EP/G Tranformation Status Report 2014/15

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EMINENT PERSON’S GROUP (EPG) ON TRANSFORMATION IN SPORT

TRANSFORMATION COMMISSION

epg

Eminent Persons Group on Transformation in Sport

“Today, everyone has the right to play Sport…

2014/15

EPG TRANSFORMATION STATUS REPORT

…it wasn’t always like that!”


index 1. 2.

3.

Report Layout 002 Background to the Audit Report 008 2.1.

Summary Transformation Charter 010

2.2.

Transformation Charter Measurement System 013

2.3.

Transformation Performance Measurement: Targets, Scores, Scorecards/Dashboards 014

2015 Transformation Audit Report 018 3.1.

Introduction 018

3.2.

Comparative Evaluation of Overall Data Collection Process 019

3.3.

School and Club Participation and Footprint Related Information 022 3.3.1. A Multi-faceted School Sport Structure 022 3.3.2. Provincial School and Club Footprint and Participation Profiles 024 a.

Primary School and Senior School Profiles 028

b.

Additional Primary School and Senior School Data 032

c.

Summary School Profile 036

d.

Club Participation Profile 038

3.3.3. Change in Number of Code Specific Participating Primary, Senior Schools and Clubs 040 3.3.4. Difference in Number of Sport Participating Schools as Reported by Sport Federation and Provincial Government Sport Structures 040

3.4.

Demographic Transformation Charter Dimension 043 3.4.1. Background 043 3.4.2. National Administrative Structure Demographic Profiles 044 3.4.3. Federation President, Board, CEO and Full-Time Staff Demographic Profiles 044 a.

Presidents Demographic Profile 044

b.

CEOs Demographic Profile 045

c.

Boards and Full-Time Staff Demographic Profile 045

d.

Boards Demographic Profile 046

e.

Full-Time Staff Demographic Profile 046

f.

National Federation Administration Demographics Profile - A Culture and Value Perspective 046

3.4.4. National Male Team/Individual Demographic Profiles 051 a.

National Senior Male Team/Individual Generic Black and Black African Representation 051


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b.

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Senior Male Team/Individual Generic Black and Black African Demographic Representation Profile 051

c.

Under-age National Team/Individual Male Generic Black and Black African Demographic Representation Profile 053

3.4.5. National Female Team/Individual Demographic profiles 054 a.

National Senior Female Team/Individual Generic Black and Black African Demographic Profile 054

b.

Under-age National Team/Individual Female Generic Black and Black African Demographic Representation Profile 055

3.4.6. Number and Demographic Profile of Active Accredited Male and Female Coaches 054 a.

Number and Demographics of Male and Female Netball Coaches 056

b.

Total number and Demographic Profile of Active Accredited Female and Male Netball Coaches 057

c.

Total Number and Demographic Profiles of Active Accredited Male and Female Netball Referees/Umpires 058

d.

Total Number and Demographic Profiles of Active Accredited Female and Male Netball Referees/Umpires 058

e.

Summary – Accredited Coaches and Referees/Umpire 059

3.4.7. National Male and Female Specialist Support Structures 059 3.4.8. Number and Demographic Profiles of Different Specialist Groups as per Codes Audited 060 3.4.9. Number and Demographic Profiles of Formal National Coaching, Referee/Umpire and Medical/Scientific Organisation Structures 064

3.5.

3.6.

International Performance Level Dimension 067 3.5.1.

Senior and Under-age Male Team/Individual Performances 067

3.5.2.

Senior and Under-age Female Team/Individual Performances 068

Governance Dimension 068 3.6.1.

Governance - General Remarks 068

3.6.2.

Sport Governance vs Corporate Governance 068

3.6.3.

Current EPG Governance Scorecard and Governance Status 071

3.7.

Preferential Procurement Dimension 074

3.8.

Employment Equity 075

4.

Summary 2014/15 Transformation Audit Highlights/Lowlights 080

5.

2014/15 Comparative Scorecards/Dashboards 088

6.

Status of Key EPG Recommendations to Date 104

7.

Summary Transformation Related Issues 108

8.

Appendix 110 2015 Example Data Sheets 110

Kagiso Rabada 2016. Image courtesy of Gallo Images


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Eminent Persons Group | Transformation Status Report 2014 / 15

Foreword Minister of Sport & Recreation

The last two decades of the 21st Century will go down the annals of history as the triumph of democracy over apartheid. The peaceful transition from the former to the latter presents unique opportunities to reconstruct the fragmented and deeply discriminatory sport and recreation landscape by establishing a unified sports system that is underpinned by the principles of democracy, equity, transparency, demographic representation, access and increased participation. The social reconstruction of our sport and recreation system has linkages to economic development in the context of global economies and competitiveness. This report offers respite from the suffocating prism through which we as South Africans view our past and present. At

FIKILE MBALuLA

this hour of destiny, South Africa needs more than ever before, sport for development and peace. This report is about the future of South African sport provisioning and quality of opportunities to all sport-loving people of our beloved country. This report is the third major output of the Eminent Persons Group (EPG) on Sport Transformation in South Africa. The EPG was appointed by the Minister of Sport and Recreation South Africa in May 2012 as a consequential and resolution of the National Sport and Recreation Indaba (NSRI) held in November 2011. The NSRI resolved that a Transformation Commission be appointed to fundamentally drive, closely monitor and vigorously evaluate transformation policies and implementation within the sports movement. The primary task of the EPG is to provide the Minister of Sport and Recreation South Africa with strategic policy advice on the status of transformation within the sports sector in all its facets. The EPG is also charged with the responsibility of advising the Minister of Sport and Recreation South Africa on the implementation of the Transformation Charter and its score-card in line with our National Sport and Recreation Plan (NSRP), which is embedded in the National Development Plan of the Republic of South Africa.

Foreword | Minister of Sport & Recreation

“I celebrate and invest in my athletes who represent their country and do not get much in return” – Fikile Mbalula


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The Transformation Charter, is the loadstar of the sport movement that draws our attention to the immediate and inevitable need for the Sport System to Transform for both Moral and Strategic imperatives: ▶

Morally: Because it is “the right thing to do” considering the grave injustices of the past; and

Strategically; because of the reality that 84% of the country’s under 18 year old population grouping is Black African and only 16% is white, Coloured and Indian. To ignore this strategic reality from sustainability perspective alone would be suicidal. Thus the reasons for sport organisations to transform rapidly have not only become compelling it had become fundamental.

As I pointed out in 2014 at the time of the release of the first EPG Report entitled Pilot Evaluation - A Transformation Status Report 2013 – “Through this report we are laying the foundation for the inclusion of more codes and data collection and analysis systems. Going forward we will incrementally grow the numbers to cover all sporting codes over the next few year”. You will recall that the transformation status report referred to above covered Athletics South Africa, Cricket South Africa, South African Football Association, Netball South Africa and South African Rugby Union. These ‘big five’ federations provided the EPG Secretariat with information and data that was analyzed enabling the EPG to interpret the data in line with a multi-dimensional score-card. It is on this basis that the EPG made its findings and recommendations to the Minister of Sport and Recreation South Africa. The findings and recommendations were announced at a public event in May 2015 where after the five federations, had out of their own volition,

signed a Memorandum

of Agreement (MoA) with the Department of Sport and Recreation South Africa in 2015. The MoA is premised

Temba Bavuma 2016. Image courtesy of Gallo Images

on the transformation barometer with clear and concrete

Foreword | Minister of Sport & Recreation


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Eminent Persons Group | Transformation Status Report 2014 / 15

transformation targets and goals over the next five years.

The current administration adopted the outcomes-based

The MoA further delineates roles and responsibilities of each

approach in 2009. This approach is predicated on the

party to the agreement and stipulates punitive measures to

culture to improve and manage ways things are done for the

be taken in the event of non-compliance.

realization of the society we seek to live in. Central to this is

These punitive measures include among others the following: ▶

impact and future policy making and implementation. We all

the Federation in terms of section 10(3)(a) of the Act

get measured in one way or the other. From now on the roles

in writing, if applicable;

of the municipalities and provinces must be clearly defined

Withdrawal of Government’s recognition of the terms of section 10(3)(b) the Act in writing where after the Minister may publish such a decision in the Government Gazette; In essence, revoke a federation to host and bid for major and mega international tournaments in the Republic in writing in pursuance of the prescripts of the Bidding and Hosting of Major Events Regulations Gazetted and Published in line with the National Sports and Recreation Act and also as a result of not recognizing the said federation;

as these two spheres of government are the closest to the coal-face and key to service delivery; - communities requiring facilities, renovation and maintenance of existing facilities, in order for children to play. The 2030 Agenda for Sustainable Development Goals (SDGs) emphasizes the link between the different dimensions of sustainable development, stressing the importance of integrated, cross-cutting and collaborative efforts to achieve SDG’s is well recognized in this agenda. The positive contribution of sport-based approaches or physical education to SDGs will rely on inclusive quality approaches and, in particular, the environment created around the sport or play activity. As society and our government we must appreciate

Withdrawal of the federation’s opportunity to be

that the starting point of this report is the foundation, the

awarded national colours via SASCOC to players

bedrock of sports development, the school sport. The report

who participate under the auspices of that particular

highlight organizational disarray and systemic weaknesses in

federation in order to represent the Republic

the delivery of school sport in South Africa.

internationally and nationally; ▶

the new approach to use empirical evidence to determine

Suspending or withdrawal of Government’s funding to

particular federation as a National Federation in

improved coordination across all spheres of government, is

The EPG report recommendations on this matter, as well as

Terminate the existing five year agreement in writing

the increased women participation in sport, expansion of

due to non-compliance; or

sport opportunities to rural areas and townships, warrant a

Request the Minister in writing to consider issuing

business unusual immediate government intervention.

a directive in terms of section 13 (5)(a) of the Act as

Similarly, funding for sport will forever be our Achilles’ hills if

SRSA deems fit and appropriate, which may include

we do not succeed in consolidating funds within the sector

but not limited to the withdrawal of political support

and systematically allocate resources to areas of need for

and endorsements for sponsorships.

immediate traction. The matter must receive specialized attention during the review of the implementation of the

In 2014 the EPG on Sport Transformation in South Africa added the following eleven federations in addition to the initial five federations: Basketball, Gymnastics, Hockey, Jukskei, Amateur Boxing, Baseball, Softball, Table Tennis, Volleyball, Chess and Swimming. Plans are afoot to sign individual MoAs with the aforementioned federations.

Transformation Charter that is currently underway. I am delighted to receive the outcomes of the EPG on Sport Transformation monitoring and evaluation report for 2015. The findings and outcomes of the report are presented to the 16 federations and the South African citizenry for public scrutiny, critical reflections and flawless execution. I will afford an opportunity to all the 16 sporting codes mentioned

Foreword | Minister of Sport & Recreation


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above to consider the findings and recommendations with a view to revert to me with individual barometers clearly spelling out transformation targets covering the next five years. I will further sign Memoranda of Agreements with the additional 11 federation different federations in due course. It is in all our interest for the transformation project to succeed as our Government directed the sport sector to among others: ▶

Promote social cohesion and nation building across society through increased interaction across race and class through sport.

Advocate for 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 competitions.

Increase by 10% annually the number of citizens accessing sport and recreation activities.

I take this opportunity and space to express my gratitude and word of appreciation to Members of the Eminent Persons Group on Sport Transformation for their invaluable contribution to the sport and recreation community. Their steady hand and unremitting endeavors places the sport movement on a progressive growth and development trajectory. The production of the third EPG transformation status report would not be possible had it not been for the diligent behind the scene work driven by Dr Basson and his team. The Director-General of Sport and Recreation SA has been a pillar of strength and support to the EPG in the last three years. I am looking forward to the successful implementation of the EPG on Sport Transformation findings and recommendations. I believe that given the political will and support from Government at all spheres and the South African Sport Confederation and Olympic Committee (SASCOC), we will achieve an accessible, adequately funded, demographically representative and equitable, democratic and non-racial sporting landscape.

Fikile Mbalula Minister of Sport & Recreation


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Eminent Persons Group | Transformation Status Report 2014 / 15

Statement Chairperson of EPG on Transformation in Sport

On behalf of the South Africn sports transformation advisory body, the Eminent Persons Group on Transformation in Sport, it is a pleasure to present the 2014/2015 Sports Transformation Status Report. This is the third sports transformation report that covers 19 codes. This is a significant improvement when one considers the fact that the initial pilot report covered only five codes and contained less detailed data than the subsequent reports. Given our history of a divided colonial and apartheid past as well as the aspirations of our democratic South Africa as articulated in our Constitution, transformation in all sectors of our society is a national imperative. Transformation programmes that effectively and genuinely

DR. SOMADODA FIKENI

address the legacy of the past and bring us closer to the realization of our collective vision of a nonracial, united and just society. The potential role of sports in uniting diverse previously divided communities and the society at large has been demonstrated form time to time in the 22 years of our democracy. The most notable iconic and epic moments include the South African rugby win of the World Cup in 1995, the national soccer win of the African Cup of Nations in 1996. However, It is generally accepted that processes to change the ‘face’ of sport in South Africa over the past 20+ years have been slow and largely ineffective including particularly the slower rate at which black Africans have benefitted compared to Coloureds and Indians. This was due to a largely one-dimensional, top-down, over simplistic and quick fix top-down intervention process focused on changing the collective generic black (black African, Colored and Indian) demographic profiles of representative teams, support staff and administration structure. Other dimensions of transformation such as geographic location that is largely informed by apartheid geography (urban-rural, township-suburban areas), social classes, gender, disabilities as well as mainstreaming of indigenous games also need a more sustained attention in the transformation process.

Foreword | Minister of Sport & Recreation

“Every generation must discover its mission; fulfil it or betray it,” – Dr Somadoda Fikeni


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“We stil have many rivers to cross… A new person, with a new consciousness, cannot be born under institutionally oppressive conditions.” – Dr Somadoda Fikeni

EPG reports have brought a realization of the importance

The EPG initiative is going from strength to strength. Quality

of the strategic reasons for transformation and the need

and reliability of data is consistently improving and the

to pursue both strategic and moral drivers in parallel. The

commitment and support of participating federations are

report once more highlights challenges facing school sport,

extraordinary. We can look forward to a particularly audit on

the foundation of the South African sport system. The need

transformation progress during 2015.

for improving the coordination and alignment of all roleplayers involved was also again pointed out. It is without a doubt South African sport’s Achilles heel. Changing sport’s demographic profile so that it is more

In essence, the EPG intervention has assisted in the following manner: ▶

on sports transformation and tracking trends of

representative of the country’s overall national demographic

improvement or regression.

composition is strategically more important than ever before. If the sport system does not explore, develop and equip the

total available human capital resource base at its disposal

It has provided information that has triggered and sustained national dialogue on sports transformation.

aggressively, population demographic changes in progress, will impact the sustainability of the sport system in the not

Providing a more scientific and systematic data

Providing empirical evidence that assist codes and their sports authorities to develop their

too distant future.

transformation plans which become the basis for

It has been shown that the time period and rate over which

their concrete verifiable commitment to the national

federation transformation targets will be reached are

department of sports and recreation.

incremental and code specific. It is furthermore an openended process with no time scale attached thereto. The

transformation by respective codes thus making data

need for federation specific time based targets and forecasts

mining and capturing progressively more reliable

have become essential and are the underlying reason for

easily verifiable.

the introduction of the ‘Barometer’ intervention. The ‘Barometer’ project, involving the original 5 pilot codes, is

It has improved documentation of data on sports

It is regularly providing evidence-based sports

based on the codes forecasting performances in each of the

transformation advice to the Department of Sports

transformation dimension over the next 5 years. This is an

and Recreation.

important development with associated punitive measures and which will for the first time, enable a time-based

I would like to conclude with the insightful words of wisdom

performance projection into the future to be made for the

on the road ahead from our global and national icon, Nelson

codes involved. This year will see more codes entering into

Mandela, when he concluded his book, Long Walk to Freedom.

agreements on a similar basis.

Statement | Chaiperson of EPG on Transformatin in Sport


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Eminent Persons Group | Transformation Status Report 2014 / 15

“I have walked a long walk to freedom‌but I discovered that after climbing a great hill, one only finds that there are many more hills to climb. But I can rest only for a moment, for with freedom comes responsibilities, and I dare not linger, for my walk is not yet ended.â€?

participation and assistance. I would like to single out Dr. Willie Basson who was instrumental in organizing, analyzing and packaging this wealth of information. I would also express my deep sense of gratitude to fellow EPG members who guided the process and scrutinized the report utilizing their diverse expertise and experience. Minister of Sports, Honourable Fikile Mabalula, and the Director General, Alec

As this report clearly demonstrates, there is still a long walk

Moemi, Mr. Max Fuzani and departmental officials have

and many rivers to cross to realize a truly transformed sport

consistently provided vital support to our work and accepted

in South Africa. It will need the courage, spirit, stamina and

our critical advices that have facilitated our work.

resilience that is often found in winning teams or great athletes. This complex work involved many role-players to make it possible, and I would like to thank sports authorities in all the 19 codes, educational institutions and individual

Dr SoMaDoDa Fikeni

resource persons who made this work possible through their

Chairperson of EPG on Transformation In Sport

Statement | Chaiperson of EPG on Transformatin in Sport


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TRANSFORMATION COMMISSION

epg

Eminent Persons Group on Transformation in Sport

eMinenT PerSonS GrouP (ePG) At a National Sport and Recreation Indaba held in November

Advise the minister on the design of a short-, medium-

2011, it was recognised that implementation of the

and long-term transformation strategy (within the

Transformation Charter could be a potential problem and that

context of the 2020 vision of the DSRSA);

an independent verification agency is critical to the veracity

Advise on the design of a transparent and democratic

of the true measure and pace of change. It was resolved that

tool for monitoring and designing a public reporting

‘there is a need to monitor and evaluate the implementation

system for all federations and sporting and recreation

of the Transformation Charter’.This led to the appointment of

bodies, with a view to measure the success or failure

the Eminent Persons Group on Transformation (EPG) by the

for the implementation of transformation targets;

Minister of Sport and Recreation to annually review sport’s

transformation status on the basis of a mandate to: ▶

punitive measures that must be taken in terms of federations and sporting bodies that are not driving

Analyse the transformation audit report and advise on

transformation to its logical conclusion.

appropriate targets; ▶

Monitor and evaluate the implementation of the Transformation Charter and Scorecard in sport organisations;

Provide leadership and direction with regard to the quota system;

Provide an annual status report on transformation within the sporting fraternity; Offer long-term strategic direction on transformation in sport;

Monitor and advise the Minister on incentives and

Interrogate the White Paper on sport and pronounce on whether or not it will address and redress DSRSA’s strategic objectives in relation to: school sport, community sport, institutional mechanisms, facilities, recreation, funding and internationalisation of sport. Examine and answer the question whether this arrangement, in its present form and character, enables and empowers DSRSA to deliver on its national goals and mandate or not.

The Goal of the EPG is to establish a management system to monitor, evaluate, advise and report on sport’s transformation status and the effectiveness of implementing the Sport Transformation Charter and Scorecard. The Purpose of the EPG is to ensure that the sport Ministry has adequate information and insight to assess the transformation status and is in a position to formulate interventions that will improve the rate and effectiveness of transformation at all levels and in all areas of South African sport.

Eminent Persons Group (EPG)


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Eminent Persons Group | Transformation Status Report 2014 / 15

Members of the EPG appointed by the Minister of Sport and Recreation were; ▶ Dr Somadoda Fikeni (Chairperson); Ms Ria Ledwaba; Dr Sam Ramsamy; Mr Silas Nkanunu; Dr Willie Basson; Mr Louis von Zeuner; Mr Qondisa Ngwenya; Mr Max Moss; Professor Marion Keim Lees; Ms Wimpie du Plessis; Professor Timothy Noakes; Ms Nomfanelo Magwentshu; and Dr Xolela Mangcu. ▶ Dr Basson acts as the EPG Secretariat with responsibility for compiling and analyzing data sheets. Mr Max Fuzani acts as Chairperson of the EPG as and when required.

Eminent Persons Group (EPG)


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“Today, everyone has the right to play Sport…”

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Report Layout

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Eminent Persons Group | Transformation Status Report 2014 / 15

1. Report Layout

The Background (section 2, of the report) summarises the rationale for change and transformation in each component of the broader South African society. The process, which is based based on restorative justice and reconciliation is linked to a number of emerging strategic considerations of increasing importance. Progress will be closely linked with the ability of South Africans to come together and establish a new culture, a new identity, and a changed value system taht is built on tolerance, respect, harmony and unity, in order to make ‘things right’ between those who have been locked into an adversial relationship over a long period. The fact that South Africa has been reborn into a globalised

optimally equipped, the sustainability of the sport system

and highly competitive world with no boundaries, where the

will be negatively impacted and the level of competitiveness

ability to compete successfully will be dependent on the skills

could decline in the medium to longer-term.

and capabilities of its people in all areas – business, education, sport etc. – is highlighted. The effective incubation, nurturing and development of the country’s existing and potential human capital, in an environment in which people can develop, perform and grow free from any social ills, are key considerations.

Section 2 of the report briefly summarises the principles and different dimensions of the Transformation Charter and the associated performance measurement system, targets, scorecards and dashboards used to determine transformation performance levels. This is followed by a summary of the composition, goal and mandate of the

The importance of the 84 % under 18-year-old Black African

Eminent Persons Group (EPG) appointed by the Minister of

component in comparison with the 16 % generic Black

Sport and Recreation. The purpose of the EPG is to oversee,

(Coloured, White and Indian) was identified as a prime focus

monitor, report on and make recommendations regarding

area. Changing sport’s demographic profile so that it is in line

the sport system’s transformation initiatives.

with the country’s overall human capital base is of significant strategic importance and can no longer be ignored. It is pointed out that if the country’s total available human capital resource base is not aggressively explored, developed and

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Section 3, parts 3.1 and 3.2, of the report focus on perceptions formed about the quality and reliability of the transformation related data submitted by the federations that have been audited. It is pointed out, based on the experience gained


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thus far, that most codes will require at least 3 - 4 data

federation and government sport structure. Previous audits

collection cycles on order to develop reasonably satisfactory

have suggested that South African sport’s Achilles heel

processes to produce data of an acceptable quality. The

could be the deteriorating state of its schools and club sport

original pilot group of five codes have now undergone three

structures, due to ineffective responses to significant changes

data collection cycles. By assigning senior and experienced

in the environment. This may be the result of what appears to

managers to manage and coordinate the data collection and

be the existence of two somewhat uncoordinated and non-

collation processes, two of the five codes (cricket and rugby)

aligned silos, i.e. a federation sport silo and a government

have evolved noteworthy processes.

sport silo. This structure contributes to a school sport

Perceptions about the effectiveness of the data collection process is summarised in table format in this section, reflecting an Overall Administration Effectiveness Score on a

system that is struggling to effectively coordinate and align structured, resourced and regular participation opportunity at approximately 25 000 primary schools and senior schools.

scale from 0 to 10. The score is related to the federation’s

It is pointed out that the National Department of Sport

ability to meet data sheet submission deadlines, the completeness

and Recreation has an assigned responsibility for all sport,

and reliability of the data package submitted, and the support

including school sport, but without any jurisdiction over

received from provincial federations.

important assets – teachers, infrastructure and facilities at

The value of the Transformation Charter and the associated data collection and interpretation processes as input to planning processes is starting to be seen. Some federations are using it to construct frameworks for formulating strategies to shape more equitably accessible sport structures. Section 3.3 reflects the complexity of the South African sport system, in that it is representative of a wide range of sport and recreation activities, each with its own history, culture and value set, all of which form part of a multi-level sport

school level. It is pointed out that an agreement between Department of Basic Education and Department of Sport and Recreation on school sport has not been implemented comprehensively. To substantiate these comments, Sections 3.3.1 to 3.3.4 were included in the report. In these sections, an attempt is made to reflect the number of participating schools and clubs in each province, as part of a school and club participation footprint that is based on data submitted by the codes audited. This

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Eminent Persons Group | Transformation Status Report 2014 / 15

is a first step in what should be the basis for a coordinated

The impact of culture and values on leadership decision

approach to appropriately structure and plan the foundation

making is touched upon.

of South African sport.

Section 3.5 deals with the quality of performance of senior

The two sections furthermore highlight the disappointing

and under-age male and female representative teams in

outcome in terms of data availability and quality related

the international arena, demonstrating, in general, the very

to participating entities at district and provincial level.

average performance levels during 2014.

Particularly worrisome is the poor response received from government provincial sport structures, despite numerous follow ups, to the request to submit data. Only two provinces (Western Cape and Northern Cape) provided data and none of the remaining provinces responded. The difference between the data provided by sport federations and the two government provincial sport structures is also concerning, in that it illustrates the extent of disconnect between the two structures with respect to school sport. The relevant sections in the report sketch a scenario equitable to a full-blown symphony orchestra with musicians with no music sheets and without a conductor – the result being the production of incoherent and disjointed sound. under these circumstances, club structures will continue to decline and the elusiveness of an equitable, accessible and fair sport system will increase. The two sections also report on more detailed school and club related data received from federations in terms of number of schools, number of participating schools (including township schools), the number of facilities available and required, the number of school and club participants in high performance structures, and the number of girls involved in school structures. The data reflects a large knowledge gap between sport federations and what is actually happening at school level. The data reported in this section raises levels of

Section 3.6 reports on the results of the proposed more sport oriented governance measurement system emphasising the importance of a governing body that represents, an organisation designed to achieve a specific mission. There is an inherent challenge in this process, because the governing must maintain a level of consistency and stability over time, as well as be responsive to changes in the surrounding environment. Once the mission and goals have been formulated, a systematic plan to bring together the necessary human and physical resources has to be developed and implemented. To a large extent, a governing body’s ability to govern effectively is determined by its structure, which, in turn, is impacted on by the environment in which it functions. The section also points out that, unlike management boards in public companies, or regulatory boards in the utility sector, governing bodies in sport perform an unusually wide range of functions and are accountable to a broad range of stakeholders. Moreover, their functions are different from corporate boards due to a greater degree of complexity. Corporate boards that perform a much narrower supervisory role and are chiefly responsible and accountable to shareholders. This section also highlights that sport organisations are selfregulating in many countries and have wide-ranging roles and

concern that cannot be ignored.

responsibilities, which reflect elements of corporate boards, Section 3.4 (3.4.1 to 3.4.7) reflects data, observations and

governments and the judiciary. These include regulatory

recommendations related to the Transformation Charter’s

procedures and processes that aim to ensure effective and

Demographic Dimension. It reports on the demographic

fair administration and the development of sport beyond

profiles of: national administrative structures (presidents,

the organisation itself. By demonstrating good governance,

CEOs, boards, full-time staff members); senior and under-age

sport can mitigate the risk of a regulator being established

male and female teams; accredited male and female coaches

to impose standards on it. This balance of power needs to be

and referees/umpires; and that of structured specialist

maintained and proof delivered that good governance can be

groupings/associations, physiotherapists,

sport

biokineticists,

nutritionists and game analysts.

medical

practitioners,

practiced in a self-regulated environment. Across the world,

sport

psychologists,

national sporting organisations are subject to increasing levels of performance scrutiny, particularly in achieving the outcomes sought by government, sponsors, supporters and membership structures.

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Section 3.7 of the report deals with the data received from

The data received with respect to demographic profiles

federations relating to Preferential Procurement practices,

at senior management level was dissapointing in that 7

which are aimed at giving targeted suppliers equal access

codes failed to submit relevant data while Black African

to sport’s outsourced market, so that they will not forever

representation reached the 80 % national demographic in

be excluded from playing a meaningful role in the economic

only one code. All the other federations reported 50 % or

mainstream of sport’s business. On the basis of this

below Black African representation levels. Significant greater

dimension, it is possible for sport to demonstrate sport’s

focus is required in this area.

estimated R3 billion contribution to the South African economy and Black economic empowerment in particular. However, the section shows that the policies and record-

Sections 4 summarises the outcomes of the 2014/15 transformation audit in a bulleted highlights/lowlights format.

keeping of federations required to quantify this impact,

Section 5 captures the report outcome of the 2014/15 audit

are sub-standard in most instances. As a result of this, the

more visibly in a collection of dashboards applicable to each

ability to motivate for additional resources to fund sport’s

one of the transformation dimensions.

transformation initiatives, is largely negated. Section 3.8 reports on the outcome of Employment Equity initiatives of federations as part of the Transformation Charter’s Employment Equity dimension. The underlying

Section 6 provides a colour coded overview of the status of the recommendation made by the EPG thus far, and Section 7 lists on some of the major transformation related issues.

principle of employment equity is to create a workforce at

Example data sheets used for recording information related

all occupational categories and levels that is representative

to the transformation dimensions and sent out to federations

of the country’s demographics (nationally and regionally), to

are included in Section 8 (Appendix).

ensure equal employment opportunities for everyone in the economy. The objective of Black Economic Empowerment is not to replace White with Black, but to increase the opportunities available to Black people.

“We must use time wisely and forever realize that the time is always ripe to do right.” – Nelson Mandela

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Eminent Persons Group | Transformation Status Report 2014 / 15

uNDERSTANDING THE LEGEND

No data received unsatisfactory or incomplete data received PERFORMACE ROBOT SYSTEM

ExCELLENT GOOD POOR

One | Report Layout

100% 70-99% 0-69%


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“Today, everyone has the right to play Sport…”

TWO

BACKGROuND TO THE AuDIT REPORT

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Eminent Persons Group | Transformation Status Report 2014 / 15

2. BACKGROuND TO THE AuDIT REPORT The only thing we can be assured of is turbulent change in the environment in which we function. Perhaps at no other time have prospects seemed so dazzling and disruptive, nor the pitfalls so numerous and deep. Oganisations will not escape the need to keep pace with and understand the changes in the environment within which they function and to deal with it by regularly overhauling policies, strategies, structures, programmes and operations. Any organisation can be affected by a mild form of collective

to come together and establish a new culture, a new identity,

madness, i.e. the inability to see the wider context. Leaders

and a changed value system that is built on tolerance,

lose perspective, narrow their vision, fail to understand

respect, harmony and unity. The process embraces the choice

changes occuring in their environment and become

made to transcend the divisions, to strip off the past and to

complacent or rigid in their thinking. Each of us reads the

make ‘things right’ between those who have been locked in an

world through our own set of glasses, which distorts the

adversial relationship over a long period.

perceptions and reactions that are shaped by our culture, birthplace, history and experiences. Therefore, the most important thing to do is to take off one’s own glasses, and create mental space to put on other people’s glasses in order to see the world through very different eyes.

At the same time, it needs to be recognised that South Africa has been reborn into a globalised and highly competitive world with no boundaries, where the ability of nations to compete successfully across the board will depend increasingly on the skills and capabilities of its people and

When Pres. Nelson Mandela stepped back into the world,

less on its natural resources. To be successful, the country’s

a major and irreversible transformation movement was

human capital potential in all areas – business, education,

triggered in South Africa. Following this event, the country

sport etc. – has to be unlocked. At the core of the approach

has, from an ethical and moral perspective, embarked on

lies effective incubation, nurturing and development of the

a process of transforming and reforming itself, based on

country’s existing and potential human capital. This means

restorative justice and reconciliation linked to a number of

creating an environment in which people can develop,

emerging strategic considerations of increasing importance.

perform and grow free from any social ills.

Success will be closely linked to the ability of South Africans

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The prognosis is that in the future the country and all its

that is declining in size by about 0.3 % per annum on average

component structures are going to have to compete like

which resulted in the mortality rate of Whites exceeding the

never before in order for it to survive and prosper. South

birthrate in 2011. In addition, it ignores the fact that 84 %

Africans, therefore, have to believe that, as a nation, they are

(84 out of every 100!) of under 18-year-old South Africans

capable of competing effectively in the global arena, and it is

are Black African, while the remaining 16 % is either White,

in this regard that sport has a key role to play.

Coloured or Indian. South African sport’s historical pipeline

Sport is an important part of South African society and it has a responsibility to be an effective leading agent in the country’s transformation initiatives, which are designed to bring about an evolving and changeable situation with respect to the rules and actions involved. Best practice is difficult to define as there is no right or wrong approach, as it is dependent on context. It is generally accepted that processes used to change the ‘face’ of sport in South Africa over the past 20+ years have been slow and largely ineffective in a number of instances, particularly in terms of the slower rate at which Black Africans benefitted compared to Coloureds and Indians. This was due to a largely one-dimensional, top-down, oversimplistic, and quick-fix intervention process that focused on changing the collective generic Black (Black African, Coloured, and Indian) demographic profiles of teams, support staff and administration structures. The process has been recognised as having been principally ineffective, precipitating misunderstandings, conflict, elevated tension and frustration of such magnitude that transformation initiatives had almost ground to a standstill by 2010/11. The process was successfully rejuvenated in 2013, as a result of the appointment of an independent Imminent Persons Group (EPG) by the Minister of Sport and Recreation. It was mandated to oversee and report on transformation progress,

is undergoing dramatic change. The codes that reflect an essentially White demographic profile will increasingly face sustainability challenges. It is therefore not an unexpected phenomenon that the number of participants in bowls, a 100 % White sports code with an ageing profile, is declining annually. The existing and evolving demographic shape of a sporting code are key monitoring measures from a longer term sustainability perspective in a South African context. Changing sport’s demographic profile so that it is more representative of the country’s overall demographic composition is strategically more important than ever before. If the sport system does not explore, develop and equip the total available human capital resource base at its disposal aggressively, the sustainability of the sport system will be negatively impacted and the level of competitiveness could decline in the medium to longer-term. The existing 80/20 focus of sport federation leadership at the top end compared to the bottom end of the participation pyramid, has become highly questionable and high risk. From a longer-term sustainability and competitive perspective this imbalance in focus and resource allocation may have to be reconsidered. The current situation encourages the evolvement of narrower, more elitist and increasingly more exclusive high performance pipelines, which is clearly not in the longer term interest of sport.

by conducting annual transformation audits and making

Differences in the purpose and needs of pure grassroots level

specific recommendations.

sport and high performance/elite level sport, are significant

Empowerment and affirmation are complex issues that evoke strong emotions in people. Those in opposition argue that these interventions are discriminatory, because they are not always based on merit, and that overall performance quality is impacted. These viewpoints, may be considered short-sighted however, in that they ignore the fact that the historical human capital pipeline of SA sports has been essentially White (a direct consequence of pre-1994 government policies) which represents only about 9 % of

and, if not managed carefully, will contribute to an everincreasing gap between the quality of programmes at the top and bottom ends of the sport development continuum. Resource constraints, suspect organisation structures, unclear role and function definition among a diverse group of stakeholders and the intensity of commercial forces, could eventually snap the fragile link between the apex and the foundation components of the development continuum, which will set the foundation adrift in some code structures.

the total population. This population group is an ageing one

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2.1 SuMMarY oF TranSForMaTion CHarTer

Strategic transformation requires holistic, multi-level,

The overall goal of sport’s Transformation Charter is to

organisational structure and management systems, based

ensure that the majority of South Africans are provided with

on a clear vision of how to move forward on a journey to a

the opportunity to participate and excel in sport both on and

better future. The damaging effect of the social engineering

off the field of play, in a structured and organised manner.

experiments of the previous political dispensation on

The charter recognises two primary drivers in the process:

90 % of the population has been such that transformation

one based on altruistic or moral reasons, because it is seen

and reformation of all components of South African society

to be the ‘right thing to do’; and the other based on strategic

will be with us for a very long time to come.

considerations, because of the imperatives associated with

The process involves the orchestrated redesign of the

longer-term sustainability, competitiveness, ultimate well-being

genetic architecture of any organisation, including the sport

and, in some instances, even survival. Over the past twenty

system, by working simultaneously, although at different

years or more, the moral reasons for transformation have

speeds, along the four dimensions of reframing, restructuring,

dominated the debate, causing an imbalance in emphasis

revitalisation and renewal. The four R’s are to the biological

between the two driving forces and dividing South Africans

corporation what the “three R’s” of reading, writing and

in the process. It is naive to have a head-in-the-sand attitude

arithmetic are to schoolchildren: the life skills it needs if it is

towards the need for both the social justice and strategic

to survive and thrive.

discontinuous and comprehensive changes in strategies,

reasons for change.

