EPG Transformation Report 2016

EMINENT PERSONS 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 wasnt 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
Sport & Recreation South Africa
b.
iii
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
iv
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
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 countrys 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
vi
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 Governments 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 SDGs 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 federations 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 Governments 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
vii
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
viii
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.
Every generation must

discover its mission; fulfil
it or betray it,
Dr Somadoda Fikeni
ix
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 sports Achilles heel.
Changing sports 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 countrys 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
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.
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
xi
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 sports
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 DSRSAs
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 sports 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)
xii
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)
001
Today, everyone has the

right to play Sport
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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 countrys 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 sports demographic profile so that it is in line
the sport systems transformation initiatives.
with the countrys overall human capital base is of significant

strategic importance and can no longer be ignored. It is
pointed out that if the countrys 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
003
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 sports 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 federations
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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004
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 bodys 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 Charters
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.
One | Report Layout
005
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 sports 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 sports business. On the basis of this
below Black African representation levels. Significant greater
dimension, it is possible for sport to demonstrate sports
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 sports
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
Charters 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 countrys 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
One | Report Layout
006
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%
007

right to play Sport
TWO
BACKGROuND
TO THE AuDIT
REPORT
Two | Background to the Audit Report
008
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 ones own glasses, and
create mental space to put on other peoples 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 countrys
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
countrys 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
009
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 sports historical pipeline
Sport is an important part of South African society and it has a

responsibility to be an effective leading agent in the countrys
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 sports demographic profile so that it is more
representative of the countrys 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
010
2.1 SuMMarY oF TranSForMaTion

CHarTer
Strategic transformation requires holistic, multi-level,
The overall goal of sports 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 Rs are to the biological
between the two driving forces and dividing South Africans
corporation what the three Rs 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
Reframing
011
An organisation is a living organism and, like people, it

is the shifting of an organisations
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
transformations 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.
012
Sports 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 sports 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
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
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
sports 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 sports 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 sports 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 sports
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.
014
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 werent 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. Its 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 dont 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
015
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 dont 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 everyones job is
permeated with it. The transformation measurement system
016
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.
017

right to play Sport
THREE
2014/2015
TRANSFORMATION
AuDIT REPORT
Three | 2014/2015 Transformation Audit Report
018
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 individuals 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.
019
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 codes 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
020
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
Cricket
10
Football
Netball
Rugby
10
Basketball
Bowls
Hockey
10
Gymnastics
Rowing
Swimming
Tennis
Baseball
Boxing
Chess
10
Jukskei
10
Softball
Table-Tennis
Volleyball
Perceived Status
of Demographic
Transformation
(change)
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 softballs 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 sports 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,

hasnt yet penetrated
provincial structures.
022
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 transformations 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.
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 sports
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 sports
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.
024
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.
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 sports 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
026
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
societys 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
years 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
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
028
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
0,2
0,3
Basketball
81
51
18
0,4
62
Boxing
0,1
0,1
0,1
Chess
45
0,9
185
18
255
25
1144
26
685
26
Code
Athletics
Cricket
421
83
381
37
1599
36
113
Football
1601
34
319
31
1207
118
829
19
793
30
21
0,4
190
19
0,5
29
0,7
29
Netball
1805
38
183
18
706
69
2410
54
1501
57
Rugby
256
79
174
17
75
41
Softball
38
11
18
Swimming
11
35
31
3,0
20
0,4
0,3
Table-Tennis
146
232
23
304
30
249
32
Volleyball
29
181
18
204
20
334
84
Bowls
Gymnastics
Hockey
162
40
197
19
150
25
Jukskei
0,1
15
24
0,2
0,2
Rowing
Tennis
52
1,1
51
199
20
55
18
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 rowings White demographic
profile, combined with equipment and facility related issues,
will require exceptional creativity from leadership to find
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.
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
of Participating
Primary Schools
% Participating
Primary Schools
Nationally
42
183
34
76
0,5
68
392
% Participating
Primary Schools
Total number
of Participating
Primary Schools
TOTAL
% Participating
Primary Schools
Western Cape
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
0,4
0,2
14
0,1
103
84
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
42
16
386
161
12
386
35
206
48
513
40
7,871
42
50
52
33
471
37
1,231
53
126
106
77
80
27
53
1,200
116
121
11
39
76
1,184
63
45
20
255
20
957
22
0,7
0,6
87
0,5
41
24
148
12
595
A number of provinces reflect no primary school participation
Netballs 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.
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 %.
Mpumalangas 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
% 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
Baseball
26
26
0,0
0,0
0,5
Basketball
51
76
14
50
34
22
Boxing
0,2
0,7
Chess
0,0
0,0
224
20
713
32
431
28
Cricket
145
49
115
10
258
12
31
Football
577
21
207
38
270
24
365
17
449
29
0,3
0,1
Netball
1011
36
101
19
388
34
1259
57
913
59
Rugby
377
13
87
16
147
13
71
40
Softball
0,0
77
14
0,6
50
3,2
Swimming
30
204
38
195
17,2
33
1,5
15
1,0
Table-Tennis
97
154
29
162
14
94
25
Volleyball
27
23
287
13
93
Bowls
Hockey
105
43
181
16
124
21
Jukskei
13
32
0,3
Rowing
0,3
0,7
16
1,4
0,1
0,2
Tennis
21
0,7
63
12
159
14
35
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. Netballs reported senior
031
TOTAL NuMBER AND % OF SENIOR SCHOOLS PARTICIPATING IN EACH CODE IN EACH PROVINCE AND NATIONALLY- 2014
% 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
15
49
0,5
135
25
0,8
65
11,4
443
135
25
10
0,1
55
10
19
124
22
1583
15
38
38
49
19
381
67
1104
11
332
43
475
89
79
31
297
52
3051
29
0,7
0,9
15
0,1
70
354
67
76
30
206
36
4378
42
42
29
48
19
416
73
880
0,0
22
34
197
0,0
0,0
477
51
15
18
24
640
90
12
87
16
28
11
81
14
716
38
37
16
193
34
758
16
0,4
11
89
0,4
0,4
51
0,5
35
4,6
18
117
21
465
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
032
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
20
19
111
72
% of Primary Schools in Township Areas
29
71
72
47
% of Township Primary Schools

