2017|18 · — Gregg Braden The EPG Committee The EPG comprises prominent personalities, men and...

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epg Eminent Persons Group on Transformaon in Sport Transformaon Commission EPG Sport Transformation Status Report Overview 2017|18

Transcript of 2017|18 · — Gregg Braden The EPG Committee The EPG comprises prominent personalities, men and...

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epgEminent Persons Groupon Transformation in Sport

TransformationCommission

EPG Sport Transformation Status Report Overview

2017|18

TOKOZILE XASA, MPSport & Recreation South Africa

“The remainder of this political administration must be about, school sport, active nation and transformation. South Africans must see themselves in all our national teams.”

“The key to our transformation is simply this: the better we know ourselves the better equipped we

will be to make our choices wisely.”— Gregg Braden

The EPG Committee

The EPG comprises prominent personalities, men and

women of good standing in society:

Mr Happy Ntshingila, the Chair of the EPG

Ms Ria Ledwaba

Dr Willie Basson

Mr Louis von Zeuner

Mr Maxwell Moss

Prof Marion Keim-Lees

Mrs Wimpie du Plessis

Mr Mark Williams

Mr Songezo Lubabalo Nayo

Mr Fezile Gobizembe Sipamla

Ms Nomsa Mahlangu

Mr Tebogo Selesho, and

Ms Nizenande Machi

2 | SRSA – Emminent Persons GroupSport Transformation Status Report Overview 2017|18

For different reasons, major political and economically-

driven transformation processes are sweeping across the

globe, resulting in a need for effective responses from

nations and organisations, in order for them to survive and

prosper. South Africans are not alone in coming to terms

with the realities of having to adapt to the rapidly-changing

multi-dimensional environment in which they operate.

Inequality has many dimensions. There is inequality at

the top, where the share of income is grabbed by a small

percentage of people, and inequality at the bottom, which is

reflected in the number of people in poverty and the depth

of poverty. There is also inequality in health and in access

to education, as well as gender inequity and childhood

deprivation - all of which lead to ‘inequality of opportunity’.

High levels of inequality of opportunity simply mean that

those who weren’t born of parents of means have little

chance of living up to their potential. This is, of course, a

disaster, not only for these individuals but also for society,

because it not using its most important asset fully, i.e. its

people.

Ongoing exclusion of people from opportunities to develop

to their full potential will have consequences for all people in

society at large. We leave others behind at our peril. If we want

a society of people with a vested interest, everyone should

feel that being part of that society and complying with its

rules is a rewarding experience. Today, many are increasingly

being left behind, with no hope of social mobility. Too many

people are living lives devoid of human dignity due to abject

poverty, which is at 64% among Black people, and 55% in

the population as a whole. Poverty prevents people from

entering “the race” and even when they do, they carry so

much baggage that the odds of excelling are small. Social

injustice, particularly when it involves unfair distribution

of opportunities, is a huge factor underlying a fractured

society. The battle between the haves and the have-nots is

the essence of our fractured society.

Social justice is a constitutional imperative, as it is about

the fair and just distribution of opportunities, resources,

privileges and burdens in society. The preamble of our

Constitution promises to provide a foundation “to heal

the divisions of the past and establish a society based on

democratic values, social justice and fundamental human

rights”. It further promises “to improve the quality of life of all

citizens and free the potential of every person”.

Advancing social justice, therefore, is about delivering

on our constitutional promise. At an indaba held in

2011, the way forward for sport was defined, with the

adoption of a Transformation Charter, the establishment

of a transformation commission and the EPG, and the

introduction of annual transformation audits.

Transformation CharterSport’s structured response to the changing environment

was the adoption of a Transformation Charter at a National

Sport and Recreation Indaba held in November 2011, 17 years

after the first democratic elections were held in 1994..

The Charter is based on the non-racial, non-sexist and

democratic principles as enshrined in the Constitution; the

legal framework of the National Sport and Recreation Act

of 1998; the White Paper on Sport and Recreation of 2013;

the Department of Sport and Recreation of South Africa’s

Strategic Plan and the long-term imperatives of the National

Development Plan.

The Charter describes a multi-dimensional process, with

the purpose of bringing about a sport system within which

the majority of South Africans are provided with equitable

opportunity to participate and excel in sport, both on and

off the field of play. The process is based on two sets of

drivers. The first is based on altruistic or social justice moral

principles and is seen as the ‘right thing to do’, because of

social injustices committed in the past. The other is based

on strategic considerations, because of their direct impact

on longer-term sustainability and the competitiveness of

organisations.

The purpose of the transformation Charter is to increase the

number of people who participate in sport, based on fair

and equitable access to participation opportunities on and

off the field of play.

The Transformation Charter acts as a beacon that guides

the sport system’s journey to bring about systematic

change in key strategic areas (dimensions), as part of sport’s

social contribution; these are: participation opportunity;

Overview

Sport Transformation Status Report Overview 2017|18SRSA – Emminent Persons Group | 3

development of skills and capabilities; representative

demographic profiles on and off the field of play; improving

and optimising performance quality; governance and

economic empowerment.

