Safety and Security SETA Strategic Plan and Annual Performance Plan Portfolio Committee on Higher...

Safety and Security SETA Safety and Security SETA

Strategic Plan and Annual Performance Strategic Plan and Annual Performance PlanPlan

Portfolio Committee on Higher EducationPortfolio Committee on Higher Education

29 April 201529 April 2015

Portfolio Committee 2015

SASSETA - your partner in skills development

• Overview• Budget Programmes (as current)

– Administration– Skills Implementation and Monitoring– Skills Planning, Research and Reporting

• Financial Information• Report of the Administrator

CONTENTS

• The Strategic Plan and APP were reviewed during the mid-year

• Review informed by the Departmental SLA• The review had considered organisational structure• SASSETA had introduced several new functions that

needed to be aligned to the structure– Chief Operations Officer– Strategic Human Support– Governance, Risk and Compliance– Information Security Officer

• The budget was also revised to align to the APP to ensure that the targets in the APP are financially support

OVERVIEW

BUDGET - REVENUEADJUSTED

BUDGET Medium-Term Expenditure Estimates

2014/2015 2015/2016 2016/2017 2017/2018

REVENUE

TOTAL REVENUE 305 067 320 324 351 941 380 096

Discretionary Income 142 157 149 841 169 643 183 215

Mandatory Grant levy 47 338 47 605 49 986 53 985

General Fund (Admin) 100 824 109 669 118 443 127 918

Interest and penalties 5 167 5 730 6 246 6 745 Interest income 9 581 7 479 7 623 8 233

GENERAL FUND (ADMIN)

REVENUE AVAILABLE FOR ADMINISTRATION 100 824 109 669 118 443 127 918

Levy Income from Employers - 10.5% 29 970 32 667 35 607 38 455

Contribution from Government Departments 70 292 76 412 82 217 88 794 Other: Firearm Certification income 562 590 619 669

BUDGET - EXPENDITUREADJUSTED

BUDGET Medium-Term Expenditure Estimates

2014/2015 2015/2016 2016/2017 2017/2018

PROJECTED EXPENDITURE 100 824 78 502 82 768 87

266 - - - -

Payroll Cost 47 287 42 854 45 853 49 522

QCTO 614 1 190 1 250 1 350

Other Operations Expenditure 52 993 34 458 35 665 36 394

CEO 12 093 8 302 8 592 8 768

HR and Finance & Admin 26 630 16 361 16 934 17 281 Skills Development 1 971 1 353 1 401 1 429

ETQA 419 288 298 304

Learnerships 756 519 537 548 Chambers 6 118 4 200 4 347 4 436

Marketing 4 709 3 233 3 346 3 414

Skills Administartion 295 203 210 214

- - - -

Grant Disbursements 219 243 241 822 269 173 292 830

Mandatory Grants 42 674 40 464 42 488 45 887 Discretionary 176 569 201 358 226 685 246 943

Total Expenditure 320 067 320 324 351 941 380 096

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Strategic Objective Performance Indicator Baseline 2015/16 Target

7.5.1 : Establish a credible institutional mechanism for continuous skills planning

SSP approved by DHET and other relevant stakeholders

SSP, compiled, submitted and approved

SSP approved by DHET and other relevant stakeholders by set date

7.5.2 Establish partnerships with Universities for labour market research and commissioned research by 2019/2020

Number of commissioned research commenced

0 3 research impact analysis for NSDSII and NSDSIII interventions

Programme 1: Skills Planning, Research, Monitoring and Evaluation

Programme Purpose : To develop a credible institutional mechanism for skills planning to provide reliable information on supply and demand for skills in the Safety and Security Sector

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7.5.3 Built capacity within 5 government departments for skills planning and submission of WSPs/ATRs by 2019/2020

No. HRD units capacitated in sector skills plan and submission of WSPs/ATRs

5 7 of HRD units capacitated in sector skills plan and submission of WSPs/ATRs

7.5.4 Monitor and evaluate all discretionary grants projects by 2019/2020

Quarterly reports generated for all projects

4 Quarterly reports generated for all projects

Programme 2: Skills Planning, Research, Monitoring and evaluation

Programme Purpose : To develop a credible institutional mechanism for skills planning to provide reliable information on supply and demand for skills in the Safety and Security Sector

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7.6.1 Develop training partnerships agreements with Universities and TVETS

No. of universities approved to offer SASSETA learning programmes

0 1

No, of TVETs approved to offer SASSETA learning programmes

0 4

7.6.2 Implementation of the training targets and Service Level Agreement with DHET

No. of employed learners entering learnerships

1474 1800

No, of employed learners entering bursaries

161 350

No, of employed learners entering skills programme

5287 5000

Programme 2: Skills Implementation

Programme Purpose : Facilitation of the delivery of quality Learning Programmes, specifically targeting the scarce and critical skills within the sector. Identification of skills development provision challenges and addressed to ensure improved access to quality and relevant education and training in the sector including rural areas

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7.6.2 Implementation of the training targets and Service Level Agreement with DHET