Participating in code
185
44
50
95
54
Average Number of Township teams per

school participating in leagues
0.1
Average Number of Facilities per

participating Primary School
0.1
0.04
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.
136
209
45
10
Number of primary schools that

stopped participating last season in area
of jurisdiction
37
42
85
0.0
Ratio of new participating Primary

schools to Primary Schools that have
stopped participating
Ratio of Township primary school HP

paricipants to total HP participants
0.3
Average number of accredited coaches

per participating primary school
0.1
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
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.
1,005
100
033

Gymnastics
11,465
Rowing
6785
Swimming
Tennis
Baseball
Boxing
10,039
339
1,435
14
584
230
27
0
0
1
1
Jukskei
11,115
7,221
11,700
76
105
1.1
16
84
74.8
85
41
0.7
0.5
0.004
0.2
0.01
93.6
0
6
Chess
0.1
213
20
27
90
30
17
52
90
0.1
0.4
5.0
0.4
0.5
0.0
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.
034
COMPARITIVE CODE SPECIFIC SENIOR SCHOOL PROFILE RATIOS - 2014

Measure
Athletics
Cricket
Rugby
Football
Netball
Basketball
Total number of all Senior Schools in

Bowls
Hockey
718
4,430
6,694
11,000
2,093
968
Total number of all Senior Schools

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

0.2
0.8
1.3

participating Township Senior School
Average Number of Facilities per all

participating senior School
760

Senior School
0.1
Ratio of new participating Senior

Schools to senior schools that have
4.8
Ratio of Township Senior School HP

1.1

per Senior School
0.2
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
035

Gymnastics
Rowing
Swimming
4,925
5,282
5,094
18
51
1,132
0.4
22
Tennis
457
Baseball
Boxing
Chess
Jukskei
11,400
5,106
17
6,000
69
57
26
53
82
39
1.3
91
94.1
23
30
1.0
0.7
1.1
0.2
0.0
0.0
0.01
51
2.6
0.2
1.0
0.0
31
2.3
0.6
1.7
0.02
0.5
0.3
0.40
0.02
696
1.5
51
125.9
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 Africas 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 federations
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 federations activities in its area
036
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
footballs 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
Jukskeis 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
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 crickets
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.
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
Baseball
52
17
11
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
31
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
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
35
18
59
178
Swimming
52
16
70
46
10
194
Table-Tennis
123
48
41
39
86
25
10
29
401
Volleyball
59
91
65
183
28
65
69
50
16
626
Bowls
65
86
112
94
18
19
28
95
526
Hockey
36
14
55
47
10
44
226
Jukskei
12
27
11
92
Rowing
14
11
36
Tennis
ToTal ClubS
54
37
112
56
20
12
16
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 volleyballs 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).
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.
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
Footballs 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
Netballs 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 rugbys 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.
040
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).
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
-29
-96
550
258
92
178
465
49
10
1583
89
197
589
183
14
2734
87
126
-59
-12
104
5400
-84
-10
350
-21
-73
-29
-42
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
-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

