SASSETA ANNUAL PERFORMANCE PLAN 2016/2017

Transcription

1 SASSETA ANNUAL PERFORMANCE PLAN 2016/2017 Your Partner in Skills Development

2 SAFETY AND SECURITY SECTOR EDUCATION AND TRAINING AUTHORITY SASSETA ANNUAL PERFORMANCE PLAN 2016/2017 AMENDED

3 SASSETA ANNUAL PERFORMANCE PLAN 2016/2017 1

4 FOREWORD On 12 February 2015, SASSETA was placed under Administration as a result of constant levels of poor financial and operational performance. As part of the Administration process, the Strategic Plan and Annual Performance Plan of SASSETA was reviewed to ensure compliance with National Treasury requirements and to align these documents to the core mandate, functions and responsibility of SASSETA. Specifically, the Annual Performance Plan was revised to accurately reflect the Service Level Agreement signed with the Department of Higher Education and Training regarding expected performance of SASSETA for 2015/2016. As part of this process the programme budget structure was realigned to ensure accountability and compliance throughout the organisation. During the 2015/2016 financial year the SASSETA made steady progress in the planning and reporting processes of SASSETA hereby enhancing the financial and operational performance. The processes developed for project identification and implementation will be further consolidated to ensure more accurate management and evaluation of the projects implemented during 2016/2017. During the 2016/2017 financial year a more robust Sector Skills Plan will be instituted to address the scarce and critical needs for the Safety and Security sector. The Sector Skills Plan is developed within the scope of the SASSETA and the National Development Plan. Numerous changes in leadership as directed by the past Accounting Authority contributed significantly to the organisation s poor performance. During the 2015/206 financial year the Administrator made some progress with capacitating the organisation. This capacitation focused in part on the organisational restructuring and getting the right skills to meet the core mandate of the SASSETA. The organisational restructuring will be finalised during the 2016/2017 financial year where the SASSETA will complete re-capacitation of the organisation to deliver on its core mandate and functions. Efforts will continue during the 2016/2017 financial year to mitigate the negative impact of stakeholders perceptions due to the poor performance. The SASSETA will continue to address these negative perceptions with programmes and plans to enhance departmental service levels. Market-led service approaches will be implemented to close service gaps and improve overall stakeholder engagement. Evidence of this is the renewed focus on addressing the key challenge of the certification backlog with a turnaround strategy to enable the organisation to keep pace with the high certification demand. The administration period of the organisation was extended to 12 February 2017 to allow the Administrator to fully implement the planned initiatives for 2016/2017. Under the leadership of the Administrator, the Management Team will put in place the necessary operations to consolidate and build the organisation in a manner that is fully functional and is supportive in addressing the critical and scarce skills experienced in the safety and security sector. Jennifer Irish-Qhobosheane Administrator - SASSETA 2

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6 TABLE OF CONTENTS FOREWORD 2 OFFICIAL SIGN-OFF 3 VISION 6 MISSION 6 VALUES 6 LEGISLATIVE MANDATES 7 1. SITUATIONAL ANALYSIS OVERVIEW PERFORMANCE DELIVERY ENVIRONMENT ORGANISATIONAL ENVIRONMENT SWOT ANALYSIS OVERVIEW OF 2013 BUDGET AND MTEF ESTIMATES EXPENDITURE ESTIMATES PER PROGRAMME EXPENDITURE ESTIMATES PER CLASSIFICATION RELATING EXPENDITURE TRENDS TO STRATEGIC OUTCOME ORIENTATED GOAL PROGRAMME STRUCTURE PROGRAMME 1: ADMINISTRATION PROGRAMME PERFORMANCE INDICATORS, ANNUAL AND QUARTERLY TARGETS FOR 2016/ RECONCILING PERFORMANCE TARGETS WITH THE BUDGET AND MTEF: PROGRAMME RELATING EXPENDITURE TRENDS TO STRATEGIC OUTCOME ORIENTED GOALS PROGRAMME 2: LEARNING PROGRAMMES PROGRAMME PERFORMANCE INDICATORS, ANNUAL AND QUARTERLY TARGETS FOR 2016/ RECONCILING PERFORMANCE TARGETS WITH THE BUDGET AND MTEF: PROGRAMME RELATING EXPENDITURE TRENDS TO STRATEGIC OUTCOME ORIENTED GOALS PROGRAMME 3: PLANNING, MONITORING, EVALUATION, REPORTING AND RESERACH PROGRAMME PERFORMANCE INDICATORS, ANNUAL AND QUARTERLY TARGETS FOR 2016/ RECONCILING PERFORMANCE TARGETS WITH THE BUDGET AND MTEF: PROGRAMME RELATING EXPENDITURE TRENDS TO STRATEGIC OUTCOME ORIENTED GOALS 40 TECHNCIAL INDICATOR DEFINITIONS PROGRAMME 1: ADMINISTRATION 44 PROGRAMME 2: LEARNING PROGRAMMES 49 PROGRAMME 3: PLANNING, MONITORING, EVALUATION, REPORTING AND RESEARCH 58 4

7 SAFETY AND SECURITY SECTOR EDUCATION AND TRAINING AUTHORITY PART A: STRATEGIC OVERVIEW SASSETA ANNUAL PERFORMANCE PLAN 2016/2017 5

8 VISION To be the leaders in skills development for safety and security MISSION Education and training authority that ensures quality provision of skills development and qualifications for South African citizens in the safety and security environment through effective and efficient partnerships VALUES As an organisation we are guided by the following values which are important to us as an organisation:- Value Leadership Decisiveness Diversity Transparency Professionalism Quality Teamwork Integrity Equity Behaviour SASSETA values leadership in directing performance of others in the sector and leading the way. SASSETA decisive in making decisions that are firm and beyond doubt, leading to conclusiveness. SASSETA embraces difference, variety or multi-formity within skills development of the various services in the sector. SASSETA programmes and services are easy to access and understand. Our decisions and actions are clear, reasonable and open to examination. SASSETA employees are professionals, well trained in our specialties, committed to service excellence, and dedicated to the successful accomplishment of our mission. SASSETA constantly seek opportunities to improve our services and products. Quality and continuous improvements are an integral part of our daily operations. Employees work as a team and value the contributions of each individual. We know that our people are our most important resource. SASSETA strives to be honest in our operations, conduct and discipline in the organisations actions that have Integrity SASSETA commits to treat all its stake holders equally in an equitable way 6

9 LEGISLATIVE AND OTHER MANDATES SASSETA is established in terms of the Skills Development Act, 1998 (Act 97 of 1998) as amended. It is also required to operate within the following legislative mandates: Legislation Responsibilities according to the legislation Grant Regulations Grant Regulations to manage the disbursement of Discretionary and Mandatory Grants. Control expenditure. To encourage the retention of surplus. Stipulates the percentage that has to be transferred to QCTO annually. Legislation Responsibilities according to the legislation Constitutional Mandates The following sections within the Constitution of the Republic of South Africa, 1996 (Act No. 108 of 1996) are also used as a basis for operations of the SASSETA: Rendering an accountable, transparent, and development-oriented administration. Responding to stakeholders needs. Providing service impartially, fairly, equitably and without bias. Promoting and maintaining high standards of ethics. Legislative Mandates Legislation Skills Development Act 1998 (Act No 97 of 1998) as amended Skills Development Levies Act, 1999 (Act No 09 of 1999) National Qualifications Framework Act 2008, (Act No 67 of 2008 Employment Equity Act, 1998 Act No 55 of 1998 Public Finance Management Act 1999, (Act No 29 of 1999) Responsibilities according to the legislation Develop and implement sector skills plan. Establish and promote learning programmes. Register agreements for learning programmes. Perform any functions delegated by the QCTO. Collect and disburse skills development levies Receive and distribute levies paid into its account by constituencies Provides for the imposition of a skills development levy and for matters connected therewith Provides for the National Qualifications Framework Learners are registered to the National Learner Record Database. Learning programmes are accredited and outcome based When recruiting learners the SETA considers the employment equity targets as outlined in the Act for redress The SETA submits its strategic plan and annual performance plan within the framework of Act. The SETA has appointed internal auditors Policy Mandates 1. The National Skills Development Strategy III (NSDS III) The National Skills Development Strategy III is the key policy driver that has to be implemented by all the SETAs. 2. National Skills Accord and New Growth Path The National Skills Accord is a binding partnership agreement between the representatives of business, organized labour, community constituency and government. 3. The Human Resources Development Strategy -SA This is a strategy for South Africa which articulates a long term vision for human resource development for the country. 4. Strategic & Infrastructural Projects (SIP) The Government s New Growth Path sets out a goal of 5 million jobs by 2020 but also identifies structural problems in the economy that needs to be overcome and points to opportunities in specific sectors and markets. 5.Public Service as Training Space The DPSA directive and circular mandates that the departments must contribute 30% of the 10% skills levy towards the SETAs. SASSETA ANNUAL PERFORMANCE PLAN 2016/2017 7

