PRESENTATION TO PORTFOLIO COMMITTEE ON SPORT AND RECREATION SPORT INFRASTRUCTURE

CONTENT Background Challenges with MIG Motivation for a separate Grant Status Quo Sport and Recreation Facilities Framework Plan Bottlenecks in implementing the National Facilities Plan Capacity at SRSA to engage with Municipalities on basic Facilities

BACKGROUND The Building for Sport and Recreation Grant was a separate grant for building municipal sports infrastructure was introduced in 2001 Sports funding was absorbed as part of the new Municipal Infrastructure Grant (MIG) that was introduced in Sports funding is part of the P-component of the MIG for public community infrastructure In 2012, the full P-component of the MIG was ring-fenced to be used exclusively for sport infrastructure

CHALLENGES WITH MIG FUNDING Sport infrastructure is not a priority within Municipalities These grants had been performing poorly due to weak links to municipal planning Most municipalities do not have sufficient capacity and funding to properly operate and maintain facilities. Poor co-ordination between tiers of Government

MOTIVATION FOR A SEPERATE GRANT April 2013 : SRSA submitted a grant concept proposal in April 2013, which was revised and more detailed grant proposal was submitted in July 2013 August 2013,NT informed SRSA that all local infrastructure grants will be reviewed Review will be consultative and collaborative (national departments and municipalities will be invited to participate) Target is to announce the structure of a revised grant system in October 2014 (MTBPS) Implementation will be from 2015 Budget Introduction of new infrastructure grants should be considered in the context of the grants review. Outcome of Review : New sector-specific grants will not be introduced : No further consultation was held with SRSA on this matter.

STATUS QUO Throughout this consultation process, SRSA emphatically agitated for a separate Sport Sector Grant administered by SRSA and made written submissions to this effect. Despite SRSA’s inputs and arguments in favour of a separate sector grant, the consultation process concluded to the contrary. At the moment despite the fact that the review process has ended, a special dispensation has been afforded to SRSA to make its input with a view to accommodate its objectives within the now triumphant view of consolidated local grant funding.

The Sport and Recreation Facilities Framework Plan The Sport and Recreation Framework Plan provides a systematic approach aimed at instituting measures to improve the provision and management of sport and sport and recreation facilities.

Objectives of the Plan Provide appropriate, sustainable sport and recreation infrastructure to enable and advance sport and physical activities in communities across the country Ensure that South Africans, regardless of the level at which they participate, have access to quality sport and recreation facilities To ensure that all human settlements have access to sport and recreation facilities to facilitate the process of transformation in sport. To ensure that appropriate sport and recreation facilities are planned and constructed. Consider issues such of accessibility (location and access for the disabled), sustainability, safety and user friendliness Maximize utilization by improving the quality of playing fields and facilities through effective sport and recreation facilities management and maintenance. To drive and champion efforts by Government aimed at community development, social cohesion and nation building.

Bottlenecks in implementing the National Facilities No budget to construct facilities. SRSA can only provide support to municipalities SRSA is not in control of the % component of the MIG allocation, No repercussions or penalties are imposed on defaulting municipalities for non compliance with MIG Framework Municipal Spatial Planning does not make provision for sport and recreation facilities and other public amenities in an integrated manner to ensure sustainable human settlements.

Bottlenecks in implementing the Facilities Plan No dedicated sport and recreation section or departments. Lack of capacity within municipalities to manage projects efficiently Lack of innovative projects to respond to challenges of scarce resources over utilization of facilities leading to complete degeneration. under utilization of facilities leading to neglect, dilapidation, vandalism and white elephants. Use of sub-standard construction material resulting in poor quality and therefore high maintenance costs. Facilities are not disability friendly.

Absence of reliable data on sport and recreation facilities at all levels. Municipalities do not budget for maintenance of sport and recreation facilities, and this leads to deterioration and vandalism. A challenge of long term lease agreements especially where the broader community is precluded from using the facility. Usage fees that are unaffordable to the community. Bottlenecks in implementing the Facilities Plan

Review of the Facilities Plan The review of the Facilities plan will consolidate all existing documents into a comprehensive and detailed plan.( see next slide: Mind Map)

Capacity within SRSA to engage Municipalities Present Structure has a Directorate of Infrastructure Support: Skills within the directorate: Sport management Project management Civil /consulting engineering Infrastructure design MIG grant management Multi grant management Experience of working in municipalities

Capacity within SRSA to engage Municipalities Various Task teams and work streams Consolidation of document ;Review and Refining the sports facilities Plan Allocation of budget Procurement mechanism and transversal tenders Identification of sites, types and costs of facilities Creation of models for identified types of facilities Facilities Count Generic Capacity Research Monitoring and Evaluation Risk assessment Marketing and Communication

Capacity within SRSA to engage Municipalities From 2016/17 an additional R10m will be allocated to SRSA to build the capacity for intergovernmental oversight to enable them to fulfill their role in assessing and approving municipal sports projects. The organisational structure will be reviewed to cater for possibly for 2 sub-directorates which will cater for the roles of monitoring /evaluation/norms and standards and Implementation of Projects ( appointment of personnel with technical skills in architecture, engineering, quantity surveying etc)

CONCLUSION

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