PRESENTATION STAKEHOLDER ENGAGEMENT SESSION 25 th JULY 2018 MQA - - PowerPoint PPT Presentation

PRESENTATION

STAKEHOLDER ENGAGEMENT SESSION 25th JULY 2018 MQA OFFICES PARKTOWN

1. OPENING, WELCOME AND MOMENT OF SILENCE : AEMCS TOMMY BOIKHUTSO 2. EVACUATION PROCEDURE OHS REPRESENTATIVE 3. ADDRESS: ACTING CHIEF EXECUTIVE OFFICER TOMMY BOIKHUTSO 4. PRESENTATION: CHIEF FINANCIAL OFFICER MFUNDO MDINGI 5. PRESENTATION: ACTING CHIEF OPERATING OFFICER MABVUTO PALALE 6. PRESENTATION : CHIEF RISK MONITORING & EVALUATION OFFICER BETHUEL NEMAGOVHANI 7. Q & A: ACTING EXECUTIVE STAKEHOLDER RELATIONS BRIDGETTE MATHEBULA 8. CLOSING REMARKS: AEMCS TOMMY BOIKHUTSO

AGENDA

STAKEHOLDERS ENGAGEMENT SESSION

Tebogo Mmotla ACTING CHIEF EXECUTIVE OFFICER 25 July 2018 tebogom@mqa.org.za

Presentation Outline:

• 1. Corporate governance matters
• 2. Re-engineering the MQA
• 3. Brand MQA and Litigation matters
• 4. Closure

1. Corporate governance matters

• DMR Minister appointed the Interim board until 30

September 2018.

• Nominations process closed on 11 June 2018.
• Nominations received from relevant parties.
• Vetting process underway.
• Submission deadline to the DMR Minister is 31st July

2018.

• Continued

Activity Details Due date

• 1. Board appointment

and support. Appointment of the MQA Board for three years. Constitution of Board and its sub- committees. Induction of the newly appointed board Appointment of a company secretary . 30th September 2018 31st October 2018 15th December 2018 31st January 2019

• 2. Implementation of

board decisions Audit and implementation of Board decisions in relation to key governance matters dating back 2015/16. 31st October 2018

• 3. Administration for

board and standing committees. Alignment of calendar of events, inclusion of newly identified board and committees’ activities and confirmation of such. 31st October 2018

• 4. DMR/DHET task team
• n the governance of

the MQA. Submissions to the various stakeholders on the constitution of the task team. Task team convenes 1st meeting and an operational plan adopted. 31st January 2019

• 2. Reengineering/turning around the MQA
• Functional analysis of units underway to be more responsive to

industry needs and decentralise services through regional

• ffices.
• New structure to be proposed to board before end of current

financial year end.

• Acting positions to be filled within 3 months at Executive level.

Processes underway to deal with this.

• Implementation of interventions to achieve a clean audit.
• Clean up of the administration of the grant disbursement

system.

• Holding the Executive and the Board to new standards of

ethics and conduct.

• Implementing stringent cost saving measures to secure the

sustainability of the MQA.

Brand MQA

• Results of the 2016 Stakeholder Satisfaction Survey require of us to improve on our

responsiveness and communication to the sector.

• Our commitment to the sector is still solid.
• Challenges are there to be resolved and working together we can improve on our commitment to

each other.

• We value your feedback and we have to find creative ways to achieve more for our sector.
• The current financial situation can be overcome- we can move together and improve our MQA.

Litigation List:

SP/Party concerned Current Status

• 1. IFU Training

MQA recovering costs from the SP as per award in favour of the MQA.

• 2. Chetes Skills & Training

MQA recovering costs from the SP as per award in favour of the MQA.

• 3. RBP Skills and consulting

MQA recovering costs from the SP as per award in favour of the MQA

• 4. GTD

MQA recovering costs from the SP as per award in favour of the MQA

• 5. Kunene Makopo

MQA in arbitration proceeding to settle the matter.

