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South African Rugby Union Presentation

South African Rugby Union Presentation. To the Portfolio Committee on Sport and Recreation Tuesday, 24 March 2015. Contents.

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South African Rugby Union Presentation

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  1. South African Rugby Union Presentation To the Portfolio Committee on Sport and Recreation Tuesday, 24 March 2015

  2. Contents • 3.1 Progress made in transformation, incl women’s rugby, participation by persons with disabilities, provincial demarcations, and future transformation objectives and transformation operational plan; • 3.2 Regulation of utilising foreign players in domestic league • 3.3 Performance plans of provincial academies • 3.4 Development programmes; • 3.5 Overview of governance and related issues; • 3.6 Annual report, including financial statements. 2

  3. 3.1 Transformation - Overview • The challenge since 1992 has been to change the historically-based racial structures within South African rugby. • We have made big advances and can point to significant achievements. • SARU has had a black president since 1998 • The Springboks’ leading try scorer of all time is black • Four of the last nine players of the year have been black • We’ve had a black Springbok coach and a black Currie Cup winning coach • Our national teams vary between 20% and 75% in terms of black representation • And in April 2014 the EPG published their report on holistic transformation which showed rugby coming out on top with the only “pass” mark awarded with a score of 71% • But it has not been enough…. 3

  4. 3.1. Transformation – This was happening 4

  5. 3.1 Transformation - Overview • In November 2012 we held a Transformation Indaba and issued a Transformation Charter signed by all Unions • We presented a draft Transformation Plan aligned to the National Sports Plan to that Indaba • We followed up with two years’ worth of workshops and “audits” of the member unions and of rugby as a whole • In August 2013 we announced demographic targets for the Vodacom Cup • We showed the draft to the Sports Minister and SASCOC and they were happy • The Plan was approved by our General Council in December but already things had begun to change 5

  6. 3.1 Transformation – A corner was turned Quotas introduced to Vodacom Cup for 2014 SARU Transformation Indaba November 2012 6

  7. 3.1 Transformation – SARU’s Strategic Transformation Plan • It’s not just about “numbers on the field” • It is multi-dimensional, effecting all areas of rugby • It is measurable and will be measured • It is time-bound • There is an annual implementation plan 7

  8. 3.1 Transformation – SARU’s Strategic Transformation Plan • And it is backed by SARU’s own tailor-made, software IP (intellectual property) • ‘Footprint’ – an athlete management system • ‘Stratus’ – performance analysis software • ‘Blueprint’ – coaching templates for South African rugby • ‘Talent ID’ – an app for scouts and selectors • ‘e-filing’ – Not SARS but a real-time dashboard for the Strategic Performance Management department to monitor against the STP 8

  9. 3.1 Transformation – SARU’s Strategic Transformation Plan • Demographic Representation - To change SARU’s demographic profile at provincial and national level on and off the field of play. • Access to the Game - To ensure rugby is accessible to all who wish to participate, including women, disabled persons and people in rural areas. • Skill and Capability Development - To create development pathways for players, coaches, referees and administrators to improve productivity and performance levels. • Performance - To deliver competitive and world-class performances on and off the field of play by focusing on quality and the application of the principle of merit. • Community Development and Social Initiatives - To create effective interventions in order to increase participation through community development and social responsibility initiatives. • Corporate Governance - To establish effective rugby administrative structures in order to comply with good corporate governance. 9

  10. 3.1 STP Snapshot (Demographic Dimension) • Increase black participation in all SARU’s amateur and professional tournaments – whether age group or open age – to 50% by 2019 • Increase black participation in all SARU’s national representative teams to 50% by 2019 • Increase black participation in all SARU’s national representative team managements and in the SARU board to 50% by 2019 • Increase black coaches and referees involved at provincial and national level. 10

