Launch of the Annual Performance Plan 2018/19. A SAQA that Works

Transcription

1 Launch of the Annual Performance Plan 2018/19 A SAQA that Works

2 In Life 2

3 Mandate Derived from the NQF Act Vision A world class NQF for South Africa Mission Oversee the further development and implementation of a National Qualifications Framework (NQF) and advance its objectives, which contributes to the full development of each lifelong learner and to the social and economic development of the nation at large Values Social and Economic Transformation Integration High Energy and Corporate Vibrancy Quality Service Integrity Quality Qualifications Environmental Sustainability 3

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6 SADCQVN Established

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8 Value for money Expenditure over last 3 years: R Major deliverables over same period: Published 14 NQF Policies Produced NQF Articulation Baseline Study Produced 2014 NQF Impact Study Developed Common language Grew NLRD (18.4 mil learners) Registered 961 qualifications, recognised 34 professional bodies & registered 129 designations Verified national & evaluated foreign qualifications 8

9 Strategic Plan

10 Strategic Imperatives LEADERSHIP: Provide decisive and coherent leadership, coordination and effective monitoring and evaluation towards an articulated NQF NQF POLICIES: Oversee and facilitate the implementation of NQF policies in a coherent, simple and integrated manner across education, training, development and work RELATIONSHIP BUILDING: Use and promote constructive relationship building for the effective implementation of NQF objectives PUBLIC POSITIONING: Continue to make the NQF visible and understood through its positive impact and structured advocacy and communication in South Africa s context STAFF: Empower staff to achieve organisational excellence and value their contributions 10

11 Annual Performance Plan 2018/19 11

12 Focus areas Recognition of Prior Learning Articulation Simplification Advocacy Genuine Qualifications 12

13 High Level Deliverables 13

14 Implementing the National Qualifications Framework Monitor NQF implementation Monitor professional body compliance with Policy De-register qualifications with no learner uptake Implement Ministerial Guidelines Implement NQF Amendment Bill/Act Recognise professional bodies & register their designations Register qualifications and part-qualifications Further simplify the NQF 14

15 Ensuring Genuine Qualifications Verify national qualifications Evaluate foreign qualifications Report on misrepresented qualifications Establish relationship with DOJ (fraudulent qualifications) 15

16 Action Plan Research & Articulation Policy Research Develop new Articulation Action Plan Implement Articulation Policy Conclude research with DUT Publish 2017 NQF Impact Study Conceptualise 2021 NQF Impact Study Produce SAQA Bulletin Publish 5 th Trends Report 16

17 Advocacy & corporate reputation Continue to implement the NQF Advisory Service Continue to grow international footprint Revamp the SAQA website Continue to comply with all relevant legislation Increase our influence through social media platforms and traditional media stories Obtain a clean audit 17

18 Information and Technology Maintain and further develop the NLRD Embed the knowledge management system into SAQA business processes Maintain an ICT Enterprise Architecture that supports our work 18

19 Staff Development Update and implement staff Succession Plan Implement Learning and Development initiatives in line with priorities 19

20 Transformation within SAQA 20

21 Percentage Percentage Transformation within SAQA 90 SAQA Staff Profile by Race: March 2013-March SAQA Executive & Senior Management by Race: March 2013-March Year Year B.African White Coloured Indian Linear (B.African) B.African White Coloured Indian Linear (B.African) 21

22 Percentage Transformation within SAQA 80 SAQA Female Staff Complement as a Percentage: March 2013-March Year Female (All staff) Female (Executive & Senior Management) 22

23 Financial Situation 23

24 Six-Year Revenue Projection (%) Revenue 2020/ / / / / / Government Grant Other Income

25 Government Grant in Relation to Expenditure Chart showing Government Grant in relation to expenditure (R 000) 2020/ / / / / / Government Grant Personnel Costs Capital & Operational Expenditure 25

26 Financial Challenges Budget cut by further R 2 million Outstanding government debtors Repairs & maintenance of building Maintaining monthly positive cash flow 26

27 Strategic Conversations 2018 Feedback from Staff Conversations as input into Strategic Goals for MANCOM session on Strategic Planning

28 Introduction 5 Strategic Conversation sessions 90 minutes each 6-9 February 2018 Overview of Strategic Planning at SAQA and the Draft Strategic Imperatives for the period Small group discussions Feedback Attendance (195 staff) 188 invited 173 attended Absentees 9 apologised with reasons 8 absent 5 unaccounted for Feedback 28 Recommendations 138 General comments MANCOM session on Strategic Planning

29 Vision A WORLD CLASS NQF THAT WORKS FOR THE PEOPLE OF SOUTH AFRICA A world class NQF that works for the people MANCOM session on Strategic Planning

30 Strategic Imperative 1: Dynamic, Responsive and living NQF We have a responsive NQF that adapts to, and supports the changing needs of life-long learning We have a responsive NQF that adapts to, and supports the changing demands of life-long learning MANCOM session on Strategic Planning

31 Strategic Imperative 2: Leadership oversight We have visionary, influential and reflective leadership that drives a well-researched and clearly formulated NQF agenda We have visionary, influential and reflective leadership that drives a wellresearched and clearly formulated NQF agenda MANCOM session on Strategic Planning

32 Strategic Imperative 3: Quality qualifications and articulation We have well-articulated quality-assured qualifications and relevant professional designations (registered on the NQF) that instil trust and meet the needs of the people We have well-articulated and internationally comparable quality qualifications, and relevant professional designations, that instil trust MANCOM session on Strategic Planning

33 Strategic Imperative 4: Capacity We have a competent and capable team, dedicated and resourced to further develop and maintain the NQF We have a competent and capable team, dedicated and adequately resourced, who advance the objectives of the NQF MANCOM session on Strategic Planning

34 Strategic Imperative 5: Advocacy and communication We have an NQF that is well understood and benefits all stakeholders, particularly marginalised sectors in our society We have an NQF that is well understood and benefits all, particularly marginalised sectors of our society MANCOM session on Strategic Planning

35 In Summary 35

36 Launch of the Annual Performance Plan 2018/19 A SAQA that Works