Sport’s multi-dimensional transformation approach

supports steady and deliberate progress towards the

establishment of an accessible, sustainable and competitive

sport system that is based on systematic change in the

participation demographic profiles, which approach

is rooted in the vision of providing equitable access to

infrastructure, resources and participation opportunities,

in tandem with skill and capability development on and off

the field of play.

The access, skills and capability dimensions of the Charter

are central to the achievement of the ultimate goals and

objectives of the Charter. Linking activities in cause and

effect relationships associated with these two dimensions

to the top and bottom ends of the participation pyramid

are key to the process. The better the quality of this linking,

the greater the impact will be at the top end. The access

dimension will ultimately impact on the representativity of

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

capability dimension will contribute to the competitiveness

of the overall sport system.

Each component dimension of the Charter is quantifiable in

terms of the measurable outcomes of actions that are aimed

at ultimately bringing about changes in the sport system,

which will, in turn, 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 these.

The transformation measurement system represents a

framework of measures that monitor and track the impact/

outcome of selected activities identified as the key drivers

of transformation. Performance measures described in

the Charter establish and monitor transformation status

in a prescribed and one-size-fits-all format, which treats

all federations on the same basis, regardless of the unique

differences between some of these. Non-achievement of the

predetermined targets is not subject to the imposition of a

penalty.

Eminent Persons Group (EPG)At a sport Indaba held in 2011, it was recognised that

implementation of the Charter could be problematic and

that an independent verification agency is critical to the

veracity of the true measure and pace of change. This led

to the appointment of an independent Transformation

Commission, the Eminent Persons Group (EPG), by

the Minister of Sport and Recreation, to review, make

recommendations and report on sport’s transformation

status on an annual basis. This, the 2016/17 transformation

status report, is the 6th since establishment of the EPG.

The EPG mandate includes the ‘establishment of a

management system to monitor, evaluate, advise and

report on sport’s transformation status and the effectiveness

of implementation of the Transformation Charter and

its associated scorecards. The purpose of the EPG is to

make recommendations and to ensure the sport Ministry

has adequate information and understanding to assess

transformation and, where necessary, to intervene in

improving the rate and effectiveness of transformation in all

areas of South African sport.

Federation Transformation Status 2017/18The 2017/18 transformation audit report is the sixth since

the introductory audit pilot that included athletics, cricket,

football, netball and rugby in 2011. A further five reports

followed from 2012 onwards, which included an additional

14 federations. This report further expands the window into

the current transformation status of South African sport,

based on the analysis of data submitted by the 19 audited

federations, namely: amateur boxing, athletics, basketball,

baseball, bowls, chess, cricket, football, gymnastics, hockey,

jukskei, netball, rowing, rugby, softball, swimming, table

tennis, tennis and volleyball.

It also provides further insight into and understanding of two

factors that impact the rate and extent of transformation:

the ‘state of school sport’ and ‘the impact of population

demographic change’. These are highlighted in Volume 3 of

this report, i.e. the annexure to the report.

Federation transformation status is reflected in two

scorecard structures. One is based on achievement of the

prescribed and one-size-fits-all targets of the Transformation

Charter (introduced in 2011); the other is the ‘Barometer’

introduced in 2016/17, which is based on the achievement of

a federation’s self-set and forward-looking projected targets

that form part of the MoUs entered into with SRSA and

SASCOC.

Unlike with previous reports, the 2017/18 Status Report

comprises three separate volumes.

The first volume, titled, ‘EPG: Individual Federation

Barometer and Sport Transformation Charter Scorecards’,

covers individual federation transformation status in

Sport Transformation Status Report Overview 2017|184 | SRSA – Emminent Persons Group

selected Transformation Charter categories in scorecard

format. The scorecard reflects federation transformation

status based on:

a. The percentage of predetermined, one-size-fits-all

Charter targets achieved.

b. The percentage of federation self-set and forward

projected MoU based ‘Barometer’ targets achieved.

The non-achievement of predetermined, one-size-fits-

all Transformation Charter targets, are not subject to the

imposition of a penalty - unlike with non-achievement of

self-set Barometer targets. Transformation progress in this

instance is dependent on the voluntary implementation of

corrective action by federations, in response to the findings,

comments and recommendations captured in annual EPG

transformation status reports.

However, non-achievement of 50% or more of a federation’s

self-set targets could lead to the imposition of one or more

of the following penalties: suspension or withdrawal of any

funding from government; revoking of authority to bid for

international tournaments; withdrawal of opportunity to

award national colours, and/or withdrawal of recognition as

national federation in terms of the National Sports Act.

As experienced by the five pilot federations, athletics, cricket,

football, netball and rugby in the last year, because of the

Barometer, transformation audit processes are no longer

without consequences which makes data reliability, quality

control and data verification processes and leadership

accountability non-negotiable.

The second volume of the report is titled, ‘EPG: Comparative

Transformation Status Dashboard and Narrative’, reflects

federation transformation status on a comparative basis in

dashboard and summary narrative formats. These are based

on the achievement of predetermined, one-size-fits-all

Transformation Charter targets.

The third volume of the report - the Annexure – summarises:

the ‘implementation status of EPG recommendations’;

the ‘effect of the ‘current school sport status on sport

transformation’; the impact of ‘population demographic

change on federation sustainability profiles’; and the impact

of selected issues on transformation progress’.