“South Africa has all the tools to compete in the new global vil age…” – Tom Peters

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011

An organisation is a living organism and, like people, it is the shifting of an organisation’s

needs holistic medicine, not organ-by-organ treatment. The

conception of what it is and what it can achieve by addressing

Four-R model represents a uniquely powerful way to tap vast

the ‘corporate’ mind. It is easy to get stuck in a certain way

hidden reserves of energy, and the use thereof transforms an

of thinking, and lose the ability to develop fresh mental

organisation or system, in this instance the sport system, into

models of what an organisation is and what it could become.

something far better than it had ever dreamed of being.

Reframing opens the ‘corporate’ mind and infuses it with new In the absence of a true national identity, the linguistic,

visions and a new resolve.

Restructuring,

ideological, political, socio-economic, geographical and on the other hand,

involves a girding of the ‘corporate’ loins and getting it to achieve superior levels of performance. It deals with the body of the organisation and competitiveness, and the need to be lean and fit are primary considerations. Restructuring is the domain where payoffs are fastest and cultural differences are greatest, which makes rationalisation and the anxieties associated with it an unavoidable side effect. The payoffs, however, if invested in revitalisation and renewal, can be used to heal wounds, if not lessen their severity. Many organisations seem to stop at restructuring, being cajoled into contentment by their “quick wins”. However, no organisation can gain true health unless it uses those wins to fuel longer-term transformation initiatives.

Revitalisation

cultural divisions in South African society proved to be too divisive and diverse to support embracing altruistic reasons for sport transformation. This has slowed the rate of transformation in sport significantly over the past 20+ years, resulting in negative responses from both sides of the divide. Coupled to an approach initially focused on demographic change in national teams – based on a 50 % generic Black (Black African, Coloured or Indian) representation target the process contributed to Black African representation in most national teams changing more slowly than that of Coloureds and Indians. The difference in the rate of advancement can be seen as one of the consequences of the greater level of historical disadvantage of Black Africans in comparison to Indians and Coloureds in general. In the current environment the importance of evenhanded

is about igniting growth

focus on the strategic drivers for transforming sport,

by linking the organisational body to the environment.

motivated by a need for long term sustainability, optimum

Everybody wants to grow, but the sources of growth are

levels of competiveness, higher skill and capabilities levels

often elusive, making the process of growth more challenging

in all areas on and off the field of play, may have to be more

and protracted than restructuring. Revitalisation is about

strongly emphasised. All of these are measurable and are

investing individuals with new skills and a new purpose, thus

useful in highlighting cause and effect relationships between

allowing the organisation to regenerate itself. It involves

different factors. A value based process in terms of fairness,

creating a new kind of metabolism, the rapid distribution of

equitable access and participation opportunity, will inevitably

knowledge inside the organisation, and the cultivation of

result in the playing fields being progressively levelled.

reflex adaptation to environmental changes.

Renewal,

This approach may have a better chance of motivating a more collective effort among South Africans that we are all part of

on the other hand, deals with the

a pluralistic society within which differences are celebrated

people side of transformation and with the spirit of the

and affirmed in the process of creating a better sporting

organisation. Renewal is the more subtle and difficult,

future for all. In the process, however, it has to be kept in

the least explored, and, potentially, the most powerful of

mind that transformation involves change, that change is

transformation’s dimensions.

multi-faceted meaning many things to many people and that at every crossroads on a path that leads into the future, tradition has placed 10 000 men to guard the post.

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Sport’s transformation journey is shaped by the National

capability development and improvement in all areas and at

Sports Plan and the Transformation Charter contained therein.

all levels of the sport system; progressive improvement in

The National Sports Plan is the framework within each

performance in all areas and all levels on and off the field of

component of the sport system i.e. national and provincial

play; and significant economic empowerment contributions as

sport federations, clubs, universities, colleges, schools,

part of sport’s social responsibility. The objective is systematic

national, provincial and local government sport structures,

bottom-up change in each dimension of the Transformation

and SASCOC develop and implement plans that will result

Charter on the basis of targeted levels of performance.

in the optimal coordination, alignment and delivery of key objectives and goals.

Actual transformation performance in each dimension is determined at regular intervals and used in monitoring

The Transformation Charter forms part of the National

trends, recommending interventions and providing feedback

Sports Plan and acts as the beacon for the sport system to

to all stakeholders. Based on observations made targets, or

bring about systematic change in seven key areas of the

where necessary quotas, are set to ensure continued progress

sport system: participation opportunity, skill and capability

towards the achievement of specific goals and objectives.

development, establishment of representative demographic profiles on and off the field of play, improved performance quality, governance, and economic empowerment.

The following schematic illustrates the seven dimensions forming the building blocks of an integrated multidimensional process as described in the Charter to bring

The purpose of the charter is to bring about a significant

about bottom-up change in strategic areas (dimensions)

increase in the number of people involved in sport based

based on a cause and effect relationship between different

on: better coordinated, aligned and defined interventions;

dimensions.

fair and equitable access to sport participation opportunities and resources on and off the field of play; optimal skill and

Multi-Dimesional Transformation Strategic Framework THEN

An Accessible, Equitable, Sustainable and Competitive Sport System

IF

Progressive Change in Participation Demographic and Performance Profiles

THEN

IF

THEN

IF

ACCESS TO INFRASTRUCTURE RESOURCES AND PARTICIPATION OPPORTUNITIES IN ALL AREAS

SKILL AND CAPACITY DEVELOPMENT (IN AREAS ON AND OFF THE FIELD OF PLAY)

Community Based coordinated and aligned national, provincial and local government sport system in harmony with aligned national and provincial sport federation sport system INSTITUTIONAL GOVERNANCE Economic Empowerment Preferential Procurement

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Employment Equity

THEN

IF THEN

IF

THEN

SCHOOL SPORT GOVERNMENT SPORT SYSTEM

SPORT FEDERATION SYSTEM

National Department of Basic Education

National Department of Sport & Recreation

70+ Autonomous’ National Sport Federation Bodies

9 Provincial DBE Departments

9 Provincial S&R Departments

Multiple Provincial Code Specific Sport Structures

IF

50+ S&R Local Municipality Sport Departments

SCHOOLS


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013

The foundation of the process is integrated, aligned and

greater the impact at the top end of the structure. The

cooperative multi-level government (national, provincial

access dimension will ultimately impact the representivity of

and local) and federation (national and provincial) sport

sport’s demographic profile, while the quality of the skills and

structures that are vertically and horizontally linked so as

capability dimension will contribute to the competitiveness of

to deliver programmes and projects that are focused on

the overall sport system.

optimising: ▶

At the bottom end of the transformation schematic, two

Access to infrastructure, resources and structured

dimensions,

participation opportunities at all levels on an equitable

equity, defines sport’s contribution to issues of national

basis.

importance related to economic empowerment. Preferential

Skills and capability development and improvement.

Procurement performance is of particular importance

An important part of this foundation is an orchestrated, cooperative and aligned national, provincial and local government and sport federation structure, which provides for and delivers an integrated portfolio of programmes and projects that are targeted at increased intra-school and inter-school under-age participation opportunities at local, provincial and national levels. This is an unconditional

preferential

procurement

and

employment

considering that sport’s overall contribution to the economy is approximately three billion rand per annum. This, coupled to the proven socio-political, health, promotion of cohesion, and nation-building characteristics of sport, makes it an important part of society, which should be taken into account to motivate greater material support for accelerating sport’s transformation initiatives.

prerequisite for success. Without an appropriate structure

The ultimate quality of the output of the overall process

to coordinate, orchestrate and harmonise the wide range

is intimately linked to the collective impact of structured

of stakeholders involved with school sport, the probability

transformation processes at national and provincial level

of establishing an ‘Accessible, Equitable, Sustainable and

in both sport federation and government sport structures.

Competitive Sport System,’ is significantly reduced. The

This presents a strong case for the adoption of the charter

magnitude of this task is almost incomprehensible and

principles by organisations lower down in the sport structure

experience thus far emphasises the need for the establishment

– clubs and schools – and the auditing of national and

of national and regional platforms to coordinate and align

provincial government sport transformation initiatives, as it

the initiatives of the multitude of stakeholders involved in

relates to the effectiveness of coordination and alignment,

the school environment and which should be overseen and

access and development initiatives.

managed by a highly skilled and neutral entity. The multi-dimensional transformation approach described

2.2.

Transformation Charter Measurement System

in the Charter promotes steady and deliberate progress towards the achievement of an accessible, and sustainable

Sport teams keep track of their performances because they are

competitive sport system based on a systematic change in

performance-driven, achievement-oriented or competitively

participation demographic profile throughout the sport

driven by a need to know whether their performances are

system rooted in equitable access to infrastructure, resources

improving or declining. In much the same way, organisations

and participation opportunities in tandem with skill and

want and need to track changes in performance in different

capability development on and off the field of play.

areas. By tracking performance, organisations can spot and promptly address problems in different areas. Performance

The access and skills and capability dimensions are central

measurement also serves as a progress check, enabling

to the achievement of the ultimate goals and objectives of

organisations to determine if goals are being met. In simplest

the Charter. Linking and aligning activities in a cause and

terms, measuring performance means assessing results in

effect relationship associated with these two dimensions

different areas to determine the effectiveness of a strategy,

with the top and bottom ends of the participation pyramid,

the efficiency of operating processes and the changes made

is key to the process. The better the quality thereof the

to address other problems.

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Measurement done right can transform an organisation. It can show where the organisation is now and assist in getting

2.3.

Transformation Performance Measurement: Targets, Scores, Scorecards/Dashboards

it to wherever it wants to be. Measurement is a fundamental ingredient for improving performance and achieving

Monitoring transformation status in South African Sport is

ultimate success. unfortunately, many leaders wake up one

part of a process involving the regular, systematic collection

day and find they have a serious problem, or that they have

and analysis of data and information related to the outcomes

missed out on a great opportunity which was not on the radar

of a programme of action that drives change in key areas.

screen until it was too late, because they weren’t measuring

This provides evidence of the extent to which a programme

it. To make matters worse, most measurement systems are

is being delivered as intended, whether or not set targets

inefficient and ineffective, having evolved piecemeal at

are being met, whether or not there is progress towards

different times for different purposes.

the achievement of set objectives, and identifying the extent to which changes and adaptations to the programme

Measurement lies at the heart of both the vision and strategy

are required. Transformation status evaluation involves a

of any type organisation. It’s hard to over-estimate its

systematic objective examination, analysis and interpretation

importance in determining a future course of direction, as

of data in order for appropriate questions to be asked and for

it is measurement that allows leadership to harness vision

judgement calls to be made on the basis of specific criteria.

to the earthly realities of daily practice. Measurement is a

Concerns raised in the process may relate to the efficiency,

key ingredient for turning vision into strategy and strategy

effectiveness, impact and sustainability of a programme. The

into fact. Breakthrough results are achieved precisely by

intention is not simply to assess what impacts have occurred,

the unbroken link between aspirations and strategy with

but why, what lessons can be learnt and how the programme

appropriate action. The former inspire and guide and the latter

might be improved. Evaluation is an ongoing, if less regular,

brings about the desired future. All too often, people are great

process that is the basis for learning and organisational

with talk about their aspirations or become overwhelmed by

development.

having to walk in many different uncoordinated directions, ‘if you don’t know where you are going any road will take you there’

Monitoring and evaluation is seen as informative and

(Alice in Wonderland).

undertaken to provide information that will lead to

“Reconstruction goes hand in hand with reconciliation.” Desmond Tutu

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federation and programme improvement and plays a central

perform improved analysis through visual presentation of

role in organisational learning and development. In most

performance measures; and align strategies and goals. It

organisations, change occurs when people start to look at

also allows more time to be spent on analysing data and

things differently. Nothing will create change in organisations

less time to spent be finding, compiling and formatting data.

quicker than when the lens of performance measurement is

Dashboards are ideal vehicles for sharing strategies, tactics,

changed. Measurement is a crucial enabler of change.

and operational data.

Most organisations suffer from inertia. Whether an

The very essence of a dashboard system is a set of strategic

organisation is at rest or in motion, it takes concerted effort

metrics that fits the purpose of its use and which drives

to change. There is nothing more difficult to take in hand,

the long-term success of a dashboard system, which will

more perilous to conduct, or more certain in its success, than

ultimately support improved decision making and actual

to take the lead in the introduction of a new order of things.

performance in specific areas. A metric is really a measure

Transformational

requires

of anything, whereas a key performance indicator is meant to

specific leadership, because it goes beyond the traditional

be a measure that ‘matters’ and is tied to a target measure

expectations of simply administering existing measures: it

that can ideally be acted upon and used to assist in defining

requires people to do things that are significantly different

and measuring progress towards specific goals. Typically,

from their existing routines.

key performance indicators are represented as a ratio

performance

measurement

unfortunately, many leaders don’t fully accept that one of their responsibilities is to ‘create an environment conducive to measuring change’. Most organisations have very competent people crunching numbers – but that is not the real challenge. Someone who can take measurements and analyse data can always be found, but only a measurement leader can create the right environment for making sure that the right questions are asked, that the right information is generated, and then use it to progressively generate more knowledge, wisdom and insight, in order to shape the future.

(percentage) of an actual figure compared to a predefined target figure. They are usually displayed as, or accompanied by, a graphical symbol, such as a traffic light, to make it easier for users to instantly see if they are on or above or below target. It is important to keep in mind that a key performance indicator is a metric, but that a metric is not necessarily a key performance indicator. Organisations have many metrics, but typically few key performance indicators. The challenge is the distillation of a short list of key measures for use in dashboards and scorecards. In summary, well-designed key performance indicators assist in spending more time on the

‘Dashboard’ type displays of measures have several strong

important activities that drive performance and less time on

ties to planning and are used as a means for leadership to

activities that are not as relevant.

monitor, analyse and sometimes annotate (e.g. explaining variances in an embedded scorecard). Although it is not typical to use major portions of dashboards to display detailed reports, because it would then be more like a reportboard, it can be highly effective to embed reports within a dashboard. This provides detailed views of information that can support analysis done with imbedded scorecards and charts. The benefit of appropriately designed dashboards is

The transformation dashboard is in its early stages of development and areas still requiring further attention include: manual data entry and automated data refresh; the introduction of hierarchies and rules to easily correct aggregate and calculate metrics; improved metrics and drill down/drill across processes to support decision making; and the introduction of multiple on-line login.

that it facilitates dealing with a large number of data sources

Each component dimension of the Charter is quantifiable

and analysis of hard-to-read spreadsheets or lengthy report

in terms of the measurable outcomes of actions aimed at

formats.

ultimately bringing about change in the sport system, which

Typical benefits of dashboards include the ability to: easily identify and correct negative trends; make better informed decisions; measure efficiencies and inefficiencies;

will produce breakthrough results in key areas. Achieving breakthrough results involves embedding transformation principles in day-to-day operations so that everyone’s job is permeated with it. The transformation measurement system

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represents a framework of measures that monitor and track the impact/outcome of selected activities identified as the key drivers for transformation. Although the elements of a measurement system for different sport codes may differ slightly, as a result of the team or individual characteristics of the code, actual performance is measured in the same transformation dimensions. The measured impact of specific actions undertaken, are periodically assessed and summarised in a format designed to be easily understood and which communicates clear and consistent messages and reflects reasonable and creditable numbers in a combination, charts and graphics. This enables federations to connect scorecards to what people do every day, thus assisting in the measurement of variances, trends, ratios and change in each of the selected transformation dimensions. Performance targets are set in different charter dimension and compared to actual achievements as reported in the data sheets submitted annually by each of the codes. Scores of between 0 and 10 are allocated, based on the percentage achievement of a specific target. A zero score reflects 0 % and a score of 10 indicates 100 % achievement of a set target. Where possible, a colour coded robot system indicates different categories of performance levels. A green robot component equates to a score of 10 or 100 % of set target achieved, which is classified as excellent. A yellow bullet signposts a score of between 7 and 9.9 or 70 % to 99 % of target achieved and is rated as a Good performance. A red bullet signals a score of between 0 and 6.9 or 0 % and 69 % of target achieved and is rated a Poor performance. Actual performance in each of the charter dimension are derived from the data sheets received from each audit participating code, and mirrored in a colour coded ‘dashboard’ system designed to turn the data into structured information in an easy to read format, the purpose being to support analysis, decision making and ultimately transformation status. Individual dashboards are discussed in different sections of this report and the complete set of dashboards form part of Section 9 of this report.

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“Today, everyone has the right to play Sport…”

THREE

2014/2015 TRANSFORMATION AuDIT REPORT

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3. 2014/15 TRANSFORMATION AuDIT REPORT

3.1.

introduction

It is generally accepted that opinions in brain-storming or problem-solving sessions are easily forthcoming and repeated over and over again, often leading to optimum solutions to problems not always being arrived at. Twenty people in a room will invariably provide a range of different opinions (framed in most instances by an individual’s own experiences) on a solution to a specific problem. The end result, more often than not can be a waste of energy and time, as people try to convince each other of the validity of their respective views, leading to less time being available for exploring and formulating appropriate solutions. The current EPG approach is striving towards systematically optimising this process. Thus far, the process to change the SA sport system on

the basis for making recommendations that will progressively

the basis of the Transformation Charter has been focused

move the sport system towards the goals and objectives spelt

largely on the transformation status of the sport federation

out in the Transformation Charter.

component of the sport system. The process involves the distribution of data sheets (see Appendix) to selected sport federations based on the Transformation Charter dimensions and measures described therein applicable to their national and provincial structures. The process needs to be extended to include other components of the sport system, including national, provincial and local government sport structures, SaSCoC and the lotto, to promote a more integrated effort to transform the sport system.

The first audit was done in 2012 as part of a pilot project that focused on gauging the transformation status of 5 high profile federations, namely athletics, cricket, football, netball and rugby, in terms of the dimensions described in the Transformation Charter. The audit also served the purposes of: designing and testing first generation data sheets; evaluating the validity of the principles involved in the Transformation Charter; consider suitable measures and targets for each dimension, laying the foundation for a

The evolving EPG process is based on gathering relevant

national manual transformation data base and for federations

data and translating it step-by-step into information,

to engage with the development of effective data collection

understanding, insight and knowledge, which will be used as

processes at national and provincial levels.

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In addition, it was intended to promote a more comprehensive

3 - 4 data collection cycles to develop reasonably satisfactory

understanding

importance

data collection processes to produce data of an acceptable

and need for reliable data and information to generate

quality. The role of leadership in the process has proven to

knowledge and insight as inputs to planning processes

be key in that it is the source of awareness of the importance

within federations and government sport structures. Data

of the data collection process and the overall commitment to

reliability is the foundation for shaping original and creative

transformation of the organisation. Transformation has to be

recommendations for translation into interventions by the

led from the front.

and

appreciation

of

the

sport system, in order to promote the extent and rate of transformation within South African sport.

The original pilot group of five codes have now undergone three data collection cycles. By assigning senior and

The pilot audit was followed by a second audit in 2013, involving 17 codes (12 more than the 2013 audit), namely amateur boxing, athletics, basketball, baseball, chess, cricket, football, gymnastics, hockey, jukskei, netball, rugby, softball, swimming, table-tennis, tennis and volleyball.

experienced managers to manage and coordinate the data

The 2014 audit highlighted: the lack of co-operation some

and commitment coupled to existing organisation culture and

national federations had with affiliated structures; the lack of

values, which, when in conflict with the moral and strategic

knowledge and insight into the shape of grassroots structures;

considerations for transformation, the rate of change will be

the number of federations with ongoing governance related

slow and ineffective.

problems; the extraordinary divide within federations between the focus on elite and grassroots participation; the small percentage of schools participating in most codes; the apparent decline in the number of clubs; and the number of federations that remain in a largely ‘untransformed’ state.

collection and collation processes, two of the five codes, (cricket and rugby) have evolved noteworthy processes. This has resulted in improved data quality and transformation strategies and action plans based on better insight, influenced by the EPG findings and recommendations, evolving to higher levels within these codes. The remainder of the codes have some way to go before the same standards are achieved. The magnitude of the task and the constraints involved are substantial. Prime drivers include leadership involvement

A major stumbling block in the process appears to be the gap in intensity and depth of a code’s focus on activities at the apex and bottom ends of the participation continuum. The rate of change in a number of transformation dimensions is dependent on the quality and extent of initiatives taken at

Data received from federations to date reflect different

the base of the participation pyramid in terms of the extent

levels of appreciation of the importance of acquiring reliable

of structured under-age participation opportunity and skill

data and information defining the external and internal

and capability development at school and club level. A fine

environments within which federations functions; the ability

balance between time and resource allocation is required for

to collect and consolidate data from component units; and

effective and sustainable bottom-up transformation of the

the capability to oversee the submission of comprehensive,

sport system to take place.

reliable, and accurate data.

3.2.

The value of the Transformation Charter and the data

Comparative Evaluation of Overall Data

collection and interpretation process, in terms of the

Collection Process

understanding and insights generated to inform internal planning processes to bring about fairer, more sustainable

The knowledge, insight and, ultimately, the quality of the

and competitive sport systems, is being increasingly

EPG recommendations and interventions of federations and

acknowledged by a number of federations. Some federations

government structures to bring about desired change is a

are now using this framework as a basis for formulating

function of the reliability of the data submitted. Based on the

their own strategies to shape more equitably accessible

experience gained thus far, most codes will require at least

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Eminent Persons Group | Transformation Status Report 2014 / 15

sport structures from district level upward. What is missing

In a resource constrained environment, the process thus far

is the alignment of federation structures with government

has proved to be a steep learning curve for many, as the data

sport structures and the committed involvement of the

collection processes in most cases is reliant on the efforts of

Department of Basic Education.

many part-timers/volunteers in a process driven by national

From a sport federation perspective there is little doubt that implementation of the Transformation Charter will require additional internal resources and also resources from government. in the latter instance, it is important that annual DSrSa grants to sport federations and funds allocated to national and provincial government sport structures includes support for the achievement of Transformation Charter specific objectives. Achievement of these objectives will require strict monitoring and

sport federations and implemented by provincial sport federation structures. The effectiveness of the process is ultimately dependent on reliable data and the quality of the information and insights derived therefrom to shape change strategies and implementation plans. As a result of the diversity of the sport system, in terms of different codes, each characterised by different environments, circumstances, commitment and motivation, there is no one-size-fits-all process.

verification processes by the source of finance, to enhance

The following table reflects subjective perceptions shaped

the cost-benefit of allocation. Stringent outcome evaluation

during the data collection period, based on interaction and

criteria will be required.

responses from those charged with the responsibility for data collection at their respective federations.

PERCEIVED COMPARATIVE ADMINISTRATION DATA COLLECTION PERFORMANCE Code

Meets Data Submission Dead line

Perceived Completeness of Data Package

Perceived Overall Reliability of Data Submitted

Perceived Support from Provincial Structures

Perceived Overall Administration Effectiveness Score

Athletics

0

Cricket

10

Football

4

Netball

6

Rugby

10

Basketball

4

Bowls

5

Hockey

10

Gymnastics

7

Rowing

5

Swimming

6

Tennis

4

Baseball

5

Boxing

3

Chess

10

Jukskei

10

Softball

5

Table-Tennis

6

Volleyball

9

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021

Performance levels in the different categories are a function

Perceptions about Completeness of Data Packages were good

of for example, attitude and commitment to transformation,

for cricket, rugby, hockey, chess and jukskei. Perceptions

quality and availability of resources to collect data, the state

about football, netball, gymnastics, rowing, swimming,

of governance at federations (particularly at provincial

table-tennis and volleyball were average; and were poor for

level), an appreciation of the importance and value of the

athletics, basketball, bowls, tennis, baseball, amateur boxing

Transformation Charter to change the face of South African

and softball.

sport and its value as a planning tool for a federation.

The column reflecting the perceptions about the Overall

An ‘Overall Administration Effectiveness Score’ (column 7)

Reliability of Data Submitted was good for cricket chess and

summarises (on a scale of 0 to10) the perceived overall quality

jukskei; average for football, netball, rugby, basketball, bowls,

of outcomes related to meeting data submission deadlines,

hockey, gymnastics, swimming, tennis, table-tennis and

completeness of data package, reliability of data package and

volleyball and poor for athletics, rowing, baseball, amateur

support received from provincial federations. Scores between

boxing and softball.

7 and 10 were considered acceptable; scores between 5 and 7, were considered as average; and scores below 5 were considered as below average.

In general, the perceptions about the Quality of Support from Provincial Structures were the least positive. Support received by cricket, netball, rugby, bowls, hockey, gymnastics,

Codes with an acceptable score include cricket (10), rugby (10),

swimming, amateur boxing, chess, jukskei, softball, table-

hockey (10), chess (10), jukskei (10), softball (9) and volleyball

tennis and volleyball was perceived as average; it was

(9). Codes with an average score include netball (6), swimming

perceived to be poor for the remainder.

(6), table-tennis (6), bowls (5), rowing (5) and baseball (5). Those in the below average category include football (4), basketball (4), tennis (4), boxing (3) and athletics (0).

Major constraining factors for most national federations were the timeliness and the quality of input received from their provincial federations. Although there are code specific

In addition, the scorecard above reflects perceived colour-

reasons for this, it would appear as if the transformation

coded performance levels related to Transformation Data

message, in terms of the objectives of the Charter and the

Collection and Submission Processes, Completeness of Data

importance of the process, has not yet penetrated deep

Package, Reliability of Data Package and Support Received from

enough into most provincial structures. In addition, some

Provincial Federations.

codes simply do not have the resources to undertake reliable

The column reflecting Perceived Overall Demographic Status (all components of a federation) shows that: athletics, rugby, hockey, bowls, gymnastics, rowing, swimming tennis and jukskei were perceived as being poor; the status of cricket, netball, baseball, chess, table-tennis and softball’s were perceived as being average; and that of football basketball, amateur boxing and volleyball were the only codes perceived as good.

data collection processes. If not addressed, successful bottom-up change of the sport system could remain slow, and effective and creative approaches to resolve 20-yearplus-old blockages will remain elusive. The urgency of resolving South African sport’s longer term sustainability and competitiveness challenges, based on the outcomes of the EPG audits, are ultimately the prime motivating factors for accelerated change at all levels within each sport federation. Key EPG recommendations, the status thereof and a

Perceptions about meeting Data Submission Deadlines were

summary of major issues identified in the audit process thus

considered to be good for all codes, except for: basketball,

far appear in the Appendix.

tennis and chess who were considered average; and athletics, football, netball, swimming and table-tennis, which were considered as poor.

The transformation message, hasn’t yet penetrated provincial structures.

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Eminent Persons Group | Transformation Status Report 2014 / 15

3.3.

School and Club Participation and

it is strongly recommended that the remainder of the codes

Footprint related information

audited in the 2014 cycle enter into a similar memorandum of agreement for the period 2016 to 2021.

The 2014 audit has reinforced transformation’s position on the radar screen and board room agenda of sport.

3.3.1. A Multi-faceted School Sport Structure

Furthermore the memoranda of agreement entered into during

The South African sport system is complex, in that it is

the year by the five pilot codes with the Ministry, have seen

representative of a wide range of sport and recreation

these federations committing to the achievement of self-set

activities, each with its own history, different cultures and

performance targets in each transformation dimension over

value sets, which form part of a multi-level sport federation

the period 2015 to 2018. Performances in this regard will

and government sport structure. The 2015 audit once again

be measured in the forthcoming cycle, for which data sheets

suggested a school sport system comprising two silos a

have been sent out. Ministerial response to the outcome of

government sport related silo and sport federation silo – with

the data submitted will be critical for the credibility of this

a number of coordination and alignment challenges within

process.

and between these silos, as shown in the next schematic.

School Sport System

National Department of Basic Education

National Department of Sport & Recreation Agreement DBE & DSRSA

9 Provincial DBE Departments

9 Provincial S&R Departments

Integration & alignment of NATIONAL SCHOOL SPORT PLAN

70+ Autonomous National Sport Federation Sport Bodies

Multiple Provincial Code Specific Sport Structures

SASCOC

SPORT FEDERATION SYSTEM

GOVERNMENT SPORT SYSTEM

9 Provincial Sports Councils (Only 2 ? Operational) 50+ S&R Local Municipality Sport Departments

SCHOOL SPORT

The national Department of Basic Education and the Department of Sport and Recreation reached an agreement stipulating (among others) a 70 % ratio of active school teacher vs 30 % non-active school teacher involvement in the organisation of school sport and the retraining of teachers for after – school sport activities, coupled to remuneration mechanisms, because sport is considered an over-time activity. The structured implementation and management of this agreement is urgent and a top priority by the Department of Basic Education and the Department of Sport and Recreation.

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023

The existing school sport system is characterised by a

it is recommended that the structured implementation

silo consisting of 70+ national and ±170 provincial sport

and management of this agreement be seen as urgent and

federation structures, within which some national sport

a top priority by the Department of basic education and the

federation structures deliver school sport at the apex of

Department of Sport and recreation.

the participation continuum and coordinate and align the delivery activities of their provincial federation structures in some schools lower down in the continuum. Certain codes, notably rugby and cricket, provide for good upward mobility opportunity for participants from a select group of schools, on which they base their competitive pipelines.

As will be shown later, the efforts of sport federation and government school sport related structures appears not to be optimally organised and aligned to provide for and support the delivery of extensive under-age participation and intra-school and ‘competitive’ inter-school opportunities at more than 25 000 primary schools and senior schools,

The government school sport related silo consists of the

many of which are in rural areas. The result is a fragmented

National Department of Sport and Recreation, 9 provincial

and largely uncoordinated school sport system.

government sport and recreation departments and a network of local/municipal structures whose activities impact the school sport landscape on the basis of a range of programmes, projects and events, as well as the provision of resources and services nationally and provincially. These interventions are not widespread nor extensive and they are not always effectively integrated with the school sport related efforts of sport federations, leading to restricted under-age participation opportunities and limited upward mobility. The National Department of Sport and Recreation has an assigned responsibility for all sport, including school sport, but without any jurisdiction over important assets – teachers, infrastructure and facilities at school level. The day-to-day activities of schools fall under the direct control of the Department of Basic Education – the other component of the government school sport related silo. To partly resolve this situation, the national Department of Basic Education and the Department of Sport and Recreation have reached an agreement stipulating (among others) a 70 % ratio of active school teacher vs 30 % non-active school teacher involvement in the organisation of school sport and the retraining of teachers for after – school sport activities, coupled to remuneration mechanisms, because sport is considered an over-time activity, which has led to some labour union reaction. This agreement has, however, not been extensively implemented.

it is recommended that an effective platform (‘planning table’) is established to plan, coordinate and align the activities of all role-players in the two sport silos (government and federations), with the objective of establishing national and provincial school sport strategies targeted at providing for and delivering extensive interschool and intra-school under-age structured league-based participation opportunities. School sport appears to have been an issue for some time. What is needed is a greater appreciation of the root causes of a problematic school sport system and the implementation of a more extensive and inclusive inter-school underage participation system. All indications are that sport’s traditional and more privileged resource pipeline may be drying up on top of a large number of schools still not being involved in sport. The situation is exasperated by the reluctance of a new generation of teachers to participate in the organisation of sport at school level, a decline in the number of male teachers (a historical source of sport organisation and coaching for many codes), facility shortfalls, inadequate resources and infrastructural and structural shortcomings, particularly at Black schools. Codes not engaged in dealing proactively with these realities will face a range of uncomfortable consequences in the in the nottoo-distant future. The state of school sport is considered by many as a not insignificant threat to South African sport’s longer term well-being. The threat is enhanced by a delay in not getting all role players/ stakeholders to proactively act in

School sport system consists of 70+ national and ±170 provincial sport federation structures.

tandem.

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Eminent Persons Group | Transformation Status Report 2014 / 15

“Superior insight is the basis for making the smartest choices about what to do against the background of knowing for sure that tomorrow will not be the same as today”. 3.3.2. Provincial School and Club Footprint and Participation Profiles upward mobility in the participation pipeline cannot be optimized unless access to equitable and appropriate participation opportunity and the delivery of appropriate skill and capability development programmes exists at all levels of participation, as shown in the following schematic -

International Representative Senior and Underage Competitive Opportunities and Skill and Capability Optimisation

Structured Provincial Representation Senior and Underage Competitive Opportunities and enhanced Skill and Capability Development

Structured local (district, minicapal) community based school and club organised participation opportunities initial Skill and Capability Development

It is generally accepted that the sustainability and competiveness of a code is ultimately linked to the extent and quality of activity at the entry point – school and club level – and the quality of the process promoting upward mobility. Coordination and alignment of sport federation and government activities are critical in this process. In addition to the silo dominated school sport

system

described

above,

the

following schematic further highlights the complexity and the challenges inherent to the system.

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025

Nationally and Provincial Sport Federations Domain

Accesibility Profile of School Sport System Nationally and Provincial Coordination School / Club Platform Nationally and Provincial Coordination School / Club

Senior and Under-age National Representative Opportunity

FILTER

Under-age Provincial Representative Teams

Senior and Under-age Provincial Representative Opportunity

3 000 Schools

SRSA Annual National School Sport Event

25 000 Schools

HIGH PERFORMANCE SYSTEM

Essentially Mode C and Private School Competitive Participation Opportunities National Provincial and Local Departments of Sport and Basic Education

Schools Domain

HUBS

STAGE 4 Winning Performances at all lavels

STAGE 3 Acquisition of Advanced Skills and Techniques STAGE2 Acquisition of Basic Skills STAGE1 Development of Basic Skills

The school sport environment is characterised by fragmented

schools/teams/individuals (representing different provinces)

mostly uncoordinated initiatives of individual schools, school

compete against each other. The 2015 event catered for

groupings (e.g. model C schools) national and provincial

about 7 000 participants out of a total of about 10 million

government sport structures, and national and provincial

school children.

sport federations. The number of schools and learners and the diversity of the codes involved, facility shortfalls and a lack of teacher involvement, all contribute to the death of regular and structured under-age competition and development opportunities.

