127363 Gauteng Sports 2020.indb

GAUTENG DEPARTMENT OF SPORT, ARTS, CULTUREAND RECREATION: VOTE 12

2.3 Organisational Environment In this ¿ nancial year, changes in political administration after the May 2019 general elections heralded changes in political service delivery mandates and priorities. The department developed a ¿ ve-year Strategic Plan aimed at aligning the new priorities of the department to the Growing Gauteng Together 2030 Roadmap and constitutional imperatives. The new priorities necessitated a review of the organisational structure to align capacity to strategic areas of service delivery. Several executive managers left the department which created a vacuum and the department had to embark on a recruitment process to ¿ ll strategic executive positions. Political oversight is provided by the Of ¿ ce of the MEC whilst administration oversight is provided by the Accounting Of ¿ cer. The department has an Executive and Senior Management team that provided additional leadership and support to the Of ¿ ce of the Head of Department. 2.4 Key policy developments and legislative changes The policy initiatives planned for the 2019/20 ¿ nancial year to ensure alignment with and responsiveness to the Transformation, Modernisation and Reindustrialisation (TMR) strategy of the Gauteng City Region are shown in the following table.

Table 16: Departmental planned policy initiatives per programme No. Programme

Planned Policy Initiatives

1 Administration

None

Draft Gauteng Creative Industries Strategy Language Regulations LIS Regulations and Archives Regulations Public Internet Policy and Digitalisation Policy

2 Cultural Affairs

3 Library Information and Archives services

4 Sport and Recreation

Gauteng Sport and Recreation Policy

65

ANNUAL REPORT 2019/20