• 6. MDA

MDA offered to settle. MQA accepted the

• ffer.
• 7. Arrows Mining

Both parties on a “without prejudice” discussions to settle the matter out of court.

STAKEHOLDER ENGAGEMENT SESSION MONITORING AND EVALUATION UNIT

25 JULY 2018 BETHUEL NEMAGOVHANI

FRAMEWORK OF PRESENTATION

• MQA context
• SP & APP Planning Process
• M&E Planning Context
• Operational Governance: Policy context

Policy Challenges Policy Solution

2017/18 Learner Verifications

• Risk Management
• Fraud Prevention
• Tracer/ Impact Studies

MQA CONTEXT – STRATEGIC GOALS

Mission Ensure that the Mining and Minerals sector has sufficient competent people who will improve health and safety, employment equity and increase productivity.

• 1. Support

transformation of the sector through skills development

• 2. Support objective

decision making for skills development through research in the sector

• 3. Enhance knowledge

management for skills development in the sector

• 4. Facilitate and support the

implementation of core sector skills and develop programmes aligned to the sector qualifications

• 5. Implement the

monitoring, evaluation and review of the delivery capacity and quality of training and development in the sector

• 6. To run an efficient,

effective and transparent corporate governance system within the legislative framework

MQA POLICY & STRATEGIC CONTEXT NATIONAL LEGISLATION, POLICIES & STRATEGIES

MHSA, 1996 MPRD Act 2002, Diamond Act, 2005, SDA, 2003, Precious Metals Act, 2005

PSET, NDP 2030, NGP, IPAP, 12 OUTCOMES, YOUTH EMPLOYMENT ACCORD

NATIONAL DEPARTMENT POLICIES & STRATEGIES

DMR Mineral Beneficiation Strategy, Green Mining, DMR Strategic Plan, Mining Charter

DHET, NSDS III

MQA FOCUS

SKILLS DEVELOPMENT HEALTH AND SAFETY TRANSFORMATION OF MMS

SP & APP PLANNING PROCESS

M&E: PLANNING CONTEXT

• Impact (measuring contribution to

employment growth and sector growth)

NDP, NSDS & SDA

• Impact (measuring changes in skills levels

in demand in the sector)

SSP

• Outcomes (measuring 5 year goals and strategic
• bjectives)

STRATEGY

• Outputs – Programmes (measuring Indicators and

Annual Targets; Budget)

APP

• Targets (measuring targets agreed with DHET)

SLA

• Activities and inputs (measuring operational efficiencies of

the organisation – Provide Assurance)

M&E

OPERATIONAL GOVERNANCE: POLICY CONTEXT LEARNER VERIFICATION POLICY CHALLENGES

• The learner verifications had to be conducted

prior to any tranche payment- i.e. 100%

Not realistic and not achievable; Site visits; Not cost effective; All programmes were treated the same; Resulted in grant disbursement delays; etc.

OPERATIONAL GOVERNANCE: POLICY CONTEXT LEARNER VERIFICATION POLICY SOLUTION

• Revised M&E Policy was approved in February

2018

• The learner verification is now conducted utilising

a risk-based approach which considers:

Issues raised in the previous reports; The adequacy & effectiveness of existing compensating controls; and Programme specific challenges.

OPERATIONAL GOVERNANCE: POLICY CONTEXT

LEARNER VERIFICATION POLICY SOLUTION A cost effective approach is implemented, which considers:

• Utilisation of a desktop approach;
• Reliance on management compensating controls to process

grants, e.g. (submission of Statement of Results, Certificates, etc.);

• Reutilisation of M&E report within a stipulated reasonable

period (e.g.12 months provided no major recommendations were made in the prior reports); and

• Consideration of, amongst others, input from internal and or

external stakeholders

• Perogramme selection for and exemption from monitoring.

OPERATIONAL GOVERNANCE: POLICY CONTEXT

DEFINITION: COMPENSATING CONTROLS

• Controls that may be considered when an entity

cannot meet a requirement explicitly as stated, due to legitimate technical or documented business constraints, but has sufficiently mitigated the risk associated with the requirement through implementation of other controls.

