annual performance plan · four weeks in 2010, south africa will be the centre of the world. the...

ANNUAL

PERFORMANCE

PLANAPRIL 2010 - MARCH 2011

Sekunjalo2010

“now isthe time”

DEPARTMENT OF SPORT AND RECREATION

FOREWORD

In the first year of implementation of the Strategic Plan for 2010 - 2015 the department has taken cognisanceof sport and recreation as an effective developmental tool and thus has identified the need to ensure that sport andrecreation is available to everyone in our communities, regardless of their background. We have implemented a rangeof initiatives to increase participation among groups with traditionally low participation rates such as people fromrural and deprived backgrounds.

With the challenges faced by a weakened global economy the department has identified a number of impacts thisenvironment will have on the sport and recreation industry. Among them is the difficulty faced by a growing number ofclubs and federations to attract volunteers to deliver community level sport and recreation services. The department,seeing this emerging trend, has responded by continuing to build capacity in the community club system through all itssport and recreation programmes. The department has an important role to advocate the benefits and value of participationin sport and active recreation, particularly at the community level. During the year a series of major advocacy initiativeswill be implemented covering the areas of volunteerism, participation and capacity building in communities.

There is a greater emphasis on development of sport and recreation programmes in disadvantaged and rural communitiesand on programmes aimed at creating more opportunities for the youth, especially women and the disabled. Programmesare aimed at fostering strong partnerships between government departments, non- government organizations, sportfederations and community organizations. The department has consistently committed to supporting the developmentof a sustainable and diverse sport and recreation system in KwaZulu-Natal that encourages participation, develops talentand contributes to the health and wellbeing of individuals and groups throughout the length and breadth of our vastprovince.

The department is committed to the War on Poverty campaign which is aimed at the coordination and integration ofservice delivery across spheres of government and social partners. The campaign is aimed at profiling wards and thenhouseholds and identifying their needs. The Annual Performance and Operational Plans outline the department's campaignin each of its 11 districts with outcomes and objectives, monitoring and evaluation. The department's key activities amongstothers will include the implementation of the Mass Sport and Recreation Participation Programme in 645 schools, ongoingrecreation programmes promoting healthy and active lifestyles, creation of decent jobs through conditional grants and,through the facilities and recreation programme budgets, coaches, technical officials, volunteers and administratorsbenefitting from capacity building programmes, and, building new infrastructure for sport and recreation.

As we sprint into the home straight with our hosting of the 2010 Football World I cannot but over-emphasize the needfor all of us to throw our weight behind the province and the country as a whole as we attempt to power our way overthe finish line and into the record books for all the right reasons. Glory days beckon but first we must unite behind thenation's initiatives in hosting the “best ever Football World Cup” by us all doing our little bit to promote our country. Forfour weeks in 2010, South Africa will be the centre of the world. The 2002 World Cup in Korea and Japan was the mostextensively covered and viewed event in television history. South Africa 2010, promises to draw even bigger audiences.The eyes of billions of television viewers, an estimated three million international visitors and the cream of the world's

“Glory days beckon but first wemust unite behind the nation'sinitiatives in hosting the “best everFootball World Cup”

ANNUAL PERFORMANCE PLAN APRIL 2010 - MARCH 2011

sporting media will be focused on the southern tip of Africa. With this in mind the department's focus in the first quarterof the Annual Performance Plan will be on 2010 Mass Mobilisation Road Shows and Public Viewing Areas targeting non-host city municipalities across the province in an effort to ensure that people outside the host cities do not feel excluded.The department's football enrichment programme in partnership with SAFA is emphasized as the department expects ityouth talent identification and development programmes to unearth, promote and develop talent that will form thebackbone of Bafana Bafana as we head into the post 2010 era.

“Transforming South Africa into a country that belongs to all who live in it, united in our diversity” remains ourfundamental mandate. Sport and recreation must necessarily contribute to our country's transformation agenda - anagenda that seeks to create a non-racial, non-sexist, prosperous and peaceful South Africa. Sport must contribute towardsredressing the disparities of the past: equal opportunities, access to infrastructure, access to equipment and kit and, equalaccess to skills and skilled coaches, referees and efficient managers.

The President, in his State of the Nation Address in 2009 stated: “It is clear that we need to invest on a large scale insports development. We will speed up the revival of school sport and ensure that it forms part of the school curriculum.In addition we will ensure that the provision of sport facilities in poorer communities receives priority.” The AnnualPerformance Plan has focused on the development of combination and futsal (action soccer) courts in schools as part ofour strategy on school sport and its importance to the health and future welfare of our nation and the transformationof our sport, teams and federations. More than this, we need to ensure that the Department of Human Settlementsincorporates sport and recreation facilities in new housing developments to stimulate the pursuit of an active and healthylifestyle thus giving adage to the saying; “if we play together, we stay together”. Similarly, any new school needs to havesport and recreation facilities not only incorporated in the designs but actually built. We cannot hope to support ruraldevelopment or sports development and transformation without adequate sports facilities in places of need. We mustcontribute to poverty alleviation and the “Building for Sport and Recreation Programme” has a proven track record in thisarea. This is fundamental to our ability to deliver on our mandate.

The pressures of modern day living has resulted in people leading increasingly sedentary lifestyles and thus the needfor recreation has increased. Recent studies have indicated that almost half of South Africans over the age of 15 are overweight or obese. The department will, over the period of the Strategic Plan, pay special attention on programmes designedon getting people to lose weight and increase their fitness levels. Research has clearly pointed to sport and recreationparticipants having significantly lower Body Mass Index (BMI) values, lower blood pressures, and lower resting pulse rates.The physically fit person is less prone to injury, and is less likely to experience depression. The Annual Performance Planoutlines the department's recreation programmes that contribute to quality of life, health and wellness, effective stressmanagement and self esteem. The department intends to extend it services in recreation to the neediest parts of theprovince through 7 ongoing programmes such as Rural Horse Riding, Work and Play, Active Seniors, Learn and Play and

FOREWORD BY MEC


Indigenous Games. I am confident that positive and enjoyable recreation experiences can decrease stress and psychologicaltensions. The strength of a community is increased through recreation activities that allow people to share cultural andethnic differences.

Sport is increasingly recognized as an important tool in achieving objectives of the Millennium Development Goals.The Annual Performance Plan details the sport and recreation programmes in a more systematic way, and the departmentwill make full use of this cost-efficient tool to help us create a better KwaZulu-Natal. We can envision a theoreticalframework for the effect of sport and recreation on development, and ultimately poverty reduction. Sport and recreationhas the power to inspire and unite people and create happiness. The department's programmes are aligned to the holisticdevelopment of the child, youth and gender empowerment programmes, encouraging alternative lifestyles as a meansof combating HIV/AIDS, obesity and in particular, promoting national identity and social cohesion.

Despite the significant progress and major successes made in social transformation, extending coverage and improvingthe quality of service delivery to the people of KwaZulu-Natal, there are still considerable growth and developmentchallenges. As a department we are committed to promote development and increase the contribution of our districtsectors towards economic growth and job opportunities. Sport and Recreation can play a significant role in creating a senseof well-being, inclusion and in promoting a safe, secure and sustainable community life. However, the challenge remainsin promoting sustainable recreation programmes at community levels linked to existing municipal and other infrastructure.

Let us embrace this plan and work together in the realization of the department's strategic goals and objectives andthe implementation thereof. I am confident that the implementation of this Annual Performance Plan will result in usmeeting our desired outcomes and that our interventions will create conditions towards a better life for all our people.Government has a critical role to play in this regard, and I urge the fullest engagement with the department as we proceed.

Together, we can create “United and healthy communities through Sport and Recreation”

Mrs W.G. Thusi, MPLMEC for Arts, Culture, Sport and RecreationKwaZulu-Natal

FOREWORD BY MEC


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Ms ZK ButheleziChief Financial Officer

Mr. V. BalramHead Official responsible for Planning

Mrs. S KhanAccounting Officer

Mrs W. G. Thusi, MPLExecutive AuthorityDate: 04 March 2010

OFFICIAL SIGN – OFF


IT IS HEREBY CERTIFIED THAT THIS ANNUAL PERFORMANCE PLAN:

• Was developed by the management of the Department of Sport and Recreation, KwaZulu-Natal, in consultationwith relevant staff, officials and stakeholders and, under the guidance of the MEC for Arts, Culture, Sport andRecreation, Mrs. W.G. Thusi, MPL.

• Was prepared in line with the Strategic Plan (2010-2015) of Sport and Recreation: KwaZulu-Natal,

• Accurately reflects the performance targets which Sport and Recreation: KwaZulu-Natal will endeavour to achievegiven the resources made available in the budget for 2010/2011.

PART A: OVERVIEW AND STRATEGIC

PLAN UPDATES

1. Updated Situational Analysis

1.1 Performance Delivery Environment

1.2 Organisational Environment

2. Revisions to Legislative and

Other Mandates

3. Overview of 2010 Budget and

MTEF Analysis

PART B: PROGRAMME AND

SUB-PROGRAMME TARGETS

4. Programme 1: Administration

4.1 Strategic Objectives for Programme 1

4.2 Programme Performance Indicators

and Targets for 2010/2011

4.3 Quarterly Targets for 2010/2011

4.4 Reconciling Performance Targets with

the Budget and MTEF

5. Programme 2: Sport and Recreation

5.1 Purpose of the Programme

5.2 Strategic Objectives for Programme

5.3 Programme Performance Indicators

and Targets for 2010/2011

5.4 Quarterly Targets for 2010/2011

5.5 Reconciling Performance Targets with

the Budget and MTEF

PART C: ASSET MANAGEMENT PLAN,

CAPITAL INVESTMENT, MEDIUM

TERM REVENUES AND

CO-OPERATIVE GOVERNANCE

6 Asset Management Plan

6.1 Assets utilised by the department

6.2 Assets transferred to communities

7. Medium-Term Revenues

7.1 Summary of Revenue

7.2 Departmental Revenue Collection

7.3 Conditional Grants

8. Co-operative Governance

8.1 Inter-Departmental Linkages

8.2 Local Government Linkages

8.3 Public Entities

8.4 Public, Private Partnerships,

Outsourcing, etc.

CONTENTS


01

01

01

02

03

03

05

05

05

06

18

27

29

29

31

37

55

67

69

69

69

69

71

71

71

72

72

72

73

74

74

1. UPDATED SITUATIONAL ANALYSIS

The Department of Sport and Recreation was proclaimed by the President of the Republic of South Africa on 25 June2004. The 2010/2011 year will be the department's 7th year of operations. During this time, the department definedan organisational structure, filled funded posts, secured office accommodation, motivated for and secured a realistic budget,implemented policies and business processes. Management also clearly defined its customers and its roles and responsibilities. Presently the department is reviewing its organizational structure to ensure it is better suited to delivering effectiveservices.

1.1 PERFORMANCE DELIVERY ENVIRONMENT

KwaZulu-Natal, with a population of approximately 9 million people, is predominantly rural and characterized by highlevels of poverty and a lack of resources. Historically sport and recreation development has mainly benefited citizensresiding in the urban areas. The neighbouring and rural areas were ignored due to policy at the time as well as the vastnessof the area. There is a need for us to extend our services to these communities and areas to transform sport and recreationin the province.

Sport and Recreation South Africa has identified priority codes of sport - those that imply more medals for the countryand, those that can reach more people. There needs to be transformation and development in these priority codes. Fortransformation to occur at grass root levels there must be structured development programmes. The levels of developmentprogrammes vary across the priority codes and funding is required to level the playing field for these codes. The sportfederations are key stakeholders of the department and there must be a close working relationship between the departmentand the federations to develop and promote sport. Not all the priority codes of federations have structures at a districtlevel and the administration of a few of the federations is not optimal. These two factors affect service delivery at a grassroot level in terms of making sport accessible to all, especially the previously disadvantaged.

In defining the department's strategic and measurable objectives consideration was given to the mandate governingsport and recreation, the Millennium Development Goals, provincial priorities linked to the Medium Term StrategicFramework (MTSF) and key provincial focus areas. The strategic plan for 2010 - 2015 has naturally been aligned towardsthe achievement of the 10 priorities as identified by provincial government. The department has embraced the proposalsof the Cabinet Lekgotla (8-10 February 2010) and will place greater emphasis on integration, alignment and strategicpartnerships. Accountability and a speeding-up of service delivery will be emphasised. The Strategic and Annual PerformancePlans emphasize government's outcomes-based approach in the delivery of government priorities, entailing clearly definedcross-cutting measurable objectives, distinct targets, detailed activities and budgets.

A number of elite athletes have already been identified in the province; however, there is inadequate support for theseathletes to ensure they develop to the required level to be able to deliver to their maximum potential. Structured highperformance programmes with adequate funding and scientific and medical support is essential if we are going to makea significant positive contribution to our “haul” of medals at the Olympic Games in London, 2012.

The 2010 FIFA World Cup is the country's flagship project for 2010 and which will provide a once in a lifetime opportunityfor the country to market itself to the world. The department will intensify its mass mobilisation road shows across theprovince. The programme seeks to galvanise and inspire communities to support the hosting of the 2010 FIFA World Cup.The public will be encouraged to come out in big numbers to support this global epic and ensure that the spirit of 2010permeates every facet of our South African society. Fan Parks and Public Viewing Areas will be prioritised as we begin toprepare to exhibit the authentic cultural way of life to the football fans that will be in our country. Let us use this WorldCup as an opportunity for building a legacy for South African sport and as an inspiration for the realization of our dreams.

The lack of adequate Sport and Recreation facilities also poses a significant challenge, impacting on the actual programmesand the events that the department can facilitate. A facilities audit by the department conducted in 4 districts has revealedconsiderable shortages of sport and recreation facilities per percent of the population. The municipalities are the

PART A: OVERVIEW ANDSTRATEGIC PLAN UPDATES

DEPARTMENT OF SPORT AND RECREATION01

implementing agents for the sport facilities, however delays in signing service level agreements, lack of capacity withinmunicipalities and with service providers has an adverse effect on delivering the facility within prescribed timeframes.