While very much in its infancy, this challenging initiative, with limited resources and cooperation from sport federations, is providing better participation opportunity for increasingly larger numbers of school children. However, at the time of writing there is no record of any of the participants in

In order to ensure optimum levels of competition at the top

this initiative penetrating the high performance systems of

end of the participation continuum, some sport federations

national federations.

have established high performance systems populated with selected participants from national under-age provincial representative weeks and inter-school competitions (mostly model C school). The schematic above suggests that the federation controlled high performance part of the system is largely inaccessible to the bulk of schools. In order to remain competitive, the trend is for high profile sport federations to narrow the base of their high performance system in order to strengthen their sport’s pipeline leading to higher degrees of exclusivity. On the other hand, the National Department of Sport and Recreation stages an annual national multi-disciplinary school sport week in association with government provincial sports departments and some federations within which

Greater federation and structured provincial government support and cooperation is required for this initiative to provide a more extensive and cost effective platform for multidisciplinary national under-age representative participation opportunity. This will increase the probability of individuals finding their way into code specific high performance pipelines. Whilst the number of participants in this event are important, the number of individuals penetrating federation provincial and national representative entities is equally important. The schematic above demonstrates that structured underage sport participation opportunity for the bulk of school children remains limited. The situation is exasperated by a

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Eminent Persons Group | Transformation Status Report 2014 / 15

sub-optimal number of facilities and inadequate numbers

It signals a major weakness, considering the extent of the

of teachers and qualified coaches to organise structured

challenges associated with improving access and equitable

and steady participation opportunity. 84 % of South African

participation opportunity, especially for those codes still

society’s under-18 population are 84 % Black African and are

reliant on essentially White structures.

predominantly in the school environment.

Particularly disappointing was the lack of response received

To gain deeper insight into sport activity at school level, this

from government provincial sport structures to the request

year’s audit included a request for data from federations

to provide data on the number of schools participating in the

relating to the number of participating schools and

codes audited in their provinces. Despite repeated requests

clubs down to district level in each province. Most codes

and reminders to submimt information, only two provinces

experienced problems obtaining reliable information from

(Western Cape and Northern Cape) responded. As will be

their provincial structures. This may be a governance problem

shown later, the data received did not correlate with that

and/or a reflection of the level of attention given by codes to

provided by the sport federations in these provinces. This,

the shape of their basic structures and footprint enlargement

together with the low number of responses received from

initiatives - a major objective of the Transformation Charter.

government sport structures, must be seen as a warning

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027

sign of a possible disconnect between sport federations and

The tables on the following page is a profile of school and

provincial government sport structures at school and broader

club involvement in the codes audited in each province.

community level. Without appropriate informed cooperation

The general lack of data has impacted the reliability of the

and alignment of initiatives between government and sport

data reflected. However, the exercise has been invaluable

federations at school and community levels, participation

in providing an initial helicopter view of the school sport

opportunity and accessibility cannot be optimally promoted.

participation profile in different codes, as indicated in this

In the absence of such a structure, South African sport is

report. It is anticipated that data submitted in the next cycle

delaying the development of a major competitive advantage.

will be much improved.

Depending on the source consulted, there are approximately 18 000 primary schools and 10 000 senior schools in the country. The tables below, compiled from the data provided by sport federations, show the number of primary schools and senior schools and the percentage of total schools participating in a specific code per province. This exercise, being the first in which some codes have been included, proved a major challenge. Appropriate sport related data in each sub-component of a province, district municipality, local municipality and main towns are a prerequisite for a code to model its future shape at school and club level.

“The seed waits for its garden or ground where it wil be sown.� - South African Proverb

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Eminent Persons Group | Transformation Status Report 2014 / 15

028

a

Primary School and Senior School Profiles

The following table, compiled from the data received from the participating federations, relates to the number of participating primary schools in each province. TOTAL NuMBER AND % OF PRIMARY SCHOOLS PARTICIPATING IN EACH CODE IN EACH PROVINCE AND NATIONALLY - 2014

Total number of Participating Primary Schools

% Participating Primary Schools

Total number of Participating Primary Schools

% Participating Primary Schools

Total number of Participating Primary Schools

% Participating Primary Schools

Limpopo

% Participating Primary Schools

KZN

Total number of Participating Primary Schools

Gauteng

% Participating Primary Schools

Free State

Total number of Participating Primary Schools

Eastern Cape

Baseball

127

3

0

0

0

0

7

0,2

7

0,3

Basketball

81

2

51

5

0

0

18

0,4

62

2

Boxing

5

0,1

1

0,1

0

0

3

0,1

0

0

Chess

45

0,9

185

18

255

25

1144

26

685

26

Code

Athletics

0

0

0

0

0

Cricket

421

9

83

8

381

37

1599

36

113

4

Football

1601

34

319

31

1207

118

829

19

793

30

21

0,4

190

19

5

0,5

29

0,7

29

1

Netball

1805

38

183

18

706

69

2410

54

1501

57

Rugby

256

5

79

8

174

17

75

2

41

2

Softball

0

0

0

0

38

4

11

0

18

1

Swimming

11

0

35

3

31

3,0

20

0,4

9

0,3

Table-Tennis

146

3

232

23

304

30

249

6

32

1

Volleyball

29

1

181

18

204

20

334

7

84

3

Bowls

0

0

0

0

0

0

0

0

0

0

Gymnastics

Hockey

162

3

40

4

197

19

150

3

25

1

Jukskei

3

0,1

15

1

24

2

8

0,2

4

0,2

Rowing

0

0

0

0

0

0

0

0

0

0

Tennis

52

1,1

51

5

199

20

55

1

18

1

No Data Received Problematic Areas

Athletics did not submit any data. In the recent past, this code

ways to expose both primary school and senior school

has been in the midst of a reorganisation initiative, as a result

children to these codes. Growth and sustainability factors

of not insignificant governance. School and club structures

will be the driving motivations.

have been impacted and little reliable data for the past two years was extracted from most provincial federation structures. The national athletics office is focusing on this issue and is in the process of resolving it. Rowing and bowls, do not reflect involvement at primary school level. Bowls participation numbers are declining at club level because of an ageing and essentially White playing compliment. Both bowls and rowing’s White demographic profile, combined with equipment and facility related issues, will require exceptional creativity from leadership to find

Three | 2014/2015 Transformation Audit Report

Codes that have reported participating primary schools in each of the nine provinces include chess, cricket, gymnastics, netball, rugby, table-tennis, volleyball, hockey, tennis and football. In addition to bowls and rowing, a number of codes do not have participating primary schools in several provinces. Softball has reported no participating primary schools in the Eastern Cape and the Free State; basketball in Gauteng and amateur boxing in Gauteng, Limpopo, Mpumalanga and Western Cape; and swimming in Mpumalanga, North West, Northern Cape and the Western Cape.


Sport & Recreation South Africa

029

Chess, cricket, gymnastics, netball, rugby, table-tennis, volleyball, hockey, tennis and football have participating primary schools in each of the nine provinces. TOTAL NuMBER AND % OF PRIMARY SCHOOLS PARTICIPATING IN EACH CODE IN EACH PROVINCE AND NATIONALLY - 2014

Total number of Participating Primary Schools

% Participating Primary Schools Nationally

0

0

0

0

42

3

183

1

34

3

76

7

2

0,5

68

5

392

2

0

% Participating Primary Schools

Total number of Participating Primary Schools

TOTAL

0

0

% Participating Primary Schools

Western Cape

0

0

Total number of Participating Primary Schools

Northern Cape

% Participating Primary Schools

North West Total number of Participating Primary Schools

% Participating Primary Schools

Total number of Participating Primary Schools

Mpumalanga

0

0

0

0

4

0,4

1

0,2

0

0

14

0,1

103

8

84

8

52

12

180

14

2,733

14

252

19

287

26

93

22

468

37

3,697

20

534

41

649

60

232

54

537

42

6,701

35

45

3

42

4

16

4

9

1

386

2

161

12

386

35

206

48

513

40

7,871

42

50

4

52

5

33

8

471

37

1,231

7

0

0

6

1

0

0

53

4

126

1

0

0

0

0

0

0

0

0

106

1

77

6

80

7

27

6

53

4

1,200

6

116

9

121

11

39

9

76

6

1,184

6

0

0

0

0

0

0

0

0

0

0

63

5

45

4

20

5

255

20

957

5

22

2

0

0

3

0,7

8

0,6

87

0,5

0

0

0

0

0

0

0

0

0

0

41

3

7

1

24

6

148

12

595

3

A number of provinces reflect no primary school participation

Netball’s reported figure may be more reliable than that

opportunity in the following codes, baseball, amateur boxing,

reported by football, i.e. 6 701 (35 % of all primary schools in

softball, swimming. In addition, rowing does not feature at

the country), as initiatives at both primary school and senior

primary school level in Mpumalanga (a significant growth

school level might not be optimally organised/structured.

area); whereas in the Free State, primary schools do not offer participation opportunity in baseball and softball.

Codes reflecting the next highest percentage levels of participating primary schools across the country are cricket

Cricket has designed and successfully introduced a simplified

(20 %, 3 697 participating primary schools) and chess (14 %,

cost-effective version of cricket and mini cricket at primary

2 733 participating primary schools).

school level, which boosted participation numbers in the code substantially. Netball reported the highest number of participating primary schools (7 871) covering all provinces. This suggests that about 42 % of the total number of primary schools in the country participate in organised netball.

“The best time to plant a tree is 20 years ago; the next best time is now.” - South African Proverb

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030

In comparison, the remaining codes (rugby-7 %, table-tennis

hockey, tennis, rowing and jukskei, with the latter two codes

and volleyball – both 6 %, hockey-5 %, tennis-3 %, gymnastics

reporting relatively small numbers of participating senior

and basketball – both 2 %, softball and swimming both

schools in each province.

1 %, jukskei-0.5 %, and amateur boxing-0.1 %) have national primary school footprints of less than 10 %.

Mpumalanga’s senior school structures do not feature participation opportunity in amateur boxing, baseball, softball,

The table below reflects the number of participating senior

and swimming. Eastern Cape senior school structures

schools in each province for the codes audited.

do not offer participation opportunity in gymnastics and

TOTAL NuMBER AND % OF SENIOR SCHOOLS PARTICIPATING IN EACH CODE IN EACH PROVINCE AND NATIONALLY- 2014

Athletics

0

0

0

0

% Participating Senior Schools

Total number of Participating Senior Schools

Limpopo % Participating Senior Schools

Total number of Participating Senior Schools

KZN % Participating Senior Schools

Total number of Participating Senior Schools

Gauteng % Participating Senior Schools

Total number of Participating Senior Schools

Free State % Participating Senior Schools

Code

Total number of Participating Senior Schools

Eastern Cape

0

Baseball

26

1

26

5

0

0,0

0

0,0

8

0,5

Basketball

51

2

76

14

50

4

34

2

22

1

Boxing

5

0,2

4

0,7

0

0

0

0

0

0

Chess

0

0,0

0

0,0

224

20

713

32

431

28

Cricket

145

5

49

9

115

10

258

12

31

2

Football

577

21

207

38

270

24

365

17

449

29

0

0

0

0

3

0,3

0

0

2

0,1

Netball

1011

36

101

19

388

34

1259

57

913

59

Rugby

377

13

87

16

147

13

71

3

40

3

Softball

0

0

0

0,0

77

7

14

0,6

50

3,2

Swimming

30

1

204

38

195

17,2

33

1,5

15

1,0

Table-Tennis

97

3

154

29

162

14

94

4

25

2

Volleyball

27

1

23

4

0

0

287

13

93

6

Bowls

0

0

0

0

0

0

0

0

0

0

Hockey

105

4

43

8

181

16

124

6

21

1

Jukskei

1

0

13

2

32

3

6

0

4

0,3

Rowing

8

0,3

4

0,7

16

1,4

2

0,1

3

0,2

Tennis

21

0,7

63

12

159

14

35

2

11

0,7

Gymnastics

No Data Received Problematic Areas

As was the case with primary schools athletics did not submit

softball. Gymnastics, baseball, softball and chess whereas

any data relating to senior schools for the reasons indicated

amateur boxing, gymnastics, baseball, chess and softball do not

above. Structured and organised athletics programmes at

reportedly feature in senior Free State Schools. Western

school level may have been impacted by governance related

Cape senior schools do not cater for amateur boxing, and

issues in the code in the past. The national federation has

surprisingly, swimming, gymnastics and rowing at senior school

started a programme that focuses on the weaknesses of its

level in the province.

school system and significant improvements are anticipated in the near future.

Netball reported the highest number of participating senior schools, across the country – 4 378. This represents 42 %

Codes that have reported participating senior schools in each

(same percentage as for primary schools) of the total number

province include basketball, cricket, rugby, netball, table-tennis,

of senior schools in the country. Netball’s reported senior

Three | 2014/2015 Transformation Audit Report


Sport & Recreation South Africa

031

TOTAL NuMBER AND % OF SENIOR SCHOOLS PARTICIPATING IN EACH CODE IN EACH PROVINCE AND NATIONALLY- 2014

0

0

0

% Participating Senior Schools Nationally

Total number Participating Senior Schools

TOTAL % Participating Senior Schools

Total number of Participating Senior Schools

Western Cape

% Participating Senior Schools

Total number of Participating Senior Schools

Northern Cape % Participating Senior Schools

Total number of Participating Senior Schools

North West % Participating Senior Schools

Total number of Participating Senior Schools

Mpumalanga

0

0

0

0,0

0

0,0

0

0,0

15

3

49

0,5

8

1

135

25

2

0,8

65

11,4

443

4

0

0

135

25

0

0

0

0

10

0,1

9

1

55

10

19

7

124

22

1583

15

38

5

38

7

49

19

381

67

1104

11

332

43

475

89

79

31

297

52

3051

29

5

0,7

5

0,9

0

0

0

0

15

0,1

70

9

354

67

76

30

206

36

4378

42

42

5

29

5

48

19

416

73

880

8

0

0,0

22

4

0

0

34

6

197

2

0

0,0

0

0,0

0

0

0

0

477

5

51

7

15

3

18

7

24

4

640

6

90

12

87

16

28

11

81

14

716

7

0

0

0

0

0

0

0

0

0

0

38

5

37

7

16

6

193

34

758

7

16

2

2

0,4

4

2

11

2

89

1

3

0,4

2

0,4

5

2

8

1

51

0,5

35

4,6

6

1

18

7

117

21

465

4

school participation figure may be more reliable than the

Codes reflecting the next highest percentage levels of

3 051 (29 %) of the total number of senior schools, reported

participating senior schools across the country are: cricket,

by football. By all accounts, the figures submitted by football

with 29 % and 3 051 participating senior schools; and chess,

may not represent structured under-age competitive

with 11 % and 1 104 participating senior schools.

participation opportunities. This is a major strategic weakness for the game. Considering the extent of awareness and interest in the game among the bulk of school children in the country, structured under-age school participation opportunity, based on the same models as some of the other major codes, will have a major tipping point impact on football.

The remaining codes all have a participation percentage below 10 %, i.e.: rugby -8 %; table-tennis -6 %, volleyball -7 %, hockey -7 %, swimming -5 %, tennis -4 %, basketball -4 %, softball -2 %, jukskei -1 %, rowing and baseball both -0.5 %, gymnastics -0.1 % (2 % for primary schools), and amateur boxing -0.1 %. While all these codes are faced with footprint enlargement

Three | 2014/2015 Transformation Audit Report


032

Eminent Persons Group | Transformation Status Report 2014 / 15

challenges, the predominantly White demographic profiles,

to assist in qualifying the primary school and senior school

of the senior teams and administrative structures of rugby,

sport scenario in a more detail. The quality of the data

hockey, swimming, tennis, rowing, artistic gymnastics

received from federations that was used in compiling the

and jukskei low participation levels at school level signals

following tables should ring alarm bells, not only within

sustainability related challenges that should not be ignored.

national and provincial federations but also within national

b.

and provincial government structures. The data provided

Additional Primary School and Senior School Data

was in general incomplete and, in some instances, clearly

In addition to the footprint related data detailed above,

not reliable. The following table reflects additional primary

federations were also asked to provide additional information

school and senior school related data in selected areas.

COMPARATIVE CODE SPECIFIC PRIMARY SCHOOL PROFILE RATIOS - 2014 Measure

Athletics

Total number of all Primary Schools in area of jurisdiction

Cricket

Rugby

Football

Netball

Basketball

Bowls

Hockey

14,558

12,981

8,989

1,800

4,289

Total number of all primary schools participating in your code in area of jurisdiction

92

2,580

1,713

2,000

3,099

% of Participating primary schools

1

20

19

111

72

% of Primary Schools in Township Areas

1

29

71

72

47

% of Township Primary Schools Participating in code

185

44

50

95

54

8

Average Number of Township teams per school participating in leagues

0.1

1

1

1

1

1

Average Number of Facilities per participating Primary School

0.1

0.04

1

0

1

Average Estimated Facility shortfall per Primary School

0.5

0.3

0.1

0.4

Number of new primary schools that started participating during last season in area of jurisdiction.

3

136

209

45

10

Number of primary schools that stopped participating last season in area of jurisdiction

4

37

42

85

0.0

Ratio of new participating Primary schools to Primary Schools that have stopped participating

1

4

5

1

Ratio of Township primary school HP paricipants to total HP participants

0.3

1

Average number of accredited coaches per participating primary school

0.1

1

Average amount (in Rands) made available per participating primary school

0.0

1,406

% of participating primary schools with girl teams

458

11

0.2

1

2

0.1

0.03

5,619

97

249

Data not provided Incomplete/suspect

Some of the data provided by sport federations was generally incomplete and, in some instances, unreliable.

Three | 2014/2015 Transformation Audit Report

1,005

100


Sport & Recreation South Africa

033

COMPARATIVE CODE SPECIFIC PRIMARY SCHOOL PROFILE RATIOS - 2014 Gymnastics 11,465

Rowing 6785

Swimming

Tennis

Baseball

Boxing

10,039

339

1,435

3

14

584

230

27

0 0

1 1

Jukskei

11,115

7,221

11,700

76

105

1.1

16

84

2

74.8

85

2

41

1

0.7

1

5

0.5

1

0.004

0.2

0.01

93.6

0 6

Chess

2

0.1

213

20

27

90

30

17

52

0

90

6

0.1

0.4

1

5.0

0.4

0.5

3

0.0

7

0.1

0.004

2.1

0.008

1184.2

0.7

50

1,573 14.3

100

Softball

Table-Tennis Volleyball 1,274

134 709 529.1

Predominantly White demographic profiles, of senior teams and administrative structures present sustainability challenges.

Three | 2014/2015 Transformation Audit Report


034

Eminent Persons Group | Transformation Status Report 2014 / 15

COMPARITIVE CODE SPECIFIC SENIOR SCHOOL PROFILE RATIOS - 2014 Measure

Athletics

Cricket

Rugby

Football

Netball

Basketball

Total number of all Senior Schools in area of jurisdiction

Bowls

Hockey

718

4,430

6,694

11,000

2,093

968

Total number of all Senior Schools participating in your code in area of jurisdiction

455

1,225

1,158

2,750

1,829

454

% of Participating Senior Schools

63

28

17

25

87

47

% of Senior Schools in Township Areas

29

36

66

18

59

% of Township Senior Schools participating in code

49

28

66

53

3.4

Average Number of Township teams per school participating in leagues

0.2

1

1

0.8

1.3

Average Number of Facilities per participating Township Senior School

0

1

Average Number of Facilities per all participating senior School

1

1

760

0

Average Estimated Facility shortfall per Senior School

0.1

0

Ratio of new participating Senior Schools to senior schools that have stopped participating

4.8

4

Ratio of Township Senior School HP paricipants to total HP participants

1.1

0

Average number of accredited coaches per Senior School

0.2

1

3

Average number of rand made available per Senior School

0.1

3,093

15,022

% of Senior Schools with girl teams

11.4

17

12

0.004

0.48

1.8

0.4

0.1

2.1

3.4

6.5

0.1

0.15

0.08

273

0 0.0

The data includes the number of schools and the number

the orange segments indicate that the data provided was

of participating schools in area of jurisdiction which, in

inadequate for purposes of calculating a particular ratio.

a number of instances, do not correlate with the footprint data in earlier sections. The tables also reflect the number of participating township schools, the number of facilities, the estimated shortfall in facilities, the number of new participating schools, the number that have stopped

The first observation to be made is the discrepancy between the number of schools and the number of participating schools reported in the footprint data tables (earlier on) and the two tables above.

participating during the year, the number of accredited

The primary school and senior school data for rugby, cricket

coaches, financial support received, and the percentage of

and jukskei, at face value, appears to be the most complete.

participating girl teams. A red segment in the table indicates

The content and checkered appearance of the school and

that the federation did not provide the data requested;

club tables highlights the very basic challenges to be dealt

Three | 2014/2015 Transformation Audit Report


Sport & Recreation South Africa

035

COMPARITIVE CODE SPECIFIC SENIOR SCHOOL PROFILE RATIOS - 2014 Gymnastics

Rowing

Swimming

4,925

5,282

5,094

18

51

1,132

0.4

1

22

Tennis

457

Baseball

Boxing

Chess

Jukskei

0

11,400

5,106

17

6,000

69

57

0

26

1

53

1

82

39

1.3

91

94.1

23

30

1.0

0.7

1.1

0.2

1

0.0

0.0

9

1

1

3

1

0

0.01

2

51

2.6

0.2

1.0

0.0

31

2.3

0.6

1.7

2

0.02

0.5

0.3

0

0.40

0.02

2

0

696

1.5

51

125.9

2

1481.4

3,529

437

0.0

73

62

10.5

Softball

Table-Tennis

Volleyball 24,451

720

47.6

with in the foundation part of South Africa’s sport structure.

of jurisdiction was generally disappointing. If the quality of

In general, the quality and the apparent reliability of the data

data (and the absence thereof in some instances) related to

submitted reflects a possible gap between a federation’s

existing facility position (number and ratios), current facility

insight and what is actually happening at school level.

shortfall and future facility needs; the number and ratios of

Primary school data, from which ratios could be calculated,

accredited coaches involved, the growth or decline in number

came from cricket, rugby, netball and jukskei; whereas useful

of participating entities; the small footprints in township

data for senior schools came from the same codes as well as

areas, the levels of financial support from federations to

from chess.

schools and clubs; the levels of involvement of schools and clubs in providing participation opportunity for girls/women

The completeness and reliability of the data sheets, with

is considered, a school/club sport structure with many

respect to the number of schools and the number of

challenges emerges.

schools participating in a federation’s activities in its area

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036

Eminent Persons Group | Transformation Status Report 2014 / 15

Athletics, cricket, rugby, netball, hockey, gymnastics, baseball, chess (at senior school level) jukskei and to a lesser extent, chess (at primary school level), provided data from which some ratios could be calculated. The quality of data submitted by football, basketball, swimming, tennis, amateur boxing, softball, table-tennis, and volleyball and, to a lesser extent, gymnastics and hockey did not allow for any meaningful ratio to be calculated. Data submitted by in particular football, was disappointing considering the general quality of the structured organisation of football at school level with respect to organised under-age teams and interschool competitions. Football at school level may be one of football’s major transformation challenges.

c.

Summary School Profile

The value of the helicopter view provided by the tables above as a basis for more insightful planning, should not be under-estimated. If the apparent quality and completeness of the overall data packages submitted is a reflection of sport federation and government emphasis on school sport, the foundation for the longer term future of most of the codes is weak. This is the third year running that this issue has been raised, with very little visible improvement forthcoming from those responsible. If the school system is not to deteriorate further, leadership, both within federation and government sport structures, has to ensure that school sport becomes a key result area, with particular focus on regular under-age

In general, the percentage of participating primary schools

inter-school competitive opportunity and skill and capability

and senior schools reported in the tables above do not

development. From a longer term perspective, active

correlate with the previous province-focused footprint

community based and well-coordinated club/school hub

related data. This is indicative of substandard data bases and

based footprint enlargement initiatives linked to maximized

the divide between most codes and their school structures.

participation opportunity in each province and selected

The average number of facilities per school is below 1 in

districts, are critical. Considering the vast unexplored

most instances, highlighting once more, the extent of the

potential talent available, there is no reason why a well-

facility problem. The resolvement of which remains with the

organised school sport system cannot become a major and

Department of Sport and Recreation. Without an appropriate

distinctive competitive advantage for South African sport.

regionally optimized facility infrastructure, there cannot be optimally structured under-age participation opportunity.

Primary and senior school sport participation is impacted by a number of factors that are dominated by resource

Responses to data sheet questions related to Senior

constraints, including insufficient number of teachers to

Township based school involvement in certain codes is

organise under-age teams to participate in structured

promising, notably: cricket (44 %), rugby (50 %), netball

inter-school engagement and inadequate facilities and a

(54 %) and jukskei (82 %) at primary school level; and athletics

shortage of trained coaches and officials. Other than in

(29 %), cricket (36 %), rugby (66 %), netball (59 %) and chess

old model C schools with a history and tradition of sport

(82 %) at senior school level. The data suggests a positive

involvement, the number of participating schools is low in

trend in taking sport into communities with significant

the majority of codes surveyed. The Department of Basic

growth potential. Extending these initiatives to include

Education and the staff employed by the Department have

structured participation opportunities and quality skill and

a teaching mandate, however, many teachers do not see the

capability programmes will result in code specific and wider

organisation of sport as part of their day-to-day teaching

community benefits in the not too distant future.

activities. The noteworthy positive outcomes of the 2015

Jukskei’s initiatives to change the face of the code by introducing it into township schools is particularly noticeable, considering the number of reported participating schools. Considering the current demographic profile of this code and its cultural background, these efforts are commendable.

matric examination will also have an impact on the attitude of the teaching fraternity regarding school sport. This may not necessarily translate into the Department of Basic Education being more supportive in optimising the organisination of sport at school level in cooperation of the Department of Sport and Recreation. The introduction of physical education as part of the school curriculum did not, as was anticipated, improve the

Three | 2014/2015 Transformation Audit Report


Sport & Recreation South Africa

037

Swimming is constrained at Primary School level as a result of facility shortages.

organisation of sport in the school environment. Physical

The data presented in the prevoius spreads (pages 032-

education teachers are primarily responsible for teaching

035), for the first time provides insight into the primary

physical education as a school subject. The magnitude of the

school and senior school profiles of 19 codes in 9 provinces.

task for physical education teachers to organise school sport

The picture emerging is that the longer term sustainability

without the full support and cooperation of the rest of the

challenges of a number of codes originate at school level.

teaching staff is such that this is not possible. until such time

In an environment where most club structures already find

as the general attitude of the new generation of teachers

themselves in survival mode, the impact in a further reduction

changes with respect to their involvement with school

in participation numbers at school level cannot be ignored.

sport, the system will not be able to provide extensive and structured under-age participation opportunity.

As shown in the tables above, school children do not have exposure to bowls. More so than in the case of participation

Monetary reward of school teachers involved in school

at primary school level it may be necessary, despite the

sport, because it is considered an extra-mural activity by

many obstacles, to stimulate some interest or awareness

many, is becoming more and more acceptable by some codes,

in a revised format of the game at senior school level. The

which realise the importance of better organised under-age

federation faces many challenges. At club level the game is

paprticipation at school level. However, trade unions are not

participated in by an ageing and essentially. White section

supportive of these thought processes.

of South African society, which is contributing to a steady

As already indicated, the education sandbox is controlled by the Department of Basic Education. The Department of Sport and Recreation and sport federations do not have jurisdiction over this sandbox. To resolve this situation, the

decline in participation numbers. Although bowls’ male and female participants are producing excellent international performances, the longer-term sustainability of the game will become increasingly problematic.

Director General of both the Department of Basic Education

The possibility of introducing modified and cost-effective

and the Department of Sport and Recreation have reached

versions of the game into township areas, similar to cricket’s

agreement on a way forward, but this agreement has not yet

KFC Mini-cricket program, could impact growth in the

been implemented. In the meantime, sport federations find

code. The potential impacting the quality of life and social

themselves in an increasingly difficult situation, because

circumstances of elderly people in townships as part of a

they simply do not have the resources nor the jurisdiction to

social ‘corporate’ responsibility initiative is also an option

organise sport in the more than 26 000 schools in the country.

for stimulating awareness. Although much thinking and

If the situation deteriorates further, the more vulnerable

deliberation has gone into sustainability related issues

codes will have to explore other avenues to ensure a solid

within the code over the years, the time may have arrived for

foundation for their human capital resource pipeline.

renewed effort at higher levels of intensity.

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Eminent Persons Group | Transformation Status Report 2014 / 15

038

d.

Club Participation Profile

The following table reflects federation club participation profiles in each province.

Northern Cape

Western Cape

TOTAL

Total number of Participating Clubs

Total number of Participating Clubs

Total number of Participating Clubs

North West Total number of Participating Clubs

Mpumalanga Total number of Participating Clubs

Limpopo

Total number of Participating Clubs

KZN

Total number of Participating Clubs

Gauteng

Total number of Participating Clubs

Free State

Total number of Participating Clubs

Eastern Cape

Total number of Participating Clubs

TOTAL NuMBER OF PARTICIPATING CLuBS IN EACH CODE IN EACH PROVINCE AND NATIONALLY – 2015

Athletics

0

0

0

0

0

0

0

0

0

0

Baseball

52

0

17

11

0

0

0

0

24

104

Basketball

33

82

62

62

46

21

27

10

40

383

Boxing

178

62

75

119

10

24

13

40

29

550

Chess

59

24

30

2

31

5

11

25

71

258

Code

Cricket

249

36

123

164

22

38

26

47

166

871

Football

1528

650

1231

2086

811

555

426

450

681

8418

Gymnastics

25

17

89

19

29

26

19

6

107

337

Netball

435

117

234

633

70

72

233

53

231

2078

Rugby

394

45

84

50

33

26

38

38

314

1022

Softball

30

10

18

8

35

0

18

0

59

178

Swimming

52

16

70

46

10

0

0

0

0

194

Table-Tennis

123

48

41

39

86

0

25

10

29

401

Volleyball

59

91

65

183

28

65

69

50

16

626

Bowls

65

86

112

94

9

18

19

28

95

526

Hockey

36

14

55

47

5

10

9

6

44

226

Jukskei

9

12

27

8

8

11

3

8

6

92

Rowing

14

0

11

5

0

0

2

0

4

36

Tennis ToTal ClubS

54

37

112

56

20

12

16

8

94

409

3395

1347

2456

3632

1253

883

954

779

2010

16709

No Data Received Problematic Areas

The table summarises club related data received from

The average number of club members reported is low, ranging

the codes audited. Cricket and jukskei followed by rugby,

from 1 to 50, which clearly has sustainability implications.

netball, hockey, gymnastics, chess and softball submitted the

The question that needs to be asked and answered is

most complete data sheets. Football, bowls (surprisingly),

whether or not these structures present sufficient and

basketball, rowing, swimming, tennis, baseball, amateur

attractive enough participation opportunities to attract and

boxing, table-tennis and volleyball’s data packs were less

retain school leavers. This, coupled to the average number

satisfactory.

of teams per club, the average number of township based

Athletics did not submit any data. The codes with the highest number of clubs include football (with 8 418) followed by netball (2 078), rugby with (1 022), cricket (with 871, not in line with number of participating primary schools and senior schools), volleyball (with 626), amateur boxing (with 550), and bowls (with 526 clubs countrywide).

Three | 2014/2015 Transformation Audit Report

clubs, the average number of facilities per club, the average number of coaches, and the average number of women per club reported in the table, qualifies, to an extent, the general impressions about club sport. The receptacle for after-school participation appears to be relatively small and probably inadequately resourced.


Sport & Recreation South Africa

039

Athletics (64) and baseball (50) reported the highest number

Considering the efforts of most federations to establish a

of club members with the average number of teams per club

greater presence at primary school level and the ultimate

ranging from 0 to 4 and with 11 clubs having less than 2

objective to engage with an increasingly larger component

teams. The average number of facilities per club is below 1,

of the under-18 market for sport, the state of club sport

except for tennis (10), jukskei (9) and chess (4). The number of

is important. The table to the left (page 038, based on data

coaches per club was reported as below 1, except for jukskei

submitted) suggests that, on average, there are about 16 700

(2), table-tennis (2), rugby (3), hockey (3), gymnastics (3), and

clubs spread over the country in the 19 codes audited. This

rowing (5).

translates into approximately 1 850 sport clubs per province

Football’s largest footprint is in KZN (2 086), followed by the

and 35 on average per district.

Eastern Cape (with 1 258) and Gauteng (with 1 231 clubs).

The content of the tables and the comments above

Netball’s largest club footprint is in KZN (633) followed by the

demonstrate a general lack of reliable data related to school

Eastern Cape (with 435), Gauteng (with 234), North West

and club sport among most sport federations. The absence

(231) and Western Cape (233). 80 % of rugby’s clubs (1022),

of trustworthy data to define the current school and club

are concentrated in the Eastern Cape (394), and 314 in the

sport environments is a major constraint from a planning

Western Cape.

perspective. The establishment of a platform to establish and

Provinces with the smallest number of total clubs (all codes) include Northern Cape (779), Mpumalanga (883), North West (954), and Limpopo (1 253), compared to KZN (with 3 632), the Eastern Cape (with 3 395), Gauteng (with 2 456),

oversee the implementation of an integrated primary school, senior school and club strategy in each sport federation and government sport structure can no longer be ignored. The stakes are too high.

and the Western Cape (2 010).

Football and netball reported the highest number of club members.

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040

Eminent Persons Group | Transformation Status Report 2014 / 15

3.2.2. Change in Number of Code Specific Participating Primary, Senior Schools and Clubs The following table reflects changes in the number of participating primary schools and senior schools and clubs.

Football

Netball

Rugby

Basketball

Bowls

Hockey

Number of Participating Clubs

871

8418

2078

628

383

526

226

Number of Participating Senior Schools

1104

3051

4378

880

443

758

Number of Participating Primary Schools

3697

6701

7871

975

392

958

% Change in Number of Particiating Senior Schools compared to Number of Participating Clubs

-21

176

-53

-29

-14

-70

% Change in Number of Participating Primary Schools compared to Number of Participating Senior Schools.

-70

-54

-44

-10

13

-21

Participation Change

Athletics

Cricket

% CHANGE IN NuMBERS OF PARTICIPATING PRIMARY SCHOOLS COMPARED TO SENIOR SCHOOLS AND CLuBS IN EACH CODE AuDITED - 2014

The total number of primary schools and senior schools in

Codes with a comparatively smaller reduction in numbers

the country (depending on data source) are about 18 938

from primary to senior school include rugby, 10 % (975 to

and 10 355, respectively. It is therefore expected that the

880), tennis (from 589 to 455), 21 %, and hockey (from 958

number of participating senior schools in a code would be

to 758), 21 % decrease.

smaller for most codes than that of primary schools level. Percentage change in number of participating primary school compared to senior school and to club level will vary from code to code and is related to the specific circumstances and characteristics of a code.

