MS SHANITHA SUMAYYA KHAN

• An executive manager responsible for the strategic direction, management, and performance of the Branch: Recreation Development and Sport Promotion. The DDG plays a crucial role in aligning departmental goals with the overall strategic objectives of the government. The first incumbent to hold this post in a new Department of Sport, Arts, and Culture in 2020.
• Responsibilities.
• Strategic Leadership.
• Directed national strategy for sport and recreation; championed cohesive policy implementation across national and provincial government spheres.
• Developed and implemented strategic plans, and implemented the strategic direction in line with the overall departmental goals and government priorities.
• Provided strategic advice to the Minister, Deputy Minister, Director-General, and other senior management on various issues related to the sport and recreation sector.
• Provided leadership and guidance to the staff within the branch to ensure a culture of high performance, professionalism, and accountability.
• Ensured compliance with relevant legislation, regulations, and policies.
• Resource and Performance Management:
• Finance.
• Administered a large budget with strict adherence to legislative frameworks, corporate governance, and performance monitoring protocols.
• Managed a conditional grant allocated to all provinces.
• Human Resource Planning and Management: Managed human resources, including recruitment, capacity development, performance management, consequence management, and employee wellness for a team of approximately 120 employees.
• Governance and Compliance Oversight:
• Monitored federation compliance with transformation scorecards and service-level agreements.
• Supported high-level oversight of governance and reporting structures, such as the Eminent Persons Group, Risk and Audit Committee, Auditor-General, and Parliament.
• Sports Development and High Performance.
• Spearheaded inclusive participation initiatives with provinces, NGOs, school sports, community sports programs, and nationwide promotional campaigns to foster active citizenry.
• Managed elite athlete pathways via sports confederations, academies, scientific support systems, and annual national recognition platforms.
• Managed the strategic committees unit dealing with the Eminent Persons Group on Transformation, responsible for the finalization of the EPG Transformation Report on an annual basis.
• Infrastructure and Equipment Provision:
• Oversaw the rollout of multi-purpose sports courts in schools, and the distribution of standardized equipment to underserved communities, aligned with development norms. Consultation with stakeholders for the provision of infrastructure through MIG funding and support to municipalities in the construction of sort infrastructure.
• Research and Global Engagement:
• Advanced data-driven planning through sport information systems and sector research, and sustained partnerships with the UN, AU, and international bodies.
• Major Events Management:
• Led South Africa's hosting strategy, execution, and impact evaluation of international sporting events, including socio-economic assessments.
• Representing the Department:
• Represented the department at various forums, including intergovernmental meetings.
• Multi-lateral organizations, stakeholder engagements, benchmarking exercises, observer programs, and international sports organizations, e.g., Commonwealth, African Union Sports Council.
• Part of the team managing the challenges with broadcast rights of sports content by the public broadcaster, I facilitated stakeholder meetings.
• Intra-departmental collaborations:
• Marketing and Communication.
• Developing communication and marketing plans for the branch activities and campaigns.
• Information Technology.
• Providing direction to the IT unit to deliver electronic systems for player registration, collection of information, and planning and reporting templates.
• Started the process of developing a comprehensive Sports Information Management System (SIMS) for use by the sporting sector.
• Legal Services.
• Worked with Legal Services and the Stat Law advisor to attend to litigation matters, draft regulations, and amendments to legislation.

Reason for leaving: Reached compulsory retirement age.

• Developed high-performing teams by providing mentorship, guidance, and opportunities for professional growth.
• Cultivated a positive work environment that fostered employee engagement, increased retention rates, and boosted overall team morale.
• Improved project efficiency with strategic planning, resource allocation, and time management practices.
• Enhanced team collaboration through regular communication, goal setting, and performance evaluations.
• Leading the process of two departments merging and involved in the national micro organization of government in 2019/2020.
• Responsible for the strategic planning, operational planning, and merging of organizational structures, budgets, and placement of personnel in the new structure.

• Managing change in leadership with a new executive authority being appointed.
• Leading the department after the untimely passing of the Director-General, it was the first time in government that an accounting officer had died in office. I had to lead trailblazing efforts to ensure a dignified send-off.
• Implemented innovative solutions to solve complex problems, resulting in increased productivity and streamlined operations.
• Managed budgets effectively to ensure optimal use of resources while maintaining financial stability.
• Established a culture of continuous improvement by fostering open communication channels and empowering employees to voice their ideas.
• Facilitated cross-functional collaboration for improved decision-making processes within the organization.
• Leading on the logistics of a Committee of Enquiry into Cricket SA.
• Developed high-performing teams by providing mentorship, guidance, and opportunities for professional growth.
• Improved project efficiency with strategic planning, resource allocation, and time management practices.
• Proactively identified potential risks and implemented mitigation strategies to minimize negative impacts on projects or business operations.
• Evaluated employee performance objectively using established metrics, leading to fair compensation adjustments based on meritocracy principles.
• Spearheaded successful product launches that resulted in increased brand visibility
• Strengthened internal controls by reviewing existing policies and procedures, ensuring compliance with regulatory requirements.
• Navigated the company through periods of significant change, maintaining focus on long-term strategic goals.
• Managed a budget of approximately R800 million, with about R500 million being devolved to provinces. This entitled finalizing a grant framework with clearly set out performance indicators and targets.

• First incumbent to hold this post in the organization.
• Managing and overseeing the daily operations of the department, ensuring the smooth and efficient functioning of all departments, with a workforce of approximately 200 employees.
• Most responsibilities were similar to those above.
• Other responsibilities.