There is currently no electronic database of sport and recreation statistics and information such as number of coaches,athletes, facilities, etc. The department has to work on gathering the data, capturing and maintaining the data on anelectronic database.

Programmes in sport and recreation are an innovative and effective tool to assist existing efforts to achieve specifictargets such as those concerning education, gender equality, HIV/AIDS and the reduction of occurrence of contributesignificantly to health, education, development and peace and, a powerful medium through which to mobilize societiesas well as communicate key messages. South Africa is on its way to overtaking America as the world's fattest nation.Almost half of South Africans over the age of 15 are overweight or obese, and medical researchers warn that the governmentmay soon have to step in to manage the epidemic. In 1998, 56% of women and 29% of men, aged 15 years or older inSouth Africa, were overweight or obese. These statistics had not changed by 2003. Effective planning by the departmentand its stakeholders is urgently needed to arrest this problem and the department intention is to vigorously market itsMass Participation and Recreation programmes amongst school learners. It is hoped that successful implementation ofparticipation programmes will yield lesser kilos on our youth.

The increased presence of sport and recreation programmes funded by the department targeting masses of peopleacross all corners of KwaZulu-Natal has contributed to the significant growth for the demand of the department's services,however there is limited funding available to meet the needs of the community. The last two years has seen an increasein the input costs for the implementation of programmes rise to become greater than the inflationary increase appliedto the baseline allocation over the MTEF period; which makes it more expensive to implement programmes.

1.2 ORGANISATIONAL ENVIRONMENT

Significant progress has been made in filling the department's organizational structure but government's call for costsaving measures in the face of the severe global economic downturn has negatively impacted on the department's abilityto fill all posts. Whilst the department has been able to fill certain critical posts it now faces the challenge of having alarge percentage of funded posts being frozen in support of Treasury's call for the same. No additional funding has beenallocated for the filling of more posts to support the growth of sport and recreation in the province. As per a cabinetdirective, the department was requested to reflect only funded posts on its organisational structure. This lack of capacityhinders the implementing of sport and recreation programmes at a district and local municipal level, where the greatestneed for the department's service is.

The department currently has district offices in eThekwini, uMgungundlovu, Zululand, Uthukela, Amajuba andUthungulu. Due to challenges experienced with the Department of Works, setting up of office in Ugu district will onlytake place in 2010/2011. The department was also allocated additional funding for further district offices in Umzinyathi. It is anticipated that the department will reach its target of 9 district offices by 31 March 2011. Additional funding isrequired for two more district offices to ensure the department realises its target of one district office per municipality.

The growth of the department through the establishment of district offices poses a challenge for the organizationin terms of implementing effective communication and reporting channels. As the department progresses each year andrefines its business processes to maximize service delivery, the organizational structure will need to be reviewed to ensurethere is alignment between the structure and what the department plans to deliver. Presently the department is undergoingan organizational review in preparation for 2010/2011 and to align the organization to more efficient delivery of services.Project Siyakha is expect to yield an organisational structure that will enable the department to enhance and speed-upimplementation and performance at the coal-face of service delivery.

The increase in reporting to oversight bodies such as the Treasury, Portfolio Committees, Presidential Hotline andOffice of the Premier has placed additional responsibilities on existing staff. Additional staff is required to fulfil themandate of government however insufficient funding for the filling of posts will pose a serious challenge.

PART A: OVERVIEW AND STRATEGIC PLAN UPDATES CONTINUED...

ANNUAL PERFORMANCE PLAN APRIL 2010 - MARCH 2011 02

2. REVISIONS TO LEGISLATIVE AND OTHER MANDATES

There has been no significant revisions to the Department of Sport and Recreation's legislative or other mandates.

3. OVERVIEW OF 2010 BUDGET AND MTEF ESTIMATES

EXPENDITURE ESTIMATES

Table 1: Department of Sport and Recreation

PART A: OVERVIEW AND STRATEGIC PLAN UPDATES CONTINUED...

Programme MediumTerm Expenditure Estimate

1. Administration

Audited outcomes AdjustedAppropriation

34,795

125,803

160,598

41,790

171,477

213,267

45,414

220,773

266,187

52,985

254,122

307,107

56,256

308,444

364,970

59,726

323,638

383,364

27,369

86,197

113,566

2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13

2. Sport & Recreation

Total

Economic classification

AdjustedAppropriation

2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13

Current payments

Compensation ofemployees

Goods and services

Other

Transfer andsubsidies to

Provinces andmunicipalities

Departmental agenciesand accounts

Non - profit institutions

123,946

43,355

80,591

-

27,060

21,975

26

4,879

162,623

57,725

104,898

-

31,889

22,995

48

8,392

216,019

80,727

135,292

-

27,992

20,357

58

7,200

258,644

99,225

159,419

-

23,691

17,610

81

6,000

314,063

109,633

204,430

-

25,034

18,344

90

6,600

331,193

120,178

211,015

-

25,789

19,094

95

6,600

92,009

33,898

58,111

-

19,056

14,443

17

4,229


Audited outcomes




2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13

Households

Payments for capitalassets

Buildings and otherfixed structures

Machinery andequipment

Software and otherintangible assets

Total

180

9,592

6,000

2,719

873

160,598

454

18,755

12,607

5,635

513

213,267

377

22,176

17,204

4,451

521

266,187

-

24,772

19,889

3,958

925

307,107

-

25,873

20,804

4,101

968

364,970

-

26,382

21,104

4,264

1,014

383,364

367

2,501

800

1,701

-

113,566


Audited outcomes


The Department has 2 programmes namely Programme 1: Administration and Programme 2: Sport and Recreation,the details of which are discussed below. The programme structure is in accordance with National Treasury's budgetstructure.

4. PROGRAMME 1: ADMINISTRATION

The purpose of this programme is to provide overall management of the department. The programme consists of twosub-programmes, namely

• Head of Department,• Corporate Services, which now comprises the sub-sub programmes Human Capital Management, Administration

and Financial Management.

The main aim is the effective and efficient management of the department through the Office of the Head of Departmentand the provision of financial management, human resources, administration services, communication and security services.It also aims at determining policies and procedures and exercising control through head office and district offices.

4.1 STRATEGIC OBJECTIVES FOR PROGRAMME 1

The strategic objectives for Programme 1: Administration per sub-programme is detailed below:

• To promote the effective, efficient and transparent management of the department.• Provision of human capital management services.• To provide effective support services to the department.• To ensure compliance with PFMA through implementation of efficient, effective and transparent system of Financial

and Supply Chain Management.

The historic performance and planned future performance are discussed in detail per Measurable Objective in section4.2 below

The department has identified its Administrative functions as follows: securing office accommodation for head officeand district offices, IT infrastructure, implementation of business processes, policies and procedures. The department hasset up 7 district offices as at the end of March 2010. The Department of Public Works has been tasked to find the officeaccommodation required. However due to the shortage of appropriate office accommodation and the time taken for thebidding process, delays have been encountered in this process.

All key policies and procedures have been approved and these are at various stages of implementation. The challengefor Administration is to ensure compliance to these policies and procedures. With a changing operational environmentthe organisational structure has to be reviewed on a regular basis to ensure the structure is aligned to the business processesand to allow for effective communication and optimum service delivery.

The supply chain management processes will be visited to identify how the processes can be streamlined to reduce thelead time from the time the request for the goods and services is received to the time the goods are received and to reducethe risk of fraud and corruption in procurement.

An effective and efficient reporting and communication strategy will be implemented.

PART B: PROGRAMME ANDSUB-PROGRAMME PERFORMANCE TARGETS

05


PART B: PROGRAMME AND SUB-PROGRAMME PERFORMANCE TARGETS

4.2 PROGRAMME PERFORMANCE INDICATORS AND TARGETS FOR 2010/2011

4.2.1 SUB-PROGRAMME: HEAD OF DEPARTMENT

Strategic Objective: To promote the effective, efficient and transparent management of the department.

Submissionof reports inaccordance withprescripts, legislationand regulations.

EstimatedPerformance

2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13

MeasurableObjective

MediumTerm Targets

Audited/Actual PerformancePerformanceIndicator

No. of financial,conditional grant ,HRM, M & E andother reportssubmitted toappropriatereporting structures

No. of QuarterlyService DeliveryReports approvedfor submission toTreasury by the 13thof each new quarter

No. of Cabinetmemoranda andmentions submitted

Approval of theStrategic, AnnualPerformance andOperational Plan

Compile, developand produce thefinal Budget Speechfor submission tothe MEC

12

4

30

1

1

1Annual Report for2009/2010 financialyear submitted bythe 31 August 2010

Effectivemanagement of thedepartment

No. of SeniorManagementCommitteemeetings held

Implementation ofthe operational plan

No. of approvedprojects at the HODlevel of delegationsubmitted to SCM

12

4

16

1

1

1

28

1000

12

4

16

1

1

1

28

1280

12

4

12

1

1

1

20

1050

35

4

12

1

1

1

20

80

35

4

12

1

1

1

20

80

35

4

12

1

1

1

20

80

28

1000

06



4.2.1 SUB-PROGRAMME: HEAD OF DEPARTMENT continued....

Strategic Objective: To promote the effective, efficient and transparent management of the department.


2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13

MeasurableObjective

MediumTerm Targets


Effective servicedelivery

No. of communityrequests/queriesresponded to within5 days of receipt

No. of meetings heldwith stakeholders

No. of partnershipsformalised

Review/Approvaland implementationof policy

No. ofnew/reviewedpolicies approved

Implementationof a risk and fraudstrategy

No. of internalcontrol reportscompleted

Reviewed fraudprevention plan

Completion, Reviewand Management ofa risk assessmentmatrix.

600

-

-

4

-

-

1

550

-

2

4

-

1

1

450

4

-

10

-

1

1

450

4

2

8

2

1

1

450

4

2

8

4

1

1

450

4

2

8

4

1

-

600

4

-

2

-

-

-

07



08

4.2.2 SUB-PROGRAMME: CORPORATE SERVICES

4.2.2.1 SUB-SUB PROGRAMME: HUMAN CAPITAL MANAGEMENT

Strategic Objective: Provision of human capital management services

Effective skillsdevelopment plan


2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13

MeasurableObjective

MediumTerm Targets


No. of WorkplaceSkills Plans submitted

No. of AnnualTraining Reportssubmitted

No. of staff awardednew bursaries

No. internsappointed

No. of MassInductionProgrammeworkshops withDistrict and HO staff

No. of learnershipprogrammesimplemented

Effectiveperformancemanagement system

No. of performancemanagementdocuments signedand submitted

No. of half yearlyreviews completedand submitted

No. of annualassessmentscompleted andsubmitted

No. of probationreports completedand submitted

Employee Wellness No. of consultativeworkshops /awareness programson Employee Healthand WellnessStrategy with Districtand HO staff

1

1

6

10

-

-

100

100

100

-

-

1

1

4

10

-

-

165

165

165

-

1

1

1

10

10

-

-

170

170

170

-

1

1

1

8

28

2

1

170

170

170

5

8

1

1

5

28

2

2

202

202

202

8

8

1

1

5

28

2

2

202

202

202

10

10

1

-

1

-

-

100

-

-

1

100

100



4.2.2.1 SUB-SUB PROGRAMME: HUMAN CAPITAL MANAGEMENT continued....


Compliance toemployment equityand affirmativeaction


2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13

MeasurableObjective

MediumTerm Targets


No. of EmploymentEquity Plansdeveloped/reviewed

No. of theEmployment EquityReports submitted

No. of consultativeforums held

No. of approved HRPlan reviewed andsubmitted

Develop and reviewpolicies for approvaland implementation

No. of consultative/awarenessworkshops withDistricts and HOstaff to consulton/cascade policies

No. of policiesdeveloped, reviewedand submitted forapproval

Provision ofappropriate humancapital managementto support theachievement ofdepartmentalobjectives

No. of human capitalsystems andproceduresdocumented

Development ofretention strategy

No. of funded postsfilled

Updated PERSALreport in line withnew approvedorganizationalstructure

Effectively managelabour relations anddiscipline

No. of disciplinaryand grievanceworkshopsundertaken

1

1

-

-

-

5

-

-

62

-

-

1

1

-

-

-

8

-

-

34

-

-

1

1

-

-

-

8

-

-

20

1

-

1

1

4

1

8

15

5

1

30

1

8

1

1

4

1

8

10

6

-

37

1

8

1

1

4

1

10

10

7

-

37

1

10

-

-

-

-

-

36

-

-

09

1

1

5



Provideorganisational designand development


2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13

MeasurableObjective

MediumTerm Targets


No. of informationsessions/workshopsheld with Districtand HO staff

No. ofOrganizationalStructure reviewreports perbusiness unit

No. of jobs profiled

No. of jobs evaluatedas per organizationalstructure

No. of work studyinvestigationsconducted

-

1

80%

80%

1

-

-

80%

80%

5

-

-

80%

90%

5

24

3

50

50

5

16

3

25

25

5

16

3

25

25

5

-

-

32%

32%

-

4.2.2.1 SUB-SUB PROGRAMME: HUMAN CAPITAL MANAGEMENT continued....


10



4.2.2.2 SUB-SUB PROGRAMME: ADMINISTRATION

Strategic Objective: To provide effective support services to the department

Provide officemanagementservices


2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13

MeasurableObjective

MediumTerm Targets


No. of fullyestablished districtoffices

Manual filing systemestablished

Establish andmaintain an effectivefiling system

Telephone policyreviewed andsubmitted forapproval


Motor transportpolicy reviewed andsubmitted forapproval

IT Security Policydeveloped/reviewedand submitted forapproval

Develop/review andsubmit securitypolicy for approval

Average no. of weekswithin whichcontracts, MOU’sand agreements aredrafted/reviewed

Provision of legaladvisory services

Average no. ofMonths withinwhich legislation andnotices are drafted/reviewed

Average no. of weeksfor legal opinions tobe rendered

Average no. ofmonths to finalizelegal cases filed.