No of unemployed learners entering learnerships

1849 3200

No of unemployed learners entering bursaries

357 380

No of unemployed learners entering skills programmes

1763 1600

No of artisans entered 470 500

No of AET programmes entered 179 300

No of unemployed entering internship/workplace

400

No of TVETs graduate placements 1781 2300

WIL Universities 98 180

No of learners completing WIL Universities

0 312

Programme 2: Skills Implementation (Cont…)


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7.6.3 Provide support to Trade Unions, NGOs, CBOs, NLPE and SMME

No of trade unions 2 5

No of NGOs 5 5

No of CBOs 3 5

No of NLPEs 5 5

No of Co-operatives supported 5 2

7.6.4 Establish partnership with QCTO No of qualifications registered with QCTO 0 2

7.6.5 Implement flagship programmes No of learners registered with flagship programmes

390 e

Programme 2: Skills Implementation (Cont…)


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7.1.1 Corporate Governance framework to the institution in place

Percentage of performance targets achieved of SASSETA quarterly monitoring report

81% 80% achievement of targets

No. of governance meetings facilitated in line with the Constitution

New All Governance meetings scheduled and held in line with the constitution

7.1.2 Develop and implement Sector Skills Plan and Strategic Plan of the Seta by 2019/2020

Percentage of stakeholders who have endorsed the SSP

New 80% stakeholder satisfaction

Strategic Plan aligned to the SSP and approved by DHET

New Approved MTEF strategic plan by DHET

7.1.3 Establish SASSETA footprint at Provincial level to improve delivery of services by 2020

No. of provincial offices or office presence established

1 3 Provincial (SASSETA regional) offices established at Kwa-Zulu Natal

Programme 4.1: Office of the Chief Executive Officer

Programme Purpose: To provide strategic direction and leadership to SASSETA with regard to implementation of strategic priorities in the Sector Skills Plan and Strategic Plan and the Annual Performance Plan.

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7.1.4 Corporate Governance framework to the institution in place

Increased sustainable environment for service delivery partners through capacity-building partnerships, collaboration and agency agreements

New 2 collaboration agreements with SETAs (Health and Welfare and MICT)

7.1.5 Establish partnerships with universities and TVETS

No. of MOUs signed with universities

2 5 MOUs signed with universities

No. of MOUs signed with TVETS 4 6 MOUs signed with TVETS

Programme 4.1: Office of the Chief Executive Officer

Programme Purpose: To provide strategic direction and leadership to SASSETA with regard to implementation of strategic priorities in the Sector Skills Plan and Strategic Plan and the Annual Performance Plan.

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7.2.1. Improves Strategic and Annual Performance Plans and reports as per National Treasury prescripts and reports.

No. of organizational performance monitoring and reports

New 4 Quarterly reports written

Increased implementation of internal audit quality assurance and improvement programme

New Corrective action plans on AG findings and implementation monitored and reported quarterly

7.2.2 Compliance with National Treasury Budgeting and Planning Framework related time-lines

Strategic business plan and Annual Performance plan approved by target date

New Plans presented to DHET 0n 15 Nov. 2014 for approval

Programme 4.2: Office of the Chief Operating Officer

Programme Purpose: To co-ordinate strategic planning implementation within SASSETA

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7.2.3 Transparent Contract management system established

Establish the contract framework on contract management within SASSETA

New Develop a contract management policy

7.2.4 Establish effective stakeholder management system

Develop a stakeholder policy New Establish stakeholder engagement forum

7.2.5 Establish Governance system within SASSETA

Develop a tool to monitor governance for management

New Report on the performance of management on governance



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Develop a tool to monitor governance for Board functionality

0 Report on the performance of Board on Governance

7.2.6 Ensure compliance to legal frame-work

Compliance with legal requirements in line with National Treasury compliance framework

New Review and implementation of the SASSETA compliance framework.

7.2.7 Develop Risk Management strategy that addresses the control environment of SASSETA by 2018/19

Reduced risk incidents at SASSETA

Risk register developed Develop a Risk Strategy and Fraud Prevention Plan

7.2.8 Develop, implement and review Organisational Structure

Organisational structure that supports the SASSETA mandate

New Implementation of the amended structure


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7.3.1 Increased transparency, good governance with effective management of resources

SASSETA Audit performance outcome

Unqualified audit Maintenance of unqualified audit

% performance compliance with the Supply Chain requirements

New Establish the Supply Chain Management system framework

7.3.2 Establish and maintain appropriate asset management and Supply Chain Management systems

Develop the facility management framework

New Establish the facility management framework

7.3.3 Effective collection of contributions levies from government department annually

On time controlled levy collections

New Advance quarterly contributions

Programme 4.3: Finance

Programme Purpose: Design and implement financial controls that ensure good financial governance and financial viability of SASSETA

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7.4.1 Implemented and reviewed Human Capital Management Strategy in the SETA by 2019/20

Approved amended Human Resource Strategy

HR Strategy reviewed Implementation and assessment of the Reviewed Strategy

7.4.2 Increase implementation of an integrated ICT system

Information and Communication System Strategy that effectively supports the operations and services of SASSETA.

