STRATEGIC TRANSFORMATION DEVELOPMENT PLAN - SA Rugby
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STRATEGIC
TRANSFORMATION
DEVELOPMENT
PLAN
2030
M O V IN G FO RWA RD 2019 - 203 0 CYCL E 1 - 20 19 / 2 02 0
INDEX
STRATEGIC TRANSFORMATION DEVELOPMENT PLAN 2030
MOVING FORWARD 2019 -2030 / CYCLE 1 2019/2020
TABLE OF CONTENTS
1 Vision, mission statement and values of SA Rugby..............................................................................................................................................................7
1.1 Vision..........................................................................................................................................................................................................................................................................................7
1.2 Mission Statement...............................................................................................................................................................................................................................................7
1.3 Values........................................................................................................................................................................................................................................................................................7
2 Main Objective....................................................................................................................................................................................................................................................................................7
3 Definitions and interpretations..............................................................................................................................................................................................................................8
3.1 Access to the Game...........................................................................................................................................................................................................................................8
3.2 Annual status report.........................................................................................................................................................................................................................................8
3.3 As Is Report.....................................................................................................................................................................................................................................................................8
3.4 B-BBEE.....................................................................................................................................................................................................................................................................................8
3.5 Black African.................................................................................................................................................................................................................................................................8
3.6 Black people...................................................................................................................................................................................................................................................................8
3.7 Commercial Company....................................................................................................................................................................................................................................8
3.8 Community Development and Social Responsibility.................................................................................................................................8
3.9 Corporate Governance..................................................................................................................................................................................................................................8
3.10 Demographic Representation...........................................................................................................................................................................................................8
3.11 Dti....................................................................................................................................................................................................................................................................................................8
3.12 Eminent Persons Group (EPG)..........................................................................................................................................................................................................8
3.13 EPG National Data Sheets.......................................................................................................................................................................................................................8
3.14 EPG Provincial Data Sheets..................................................................................................................................................................................................................8
3.15 Generic Black...............................................................................................................................................................................................................................................................8
3.16 Incentive Policy.........................................................................................................................................................................................................................................................8
3.17 LTPD..............................................................................................................................................................................................................................................................................................8
3.18 LTCD.............................................................................................................................................................................................................................................................................................8
3.19 LTRD.............................................................................................................................................................................................................................................................................................8
3.20 National Transformation Barometre.....................................................................................................................................................................................8
3.21 National Transformation Performance Agreement......................................................................................................................................9
3.22 Non-racial...........................................................................................................................................................................................................................................................................9
3.23 Performance...................................................................................................................................................................................................................................................................9
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STRATEGIC TRANSFORMATION DEVELOPMENT PLAN 2030 3
3.24 Province.................................................................................................................................................................................................................................................................................9
3.25 Provincial Union.......................................................................................................................................................................................................................................................9
3.26 Provincial Transformation Performance Agreement.................................................................................................................................9
3.27 Provincial Transformation Barometre................................................................................................................................................................................9
3.28 Provincial Strategic Transformation Plan (PSTP)...........................................................................................................................................9
3.29 SARU Audit.......................................................................................................................................................................................................................................................................9
3.30 SA Rugby e-filing system.........................................................................................................................................................................................................................9
3.31 SA Rugby Footprint system..................................................................................................................................................................................................................9
3.32 SASCOC..................................................................................................................................................................................................................................................................................9
3.33 Skills and Capacity Development...............................................................................................................................................................................................9
3.34 SRSA............................................................................................................................................................................................................................................................................................9
3.35 Strategic Transformation Development Plan (STDP) 2030...........................................................................................................9
3.36 Strategic Transformation Plan (STP)...................................................................................................................................................................................9
3.37 Transformation Charter..............................................................................................................................................................................................................................9
4 Background...............................................................................................................................................................................................................................................................................................10
5 Assessment - Strategic Transformation Plan (2015 – 2019).............................................................................................................................12
5.1 SA Rugby`s EPG Barometre outcome 2015 - 2018.....................................................................................................................................14
5.2 Springboks versus EPG Targets.....................................................................................................................................................................................................14
5.3 National Teams versus EPG Targets.......................................................................................................................................................................................15
5.4 SA Rugby Domestic teams versus EPG Targets..................................................................................................................................................16