3.3.3. Difference in Number of Sport Participating Schools as Reported by Sport Federation and Provincial Government Sport Structures The response of government sport structures with respect to requests related to the total number and number of

The table above shows that only four out of the nineteen

sport participating primary schools and senior schools in

codes audited reported higher numbers of participating

the 19 codes in their provinces, was most disappointing.

senior schools than primary schools. They are swimming (106

Despite numerous and repeated requests, only two out

vs 477) with a 350 % increase; softball (126 vs 197) a 56 %

of the nine provinces (Western Cape and Northern Cape)

increase; basketball (392 vs 443) with a 13 % increase; and

finally responded. Either the data was not readily available

Jukskei (3 vs 87) with a 2 % increase.

or the government departments involved did not consider

A number of codes indicated a significant decrease in the number of participating primary schools compared to senior schools. Cricket showed the largest decrease (70 %) from 3 697 to 1 104, a possible reason being that there is no cricket offered at senior school level to follow on the impact of ‘mini’ cricket at primary school level. This leaves primary school children with unfulfilled expectations at senior school level. Gymnastics decreased from 386 to 15 (a 96 % reduction) and baseball from 183 primary schools to 49 senior schools (a 73 % change). Football followed, from 6 701 primary to 3 051 senior schools (with a 54 % reduction), table-tennis from 1 200 to 640 (a 47 % reduction), netball from 7 871 to 4 378 (a 44 % reduction), volleyball from 1 184 primary schools to 716 senior schools (a 40 % reduction), and chess from 2 734 to 1 583 (a 42 % reduction).

Three | 2014/2015 Transformation Audit Report

the request important enough to respond. Whatever the reason, the absence of a response must be seen as another warning signal. School sport cannot be optimally managed if government sport departments and sport federations do not cooperate and align their school sport initiatives. The common base for this is the number of schools in a district and the number of schools participating in a specific code. Without this as a starting point, appropriately structured under-age participation is not possible. The following table shows a comparison between the number of schools participating in a code, as reported by a sport federation, and the two responding provincial government sport departments.


041

Sport & Recreation South Africa

-29

-96

550

258

92

178

465

49

10

1583

89

197

589

183

14

2734

87

126

-59

-12

104

5400

-84

3

-10

350

-21

-73

-29

-42

2

56

TOTAl

2147

100

Volleyball

106

409

Table-Tennis

477

Softball

51

Jukskei

15 386

Chess

194

Boxing

Swimming

36

Baseball

Rowing

337

Tennis

Gymnastics

% CHANGE IN NuMBERS OF PARTICIPATING PRIMARY SCHOOLS COMPARED TO SENIOR SCHOOLS AND CLuBS IN EACH CODE AuDITED - 2014

401

626

16311

640

716

14906

1200

1184

27203

-37

-13

9

-47

-40

-45

Primary School data as per Northern Cape Provincial Government

Percentage difference for Northern Cape Primary Schools

Number of Participating Northern Cape Senior Schools as per Sport Federation

Number of Participating Northern Cape Senior School as per Northern Cape Provincial Government

Percentage difference for Northern Cape Senior Schools

Number of Participating Western Cape Primary Schools as per Sport Federation

Number of Participating Primary Schools as per Western Cape Provincial Government

Percentage difference for Western Cape Primary Schools

Number of Participating Western Cape Senior Schools as per Sport Federation Data

Number of Participating Senior Schools as per Western Cape Provincial Government

Percentage difference for Western Cape Senior Schools

Code

Number of Participating Northern Cape Primary Schools as per Sport Federation

NuMBER OF SPORT PARTICIPATING SCHOOLS IN PROVINCES AS PER PROVINCIAL GOVERNMENT INPuTS RECEIVED 2015

93

40

56 %

49

13

73 %

468

298

36 %

381

217

43 %

Athletics Cricket Football

232

59

74 %

79

30

62 %

537

320

40 %

297

162

45 %

Netball

206

54

74 %

76

23

69 %

513

496

3%

206

206

0%

Rugby

33

18

45 %

48

11

77 %

471

376

20 %

416

179

57 %

Basketball

2

9

350 %

2

3

-50 %

68

29

57 %

65

41

37 %

Bowls

0

0

0%

0

0

0%

0

0

0%

0

0

0%

Hockey

20

13

35 %

16

2

88 %

255

86

66 %

193

46

76 %

Gymnastics

16

14

0%

0

1

-100 %

9

27

-200 %

0

8

0%

Rowing

0

0

0%

5

0

100 %

0

0

0%

8

0

100 %

Swimming

0

8

-100 %

0

0

0%

0

57

-100%

0

27

0%

Tennis

24

10

58 %

18

1

94 %

148

89

40 %

117

39

67 %

Baseball

0

0

0%

0

0

0%

42

2

95 %

15

6

60 %

Boxing

1

0

100 %

0

0

0%

0

0

0%

0

0

0%

Chess

52

32

38 %

19

27

0%

180

197

0%

124

98

21 %

Jukskei

3

10

-23 %

4

12

-200 %

8

4

50 %

11

3

73 %

Softball

0

0

0%

0

0

0%

53

38

28 %

34

26

24 %

Table-Tennis

27

21

22 %

18

23

0%

53

71

-34 %

24

35

-45 %

Volleyball

39

7

82 %

28

17

0%

76

29

62

81

32

60 %

The table highlights the disconcerting differences between

responded with respect to the number of sport participating

federation data and that of the two provincial government

schools. Percentage differences between data received from

(Western Cape and Northern Cape) structures that

sport federations and the two government entities varied

Three | 2014/2015 Transformation Audit Report


042

Eminent Persons Group | Transformation Status Report 2014 / 15

from 0 % to 350 %! This places a question mark behind

is effecting the sport’s longer term sustainability and is

both the reliability of federation data and the ability of

calling for far higher levels of creative intervention than that

provincial sport departments to provide data. Who is right

displayed to date. Good international performances by its

and who is wrong? The quality of basic data bases to facilitate

women and male bowlers, whist admirable, is not sufficient

and coordinate the establishment of school sport plan is

to turn the downward trend in participation levels around.

substandard and will require a major mind shift from all involved to improve. Without this, any coordinated planning initiative will be negatively impacted.

Rowing reported no participating primary schools and a very low number (51) of senior participating schools across the country. This is explained in terms of “facility and equipment’’

The data reinforces the strength of the recommendation for

related challenges by the federation. Together with the

the establishment of a coordination platform for school sport.

code’s essentially White participation demographic profile at

in addition, it is recommended that data sheets (for auditing

international representative level, the image that it is an elitist

transformation initiatives based on the Charter) are

sport is promoted. Quality of performance internationally,

designed and distributed for completion by all government

for both male and female, participants are commendable.

sport structures.

This, and the challenges associated with broadening the

Overall, the quality of school related data reported is disappointing, as it does not reflect an appreciation of the strategic importance of school sport at the top of sport’s

participation base, is encouraging a narrow approach to the sport, which is not supportive of the principles, goals and objectives of the Transformation Charter.

decision making structures, despite remarks to the contrary.

Against the background of the significant changes in progress

There are, understandably, many constraints, but the time

in South Africa, no federation can afford the luxury of being

for just exchanging views on the related challenges needs

distanced from its foundation structures. The changes that

to be replaced with debate on what needs to be done and

have and are taking place in the environment have been too

implementing what is required. The confused and somewhat

big for federations to ignore. Future levels of performance

directionless school sport environment is a major threat

(and in some instances survival) will depend on how well

to the sustainability and future competitiveness of some

leadership in a federation understands and deals with the

federations.

impact of demographic and socio-economic changes taking

The demographic profile of the representative teams of some of these codes (see sections 3.4.3 and 3.4.4) suggests that

place. The choice for a code is to act either as the architect of its future or the designer of its demise.

human capital pipelines have become stuck in the past. The

The content of two previous reports and this 2014/15 audit

rate of change is slow and there is little doubt that sooner

report, highlighted the need to accelerate implementation

rather than later the sustainability of some of these code

of agreed interventions between the Department of Basic

will become a factor. It is not acceptable that half-hearted

Education and the Department of Sport and Recreation in

attention and unbalanced resource commitment from code

terms of the following issues:

leadership deprives access to the vast majority of under 18-year-old South Africans to participate and provided with

active school teacher involvement in the organisation

an opportunity to excel. In the light of changed circumstances

of school sport.

the number of different sports provided for at school level may also have to be reconsidered, as already, a more strategic approach to school sport is long overdue.

The 70 % ratio of active school teacher vs 30 % non-

Retraining teachers for after-school sport organisation and

remuneration

mechanisms

because

it

is

considered an over-time activity. Codes will have to

To date, bowls has not been successful in creating a format

give consideration to contributing to these costs.

of the game suitable for introduction into schools (and wider

The alternative possibility – a code organised and

township communities), because of facility and equipment

resourced initiative across the country in each school

related challenges. The decline in the number of club members

– is simply not practical.

as a result of the game’s extensively White and ageing profile,

Three | 2014/2015 Transformation Audit Report


Sport & Recreation South Africa

The use of trained physical education teachers, as the

conducted thus far have also confirmed that the original

coordinating source for rallying other teachers around

approach to use generic Black (Black African, Coloured

an organised school sport system is essential.

and Indian) as a measure for tracking demographic change

Resolve the non-alignment of the Department of

may have been flawed, in that it has led to Coloured and

Education with demarcation boundaries of certain

Indian representation being advanced at the cost of Black

districts.

African representation in some codes. The country’s longer

Establish existing sport facility status and project

term future is ultimately linked to the 84 % Black African

shortfalls, and develop a provision strategy.

component of the under 18-year population grouping with

In the absence of effective alignment and coordination of activities of all role players to support organised and

043

structured

under-age

inter-school

participation

opportunities, the delivery of sport at school level will remain sub-optimal. As long as there are no nationally and regionally orchestrated structures, comprising all role players in place

the 16 % Coloured, Indian and White part having a smaller impact in the longer term. The sheer size of the under 18year Black African component of South African society and the undiscovered talent therein have become a strategically important focus area, regardless of the field of endeavour involved.

for school sport, the foundation of South African sport could

The fact that the overall South African population is a

be on a slippery downward slide. In a resource constrained

young population comprising a growing African, Coloured

environment, the consequences will be far-reaching.

and Indian group and an ageing White group, cannot be

3.4.

Demographic Transformation Charter Dimension

3.4.1. Background Performance in the demographic dimension of the Charter is measured against the extent of achievement of the 60 % generic Black (Black African, Coloured and Indian) representation target in different component structures of a federation. This target was set at 50 % twenty years plus ago, with the intention that, over time, it would be

ignored by any leadership structure in the broader South African society. The mortality rate among Whites exceeded the birthrate in 2011, which will see the White population component reducing from its current approximately 9 million level to 3 million. This clearly signals a diminishing resource base and raises a red flag for those codes with a large White component in their structure, on and off the field of play. Long-term sustainability, from a human capital point of view, needs to be addressed now by these codes, because it is something that cannot and will not be resolved overnight.

gradually increased until national and regional demographic

However, the process to change demographic profiles in

representation figures are reached. The timespan for

sport structures, or any structure for that matter, cannot

reaching this milestone will differ from code to code.

lose sight of humans as social beings. By concentrating on

Original arguments for this objective were based on moral reasons, in that it was seen as the ‘right thing to do’ in order for the wrongs of the past to be corrected and for the playing field to be leveled. Although there was initially resistance within some quarters, often leading to acrimonious and destructive engagement, the situation within the sporting environment today is more positive and supportive than what it was 23 years ago. Many codes, some against great odds, have been and are hard at work changing the demographic profile of their organisation by addressing accessibility related obstacles. Although there has been improvement in the demographic profile of most codes, progress has been slow. The audits

numbers to the exclusion of emotions, dreams, challenges and trauma (particularly of those from previously deprived backgrounds) care needs to be taken not to push the socioeconomic position of people into the background. upward mobilisation of people in sport, and society in general, is a major challenge, which has to be dealt with sensitivity and with circumspection. Focus on the creation of equitable participation/involvement opportunity, in parallel with structured skill and capability development, are important strategic imperatives. The demographic profile of a code’s structure, in terms of the Transformation Charter, includes: members of its representative teams; administrative structures; team

Three | 2014/2015 Transformation Audit Report


Eminent Persons Group | Transformation Status Report 2014 / 15

044

selectors and managers; all coaches and umpires/referees; specialised support structures; and affiliated/associated specialist support structures.

CODE PRESIDENT DEMOGRAPHIC PROFILES - 2015 % Black African

Code

% Generic Black

Swimming

0

100

3.4.2. National Administrative Structure Demographic Profiles

Table-Tennis

0

100

The dominant demographic makeup of an organisation’s

Volleyball

0

100

leadership (President, board/executive and CEO) is an important factor in the extent and rate of transformation. The President, the CEO, the board and the full-time staff compliment are the main components of a code’s national

Bowls

0

0

Hockey

0

0

Jukskei

0

0

Rowing

0

0

Tennis

0

0

% Women

administrative and leadership structure. Leadership and CODE CEO DEMOGRAPHIC PROFILES - 2014

management’s attitude and commitment to transformation are the gears for change in sports organisations, as they are part of the engine room for driving change and directing in a federation. In the dashboards, presented below to signpost demographic status: green bullets indicate that the demographic target of 60 % generic Black has been achieved or exceeded; an orange

% Black African

Code

% Generic Black

% Women

Basketball

100

100

0

Boxing

100

100

100

Chess

0

100

100

Cricket

0

100

0

Football

0

100

0

Hockey

100

100

100

bullet indicates an actual demographic measurement smaller

Swimming

0

100

0

than 60 % but equal to or bigger than 50 %; and a red bullet

Table-Tennis

0

100

100

shows a percentage representation below 50 %.

Bowls

0

0

0

Athletics

0

0

0

Baseball

0

0

0

Gymnastics

0

0

100

The dominant demographic makeup of an organisation’s

Jukskei

0

0

100

leadership (President, board/executive and CEO) is the key

Netball

0

0

100

factor in the extent and rate at which an organisation will

Rowing

0

0

0

Rugby

0

0

0

Softball

0

0

0

Based on data received, the following tables reflect the

Tennis

0

0

0

President and CEO demographic profiles, for different

Volleyball

0

0

0

3.4.3. Federation President, Board, CEO and Full-Time Staff Demographic Profiles

transform.

national federation structures.

a.

CODE PRESIDENT DEMOGRAPHIC PROFILES - 2015 Code

% Black African

% Generic Black

% Women

Presidents Demographic Profile

Fourteen of the nineteen codes (74 %) reported that their Presidents is generic Black. The membership of athletics,

Athletics

100

100

baseball, basketball, boxing, chess, cricket, football, gymnastics,

Baseball

100

100

netball, rugby, softball, swimming, table-tennis and volleyball

0

100

have all elected a Black African, Coloured or Indian President.

Boxing

100

100

Chess

0

100

Cricket

100

100

Football

0

100

Gymnastics

100

100

Netball

100

100

Rugby

0

100

100

100

Basketball

Softball

Three | 2014/2015 Transformation Audit Report

Of these, seven codes, namely athletics, baseball, amateur boxing, cricket, gymnastics, netball, and softball have a Black African President. The remaining 12 have elected a President who is either Coloured or Indian. Only five codes, 26 % of the 100

codes audited, namely bowls, hockey, jukskei, rowing and tennis have a White President.


Sport & Recreation South Africa

These developments demonstrate remarkable and little known transformation related progress at the highest level! Considering that the election of a President is the result of a democratic process within the ranks of federation membership structures, this outcome has to be seen as a significant change in the thought processes within most

045

CODE BOARD DEMOGRAPHIC PROFILES -2014 % Black African

Code

% Generic Black

% Women

Basketball

100

100

0

Football

73

97

0

Boxing

85

85

8

Cricket

33

83

8

code membership structures. Collective change in the

Table-Tennis

25

75

29

demographic profile of elected presidents in the majority of

Softball

57

71

29

codes has taken place almost without it being noticed and/

Chess

10

70

30

or emphasised.

Rugby

17

58

0

Athletics

17

58

0

There is little doubt that once leadership accepts the

Hockey

13

50

12

ultimate responsibility for change within their organisations,

Baseball

0

50

25

the potential impact, combined with similar changes at CEO

Gymnastics

13

38

38

and board levels (shown below), on the understanding,

Tennis

8

33

25

attitude and commitment to the deeper more cause-related

Swimming

8

33

25

transformation issues within an organisation, could be

Netball

33

33

100

explosive. b.

CEOs Demographic Profile

Rowing

0

13

13

Bowls

0

0

0

Jukskei

0

0

57

Volleyball

The demographic picture above for CEOs is not transformed to the same extent as that of presidents. The boards of eight of the nineteen codes (basketball, amateur boxing, chess, cricket, football, hockey, swimming and table-tennis) appointed a CEO who is generic Black (Black African, Coloured or Indian).

CODE FuLL TIME STAFF DEMOGRAPHIC PROFILES - 2014 % Black African

Code

% Generic Black

% Women

Basketball

100

100

0

Table-Tennis

100

100

100

Of these, basketball, amateur boxing, and hockey reported the

Volleyball

50

100

23

appointment of three previous Black African CEOs.

Football

93

98

0

Swimming

82

91

55

Athletics

75

83

58

The boards of eleven of the nineteen codes (61 %) have appointed White CEOs (bowls, athletics, baseball, gymnastics,

Netball

57

71

100

jukskei, netball, rowing, rugby, softball, tennis, and volleyball), in

Rugby

23

57

33

contrast with only 26 % of codes who have elected a White

Tennis

57

57

43

President.

Cricket

30

53

34

Hockey

0

42

58

A significant and noteworthy number – seven out of nineteen

Gymnastics

33

38

38

(37 %) – codes appointed women CEOs. Two of these

Bowls

10

10

0

(amateur boxing and hockey) are Black African and three

Baseball

codes (chess, hockey, and table-tennis) have generic Black

Boxing

female CEOs. The female CEOs of bowls, gymnastics and

Chess

jukskei are all White.

Jukskei Rowing

c.

Boards and Full-Time Staff Demographic Profile

Softball

The two tables below shows the demographic profiles of the board and full-time staff compliments, as reported by the nineteen codes audited.

26 % of the codes audited, have a White leadership.

Three | 2014/2015 Transformation Audit Report


046

d.

Eminent Persons Group | Transformation Status Report 2014 / 15

Boards Demographic Profile

As shown in the previous table (page 045), seven (37 %) out of the nineteen codes audited (basketball, football, athletics, amateur boxing, cricket, table-tennis, softball and chess) have exceeded the 60 % target set for generic Black (Black African, Coloured and Indian) board representation, with only three of

full-time staff compliment, namely basketball (100 %), tabletennis (100 %), volleyball (100 %), football (88 %), swimming (91 %), athletics (83 %) and netball (71 %). On the other hand, basketball (100 %), table-tennis (100 %), football (93 %), swimming (82 %) and athletics (75 %) are the only codes that have achieved the Black African target.

these (basketball, football, and amateur boxing) reporting 60 %

The table shows that six codes (namely rugby (57 %), tennis

plus Black African representative boards. Board demographic

(57 %), cricket (53 %), hockey (42 %), gymnastics (38 %) and

profiles are lagging President and CEO demographics. These

bowls (10 %)) did not achieve the 60 % set generic Black

figures demonstrate the degree of inaccessibility, particularly

target. This means that the full-time administration staff of

for Black Africans, to code board structures.

hockey, gymnastics and bowls are more 50 % White in these

Seven codes (gymnastics, tennis, swimming, netball, rowing,

structures.

bowls, and jukskei) reported boards that are more than 60 % White followed by rugby and athletics (with 42 % White

f.

National Federation Administration Demographics Profile - A Culture and Value Perspective

boards) and hockey and baseball (with greater than 50 % White boards). These codes also reflect predominantly

While significant change has taken place with respect to

White representation at senior national teams level.

both the generic Black as well as Black African demographic

e.

Full-Time Staff Demographic Profile

profiles of presidents, the same degree of change has not taken place within the boardrooms, CEO ranks and among

The table above shows that basketball, amateur boxing, chess,

the full-time staff compliment of sport federations. Access to

jukskei, rowing and softball have reported that they do not

the national administration structure in most codes remains

have any full-time staff members. This can only contribute

problematic for Black Africans.

to sub-optimal administrative effectiveness within the ranks of these federations. The Department of Sport and Recreation needs to ensure that financial resources made available to federations for administration purposes are used to support and maintain at least a basic administration function. The absence of such a structure needs to be seen as fundamentally unacceptable, particularly in light of the importance of the transformation data collection process and the increasing demand for more accurate and reliable data. The quality and relevancy of any recommendation made is related to consistent improvement of the reliability of the data submitted and the insight and understanding derived therefrom. It should also be kept in mind that effective boards are dependent on relevant and reliable information being made available to board members by the CEO and administration staff on a regular basis, in order to facilitate good debate and for quality interventions to be formulated.

The tables and comments above reflect President, board and CEO demographics profiles that, in some instances, are biased either towards more Black or Whiter profiles, depending on a code’s position in its transformation life-cycle. The imbalance in the demographic makeup of a code’s decision-making engine room could be one of the fundamental reasons for the slow transformation rate in some codes. g.

Culture and Transformation

Culture is most probably the most misunderstood and mismanaged part of any organisational system, yet is one of the most powerful success factors – or causes of organisation failure or lack of success. In a broad sense, it refers to the learned and shared assumptions of a group that produce predictable behaviour and decisions. These behaviours persist because they are rewarded and because failure to practice them is penalised. Culture develops as a way of solving problems in an

Seven of the nineteen codes audited reported achieving the

organisation. Thus culture is above all a problem-solving

60 % generic Black target for their national administration

mechanism – a means to an end rather than an end to itself.

Three | 2014/2015 Transformation Audit Report


Sport & Recreation South Africa

047

Culture is a powerful influencer of behaviour and not a soft

customs and written and unwritten rules that has developed

side issue. It effects everything organisations do and the way

over time and are considered valid by all. In short it is ‘the way

they do everything. Talking about culture at a societal level

things are done’ within an organisation.

tends to be about what’s easy to notice in individuals and groups - their language and customs, how they dress and behave, and what they eat.

Culture is deeply rooted in assumptions, beliefs, values, artefacts, symbols, and the way people conduct themselves because they have learned that they can survive by practicing

Talk about an organisation’s culture, however, tends to be

them. Because culture is a behavioural matter, it’s an outcome

about its values, leadership style, work practices, principles,

of factors that shape behaviour. If a structure implies a certain

teamwork, quality and service, the appearance and its

assumption about human nature, people may begin to adapt

facilities, promotional materials and other visible factors,

to that structure in a manner they are expected to behave

the kind of people employed and how they are promoted and rewarded.

Whenever people face a new challenge they scan their memories to check for anything that might help them with

Organisational culture is characterised by the values

what is ahead. So their past informs the future. Whether

and behaviours contributing to the unique social and

we realise it or not, we’re effectively prisoners of our past

psychological environment of an organisation. It includes

experiences, both guided and constrained by ‘what we know’.

the organisation’s expectations, experiences, preconceived

This is as true for an individual as it is for groups (though with

ideas, philosophies and values that holds it together and is

groups we’re talking about a collective record of the past).

expressed in the image projected, and how it interacts with

Our life story frames what we see and how we make sense

the outside world. It is based on shared attitudes, beliefs,

of it. Culture is a product of memory, and memory is a product of experience. Thus culture is both a cause and a consequence. It shapes the way we act, and is shaped by that action. Because

Whenever people face a new challenge they scan their memories to check for anything that might help them with what is ahead.

Three | 2014/2015 Transformation Audit Report


048

Eminent Persons Group | Transformation Status Report 2014 / 15

it is not easy to wipe either personal or organisational

The history and experiences of the country’s different

memories away and because it takes time for new ones to take

population groups within a society characterised by deep

hold, culture is ‘sticky’. It’s as subject to ‘path dependence’ as

racialised cleavages in which identity and inequality coincide,

any other resource, and the resulting ‘lock-in’ kills agility by

have seen different sets of cultures and value sets emerging.

making it much easier to keep doing what we’ve always been

The dominant culture within a number of sporting codes have

doing rather than change course. It may be that the memories

entered the mature stage of the culture cycle. In order to

of leadership in some codes are not supportive of what is

bring about change the culture in some sport organisations

required in shaping the future.

may need to be overhauled. This can take place in either

It has been widely reported that an organisation’s ability to transform or change itself is impacted by the prevailing

an evolutionary way or subjected to a revolution in which former ways of doing (and people) are swept away.

culture within the organisation. Deep rooted culture

Group culture can have a major impact on how factors

differences within the component parts of an organisation

driving change in the environment are interpreted and how

complicates processes to move organisations from one

responses thereto are configured. Hence many organisations,

position to another situation.

not only restructure themselves, but also attempt to change

It could be that the influence and impact of organisation culture and values have been neglected in sport’s transformation efforts because of it not being fully understood. If this is the case it may have been an important factor impacting the rate and extent of transformation. The 2014/15 transformation audit has suggested the presence of

culture when deemed necessary despite resistance thereto almost always present. The process to change culture is long and difficult because of the deep rooted nature thereof. To move forward in a new strategic direction, it is sometimes necessary to uproot an existing culture to prevent an organisation from getting bogged down in the past.

different culture orientation within different codes.

“It was not lack of ability that limited my people, but lack of opportunity..” – Nelson Mandela

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049

The role of leadership in this process is key. In the most

the overall organisation will take place. A boardroom

simplistic terms one of the roles of leadership is to create a

environment where the dominant culture is in conflict with

desirable future for an organisation by getting results through

the principles and need for transformation may require a

others. This definition focuses attention on three tasks:

culture change to bring about the necessary alignment to the

deciding what a ‘desirable future’ might be; deciding what

strategic objectives to be achieved.

results are needed to get there, how to achieve them and gaining the support and cooperation of a range of stakeholders to make it happen. It requires the ability to inspire a sense of purpose, encourage people to be imaginative, spirited, push their own limits and ensure that the right activities are properly carried out. Successful leaders display four specific skills: the ability to focus people on what matters; the ability to turn challenges into opportunities; the ability to install confidence by consistently walking their talk and an ability to inspire themselves.

Different sport organisations have their own cultures. Football’s culture is different to that of rugby’s and tennis’ and so on. Over time, any organisation tends to develop assumptions and shared values that deeply influence its member behaviour and the way it is solving its internal and external problems. Organisational culture is a way of answering such questions as ‘how do decisions get made here?’ ‘How is information shared among our people’? ‘What kinds of people are given opportunities’? All of which contributes to the chequered landscape of ‘how things are

Lasting change comes through practice. It takes doing and

done’ within different components of a sport system which

doing, over and over to break old habits. A leader has to

bedevils the effective alignment and coordination of purpose

rehearse a new behaviour until it becomes automatic –

of the many role players and stakeholders within complex

that is until he/she has mastered it at the level of implicit

structures.

learning. Only then will the new wiring replace the old. From a transformation perspective this quality of leadership approach has not always been present over the past 20 plus years.

Organisation culture perpetuates over time. When the culture is beneficial to the organisation, that is, when the behaviours it encourages are supportive of the organisation’s strategy the self-reinforcing quality is the positive force. But

Through their words and actions leaders frame the world for

when the culture is counterproductive because it conflicts

those around them by continuously asking themselves what

with the organisation’s strategy it can create problems.

must people in the organisation know so they can do what

The organisation then faces one of the greatest leadership

they need to do, and how should they feel so they will do what

challenges: the need to change an ingrained organisation

they need to do? And what must be done to make it happen.

culture in response to a changed strategy! There is reason

It is possible that SA sport’s dismal transformation performance record could be the result of suspect leadership and poor understanding of the impact of culture differences in bringing about change. The cultural characteristics of sport’s engine room: president, CEO, and the board collectively and individually, cannot be ignored in the transformation journey. The cultural and value makeup of the people involved in the code leadership structures ensures that things will be done differently in different codes. In most instances, the approach, attitude and commitment to transformation could be poles apart. Culture differences in the board room and the quality, experience commitment of board members to transformation will determine the rate and extent of which change in

to believe that this has been a major contributing, yet unattended to factor for South African sport’s lack of meaningful progress towards a more accessible and equitable sport system over the more than twenty years. Changing organisational culture does not happen overnight. It requires an unwavering commitment, strong dedicated leadership, and continuous reinforcement, a challenge many have difficulty with and one that is bungled by most. The demands of a South African sport’s transformation strategy are such, that a conscious change in culture may be required to support the strategy. There are three basic rules of success for creating the right starting point for this task: A code’s value structure should directly support the strategic priorities of the Transformation Charter.

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Eminent Persons Group | Transformation Status Report 2014 / 15

Values should be described as behaviours and they should be simple and specific. A clear definition of the necessary behaviours links it to the strategy so that their logic is clear. When looking at changing behaviours in an organisation the wrong question to ask is ‘how do we change the thinking around here?’ The right question is: ‘how do we change the behaviours around here?’ The challenge is to get people to behave into a new way of thinking, rather than to think themselves into a new way of behaving. Without a sustaining process culture change initiatives will probably be no more than a seven-day wonder, producing mainly cynism and slow transformation progress. Although some progress has been made sport leadership is faced with a major challenge to formulate and lead change processes at all levels and in all areas of their respective organisations. To guide this process a diagnosis of the prevailing culture of the organisation and its subcomponents followed by an analysis of how supportive it is to achieve the goals and objectives of the Transformation Charter, is essential. Inevitably there are different sets of values and cultures present at the top of and within the substructures of most organisations. In the case of sport, it is therefore important to isolate and define the nature of these for each component within a federation’s structure (nationally, provincially and locally) and to assess the compatibility thereof with the transformation strategy on the table and to institute change programmes where necessary. The annual transformation audits conducted thus far suggests that there are federations that will have to subject their existing organisation cultures to extensive surgery in order to remain sustainable and in good shape. This process will involve, among other, the orchestrated and deliberate redesign of organisational architecture on the basis of reframing, restructuring, revitalising and renewal processes and changing the way people think and act and ‘the way they do things’. This will involve a complete change into different looking, more effective, efficient and performance oriented structures as a result of a new way of thinking and doing.


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Sport & Recreation South Africa

3.4.4. National Male Team/Individual Demographic Profiles

participation opportunity over a season; and to apply the

It is important to keep in mind that in a number of codes

all-important transformation principle of universality where

selection of representative teams is in the hands of a

needed.

‘committee’ characterised by a specific demographic and/or a national coach who is generally employed on the basis of

a.

National Senior Male Team/Individual Generic Black and Black African Representation

performance based criteria and therefore driven by a ‘need to win’. Insight and understanding of the bigger transformation

The table below reflects the Generic Black and Black

picture is often secondary to these people and not reinforced

African demographic profile of the national senior male

regularly enough by leadership. This could lead to some

representative entities of the federations audited.

national coaches and their staff compliment (from senior down to under-age level) not being consistently briefed and educated on the Transformation Charter, its underpinning principles (including universality), its values and the motivation therefor. In the absence thereof, some codes are running the risk of being labelled as ‘transformation adverse’.

A green bullet indicates that the demographic target of 60 % generic Black has been achieved or exceeded; an orange bullet indicates a demographic measurement smaller than 60 % but equal or bigger than 50 %; and a red bullet indicates a percentage representation below 50 %. AVERAGE DEMOGRAPHIC PROFILES SENIOR NATIONAL SENIOR MALE TEAMS - 2014

It is no longer good enough for leadership to pay lip-service to transformation without adopting a more invasive and direct approach to ensure that it becomes part of the DNA

% Black African

Code

% Generic Black

of an organisation. However, the skills required to drive both

Basketball

83

100

a ‘winning’ and ‘transforming’ sport system should not be

Volleyball

40

98

Table-Tennis

43

94

Football

70

91

Accountability for coach and team management staff

Boxing

90

90

appointment composition, transformation performance,

Gymnastics

67

73

and adherence to policies and agreements should become

Athletics

23

50

Chess

18

49

Cricket

9

45

Rugby

31

42

Netball (Female)

36

39

Rowing

19

19

Hockey

3

17

Swimming

2

13

Baseball

0

0

under-estimated.

key leadership performance areas. In addition, a possible disconnect between coach and coach team culture and value sets and that of a changing team demographic needs to be carefully monitored. As shown in the tables below, the demographics of a number of key codes remain problematic. The situation becomes more worrisome when the Transformation Performance

Bowls

0

0

agreements based on projected performance levels in each of

Jukskei

0

0

the Transformation Charter dimensions (‘barometers’) until

Softball

2018 entered into by athletics, cricket, football, netball, rugby,

Tennis

are scrutinised. The projected rate of actual demographic change until 2018 is not entirely inspiring. The tables in the next section show the Black African and generic Black demographic profile of the senior and national under-age male and female representative teams of the codes audited. The percentage representation in the tables reflects the average of all matches played during the last season. This approach provides federation coaches with the flexibility: to manage the team demographic profile, thereby extending

b.

Senior Male Team/Individual Generic Black and Black African Demographic Representation Profile

The overall picture is not good. Only 6 national senior representative teams, basketball (100 %), volleyball (98 %), table-tennis (94 %), football (91 %), gymnastics (73 %) and amateur boxing (90 %) have achieved the set 60 % generic Black target.


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Eminent Persons Group | Transformation Status Report 2014 / 15

Corresponding figures for athletics (50 %), cricket (45 %), rugby

Against the background of the fact that 84 % of under

(42 %) (all part of the original pilot programme and signatories

18-year-old South Africans are Black African and only 16 %

to the performance agreement to achieve self-set targets by

are either White, Coloured or Indian, a sport system with a

2018) and chess (49 %) generic Black profiles varied between

predominantly White, Coloured and/or Indian profile could

40 % and 50 %, which corresponds with 60 % to 50 % White

be deemed vulnerable from a sustainability perspective.

teams.

The table above reflects the Black African senior team

The remaining codes – netball (39 %), another signatory

demographic representation profile in the codes audited.

to the ministerial barometer agreement, rowing (19 %),

Codes with a large Black African demographic profile as

hockey (17 %), and swimming (13 %) – reported generic Black

shown in the table above, include basketball (83 %), football

demographic representation figures well below 60 %. Their

(70 %) and amateur boxing (90 %); those with a smaller Black

national teams are predominantly White varying from

African, but larger Coloured/Indian profile are volleyball (40

61 % to 87 %. Netball’s national representative teams

%) and table-tennis (43 %) Black African reflect Coloured/

(61 % White) are of concern, considering the large number

Indian components of 58 % and 51 % respectively and

of netball participants and participating schools (second only

correspondingly lower White representation profiles of 2 %

to football). It appears as if there are significant barriers to

and 6 % only.

upward mobilisation and/or the participation data submitted are seriously flawed. This code should be a transformation model from a demographic profile perspective.

The majority of codes exhibit a sub-optimal Black African demographic profile. Average Black African representation in the senior teams of Netball (36 %), Rugby (31 %), athletics

The limited change in generic Black demographic profile for

(23 %), rowing (19 %), chess (18 %), cricket (9 %), hockey

over-20 years plus should not be allowed to be perpetuated:

(3 %), swimming (2 %), and bowls, softball, jukskei (all 0 %)

stronger measures to bring about meaningful progress

demonstrates the inaccessibility of national teams to Black

need to be considered. Codes consistently repeat well-

Africans.

known reasons for historical and existing challenges to transform, linking it to the submission of extensive ‘planning’ documentation that reflect intentions, which, in most instances have little effect. Current leadership cannot afford to leave the legacy consequences of current demographic profiles to those that will be following them.

Three | 2014/2015 Transformation Audit Report

Codes with predominantly White representative teams (notably swimming 87 % White, followed by hockey 83 %, rowing 81 %, rugby 58 %, cricket 55 %, chess 51 % and athletics 50 %) are clearly the most vulnerable in the longer term in a slow or unchanging situation.