10 1. SITUATIONAL ANALYSIS 1.1. Overview Skills development in South Africa is facilitated through various education and training interventions by, among others, sector education and training authorities (SETAs). SETAs are statutory bodies funded through the public purse and are regulated mainly by the Skills Development Act No. 97 of 1998 and the Skills Development Levies Act No. 9 of These Acts are supplemented by regulations which are published in the Government Gazette. The Safety and SECURITY SECTOR Sector Education and Training Authority (SASSETA) is one of the 21 sector education and training authorities (SETA) that was recertified on 1 April 2011 by the Department of Higher Education and Training for a period of 5 years, that is up to 31 March SASSETA. The SASSETA is responsible to facilitate skills development in the safety and security sector and to ensure that skills needs are identified and addressed through a number of initiatives by the SETA and the sector. Its mandate is drawn from the Skills Development Act, the National Skills Development Strategy and other subsidiary legislative frameworks. The White Paper on Post School Education and Training (November 2013) locates SETAs as one component of the post-schooling system. The post-school system aims to assist in building a fair, equitable, non-racial, non-sexist and democratic South Africa, to provide expanded access, improved quality and increased diversity of provision, and to provide a stronger and more cooperative relationship between education and training institutions and the workplace. In terms of section of the Basic Conditions of Employment Act, 1997, the government has promulgated Sectoral Determination 6: Private Security Sector governing conditions of employment and setting minimum wages for employees in the South African Private Security Sector. The determination applies to all employers and employees involved in guarding or protecting fixed property, premises, goods, persons or employees; but excludes managers, and workers who are covered by another sectoral determination or bargaining council agreement. The National Development Plan (NDP) identifies the need for expanded systems of further education and training to offer clear, meaningful education and training opportunities particularly for young people. The NDP also points to the need to significantly expanding the education and training sector as well as increasing the number of artisans being trained annually and increasing participation in higher education. As part of the vision for 2030 the NDP identifies the need for people living in South Africa to feel safe and have no fear of crime. To achieve this, the NDP identifies a number of areas that need to be addressed within the security sector including: Strengthening the Criminal Justice System and the implementation of the recommendations of the Review of the Criminal Justice System findings and ensuring the revamp, modernisation, efficiency and transformation of the system. In this regard, over the Medium Term Expenditure Framework (MTEF) there is a need accelerate the implementation of the seven point plan to make the Criminal Justice System more efficient and effective; Building a professional police service that is a wellresourced professional institution staffed by highly skilled officers; and Building safety using an integrated approach of mobilising a wider range of state and non-state capacity and resources and building active citizen involvement. 8

11 1.2 Performance Delivery Environment have become indispensable to the functioning of the security sector. The safety and security sector is one of the major contributors to employment in South Africa. The total employment in the sector is in excess of 720,000, thereby constituting approximately 15% of the total workforce in SA. Over the past few years, the persistent high levels of crime increased employment opportunities in both the public and private security industries. The SASSETA operates within the safety and security sector that is inclusive of government department within the Criminal Justice Cluster, the private security industry and the legal profession. Recently discussions with the Road Traffic Management role players indicated an interest in becoming part of SASSETA. In 2014, there were a total of levy -paying organisations, 5 government departments and 2 public sectors registered on SASSETA s database. The Government sector has approximately employees with the largest number of these people being employed by the South African Police Service (SAPS) which has a fixed establishment over in 2003/4. This rapid growth increased the need for job-specific training. The South African Defence Force (SADF) currently employs people, the second largest employee sector within the SASSETA. In 2016, the Minister of Finance reported that government spending on public order and safety and on defence will increase, from R163 billion in 2015/16 to R193 billion by 2017/18. The police services receive about 48% of this total allocation. This budget needs to contribute to government s outcome 3 which is to ensure that all people are and feel safe. The Government has also identified the need to revamp the Criminal Justice System (CJS). Linked to this revamp are specific training requirements including Information and Communication Technology (ICT), improved detection of crime and case management as well as issues of custody management and border security. The negative impact of cybercrime on the economy and general wellbeing of citizens cannot be underestimated. It has the potential to negatively impact on national security. Information and communication technologies The private security sector refers to the guarding or protecting of fixed property, premises, goods, persons or employees, including monitoring and responding to alarms at premises which are guarded by persons or by electronic means. South Africa has the largest private security industry in the world, 1 with nearly 9,300 registered companies and registered active private security guards. 2 The private security subsector is growing at a rapid rate and will continue to do so as long as the crime rate in the country continues to rise. It is estimated that between 15,000 and 20,000 new members join the private security industry monthly. The Private Security Industry Regulation Act No.56 of 2001 is the primary legislation regulating the industry. The Act provides for the establishment of the Private Security Industry Regulatory Authority (PSIRA) which is responsible for regulating the private security industry and exercising effective control over the practice of the occupation of security service providers. PSIRA s mandate according to the Act includes a range of powers and responsibilities such as receiving registrations and ensuring that these applications conform to the requirements in the statute. There are additional 1,381,340 private security guards trained and accredited and are registered with the Private Security Industry Regulatory Authority (PSIRA). The vast majority of the people employed in the industry are in the guarding environment that makes up just under 50% of the estimated R40 billion annual turnover of the industry. The industry supporting the electronic environment has also experienced a significant growth over the past few years. The high turnover in the industry as reported by the Department of Labour identified the need for security companies to focus on up-skilling workers. Post 1994, the comprehensive transformation of the private security industry remain an area that requires attention. Obviously this transformation also requires specific training interventions that need to regularly be assed in terms of impact. 1 The South African private security industry has broadly been divided into a number of security sectors namely: Security guards (Industrial, residential and commercial); specialised security guards (Cash-intransit); security guards (Reaction service/armed response); special events security etc 2 -security SASSETA ANNUAL PERFORMANCE PLAN 2016/2017 9

12 Legal practitioners include a range of different associations such as the South African Law Society, National Association of Democratic Lawyers (Nadel) and the Black Lawyers Association (BLA). This sector also includes the Legal Aid Board and the Board of Sheriffs. Some of the key training requirements of this sector have been paralegal learnerships and training regarding legal updates. Among the skills development priorities of the sector are those related to security management, medical services, engineering services, forensic sciences, safety and security research and legal specialisations. SASSETA has an important role to play in working with different role players within the safety and security sector in both resolving issues of skills development in the sector and contributing to ensuring that the 2030 vision that people living in South Africa to feel safe and have no fear of crime. SASSETA has a staff compliment of 120. During 2016/17 SASSETA has realigned it programme budget structure to ensure compliance with the SETAs Grant Regulations regarding monies received by a SETA and other related matters (Gazette 35940, December 2013) and to ensure greater transparency and alignment with Public Sector requirements. In this regard SASSETA has reduced its programme and budget structure from from 6 to 3 as follows: Programme1; Administration, Programme 2: Learnerships and Skills Development programme and programme 3: Planning, Monitoring and Evaluation and Research. The budget of SASSETA has also been aligned to these different programme and the costing of the outputs identified in the Annual Performance Plan. During 2014/15 SASSETA experienced a significant over commitment of funds that could not be accommodated within the 2014/15 budget Organisational Environment The administration period of the organisation was extended to 12 February 2017 to allow the Administrator to fully implement the planned initiatives for 2016/2017. The powers and duties of the administrator are as spelt out in the contract and includes: Take over as the Accounting Authority Establish 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. Despite the cancellation of a number of contracts since February 2015 the over commitment was not able to be fully addressed and the budget for 2015/16 makes provision for commitments that have had to be carried forward from 2014/15. The over commitment experienced in 2014/2015 may continue during the 2016/17 financial year. 10

13 Despite several achievements recorded during the 2015/16 financial year some of the key challenges experienced in that year will permeate during the 2016/17 financial year and these include: Ensuring effective planning and reporting processes are put in place within SASSETA Ensuring effective governance structure are put in place within SASSETA Improving the overall performance of the body and ability to report on achievements Improving the planning and management and implementation of skills development and learnerships programmes Ensuring compliance with SCM procedures and the PFMA Ensuring the effective development and implementation of policy Improving data integrity and data management processes Putting in place effective Monitoring and Evaluation processes that will contribute not only to the improvement of SASSETA s overall performance but also ensure that skill and learnership programmes have the desired impact Ensuring that SASSETA is able to deliver on its mandate regarding the certification process. Improving stakeholder management and the functioning of the different chambers within SASSETA. In giving effect to the above, the administration team together with SASSETA Mangers will be working in close cooperation with DHET and National Treasury to resolve the challenges that placed the SASSETA under administration. In addition, the performance environment of SASSETA needs to be more effective to facilitate the resolution of problems of skills development. Within the security sector, the Sector Skills Plan will be strengthened and skills and learnership programmes aligned to this revised Sector Skills Plan. SASSETA ANNUAL PERFORMANCE PLAN 2016/

14 1.4. SWOT Analysis THEMATIC FOCUS STRENGTHS WEAKNESSES OPPORTUNITIES THREATS Policies and Procedures Availability of policies and procedures for finance, supply chain management, human resources management, risk management, governance, asset. management, IT, communication and planning. Lack of compliance to existing policies and procedures. Timeous approval of reviewed policies. There are a multiplicity of policies across the various units that could result in duplication of policies. A few policies are still outstanding and will need to be developed. Leverage from Public/ Private Sector on policies and procedures. Develop system to ensure timely approval is in place. Update the register of policies across the organisation. To determine the policy gaps undertake an audit of policies as prescribed by the different legislation. The lack of policies negatively impact on the organisations functioning in a regularised manner which leads to fraudulent and corrupt practices. Adverse audit opinions The lack of polices and the outcomes sited above would be a reputational risk for SASSETA. Systems and internal controls Internal controls and systems are in place. There are systems in place however these are not optimally utilised and in some instances not utilised at all. The non-utilisation of systems resulted in a number of deviations and this impacts negatively of the SASSETA. The absence of auditing internal controls misleads the organisation level of compliance. A periodic audit of internal controls and systems is required to ensure full compliance with the legislative framework. Regular updating of all internal controls to ensure compliance Optimize the utilisation of existing systems. Adverse audit opinions Organisational Non-functionality.