6 National and Provincial Map (2018 / 2019) versus the Transformation Charter targets..................................18
7 Risk Areas identified through the assessment............................................................................................................................................................................20
8 2018 Barometre Commentary and Observations....................................................................................................................................................................23
8.1 Black African Representation on senior and underage level.......................................................................................................23
8.1.1. Other team targets............................................................................................................................................................................... 23
8.2 Coaches and Referees...................................................................................................................................................................................................................................24
8.3 Medical and scientific specialist support.....................................................................................................................................................................25
8.4 Women and Women`s Rugby..............................................................................................................................................................................................................26
8.5 Areas that require greater attention....................................................................................................................................................................................26
8.6 Administration............................................................................................................................................................................................................................................................27
8.6.1 Board..................................................................................................................................................................................................................... 27
8.6.2 Rugby’s full-time staff..................................................................................................................................................................... 27
8.7 Schools....................................................................................................................................................................................................................................................................................28
8.8 Clubs............................................................................................................................................................................................................................................................................................30
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4 SOUTH AFRICAN RUGBY UNION
9 Conclusion of the assessment..................................................................................................................................................................................................................................31
10 Strategic Transformation Development Plan 2030 (STDP 2030)..............................................................................................................32
10.1 Monitoring and Evaluation......................................................................................................................................................................................................................35
10.2 Key focus areas for the Strategic Transformation Development Plan 2030...................................................35
10.3 Strategic objectives of the Strategic Transformation Development Plan 2030.......................................36
10.4 Key Performance Indicators and desired outcomes of the Strategic Transformation
Development..................................................................................................................................................................................................................................................................37
10.4.1 Dimension 1: Access to the Game. ..................................................................................................................................... 37
10.4.2 Dimension 2: Skills and Capacity Development................................................................................................. 39
10.4.3 Dimension 3: Demographic Representation........................................................................................................... 42
10.4.4 Dimension 4: Performance.......................................................................................................................................................... 48
10.4.5 Dimension 5: Community Development and Social Responsibility............................................. 50
10.4.6 Dimension 6: Corporate Governance.............................................................................................................................. 51
11 Black Economic Empowerment...............................................................................................................................................................................................................................53
11.1 Transformation Committee..................................................................................................................................................................................................................53
11.2 South African Rugby Union Employment Equity and Skills Development Committee......................54
11.3 SA Rugby B-BBEE Steering Committee...........................................................................................................................................................................54
11.3.1 Management Control.......................................................................................................................................................................... 54
11.3.2 Skills Development............................................................................................................................................................................... 54
11.3.3 Enterprise and Supplier Development........................................................................................................................... 54
11.3.4 Socio-Economic Development................................................................................................................................................. 54
12 Preferential Procurement Performance..................................................................................................................................................................................................55
13 Expected outcomes and “ideal future” for SA Rugby.......................................................................................................................................................56
14 Incentive Policy.................................................................................................................................................................................................................................................................................58
15 Annexures to the Strategic Transformation Development Plan 2030.................................................................................................58
15.1 Annexure A Provincial Transformation Performance Agreement........................................................................................58
15.2 Annexure B Provincial Transformation Barometre.......................................................................................................................................58
15.3 Annexure C Provincial Strategic transformation plan (PSTP)...................................................................................................58
15.4 Annexure D EPG Provincial Data Sheets.........................................................................................................................................................................58
15.5 Annexure E As Is Report.............................................................................................................................................................................................................................58
15.6 Annexure F Incentive Policy...............................................................................................................................................................................................................58
15.7 Annexure G National Transformation Performance Agreement.............................................................................................58
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STRATEGIC TRANSFORMATION DEVELOPMENT PLAN 2030 5
6 SOUTH AFRICAN RUGBY UNION
INDEX
1
VISION,
MISSION
STATEMENT
AND VALUES
OF SA RUGBY
1.1. Vision
To be the leading Rugby Nation, inspiring all South Africans.
1.2. Mission Statement
To be the leading rugby nation by providing: well governed,
world class innovative sporting entertainment and sustainable
high performance systems, processes and people.
1.3. Values
›› Excellence
›› Inclusivity
2
›› Innovation
›› Ethical
›› Collaboration
MAIN OBJECTIVE
SA Rugby’s main objective as stipulated in the Constitution is the promotion,
development and support of all levels of rugby in the Republic.
STRATEGIC TRANSFORMATION DEVELOPMENT PLAN 2030 7
INDEX
3
DEFINITIONS AND
INTERPRETATIONS
3.1 Access to the Game and national level on and off the field of play is
To ensure rugby is accessible to all who wish to non-racial and equitable.
participate, including women, disabled persons 3.11 Dti
and people in rural areas. Department of Trade and Industry (the dti).
3.2 Annual status report 3.12 Eminent Persons Group (EPG)
Means a transformation report to be populated by Means the Eminent Persons Group on Transfor-
SARU for the Transformation Committee and Exco. mation (“the EPG”), that was established with a
3.3 As Is Report view to drive, monitor, evaluate, advise and make
Means a report that was populated for each recommendations to the Minister of Sport and
Provincial Union indicating their achievement in Recreation on the interventions and remedial steps
relation to the period 2015 – 2018 (Annexure E). to be taken, implemented and executed in order to
3.4 B-BBEE achieve the targeted transformation goals in sport;
Means the Broad-Based Black Economic Empower- 3.13 EPG National Data Sheets
ment (B-BBEE) Amendment Act of 2014, which seeks Means datasheets to be populated once a year
to promote the achievement of the right to equality, by SA Rugby and submitted to the EPG Secretary
increase broad-based and effective participation of and Sport and Recreation South Africa (SRSA)
black people in the economy and promote equal op- 3.14 EPG Provincial Data Sheets
portunity and equal access to these individuals. Means datasheets to be populated once a year by
3.5 Black African each Provincial Union and sent to SA Rugby who
Means Black African South African citizens. will audit before submitting it to the EPG Secretary
3.6 Black people and Sport and Recreation South Africa (SRSA)
All references to black people is based on the (Annexure D).
generic term used to refer to African (A), Indian (I), 3.15 Generic Black
and Coloured (C) South African citizens. Means African (A), Indian (I), and Coloured (C)
3.7 Commercial Company South African citizens.
Will have the meaning of a commercial company 3.16 Incentive Policy
as ascribed in the SARU Constitution Means a policy devised to either incentivise or
3.8 Community Development and Social disincentivise provinces for their performance
Responsibility measured against provincial and/or national trans-
To create effective interventions in order to in- formation targets (Annexure F)
crease participation through community develop- 3.17 LTPD
ment and social responsibility initiatives. Means long term player development.
