Compiled by Felleng Yende 1 Strategic Planning Framework VISION - - PowerPoint PPT Presentation

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Compiled by Felleng Yende 1

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VISION

• “To be a credible and effective skills development partner

ensuring the delivery of service excellence that will produce a highly-skilled world-class workforce through various skills development interventions.” MISSION

• “To establish a credible institutional mechanism that

facilitates an efficient and effective skills development process, through a range of quality services and partnerships, to contribute to the achievement of sector competitiveness, transformation and economic growth.”

Compiled by Felleng Yende 2

Strategic Planning Framework

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Targets 2014-2015

Learning Programme Targets TARGETS Workers Entering Learnerships Workers Entering Bursaries (including PG bursaries) Workers Entering Skills Programmes (including RPL programmes) Unemployed Entering Learnerships Unemployed Entering Bursaries Unemployed Entering Internships/Work Experience Unemployed Entering Skills Programmes AET Programmes Entered Artisans Entered WIL: FET Graduate Placement Entered Work Integrated Learning (Universities) Entered ** Target for completions is 50% in respect of all of the above

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Targets 2014-2015

Strategic Partnership Targets FET College Partnerships Co-operatives Supported Small Business Supported Non Governmental Organisations Non Levy Paying Entities Community Based Organisations Career Guidance Provided

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1. Context 2. Current Reality 3. Cause and Effect 4. Forward Looking Proposed Model - “business unusual” 5. Strategic Goal and Key Drivers 6. New SETA’s Expectations 7. Recommendations 8. Conclusion

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Contents

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The model reflects on: Operations business processes and performance The current organizational structure The strategic intent of the proposed model:

• To introduce organisational efficiencies through the revamping of the

core business processes

• The model examines the cause and effect of organisational performance challenges
• Aims to eliminate multiple layers which are barriers to efficiency
• Aims to unlock potential bottle-necks that exist and help us work smarter – by being

more results driven

• Aims to strengthen and decentrailze operational processes
• Waste reduction

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1. Context 2. Current Reality 3. Cause and Effect 4. Forward Looking Proposed Model - “business unusual” 5. Strategic Goal and Key Drivers 6. New SETA’s Expectations 7. Recommendations 8. Conclusion

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Contents

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• There have been challenges that the SETA has experienced since

amalgamation, for an example: Poor performance Material audit findings Poor quality of work amounting to errors committed particularly in

• perations

Staff capabilities challenge Huge customer/ stakeholder dissatisfaction

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1. Context 2. Current Reality 3. Cause and Effect 4. Forward Looking Proposed Model - “business unusual” 5. Strategic Goal and Key Drivers 6. New SETA’s Expectations 7. Recommendations 8. Conclusion

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Contents

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• Causes of the challenges:

The complex policies & tedious processes Lack of integrated MIS Organizational design Fit for individuals and not business Mediocre decision making and or judgement during the SETA amalgamation process

• Risks of not embracing the proposed model:

Consecutive audit qualifications Poor quality of work produced, entangled in errors Processes addressed around staffing Highly stressed employees Demoralised customers and stakeholders SETAs de accreditation

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1. Context 2. Current Reality 3. Cause and Effect 4. Forward Looking Proposed Model - “business unusual” 5. Strategic Goal and Key Drivers 6. New SETA’s Expectations 7. Recommendations 8. Conclusion

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Contents

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Forward Looking Proposed Model

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Strategic Partners Key Activities Value Proposition Customer Relationship Customer Segmentation

• DHET
• Universities, FETs,

UOTs

• Employers &

Employer Associations

• Labour Unions
• UIF
• W&R SETA
• Mandatory Grant
• Service Level

Agreement Disbursement

• Discretionary Grant

Disbursement

• Learning Programme

development & implementation

• Quality Assurance
• Sector Skills Planning
• Training layoff scheme
• To be a credible and

effective skills development partner ensuring the delivery

• f service excellence

that will produce a highly-skilled world- class workforce through various skills development interventions

• Executive Authority

(DHET)

• Constituent Members
• Member

companies (via SDL contribution)

• Accredited

Training providers

• Non—constituent

members:

• Community

based

• rganisations
• Learners
• Graduates
• Work-seekers
• Employers /

Employees Associations

• Employees / workers
• Labour Unions
• Learners, Graduates,

Work Seekers

• Training Providers
• Government

Departments / Agencies e.g. QCTO Costs (Expenses) Key Resources Revenue Distribution Channels