-

-

-

-

-

-

-

-

-

-

6

-

-

1

-

-

-

-

-

-

8

-

-

1

-

1

-

-

-

-

9

1

1

1

1

1

8

24

2

18

10

-

1

1

1

1

8

24

2

18

11

-

1

1

1

1

8

24

2

18

-

-

-

-

-

-

-

-

-

-

11



4.2.2.2 SUB-SUB PROGRAMME: ADMINISTRATION continued....


Provide transportservices to thedepartment


2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13

MeasurableObjective

MediumTerm Targets


No. of KZN vehiclereconciliations toFirst Auto

No. of KZN vehiclesmaintained

No. of new vehiclespurchased

No. of meetings toconsider applicationsfor subsidisedvehicles

Average no. of dayswithin which traveland accommodationbookings areattended to

Average no. ofmonths to finalizelabour matters filed

Provision of legaladvisory services

12

Average no. of hoursto resolve first levelIT queries

Provide InformationTechnology Services

No. of weeks withinwhich staff receivesrelevant IT hardwareand software as perjob requirementsfrom receipt ofrequisition

No. of times websiteis updated annually

No. of DisasterRecovery PlanRecommendationsImplemented

No. of MSPrecommendationsimplemented

15

15

-

3

3

-

-

-

-

-

-

19

23

6

-

-

-

-

-

26

-

-

23

23

3

-

-

-

-

-

26

100%

-

15

15

1

3

3

-

-

-

-

-

-

12

24

3

2

3

12

96

4

12

4

4

12

24

3

2

3

12

96

4

12

4

4

12

24

3

2

3

12

96

4

12

4

4



4.2.2.2 SUB-SUB PROGRAMME: ADMINISTRATION continued....



2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13

MeasurableObjective

MediumTerm Targets


No. of Internet usagereports drawn


No. of marketinginitiativesundertaken

Rendercommunication andmarketing services

No. of press releasesdistributed

No. of publicitymaterial packsproduced

No. of securitycontracts in place

Provision ofadequate safety andsecurity services

No. of securityclearanceapplicationssubmitted to NIA

No. of serviceproviders screened

No. of major eventsmonitored for safetyand security

-

-

-

-

-

-

-

-

-

-

40

-

2

-

-

-

-

-

150

-

8

-

-

-

26

4

150

20

10

12

20

14

26

5

160

25

10

12

20

14

-

-

-

-

-

-

-

-

26

4

150

20

7

12

20

14



4.2.2.3 SUB-SUB PROGRAMME: FINANCIAL MANAGEMENT

Strategic Objective: To ensure compliance with PFMA through implementation of efficient, effective and transparentsystem of Financial and Supply Chain Management.

Effective andefficient budgetprocess


2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13

MeasurableObjective

MediumTerm Targets


Submission ofbudget statementsto ProvincialTreasury

Dec-08 Dec-09

Submission ofadjustmentestimates toProvincial Treasury

Nov-08 Nov-09

Effectiveexpenditure andrevenue control

No. of IYM monthlyreports to ProvincialTreasury by 15th ofeach month

No. of monthlyreconciliations ofPERSAL to BAS by10th of each month

Meetings withFinance Committee

No. of weekly cashflows submitted toSenior ManagementCommittee

Compliance withemployee taxobligations

No. of EMP201submissions to SARSby 7th each month

Submission ofEMP501 to SARS

Annual FinancialStatements

No. of submittedAnnual and Interimfinancial statements

31-May-08 31-May-09

An effective andefficient paymentprocess

No. of days to paysuppliers fromreceipt of invoice byFinance/SCM

Effectivemanagement ofsuspense account

No. of monthlyreconciliations ofsuspense accountsby 10th each month

Dec-07

Nov-07

12

12

1

52

12

1

31-May-07

30

12

12

12

1

52

12

1

15

12

12

12

4

48

12

1

15

12

1

1

12

12

4

48

12

1

2

30

12

1

1

12

12

4

48

12

1

2

30

12

1

1

12

12

4

48

12

1

2

30

12

Dec-06

Nov-06

12

12

1

52

12

1

31-May-06

30

12

14



4.2.2.3 SUB-SUB PROGRAMME: FINANCIAL MANAGEMENT continued....



2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13

MeasurableObjective

MediumTerm Targets



No. of financialpolicies/proceduresdeveloped/reviewedand submitted forapproval

No. of assetmanagementpolicies/proceduresdeveloped/reviewedand submitted forapproval

30-Nov-08 30-Apr-09

No. of SCMpolicies/proceduresdeveloped/reviewedand submitted forapproval

Effective andefficient assetmanagement

Complete AnnualAsset Register

31-May-08 31-May-09

No. ofreconciliationsbetween BAS andthe asset register

Compilation ofAnnual Disposal Plan

No. of assetverifications

No. of monthlycontracts registerreports

No. of monthly losscontrol reports

Effective payrollcontrol

No. of days taken forduly signed payrollsto be received frompaymasters

2

1

1

31-May-07

1

-

1

-

-

15

8

1

1

-

2

12

-

15

5

1

13

-

2

12

12

15

5

5

3

1

12

1

2

12

12

15

5

5

3

1

12

1

2

12

12

15

5

5

3

1

12

1

2

12

12

15

1

1

1

31-May-06

1

-

1

-

-

15

15






2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13

MediumTerm Targets


MeasurableObjective

Effective provisionand procurement ofgoods and servicesthrough thequotation process

No. of working daysto issue orders forinternal requisitions

No. of days to issueorders for projectproposals

% orders > R30,000where preferencepoints applied

No. of days toauthorise orders onBAS

Effective tenderbidding process

No. of weeks to draftspecifications andcomplete biddocuments

No. of weeks toevaluate bids

No. of weeks toadjudicate andaward bids

Achievement ofPreferentialProcurementObjectives

% of spend onAfrican suppliers

% of spend onAfrican, Indian andColoured suppliers

% of spend onwomen suppliers

% of spend on youthsuppliers

% of spend onCooperatives

% of spend onDisabled suppliers

7

14

90

2

4

8

6

30

60

30

25

-

1

10

14

95

5

3

6

4

30

60

30

25

-

1

25

-

-

10

14

95

5

3

6

4

35

60

30

25

10

1

10

14

95

5

3

6

4

35

60

30

25

10

1

10

14

95

5

3

6

4

35

60

30

25

10

1

25

-

-

16

77

1414

9090

22

44

88

66

6060

3030

2020




Strategic Objective: To ensure compliance with PFMA throughimplementation of efficient, effective and transparent systemof Financial and Supply Chain Management.

17

Maintain suppliersdatabase

No. of reports onprocurement toProvincial Treasuryby the 15th of eachmonth

Completion ofAnnual ProcurementPlan

31-Mar-09 31-Mar-10

No. of days toupdate changes tosuppliers database

12

60

12

30

12

1

30

12

1

30

12

1

30


2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13

MediumTerm Targets


MeasurableObjective

Achievement ofPreferentialProcurementObjectives

1212

31-Mar-0831-Mar-07

6060

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4.3 QUARTERLY TARGETS FOR 2010/2011

4.3.1 SUB-PROGRAMME: HEAD OF DEPARTMENT

Submission of reports inaccordance with prescripts,legislation and regulations.

2nd 3rd 4th

MeasurableObjective

No. of financial, conditionalgrant , HRM, M & E andother reports submitted toappropriate reportingstructures

PerformanceIndicator

ReportingPeriod

Annual Target Quarterly Targets

Monthly, Quarterly

2010/11 1st

No. of Quarterly ServiceDelivery Reports approvedfor submission to Treasuryby the 13th of each newquarter

Quarterly

No. of Cabinet memorandaand mentions submitted

Quarterly

Approval of the Strategic,Annual Performance andOperational Plan

Annually

Compile, develop andproduce the final BudgetSpeech for submission tothe MEC

Annually

Annual Report for2009/2010 financial yearsubmitted by the 31August 2010

Annually

No. of Senior ManagementCommittee meetings held

MonthlyEffective management ofthe department

No. of approved projects atthe HOD level of delegationsubmitted to SCM

MonthlyImplementation of theoperational plan

No. of communityrequests/queriesresponded to within5 days of receipt

WeeklyEffective service delivery

No. of meetings held withstakeholders

Quarterly

No. of partnershipsformalised

Quarterly

125

No. of new/reviewedpolicies approved

QuarterlyReview/Approval andImplementation of policy

9

1

3

-

-

-

5

20

100

1

-

-

9

1

3

-

-

1

5

20

125

1

1

4

10

1

3

-

-

-

5

20

1

-

-

7

1

3

1

1

-

5

20

100

1

1

4

35

4

12

1

1

1

20

80

450

4

2

8

18


4.3.1 SUB-PROGRAMME: HEAD OF DEPARTMENT continued...

2nd 3rd 4th

MeasurableObjective


ReportingPeriod


2010/11 1st

No. of Internal Controlreports completed

Bi-AnnuallyImplementation of a riskand fraud strategy

Reviewed fraud preventionplan

Annually

Completion, review andmanagement of a riskassessment matrix

-

-

-

1

-

-

-

-

-

1

1

1Annually

2

1

1

19




20

4.3.2 SUB-PROGRAMME: CORPORATE SERVICES

4.3.2.1 SUB-SUB PROGRAMME: HUMAN CAPITAL MANAGEMENT

Compliance toemployment equity andaffirmative action

No. of Employment EquityPlans developed/reviewed

Annually

No. of Employment EquityReports submitted

Annually

No. of consultative forumsheld

Quarterly

No. of HR Plans reviewedand submitted for approval

Annually

Effective skillsdevelopment plan

2nd 3rd 4th

MeasurableObjective

No. of Workplace Skills Plansubmitted


ReportingPeriod


Annually

2010/11 1st

No. of Annual TrainingReports submitted

Annually

No. of staff awarded newbursaries

Annually

No. of interns appointed Annually

No. of Mass InductionProgramme workshopswith District and HO staff

Bi-Annually

No. of learnershipprogrammes implemented

Annually

Effective performancemanagement system

No. of performancemanagement documentssigned and submitted

Annually

No. of half yearly reviewscompleted and submitted

End of first6 months

No. of annual assessmentscompleted and submitted

Annually

No. of probation reportscompleted and submitted

Quarterly

Employee Wellness No. of consultativeworkshops / awarenessprograms on EmployeeHealth and WellnessStrategy with District andHO staff

Quarterly

-

-

1

-

-

-

-

-

-

-

170

-

170

1

2

-

-

1

1

1

1

-

-

1

1

-

170

-

1

2

1

1

1

-

-

-

-

28

-

-

-

-

-

1

2

-

-

1

-

-

-

8

-

1

-

-

-

-

2

2

1

1

4

1

1

1

8

28

2

1

170

170

170

5

8



4.3.2.1 SUB-SUB PROGRAMME: HUMAN CAPITAL MANAGEMENT continued...

2nd 3rd 4th

MeasurableObjective


ReportingPeriod


2010/11 1st

Develop and review policiesfor approval andimplementation

No. of consultative/awareness workshops withDistricts and HO staff toconsult on/cascade policies

Quarterly

No. of policies developed,reviewed and submitted forapproval

Annually

Provision of appropriatehuman capitalmanagement to supportthe achievement ofdepartmental objectives

No. of human capitalsystems and proceduresdocumented

Quarterly

Development of retentionstrategy

Annually

No. of funded posts filled Quarterly

Updated PERSAL report inline with new approvedorganizational structure

Monthly

Effectively manage labourrelations and discipline

No. of disciplinary andgrievance workshopsundertaken

Quarterly

Provide organisationaldesign and development

No. of informationsessions/workshops heldwith District and HO staff

Quarterly

No. of OrganisationalStructure review reportsper business unit

Quarterly

No. of jobs profiled Quarterly

No. of jobs evaluated as perorganizational structure

Quarterly

No. of work studyinvestigations conducted

Quarterly

2

-

-

1

-

1

1

6

1

25

25

1

2

4

2

-

15

-

2

6

1

10

10

1

2

5

2

-

15

-

3

6

1

10

10

2

2

6

1

-

-

-

2

6

-

5

5

1

8

15

5

1

30

1

8

24

3

50

50

5

21



Provide office managementservices

2nd 3rd 4th

MeasurableObjective

No. of fully establisheddistrict offices


ReportingPeriod


Annually

2010/11 1st

Establish and maintain aneffective filing system

Manual filing systemestablished

Quarterly


Telephone policy reviewedand submitted for approval

Annually

Motor transport policyreviewed and submitted forapproval

Annually

Develop/review andsubmit security policy forapproval

Annually

IT Security Policydeveloped/reviewed andsubmitted for approval

Annually

Provision of legal advisoryservices

Average no. of weeks withinwhich contracts, MOU’sand agreements are drafted/reviewed

Annually

Average no. of monthswithin which legislation andnotices are drafted/reviewed

Annually

Average no. of weeks forlegal opinions to berendered

Annually

Average no. of months tofinalize legal cases filed

Annually

Average no. of months tofinalise labour matters filed

Annually

4.3.2.2 SUB-SUB PROGRAMME: ADMINISTRATION

Provide transport servicesto the department

No. of KZN vehiclereconciliations to First Auto

Quarterly

No. of KZN vehiclesmaintained

Quarterly

No. of new vehiclespurchased

Annually

No. of meetings to considerapplications for subsidisedvehicles

Annually

8

-

-

-

-

-

-

-

-

-

-

66

22

-

-

-

1

1

1

1

-

-

-

-

-

-

66

22

-

1

-

-

-

-

-

-

-

-

-

-

-

66

22

2

-

1

-

-

-

-

1

-

-

-

-

-

66

22

3

1

9

1

1

1

1

1

8

24

2

12

12

264

22

5

2

22



4.3.2.2 SUB-SUB PROGRAMME: ADMINISTRATION continued...

2nd 3rd 4th

MeasurableObjective


ReportingPeriod


2010/11 1st

Average no. of days withinwhich travel andaccommodation bookingsattended to

Annually


Average no. of hours toresolve first level IT queries

Annually

No. of weeks within whichstaff receives relevant IThardware and software asper job requirements fromreceipt of requisition