3.9 Corporate Governance 3.18 LTCD
To establish effective rugby administrative struc- Means long term coach development.
tures in order to comply with good corporate 3.19 LTRD
governance. Means long term referee development.
3.10 Demographic Representation 3.20 National Transformation Barometre
To ensure the demographic profile at provincial Means an annual report on selected transforma-
8 SOUTH AFRICAN RUGBY UNION
INDEX
tion categories to be populated by SA Rugby Means an audit performed on behalf of SARU at
once a year from 2019 to 2030 containing a duly Provinces during February/March of each year cover-
completed 12 year rolling projection; and consists ing the following pillars: governance, administration,
of a Selected Transformation Charter Dimension finance, commercial, age grade and game develop-
Forecast and Actual Performance: 2019-2030. ment, training and education, domestic competitions,
3.21 National Transformation Performance women’s rugby, performance and BEE status.
Agreement 3.30 SA Rugby e-filing system
Means the National Performance Agreement con- Means a real-time dashboard designed to monitor
taining the self-determined targets of SA Rugby, and evaluate the progress of transformation and
projecting to an agreed outcome at the conclusion development relating to the 6 (six) key focus areas
of the 2030 season. Targets will be designed to of the Strategic Transformation Plan;
advance at two-yearly intervals to align with rugby 3.31 SA Rugby Footprint system
contracting custom and practice. (Annexure G) Means a system which is a data management
3.22 Non-racial and rugby administration software system that
Means work relentlessly towards the eradication of facilitates the input, collection and analysis of data
all forms of racism in South African rugby ensuring and information.
there is no discrimination on the basis of race. 3.32 SASCOC
3.23 Performance Means the South African Sports Confederation
Improved performances and increased participa- and Olympic Committee, which is the national
tion of professional Black players at Provincial and coordinating macro body for the promotion and
International level, on and off the field through an development of high performance recognized by
effective High Performance system. the Minister of Sport and Recreation in terms of
3.24 Province section 2(1) of the Act.
Means the union as described in the SARU consti- 3.33 Skills and Capacity Development
tution and the Commercial Company conducting To create development pathways for players,
the commercial activities of, and is responsible for, coaches, referees and administrators to improve
professional rugby of the union. productivity and performance levels
3.25 Provincial Union 3.34 SRSA
Will have the meaning of a union as ascribed in the Means the national Department of Sport and
SARU Constitution. Recreation in the Republic of South Africa, known
3.26 Provincial Transformation Performance as Sport and Recreation South Africa, which is the
Agreement custodian of sport in the Republic and striving to
Means the Provincial Performance Agreement con- create an active and winning nation.
taining the self-determined targets of the Provinces, 3.35 Strategic Transformation Development Plan
starting at their level of achievement at the end of (STDP) 2030
2018 and will project to an agreed outcome at the The Strategic Transformation Development Plan
conclusion of the 2030 season. Targets will be de- 2030 (STDP2030) is a catch-up strategy and there-
signed to advance at two-yearly intervals to align with fore an extension of the strategic transformation plan
rugby contracting custom and practice. (Annexure A). (STP) after an as is analysis, proper review, audit and
3.27 Provincial Transformation Barometre gap analysis has been conducted to make sure SA
Means an annual report on selected transforma- Rugby met set requirements going forward. Targets
tion categories to be populated by Provinces from will be designed to advance at two-yearly intervals to
2019 to 2030 containing a duly completed 12 align with rugby contracting custom and practice.
year rolling projection; and consists of a Selected 3.36 Strategic transformation plan (STP)
Transformation Charter Dimension Forecast and Means a sustainable implementation plan for
Actual Performance: 2019-2030 (Annexure B). transformation in South African rugby for the pe-
3.28 Provincial Strategic transformation plan (PSTP) riod 2015 – 2019.
Means a sustainable implementation plan for 3.37 Transformation Charter
transformation in the Province for the period 2019 Means the Charter signed, endorsed and ap-
– 2030 (Annexure C). proved by all National Federations which has a
3.29 SARU Audit bearing on the transformation of sport.
STRATEGIC TRANSFORMATION DEVELOPMENT PLAN 2030 9
INDEX
4
BACKGROUND
T
HE SA Rugby constitution places the movement was triggered In South Africa when Nelson
responsibility on administrators to adopt Mandela was released from prison in 1992. SA Rugby
and enact measures that will foster, and the provinces have been engaged in a process to
promote, regulate and encourage the reflect that transformation in the sport and visibly make
playing of rugby and provide facilities for rugby in South rugby the game of all South Africans, mainly through
Africa for all persons, irrespective of race, colour, creed or active development programmes throughout the country.
gender, and to eliminate any discrimination and inequality Progress has been made since the implementation of
amongst players and officials. the Strategic Transformation Plan 2015 – 2019 but self-
SA Rugby`s constitution ancillary objects include, but determined targets were not achieved in many instances.
