities. 2.3 Number of sport promotion campaigns and events implemented per year.

New indicator

2 Indigenous Games Nelson Mandela Sport and Culture Day

3 Indigenous Games Rural Sport Development Programme Ministerial Outreaches

ANNUAL PERFORMANCE PLAN 2017/18 31

PROGRAMME PERFORMANCE INDICATORS AND ANNUAL TARGETS FOR 2017/18 Programme Performance Indicators

2.4 Number of people actively participating in sport promotion campaigns and events per year

Audited/Actual performance

Estimated performance

Medium-term expenditure estimate

2013/14

2014/15

2015/16

2016/17

2017/18

2018/19

2019/20

New indicator

5 136 Indigenous Games (1 300) Rural Sport Development Programme (1 836) Ministerial Outreaches (2 000)

Sub-programme: School Sport. School sport programmes supported. 1 National 3 1 1 2.5 Number of National School National School Sport National National National Sport Championships supSchool Sport School Sport School Sport Champion- School Sport ported per year. Championships Champion- Championship Championship ships ship

2.6 Number of participants in 8 690 10 915 National School Sport Championships per year. Sub-programme: Provincial sport support and coordination. Provincial sport development programmes supported. Sector Indicators funded from Conditional Grant: 1 310 270 2 184 926 2.7 Number of people actively participating in organised sport and active recreation events. 36 584 36 976 2.8 Number of learners participating in school sport tournaments at a district level. 6 520 2 467 2.9 Number of schools, hubs and clubs provided with equipment and/or attire as per the established norms and standards per year. New indicator 2.10 Number of athletes supported by the sports academies per year. 2.11 Number of sport acad30 emies supported.

ANNUAL PERFORMANCE PLAN 2017/18

1 1 National National School Sport ChampiSchool onship Sport Championship

10 685

7 500

5 000

135 950

900 000

1 000 000

1 050 000

1 100 000

37 673

38 766

40 500

42 000

3 938

2 500

6 089

3 400

3 500

3 600

3 700

PROGRAMME PERFORMANCE INDICATORS AND QUARTERLY TARGETS FOR 2017/18 Programme Performance Indicators

Quarterly Biannual Annual

Annual Target 2017/18

Cumulative/ Noncumulative Quarter to Date

Quarter One

Quarter Two

Quarter Three

Quarter Four

Sub-programme: Active Recreation. Active recreation programmes implemented. 2.1 Number of recreation promotional campaigns and events implemented per year.

4 Youth Camp Big Walk National Recreation Day UNITE Campaign

5 000 UNITE Campaign

37 250 Youth Camp (2 250) Big Walk (25 000) National Recreation Day (10 000)

2.2 Number of people actively participating in recreation promotion campaigns and events per year

42 250 Participants in the Youth Camp (2 250) Big Walk (25 000) National Recreation Day (10 000) UNITE Campaign (5 000)

5 000 UNITE Campaign

37 250 Youth Camp (2 250) Big Walk (25 000) National Recreation Day (10 000)

Sub-programme: Community Sport. Sport participation opportunities provided to communities. 2.3 Number of sport promotional campaigns and events implemented per year.

2.4 Number of people actively participating in sport promotion campaigns and events per year

3 Indigenous Games Rural Sport Development Programme Ministerial Outreaches 5 136 Indigenous Games (1 300) Rural Sport Development Programme (1 836) Ministerial Outreaches (2 000)

Rural Sport Indigenous Games Development Programme

Ministerial Outreaches

1 300 1836 Rural Sport Indigenous Games Development Programme

2 000 Ministerial Outreaches

ANNUAL PERFORMANCE PLAN 2017/18 33

PROGRAMME PERFORMANCE INDICATORS AND QUARTERLY TARGETS FOR 2017/18 Programme Performance Indicators

Quarterly Biannual Annual

Annual Target 2017/18

Cumulative/ Noncumulative Quarter to Date

Quarter One

Quarter Two

Quarter Three

Quarter Four

Sub-programme: School Sport. School sport programmes supported. 2.5 Number of National School Sport Championships supported per year.

1 National School Sport Championships

1 National School Sport Championship

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

5 000

Sub-programme: Provincial sport support and coordination. Provincial sport development programmes supported. Sector Indicators funded from Conditional Grant: 2.7 Number of people actively participating in organised sport and active recreation events. 2.8 Number of learners participating in school sport tournaments at a district level. 2.9 Number of schools, hubs and clubs provided with equipment and/or attire as per the established norms and standards per year. 2.10 Number of athletes supported by the sports academies per year. 2.11 Number of sport academies supported.

1 000 000

100 000

500 000

200 000

40 500

500

15 000

10 000

2 500

250

1000

250

3 500

500

1 000

ANNUAL PERFORMANCE PLAN 2017/18

RECONCILING PERFORMANCE TARGETS WITH THE BUDGET AND MTEF Expenditure estimates Table 3 Active Nation expenditure trends and estimates by subprogramme and economic classification Subprogramme Average: Average: Average ExpenAverage Expengrowth diture/ growth diture/ rate Total rate Total Adjusted Medium-term expenditure Audited outcome (%) (%) estimate (%) (%) appropriation R million 2013/14 2014/15 2015/16 2016/17 2013/14 - 2016/17 2017/18 2018/19 2019/20 2016/17 - 2019/20 Programme Management: 1.7 2.8 4.8 2.6 15.8% 0.5% 3.8 4.2 4.4 20.0% 0.5% Active Nation Active Recreation 1.0 – – – -100.0% – 1.1 1.2 1.3 – 0.1% Community Sport 97.6 80.0 100.8 76.0 -8.0% 13.9% 67.5 72.1 76.2 0.1% 10.2% School Sport 8.9 16.3 13.3 29.1 48.5% 2.7% 30.8 31.9 33.7 5.0% 4.4% Provincial Sport Support 497.6 525.6 533.2 555.7 3.8% 82.9% 585.8 618.4 653.0 5.5% 84.7% and Coordination Total 606.7 624.8 652.2 663.3 3.0% 100.0% 689.1 727.8 768.6 5.0% 100.0% Change to 2016 14.6 6.3 6.6 6.8 Budget estimate Economic classification Current payments Compensation of employees Goods and services1 of which: Advertising Communication Contractors Transport provided: Departmental activity Travel and subsistence Venues and facilities Transfers and subsidies1 Provinces and municipalities Non-profit institutions Households Total Proportion of total programme expenditure to vote expenditure

75.5 6.6

63.7 7.4

81.5 7.6

69.1 8.7

-2.9% 9.6%

11.4% 1.2%

62.8 7.8

66.6 8.3

70.4 8.8

0.6% 0.8%

9.4% 1.2%

68.9

56.4

73.9

60.5

-4.3%

10.2%

55.0

58.3

61.6

0.6%

8.3%

1.1 0.5 7.1 0.5

7.2 0.3 11.7 –

6.2 0.3 25.9 0.1

1.2 1.1 32.2 1.4

1.5% 32.1% 65.6% 36.6%

0.6% 0.1% 3.0% 0.1%

1.2 1.1 23.6 1.5

1.3 1.1 24.1 1.5

1.4 1.2 25.5 1.6

5.5% 4.7% -7.5% 5.5%

0.2% 0.2% 3.7% 0.2%

8.4 49.3 531.3 497.6

4.5 26.8 561.0 525.6

6.0 3.2 570.7 533.2

16.4 5.0 594.2 555.7

24.9% -53.4% 3.8% 3.8%

1.4% 3.3% 88.6% 82.9%

18.6 5.7 626.3 585.8

19.7 7.0 661.2 618.4

20.8 7.4 698.2 653.0

8.2% 14.0% 5.5% 5.5%

2.7% 0.9% 90.6% 84.7%

33.7 – 606.7 56.5%

35.3 0.1 624.8 64.6%

36.6 0.9 652.2 66.6%

38.5 – 663.3 64.6%

4.6% – 3.0% –

5.7% – 100.0% –

40.4 – 689.1 64.6%

42.8 – 727.8 64.7%

45.2 – 768.6 64.5%

5.5% – 5.0% –

5.9% – 100.0% –

Details of selected transfers and subsidies Non-profit institutions Current 33.7 35.3 36.6 38.5 4.6% 5.7% 40.4 42.8 45.2 5.5% 5.9% loveLife 33.7 35.3 36.6 38.5 4.6% 5.7% 40.4 42.8 45.2 5.5% 5.9% Provinces and municipalities Provinces Provincial revenue funds Current 497.6 525.6 533.2 555.7 3.8% 82.9% 585.8 618.4 653.0 5.5% 84.7% Mass participation and 497.6 525.6 533.2 555.7 3.8% 82.9% 585.8 618.4 653.0 5.5% 84.7% sport development grant 1. Estimates of National Expenditure data tables are available and can be downloaded from www.treasury.gov.za. These data tables contain detailed information by goods and services, and transfers and subsidies item by programme.