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

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
350 %
-50 %
68
29
57 %
65
41
37 %
Bowls
0%
0%
0%
0%
Hockey
20
13
35 %
16
88 %
255
86
66 %
193
46
76 %
Gymnastics
16
14
0%
-100 %
27
-200 %
0%
Rowing
0%
100 %
0%
100 %
Swimming
-100 %
0%
57
-100%
27
0%
Tennis
24
10
58 %
18
94 %
148
89
40 %
117
39
67 %
Baseball
0%
0%
42
95 %
15
60 %
Boxing
100 %
0%
0%
0%
Chess
52
32
38 %
19
27
0%
180
197
0%
124
98
21 %
Jukskei
10
-23 %
12
-200 %
50 %
11
73 %
Softball
0%
0%
53
38
28 %
34
26
24 %
Table-Tennis
27
21
22 %
18
23
0%
53
71
-34 %
24
35
-45 %
Volleyball
39
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
042
from 0 % to 350 %! This places a question mark behind
is effecting the sports 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.
codes 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 sports
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 games extensively White and ageing profile,
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 countrys 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 codes structure, in terms
of the Transformation Charter, includes: members of its
representative teams; administrative structures; team
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
100
3.4.2. National Administrative Structure Demographic Profiles
Table-Tennis
100
The dominant demographic makeup of an organisations
Volleyball
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 codes national
Bowls
Hockey
Jukskei
Rowing
Tennis
% Women
administrative and leadership structure. Leadership and

CODE CEO DEMOGRAPHIC PROFILES - 2014
managements 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
Boxing
100
100
100
Chess
100
100
Cricket
100
Football
100
Hockey
100
100
100
bullet indicates an actual demographic measurement smaller
Swimming
100
than 60 % but equal to or bigger than 50 %; and a red bullet
Table-Tennis
100
100
shows a percentage representation below 50 %.
Bowls
Athletics
Baseball
Gymnastics
100
The dominant demographic makeup of an organisations
Jukskei
100
leadership (President, board/executive and CEO) is the key
Netball
100
factor in the extent and rate at which an organisation will
Rowing
Rugby
Softball
Based on data received, the following tables reflect the
Tennis
President and CEO demographic profiles, for different
Volleyball
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
100
have all elected a Black African, Coloured or Indian President.
Boxing
100
100
Chess
100
Cricket
100
100
Football
100
Gymnastics
100
100
Netball
100
100
Rugby
100
100
100
Basketball
Softball
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.
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
Football
73
97
Boxing
85
85
Cricket
33
83
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
Athletics
17
58
There is little doubt that once leadership accepts the
Hockey
13
50
12
ultimate responsibility for change within their organisations,
Baseball
50
25
the potential impact, combined with similar changes at CEO
Gymnastics
13
38
38
and board levels (shown below), on the understanding,
Tennis
33
25
attitude and commitment to the deeper more cause-related
Swimming
33
25
transformation issues within an organisation, could be
Netball
33
33
100
explosive.
b.
CEOs Demographic Profile
Rowing
13
13
Bowls
Jukskei
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
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
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
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
(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.
046
d.
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
codes position in its transformation life-cycle. The imbalance
in the demographic makeup of a codes 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.
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 whats 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 organisations culture, however, tends to be
them. Because culture is a behavioural matter, its 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, were effectively prisoners of our past
psychological environment of an organisation. It includes
experiences, both guided and constrained by what we know.
the organisations 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 were 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.
048
it is not easy to wipe either personal or organisational
The history and experiences of the countrys 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. Its 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 weve 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 organisations 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 sports
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
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.

Footballs culture is different to that of rugbys 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 organisations
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 organisations 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 sports 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 sports 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 sports 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 sports 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 codes value structure should directly support the strategic
priorities of the Transformation Charter.
050
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 federations
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.
051
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
45
Rugby
31
42
Netball (Female)
36
39
Rowing
19
19
Hockey
17
Swimming
13
Baseball
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
agreements based on projected performance levels in each of
Jukskei
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.
052
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 %. Netballs 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.
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.
053
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
100
100
Volleyball
42
100
Table-Tennis
59
99
Football
78
90
Basketball
72
81
Athletics
22
59
Netball (Female)
47
50
Chess
21
48
Cricket
37
48
Hockey
22
44
Rugby
31
42
Gymnastics
40
42
Baseball
29
Swimming
Jukskei
Bowls
Rowing
Tennis
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).
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
at senior representative level, the strategies reflected above
Bowls
need attention. With a few exceptions, the pipelines reported
Jukskei
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 crickets (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
45
Hockey
29
Athletics
11
21
Rowing
10
10
Swimming
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
055
and increasing levels of competitiveness (among others)
compared to the 42 under-age groupings in the mens under-
have become key elements of a more committed approach to
age pipeline.
further improve womens 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
Volleyball
33
92
Table-Tennis
70
93
Football
77
91
Basketball
Athletics
Netball (females)
Chess
16
59
Cricket
Hockey
Rugby
Gymnastics
12
31
Baseball
Swimming
10
Jukskei
Bowls
Rowing
Tennis
Softball
Compared to the male under-age pipeline, the womens
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
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 rugbys numbers
(if correctly reported). The number may be inadequate
ALL NATIONALLY ACTIVE AND ACCREDITED MALE COACHES

- 2014
% Black
African
% Generic
Black
considering footballs high participation numbers.

