1. EPG TRANSFORMATION SUMMARY PRESENTATION TO CYCLING
27th November 2016
Mr President, Ladies and Gentlemen, Thankyou for the invitation to address you this morning on the burning issue of sport transformation based on the work of the Independent transformation commission, the EPG, appointed by the Minister.

2. TOPICS
Introduction
Transformation Charter
EPG (Eminent Persons Group) Mandate and Impact to Date
Major Issues arising out of 4 EPG Reports
Federation Sustainability
School Sport
Barometer

3. change in the way people think and act
Transformation
A process to redress past inequalities and discrimination by creating an environment that provides equal opportunity to all South Africans
The orchestrated and deliberate redesign of the genetic architecture of the sport system on the basis of re-organisation, restructuring, and renewal inititiatives to bring about a
change in the way people think and act

4. INTRODUCTION
South Africa was launched into a major and irreversible transformation process triggered when Nelson Mandela stepped back into the world.
The country finds itself on a treacherous journey characterised by the pressing need of establishing a new identity, new value sets and new structures.
Success is linked to the ability of South Africans to come together and to establish a new culture based on reconciliation, harmony and unity of purpose.

5. INTRODUCTION (cont’d)
The course of action is determined and supported by those who have made a choice in favour of understanding and reparation.
Two groups of people are driving the process: the altruists, those people who believe “it’s the right thing to do” and,
those who recognise that it is a strategic imperative, understanding that it is key to the survival, long-term competitiveness and prosperity of the country.

6. INTRODUCTION (cont’d)
The journey being embarked on is in a globalised world with no boundaries.
The prognosis is that the country, and all its component structures are going to have to compete like never before.
South Africans, therefore have to believe that as a nation they are capable of competing effectively in the global arena. It is in this regard that sport has a key role to play.
South Africa has been reborn into a globalised world with no boundaries dominated by the most powerful nations espousing and practicing neo-liberal market economics in order to promote their own self-interests.
The prognosis is that South Africa, and all its component structures are going to have to compete like never before if the kind of success, growth and prosperity desired are to have any chance of coming to fruition.
South Africans, therefore have to believe that as a nation they are capable of competing effectively in the global arena on the basis of innovative and creatively crafted strategies. It is in this regard that sport has a key role to play.
To be successful the country’s potential in all areas – business, education, sport etc. has to be unlocked.
At the core of the approach required lies the incubation, nurturing and development of the country’s existing and potential human capital.
This means creating an environment in which human capital can develop, prosper and grow free from any of the social ills that prevent people from enjoying their basic human rights to lead productive lives.

7. INTRODUCTION (cont’d)
To be successful the country’s potential in all areas – business, education, sport etc. needs to be unlocked.
At the core of the required approach lies the incubation, nurturing and development of the country’s existing and potential human capital.
This means creating an environment in which people can develop and achieve free from any social ills.

8. Sport Transformation
Attempts to ‘transform’ sport in the early 90’s was essentially motivated on the basis of ‘correcting the wrongs committed in the past’.
These approaches were one-dimensional and top-down based on a prescribed ‘quota’ of 50% black (black African, coloured and Indian) demographic representation in national representative teams.
After more than 20 years, these initiatives have proven to be largely ineffective.

9. Sport Transformation (cnt’d)
The process of ‘enforcing’ a 50% black ‘quotas’ resulted in several negative consequences:
‘black’ players taken up in national teams becoming stigmatised and labelled as ‘quota’ players with consequential damage for some individuals
Coloured and Indian representation in national teams improving at the expense of black African representation and
Resistance from certain quarters who considered transformation a ‘politically’ motivated process.

10. Sport’s Transformation Journey
Sport’s transformation journey is based on the
Constitution
National Development Plan
White Paper for Sport and
National Sports Plan of the DSRSA

11. Sport’s Transformation Journey (cont’d)
The National Sports Plan serves as the beacon for each component of the sport system –
national and provincial sport federations, schools, national, provincial and local government sport structures, and SASCOC to
Develop and implement plans that will result in the effective coordination, alignment and delivery of key objectives and goals.