ANNUAL PERFORMANCE PLAN 2017/18 35

Performance and expenditure trends The Department will host mass participation campaigns such as the Big Walk, and the National Recreation Day as part of recreational opportunities provided to communities. The projected costs for Active Recreation amount to R1.1 million in year one of the MTEF and increase to R1.2 million in 2019/20. The intention of this programme is to improve the health and well-being of the nation by providing mass participation opportunities in various formats to cater for a broad spectrum of participants. As the various Departmental sport and recreation events gain popularity and attract larger audiences, the number of participants in sport and recreation promotion campaigns and events is expected to increase from 12 963 in 2015/16 to 49 000 in 2019/20. Community Sport creates opportunities for young people who are given opportunities to display their skills at events such as the National School Sport Championships, thereby giving National Federations and talent scouts wider exposure to South African sporting talent. The programme hosts the Indigenous Games. The budget allocated to this subprogramme is R67.4 million, the bulk of which is a transfer to loveLife of R40.4 million in 2017/18 leaving R27.0 million (voted funds) for community sport events. Following the revival of the Departmentâ&#x20AC;&#x2122;s partnership with loveLife in 2013, it is envisaged that in 2017 loveLife will use the Departmentâ&#x20AC;&#x2122;s annual youth camp and the National School Sport Championship as platforms for its youth projects. In partnership with the Department of Basic Education, the Department supports school sport leagues. In each year of the MTEF period, a projected 2 500 schools, hubs and clubs will receive equipment and attire; and the Department will coordinate the training of educators in code-specific coaching, technical officiating, team management and sports administration. School sport aims to integrate the 16 priority sport codes (including football, cricket, rugby, netball and athletics) and Indigenous Games such as morabaraba and jukskei into the school sport system. School sport leagues form the foundation of the annual National School Sport Championships coordinated by the Department. In the voted funds for the Department, the allocation is R30.8 million in the 2017/18 financial year and it increases to R33.7 million in 2019/20, an increase of 5.0% over the MTEF. The bulk of funding within the Active Nation programme is a transfer to Provinces in the form of the Mass Participation Sport Development grant, which is managed by the Provincial Sport Support and Coordination sub-programme. In 2017/18 this amounts to R585 million accounting for 85% of the Active Nation budget allocation.

ANNUAL PERFORMANCE PLAN 2017/18

Vision for programme 3: Winning Nation Purpose: Support the development of elite athletes. The core focus of the Scientific Support sub-programme is to nurture developing talent through management and coordination of varied athlete support programmes. This sub-programme provides a range of services to developing and elite athletes, which are of a scientific nature. The sub-programme is also responsible for the development, implementation, monitoring and evaluation of relevant policies and procedures. It thus plays a coordinating role to ensure that athletes are able to benefit from holistic support services at various levels of sport development. The environment in which the athletes train and compete demands other services beyond purely scientific support services. In order to address these demands SRSA has structured a basket of services that provide holistic support services to athletes.These include medical; psychological; education; capacity building; financial; anti-doping and infrastructure. Amongst the varied athlete support programmes provided is the Ministerial Sports Bursary, which is awarded to learners from Grade 8 until they complete their high school education. These bursary recipients are identified through the school sport programme and placed in the sport focus schools in order to give them opportunities to learn and improve sport-specific skills, whilst being supported academically. New recruits were identified during the 2016 National school sport competition, joining those already on the programme, ensuring that a minimum of 60 athletes will be supported in 2017/18, pending them achieving the set performance criteria. The scientific support sub-programme, together with the relevant Province and sport focus school, will work collaboratively to develop talented athletes who are placed in the sport focus school. The School Governing Bodies (SGBs’) of these schools must commit to be a designated sport focus school for a term of at least five years, as significant resources is invested in this initiative. Secondly, scientific support will be provided to 80 athletes, which include 40 emerging athletes with potential. The purpose of providing this support is to have a “reservoir and pipeline” for future high-performance sport; it is also used as a bridge to access the Operation Excellence Programme (OPEX). These athletes are identified, in consultation with the National Federation, based on them meeting performance criteria as outlined in the SRSA Athlete Support Policy and Procedure Manual. Together with these 40 emerging athletes, 40 elite athletes, which include Olympic and Paralympic athletes are supported by SASCOC through the OPEX programme. In this case the selection of these 40 elite athletes is coordinated by SASCOC, again in consultation with the relevant National Federation. The selection criteria applied here are reviewed every four years after an Olympic year. SASCOC evaluates the athletes to be placed on the programme on an annual basis to ensure that the resources are optimally allocated to the most deserving elite athletes. The delivery methodology of the support to develop and nurture talent is largely informed by the South African Sport Academy Strategic Framework and Policy Guideline. In an endeavor to provide a holistic multi-dimensional support service the sport academies serve as a catalyst for development and the nurturing of talent. The first layer of sport academies is the sport focus schools, which are identified in consultation with the National Federations, the Provinces and the Department of Basic Education. The core consideration made in identifying the sport focus school is that it should be excelling academically; have a rich history of sport; and have the required sport infrastructure as an enabling mechanism. Sport focus schools serve as a breeding ground for talent identification and development. During 2016/17 23 Sport Focus Schools were confirmed. This number is expected to increase to 54 during 2017/18 as new schools are added. The school sport programme is used to harvest this talent and athletes awarded the Ministerial Sports Bursary are placed in the sport focus schools where they receive comprehensive support covering their needs in the following areas: academic, boarding, sport coaching, training, equipment and apparel. The sport focus school is also supported through the Mass Participation and Sport Development conditional grant. This grant is allocated to all nine Provinces to improve existing infrastructure, capacity development for coaches, the provision of sport science support and the purchase of additional equipment and attire. It is important to note that the sport focus schools are not only limited to the 60 Ministerial Sports Bursary recipients but they also serve as feeders to the district academies of sport. These form the second layer of the sports academy system in the country. The district academies of sport are an integral part of sport development, as their scope is directly linked with community sport and the school sport programme. The district sport academies play a key role in talent identification, selection and development. They facilitate access to communities’ sport facilities and to specific scientific and medical support. During 2017/18 SRSA will, in consultation with municipalities and the sport sector, work towards ensuring that district academies are optimally resourced and functional. The Department aims to expand the reach of the district academies to where they currently do not exist, as they are a crucial conduit to accessing the Provincial academies of sport - a third layer of the academy system. ANNUAL PERFORMANCE PLAN 2017/18 37