15 THEMATIC FOCUS STRENGTHS WEAKNESSES OPPORTUNITIES THREATS Financial Management Supply Chain Management Governance (governance, risk And compliance) There is some capacity for financial and supply chain management in the organisation. This includes systems, procedures, policies etc. Governance Risk and Compliance Capacity is in place although limited. Risk strategy and plan in place to manage risks. Audit and Risk committee is in place. Financial management systems are not integrated with the core functions of the organisation. There is no activity based costing which aligns the budget with the performance information. There is no dedicated asset management function and capacity resulting in assets not being accounted for. There is a lack of adherence to the SCM requirements due to the lack of the requisite technical capacity. Lack of implementation of the GRC framework. Changes in risk levels over time are not tracked resulting in risks not being mitigated and the same risks recurring. Suspension of the board. Lack of adequate human resource capacity to optimally meet the requirements of governance, risk and compliance. The process to integrate the financial management system commenced in 2015/2016 and will be consolidated in the 2016/2017 financial year. The planning of the outsourced internal audit function should be aligned with the SASSETA requirements. Establish an asset management unit under a Facilities management function. Regularise and utilise all SCM processes to mitigate fraudulent transactions. Aggressively monitor non-compliance to SCM Implementation requirements. of the governance, compliance and risk policy. Greater integration of risk register into the organisational planning processes. Implement tools to measure effectiveness of governance structures. Aggressively monitor the implementation of governance tools, processes and policies. Adverse audit opinion Theft of assets and loss of revenue Increase insurance claims negatively impacting on the financial viability of the SASSETA. SASSETA will be placed under administration continually. SASSETA will lose its license to operate as a SETA.

16 THEMATIC FOCUS STRENGTHS WEAKNESSES OPPORTUNITIES THREATS ICT An ICT department exists with some capacity. A ICT Master Plan has been developed. Currently the infrastructure is very poor. The licenses for some of the ICT programmes has lapsed. Different platforms are available however these are not integrated. The recently developed ICT masterplan has not been implemented as yet. Develop a single integrated platform Upgrade IT network Infrastructure. Establish more stable ICT enabling interfaces. Implement the masterplan. Capacitate the ICT business unit with financial and human resources. Poor management and implementation of ICT impact on the functionality of the organisation and the ability of the organisation to deliver against its core mandate. There will be a breach of Information security. Mismanagement of IT resources. Communication and marketing The service offering of the SASSETA is marketed in different locations throughout the country. Career guidance with respect to the SASSETA service offering is packaged and distributed widely. SASSETA is known within the safety and security sector. However, they remain vulnerable to the possibility that their clients may no longer want to use their services because of the organisational challenges. The SASSETA has a strong presence with some organisations. The SASSETA is dependent on income from government departments hence the organisation would need to establish a reliable customer base in order to spread business risk. The organisation is dependent on their main competitive advantage, the servicing of the safety and security sector in particular government departments. With a shrinking resource pool government may cut back its resources to fund training and development impacting negatively on the survival of the organisation. New products and services that can be attractive to the safety and security sector, in particular optimising the opportunities with the TVETs. SASSETA has the opportunity to expand its target groups. Capitalise on the new target groups and offer a programme that is tailored to the sectors needs. Aggressive branding and packaging of the SASSETA offering would be imperative. As discussed in the weaknesses, SASSETA may not be considered as the most suitable option for safety and security sector which means that clients will look for alternatives. The above may result in reduced delivery thereby reduced performance against targets which may translate into reduced funding.

17 THEMATIC FOCUS STRENGTHS WEAKNESSES OPPORTUNITIES THREATS Human Resources Management and Development Tools to improve human resources activities are available (e.g., interview guide and training manual). Experienced workforce dedicated to mission is available across the organisation. No ongoing evaluation and updating of human resources. practices and policies Lack of accountability of managers and employees to achieve clear and measurable performance levels. Failure to communicate formally and informally, both cross-functionally and within departments. High staff turn over. Lack of professional culture across the organisation. The diffused knowledge base of the staff across the SASSETA. Management team wanting to improve business through a programme that supports organisational development and culture. Implementation of the reworked organisational structure will allow for the matching and placing of skills (the right skill for the job). Advanced technologies are available to foster more effective human resources activities. The information about best practices in human resources is widely available. Other organisations may attract employees and business away from SASSETA. The high staff turnover will continue. Accreditation and Quality Assurance With increased support from Practitioners in SASSETA there is a notable increase in compliance to SASSETA accreditation requirements. Processes are regularised resulting in improved performance. The processes and systems for accreditation are credible. Registered assessors and moderators are linked to specific qualifications. SASSETA has been conducted over the past three years. Current Policies do not accommodate the incoming TVET institutions. With decreased support and investment in verification for the accreditation of providers noncompliance is a reality. Inconsistent application of the regularisation of the accreditation processes. Lack of capacity to conduct ongoing monitoring of moderation assessment and provider. Lack of a pool for programme evaluators and external verifiers. No tracking system in place to monitor learners and providers. Lack of capacity to monitor compliance with the Sectoral Determination on Learnerships. Lack of project management systems and skills. Review and update internal policies to align with changing regulations in the training environment e.g. accreditation policy to accommodate accreditation of TVETS. Ongoing support to the TVET Staff and public institions. Monitor the Consistent application of regularisation processes for accreditation. Institutionalize monitor and tracking systems for learners, employers, providers, moderators and assessors. Establish a well-functioning project management system that includes project management. Set up an electronic records management systems. Increase capacity for the certification of learners. Integrity of Accreditation processes can be compromised resulting in the withdrawal of quality assurance, delegated functions by the QCTO.

18 THEMATIC FOCUS STRENGTHS WEAKNESSES OPPORTUNITIES THREATS Discretionary Grants DG BEC meets regularly. DG process has been regularised. Improved advertising to address the scarce and critical skills. Refinement of the DF policies and procedures. Processes flow from BEC to BAC is not functionally optimally. Stakeholders are not proactive in the development of new qualifications. Delays in project implementation impacts on the roll over of projects to the subsequent year. Changed strategy from private service providers to public providers has resulted in numerous delays. To ensure that the SOP s are implemented to mitigate and delays. Development and implementation of the DG planning cycle. Implementation of the amended policies and processes to ensure regularisation. Exploration of the co-funding with stakeholders implementing their own programs. To implement a hybrid model in a staggered way to ensure a smooth transition from private to public sector thereby contributing to the scarce and critical skills gaps. Potential public institution may not meet the full accreditation requirements, thereby delaying delivery of programmes. Lack of documentation provided by learners and service providers leading to delays in payments and implementation. Planning The SETA Year Plan has been approved. SSP has been submitted as prescribed timeline by DHET. The SP & APP will be submitted as prescribed by DHET. Lack of a tool to monitor the SETA Year Plan. The Plan is still in operational level and in some instances not strategic. Elevate of the Year Plan to a strategic level. Alignment of the Strategic Plan/ APP with the SSP. Conduct mid-year reviews to assess departmental progress in line with set targets. Link operational plans to budgets. Conflicting requirements from the DHET & National Treasury which could result in noncompliance thereby comprising the organisation s audit results.