12. Transformation Charter (part of National Sport Plan)
The Transformation Charter guides the sport system in bringing about systematic change in key strategic areas:
Participation Opportunity,
Skill and Capability Development,
Demographic Change On and Off the field of Play,
Performance Quality in all areas and at all levels,
Governance Practice, and
Contribution to broader Economic Empowerment in the South African Society.

13. Charter Purpose
To evolve
an accessible,
fair,
demographically representative,
sustainable and
competitive
Sport system based on an orchestrated process of redesigning the sport system in key strategic areas.

14. Charter Goal
To level the playing fields so that the majority of South Africans have
an equitable opportunity to
participate and achieve
in all areas and at all levels of sport.

15. MULTI-DIMENSIONAL TRANSFORMATION POLICY FRAMEWORK
AN ACCESIBLE, EQUITABLE, SUSTAINABLE AND COMPETITIVE SPORT SYSTEM
THEN
Progressive Change In Participation Opportunity and Demographic and Performance Profiles IF
THEN
ACCESS TO INFRASTRUCTURE, RESOURCES
AND
PARTICIPATION OPPORTUNITIES IN ALL AREAS
SKILL AND CAPABILITY
DEVELOPMENT
(IN ALL AREAS ON AND OFF THE FIELD OF PLAY) IF
THEN
A community based coordinated national, provincial and local government sport system in harmony with a structured national and provincial sport federation system
The following schematic outlines the multidimensional transformation process CLICK IF
INSTITUTIONALISED GOVERNANCE
Economic Empowerment –
Preferential Procurement
Employment Equity

16. EPG (Transformation Commission) Mandate, Purpose and Goals
A National Sport and Recreation Indaba in November 2011 resolved that:
‘if the objectives of the Transformation Charter are to be achieved there will be a need to monitor and evaluate the implementation thereof’.
This resolution led to the Minister of Sport appointing an independent Eminent Persons Group (EPG), a transformation commission, to monitor and evaluate the implementation of the Charter.

17. EPG Goal
The establishment of a performance management system to evaluate, advise, and report on sport’s transformation status and the implementation effectiveness of the Transformation Charter.

18. EPG Purpose
Ensure the sport Ministry has adequate information and insight to assess sport’s transformation status and is
In a position to formulate interventions that will improve rate and effectiveness of transformation at all levels and in all areas of SA sport.

19. EPG Step Wise Process Towards Informed Decisions and Recommendations7.
REVIEW 6.
INTEVENTION BASED RECOMMENDATIONS
ON-GOING MONITORING & FINE TUNING OF STRATEGY & TACTICS
value addition process 5.
UNDERSTANDING
ACTION PLANS & IMPLEMENTATION 4.
KNOWLEDGE
STRATEGIC IMPLICATIONS & CONSTRAINTSIDENTIFICATION 3.
INFORMATION
CONCLUSIONS
& KEY SUCCESS FACTORS 2.
DATA
INTERPRETATION OF FACTS 1.
OPINIONS
STATISTICS
PRECONCEIVED IDEAS
MANAGEMENT CONTROL
STRATEGIC LEADERSHIP

20. EPG Impact to Date
A first ever audit in 2012 covered the transformation status of 5 ‘pilot’ codes, athletics, cricket, rugby, football, and netball.
Two further audits in 2013, and 2014, included an additional 14 codes - amateur boxing, basketball, baseball, chess, gymnastics, hockey, jukskei, netball, softball, swimming, table tennis, tennis and volleyball.
A 2015 audit report involving the same codes is in the process of being completed.

21. EPG Impact to Date (cont’d)
In 2013/14 the 50% generic black (black African, coloured and Indian) target was increased to 60%.
Black African representation targets was introduced in 2014 to promote higher levels of representivity.
Audits to date have confirmed that the rate of Charter target achievement is slow, retrospective, not ‘forward looking’, and not time lined.
Implementing code specific time based targets and forecasts recommended.

22. EPG Impact to Date (cont’d)
During 2016 the ‘rear window’ approach was supplemented with a more ‘forward looking’ process (a ‘barometer’) - involving 5 pilot codes rugby, cricket, netball, football, and athletics.
MOA’s were entered into with the ministry based on federations undertaking to set their ‘own’ targets and forecasting performance against these over a period of 5 years in selected areas and to
Formulate action plans to deal with the findings and recommendations of EPG audits.