• Compensating controls must:
• Meet the intent and rigor of the original control;
• Provide a similar level of defense as the original

requirement;

• Be "above and beyond" other requirements (not

simply in compliance with other requirements); and

• Be commensurate with the additional risk imposed by

not adhering to the requirement.

OPERATIONAL GOVERNANCE: POLICY CONTEXT EXAMPLES OF COMPENSATING CONTROLS

• Signed allocation
• Learnership agreements
• Clocking records
• Statement of results/ certificates
• Progress reports
• Signed learner registers
• Assessment record
• Proof of stipend payment

In the 2017/18 financial year 328 verifications were conducted- 8611 learners verified.

2017/18 LEARNER VERIFICATIONS

Monitored Programmes Number of Leaners Percentage of Monitored Programmes Artisans 2069 24% Candidacy 80 1% Coaches 10 0% Internships 475 6% Lecturer Support 16 0% Management Development Programmes 70 1% Maths and Science 1185 14% Mine Community (Artisans: 937 and Short Skills Programmes: 1422) 2359 27% National Certificate Vocational (NCV) 235 3% Non Artisan 1276 15% Non artisan: Jewellery 639 7% Work Experience 197 2% Total 8611 100%

2017/18 LEARNER VERIFICATIONS The spread with regard to the 8611 verified learners per province is as follows:

500 1000 1500 2000 2500 3000 2511 596 1404 461 673 767 1547 488 164

Learners Monitored Per Province

Learners Monitored

RISK MANAGEMENT RISK MANAGEMENT

• Identifying, Assessing and Managing
• Monitoring MQA risks at these levels

Strategic risks; Operational risks; and Project risks.

RISK MANAGEMENT RISK MANAGEMENT

• Some of the top 10 strategic risks are as follows:

Reputational risk Impact of policy and regulatory environment Threats to existing MQA revenue Business disruptions Inadequate training spaces for workplace integrated learning Prioritisation of inappropriate skills for the sector MQA interventions may produce incompetent work force

FRAUD PREVENTION Fraud Hotline:

• The hotline is manned by an outsourced service

provider

• Calls are recorded and a summary report is

generated monthly

• Allegations are investigated and reports

presented to committees and Board.

Centurion Office Office: 012 664 5568 / 5629 / 0374 Fax: 012 664 0307 Email: office@thehotline.co.za Web address: www.thehotline.co.za Postal Address: P.O. Box 12288, Die Hoewes 2, 0163

TRACER/ IMPACT STUDIES Tracer studies are being conducted in order to measure return on investment Programmes

• Bursaries
• Community projects
• Non-artisan Learnership- Jewellery

KEY CHALLENGES

• Skills Development Providers (SDP) training on centres that are not

accredited (Trade Qualifications)

• Quality of training (Including approval of workplaces where learners

are placed for work integrated learning)

• Providers not implementing training in line with requirements of

Qualifications/Disciplines

• Learners not receiving stipends on time
• Delayed registration/enrolment of learners
• Reduced number of learners

FINANCES

Employe r SARS DHET SETA 80% National Skills Fund 20%

Admin costs 10.5% Discretionary Grants (49.5 %) Surplus 20% Mandatory Grants Other 20% PIVOTAL 80% NSF QCTO 0.5% Admin fee 10%

100%

• Company registers with SARS (EMP101)
• Complete / submit declaration (EMP201)
• Pay levies
• Complete / submit recons (EMP501 &IRP5/IT3(a)
• Monthly Data file & report
• Monthly report confirming collection per SETA
• Data run on the SDLIS system (10days)
• Notice from the commissioner
• Verification of BAS and split
• Data placed on DHET website