are not limited to pursuing policies and programmes, However, there has been a demonstration of a shared
at national and all other levels, aimed at redressing commitment to change the face of rugby to reflect the
imbalances of the past and creating a genuinely non- demographics of South Africa.
racial, non-political and democratic dispensation for Sport’s Transformation Charter acts as a beacon guiding
rugby in South Africa. the sport system to bring about systematic change in
The Transformation Charter for South African sport key strategic areas (dimensions) namely participation
was adopted at a National Sport and Recreation Indaba, opportunity; development of skills and capabilities;
which was held in November 2011 (17 years after the first representative demographic profiles on and off the field
democratic elections were held in 1994). of play; improving and optimising performance quality;
The Charter is based on the non-racial, non-sexist and governance and economic empowerment as part of sport’s
democratic principles as enshrined in the Constitution; social contribution.
the legal framework of the National Sport and Recreation The sustainability of rugby and the ability to compete
Act of 1998; the White Paper on Sport and Recreation of at provincial and international level depends on rugby’s
2013; the Department of Sport and Recreation of South willingness and ability to progressively transform the
Africa’s Strategic Plan and the long-term imperatives of sport.
the National Development Plan. The Strategic Transformation Development Plan
SA Rugby is one of the cornerstones of a South 2030 has been informed by the assessment and will be
African society in which sport is a powerful nation- underwritten by a memorandum of agreement with each
building tool. A major and irreversible transformation province and an incentive policy.
10 SOUTH AFRICAN RUGBY UNIONINDEX
Siya Kolisi became the first
black Springbok captain in
the first Test against England
at Loftus Versfeld in 2018.
STRATEGIC TRANSFORMATION DEVELOPMENT PLAN 2030 11INDEX
5
ASSESSMENT -
STRATEGIC
TRANSFORMATION
PLAN (2015 – 2019)
T
he Memorandum of agreement ment system, which was supplemented by
entered into between SRSA, the Barometre process. This process sees
SA Rugby and SASCOC was a federation setting and projecting forward
signed on 14 April 2015 and its own (self-determined) targets in selected
expires on 31 August 2019. Clause 5 of the Charter dimensions based on a Memoran-
Memorandum of agreement regulates the dum of Agreement with SRSA and SASCOC.
extension of this contract. The period that The purpose of the Barometre is to bring
was covered under this agreement was 2014 about greater accountability within national
to 2018. sport federation structures to promote a
The Strategic Transformation Plan of SA more informed strategic and forward-looking
Rugby was successfully negotiated and ap- approach to transformation to bring about
proved at the General Meeting of 10 Decem- change in sport organisations.
ber 2014. The plan was drafted to conclude In terms of the MoA, failure of a federation
in December 2019. to achieve 50% or more of its self-deter-
It is important to look back at the Stra- mined targets could lead to the imposition
tegic Transformation Plan (2015 – 2019) of one or more of the following penalties:
and the Memorandum of Agreement and to suspension or withdrawal of any funding
analyse the progress and lack thereof and to from government; revoking of authority to
see how far we have come. bid for international tournament; withdrawal
While there was vast improvement in of opportunity to award national colours and
transformation in South African Rugby, a /or withdrawal of recognition as national fed-
continued effort is required to achieve the eration in terms of National Sports Act.
objectives. The Strategic Transformation Plan (2015
In 2015 the Transformation Charter pro- – 2019) was already in place and active and
cess was based on the one-size-fits-all and provided SA Rugby with a good platform to
predetermined performance target measure- set targets for the EPG Barometre.
12 SOUTH AFRICAN RUGBY UNIONINDEX
Phendulani Buthelezi captaining
the Junior Boks against New
Zealand at the 2019 World Rugby
U20 Championship.
The targets set for team demographics were as follow:
2015 2016 2017 2018 2019
30% 35% 40% 45% 50%
The performance by Provinces has been SA Rugby is required to face reality in the WHITE
uneven – with good signs of transformation last year of the current Strategic Transforma-
at executive level (Presidents and Boards) tion Plan (2015 – 2019). The reality is that the GENERIC BLACK
but less than average performance by most gap is so large that it is simply impossible
teams in terms of team demographics. There for it to be closed by most of the Provinces.
has been improved team representivity in The plan was governed without conclud-
national teams in relation to generic black ing a memorandum of agreement with the
demographics, but a failure to achieve tar- Provinces and without consequences for
gets for black African players. SA Rugby also non- compliance.
clearly has a long way to go in transforming The Barometre commentary and obser-
and training vital support functions – such as vations will provide clarity on the current
managers, coaches, referees, administrators, transformation status of SA Rugby and the
sports medics and sports scientists. provinces.
STRATEGIC TRANSFORMATION DEVELOPMENT PLAN 2030 13INDEX
SA RUGBY`S EPG BAROMETRE OUTCOME
5.1
2015 - 2018
In the status report that was announced during April 2019, rugby achieved 21 of its 35 ‘self-deter-
mined Barometre targets for 2017 / 2018 (60%) which is higher than the 50% needed to achieve a
Barometre pass. It is consistent with the 60% achieved in 2016 / 2017. The current situation for the
data sheets submitted earlier this year for 2018 / 2019 shows a marginal decline to 59% for 2018 /
2019 but the outcome is still above 50% of SA Rugby`s self- determined targets.