Federation Data InputMonitoring sport’s transformation status is based on annual

EPG processes that involve the regular, systematic collection

and analysis of data and information related to action that

drives change in key areas, as defined in the transformation

charter. The outcome of these activities provides evidence

for the following:

a. The extent to which the transformation programme is

being delivered as intended.

b. Whether or not predetermined Charter and self-set

‘Barometer’ targets are being achieved.

c. Whether or not there is enough progress being made

towards the achievement of Charter objectives.

d. Whether or not changes and/or adaptations to the

approach to transformation are required.

Evaluation of transformation status enables appropriate

questions to be asked and judgement calls to be made,

based on specific criteria. The intention is not to simply

assess what impact has been seen, but also why the impact

has occurred, what lessons can be learnt, and how the

programme might be improved.

Change occurs when people start looking at things

differently. Nothing will create change in organisations

quicker than changing the lens of performance

measurement, as measurement and target setting are

crucial enablers of change.

Integral to the annual transformation audit processes is

the quality of data collected, formatted and submitted

by federations. Although much improved since the first

transformation audit that was conducted in 2011/12, it is not

yet to the required standard. In most instances, this is due

to: a lack of finance and human resources; below standard

data collection and data management processes;

ineffective support from affiliate structures; sub-optimal

federation leadership support and accountability.

A subjective process of evaluating data sheet quality and

reliability was introduced in 2016 and repeated in 2017. It was

based on the following criteria: timeliness of submission;

perceived completeness and reliability of data packages;

leadership commitment to the process; support received

from affiliated entities.

Based on these norms, an average data quality score of 49%

for all federations was calculated. Thirteen of the nineteen

federations audited were at the top end of the scoreboard

and scored between 78% and 50%, in the following order:

cricket, rugby, netball, gymnastics, rowing, softball,

swimming, bowls, hockey, jukskei, tennis, table tennis and

football. The remaining six federations were at the bottom

end and scored between 10% and 30%, in the following

order: volleyball, athletics, baseball, amateur boxing, chess

and basketball.

The quality of data submissions received from some

federations (notably cricket, netball and rugby) have

improved consistently over time and have become

benchmarks for the process.

Sport Transformation Status Report Overview 2017|18SRSA – Emminent Persons Group | 5

Data Quality Input 2016 and 2017Eleven of the nineteen federations showed an improvement

of between 48 and 3 percentage points in terms of the

quality of data submitted from 2016 to 2017; these were:

softball, volleyball, cricket, netball, rugby, swimming, rowing

and boxing. In contrast, the data packages received from

athletics, bowls, hockey, jukskei, football, tennis and chess,

showed a decline in quality, ranging from 3% to 33% over the

same period.

Factors impacting data quality and reliability include:

suspect administrative support structures; financial

resource limitations; uncooperative affiliate structures and

leadership commitment to the process; and inadequate

database and data collection structures and processes.

Transformation Charter (prescribed, one-size-fits-all) Target Achievement The rate of progress and the extent of achieving the

transformation objectives of the Charter are influenced by

factors affecting different federations differently, because

of the unique and dissimilar circumstances. These factors

include:

• level and extent of inequality, particularly ‘inequality of

opportunity’ among constituent members;

• culture and value differences as a result of imbalance in

demographic profiles in federation leadership structures,

which influence decision making;

• sustainability and competitiveness consequences as a

result of the changing national population demographic

profile, which impacts the future shape of organisations;

• the state of sport in schools, particularly at the majority of

the 25 000 public schools and a changing previous model

C school environment.

The 2017/18 audit report showed that the best performing

Charter categories, i.e. those in which the highest percentage

of federations achieved the predetermined, ‘one size fits all’

Charter targets, included:

Presidents - 63%; CEOs - 62%; board members - 53%; senior

male national teams - 47%; female board members - 42%;

and female referee/umpires - 42%.

The worst performing Charter categories, i.e. those in

which the lowest percentage of federations achieved the

predetermined Charter targets, included:

Male coaches, male underage team managers and

senior team selectors, as only 37% of federations achieved

the Charter’s generic Black targets; followed by 32% of

federations achieving the predetermined targets for senior

national female teams, female coaches, male referees/

umpires, and senior national team managers.

All are categories in which performances need to be

improved.

Of concern is the small number of federations - only 21% -

that achieved the predetermined 60% Charter target for

generic Black and Black African targets for both male and

female underage national teams, as this is the foundation

of future demographic and competitive profiles of senior

national entities.

Only four federations - football, table tennis, netball

and baseball - achieved the male underage national

representative team predetermined Charter generic Black

target of 60%. And only four federations - football, table

tennis, volleyball and amateur boxing - achieved the generic

Black target for female underage national representative

entities. From a transformation perspective, these figures

signal significant pipeline challenges (male and female)

for many of the federations audited - a formidable strategic

weakness in the sport system.

Compared to pre-1994 and the 20-year period immediately

thereafter, the current situation reflects a much-changed

sport transformation scenario. This is largely due to the

introduction of the Transformation Charter and the EPG in

2011, the Barometer project in 2016/17 and the regularity of

EPG transformation audits since 2011.