Cricket reported 3 334 accredited coaches 24 % of whom
Code
Total
Chess
15
40
100
Softball
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 netballs 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 sports strategic
Swimming
265
23
35
transformation journey sport ahead. Culture and value
Baseball
403
15
30
differences between coaches and the shape of netballs
1,494
14
25
Rowing
88
24
25
Bowls
643
Jukskei
116
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 footballs 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 rugbys 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.
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
83
83
Cricket
720
39
58
Netball (Male)
36
41
51
2,251
15
45
improvement through qualified coaches supported by
Gymnastics
54
43
optimal coach/participant ratios.
Athletics
202
30
41
Baseball
40
40
Rowing
28
36
36
Hockey
19
11
32
Swimming
416
16
Bowls
443
Jukskei
103
Chess
19
47
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). Swimmings 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
058
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
24
audited.
Rowing
47
19
19
Hockey
17
12
Bowls
1430
Jukskei
62
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
50
100
referees (2 130) with a 99 % generic Black, 85 % Black
Basketball
88
88
African, 14 % Coloured/Indian, and 1 % White demographic
Softball
15
87
Netball (Male)
104
77
77
Boxing
10
70
70
Rugby
86
27
60
Athletics
56
45
57
Table-Tennis
29
52
Gymnastics
90
20
27
Swimming
864
25
Cricket
37
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
umpires.
Bowls
1058
Chess
30
Jukskei
17
Hockey
10
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.

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 codes

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 sports 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 years 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
060
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 codes 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
Africas 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.
061
062
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
78
100
Boxing
100
100
Athletics
33
67
Basketball
100
100
Swimming
50
% Black
African
% Generic
Black
0
8
50
Rugby
100
100
100
Netball
25
Cricket
100
67
100
Rowing
Bowls
0
0
Hockey
100
50
Volleyball
25
75
Softball
Table-Tennis
Gymnastics
Baseball
Chess
Tennis
0
67
0
100
0
Jukskei
ToTal
24
31
DEMOGRAPHIC PROFILE OF FEMALE SPECIALIST SuPPORT TO NATIONAL TEAMS AND INDIVIDuALS - 2014
% Generic
Black
Football
11
100
Boxing
100
100
Athletics
Basketball
Swimming
Rugby
Netball
Cricket
Rowing
Bowls
100
0
0
100
0
0
Sport Psychologists
% Black
African
% Generic
Black
100
100
% Generic
Black
100
100
57
57
50
100
14
57
100
50
100
Hockey
100
Volleyball
80
Softball
Table-Tennis
Gymnastics
Baseball
Chess
Tennis
0
0
Jukskei
ToTal
14
34
% Black
African
0
0
Total
% Black
African
Physiotherapists
Total
Code
Total
063
% Generic
Black
67
100
% Black
African
Computer Analysts
% Generic
Black
67
89
Total
% Black
African
Nutritionists
Total
Total
Biokineticist
% Black
African
% Generic
Black
50
83
TOTAL
MALE
TOTAL
MALE +
FEMALE
% MALE
40
43
93
71
60
10
20
50
20
22
91
11
30
37
85
25
10
20
40
50
83
11
13
50
100
10
16
63
11
45
30
40
100
100
100
50
75
20
27
116
179
65
% 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
43
29
40
10
80
50
0
6
17
50
0
1
0
0
1
100
0
0
22
19
30
63
13
15
50
16
38
50
100
11
55
100
100
10
63
179
35
064
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
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
havent 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,
and
Data provided confirmed

strong presence of women in
specialist support areas, such as
physiotherapy.
065
REGISTERED MEMBERS OF NATIONAL COACHING, uMPIRE/REFEREE AND MEDICAL/SCIENTIFIC STRuCTuRES - 2014

Registered Members of National
Coaching Body
Code
Total
% Black
African
% Generic
Black

Referee/umpire Body
Total
% Black
African
% Generic
Black

Medical/Scientific Body
Total
% Black
African
% Generic
Black
Softball
50
100
79
33
73
Football
1170
78
98
2320
78
98
18
56
83
Volleyball
29
34
93
17
53
94
50
100
Boxing
83
83
83
83
100
100
Hockey
29
57
Cricket
2189
23
52
778
22
47
Baseball
408
15
30
97
22
51
Netball
1578
16
27
885
45
55
Gymnastics
3592
15
2748
12
Jukskei
228
96
Tennis
533
274
50
Swimming
Athletics
Basketball
Rugby
32
25
41
18
22
Rowing
Bowls
Table-Tennis
Chess
100
11
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
066
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
years 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 SAs
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 SAs sport
system.
different
levels
of
the
participation continuum within

an organisation.
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 codes 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
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
50
Chess
Softball
Table-Tennis
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.
068
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
ultimate test of effective governance is the degree to which
Boxing
33
50
Rowing
20
38
Athletics
18
A governing body is an organisation designed to achieve a
Chess
specific mission. There is an inherent challenge in this process
Table-Tennis
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 bodys 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
organisations 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
with
management,
decision-making
and
069
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
bodys 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 bodys
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,
070
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 bodys