The diagram below shows consistency and a positive attitude in relation to the self- deter-
mined targets of SA Rugby
EPG BAROMETRE OUTCOME 2015-2018
70%
60%
50%
40%
43% 60% 60% 59%
30%
20%
10%
0%
2015 2016 2017 2018
SPRINGBOKS VERSUS EPG TARGETS
5.2 The diagram below shows consistency and an attitude and commitment towards transforma-
tion. The Springbok team, for example, averaged only 18% black player representation in
2014, prior to the commencement of the STP, but that proportion has steadily risen with the
self-determined targets over the years.
EPG TARGETS VS SPRINGBOKS 2014 - 2018
60%
50%
45%
50%
40%
40%
39%
37%
35%
40%
30%
28%
30%
18%
20%
10%
0%
0%
0%
2014 2015 2016 2017 2018 2019
EPG TARGET SPRINGBOKS ACHIEVED
14 SOUTH AFRICAN RUGBY UNIONINDEX
9 June 2019 Springbok Only a very small percentage of players will get to the pinnacle of their careers, to play for the
Capping Ceremony Springboks. Only 352 players have been selected for the Springboks in the 26 years since
unification of whom 77 are black. Remarkably twenty five percent of them (20) have been
selected in just four years since the inception of the Strategic Transformation Plan.
NATIONAL TEAMS VERSUS EPG TARGETS
5.3 National Teams Achievements have been very positive in the period 2015 – 2018 and the attitude
towards transformation by the National coaches has been commendable. Black African represen-
tation still lags but many new players have been given an opportunity at International level.
The diagram below shows the performances of all the National teams.
NATIONAL ACHIEVEMENT - ALL SA RUGBY NATIONAL TEAMS 2018
100%
86%
90%
80%
80%
80%
63%
70%
53%
60%
49%
49%
45%
45%
45%
45%
50%
39%
40%
30%
20%
10%
0%
SPRINGBOKS BLITZBOKKE SA U20 SA SCHOOLS SA WOMEN’S 15 SA WOMEN’S 7
EPG TARGET NATIONAL ACHIEVEMENT
STRATEGIC TRANSFORMATION DEVELOPMENT PLAN 2030 15INDEX
SA RUGBY DOMESTIC TEAMS VERSUS
5.4
EPG TARGETS
The achievements by local franchise and provincial teams in domestic and international com-
petitions have been disappointing. In 2018, the national average targets were only achieved in
two of eight competitions (Currie Cup First Division and the National Under-20 Competition).
GENERIC BLACK 2018 - MEN
% of Targets Achieved (MEN)
CURRIE CUP PREMIER DIV
SUPERSPORT CHALLENGE
CURRIE CUP U20 & U21
SUPER RUGBY/PRO 14
Number of Compliant
CURRIE CUP 1ST DIV
Categories (MEN)
CURRIE CUP U19
Average (MEN)
TARGET 45% 45% 45% 45% 45% 45% 45% 45% 45%
Blue Bulls 27% 32% 36% 34% 35% 0/5 O% 33%
Boland 69% 63% 77% 3/3 100% 70%
Border 98% 91% 2/2 100% 95%
Eastern Province 54% 73% 65% 38% 63% 4/5 80% 59%
Falcons 32% 34% 24% 0/3 0% 30%
Free State 31% 30% 30% 20% 34% 0/5 0% 29%
Golden Lions 27% 46% 36% 38% 35% 1/5 20% 36%
Griffons 40% 31% 43% 0/3 0% 38%
Griquas 31% 38% 38% 0/3 0% 36%
KwaZulu-Natal 31% 34% 45% 31% 30% 1/5 20% 34%
Leopards 43% 29% 25% 20% 0/4 0% 29%
Limpopo 21% 0/1 0% 21%
Pumas 16% 21% 25% 0/3 0% 21%
South Western Districts 44% 41% 64% 1/3 33% 50%
Western Province 40% 46% 48% 39% 46% 3/5 60% 44%
35% 34% 57% 43% 32% 40% 59% 42%
In the Vodacom Super Rugby Competition
in 2018 all franchises failed to reach or even
come close to the target of 45%. However
the Kings easily achieved the target in Guin-
ness PR014.
The performance in provincial women’s
rugby reflects an extremely positive picture
however.
16 SOUTH AFRICAN RUGBY UNIONINDEX
GENERIC BLACK 2018 - WOMEN
% of Targets Achieved
Number of Compliant
Categories (WOMEN)
Average (WOMEN)
WOMEN 7’S
WOMEN 15
(WOMEN)
TARGET 45% 45% 45% 45% 45%
Blue Bulls 77% 1/1 100% 77%
Boland 95% 1/1 100% 95%
Border 98% 1/1 100% 98%
Eastern Province 95% 1/1 100% 95%
Falcons
Free State 85% 1/1 100% 85%
Golden Lions 94% 1/1 100% 94%
Griffons 100% 1/1 100% 100%
Griquas 95% 1/1 100% 95%
KwaZulu-Natal 80% 1/1 100% 80%
Leopards 95% 1/1 100% 95%
Limpopo 100% 1/1 100% 100%
Pumas 95% 1/1 100% 95%
South Western Districts 100% 1/1 100% 100%
Western Province 94% 1/1 100% 94%
93% 100% 93%
The diagram below shows the national achievement of all SA Rugby competitions.