Re-engineered IT SETA System

Implementation and assessment of remuneration strategy

7.4.3 Establishment of the effective marketing and communications of SASSETA

Number of people receiving career guidance

10 304 15,000 people reached with career guidance

7.4.4 Establish the document management system

Automated system in place 0 Maintenance and upgrade

Programme 4.4: Corporate Services

Programme Purpose: To provide effective and efficient corporate human capital, integrated marketing and communication and information technology administrative support to the entity.

• On 12 February 2015, SASSETA was placed under Administration (Government Gazette No 38466 12 February 2015).

• The Minister and Director General took this decision based on the performance of SASSETA, irregularities identified, and non compliance with the Skills Development Act, 1998 (Act 97, 1998) and other relevant legislation.

• In terms of this notice Jennifer Irish- Qhobosheane was appointed as the Administrator for a period of 12 months

• The powers and duties of the administrator are to:– Take over as the Accounting Authority– Establish the necessary chambers (with approval of Minister)– Review the conditions of employment of staff– Review general governance of SASSETA– Suspend, institute disciplinary procedures or replace (where necessary) any official – Consult widely with relevant stakeholders in order to adopt a standard constitution for

SASSETA– Ensure management of SASSETA funds– Establish effective rules for the Body

SASSETA PLACED UNDER ADMINISTRATION

• Since taking office, the Administrator reviewed a number of reports on SASSETA including, the AGSA ‘s Interim Audit Findings, National GTAC Team ‘s situational analysis, the Portfolio Committee BBR and reports by DHET.

• Based on this, and the Administrators own analysis, the following key problem areas have been identified as needing to be addressed by the Administrator:

- Inadequacies in the planning and reporting processes within SASSETA (including SSP, Strategic Planning and Annual Performance Planning )

– Issues regarding the overall performance of the body and ability to report on achievements

– Problems regarding the general governance of the body– Lack of formal proper decision making processes (al well as documentation linked to this

decision making)– Problems in the Budget structure.– Mismanagement of the Discretionary Fund and serious irregularities in a number of

contracts entered into– Lack of effective contract management– Inadequacy of policy and procedures within the body and non adherence to those

policies and procedures that exist

KEY CHALLENGES & PROBLEMS FACING SASSETA

– Non compliance with the PFMA and other related National Treasury requirements

– Lack of financial controls within the body which has resulted in serious over commitment of SASSETA by more than 264% (R300 million)

– A culture of lack of accountability and impunity, as well as ethical issues– Irregularities in the appointment of staff within SASSETA– Lack data integrity, and absence of data management– Absence of Monitoring and Evaluation processes within the body– Lack of understanding of the security sector– Lack of risk management with the body– Serious backlogs in the issuing of certificates– Issues around the management of human resources– Ineffective stakeholder management – Serious security issues related to both physical security and information

security

KEY CHALLENGES & PROBLEMS FACING SASSETA

• A revision of planning processes is currently taking place and the first phase will be completed by the end of May 2015 (the SSP process may take slightly longer to complete).

• Based on the above proper performance policies and processes will also be in place by the end of May 2015.

• The Budget programme structure is also being revised, and will be completed by the end of May 2015.

• A role out plan is being developed to address decision making processes and procedures.

• The commitment register is being revised, and a number of contracts have been cancelled.

• A revised Discretionary Policy and processes for the awarding of Discretionary Funding is being developed, and will be completed by the end of April 2015.

ADDRESSING THE PROBLEMS

• Irregular expenditure processes have been established, and a number of contracts are currently under investigation.

• Reformatting of the contracting documentation and processing is underway.

• A complete overhaul of all other policies and procedures is underway • Financial controls and monitoring systems are being put in place.• A moratorium has been placed on the appointment of all non critical posts

pending an investigation into appointments & a review of the organisational design and appointment procedures.

• A Monitoring and Evaluation framework is being developed. (A plan will be developed and implemented linked to this framework).

• A review of all IT and document management processes is currently being completed.


• A turn around plan for the issuing of certificates has been developed and is being implemented.

• A effective risk plan for SASSETA is being developed.• Engagements have been held with a variety of stakeholders.• Procedures have also been put in place to ensure that learner and student

concerns are properly addressed. • A security assessment , including both the physical and information

security, is being conducted.• The chamber establishment is being reviewed.


• Given the current situation within SASSETA, an administration team has been appointed to assist the Administrators. This team includes;– A financial expert– A legal person– A technical expert on corporate affairs– A SETA expert

• In addition, a National Treasury GTAC team has agreed to provide assistance to the Administrator on the following areas:– SCM policies and procedures– Planning and monitoring– Performance – IT expertise

CONCLUSION

• It needs to be noted that during the first six weeks of the Administrators appointment, the bulk of the Administrators time was taken up dealing with crisis management due to the complete absence and collapse of processes within the body

CONCLUSION

Questions

SASSETA 2015/16Annual Performance Plan

Thank you

SASSETA - your partner in skills development

Portfolio Committee 2015

Safety and Security SETA Strategic Plan and Annual Performance Plan Portfolio Committee on Higher...

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