The Provincial academies of sport serve as a reservoir for the talent development of high performance elite athletes. The Provincial academies nurture these athletes and accelerate their readiness for competition by employing advanced scientific and medical interventions. The Provincial academies of sport also provide support and capacity building to empower the district academies as well as to the sport focus schools. This fosters synergy and linkages to the national sport academy system. The national sport academy is at the core of high performance sport. The national sport academy system is divided into three components namely, the National Training and Olympic Preparatory Centre; the Lesotho Highlands High Altitude Training Centre; and the International Acclimatization Centre based in Gemona. The national academies are responsible for athlete and team preparation. In consultation with SASCOC, the Department will facilitate and oversee the establishment of one of the components of the national academy system, namely the National Training and Olympic Preparatory Centre (NTC), based in Bloemfontein. The transfer payment to SASCOC will be administered and implementation monitored through this sub-programme. The sub-programme will facilitate the signing of the Service Level Agreement between SASCOC and SRSA; and ensure that the Confederation complies with the submission of the quarterly reports on indicators outlined in the NSRP. Within the available resources, the Department will support SASCOC to deliver Team South Africa to the 2017 World Games in Poland; the 2017 Commonwealth Youth Games in Bahamas; as well as the 2018 Winter Olympic and Paralympic Games in Pyeongchang. The sub-programme will also assist in preparing athletes for the 2018 Commonwealth Games, taking place on the Gold Coast, Australia. The South African National Defence Force (SANDF), the South African Police Service (SAPS) and the Department of Correctional Services (DSC) have been approached to support talented athletes at their respective infrastructure. Historically these initiatives produced exceptional athletes. Operation Victory Lap has been initiated in partnership with the SANDF, and this will continue on 2017/18. The Andrew Mlangeni Golf Development Day aims to expose amateur golfers to a professional tournament and to give them the opportunity to play alongside professional golfers. It is organised on an invitational basis only with a field of approximately 50 golfers. The funds generated from this golf development day are channeled into programmes to honour the life of Andrew Mlangeni as a national hero of our people and a true embodiment of the philosophy of life-long participation in sport and recreation. A portion of the funds raised from the Andrew Mlangeni Golf Development Day is also channeled into the Andrew Mlangeni Chapter of the South African Golf Development Board. This Chapter is based in Soweto and will provide approximately 50 young and aspiring golfers the opportunity to receive professional coaching and assistance with the equipment and attire required. SRSA will continue to financially support the South African Institute for Drug-Free Sport (SAIDS). The transfer payment to SAIDS will be effected through the Scientific Support sub-programme. Particular attention will be given to ensure that SAIDS delivers on its responsibility towards the World Anti-Doping Agency (WADA) and to coordinate the responsibility of SAIDS towards the Central Drug Authority (CDA). SRSA is an active member of the CDA and, through the Minister for Sport and Recreation, serves on the Inter-Ministerial Committee (IMC) on Substance Abuse. The CDA is a statutory body established in terms of the Prevention of and Treatment for Substance Abuse Act, 70 of 2008. The CDA’s mandate is to develop, review and implement the National Drug Master Plan (NDMP). In terms of the NDMP 2013-2017 SRSA is expected to deliver on outcome three which reads “Recreational facilities and diversion programmes that prevent vulnerable population from becoming substance dependents”. Specific initiatives in this regard will be activated through programmes 2 (Active Nation) and 5 (Sport Infrastructure Support). Following SRSA’s intervention in 2015 regarding monitoring the implementation of a turn-around strategy for the South African Doping Control Laboratory (SADoCoL), the approval from WADA to conduct blood sample analysis was confirmed in 2016. This is an indication that SADoCoL fulfils the requirement of the WADA codes and of the International Standard for Laboratories of WADA. As part of our commitment to anti-doping and the promotion of drug-free sport, SRSA will collaborate with the University of the Free State to ensure that WADA approves the SADoCoL application to be fully accredited, which will also allow the laboratory to conduct urine sample analysis. SRSA undertakes to support SADoCoL by ensuring that it reaches a functional competency level over and above the investment in required technologies as well as increasing the laboratory capacity. The Department of Health (DOH) has drafted a Bill on alcohol advertising. The core objective of the Bill is to restrict the promotion of alcoholic beverages and the prohibition of free alcohol distribution. SRSA has engaged and submitted inputs on the Liquor Amendment Bill. The Department will continue to engage the Department of Trade and Industry for the Bill to be tagged a section 77 of the constitution. The tagging of this Bill as a Money Bill should provide for a 2% levy to be imposed on the Alcohol Industry. SRSA furthermore proposes that this will be ring-fenced 38

ANNUAL PERFORMANCE PLAN 2017/18

for sport, art, cultural and educational messages publicizing the dangers of alcohol abuse. Health promotion messages and campaigns will be actioned on a pro rata basis. In an effort to transform the delivery of sport and recreation by ensuring equitable access, development and excellence at all levels of participation, the Department inaugurated a successful National Sports Week during 2015. The strategic intent of the National Sport Week is to inculcate the development of sport at all levels. This can include driving business through sport; fostering open communication as a way to overcome the challenges confronting the sporting fraternity; interviews with high level sports people; sports media awareness campaigns and an International Sport Exchange Conference and Exhibition. The 2017 National Sport Week is scheduled to take place in the second week of November 2017. SRSA hosts South African Sport and Recreation Conference (SASReCon) once every quadrennial, in the year following the Olympic Games. It targets sport and recreation scientists; researchers and academics; post-graduate students; practitioners from sport bodies; and all three spheres of Government. SASReCon is South Africa’s primary sport and recreation conference. This is a forum for South Africa’s sport and recreation sector to exchange ideas, views and knowledge on topical issues in the multiple disciplines that constitute it. The main aim of SASReCON is to provide a platform that endeavours to bridge the gap between theory, policy and practice while also acting as a forum for participants to present and share ideas and results of recent programmes or projects. SASReCON is a truly international conference taking place over three days and attracting both local and international participants from the entire sport and recreation sector. It also provides an opportunity for student researchers, including those supported in the Post Graduate Development Programme (PDP), to participate. It is hosted in partnership with the North West University and is scheduled to take place in October 2017. Policies and programmes catering for the specific needs of the sport and recreation sector will be informed and supported by a comprehensive research and development programme. Strong emphasis will also be placed on establishing and maintaining a formidable knowledge management system. Students benefitting from the Post Graduate Development Programme (PDP) in sports science will be supported with access to SRSA administrative resources to assist them with their studies. The students could also present their coursework at SASReCon in 2017. Internally, SRSA will publish the findings of evaluations. Furthermore, in future, a baseline needs to be established for the number of participants in sport and recreation and a tool to measure improvements in the performances of our high performance athletes needs to be designed. We also need to gauge, in collaboration with the Department of Communication, the percentage of people supporting our national teams as an overall indicator of our success at using sport as a socially cohesive force. Following the introduction of a new pilot standard in MPAT during 2015, namely that of evaluation, this function will again require attention during 2017/18. The outputs will include a multi-year evaluation plan that follows the national evaluation system; an improvement plan on the evaluations conducted; as well as management’s documented response to the findings of the evaluation reports. The 2017/18 financial year will also see the implementation of Guidelines for Planning of New Implementation Programmes practically applying a theory of change. The Major Events Support sub-programme will provide institutional and intra-Governmental support to events approved in line with the Bidding and Hosting of International Sport and Recreational Events Regulations. The approach adopted in 2013/14 will continue where SRSA will provide comprehensive support to approximately 4 major events and mere approval/endorsement to other events. The NDP acknowledges that “South Africa has been positioned as a conference and sports event destination”. In an effort to perpetuate this, selected national and international sporting events, exhibitions or conferences will continue to be used to showcase South Africa as a sports tourism destination. These events will also serve as a tool for the potential contribution to the socio-economic development of the country. Vision 2030 as articulated in the NSRP places a responsibility on South African athletes and sports administrators to strive for excellence at all ethical costs and attain dominance and supremacy in whatever platforms where they perform and compete. To complement these pockets of excellence and stimulate a culture of optimum achievement, the Department has strengthened its ‘recognition and reward’ programmes and has also down-streamed the effects of contributing towards a pool of positive role models for the young people in our communities and inspiring the next generation. Guided by the core values of an athlete-centered and excellence-driven sports system, the Department aims to incentivize and applaud individual athletes and teams who continue to make our nation proud by displaying exceptional performance and attaining remarkable results. ANNUAL PERFORMANCE PLAN 2017/18 39

The Recognition Systems sub-programme will provide opportunities to acknowledge sporting achievements, both contemporary and past performances in line with the recognition criteria developed 2015/16. A highlight of this sub-programme will again be the hosting of the prestigious Sports Awards (12 November 2017) where the following awards will be bestowed upon worthy recipients:

•

Individual Sports Awards

•

Steve Tshwete Life Time Achievement Awards

•

Ministers’ Excellence Awards

•

Sports Star of the Year Award.

One of the programmes benefitting from the Andrew Mlangeni Golf Development day is the Andrew Mlangeni Green Jacket Programme, which was established in 2011 to recognise men and women who have excelled in sport either as a player or as an official. They are rewarded with a sought-after Andrew Mlangeni green jacket in recognition of their sporting prowess and achievements in their playing days. In addition the Minister will use his/her discretion to award Ministerial Outstanding Sports Performance Accolades Programme to deserving teams and individuals who achieve at the highest levels on the international sporting stage. These awards are bestowed throughout the year when applicable. Building on the inaugural women’s month programme, which SRSA hosted in 2014 to honour the role of women in sport, SRSA, partnered to host a similar event in 2016. The overarching objective of this prestigious programme is to highlight and celebrate the role, which women play across the entire value chain of sport. The intention is also to place women in sport on the same pedestal as women in other sectors and strata of society as the entire nation celebrates their achievements during the month of August. The Executive Committee of the AUSC Region Five decided that South Africa will host a Regional Sports Awards event and this materialized in 2016/17. A similar event is planned for 2017/18 to honour regional achievements. In an effort to further recognise our sporting greats, collaborative engagements will continue in 2017/18 to promote a National Sports Hall of Fame.

ANNUAL PERFORMANCE PLAN 2017/18

ANNUAL PERFORMANCE PLAN 2017/18 41

Strategic objective statement

To inspire a winning nation To inspire a winning and produce role models by nation and produce role implementing a Recognition models by implementand Honouring of Excellence ing a Recognition and Framework for the sport and Honouring of Excelrecreation sector through lence Framework for to 2020. the sport and recreation sector through to 2020.