19 THEMATIC FOCUS STRENGTHS WEAKNESSES OPPORTUNITIES THREATS Monitoring and Evaluation Research MER function systems has been established and approved. QMR and QPR has been approved and submitted on time. POE was verified and quality assured. Research strategy developed. Research agenda developed. SSP framework developed. Partnerships with the HEI and industry on LMR. Inadequate capacity (i.e. budget & human resources to effectively and efficiently implement the M&E function Late submission of information by departments for reporting compromises the quality and accuracy of reporting to DHET Insufficient capacity in the units (i.e. budgets & human capital). Lack of implementation of Research Agenda. Inadequate utilisation of HEI. Lack of impact assessments studies. Efficient and effective reporting with corrective measures in the SETA. Mid-year reviews implemented to ensure continuous improvement. Improve compliance to DHET/ National Treasury Policies. Institutionalising the MER function by adding monthly reporting Centralise organisational POE for audit purposes. Increase intervention on M&E Aggressively findings. implement industry aligned research agenda to support the SSP. Strengthen collaboration & partnerships with key industry stakeholders and HEI. Develop new research. Late submission of information for reporting by units compromises quality and accuracy resulting in a negative audit finding on performance information. Lack of implementation of action plans on non-achieved targets. Lack of follow up on the Project M&E findings Discontent of stakeholders not being engaged. Inadequate response to the industry needs due to the none implementation of Research Agenda

20 2. Overview of 2016/17 budget and MTEF estimates There was a significant drop/decrease in the revenue estimate of 2016/17 financial year and beyond. This was due to a some of the government departments not committing 30% of the 1% of the payroll budget towards their levy contribution as per the DPSA directive of 30 March SASSETA BUDGET FOR THE 2016/17 FINANCIAL YEAR Audited Figurers Estimated Performance Medium - Term Expenditure Estimate 2014/ / / / / /20 Skills Development Levy income from DHET Contributions from Other Government Departments Interest and other income Donor Funding Income Total Net Receipt Total Revenue Available per Category Income Administration on gross income Mandatory grant on gross income Discretionary grant on gross income TOTAL REVENUE EXPENDITURE Administration Expenditure (incl. 0.5% for QCTO) Mandatory Grant Expenditure Research Projects Expenditure Donor Funding Expenditure Prior Year Projects Expenditure TOTAL EXPENDITURE NET SURPLUS / (DEFICIT) Note: During the budgeting for 2015/16 the finance department over budgeted the amount that would be received during the financial year from Government departments. In order to address this, SASSETA has implemented measures to address any possible over spending that may occur as a result of this. Also in the following 2016/17 year adjustment have been made to redress this. 18

21 2.1 Expenditure estimates per programme Note that even though research and development is funded by discretionary grants, it is allocated to the planning, monitoring, evaluation, reporting and research unit in terms of operations of the SETA. This has resulted in the variance between allocation of expenditure per programmes (only programme two and three) and the legislated split (administration, employer grants and projects expenditure). Programmes Audited Estimated Medium - Term Expenditure Outcomes Expenditure Estimate (R 000) (R 000) (R 000) 2014/ / / / / /20 Administration Learning programmes Planning, monitoring, evaluation, reporting and research TOTAL Expenditure Estimates per Classification ADMINISTRATION Classification Audited Outcomes (R 000) Estimated Expenditure (R 000) Medium - Term Expenditure Estimate (R 000) 2014/ / / / / /20 Fire Arm Expense Councillors Fees Council Meals, Travel and Accommodation Accommodation & Meals - Staff Audit Fees External Audit Fees Internal Bank Charges Telephones and Communication Consultants Fees Consumables & Cleaning Fire Arm Expense Councillors Fees Council Meals, Travel and Accommodation Accommodation & Meals - Staff Depreciation Eletricity & Water Fuel & Vehicle Maintenance IT Maintenance Legal Fees Licence Fees - Software Meeting & workshops Office Rental Publicity, Marketing & Advertising Recruitment SASSETA ANNUAL PERFORMANCE PLAN 2016/

22 Estimated Expenditure (R 000) (R 000) 2014/ / / / / /20 QCTO Consulting Fees Employment Cost Other Administration costs TOTAL EMPLOYER GRANT EXPENDITURE Mandatory Grants Expenditure Research TOTAL PROJECTS EXPENDITURE Discretionary Grant Expenditure Pivotal Grants Non-pivotal Grants Project Administrator TOTAL Note Not included in the 2015/16 estimated expenditure above is an amount of R relating to donor funding expenditure. 2.3 Relating expenditure trends to strategic outcome orientated goal a) Administration Expenditure For detailed expenditure relating to programme two and three, refer to bulletin 4.2 and 4.3 respectively. The total administration budget has decreased. In the previous financial years departments within the Safety and Security Sector voluntarily contributed levies to SASSETA. The DPSA directive which was to be effected on the 01 April 2013, was introduced. SASSETA however experienced challenges collecting the revenue as directed by this directive. As a result, SASSETA continued receiving the voluntary levy income which was calculated at an estimated 10% of the 1% of the payroll budget and utilised all the funds to carry on the day to day operations of the organisation. SASSETA in turn utilised all these funds to carry the day to day operations of the organisation. The DPSA directive required the revenue received from the departments to be split between administration and projects expenditure. SASSETA then re-assessed its administration expenditure and implemented the cost containment measures to reduce costs accordingly. 20

23 b) Employer Grants Expenditure Due to the reducation of the percentage payable to the employers (from 50% to 20% since the 2013/14 financial year) once the WSP/ATR was approved, the expenditure has decreased significantly. The reducation in the submission of the WSP/ATR has also been noted. c) Projects Expenditure A total of R192 million has been set aside in the current financial year to address the over-commitment of the 2014/15 financial year. The increment in the levy income will be visible in the performance of the SETA in the 2016/1 financial year onwards. The New Grant Regulations (Government Notice No. R. 990) only allow for a maximum of 20% of the total discretionary funds to be utilised for non-pivotal grants. SASSETA ANNUAL PERFORMANCE PLAN 2016/

24 SAFETY AND SECURITY SECTOR EDUCATION AND TRAINING AUTHORITY PART B: PROGRAMME PLANS 22

25 3. PROGRAMME STRUCTURE This APP is based on a results based programme approach. The organisation of the programme is as follows: Administrator Programme 1: Programme 2: Administration Learning Programme Programme 3: Planning, M&E & Research Financial Human Resource Learning Management Management Programmes Planning ICT Risk Management Monitoring, Evaluation and Reporting Communication and Marketing Internal Audit Quality Assurance Research SASSETA ANNUAL PERFORMANCE PLAN 2016/

26 3.1 PROGRAMME 1: ADMINISTRATION Programme Purpose: Provide management, strategic and administrative support services to ensure effective delivery of learning programmes, skills planning, research, monitoring and evaluation. The programme is aimed at accelerating delivery of programmes in 2015/16. The programme consists of the following sub-programmes: Human Resource Management ensures optimum and efficient utilisation and development of Human Capital and provides an advisory service on matters pertaining to organisational effectiveness and development, individual performance management, sound employee relations, employee health and wellness, as well as effective and efficient recruitment, selection and placement services including research and development of human resources policies and practices. Risk Management pro-actively manages / addresses risks that have a negative impact on the SASSETA s performance Internal Audit provides management and the Audit Committee with independent objective assurance with a view to improving effectiveness of governance, risk management and control processes. Communication and Marketing disseminates and improves access to information about the SASSETA Information Communication Technology provides for the Information and Communications Technology (ICT) needs and requirements of the SASSETA. Finance renders effective and efficient financial management and administrative support to the SASSETA 24

27 Programme performance indicators, annual and quarterly targets for 2016/17 a) Annual Targets AUDITED/ACTUAL ESTIMATED LEVEL OF MEDIUM TERM TARGETS PLANNING STATEMENT INDICATOR PERFORMANCE PERFORMANCE PLANNING 2014/ / / / / /2020 STRATEGIC GOAL: Credible institutional mechanism for skills planning in the safety and security sector STRATEGIC OBJECTIVE Improved audit status of SASSETA Monitor financial viability of SASSETA by optimizing financial systems 1. Percentage of non-compliances with the PFMA and SDLA resolved annually OUTPUT 2. Percentage of budget committed against the APP annually 3. Percentage compliance with the SCM policies and procedures annually STRATEGIC OBJECTIVE: Increased productivity levels across the SASSETA Implementation of 4. Improve the SETA s performance OUTPUT Performance Management based on the Management System Performance Assessment Tool STRATEGIC OBJECTIVE: Increase availability of the ICT System Management of information through an integrated and OUTPUT responsive ICT system OUTPUT 5. Annually review and implementation of the ICT Master System Plan 0% 100% 100% 100% 100% 100% Not Known 100% 100% 100% 100% 100% 0% 100% 100% 100% 100% 100% 0% 100% 100% 100% 100% 100% 0% 70% STRATEGIC OBJECTIVE: Increase SASSETA s visibility through access to career exhibitions and vocational guidance Increasing organisational Awareness 6. SETA s Marketing and Communication strategy approved and implemented as per the M & C Plan by March % STRATEGIC OBJECTIVE: Improved governance, leadership and management across the SASSETA OUTPUT Monitor strategic oversight 7. Improved SASSETA's annual across the SASSETA Governance rating/maturity 0 level OUTPUT OUTPUT Monitoring and reporting on compliance with Internal Control system Improved risk assessment process 8. Percentage compliance with internal controls across SASSETA annually 9. Improved Risk Management maturity level annually Governanc e Maturity Rating Level 1 80% of the approved ICT Master Plan will be implemented Marketing and Communication strategy approved by the Administrator 80% implementation of activities Governance Maturity Rating Level 2 90% 100% 100% 100% 100% 100% Governance Maturity Rating Level 3 Governance Maturity Rating Level 4 Governance Maturity Rating Level 4 0% 100% 100% 100% 100% 100% 0 Risk Maturity Rating Level 3 Risk Maturity Rating Level 4 Risk Maturity Rating Level 5 Risk Maturity Rating Level 5 Risk Maturity Rating Level 5