Overall, transformation status in terms of individual

federation prescribed, ‘one-size-fits-all’ Charter target

achievement is reflected in the following table:

FEDERATION % OF PRESCRIBED CHARTER TARGETS ACHIEVED

Football 89

Volleyball 67

Table Tennis 67

Amateur Boxing 61

Cricket 61

Basketball 56

Softball 50

Athletics 50

Netball 50

Chess 44

Rugby 28

Baseball 22

Gymnastics 17

Swimming 17

Tennis 17

Hockey 11

Jukskei 6

Bowls 0

Rowing 0

Sport Transformation Status Report Overview 2017|186 | SRSA – Emminent Persons Group

The table shows that nine of the nineteen federations

audited (47% of the total) achieved 50% or more of all

prescribed Charter targets as follows football, with 89%; table

tennis, 67%; volleyball, 67%; amateur boxing, 61%; cricket,

61%; softball, 56%; basketball, 56%; netball and athletics, 50%.

One federation (chess - with 44%) was the only federation

to achieve between 40% and 49% of all prescribed Charter

targets.

The ten federations at the bottom achieved between 28% and

0% of all predetermined Charter targets. These federations

were: rugby with 28%; baseball, 22%; gymnastics, 17%; tennis,

17%; swimming, 17%, hockey, 11%; jukskei, 6%, bowls, 0% and

rowing 0%. All are experiencing difficulties, but some more

than others, in achieving the predetermined, one-size-fits-

all Charter targets adopted in 2011.

As shown in the table above, the transformation performance

gap between the top group of federations achieving 50%

or more and the bottom group of federations achieving

between 28% and 0% of predetermined Charter targets,

is substantial. The split between the two groups suggests

a two-component sport system from a transformation

perspective. The one component demonstrates good

transformation progress measured in terms of achievement

of the predetermined and one-size-fits-all Charter targets,

while the other half reflects slow progress has been made

since 1994.

The light at the end of the transformation tunnel for some

federations in the bottom half of the table may be dimming.

This is mainly due to what appears to be slow or ineffective

change in the demographic profile, particularly in the

following areas: senior and underage male and female

representative teams; high performance groups; coach;

referees/umpire; medical/scientific; leadership structures.

Most of these federations seem to be characterised

by structures that are predominantly White. In this

instance, ineffective response to the impact of national

and regional population demographic changes and

small demographically non-representative participation

footprints in the lower age groups, could lead to longer term

sustainability (and competitive) challenges.

The historic human resource base of several federations

are in the process of changing because of the impact of an

ageing White population and the decline in numbers.

Federation Self-set and Forward Projected Barometer Target AchievementBased on the experience and lessons learned on how to

improve the rate and extent of transformation, the 2011

predetermined, one-size-fits-all Charter scorecard was

supplemented by a self-set target Barometer process in

2015/16. With this process, participating federations set

and project forward their own targets in selected Charter

dimensions, based on a Memorandum of Agreement with

SRSA and SASCOC.

In terms of the MoA, failure of a federation to achieve 50%

or more of its self-set targets could lead to the imposition of

one or more of the following penalties:

suspension or withdrawal of any funding from government; revoking of the authority to bid for international tournaments; withdrawal of opportunity to award national colours, and/or withdrawal of recognition as a national federation in terms of the National Sports Act.

The Barometer process involves 5 federations - athletics,

cricket, football, netball and rugby – and was successfully

piloted in 2016. This led to the project being expanded to

include the remaining 14 federations, in 2017.

The purpose of the ‘Barometer’ is to address the inherent

weakness of the prescribed, one-size- fits-all federation target

system of the Charter, in order to: encourage more focused

and greater leadership transformation accountability within

national and provincial sport federation structures; and to

promote a more informed strategic and forward-looking

approach to bringing about change.

The Barometer process has had a major effect on federation

attitude and support, because of: the added responsibility of

setting and projecting forward own transformation targets;

and the threat of a penalty imposition for non-achievement

of 50% or more of the self-set targets.

The process highlighted the challenges faced by most

federations to set and project forward their own targets in

the selected Charter categories. This was, in some instances,

due to insufficient knowledge and insight into a federation’s

current situation, and understanding of how those factors

shape its future. This was evident in the mechanistic and, at

times, guesstimating way in which many federations set and

projected transformation related targets forward. The quality

Sport Transformation Status Report Overview 2017|18SRSA – Emminent Persons Group | 7

of federation longer-term thinking with respect to possible

future positions was often vague and uncertain. Additionally,

season to season planning and budget processes appears to

dominate thought processes in many federation structures.

Federation self-set ‘Barometer’ targets differ from

prescribed, one-size- fits-all Transformation Charter targets,

in that the latter is not necessarily aligned to an individual

federation’s specific situation or circumstances nor does it

involve the potential imposition of a penalty.

Individual federation Barometer and Charter target

achievement in selected Charter areas are dealt with in

scorecard format in Volume 1 of this report, under the

following headings:

• Number and percentage of self-set Barometer targets

achieved in selected Charter categories.

• Percentage of predetermined, one-size-fits-all targets in

all Charter categories achieved.

• Subjective evaluation of federation data input quality.