FUNDING MODEL National Treasury Revenue Fund (NRF) BAS – Basic Accounting System

MQA FINANCES - HISTORY

MQA FINANCES - HISTORY

R666 315 R643 119 R651 067 R638 272 R509 650 R229 656 R195 757 R166 001 R167 236 R166 345 R1 156 515 R1 151 350 R887 273 R843 360 R459 968 R321 128 R288 049 R257 920 R283 098 R204 775 R1 000 344 R825 573 R837 744 R714 377 R370 696 R302 059 R176 381 R203 152 R257 710 R171 041 R0 R200 000 R400 000 R600 000 R800 000 R1 000 000 R1 200 000 R1 400 000 2017-2018 2016-2017 2015-2016 2014-2015 2013-2014 2012-2013 2011-2012 2010-2011 2009-2010 2008-2009

DISCRETIONARY INCOME, BUDGETS AND EXPENDITURES

Total Discretionary income (D+I) Discretionary Budget Discretionary spend

AUDIT OUTCOMES AND TURNAROUND

2006,2009,2011,2012 & 2013 Will be here in 2018 2004,2005, 2007,2008, 2014 & 2015 Will be here in 2017 2016

OOOPSIE!!

Never in our lifetime at MQA Never in our lifetime at MQA

A CLEAN AUDIT

Everything done the way it should be

UNQUALIFIED AUDIT WITH FINDINGS

Not bad but could compromise accountability if not already doing so

QUALIFIED AUDIT

Everything done the way it should be

ADVERSE AUDIT

Lots of problems everywhere and nothing done to correct rules and procedures

GRANTS PAID PER LEARNER GRANTS PAID PER EMPLOYER

ISHARE

Preprocessor (Interface System) Great Plains (Accounting system)

• Companies
• Learners
• Grant approvals

RECONCILE TO ISHARE, EXTRACT VARIENCE REPORT, DECISION ON VARIENCE

NEW COMMITMENTS REGISTERS FOR 2014, 2015,2016 TO SEPTEMBER 2016

MONTHLY INTERNAL AUDITS TO ARC & BOARD

Senior Project Accountant

DAILY UPDATES ON COMMITMENTS SCHEDULE AND PERFOMANCE REPORT DISCLAIMER

Things were so bad that there was no evidence to support financial statements

• Companies
• Grant approvals
• Payment
• Companies

3 2 1 4

MQA FINANCES

R758 098 R812 956 R1 214 750 R1 093 625 R677 854 R385 123 R203 447 R132 555 R195 190 R200 236

• R679 502
• R521 591
• R798 366
• R644 351
• R193 997
• R11 427

R158 860 R136 564 R30 167 R65 460

• R1 000 000
• R500 000

R0 R500 000 R1 000 000 R1 500 000 2017-2018 2016-2017 2015-2016 2014-2015 2013-2014 2012-2013 2011-2012 2010-2011 2009-2010 2008-2009

ACCUMULATED SURPLUSES VS RESERVES

Commitments Reserves Excess / (shortage) Reserves

MQA BALANCE SHEET

2018 R '000 2017 R '000 2016 R '000 2015 R '000 2014 R '000 ASSETS 855 585 847 704 870 652 800 426 811 354 Receivables and inventories 72 341 30 113 28 223 18 078 21 153 Cash and cash equivalents 715 329 752 685 775 876 720 014 730 314 Non-current assets 67 915 64 906 66 553 62 334 59 887 LIABILITIES (776 990) (556 339) (473 688) (327 470) (327 497) Grants payable (755 471) (530 748) (455 582) (311 048) (265 915) Administration payables (21 519) (25 592) (18 106) (16 422) (61 582) NET ASSETS 78 595 291 365 396 964 472 956 483 857 RESERVES 78 595 291 365 396 964 472 956 483 857 Administration reserves 69 831 64 906 66 553 62 334 59 887 Mandatory reserves 308 301 1 710 1 348 292 Discretionary reserves 8 456 226 158 328 701 409 274 423 678 Commitments 758 098 812 956 1214 750 1093 625 677 854 Cash less Liabilites (61 661) 196 346 302 188 392 544 402 817 Reserves less Commitments (679 502) (521 591) (817 786) (620 669) (193 997) Discretionary reserves less Commitments (749 641) (586 798) (886 049) (684 351) (254 176)