28 b) Quarterly Targets LEVEL OF PLANNING PLANNING STATEMENT INDICATOR REPORTING PERIOD 2016/2017 ANNUAL TARGET 2016/2017 QUARTERLY TARGETS QUARTER 1 QUARTER 2 QUARTER 3 QUARTER 4 STRATEGIC GOAL: Credible institutional mechanism for skills planning in the safety and security sector STRATEGIC OBJECTIVE Improved audit status of SASSETA OUTPUT Monitor financial viability of SASSETA by optimizing financial systems 1. Percentage of non-compliances with PFMA and SDLA resolved annually 2. Percentage of budget committed against the APP annually 3. Percentage compliance with the SCM policies and procedures annually STRATEGIC OBJECTIVE: Increased productivity levels across the SASSETA Implementation 4. " Improve the SETA s of Performance performance based on the OUTPUT Management Management Performance System Assessment Tool". Quarterly 100% 100% 100% 100% 100% Quarterly 100% 25% 50% 75% 100% Quarterly 0% 100% 100% 100% 100% Semi-annual 100% 0 100% 0 100% STRATEGIC OBJECTIVE: Increase availability of the ICT System Management of OUTPUT information through an integrated and responsive ICT system 5. Annually review and implementation of the ICT Master System Plan OUTPUT Quarterly 80% of the approved ICT Master Plan will be implemented STRATEGIC OBJECTIVE: Increase SASSETA s visibility through access to career exhibitions and vocational guidance Increasing organizational awareness 6. SASSETA's Marketing and Communication strategy approved and implemented as per the M & C Plan by March 2017 Quarterly Marketing and Communication strategy approved by the Administrator 80% implementation of activities 20% 40% 60% 80% 25% 50% 75% 100% STRATEGIC OBJECTIVE: Improved governance, leadership and management across the SASSETA OUTPUT Monitor strategic 7. Improved SASSETA 's annual Governance Governance oversight across the SASSETA Governance rating/maturity level Annual Maturity Rating Level Maturity Rating Level 2 OUTPUT Monitoring and 8. Percentage compliance with reporting on compliance with internal controls across SASSETA Annual 100% %

29 LEVEL OF PLANNING PLANNING STATEMENT INDICATOR REPORTING PERIOD 2016/2017 ANNUAL TARGET 2016/2017 QUARTERLY TARGETS QUARTER 1 QUARTER 2 QUARTER 3 QUARTER 4 Internal Control system OUTPUT Improved risk assessment process 9. Improved SASSETA's annual Risk Management maturity level Annual Risk Maturity Rating Level Risk Maturity Rating Level 4

30 3.1.2 Reconciling performance targets with the Budget and MTEF: Programme 1 Programme 1: Administration Audited Outcomes Estimated Expenditure Medium - Term Expenditure Estimate (R 000) (R 000) (R 000) 2014/ / / / / /20 Human Resources Internal Audit Communication and marketing Information Communication Technology Finance Governance (Incl. risk management) Project admin support TOTAL Relating expenditure trends to strategic outcome oriented goals In point form, indicate how the above budget and MTEF allocations contribute to the realisation of the institution s strategic outcome oriented goals. Focus on any change in funding levels.

31 3.2 PROGRAMME 2: LEARNING PROGRAMMES Programme 2: Learning Programmes The purpose of the programme is as follows: Implementing the learning programmes identified in the strategic plan within the approved budget Executing the delegated functions by the QCTO with regard to the curriculum of the occupational qualification Or part qualification of the learnerships Quality assurance function that is accreditation of training providers, registration of assessors, facilitators and Moderators, evaluating of assessments and facilitation of moderation including certification of learners as proof of successfully completion of the qualification. The programme comprises Quality Assurance Certification Learning Programmes (Learnships, Apprenticeships, Skills Development, Internships, Bursaries) SASSETA ANNUAL PERFORMANCE PLAN 2016/

32 OUTPUT a) Annual Targets AUDITED/ACTUAL ESTIMATED LEVEL OF MEDIUM TERM TARGETS PLANNING STATEMENT INDICATOR PERFORMANCE PERFORMANCE PLANNING 2014/ / / / / /2020 STRATEGIC GOAL: A capable and skilled workforce in the safety and security sector STRATEGIC OBJECTIVE: Increased Efficacy in SASSETA s discharge of the QA function 10. Percentage of assessors in compliance with SASSETA ETQA 0% 80% 80% 90% 100% 100% assessor policy OUTPUT Accreditation of providers, and registration of assessors and moderators Delivery of learner Certificates 11. Percentage of moderators in compliance with SASSETA ETQA moderator policy 12. Percentage of Providers in compliance with SASSETA ETQA accreditation policies 13. Turnaround time to deliver learner certificates from receipts of complete and correct documentation 0% 60% 65% 70% 80% 80% 0% 60% 60% 70% 80% 80% 90 days 60 days 50 days 40 days 40 days 40 days OUTPUT Qualifications 14. Number of new qualifications Development aligned to skills priorities STRATEGIC OBJECTIVE: Increased responsiveness to public TVET college to the needs of the safety and security sector OUTPUT Create an environment 15. Number of Public TVETs with that enables performance SASSETA approved programs STRATEGIC OBJECTIVE: Reduced critical and scarce skills gap in the safety and security sector through the provisioning of quality learning programs OUTPUT Learnerships delivered 16. Number of unemployed learners entering learnships Number of workers entering learnships: OUTPUT Bursaries Supported 18. Number of unemployed entering bursaries Number of workers entering bursaries OUTPUT Skills Programs Delivered 20. Number of unemployed entering skills Programme Number of workers entering skills Programme OUTPUT Artisans Supported 22. Number of artisans entered Number of artisans completed Number of unemployed learners entering internships OUTPUT Workplace Learning/ 25. Number of TVET student Experience placements Number of university student placements

33 b) Quarterly Targets LEVEL OF PLANNING PLANNING STATEMENT INDICATOR REPORTING PERIOD 2016/2017 ANNUAL TARGET 2016/2017 QUARTERLY TARGETS QUARTER 1 QUARTER 2 QUARTER 3 QUARTER 4 STRATEGIC GOAL: A capable and skilled workforce in the safety and security sector STRATEGIC OBJECTIVE: Increased Efficacy in SASSETA s discharge of the QA function 10. Percentage of assessors in compliance with SASSETA ETQA assessor policy OUTPUT OUTPUT OUTPUT Accreditation of providers, and registration of assessors and moderators Delivery of learner Certificates Qualifications Development 11. Percentage of moderators in compliance with SASSETA ETQA moderator policy 12. Percentage of Providers in compliance with SASSETA ETQA accreditation policies 13. Turnaround time to deliver learner certificates from receipts of complete and correct documentation 14. Number of new qualifications aligned to skills priorities Quarterly 80% Quarterly 65% Quarterly 60% 20% 45% 65% 80% 15% 30% 40% 65% 25% 30% 40% 60% Quarterly 50 days 50 days 50 days 50 days 50 days Annual STRATEGIC OBJECTIVE: Increased responsiveness to public TVET college to the needs of the safety and security sector Create an 15. Number of Public TVETs with environment that OUTPUT SASSETA approved Quarterly enables programs performance STRATEGIC OBJECTIVE: Reduced critical and scarce skills gap in the safety and security sector through the provisioning of quality learning programs OUTPUT OUTPUT OUTPUT Learnerships delivered Bursaries Supported Skills Programs Delivered 16. Number of unemployed learners entering learnships 17. Number of workers entering learnships: 18. Number of unemployed entering bursaries 19. Number of workers entering bursaries 20. Number of unemployed entering skills Programme 21. Number of workers entering skills Programme Quarterly 3000 Quarterly 2000 Quarterly 396 Quarterly 320 Quarterly Quarterly

34 LEVEL OF PLANNING PLANNING STATEMENT INDICATOR REPORTING PERIOD 2016/2017 ANNUAL TARGET 2016/2017 QUARTERLY TARGETS QUARTER 1 QUARTER 2 QUARTER 3 QUARTER Number of artisans entered Quarterly OUTPUT Artisans Supported 23. Number of artisans completed Quarterly OUTPUT Workplace Learning/ Experience 24. Number of unemployed learners entering internships 25. Number of TVET student placements 26. Number of university student placements Quarterly Quarterly Quarterly

35 3.2.2 Reconciling performance targets with the Budget and MTEF: Programme 2 Programme 2: Learning Programmes Audited Outcomes Estimated Expenditure Medium - Term Expenditure Estimate (R 000) (R 000) (R 000) 2014/ / / / / /20 Accreditation of providers, assessors and moderators Delivery of learner Certificates Qualification Development Workers Entering Learnerships Unemployed Entering Learnerships Workers Entering Bursaries Unemployed Entering Bursaries Workers Entering Skills Programme Unemployed Entering Skills Programme Unemployed Entering Internships TVET Student Placement University Student Placement Artisan Entered NGO, CBO, NLPE & Trade Unions Career Guidance Other administration expenditure Targets not reported in the prior financial years TOTAL Note Not included in the 2015/16 estimated expenditure above is an amount of R relating to donor funding expenditure Relating expenditure trends to strategic outcome oriented goals There are no sufficient funds to deliver all the learning programmes especially for the workers and unemployed learnership. Other institutions will be approached in the financial year for co-funding of certain programmes to ensure all targets are met.