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Sport & Recreation South Africa

c.

Under-age National Team/Individual Male Generic Black and Black African Demographic Representation Profile

The table below reflects the under-age demographic profile of the national under-age representative teams for the codes audited. Red segments signify no under-age representative opportunity presented.

Youth

u25

u21

u20

u19

u18

u17

u16

% Generic Black

Junior

% Black African

Code

No under-age Groups

AVERAGE DEMOGRAPHIC PROFILES OF SENIOR NATIONAL uNDER-AGE MALE TEAMS - 2014

Boxing

1

100

100

Volleyball

1

42

100

Table-Tennis

4

59

99

Football

2

78

90

Basketball

1

72

81

Athletics

2

22

59

Netball (Female)

3

47

50

Chess

6

21

48

Cricket

1

37

48

Hockey

1

22

44

Rugby

2

31

42

Gymnastics

9

40

42

Baseball

2

5

29

Swimming

3

3

9

Jukskei

2

8

8

Bowls

1

0

0

Rowing

1

0

0

Tennis

1

0

0

Softball

In a perfect world, an optimally planned under-age pipeline

Codes with the highest number of ‘representative’

culminates in more demographically representative senior

participating under-age groups include swimming, with three

national teams. This is possible by ensuring adequate

under-age groupings (u19, u17 and u16), chess with six

and equitable international participation opportunity

under-age groupings (u21, u20, u19, u18, u17 and u16)

in harmony with a multi-dimensional human capital

and gymnastics, with 9 under-age teams (a consequence of

development programme in at least three under-age levels.

the multi-disciplinary nature of this code).

In light of the observations made with respect to senior team representative demographic profiles in an earlier table, the table above highlights a problematic pipeline for most codes audited.

The 60 % generic Black target for under-age teams was achieved by: amateur boxing in one under-age grouping, u18; volleyball in one, u21; table-tennis in four under-age groupings u19, u18, u17, and u16; and football in one (u16)

8 of the 19 codes audited have reported only one

under-age grouping. The rest of the under-age teams (7 out

representative under-age grouping, namely cricket (U19),

of 42) were all below 60 %. From a pipeline perspective, the

hockey (U16), basketball (U16), rowing (U18), bowls (U25),

overall demographics of the under-age teams of the codes

tennis (U18) and volleyball (21). Codes with two under-age

audited may not be optimal.

groups include football (U20 and U16), rugby (U20 and U18), baseball (U17 and U16) and jukskei (U18 and U17).

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054

Considering the importance of the national representative under-age pipeline (particularly if it is linked to structured

AVERAGE DEMOGRAPHIC PROFILES OF SENIOR NATIONAL SENIOR FEMALE TEAMS - 2014 % Black African

% Generic Black

and regular under-age participation opportunities at junior

Code

and senior school level) in changing the demographic profiles

Baseball

0

0

at senior representative level, the strategies reflected above

Bowls

0

0

need attention. With a few exceptions, the pipelines reported

Jukskei

0

0

are problematic.

Netball (females) Softball

In some codes, notably cricket with only one under-age team

Tennis

(u19) which is 52 % White, hockey with only one under-age team (u19), 56 % White, and rugby two under-age teams, 56 %

Softball, tennis and netball (male) did not submit data. The

White, there appears to be limited under-age representation

assumption is that their female (male in the case of netball)

in terms of after-school representative opportunity. A

did not participate in international matches.

prerequisite for effective change at senior representative

The generic Black profile of Basketball 99 %, volleyball

level is a carefully crafted strategy underpinning an

92 %, table-tennis 99 %, football 87 %, rugby 77 %, and amateur

optimal range of resourced under-age, demographically

boxing (67 %) women representative teams all exceeded

representative participation opportunities.

the set 60 % generic Black target. Cricket (59 %) just missed

3.4.5. National Female Team/Individual Demographic profiles

out. Compared to rugby (42 %) and cricket’s (45 %) senior

a.

National Senior Female Team/Individual Generic Black and Black African Demographic Profile

The table below reflects the Generic Black and Black African demographic profile of the national senior female representative teams of the federations audited.

male representative generic Black demographic profile, the women senior team demographics are significantly better. As was the case with senior male representative teams, the generic Black demographic profile of women senior teams in hockey (29 %), athletics (21 %), Rowing (10 %), swimming (7 %), baseball (0 %), bowls (0 %) and jukskei (0 %) translates into

A green bullet indicates that the demographic target of 60

predominantly White senior representative teams for these

% generic Black has been achieved or exceeded; an orange

codes, 71 % for hockey, 78 % for athletics, 90 % for rowing, 93

bullet indicates a demographic measurement smaller than

% for swimming and 100 % for bowls, baseball, and jukskei.

60 % but equal to or bigger than 50 %; a red bullet indicates a percentage representation below 50 %.

providing resources and creating space for women in their

AVERAGE DEMOGRAPHIC PROFILES OF SENIOR NATIONAL SENIOR FEMALE TEAMS - 2014 Code

% Black African

Rugby, cricket and football have made great strides in

% Generic Black

code structures. Against this background there is no reason why women in these codes cannot reach the same heights as their male compatriots internationally, provided suitable

Table-Tennis

55

99

formats of the game are introduced at school level, greater

Basketball

88

97

participation opportunity is created at club level, and more

Volleyball

50

92

Football

78

87

resources made available.

Rugby

55

77

From the data submitted, it is clear that participation

Boxing

67

67

opportunity for women (except netball - males, bowls and

Cricket

23

59

hockey) are limited and that a greater number of opportunities

Gymnastics

11

56

Chess

4

45

Hockey

4

29

Athletics

11

21

Rowing

10

10

Swimming

2

7

Three | 2014/2015 Transformation Audit Report

at appropriate levels, in most codes, needs more attention. A mind-set shift is required, particularly in male-dominated codes with respect to women participation. It is no longer just a moral issue or a social responsibility. Greater access, better quality of opportunity, improved resource allocation


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Sport & Recreation South Africa

and increasing levels of competitiveness (among others)

compared to the 42 under-age groupings in the men’s under-

have become key elements of a more committed approach to

age pipeline.

further improve women’s involvement in sport. Women are the mothers of future stars and a major spectator component. b.

Except for chess, with six under-age groupings, between U21 and U16, gymnastics five age groups between U20 and

Under-age National Team/Individual Female Generic Black

u16; table-tennis four age groups u19, u18, u17 and u16;

and Black African Demographic Representation Profile

swimming four age groups between u19 and u16; football

The following table reflects the under-age representative pipeline for women teams.

two under-age groupings u19 and u16; volleyball, bowls tennis and jukskei all have one under-age pipeline grouping.

Youth

u25

u21

u20

u19

u18

u17

u16

% Generic Black

Junior

% Black African

Code

No under-age Groups

AVERAGE DEMOGRAPHIC PROFILES OF SENIOR NATIONAL uNDER-AGE MALE TEAMS - 2014

Boxing

0

Volleyball

1

33

92

Table-Tennis

4

70

93

Football

2

77

91

Basketball

0

Athletics

0

Netball (females)

0

Chess

6

16

59

Cricket

0

Hockey

0

Rugby

0

Gymnastics

5

12

31

Baseball

0

Swimming

4

3

10

Jukskei

1

0

0

Bowls

1

0

0

Rowing

0

0

0

Tennis

1

0

0

Softball

0

Compared to the male under-age pipeline, the women’s

On the other hand, rugby, cricket, boxing, basketball, athletics,

pipeline is sub-optimal. The pipeline schematic reflects 25

netball (males), hockey, baseball, rowing, and softball did report

under-age groupings, with 10 of the 19 codes not providing

any under-age grouping for women at national level.

for any under-age participation opportunity at national level,

“A chattering bird builds no nest.” – South African Proverb

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Eminent Persons Group | Transformation Status Report 2014 / 15

056

3.4.6. Number and Demographic Profile of Active Accredited Male and Female Coaches

players, needs to be intensified, considering the potential impact of cultural differences between coach and player.

The following tables reflects the number and demographic profiles of all nationally active and accredited coaches, as reported by the codes audited.

Football reported the next highest number of coaches (8 080, 99 % generic Black) compared to rugby’s numbers (if correctly reported). The number may be inadequate

ALL NATIONALLY ACTIVE AND ACCREDITED MALE COACHES - 2014 % Black African

% Generic Black

considering football’s high ‘participation’ numbers. Cricket reported 3 334 accredited coaches 24 % of whom

Code

Total

Chess

15

40

100

Softball

2

50

100

Football

8,080

93

99

Basketball

234

90

97

Volleyball

29

34

93

Boxing

29

76

76

Athletics

293

44

59

Table-Tennis

17

24

53

Rugby

13,693

28

50

inadequate. The demographic profile of netball’s female

Cricket

3,334

24

46

coaches is worrisome - 75 % White and only 14 % Black

Hockey

58

16

41

African and 21 % Coloured/Indian. This is a demographically

Gymnastics

41

15

37

imbalanced situation, considering the sport’s strategic

Swimming

265

23

35

transformation journey sport ahead. Culture and value

Baseball

403

15

30

differences between coaches and the shape of netball’s

1,494

14

25

Rowing

88

24

25

Bowls

643

1

5

Jukskei

116

4

5

Tennis

374

Netball (Female)

a.

are Black African, and 46 % generic Black. This suggests a 54 % White, a 23 % Coloured/Indian and 23 % Black African demographic profile. Netball, a female dominated code second to football in the number of participants, reported a total of only 1 494 coaches. In light of number of participants, compared to rugby and football’s number of coaches could be deemed

existing and future participation base has to be seen as a major challenge to be overcome by netball. As shown in the table, the number of accredited coaches in the rest of the codes falls into 2 categories: one from about

Number and Demographics of Male and Female Netball

100 to 600 in the following order – bowls (643), baseball

Coaches

(403), tennis (374), athletics (293), swimming (265), basketball (234) and jukskei (116); and the other between about 90

Only 6 of the 19 audited codes (chess (100 %), softball (100),

and 2 accredited coaches, namely rowing (88), hockey (58),

football (99 %), basketball (97 %), volleyball (95 %), and amateur

gymnastics (410), volleyball (29), amateur boxing (29), table-

boxing (75 %)), achieved the 60 % generic Black demographic

tennis (17), chess (15) and softball (2). In some instances, the

target for accredited coaches. All the other coaching

number of coaches may be considered inadequate

structures were below the 60 % target, some by large margins, demonstrating the general level of inaccessibility to

The essentially White demographic profile of male coaches

the generic Black population grouping of this important sub-

in bowls (95 %), jukskei (95 %), netball (75 %), rowing (75

structure of sport

%), baseball (70 %), gymnastics (67 %) and swimming (65 %) will require insightful consideration in light of the need for

Rugby reported the highest number of accredited coaches,

demographic change on the field of play from a longer term

13 693, of whom 50 % are generic Black (Black African plus

sustainability perspective. The potential impact of culture

Coloured and Indian) and 28 % Black African. This translates

and value differences between coach and participant is well

into a coaching compliment that is 50 % White, 28 % Black

documented and should not be ignored. As participation

African and 22 % Coloured and Indian. Initiatives to change

strategies related to demographic change on the field of play

the demographic profile of rugby’s coaching compliment,

become more effective, greater attention will have to be

taking into account the drive to increase the number of Black

given to the demographics of coaching structures.

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Sport & Recreation South Africa

057

Generally, internationally accepted participant to coach

Women participation in certain codes can be substantially

ratios are 17:1. In applying this norm, different stages of

improved, provided more and better structured participation

skill development may need to be taken into consideration.

opportunity is offered at school and club level. Supported by

Different ratios and different accreditation levels will be

an increase in number of qualified coaches, performance

applicable to different skill development stages. Although

quality higher up in the pipeline would also be improved.

there are many stages of skill and capability development described in the literature the following are commonly used: Stages 1 and 2 – development and acquisition of basic skills; Stage 3 – acquisition of advanced skills and techniques; and Stage 4 – producing winning performances. b.

The generic Black demographic profile of female coaches was higher than 60 % for basketball (98 %), football (96 %), volleyball (90 %), table-tennis (89 %) and amateur boxing (83 %). The corresponding Black African demographic profiles in these codes are: basketball (95 %), football (81 %), amateur

Total Number and Demographic Profile of Active

boxing (83 %), volleyball (50 %) and table-tennis (47 %). This

Accredited Female and Male Netball Coaches

reflects notable accessibility for Black African females to the

The following table compares the number and demographic profile of female coaches.

As was the case with male coaches the reported demographic

ALL NATIONALLY ACTIVE AND ACCREDITED FEMALE COACHES - 2014 Code

Total

coaching ranks in these codes.

% Black African

% Generic Black

profile in a number of codes is predominantly White. These include bowls (99 %), jukskei (99 %), swimming (84 %), hockey (68 %), rowing (64 %) athletics (58 %), gymnastics (57 %) and rugby (55 %).

Basketball

44

95

98

Football

68

81

96

If an important transformation goal is to increase women

Volleyball

10

50

90

participation in general and to change the demographics of

Table-Tennis

19

47

89

Boxing

6

83

83

Cricket

720

39

58

Netball (Male)

36

41

51

2,251

15

45

improvement through qualified coaches supported by

Gymnastics

54

2

43

optimal coach/participant ratios.

Athletics

202

30

41

Baseball

5

40

40

Rowing

28

36

36

Hockey

19

11

32

Swimming

416

7

16

Bowls

443

0

1

Jukskei

103

1

1

Chess

19

47

0

Tennis

159

Rugby

Softball

representative teams, the necessary drivers have to be in place at all levels namely extensive access to participation opportunity at all levels and quality skill and capability

c.

Total Number and Demographic Profiles of Active Accredited Male and Female Netball Referees/Umpires

The following table summarises the demographic profiles and number of referees/umpires reported by each of the codes audited. ALL NATIONALLY ACTIVE AND ACCREDITED MALE uMPIRE/ REFEREES - 2014 Code

Total

% Black African

% Generic Black

As was the case with male coaches, rugby reported the

Basketball

45

100

100

highest number of female coaches (2 251) compared to 13

Chess

36

33

100

693 male coaches. The number of rugby female coaches is 212 % more than that reported by the next highest code, cricket (with 720 female coaches compared to its 3 334

2130

85

99

Volleyball

17

53

94

Softball

49

51

92

Football

Table-Tennis

60

27

70

male coaches). Swimming’s coaching structure appears to

Athletics

79

33

62

be dominated by women: 416 accredited women coaches vs

Boxing

20

55

60

265 accredited male coaches were reported.

Netball (Female)

817

41

51

Three | 2014/2015 Transformation Audit Report


058

Eminent Persons Group | Transformation Status Report 2014 / 15

ALL NATIONALLY ACTIVE AND ACCREDITED MALE uMPIRE/ REFEREES - 2014 % Generic Black

indicated a total of 17 qualified coaches, 88 % of whom are White, 6 % Black African, and 6 % Coloured/Indian.

Code

Total

% Black African

Rugby

1211

28

50

Baseball

94

22

50

Cricket

966

20

44

The following table highlights the number and demographic

Gymnastics

91

25

32

profile of female referees/umpires as reported by the codes

Swimming

624

4

24

audited.

Rowing

47

19

19

Hockey

17

6

12

Bowls

1430

1

3

Jukskei

62

0

0

Tennis

204

d.

Total Number and Demographic Profiles of Active Accredited Female and Male Netball Referees/Umpires

ALL NATIONALLY ACTIVE AND ACCREDITED FEMALE REFEREES/uMPIRES - 2014 Code

Total

% Black

% Generic

African

Black

Football

30

67

100

Football reported the highest number of qualified male

Volleyball

8

50

100

referees (2 130) with a 99 % generic Black, 85 % Black

Basketball

8

88

88

African, 14 % Coloured/Indian, and 1 % White demographic

Softball

15

7

87

Netball (Male)

104

77

77

Boxing

10

70

70

Rugby

86

27

60

Athletics

56

45

57

Table-Tennis

29

7

52

Gymnastics

90

20

27

Swimming

864

5

25

Cricket

37

3

24

Rowing

22

18

18

profile. Only 4 of the 19 codes (6 out of 19 for the coaching structures) achieved the 60 % generic Black target within their referee/umpire structures, namely basketball and chess (100 %), volleyball (94 %), softball (92 %), table-tennis (70 %), athletics (62 %) and amateur boxing (60 %). Following football, the next highest number of male referees/ umpires was reported by bowls (1 430), of whom only 3 % are generic Black, suggesting a 97 % White body of qualified

Baseball

64

0

3

umpires.

Bowls

1058

0

1

Chess

30

0

0

Jukskei

17

0

0

Hockey

10

0

0

Tennis

70

Rugby followed, with a reported 1 211 qualified male referees, 50 % of whom are White, 28 % Black African and 22 % Coloured/Indian. These figures highlight a slow-changing sub-component of the code and demonstrates the depth and extent of the transformation challenges ahead with respect

Seven codes achieved the 60 % generic Black target set for

to the accessibility requirement of the Transformation

qualified female referee/umpire structures. These codes

Charter. Cricket recorded the next highest number of

include football with 30 accredited female referees, 100 % of

umpires (966) of whom 56 % are White, 20 % Black African

whom are generic Black, followed by volleyball with 8 referees

and 24 % either Coloured or Indian, Swimming reported 624

100 % whom are generic Black, basketball 8 umpires/referees

referees; 76 % White, 4 % Black African and 20 % Coloured

(88 % generic Black), softball 15 umpires (87 % generic Black),

or Indian. Baseball reported 94 umpires: 50 % White, 22 %

male netball referees 104, 77 % generic Black (compared

Black African and 28 % Coloured and/or Indian; Gymnastics

to its female umpire compliment of 817) 51 % of whom are

reported a total of 91 accredited umpires, of which 68 % are

White, 41 % Black African and 10 % Coloured or Indian,

White, 25 % Black African and 7 % Coloured/Indian; Athletics

amateur boxing with 10 referees (70 % of whom are generic

indicated 79 accredited referees in the system, 62 % of whom

Black).

are White, 33 % Black African and 29 % Coloured or Indian. Rowing followed, with 47 referees, 81 % of whom are White, 19 % Black African and 0 % Coloured and or Indian. Hockey

“Almost is not eaten.” – South African Proverb

Three | 2014/2015 Transformation Audit Report


Sport & Recreation South Africa

059

The female accredited referee/umpire structures of the

of competitions – per participant, per school, per club and

remaining codes (12 out of 19) all scored well below the 60

per district? What quality and what levels and mechanisms of

% generic Black target, including hockey (0 %), jukskei (0

accreditation are sufficient? How is greater access to these

%), chess (0 %), baseball (3 %), bowls (18 %), cricket (24 %),

structures established to ensure change in demographic

swimming (25 %), gymnastics (27 %), table-tennis (52 %), and

profile?

athletics (57 %). These remain largely untransformed from a demographic perspective.

The purpose of the Transformation Charter is to ensure change in seven dimensions. Little purpose is served to change

The number of female bowls umpires, 1 058, reported the

the demographic profile of representative teams unless

highest number of qualified umpires/referees, as was the case

the total overall organisational structure is simultaneously

for its number of male umpires – a noteworthy achievement.

overhauled, changed, or the cultural roots and value sets not

From a demographic representation perspective, however,

supportive of the road sport has embarked upon, is removed.

the picture leaves much to be desired: 99 % of female bowls

To be successful ‘the way people think and act’ in every sub-

umpires are White, 0 % are Black African and 1 % Coloured

component of a sport organisation has to be changed. Codes

and or Indian.

have to identify and analyze each organisation enclave

Swimming reported the next highest number of female referees, 864, representing a 75 % White, 5 % Black African and 20 % Coloured and/or Indian profile. Gymnastics followed with 90 accredited referees, of which 73 % are White, 20 %

and establish the influence/impact of these on a code’s transformation initiatives and effect corrective action in order for the objectives of the Transformation Charter to be achieved.

Black African and 7 % Coloured and/or Indian. Next highest

People more than often graduate from playing to participating

was rugby with 86 female referees, of whom 40 % are White,

in coaching and refereeing related activities in a code. The

27 % Black African and 33 % Coloured and/or Indian. Cricket

magnitude of sport’s transformation challenge from a cause

reported 37 accredited female umpires, of whom 76 % are

and effect perspective is becoming more and more visible

White, 3 % Black African and 21 % Coloured and/or Indian.

with each year’s audit. The time for more direct and effective

Rowing indicated 22 umpires; 82 % White, 18 % Black African

intervention is needed, if specific transformation challenges

and 0 % Coloured and/or Indian. Hockey reported 10 qualified

are to be resolved at a higher rate.

female umpires in their structure, of whom 100 % are White, 0 % Black African and 0 % Coloured and/or Indian. e.

Summary – Accredited Coaches and Referees/Umpire

The observations above confirm the existence of largely untransformed coach and referee structures for most codes. Codes prominent in this category include bowls, jukskei, netball, swimming, rowing, hockey, cricket, gymnastics, baseball,

It is simply no longer acceptable not to structurally and strategically align every component in the sport organisation to the bigger goal being pursued. Progress cannot be retarded by those lurking in the dark corners of an organisation and perpetuating counter productive initiatives and thoughts. 3.4.7. national Male and Female Specialist Support Structures

netball, tennis and rugby. Only basketball, chess, football,

A key moral responsibility of the sport movement is the

volleyball, softball and amateur boxing have made significant

protection and multi-dimensional support of the individual

progress in the demographic makeup of their accredited

participant. The past three annual audits have shown

coach/referee/umpire structures.

the current specialist support structure, comprising

Coach/referee/umpire demographics and numbers can be seen as a strategic weakness for sport, considering the amount of work involved in increasing participation numbers. Some of the questions that need to be addressed

professionally qualified medical practitioners, physiotherapists, sport psychologists, biokineticists, nutritionists, social workers and computer analysts delivering services to sports people, to be under developed and largely unstructured.

by each code include: are the optimum number of coaches and referees/umpires (female and male) required at all levels

Three | 2014/2015 Transformation Audit Report


060

Eminent Persons Group | Transformation Status Report 2014 / 15

The sports movement has an obligation towards the health

To maximise delivery effectiveness, an appropriately

and safety of the participant at all levels of participation

structured network is essential, comprising suitably qualified

in many areas notably, nutrition, medical support and

specialists

monitoring, physical abuse and mental and social well-being.

facilities and technologies, at national and provincial level,

Sport science includes such disciplines as biomechanics,

targeted at the individual participant. The 19 codes audited

sport psychology, sociology and exercise physiology, which

have different needs when it comes to the type and extent

helps coaches and participants to better understand the

specialist support required. A one-size-fits-all structure

science behind the techniques of sport as well as the mental

for all codes may not be preferable to a tailor-made code –

and emotional preparation for the competitive experience.

specific national and provincial structure providing specialist

An understanding and application of basic sport science

support services to a specific code. Such a structure, affiliated

principles remains a prerequisite for all participants and

to a relevant provincial sports body, should consist of

coaches in a code’s senior and under-age pipeline at national

professionally qualified and accredited members from each

and provincial level.

of the specialist areas required.

Compared to structures in place in sport systems elsewhere

The membership of these entities nominate and select a

in the world, the South African medical and scientific support

Chairperson/President and governing body to shape the

system appears to be based more on individual personal

content and delivery of different categories of services; steer

relationships between a specific code and professionally

and direct the delivery thereof; and nominate and elect a

qualified persons. In a world characterised by regular

national structure to coordinate activities at provincial level.

change in coach and management structures at national

In addition, they should guide, coordinate and structure

and provincial representative levels, there is reason to

practical research programmes relevant to the circumstances

believe that the appointment of an individual (or group of

and needs of a specific code. This is necessary because the

individuals) providing specialist support services, is more

practical needs of the coach and participants are often less

often than not in the hands of an individual coach. When the

pure than publishing journals require and some coaches are

coach changes the shape and makeup of the teams, those

often reluctant to engage in experimental relationships with

delivering specialist support also change. In addition, the

sports medicine practitioners and scientists.

general absence of formal structures for these inputs and the influence of the coach does not necessarily support an environment within which transformation principles (over and above the medical/scientific support to the individual) are promoted and strengthened.

utilising

advanced

processes,

equipment,

With these sport medicine and science structures in place, it can be mobilised to nominate and elect a Chairperson and governance structure to coordinate and provide specialist services to a code, based on specific policies and rules to ensuring that the quality of services provided are optimal

From a structural and coordination perspective, South

and that the principles related to involvement opportunity

Africa’s sports science and medical base appears to have

and equitable access are adhered to.

gone backwards over the last 10 years. Its resource base is essentially fragmented and positioned mainly in tertiary institutions, where ‘research’ in this area has traditionally been targeted at work that is ‘publishable’. Only a small number of practitioners find themselves in the private sector. The need for applied sports research programmes with closer cooperation between coaches, sports scientists and sports

Sporting codes across the world have been and still are building competitive advantage specifically on the strength of sport medical, scientific and technological proficiencies. South Africa has fallen behind in this regard and needs to catch up. 3.4.8. Number and Demographic Profiles of Different

physicians, is essential. This need is driven by athletes and

Specialist Groups as per Codes audited

coaches who are becoming better educated, from a coaching

The following tables show the number and demographic

perspective, and who are hungry for new knowledge in the

profile

science of sport.

physiotherapists,

of

male

and sport

female

medical

psychologists,

practitioners, biokineticists,

nutritionists and computer analysts involved at national level. Three | 2014/2015 Transformation Audit Report


Sport & Recreation South Africa

061

Three | 2014/2015 Transformation Audit Report


062

Eminent Persons Group | Transformation Status Report 2014 / 15

DEMOGRAPHIC PROFILE OF MALE SPECIALIST SuPPORT TO NATIONAL TEAMS AND INDIVIDuALS - 2014

% Generic Black

% Black African

Sport Psychologists

% Generic Black

67

78

Total

% Black African

Physiotherapists Total

Code

Total

Medical Practitioners

Football

7

78

100

9

Boxing

5

100

100

0

0

Athletics

3

33

67

0

0

Basketball

2

100

100

0

Swimming

2

0

50

2

% Black African

% Generic Black

0

0 8

50

0

Rugby

1

100

100

4

0

100

1

0

0

Netball

1

0

0

4

0

25

1

0

0

Cricket

1

0

100

4

67

100

0

Rowing

0

0

0

1

Bowls

1

0

0

0

0 0

0

Hockey

1

0

100

2

0

50

3

Volleyball

0

0

0

4

25

75

0

Softball

0

0

0

Table-Tennis

0

0

0

Gymnastics

0

0

0

Baseball

0

0

0

Chess

0

0

0

Tennis

0

1

0

0

0 67 0

100 0

0

Jukskei

0

0

0

ToTal

24

31

5

DEMOGRAPHIC PROFILE OF FEMALE SPECIALIST SuPPORT TO NATIONAL TEAMS AND INDIVIDuALS - 2014

% Generic Black

Football

2

11

100

1

Boxing

2

100

100

0

Athletics

0

Basketball

1

Swimming

0

Rugby

0

Netball

5

Cricket

0

Rowing

1

Bowls

0

100

0 0

100

0 0

Sport Psychologists

% Black African

% Generic Black

0

100

100

% Generic Black

0

2

100

100

0

7

57

57

0

4

0

50

0

2

0

100

0

7

14

57

1

2

0

100

0

0

0

0

0

0

0

50

100

0

Hockey

1

1

0

100

2

Volleyball

0

5

0

80

0

Softball

0

0

Table-Tennis

0

Gymnastics

1

0

0

3

Baseball

1

0

0

0

0

Chess

0

0

0

Tennis

0

0

0

0

0

0 0

0

0

Jukskei

0

0

0

ToTal

14

34

3

Three | 2014/2015 Transformation Audit Report

% Black African

0

0 0

Total

% Black African

Physiotherapists Total

Code

Total

Medical Practitioners


Sport & Recreation South Africa

063

DEMOGRAPHIC PROFILE OF MALE SPECIALIST SuPPORT TO NATIONAL TEAMS AND INDIVIDuALS - 2014

9

% Generic Black

67

100

9

% Black African

Computer Analysts

% Generic Black

67

89

Total

% Black African

Nutritionists Total

Total

Biokineticist

6

% Black African

% Generic Black

50

83

TOTAL MALE

TOTAL MALE + FEMALE

% MALE

40

43

93

0

0

0

5

7

71

0

0

0

3

5

60

0

0

0

2

10

20

0

0

0

4

8

50

20

22

91

11

30

37 85

4

0

25

0

10

5

20

40

0

0

0

0

6

50

83

11

13

0

0

1

0

0

2

4

50

0

0

0

1

1

100

10

16

63

5

11

45

0

30

40

0

4

0

0

0

0

0

0

0

0

0

0

0

0

6

0

0

0

0

0

1

0

0

0

0

0

0

0

0

0

2

2

100

1

1

0

100

0

100

50

75

0

0

0

0

0

0

20

9

27

116

179

65

DEMOGRAPHIC PROFILE OF FEMALE SPECIALIST SuPPORT TO NATIONAL TEAMS AND INDIVIDuALS - 2014

% Generic Black

% Black African

% Generic Black

Computer Analysts Total

% Black African

Nutritionists Total

Total

Biokineticist

% Black African

% Generic Black

TOTAL FEMALE

TOTAL MALE + FEMALE

% MALE

0

0

0

3

43

7

0

0

0

2

7

29

0

0

0

2

5

40

0

0

0

8

10

80

0

0

0

4

8

50

0 6

17

50

0 1

0

0

0 0 1

0

100

0 0

0

0

2

22

9

0

0

19

30

63

0

0

2

13

15

0

0

2

4

50

0

0

0

1

0

0

2

6

16

38

0

0

50

100

6

11

55

0

0

0

0

0

0

0

0

0

0

0

0

6

6

100

0

0

0

1

1

100

0

0

0

0

0

0

0

0

0

0

2

0

0

0

0

0

0

0

10

0

2

63

179

35

2

0

0

Three | 2014/2015 Transformation Audit Report


064

Eminent Persons Group | Transformation Status Report 2014 / 15

The tables substantiate general observations made with

3 physiotherapists, 5 sport psychologists and 4 computer

respect to what appears to be an inadequate number and

analysts.

sub-optimal mix of specialist support in certain codes. In most instances the profile of specialist service is weaker that reported in the previous audit. The question to be answered by each code is whether or not the content of the tables reflect an appropriate understanding of the role and importance of providing a full range of coordinated code-specific support

It follows that the nature of a code will determine the package of specialist support required. However, the absence of some of these support inputs (as reported is a concern) particularly in athletics, swimming, rowing, bowls, volleyball, softball, gymnastics, baseball and tennis.

services to participants and coaches. The table suggests that

From

the availability of a balanced and orchestrated package of

representation in the different support categories is

interactive specialist support services to participants, which

problematic. In the case of generic Black representation,

forms part of a senior and under-age representative pipeline,

particularly in the case of physiotherapists, the table reflects

may be inadequate.

a much improved situation. A better specialist support

Specialist support in the areas of sport psychology and nutrition appear to be the least developed. The services of 8 sport psychologists (5 males and 3 women) 6 are used by hockey, and 1 each by netball and cricket. None of the other codes indicated the deployment of sport psychologists within the ranks of their international representative entities. The

a

demographic

perspective,

Black

African

structure, tailor-made for a specific code, will allow for a greater number of people to be involved and for higher levels of accessibility. This area, as a focus point in terms of the principles of the Transformation Charter and the number of professionally qualified people involved, could make a difference to the competitive profile of many codes.

reasons for this have to be carefully considered by those

As was the case last year, the data provided confirmed strong

codes that do not provide support in this area. How often

presence of women in these specialist support areas. Women

haven’t we heard that a particular participant would be a

make up 37 % of the individuals delivering services to the 19

world beater if only his/her ‘head can be sorted out’.

codes audited. Particularly strong positions are reflected in

The absence of specialist support in the area nutrition (except for football, which indicated the use of 9 nutritionists), considering the problematic situation in this area for many

basketball (40 %), swimming (80 %), netball (63 %), rowing and volleyball. 3.4.9. Number and Demographic Profiles of Formal

young South Africans, was surprising. Are we in touch with

national Coaching, referee/umpire and Medical/

the realities of the circumstances of those coming from less

Scientific Organisation Structures

privileged circumstances who are trying to break into sport? The three specialist support areas with the highest number of active professionals includes physiotherapists 67, medical practitioners, 39, and biokineticists, 33. Football has the highest number of individuals delivering specialist support to its national senior and under-age representative teams – 7 medical practitioners, 9 physiotherapists and 9 biokineticists. Netball provides specialist support in all areas, including medical practitioners 6, physiotherapists 11,

The

following

table

summarises

the

number

demographic profile of nationally registered coach, umpire/ referee and medical/scientific structures, as provided by the codes audited. These structures are much needed code specific platforms representative of specialist knowledge and capabilities, which, if linked to equivalent structures at provincial level, fulfill important roles and functions, including the development of policy and multi-level training and accreditation processes.

sport psychologists 2, and biokineticists 11 with 0 nutrition experts and computer based game analysis. Rugby provides 1 medical support resource, 6 physiotherapists, 1 sport psychologist, 4 biokineticists and 10 computer analysts. Cricket has 1 medical practitioner, 6 physiotherapists and 6 computer analysts. Hockey has 2 medical practitioners,

Three | 2014/2015 Transformation Audit Report

and

Data provided confirmed strong presence of women in specialist support areas, such as physiotherapy.


065

Sport & Recreation South Africa

REGISTERED MEMBERS OF NATIONAL COACHING, uMPIRE/REFEREE AND MEDICAL/SCIENTIFIC STRuCTuRES - 2014 Registered Members of National Coaching Body

Code

Total

% Black African

% Generic Black

Registered Members of National Referee/umpire Body Total

% Black African

% Generic Black

Registered Members of National Medical/Scientific Body Total

% Black African

% Generic Black

Softball

2

50

100

79

33

73

0

0

0

Football

1170

78

98

2320

78

98

18

56

83

Volleyball

29

34

93

17

53

94

2

50

100

Boxing

6

83

83

6

83

83

7

100

100

Hockey

7

29

57

1

0

0

0

0

0

Cricket

2189

23

52

778

22

47

6

0

0

Baseball

408

15

30

97

22

51

0

0

0

Netball

1578

16

27

885

45

55

0

0

0

Gymnastics

3592

7

15

2748

6

12

0

0

0

Jukskei

228

3

7

96

0

0

0

0

0

Tennis

533

0

0

274

0

0

2

0

50

Swimming

1

0

0

0

0

0

0

0

0

Athletics

0

0

0

0

0

0

0

0

0

Basketball

0

0

0

0

0

0

0

0

0

Rugby

0

0

0

32

25

41

18

0

22

Rowing

0

0

0

0

0

0

0

0

0

Bowls

0

0

0

0

0

0

0

0

0

Table-Tennis

0

0

0

0

0

0

0

0

0

Chess

0

0

0

1

0

0

100

11

4

Membership

structures

of

coaching,

referee/umpire

The generic Black demographic profile of members of the

and medical/scientific are pools of specific knowledge,

national coaching bodies of softball, football, volleyball and

expertise and capabilities that provide specialist support

amateur boxing exceeded the 60 % target. None (15) of the other

and governance structures to support upward mobility of

codes achieved the 60 % target; these included hockey (57 %),

members in a structured and equitable manner. In recent

cricket (52 %), baseball (30 %), netball (27 %), gymnastics (15 %)

years, there has been a deterioration in the quality of these

and the rest (0 %). This reflects high levels of inaccessibility to

structures, which impacted the value and extent of support

formalised coaching structures. Black African representation

provided. The data received did not reflect the existence of

in these structures, remains precarious with only football and

substantive governance structures for sport medicine and

amateur boxing exceeding the 60 % Black African target. The

scientific support services, coaches and referees/umpires.

rate of change in demography of coaches has to be in line

The codes reporting the largest number of registered members for a National Coaching Body (association) are gymnastics

with the change in player demographics, for reasons already explained.