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 peoples 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
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.
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 organisations 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 codes 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 EPGs 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,
072
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
60
60
100
60
40
100
Number of times the Transformation Strategy has

been formally reviewed and updated over the past five
years
60
60
100
60
20
Number of times Transformation Status has been

established/monitored over the past five years
60
60
100
60
Number of times Board effectiveness and productivity

has been formally evaluated, on the basis of an
appropriate scorecard, over the past five years
20
100
40
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
20
30
40
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
100
20
30
100
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
100
20
100
100
Number of times the performance of individual

provinces has been reviewed over the past five years
40
40
60
40
Number of unqualified Financial Reports over the last

five years
100
100
60
100
100
100
aVeraGe
59
44
64
67
18
56
073
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
20
40
60
60
60
20
20
20
20
20
20
20
20
40
100
60
60
20
20
20
20
30
20
20
80
100
60
20
20
20
20
20
20
20
100
40
20
20
20
10
20
20
100
20
20
20
20
10
10
20
40
100
100
20
40
20
40
100
100
20
20
10
10
20
20
100
20
20
20
10
100
100
100
100
100
20
100
100
29
44
29
91
62
11
20
31
18
10
074
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 codes 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 sports 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 sports 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 sports 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 sports 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.
075
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
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 countrys 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 sports 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 organisations capacity
are put in place and accurately recorded. Sports 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
sports 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 codes
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.
076
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
50
Rowing
33
85
15
Swimming
28
100
18
Chess
24
25
58
58
Football
10
40
30
30
20
Cricket
33
11
33
22
11
Rugby
11
22
67
11
GYmnastics
33
67
67
Netball
50
50
100
Hockey
50
50
50
Volleyball
50
50
Basketball
100
Bowls
100
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,
Volleyball, basketball, bowls and athletics reported 0 % Indian

representation in their senior management teams.
077
The argument for strengthening, developing and growing womens 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. Crickets 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.
078
+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
079

right to play Sport
FOuR
AuDIT SuMMARY
HIGHLIGHTS &
LOWLIGHTS
Four | Summary 2014/15 Transformation Audit Highlights/Lowlights
080
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
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 CEOs 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,
082
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 volleyballs 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 womens 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.
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
rugbys 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.
084
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. Womens presence in the combined medical
Only four of the 17 codes audited (cricket, rugby,

netball and, to a lesser extent, gymnastics) submitted
and physiotherapy categories is 44 %; within the

biokineticists ranks it was 50 % and 60 % among sport
psychologists. Womens 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
086
When you shoot a zebra in the black stripe, the white dies
too; shoot it in the white and the black dies too.
087

