Question NW5 to the Minister of Sports, Arts and Culture”

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05 July 2019 - NW5

Luthuli, Mr BN to ask the Minister of Sports, Arts and Culture”

(a) What are the relevant details of the development structures that have been put in place by his department for schools and clubs and (b) what systems of scouting to spot talent were put in place in the various phases of these developmental phases since 27 April 1994? NW952E

Reply:

a) (i) Club development (CD)

In 2004, SRSA launched the Mass Participation Programme to address grassroot sport development.

In 2006, Club Development project was launched. The project is now a programme. It is aimed at establishing a clear and seamless pathway for athletes through which they can progress from the entry level of the continuum to the highest echelons of participation.

Education and Training

Excellence

Performance

Participation

Foundation

Introduction

The major intent of establishing the Club Development (CD) is to facilitate access to sport and recreation for South Africans and to ensure that those with talent and the will to exploit that talent, are channelled into the mainstream of competitive sport.

Through this CD, SRSA is playing an important role/part in the development pathway of talented athletes by providing for the empowerment of their support staff (coaches, technical officials, administrators and managers) from as low a level as the ward and ensure, together with the other role players, the sustainability of the programme.

The focus of CD will be on athletes at the local level and their support staff. The outcomes of the project would be to eventually benefit the provincial and national federations. The SRSA is envisaging to keep the clubs and or association for a three year cycle with the hope that by that time they will be sustainable.

The lack of financial resources has been a major cause of the inability of many sports people to join the mainstream by affiliating to sports clubs. SRSA has decided to provide assistance through this project that will enhance club formation, training of the relevant support staff, provide sport equipment and the basic attire for competitions to take place.

Strategic objectives

The following were identified as the strategic objectives by SRSA:

  • Increase the levels of participation of South Africans in sport and recreation
  • Develop the human resource potential for the management of sport and recreation in South Africa
  • Ensure that sport and recreation bodies achieve their transformation objectives
  • Motivate the communities to develop active lifestyles
  • Ensure that those athletes with talent are channeled into the competitive areas of sport
  • Contribute, from a sport perspective, to integrated planning and implementation of programmes by the three spheres of government
  • Advocate, as a starting point, that high capacity municipal municipalities should participate and fund the initiative within their areas of jurisdiction

Strategic intent

To ensure smooth passage of athletes from one level of the development continuum to the next by encouraging participation through league systems.

Focus groups

Athletes

Coaches

Technical officials

Administrators

Partners and stakeholders

Provincial departments of Sport and Recreation

Local Authorities

National Federations

Provincial Federations

Local and Provincial Sports Councils-CONFED

Private sector

Responsibilities: -

7.1 Sport and Recreation SA

 Coordinate partnerships with other tiers and Departments of government

 Provide funding for the project

 Develop systems for the delivery of the project

 Develop monitoring and evaluation systems for the project

 Establish and maintain partnerships

 Conduct all processes as far as procurement is concerned

 Establish and maintain partnerships

7.2 Provincial Departments of Sport

 Coordinate, in conjunction with the provincial sport federations and local sports

councils the identification of sport to be dealt with in that province

 Identify 02 to 06 municipal districts that will be involved in the project

 Establish and maintain partnerships

 Establish and maintain partnerships

 Assist in identifying and provide venues for the different activities to take place

 Provide SRSA with all the necessary information about the programme

7.3 Local Authorities

 Assist in identifying and provide venues that will be used for the project

 Assist the sport codes in developing programmes/time table for the usage of the facilities

 Provide the necessary information for the programme

7.4 Sport federations

 Identify people in their provinces who can perform the following training needs:

 the training of coaches, technical officials, managers, etc.

 Monitor growth of HR development in the programme

 Provide the participation opportunities for all involved in the project

1. The Club Pilot System

Introduction

Recognising the above, SRSA through the Club System seeks to create an integrated and sustainable mechanism for the development of clubs on the basis of common and generally acceptable minimum standards

The Club Pilot System seeks to create an integrated and sustainable mechanism

Issues to being addressed

  • Sport and Recreation South Africa (SRSA) through the Sub-Unit Club Development has over the years supported clubs by providing capacity building, equipment and playing attire. The support was intended to assist with the establishment of new clubs and development of the existing ones.
  • It was discovered that the clubs are not sustainable and that made it difficult for the Department to be able to have a clear picture of what clubs exist, and where.
  • This was caused by the fact that the support was spread too thin among the provinces and sporting codes with minimal monitoring on their progress and sustainability. Also, the enthusiasm to move to other clubs and or areas before ensuring that the supported clubs can be able to stand on their own contributed.
  • The model utilized over the years was not based on a common system with all standardized minimum requirements to ensure that the clubs graduate towards being self-sustainable.
  • Recognising the shortfalls of the past the Department reviewed its plan by introducing the Club Pilot System that will help the country to have a common club system with standardized protocols for clubs.

Stakeholders 

  • Sport and Recreation South Africa
  • Provincial Department responsible for Sport and Recreation as the lead institution,
  • Academy of Sport
  • District Municipality
  • Local Municipalities
  • Provincial Sport Confederation/Council
  • District Sport Council
  • Local Sport Councils
  • Provincial and District Federations
  • Local Association where applicable

Resources set aside to improve the programme in KZN and Limpopo:

2015-16 = R10.5m

2016-17 = R15.4m

2017-18 = R17.1m

2018-19 = R18.5m

2019-20 = R18.6m

Total = R80m

2. Rural Sport Development Programme

Introduction

The Programme was launched back in May 2016 in Mthatha with the objective of reviving sport and unearthing talent in rural areas with special focus on areas that are under the Traditional Authorities and farms.