• Comparison between Barometer and Charter target

achievements in the following Charter categories:

- Administration

- Senior, Junior, Youth, Underage Male and Female

National Representative Entities

- High-performance Pipeline Demographic

- Coach Demographic Profile

- Umpire Demographic Profile

- Sport Medicine and Scientific Support Structure and

- Schools and Clubs (‘footprint’ data).

Each scorecard in Volume 1 concludes with general remarks,

observations, conclusions and recommendations related to

the achievement of Barometer and Charter targets for each

federation.

Barometer Target Achievement 2017|18The Barometer scores achieved in 2017 are shown in the

table below.

FEDERATION% OF SELF-SET AND FORWARD PROJECTED BAROMETER TARGETS ACHIEVED

Table Tennis 76

Football 73

Gymnastics 73

Tennis 65

Rugby 60

Cricket 59

Netball 54

Baseball 50

Swimming 39

Jukskei 39

Hockey 37

Softball 35

Volleyball 33

Athletics 31

Chess 27

Basketball 23

Amateur Boxing 10

Bowls -

Rowing -

As in 2017, four of the five federations that participated in the

2016 Barometer pilot achieved 50% or more of their self-set

and forward projected Barometer targets.

The 50% or more Barometer self-set target achievement

performance was as follows in 2017 and 2016: football - 73%

and 57%; rugby -60% and 60%; cricket - 74% and 52%; netball

-54% and 58%. Therefore, they will not be subject to any

penalty imposition, as was the case last year.

Despite several interventions to address the issues involved,

athletics submitted data reflecting achievement of 31% of

the required 50% of its 2017/18 self-set targets. This compares

with last year’s 43% achievement which could again lead to

the imposition of a penalty in the 2017 cycle.

Sport Transformation Status Report Overview 2017|188 | SRSA – Emminent Persons Group

The table above shows that of the fourteen federations

newly introduced into the 2017/18 Barometer cycle, four

federations achieved 50% or more of their self-set Barometer

targets, i.e.: table tennis (76%), gymnastics (73%), tennis (65%)

and baseball (50%).

The remaining federations all achieved well below the

required 50% of their self-set Barometer targets. These

federations include: swimming (39%), jukskei (39%), hockey

(37%), softball (35%), volleyball (33%), athletics, 33% (part of

the original pilot), chess (27%), basketball (23%), amateur

boxing (10%). These performance levels place them in the

potential penalty territory, based on the Barometer MoUs

agreed with SRSA and SASCOC.

Bowls and rowing have completed agreements and have

submitted Barometer forecasts for 2019 onwards.

As was the case with the pilot Barometer project involving

athletics, cricket, football, netball and rugby, in 2015, the

first data provided in 2016/17 by most federations newly

introduced into the process proved to be fraught with

difficulties and uncertainties. This was due mainly to some

federations setting and projecting forward questionable

Barometer targets, based on what appears to be

guesstimates and conservative ’safety first’ approaches,

in order to avoid a penalty. The absence of appropriately

structured and planned human resource pipelines and

inadequate understanding of the impact of changes in

population demographics and under-developed school

sport on structures, further complicated the situation for

some federations.

In the initial pilot Barometer (2015), the participating

federations involved - athletics, cricket, football, netball

and rugby - experienced similar difficulties and were given

an opportunity to review, correct and adapt their original

set of Barometer MoU based targets, before a penalty

was considered. The revision process was followed by

resubmission and re-evaluation of barometer targets before

the imposition of a penalty was considered and applied.

For this reason, the 14 newly introduced federations

(including athletics) will also be given a similar opportunity

to review, correct/ adapt and resubmit their Barometer

targets before the imposition of a penalty is considered,

as indicated in the recommendations applicable to each

federation in this report.

Therefore, based on the federation specific discussions,

observations and recommendations included in Volume

1 of this report, a conditional Barometer pass was given

to all federations (except for cricket, football, netball and

rugby, which have all passed), with the proviso that all MoU

barometer targets are revised, corrected and resubmitted on

or before 30 June 2019 for final evaluation and consideration.

Failure to comply with this requirement could lead to the

imposition of a penalty, as per the agreed MoU.

Comparison - ‘Prescribed One-Size-Fits-All’ Transformation Charter and Self-Set MoU Based Barometer Target AchievementsAs can be expected, Barometer self-set targets differ from

Transformation Charter prescribed and one-size-fits-all

targets, in that Barometer targets are determined and

projected forward by federations themselves, whereas

Transformation Charter targets are prescribed as part of the

Charter adopted in 2011.

As indicated, non-achievement of Barometer self-set targets

is subject to the possible imposition of a penalty, whereas

non-achievement of prescribed Transformation Charter

targets are not. A comparison between the two sets of

targets is shown in the following table:

FEDERATION

% PRESCRIBED ONE SIZE FITS ALL CHARTER TARGETS ACHIEVED

% SELF-SET AND FORWARD PROJECTED BAROMETER TARGETS ACHIEVED

PERCENTAGE POINTS DIFFERENCE BETWEEN CHARTER AND BAROMETER TARGETS ACHIEVED

Football 89 73 16

Table Tennis 67 76 -9

Volleyball 67 33 34

Cricket 61 59 2

Amateur Boxing 61 10 51

Softball 56 35 21

Basketball 56 23 33

Netball 50 54 -4

Athletics 50 31 19

Chess 44 27 17

Rugby 28 60 -32

Baseball 22 50 -28

Gymnastics 17 73 -56

Tennis 17 65 -48

Swimming 17 39 -22

Hockey 1 1 37 -26

Jukskei 6 39 -33

Bowls 0 - -

Rowing 0 - -

The comparison provided above between federation

Barometer self-set and prescribed Transformation Charter

target achievement shows good agreement for only two

federations: cricket and netball.