Annually

No. of times website isupdated

Annually

No. of Disaster RecoveryPlan RecommendationsImplemented

Annually

No. of MSPrecommendationsimplemented

Quarterly

No. of Internet usagereports drawn

Quarterly

Provide transport servicesto the department

Render communication andmarketing services

No. of marketing initiativesundertaken

Quarterly

No. of press releasesdistributed

Quarterly

No. of publicity materialpacks produced

Quarterly

Provision of adequate safetyand security services

No. of security contracts inplace

Quarterly

No. of security clearanceapplications submitted toNIA

Quarterly

No. of service providersscreened

Quarterly

No. of major eventsmonitored for safety andsecurity

Quarterly

-

-

-

6

1

1

6

1

40

5

7

-

5

2

-

-

-

7

1

1

7

1

40

5

-

6

5

4

-

-

-

6

1

1

6

1

40

5

-

6

5

4

-

-

-

7

1

1

7

1

30

5

-

-

5

4

4

96

4

26

4

4

26

4

150

20

7

12

20

14

23



4.3.2.3 SUB-SUB PROGRAMME: FINANCIAL MANAGEMENT

Effective and efficientbudget process

2nd 3rd 4th

MeasurableObjective

Submission of budgetstatements to ProvincialTreasury


ReportingPeriod


Annually

2010/11 1st

Submission of adjustmentestimates to ProvincialTreasury

Annually

Effective expenditure andrevenue control

No. of IYM monthly reportsto Provincial Treasury by15th of each month

Quarterly

No. of monthlyreconciliations ofPERSAL to BAS by10th of each month

Quarterly

Meetings with Fin Com Quarterly

No. of weekly cash flowssubmitted to SeniorManagement Committee

Quarterly

Effective management ofsuspense account

No. of monthlyreconciliations ofsuspense accounts by10th each month

Quarterly

Compliance with employeetax obligations

No. of EMP201submissions to SARS by7th each month

Quarterly

Submission of EMP501 toSARS

Annually

Annual FinancialStatements

No. of Submitted Annualand Interim financialstatements

Quarterly

An effective and efficientpayment process

No. of days to pay suppliersfrom receipt of invoice byFinance/SCM

Quarterly

Effective payroll control No. of days taken for dulysigned payrolls to bereceived from paymasters

Quarterly


No. of financialpolicies/proceduresdeveloped/reviewed andsubmitted for approval

Quarterly

-

-

3

3

1

10

3

3

1

1

-

-

-

-

-

3

3

1

14

3

3

-

-

-

-

2

1

1

3

3

1

14

3

3

-

1

-

-

2

-

-

3

3

1

10

3

3

-

-

-

-

1

1

1

12

12

4

48

12

12

1

2

30

15

5

25



2nd 3rd 4th

MeasurableObjective


ReportingPeriod


2010/11 1st


No. of asset managementpolicies/proceduresdeveloped/reviewed andsubmitted for approval

Quarterly

No. of SCMpolicies/proceduresdeveloped/reviewed andsubmitted for approval

Quarterly

Effective and efficient assetmanagement

Complete Annual AssetRegister

Annually

No. of reconciliationsbetween BAS and the assetregister

Quarterly

Compilation of AnnualDisposal Plan

Annually

No. of asset verifications Quarterly

No. of monthly contractsregister reports

Quarterly

No. of monthly loss controlreports

Quarterly

Effective provision andprocurement of goods andservices through thequotation process

No. of working days to issueorders for internalrequisitions

Annually

No. of days to issue ordersfor project proposals

Annually

% orders > R30,000 wherepreference points applied

Annually

No. of days to authoriseorders on BAS

Annually

Effective tender biddingprocess

No. of weeks to draftspecifications and completebid documents

Quarterly

No. of weeks to evaluatebids

Quarterly

No. of weeks to adjudicateand award bids

Quarterly

-

3

-

3

1

-

3

3

-

-

-

-

-

-

-

3

-

-

3

-

1

3

3

-

-

-

-

-

-

-

-

2

-

3

-

-

3

3

-

-

-

-

-

-

-

-

-

1

3

-

1

3

3

-

-

-

-

-

-

-

3

5

1

12

1

2

12

12

10

14

95

5

3

6

4

4.3.2.3 SUB-SUB PROGRAMME: FINANCIAL MANAGEMENT continued...

26



4.3.2.3 SUB-SUB PROGRAMME: FINANCIAL MANAGEMENT continued...

Achievement of PreferentialProcurement Objectives

2nd 3rd 4th

MeasurableObjective

% of spend on Africansuppliers


ReportingPeriod


Quarterly

2010/11 1st

% of spend on African,Indian and Colouredsuppliers

Quarterly

% of spend on womensuppliers

Quarterly

% of spend on youthsuppliers

Quarterly

% of spend onCooperatives

Quarterly

% of spend on Disabledsuppliers

Annually

No. of reports onprocurement to ProvincialTreasury by the 15th of eachmonth

Quarterly

Completion of AnnualProcurement Plan

Annually

Maintain suppliers database No. of days to updatechanges to suppliersdatabase

Quarterly

35

60

30

25

10

1

3

1

-

35

60

30

25

10

1

3

-

-

35

60

30

25

10

1

3

-

-

35

60

30

25

10

1

3

-

-

35

60

30

25

10

1

12

1

30

4.4 RECONCILING PERFORMANCE TARGETS WITH THE BUDGET AND THE MTEF

The table below depicts per sub-programme the actual expenditure, estimated expenditure and the budget from2006/07 to 2012/13.

1. Office of the MEC


2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13

Sub - Programme MediumTerm Expenditure Estimate

Audited Outcomes

2. Head of Department

3. Corporate Services

Total

4,968

2,502

27,325

34,795

6,282

3,520

31,988

41,790

1,598

3,431

40,385

45,414

-

4,303

48,682

52,985

-

4,654

51,872

56,526

-

4,944

54,782

59,726

4,773

1,776

20,820

27,369

27



The table below depicts the actual expenditure, estimated expenditure and the budget per economic classificationfrom 2006/2007 to 2012/2013.

Current payments


2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13

Economic Classification MediumTerm Expenditure Estimate

Audited Outcomes

Compensation of employees

Good and services

Other

Transfer and subsidies to

Provinces and municipalities

Departmental agencies and accounts

Non – profit institutions

Households

Payments for capital assets

Buildings and other fixed structures

Machinery and equipment

Software and other intangible assets

Total

31,498

14,061

17,437

-

56

-

26

-

30

3,241

-

2,368

873

34,795

36,067

17,503

18,564

-

381

-

48

-

333

5,342

-

5,085

257

41,790

40,812

16,256

24,556

-

280

-

58

-

222

4,322

-

3,851

471

45,414

49,371

22,314

27,057

-

81

-

81

-

-

3,533

-

3,108

425

52,985

52,740

23,876

28,864

-

90

-

90

-

-

3,696

-

3,251

445

56,526

55,750

25,441

30,309

-

95

-

95

-

-

3,881

-

3,414

467

59,726

25,972

12,129

13,843

-

26

9

17

-

-

1,371

-

1,371

-

27,369

The actual expenditure for Programme 1: Administration has increased by 15.21 % from 2007/2008 to 2008/2009.This is primarily due to additional funding allocated to increase the no. of district offices from 4 to 6 by March 2009. Thebudget for 2009/2010 has increased due to additional funding for 2 new district offices. Over the MTEF period the increaseis an average 5 % in line with the prescribed inflationary increases.

28



5. PROGRAMME 2: SPORT AND RECREATION

5.1 PURPOSE OF THE PROGRAMME

The purpose of this programme is to promote, develop, administer and fund Sport and Recreation in the Province ofKwaZulu-Natal. It also ensures advancement of participation in sport and recreation, talent identification and the promotionof performance excellence.

Programme 2: Sport and Recreation focuses on the following areas:

• Providing financial assistance to sport and recreation organisations for development programmes and provincialand, national tournaments;

• Managing a number of annual sport and recreation functions;• Hosting major provincial, national and international sports events;• Promoting sport activities for targeted groups such as the disabled, senior citizens, youth and women;• Promote high performance;• Promoting mass participation;• Promoting and developing community sport, junior sport and recreational activities;• Infrastructure development which encourages both job creation and development of sports facilities in different

nodes in the province, targeting previously disadvantaged areas; and• Providing administrative assistance to federations

The sub-programmes under Sport and Recreation are listed below together with the purpose of each sub-programme:

1. Management:To provide strategic direction for the promotion and development of sport and recreation in the province. It has 2 Sub-

Sub Programmes in Sport Implementation and Strategic Management Support

2 . Sport:The Community Sport programme aims to promote and develop sport within the community and encourage high

performance. Programmes in this component are run in partnership with the governing bodies of the different codes ofsport. The Sub-Sub Programme Junior Sport is part of Sport and focuses on the promotion of sport with the prime purposeof developing the youth to excel in sport and recreation at a national and international level. The programme is aimed atintegrating the able-bodied athletes as well as those with special needs. The implementation of these programmes isundertaken with the federations and the Department of Education, who are the key stakeholders.

3 . Recreation:Recreation has seven flagship programmes targeting all age groups, and a variety of sport and recreation activities to

lead an active and healthy lifestyle, promoting social cohesion and addressing crime. The programmes are: IndigenousGames, Rural Horse Riding, Recre-Hab, Active Seniors, Beach Games, Work and Play and, Learn and Play

4 . World Cup 2010:The overall driving factor underpinning the line function responsibilities of the department relating to the 2010 FIFA

World Cup is to leave a legacy that contributes to improved administration, skilled coaches and highly qualified technicalofficials. In addition the programme aims at developing a high level football enrichment programme in partnership withSAFA, creating awareness, and granting access to matches for masses of people via the promotion of public viewing areas.

29


5 . Mass Sport and Recreation Participation Programme (Conditional Grant)In support of the Millenium Development Goals, the department has recognised the value of the mass participation

programme as a tool of development, and has supported programmes to use sport and recreation as a means ofempowerment and development. Taking inspiration from the determination and dedication of young athletes from aroundthe world, the next generation of youth can be inspired to participate in sport and recreation.

The Conditional Grants comprises three sub-sub-programmes: Mass School Sport (MSP), Community Mass ParticipationProgramme (CMPP) and Legacy Programmes.

• Mass School Sport:The Mass School Sport Programme focuses on mass participation in sport amongst learners from previously disadvantaged

urban and rural schools focusing on high crime areas, farm and rural areas and government priority nodes. It encouragesinclusivity through the involvement of able-bodied as well as learners with special needs. This programme is run inpartnership with the Department of Education.

• Community Mass Participation:This is a national flagship programme aimed at getting the nation to play in an effort to address the country's lifestyle

challenges, diseases such as high blood pressure, cardiac arrest and diabetes. The programme also seeks to reduce levelsof poverty by employing youth aged between 18-35 years from disadvantaged communities and, fighting against crimeby encouraging youth to engage in meaningful sport and recreation programmes.

• Legacy Programmes :The Legacy Programme is an essential part of the Mass Participation Programme which focuses on ensuring the greater

benefit of this Programme will lie in the long-term benefits of ensuring the sustainable involvement of communities insport and recreation, infrastructure investment, and in the programmes aimed at talent identification and fostering theideals of a healthy nation. The anchor programme in Legacy is Club Development which is aimed at increasing participationin sport and recreation at grass roots, at the simplest level of organisation, the club. Other programmes include developmentchampionships, mass mobilization programme towards 2010 and the establishment of a high performance centre.

6 . Facilities:This programme facilitates the provision of new sport and recreation facilities and the repairs to existing ones. This is

part of our contribution and intervention towards addressing backlogs in sport and recreation infrastructure in this provincein especially the previously disadvantaged communities. It is also a mean towards the provincial strategy of investing incommunity infrastructure while fighting poverty, creating job opportunities and providing enabling skills.

5.2. STRATEGIC OBJECTIVES FOR PROGRAMME 2The strategic objectives for Programme 2: Sport and Recreation is defined as follows:

The strategic objectives for Programme 2: Sport and Recreation per sub-programme are detailed below:

• To effectively and efficiently manage Sport and Recreation and provide strategic direction• To provide strategic and executive support services• To provide effective sport programmes in partnership with federations and community organisations.• To promote participation in junior sport competitions and implement high performance programmes for the youth.• To provide sustainable recreation programmes for the citizens of KwaZulu-Natal to lead an active and healthy

lifestyle.


31


• To prepare the province for the 2010 FIFA World Cup and beyond.• To promote development through mass participation programmes in sport and recreation.• To create a legacy for the Mass Participation Programme• Provision of sport and recreation infrastructure for the development of sustainable communities and to enhance

the quality of life.

The historic performance and planned future performance are discussed in detail per Measurable Objective in section5.3 below

Progress Analysis

The department has made great strides in making the people of KwaZulu-Natal aware of the services that the departmentof Sport and Recreation delivers. This awareness has resulted in a greater demand for the department's services for thepromotion and development of Sport and Recreation. As the department grows it will continually assess service deliveryto ensure we are achieving our objectives within the legislative mandates. With the limited capacity the department officialshave worked together to ensure the implementation of the department's programmes.

A Summary of the Department's Key Cumulative Targets Achieved are Detailed Below:

• Successfully assisted in the restructuring of SAFA along district lines - from 4 to 11 SAFA Regional Structures thatare affiliated directly to SAFA National. As part of exposing communities to the Confederations Cup provincialgovernment hosted 4 Public Viewing Areas in Ugu, Umgungundlovu, Uthukela and uThungulu District Municipalities.The department's role was one of support and coordination with other departments and the hosting of coachingclinics for schools and local SAFA Associations. The process of implementing Futsal courts has begun in earnestwith completion of all courts scheduled for the fourth quarter. The annual target of 200 clubs and organizationsbenefitting from technical support has been exceeded in the first 6 months of 2009/2010 with 310 clubs receivingfootball equipment in the form of kits and technical coaching equipment. 58 players received support for their highperformance programmes with the department becoming a major partner with SAFA in the selection and furtherdevelopment of their provincial Under 19 Women's team that participated in the national tournament in Tshwaneand the Boys Under 19 team that participated in the SAFA Metropolitan Tournament.