NATIONAL ACHIEVEMENT - SA RUGBY COMPETITIONS 2018
100%
93%
90%
80%
80%
70%
57%
60%
50%
45%
45%
45%
45%
45%
45%
45%
50%
43%
38%
40%
34%
31%
31%
30%
20%
10%
0%
SUPER CURRIE CUP CURRIE CUP SUPERSPORT U21 U20 U19 PROVINCIAL
RUGBY / PREMIER FIRST CHALLENGE WOMEN
PRO14
EPG TARGET NATIONAL ACHIEVEMENT
STRATEGIC TRANSFORMATION DEVELOPMENT PLAN 2030 17INDEX
6
NATIONAL AND
PROVINCIAL MAP
(2018 / 2019)
VERSUS THE
TRANSFORMATION
CHARTER TARGETS The National and Provincial Map (2018 / 2019) below reflects the 18 dimensions that form part
of the Transformation Charter. This Map measures SA Rugby and the Provinces in terms of the
percentage achievement of, one-size- fits-all Charter targets. The following targets apply for
the 18 dimensions:
›› Demographic Targets – 60% generic black
›› Women on Boards – 25% generic black
›› Preferential Procurement – 50% total procurement from BEE Entities
18 SOUTH AFRICAN RUGBY UNIONINDEX
Female Underage Representative Entities
Demographic Targets:
Male Underage Representative Entities
>60%
Female Senior Representative Entity
Male Senior Representative Entity
Women on Boards:
Number of Compliant Categories
Employment Equity (Full Time)
25%
Underage Team Managers
Underage Team Selectors
Preferential Procurement
Female Umpire/Referees
Preferential
Women Board Members
% of Targets Achieved
Senior Team Managers
Male Umpire/Referees
Senior Team Selectors
Procurement Target:
50% of Total
Female Coaches
Board Members
Union CEO/GM
Male Coaches
Procurement from
Presidents
BEE Entities
SA Rugby ✔ ✔ ✘ ✘ ✘ ✘ ✔ ✘ ✘ ✔ ✘ ✘ ✘ ✘ ✔ ✔ ✔ ✔ 8/18 44%
Blue Bulls ✘ ✘ ✘ ✘ ✘ ✘ ✔ ✔ ✘ ✔ ✘ ✘ ✔ ✘ ✔ ✘ ✘ ✔ 6/18 33%
Boland ✔ ✘ ✘ ✘ ✔ ✔ ✔ ✔ ✔ ✘ ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ 14/18 78%
Border ✘ ✘ ✘ ✔ ✘ ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✘ ✔ 12/18 67%
Eastern Province ✘ ✔ ✘ ✘ ✔ ✔ ✔ ✔ ✔ ✔ ✘ ✔ ✔ ✔ ✔ ✔ ✔ ✔ 14/18 78%
Falcons ✘ ✘ ✘ ✘ ✘ ✘ ✔ ✘ ✘ ✔ ✘ ✘ ✘ ✘ ✔ ✘ ✔ ✔ 5/18 28%
Free State ✔ ✘ ✔ ✘ ✘ ✘ ✔ ✔ ✘ ✘ ✘ ✔ ✔ ✔ ✔ ✘ ✔ ✔ 10/18 56%
Golden Lions ✔ ✘ ✘ ✘ ✘ ✘ ✔ ✔ ✘ ✔ ✘ ✘ ✘ ✔ ✔ ✘ ✘ ✔ 7/18 39%
Griffons ✔ ✔ ✘ ✘ ✘ ✘ ✔ ✔ ✘ ✘ ✘ ✔ ✔ ✔ ✔ ✔ ✔ ✔ 11/18 61%
Griquas ✘ ✘ ✘ ✘ ✘ ✘ ✔ ✔ ✘ ✘ ✘ ✘ ✘ ✘ ✔ ✔ ✘ ✔ 5/18 28%
KwaZulu-Natal ✘ ✘ ✔ ✘ ✘ ✘ ✔ ✔ ✘ ✘ ✘ ✘ ✘ ✘ ✔ ✔ ✘ ✔ 6/18 33%
Leopards ✘ ✘ ✘ ✘ ✘ ✘ ✔ ✔ ✘ ✔ ✘ ✘ ✘ ✔ ✘ ✔ ✘ ✘ 5/18 28%
Pumas ✘ ✘ ✘ ✘ ✘ ✘ ✔ ✔ ✘ ✔ ✘ ✘ ✔ ✘ ✔ ✘ ✘ ✘ 5/18 28%
South Western Districts ✔ ✔ ✘ ✘ ✘ ✔ ✔ ✔ ✔ ✔ ✘ ✔ ✔ ✔ ✔ ✔ ✘ ✔ 13/18 72%
Western Province ✔ ✔ ✔ ✘ ✘ ✘ ✔ ✔ ✘ ✘ ✔ ✘ ✔ ✔ ✔ ✔ ✘ ✔ 11/18 61%
Number of
Compliant Categories 7 5 3 0 3 3 15 13 4 9 3 6 9 9 14 10 6 13 OUT OF 15
% of Targets Achieved 47 33 20 0 20 20 100 87 27 60 20 40 60 60 93 67 40 87 %
There were not any consequences for failing to achieve Transformation Charter targets. Instead,
the sport as a whole was subjected to intensified scrutiny and increasing pressure to deliver
initiatives response to the comments, findings and recommendations captured in the annual
Transformation Status report of the independent transformation commission, the EPG.
