PRESENTATION SPORT TRANSFORMATION PROGRESS 20 October

TOPICS Introduction Eminent Persons Group (EPG) – composition, mandate and objectives EPG Transformation Pilot Study – major observations, outcomes, and recommendations Programme Objectives

INTRODUCTION It is generally accepted that processes to change the ‘face’ of sport over the past 20 years have been largely ineffective when measured against the set goal of – Ensuring that the majority of South Africans have equitable opportunity to participate and excel in sport on and off the field of play. Contributing causes were the imbalance on the emphasis placed on different arguments for the need to transform (change) the sport system namely: o The moral or social justice reasons i.e. ‘it is the right thing to do’ and the o Strategic reasons i.e. ‘it is essential for long-term survival, growth, and competiveness’. 3

4 It is strategically naive to continue with a head in the sand attitude not to emphasise the Strategic Transformation reasons for change because – 84% of under 18 year old South Africans are black African while only 16% is either white (declining in size), coloured or Indian!!! Rugby and cricket’s national teams for example can no longer afford to reflect a black African demographic of only 12% if they want to prosper and remain competitive in the longer term.

TRANSFORMATION CHARTER The ‘Transformation Charter’ adopted by sport describes a process linking key strategic areas (dimensions) aimed at building an accessible and sustainable competitive sport system. The Charter represents a ‘bottom up’ approach ensuring change in key strategic areas (dimensions): Accessibility, Skill and Capability development, Demographic profiles of all structures on and off the field of play, Performance levels, Governance processes, Preferential Procurement and Employment Equity. The ‘If-Then Logic’ linkage between the Charter dimensions is illustrated in the following slide. 5

6 Integrated and aligned Sport Federation and Government Sport structures implementing jointly defined programmes/projects focused on enhancing Access and Skills and Capability Dimensions at Community based School and Club level. INSTITUTIONALISED GOVERNANCE PROCESSES STRUCTURED ACCESS TO INFRASTRUCTURE, RESOURCES AND PARTICIPATION OPPORTUNITIES STRUCTURED SKILL AND CAPABILITY DEVELOPMENT (ON AND OFF THE FIELD OF PLAY) TACTICAL CHANGE IN PARTICIPATION DEMOGRAPHIC AND COMPETITIVE PROFILES ACCESSIBLE, SUSTAINABLE AND COMPETITIVE SPORT SYSTEM Economic Empowerment – Preferential Procurement Employment Equity Compliance MULTI-DIMENSIONAL TRANSFORMATIONFRAMEWORK BOTTOM UP SOCIAL CONTRIBUTION 6

Integrated and aligned Sport Federation and Government Sport structures implementing jointly defined programmes/projects focused on enhancing Access and Skills and Capability Dimensions at Community based School and Club level. INSTITUTIONALISED GOVERNANCE PROCESSES STRUCTURED ACCESS TO INFRASTRUCTURE, RESOURCES AND PARTICIPATION OPPORTUNITIES STRUCTURED SKILL AND CAPABILITY DEVELOPMENT (ON AND OFF THE FIELD OF PLAY) TACTICAL CHANGE IN PARTICIPATION DEMOGRAPHIC AND COMPETITIVE PROFILES ACCESSIBLE, SUSTAINABLE AND COMPETITIVE SPORT SYSTEM Economic Empowerment – Preferential Procurement Employment Equity Compliance MULTI-DIMENSIONAL TRANSFORMATIONFRAMEWORK BOTTOM UP SOCIAL CONTRIBUTION 7

EMINENT PERSONS GROUP (EPG) A National Sport and Recreation Indaba held in November 2011 recognised that the implementation of the Charter could be a potential problem. To deal with this the following resolution was adopted: ‘there is a need to monitor and evaluate implementation of the Charter if the objectives thereof is to be achieved’. This led to the Minister of Sport appointing an independent Eminent Persons Group (EPG) comprising the following members: 8

Dr Somadoda Fikeni (Chairperson); Ms Ria Ledwaba; Dr Willie Basson; Mr Silas Nkanunu; Mr Qondisa Ngwenya; Mr Max Moss; 9 Professor Marion Keim Lees; Dr Sam Ramsamy; Mr Wimpie du Plessis; Mr Louis Von Zeuner; Professor Timothy Noakes; Ms Nomfanelo Magwentshu; Dr Xolela Mangcu. MEMBERS OF THE EPG

1.Analyse Transformation Audit reports and advise on appropriate targets. 2.Monitor and evaluate the implementation of Sport’s Transformation Charter and Scorecard. 3.Provide leadership and direction with regards to the quota/target system. 4.Provide an annual transformation status report for sport. 5.Offer long-term strategic direction on transformation in sport. EMINENT PERSON’S GROUP BRIEF (MANDATE) 10