• Development of a high level Under 17 Soccer Enrichment Programme in partnership with SAFA.

• Development of a high level Under 19 Programme in partnership with SAFA in 2009.

• The Mass School Sport, a joint initiative of both the Department of Sport and Recreation and the Department ofEducation, was launched in 2006 with a total of 159 schools. In 2009/2010 SSMPP was rolled out in 645 schools(including 162 new schools) in 36 clusters and focused on the promotion and development of sport amongstlearners. Six of the schools are engaged in a UK/SA Linkage programme where they are partnered with schools inthe UK. Each Cluster is made up of approximately 18 schools. A total of 234,320 learners of an annual target of250,000 benefited from this programme to date with 106,492 female learners included in this total. Learners withspecial educational needs are prioritized with 778 learners with disabilities benefiting in the period under review.

• The Community Mass Participation Programme aimed at getting the nation to play commenced in 2004 with theestablishment of 4 activity Hubs. 16 new hubs have been created in the first 6 months of 2009/2010 bringing to


32


total 106 hubs designed to deliver this programme. Each new hub receives the necessary equipment to sustain itsprogrammes with each hub headed by a hub coordinator with 9 activity coordinators responsible for implementationof the programme. 974,304 Participants have made use of this facility on a weekly basis to date and the departmenthas surpassed its annual target of 800,000 people. 603 clubs and groups in various codes of sport were formed toensure sustainability with 57 hub festivals being held.

• The Club Development Programme nurtures talented athletes that have been identified from the Mass ParticipationProgramme. The Club Development programme is the cornerstone of the department's legacy programme. Clubdevelopment nurtures talented athletes that have been identified from the Mass Participation Programme.

The programme also entails job creation, training of technical officials and the provision of equipment to allparticipating clubs. 40 New clubs were formed in 2009/2010 bringing to 169 the total number of clubs supported.These 40 clubs are based in uMtshezi (Estcourt), Osizweni (Newcastle), Nongoma (Zululand), iLovu (Ethekweni).Technical equipment is supplied to these clubs. 10 of the targeted 16 festivals (annual) have been held with 32leagues being established to sustain these clubs. The targeted 5000 participants (mid-year) has been exceeded with8,850 participants benefitting to date.

• The Mass Participation Programme supported and facilitated capacity building programmes for volunteers andadministrators in 2009/2010. Accredited training programmes in event management, life skills, first aid and codespecific training areas were conducted with 538 volunteers from the club development, community mass participationand SSMPP. The annual target of 491 has already been exceeded in these programmes which are directly alignedto government's priority of integrating women and youth programmes and creating sustainable programmes. Thedepartment accrediting a further 320 coaches and technical officials from the club development programme.

• Job Creation - Creating job opportunities for the youth is a key element of the Mass Participation Programmewhich strives to eradicate unemployment and poverty. A total of 1,770 unemployed youth (17 in club development,1068 in CMPP and 685 in SSMPP) from previously disadvantaged areas who receive a monthly stipend rangingfrom R1,312 to R4,500 per month were contracted to assist with the administration of the programme in 2009/2010.

• The department invested in sport development. The Department engaged in intensive consultation with thefederations to confirm the development programmes to be implemented and the geographical areas to be targeted.The department exceeded its annual target of 18,000 athletes with 26, 787 athletes participating in these developmentprogrammes. The department launched the National Youth Run as part of its flagship developmental programmeat the Riverside Sports Complex on the 23 May 2009. The Youth Run was a resounding success with 3,200 youthathletes from all parts of the province participating in the 5/10km event. The National Youth Run is an initiativeof the Department of Sport & Recreation and run in partnership with the Comrades Marathon Association, KwaZuluNatal Athletics and the Umsobomvu Youth Fund.

• The department has delivered 60 (16 BSRP Projects and 44 from FIDP) sports facilities (sports fields and athletictracks) in the period 2004 - 2009 to mostly disadvantaged communities. Total investment on facilities over thisperiod amounted to R81, 02 million (BSRP funding of R26, 1m and DSR funding from FIDP of R54, 9m). 10 FutsalCourts catering for action soccer have thus far been completed. This programme began in 2008/2009.The construction of Combination Courts began in the 2006/2007 financial year and the department constructeda total of 73 combination courts (combi) in the period 2006 - 2009. The combination courts cater for netball,basketball, volleyball and tennis.


33


• Recreation has benefited 156,855 people across the province, mainly rural communities in the first half of 2009/2010.To ensure sustainability of the programme 699 community based recreation leaders have been trained to run theprogrammes in 207 recreation sites across the province. The department has already delivered on the 7 key ongoingrecreation programmes: Recre-Hab (rehabilitation programme for prisoners and street children), Active Seniors(delivering innovative programmes aimed at improving health and wellness amongst senior citizens), Beach Gamesat Umgababa Beach (part of a broader development plan to revive coastline beaches, especially in the formerdisadvantaged areas) and Work and Play (focusing on employee wellbeing and attitude and encouraging inter-departmental co-operation), Indigenous Games (trace and implement games that have a rich cultural heritage),Rural Horse Riding (traditional horse riding) and Play and Learn (programme aimed at pre-schools children). 368Recreation Clubs and groups which are the major drivers of participation in leisure time activities. Indigenous Gamesand the Rural Horse Riding Programmes are part of the African Renaissance project in the province and provincialfestivals have been held in both. 38 District festivals of an annual target of 59 have been held with the departmenthosting the National Indigenous Games Championships at the UKZN from 25-26 September.The province's dibeketeam joined the national team that participated in an International Indigenous Games Festival in Busan, Korea from26 September - 02 October 2008.

• Gender and HIV/AIDS issues addressed at major sporting events in partnership with other departments andexternal agencies. The equity programme realized an increased participation of KwaZulu-Natal women at nationaland international sporting events by sharing best practices and presentations.

• The department has supported the Comrades Marathon with an Athlete's Village in partnership with Nike SA andKwaZulu-Natal Athletics since 2005. 1,200 Disadvantaged athletes have benefited from this programme to date.The department has provided incentives of R10,000 and floating trophies to the first KwaZulu-Natal based maleand female runner home since 2005.

• Over 26,289 coaches, technical officials, administrators, recreation leaders, volunteers, team managers have beencapacitated with accredited training since 2004.

• 82,972 Citizens participated in numerous sport events and programmes held during the period under review. Thesport events amongst others included the Spars Ladies Race, Comrades Marathon, Dusi Canoe Marathon, NationalYouth Run, Rugby Talent ID Tornaments, Provincial and National Cross Country, etc.

Analysis Of Constraints And Measures Planned To Overcome Them

Significant progress has been made in filling the department's organisational structure. By the end of March 2010 thedepartment has filled 167 of the 202 funded posts. No additional funding was received for the increase in the numberof funded posts. A number of posts were not filled as a result of austerity measures as well as the movement of internalstaff into promotion posts.

However the 167 posts are only 52% of the total approved organisational structure. With the increase in the demandfor the department's services and the growth in the conditional grant funding, the department is unable to provide itsservices to all communities at the same level. The implementation of sport and recreation programmes is labour intensive,requiring officials to organise and be present at the programmes and 90% of the programmes are conducted over weekendsand public holidays. The limited number of staff is still a major challenge for the department to ensure services are deliveredat grass root level.


34


Not all the priority group sport federations have structures at a district level and the administration of a few of thefederations is not optimal. This impacts the federations' ability to ensure athletes progress to the next level in a formalisedstructure. Implementation of the department's programmes and delivery of services at the ward level has been a considerablechallenge as a result of limited human and financial resources.

The bulk of the department's facilities are constructed through the municipalities as implementing agents. With thisapproach there are a number of challenges such as delays in the signing of agreements, changes to the location of thefacility, time taken to award contracts which is outside the department's control. This directly impacts on the time takento complete a facility which is ready for use. To overcome this challenge the department has reduced the amount of thetransfer payment to the municipality by the cost of the project management fee. The department will utilise this amountto appoint the project managers directly. For the first time the department will act as the implementing agent in thedelivery of 4 sports facilities during the 2010/2011 financial year.

The department must continue fostering good relationships with municipalities, federations, clubs, communities andprovincial departments to bridge the capacity constraints and to deliver services at grass root level.

Description Of Planned Quality Improvement Measures

The department will prioritise the War on Poverty (Flagship Programme) which is a government intervention of“Working Together to Speed up Effective Service Delivery for Our People” through a multi-pronged integrated approachinvolving all government departments. The department has identified capacity building, support for existing structuresand clubs via provision of equipment and empowerment programmes and the staging of festivals and events as key focusareas to deliver on in the identified priority wards. The special focus areas of the War on Poverty campaign will be integratedwith the normal departmental programmes of Sport, Mass Sport and Recreation Participation Programme, InfrastructureDevelopment, 2010 World Cup initiatives, and Recreation. The delivery of the War on Poverty campaign in the prioritywards will be elaborated on in the department's Operational Plans.

There will be consultation with communities and the department's stakeholders to ensure we are meeting the servicedelivery expectations. Regular feedback will be provided to the stakeholders. A performance management system will beimplemented to ensure the department is achieving its targets and goals.

The department will continue to improve service delivery by implementing consistent development programmes acrossall municipal districts. The budget allocation has been spread across the 11 districts based on the population of the districtto ensure equitable distribution. Emphasis will be on the establishment of community structures and the developmentof human resources within these structures so that the community is adequately equipped to organise Sport and Recreationactivities on a sustainable basis.

The provision of sport and recreation facilities will be accelerated to support the development programmes.


35


5.3 PROGRAMME PERFORMANCE INDICATORS AND TARGETS FOR 2010/2011

5.3.1 SUB-PROGRAMME: MANAGEMENT

5.3.1.1 SUB-SUB PROGRAMME: SPORT IMPLEMENTATION

Strategic Objective: To effectively and efficiently manage Sport and Recreation and provide strategic direction.

The planning andimplementation ofsport and recreationprogrammes


2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13

MeasurableObjective

MediumTerm Targets


No. of operationalplans approved

April 2007

No. of projectproposals approvedat level of delegation

No. of project closeout reports approved

Consolidatedperformance reports,mid-term reports andAnnual Reports fromManagers forsubmission to theHOD

Development andreview of sport andrecreation policy

No. of policies onsport and recreationdeveloped andsubmitted forapproval

Management ofsport and recreation

No. of S and RManagementmeetings held

Funding of sport andrecreation mandates

No. of major sportsevents hosted

No. of clubs andcommunityorganisationssupported withequipment

1000

-

8

-

-

19

1280

100

16

-

-

20

1050

100

19

1

8

2

-

16

120

120

24

1

12

2

220

16

120

120

30

2

12

2

240

16

120

120

30

2

12

2

260

April 2006

-

8

-

-


37

1000

888

332



5.3.1.2 SUB-SUB PROGRAMME: STRATEGIC MANAGEMENT SUPPORT

Strategic Objective: To provide strategic and executive support services

Quality research forevidence-baseddecision making


2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13

MeasurableObjective

MediumTerm Targets


No. of programmesmeasured for impacton communities

No. of researchpapers submitted ontrends anddevelopment insport and recreation

No. of federationstrained to capturedata onto database

No. of GIS reportsgenerated

No. of Informationand ResourceCentres established

Effective monitoringand evaluationsystem

No. of consolidatedmonthlyperformance reports

No. of consolidated quarterly servicedelivery reportssubmitted to HOD

No. of ProgrammePerformanceAnalysis Reportscompiled

No. of projectmonitoring reportssubmitted

No. of close-outverification reportssubmitted

No. of policiesdeveloped/reviewedand submitted forapproval

-

-

-

-

-

-

-

-

-

-

-

2

12

3

3

-

12

4

4

-

-

-

2

12

6

12

-

12

4

12

10

-

1

2

12

6

12

1

12

4

2

40

24

1

2

12

6

12

2

12

4

2

48

24

-

2

12

6

12

3

12

4

2

56

24

-

-

-

-

-

-

-

-

-

-

-

-

38


Facilitate integratedplanning and policydevelopment


2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13

MeasurableObjective

MediumTerm Targets


Approved guidelinefor policydevelopment

No. of approvedpolicies on database

No. of sportand recreationpolicies developedwith SportImplementation

Compile and publishannual report

Sep-08 Aug-09

Review, compile,publish the strategic,annual performanceand operationalplans

Mar-09 Mar-10

Promote andfacilitatetransformation

Reviewed ServiceDelivery Charter

Reviewed ServiceDeliveryImprovement Plan

No. of ServiceExcellence AwardsFunctions Hosted

No. of policiesdeveloped/reviewedwith SportImplementation ontransformation

Jun-09

No. of programmes/structuresmonitored ontransformation

No. of Batho PeleFocus Weeks hosted

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

10

-

1

1

1

-

1

1

20

1

1

1

1

1

1

1

4

2

-

20

1

1

1

1

1

1

1

6

2

-

20

1

1

1

1

1

1

1

6

2

-

-

-

-

-

-

-

-

-

-

-

5.3.1.2 SUB-SUB PROGRAMME: STRATEGIC MANAGEMENT SUPPORY continued...Strategic Objective: To provide strategic and executive support services


39


ANALYSIS OF BUDGET: MANAGEMENT


1. Management


2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13


Audited Outcomes

20,288 38,694 56,108 58,970 62,349 65,6429,960

40

5.3.2 SUB-PROGRAMME: SPORT

5.3.2.1 SUB-SUB PROGRAMME: COMMUNITY SPORTStrategic Objective: To provide effective sport programmes in partnership with federations and community organisations.