The map shows progress when compared with the 2017 map. SA Rugby improved from 28%
to 44% and some dimensions were very close to being green as well.
STRATEGIC TRANSFORMATION DEVELOPMENT PLAN 2030 19INDEX
7
RISK AREAS
IDENTIFIED THROUGH
THE ASSESSMENT The various EPG reports, EPG Data Sheets and the Union visits early in 2019 clearly revealed
red flags and risk areas. The columns below reflect the situation in March 2019.
CONTROLLABLES /
RISKS SA RUGBY UNIONS COMMENT
UNCONTROLLABLE
Presidents 100% 53% of Union Uncontrollable 53% black Presidents in SA Rugby.
✔ Presidents The position is electable.
✔
Board Members SA Rugby is on 62%. Nearly 50% Uncontrollable SA Rugby and 7 Unions have achieved the
Target set was 65%. are on 60% Transformation Charter target of 60% and
positions are in most instances electable.
Charter target of 60% ✘ STRATEGY SOLUTION
will be negotiated Constitutional changes need to be considered
going forward to make sure:
1. The SA Rugby constitution stipulates the
✘ exact proportion of generic black and black
African, men and women on Boards.
2. The Provinces constitutions have to stipulate
the exact proportion of generic black and
black African, men and women on Boards.
CEO`s ✘ ✘ Controllable Transparent processes apply and Employment
Equity (EE) candidates will be given preference.
Women Board ✘ ✘ Uncontrollable Neither SA Rugby nor the Provinces have 25%
Members black women board members.
STRATEGY SOLUTION
Constitutional changes need to be considered
to make sure:
1. The SA Rugby constitution stipulates the exact
proportion of generic black and black African,
women on Boards.
2. The Provinces constitutions have to stipulate
the exact proportion of generic black and black
African, women on Boards.
20 SOUTH AFRICAN RUGBY UNIONINDEX
CONTROLLABLES /
RISKS SA RUGBY UNIONS COMMENT
UNCONTROLLABLE
Male Senior ✔ ✘ Controllable More considered team selections and recruit-
Representative ment on Provincial level will make a difference.
Entity Union visits revealed that the % black players
contracted is far less than white players.
BLACK AFRICAN
Team and squad selection needs to reflect
targets on Provincial and Union level
Male Underage ✔ ✘ Controllable The visits to the Unions revealed that underage
Representative players are only contracted by the bigger
Entities Unions / Franchises. The audit shows that the
% black players contracted is far less than
white players.
Female Senior ✔ ✔ Controllable Black player representation is very high but
Representative lack of budget, matches, leagues and competi-
Entities tions are the risk.
Female Underage ✔ ✔ Controllable Black player representation is very high but
Representative lack of budget, proper schools system, match-
Entities es, leagues and competitions are the risk.
Male Coaches ✘ ✘ Controllable Rugby Department`s future strategy and
budgets needs to address this matter.
Female Coaches ✘ ✘ Controllable Rugby Department`s future strategy and
budgets needs to address this matter.
Male / Referees ✘ ✘ Controllable Rugby Department`s future strategy and
budgets needs to address this matter.
Female / Referees ✘ ✘ Controllable Rugby Department`s future strategy and
budgets needs to address this matter.
Senior Team ✘ ✔ Controllable Rugby Department`s future strategy and
Selector budgets needs to address this matter.
Underage Team ✘ ✔ Controllable Rugby Department`s future strategy and
Selector budgets needs to address this matter.
Senior Team ✔ ✔ Controllable Rugby Department`s future strategy and
Managers budgets needs to address this matter.
Underage Team ✔ ✔ Controllable Rugby Department`s future strategy and
Managers budgets needs to address this matter.
STRATEGIC TRANSFORMATION DEVELOPMENT PLAN 2030 21INDEX
CONTROLLABLES /
RISKS SA RUGBY UNIONS COMMENT
UNCONTROLLABLE
Preferential ✔ ✔ Controllable Ensure Procurement Policy is enforced nation-
Procurement ally and provincially. High % business with
Black Empowered Companies / Businesses.
Employment Equity ✔ ✔ Controllable Manage the Employment Equity Plan
(Full Time)
Women`s National ✘ ✘ Controllable World Rugby and Government imperative.
& Provincial Teams Important to play and to start with Club
pipeline leagues and School leagues. A long term
strategy for Women`s rugby is imperative
to ensure improved performances from the
Women on the field of play. More international
exposure important to uplift Women`s rugby on
international level. Rugby Department will be
responsible for the strategy.
Demographic Targets: >60%
Women on Boards: 25%
Preferential Procurement Target: 50% of Total Procurement from BEE Entities
22 SOUTH AFRICAN RUGBY UNIONINDEX
8
2018 BAROMETRE
COMMENTARY AND
OBSERVATIONS School and club related data, the very foundation of rugby, received from Provinces appears to
be the least reliable of all data received.
This commentary and observations further expands the window into the current transforma-
tion status of SA Rugby, based on the analysis of data submitted by the Provinces.