right to play Sport
FIVE
2014/15 COMPARATIVE
SCORECARDS/
DASHBOARDS
Five | 2014/15 Comparative Scorecards/Dashboards
088
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
59
Basketball
100
100
85
100
100
88
Bowls
33
Boxing
100
100
83
98
90
0
77
Chess
100
100
75
91
49
97
Cricket
100
100
71
83
45
Football
100
100
70
71
91
29
Gymnastics
57
100
100
58
73
43
Hockey
13
17
43
Jukskei
10
Netball
100
58
39
Rowing
19
Rugby
100
50
53
42
60
Softball
100
50
42
Swimming
100
38
38
13
Table-Tennis
100
33
10
94
47
100
Tennis
Volleyball
>60 ; <=50
No data received
Incomplete Data
57
58
97
33
98
92
% 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
59
97
88
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
30
40
50
50
10
97
98
100
88
39
75
62
Females
NATIONAL TEAM
PERFORMANCE % WINS
OR 1ST PLACES
72
67
76
83
60
70
33
33
10
100
100
10
46
58
44
24
63
29
10
99
96
99
100
53
69
43
37
43
32
27
40
20
43
41
32
12
40
79
10
100
83
25
51
51
77
73
88
10
25
36
19
18
29
77
60
50
45
50
60
69
75
67
77
45
97
59
87
56
29
92
87
58
0
35
16
24
25
99
47
10
53
89
70
52
97
92
10
93
90
94
100
48
40
92
100
>60 ; <=50
>70 ; <=50
090
% Generic
Black
% Black
African
Sport Psychologists
% Generic
Black
67
78
Total
% Black
African
Physiotherapists
Total
Code
Total
Football
78
100
Boxing
100
100
Athletics
33
67
Basketball
100
100
Swimming
50
% Black
African
% Generic
Black
0
8
50
Rugby
100
100
100
Netball
25
Cricket
100
67
100
Rowing
Bowls
0
0
Hockey
100
50
Volleyball
25
75
Softball
Table-Tennis
Gymnastics
Baseball
Chess
Tennis
0
67
0
100
0
Jukskei
ToTal
25
30
% Generic
Black
Football
11
100
Boxing
100
100
Athletics
Basketball
Swimming
Rugby
Netball
Cricket
Rowing
Bowls
100
0
0
100
0
0
Sport Psychologists
% Black
African
% Generic
Black
100
100
% Generic
Black
100
100
57
57
50
100
14
57
100
50
100
Hockey
100
Volleyball
80
Softball
Table-Tennis
Gymnastics
Baseball
Chess
Tennis
0
0
Jukskei
ToTal
14
37
% Black
African
0
0
Total
% Black
African
Physiotherapists
Total
Code
Total
091
% Generic
Black
67
100
% Black
African
Computer Analysts
% Generic
Black
67
89
Total
% Black
African
Nutritionists
Total
Total
Biokineticist
% Black
African
% Generic
Black
50
83
TOTAL
MALE
TOTAL
MALE +
FEMALE
% MALE
40
43
93
71
60
10
20
50
20
22
91
11
30
37
85
25
10
20
40
50
83
11
13
25
100
10
16
63
11
45
30
40
100
100
100
50
75
20
27
116
183
63
% 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
43
29
40
10
80
50
0
6
17
50
0
2
0
0
1
100
0
0
22
19
30
63
13
15
75
16
38
50
100
11
55
100
100
11
67
183
37
092
% Participating
Primary Schools
0,9
Total number
of Participating
Primary Schools
45
% Participating
Primary Schools
0,1
Total number
of Participating
Primary Schools
Limpopo
% Participating
Primary Schools
81
KZN
Total number
of Participating
Primary Schools
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
0,2
0,3
51
18
0,4
62
0,1
0,1
185
18
255
25
1144
26
685
26
Athletics
Baseball
Basketball
Boxing
Chess
Cricket
421
83
381
37
1599
36
113
Football
1601
34
319
31
1207
118
829
19
793
30
Gymnastics
21
0,4
190
19
0,5
29
0,7
29
Netball
1805
38
183
18
706
69
2410
54
1501
57
Rugby
256
79
174
17
75
41
Softball
38
11
18
Swimming
11
35
31
3,0
20
0,4
0,3
Table-Tennis
146
232
23
304
30
249
32
Volleyball
29
181
18
204
20
334
84
Bowls
Hockey
162
40
197
19
150
25
Jukskei
0,1
15
24
0,2
0,2
Rowing
Tennis
52
1,1
51
199
20
55
18
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
26
0,0
0,0
0,5
Basketball
51
76
14
50
34
22
Boxing
0,2
0,7
Chess
0,0
0,0
224
20
713
32
431
28
Cricket
145
49
115
10
258
12
31
Football
577
21
207
38
270
24
365
17
449
29
0,3
0,1
Netball
1011
36
101
19
388
34
1259
57
913
59
Rugby
377
13
87
16
147
13
71
40
Softball
0,0
77
14
0,6
50
3,2
Swimming
30
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
093
Total number
of Participating
Primary Schools
% Participating
Primary Schools
Total number
of Participating
Primary Schools
% Participating
Primary Schools
Nationally
103
TOTAL
% Participating
Primary Schools
34
Western Cape
Total number
of Participating
Primary Schools
Northern Cape
% Participating
Primary Schools
% Participating
Primary Schools
North West
Total number
of Participating
Primary Schools
Total number
of Participating
Primary Schools
Mpumalanga
42
183
76
0,5
68
392
0,4
0,2
14
0,1
84
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
42
16
386
161
12
386
35
206
48
513
40
7,871
42
50
52
33
471
37
1,231
53
126
106
77
80
27
53
1,200
116
121
11
39
76
1,184
63
45
20
255
20
957
22
0,7
0,6
87
0,5
41
24
148
12
595
% Participating
Senior Schools
Total number
of Participating
Senior Schools
Total number
Participating
Senior Schools
% Participating
Senior Schools
Nationally
0,0
0,0
0,0
15
49
0,5
135
25
0,8
65
11,4
443
135
25
10
0,1
55
10
19
124
22
1583
15
38
38
49
19
381
67
1104
11
332
43
475
89
79
31
297
52
3051
29
0,7
0,9
15
0,1
70
354
67
76
30
206
36
4378
42
42
29
48
19
416
73
880
0,0
22
34
197
0,0
0,0
477
% 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
094
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
154
29
162
14
94
25
Volleyball
27
23
287
13
93
Bowls
Hockey
105
43
181
16
124
21
Jukskei
13
32
0,3
Rowing
0,3
0,7
16
1,4
0,1
0,2
Tennis
21
0,7
63
12
159
14
35
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
17
11
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
31
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
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
35
18
59
178
Swimming
52
16
70
46
10
194
Table-Tennis
123
48
41
39
86
25
10
29
401
Volleyball
59
91
65
183
28
65
69
50
16
626
Bowls
65
86
112
94
18
19
28
95
526
Hockey
36
14
55
47
10
44
226
Jukskei
12
27
11
92
Rowing
14
11
36
Tennis
54
37
112
56
20
12
16
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.
095
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
15
18
24
640
90
12
87
16
28
11
81
14
716
38
37
16
193
34
758
16
0,4
11
89
0,4
0,4
51
0,5
35
4,6
18
117
21
465
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.
096