Developed and implemented business processes, standard operating procedures, and performance metrics, monitoring key performance indicators (KPIs), and taking corrective actions to improve efficiency and productivity.

Compliance with all relevant South African laws, regulations, and industry standards, and managing operational risks.

Overseeing the allocation and utilization of resources, including human capital, financial resources, and technology, to optimize operational performance.

Building and maintaining strong relationships with key stakeholders, including employees, the sport sector, cluster departments, suppliers, and partners.

Providing leadership, guidance, and support to the operational teams, and the various cross-cutting task teams, to foster a positive and productive work environment, and investing in employee development.

Developed and managed operational budgets and expenses within their financial guidelines.

Providing regular reports to the Director-General and Executive Authorities on operational performance, key challenges, and opportunities for improvement.

Facilitated the preparation of documents for the Cabinet, portfolio committee, and various meetings, both internally and externally.

Streamlined operations by implementing process improvements and optimizing resource allocation.

Ensured compliance with industry regulations, maintaining strong relationships with regulatory bodies and implementing necessary updates to internal policies.

And cross-departmental collaboration.

Made decisions with broad and positive impact on security management operations.

Formulated analysis assessments to make informed decisions on proposed projects.

Led the organization by developing a professional and ethical culture focused on ethical leadership, performance excellence, and recognition of excellence.

Reason for Leaving: Closure of the department and merger of two departments. Appointed as the Deputy Director-General of Recreation Development and Sport Promotion in April 2020, until retirement in May 2024.

• The Head of Department (HOD) is a senior manager and accounting officer responsible for leading, managing, and developing the department and its staff to achieve high standards of service delivery and operational efficiency. The HOD is also accountable for the effective and efficient use of resources, implementing policies, and ensuring compliance with relevant legislation. This was a newly created and first standalone provincial Department of Sport and Recreation in the country. This was the highest-ranking administrative post in Provincial Government.
• Responsibilities
• Provided strategic direction and leadership to the department, guiding its overall performance, and ensuring alignment with provincial goals.
• Finalized the first organizational structure of the Department.
• Facilitated the excision of staff from the former department.
• Finalized the recruitment process of senior personnel.
• Performance management, staff development, recruitment, and ensuring a productive and motivated workforce.
• Formulated and implemented new policies in a new department.
• Financial Accountability: Managed the department's budget, assets, and other resources, ensuring they are used effectively and efficiently.
• Compliance with relevant legislation, regulations, and policies, including those related to finance, procurement, and human resources.
• Stakeholder engagement involves various stakeholders, including other government departments, community organizations, and the public, to promote the department's work and address concerns.
• Facilitated enterprise risk management in identifying and managing risks within the department.
• A member of the Provincial Combined Audit and Risk Committee will present the Audit and Risk reports to the Oversight Committee.
• The department achieved a clean audit after year 3 of existence. It was the only department to have received such an outcome in the province.
• New programs were introduced that have become a sustained and growing legacy, namely, the Rural Horse-Riding Festival and the Youth Run.

• A director in the public service is a senior manager responsible for the implementation of government policies and programs of sport.
• Key Responsibilities.
• Strategic Management and Planning.
• Policy Development and Implementation.
• Oversight and Governance.
• Financial Management.
• Human Resources and Performance Management.
• Stakeholder Engagement.
• Risk Management and Compliance.
• Implemented innovative solutions to solve complex problems, resulting in increased productivity and streamlined operations.
• Secured key partnerships that contributed to the company's overall growth strategy.
• Spearheaded successful program launches that resulted in increased brand visibility.
• Transformed organizational culture to embrace continuous improvement, leading by example and mentoring teams.

• Responsible for arts, culture, youth, and sport programming across the Durban region. First incumbent to hold this post.
• Key Responsibilities
• Strategic Management and Planning
• Policy Development and Implementation
• Oversight and Governance
• Financial Management
• Human Resources and Performance Management.
• Stakeholder Engagement
• Risk Management and Compliance
• Collaborated with cross-functional teams to develop new products and services, meeting customer demands while driving revenue growth.
• Championed organizational culture change initiatives that fostered collaboration, innovation, and continuous improvement across all levels of the organization.
• Monitored staff performance by actively engaging in and observing day-to-day activities.
• Visited sites periodically to view service levels and adherence to global service standards.
• Submitted nominations for the Premier's service excellence awards and received awards

Reason for leaving Post: Excision - Moved to a newly created Department for Sport and Recreation in 2004

• Guided sport and policy and delivered services and support to sports organisations and Community

• Physical education teacher and multisport coach at both primary and high school levels.
• Implemented classroom management techniques that fostered a positive and inclusive learning environment for all students.
• Built relationships and communicated with parents to provide best learning environment for children.
• Chose materials and developed lesson plans to enhance skills for individual students.
• Established strong relationships with parents through regular communication, fostering a supportive network for student success.
• Served on various school committees focused on improving policies or procedures related to academics, safety, or equity issues – driving positive change at an institutional level.
• Mentored new educators in best practices for teaching, leading to increased confidence and effectiveness within the school community.
• Engaged in continuous professional development to stay current with educational research and pedagogical strategies.
• Adapted teaching methods and materials to meet evolving standards and benchmarks of education system.
• Fostered culture of curiosity and exploration, encouraging students to pursue independent research projects.
• Created engaging and informative lesson plans to cover required curriculum standards.
• Participated in department meetings to provide input to colleagues about student achievement and improvement.