6.Advise the minister on: the design of a short-, medium- and long -term transformation strategy. the design of a transparent tool for monitoring the success or failure of the implementation of transformation targets. incentives and punitive measures to be applied to federations and sporting bodies that are not driving transformation to its logical conclusion. 11

7. The Purpose of the EPG is to ensure that: The sport Ministry has access to adequate information and insight to assess transformation status coupled to recommendations that will improve rate and effectiveness of transforming the sport system at all levels and in all areas as defined in the Charter. 12

EPG PILOT STUDY 2013 One of the first tasks undertaken by the EPG was a pilot survey to gauge transformation status on the basis of the Charter in five codes – athletics, cricket, football, netball and rugby. Study was the first multidimensional quantification and evaluation of sport’s transformation status in 20 years. It has placed Transformation firmly back on the radar screen. The status report was presented to the codes involved collectively and also in one on sessions. 13

The report and the content thereof led to, among other the 50% target for black representation being increased to 60% - a major step forward after 20 years. Subsequent interactions with the pilot codes have led to undertakings to: o Submit initiatives to be undertaken in response to the findings and recommendations of the pilot report. o Provide rolling 5 year targeted projections to be achieved in each of the Charter dimensions. o Enter into a performance agreement on the basis of an MOA. 14

Based on the data sheets received Cricket has shown progress towards meeting set Black targets in both administrative and representative team structures by achieving 100% of the 50% target set in The rate of black African representation in certain codes has fallen behind the rate of improving generic Black representation. (Target set in 1994 should have included a target for black African representation.) Coloured and Indian sports people have benefitted significantly more than black Africans (e.g. cricket and rugby have built ‘black’ structures predominantly based on coloured and Indian representation) over the past 20 years. 15

Africanisation has become a strategic focus area for the immediate future from a long-term sustainability and competitiveness perspective. Note: 84% of under 18 year old South Africans are black African – only 16% is either white, Indian or coloured. Compared to cricket’s national team Black demographic profile i.e. 100% of target achieved for all teams, rugby has recorded an average of 78% with the springbok team achieving only 50% of set black representation target. Junior, and Senior school sport, complicated by a disconnect between Provincial federations and schools and the unresolved situation between the DSRSA and Department of Education, are in disarray. 16

Inadequate level of facilities, underage teams, leagues per school and club impacting accessibility and participation opportunities. (No Facilities>No Teams>No Leagues>no access) Decline in organised and structured underage participation opportunities at all levels are becoming a major accessibility constraint. Participation opportunities for girls in rugby, football and cricket for women are limited. Very little activity at school level for girls. Netball’s situation at school level, once a major stronghold, for the game has weakened significantly. 17

Overall Governance performance in key selected areas generally below standard in most codes. Confirmed by recent problems for experienced by for example Cricket, Athletics, Basketball. Finalisation of sport facility provision and implementation plan remains a major constraint. Suboptimal alignment, coordination and synchronisation within national and provincial sport structures; national and provincial sport federation structures. 18

Increase Black demographic target from 50% to 60% in certain codes. Include black African alongside generic black representation as a major focus area to monitor. Consider establishing a detailed overall Transformation (change) programme positioned in a more strategic area of the DSRSA. Establish a strategic transformation fund within the DSRSA to fund defined objectives in key areas to facilitate rate of transformation. SUMMARISED EPG RECOMENDATIONS 19

Engage with Lotto and Sports Trust through the DSRSA to ensure funding of projects linked to improvement initiatives in Transformation Charter dimensions. Select additional 11 codes (team and individual) plus the 5 that formed part of pilot and repeat status review in 2014 based on revised data sheets. Use transformation data sheet outcomes as an additional tool for prioritising sport codes. Ensure improved school and club related data and clearly defined areas of jurisdiction down to provincial and municipality level. 20

Engage rugby with respect to the Springbok team’s demographic profile and undertakings to address it on the basis of time lined corrective initiatives. Revisit targets set for women’s rugby and cricket at representative level and create a larger footprint for girls at school and club level. Link DSRSA financial support programme to quality of data sheets and % transformation target achievement. Improve federation data collection procedures in the Preferential Procurement and Employment Equity dimensions to better quantify sport’s contribution to economic empowerment. 21

Data for 12 codes have been collected and captured in a database and is in the process of being analysed. The process is deepening understanding of the transformation challenges and facilitating better integrated and more focused Challenges identified in the pilot have been reconfirmed in the bigger sample and new ones identified in the following areas – o The impact of what appears to be suboptimal coordinated and aligned government and sport federation structures Survey Progress (50% completed)