36 3.3 PROGRAMME 3: PLANNING, MONITORING, EVALUATION, REPORTING AND RESERACH Programme 3: Planning, Monitoring, Evaluation, Reporting and Research Programme Purpose: The purpose of this programme is threefold: Skills planning are a credible institutional mechanism for skills planning to provide reliable information on supply and demand for skills in the Safety and Security Sector. Strategic Planning and Annual Performance Plan provides strategic direction and leadership to SASSETA with regard to implementation of strategic priorities in the Sector Skills Plan and Strategic Plan. Monitoring and Evaluation Conducts monitoring and evaluation of the skills development programme. The results of these monitoring reports and evaluations are used to inform planning and budgeting and to improve SASSETA s performance, accountability, decision-making as well as knowledge management SASSETA ANNUAL PERFORMANCE PLAN 2016/

37 3.3.1 Programme performance indicators, annual and quarterly targets for 2016/17 a) Annual Targets LEVEL OF PLANNING PLANNING STATEMENT INDICATOR AUDITED/ACTUAL PERFORMANCE ESTIMATED PERFORMANCE MEDIUM TERM TARGETS 2014/ / / / / /2020 STRATEGIC GOAL: Credible institutional mechanism for skills planning, monitoring, evaluation and research for the safety and security sector STRATEGIC OBJECTIVE: Institutionalized robust planning towards achievement of the SETA mandate. OUTPUT OUTPUT OUTPUT OUTPUT Develop and implement a planning cycle Update and oversee the implementation of the Sector Skills Plan Develop and review the Strategic Plan Develop and review Annual Performance Plan 27. Percentage compliance to SETA Year Plan by March Completion and submission of the Sector Skills Plan by 30 September Strategic Plan finalised and submitted to DHET by 30 November Annual Performance Plan finalised and submitted to DHET by 30 November % 100% 100% 100% 100% 100% 30-Sep 30Sep September Dec 31-Dec 31-Dec 31-Dec by 30 November 2016 by 30 November 2016 September 2016 by 30 November 2017 by 30 November 2017 September 2016 by 30 November 2018 by 30 November 2018 September 2016 by 30 November 2018 by 30 November 2018 OUTPUT Review and the approval 31. Number of WSPs approved by 31-Dec 31-Dec of the WSP 31 August 2016 STRATEGIC OBJECTIVE: Increased integrity of M&E information for planning and decision-making and accountability. OUTPUT OUTPUT OUTPUT Compliance to the QMR and QPR Requirements Monitor SP and APP targets Conducted impact assessment on SASSETA learning Programmes. 32. Percentage Compliance to the QMR and QPR requirements within 30 days after the end of each quarter 33. Mid-year review report on both financial and non- financial performance information completed by November Annual review report on both financial and non- financial performance information completed by March Number of relevant impact assessment conducted by March % 100% 100% 100% 100% 100% January January 2016 April 2015 April 2016 November 2016 November 2017 November 2018 November

38 LEVEL OF PLANNING PLANNING STATEMENT INDICATOR AUDITED/ACTUAL PERFORMANCE ESTIMATED PERFORMANCE MEDIUM TERM TARGETS 2014/ / / / / /2020 STRATEGIC OBJECTIVE: Improved identification and understanding of the scarce and critical skills needs across the safety and securi ty sector OUTPUT Published research Studies 36. Number of relevant research studies conducted in support of the safety and security by March Number of relevant research studies published in support of the safety and security by March

39 LEVEL OF PLANNING b) Quarterly Targets PLANNING STATEMENT INDICATOR REPORTING PERIOD STRATEGIC GOAL: A capable and skilled workforce in the safety and security sector STRATEGIC OBJECTIVE: Increased Efficacy in SASSETA s discharge of the QA function OUTPUT OUTPUT OUTPUT Develop and implement a planning cycle Update and oversee the implementation of the Sector Skills Plan Develop and review the Strategic Plan Develop and review Annual Performance Plan Review and the approval of the WSP 27. Percentage compliance to SETA Year Plan 28. Completion of the Sector Skills Plan by the target date 29. Completion of the Strategic Plan by the target date 30. Completion of the Annual Performance Plan by the target date 2016/2017 ANNUAL TARGET 2016/2017 QUARTERLY TARGETS QUARTER 1 QUARTER 2 QUARTER 3 QUARTER 4 Quarterly 100% 100% 100% 100% 100% Annual September 2016 September 2016 Annual November 2016 November 2016 Annual November 2016 November Number of WSPs approved Annual STRATEGIC OBJECTIVE: Increased integrity of M&E information for planning and decision-making and accountability. OUTPUT Compliance to the QMR and QPR Requirements 32. Percentage Compliance to the QMR and QPR requirements OUTPUT OUTPUT OUTPUT OUTPUT Monitor SP and APP targets Conduct impact assessment on SASSETA learning programmes Published research Studies 33. Mid-year review report on both financial and nonfinancial performance information completed by target date 34. Annual review report on both financial and non- financial performance information completed by target date 35. Number of relevant impact assessment conducted Quarterly 100% 100% 100% 100% 100% Annual November 2016 November 2016 Annual April 2016 April 2016 Quarterly STRATEGIC OBJECTIVE: Improved identification and understanding of the scarce and critical skills needs across the safety and security sector 36. Number of relevant research studies conducted in support of the safety and security 37. Number of relevant research studies published in support of the safety and security Annual 2 2 Annual 6 6

40 3.3.2 Reconciling performance targets with the Budget and MTEF: Programme 3 Programme 3: Planning, Monitoring, Evaluation, Reporting and Research Audited outcomes Estimated Performance Medium-term expenditure estimate 2014/ / / / / /20 Develop and implement a planning cycle Compliance to the QMR and QPR requirements Monitor SP and APP targets Verification of APP targets Strategic Objective: Improved impact of the scarce and critical skills Across the safety and security sector. Research studies conducted to determine the scarce and critical skills for the safety and security sector Conducted impact assessment on SASSETA learning programmes TOTAL Relating expenditure trends to strategic outcome oriented goals The above expenditure relates to Planning, Monitoring, Evaluation, Reporting and Research. In prior financial, Planning, Monitoring, Evaluation, Reporting and Research cost was accounted for as part of the programme 2 above. Mandatory grants expenditure is part of this programme. Once the WSP/ATR s are approved, 20% of the levy contribution by the employer is paid back to the employer on a quarterly basis.

41 SAFETY AND SECURITY SECTOR EDUCATION AND TRAINING AUTHORITY PART C: LINKS TO OTHER PLANS SASSETA ANNUAL PERFORMANCE PLAN 2016/

42 PART C: LINKS TO OTHER PLANS 1. Links to long term infrastructure and other capital assets Not applicable 2. Conditional grants Not applicable 3. Public Entities Not applicable 4. Public Private Partnership Not applicable 42

43 SAFETY AND SECURITY SECTOR EDUCATION AND TRAINING AUTHORITY ANNEXURES RELATING TO THE STRATEGIC PLAN FOR 2012/13 TO 2016/17 SASSETA ANNUAL PERFORMANCE PLAN 2016/

44 ANNEXURE 1: TECHNICAL INDICATOR DESCRIPTIONS 1. INDICATOR Indicator title PROGRAMME 1: ADMINISTRATION Percentage of non-compliances with PFMA and SDLA that is resolved annually. Resolved means that by year end non-compliance issues have been addressed by management. Short definition This indicator measures to extent to which SASSETA is compliant with the PFMA and SDLA. Purpose/importance Source/collection of data Method of calculation To achieve a clean administration SASSETA must comply with the PFMA and SDLA. Monthly management compliance report Internal Audit Report AGSA interim audit report This indicator will be calculated by: Numerator = the total number of reported non-compliances with the PFMA and SDLAresolved Denominator = the total number of non-compliance with the PFMA and SDLA reported Data limitations Timing of when the reports are issued. Type of indicator Calculation type Reporting cycle New Indicator Desired performance Indicator responsibility Outcome Non - cumulative Annually New 100% of reported non-compliances with the PFMA and SDLA resolved by the end of the financial year Chief Financial Officer