STAKEHOLDER ENGAGEMENT SESSION

Presentation: Mabvuto Palale Acting Chief Operations Officer

www.mqa.org.za

SCOPE OF THE PRESENTATION

1. DISCRETIONARY GRANTS PERFORMANCE FOR PAST THREE YEARS 2. DISCRETIONARY GRANT APPLICATIONS RECEIVED VERSUS THE TARGET FOR 2018-19 FY 3. DISCRETIONARY GRANT/PROJECTS SUSPENDED IN 2018-19 FY 4. DISCRETIONARY GRANT ALLOCATION CRITERIA 2018-19 FY

DISC ISCRETIONARY GRANTS PERFORMANCE FOR TH THE PAST TH THREE YEARS

www.mqa.org.za

PAST THREE YEARS DG PERFORMANCE

MQA Strategic Objective: Promote work-based skills development to support transformation in the mining and mineral sector Facilitate access to occupationally directed learning programme s for the unemployed Support mine community training initiatives to access economic opportunities NSDS Goal: 4.2 To Increase access to occupationally-directed programmes

Ref No Programme performance indicator 2015/16 2016/17 2017/18 T A T A T A 3.1a Number of employees entering a Learnership per annum 3000 1241 1800 1801 1500 1514 3.1b Number of employees completing a Learnership per annum 1440 331 1440 1384 800 899 3.1c Number of employees completing RPL for Learnerships 100 23 100 107 200 201 3.2a Number of HDSA MMS employees that enter a management development programme per annum 150 150 150 155 250 251 3.2b Number of HDSA MMS employees that complete a management development programme per annum 150 75 150 150 150 166

PAST THREE YEARS DG PERFORMANCE

Ref No Programme performance indicator

2015/16 2016/17 2017/18

T A T A T A 3.3b Number of employees that successfully complete the Occupational Health and Safety Representatives’ skills programme per annum 5500 4694 6000 6125 6200 6239 3.4a Number of HDSA MMS learners that enter a candidacy programme per annum 100 80 100 55 3.4b Number of HDSA MMS learners that complete a candidacy programme per annum 100 100 101 3.5 Number of HDSA HET lecturers that enter into a lecturer development programme per annum 27 27 30 32 30 31 3.6 Number of TVET lecturers placed for workplace exposure per annum 20 20 30 30 30 64 3.7a Number of learners that enter an artisan programme per annum 2654 1235 2600 2115 1500 1535 3.7b Number of learners that complete an artisan programme per annum 2000 1267 1750 1314 1500 1478 3.7c Number of learners that complete an artisan aides programme per annum 400 414 350 215 400 406 3.8b Number of learners that successfully complete AET programme levels 1-4 2350 2364 2450 2089 2500 2506 3.8c Number of learners that successfully complete FLC programmes 250 274 260 363 280 318

PAST THREE YEARS DG PERFORMANCE

Ref No Programme performance indicator 2015/16 2016/17 2017/18 T A T A T A 3.9a Numbers of unemployed learners that enter a Learnership per annum 2200 671 2200 1882 2400 2411 3.9b Numbers of unemployed learners that complete a Learnership per annum 1000 186 1000 1064 500 1404 3.10a Number of unemployed learners awarded a bursary per annum 1000 1310 700 929 1000 1421 3.10b Number of unemployed learners awarded a bursary completing per annum 150 228 30 308 600 606 3.11a Number of undergraduates that enter a work place experience programme per annum 650 723 500 637 600 605 3.11b Number of undergraduates that complete a work place experience programme per annum 325 338 335 378 340 360 3.12a Number of TVET NCV graduates that enter a work placement programme per annum 500 529 200 241 250 250 3.12b Number of TVET NCV graduates that complete a work placement programme per annum 100 60 100 64 200 132 3.13a Number of graduates that enter an Internship programme per annum 450 454 465 470 500 510 3.13b Number of graduates that complete an Internship programme per annum 225 275 235 135 275 281 3.14a Number of retrenched employees that enter a training programme per annum 1000 1028 6000 3.14b Number of retrenched employees that complete a training programme per annum 5000 6000