(3592, mainly as a result of the number and diversity of the

The codes with the largest number of registered members

number of disciplines involved), followed by cricket (2189),

of its national referee/umpire body include gymnastics (2 748)

netball (1 578), and football (1 170). Membership numbers

of whom 12 % are generic Black, 6 % Black African and 88

in other national coaching are relatively small - softball (2),

% White. Football follows with 2 320 registered referees of

boxing (6), hockey (7), swimming (1) and volleyball (29). Codes

which 78 % are Black African and 98 % generic Black. Netball

that did not provide any data related to coaching structures

reported the next highest number of referees/umpires,

were athletics, basketball, rugby, rowing, bowls, table-tennis and

885, of whom 45 % are White, 27 % generic Black, 10 %

chess did not provide any data related to structured national

Coloured and/or Indian. Cricket reported a total number of

coaching bodies.

778 umpires of which 53 % are White, 22 % Black African and 25 % Coloured and or Indian; tennis followed with 274

Three | 2014/2015 Transformation Audit Report


066

Eminent Persons Group | Transformation Status Report 2014 / 15

umpires 100 % of whom are White. Rugby reported 32 registered members for its national referee body; 59 % White, and 25 % Black African and 16 % Coloured and/or Indian. The table above reflects the scantiness of the membership and demographic shape of the structure for accredited medical/scientific personnel. Only football with 18, rugby with 18 members, (78 % White), amateur boxing with 7, cricket with 6, 100 % White, volleyball and tennis with 2 accredited members indicated some of membership. Twelve codes appear not to have medical/scientific structures. Based on this table, the previous two tables and last year’s analysis significant structural weaknesses in important support areas of South African sport remain. These structures are major inputs to the national and provincial Sport Academy structure envisioned by DSRSA and without accredited medical/scientific personnel this structure cannot function. The data code provided data demonstrates the need for greater focus on the establishment of better defined, more robust, active and representative national and provincial specialist support structures in most of the codes in key areas. The value and importance of these structures in modern day sport needs no elaboration. Data

received

once

again

demonstrates the inaccessibility to Black Africans, Coloureds and Indians to important sub-components of SA’s sport system. Superficial observation implies the need for a deeper look at appropriate ratios to evaluate the availability and effectiveness of the support services delivered at

Data received demonstrates the inaccessibility to Black African, Coloured and Indians to important sub-components of SA’s sport system.

Three | 2014/2015 Transformation Audit Report

different

levels

of

the

participation continuum within an organisation.


Sport & Recreation South Africa

3.5.

067

international Performance level

Codes that reported average percentage win records above

Dimension

50 % for last season are netball (female team), (73 %), bowls (72 %), rugby (69 %), cricket (63 %) and football (53 %).

The following two tables reflect the performance records

Performance levels of between 50 % and 40 % were reported

of the male and female national senior and under-age

by volleyball (48 %), gymnastics (40 %), hockey (40 %), basketball

representative entities (teams and individuals where

(39 %), rowing (29 %), and athletics (29 %). Swimming and tennis

applicable). Performance is expressed in terms of the

did not provide adequate information for winning records to

average percentage wins recorded and, in the case of more

be calculated at international level. Chess, softball and table-

individually oriented sporting codes, e.g. tennis, gymnastics,

tennis did not report on the international performance of

athletics etc., the average percentage of 1st positions

their senior male participating entities last season.

achieved, used as measures. It is important to keep in mind that the level and extent of 3.5.1. Senior and Under-age Male Team/Individual

competition will differ from code to code. In the extreme case

Performances

of jukskei, for example, the code’s competitive environment

The following table reflects male team and individual

is restricted in terms of participating countries. The objective

performance records during 2015 based on data submitted

of code leadership is to ensure that performance levels are

by the codes audited.

maximized and that there is an upward trend in the quality

COMPARATIVE PERFORMANCE RECORDS FOR MALE SENIOR AND uNDER-AGE TEAMS - 2014 Senior Average % Wins or 1st Positions*

Code

under-age Average % Wins or 1st Positions*

of competition. Considering the existing imbalance in the demographic profile of participants in national senior teams of some codes, the longer-term impact thereof on the sustainability

Jukskei

100

83

Netball (females)

73

88

Bowls

72

67

cannot be ignored. Codes that have historically relied on a

Rugby

69

75

human capital resource base with a particular demographic

Cricket

63

0

shape that is not necessarily responsive to changes in

Football

53

69

the environment have to consider effective strategic

Volleyball

48

40

interventions sooner rather than later. In this regard codes

Gymnastics

40

20

with current nationally representative demographic profiles

Hockey

40

79

Basketball

39

75

Boxing

33

33

Rowing

29

Athletics

19

25

Baseball

0

50

Chess

0

0

Softball

0

0

Table-Tennis

0

0

of the code and on performance level trends in the future,

(for example bowls, swimming, hockey, rowing, netball, and rugby that are on average 100 %, 87 %, 83 %, 81 %, 63 %, and 58 % White, respectively) could be faced with sustainability challenges in the not too distant future. The greater the White component today, the higher the risk. Performance quality of national under-age level male representative entities appears to be somewhat better than

Swimming

that for senior representative entities, particularly for netball

Tennis

88 %, hockey 79 %, basketball 75 %, rugby 75 %, bowls 75 %, football 69 % and bowls 75 % wins/1st positions, which, from a pipeline perspective, is a positive sign.

Chess, softball and table-tennis did not report on the international performance of their senior male participating entities last season.

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3.5.2. Senior and Under-age Female Team/Individual Performances

to be more carefully reported in order for impacting factors over a period of time to be better isolated.

The table below reflects the international performance levels of senior and under-age women representative teams and

3.6.

Governance Dimension

individuals. Cricket, football, volleyball, netball (males), baseball,

3.6.1. Governance - General Remarks

gymnastics and softball did not provide any data.

Many of the transformation challenges faced by some codes

COMPARATIVE PERFORMANCE RECORDS FOR FEMALE SENIOR AND uNDER-AGE TEAMS - 2014

are governance related in some way or another. For the purpose of the Transformation Charter, Governance is

Code

Senior Average % Wins or 1st Positions*

under-age Average % Wins or 1st Positions*

Bowls

78

67

Jukskei

67

in the interest of all stakeholders. It: influences how the

Cricket

65

objectives of the organisation are set and achieved; spells out

Volleyball

64

the rules and procedures for making organisational decisions;

Football

54

Rugby

45

71

performance and how risk is monitored and assessed. The

Hockey

44

0

ultimate test of effective governance is the degree to which

Boxing

33

50

Rowing

20

38

Athletics

18

0

A governing body is an organisation designed to achieve a

Chess

0

0

specific mission. There is an inherent challenge in this process

Table-Tennis

0

50

because the governing must maintain a level of consistency

and directed and how resources are managed to good effect

and determines the means of optimising and monitoring

Netball (males)

any organisation is achieving its stated purpose.

and stability over time, as well as be responsive to changes in

Baseball Basketball

defined as the system by which organisations are controlled

43

Gymnastics

the surrounding environment. Once the mission and goals have been formulated, a systematic plan to bring together the

Softball

necessary human and physical resources has to be developed

Swimming

and implemented. To a large extent, a governing body’s ability

Tennis

to govern effectively is determined by its structure, which is

As was the case with male performance levels, the data bases

impacted on in turn by the environment in which it functions.

of swimming and tennis were not robust enough to provide

Governance is the means to coordinate and control the

the necessary information for performance levels to be

organisation’s actions and resources; whereas management

calculated. Initiatives are in progress to address these issues.

involves converting the system of governance into day-to-

Performance records reported for female senior and under-

day operations that translate into performance. The latter

age participation suggests less participation opportunity for

is concerned with three functions: how an organisation

women (and men in the case of netball) at representative

develops strategic goals and direction; how it monitors

level.

the performance of the organisation to ensure that it

Overall male and female team/individual performances, except for five codes, bowls (78 %), jukskei (67 %), cricket

achieves its strategic goals; and how it ensures that the board acts in the best interests of the organisation.

(65 %), and volleyball (64 %) are below 50 %, which includes

Governance is concerned with the structures and processes

rugby (45 %), hockey, (44 %), amateur boxing (33 %), rowing

associated

(20 %), athletics (18 %), chess (0 %) and table-tennis (0 %).

control and it relates to governing an organisation at the

Netball, baseball, basketball, gymnastics, softball, swimming

top. Although it may require some detailed tasks to be

and tennis did not submit data that could be used. In future,

carried out at a lower level in the organisation (such as the

performance levels of female representative entities needs

application of control systems), governance focuses on what

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with

management,

decision-making

and


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happens – or does not happen – at the top. It necessarily

to be consistently elevated to higher levels. The way to do

concentrates on the activities of those carrying ultimate

this is on the basis of a portfolio of strategic priorities (e.g.

responsibility for the success or failure of the organisation.

Transformation Charter dimensions) around which all can

There is no perfect organisational structure associated with good governance. In fact, organisational structure can impede the work as much as it works to promote it. The challenge is to design a governance structure capable of a proactive approach to determining and executing mission, strategy and policy,

rally and fully commit to. An evolving governance scorecard can produce breakthrough results by ensuring that there is an unbroken link between aspirations and strategy with action and initiatives. Aspirations inspire and guide, while strategy substantiates and brings about a desired destination.

and being responsive to changes in the external and internal

3.6.2. Sport Governance vs Corporate Governance

environments to the needs and aspirations of its stakeholders.

Against the background of the magnitude of transformation

The governance mechanism (e.g. formal documentation, organisational structure) specifies how rights, authority and responsibility are distributed in order to monitor

challenges facing sport, the following governance related insights highlight the importance of good governance structures in the change processes involved.

performance and achieve goals. Both governance and

From the beginning, humankind has sought ways to make

management involve four functions – planning, organising,

decisions for a group. That is, humans looks for better ways

leading (or directing), and controlling human and physical

to govern in order to resolve disputes, control disruptive

resources – to achieve organisational objectives. This is

behaviour, and achieve goals that advance the welfare of the

the same regardless of the type of industry or organisation.

group and society as a whole. In this sense, sport-governing

A proper governance strategy incorporates systems to monitor and record what is happening within the governing body’s immediate environment; the transformation audit has become an important component of this surveillance system from a transformation perspective. This also involves the steps required to ensure compliance with established policies and procedures and corrective action to be taken in the event that rules are misconstrued or ignored. On a larger scale, governance describes the methods a governing body uses to ensure its constituents follow established protocol. At the macro level, there is a loosely coupled organisational structure that oversees and maintains accountability through clear and reliable disclosure and actively monitoring risk and regulatory compliance by having effective internal controls in place. A proper governance strategy ensures a system to: monitor and record what is happening within the governing body’s jurisdiction; take steps to ensure compliance with established policies and procedures; provide corrective action in the event that rules have been misconstrued or ignored. To make governance matter and produce breakthrough results, processes that would help meet its insistent demands are needed. The status quo should never be allowed to prevail, because of the need for governance performance

bodies exist to make group decisions within a particular segment of the sport industry. A sport governance body can be seen from two perspectives: a micro perspective – as an organisation set up in a particular way to achieve goals; and a macro perspective, where the governing body may be thought of as the tip of an iceberg, overseeing all the individual structures within its jurisdiction. The rationale for good governance is applicable across the spectrum of all organisations. unlike management boards in public companies, or regulatory boards in the utility sector, governing bodies in sport perform an unusually wide range of functions. Moreover, their functions are different from corporate boards, due to a greater degree of complexity. The wide scope and complexity exists because of a wider range of stakeholders involved, typically including bodies at both grassroots and professional level, as well investors and business partners, participants, spectators and fans. These groups, by their very nature, have different priorities, ‘wants’ and ‘needs’, and relationships both within and outside sport. This is not the case with corporate boards which perform a much narrower supervisory role and which are chiefly responsible and accountable to shareholders. Sports organisations operate in an environment of many interwoven stakeholders, including participants, parents,

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schools, sponsors, government, funders and the media. Good

that good governance can be practiced in a self-regulated

sport governance recognises the pivotal role of the player/

environment.

participant and is therefore player centered and players at all levels are key stakeholders. An organisation with a strong governance profile, better image and more credibility in the eyes of its stakeholders generally has a better chance of surviving and prospering. Governance structures have a significant impact on sport organisation performance, and administrative structures have to adapt to keep up with the fast-paced development of the sport sector. Ineffective governance practices not only impact on the sport where they are present, but also undermine confidence in the sport industry as a whole.

There is a contradiction between a governing body’s role as an advocate within the sport industry and its requirement to regulate members. In other words, the governing body must make decisions to promote sport; but in order to promote sport, the governing body must make decisions about what members can and cannot do. The ability to make changes and to reflect the needs of society, coupled with the organisation becoming greater than the sum of its parts, will enable it to prosper way beyond the lifetime of its current administrators. Good sport governance recognises diversity – i.e. understands

The closest analogy for the multi-dimensional and relatively

how people’s differences and similarities can be synergised

autonomous system of governance of sport is the governance

for the benefit of everyone. Sport is for everyone. This

arrangements in the media sector and the professions. In

unique feature spans all the principles of good governance.

the world of professional services bodies, such as the Law Society, the Institute for Chartered Accountants etc. these bodies have wide ranging powers to grant professional qualifications, discipline members for misconduct, and set rules regarding advertising. In many countries these sectors enjoy a considerable degree of self-regulation. For example, the BBC is subject to control and supervision of its management through a Board of Governors which has a wide ranging remit. Sports organisations are self-regulating in many countries and have wide ranging roles and responsibilities, reflecting elements of corporate boards, governments and the judiciary. Sport governance furthermore includes regulatory procedures and processes that aim to ensure the effective and fair administration and the development of sport beyond the organisation itself. Sport is self-regulated because the organisations themselves are best placed to make the right decisions for their sport. Good governance is a vital way of ensuring the law and regulators do not start a battle with sport organisations for control of the sector. The practice of good governance helps to preserve the integrity and independence of organisations and enable them to retain freedom in administing the complexities of sport. By demonstrating good governance, sport can mitigate the risk of a regulator being established to impose standards. This balance of power needs to be maintained and proof delivered

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It is commonly recognised that governance structures have a significant impact on the performance of a sporting organisation. Poor governance has a variety of causes including leadership inexperience, conflict of interest, failure to manage risk, inadequate or inappropriate financial controls, and generally poor internal business systems and reporting. Ineffective governance practices not only impact on the sport where they are present, but also undermine confidence in the South African sport industry as a whole, as has been proven over the last few years in a number of codes. Good sport governance requires leadership, integrity and good judgment and is defined in terms of the following characteristics: being participatory, responsive, equitable and inclusive, and consensus oriented. It is also transparent, accountable, effective and efficient, and follows the rule of law. Participation is facilitated either directly or through legitimate representatives and members being informed and organised. Being responsive involves all member needs being attended to within a reasonable timeframe. Equitability and inclusiveness is promoted by ensuring that members feel they have a stake in the governing body and have an opportunity to maintain or improve their status. Since there are many diverse viewpoints on how sport should be operated, mediation is often required to reach consensus on what is ‘good’ for the sport and how it might be achieved.


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071

Good governance means processes must be developed

does not mean that standard good governance principles are

to produce results that meet member requirements in a

excluded.

way that makes good use of human and physical resources ensuring that information is freely available and accessible to affected members, and that transparency is promoted. In general, governing bodies are accountable to those affected by their decisions or actions; however, accountability

When considering the importance of planning and shaping a sporting organisation’s transformation journey, the following is requisite: ▶

cannot be enforced without transparency and the rule of law.

the effective running of an organisation; ensuring accountability and transparency and exercising selective

Across the world, national sporting organisations are subject

supervision.

to increasing levels of performance scrutiny, particularly in achieving the outcomes sought by government, sponsors,

goals.

instances of poor management and failure of organisational the increased level of public funding for sport, which has

How the performance of the organisation is monitored to ensure it achieves transformation related strategic

supporters and membership structures. In part this is due to governance in the recent past. It is also a reflection of

Vision, strategy crafting and monitoring; overseeing

Performance with respect to ‘anti-doping’.

Governance performance related to other governance issues, betting and gambling and the safeguarding of

resulted in the need for sports administrative structures to

children will be introduced in the future.

move to higher levels of professionalism off the field of play. Moreover, it is reflected in the increased focus on sport as

Performance levels of codes audited in the governance

a means to deliver government policy, with sport seen as

dimension were generally disappointing and reflect a need

a way to impact issues of national importance. To manage

for greater focus in each of the areas selected as performance

and respond to these changes, it is important that sport

indicators. Performance in the governance dimension areas

structures focus on visionary leadership and decision making,

selected are important drivers in shaping other charter

strengthened by sound and effective governance processes.

dimensions

The commercialisation of sport and the use thereof as

and

subsequently

overall

transformation

performance as a result of regular planning exercises.

a vehicle for social change have seen to it that sport has

Effectiveness and efficiency in the governance areas defined are

increasingly become an integral part of society. It has been

key success factors for shaping a code’s future transformation

argued that sports organisations need to work harder to

status. Nothing less than above average performance in

understand the needs of an increasing range of stakeholders

each of the nine governance related measures listed at

and the need to communicate effectively with members,

both national and provincial level, will produce satisfactory

participants and wider stakeholder groupings. The focus on

outcomes.

stakeholder management is directly linked to a move towards increasing corporate responsibility – broadly defined as the societal responsibilities that an organisation has beyond profit maximisation. Despite the fact that profit maximisation is not the overall objective of a national sport sports body, corporate responsibility is an important issue, as sport

Based on the data submitted by codes in the different transformation dimensions reported on thus far, the sport system may not be delivering in a number of key areas as a result of sub-optimal planning (strategic, operational and financial) and implementation processes.

has become more prominent and increasingly influential

As an initial approach, the governance performance of codes

members of the broader community and society in general.

audited were measured in nine areas, which include the

3.6.3. Current EPG Governance Scorecard and Governance Status

number of times: ▶

evaluated over the past five years,

The EPG’s existing scorecard focuses on the principles of good governance as it relates to monitoring and ensuring the achievement of Transformation Charter related goals. This

Board effectiveness and productivity have been

Strategic Plans have been reviewed and progress monitored over the past five years,

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Eminent Persons Group | Transformation Status Report 2014 / 15

Effectiveness of the board Chairperson has been

The governance measures listed above were selected in

determined over the past five years. (Given the

order to gain some insight into board performance in the

importance of the Chairman in instilling the right board

areas of effectiveness of board meetings, Chairperson CEO

culture for non-executive contribution, providing

effectiveness, the regularity of strategic planning exercises

constructive feedback to him/her is of critical

and transformation reviews, the delivery of unqualified

importance),

financial reports and the occurrence of doping incidents.

The effectiveness of board meetings has been established

These measures have been selected because they track

over the past five years,

performance with respect to the regularity with which a

The effectiveness of the CEO has been established over

code deals with planning activities; the quality of its board

the past five years,

members, board meetings and CEO performances; its

Transformation status has been monitored and

transformation related initiatives; and financial reporting.

interventions defined and implemented over the past

The measures will be reviewed and replaced with wider and

five years,

improved measures that are more accurately verifiable in the

Transformation Strategy reviewed and updated over the

near future.

past five years, ▶

Unqualified Financial Reports have been received over last five years,

Doping incidents have been reported over the past five

The following table and bullets reflect the governance status in terms of the selected criteria for the different federations that have submitted data.

years and ▶

Doping incidents have resulted in disciplinary action over the past five years.

Bowls

Basketball

Rugby

Netball

Football

Cricket

Category

Athletics

GOVERNANCE SCORECARD: % TARGET ACHIEVEMENT - 2014

Number of times the Strategic Plan has been formally reviewed over the past five years

0

60

60

100

60

40

100

Number of times the Transformation Strategy has been formally reviewed and updated over the past five years

0

60

60

100

60

20

0

Number of times Transformation Status has been established/monitored over the past five years

0

60

60

100

60

0

0

Number of times Board effectiveness and productivity has been formally evaluated, on the basis of an appropriate scorecard, over the past five years

0

4

20

100

40

0

100

Number of times the effectiveness and performance of the Board Chairperson has been formally evaluated, on the basis of an appropriate scorecard, over the past five years

0

4

20

30

40

0

0

Number of times the effectiveness and productivity of the CEO has been evaluated, on the basis of an appropriate scorecard over the past five years

0

100

20

30

100

0

100

Number of times, the Senior management team has been evaluated, on the basis of an appropriate performance management system, over the past five years

0

100

20

0

100

0

100

Number of times the performance of individual provinces has been reviewed over the past five years

0

40

40

60

40

0

0

Number of unqualified Financial Reports over the last five years

0

100

100

60

100

100

100

aVeraGe

0

59

44

64

67

18

56

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“When time and space and change converge, we find place. We arrive in Place when we resolve things. Place is peace of mind and understanding. Place is knowledge of self. Place is resolution..” – Abdullah Ibrahim

Volleyball

Table-Tennis

Softball

Jukskei

Chess

Boxing

Baseball

Tennis

Swimming

Rowing

Gymnastics

Hockey

GOVERNANCE SCORECARD: % TARGET ACHIEVEMENT - 2014

20

40

60

60

60

20

20

20

20

20

20

20

20

40

100

60

60

20

20

20

20

0

30

20

20

80

0

100

60

20

20

20

20

0

20

0

20

20

0

100

40

20

20

20

0

0

0

10

20

20

0

100

20

20

20

20

0

0

10

10

20

40

0

100

100

0

20

40

0

0

0

0

20

40

0

100

100

0

20

20

0

0

10

10

20

20

0

100

20

0

20

20

0

0

0

10

100

100

100

100

100

0

20

100

100

0

0

0

29

44

29

91

62

11

20

31

18

2

10

9

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Eminent Persons Group | Transformation Status Report 2014 / 15

The scorecard reflects, that in general, annual strategy

procurement increases the volumes of purchases from

reviews, board, board Chairperson, CEO and provincial

a targeted category of society thereby supporting the

structure effectiveness are not appropriately monitored.

development and utilisation of such enterprises. A target of

From the data submitted and informal discussions held,

50 % of a sporting code’s total procurement (nationally and

the importance of engaging with each of the governance

in each province) to come from BEE accredited companies

categories above (over and above standard governance

has been set. On the basis of this dimension it is possible for

structures in place) appears not to be part of the ‘way things

sport to demonstrate sport’s substantial contribution to the

are done’ in most of the codes audited.

South African economy and Black economic empowerment

The overall results are somewhat disappointing, in that the

in particular.

overall average percentage target achievement was over

Through Preferential Procurement practices and policies

50 % for only six of the sixteen codes listed, namely swimming

sport can develop and establish relationships with the largest

(91 %), rugby (67 %), netball (64 %), tennis (62 %), cricket (59 %),

growth market in South Africa. Black people constitute by

and bowls (56 %).

far the largest market for most organisations operating in

Federations with particularly low overall average scores (between 0 % and 30 %) include athletics (0 %), softball (2 %), volleyball (9 %), table-tennis (10 %), baseball (11 %), basketball (18 %), jukskei (18 %), amateur boxing (20 %), rowing (29 %) and hockey (29 %).

South Africa. Sporting codes (particularly White dominated codes) have to see and treat this market as an important future source of spectators and participants in the light of the inevitable change in the demographic and decisionmaking profiles of sport. Black people provide opportunity for significant growth as they continue to move into the

The doping data results reported were incomplete. Only two

middle class with higher disposable income. There is now a

codes reported doping incidents. In future doping results will

significant decision-making presence of Black executives in

be sourced from South African Institute of Drug Free Sport

both the private and public sectors. Many of sport’s sponsors

(SAIDS) and confirmed with the federations before inclusion

are from large corporations all of whom are involved in

in the final report. According to Wada (World Anti-Doping

transformation processes through Broad-Based Black

Agency), South Africa was ranked tenth on the list of worst

Economic Empowerment initiatives which will bring about

offenders among sportsmen and women, based on 2013

significant changes in ownership and decision making profiles.

results. According to the last two annual reports of the South African Institute of Drug Free Sport, there were 43 antidoping violations in 2014; this dropped to 30 in 2015.

3.7.

Preferential Procurement Dimension

In addition, there are new powerful and significant Black controlled organisations, who are future sponsors appearing on the scene. Repositioning sporting codes in this rapidly changing environment is a key strategic issue. It is a matter of time before Black consumers begin to vote with their wallets

The Preferential Procurement dimension involves the sourcing of goods and services from a target category of society. The objective is to give these suppliers equal

– an important factor to consider in sponsor relationships. Preferential procurement is a strategic issue it is not only about whom you buy from, but also what you buy.

access to sport’s outsourced market (those services and products acquired from outside sources), so that they will

The following table reflects the preferential procurement

not be forever excluded from playing a meaningful role in

profiles constructed from the data submitted by the codes

the economic mainstream of sport’s business. Preferential

audited.

Doping data results submitted were incomplete. Only two codes reported doping incidents yet South Africa is ranked tenth on the list of worst offenders among sportsmen and women by Wada.

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2.8

Volleyball

8.2

Table-Tennis

78

Softball

Tennis

0.000

Jukskei

Swimming

2.4

Chess

Rowing

46

Boxing

Gymnastics

0.00

Baseball

Hockey

0.10

Bowls

0

Basketball

Rugby

Football

96

Netball

% of External Purchases from BBEE Companies

Cricket

Measurement Area

Athletics

PREFERENTIAL PROCuREMENT SCCORECARD: % ExTERNAL PuRCHASES FROM BBEE BuSINESSES - 2014

100.00

As was the case in both the previous audits the completeness,

and a vision for all people of all races and colours. Sport as

overall quality and accuracy of data submitted by most of the

a provider of jobs have got an important role to fulfill in this

codes were generally substandard. Sport federations need

transformation phase which is full of promise yet of fragile

to treat this issue more seriously if the intended tactical

construction.

economic empowerment value of this transformation dimension is to be realised. There is reason to believe that policies governing the implementation and monitoring of preferential procurement processes within some federations at both national and provincial federation levels, may be underdeveloped or not in place. The set target of 50 % external purchases from BBE companies was exceeded by table-tennis (100 %), and cricket (96 %) whereas the percetage purchases reported by other participating codes are low, bordering on the insignificant in most instances. Athletics, football, basketball, bowls, baseball, amateur boxing, softball and volleyball did not submit any data related to preferential procurement possibly signalling the absence of suitable systems, nationally and provincially.

Empowerment is a complex issue that evokes strong emotions. As a consequence, discussions on empowerment tend to provoke strong reactions with key stakeholders sometimes having quite divergent views. Empowerment is an important mechanism to build a stable and sustainable organisation in symbiosis with its environment. The underlying principle of employment equity is to create a workforce at all occupational categories and levels which is representative of the country’s demographics, nationally and regionally. Perhaps, more importantly, it is to ensure equal employment opportunities for everyone in the economy. The objective of Black Economic Empowerment is not to replace White with Black, but to increase opportunities available to Black people. Through increasing opportunity a natural

Considering that sport’s contribution to the South African

absorption of labour into the mainstream economy is likely

is estimated at 3 billion rand it is important that appropriate

to occur. Success is dependent on employee determination

processes dealing with preferential procurement initiatives

to run with the opportunity and the organisation’s capacity

are put in place and accurately recorded. Sport’s contribution

to support skill and capability development. Employment

into the area of economic empowerment has to be quauntified

Equity practiced in sport organisations is about bringing

and communicated and used to obtain additional funding for

equitable representation of Black persons in all occupations

sport’s contribution to the transformation agenda. A special

and positions at all levels and in all areas on and off the field

effort from codes is required in 2016 to quantify each code’s

of play over a period of time.

preferential procurement contribution, at national and at provincial level in this dimension.

3.8.

employment equity

Employment Equity is evolving in South Africa, with new rules being debated and written making it difficult to define best practice. There is no right or wrong approach, as it is very dependent on context. In South Africa, a land of contrasts, an era is dawning where Black economic empowerment is staking its claim under the auspices of the constitution

Organisational behavior, culture and change are driving elements to attain competitive advantage in a complex and dynamic environment. The challenge is to integrate concepts such as harmonious transformation, togetherness, ubuntu and African values into a code in such a way as to provide opportunities for leadership to dismantle past organisational cultures and promote the development of new, more inclusive culture and demographically representative structures whilst maintaining competitive advantage.

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Codes were asked to submit a breakdown of people employed

swimming, bowls and athletics followed by rugby (11%),

in senior and middle management positions nationally in each

gymnastics and cricket (33 %), football (40 %) and netball,

of their component provincial entities. This transformation

hockey, volleyball, and basketball (50 %) to (50 %) for netball,

dimension will be expanded upon in more detail in the next

hockey and volleyball football reported 40 %, cricket 33 %,

round of transformation status establishment, which will

rugby 11 % all of whom are well below the national 80 %

include skills development and training initiatives.

demographic for Black African representation.

The following table summarises the demographic profile of employees in senior management positions at national level. EMPLOYMENT EQuITY - PERCENTAGE - 2014 Code

Total

% Black African

% Coloured

% White

% Indian

% Women

% Disabled

54 million

80

9

9

2

50

2

Rowing

33

0

0

0

85

15

0

Swimming

28

0

0

0

100

18

0

Chess

24

8

25

8

58

58

0

Football

10

40

30

0

30

20

0

Cricket

9

33

11

33

22

11

0

Rugby

9

11

22

0

67

11

0

GYmnastics

3

33

0

0

67

67

0

Netball

2

50

0

0

50

100

0

Hockey

2

50

50

0

0

50

0

Volleyball

2

50

50

0

0

0

0

Basketball

1

100

0

0

0

0

0

Bowls

1

0

0

100

0

0

0

National Population Demographic Profile

Athletic Tennis Baseball Boxing Juksei Softball Table-Tennis No data received Questionable data

Athletics, tennis, baseball, amateur boxing, jukskei, softball and

Coloured representation in senior management positions

table-tennis did not report any employment equity related

varied from 50 % for volleyball and hockey, 58 % for

data.

football, 22 % for rugby, 11 % for cricket all above the national

The number of employees in senior management positions reported by swimming (28), rowing (33) and chess (24)

population demographic of 9 % and 0 % for gymnastics, netball, basketball, and bowls.

employees seems to be high compared to that reported by

The Indian demographic reported for senior management

football (10), rugby (9), cricket (9), netball (2), gymnastics (3),

was 100 % for swimming, 67 % for rugby and gymnastics, 58 %

hockey (2), volleyball (2), basketball (1) and bowls (1) in senior

for chess, 50 % for netball, 30 % for football and 22 % for cricket

management positions.

all well above the national Indian population demographic.

The senior management demographic profile, with respect to Black African representation, varies from 0 % for rowing,

Three | 2014/2015 Transformation Audit Report

Volleyball, basketball, bowls and athletics reported 0 % Indian representation in their senior management teams.


Sport & Recreation South Africa

077

The argument for strengthening, developing and growing women’s sport within historically male dominated structures, as opposed to creating loose-standing female structures cannot be over-emphasised. Bowls reported a 100 % White senior management

Female representation in all the senior management teams

component. Cricket’s White component of its senior

is well below the national demographic (50 %) except for

management team is 33 % well above the national population

hockey (100 %), netball (67 %), football (58 %) and volleyball

demographic of 9 %. Chess reported a senior management

(50 %).

component that is 8 % White. All the other codes report a 0 % White senior management component.

No senior management team reflected a 2 % representation figure for disabled persons: all reported 0 % representation in their senior employee management structures.

Three | 2014/2015 Transformation Audit Report


078

Eminent Persons Group | Transformation Status Report 2014 / 15

+60% achievement target of Black representation in all national sporting codes, partially achieved.

Ratio of Black African male and female 18-year-olds compared to Whites in South Africa.

84% BLACK AFRICAN

Black represtation underachieving codes Netball U18

56%

Rugby U18

43%

Rugby u20

31%

Hockey U21

33%

Swimming U21

13%

16% WHITE, COLOuRED & INDIAN

Three | 2014/2015 Transformation Audit Report


Sport & Recreation South Africa

079

“Today, everyone has the right to play Sport…”

FOuR

AuDIT SuMMARY HIGHLIGHTS & LOWLIGHTS

Four | Summary 2014/15 Transformation Audit Highlights/Lowlights


080

Eminent Persons Group | Transformation Status Report 2014 / 15

4. Summary 2014/15 Transformation Audit Highlights/Lowlights

The strategic importance of the: ▶

Make-up of the under 18-year-old segment of South

African society, 84 % of whom are Black African and

plans to act on the findings and recommendations of

only 16 % Coloured, White and/or Indian cannot be

EPG audits.

ignored from a sustainability point of view. ▶ ▶

in each of the Charter dimensions and to compile

exceeded the birth rate in 2011.

a ‘barometer’ (gauge) projecting transformation performances annually until 2018 is a first forward

Projection (National Development Plan) that the

looking transformation initiative. Failure by a federation to comply with the terms of the agreement

compared to the current 9 million.

could, after due consideration lead to:

Number of codes that showed measurable change in most of the seven dimensions of the Transformation Charter, on and off the field of play, has increased. Change is taking place and targets are in the process of being achieved.

Commitment from pilot codes to set own targets

Fact that the mortality rate among Whites have

White population in 2030 will be about 3 million

Five pilot codes signed MOAs undertaking to present

» Withdrawal of opportunity to award national colours. » Suspension or withdrawal of funding. » Withdrawal of recognition of the national federation in terms of sports act.

Competitiveness at international levels in the majority

» Withholding authority to bid for international tournaments.

of codes audited in need of improvement.

We learn from history that we don't learn from history! – Desmond Tutu

Four | Summary 2014/15 Transformation Audit Highlights/Lowlights


Sport & Recreation South Africa

Demographic Dimension ▶

since 1994) – a substantial number of senior national male representative teams (table-tennis, basketball,

impact sport organisation culture and value sets in the

volleyball, football, netball, and athletics (individuals))

future.

have exceeded this target.

83 % of the Presidents of the 19 federations audited are generic Black; only hockey and jukskei have White

swimming, hockey, bowls and jukskei.

50 % of the CEOs of the codes that submitted data

(basketball, football, cricket, hockey and swimming)

and football (81 %) suggests a high level of penetration

gymnastics, rugby, bowls and jukskei are White.

of the under-18 South African population 84 % of whom are Black African.

The Board and Full-Time Staff Generic Black and Black African demographic profiles of basketball (100 %,

100 %), football (94 %, 90 %), athletics (92 %, 83 %),

hockey (8 %), cricket (10 %), rugby (14 %), volleyball

are in line with national demographic profiles.