  11. 3.1 Transformation - What that looks like 11

  12. 3.1 2015 Implementation Plan – Demographics 12

  13. 3.1 2015 Implementation Plan – Access 13

  14. 3.1 2015 Implementation Plan – Skills 14

  15. 3.1 2015 Implementation Plan – Performance 15

  16. 3.1 2015 Implementation Plan – Communities 16

  17. 3.1 2015 Implementation Plan – Governance 17

  18. 3.1 Transformation - Women • Target of 50% women in administrative roles at national and provincial level by 2019 • Target of 50% black women in all national and provincial women’s teams by 2019 • In January 2014, a selected group of women received contracts for the first time in the history of the game in South Africa (67% black). • A High Performance programme was initiated for women. • Various trial and international tour games were organized in the build-up to the IRB Women’s Rugby World Cup • A comprehensive conditioning and coaching programme was introduced in partnership with the Department of Sport and Recreation of the Eastern Cape and NMMU High Performance Academy • Following the IRB Women’s Rugby World Cup, a strategic decision was made to concentrate on Sevens rugby at a National Level while a comprehensive development programme would be initiated from U16 level for the Fifteens code • It was decided to align Women’s Rugby with our Men’s Sevens structures and it now runs parallel to the Men’s programme on a ‘same-standard’ approach at all levels • All contracted players are based at SAS in Stellenbosch and now have a full time coach, conditioning coach, physiotherapist / team manager 18

  19. 3.1 Transformation - Women • Springbok Women Sevens team qualified as a core team on the World Series • In Women’s XVs rugby, SARU has initiated the ‘Youth Training Centre’ programme. • SARU will establish six Youth Training Centres in selected regions as part of Phase 1 in 2015 • Each Youth Training Centre will have the following facilities available for players: Gym; Training Field; Medical Facilities; Lecture (team) rooms; Change rooms; Canteen. • Youth Training Centres will act as hubs for players in surrounding areas and deliver SARU accredited coaching programmes, conditioning programmes and medical/nutritional programmes for contracted or selected players to assist in their holistic development from age 16 through to senior rugby. • For the first time SARU will host U16 and U18 Elite Youth Weeks (Grant Khomo/Craven Week) for women’s rugby in 2015 • SARU will assist all unions with coaching and conditioning programmes for all players from U16 upwards to improve the overall standard of performance at elite tournaments such as the Youth Weeks 19

  20. 3.1 Transformation - Disabilities • Target of 2% persons with a disability employed as part of the STP • Wheelchair Rugby is an associate member of SARU and routinely attend our General Council • Supported financially with allocations of R450 000 in both 2014 and 2015 • The South African Deaf Rugby Association is in the process of applying for membership • SARU has made an allocation of R200 000 to support them in 2015 20

  21. 3.1. Transformation – Demarcation • SARU’s constitution was amended in December to recognise geopolitical boundaries • A plan to align provincial rugby union boundaries with geopolitical boundaries is being formulated for presentation to SASCOC • Rugby is played in all 52 districts 21

  22. 3.1 SARU Community Rugby Structures within municipal boundaries 14 1 4 1 3 1 6 1 1 4 6 1 5 1 3 1 1 5 1 2 2 1 1 1 1 1 1 1 1 1 1 1 1 3 1 1 1 11 1 1 1 1 1 1 1 1 3 3 4 1 6 2 3 1 Active New Inactive 2 11 20 22

  23. 3.1 Rugby Communities in Municipal Districts 23

  24. 3.1 Rugby Communities in Municipal Districts 24

  25. 3.2 Foreign Players • The terms of participation for South African franchises specify as follows: • “Foreign” is defined as non-SA passport holders (with the exception of holders of passports from other African countries) • Currently there are three (3) foreigners among the 200 players currently declared in Super Rugby squads (and one non-SA African from Kenya). 25