The self-set Barometer target achievement reported appears

to be significantly higher than the predetermined one-size-

fits-all Charter target achievement for: gymnastics, tennis,

jukskei, rugby, baseball, hockey and volleyball. This suggests

the possibility of more conservative (easier to achieve) and

possible safety-first Barometer target setting by federations,

Sport Transformation Status Report Overview 2017|18SRSA – Emminent Persons Group | 9

in order to avoid a penalty. However, the self-set Barometer

target achievement was notably lower than that of the

predetermined Charter target achievement for: amateur

boxing, volleyball, basketball, softball, athletics and football.

This suggests the possibility of more demanding target

setting.

The overall transformation status, in ranking order, for 2017

is provided in the table below, with the statistics based on

the following:

1. The % achievement of prescribed one-size-fits-all

Transformation Charter targets adopted in 2011.

2. The % achievement of the self-set Barometer targets

that form part of the MoU Barometer entered into with

SRSA and SASCOC.

FEDERATION TRANSFORMATION CHARTER TARGET RANKING

BAROMETER TARGET RANKING

Football 1 2

Table Tennis 2 1

Volleyball 3 13

Amateur Boxing 4 17

Cricket 5 6

Basketball 6 16

Softball 7 12

Athletics 8 14

Netball 9 7

Chess 10 15

Rugby 11 5

Baseball 12 8

Gymnastics 13 3

Swimming 14 9

Tennis 15 4

Hockey 16 11

Jukskei 17 10

Rowing 18 -

Bowls 19 -

Rowing and bowls are completing MoUs with SRSA and

SASCOC, but are only submitting forward projected

Barometer targets as from 2018.

The Barometer ranking order indicated above will be

reviewed once federations have revisited and re-submitted

their self-set targets and forecasts, based on the comments,

observations and summaries provided in Volume 1.

The scorecards show positive progress in sport transformation

since 1994, in about half of the federations audited, largely

due to the introduction of the Transformation Charter and

the EPG in 2011 and the Barometer process in 2016/17.

The current situation reflects a two-component sport

system that is based on the reported demographic profiles

of federation structures. Football, table tennis, volleyball,

cricket, basketball and softball are all transforming at a

steady rate. Additionally, athletics, netball and rugby are

showing promise, although they are marginally behind the

leading group. However, baseball, gymnastics, swimming,

tennis, hockey, jukskei, rowing and bowls are lagging, mainly

because of ineffective and delayed response to the impact of

population demographic changes, insufficient interaction

at underage level and facility constraints. There is reason to

believe that some of these federations could increasingly be

faced with sustainability challenges in the future, if creative

solutions are not forthcoming.

Factors that Impacting the Rate and Extent of TransformationTwo factors impact the pace and extent of sport

transformation: school sport, and population demographic

changes nationally and regionally.

School Sport

To support effective longer-term sport planning initiatives,

reliable data on school sport is essential. Over the past

5 years, the quality of data related to the number of sport

participating schools sourced from different role players was,

with few exceptions, sub-standard and unreliable. There is,

furthermore, little correlation between the number of sport

participating schools reported by sport federations, DBE

and SRSA. Attempts to extract more detailed information

on school sport are problematic. Such information includes:

number and demographics of underage participating

teams and leagues, interschool competitions, teachers/

organisers, accredited coaches, referees/umpires, and

facilities at municipality, district and provincial level.

There is a strategic need for a reliable and regularly updated

centralised school sport database for use by all role players,

as part of forward planning and resource sharing, as well

as implementation of the revised MoU between DBE and

SRSA. Appropriate sport related data in each province,

district, local municipality and main town is a prerequisite for

modelling and implementing an appropriate school sport

system. Most codes have significant difficulty in obtaining

school sport related data from their provincial, school and

government sport structures, which reinforces the need for

a professionally administered central database.

Data on sport participating primary schools that is provided

by federations are, with a small number of exceptions,

unreliable. However, in the absence of any dependable data

sources, school related data provided by federations remains

the only source of information for reasonable scoping of the

primary school environment.

Effective underage sport participation and skills

development for most learners remains inadequate,

because of the relatively low percentage of schools that

provide structured sport participation opportunity – an

Sport Transformation Status Report Overview 2017|1810 | SRSA – Emminent Persons Group

average of about 12%. Facility constraints, teacher reluctance

to be involved in organising, administering and coaching

sport activities, and ineffective implementation of MoUs

between DBE and SRSA remain major constraints.

A declining historic human capital resource base for sport

(because of a changing national population demographic)

is beginning to impact codes that are without a meaningful

footprint in the school environment. This will affect the

longer-term sustainability and competitiveness of several

codes. Both primary and senior school sport participation

profiles are dominated by what appears to be sub-optimal

and unconfirmed sport participating schools: 14 773 primary

and 5 918 senior schools.