Measure
Athletics
Total number of all Primary Schools in

Cricket
Rugby
Football
Netball
Basketball
Bowls
Hockey
14,558
12,981
8,989
1,800
4,289
Total number of all primary schools

jurisdiction
92
2,580
1,713
2,000
3,099
% of Participating primary schools
20
19
111
72
% of Primary Schools in Township Areas
29
71
72
47
% of Township Primary Schools

Participating in code
185
44
50
95
54

0.1

participating Primary School
0.1
0.04

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.
136
209
45
10
Number of primary schools that

stopped participating last season in area
of jurisdiction
37
42
85
0.0
Ratio of new participating Primary

schools to Primary Schools that have
Ratio of Township primary school HP

0.3

per participating primary school
0.1
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
0.1
0.03
5,619
97
249
100
Data not provided

Incomplete/suspect
Measure
Athletics
Cricket
Rugby
Football
Netball
Basketball
Total number of all Senior Schools in

718
4,430
6,694
11,000
2,093
968
Total number of all Senior Schools

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

0.2
0.8
1.3

participating Township Senior School
Average Number of Facilities per all

participating senior School
Bowls
Hockey
760
0
0.48
1.8
097

Gymnastics
11,465
Rowing
6785
Swimming
Tennis
Baseball
Boxing
10,039
339
1,435
14
584
230
27
0
0
1
6
Jukskei
11,115
7,221
11,700
76
105
1.1
16
84
74.8
85
41
0.7
0.5
0.004
0.2
0.01
93.6
Chess
0.1
213
20
27
90
30
17
52
90
0.1
0.4
5.0
0.4
0.5
0.0
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

Gymnastics
Rowing
Swimming
4,925
5,282
5,094
18
51
1,132
0.4
22
Tennis
457
Baseball
57
Boxing
Chess
Jukskei
11,400
5,106
17
6,000
69
53
82
39
26
1.3
91
94.1
23
30
1.0
0.7
1.1
0.2
0.0
0.0
0.01
Softball
Table-Tennis
Volleyball
24,451
720
47.6
098

Measure
Athletics
Cricket

Senior School
Rugby
0.1
Ratio of new participating Senior

Schools to senior schools that have
4.8
Ratio of Township Senior School HP

1.1

per Senior School
0.2
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
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
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

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 womens 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 womens club

matches played per club
Data not provided

Incomplete/suspect
1.5
Football
Netball
1.7
Basketball
Bowls
Hockey
49
38
2.9
1.0
0.1
3.1
0.1
3.7
099

Gymnastics
Rowing
Swimming
Tennis
Baseball
Boxing
Chess
Jukskei
51
2.6
0.2
1.0
0.0
31
2.3
0.6
1.7
0.02
0.5
0.3
0.40
0.02
696
1.5
51
125.9
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
23.0
20.0
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
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
21778
2759
0.001
644
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
100
Bowls
Basketball
Rugby
Netball
Football
Category
Cricket
Athletics
Number of times the Strategic Plan has been formally

reviewed over the past five years
60
60
100
60
40
100
Number of times the Transformation Strategy has

been formally reviewed and updated over the past five
years
60
60
100
60
20
Number of times Transformation Status has been

established/monitored over the past five years
60
60
100
60
Number of times Board effectiveness and productivity

has been formally evaluated, on the basis of an
appropriate scorecard, over the past five years
20
100
40
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
20
30
40
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
100
20
30
100
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
100
20
100
100
Number of times the performance of individual

provinces has been reviewed over the past five years
40
40
60
40
Number of unqualified Financial Reports over the last

five years
100
100
60
100
100
100
aVeraGe
59
44
64
67
18
56
People are people through other people.

101
Volleyball
Table-Tennis
Softball
Jukskei
Chess
Boxing
Baseball
Tennis
Swimming
Rowing
Gymnastics
Hockey
20
40
60
60
60
20
20
20
20
20
20
20
20
40
100
60
60
20
20
20
20
30
20
20
80
100
60
20
20
20
20
20
20
20
100
40
20
20
20
10
20
20
100
20
20
20
20
10
10
20
40
100
100
20
40
20
40
100
100
20
20
10
10
20
20
100
20
20
20
10
100
100
100
100
100
20
100
100
29
44
29
91
62
11
20
31
18
10
The absence of meaningful and useful data is widespread and impacts the
ability to put together and implement common-goal plans.
102
EMPLOYMENT EQuITY - PERCENTAGE - 2014

