Presentation Outline Presentation of the of the 2016/17 Annual - PowerPoint PPT Presentation

Presentation Outline  Presentation of the of the 2016/17 Annual Performance Report  Presentation of the 2016/17 Annual Financial Statements  Presentation of the Auditor- General’s Report  Presentation of the Draft 2018/19 Annual Performance Plan 2

Introduction  PSETA’s mandate is focused on “transversal skills” for all National and Provincial departments. PSETA deals with all skills only for departments whose core business is unique to government (e.g. immigration services for Home Affairs, Mission Administration for Foreign Affairs, Statistics for Stats SA);  PSETA is in a unique position as it does not collect skills development . levies, like other SETAs – almost all the funds for skills development is under the managerial control of the sector;  Some constituent members have dual reporting to other line function SETAs; and  Sector members report to DPSA on HRD plans and reports, but to SETAs on skills efforts – this creates some discrepancies on what is 3 reported, prompting a need for alignment of these processes.

Our Vision Cutting Edge Skills for Quality Public Services Our Mission Effective coordination of skills development based on occupationally-directed qualifications; Focusing on learning programmes; and Promoting learner placement and absorption within the public service sector Our Values Honesty and Integrity, Accountability, Service Excellence, Fairness and Transparency 4

Overview of PSETA Operating Environment between 2011 - 2017 2011 – 2013 2013 – 2015 2015-2017 • Operational • NT Budget -NSF grant received Independence Allocation -Funding model from DPSA • Strategic developed (Schedule 3A) partnerships -Quality of SSP • Building Internal • Executives -SIU investigation HR capacity and turnover undertaken systems • Finance & SCM • Governance -Turnover of CFOs capacity experienced Structures strengthened established -IA & RM functions • Unqualified audit opinion established 5

Strategic Goals and Objectives Strategic Goal Strategic objectives 1.PSETA capabilities to 1.1.Provision of governance, risk and compliance assurance to ensure a lead the Public Service highly effective and efficient entity Sector are improved. 1.2.Prudent management and allocation of resources. 1.3.Strategic Human Resources is planned, and implemented to support the organizational performance. 1.4.Strategic and marketing and communication interventions to support organization strategies. 1.5.ICT governance and processes implemented to support the organizational strategies. 2.Sector capabilities to 2.1.To support and respond to sector skills needs by conducting sector lead capacity-building research interventions through 2.2.Improve stakeholder capacity for skills planning in the sector partnerships are improved 3.The stock of skills 3.1.A system to quality assure training provision is developed and available to and within implemented for the purpose of delivering a user friendly system for improved the Public Service Sector quality assurance training is improved 4.The flow of skills into 4.1.Programmes to address scarce and critical skills needs identified in the the Public Service Sector SSP are implemented and reported (both employed and unemployed). is improved. 4.2.Programmes implemented by the sector to open the public service as a training space are supported and reported (both employed and unemployed)

Overview of performance against targets for the 2016/17  Recorded 51% achievement against its set targets. Of this 51% only 25% represents core business of the organisation. This was largely due to a number of reasons to be explained later in the presentation.  Funding for skills development interventions improved, however, the ability to spend remains a challenge given the bureaucracy that exists within the sector, wherein the response time in relation to the signing of MOA to enable us timely disburse grants.  Detailed achievements per programme is outlined in the next few slides.  Hosted in collaboration with European Union Dialogue Facility Programme, a dialogue for South African public entities and their European counterparts in areas of HRD – Outcome of this is that 20 SIU officials will be trained on a Cyber Forensics 1 st Responder learning programme, scarce skills that is not offered in South Africa . 7

Overview of performance against targets for the 2016/17  Conducted research into the legislative sector - assessed the skills needs of administrative and support staff in Parliament and the nine provincial legislatures. Process underway to conclude a MoU with Parliament on behalf of the sector.  PSETA hosted officials from the Botswana Directorate on Corruption Crime, facilitated by the South African Special Investigating Unit, to share practices with regard to the South African approach to skills development, the legislative work that governs training in South Africa, curriculum development and accreditation processes.  Supported the Department of Home Affairs Cadet Programme training unemployed learners who were eventually absorbed into permanent upon completion.  PSETA launched a woman empowerment project and is currently funding eight female managers from the Eastern Cape Department of Sport, Recreation, Arts and Culture to address competency gaps in strategic positions.  A total of 108 females and 106 males are currently undergoing training in various trades in the Provinces of KwaZulu-Natal; Eastern Cape; Western Cape; Mpumalanga; and Gauteng City 8