• Admin Costs (SETA

running costs)

• Discretionary grant

funding payments

• Mandatory grant

funding payments

• Staff
• SSAs & SLOs
• Board & Committee
• Partnerships
• Systems and processes
• Skills development

levy income

• Interest and penalties
• n SDL
• Investment Income
• Donor Funding
• Mandatory grants
• Discretionary grants
• Special Projects
• Sponsorships

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1. Context 2. Current Reality 3. Cause and Effect 4. Forward Looking Proposed Model - “business unusual” 5. Strategic Goal and Key Drivers 6. New SETA’s Expectations 7. Recommendations 8. Conclusion

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Contents

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High performing organization with an effective institutional capacity delivering on innovation, efficiencies, improved productivity and ameliorated financial management with an eye for cost reduction, efficient business model and credible processes

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– White Paper on Post School Education and Training – Decentralized and Centralised business processes – Efficient operations management – Competent staff and rewriting job descriptions – Elimination of waste – Reduced costs – Inculcating the culture of ownership, accountability, consequence management

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1. Context 2. Current Reality 3. Cause and Effect 4. Forward Looking Proposed Model - “business unusual” 5. Strategic Goal and Key Drivers 6. New SETA’s Expectations 7. Recommendations 8. Conclusion

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Contents

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Building an Expanded, Effective and Integrated Post School system Placements WIL Artisans Leanerships Internships etc Rural areas Youth Women People with disabilities Training and Development Promoting green skills

Cost containment with the intent to spend more money in training Relationship Management

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1. Context 2. Current Reality 3. Cause and Effect 4. Forward Looking Proposed Model - “business unusual” 5. Strategic Goal and Key Drivers 6. New Seta’s Expectations 7. Recommendations 8. Conclusion

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Contents

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Customer/ stakeholder based model SETAS key products: Training, workplace placements and payments informed by CRITICAL AND SCARCE SKILLS, SSP AND PIVOTAL PLANS

Focus on producing what is needed Lower capacity utilisation No surplus, projects accrued, production goes into inventory Problems are exposed and solved

Fewer stoppages Customer focussed

20 40 60 80 100 Speed/Time Quality Flexibility Cost Technology Behaviour Quantity

Proposed Measures of Perfomance

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Finance SCM Operations Projects and ETQA Mandatory Grant Research and Monitoring & Evaluation

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• Open Funding Window
• Fixed Funding Window
• Focused and strategic interventions (80/20

Principle)

• Bursaries

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• Focus on unsolicited projects responding to critical

and scarce skills, innovation

• Allocate special project funding to non-levy paying

institutions and colleges among others

• Set up incubation opportunities with large companies

and co-operatives

• Allocate 10-15% DG budget towards strategic and

innovation projects

• Open through out the year

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• Recommended Discretionary Grant (DG)

Funding Disbursement Processes informed by PIVOTAL requirements

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OPEN 01 APRIL 2014 DISCRETIONARY GRANTS OPEN FUNDING WINDOW MID-MAY 2014 DISCRETIONARY GRANTS FUNDING CLOSE JUNE 2014 EVALUATION /VERIFICATION / BOARD APPROVAL AUGUST - MARCH IMPLEMENTATION JUNE / JULY CONTRACTING AND INITIAL EXECUTION RISKS LACK OF STAKEHOLDER COMMUNICATION

END MARCH PUBLIC ADVERTISEMENT

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• Fixed funding window - with the call for applications

administered as follows: – 01 April call for applications, – Second week as an example 16 May (six weeks)– Close – Two weeks – regional and national evaluation, – June 30 – CEO, Finance and Projects and Board approval, – July – March contracting and execution.

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Develop APP & align SETA/Sector targets to NSDS III indicators by 30 Sept / 15 Nov Approve DG budget by 30 Sept /15 Nov Identify interventions to address critical / scarce skills by 30 Sept/ 15 Nov Advertise DG opportunities by 01 Oct/Nov Receive all DG Applications by 31 Jan Review applications received at regional level by 15 Feb Submit regional recommendations to Projects Div (HO) by 31 Feb for consideration

Submit recommendations to GEC, CEO, F&P, EXCO and Board for approval by 30 March

Approvals/ non-approvals communicated to regions, Research, M&E and Legal Regional distribution of approval/declince letters and contracting by 30April Project Implementation by beneficiaries within agreed timeframes M&E conduct desktop evaluation and site visits of Projects at agreed intervals Legal Div conduct oversight to identify and mitigate risk Processing of payments by Regions / Projects Division / Finance within 30 days of receipt of invoice Regional reporting for SQMR Consolidated quarterly reporting by Projects Div (HO) to CEO, EXCO & Board

Recommended Discretionary Grant (DG) Funding Disbursement Processes informed by PIVOTAL requirements Compiled by Felleng Yende 27

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• A call for applications opening in October/

November

• Close in 31 January
• Evaluation in February
• Approval March
• Contracting and execution in April – March.