Achievements in the sport and recreation sector acknowledged. -

Sports Awards Rule Book

Draft strategy

1 Recognition and Honouring of Excellence Framework

Draft strategy

1 1 1 Bidding and Bidding and Host- Bidding and Hosting ing Regulations Hosting ReguRegulations lations

2 Athlete Support Policy and Procedure Manual. Sport Academy Strategic Framework and Policy Guideline. WADA Accreditation maintained

2015/16

1 Bidding and Hosting Regulations

WADA Accreditation maintained

Draft framework

2014/15

WADA Accreditation maintained

2013/14

Audited/Actual performance

WADA Accreditation maintained

To promote sport tourism to 1 South Africa by implementing National Sports Tourism a National Sports Tourism Strategy Strategy through to 2020.

To develop an ethical sporting sector through to 2020 by financially supporting the South African Institute for Drug-Free Sport and fulfilling Governmentâ&#x20AC;&#x2122;s responsibility towards anti-doping enabling it to maintain its accreditation. To maintain Bidding and Hosting Regulations through to 2020 supporting the hosting of major events.

2 Policy Frameworks

5 Year Strategic Plan target

Sport tourism to South Africa promoted.

Major events supported.

Government responsibility towards anti-doping supported.

Scientific support services To contribute towards a coordinated for athletes. winning nation in accordance with policy frameworks for the services offered to talented and elite athletes through to 2020.

Strategic objective

1 Recognition and Honouring of Excellence Framework

1 National Sports Tourism Strategy

1 Bidding and Hosting Regulations

WADA Accreditation maintained

2 Athlete Support Policy and Procedure Manual. Sport Academy Strategic Framework and Policy Guideline.

2016/17

Estimated performance

1 Recognition and Honouring of Excellence Framework

1 National Sports Tourism Strategy

1 Bidding and Hosting Regulations

WADA Accreditation maintained

2 Athlete Support Policy and Procedure Manual. Sport Academy Strategic Framework and Policy Guideline.

2017/18

2019/20

1 Recognition and Honouring of Excellence Framework

1 National Sports Tourism Strategy

1 Bidding and Hosting Regulations

WADA Accreditation maintained

1 Recognition and Honouring of Excellence Framework

1 National Sports Tourism Strategy

1 Bidding and Hosting Regulations

WADA Accreditation maintained

2 2 Athlete Support Policy and Athlete Support Policy Procedure Manual. and Procedure Manual. Sport Academy Strategic Sport Academy Strategic Framework and Policy Framework and Policy Guideline. Guideline.

2018/19

Medium-term targets

STRATEGIC OBJECTIVE ANNUAL TARGETS FOR 2017/18

PROGRAMME PERFORMANCE INDICATORS AND ANNUAL TARGETS FOR 2017/18 Programme Performance Indicators

Audited/Actual performance 2013/14

2014/15

2015/16

Estimated performance 2016/17

2017/18

2018/19

2019/20

Medium-term targets

Sub-programme: Scientific Support. Scientific support services coordinated for athletes. 3.1 Number of SASCOC MOU progress reports evaluated. 3.2 Number of athletes supported through the Ministerial Sports Bursary Programme. 3.3 Number of athletes supported through the scientific support programme per year.

New indicator

5 RADO WADA CDA SAIDS IADA

4 RADO WADA CDA SAIDS

1 Status Report

1 Olympic & Paralympic Games - Rio

1 Status Report

Government responsibility towards anti-doping supported. 3.4 Number of drug-free sport agencies supported.

Sub-programme: Major Events Support. Major events supported. 3.5 Number of major international events receiving intra-Governmental support per year.

Sport Tourism to South Africa promoted. 3.6 Number of national 1 1 & international sportEkhaya at ing events, exhibitions Glasgow CWG or conferences used to showcase SA as a sports tourist destination. Sub-programme: Recognition Systems.

Achievements in the sport and recreation sector acknowledged. 3.7 Number of recognition and honouring events.

4 4 4 Sports Awards; Sports Sports Awards; Ministerial OutMinisterial OutAwards; standing Sports standing Sports Ministerial Performance Outstand- Performance AcAccolades ing Sports colades event; event; Performance Andrew MlanAndrew MlanAccolades geni Green Jackgeni Green event; et Programme Jacket ProAndrew Honouring Womgramme; HonMlangeni en in Sport ouring Women Green Jacket in Sport Programme Honouring Women in Sport

ANNUAL PERFORMANCE PLAN 2017/18

5 Sports Awards; Ministerial Outstanding Sports Performance Accolades event; Andrew Mlangeni Green Jacket Programme. Honouring Women in Sport Regional Sports Awards

5 5 Sports Awards; Sports Ministerial OutAwards; standing Sports Ministerial Performance OutstandAccolades ing Sports event; Andrew Performance Mlangeni Accolades Green Jacket event; Programme. Andrew Honouring Mlangeni Women in Green Jacket Sport Programme. Regional Honouring Sports Awards Women in Sport Regional Sports Awards

PROGRAMME PERFORMANCE INDICATORS AND QUARTERLY TARGETS FOR 2017/18 Programme

Quarterly

Annual

Cumulative/

Quarter

Performance

Biannual

Target

Non-

One

Two

Three

Four

Annual

2017/18

Indicator

cumulative Quarter to Date

Sub-programme: Scientific Support. Scientific support services coordinated for athletes. 3.1 Number of SASCOC MOU

1 Status Report

1 Status

progress reports evaluated. 3.2 Number of athletes supported through the Ministerial Sports Bursary Programme 3.3 Number of athletes supported through the scientific support programme per year. Government responsibility towards anti-doping supported. 3.4 Number of

drug-free sport

RADO

agencies supported.

WADA CDA SAIDS

Sub-programme: Major Events Support. Major events supported. 3.5 Number of major interna-

tional events receiving intraGovernmental support per year. Sport Tourism to South Africa promoted. 3.6 Number of national &

international sporting events,

Report

exhibitions or conferences used to showcase SA as a sports tourist destination. Sub-programme: Recognition Systems. Achievements in the sport and recreation sector acknowledged. 3.7 Number of recognition and honouring events.

Regional

Honouring

Sports

Ministerial

Sports

Women in

Awards

Outstanding

Awards

Sport

Andrew

Sports Per-

5 Sports Awards;

Sports Perfor-

Mlangeni

formance

mance Acco-

Green

Accolades

lades event; An-

Jacket

event

drew Mlangeni

Programme

Green Jacket Programme. Honouring Women in Sport Regional Sports Awards

ANNUAL PERFORMANCE PLAN 2017/18 43

RECONCILING PERFORMANCE TARGETS WITH THE BUDGET AND MTEF Expenditure estimates Table 4 Winning Nation expenditure trends and estimates by subprogramme and economic classification Subprogramme

R million Programme Management: Winning Nation Scientific Support Major Events Support Recognition Systems Total Change to 2016 Budget estimate Economic classification Current payments Compensation of employees Goods and services1 of which: Administrative fees Advertising Catering: Departmental activities Contractors Travel and subsistence Venues and facilities Transfers and subsidies1 Provinces and municipalities Departmental agencies and accounts Non-profit institutions Households Total Proportion of total programme expenditure to vote expenditure

Adjusted Audited outcome appropriation 2013/14 2014/15 2015/16 2016/17 – – – – 51.7 40.4 33.9 43.7 157.8 18.1 8.7 0.6 21.9 24.7 13.9 22.9 231.4 83.1 56.5 67.2 (24.0)

Average: Average Expengrowth diture/ rate Total (%) (%) 2013/14 - 2016/17 – – -5.5% 38.7% -84.4% 42.3% 1.5% 19.0% -33.8% 100.0%

Medium-term expenditure estimate 2017/18 2018/19 2019/20 2.3 2.4 2.6 44.0 44.9 47.4 11.8 14.0 14.8 18.8 19.9 21.0 76.9 81.2 85.7 (16.6) (17.6) (18.6)

Average: Average Expengrowth diture/ rate Total (%) (%) 2016/17 - 2019/20 – 2.3% 2.8% 57.9% 190.4% 13.2% -2.9% 26.6% 8.5% 100.0%

