SKILLS CONFERENCE 2019 Dr. Bangani Ngeleza Strengthening Research and M&E capacity at SETAs to enable effective planning and reporting: A STRATEGIC MANAGEMENT PERSPECTIVE IN PRACTICE SKILLS CONFERENCE 2019 Dr. Bangani Ngeleza

PRESENTATION STRUCTURE Strategic Management in the SETA System Research Planning Monitoring Evaluation

STRATEGIC MANAGEMENT DEFINED “The management process of forming a strategic vision, setting objectives, crafting a strategy, implementing and executing the strategy, and then over time initiating whatever corrective adjustments in the vision, objectives strategy and execution are deemed appropriate” (Thompson & Strickland, 2003)

STRATEGIC MANAGEMENT IN SETA SYSTEM CONTEXT 2. Planning 3. Execution & Monitoring 4. Evaluation 1. Research

OBSERVATIONS ON RESEARCH OUTPUTS Criteria for assessing research outputs How well the sector has been profiled Quality of discussion of key skills issues Comprehensiveness and quality of analysis of occupational shortages and skills gaps Level of discussion of partnerships Extent to which the identification of skills priority actions is based on research findings The quality of the research method and process Evidence of implementation of the CIP

OBSERVATIONS ON RESEARCH OUTPUTS YEAR # Scored 70%+ SSP Score 2015 7 2016 11 2017 19 2018 21 (9 >90%)

AREAS FOR IMPROVEMENT (RESEARCH & SSPs) The level of analysis of economic performance and employer/employee profile. The quality of presentation of the sector workforce by sub-sector and occupational categories. The level of discussion of implications of findings for skills development. The presentation of an example of a successful partnership model.

OBSERVATIONS ON STRATEGIC PLANNING Criteria for assessing Strategic Plans Level of alignment between the vision, mission & legislative mandate. The comprehensiveness and quality of analysis of the sector informed by research. Extent to which goals respond to sector priorities as identified from research. Extent to which strategic objectives support the achievement of goals and are informed by research findings.

SETA PLANNING TRAJECTORY SPs YEAR # Scored 70%+ SP Scores 2015 3 2016 18 2017 21 (10>90%) 2018 21 (17 >90%)

AREAS FOR IMPROVEMENT (PLANNING SPs) SPs presenting the contribution of the SETA towards the achievement of the sector priority actions identified in the SSP. The performance environment including background information on demand for SETA services as identified in the SSP and associated challenges. The analysis of the performance environment including the challenges experienced by the SETA. The goals being measurable. The objectives being clearly output or outcome oriented. The budget being in line with the programme structure. The inclusion of at least 5 key risks and their mitigation per programme that may affect the realisation of strategic objectives of that programme have been identified.

OBSERVATIONS ON STRATEGIC PLANNING Criteria for assessing Annual Performance Plans Similarity of strategic objectives with those contained in the strategic plan. How well indicators for strategic objectives are crafted. The extent to which targets are well reflected and realistic. Extent to which the targets reflect a response to research findings

SETA PLANNING TRAJECTORY APPs YEAR # Scored 70%+ SP Scores 2015 9 (0>80%) 2016 9 (>90%) 2017 21 (14 >90%) 2018 21 (16>90%) YEAR # Scored 70%+ SP Scores 2015 9 (0>80%) 2016 9 (>90%) 2017 21 (14 >90%) 2018 21 (16>90%)

AREAS FOR IMPROVEMENT (PLANNING APPs) Include indicators of quality (i.e. Indicators of quality reflect the quality of that which is being measured against predetermined standards. Such standards should reflect the needs and expectations of affected parties while balancing economy and effectiveness. Standards could include legislated standards and industry codes ref. FMPPI) Ensuring that targets in the APP reflect what is contained in the PIVOTAL list in the SSP. A clear reflection of project management costs for programmes 2 to 4. Project management costs for programmes 2 to 4 being below 7.5% of the budget of each programme. Budget allocations complying with grant regulations (i.e. 10.5% administration of which 0,5% goes to QCTO; 49,5% to discretionary grants; 20% mandatory grant; 20% NSF) The budget being in line with the programme structure

OBSERVATIONS ON MONITORING Areas of focus Review progress against performance information contained in planning documents. Assess the quality of governance. Review of financial performance.

OBSERVATIONS ON MONITORING (ARs)

OBSERVATIONS ON MONITORING (ARs)

OBSERVATIONS ON MONITORING (ARs)

TRAJECTORY ON EVALUATIONS (ARs)

OBSERVATIONS ON EVALUATIONS (ARs)

OBSERVATIONS ON EVALUATIONS (ARs)

OBSERVATIONS ON EVALUATIONS (APPs)

OBSERVATIONS ON EVALUATIONS (SPs)

A SELECTION OF IMPACT INDICATORS FROM THE NSA M&E FRAMEWORK % increase in learners gaining employment in middle level in all sectors. Number of artisans employed. % of graduates in gainful employment in all sectors. % Increase in registered patents by learners from TVET colleges. Level of access to training centres and other learning activities in different geographical locations. Levels of employability of learners who obtain qualifications. % improvement in productivity. Economic growth rate by sector% GDP output by sector. Employment equity levels.

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