To support thefunctioning ofsustainable sportstructures andpartnerships


2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13

MeasurableObjective

MediumTerm Targets


No. of provincial, districtand local clubs/structuresand partnershipssupported via goods andservices

To support sportdevelopment throughaccredited capacitybuilding programmes

No. of sport administratorstrained

No. of coaches trained

No. of technical officialstrained

No. of volunteers trained

To support theimplementation ofhigh performanceprogrammes withsport federationstargeting identifiedathletes

No. of athletes benefittingfrom high performanceprogrammes implementedwith sport federations

To support theimplementation ofdevelopmentprogrammes withsport federationsand communityorganisationstargeting rural anddisadvantagedathletes in identifiedcodes of sport viatransfer payments

No. of sportingorganisations supportedvia transfer payments

No. of athletesparticipating in thedevelopmentprogrammes ofsport federations

146

1,960

916

776

3,253

866

-

-

61

2,125

2,023

1,622

1,113

240

48

23,500

61

2,000

1,800

1,300

900

200

24

18,000

60

2,000

1,800

1,500

200

210

24

18,000

75

2,300

1,900

1,600

220

220

24

18,500

90

2,400

2,000

1,700

230

220

24

19,000

255

350

300

800

-

2,500

-

4,366


To promoteparticipation inprioritised groups byimplementingtargetedprogrammes


2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13

MeasurableObjective

MediumTerm Targets


Total no. ofparticipants

No. of womanparticipants, incl. intotal

No. of disabledparticipants, incl. intotal

No. of youthparticipants, incl. intotal

161,999

67,576

2,943

124,038

240,559

101,500

5,230

175,000

250,000

80,000

1,600

120,000

200,000

80,000

1,600

120,000

210,000

85,000

1,700

125,000

220,000

90,000

1,800

130,000

298,577

50,000

3,500

104,000

5.3.2.1 SUB-SUB PROGRAMME: COMMUNITY SPORT continued...

Strategic Objective: To provide effective sport programmes in partnership with federations and community organisations.

5.3.2.2 SUB-SUB PROGRAMME: JUNIOR SPORT

Strategic Objective: To promote participation in junior sport competitions and implement high performance programmesfor the youth.

Promoteparticipation inprovincial, nationaland internationaljunior sportcompetitions


2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13

MeasurableObjective

MediumTerm Targets


No. of provincialteams supported tonational events

Total no. of learnerssupported tonational events

No. of femaleparticipants, incl.in total

No. of disabledparticipants, incl.in total

-

-

-

-

13

14,570

6,198

221

5

3,500

1,750

150

6

3,500

500

90

6

3,500

500

90

6

3,500

500

90

56

-

-

-


41



5.3.2.2 SUB-SUB PROGRAMME: JUNIOR SPORT continued...

Strategic Objective: To promote participation in junior sport competitions and implement high performance programmesfor the youth.


2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13

MeasurableObjective

MediumTerm Targets


No. of learnerssupported forinternational juniorsport competitions

Implement highperformanceprogrammes foridentified athletes

No. of athletesbenefiting from highperformanceprogrammes

-

725

5

857

5

500

5

500

5

500

5

500

3

700

ANALYSIS OF BUDGET: SPORT

Sub-Sub Programme:Community Sport


2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13


Audited Outcomes

Sub-Sub Programme: Junior Sport

Total

12,009

9,234

21,243

16,235

5,277

21,512

11,600

3,000

14,600

13,000

3,100

16,100

14,524

3,295

17,819

14,850

3,460

18,310

10,765

10,639

21,404

43

Promoteparticipation inprovincial, nationaland internationaljunior sportcompetitions



5.3.3 SUB-PROGRAMME: RECREATION

Strategic Objective: To provide sustainable recreation programmes for the citizens of KwaZulu-Natal to lead an activeand healthy lifestyle.

To increaseparticipation bydeveloping andimplementingtargeted recreationprogrammes inpartnership withrelevantstakeholders


2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13

MeasurableObjective

MediumTerm Targets


No. of on-goingprogrammes

No. of participants

No. of festivalspresented

No. of programmesites maintained atward level

No. of newprogramme sitesestablished at wardlevel

No. of jobs created

No. of formalisedpartnerships

To facilitate theformation ofsustainablerecreationalstructures andorganisations and tofoster goodcooperativegovernance

No. of recreationalstructuresmaintained

No. of newrecreationalstructures formed

No. of recreationalclubs/groupsformed orbenefitting fromtechnical support

To facilitate capacitybuildingprogrammes

No. of trainedrecreation leaders

24

401,797

185

-

-

-

-

-

87

-

1,181

6

332,542

61

207

-

-

6

-

12

317

927

7

360,000

59

61

207

-

11

21

10

275

990

7

378,000

72

268

33

24

12

31

11

300

1,000

8

393,000

72

301

44

48

12

42

11

315

1,050

8

400,000

72

345

55

60

12

53

11

327

1,180

42

443,231

-

-

-

-

-

-

-

63

730

44


ANALYSIS OF BUDGET: RECREATION

Recreation


2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13


Audited Outcomes

8,669 5,032 7,150 8,750 9,407 9,8777,521


5.3.4 SUB-PROGRAMME: WORLD CUP 2010 AND MAJOR PROJECTS

Strategic Objective: To prepare the province for the 2010 FIFA World Cup and beyond.

Presentation andpreparation of youthand senior teamsfrom all SAFAregions to participatein all major SAFAcompetitions


2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13

MeasurableObjective

MediumTerm Targets


No. of clubsparticipating

No. of age-groupleagues established

No. of playersparticipating

No. of playersbenefitting fromhigh performanceprogrammes

No. of disabledparticipants

Support capacitybuildingprogrammes

No. of coachestrained at SAFALevel 2

No. of refereestrained at SAFAProvincial level

No. of volunteerstrained

No. of womenadministratorstrained

50

11

1,000

36

50

-

330

-

-

22

22

2,290

80

168

108

316

-

170

100

22

5,000

60

70

45

75

250

250

60

24

5,000

420

300

50

500

210

12

60

24

5,500

420

300

60

500

100

24

60

24

6,000

420

300

70

555

100

36

-

-

-

-

-

-

-

-

-

45



5.3.4 SUB-PROGRAMME: WORLD CUP 2010 AND MAJOR PROJECTS CONTINUED...

Strategic Objective: To prepare the province for the 2010 FIFA World Cup and beyond.


2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13

MeasurableObjective

MediumTerm Targets


Support capacitybuildingprogrammes

No. of coachesbenefitting fromexchangeprogrammes

- - - 15 8 6-

Provision of footballequipment to SAFAand Communitybased organisations

No. of clubs/organisationsbenefiting fromcommunity outreachprogrammes

To facilitate thebuilding of newFutsal andCombination Courts

No. of new Futsaland CombinationCourts completed

To facilitate thebuilding of LegacyParks as a legacyof the 2010 FIFAWorld Cup

No. of Legacy Parksestablished

100

33

-

229

10

-

200

27

-

1,000

20

6

1,100

20

6

1,100

20

-

-

-

-

ANALYSIS OF BUDGET: WORLD CUP 2010 AND MAJOR PROJECTS

World Cup 2010 and Major Projects


2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13


Audited Outcomes

15,000 15,673 22,054 44,046 85,542 89,81515,473

47



5.3.5 SUB-PROGRAMME: MASS SPORT AND RECREATION PARTICIPATION PROGRAMME

Strategic Objective: To promote development through mass participation programmes in sport and recreation.

5.3.5.1 SUB-SUB PROGRAMME: MASS SCHOOL SPORT

To promotedevelopmentthrough massparticipationprogrammes inschools


2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13

MeasurableObjective

MediumTerm Targets

Audited/Actual PerformanceProgrammePerformance

Indicator

No. of clusters

No. of schoolsinvolved

Total no. of learnersinvolved in theprogramme

No. of femaleparticipants, incl.in total

No. of disabledparticipants, incl.in total

No. of contractbased jobs created

No. of SSMPPvolunteers trained

No. of educatorstrained

18

321

152,109

65,490

1,410

341

172

1,734

27

483

203,232

77,327

1,511

514

167

-

36

645

250,000

95,000

1,200

685

171

-

36

645

250,000

95,000

1,200

681

220

648

45

807

300,000

120,000

1,300

852

171

648

54

969

350,000

135,000

1,400

1023

171

648

9

159

87,816

-

-

169

168

954

48



5.3.5.2 SUB-SUB PROGRAMME: COMMUNITY MASS PARTICIPATION PROGRAMME (CMPP)

Strategic Objective: To promote development through mass participation programmes in sport and recreation.

To promotedevelopmentthrough massparticipationprogrammes incommunitiesthrough the creationof activity hubs


2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13

MeasurableObjective

MediumTerm Targets

Audited/Actual PerformanceProgrammePerformance

Indicator

No. of festivalshosted

No. of municipalitiesempowered to runprogrammes

No. of participants

No. of hubs in theprogramme

No. of contractbased jobs created

No. of volunteerstrained

63

69

710,233

65

658

881

120

61

904,892

90

903

217

106

61

800,000

106

1,068

240

106

61

800,000

106

1,060

150

126

61

950,000

126

1,260

200

146

61

1,050,000

146

1,460

200

41

40

521,955

40

401

540

5.3.5.3 SUB-SUB PROGRAMME: LEGACY

Strategic Objective: To create a legacy for the Mass Participation Programme

To mobilisecommunitiesaround the 2010FIFA World Cup


2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13

MeasurableObjective

MediumTerm Targets

Audited/Actual PerformanceProgrammeIndicator

No. of massmobilisation eventshosted

To create accessfor communitiesto the 2010 FIFAWorld Cup

No. of public viewingareas created

To establish U15football leagues inidentified prioritywards

No. of clubsparticipating

-

-

-

-

-

-

4

5

-

10

12

100

-

-

100

-

-

100

-

-

-

49




2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13

MeasurableObjective

MediumTerm Targets


To establish andsupport academies,offices and training/development centresfor disadvantagedsport federations

No. of footballacademiesestablished

No. of VirtualOffices establishedfor disadvantagedsport federations

No. of training anddevelopment centresestablished tosupport identifiedathletes

To promote clubdevelopment

No. of clubssupported via goodsand services

No. of jobs created(Contract)

No. of jobs created(perm)

No. of area festivalshosted

No. of provincialfestivals held

No. of sportadministratorstrained

To facilitate theProvincial/NationalSchools World Cup

No. of participants inthe Schools WorldCup

5.3.5.3 SUB-SUB PROGRAMME: LEGACY continued...


To increaseparticipation bydeveloping,promoting andimplementingIndigenous Games inrural communities

No. of participants

No. of festivalspresented

No. of provincialteams supportedto NationalTournaments

-

-

-

49

8

-

-

-

80

-

-

-

-

-

-

-

120

13

-

12

1

96

-

-

12

1

-

1

1

169

16

1

16

1

80

1,500

1,200

12

1

1

1

1

209

20

1

20

1

400

1,500

1,200

12

1

1

1

1

249

24

1

20

1

455

-

1,500

12

1

1

2

1

289

28

1

20

1

455

-

1,800

12

1

-

-

-

-

-

-

-

-

-

-

-

-

-

50



2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13

MeasurableObjective

MediumTerm Targets


To create decent jobsin the Mass Sportand RecreationParticipationProgramme

No. of permanentjobs created

Equipment suppliedto Municipalities tosustain Activity Parksto promote healthyliving

No. of Activity Parkssupported withequipment

To establish school’sfootball leaguesin districts topromote sustainedparticipationamongst learners

No. of school’sfootball leaguesestablished

-

-

-

-

-

-

-

-

-

25

8

11

-

8

11

-

8

11

-

-

-




51

ANALYSIS OF BUDGET: MASS SPORT AND RECREATION PARTICIPATION PROGRAMME

SSMPP


2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13


Audited Outcomes

CMPP

Legacy

5. Total: Mass Sport and RecreationParticipation Programme

18,960

16,316

2,000

37,276

20,526

22,593

13,736

56,855

22,516

23,462

39,170

85,148

29,973

32,203

28,080

90,256

34,518

36,840

24,313

95,671

39,761

46,421

14,273

100,455

10,600

10,700

-

21,300



Provide support forutilisation andmaintenance offacility

No. of municipalitiesreceivingmaintenanceequipment

No. of municipalitiesreceivingmaintenancesupport grants

No. of “Kick-about”fields provided andequipment supplied

Creating jobopportunities

No. of jobs created(contract)

10

-

-

581

3

-

-

271

12

-

-

-

12

11

11

170

12

11

11

170

12

11

11

170

1

-

-

-

53

5.3.6 SUB-PROGRAMME: FACILITIES

Strategic Objective: Provision of Sport and Recreation infrastructure for the development of sustainable communitiesand to enhance the quality of life.

Building newinfrastructure forsport and recreation


2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13

MeasurableObjective

MediumTerm Targets


No. of new sportfacilities constructedwith municipalitiesas implementingagents

To upgrade andrenovate existingfacilities for sportand recreation

No. of upgradedand/or rehabilitatedsport and recreationfacilities

No. of sports fieldsrepaired andrenovated

Resourcingrural/poor schoolsand municipal areas.

No. of newcombination courts

No. ofMunicipalities/Federations receivinggym/playingequipment

No. of new sportsfacilities constructedwith DSR asimplementing agent.

18

8

-

-

-

-

30

-

7

39

-

-

12

4

7

17

-

-

8

4

7

11

4

4

8

4

7

11

4

4

8

4

7

11

4

4

9

11

-

-

-

-



ANALYSIS OF BUDGET: FACILITIES

Facilities


2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13


Audited Outcomes

23,327 33,711 35,713 36,000 37,656 39,53910,539

54


5.4 QUARTERLY TARGETS FOR 2010/2011

5.4.1 SUB-PROGRAMME: MANAGEMENT

5.4.1.1 SUB-SUB PROGRAMME: SPORT IMPLEMENTATION


The planning andimplementation of sportand recreation programmes

2nd 3rd 4th

MeasurableObjective

No. of operational plansapproved


ReportingPeriod


Annually

2010/11 1st

No. of project proposalsapproved at level ofdelegation

Monthly

No. of project close-outreports approved

Monthly

Consolidated performancereports, mid-term reportsand Annual Reports fromManagers for submission tothe HOD

Monthly/Quarterly

Development and reviewof sport and recreationpolicy

No. of policies on sport andrecreation developed andsubmitted for approval

Annually

Management of sport andrecreation

No. of S and RManagement meetingsheld.