PAST THREE YEARS DG PERFORMANCE

Ref No Programme performance indicator 2015/16 2016/17 2017/18 T A T A T A 3.15a Number of unemployed beneficiaries in mining communities that enter a training programme per annum 500 534 4000 4405 3.15b Number of unemployed beneficiaries in mining communities that complete a training programme per annum 3250 222 4000 4235 3.16 Number of beneficiaries trained in Small- scale Mining per annum 50 286 60 60 3.17 Number of coaches placed within workplaces to support employers with on-the-job mentoring and coaching activities per annum 50 51 50 50 50 53 3.18 Number of grade 10,11 and 12 learners that enter into Maths and Science support programme 1000 1010 1200 1200 1200 1484

PAST THREE YEARS DG PERFORMANCE

MQA Strategic Objective: Ensure the delivery of quality learning programmes in the Mining and Minerals Sector. NSDS Goal: 4.2 To Increase access to occupationally-directed programmes

Ref No Programme performance indicator 2015/16 2016/17 2017/18 T A T A T A 4.2 Review: Number of updated/amended qualifications, Skills programmes, learning materials and Learnerships as per sector needs 90 142 19 123 80 88 4.3 Number of historically disadvantaged South Africans training providers accredited 10 8 10 5

PAST THREE YEARS DG EXPENDITURE AND 2018/19 BUDGET

2015/16 2016/17 2017/18 2018/19 R'000 R'000 R'000 R'000 Projects Budget Expenditure Budget Expenditure Budget Expenditure Budget

HEI Lecturer Support 14 445 11 450 17 900 11 373 17 900 10 365 9 000 Bursaries 132 518 93 895 160 613 106 790 159 485 176 035 153 358 Work Experience 93 600 162 757 95 210 77 904 57 316 49 326 50 138 Standard Setting 1 560 1 334 2 578 879 1 300 465 5 067 Learning Materials (LM) Development 3 800 3 797 4 000 3 992

• Internships (GDP)

95 675 229 802 117 602 125 426 129 504 112 250 124 380 Non Artisan Learnerships 94 500 87 949 200 144 112 772 196 226 172 477 105 488 Skills Development Facilitator Support 1 000 1 089 1 500 1 028 1 200 585 550 AET 22 000 29 805 23 230 24 008 25 400 22 936 8 850 OHS Rep Development 13 750 14 343 15 000 15 258 15 750 16 118 2 950 MQA Artisan Development 225 745 91 396 279 657 265 043 293 603 257 958 212 862 RPL / Artisan Aides - Employed 3 000 2 855 8 000 3 020 8 325 5 215

• TVET College Support

38 150 45 236 43 367 13 057 53 588 44 562 49 750 Maths & Science 11 000 7 659 11 700 7 022 11 700 6 256 8 550 FLC Grant Incentive 2 000 2 013 2 100 2 953 1 650 1 838

• Mine Community Development

67 000 21 884 120 000 45 392 138 284 78 965 30 355 Workplace Coach Development 10 500 9 583 12 600 5 985 12 600 11 235 6 510 Management Development Programme 6 000 3 492 8 625 3 888 11 580 11 740 4 200 Candidacy