In addition to the school participation footprint data that

was submitted, federations also submitted data on the

following: number of participating township and non-

township schools; number of accredited coaches; number

of township and non-township based high-performance

participants; number of schools that have girl participating

teams; financial support provided to schools.

At a primary school level, codes with the highest number of

reported participating primary schools - in decreasing order

- were: volleyball (8 948), chess (6 092), cricket (5 590), netball

(4 744), table tennis (2 977), rugby (2 410), swimming (1 690),

hockey (1 096), tennis (802), gymnastics (314), athletics (308),

softball (198), baseball (192), jukskei (162) and bowls (73).

Football’s reported number of participating primary

schools (11 000) is questionable. Football’s school structures

do not compare with the organised school structures of,

for example, rugby, cricket, hockey and netball. This is a

significant strategic weakness for football that has remained

unresolved for some time now.

Likewise, Volleyball’s 3 948 primary schools are also

questionable, given the absence of any additional primary

school data being provided.

Boxing, for regulatory reasons, and rowing and bowls,

because of resource constraints, do not have primary school

participation in their codes

Few federations (6) have reported primary schools have

reported high performance programmes. Hockey reported

the highest number (512), followed by cricket (253), rugby

(170), tennis (136) and gymnastics (127).

Netball (understandably) reported the highest number of

primary schools with girl teams (3 665), followed by hockey

(896, of which 100 are township schools), rugby (514, of

which 309 are township schools), cricket (459, of which 360

are township based), and softball (216, of which 208 are

township based). Basketball, boxing and rowing did not

report any involvement at primary school level.

The highest number of coaches at primary school level were

reported by: rugby - 5 990; cricket - 3 139; gymnastics - 1 385;

hockey - 940; bowls - 649; netball - 396; swimming - 329;

athletics - 308.

Cricket reported the highest level of financial support to

primary schools (R6 675 141), followed by rugby (R2 508

615), hockey (R800 000), chess (R530  000), tennis (R263

596), gymnastics (R184 167) and jukskei (R45 000). None of

the remaining 10 federations have reported any financial

support for primary schools.

At a senior school level, football and basketball did not report

any senior school involvement. Football’s school structures

do not resemble the organised structures of rugby, cricket,

hockey and netball. This is a significant strategic weakness

that may have to be corrected if performance at senior level

is to be improved. Volleyball also did not provide any senior

school participation data. For regulatory reasons, boxing

does not have any participation at senior or primary school

levels.

Chess reported the highest number of participating senior

schools (6 092), followed by netball (2 528), rugby (1 977),

table tennis (1939) cricket (928), hockey (793), athletics (710)

and tennis (543).

Ten federations reported schools with high performance

programmes. Cricket reported the highest number of

schools participating in high performance structures (489),

followed by: rugby (469); hockey (300) and tennis (169). Other

codes with senior school high performance programmes

include: gymnastics - 55; rowing – 54; swimming - 44;

baseball - 10; jukskei - 9. Basketball and football did

not report senior school involvement. The remaining 6

federations did not provide any data on senior school high

performance related data.

As expected, netball reported the highest number of senior

schools with girl teams - 2 494 (primary schools 3 665),

followed by: hockey - 813 (80 of which are township schools);

athletics - 710 (of which 672 are township based schools);

rugby - 230 (186 township schools); cricket - 239 (87 township

based); softball - 220 (131 township based senior schools);

jukskei - 112 schools (58 township based). Basketball, bowls,

gymnastics, rowing, swimming, table tennis and volleyball

did not report any schools with girl teams at senior school

level.

Sport Transformation Status Report Overview 2017|18SRSA – Emminent Persons Group | 11

The highest number of coaches at senior school level were

reported by: rugby - 4 826; cricket - 2 250; hockey - 1 100;

gymnastics - 875; bowls - 649; swimming - 363; athletics -

321; netball - 321; jukskei - 193; rowing - 192. Whereas chess,

football, basketball, softball and volleyball did not report

any coaches at senior school level.

Cricket reported the highest level of financial support (R8

895 233) to its senior school structure, followed by: rugby (R6

326 856); tennis (R763 555); rowing (R706 741); hockey (R440

000); chess (R370 000); gymnastics (R149 017). No financial

support to senior schools were reported by: athletics;

baseball; basketball; bowls; netball; softball; swimming;

table tennis; volleyball.

National Population Demographic ChangeThe impact of population demographic changes requires

careful consideration if future sport leadership structures are

not to be left with an uncomfortable legacy of challenges.

From a sustainability (in some instances perhaps even

survival) perspective, codes with a predominantly White

demographic profile need to quantify and understand the

impact of demographic change on their sport and make it

an integral part of the planning process. Equally important

is the implication of these changes on the shape of a

federation’s forward projected self-set demographic targets

that form part of the Barometer MoUs recently entered into

with SRSA and SASCOC, as well as the associated penalties

for failing to achieve the self-set targets.

Population demographic changes, nationally and regionally,

coupled to the suspect state of school sport, do not allow the

luxury of forward projected self-set Barometer targets based

on extrapolating the past into the future, some guesswork

and a ‘safety first’ approach to avoid the risk of penalties

being imposed, when completing a federation’s forward

projected Barometer.