53.4 3.9 49.5

52.2 2.6 49.6

27.1 2.5 24.7

35.9 3.2 32.7

-12.4% -7.0% -12.8%

38.5% 2.8% 35.7%

37.7 3.9 33.8

39.7 4.2 35.6

42.0 4.4 37.5

5.3% 11.9% 4.6%

50.0% 5.0% 44.9%

– 0.3 0.1 37.7 4.1 4.6 178.0 120.0 14.0 44.0 – 231.4 21.6%

– 0.8 0.5 6.2 4.9 26.1 30.9 – 18.5 12.4 – 83.1 8.6%

– 0.1 – 1.8 3.3 16.5 29.4 – 19.8 8.8 0.8 56.5 5.8%

– 0.5 0.1 27.8 0.5 0.9 31.2 – 21.9 9.3 – 67.2 6.5%

– 25.9% 7.7% -9.7% -49.1% -43.0% -44.0% -100.0% 16.0% -40.3% – -33.8% –

– 0.4% 0.2% 16.8% 2.9% 11.0% 61.5% 27.4% 16.9% 17.0% 0.2% 100.0% –

0.7 1.3 0.4 22.1 3.4 4.2 39.2 – 23.0 9.8 6.4 76.9 7.2%

0.8 1.0 0.4 23.1 4.4 4.6 41.5 – 24.3 10.4 6.7 81.2 7.2%

0.8 1.1 0.4 24.4 4.6 5.0 43.8 – 25.7 11.0 7.1 85.7 7.2%

265.0% 29.6% 71.8% -4.2% 103.8% 80.0% 11.9% – 5.5% 5.5% – 8.5% –

0.8% 1.3% 0.4% 31.3% 4.1% 4.7% 50.0% – 30.5% 13.0% 6.5% 100.0% –

19.8 19.8

21.9 21.9

16.0% 16.0%

16.9% 16.9%

23.0 23.0

24.3 24.3

25.7 25.7

5.5% 5.5%

30.5% 30.5%

8.8 8.8

9.3 9.3

-40.3% 5.5%

17.0% 8.8%

9.8 9.8

10.4 10.4

11.0 11.0

5.5% 5.5%

13.0% 13.0%

–

-100.0%

8.2%

–

– –

-100.0% -100.0%

27.4% 27.4%

– –

Details of selected transfers and subsidies Departmental agencies and accounts Departmental agencies (non-business entities) Current 14.0 18.5 South African Institute for Drug-Free Sport 14.0 18.5 Non-profit institutions Current 44.0 12.4 South African Sports Confederation and 8.0 12.4 Olympic Committee 2014 African Nations Championship: Local 36.0 – organising committee Provinces and municipalities Municipalities Municipal bank accounts Current 120.0 – 2014 African Nations Championship host 120.0 – city operating grant 1. Estimates of National Expenditure data tables are available and can be transfers and subsidies item by programme.

downloaded from www.treasury.gov.za. These data tables contain detailed information by goods and services, and

Performance and expenditure trends The Scientific Support sub-programme expenditure focuses on support to athletes and coaches through a sport science programme in partnership with selected sport schools and high performance centers. They are also responsible for managing the Ministerial Bursary Scheme. The funding for this is R44.0 million in 2017/18 and increases by 2.8% to R47.4 million by 2019/20. However, this includes an amount of R22.9 million that is transferred to SAIDS in 2017/18. The Recognition Systems sub-programme serves to implement the Sports Awards, the Ministerial Outstanding Sports Performance Accolades event, the Andrew Mlangeni Green Jacket Programme and the Honouring of Women in Sport Awards. The financial implication for this is R18.8 million in 2017/18 and increases to R20.9 in 2019/20.

ANNUAL PERFORMANCE PLAN 2017/18

Vision for programme 4: Sport Support Purpose: Develop and support an integrated support system to enhance the delivery of sport and recreation. Sport and Recreation Service Providers will continue funding the qualifying National Federations according to the Recognised Sport Bodies Grant Framework. Funding will be provided across two tiers: guaranteed funding (fundamentally for administration) and conditional funding, which will constitute the bulk of the funding that will address issues of governance, transformation, and performance. SRSA will continue to assist NFs to ensure that they are able to submit the required documents (in the format required) so that all targeted federations will receive financial support early in the financial year. SRSA in conjunction with SASCOC will ensure that good governance prevails in all NFs and steps will be implemented to address any alleged misconduct. In an effort to foster good governance SRSA has over the past two financial years managed a process of ensuring that a minimum of 60 sport and recreation bodies sign a pledge to support the Code of Conduct. SRSA will continue with its responsibility in this regard by overseeing good governance monitoring reports in conjunction with SASCOC. To ensure that the results stemming from the transformation audits result in tangible programmes it is important that SRSA develop sustainable mechanisms addressing the recommendations of the Eminent Persons Group. One such intervention is a revision of the funding framework to ensure that there are financial rewards as well as punitive measures for National Federations not meeting their self-imposed transformation targets. The assessment of the Business Plans for the priority codes would be guided by the outcomes and recommendations of the EPG Report on Transformation in Sport. It is envisaged that performance in the transformation domain will dictate further Government financial as well as non-financial support. The need for sports transformation has increased substantially as a result of a larger market segment that has to be serviced compared to the pre-1994 period where there was a disconnect between resources deployed to different components of South African society. The two key reasons for driving the sports transformation agenda remains firstly the moral or social justice driving force because it is ‘the right thing to do’ to address injustices of the past and secondly for strategic reasons because ‘it is essential for long-term survival, growth, and competiveness’. To have real impact on the future development of South African sport it is important that the line function units within the Department carefully peruse the valuable information from the audits and initiate projects and programmes that will address the critical problem areas identified. These areas include among others the slow rate of demographic change over 20 years. The severe problems experienced in school sport; the decline in under age competitions; the empowerment of human resources within the sport sector to address the serious shortcoming of accredited coaches, umpires and referees; lack of women representation and opportunities; the imbalance in resource allocation and the unacceptable backlog of facilities. SRSA, in consultation with SASCOC, will also prioritise federations and ensure that these federations are capacitated to optimally deliver their programmes to realise the SRSA vision of an active and winning nation. Factors influencing the prioritisation of a federation for school sport support will include amongst others: the promotion of mass participation; an existing strong presence with a national footprint; the ease of rollout in terms of affordability and sustainability; and the promotion of equity principles, redress and transformation. The following federations have been classified as priority federations for school sport following an initial assessment conducted in 2012: football; netball; rugby; cricket; athletics; hockey; swimming; tennis; table tennis; basketball; gymnastics; softball; volleyball; goal ball; boxing; chess; as well as selected Indigenous Games. A federation to receive intensive support will be selected each year. In 2012 additional assistance was rendered to netball, in 2013 to tennis; 2014 to basketball; 2015 to boxing and in 2016 additional support was provided to hockey. Volleyball will be the recipient of this extra support in 2017/18. The sub-programme is also responsible for providing financial and institutional support to Boxing South Africa (BSA), as a public entity, and efforts will again be made in 2017 to assist the entity to obtain an unqualified audit opinion. The Ministry successfully negotiated to get live professional boxing back on the public broadcaster, SABC, during 2015/16, and support for this initiative will continue. In terms of amateur boxing SRSA will assist SANABO to implement an Open Boxing League running from 17 February to 17 April 2017. Through a partnership with the Sports Trust, SRSA is able to significantly fast track the attainment of strategic goal one: citizens’ access sport and recreation activities. Considerable resources, effort and focus are dedicated to community outreach programmes, the key outputs of which are the provision of equipment, attire and specific support to ANNUAL PERFORMANCE PLAN 2017/18 45

athletes that may be identified by SRSA when the need arises. Strategic goal four: enabling mechanisms to support sport and recreation also benefit from the Sports Trust programme delivering specialized multi-purpose sport courts and other infrastructure projects, which are implemented in schools and communities. Support will also be provided to SCORE to sustain coaching programmes for the sport and recreation sector. In terms of the International Relations sub-programme, the agreements and Programmes of Action will continue to be informed by the International Relations Strategy. The sub-programme will continue to build and strengthen international bilateral relationships to support sport and recreation development in South Africa by executing exchange programmes with international partners, including Jamaica; India; Russia; and Cuba. SRSA has signed agreements with Jamaica; India and Russia and is implementing Programmes of Action in this regard. The directorate is working on finalizing an agreement with Cuba, which, it is envisaged, will be implemented during 2017/18. In addition, SRSA will also continue to strengthen bilateral sports ties with countries on the African continent that are emerging from conflict to enable their sports sector to be self-sustainable. The sub-programme will maintain its supporting role to enable SRSA to fulfill its responsibilities in international fora such as UNESCO, the UN Sport for Development and Peace International Working Group (SDP IWG); IADA and WADA amongst others. As Chair of the Thematic Group on Sport for Development and Peace as well as Chair of the Executive Board of the SDP IWG the Department has to ensure that South Africa fulfill all its responsibilities. The International Relations sub-programme will continue to ensure that South Africa is well represented in identified multi-lateral engagements. South Africa will continue to play a very active role in the African Union Sports Council (AUSC) Region Five during the 2017/18 financial year. South Africa is also represented on the Executive Committee; the Council of Ministers Meeting; the Sports Development Commission; the Finance and Marketing Commission; the Women and Sport Commission; and the Commission for People with Disability; In addition, South Africa is represented on the Association of National Olympic Committees of Africa (ANOCA) and on the Confederation of Southern African National Olympic Committees (COSANOC). The Commonwealth Advisory Body on Sport (CABOS) and other Commonwealth initiatives will also be supported. Furthermore, strategic partnerships with IBSA (India, Brazil, and South Africa) and BRICS countries (Brazil, Russia, India, China and South Africa) will be strengthened through participation in joint projects.