• 20 604
• 20 604

21 862 9 400 HDSA Accredited Training Provider Support

• 500

400 500 250 500 Partnerships

• 5 000

TOTAL 836 243 826 387 1 144 930 827 351 1 156 515 1 000 437 786 908

DISC ISCRETIONARY GRANT APPLI LICATIONS RECEIVED VERSUS TH THE TARGET FOR 2018-19 FY

www.mqa.org.za

DISCRETIONARY GRANT APPLICATIONS 2018/19 FY

NO DISCRETIONARY GRANT/PROJECT 2018/19 TARGETS NO OF LEARNERS APPLIED FOR NUMBER OF COMPANIES WHO HAVE APPLIED 1 AET 820 12208 103 2 Artisan Development 275 4351 132 3 Internships 100 1983 128 4 Mine Community Development 300 8915 71 5 TVET NCV 100 48701 42 6 Non-Artisan 480 24331 143 7 OHS 1000 9809 127 8 TVET Lecture Development 30 57 8 9 RPL 20 2094 16 10 Work Experience 300 2692 97

SUSPENDED PROJECTS IN 2018/19 FY

NO DISCRETIONARY GRANT/PROJECT 1 Artisan Aides 2 Candidacy 3 Foundational Learning Competence (FLC) 4 Management Development Programme (MDP) 5 Workplace Coaches

WAY FORWARD

• Clean-up of Commitments and Contract Register
• New approaches to funding for projects

Part/Co-funding with employers Sourcing of non traditional funding

• Focus on Core Mining Programmes

DIS ISCRETIONARY GRA RANT ALLOCATION CRIT RITERIA 2018 2018-19 F FY

www.mqa.org.za

DISCRETIONARY GRANT ALLOCATION CRITERIA 2018-19 FY

• MQA reserves the right to limit allocations for certain disciplines as aligned to the Sector

Skills Plan

• Employers who employ 50 or more employees must complete and submit a PIVOTAL

training plan and report using the approved MQA template which is available on the MQA website.

• Employers employing less than 50 employees will not be required to submit a PIVOTAL

training plan and report. Such employers will be required to provide information on participation in PIVOTAL programmes and the impact of these programmes in the template for small and micro enterprises which is available on the MQA website

• Past performance of organisations in implementing MQA discretionary grant projects

must be used to make decisions on allocation of discretionary grant (includes but not limited to: uptake of learners against allocation; severity learner complaints; timeous feedback on progress of implementation; submission of required supporting documents. In each project exceptions will be made for organisation and employer that will be participating for the first time.

DISCRETIONARY GRANT ALLOCATION CRITERIA 2018-19 FY

• Non artisan Learnership, artisan aides and OHS programmes - The employer must

utilise MQA accredited SDP who have the capacity and resources to conduct training as per QA requirements that is linked to a workplace.

• Allocation for artisan project will require the employer to be workplace approved for

the site in which the Work Integrated Learning is to be conducted.

• MQA may conduct due diligence audits before or after allocation of discretionary

grants (this may be desktop or physical).

• Proposals for Mine Community will be considered on price competitiveness in

relation to the MQA grant levels for programmes of similar duration, the quality and duration of training intervention to be delivered as stipulated in the proposal

DISCRETIONARY GRANT ALLOCATION CRITERIA 2018-19 FY

• Allocations for certain categories of employers will be subject to Due diligence audits prior

to allocation of discretionary grants (desktop or physical)

• Due diligence audits will include verification of the following:

 Site where the Work Integrated learning will be conducted (infrastructure and human resources)  Validity of Service Level Agreements signed with employers  Approved work places where applicable  Declaration and confirmations of conflict of interest issues as per the MQA conflict of interest policy  Previous performance on discretionary grants  Conduct of corrupt activities National Treasury database of blacklisted companies  Conduct tax compliance checks as per National Treasury Instruction No 3 of 2014/2015 Tax compliance measures for persons conducting business with the State.

• Should applications received be more than the target per discretionary project, a pro rata

consideration or percentage of what is applied for will be used to distribute allocations.

DISCRETIONARY GRANT ALLOCATION CRITERIA 2018-19 FY

• Once the allocation process has been finalised and allocations approved,

the MQA will issue allocation letters to organisations whose application was successful and issue regret letters to all employers whose grant applications were unsuccessful.

• The MQA will only enter into a Memorandum of Agreement with
• rganisation once the learner(s) as per allocation have been registered

with the MQA.

THANK YOU