– Consider allocations to levy paying companies under fixed funding windows

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• Bursaries be advertised in August and

September, evaluated October, approvals and contracting in November and December pending matric results for contracting or maintain NSFAS partnership.

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Advertise Bursary/Artisans/Internships

• pportunities by Aug in line with

SETA/Sector targets to NSDS III indicators by 01 August

Close Bursaries, artisans, internships applications by 30 Sept Evaluate by Oct Approvals and contracting by Nov/ Dec/Jan Project Implementation as per the agreed timeframes M&E conduct desktop evaluation and site visits of Projects at agreed intervals Legal Div conduct oversight to identify and mitigate risk Processing of payments by Regions / Projects Division / Finance within 30 days of receipt of invoice Regional reporting for SQMR Consolidated quarterly reporting by Projects Div (HO) to CEO, EXCO & Board

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• Allows for proper planning
• Professional execution of projects, with

reduced errors

• Process aligned to DHET reporting

requirements

• Reduce inappropriate reporting and

accounting challenges

• Speed and quality

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• Delivery and return on investment
• Rebuild trust amongst stakeholder on

performance issues

• Eight to twelve months execution period
• Ninety five percent( 95%) projects

commitment will be realised

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Regional Regional Manger Skills Planning Specialist ETQA Specialist Projects Specialist M&E Specialist National COO National Project Manger Regional Managers Skills Planning Manager ETQA Manager

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• Decentralised Operations and Partnerships
• The revised organogram will further be

strengthened by learnerships and Sector Skills Advisors, whose contracts will be reviewed and aligned to the SETA’s strategy.

• To ensure that the revised organogram is

successful, the role profiles have been revised to deliver specific results.

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COO

Provide Strategic leadership and champion the cause Set objectives and oversee implementation Refer ‘suspect’ projects to M&E Projects Risk Management

National Projects Manager

Manage all projects: integrated commitment register, ensure delivery on time, to budget and required standards Provide Quarterly Reports to COO Manage stakeholders Manage staff Create an integrated commitments register with reconciled figures, update commitments register with Grant accountant Provide Monthly Reports to Projects Manager Quality assure processes and mitigate risk Maintain project plan and oversee standardization Serve on DG Evaluation Committee

Projects National Coordinator

Dispatch payments to finance

Projects Administrator

Ensure filing is up to date and information captured correctly Process mail daily ADMIN - ETQA, SP and M&E

Skills Advisors / M&E Specialist Grant Accountant

Client visits, project tracking (desktop and site visits), continuous improvement reports, SQMR

Research Specialist

Liaise with other divisions and regions to promote integrated work on research

• activities. Analyze & report on WSPS.

Liaise with Projects Specialist and regions to process payments / update commitments register. Drive project implementation process from start to finish

Projects Specialist National Projects Regional Projects

Evaluate project performance Prepare payments Provide monthly reports to National Coordinator Assess, plan, execute and implement projects for the Operations Department in support of business

• bjectives in line with budget and timelines. This role will lead all complex and cross-functional projects

within the Operations Department

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HEAD OFFICE OUTCOMES BASED APPROACH

DISCRETIONARY GRANTS (DG)

80/20 Project Policy Development and Procedures Strategy Integrated national Commitment (DG)

Register

National Workshops (Pre-approval &

Approval)

Consolidation of Regional Applications National Reporting (Monthly /

Quarterly)

National site visits (national projects

• nly)

All project reporting : send to M&E

department

Consolidation / Review and verification

• f SQMR information

Management of discretionary grant

payment

Risk free processes

ETQA

Policy Development and Procedures Strategy Qualification development review Organisation Framing for Occupations Curriculum Development Consolidation of regional accreditation

recommendations

National Workshops Implementation of internal projects FET Partnership Apprenticeship Registrations Quarterly / Monthly Reporting Consolidation / Review and verification of