Quarterly

Funding of sport andrecreation mandates

No. of major events hosted Annually

No. of clubs andcommunity organisationssupported with equipment

Monthly

16

30

30

4

-

3

-

55

-

30

30

8

-

3

1

55

-

30

30

4

-

3

1

55

-

30

30

8

1

3

-

55

16

120

120

24

1

12

2

220

55



5.4.1.2 SUB-SUB PROGRAMME: STRATEGIC MANAGEMENT SUPPORT

Quality research forevidence-based decisionmaking

2nd 3rd 4th

MeasurableObjective

No. of programmesmeasured for impact oncommunities


ReportingPeriod


Quarterly

2010/11 1st

No. of research paperssubmitted on trends anddevelopment in sport andrecreation

Monthly

No. of federations trainedto capture data ontodatabase

Quarterly

No. of GIS reportsgenerated

Quarterly

No. of Information andResource Centresestablished

Quarterly

Effective monitoring andevaluation system

No. of consolidatedmonthly performancereports

Quarterly

No. of consolidatedquarterly service deliveryreports submitted to HOD

Quarterly

No. of ProgrammePerformance AnalysisReports compiled

Quarterly

No. of project monitoringreports submitted

Quarterly

No. of close-out verificationreports submitted

Quarterly

No. of policiesdeveloped/reviewed andsubmitted for approval

Annually

10

-

3

1

3

-

3

1

-

6

-

1

3

2

3

-

3

1

1

10

6

-

-

3

2

3

1

3

1

-

10

6

-

1

3

1

3

-

3

1

1

10

6

1

2

12

6

12

1

12

4

2

40

24

1

56



5.4.1.2 SUB-SUB PROGRAMME: STRATEGIC MANAGEMENT SUPPORT continued...

Facilitate integratedplanning and policydevelopment

2nd 3rd 4th

MeasurableObjective

Approved guideline forpolicy development


ReportingPeriod


Annually

2010/11 1st

No. of approved policies ondatabase

Quarterly

No. of sport and recreationpolicies developed withSport Implementation

Annually

Compile and publish annualreport

Annually

Review, compile andpublish the strategic, annualperformance andoperational plans

Annually

Promote and facilitatetransformation

Reviewed Service DeliveryCharter

Annually

Reviewed Service DeliveryImprovement Plan

Annually

No. of Service ExcellenceAwards Functions Hosted

Annually

No. of policiesdeveloped/reviewed withSport Implementation ontransformation

Annually

No. of programmes/structures monitored ontransformation

Quarterly

No. of Batho Pele focusweeks hosted

Quarterly

-

6

-

-

1

-

-

-

-

1

-

-

6

-

1

-

-

-

-

-

1

1

-

4

-

-

-

-

-

-

-

1

1

1

4

1

-

-

1

1

1

1

1

-

1

20

1

1

1

1

1

1

1

4

2

57



5.4.2 SUB-PROGRAMME: SPORT

5.4.2.1 SUB-SUB PROGRAMME: COMMUNITY SPORT

To support the functioningof sustainable sportstructures and partnerships

2nd 3rd 4th

MeasurableObjective

No. of provincial, districtand local clubs/structuresand partnerships supportedvia goods and services


ReportingPeriod


Quarterly

2010/11 1st

To support sportdevelopment throughaccredited capacity buildingprogrammes


Quarterly

No. of coaches trained Quarterly

No. of technical officialstrained

Quarterly

No. of volunteers trained Quarterly

To support theimplementation of highperformance programmeswith sport federationstargeting identified athletes

No. of athletes benefittingfrom high performanceprogrammes implementedwith sport federations

Quarterly

No. of athletes participatingin the developmentprogrammes of sportfederations

Quarterly

To promote participationin prioritised groups byimplementing targetedprogrammes

Total no. of participants Quarterly

No. of woman participants,incl. in total

Quarterly

No. of disabled participants,incl. in total

Quarterly

No. of youth participants,incl. in total

Quarterly

To support theimplementation ofdevelopment programmeswith sport federations andcommunity organisationstargeting rural anddisadvantaged athletes inidentified codes of sport viatransfer payments.

No. of sportingorganisations supported viatransfer payments.

Quarterly

15

500

450

375

30

10

4,000

50,000

15,000

300

25,000

2

15

750

650

450

70

70

7,000

80,000

25,000

500

35,000

15

15

500

450

375

50

50

5,000

40,000

20,000

400

30,000

5

15

250

250

300

50

80

2,000

30,000

20,000

400

30,000

2

60

2,000

1,800

1,500

200

210

18,000

200,000

80,000

1,600

120,000

24

59



5.4.2.2 SUB-SUB PROGRAMME: JUNIOR SPORT

Promote participation inprovincial, national andinternational junior sportcompetitions

2nd 3rd 4th

MeasurableObjective

No. of provincial teamssupported to nationalevents


ReportingPeriod


Quarterly

2010/11 1st

Total no. of learnerssupported to nationalevents

Quarterly

No. of female participants,incl. in total

Quarterly


Quarterly

No. of learners supportedfor international juniorsport competitions

Quarterly

Implement highperformance programmesfor identified athletes

No. of athletes benefittingfrom high performanceprogrammes

Quarterly

2

1,166

200

30

-

125

2

1,166

100

20

3

125

1

584

60

10

-

125

1

584

140

30

2

125

6

3,500

500

90

5

500

5.4.3 SUB-PROGRAMME: RECREATION

To increase participation bydeveloping andimplementing targetedrecreation programmes inpartnership with relevantstakeholders

2nd 3rd 4th

MeasurableObjective

No. of on-goingprogrammes


ReportingPeriod


Annually

2010/11 1st

No. of participants Quarterly

No. of festivals presented Quarterly

No. of programme sitesmaintained at ward level

Quarterly

No. of new programmesites established at wardlevel

Quarterly

No of jobs created Annually

No. of formalisedpartnerships

Annually

7

80,000

22

200

20

24

5

-

109,000

22

63

7

-

7

-

109,000

22

5

6

-

-

-

80,000

6

-

-

-

-

7

378,000

72

268

33

24

12

60



5.4.3 SUB-PROGRAMME: RECREATION continued...

2nd 3rd 4th

MeasurableObjective


ReportingPeriod


2010/11 1st

To facilitate the formationof sustainable recreationalstructures andorganisations and to fostergood cooperativegovernance

No. of recreationalstructures maintained

Quarterly

No. of new recreationalstructures formed

Annually

No. of recreationalclubs/groups formed orbenefitting from technicalsupport

Quarterly

To facilitate capacitybuilding programmes

No. of trained recreationleaders

Quarterly

-

11

50

400

18

-

100

600

10

-

120

-

3

-

30

-

31

11

300

1,000

5.4.4 SUB-PROGRAMME: WORLD CUP 2010 AND MAJOR EVENTS

Presentation andpreparation of youth andsenior teams from all SAFAregions to participate in allmajor SAFA competitions

2nd 3rd 4th

MeasurableObjective

No. of clubs participating


ReportingPeriod


Quarterly

2010/11 1st

No. of age-group leaguesestablished

Annually

No. of players participating Annually

No. of players benefittingfrom high performanceprogrammes

Quarterly

No. of disabled participants Annually

Support capacity buildingprogrammes

No. of coaches trained atSAFA Level 2

Annually

No. of referees trained atSAFA Provincial level

Annually

No. of volunteers trained Annually

No. of womenadministrators trained

Annually

No. of coaches benefittingfrom exchangeprogrammes

Annually

-

-

-

200

-

-

200

210

-

-

30

24

2,000

100

-

-

100

-

-

-

30

-

3,000

60

300

50

200

-

-

-

-

-

-

60

-

-

-

-

12

15

60

24

5,000

420

300

50

500

210

12

15

61



5.4.4 SUB-PROGRAMME: WORLD CUP 2010 AND MAJOR EVENTS

2nd 3rd 4th

MeasurableObjective


ReportingPeriod


2010/11 1st

Provision of footballequipment to SAFA andCommunity basedorganisations

No. of clubs/organisationsbenefiting from communityoutreach programmes

Monthly

To facilitate the building ofnew Futsal andCombination Courts

No. of new Futsal andCombination Courtscompleted

Quarterly

To facilitate the building ofLegacy Parks as a legacy ofthe 2010 FIFA World Cup

No. of Legacy Parksestablished

100

-

-

400

4

2

300

6

2

200

10

2

1,000

20

6

5.4.4 SUB-PROGRAMME: MASS SPORT AND RECREATION PARTICIPATION PROGRAMME

5.4.4.1 SUB-SUB PROGRAMME: MASS SCHOOL SPORT

To promote developmentthrough mass participationprogrammes in schools

2nd 3rd 4th

MeasurableObjective

No. of clusters


ReportingPeriod


Annually

2010/11 1st

No. of schools involved Annually

Total no. of learnersinvolved in the programme

Monthly

No. of female participants,incl. in total

Monthly


Monthly

No. of contract based jobscreated

Annually

No. of SSMPP volunteerstrained

Quarterly

No. of educators trained Quarterly

36

645

80,000

30,000

500

681

220

-

-

-

55,000

25,000

400

-

-

648

-

-

45,000

15,000

200

-

-

-

-

-

70,000

25,000

100

-

-

-

36

645

250,000

95,000

1,200

681

220

648

62



5.4.4.2 SUB-SUB PROGRAMME: COMMUNITY MASS PARTICIPATION PROGRAMME (CMPP)

To promote developmentthrough mass participationprogrammes incommunities through thecreation of activity hubs

2nd 3rd 4th

MeasurableObjective

No. of festivals


ReportingPeriod


Annually

2010/11 1st

No. of municipalitiesempowered to runprogrammes

Annually

No. of participants Monthly

No. of hubs in theprogramme

Monthly

No. of contract based jobscreated

Monthly

No. of volunteers trained

-

61

250,000

106

1,060

-

53

-

250,000

-

-

-

53

-

150,000

-

-

-

-

-

150,000

-

-

-

106

61

800,000

106

1,060

-

5.4.4.3 SUB-SUB PROGRAMME: LEGACY

To mobilise communitiesaround the 2010 FIFAWorld Cup

2nd 3rd 4th

MeasurableObjective

No. of mass mobilisationevents hosted


ReportingPeriod


Quarterly

2010/11 1st

To create access forcommunities to the 2010FIFA World Cup

No. of public viewing areascreated

Quarterly

To establish U15 footballleagues in identified prioritywards

No. of clubs participating Annually

To establish and supportacademies, offices andtraining/developmentcentres for disadvantagedsport federations

No. of football academiesestablished

Annually

No. of Virtual Officesestablished fordisadvantaged sportfederations

Quarterly

No. of training anddevelopment centresestablished to supportidentified athletes

Quarterly

8

-

-

-

1

1

2

10

-

-

-

-

-

2

100

-

-

-

-

-

-

1

-

-

10

12

100

1

1

1

63




2nd 3rd 4th

MeasurableObjective


ReportingPeriod


2010/11 1st

To promote clubdevelopment

No. of clubs supported viagoods and services

Annually

No. of jobs created(Contract)

Annually

No. of jobs created (perm) Annually

No. of area festivals hosted Monthly

No. of provincial festivalsheld

Quarterly


Annually

To facilitate the hosting ofthe Provincial SchoolsWorld Cup

No. of participants in theSchools World Cup

Annually

To increase participation bydeveloping, promoting andimplementing IndigenousGames in ruralcommunities

No. of participants Quarterly

No. of festivals presented Quarterly

No. of provincial teamssupported to NationalTournaments

Annually

To create decent jobs in theMass Sport and RecreationParticipation Programme

No. of permanent jobscreated

Quarterly

Equipment supplied toMunicipalities to sustainActivity Parks to promotehealthy living

No. of Activity Parkssupported with equipment

To establish school’sfootball leagues in districtsto promote sustainedparticipation amongstlearners

No. of school’s footballleagues established

209

20

1

-

-

-

-

600

6

-

25

2

-

-

-

-

8

-

-

-

600

6

1

-

2

11

-

-

-

12

1

400

-

-

1

-

-

2

-

-

-

-

-

-

-

1,500

-

-

-

-

2

-

209

20

1

20

1

400

1,500

1,200

12

1

25

8

11

65



5.4.5 SUB- PROGRAMME: FACILITIES

No. of municipalitiesreceiving maintenanceequipment

2nd 3rd 4th

MeasurableObjective


ReportingPeriod


2010/11 1st

Building new infrastructurefor sport and recreation

No. of new sport facilitiesconstructed withmunicipalities asimplementing agents

Quarterly

No. of new sport facilitiesconstructed with DSR asimplementing agent

Quarterly

No. of sports fields repairedand renovated

Quarterly

Resourcing rural/poorschools and municipal areas

No. of new combinationcourts

Quarterly

No. of Municipalities/Federations receivinggym/playing equipment

Quarterly

Provide support forutilisation and maintenanceof facility

Quarterly

No. of municipalitiesreceiving maintenancesupport grants

Bi-Annually

No. of “Kick-about” fieldsprovided and equipmentsupplied

Quarterly

No. of jobs created(contract)

Creating job opportunities Quarterly

66

To upgrade and renovateexisting facilities for sportand recreation

No. of upgraded and/orrehabilitated sport andrecreation facilities

Bi-Annually

-

-

-

-

-

-

-

-

-

-

-

-

-

3

2

-

-

2

20

-

3

1

3

5

2

6

6

5

110

2

5

3

4

3

-

6

5

4

40

2

8

4

7

11

4

12

11

11

170

4



5.5 RECONCILING PERFORMANCE TARGETS WITH THE BUDGET AND MTEF

1. Management


2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13


Audited Outcomes

2. Recreation

3. Sport

4. World Cup 2010 and Major Projects

5. Mass Sport and Recreation Participation Programme

6. Facilities

Total

20,288

8,669

21,243

15,000

37,276

23,327

125,803

38,694

5,032

21,512

15,673

56,855

33,711

171,477

56,108

7,150

14,600

22,054

85,148

35,713

220,773

58,970

8,750

16,100

44,046

90,256

36,000

254,122

62,349

9,407

17,819

85,542

95,671

37,656

308,444

65,642

9,877

18,310

89,815

100,455

39,539

323,638

9,960

7,521

21,404

15,473

21,300

10,539

86,197

Economic classification


2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13


Audited Outcomes

Current payments

Compensation of employees

Good and services

Other

Transfer and subsidies to

Provinces and municipalities

Departmental agencies and accounts

Non-profit institutions

Households

Payments for capital assets

Buildings and other fixed structures


Software and other intangible assets

Total

92,448

29,294

63,154

-

27,004

21,975

-

4,879

150

6,351

6,000

351

-

125,803

126,556

40,222

86,334

-

31,508

22,995

-

8,392

121

13,413

12,607

550

256

171,477

175,207

64,471

110,736

-

27,712

20,357

-

7,200

155

17,854

17,204

600

50

220,773

209,273

76,911

132,362

-

23,610

17,610

-

6,000

-

21,239

19,889

850

500

254,122

261,323

85,757

175,566

-

24,944

18,344

-

6,600

-

22,177

20,804

850

523

308,444

275,443

94,737

180,706

-

25,694

19,094

-

6,600

-

22,501

21,104

850

547

323,638

66,037

21,769

44,268

-

19,030

14,434

-

4,229

367

1,130

800

330

-

86,197

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The increase in the budget allowed for Sport and Recreation is due to additional funds being allocated for the promotionand development of sport and recreation. All salary expenditure for Sport, Recreation, World Cup 2010, Facilities andManagement has been shifted to Sport and Recreation and thus there is a corresponding decrease in the budget allocationfor the respective programmes. Community Sport budget has increased in 2009/2010 for the additional funding for thedevelopment of sport and high performance programmes. The substantial increase in the budget for the 2010 World Cupis due to the allocation of R28,146 from the Office of the Premier for major projects.

