Portfolio Committee 2015
Safety and Security SETA
Strategic Plan and Annual Performance
Plan
Portfolio Committee on Higher Education
29 April 2015
SASSETA - your partner in skills development
CONTENTS
• Overview
• Budget Programmes (as current)
– Administration
– Skills Implementation and Monitoring
– Skills Planning, Research and Reporting
• Financial Information
• Report of the Administrator
OVERVIEW
• 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
BUDGET - REVENUE
ADJUSTED
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
5 167
9 581
5 730
7 479
6 246
7 623
6 745
8 233
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
Other: Firearm Certification income
70 292
76 412
590
82 217
619
88 794
669
Interest and penalties
Interest income
GENERAL FUND (ADMIN)
REVENUE AVAILABLE FOR ADMINISTRATION
562
BUDGET - EXPENDITURE
ADJUSTED
BUDGET
Medium-Term Expenditure Estimates
2014/2015
PROJECTED EXPENDITURE
Payroll Cost
QCTO
Other Operations Expenditure
CEO
HR and Finance & Admin
Skills Development
2015/2016
78 502
-
82 768
-
2017/2018
87
266
-
47 287
42 854
45 853
49 522
614
1 190
1 250
1 350
52 993
34 458
35 665
36 394
12 093
8 302
16 361
1 353
8 592
16 934
1 401
8 768
17 281
1 429
298
537
4 347
304
548
4 436
100 824
-
26 630
1 971
2016/2017
ETQA
Learnerships
Chambers
756
6 118
288
519
4 200
Marketing
4 709
3 233
3 346
3 414
295
203
210
214
-
-
-
219 243
241 822
269 173
292 830
42 674
176 569
40 464
201 358
42 488
226 685
45 887
246 943
320 324
351 941
380 096
Skills Administartion
419
Grant Disbursements
Mandatory Grants
Discretionary
Total Expenditure
320 067
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
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
6
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
Baseline
2015/16
Target
Strategic Objective
Performance Indicator
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
7
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
Strategic Objective
Performance Indicator
Baseline
2015/16
Target
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
8
Programme 2: Skills Implementation (Cont…)
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
Strategic Objective
7.6.2 Implementation of the training
targets and Service Level Agreement
with DHET
Performance Indicator
Baseline
2015/16
Target
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
No of TVETs graduate placements
400
1781
2300
WIL Universities
98
180
No of learners completing WIL Universities
0
312
9
Programme 2: Skills Implementation (Cont…)
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
Strategic Objective
7.6.3 Provide support to Trade Unions,
NGOs, CBOs, NLPE and SMME
Performance Indicator
Baseline
2015/16
Target
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
10
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.
Strategic Objective
Baseline
2015/16 Target
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 Kwa11
Zulu Natal
7.1.1 Corporate
Governance framework
to the institution in place
Performance Indicator
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.
Strategic Objective
Performance Indicator
Baseline
2015/16 Target
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
12
Programme 4.2: Office of the Chief Operating Officer
Programme Purpose: To co-ordinate strategic planning implementation within
SASSETA
Strategic Objective
Performance Indicator
Baseline
2015/16 Target
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
13
Programme 4.2: Office of the Chief Operating Officer
Programme Purpose: To co-ordinate strategic planning implementation within
SASSETA
Strategic Objective
Performance Indicator
Baseline
2015/16 Target
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
14
Programme 4.2: Office of the Chief Operating Officer
Programme Purpose: To co-ordinate strategic planning implementation within
SASSETA
Strategic Objective
Baseline
2015/16 Target
Organisational structure that
supports the SASSETA
mandate
New
Implementation of the
amended structure
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
Performance Indicator
15
Programme 4.3: Finance
Programme Purpose: Design and implement financial controls that ensure good
financial governance and financial viability of SASSETA
Strategic Objective
Performance Indicator
Baseline
2015/16 Target
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
16
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.
Strategic Objective
Performance Indicator
Baseline
2015/16 Target
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
17
SASSETA PLACED UNDER ADMINISTRATION
•
•
•
•
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
KEY CHALLENGES & PROBLEMS FACING SASSETA
•
•
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
ADDRESSING THE PROBLEMS
• 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.
ADDRESSING THE PROBLEMS
• 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.
CONCLUSION
• 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
Portfolio Committee 2015
Questions
SASSETA 2015/16
Annual Performance Plan
Thank you
SASSETA - your partner in skills development