ANNUAL PERFORMANCE PLAN 2017/18

ANNUAL PERFORMANCE PLAN 2017/18 47

Participation in strategic multilateral relations managed.

Strategic bilateral relations managed and strengthened.

To utilise sport and recreaInternational tion to support South Africaâ&#x20AC;&#x2122;s Relations strategy developmental goals through implemented. to 2020 in accordance with the International Relations strategy. To empower the sport and Participation in recreation sector through Continental & participation on continental International fora and international levels through to 2020.

grammes implemented and monitored.

To foster transformation 5 Annual sports within the sport and recreatransformation tion sector such that selected reports indepenNational Federations achieve dently audited and their transformation commitpublished. ments by 2020. Revised from Objective rephrased from: 80% transformed by 2019/20 Transformation pro-

Transformation of South African sport adequately addressed

Draft Code of Conduct

2013/14

1 1 International Re- International lations strategy Relations implemented. strategy implemented.

1 1 Annual sports Annual transformation sports transreports indepen- formation dently audited reports inand published. dependently audited and published.

2 Continental & International fora

1 International Relations strategy implemented.

1 Annual sports transformation reports independently audited and published.

2019/20

National Sport and Recreation financial and non-financial support framework reviewed and implemented

Code of Conduct implemented

2 Continental & International fora

1 1 1 International Rela- International Relations International Relations strategy imple- strategy implemented. tions strategy implemented. mented.

1 1 1 Annual sports trans- Annual sports trans- Annual sports transformation reports information reports formation reports dependently audited independently audited independently audited and published. and published. and published.

National Sport and Recreation financial and non-financial support framework reviewed and implemented

Code of Conduct implemented

2018/19

2017/18 Code of Conduct implemented

2016/17 Code of Conduct Signed by National Federations

Medium-term targets

Estimated performance

National National Sport and Recreation financial National Sport and Sport and and non-financial support framework Recreation financial Recreation reviewed and implemented and non-financial financial and support framework non-financial reviewed and implesupport mented framework reviewed and implemented

Code of Conduct published

2015/16

2 2 2 Continental Continental & Continental & Interna- International fora & International fora tional fora

National Sport and Recreation financial and non-financial support framework reviewed and implemented

Draft Code of Conduct

2014/15

Audited/Actual performance

National Sport and Recreation financial and non-financial support framework Revised from 60 reviewed Sport and recrea- and impletion bodies supmented ported

National Sport and Recreation financial and non-financial support framework updated and implemented.

To action transfer payments to identified sport and recreation bodies through to 2020 in accordance with the National Sport and Recreation financial and non-financial support framework.

Sport and recreation bodies supported.

Code of Conduct implemented

5 Year Strategic Plan target

To foster good governance within sport and recreation bodies through to 2020 by publishing and implementing a code of conduct.

Strategic objective statement

Good governance supported.

Strategic objective

STRATEGIC OBJECTIVE ANNUAL TARGETS FOR 2017/18

ANNUAL PERFORMANCE PLAN 2017/18

2013/14

New indicator 3

New indicator 8

New indicator

2014/15

Audited/Actual performance

4.10 Number of status reports detailing multilateral engagements supported.

100%

New indicator

Strategic objective: Strategic bilateral relations managed and strengthened. 4.9 Number of bilateral engagements 3 implemented. Strategic objective:Participation in strategic multilateral relations managed.

Sub-programme: International relations.

New indicator

4.8 Number of transformation status reports on NFs meeting their transformation targets

New indicator

New indicator -

4.7 Number of NFs entering into transformation barometer agreements with the Minister

4.5 Number of EPG reports with comparative and NF specific information on transformation 4.6 Number of NFs submitting completed data sheets on their transformation

Strategic objective: Transformation of South African sport adequately addressed.

4.2 Number of sport and recreation bodies receiving financial and non-financial support in an effort to assist them in meeting their transformation targets per year. 4.3 Number of Sport Trust MOU progress reports evaluated. 4.4 Number of multi-purpose sports courts built

4.1 Number of good governance monitoring reNew indicator ports generated. Strategic objective: Sport and recreation bodies supported.

Strategic objective: Good governance supported

Sub-programme: Sport and Recreation Service Providers.

Programme Performance Indicators

New indicator

2015/16

New indicator

2018/19

2016/17 2017/18

Medium-term targets

Estimated performance

2019/20

PROGRAMME PERFORMANCE INDICATORS AND ANNUAL TARGETS FOR 2017/18

PROGRAMME PERFORMANCE INDICATORS AND QUARTERLY TARGETS FOR 2017/18 Programme Performance Indicator

Quarterly Biannual Annual

Annual Target 2017/18

Cumulative/ Noncumulative Quarter to Date

Quarter One

Quarter Two

Quarter Three

Quarter Four

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

4.3 Number of Sports Trust MOU progress reports evaluated.

4.4 Number of multi-purpose sports courts built

Sub-programme: Sport and Recreation Service Providers. Good governance supported 4.1 Number of good governance monitoring reports generated. Sport and recreation bodies supported.

Transformation of South African sport adequately addressed. 4.5 Number of EPG reports with comparative and NF specific information on transformation

4.6 Number of NFs submitting completed data sheets on their transformation

4.7 Number of NFs entering into transformation barometer agreements with the Minister

4.8 Number of transformation status reports on NFs meeting their transformation targets

Sub-programme: International relations. Strategic bilateral relations managed and strengthened. 4.9 Number of bilateral engagements implemented. Participation in strategic multilateral relations managed. 4.10 Number of status reports detailing multilateral engagements supported.

ANNUAL PERFORMANCE PLAN 2017/18 49

RECONCILING PERFORMANCE TARGETS WITH THE BUDGET AND MTEF Expenditure estimates

Performance and expenditure trends The spending focus in the medium term for the Sport and Recreation Service Providers sub-programme is to provide financial and non-financial support to 60 recognised sport and recreation bodies at a cost of R140.7 million in 2017/18, escalating to R156.4 million in 2019/20. Of this amount, R11.5 million is ear-marked for Boxing South Africa, a public entity, whilst R118.9 million is transferred to various sport federations, this accounts for almost 86% of the Sport Support programme expenditure in 2017/18. The International Relations sub-programme manages participation in strategic multilateral fora. An amount of R5.2 million is allocated for 2017/18, increasing to R6.0 million in 2019/20.

ANNUAL PERFORMANCE PLAN 2017/18

Vision for programme 5: Sport Infrastructure Support Purpose: Regulate and manage the provision of sport and recreation facilities. The Sport and Recreation Facility Planning sub-directorate lobbies for, facilitates and coordinates the provision of sport and recreation facilities by municipalities and other relevant institutions. In an important step it was agreed that SRSA will determine allocations to the amount of R300 million of Municipal Infrastructure Grant (MIG) funds, outside of the formula, in the 2017/18 financial year. These will be ring fenced funds that can only be spent on the projects identified by SRSA. The procurement of services, relating to the R300 million, will be conducted in close cooperation with the Department of Cooperative Governance (DCOG). The sub-programme must also assist to lobby that municipalities submit plans for spending 33% of the P-component on sport and recreation infrastructure projects. SRSA must ensure that a facility classification framework is in place and updated for application by the Provinces. The sub-programme will have to work closely with DCOG, the South African Local Government Association (SALGA) and municipalities, to maximise the use of the portion of the MIG earmarked for building sport facilities. A stumbling block thus far has been the absence of an accurate audit of sport and recreational facilities, due to the costs involved. An accurate facility audit and classification would assess where the needs are, project shortfalls and thereafter strategically inform the building and maintenance of the facilities that would directly contribute to the objectives of the NSRP and the NDP. During 2016/17 Provinces conducted a simple count of facilities. Whilst this provided an idea of how many facilities we have, this needs to be elevated to a more comprehensive facilities audit. The audit will be conducted by one Province during 2017/18, with SRSA providing a coordinating, advisory role. The findings of the Transformation Reports stress the importance of adequate facilities to effectively implement sport and recreation programmes. The Sport and Recreation Facility Management sub-programme will continue to provide technical assistance to local authorities and other relevant stakeholders for constructing and managing sport facilities to ensure compliance with national standards. Considering the substantial financial investment made in building and refurbishing stadia for the 2010 FIFA World Cup, this sub-programme will continue to ascertain how these stadia are being maintained and used and will produce an annual status report. The Andrew Mlangeni community golf course development programme, as a beneficiary of the Andrew Mlangeni golf development programme, will be given attention again in 2017. There is clearly a need to develop golf courses in communities, particularly previously disadvantaged communities, as part of the golf development programme. During 2017/18 the sub-programme will engage with the relevant municipalities with the view of rehabilitating and promoting access to the Soweto and the Mabopane golf courses. In an effort to encourage participation, the Sport and Recreation Facility Planning sub-programme will continue to appeal for the delivery of community gyms and childrenâ&#x20AC;&#x2122;sâ&#x20AC;&#x2122; play parks, by municipalities, that can be used in open spaces within communities. The provision of these community gyms will link with the community sports project to devise innovative initiatives to deliver recreation to the community. During 2017/18 ten community gyms have been prioritised to be provided, with at least one per Province. The intention is to assist local community members as well as athletes in disadvantaged areas to have access to opportunities to train and improve their fitness and health. The Sport and Recreation Facility Planning sub-programme will continue to collaborate with the Department of Environmental Affairs who will assist with the greening and beautification of the public open spaces and the accompanying recreation facilities, in accordance with the Outcome 14 Delivery Agreement signed.