The following compares and evaluates rugby’s target achievement performance in selected
Transformation Charter categories and Barometre self-determined targets.
BLACK AFRICAN REPRESENTATION ON SENIOR
8.1 AND UNDERAGE LEVEL
In the Barometre for 2018, self-determined targets for black African representation have not
been achieved in SA Rugby National teams and Provincial teams relating to senior and under-
age male representative teams. The under 18 national team achieved their targets most prob-
ably because it is governed with compulsory targets.
Effective optimisation of pipeline numbers, age group spread, demographic profiles and
programme quality are key to the rate extent of change at national representative levels,
particularly with respect to black African representation and subsequent improved long-term
sustainability.
OTHER TEAM TARGETS
8.1.1 No targets were set for generic black and
black African males in the agreement period
in key categories which include the under 16, under 17,
under 19 and under 23 male generic Black player.
Going forward this needs to be negotiated with
the EPG as it forms an integral part of the High Perfor-
mance pipeline.
The National Academy side of the Sevens System
plays an integral role in the Sevens pipeline but a
strategy that can prove beneficial is to add an SA un-
der 23 Sevens team and to negotiate targets with the
EPG for this very important team.
STRATEGIC TRANSFORMATION DEVELOPMENT PLAN 2030 23INDEX
COACHES AND REFEREES
8.2 Under performance against generic Black and black African forecasts in coach and referee
structures is a major challenge.
The way forward will be to set targets from where we are and where we want to go. It
is clear that the targets set for the period 2015 to 2019 were based on the situation at that
time. Budget restrictions definitely contributed to the lack of achievement in some areas.
CATEGORY SA SUB CATEGORY TARGET ACHIEVEMENT % ACHIEVEMENT
All Active (registered) Nationally accredited
60 37 62
Coaches and Referee Generic Black Coaches.
Generic Black
Demographic profiles All Active (registered) Nationally Accredited
60 39 65
Generic Black Referees.
All Active (registered) Nationally accredited
45 23 51
Coaches and Referee Black African Coaches.
Black African
Demographic profiles All Active (registered) Nationally Accredited
45 17 38
Black African Referees.
The demographic table below shows that of 11 933 accredited male coaches, 37% were
generic Black and 23% black African, reflecting a relatively untransformed and predomi-
nantly white structure which fails to meet rugby’s own ‘self-determined targets of 60% and
45% respectively as shown in the Barometre scorecard. Much work is required in this area
to improve accessibility.
ALL NATIONALLY ACCREDITED ACTIVE COACHES AND REFEREES - 2018 AFRICAN COLOURED INDIAN WHITE TOTAL
Number of Nationally accredited and Active Male Coaches
2504 1638 70 7721 11933
in area of jurisdiction
Number of Nationally Accredited and Active Female Coaches
325 34 7 235 601
in area of jurisdiction
Number of Nationally Accredited and Active Male Referees
219 294 4 820 1337
in area of jurisdiction
Number of Nationally Accredited and Active Female Referees
21 9 1 28 59
in area of jurisdiction
The demographic of male and female coaches and referees is out of step with the rate of
demographic change on the field of play.
The demographic representation of rugby’s 1337 accredited male referees was 39%
generic Black and 17% black African which means that neither the ‘self-determined targets
of 60% and 45% respectively was achieved as shown in the Barometre scorecard above.
There were 59 accredited female referees reported in 2018 which only accounts to 4,2% of
national accredited referees.
24 SOUTH AFRICAN RUGBY UNIONINDEX
MEDICAL AND SCIENTIFIC SPECIALIST SUPPORT
8.3 There are still challenges but ultimately there were very positive performances in the medical
and scientific specialist support categories as shown in the Barometre scorecard.
During discussions with leadership at Union level, some of them indicated that they are
not going to employ women on their male team management. Various reason were provided
such as rooming lists, male dressing rooms and the challenges of sexual harassments, rela-
tionships etc.
As shown in the Barometre scorecard 7 of the 10 ‘self -determined’ targets were
achieved. However, the target for a Sport Psychologist was not achieved as SA Rugby does
not currently employ such a specialist.
CATEGORY SA SUB CATEGORY TARGET ACHIEVEMENT % ACHIEVEMENT
Medical Practitioner Generic Black Support 45 66 147
Physiotherapist Generic Black Support 50 89 178
Accredited Technical
Support Generic Biokineticist Generic Black Support 45 60 133
Black Profiles
Sport Psychologist Generic Black Support 45 0 0
Computer Analyst Generic Black Support 45 75 167
Medical Practitioner Black African Support 20 17 85
Physiotherapist Black African Support 20 33 165
Accredited Technical
Support Black Biokineticist Black African Support 20 20 100
African Profiles
Sport Psychologist Black African Support 20 0 0
Computer Analyst Black African Support 20 75 375
The overall demographic profile of the medical and scientific structures comprises 25
(Males 20 and Females 5) practitioners reflecting a demographic profile of 32% black Afri-
can, 76% generic Black and 24% White in the categories listed.
It should be noted that some of these positions are not regarded as necessities for
national and provincial coaches but are included as non-negotiable for the EPG. A renewed
effort will be made to exclude some of these targets from the Barometre when setting and
agreeing targets.
STRATEGIC TRANSFORMATION DEVELOPMENT PLAN 2030 25You can also read