23. EPG Impact to Date (cont’d)
Failure of a code to achieve own self-set targets could lead to one or more of the following:
Revoking of authority to bid or stage international tournaments locally.
Suspension or withdrawal of any funding from government.
Withdrawal of opportunity to award national colours.
Withdrawal of recognition as national federation in terms of National Sports Act

24. EPG Impact to Date (cont’d)
Non-achievement of ‘own’ targets led to punitive actions, first time ever, being imposed on all codes except football, by the Minister in May of this year.
The Barometer project in process of being extended to include 6 additional codes – basketball, hockey, swimming, tennis, table tennis and volleyball.

25. EPG Impact to Date (cont’d)
Transformation audits have shown that whereas
moral or altruistic reasons for transformation in sport have become more acceptable over the last 20 years,
it has been the strategic motivation for transformation that is gaining increasing support.
Effective transformation processes requires a balanced focus on both strategic and moral drivers for optimal change to take place.

26. DEMOGRAPHIC REALITIES
84% of under 18-year-old group of South Africans are black African and only 16% coloured, Indian and/or white.
Current under 24-year-old group consists of 5% whites reducing to 1% over the next 15 years.

27. - 39%

30. SUMMARY UNDER 18 YEAR OLD POPULATION GROWTH DEMOGRAPHIC OVER NEXT 20 YEARS
6% increase in number of black African u-18 year olds
39% decline in the number of white u-18 year olds
11% decline in number of coloured u-18 year olds
10% decline in number of Indian u-18 year olds
19% decline in total number of white, coloureds and Indian u-18 year olds.
Codes with predominantly white demographic profiles will increasingly be faced wth sustainability challenges with inevitable consequences (Bowls)

31. SUSTAINABILTY – ’Tip of the Iceberg’.

32. SPORT’s TRANSFORMATION ACHILLES HEEL
SCHOOL SPORT SYSTEM
Government
Sport System
Sport Federation
System
National Department
of Basic Education
National Department
of Sport and
Recreation
70+ Autonomous’ National
‘Sport Federation Sport
Bodies
A community based coordinated national, provincial and local government sport system in harmony with an aligned national and provincial sport federation system 9
Provincial DBE Departments 9
Provincial S&R Departments
Multiple (about 360) Provincial
Code Specific Sport Structures
50+
S&R Local Sport Departments
SCHOOLS

34. FOOD FOR THOUGHT

35. ‘If you do not know which port you are heading for, any wind ‘is the right wind’

36. OPTIMAL ORGANISATION STRATEGY/OPERATION ORIENTATION
Organisations with this approach recognise the importance of strategy and involve all levels of management in strategy formulation.
OPERATIONAL EFFECTIVENESS ORIENTATION
Strategic Orientation
80%
Board
20%
STRATEGIC ORIENTATION
Senior
Management
40%
60%
Middle
Management
60%
40%
80%
20%
Operations

37. ORGANISATION STRATEGY/OPERATION ORIENTATION (Old Style Organisations)
Board members spend most of their time on operational/tactical lines and
Lower levels of management not strategically involved at all.
Strategic
Orientation
STRATEGIC ORIENTATION
80%
20%
Board
Senior
Management
10%
90%
OPERATIONAL EFFECTIVENESS ORIENTATION
Middle
Management
100%
Operations
100%

38. Make sure you are the ‘architects’ of your organisation’s future and not the ‘engineers’ of its demise.
THANK YOU

39. SPORT’s TRANSFORMATION ACHILLES HEEL
SCHOOL SPORT SYSTEM
Government
Sport System
Sport Federation
System
National Department
of Basic Education
National Department
of Sport and
Recreation
70+ Autonomous’ National
‘Sport Federation Sport
Bodies
A community based coordinated national, provincial and local government sport system in harmony with an aligned national and provincial sport federation system 9
Provincial DBE Departments 9
Provincial S&R Departments
Multiple (about 360) Provincial
Code Specific Sport Structures
50+
S&R Local Sport Departments
SCHOOLS