ANNUAL PERFORMANCE PLAN 2017/18 51

STRATEGIC OBJECTIVE ANNUAL TARGETS FOR 2017/18

Strategic objective

Strategic objective statement

5 Year Strategic Plan target

Audited/Actual performance 2013/14

Access to sport and recreation facilities optimised.

To optimise access to sport and recreation facilities by conducting a comprehensive facilities audit in 3 Provinces by 2020 and to use the data to finalise a draft facilities plan.

National Facilities Plan

Technical and management support provided.

To assist municipalities to comply with facility norms and standards through to 2020 by providing technical and management support during the construction phase of sport and recreation facilities, on an ongoing basis.

Updated National Norms and Standards National Facilities Classification System implemented.

ANNUAL PERFORMANCE PLAN 2017/18

Estimated performance 2016/17

2014/15

2015/16

Preliminary Facilities count in 2 Provinces

Facilities Count

Medium-term targets

2017/18 Facilities Count

Draft Facilities Plan based on audit in one Province

2018/19

2019/20

National Draft Facilities Facilities Plan based on Plan based audit in three on audit Provinces in two Provinces

National National National National National National Norms and Norms and Norms and Norms and Norms and Norms and Standards Standards Standards Standards Na- Standards Standards National National National tional Facilities National National Facilities Facilities Classification Facilities Facilities Facilities Classification Classification Classification System Classification Classification System System System System System

PROGRAMME PERFORMANCE INDICATORS AND ANNUAL TARGETS FOR 2017/18 Programme Performance Indicators

Audited/Actual performance

2013/14 2014/15 Sub-programme: Sport and Recreation facility planning.

Medium-term targets

Estimated performance

2015/16

2016/17

2017/18

2018/19

2019/20

Strategic Objective: Access to sport and recreation facilities optimised. 5.1 Number of Provinces with a facility audit completed 5.2 Number of community gyms and childrenâ&#x20AC;&#x2122;s play parks constructed.

2 Facility Count

9 Facility Count

1 Provincial Facility Audit

New indicator

Sub-programme: Sport and recreation facility management. Strategic Objective:Technical and management support provided. 5.3 Number of municipalities provided with technical and management support.

PROGRAMME PERFORMANCE INDICATORS AND QUARTERLY TARGETS FOR 2017/18 Programme Performance Indicator

Quarterly Biannual Annual

Annual Target 2017/18

Cumulative/ Non-cumulative Quarter to Date

Quarter One

Quarter Two

Quarter Three

Quarter Four

Sub-programme: Sport and Recreation facility planning. Access to sport and recreation facilities optimised. 5.1 Number of Provinces with a facility audit completed

1 Provincial Facility Audit

5.2 Number of community gyms and childrenâ&#x20AC;&#x2122;s play parks constructed.

Sub-programme: Sport and recreation facility management. Technical and management support provided. 5.3 Number of municipalities Q provided with technical and management support.

ANNUAL PERFORMANCE PLAN 2017/18 53

RECONCILING PERFORMANCE TARGETS WITH THE BUDGET AND MTEF Expenditure estimates

Performance and expenditure trends The Sport Infrastructure Support programme has a budget of R13.0 million in 2017/18, of which 59% is expended through the Sport and Recreation Facility Management sub-programme. The Sport and Recreation Facility Management sub-programme provides technical assistance to local authorities and other relevant stakeholders for constructing and managing sport facilities to ensure compliance with national norms and standards. R4.9 million is budgeted for contractors in 2017/18 increasing to R5.1 million in 2019/20. The Sport and Recreation Facility Planning sub-programme aims to ensure that facilities for sport and recreation are delivered according to established norms and standards at a cost of R2.9 million in 2017/18.

ANNUAL PERFORMANCE PLAN 2017/18

PART C: LINKS TO OTHER PLANS

OUTCOME 14 – 2017/18 A letter received from the Acting Director-General Mr Vusithemba Ndima on 29 July 2016 confirmed that the MTSF refinements submitted by SRSA in 2015 were approved by Cabinet. These refinements are reflected below. Outcome 14, where sport and recreation feature prominently, acknowledges that despite progress since 1994, South African society remains divided. The privilege attached to race, class, space and gender has not yet been fully reversed, and the quality of services continues to be affected by who you are and where you live. Attitudinal, physical and communication barriers continue to exclude and marginalize persons with disabilities. Sport and recreation contribute, as a delivery partner, notably in sub-outcome 3 of Outcome 14. To address the strategic intent of the NDP, SRSA have committed to: 1. 2. 3. 4.

Promote participation in sport and recreation Advocate transformation in sport and recreation Develop talented athletes by providing them with opportunities to excel Support high performance athletes to achieve success in international sport

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

1. Promote participation in sport and recreation • • • •

Number of people actively participating in organised sport and active recreation events. Number of people actively participating in sport and recreation promotion campaigns and events per year. Number of sport and recreation promotional campaigns and events implemented per year. Number of schools, hubs and clubs provided with equipment and/or attire as per the established norms and standards per year.

2. Advocate transformation in sport and recreation •

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

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

Number of athletes supported by the sports academies. Number of participants in National School Sport Championships per year.

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

Number of athletes supported through the scientific support programme.

Estimates of National Expenditure – 2017/18 1. Number of people actively participating in sport and recreation promotion campaigns and events per year 2. Number of participants in National School Sport Championships per year 3. Number of schools, hubs and clubs provided with equipment and/or attire as per the established norms and standards per year 4. Number of major international events receiving intra-Governmental support per year 5. Number of athletes supported by the sports academies per year 6. Number of athletes supported through the scientific support programme per year 7. Number of sport and recreation bodies receiving financial and non-financial support in an effort to assist them in meeting their transformation targets per year 8. Number of athletes supported through the Ministerial Sports Bursary Programme per year 9. Number of municipalities provided with technical and management support per year

ANNUAL PERFORMANCE PLAN 2017/18

Conditional Grant â&#x20AC;&#x201C; 2017/18 The Mass Participation and Sport Development Grant is distributed to increase citizensâ&#x20AC;&#x2122; access to sport and recreation activities by facilitating sport and active recreation participation and empowerment in partnership with relevant stakeholders. The Grant aims to increase and sustain participation in sport and active recreation; and to improve sector capacity to deliver sport and active recreation. During 2017/18 SRSA will monitor the Provinces using the following output indicators per programme. School Sport 1. Number of learners supported to participate in the National School Sport Championship. 2. Number of learners participating in school sport tournaments at a Provincial level 3. Number of learners participating in school sport tournaments at a district level 4. Number of people trained to deliver school sport 5. Number of schools provided with equipment and/ or attire 6. Number of school sport coordinators remunerated 7. Number of school sport structures supported Community Sport and Active Recreation Siyadlala 8. Number of youth participating at the National Youth Camp 9. Number of active recreation events organised and implemented 10. Number of people actively participating in organised sport and active recreation events 11. Number of people in the hubs trained to deliver Siyadlala in the Mass Participation Programme 12. Number of Indigenous Games clubs participating in Indigenous Games Tournaments 13. Number of hubs provided with equipment and/ or attire Club Development 14. Number of local leagues supported 15. Number of people trained to deliver the Club Development Programme 16. Number of clubs participating in the Rural Sport Development Programme 17. Number of clubs provided with equipment and/ or attire Club Pilot in Limpopo and KwaZulu-Natal 18. Number of clubs audited in the Club Development Pilot Project 19. Number of clubs trained using the tool kit 20. Number of clubs in the Pilot Project supported as per the Service Level Agreement Sport Academies 21. Number of athletes supported by the sport academies 22. Number of sport academies supported 23. Number of people trained to deliver the sport academy programme 24. Number of sport focus schools supported National Training Centre in Free State 25. Percentage of activities completed towards the construction of the National Training Centre Transversal Matters 26. Number of sport and active recreation projects implemented by the Provincial sports confederation 27. Number of Provincial programmes implemented 28. Branding material procured as per specifications Management 29. Number of staff appointed on a long term contract 30. Percentage of administration standards met

