1. Portfolio Committee 2015 29 April 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

2. CONTENTS Overview Budget Programmes (as current) Administration
Skills Implementation and Monitoring
Skills Planning, Research and Reporting
Financial Information
Report of the Administrator

3. 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

4. Medium-Term Expenditure Estimates
BUDGET - REVENUE
ADJUSTED BUDGET
Medium-Term Expenditure Estimates
2014/2015
2015/2016
2016/2017
2017/2018
REVENUE
TOTAL REVENUE
Discretionary Income
Mandatory Grant levy
47 338
47 605
49 986
53 985
General Fund (Admin)
Interest and penalties
5 167
5 730
6 246
6 745
Interest income
9 581
7 479
7 623
8 233
GENERAL FUND (ADMIN)
REVENUE AVAILABLE FOR ADMINISTRATION
Levy Income from Employers %
29 970
32 667
35 607
38 455
Contribution from Government Departments
70 292
76 412
82 217
88 794
Other: Firearm Certification income
562
590
619
669

5. Medium-Term Expenditure Estimates
BUDGET - EXPENDITURE
ADJUSTED BUDGET
Medium-Term Expenditure Estimates
2014/2015
2015/2016
2016/2017
2017/2018
PROJECTED EXPENDITURE
78 502
82 768
87 266 -
Payroll Cost
47 287
42 854
45 853
49 522
QCTO
614
1 190
1 250
1 350
Other Operations Expenditure
52 993
34 458
35 665
36 394
CEO
12 093
8 302
8 592
8 768
HR and Finance & Admin
26 630
16 361
16 934
17 281
Skills Development
1 971
1 353
1 401
1 429
ETQA
419
288
298
304
Learnerships
756
519
537
548
Chambers
6 118
4 200
4 347
4 436
Marketing
4 709
3 233
3 346
3 414
Skills Administartion
295
203
210
214
Grant Disbursements
Mandatory Grants
42 674
40 464
42 488
45 887
Discretionary
Total Expenditure

6. 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
: 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
Establish partnerships with Universities for labour market research and commissioned research by 2019/2020
Number of commissioned research commenced
3 research impact analysis for NSDSII and NSDSIII interventions

7. 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
Strategic Objective
Performance Indicator
Baseline
2015/16 Target
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
Monitor and evaluate all discretionary grants projects by 2019/2020
Quarterly reports generated for all projects 4

8. Programme 2: Skills Implementation Performance Indicator
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
Develop training partnerships agreements with Universities and TVETS
No. of universities approved to offer SASSETA learning programmes 1
No, of TVETs approved to offer SASSETA learning programmes 4
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

9. Programme 2: Skills Implementation (Cont…) Performance Indicator
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
Implementation of the training targets and Service Level Agreement with DHET
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
400
No of TVETs graduate placements
1781
2300
WIL Universities 98
180
No of learners completing WIL Universities
312

10. Programme 2: Skills Implementation (Cont…) Performance Indicator
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
7.6.3 Provide support to Trade Unions, NGOs, CBOs, NLPE and SMME
No of trade unions 2 5
No of NGOs
No of CBOs 3
No of NLPEs
No of Co-operatives supported
7.6.4 Establish partnership with QCTO
No of qualifications registered with QCTO
7.6.5 Implement flagship programmes
No of learners registered with flagship programmes
390 e

11. 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
7.1.1 Corporate Governance framework to the institution in place
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
Develop and implement Sector Skills Plan and Strategic Plan of the Seta by 2019/2020
Percentage of stakeholders who have endorsed the SSP
80% stakeholder satisfaction
Strategic Plan aligned to the SSP and approved by DHET
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 Kwa-Zulu Natal

12. 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)
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

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
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
Corrective action plans on AG findings and implementation monitored and reported quarterly
Compliance with National Treasury Budgeting and Planning Framework related time-lines
Strategic business plan and Annual Performance plan approved by target date
Plans presented to DHET 0n 15 Nov for approval

14. 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
Establish stakeholder engagement forum
7.2.5 Establish Governance system within SASSETA
Develop a tool to monitor governance for management
Report on the performance of management on governance

15. 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
7.2.8 Develop, implement and review Organisational Structure
Organisational structure that supports the SASSETA mandate
New
Implementation of the amended structure
Develop a tool to monitor governance for Board functionality
Report on the performance of Board on Governance
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

16. Performance Indicator
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
Establish and maintain appropriate asset management and Supply Chain Management systems
Develop the facility management framework
Establish the facility management framework
7.3.3 Effective collection of contributions levies from government department annually
On time controlled levy collections
Advance quarterly contributions

17. Programme 4.4: Corporate Services Performance Indicator
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
Maintenance and upgrade

18. SASSETA PLACED UNDER ADMINISTRATION
On 12 February 2015, SASSETA was placed under Administration (Government Gazette No 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

19. 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

20. 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

21. 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.

22. 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.

23. 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.

24. 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

25. 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

26. Annual Performance Plan
Portfolio Committee 2015
Questions
SASSETA 2015/16
Annual Performance Plan
Thank you
SASSETA - your partner in skills development