The salaries for 13 permanent members of staff with the Mass Participation Programme will be paid from the conditionalgrant from 2010/2011. In addition the increase in the monthly stipends of volunteers has meant that there is a reciprocalreduction/cut in the number of area and provincial festivals held in the SSMPP and CMPP for 2010/2011 and the outeryears. Legacy, the 3rd element of the grant was introduced in 2008/2009 and the purpose of the grant is to create a legacyfor the Mass Participation Programme and sport development.

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6. ASSET MANAGEMENT PLAN

6.1 ASSETS UTILISED BY THE DEPARTMENT

The fluctuations over the 5 year period for machinery and equipment relates to the fact that the department uses azero based budgeting approach to estimate its capital requirement, which in turn is influenced by new staff appointments,new district offices and the replacement of assets, which are obsolete, damaged or stolen.

The department has implemented the HARDCAT system for the management of assets. The system is currently utilisedfor maintaining the fixed asset register. The asset management policy and processes is currently in the process of beingreviewed and updated.


Actual

2010/11R’000

2011/12R’000

2012/13R’000

2007/08R’000

2008/09R’000

2009/10R’000

Actual AdjustedBudget

MTEF MTEF MTEF

Software

Total payments for capital assets

5,635

513

6,148

4,451

521

4,972

2,719

873

3,592

4,101

968

5,069

4,264

1,014

5,278

3,958

925

4,883

6.2 ASSETS TRANSFERRED TO COMMUNITIES

The provision of sport and recreation facilities is a core function of the Department of Sport and Recreation. Fundingfor this function has been allocated at 3 levels. The first is in the form of transfer payments. Transfer payments are madeto district and local municipalities who are the implementing agents. Agreements are entered into between the municipalityand the department setting out the conditions of the transfer payments. The type of facilities built includes athletic tracks,swimming pools, basic sport facilities etc. Transfer payments are based on milestones as set out in the agreement.

On completion of the facility, the facility is handed over to the municipality for use by the community. The maintenanceof the facility is the responsibility of the municipality. Therefore the selection of where the facility is constructed isdependent on the IDP’s (Integrated Development Plan) as the municipality must include the costs of maintenance in thebudget. To assist the municipality to kick start the maintenance, a portion of the transfer payment is allocated for thepurchase of maintenance equipment. The assets are not recorded on the department’s fixed asset register as it has nofurther control over the asset once it is handed over.

The second level for infrastructure development is the allocation of funding against the item purchase capital assetsfor the construction of the facilities. This allocation is utilised to build smaller facilities e.g. Combination courts, Futsalcourts and the department is responsible for the procurement of the goods and services and for managing the entireconstruction process. These facilities are handed over to the schools and communities once the facility is completed.The assets are not recorded on the department’s fixed asset register as it has no further control over the asset once it ishanded over.

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PART C: ASSET MANAGEMENT PLAN, CAPITAL INVESTMENT,MEDIUM TERM REVENUES AND CO-OPERATIVE GOVERNANCE



The third level for infrastructure development is for the repairs to existing sport and recreation facilities were consideredessential due to the poor condition of certain facilities resulting from lack of on-going repairs and maintenance. Thedepartment makes an allocation for the upgrade and rehabilitation of sports facilities.

The table below summarises the funding for the categories of infrastructure spending as mentioned above.

New projects

Actual

2010/11R’000

2011/12R’000

2012/13R’000

2007/08R’000

2008/09R’000

2009/10R’000

Actual AdjustedBudget

MTEF MTEF MTEF

Sport Facilities, undertaken by municipalities through transfer payments

Smaller facilities, undertaken directly by theDepartment

Total new projects

Repairs, maintenance and Rehabilitation

Upgrading of existing facilities

Total repairs and maintenance

Total infrastructure

22,995

12,607

35,602

1,116

1,116

36,718

20,357

17,204

37,561

3,420

3,420

40,981

21,975

6,000

27,975

1,146

1,146

29,121

18,344

20,804

39,148

2,929

2,929

43,727

19,094

21,104

40,198

3,160

3,160

45,008

17,610

19,889

37,499

2,800

2,800

40,299

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PART C: ASSET MANAGEMENT PLAN, CAPITAL INVESTMENT, MEDIUM TERM REVENUES AND CO-OPERATIVE GOVERNANCE

7. MEDIUM-TERM REVENUES

7.1 SUMMARY OF REVENUE

The department receives a provincial allocation in the form of an equitable share, and a conditional grant for MassSport and Recreation Participation Programme, both of which have increased significantly from 2007/2008 to 2011/2012.The increase in the provincial allocation is for the funding of high performance programmes, setting up of district offices,construction of facilities, personnel and hosting of major sporting events.

With regard to the Mass Sport and Recreation Participation Programme, the substantial increase over the period isdue to the inclusion of funding for 3 elements of the grant viz. Community Mass Participation, Mass School Sport andLegacy.

The table below summarises the revenue received by the Department.

Actual

2010/11R’000

2011/12R’000

2012/13R’000

2007/08R’000

2008/09R’000

2009/10R’000

Actual Budget MTEF MTEF MTEF

Provincial Allocation

By Sub-Programme

Conditional grants

Total Revenue

155,757

59,735

215,492

181,039

85,148

266,187

125,501

37,276

162,777

269,299

95,671

364,970

282,909

100,455

383,364

216,851

90,256

307,107

7.2 DEPARTMENTAL REVENUE COLLECTION

The department does not anticipate collecting any material departmental receipts. The sources of revenue collectionare parking fees, commission on insurance deductions and the sale of bid documents. The table below shows the projectedrevenue.

Actual

2010/11R’000

2011/12R’000

2012/13R’000

2007/08R’000

2008/09R’000

2009/10R’000

Actual Budget MTEF MTEF MTEF

Non tax receipts

By Sub-Programme

Total Revenue

129

129

41

41

87

87

55

55

60

60

50

50

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7.3 CONDITIONAL GRANTS

The department receives a conditional grant from the National Department of Sport and Recreation for the MassParticipation Programme. This consists of School Sport Mass Participation, Community Mass Participation and Legacy.

“Getting the Nation to Play” is the key objective of the conditional grant by taking sport and recreation to the masses inpreviously disadvantaged communities and schools.

Volunteers are appointed as hub-coordinators, activity coordinators, cluster co-ordinators and school sport assistants.The codes of sports introduced to the schools and communities were Indigenous Games, Jukskei, Basketball, Gymnastics,Swimming, Aerobics, Dancesport, Handball, Athletics, Rugby, Volleyball, Soccer, Netball and Cricket. Basic equipment isprovided to the schools and the communities which is utilised to run the programmes on a day to day basis.

A third element of the grant, Legacy, was introduced in 2007/2008 financial year to further develop the abovementioned codes of sport by introducing the Club Development Programme. This will ensure a formal structure is in placefor individuals who have participated in the Mass Participation Programme to develop their skills in the relevant sportscodes by receiving appropriate coaching and taking part in league matches. The clubs are affiliated to the sports federationsand this process assists with the identification of high performance athletes. The legacy will be created through clubdevelopment, hosting of the Provincial CMPP, Provincial MSP and Provincial Development Games, creating offices fordisadvantaged sport federations, establishing a Training and Development Centre and promoting the sports goods industrythrough the support for cooperatives.

8 . CO-OPERATIVE GOVERNANCE

8.1 INTERDEPARTMENTAL LINKAGES

All departments have as their primary stakeholder, the citizens of KwaZulu-Natal and South Africa as a whole.Collectively departments will better deliver on mandates set by government if they work together. To deliver effectiveprogrammes the department enters into formal partnerships with NGO’s and other government departments. Attachedis a list of government departments that can assist with the effective delivery of sport and recreation to meet governmentmandates and priorities.

Department of Education:• This relationship will be critical for the implementation of the Mass School Sport, for competitive school sport at a

National Level and various programmes within the Social Sector Cabinet Cluster.

Department of Health:• To get people active through sport and recreation and promoting a healthy lifestyle. Co-ordination with Healthy

Lifestyles and Health promotion programmes and various programmes within the Social Sector Cabinet Cluster. Thiswill see a reduction of illnesses and medical costs.

Department of Works:• To provide guidance on the norms and standards for the construction and renovation of sport facilities and various

programmes within the Social and Economic Sector Cabinet Cluster.

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Department of Transport:• To provide appropriate roads in rural areas to make sport accessible to all and various programmes within the Social

Sector Cabinet Cluster.

Department of Community, Safety & Liaison:• To promote moral regeneration programmes.

Department of Social Welfare:• To ensure that programmes are available to street kids, senior citizens, unemployed to ensure they are occupied,

engaged in positive and healthy lifestyles.• Various programmes within the Social Sector Cabinet Cluster.

Department of Correctional Services:• To ensure that human capacity development programmes and recreational events are provided to officials and especially

the inmates of correctional services institutions.

Office of the Premier:• To implement cabinet directives, coordinate the objectives and activities for funding received for the World Cup 2010

and programmes within the various Cabinet Clusters.

Department of Local Government and Traditional Affairs:• To co-ordinate the objectives and activities for funding received for the World Cup 2010 and various programmes

within the Social Sector Cabinet Cluster.• To become an active partner in the hosting of the SALGA KWANALOGA Games

Sport and Recreation South Africa:• Programme Implementation Agency Agreements for receipt of the conditional grants to implement the Mass Participation

Programmes in schools and communities and directives from MINMEC and Tech MINMEC.

8.2 LOCAL GOVERNMENT LINKAGES

The department works closely with the district and local municipalities as the implementing agents for the provisionof sporting facilities. The maintenance of the facilities resides with the municipality. There must be the same level ofcommitment from both the department and the Municipality to ensure the facility is optimally utilised, operational andappropriately maintained.

Sport and Recreation must be delivered at grass roots level; therefore the department will work closely with the localmunicipalities to implement a number of the sport and recreation programmes. An example of this partnership lies in thedepartment’s Community Mass Participation Programme which is coordinated in the wards of the different local anddistrict municipalities. The department is dependent on the municipalities to assist with the provision of facilities, recruitmentof volunteers, identification of service providers and storing of appropriate equipment. The department is a willing partnerin the presentation of the SALGA KWANALOGA Games to disadvantaged youth from the local municipalities.

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8.3 PUBLIC ENTITIES

No public entities report to the executive authority for Sport and Recreation

8.4 PUBLIC, PRIVATE PARTNERSHIPS, OUTSOURCING, ETC

The department has not entered into any public private partnerships.

ANALYSIS OF PROGRAMME CHANGES

National Treasury has accepted the following changes to the Programme Budget Structure of the department andthese changes will be implemented from the 2010/2011 financial year.

Administration

2009/10 Structure 2010/11 Structure

Programme Sub-Programme Programme Sub-Programme

Office of the MEC Administration Head of Department

Head of Department Corporate Services

Financial Management

Corporate Services

Sport Co-ordination Junior Sport Sport and Recreation Management

Community Sport Sport

Sport Management

World Cup 2010 and Major Projects Recreation

Mass Sport and Recreation Participation Programme Facilities

Facilities Mass School Sport

Community Mass Participation

Legacy

World Cup 2010

Recreation

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75 DEPARTMENT OF SPORT AND RECREATION

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76ANNUAL PERFORMANCE PLAN APRIL 2010 - MARCH 2011

HEAD OFFICE:135 Pietermaritz Street, Pietermaritzburg, 3200Private Bag X9141, Pietermaritzburg, 3200Tel.: 033 897 9400, Fax: 033 342 4982/6

www.kzndsr.gov.za

HEAD OFFICE:135 Pietermaritz Street, Pietermaritzburg, 3200Private Bag X9141, Pietermaritzburg, 3200Tel.: 033 897 9400, Fax: 033 342 4982/6

www.kzndsr.gov.za

HEAD OFFICE:135 Pietermaritz Street, Pietermaritzburg, 3200

Private Bag X9141, Pietermaritzburg, 3200Tel.: 033 897 9400, Fax: 033 342 4982/6

www.kzndsr.gov.za

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