(38 %), athletics (47 %), and netball (55 %), suggests

The generic Black board demographic profile of hockey

much lower penetration with longer term

(50 %), netball (50 %), rugby (39 %), gymnastics (38 %),

sustainability implications.

swimming (30 %), bowls (0 %) and jukskei (0 %), are all below 60 %. These figures translate into 50 %, 50 %,

At an under-age representative level (the foundation of future senior representation profiles), more than

61 %, 62 %, 70 %, 100 %, and 100 % White boards for

half (60 %) of the national male under-age (u18 – u21)

these federations. ▶

On the other hand, Black African representation in the senior national male teams of swimming, 5 %,

volleyball (85 %, 100 %) and table-tennis (86 %, 100 %)

The Black African demographic representation profile of the national senior male teams of basketball, (83 %)

are generic Black whereas the CEOs of netball,

Codes where senior male teams did not achieve the 60 % generic Black target include: cricket, rugby,

Presidents. ▶

Despite the recommended increased in the generic Black target – from 50 % to 60 % (the first change

Demographic change at leadership level (Presidents, boards and CEOs) is significant and will increasingly

081

teams of the codes audited have exceeded the set 60

The boards of netball (50 %), table-tennis (29 %),

% generic Black target, from a pipeline perspective:

swimming (10 %), rugby (14 %), gymnastics (13 %),

football U20, 100 %, volleyball, 100 %, athletics U18 and

hockey (13 %, bowls) and jukskei (0 %) are all below

U20 93 %, basketball U19 and U16, 80 %, netball U16,

the targeted Black African representation level.

U19, and U21 ±70 %, gymnastics U19 and U21, ±70 %, and cricket U19, 60 %.

Sport board rooms remain largely inaccessible to Black Africans. Election of Presidents is on a

Codes where national male under-age teams did not

democratic basis, while CEO’s are appointed by the

achieve the generic Black target of 60 % include:

Board of a federation.

netball U18 56 %; rugby U18, 43 % and u20, 31 %; hockey U21, 33 % and swimming U21, 13 %. From

National Representative Senior and Under-age Male Team

a pipeline perspective, these codes are faced with

Demographic Profiles

a significant challenge to change the demographic

profile of their senior male teams.

The generic Black (Black African, Coloured and Indian) target of 50 %, set in 1994, for representative teams

The codes where the male under-age national

has led to an improvement in Coloured and Indian

team Black African demographic profile exceeded

representation in some national teams at the expense

the 60 % target demonstrate advanced degrees of

of Black Africans.

transformation and significant progress with respect to Black African representation include: football U20,

Four | Summary 2014/15 Transformation Audit Highlights/Lowlights


082

Eminent Persons Group | Transformation Status Report 2014 / 15

85 %, athletics U20 and U18, 73 %, basketball U19 and

(35 %), cricket (29 %), athletics (33 %), hockey (3 %),

U16, ±74 %, netball U21, 68 % and U19, 72 %, and

swimming (6 %), bowls (0 %) and jukskei (0 %).

gymnastics U19 individual 62 % (includes a range of different gymnastic disciplines). ▶

audited, exceeded the 60 % generic Black target, i.e.

The Black African demographic profile of the following

cricket U19 (100 %), basketball U16 (100 %), volleyball

national under-age male teams did not achieve the

(92 %), football U17 and U20 (86 %), and gymnastics

60 % target which suggests a low penetration of the

U21.

84 % Black African component of the under-18 segment: gymnastics U21, 33 %, netball U16, 39 % and

hockey U21 (44 %), gymnastics U19 individual (39 %),

14 %, and swimming U19, 2 %.

athletics U21 (30 %) and U18 (13 %), and jukskei (0 %).

Significant progress has been made in changing the demographic profile, thereby developing an under-age

Indian (59 %) components, respectively.

African sources of human capital. This feeds into the ▶

national senior level in the future. ▶

The number and extent of ‘international’ under-age

Rugby and table-tennis did not submit data related to under-age women participation.

The percentage Black African targets for under-age

participation opportunities, however, are limited

women national representative teams were reached

and should be seen as a constraint that will have to

by basketball U16 (70 %), football U17 (82 %), football

be dealt with in the upward mobilisation of targeted

U20 (77 %) and gymnastics U21 (57 %).

groups. ▶ ▶

Cricket and volleyball’s 100 % and 92 % generic Black profile include relatively large Coloured (83 %) and

pipeline of generic Black and, in some instances Black mainstream, which will fuel demographic change at

Codes that did not achieve the 60 % generic Black target for under-age representative teams include:

U18 37 %, cricket U19, 27 %, rugby U18, 25 %, U20,

A significant number of women under-age teams

Codes that did not achieve the Black African target for

Extensive, well-managed, sustainable and active

under-age women include: volleyball (33 %), athletics

under-age pipelines could form the basis of a distinct

U21 (30 %), cricket U19 (17 %), hockey U21 (11 %),

competitive advantage for South African sport.

athletics U18 (6 %), and swimming U19 (2 %). This again reflects the levels of inaccessibility for the greater

National representative Senior and Under-age Female Team

Black African component compared to Coloureds,

Demographic Profile

Indians and Whites.

The senior women team of five codes have exceeded

The number and range of women national under-age

the 60 % generic black target. The codes that

representative teams are small and they generally

exceeded the 60 % target include: table-tennis

participate in a small number of matches.

(100 %), basketball (97 %), volleyball (97 %), rugby (83 %) and football (85 %).

If the limited number of under-age participation opportunities for senior women representative teams

The codes that did not achieve the 60 % generic

can be resolved on the back of increased resource

Black targets for their senior women teams included

allocation and greater focus, there is no reason why

gymnastics (59 %), cricket (59 %), athletics (50 %), hockey

football, rugby and cricket women teams cannot

(26 %), swimming (20 %), bowls (0 %) and jukskei (0 %).

become major factors on the international stage.

The Black African target for senior female national

The audit reinforced the argument for strengthening,

teams was exceeded by basketball (88 %), volleyball (88

developing and growing women’s sport within

%), football (77 %), and rugby (60 %). The codes that did

historically male dominated structures, as opposed to

not reach the target was table-tennis (50 %), gymnastics

creating loose-standing female structures.

Four | Summary 2014/15 Transformation Audit Highlights/Lowlights


Sport & Recreation South Africa

Coach, Referee/Umpire Demographic Profile ▶

Sport and Recreation related to the:

basketball, football, volleyball, netball (except for a

» 70 % ratio of active school teacher vs 30 %

concerning 11 % referee component that suggests

non-active school teacher involvement in the

a 89 % White referee component) and table-tennis

organisation of school sport and

(except for male coaches and female referees) have

» retraining of teachers for after-school sport

exceeded the 60 % target.

organisation and remuneration mechanisms because it is considered an over-time activity.

In contrast, gymnastics, hockey, rugby, cricket, swimming,

» Are having consequences that may prove difficult

table-tennis and jukskei coach and referee/umpire

to turn around in the future.

structures did not achieve the 60 % set target. ▶

The delay in the implementation of an agreement between the Departments of Basic Education and

The generic Black demographic of both male and female coach and referee/umpire components of

083

» A distinct and increasing reluctance of new

What is noteworthy is that whilst both cricket and

generation of teachers to become involved in the

rugby’s generic Black coach profiles are comparable

organisation of school sport is resulting in the

in the region of 45 %, there is a difference in their

majority of learners (7 million primary school and

referee/umpire demographic profiles – 35 % for cricket

4 million at senior school) in approximately 28 000

and about 49 % for rugby. The underlying reason for

with limited opportunity for regular and structured

this difference needs to be established, in order for

sport participation.

barriers (if any) for generic Black cricket umpires to be addressed and for greater accessibility to be improved particularly from a Black African perspective.

In addition » the non-alignment of Department of Basic Education with demarcation boundaries of other

Schools Profile

government structures in certain districts,

From the data received, netball (4 378), football (3 051), rugby (880), hockey (758), volleyball (716), and table-tennis (640) reported the highest number of participating senior schools. ▶

The highest number of participating primary schools cricket (3 697), chess (2 733), rugby (1 231), table-tennis (1 200), volleyball (1 184), and hockey (957).

and organising capacity at school level, » delayed access to ring-fenced finance assigned to national facility provision programme, » the availability of reliable school sport data

were indicated by netball (7 871), football (6 701),

» resolving of facility infrastructure shortcomings

related to code participating schools at district level should, from a planning perspective, be of considerable concern. Data received from sport

The first two audits have confirmed that school sport

federations, although improving, are still not up to

represents one of the major risk factors for South

standard and despite numerous requests and follow

African sport from the perspective of both longer-

ups only two provincial government structures,

term sustainability and ultimate competitiveness.

(Western Cape and Northern Cape) supplied

The magnitude of the challenges associated with what appears to be a somewhat dysfunctional school sport system (as result of a non-aligned and uncoordinated provincial sport federation structure, on the one hand, and national/provincial/local government sport structures, on the other hand) operating in silos, should not be under-estimated.

data. There was, however, very little agreement between the data received from the relevant sport federation and provincial government structures.

“Knowledge is like a lion; it cannot be gently embraced.” – South African Proverb

Four | Summary 2014/15 Transformation Audit Highlights/Lowlights


084

Eminent Persons Group | Transformation Status Report 2014 / 15

The absence of a common and agreed data base for

data appropriate for meaningful observations related

key role players with respect to this fundamental

to facilities to be made.

piece of information could place a question mark between the cost-effectiveness and impact of the of

for South African sport is possible, provided a

programmes and projects in circulation, and the ▶

A meaningful and sustainable competitive advantage platform for orchestrating school sport programmes

ad hoc and sometimes uncoordinated initiatives of

and projects involving all role players is established.

different role players, in the absence of a national school

Without such a coordinating platform, the possibility

sport strategy that clearly defines the roles, functions,

of a continuing worsening situation is a distinct

goals, objectives and responsibilities of a perplexing

possibility.

stakeholder grouping in the school environment, ▶

The absence of meaningful and useful data is widespread and impacts the ability to put together

Medical and Sport Science and Technology Support Base ▶

support base generally includes qualified sport

and implement common-goal plans. ▶

medical practitioners, nutritionists, biokineticists,

The primary focus in most boardrooms appears to be

physiotherapists, sport therapists, sport psychologists

at the apex of the participation pyramid. The result

and computer analysts. This overall support base

is an increasing divide between the bottom and top

does not appear to be appropriately structured with

ends of the pyramid, which increases the longer term

respect to code specific input and formalised national

vulnerability of some codes and South African sport in

and provincial membership structures as the basis for

general. ▶

determining and managing minimum accreditation

The absence of a resourced and aligned national

standards and deployment. Without these structures

facility provision and implementation sports plan is

democratic governance structures, selection and

limiting both optimal provision and delivery of sport

appointment processes and the opportunity for

at school level. The basic objective of the charter ‘to

upward mobility of suitably qualified specialist

increase the number of people participating in sport’ is

resources, are restricted.

becoming increasingly difficult to achieve. ▶

Although cricket, rugby, football, and netball appear

Data received from federations suggests that the

to have elements of a structured specialist resource

number of current facilities available per school is, on

support base, they have shortcomings with respect

average, less than one. However, the quality/reliability

to the overall number of sport psychology, computer

of data received from federations and provincial/local

(game) analyst and nutrition support resources across

government sport structures, as it relates to number

the board being surprisingly low.

of sport participating schools, number of clubs, number of available and needed facilities, and number

physiotherapists by rugby, football, volleyball, hockey

be seen to be at best unreliable. Several attempts to

and basketball; for medical practitioners by hockey and

resolve the facility resource issue at school level, have

basketball; for computer analysts by volleyball.

been made in the past most with marginal success. This basic building block in providing access to

The generic Black target of 60 % was achieved for biokineticists by cricket and volleyball; for

of participating under-age teams and leagues, has to

An effective sport medical and science specialist

Women representation in the listed specialist support

equitable participation opportunity has to be in place,

categories is good: 36 % of the medical practitioner

in order for the rate and impact of transformation

support base and 50 % of physiotherapists are

initiatives to have effect.

women. Women’s presence in the combined medical

Only four of the 17 codes audited (cricket, rugby, netball and, to a lesser extent, gymnastics) submitted

Four | Summary 2014/15 Transformation Audit Highlights/Lowlights

and physiotherapy categories is 44 %; within the biokineticists ranks it was 50 % and 60 % among sport


Sport & Recreation South Africa

psychologists. Women’s representative position in the

the Transformation Charter, leadership governance

specialist support area is meaningful and visible.

activities require exceptional planning and monitoring inputs.

Governance Dimension ▶

Preferential Procurement Dimension

Performance in the governance dimension of the charter was defined on the basis of sport governance

all important contribution to socio-economic reform

respect to: planning and shaping the overall destiny

appears to be below par.

managing change; as well as Chairperson, CEO, board

The target of 50 % external purchases from BBE companies has been exceeded by cricket (89 %), netball

and individual board member performance quality.

(75 %), football (65 %) and athletics (55 %). Cricket

The results were generally disappointing, reflecting

indicated the highest total purchases amounting to

insufficient focus and low scores for the regularity of

about R674 000 000. The target was not achieved

planning processes and the evaluation of performance

by gymnastics (40 %), swimming (13 %), rugby (9 %)

levels in key areas. Cricket and swimming achieved

whereas basketball, volleyball, and table-tennis did not

overall average governance scores of 90 %, followed by

provide any data.

rugby and football with a 60 % average. Table-tennis (40 %), netball (30 %), gymnastics (30 %), hockey (30 %), and volleyball (10 %) all scored below 50 %. ▶

Record-keeping and commitment to promoting this

principles, as it relates to leadership activities with of their total federation (nationally and provincially);

085

For this preferential procurement data to be used for meaningful purposes it is important that appropriate processes (e.g. policy and record-keeping) are in place

In general, governance areas in which federations

and rigidly controlled at national and provincial level if

do not perform well include the measurement of

the full benefit thereof is to be derived.

Board Chairman effectiveness and performance’; CEO effectiveness; and evaluation of provincial structure performances. In terms of the principles of

Four | Summary 2014/15 Transformation Audit Highlights/Lowlights


086

Eminent Persons Group | Transformation Status Report 2014 / 15

“When you shoot a zebra in the black stripe, the white dies too; shoot it in the white and the black dies too.” - South African Proverb

Four | Summary 2014/15 Transformation Audit Highlights/Lowlights


Sport & Recreation South Africa

087

“Today, everyone has the right to play Sport…”

FIVE

2014/15 COMPARATIVE SCORECARDS/ DASHBOARDS

Five | 2014/15 Comparative Scorecards/Dashboards


088

Eminent Persons Group | Transformation Status Report 2014 / 15

5. 2014/15 COMPARATIVE SCORECARDS/DASHBOARDS

% GENERIC BLACK DEMOGRAPHIC PROFILE - 2014 NATIONAL SENIOR AND uNDER-AGE MALE % GENERIC BLACK DEMOGRAPHIC PROFILE

NATIONAL ADMINISTRATION % GENERIC BLACK DEMOGRAPHIC

Code

President

CEO

Full-Time Staff

Board

100

Average National Senior Male Teams

Average National Male Senior Plus underage Teams

50

21

Athletics

100

100

100

Baseball

100

100

97

10

0

59

Basketball

100

100

85

100

100

88

Bowls

0

0

33

Boxing

100

100

83

98

90

0 77

Chess

100

100

75

91

49

97

Cricket

100

100

71

83

45

0

Football

100

100

70

71

91

29

Gymnastics

57

100

100

58

73

43

Hockey

0

0

13

17

43

Jukskei

0

0

0

0

10

Netball

100

0

58

39

0

Rowing

0

0

0

19

0

Rugby

100

0

50

53

42

60

Softball

100

0

50

42

Swimming

100

0

38

38

13

0

Table-Tennis

100

0

33

10

94

47

0

0

100

0

Tennis Volleyball

>60 ; <=50 No data received Incomplete Data

Five | 2014/15 Comparative Scorecards/Dashboards

57

58

97 33

98

92


Sport & Recreation South Africa

% GENERIC BLACK DEMOGRAPHIC PROFILE - 2014 NATIONAL SENIOR AND uNDER-AGE FEMALE % GENERIC BLACK DEMOGRAPHIC PROFILE Average National Female Teams

Average National Male Senior Plus underage Teams

21

21

0

59

97

88

0

SELECTOR % GENERIC BLACK DEMOGRAPHIC PROFILE National Team Selectors

ALL NATIONALLY ACCREDITED COACHES % GENERIC BLACK PROFILE

Males

Females

089

PERFORMANCE

ALL NATIONALLY ACCREDITED REFEREES/ uMPIRES % GENERIC BLACK PROFILE

Males

57

Senior Average % Wins or 1st Positions

under-age Average % Wins or 1st Positions

19

25

59

41

0

30

40

50

3

0

50

10

97

98

100

88

39

75

0

62

Females

NATIONAL TEAM PERFORMANCE % WINS OR 1ST PLACES

5

1

3

1

72

67

76

83

60

70

33

33

10

100

0

100

0

0

0

0

10

46

58

44

24

63

0

29

10

99

96

99

100

53

69

43

6

37

43

32

27

40

20

43

8

41

32

12

0

40

79

0

10

0

5

1

0

0

100

83

25

51

51

77

73

88

10

0

0

25

36

19

18

29

77

60

8

50

45

50

60

69

75

0

0

67

77

45

97

59 87 56 29

92

87

7

58 0

7

35

16

24

25

99

47

10

53

89

70

52

0

0

97

5

92

10

93

90

94

100

48

40

92

100

>60 ; <=50

>70 ; <=50

Five | 2014/15 Comparative Scorecards/Dashboards


090

Eminent Persons Group | Transformation Status Report 2014 / 15

DEMOGRAPHIC PROFILE OF MALE SPECIALIST SuPPORT TO NATIONAL TEAMS AND INDIVIDuALS - 2014

% Generic Black

% Black African

Sport Psychologists

% Generic Black

67

78

Total

% Black African

Physiotherapists Total

Code

Total

Medical Practitioners

Football

7

78

100

9

Boxing

5

100

100

0

0

Athletics

3

33

67

0

0

Basketball

2

100

100

0

Swimming

2

0

50

2

% Black African

% Generic Black

0

0 8

50

0

Rugby

1

100

100

4

0

100

1

0

0

Netball

1

0

0

4

0

25

1

0

0

Cricket

1

0

100

4

67

100

0

Rowing

1

0

0

0

Bowls

1

0

0

0

0 0

0

Hockey

1

0

100

2

0

50

3

Volleyball

0

0

0

4

25

75

0

Softball

0

0

0

Table-Tennis

0

0

0

Gymnastics

0

0

0

Baseball

0

0

0

Chess

0

0

0

Tennis

0

1

0

0

0 67 0

100 0

0

Jukskei

0

0

0

ToTal

25

30

5

DEMOGRAPHIC PROFILE OF FEMALE SPECIALIST SuPPORT TO NATIONAL TEAMS AND INDIVIDuALS - 2014

% Generic Black

Football

2

11

100

1

Boxing

2

100

100

0

Athletics

0

Basketball

1

Swimming

0

Rugby

0

Netball

5

Cricket

0

Rowing

1

Bowls

0

100

0 0

100

0 0

Sport Psychologists

% Black African

% Generic Black

0

100

100

% Generic Black

0

2

100

100

0

7

57

57

0

4

0

50

0

2

0

100

0

7

14

57

1

2

0

100

0

3

0

0

0

0

0

50

100

0

Hockey

1

1

0

100

2

Volleyball

0

5

0

80

0

Softball

0

0

Table-Tennis

0

Gymnastics

1

0

0

3

Baseball

1

0

0

0

0

Chess

0

0

0

Tennis

0

0

0

0

0

0 0

0

0

Jukskei

0

0

0

ToTal

14

37

3

Five | 2014/15 Comparative Scorecards/Dashboards

% Black African

0

0 0

Total

% Black African

Physiotherapists Total

Code

Total

Medical Practitioners


Sport & Recreation South Africa

091

DEMOGRAPHIC PROFILE OF MALE SPECIALIST SuPPORT TO NATIONAL TEAMS AND INDIVIDuALS - 2014

9

% Generic Black

67

100

9

% Black African

Computer Analysts

% Generic Black

67

89

Total

% Black African

Nutritionists Total

Total

Biokineticist

6

% Black African

% Generic Black

50

83

TOTAL MALE

TOTAL MALE + FEMALE

% MALE

40

43

93

0

0

0

5

7

71

0

0

0

3

5

60

0

0

0

2

10

20

0

0

0

4

8

50

20

22

91

11

30

37 85

4

0

25

0

10

5

20

40

0

0

0

0

6

50

83

11

13

0

0

1

0

0

2

8

25

0

0

0

1

1

100

10

16

63

5

11

45

0

30

40

0

4

0

0

0

0

0

0

0

0

0

0

0

0

6

0

0

0

0

0

1

0

0

0

0

0

0

0

0

0

2

2

100

1

1

0

100

0

100

50

75

0

0

0

0

0

0

20

9

27

116

183

63

DEMOGRAPHIC PROFILE OF FEMALE SPECIALIST SuPPORT TO NATIONAL TEAMS AND INDIVIDuALS - 2014

% Generic Black

% Black African

% Generic Black

Computer Analysts Total

% Black African

Nutritionists Total

Total

Biokineticist

% Black African

% Generic Black

TOTAL MALE

TOTAL MALE + FEMALE

% MALE

0

0

0

3

43

7

0

0

0

2

7

29

0

0

0

2

5

40

0

0

0

8

10

80

0

0

0

4

8

50

0 6

17

50

0 2

0

0

0 0 1

0

100

0 0

0

0

2

22

9

0

0

19

30

63

0

0

2

13

15

0

0

6

8

75

0

0

0

1

0

0

2

6

16

38

0

0

50

100

6

11

55

0

0

0

0

0

0

0

0

0

0

0

0

6

6

100

0

0

0

1

1

100

0

0

0

0

0

0

0

0

0

0

2

0

0

0

0

0

0

0

11

0

2

67

183

37

2

0

0

Five | 2014/15 Comparative Scorecards/Dashboards


092

Eminent Persons Group | Transformation Status Report 2014 / 15

TOTAL NuMBER AND % OF PRIMARY SCHOOLS PARTICIPATING IN EACH CODE IN EACH PROVINCE AND NATIONALLY - 2014

% Participating Primary Schools

0,9

Total number of Participating Primary Schools

45

% Participating Primary Schools

0,1

Total number of Participating Primary Schools

2

5

Limpopo

% Participating Primary Schools

81

KZN

Total number of Participating Primary Schools

3

Gauteng

% Participating Primary Schools

127

Free State Total number of Participating Primary Schools

% Participating Primary Schools

Code

Total number of Participating Primary Schools

Eastern Cape

0

0

0

0

7

0,2

7

0,3

51

5

0

0

18

0,4

62

2

1

0,1

0

0

3

0,1

0

0

185

18

255

25

1144

26

685

26

Athletics Baseball Basketball Boxing Chess Cricket

421

9

83

8

381

37

1599

36

113

4

Football

1601

34

319

31

1207

118

829

19

793

30

Gymnastics

21

0,4

190

19

5

0,5

29

0,7

29

1

Netball

1805

38

183

18

706

69

2410

54

1501

57

Rugby

256

5

79

8

174

17

75

2

41

2

Softball

0

0

0

0

38

4

11

0

18

1

Swimming

11

0

35

3

31

3,0

20

0,4

9

0,3

Table-Tennis

146

3

232

23

304

30

249

6

32

1

Volleyball

29

1

181

18

204

20

334

7

84

3

Bowls

0

0

0

0

0

0

0

0

0

0

Hockey

162

3

40

4

197

19

150

3

25

1

Jukskei

3

0,1

15

1

24

2

8

0,2

4

0,2

Rowing

0

0

0

0

0

0

0

0

0

0

Tennis

52

1,1

51

5

199

20

55

1

18

1

No Data Received Problematic Areas TOTAL NuMBER AND % OF SENIOR SCHOOLS PARTICIPATING IN EACH CODE IN EACH PROVINCE AND NATIONALLY - 2014

Total number of Participating Senior Schools

% Participating Senior Schools

Total number of Participating Senior Schools

% Participating Senior Schools

Baseball

26

1

26

5

0

0,0

0

0,0

8

0,5

Basketball

51

2

76

14

50

4

34

2

22

1

Boxing

5

0,2

4

0,7

0

0

0

0

0

0

Chess

0

0,0

0

0,0

224

20

713

32

431

28

Cricket

145

5

49

9

115

10

258

12

31

2

Football

577

21

207

38

270

24

365

17

449

29

0

0

0

0

3

0,3

0

0

2

0,1

Netball

1011

36

101

19

388

34

1259

57

913

59

Rugby

377

13

87

16

147

13

71

3

40

3

Softball

0

0

0

0,0

77

7

14

0,6

50

3,2

Swimming

30

1

204

38

195

17,2

33

1,5

15

1,0

Code

% Participating Senior Schools

% Participating Senior Schools

Limpopo

Total number of Participating Senior Schools

KZN

Total number of Participating Senior Schools

Gauteng

% Participating Senior Schools

Free State

Total number of Participating Senior Schools

Eastern Cape

Athletics

Gymnastics

Five | 2014/15 Comparative Scorecards/Dashboards


Sport & Recreation South Africa

093

TOTAL NuMBER AND % OF PRIMARY SCHOOLS PARTICIPATING IN EACH CODE IN EACH PROVINCE AND NATIONALLY - 2014

Total number of Participating Primary Schools

% Participating Primary Schools

Total number of Participating Primary Schools

% Participating Primary Schools Nationally

3

0

0

103

TOTAL

% Participating Primary Schools

34

Western Cape

Total number of Participating Primary Schools

0

Northern Cape

% Participating Primary Schools

% Participating Primary Schools

0

North West Total number of Participating Primary Schools

Total number of Participating Primary Schools

Mpumalanga

0

0

0

0

42

3

183

1

76

7

2

0,5

68

5

392

2

4

0,4

1

0,2

0

0

14

0,1

8

84

8

52

12

180

14

2,733

14

252

19

287

26

93

22

468

37

3,697

20

534

41

649

60

232

54

537

42

6,701

35

45

3

42

4

16

4

9

1

386

2

161

12

386

35

206

48

513

40

7,871

42

50

4

52

5

33

8

471

37

1,231

7

0

0

6

1

0

0

53

4

126

1

0

0

0

0

0

0

0

0

106

1

77

6

80

7

27

6

53

4

1,200

6

116

9

121

11

39

9

76

6

1,184

6

0

0

0

0

0

0

0

0

0

0

63

5

45

4

20

5

255

20

957

5

22

2

0

0

3

0,7

8

0,6

87

0,5

0

0

0

0

0

0

0

0

0

0

41

3

7

1

24

6

148

12

595

3

TOTAL NuMBER AND % OF SENIOR SCHOOLS PARTICIPATING IN EACH CODE IN EACH PROVINCE AND NATIONALLY - 2014

% Participating Senior Schools

Total number of Participating Senior Schools

Total number Participating Senior Schools

% Participating Senior Schools Nationally

0

0,0

0

0,0

0

0,0

15

3

49

0,5

8

1

135

25

2

0,8

65

11,4

443

4

0

0

135

25

0

0

0

0

10

0,1

9

1

55

10

19

7

124

22

1583

15

38

5

38

7

49

19

381

67

1104

11

332

43

475

89

79

31

297

52

3051

29

5

0,7

5

0,9

0

0

0

0

15

0,1

70

9

354

67

76

30

206

36

4378

42

42

5

29

5

48

19

416

73

880

8

0

0,0

22

4

0

0

34

6

197

2

0

0,0

0

0,0

0

0

0

0

477

5

% Participating Senior Schools

Total number of Participating Senior Schools

TOTAL

% Participating Senior Schools

Western Cape

Total number of Participating Senior Schools

Northern Cape

% Participating Senior Schools

North West

Total number of Participating Senior Schools

Mpumalanga

Five | 2014/15 Comparative Scorecards/Dashboards


094

Eminent Persons Group | Transformation Status Report 2014 / 15

TOTAL NuMBER AND % OF SENIOR SCHOOLS PARTICIPATING IN EACH CODE IN EACH PROVINCE AND NATIONALLY - 2014

Total number of Participating Senior Schools

% Participating Senior Schools

Total number of Participating Senior Schools

% Participating Senior Schools

Total number of Participating Senior Schools

% Participating Senior Schools

Limpopo

% Participating Senior Schools

KZN

Total number of Participating Senior Schools

Gauteng

% Participating Senior Schools

Free State

Total number of Participating Senior Schools

Eastern Cape

Table-Tennis

97

3

154

29

162

14

94

4

25

2

Volleyball

27

1

23

4

0

0

287

13

93

6

Bowls

0

0

0

0

0

0

0

0

0

0

Hockey

105

4

43

8

181

16

124

6

21

1

Jukskei

1

0

13

2

32

3

6

0

4

0,3

Rowing

8

0,3

4

0,7

16

1,4

2

0,1

3

0,2

Tennis

21

0,7

63

12

159

14

35

2

11

0,7

Code

No Data Received Problematic Areas

North West

Northern Cape

Western Cape

TOTAL

Total number of Participating Clubs

Total number of Participating Clubs

Total number of Participating Clubs

Total number of Participating Clubs

Mpumalanga

Total number of Participating Clubs

Limpopo

Total number of Participating Clubs

KZN

Total number of Participating Clubs

Gauteng

Total number of Participating Clubs

Free State Total number of Participating Clubs

Eastern Cape Total number of Participating Clubs

RATIO TOTAL NuMBER OF CLuBS AND NuMBER OF PARTICIPATING CLuBS IN EACH PROVINCE AS, PER CODE INPuTS RECEIVED 2014

Baseball

52

0

17

11

0

0

0

0

24

104

Basketball

33

82

62

62

46

21

27

10

40

383

Boxing

178

62

75

119

10

24

13

40

29

550

Chess

59

24

30

2

31

5

11

25

71

258

Cricket

249

36

123

164

22

38

26

47

166

871

Football

1 528

650

1 231

2 086

811

555

426

450

681

8 418

Code

Athletics

Gymnastics

25

17

89

19

29

26

19

6

107

337

Netball

435

117

234

633

70

72

233

53

231

2 078

Rugby

394

45

84

50

33

26

38

38

314

1 022

Softball

30

10

18

8

35

0

18

0

59

178

Swimming

52

16

70

46

10

0

0

0

0

194

Table-Tennis

123

48

41

39

86

0

25

10

29

401

Volleyball

59

91

65

183

28

65

69

50

16

626

Bowls

65

86

112

94

9

18

19

28

95

526

Hockey

36

14

55

47

5

10

9

6

44

226

Jukskei

9

12

27

8

8

11

3

8

6

92

Rowing

14

0

11

5

0

0

2

0

4

36

Tennis

54

37

112

56

20

12

16

8

94

409

3 395

1 347

2 456

3 632

1 253

883

954

779

2 010

16 709

ToTal ClubS

“Once you have found your first diamond, you wil never give up looking.” - South African Proverb

Five | 2014/15 Comparative Scorecards/Dashboards


Sport & Recreation South Africa

095

TOTAL NuMBER AND % OF SENIOR SCHOOLS PARTICIPATING IN EACH CODE IN EACH PROVINCE AND NATIONALLY - 2014

Total number of Participating Senior Schools

% Participating Senior Schools

Total number of Participating Senior Schools

% Participating Senior Schools

Total number Participating Senior Schools

% Participating Senior Schools Nationally

TOTAL

% Participating Senior Schools

Western Cape

Total number of Participating Senior Schools

Northern Cape

% Participating Senior Schools

North West

Total number of Participating Senior Schools

Mpumalanga

51

7

15

3

18

7

24

4

640

6

90

12

87

16

28

11

81

14

716

7

0

0

0

0

0

0

0

0

0

0

38

5

37

7

16

6

193

34

758

7

16

2

2

0,4

4

2

11

2

89

1

3

0,4

2

0,4

5

2

8

1

51

0,5

35

4,6

6

1

18

7

117

21

465

4

The generic Black (Black African, Coloured and Indian) target of 50 %, set in 1994, for representative teams has led to an improvement in Coloured and Indian representation in some national teams at the expense of Black Africans.

Five | 2014/15 Comparative Scorecards/Dashboards


096

Eminent Persons Group | Transformation Status Report 2014 / 15

COMPARATIVE CODE SPECIFIC PRIMARY SCHOOL PROFILE RATIOS - 2014 Measure

Athletics

Total number of all Primary Schools in area of jurisdiction

Cricket

Rugby

Football

Netball

Basketball

Bowls

Hockey

14,558

12,981

8,989

1,800

4,289

Total number of all primary schools participating in your code in area of jurisdiction

92

2,580

1,713

2,000

3,099

% of Participating primary schools

1

20

19

111

72

% of Primary Schools in Township Areas

1

29

71

72

47

% of Township Primary Schools Participating in code

185

44

50

95

54

8

Average Number of Township teams per school participating in leagues

0.1

1

1

1

1

1

Average Number of Facilities per participating Primary School

0.1

0.04

1

0

1

Average Estimated Facility shortfall per Primary School

0.5

0.3

0.1

0.4

Number of new primary schools that started participating during last season in area of jurisdiction.