ANNUAL PERFORMANCE PLAN 2017/18 57

Sector Indicators â&#x20AC;&#x201C; 2017/18 The following customised indicators were approved and signed-off by all nine Provinces in October 2014 for the sector: 1. Number of people actively participating in organised sport and active recreation events. 2. Number of learners participating in school sport tournaments at a district level. 3. Number of schools, hubs and clubs provided with equipment and/or attire as per the established norms and standards. 4. Number of athletes supported by the sports academies. 5. Number of sport academies supported. All five indicators will be funded from the 2017/18 Mass Participation and Sports Development Grant. During 2017/18 SRSA will oversee the implementation thereof by the Provinces and will submit quarterly performance information reports to the Presidency as mandated.

Long-Term Infrastructure and other Capital Plans No links to long-term infrastructure and other capital plans.

Public Entities There have been no changes to the status quo of the two public entities overseen by SRSA as reflected in the 20152020 Strategic Plan. There are no plans to evaluate either entity in 2017/18. Boxing South Africa administers professional boxing, recognises amateur boxing, creates synergy between professional and amateur boxing, and promotes interaction between associations of boxers, managers, promoters and trainers. The South African Institute for Drug-Free Sport promotes participation in sport without the use of prohibited performance enhancing substances and methods, and educates sportspeople on fair play and the harmful effects of the use of prohibited performance enhancing substances and methods.

Public-Private Partnerships No Public-Private Partnerships.

Other Partnerships No other partnerships.

ANNUAL PERFORMANCE PLAN 2017/18

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

Revision to Strategic Goals Strategic goal 2

Sport and recreation sector adequately transformed

Goal statement

80% of recognised National Federations (NFs) meeting transformation targets by 2020. Adjusted to: Foster transformation within the sport and recreation sector such that selected national federations achieve their transformation commitments by 2020.

Strategic Objectives

• •

Active recreation programmes implemented. Sports participation opportunities provided to communities.

• • •

School sport programmes supported. Provincial sports development programmes supported. Transformation programmes implemented and monitored.

Adjusted to: Transformation of South African Sport adequately addressed. • Access to sport and recreation facilities optimised. • Technical and management support provided.

ANNUAL PERFORMANCE PLAN 2017/18 59

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

Strategic leadership, management and support services delivered.

Objective statement

Percentage compliance with prescribed regulations and directives.

REVISED Objective statement

To maintain the percentage compliance with prescribed regulations and directives at 100% through to 2020.

Strategic Objective

Active recreation programmes implemented.

Objective statement

Facilitate the delivery of at least 25 active recreation campaigns or programmes with a specific focus on designated groups as a contribution to improving the overall wellbeing of the nation.

REVISED Objective statement

To facilitate the delivery of active recreation campaigns or programmes with a specific focus on designated groups as a contribution to improving the overall wellbeing of the nation through to 2020. (first revision 2016) To facilitate the delivery of active recreation campaigns or programmes with a specific focus on designated groups as a contribution to improving the overall wellbeing of the nation, social cohesion and nation building through to 2020. (second revision 2017)

REVISED Target

Five-year target reduced from 25 events to 18 events due to budget cuts. (first revision – 2016) Demographics of participants deviate < 10% from Provincial norm.(second revision – 2017)

Strategic Objective

Sport participation opportunities provided to communities.

Objective statement

Inspire lifelong physical activity by providing at least 10 structured sport promotion programmes to community members.

REVISED Objective statement

To inspire lifelong physical activity by providing structured sport promotion programmes to community members through to 2020.

REVISED Target

10 Sport & Recreation promotional campaigns and events 2 Governance structures formally constituted.

Strategic Objective

School sport programmes supported.

Objective statement

Increase learners’ access to sport at schools by supporting 8 National School Sport Championships for learners.

REVISED Objective statement

To increase learners’ access to sport at schools by supporting National School Sport Championships for learners through to 2020.

Revised target

Target revised from counting events to maintaining the School Sport Framework.

Strategic Objective

Provincial sport development programmes supported.

Objective statement

Support the provision of sport and recreation mass participation opportunities in all 9 Provinces by providing management and financial support through the mass participation and development grant and evaluating this support through the compilation of 5 evaluation reports.

ANNUAL PERFORMANCE PLAN 2017/18

REVISED Objective statement

Strategic Objective

Scientific support services coordinated for athletes.

Objective statement

Contribute towards a winning nation in accordance with two policy frameworks for the services offered to talented and elite athletes.

REVISED Objective statement

To contribute towards a winning nation in accordance with policy frameworks for the services offered to talented and elite athletes through to 2020.

Strategic Objective

Government responsibility towards anti-doping supported.

Objective statement

Develop an ethical sporting sector by financially supporting the South African Institute for Drug-Free Sport and fulfilling Governmentâ&#x20AC;&#x2122;s responsibility towards anti-doping enabling it to maintain its accreditation.

REVISED Objective statement

Strategic Objective

Approved major events supported.

REVISED Strategic Objective

Major events supported.

Objective statement

Bidding and Hosting Regulations supporting the hosting of approved major events.

REVISED Objective statement

To maintain Bidding and Hosting Regulations through to 2020 supporting the hosting of approved major events.

Strategic Objective

Sport tourism to South Africa promoted.

Objective statement

National Sports Tourism Strategy promoting sport tourism to South Africa.

REVISED Objective statement

To promote sport tourism to South Africa by implementing a National Sports Tourism Strategy through to 2020.

Strategic Objective

Achievements in the sport and recreation sector acknowledged.

Objective statement

Recognition and Honouring of Excellence Framework for the sport and recreation sector inspiring a winning nation and producing role models.

REVISED Objective statement

To inspire a winning nation and produce role models by implementing a Recognition and Honouring of Excellence Framework for the sport and recreation sector through to 2020.

Strategic Objective

Good governance supported. ANNUAL PERFORMANCE PLAN 2017/18 61

Objective statement

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

REVISED Objective statement

To foster good governance within sport and recreation bodies through to 2020 by publishing and implementing a code of conduct.

Strategic Objective

Sport and recreation bodies supported.

Objective statement

To action 300 transfer payments to identified sport and recreation bodies in accordance with the National Sport and Recreation financial and nonfinancial support framework.

REVISED Objective statement

To action transfer payments to identified sport and recreation bodies through to 2020 in accordance with the National Sport and Recreation financial and non-financial support framework.

REVISED target

Target changed from number of sports bodies supported to maintaining the framework.

Strategic Objective

Transformation programmes implemented and monitored.

REVISED Objective

Transformation of South African sport adequately addressed.

Objective statement

Foster transformation within the sport and recreation sector such that 80% of selected National Federations achieve their transformation target by 2019/20.

REVISED Objective statement

To foster transformation within the sport and recreation sector such that selected National Federations achieve their transformation commitments by 2020.

REVISED Target

Target changed from % transformation to “5 Annual sports transformation reports independently audited and published “

Strategic Objective

Strategic bilateral relations managed and strengthened.

Objective statement

Utilise sport and recreation to support South Africa’s developmental goals in accordance with the International Relations strategy.

REVISED Objective statement

To utilise sport and recreation to support South Africa’s developmental goals through to 2020 in accordance with the International Relations strategy.

Strategic Objective

Participation in strategic multilateral relations managed.

Objective statement

Empower the sport and recreation sector through participation on continental and international levels.

REVISED Objective statement

To empower the sport and recreation sector through participation on continental and international levels through to 2020.

Strategic Objective

Access to sport and recreation facilities optimised.

Objective statement

Optimise access to sport and recreation facilities by conducting a comprehensive facilities audit in all 9 Provinces and use the data to finalise a facilities plan.

ANNUAL PERFORMANCE PLAN 2017/18

REVISED Objective statement

To optimise access to sport and recreation facilities by conducting a comprehensive facilities audit in 3 Provinces by 2020 and to use the data to update a facilities plan.

REVISED Target

Target revised from a Facilities Plan to a Facilities Count.

Strategic Objective

Technical and management support provided.

Objective statement

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

REVISED Objective statement

ANNUAL PERFORMANCE PLAN 2017/18 63