Achievement per Strategic Goal SG 1: PSETA capabilities to lead the Public Service sector are improved  Improved risk management maturity rating 4  100% of Internal audit operational plan implemented  90% rating on external assessment of AA completed  100% reduction on recurring audit findings  Unqualified audit report for 2016/17 achieved  51% of the of the Demand Management Plan and Procurement Plan implemented 9

Achievement per Strategic Goal SG 2: Sector capabilities to lead capacity building interventions through partnerships are improved  A credible Sector Skills Plan, sector understanding and buy-in.  Improvements in Workplace Skills Planning.  Concluded five MoUs with provincial oversight bodies.  DHET has tasked PSETA to facilitate the 2 000 Chinese learning opportunities from 2015 to 2020.  Commissioned a research study into what skills are required to implement green supply chain management effectively in the public sector – implementation carried out Rhodes University. 10

Achievement per Strategic Goal SG3: The flow of skills into the Public Service sector is improved  Number of PSETA learning programmes assessed for impact  The PSETA ETQA Department continued to build provider capacity and a total of 74 accredited providers were monitored, and also reduced the turn around time from 45 to 18.49 working days with regard to accreditation.  Impact assessment of five of PSETA qualifications were completed. The PSETA ETQA has maintained it green status for the SAQA NLRD.  Number of career guidance advocacy initiatives 28 11

Achievement per Strategic Goal SG 4: The stock of skills available to and within the Public Service sector is improved PSETA-FUNDED PROGRAMMES EMPLOYED LEARNERS: Enrolment  Learning Programme: 66 out of 55  Skills Programme: 533 out of 2 500 EMPLOYED LEARNERS : Completions  Learnerships: 35 out of 100  Skills Programmes: 467 out of 700 UNEMPLOYED LEARNERS: Enrolment  Learner ships: 30 out of 50  TVET WIL: 291 out of 200  Artisans: 23 out of 15 UNEMPLOYED LEARNERS : Completions  Learner-ships: 35 against 100  Learnerships 38 of 25 12  Artisans: 14 of 20

Learning Programs… 13

Scarce and Critical Skills as per SSP for – 2016/17 Management and Administration • General Manager Public Service, Senior Government Official, Senior Government Manager, Director (Enterprise / Organisation), Policy and Planning Manager, Programme or Project Manager, Quality systems manager, Office Manager, Archives Manager, Operations Manager (Non Manufacturing), Business Administrator, Database Designer and Administrator, Systems Administrator, Archivist Professional and Technical skills • Construction Project Manager, Project Builder, Environmental Manager, Civil engineers, Quantity surveyors, Land and engineering surveyors, Property Manager, Property Lease Administrator, Property Portfolio and Asset Manager, Computer network technicians HRM and HRD • Personnel / Human Resource Manager, Business Training Manager, Recruitment Manager, Labour Recruitment Manager, Skills Development Facilitator / Practitioner, Training and Development Professional, Occupational Instructor / Trainer, Recruitment Consultant / Officer SCM and Contract Management • Finance Manager, Physical Asset Manager, Contract Manager, Supply and Distribution Manager, Warehouse Manager, Cost and management accountants, Procurement officers, Supply Chain Practitioner, Physical Asset Practitioner 14

Key Challenges  Delays in the signing of MOAs by stakeholders resulting in non- allocation of funds and no enrolment of learners.  Delays in the payment of invoices for due to incomplete supporting documents submitted by stakeholders and strategic partners.  Meeting of all targets in the APP due to dependency and/or inadequate cooperation from the stakeholders.  Lack of adequate model for the funding of PSETA.  Uncertainty over SETA landscape resulting high labour turnover. 15