Hon Chairperson, hon Minister, members of the executive committees in the nine provinces, members of this august House, comrades and distinguished guests, it is an honour and privilege for me to be afforded an opportunity to stand in this House to debate Budget Vote 20 of the Department of Sport and Recreation South Africa, which was presented to the portfolio committee for consideration.
We listened with passion as the Strategic Plan 2012-16, and the Annual Performance Plan 2012-13 were presented. We noted the strategic overview offered by the Minister. It gives hope for the transformation of sport in South Africa in that it creates a platform for equal access and participation in all sporting codes, without any discrimination. To improve the quality of life of all South Africans, we draw this ultimate goal from the priorities of the department, with the core priority being transformation. This good intention of the department requires all South Africans to rally behind this noble goal, as a nation at work, if we are to be called a winning nation and a nation in diversity.
All relevant stakeholders with vested interests in sport and recreation need to redouble their efforts to make sport and recreation a priority. Keeping sight of this, we need to pay attention to the strength the department has to carry out its mandate. The Department of Sport and Recreation draws its legislative mandate from the National Sport and Recreation Amendment Act, Act 18 of 2007, which regulates the administration of sport and recreation, and the transformation of sport in South Africa.
Having viewed and listened to the strategic overview of the department, we want to share our confidence with the House that South Africa will realise the long-awaited and desired strategic outcome of being a winning nation, united in diversity.
However, as we stand here, our work is not to think ... [Inaudible.] ... as members of the ruling party, the ANC. There is room for improvement. When we look at the strategic documents, the annual report and quarterly reports ... [Inaudible.] ... 2012-16 ... [Inaudible.] ... which does not seem to be succeeding in the filling of vacancy rates. This is but one example, and it also does not give clear, measurable objectives when it comes to its annual performance plan. Being a public document, it should be easy for anyone who picks it up to see exactly what its objectives are, and to be in a position to see how they can be measured, who will be responsible and in what timeframes. We feel that we need to appeal to the Minister to look into that again.
While we appreciate the costing exercise and the new sources of funding which are presented in the strategic plan, the expenditure of those funds must be clear in the reports and be tied to the specific programmes and subprogrammes, so that we can measure our progress in relation to our broader intention of transforming society.
The commitment executed in the development of the National Sport and Recreation Plan, NSRP, the Transformation Charter and the Transformation Scorecard by delegates at the Sports Indaba in 2011, bears testimony to a nation en route to transformation.
We welcome such dedication, and we look forward to the implementation of the resolutions taken. We hope and believe that Sport and Recreation South Africa, as the custodian, will monitor this and give guidance through a well-structured system, which clearly spells out the strategic performance programmes developed in pursuance of the 2011 NSRP. Efficiency and effectiveness are key components for co-ordination. Roles, activities and timeframes should be according to the legislative mandate if we are to succeed.
We appreciate the move made by the department to make its own Swot analysis in their internal audit subcommittee. It gives hope that we are actually going to have value for public money, as we follow their strengths and opportunities. We appreciate the department's move to being proactive in making its own Swot analysis, that is, an analysis of the strengths, weaknesses, opportunities and threats of an organisation, and coming up with a risk management tool. This monitoring tool will go a long way in addressing weaknesses cited in the 2011 annual report.
We agree with the observation of the department that effective implementation of the National Sport and Recreation Plan, NSRP, requires consideration, dedication and commitment from all human resources in the department if we are to succeed.
An organogramme, with the 210 funded posts, seemed inadequate when I was considering their documents. We welcome the restructuring as cited, to be finalised during the 2012-13 financial year.
However, we have critically noted the unfilled vacant post of the chief financial officer in Boxing South Africa. I think this is an observation by all of us. The Department of Sport and Recreation has an obligation to BSA and that is why it cannot watch boxing suffering in front of it.
Equally important is the fact that, of the 35 vacancies in the department, 28 have been identified in the administration programme, and this poses a challenge. We note this simply because expenditure on the compensation of employees increased from R37,3 million in 2008-09 to R56,1 million in 2012. Specifically for this programme the expenditure is expected to grow to R131,1 million in 2014.
Governing in the 21st century requires relevant tools such as technology. Utilisation of technology to manage all our athletes in a single centre is long overdue. The national, provincial and local levels of government should consider this approach of using technology in fighting any harmful aspects which pose a danger in all sports. For example, giving false names and ages of athletes is not a good thing and it is, in fact, perennial. I thank you. [Time expired.]. [Applause.]