  26. 3.3 Provincial Academies SARU manages four regional academies, established with support from National Lottery Board, in Boland, SWD, EP and Border. There are a further 12 private or provincial rugby academies nationwide over which SARU has no jurisdiction Achievements of the Four SARU Academies in 2014 • 98 players were trained in the academies on a full-time basis • Ratio of 80% black players • All academy players studied or participated in scholarship programmes • Programmes included: Rugby, Conditioning, Academic Studies, Life Skills, Mentorship, Medical Services, Nutrition • 94% of these players participated in provincial age group rugby (under 19 and under 21 Currie Cup) • 24 played at Senior Professional level (Vodacom Cup , Currie Cup and Super Rugby) and have been contracted in various unions. • Employment was created for 41 persons as coaches, managers, medical personnel. 26

  27. 3.3 Provincial Academies SARU Academies in 2015 • The programmes at the four SARU academies are continuing, with several new recruits being selected • This Programme has expanded to involve the full time academy - as well a wider high performance component • More than 160 players will form part of these four academies, with a ratio of over 80% generic black players • The best generic black players in other academies are also being identified, supported and monitored • The aim is to deliver 60 players to the professional level • All 16 rugby academies in South Africa will be assisted with programmes and guidelines of International Standard 27

  28. 3.4 Development Programmes Governance • Union Specific administration projects – Workforce training (Human Resources) • Capacity building of CEO, senior and middle management • Capacity building – anti-doping and player welfare • Capacity building – Employment equity and preferential procurement Participation • Increase access and Participation in targeted primary schools – Get Into Rugby (GIR) programme according to the Long Term Player Development (LTPD). • Targeted Community/Township leagues • Targeted Community/ Township tournaments and competitions • International exchange programme 28

  29. 3.4 Development Programmes Training and Education • Training and accreditation – Level 1, level 2 and sevens coaches • Training and accreditation – Administrators • Training and accreditation – Level 1 and 2 referees • Long Term Coaching Development (LTCD) programme Social Community • Community awareness programmes with NGO's • Volunteer and job-creation programmes • Mass Participation Programme (MPP) with NGO's Performance • Community based junior high performance programmes. (IQHAWE) • Targeted schools – Coca-Cola Schools Excellence Programme • Elite Player Development (EPD) u16 & u18 29

  30. 3.5 Governance Drives strategy and direction; looks after bottom line; recommends appointments; Reviews performance; manages business Has global oversight; ratifies major appointments; approves budgets; determines competition structures Meets 3 x pa/2 reps x 14 unions SARU president is chairman SARU’s highest authority The business’s shareholders. The ‘board’ of SARU. 7 members elected by General Council, 2 independents, player organisation rep and CEO and CFO Independent Standing Committees Ad Hoc Committees 30

  31. 3.5 Governance - Mandates Executive Council • Seven Elected Members • Two Independent Member Appointed • One Member from Players Association • CEO and CFO • Manage and Control the Commercial Business of Rugby • Appoints two Independent member with special Skills as determined from time to time. • Manage and Control all competitions • Appointment of Sub Committee • Responsible for: • overseeing project management and the implementation of strategy; • complying with the requirements of good corporate governance; • providing strategic leadership; and • overseeing SARU’s financial affairs. General Council • The Regions with two votes each • The President with one Vote • Highest Authority within Organisation • Ratifies Policies and Constitution changes • Ratifies Competition formats and Regulations • Approval of a strategic plan; • Approval of the annual budget; • Adoption of the annual financial statements; • Approval of the remuneration of the members of the executive council and the auditor. • Appointment of an auditor; • Appointment of the chief executive officer. • Ratify the appointment of National Coach • Election of Member of Executive Council