45 2. INDICATOR Indicator title Short definition Percentage budget committed against APP targets annually Committed means approved by the accounting authority and spent / reserved This Indicator measures the percentage of the budget allocated to APP targets and committed by year end... Purpose/importance To ensure that the SASSETA committed the budget according to the planned 2016/17 target in order to achieve its strategic objectives and APP targets Source/collection of data Allocated and committed APP Method of calculation Data limitations Type of indicator Calculation type Reporting cycle New Indicator Desired performance Indicator responsibility Numerator = Amount committed Denominator= Allocated APP budget. None Output Non -Cumulative Annually New 100% allocated budget committed Chief Financial Officer

46 3. INDICATOR Indicator title Short definition Percentage compliance with the SCM policies and procedures annually This indicator measures the extent to which SASSETA complies with SCM policies and procedures. Purpose/importance To ensure that supply chain system in SASSETA is managed in a responsible and cost effective manner. Source/collection of data Method of calculation Quarterly compliance report Internal Audit Report AGSA reports Numerator - Number of compliant SCM transactions Denominator total number of SCM transactions Data limitations Type of indicator Calculation type Reporting cycle New Indicator Desired performance Indicator responsibility None Outcome Non-Cumulative Annually Yes 100% compliance with the SCM policies and procedures Chief Financial Officer

47 4. INDICATOR Indicator title Improve the SETA s performance based on the Management Performance Assessment Tool Short definition Purpose/importance Source/collection of data The indicator measures the compliance to the performance management policy and procedures across the SASSETA To assists the organisation in monitor the contributions made by individual staff members to the key results and the commitments detailed in the APP Policy and procedures Performance agreements of staff members Performance assessment reports of the individual staff members Method of calculation This indicator is calculated by assessing whether all staff that are performance managed, have been assessed according to the performance management policy and procedures Denominator is the total number of staff with signed performance agreements Numerator is the total number of staff whose performance was reviewed and documented Data limitations Type of indicator Calculation type Reporting cycle New Indicator Desired performance Indicator responsibility None Performance Cumulative Twice per year Yes 100% compliance Administrator and managers at all levels

48 5. INDICATOR Indicator title Annually review and implementation of the ICT Master System Plan Short definition Purpose/importance This indicator measures the implementation of the activities detailed in the ICT Master System Plan To ensure that SASSETA puts in place effective ICT systems that supports SASETA business operations Source/collection of data Method of calculation ICT approved Master System Plan ICT systems implementation report ICT annual action plan approved by the Administrator Implementation report of ICT activities in the annual action plan Data limitations Type of indicator Calculation type Reporting cycle New Indicator Desired performance Indicator responsibility Budget constraints and dysfunctional ICT systems Output Non-Cumulative Annually Yes 80% of the approved ICT Master Plan will be implemented Corporate service senior manager

49 6. INDICATOR Indicator title Short definition Percentage of Marketing and Communication strategic projects implemented as per the M & C Plan This indicator measures progress made with the implementation of the Marketing and Communication strategic projects Purpose/importance The Marketing and Communication strategic projects is an important tool to create awareness on the services and products offered by the SASSETA Source/collection of data Method of calculation Marketing and Communication Project Reports This indicator will be measured by: Denominator total number of strategic projects planned Numerator total number of strategic projects implemented Data limitations Type of indicator Calculation type Reporting cycle New Indicator Desired performance None Output Cumulative Quarterly Yes 100% of the Marketing and Communication strategic projects will be implemented Indicator responsibility Marketing and Communications Manager

50 7. INDICATOR Indicator title Short definition Improved SASSETA's annual Governance rating/ maturity level This indicator measures the extent to which SASSETA is in compliance with the established governance framework Purpose/importance SASSETA governance is intended to increase the accountability and to mitigate any noncompliance to governance prescripts. Source/collection of data Governance Assessment Report Method of calculation Composite rating score, to determine governance maturity level of the SASSETA. Each item on the assessment tool is based on a five-point rating scale. With Level 1 being the very low level of corporate governance and level 5 being highest level of corporate governance Denominator is the total number of governance items multiplied by 5 Numerator is the individual rating for each governance item aggregated Data limitations Due to the suspension of the Board, there will be no governance assessment at board level Type of indicator Calculation type Reporting cycle New Indicator Desired performance Performance Non-cumulative Annual No Governance Maturity rating level 2, meaning there is a framework, tools, processes in place and is being implemented. Indicator responsibility Governance, Compliance and Risk Manager

51 8. INDICATOR Indicator title Short definition Percentage compliance with internal controls across SASSETA annually This indicator measures the extent to which SASSETA s internal Controls are in place and complied with. Purpose/importance The purpose is to monitor the compliance of the internal controls in a way that assists with identifying any weaknesses and correct weaknesses in internal controll before they can result in a significant misstatement in financial statements Source/collection of data Internal Controls Assessment Report Method of calculation The 5 standards for internal control in relation to SASSETA: control environment, risk assessment, control activities, information and communications, and monitoring Assessed compliance on each standard is allocated one point, and is calculated Numerator is the number of controls complied to in accordance with the standards Denominator is total number of controls multiplied by all standards Data limitations Type of indicator Calculation type Reporting cycle New Indicator Desired performance Indicator responsibility None Performance Non-cumulative Annual No 100% compliance with internal controls Governance, Compliance and Risk Manager

52 9. INDICATOR Indicator title Short definition Improved SASSETA's annual Risk Management maturity level This indicator assesses the culture of risk awareness and risk management within SASSETA. Purpose/importance Source/collection of data Method of calculation Data limitations Type of indicator Calculation type Reporting cycle New Indicator Desired performance Indicator responsibility A high level maturity assessment to establish SASSETA s risk intelligence: to identify the gaps between the current and desired maturity levels, and ultimately identify the action plans to close those gap Public Sector Risk Management Maturity Assessment Report Scores against the Public Sector Risk Management Maturity index None Performance Non-cumulative Annual Yes Level 4- Managed Governance, Compliance and Risk Manager

53 PROGRAMME 2: LEARNING PROGRAMMES 10. INDICATOR Indicator title Short definition Percentage of assessors in compliance with SASSETA ETQA Assessor Policy This indicator measures the number of assessors complying with the SASSETA Moderator and Assessor policy and SOP s which details the requirements as a percentage of those that apply for registration i.e. assessor that is registered by SASSETA. Assessor as defined in the policy section under definitions Purpose/importance In order to provide quality programmes to learners within the safety and security sector, all assessors need to meet the criteria established for registrations per the assessor and moderators policy Source/collection of data (i) Allocation register recording all complete assessor applications for evaluation (ii) Assessor application form date stamped (iii) Assessor registration letter (only assessors that have been approved for registration ) Method of calculation A calculation Numerator - is the total number of assessors registered (complying with the SASSETA Moderator and Assessor policy and SOP s ) Denominator inclusive of assessor applications not registered and carried forward from the previous financial year. All applications allocated for evaluation, inclusive of assessor applications not registered and carried forward from the previous financial year. Data limitations Type of indicator Calculation type Reporting cycle New Indicator Desired performance Indicator responsibility Reactive target Performance Cumulative Quarterly No Achieving 80% of registered assessors ETQA HOD

54 11. INDICATOR Indicator title Percentage of moderators in compliance with SASSETA ETQA Moderator and Assessor Policy Short definition This indicator measures the number of moderators complying with the SASSETA Moderator and Assessor Policy which details the requirements as a percentage of those that applying for registration i.e. moderator that is registered by SASSETA. Moderator as defined in the assessor and moderator policy section under definitions Purpose/importance In order to provide quality programmes to learners within the security sector, all moderators need to meet the criteria established for registration. Source/collection of data (i) Allocation register recording all complete assessor applications for evaluation (ii) Moderator application form date stamped (iii) Moderator registration letter (only moderators that have been approved for registration) Method of calculation The calculation is as follows: Numerator - is the total number of moderators registered (complying with the SASSETA Quality Assurance requirements) Denominator is the total population of moderators applying to the SASSETA for registration These applications will be date stamped inclusive of moderator applications not registered and carried forward from the previous financial year Data limitations Type of indicator Calculation type Reporting cycle New Indicator Desired performance Indicator responsibility Reactive Performance Cumulative Quarterly No Achieving a minimum 65% of registered moderators ETQA HOD

55 12. INDICATOR Indicator title Percentage of providers in compliance with SASSETA ETQA Accreditation Policy Short definition This indicator measures the percentage of providers who are in compliance with the SASSETA ETQA Accreditation Policy. Purpose/importance In order to provide quality programmes to learners within the security sector, all providers need to meet the criteria established for accreditation Source/collection of data (i) Allocation register recording all complete provider applications for evaluation (ii) Provider application forms date stamped (iii) Accreditation Committee Report Method of calculation The calculation is as follows: Numerator - is the total number of providers recommended for accreditation by the Accreditation Committee Denominator will be the total number of providers applying for accreditation to the SASSETA. These applications will be date stamped inclusive of provider applications not accredited and carried forward from the previous financial year and or previous quarters. Data limitations Type of indicator Calculation type Reporting cycle New Indicator Reactive Performance Cumulative Quarterly No Desired performance Achieving 60% Indicator responsibility ETQA HOD