Code
Total
% Black African
% Coloured
% White
% Indian
% Women
% Disabled
54 million
80
50
Rowing
33
85
15
Swimming
28
100
18
Chess
24
25
58
58
Football
10
40
30
30
20
Cricket
33
11
33
22
11
Rugby
11
22
67
11
GYmnastics
33
67
67
Netball
50
50
100
Hockey
50
50
50
Volleyball
50
50
Basketball
100
Bowls
100
National Population Demographic Profile
Athletic
Tennis
Baseball
Boxing
Juksei
Softball
Table-Tennis
No data received
Questionable data
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
Basketball
Football
Rugby
96
Netball
% of External
Purchases from
BBEE Companies
Cricket
Measurement
Area
Athletics
PREFERENTIAL PROCuREMENT SCCORECARD: % ExTERNAL PuRCHASES FROM BBEE BuSINESSES - 2014
103

right to play Sport
SIx
STATuS OF KEY EPG

RECOMMENDATIONS
TO DATE
Six | Status of key EPG Recommendations to Date
104
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.
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 crickets 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
106
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.
Percentage ratio of Black

African leadership compared
to White leadership.
26%
WHITE LEADERSHIP
107

right to play Sport
SEVEN
SuMMARY
TRANSFORMATION
RELATED ISSuES
Seven | Summary Transformation Related Issues
108
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.
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 sports facility
The absence of an appropriate coordinating and

alignment platform to orchestrate school related
programmes and projects among all role players.
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.
110
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
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 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.
All under-19 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 under-16 National Male Team Selectors During Last Season
Total number of under-14 National Male Team Selectors During Last Season
Total number of under-13 National Male Team Members During Last Season.
Eight | Appendix
112
FEMALE NATIONAL TEAM DEMOGRAPHIC PROFILE LAST SEASON

african
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 number of under-18 National Female Team Selectors 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.
Total number of under-16 National Female Team Selectors During Last Season
Eight | Appendix
Coloured
indian
White
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:

under 21 National Male Team Playing Record.
under-19 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:

under 21 National Female Team Playing Record.
under-19 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
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
115
TOTAL FINANCIAL SuPPORT TO NATIONAL TEAMS LAST SESON

ranD
under-19 National Female Team.
under-18 National Male 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 girls 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
116
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 Womens Club teams in area of jurisdiction.
Total number of Womens Club league Competitions in area of jurisdiction.
Total number of all Womens 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
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.
Eight | Appendix
118
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 Womens 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
119
NOTES
Notes
120
NOTES
Notes
NOTES
121
122
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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EMINENT PERSONS GROUP (EPG) ON TRANSFORMATION IN SPORT

Eminent Persons Group

Today, everyone has the right to play Sport

it wasnt always like that!

Report Layout 002

Summary Transformation Charter 010

Transformation Charter Measurement System 013

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

2015 Transformation Audit Report 018

Comparative Evaluation of Overall Data Collection Process 019

School and Club Participation and Footprint Related Information 022

Primary School and Senior School Profiles 028

Additional Primary School and Senior School Data 032

Summary School Profile 036

Club Participation Profile 038

Demographic Transformation Charter Dimension 043

Presidents Demographic Profile 044

CEOs Demographic Profile 045

Boards and Full-Time Staff Demographic Profile 045

Boards Demographic Profile 046

Full-Time Staff Demographic Profile 046

3.4.4. National Male Team/Individual Demographic Profiles 051

Sport & Recreation South Africa

Senior Male Team/Individual Generic Black and Black African Demographic

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

3.4.5. National Female Team/Individual Demographic profiles 054

Under-age National Team/Individual Female Generic Black and Black African

Number and Demographics of Male and Female Netball Coaches 056

Summary Accredited Coaches and Referees/Umpire 059

3.4.7. National Male and Female Specialist Support Structures 059

International Performance Level Dimension 067

Senior and Under-age Male Team/Individual Performances 067

Senior and Under-age Female Team/Individual Performances 068

Governance Dimension 068

Governance - General Remarks 068

Sport Governance vs Corporate Governance 068

Current EPG Governance Scorecard and Governance Status 071

Preferential Procurement Dimension 074

Employment Equity 075

Summary 2014/15 Transformation Audit Highlights/Lowlights

2014/15 Comparative Scorecards/Dashboards 088

Status of Key EPG Recommendations to Date 104

Summary Transformation Related Issues 108

Kagiso Rabada 2016. Image courtesy of Gallo Images

Eminent Persons Group | Transformation Status Report 2014 / 15

Foreword | Minister of Sport & Recreation

I celebrate and invest in

Sport & Recreation South Africa

The Transformation Charter, is the loadstar of the

Morally: Because it is the right thing to do

Strategically; because of the reality that 84% of

As I pointed out in 2014 at the time of the release of the first

of Agreement (MoA) with the Department of Sport and

Temba Bavuma 2016.

on the transformation barometer with clear and concrete

Foreword | Minister of Sport & Recreation

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

be taken in the event of non-compliance.

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