  32. 3.5 Governance - Finance Term of Reference Members of the Committee Boet Fick – Chairman Executive Member Director General -Department of the Chief Minister – LEBOWA KGOMO Secretary – Department of Agriculture – Limpopo Chairman – Development Cooperation – Limpopo Louis Von Zeuner –( Independent Players’ Assoc. Representative) Group Executive Director of Absa Group Independent Non-Executive Director – EQSTRA LTD Director – Mastercard Independent Non-Executive Director – Telkom Monde Tabata - Independent Executive Member MD of Megapro Pty LTD Director – Peermont Global Group Mark Alexander – Executive Member Chairman – SA Rugby Travel (Pty) ltd Chairman – SANZAR Director – Morvest (Pty) Ltd • Internal monthly financial reporting • Management of revenue streams (including Commercial Properties, Sponsorships and Broadcasting Rights) • Financial Policies • Financial results, budgets, cash flow management and financial planning • Ad-hoc matters which have a financial or commercial impact • Financial Support

  33. 3.5 Governance – Audit & Risk Terms of Reference Members of the Committee MputumiDamane (Chairman) Group Chief Executive Officer - CEF Ltd. Chief Executive Officer – Nuclear Energy Corporation of SA Chairman – Strategic Fuel Fund Board Member of Petro Raymond Fenner (independent) Member - South African Institute of Chartered Accountants (SAICA) Associate Member - Institute of Risk Management, South Africa (IRMSA) Member - Institute of Risk Management, South Africa (IRMSA) Edna van Harte (Independent) Dean of the Faculty of Military Science at the University of Stellenbosch SinoxoloJodwana (Independent) Monitoring /Auditing Officer – Nedbank Investments (Pty )Ltd Internal Auditing Dipploma Pat Kuhn MD – Nortans (Pty) Ltd Director of Companies • Integrated reporting • Combined assurance • Internal audit • Risk management • External audit • Ethics and Organisational Integrity • Conflicts of Interests

  34. 3.5 Governance – HR & Remuneration Terms of Reference Members of Committee Monde Tabata - Independent Executive Member MD of Megapro Pty LTD Director – Peermont Global Group Jonathan Goldberg (Independent) CEO – Global Business Solutions Co-author – Broad-Based Black Economic Empowerment :Final codes and scorecards 2008 Co-author – Cracking Broad-Based Black Economic Empowerment – 2005 Ms. Nadia Mason (Independent) Leadership & Management Development; Executive Coach; Organisational Development Facilitation; People Development Consultant & Executive Search. 20+ years of experience in Human Capital Management, Business and Entrepreneurship Vic Christian (Independent) • To evaluate and consider specific proposals made for remuneration and other conditions of employment by the appropriate executive, non executive persons and elected members of the Executive Council. • Consider and make recommendations to the Executive Council on specific remuneration packages for other members of management put to the Committee. • Inquire into and comment on specific policies including and relating to Recruitment and Remuneration, Performance Management, Employment Equity and Transformation, Training and Development, Succession Planning and make recommendations on these issues to the Executive Council after consulting the appropriate executives and management.

  35. 3.5 Governance – National Judicial Members of the Committee Judge. Lex Mpati (Chairman) President of the Supreme Court of Appeal Acting Judge - Constitutional Court of South Africa Peter Ingwersen Commissioner Small Claims Court Advocate to High Court Director of Companies Adv. JannieLubbe Senior advocate Associate Director - KPMG Advisory Associate Director –KPMG Forensic Audit Terms of Reference • Advise on all legal or quasi-legal matters as required from time to time;  • Act as the committee to which the Executive Council in terms of clause 15.13 of the Constitution has delegated its disciplinary powers: • Has the power totake any steps as it may deem fit against any rugby body or person, as defined in the Constitution. • Prepare and recommend amendments and/ or additions to the Constitution, Regulations or Rules or prepare and recommend new regulations, rules or documents that may be required from time to time; • Interpret any of the provisions of the Constitution, Regulations or Rules of the Union; and • In general to act as mandated or required by the Executive Council, the Chief Executive Officer or the Manager: Legal from time to time

  36. 3.6 Annual Report and Financials 36

  37. 3.6 Annual Report and Financials 37

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