SQMR information

Database management Management of QMS Risk free processes

SP&R

Policy Development and

Procedures

Strategy Research, development and

Innovation

Development review and updated

• f SSP

Development of check lists Consolidation of regional

submission and approvals

Mandatory National Workshops

(Pre-approvals & Approval

Advertisement of WSP / ATR Risk free processes

M & E

Overview of entire

• rganizational performance

Policy Development and Procedures / Framework Strategy Departmental report review and verifications Structured and risk triggered visits Development / review of reporting templates Pre-audit performance review Monthly / Quarterly reporting /SQMR Interdepartmental Performance feedback Meetings Sound knowledge of Seta policies / procedures and legislation Site visits M&E Tool development / SOP Evaluation feedback bimonthly Risk free processes

COMMUNICATIONS / IT

• Queries (Emails / Telecoms)
• 72 Hours response time
• Robust communication strategy
• Integrated Management information

System

• Risk free processes

SCM / FINANCE

• Invoices 30 days effected on receipt
• 14 Days (two weeks) review time /

sourcing of quotations

• 14 Days (two weeks) source / service

/ goods

• Risk free processes

LEGAL & RISK

• Policy, Strategy and Practices
• Legal Manager role
• Support governance and

strategy

• Effective audit management
• Interim reports
• Organizational risk 0%
• Risk free processes

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• Strategic HR
• Four (4) week turnaround in

filling positions

• Organisationalproductivity
• Training and development as and

when needed

• Risk free processes

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REGIONAL OFFICES OUTCOMES BASED

DISCRETIONARY GRANTS (DG)

• Authority to Regional Managers to fully

manage projects at their level from initiation to close out including:

• Application Receipt / review
• Evaluation of applications for

recommendation

• Approval / Non Approval

communication

• National Workshops (Post Approval)
• Closing out of projects
• Development and maintenance of a

regional commitments register

• Risk free processes

ETQA

• Registration of Learning Programmes :

LNR / SKP

• Signing off of Learner Contracts : LNR /

SKP

• Assessor Module / Providers
• Recommendation of Accreditation of

Provides

• Verification of Work Place / site visits
• SQMR Population
• QA Control
• Document Control
• Risk free processes

SP&R

Receipt of WSP Offsite support Inter-seta transfers (incorrect submissions) Submission schedule submitted to H.O Approved WSPs sent to HO for consolidation and payments Approval schedule submitted to Finance SSP update of new research SSP inform SP and APP with support from SP&R Risk free process

M & E

• Structured Project visits (including

ETQA

• Project MNO Report

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• Proactive Financial Management not based on

cash in the bank principle

• Approval and projects commitments driven at

the beginning of the FY

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Quantity Operations and across the board 15% of annual performance Second quarter 25% percent of annual performance Third quarter 30% of annual performance Fourth quarter 30% of annual performance Quality 10 error tolerance 10 error tolerance 10 error tolerance 10 error tolerance Speed Communication Project contracting

72 hour response time to all queries Contract signed within two months of approval 72 hour response time to all queries Contract signed within two months of approval 72 hour response time to all queries Contract signed within two months of approval 72 hour response time to all queries Contract signed within two months of approval

Behavior

Customer service Customer service Customer service Customer service

Technology

All systems electronic and staff and stakeholders trained within six months of going live All systems electronic and staff and stakeholders trained within six months of going live All systems electronic and staff and stakeholders trained within six months of going live All systems electronic and staff and stakeholders trained within six months of going live

Cost

On budget on time delivery On budget on time delivery On budget on time delivery On budget on time delivery

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• Revamped the division to ensure its
• perationally and effectiveness

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• All members shall subscribe to the core values

as outlined

– Honesty and Integrity – Accountability – Respect – Service Excellence – Sustainable Socio Economic Transformational Interventions – Uphold Anti-corrupt behavior

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• SETA’s relicensing
• Sustainability
• Strengthened relationship with the

stakeholders

• No material audit findings
• Ten (10% - 15%) levies income growth per

annum

• Realization of 10-15% growth in WSP

submissions

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• Six to twelve months – effective April 2014

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Scoping of Qualification Need within a sector – (1 week) DG Qualifications Development Project scoped & CEP nominated & funding approved by Board (3 months) Appointment of QDF (1 week) DQP Application to QCTO – SLA signed (1 month) Develop curriculum specifications (1 month) Develop Occupational scoping specifications (1 month)