Rural sport Development Programme focuses on four sporting codes which are: Football, Netball, Rugby and Athletics

Aim

Develop sport and unearth talent in all Provinces and Traditional Councils with primary focus placed on Farming communities under the guidance of the National House of Traditional Leaders.

Outcomes

  • To ensure that rural farms/ communities are equally exposed to sport development and are granted the same resources as urban or semi urban communities.
  • To further ensure that resources are made available to all rural communities where they can be able to nature and develop sport.
  • To further widen the pool of sport development and broaden the search for sport talent. The Aim of the programme is to revive sport and unearth talent in the rural areas. Provinces and Traditional Councils/ Farming communities are therefore to be utilised as vehicle in achieving the desired outcome.

Stakeholders

  • Provincial Department of Cooperative Governance and Traditional Affairs
  • Provincial House of Traditional Leaders
  • Five identified Traditional Councils
  • Provincial Department of Rural Development and Land Reform
  • Provincial Department of Agriculture and Fisheries
  • District and Local Municipalities servicing the identified Traditional Councils
  • Provincial SALGA
  • Provincial and District Sport Confederations servicing the identified Traditional Councils or Farming Communities
  • Provincial Academy of Sport
  • Provincial Federations of Netball, Football, Rugby and Athletics

Conclusion

  • Through the Conditional Grant, SRSA has over the years allocated funds to provinces for sport development and talent identification. Of the 100% allocation, CD and RSDP get a bigger percentage.
  • Provinces organize provincial championships for Club Development and Rural Sport development Programme.
  • At the championships, talent is to identified by federations representative with requisite skills and knowledge.
  • Strategic Objective 10: To provide formal sports participation opportunities through integrated and sustainable club structure;

ii) School Sport

The department has a Memorandum of Understanding with the Department of Basic Education. The agreement outlines clear lines of responsibilities between the two departments especially in relation to the establishment of structures. There are six levels of responsibilities which are as follows:

Level 1: Intra School Competition

Level 2: Inter School Competition

Level 3: Area/Cluster Competitions

Level 4: District Competitions

Level 5: Provincial Competitions

Level 6: National Competitions

In terms of the MoU, the Department of Basic Education is responsible for levels 1-3 and Department of Sports, Arts and Culture is responsible for levels 4-6. The department of Basic Education has not provided the data in relation to the structures established as per their responsibility in the MoU. As a result, the School Sport structures that have been established as per the responsibility of the Department of Sports, Arts and Culture are as follows:

PROVINCES

PROVINCIAL

DISTRICT

COMMENTS

 

Multicoded School Sport Structure (Joint Provincial Coordinating Committee)

Code Specific

Multicoded School Sport Structure (Joint Provincial Coordinating Committee)

Code Specific

 

Eastern Cape

0

14

8

14 Codes per district

At Provincial: Tennis and Cricket are a challenge.

Hockey structures not aligned to geopolitical districts (Still Eastern Province and Border)

Free State

1

12

1 Metro + 4 districts

12

The following codes work as franchises Rugby, Cricket, Tennis and Hockey. There is no single structure for those codes.

Gauteng

1

16

2 Districts and 3 Metros

16 Codes per district

They have also established Multi-coded structures at Regional level as follows:

4 Tshwane

3 Ekhurhuleni

5 Johannesburg

2 Sedibeng

1 West Rand

Limpopo

1

15

5

0

The Province has also established 4 Structures for IG at Province and District.

No code specific structures at district level. Provincial DoE and Sport Department will conduct workshops in July

Kwazulu-Natal

1

9

8

9

The province has challenges with establishment of some of the codes. Only Athletics, Aquatics, Chess, Netball, Football, Volleyball, Softball, Hockey, Gymnastics

structures are in place. Rugby and Cricket still work as franchises with no District structures.

Mpumalanga

1

13

4

13

The following codes are established in franchise system Rugby, Cricket and Hockey. So there is no proper alignment to the geopolitical boundaries of the province.

Northern Cape

1

13

5

12

The province has challenges of establishing Swimming, Softball, Tennis and Basketball including IG for School Sport. At a provincial level Basketball is still being established.

North West

1

16

3 out 4 Districts

16

Ngaka-Modiri Molema only has structures established at a local level and Not at District. There are Netball and Athletics structures.

Western Cape

1

16

1 Metro and 5 Districts

13

Rugby, Cricket and Athletics Structures are not aligned to geopolitical boundaries. However, they work with the province to organise all the districts.

TOTAL

8

94

5 Metros and 44 Districts

105

 

b. What systems of scouting to spot talent were put in place in the various phases of these developmental phases since 27 April 1994?

Since1994 there are two approaches that have been used in identifying athletes with potential for further development. These include Talent Scouting and Scientific Talent Identification.

Talent Scouting

Each Federation has guidelines and criteria they use to spot or scout the athletes with potential for further development. These vary based on the nature of the sport and whether it is a team sport or individual sport.

With individual sports the key assessment element is the performance results. With team sport there are number of variables that are considered depending on the sport.

Scientific Talent Identification

It is the responsibility of the Federations as the custodians of each sport identify talent. This is because the Federations have the requisite technical expertise required to identify and nurture talent. Once an athlete has been spotted, individual sport specific tests are conducted by Sport Scientists to determine and scientifically confirm the potential in order to invest or not to invest in that athlete's development.

Medical assessments are then conducted to determine the general medical status of the athlete. Basic Physiological Tests for junior athletes using the set tests batteries for each code conducted by Sport Scientists. The athletes are thereafter looked after by their respective federations.

 

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