3

136

209

45

10

Number of primary schools that stopped participating last season in area of jurisdiction

4

37

42

85

0.0

Ratio of new participating Primary schools to Primary Schools that have stopped participating

1

4

5

1

Ratio of Township primary school HP paricipants to total HP participants

0.3

1

Average number of accredited coaches per participating primary school

0.1

1

Average amount (in Rands) made available per participating primary school

0.0

1,406

% of participating primary schools with girl teams

458

11

1,005

0.2

1

2

0.1

0.03

5,619

97

249 100

Data not provided Incomplete/suspect COMPARITIVE CODE SPECIFIC SENIOR SCHOOL PROFILE RATIOS - 2014 Measure

Athletics

Cricket

Rugby

Football

Netball

Basketball

Total number of all Senior Schools in area of jurisdiction

718

4,430

6,694

11,000

2,093

968

Total number of all Senior Schools participating in your code in area of jurisdiction

455

1,225

1,158

2,750

1,829

454

% of Participating Senior Schools

63

28

17

25

87

47

% of Senior Schools in Township Areas

29

36

66

18

59

% of Township Senior Schools participating in code

49

28

66

53

3.4

Average Number of Township teams per school participating in leagues

0.2

1

1

0.8

1.3

Average Number of Facilities per participating Township Senior School

0

1

Average Number of Facilities per all participating senior School

1

1

Five | 2014/15 Comparative Scorecards/Dashboards

Bowls

Hockey

760

0 0.48

1.8


Sport & Recreation South Africa

097

COMPARATIVE CODE SPECIFIC PRIMARY SCHOOL PROFILE RATIOS - 2014 Gymnastics 11,465

Rowing 6785

Swimming

Tennis

Baseball

Boxing

10,039

339

1,435

3

14

584

230

27

0 0

1 6

Jukskei

11,115

7,221

11,700

76

105

1.1

16

84

2

74.8

85

2

41

1

0.7

1

5

0.5

1

0.004

0.2

0.01

93.6

0

1

Chess

2

0.1

213

20

27

90

30

17

52

0

90

6

0.1

0.4

1

5.0

0.4

0.5

3

0.0

7

0.1

0.004

2.1

0.008

1184.2

0.7

50

1,573 14.3

100

Softball

Table-Tennis Volleyball 1,274

134 709 529.1

COMPARITIVE CODE SPECIFIC SENIOR SCHOOL PROFILE RATIOS - 2014 Gymnastics

Rowing

Swimming

4,925

5,282

5,094

18

51

1,132

0.4

1

22

Tennis

457

Baseball

57

Boxing

Chess

Jukskei

0

11,400

5,106

17

6,000

69

53

1

82

39

0

26

1

1

1.3

91

94.1

23

30

1.0

0.7

1.1

0.2

1

0.0

0.0

9

1

1

0

0.01

2

3

Softball

Table-Tennis

Volleyball 24,451

720

47.6

Five | 2014/15 Comparative Scorecards/Dashboards


098

Eminent Persons Group | Transformation Status Report 2014 / 15

COMPARITIVE CODE SPECIFIC SENIOR SCHOOL PROFILE RATIOS - 2014 Measure

Athletics

Cricket

Average Estimated Facility shortfall per Senior School

Rugby

0.1

0

Ratio of new participating Senior Schools to senior schools that have stopped participating

4.8

4

Ratio of Township Senior School HP paricipants to total HP participants

1.1

0

Average number of accredited coaches per Senior School

0.2

1

3

Average number of rand made available per Senior School

0.1

3,093

15,022

% of Senior Schools with girl teams

11.4

17

Football

12

0.004

Netball

Basketball

Bowls

Hockey

0.4

0.1

2.1

3.4

6.5

0.1

0.15

0.08

273

0 0.0

Data not provided Incomplete/suspect COMPARATIVE CODE SPECIFIC CLuB PROFILE RATIOS - 2014 Measure

Athletics

Cricket

Rugby

Average number of registered members per club

64

25

10

1

Average number of teams in organised leagues per club

0.7

1.6

1.6

0.6

Ratio of Township based clubs to total number of clubs

0.3

0.4

0.2

0.3

0.6

0.2

Average number of facilities available per Township club

0.1

0.4

0.7

0.0

0.1

0

Average number of facilitie available to clubs

0.1

0.7

0.7

0.01

0.1

0.3

Average facilty shortfall per club

0.1

0.4

0.2

0.2

0.1

Ratio new Township clubs to Township clubs that have closed

1.4

0.4

0.8

2.0

Ratio Township based club HP participants to all club HP participants

0.3

0.3

Average number of accredited coaches per club

0.2

0.8

3.4

0.1

0.003

0.03

0.4

0.1

Average amount of rand made available per club

9.0

15,301

22,885

0.2

Average amount made available to Township based clubs in area of jurisdiction.

6.8

6,547

2,218

Average number of women teams/ participants per club

0.0

0.1

0.7

0.1

0.0

1.4

Average number of women’s league competitions per club

0.6

0.04

0.4

0.1

0.0

0.04

0.9

2.3

0.2

Average number of coaches per registered member

Average number of women’s club matches played per club

Data not provided Incomplete/suspect

Five | 2014/15 Comparative Scorecards/Dashboards

1.5

Football

Netball

1.7

Basketball

Bowls

Hockey

49

38 2.9

1.0 0.1

3.1 0.1

3.7


Sport & Recreation South Africa

099

COMPARITIVE CODE SPECIFIC SENIOR SCHOOL PROFILE RATIOS - 2014 Gymnastics

Rowing

Swimming

Tennis

Baseball

Boxing

Chess

Jukskei

51

2.6

0.2

1.0

0.0

31

2.3

0.6

1.7

2

0.02

0.5

0.3

0

0.40

0.02

2

0

696

1.5

51

125.9

2

1481.4

3,529

437

0.0

73

62

10.5

Softball

Table-Tennis

Volleyball

COMPARATIVE CODE SPECIFIC CLuB PROFILE RATIOS - 2014 Gymnastics

Rowing

Swimming

Tennis

Baseball

Boxing

Chess

Jukskei

Softball

Table-Tennis

Volleyball

38

28.8

57

29

50

15

6

23.0

20.0

7

15

2.9

1.0

1.0

4.0

3.7

1.0

0.6

3.0

1.0

0.0

0.8

0.2

0.04

0.2

0.0

0.4

0.9

0.3

0.01

0.0

0.4

0.8

0

43.0

1.0

10.0

0.0

4.0

9.0

0.1

0.3

1.6

0.9

4.1

0.0

0.0

1.9

0.07

0.0

0.1

5.6

0.9

0.1

0.0

13.2

0.0

0.0

0.2

1.0

0.6

0.02

0.1

1.2

2.9

2.0

3.1

4.7

0.01

2.2

0.01

1.6

0.1

0.1

0.2

0.001

0.1

0.001

0.2

0.004

0

21778

2759

0.001

644

0

177000

2759

0.001

8,450

0.001

0.2

0.3

0.2

2.6

1.4 0.04 3.7

0.1

10.0

Five | 2014/15 Comparative Scorecards/Dashboards


100

Eminent Persons Group | Transformation Status Report 2014 / 15

Bowls

Basketball

Rugby

Netball

Football

Category

Cricket

Athletics

GOVERNANCE SCORECARD: % TARGET ACHIEVEMENT - 2014

Number of times the Strategic Plan has been formally reviewed over the past five years

0

60

60

100

60

40

100

Number of times the Transformation Strategy has been formally reviewed and updated over the past five years

0

60

60

100

60

20

0

Number of times Transformation Status has been established/monitored over the past five years

0

60

60

100

60

0

0

Number of times Board effectiveness and productivity has been formally evaluated, on the basis of an appropriate scorecard, over the past five years

0

4

20

100

40

0

100

Number of times the effectiveness and performance of the Board Chairperson has been formally evaluated, on the basis of an appropriate scorecard, over the past five years

0

4

20

30

40

0

0

Number of times the effectiveness and productivity of the CEO has been evaluated, on the basis of an appropriate scorecard over the past five years

0

100

20

30

100

0

100

Number of times, the Senior management team has been evaluated, on the basis of an appropriate performance management system, over the past five years

0

100

20

0

100

0

100

Number of times the performance of individual provinces has been reviewed over the past five years

0

40

40

60

40

0

0

Number of unqualified Financial Reports over the last five years

0

100

100

60

100

100

100

aVeraGe

0

59

44

64

67

18

56

“People are people through other people.� - South African Proverb

Five | 2014/15 Comparative Scorecards/Dashboards


Sport & Recreation South Africa

101

Volleyball

Table-Tennis

Softball

Jukskei

Chess

Boxing

Baseball

Tennis

Swimming

Rowing

Gymnastics

Hockey

GOVERNANCE SCORECARD: % TARGET ACHIEVEMENT - 2014

20

40

60

60

60

20

20

20

20

20

20

20

20

40

100

60

60

20

20

20

20

0

30

20

20

80

0

100

60

20

20

20

20

0

20

0

20

20

0

100

40

20

20

20

0

0

0

10

20

20

0

100

20

20

20

20

0

0

10

10

20

40

0

100

100

0

20

40

0

0

0

0

20

40

0

100

100

0

20

20

0

0

10

10

20

20

0

100

20

0

20

20

0

0

0

10

100

100

100

100

100

0

20

100

100

0

0

0

29

44

29

91

62

11

20

31

18

2

10

9

The absence of meaningful and useful data is widespread and impacts the ability to put together and implement common-goal plans.

Five | 2014/15 Comparative Scorecards/Dashboards


102

Eminent Persons Group | Transformation Status Report 2014 / 15

EMPLOYMENT EQuITY - PERCENTAGE - 2014 Code

Total

% Black African

% Coloured

% White

% Indian

% Women

% Disabled

54 million

80

9

9

2

50

2

Rowing

33

0

0

0

85

15

0

Swimming

28

0

0

0

100

18

0

Chess

24

8

25

8

58

58

0

Football

10

40

30

0

30

20

0

Cricket

9

33

11

33

22

11

0

Rugby

9

11

22

0

67

11

0

GYmnastics

3

33

0

0

67

67

0

Netball

2

50

0

0

50

100

0

Hockey

2

50

50

0

0

50

0

Volleyball

2

50

50

0

0

0

0

Basketball

1

100

0

0

0

0

0

Bowls

1

0

0

100

0

0

0

National Population Demographic Profile

Athletic Tennis Baseball Boxing Juksei Softball Table-Tennis No data received Questionable data

Five | 2014/15 Comparative Scorecards/Dashboards

2.8

100.00

Volleyball

8.2

Table-Tennis

78

Softball

Tennis

0.000

Jukskei

Swimming

2.4

Chess

Rowing

46

Boxing

Gymnastics

0.00

Baseball

Hockey

0.10

Bowls

0

Basketball

Football

Rugby

96

Netball

% of External Purchases from BBEE Companies

Cricket

Measurement Area

Athletics

PREFERENTIAL PROCuREMENT SCCORECARD: % ExTERNAL PuRCHASES FROM BBEE BuSINESSES - 2014


Sport & Recreation South Africa

103

“Today, everyone has the right to play Sport…”

SIx

STATuS OF KEY EPG RECOMMENDATIONS TO DATE

Six | Status of key EPG Recommendations to Date


104

Eminent Persons Group | Transformation Status Report 2014 / 15

6. STATuS OF KEY EPG RECOMMENDATIONS TO DATE

GREEN

GOOD PROGRESS

YELLOW

RESTRICTED PROGRESS

RED

uNSATISFACTORY PROGRESS

Establish a mechanism for assigning responsibility

for ensuring effective responses to EPG findings and

SASCOC, LOTTO, Sports Trust, etc.) make funding

recommendations.

available for Transformation Charter objectives and EPG audit outcomes on a coordinated basis, based on

Increase the generic Black (i.e. Black African +

a set of agreed criteria.

Coloured + Indian) historical demographic targets from 50% to 60% and include a Black African target

for all structures. ▶

participating number of schools, teachers, under-age

Ensure that the strategic plans of all components of specific goals and objectives including national,

teams and competitions in key districts. ▶

Review the existing Transformation Charter.

Ensure that the Transformation Charter is aligned

provincial, and local sport structures, national and provincial sport Federations, tertiary institution, and

to the National Development Plan, the White Paper

school structures, SASCOC and Lotto,.

on Sport and Recreation and The National Sport and

Each component entity of the sport system to set up

Recreation Plan.

programmes to respond to applicable transformation audit report findings and recommendations.

Establish a mechanism for coordinated funding from DSRSA, Lotto, and Sports Trust to specifically increase

the sport system: reflect Transformation Charter

Ensure that all funding structures (government,

Devise measures to gauge and track national and provincial administration federation administration quality and governance status.

Six | Status of key EPG Recommendations to Date


Sport & Recreation South Africa

Review cost beneficial impact of government funding

resource base.

(national, provincial and local) relative to number of participating schools, number of teachers involved,

processes, including monitoring systems, to increase

facilities.

relatively low levels of Black African representation at

Ensure that Transformation Charter demographics

all under-age national and provincial levels.

related issues and team selection strategies based on the principle of universality are clearly understood and

the more mass participation component comprising

Ensure the establishment of code specific national and

aerobics, acrobatics, rhythmic, trampoline, tumbling

provincial support structures for sport medical and

and rope skipping gym for all.

scientific support structures. ▶ ▶

structured under-age representative opportunities at

participation opportunities – teams and competition

both national and provincial representative level, for

at primary schools, senior schools and clubs (including

senior men and women.

facility sharing program.

Devise and introduce a measurement system for

(% of schools participating per district), resource

auditing DSRSA, provincial and local government

availability, participation and representation

sport structures, SASCOC and LOTTO performance

opportunity (facilities, teams, leagues) per school per

relative to the Transformation Charter.

district and target a presence in each district with the objective of increasing overall footprint size to 25% of

Compare national and provincial government school federations and set up a national primary school and

participating schools. ▶

senior school sport participation footprint.

structures at district level. ▶

last cycle.

district. ▶

Improve representation of people with disabilities

need over next 15 years and compile a facility draft

into sport governance structures to minimum

provision plan.

requirements.

Arrange workshop sessions with CEOs responsible

for transformation officers (national and provincial) reinforce the importance of the Charter and the value

profiles of jukskei, swimming, gymnastics, hockey, rugby and cricket’s coaching and referee/umpire

Improve women representation in all sport structures, on and off the field of play.

of audit outcomes as input to planning processes. Improve generic Black and Black African demographic

Establish participation opportunities for disabled persons in suitably modified versions of a sport.

of each participating code to explain data sheets and

Review policies, programmes and projects to improve sport for under-age women at school level in each

Estimate existing sport facility position, estimate current shortfall per district/municipality, project

Increase focus on township schools through the establishment of new community based sport

Enter into ‘barometer’ related MOAs similar to that of the five pilot codes with federations audited in the

Review current under-age participation programme at school level in all codes with respect to access

sport footprint maps with that of national sport

Consider a wider range and greater number of

Increase the number of structured under-age

townships), as part of an integrated hub system and a

Address gymnastics data input system to reflect an undiluted artistic gymnastic code separately from

practiced by all coaches and team support structures. ▶

Gymnastics, netball, cricket, rugby, swimming, hockey, table-tennis, gymnastics and jukskei to implement

number of participating under-age teams, leagues and

105

Establish a platform to orchestrate, coordinate and align the programmes and activities of all school sport role players: with the objective of maximising

Six | Status of key EPG Recommendations to Date


106

Eminent Persons Group | Transformation Status Report 2014 / 15

participation opportunity with respect to under-age teams and competition. ▶

Agree and establish a national school sport and club strategy between different tiers of government, sport federations and school structures.

Resolve issues between Department of Basic Education and Department of Sport and Recreation related to:

The 70% ratio of active school teacher vs 30% nonactive school teacher involvement in the organisation of school sport.

Retraining of teachers for after-school sport organisation and remuneration mechanisms because it is considered an over-time activity.

The non-alignment of the Department of Education with demarcation boundaries of other government structures in certain districts.

Increase the focus on resolving inadequate facility infrastructure and organising capacity at school level.

Integrated knowledge based platforms of specialist support (sport medical practitioners, biokineticists, physiotherapists, psychologists, nutritionists and notational analysts) to set standards, standardise training and accreditation material and coordinated accreditation processes, improve accessibility, stay abreast of international developments, and commission research and development in specialist areas to enhance competitive advantage.

Ensure appropriate protection mechanisms for school sport participants against mental and physical abuse.

Ensure that all preferential procurement policies are in place and that transactions are appropriately recorded, monitored and reported on.

Six | Status of key EPG Recommendations to Date

Percentage ratio of Black African leadership compared to White leadership.

26% WHITE LEADERSHIP


Sport & Recreation South Africa

107

“Today, everyone has the right to play Sport…”

SEVEN

SuMMARY TRANSFORMATION RELATED ISSuES

Seven | Summary Transformation Related Issues


108

Eminent Persons Group | Transformation Status Report 2014 / 15

7. SuMMARY TRANSFORMATION RELATED ISSuES

Inadequate focus on the 84% under-18 South African

Black African segment compared to the focus on the

infrastructure and organising capacity.

16% White, Indian or Coloured segment. ▶ ▶

unawareness within certain federations that the ▶

The rate of Black African representation in sport has

NO uNDER-AGE TEAMS AND NO COMPETITIONS

improvement in all areas.

TRANSLATES INTO INADEQuATE ACCESS!)

Junior school, and Senior school sport affected by largely uncoordinated and non-aligned national/

projects. ▶

umpire, sport medical practitioner, physiotherapist,

Low % of 25 000 schools participate in organised

biokineticist, nutritionist, sport psychologist and computer game analyst.

Inadequate number of organised and structured under-age participation opportunities at all levels

Outstanding and unresolved school sport related issues between the Department of Sport and Recreation and the Department Basic Education.

Seven | Summary Transformation Related Issues

Inadequate resources to fund transformation initiatives.

(schools, clubs, provincial and national representative levels).

Inadequate national and provincial structures of governance in some codes for: coach, referee/

sport. ▶

Increasing disconnect between school sport, sport federations and government sport structures.

provincial/local government and national and provincial sport federation school programmes and

Ineffective utilisation and coordination of existing facilities. (NB: NO FACILITIES, NO ORGANISERS,

fallen behind the rate of generic Black representation

Inadequate facilities, number of coaches, teams, and leagues per school and club.

be 3 million compared to the current 9 million. ▶

Delayed access to ring-fenced finance assigned to the national facility provision programme.

death rate of Whites exceeded the birth rate in 2011 and that the size of the White population in 2030 will

The unsatisfactory state of sport’s facility

The absence of an appropriate coordinating and alignment platform to orchestrate school related programmes and projects among all role players.


Sport & Recreation South Africa

The absence of a national school sport strategy.

Low participation numbers of girls in football, rugby and cricket throughout, but especially so at school

Absence of appropriate system to monitor potential

Model C school and private school organised sport

▶ Insufficient focus on structured sport in township

understanding level of the universality principle.

Governance at provincial level.

Level of commitment to transformation by federation

Relatively small school sport participation footprint in

under-age HP programmes not supportive of holistic

provincial sport structures (including schools and

development of athlete. ▶ ▶

clubs) .

Declining club infrastructure. ▶

Sub-optimal preferential procurement performance.

uncertainty about the difference between sport

Governance performance in areas selected are below par. Limited focus on preferential procurement and

Commitment of coaches to promote transformation more effectively.

schools.

many districts.

Board, President and CEO performance measurement nationally and provincially.

schools.

Coordination and alignment of Lotto, DSRSA, SASCOC targeted at transformation initiatives.

events not accessible to the majority of the 25 000

Predominantly White coaching structures in hockey, gymnastics, swimming, cricket and rugby.

child abuse within sport. ▶

The impact of culture and values on the rate of transformation.

level. ▶

109

provision and delivery roles, leading to duplication and confusion.

employment equity data collection. ▶

Black African under-representation in volleyball, table-tennis, rugby, cricket, gymnastics, swimming, hockey and jukskei.

The rate of Black African representation in sport has fallen behind the rate of generic Black representation improvement in all areas.

Seven | Summary Transformation Related Issues


110

Eminent Persons Group | Transformation Status Report 2014 / 15

8. aPPenDix DaTa SHeeTS name of national Federation President CEO Number of Districts in Area of Jurisdiction Data Sheet Completed By Date Completed Data Sheet Approved by President Date Completed Data Sheet Approved by CEO Compilers Mobile Number E-Mail Address Date Data Sheet Completed Date Data Sheet Submitted ADMINISTRATION DEMOGRAPHIC PROFILE AT NATIONAL LEVEL african

Coloured

indian

White

Women

Disabled

President CEO Full-Time Employed Staff Members Part-Time Employed Staff Members Board Members Exco/Management Committee Members Finance Committee Audit and Risk Committee Transformation Committee

List of each district in area of jurisdiction

Eight | Appendix

No of Clubs in each district participating in code

No of all Primary Schools in each district

No of Primary Schools participating in code in each district

No of all Senior Schools in each district

No of Senior Schools participating in code in each district

No of Private Schools participating in code in each district


Sport & Recreation South Africa

111

MALE NATIONAL TEAM DEMOGRAPHIC PROFILE LAST SEASON african

Coloured

indian

White

Total number of Senior National Male Team Members During Last Season. Competition: Total number of Senior National Male Team Members During Last Season. Competition: Total number of Senior National Male Team Members During Last Season. Competition: Total number of Senior National Male Team Members During Last Season. Competition: Total number of Senior National Male Team Members During Last Season. Competition: Total number of Senior National Male Team Members During Last Season. Competition: Total number of Senior National Male Team Members During Last Season. Competition: Total number of Senior National Male Team Members During Last Season. Competition: Total number of Senior National Male Team Selectors (all competitions) During Last Season. Total number of Senior National Male Team Coaches (all competitions) During Last Season. Total number of Senior National Male Team Managers (all competitions) During Last Season. Total number under-20 National Male Team Members During Last Season. Total number of under-20 National Male Team Selectors During Last Season. All under-20National Male Team Coaches During Last Season. All under-20 National Male Team Managers During Last Season. Total under-19 National Male Team Members During Last Season. Total number of under-19 National Male Team Selectors During Last Season. All under-19 National Male Team Coaches During Last Season. All under-19 National Male Team Managers During Last Season. Total under-18 National Male Team Members During Last Season. Total number of under-18 National Male Team Selectors During Last Season. All under-18 National Male Team Coaches During Last Season. All under-18 Team National Male Team Managers During Last Season. Total number of under-17 National Male Team Members During Last Season. Total number of under-17 National Male Team Selectors During Last Season. All under-17 National Male Team Coaches During Last Season. All under-17 National Male Team Managers During Last Season. Total under-16 National Male Team Members During Last Season. Total number under-16 National Male Team Selectors During Last Season All under-16 National Male Team Coaches During Last Season. All under-16 National Male Team Managers During Last Season. Total number of under-14 National Male Team Selectors During Last Season All under-14 National Male Team Coaches During Last Season. All under-14 National Male Team Managers During Last Season. Total number of under-13 National Male Team Members During Last Season. Total number of under-13 National Male Team Selectors During Last Season All under-13 National Male Team Coaches During Last Season. All under-13 National Male Team Managers During Last Season. Total under-11 National Male Team Members During Last Season. Total number of under-11 National Male Team Selectors During Last Season All under-11 National Male Team Coaches During Last Season. All under-11 National Male Team Managers During Last Season. Total under-9 National Male Team Members During Last Season. Total number of under-9 National Male Team Selectors During Last Season All under-9 National Male Team Coaches During Last Season. All under-9 National Male Team Managers During Last Season.

Eight | Appendix


112

Eminent Persons Group | Transformation Status Report 2014 / 15

FEMALE NATIONAL TEAM DEMOGRAPHIC PROFILE LAST SEASON african Total number Senior National Female Team Members During Last Season. Competition: Total number Senior National Female Team Members During Last Season. Competition: Total number Senior National Female Team Members During Last Season. Competition: Total number Senior National Female Team Members During Last Season. Competition: Total number Senior National Female Team Members During Last Season. Competition: Total number Senior National Female Team Members During Last Season. Competition: Total number Senior National Female Team Members During Last Season. Competition: Total number Senior National Female Team Members During Last Season. Competition: Total number of Senior National Female Team Selectors (all competitions) During Last Season. Total number of Senior National Female Team Coaches (all competitions) During Last Season. Total number Senior National Female Team Managers (all competitions) During Last Season. Total number under 21 National Female Team Members During Last Season. Total number of under 21 National Female Team Selectors During Last Season. All under 21 National Female Team Coaches During Last Season. All under 21 National Female Team Managers During Last Season. Total under-19 National Female Team Members During Last Season. Total number of under-19 National Female Team Selectors During Last Season. All under-19 National Female Team Coaches During Last Season. All under-19 National Female Team Managers During Last Season. Total under-18 National Female Team Members During Last Season. Total number of under-18 National Female Team Selectors During Last Season. All under-18 National Female Team Coaches During Last Season. All under-18 Team National Female Team Managers During Last Season. Total number under-17 National Female Team Members During Last Season. Total number under-17 National Female Team Selectors During Last Season. All under-17 National Female Team Coaches During Last Season. All under-17 National Female Team Managers During Last Season. Total under-16 National Female Team Members During Last Season. Total number of under-16 National Female Team Selectors During Last Season All under-16 National Female Team Coaches During Last Season. Total under-14 National Female Team Members During Last Season. Total number of under-14 National Female Team Selectors During Last Season All under-14 National Female Team Coaches During Last Season. All under-14 National Female Team Managers During Last Season. Total under-13 National Female Team Members During Last Season. Total number of under-13 National Female Team Selectors During Last Season All under-13 National Female Team Coaches During Last Season. All under-13 National Female Team Managers During Last Season. Total under-11 National Female Team Members During Last Season. Total number of under-11 National Female Team Selectors During Last Season All under-11 National Female Team Coaches During Last Season. All under-11 National Female Team Managers During Last Season. Total under-9 National Female Team Members During Last Season. Total number of under-9 National Female Team Selectors During Last Season All under-9 National Female Team Coaches During Last Season. All under-9 National Female Team Managers During Last Season.

Eight | Appendix

Coloured

indian

White


Sport & Recreation South Africa

113

NATIONAL REPRESENTATIVE MALE TEAM PERFORMANCE RECORDS DuRING LAST SEASON number of Matches Played

Matches Won

Matches Drawn

Matches lost

log Position

Senior National Male Team Playing Record. Competition: Senior National Male Team Playing Record. Competition: Senior National Male Team Playing Record. Competition: Senior National Male Team Playing Record. Competition: under 21 National Male Team Playing Record. under-19 National Male Team Playing Record. under-18 National Male Team Playing Record. under-17 National Male Team Playing Record. under-16 National Male Team Playing Record. under-14 National Male Team Playing Record. under-13 National Male Team Playing Record. under-11 National Male Team Playing Record. under-9 National Male Team Playing Record. NATIONAL REPRESENTATIVE FEMALE TEAM PERFORMANCE RECORDS DuRING LAST SEASON number of Matches Played

Matches Won

Matches Drawn

Matches lost

log Position

african

Coloured

indian

White

Coloured

indian

White

Senior National Female Team Playing Record. Competition: Senior National Female Team Playing Record. Competition: Senior National Female Team Playing Record. Competition: Senior National Female Team Playing Record. Competition: under 21 National Female Team Playing Record. under-19 National Female Team Playing Record. under-18 National Female Team Playing Record. under-17 National Female Team Playing Record. under-16 National Female Team Playing Record. under-14 National Female Team Playing Record. under-13 National Female Team Playing Record. under-11 National Female Team Playing Record. under-9 National Female Team Playing Record. COACHES, REFEREES/uMPIRES ToTal All Active (registered) Nationally accredited Male Coaches. All Active (registered) Nationally accredited Female Coaches All Active (registered) Nationally Accredited Male Referees/umpires. All Active (registered) Nationally Accredited Female Referees/umpires. All Active (registered) Active Accredited Male Referees/umpires in Provincial structures. All Active (registered) Active Accredited Female Referees/umpires in Provincial structures. RESOuRCE SuPPORT ALL NATIONAL TEAMS ToTal

african

All Active Qualified Male Medical Practitioners involved with National Teams During Last Season. All Active Qualified Female Medical Practitioners involved with National Teams During Last Season.

Eight | Appendix


114

Eminent Persons Group | Transformation Status Report 2014 / 15

RESOuRCE SuPPORT ALL NATIONAL TEAMS ToTal

african

Coloured

indian

White

All Active Qualified Male Physiotherapists involved with National Teams During Last Season. All Active Qualified Female Physiotherapists involved with National Teams During Last Season. Active Qualified Male Biokineticist involved with National Teams During Last Season. Active Qualified Female Biokineticist involved with National Teams During Last Season. Active Qualified Male Nutritionists involved with National Teams During Last Season. Active Qualified Female Nutritionists involved with National Teams During Last Season. Computer Male Sport Psychologists involved with National Teams During Last Season. Computer Female Sport Psychologists involved with National Teams During Last Season. Computer Male Match Analysts involved with National Teams During Last Season. Computer Female Match Analysts involved with National Teams During Last Season. NATIONAL AFFILLIATED/ASSOCIATED SuPPORT STRuCTuRES african

Coloured

indian

White

number of Women involved

number of Disabled Persons involved

naTional CoaCHinG boDY number of registered Members of national Coaching body Chairperson of National Coaching Body Executive Committee of National Coaching body naTional reFeree/uMPire naTional boDY Number of Registered Members of National Referees/umpire Body Chairperson of National Referee/umpire body Executive Committee of National Referee/ umpire body naTional TeCHniCal/SCienTiFiC/ MeDiCal boDY Number of Registered Members of National Technical/Scientific/Medical Body Chairperson of National Technical/Scientific/ Medical Body Executive Committee National Technical/ Scientific/Medical Body TOTAL FINANCIAL SuPPORT TO NATIONAL TEAMS LAST SESON ranD Senior National Male Team. Senior National Female Team. under 21 National Male Team. under 21 National Female Team. under-19 National Male Team

Eight | Appendix


Sport & Recreation South Africa

115

TOTAL FINANCIAL SuPPORT TO NATIONAL TEAMS LAST SESON ranD under-19 National Female Team. under-18 National Male Team. under-18 National Female Team. under-17 National Female Team. under-16 National Male Team. under-16 National Female Team. under-14 National Male Team. under-14 National Female Team. under-13 National Male Team. under-13 National Female Team. under-11 National Male Team. under-11 National Female Team. NATIONAL PRIMARY SCHOOL INFRASTRuCTuRE (ACCESS AND OPPORTuNITY TO PARTICIPATE) NuMBER Total number of all Primary Schools in area of jurisdiction Total number of all primary schools participating in your code in area of jurisdiction Total number of Township based primary schools in area of jurisdiction. Total number of Township based primary schools participating in your code in area of jurisdiction. Total number of Township based primary school teams participating in league competitions Total number of facilities available to all primary schools in area of jurisdiction. Total estimated number of primary school facility shortfall in area of jurisdiction Number of new primary schools that started participating during last season in area of jurisdiction. Number of primary schools that stopped participating last season in area of jurisdiction Number of primary school participants in High Performance programme in area of jurisdiction. Number of all ‘Township’ based primary school participants in High Performance programme in area of jurisdiction. Total number of accredited coaches available to primary schools in area of jurisdiction. Total rand financial support provided to primary schools in area of jurisdiction. Number of primary school in area of jurisdiction that have girl’s teams. NATIONAL SENIOR SCHOOL INFRASTRuCTuRE (ACCESS AND OPPORTuNITY TO PARTICIPATE) NuMBER Total number of all Senior Schools in area of jurisdiction Total number of all senior schools in area of jurisdiction participating in code. Total number of Township senior schools in area of jurisdiction. Total number of Township senior schools participating in your code in area of jurisdiction. Total number of Township based senior school teams participating in league competitions. Total number of all facilities available to senior schools in area of jurisdiction. Total number of estimated senior school facility shortfall in area of jurisdiction. Number of all new senior schools that have started participating last season in area of jurisdiction. Number of primary schools that have stopped participating in code last season in area of jurisdiction Total number of new ‘Township’ based senior schools that have started participating in league competitions last season. Number of all senior school participants in High Performance programme in area of jurisdiction. Number of Township based senior school participants in High Performance programme in area of jurisdiction. Total number of accredited coaches available to senior schools in area of jurisdiction. Total rand financial support to senior schools in area of jurisdiction. Number of senior school girl teams in area of jurisdiction.

Eight | Appendix


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Eminent Persons Group | Transformation Status Report 2014 / 15

CLuB INFRASTRuCTuRE (ACCESS AND OPPORTuNITY TO PARTICIPATE) Total number of clubs in area of jurisdiction participating in your code. Total number of registered members at all clubs. Total number of all club teams participating in organised competitions in area of jurisdiction. Total number of Township based clubs participating in code in area of jurisdiction. Total number of all facilities available to clubs. Estimated total facility shortfall at club level. Total number of new Township clubs started last season. Total number of all new clubs started last season. Total number of clubs that have stopped participating in your code last season. Total number of accredited coaches available to clubs. Total rand financial support provided to clubs in area of jurisdiction. Total number of Women’s Club teams in area of jurisdiction. Total number of Women’s Club league Competitions in area of jurisdiction. Total number of all Women’s Club matches played in area of jurisdiction During Last Season. ProJeCT FunDinG reCeiVeD FroM naTional, ProVinCial, loCal GoVernMenT,SPorT TruST, loTTo, anD/or SaSCoC Source

Project Objective

Amount Received

Measurable Outcomes

% Completed

GOVERNANCE (TICK APPROPRIATE BOxES) onCe Number of times Strategic Plan has been formally reviewed over 5 years Number of times the Transformation Strategy has been formally reviewed and updated over the past five years Number of times Transformation Status has been established/monitored over the past five years Number of times Board effectiveness and productivity has been formally evaluated, on the basis of an appropriate scorecard, over the past five years Number of times the effectiveness and performance of the Board Chairperson has been formally evaluated, on the basis of an appropriate scorecard, over the past five years Number of times the effectiveness and productivity of the CEO has been evaluated, on the basis of an appropriate scorecard over the past five years Number of times, the Senior management team has been evaluated, on the basis of an appropriate performance management system, over the past five years

Eight | Appendix

TWiCe

THree TiMeS

Four TiMeS

FiVe TiMeS


Sport & Recreation South Africa

117

GOVERNANCE (TICK APPROPRIATE BOxES) onCe

TWiCe

THree TiMeS

Four TiMeS

FiVe TiMeS

Number of times the performance of the overall provincial organisation has been established on the basis of an appropriate performance management system over the past five years Number of unqualified Financial Reports over the last five years Number of doping incidents reported over the past five years Number of doping incidents resulting in disciplinary action over the past five years PREFERENTIAL PROCuREMENT ranD Total Measured Procurement Spend (the sum of all procurement). Total Purchases from businesses that are more than 50% owned by Black people

“The one chased away with a club comes back, but the one chased away with reason does not.� - South African Proverb

Eight | Appendix


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Eminent Persons Group | Transformation Status Report 2014 / 15

EMPLOYMENT EQuITY african

Coloured

indian

White

Women

Disabled

Number of employees/honorary members in senior, management positions in the organisation at national level. Number of employees/honorary members in middle management positions in the organisation at national level. SuMMARY FINANCIAL PROFILE rand Total Income

Excess (Shortfall) Income over Expenditure

Grants/Allocations received from Department of Sport and Recreation

2012

2013

2014

2011

2012

2013

other

other

other

Grants/Allocations received from Lotto Sponsorships received

Advertising Income received

Total Other Income Total Payroll (excluding players)

Total Player Payroll

Financial Payments to Provincial affiliate structures Financial Assistance to National Coaches Organisation/Body

Financial Assistance to National umpires/Referees Organisation/Body

Financial Assistance to National Sport Medical and Science Organisation/Body Financial Assistance to National Primary Schools Body

Financial Assistance to National Senior Schools Body

Financial Assistance to National Clubs Body

Financial Assistance to National Women’s Structure

Amount Allocated to National High Performance Structure

SuMMARY BALANCE SHEET Current Assets cash debtors other Fixed Assets Long-term Assets TOTAL ASSETS Current Liabilities creditors accrued expenses Long-Term liabilities Long-Term Debt other Equity Retained Earnings other TOTAL LIABILITIES

Eight | Appendix


Sport & Recreation South Africa

119

NOTES

Notes


120

Eminent Persons Group | Transformation Status Report 2014 / 15

NOTES

Notes


Sport & Recreation South Africa

NOTES

121


122

Eminent Persons Group | Transformation Status Report 2014 / 15

NOTES


At the time of his death, Biko had a wife and three children for which he left a letter that stated in one part: “I've devoted my life to see equality for blacks, and at the same time, I've denied the needs of my family. Please understand that I take these actions, not out of selfishness or arrogance, but to preserve a South Africa worth living in for blacks and whites. – Steve Biko


Regent Place 66 Queen Street, Pretoria Private Bag X 896, Pretoria, 0001 Tel: 012 304 5000 www.srsa.gov.za


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