In most instances, federation forward, projected Barometers

reflect small, incremental and slow change in selected

Charter categories, which may reflect insufficient insight

into the complex socio-economic and political environment

in which they operate. If not understood and dealt with,

only a small number will escape the consequences of these

changes.

The demographic factors influencing the age structures

of different population groups differ over time. From a

planning perspective, the size and composition of and

change in different population categories - nationally and

regionally - are becoming increasingly important.

Three key processes or components of population

growth have a considerable effect on the age and gender

composition of populations, namely: mortality; fertility;

and the movement of people in and out of specific areas

or regions. These factors are the most important causes of

the existing differences in the age and gender structures of

different population groups in the country.

When mortality rates in a population decline faster in the

lower age categories than in the higher age categories, it

leads to juvenation of the age structure of the population

concerned. Based on scales developed by the United Nations,

the Black African population in South Africa is classified as

a young population, the Coloured and Indian populations

as mature, and the White population as aging. The black

African population is characterised by high and fairly

constant fertility, with a large proportion of small children

and a small proportion of people in the productive ages.

Fertility rates in the Indian and Coloured populations have

only recently started to decline and are in an intermediate

position between those of Whites and Black Africans.

The population demographic profile as at mid-year 2018,

according to Stats SA, was: total population - 56.5 million;

Black African - 41 million (89%); Coloured - 4.6 million (8.9%);

Whites - 4.49 million (8.9%); Indian (2.5%).

The White population group is the only population group

whose mortality rate has exceeded its birthrate (around

2010). Based on data extracted from Stats SA, this means

that the White population - currently about 4.5m - will

decrease (the only group to do so) by about 1 million over

the next 25 years. Contrarily, Black Africans are estimated to

increase by about 14m, Coloureds by 400,000 and Indians by

300,000 over the same period.

The changing population demographic and socio-

economic and political environments since 1994 have had

a major impact on the rate and extent of sport’s efforts

to change from a pre-1994 predominantly White sport

system. The 5 transformation audits conducted to date

have demonstrated the potential impact of these changes,

particularly on the longer-term sustainability of some

federations. These changes will have a major impact on

structures with a predominantly White demographic profile

and low rates of demographic change.

Sport Transformation Status Report Overview 2017|1812 | SRSA – Emminent Persons Group

The total under 18-year-old component of the population -

about 20 million (male plus female) - is a reservoir of future

human capital and is therefore important from a planning

perspective. The U18 Black male African group - about 9m - is

projected to increase by 20% over the next 20 years; however,

there will be a decrease in the Indian (8%), Coloured (19%)

and White (31%) groups.

The need to focus on the large black African component

- which is under-developed, as shown in audit reports - is

obvious. Sport’s historic resource base is declining. The

challenge facing existing predominantly White sport

structures, therefore, is the need to balance the rate of

decrease in the White population and subsequent decline in

sport participant numbers, with an increase in the number

of U18 Black Africans.

This will require well-developed and effective primary and

senior school sport structures, if South African Sport is to

strengthen its position in the premier leagues of world sport.

Dominant White demographic participant demographics

are linked to low Black African representation, which

enhances long-term sustainability risks. Codes in this

category include, particularly, tennis, hockey, swimming,

rowing, jukskei and bowls.

Table tennis and baseball’s high Coloured and low Black

African demographic could also translate into sustainability

challenges in the longer term.

The profile of the 66-year-old and higher population age

group category for Whites explains bowls’ sustainability

dilemma. Its 90%+ White membership structure, with an

average age of 74, is in decline, resulting in club structures

closing down and the absence of a meaningful underage

pipeline. This has seen this sport moving into what can

become survival mode.

The predominant White profile of the tennis, swimming,

rowing and jukskei representative entities, will increasingly

feel the effects of declining numbers in all White population

age categories. Rugby, netball and cricket (to a lesser extent),

although actively involved in re-shaping the demographics

of their representative entities, may have to step up

exploration and involvement of the significant Black African

population group.

Re-shaping a sport’s demographic profile may, in some

instances, need to be more assertively pursued, if future

leadership structures are not to be left with difficult

challenges to resolve.

Sport Transformation Status Report Overview 2017|18SRSA – Emminent Persons Group | 13

TOKOZILE XASA, MPSport & Recreation South Africa

“The remainder of this political administration must be about, school sport, active nation and transformation. South Africans must see themselves in all our national teams.”

“The key to our transformation is simply this: the better we know ourselves the better equipped we

will be to make our choices wisely.”— Gregg Braden

Notes

Sport Transformation Status Report Overview 2017|1814 | SRSA – Emminent Persons Group

TOKOZILE XASA, MPSport & Recreation South Africa

“The remainder of this political administration must be about, school sport, active nation and transformation. South Africans must see themselves in all our national teams.”

“The key to our transformation is simply this: the better we know ourselves the better equipped we

will be to make our choices wisely.”— Gregg Braden

SRSA – Emminent Persons Group | 15Sport Transformation Status Report Overview 2017|18

Published in the Republic of South Africa by SRSA

Regent Place Building66 Queen StreetPretoria

Private Bag x 896, Pretoria, 0001Tel. 012 304 5000www.srsa.gov.za

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