1. Presentation to Parliamentary Portfolio Committee on Sport: May 2017

2. Annual performance plan Issues that shape the development of the plan
Introduction
SAIDS delegation
Presentation today
Annual performance plan
Issues that shape the development of the plan
Budget and performance targets
Introduction: Graham Abrahams (board members), Onke Ngwane (Financial Manager)
CEO will cover the issues that shape development of the 2016 organizational plan

3. Primary Sources of Funding
National Treasury through the Sport and Recreation SA
R22,9 million (20117/18)
R21.8 million (2016/17)
National Lottery
Carried over grants – R 2.7 million
New funding – R 5 million
!2% increase

4. Factors Influencing Annual Performance Plan
Lab issues – suspension of accreditation of SADoCoL (Bloem) & Doha Lab in Qatar
Alternate Labs – Doha, Gent, Salt Lake City
More efficient and “smarter” testing in sport
Blood profile tests (Athlete Biological Passport)
More testing focus on where the doping risks exists
Strengthening investigations through partnerships with law enforcement and regulatory bodies (Medicine/Pharmacy)
National and global compliance
PFMA
World Anti-Doping Code
As we know the universities have been facing significant funding crisis. The SA Doping Control Lab which is WADA accredited is based at the U of FS and the university is the primary funder of the lab. The lab instittuted a temporary six month closure to address funding and upgrade challenges they faced. SAIDS is committed to ensure that South Africa retains the only accredited doping control lab on the African continent.

5. Factors Influencing Annual Performance Plan
Anti Doping Education
Education plan for the next 3 years presented and endorsed at Education subcommittee meeting 23 March 2017, also presented to the board at board meeting on 07 April 2017
Improved Anti doping presentations through specified content, formats (interactive, multi – lingual, etc)
Recruitment and training of Education Officers
Better integration with schools through curriculum
Lottery funding R 1.25 million
Network and collaborations: Federations, Dept of Basic Education, Schools Testing Protocol

6. Factors Influencing Annual Performance Plan
Collaboration with Themba Interactive Project – EDU Drama format in schools
SASMA conference 2017: Anti doping education seminar for sport and health professionals
Greater outreach activities in non urban areas including the language of communication i.e. English, Afrikaans, Xhosa, Zulu
Social media

7. Key performance areas Doping control
Targets streamlined by due to the following:
Lab issues experienced: SADoCoL (Bloem) and Qatar suspensions
Alternate labs: Qatar, Gent, Salt Lake City in conjuction with SADoCoL (blood testing)
Increasing courier costs to send samples overseas
More efficient and smarter testing (ABP profile)
Collaboration with NHRA (National Horse Racing Authority) for Investigations and Intelligence
The focus still remains the same – high risk sports

8. Education, Research and Outreach
Key performance areas
Education, Research and Outreach
Targets increased/adjusted due to the following:
Actual results exceeding the target for 2016/17
Increase in demand for outreach across the different age groups
Diversified audience in terms of geography and language
Increased networking by the Education unit in order to reach a wider audience

9. Key performance areas Finance Prior year audit outcome:
Unqualified with findings on Procurement and supply chain management, and compliance
Irregular expenditure as a result of the above identified during the 2015/16 audit.
Further irregular expenditure as a result of overspend on the budget
Compliance findings related to the collection of outstanding debtors
Irregular expenditure has since been tabled to the board for condonement and the board approved the condonement

10. Key performance areas Finance Current year:
System in place to deter the recurrence of Irregular expenditure i.e. ensure stricter compliance with PFMA and treasury guidelines
Procurement goes through at least 2 levels of authority i.e. departmental manager as well as the finance manager for sign off, with the CEO having final sign off
Outstanding debtors followed monthly through the issue of statements as well as follow up via and telephone
Performance objective is to strive towards a “clean audit”