*Implement QCTO 3 phase Qualifications Development Model

Phase 1: Foundational Learning

Phase 2: Generic Sectorial Manufacturing Principles & Practices Phase 3: Sector specific: Sub- Sectorial Manufacturing Principles & Practices

Develop qualification (4 months) Register Qualification with QCTO (4 months) Develop assessment tools & training material (6 months)

Qualification registered with QCTO (2 years)

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Planning or design stage

5-Cs: namely: Content Context Commitment Capacity Support of Clients and coallitions :

After completion

Criteria Does it respond to a problem Coherence Consistency Comprehensiveness Cogency

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Period : 1 April 2014 - 30 June 2014 Resp. Person/s M3 F7 M10 F14 M17 F21 F28 M24 F28 M31 M7 F11 M14 F18 M21 F25 M28 M5 F9 M12 F16 M19 F23 M26 F30 M2 F6 M9 F13 M16 F20 M23 F27 M30 BOARD CEO HR & CES MANAGEMENT HR HR HR & CES HR & CES HR & PAYROLL ALL March-14 April-14 May-14 June-14

Week starting & ending

Ongoing

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• Lack of stakeholder communication
• Incompetent staff
• Bureaucratic processes

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1. Context 2. Current Reality 3. Cause and Effect 4. Forward Looking Proposed Model - “business unusual” 5. Strategic Goal and Key Drivers 6. New Seta’s Expectations 7. Recommendations 8. Conclusion

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Contents

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• Implementation of the model – effective April

2014

• Decentralized, centralized and partnership

model

• Immediate appointment of capacity at regions
• Task team to finalize the staff re-organization
• MIS rights delegation

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• Bringing forward the DG funding windows
• Open funding window
• Effective M&E
• Expansion of Risk division to incorporate
• verall legal matters
• Best practice tools provided
• Costs containment

Conclusion

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Forward Looking Plan

Potential Strategic Partnerships

• Mandatory Grant Opportunities

–Information exchange on scarce & critical skills –Funding for training of employees and unemployed learners

• Discretionary Grant Opportunities

–Funding to address skills priorities at company, sub-sector, sector and national level

• Strategic Sector Opportunities

–Strategic partnerships between employers, public & private training providers and community based organisations to address sectoral and national skills development –WIL Placement of learners and graduates

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26% 26% 32% 0% 5% 10% 15% 20% 25% 30% 35% 2011/12 2012/13 2013/14

Mandatory Grant Applications approved for payment

Progress with regards to payments

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Progress with regards to payments

Mandatory Grant Payout Rate

0% 10% 20% 30% 40% 50% 60% 70% 2011/12 2012/13 2013/14 YTD 54% 65% 68%

2012/13

• Outstanding amount to be paid = R3,1 million
• Additional estimated amount of R11,3 million i.r.o. additional approvals.

2013/14

• Outstanding amount to be paid = R658,000 i.r.o. first 2 tranches

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Progress with regards to payments

Discretionary Grant Payout Rate

• Current year payments (2013/14)

–R80,6 million paid YTD (1 April 2013 to current) (majority in respect of 2012/13 discretionary grant commitments). –Outstanding payments – overdue – R1,7 million (SETA in discussion with beneficiaries to address the situation) –Outstanding payments – current – estimated R500,000

0% 10% 20% 30% 40% 50% 60% 70% 2011/12 2012/13 43% 66%

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Progress with regards to payments

Discretionary Grant Commitments (FP&M SETA)

• 2011/12: Allocated = R112,3 million Committed @ 28 Feb 2014 = R97,2 million (87%)
• 2012/13: Allocated = R274,8 million Committed @ 28 Feb 2014 = R161 million (59%)
• 2013/14: Allocated = R231,3 million Committed @ 28 Feb 2014 = R140,3 million (61%)

0% 20% 40% 60% 80% 100% 2011/12 2012/13 2013/14 YTD 87% 59% 61%

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Skills Development Value Chain

Phase: 1: Awareness Guidance to Grade 6 – 10 learners and unemployed youth on careers and qualifications in the F&M sector Adult Education Interventions Phase 2: Post School Interventions PIVOTAL learning programmes - incl learnerships, apprentice- ships, skills programmes, bursary programmes, internships - focused on scarce and critical skills Phase 3: Entrance to World

• f Work

Graduate placement in work experience, new venture creation (entrepreneurship) and job placements

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