56 13. INDICATOR Indicator title Short definition Turnaround time to deliver learner certificates from receipts of complete and correct documentation This indicator measures the efficiency in terms of turn-around time to deliver learner certificates in terms of certification policy and certification SOP s Purpose/importance Source/collection of data For learners to optimise their career opportunities once trained and certified i. Register of complete applications ii. Certification policy and certification SOP s iii. SPO2 forms date stamped iv. Copies of certificates issued Method of calculation Number of days in which certificates will be issued from receipts of complete SP02 application form until the day the certificates were issued to providers. The calculation will be as follows: Date at which the complete SPO2 application form was received (x) Date at which leaner certificates were issued to providers (y) X - Y = total number of days Data limitations Type of indicator Calculation type Reporting cycle New Indicator Desired performance Reactive target Output Non-Cumulative Quarterly No 50 days to deliver learner certificates from receipts of complete and correct documentation Indicator responsibility ETQA HOD 14. INDICATOR Indicator title Short definition Number of new qualifications aligned to skills priorities Number of new qualifications developed addressing areas identified as skills priorities for the sector Purpose/importance To be responsive to the skills priority needs of the safety and security sector Source/collection of data Method of calculation Qualification development Report A count of number of new qualifications developed, re- aligned within the financial year Data limitations Type of indicator Calculation type Reporting cycle New Indicator Reactive Output Non-Cumulative Quarterly No

57 Desired performance 5 new qualifications Indicator responsibility ETQA HOD

58 15. INDICATOR Indicator title Short definition Purpose/importance Number of Public TVETs with SASSETA approved programs This indicator measures the number of TVET colleges that received SASSETA programme approval To increase the number of public Institutions offering programmes for the safety and security sector Source/collection of data (i) Application forms (ii) Accreditation Committee Report Method of calculation A count of TVET institutions granted programme approval by SASSETA for the financial year Data limitations Type of indicator Calculation type Reporting cycle New Indicator Desired performance Indicator responsibility Reactive Output Non-cumulative Quarterly No 7 TVETs with approved programmes ETQA HOD

59 16. INDICATOR Indicator title Short definition Number of unemployed entering learneships The indicator measures the number of unemployed learners in the safety and security sector that have entered a SASSETA funded learnership. Purpose/importance To contribute toward addressing the skills shortage in the safety and security sector Through offering learnership opportunities to the unemployed learners. Source/collection of data i. Learner lists in line with Section Of the skills implementation and monitoringsop s. ii.learnership agreement with SASSETA registration number affixed. Method of calculation Count unemployed learners entering SASSETA funded learnerships in the financial year Data limitations Type of indicator Calculation type Reporting cycle New Indicator Desired performance Indicator responsibility Reactive target Output Non-Cumulative Quarterly No 3000 unemployed learners HOD Learning Programmes

60 17. INDICATOR Indicator title Short definition Number of workers entering learnerships The indicator measures the number of workers in the safety and security sector that have entered a SASSETA funded learnership. Purpose/importance To contribute toward addressing the skills shortage in the safety and security sector through offering learnership opportunities to the employed learners. Source/collection of data Learner lists in line with Section 2.10 of the SIM SOP Learnership agreement with SASSETA registration number affixed Method of calculation count workers entering SASSETA funded learnerships in the financial year Data limitations Type of indicator Calculation type Reporting cycle New Indicator Desired performance Indicator responsibility Reactive target Output Non-Cumulative Quarterly No 2000 workers HOD Learning Programmes

61 18. INDICATOR Indicator title Short definition Number of unemployed entering bursaries The indicator measures the number of unemployed learners who entered into bursaries with SASSETA in the financial year. Purpose/importance To contribute towards addressing the scarce and critical skills shortage in the safety And security sector by providing opportunities for the unemployed learners to study. Source/collection of data 1. Bursary Contracts, 2. Bursary registers in accordance with section 2.4. of the Bursary SOP Method of calculation Count of unemployed learners entering into bursary contracts for SASSETA funded bursaries in the financial. Data limitations Type of indicator Calculation type Reporting cycle New Indicator Desired performance Indicator responsibility Reactive Output Non-Cumulative Quarterly No 396 bursaries issued to unemployed learners HOD Learning Programmes

62 19. INDICATOR Indicator title Short definition Purpose/importance Number of workers entering bursaries The indicator measures the number of workers who entered into bursaries with SASSETA in the financial year. To contribute towards addressing the scarce and critical skills shortage in the safety And security sector by providing opportunities for the employed learners to study. Source/collection of data 1. Bursary Contracts, 2. Bursaries register in line with section 2.4. of the Bursary SOP Method of calculation Data limitations Type of indicator Calculation type Reporting cycle New Indicator Desired performance Indicator responsibility Count of bursary contracts with between SASSETA and workers Reactive Outputs Non-Cumulative Quarterly No 320 workers entering bursaries HOD Learning Programmes

63 20. INDICATOR/ Indicator title Short definition Purpose/importance Source/collection of data Number of unemployed entering skills programme The indicator measures the number of unemployed learners entering a SASSETA funded skills programme in the safety and security sector. To contribute toward addressing the critical skills and NDP outcomes by providing opportunities for the unemployed learners to be trained on skills programmes 1. Learner lists in line with section of the SIM SOP 2. Learner registration forms Method of calculation Data limitations Type of indicator Calculation type Reporting cycle New Indicator Desired performance Indicator responsibility Count of unemployed learners entered into SASSETA funded skills programmes in the financial year. Reactive Output Non-Cumulative Quarterly No 1800 unemployed learners HOD Learning Programmes

64 21. INDICATOR Indicator title Short definition Purpose/importance Number of workers entering skills programme The indicator measures the number of employed learners entering a SASSETA funded skills programme in the safety and security sector. To contribute toward addressing the critical skills and NDP outcomes by providing opportunities for the employed learners to be trained on skills programmes Source/collection of data Learner lists in line with section of the SIM SOP Leaner registration forms Method of calculation Count of workers entering SASSETA funded skills programmes in the financial year. Data limitations Type of indicator Calculation type Reporting cycle New Indicator Desired performance Indicator responsibility Reactive Output Non-Cumulative Quarterly No 3000 employed learners HOD Learning Programmes

65 22. INDICATOR Indicator title Short definition Purpose/importance Number of Artisans Entered The number of people entering artisans learning programmes with SASETA in the financial year To contribute to addressing the scarce and critical skills shortage in the safety and security sector through offering opportunities to people to enter artisan learning programmes Source/collection of data 1.Learner registration forms recorded in the financial year, 2artisan register in line with Section 2.5. of the Artisan Policy Method of calculation Data limitations Type of indicator Calculation type Reporting cycle New Indicator Desired performance Indicator responsibility Count of number of artisans entered. Reactive Output Non-Cumulative Quarterly No 428 entered HOD Learning Programmes

66 23. INDICATOR Indicator title Short definition Purpose/importance Number of Artisans completed The number of artisans who have been found competent To contribute to addressing the scarce and critical skills shortage in the safety and security sector through offering opportunities to people to be qualified in their trade Source/collection of data 1. Copy of Trade Test Certificate in line with Section 2.5 of the Artisan Policy 2. Copy of Learners Statement of Results Method of calculation Data limitations Type of indicator Calculation type Reporting cycle New Indicator Desired performance Indicator responsibility Count of Artisan Trade Test Certificates issued in the financial year Reactive Performance Non-Cumulative Quarterly No 118 completed HOD Learning Programmes

67 24. INDICATOR Indicator title Short definition Number of Unemployed learners entering Internships The number learners entering into internship contracts; Purpose/importance Source/collection of data To provide workplace exposure to equip unemployed learners with practical skills thereby increasing their potential for employment. 1. Internship Registering line with section 2.12 of the WIL SOP 2. Internship agreements Method of calculation Count of Internships agreements for unemployed learners entering an internship. Data limitations Type of indicator Calculation type Reporting cycle New Indicator Desired performance Indicator responsibility Reactive Output Non-Cumulative Quarterly No 350 internships HOD Learning Programmes

68 25. INDICATOR Indicator title Short definition Purpose/importance Number of TVET Student Placements The number of TVET students and graduates who are placed at workplaces In the financial year To provide workplace exposure to equip TVET learners and graduates with practical skills thereby increasing their potential for employment. Source/collection of Data 1. TVET Placement Register in line with section 2.12 of the WIL SOP 2. Signed TVET Placement Agreements Method of calculation Count of number of TVET Placement Agreements entered in the financial year Data limitations Type of indicator Calculation type Reporting cycle New Indicator Desired performance Indicator responsibility Reactive Output Non-Cumulative Quarterly No 2000 TVET placements HOD Learning Programmes

69 26. INDICATOR Indicator title Short definition Number of University Student Placements The number of university students who are placed at workplaces In the financial year Purpose/importance To provide workplace exposure to equip university students with practical skills thereby increasing their potential for employment. Source/collection of data 1. UniversityPlacement Register in line with section 2.12 of the WIL SOP2. University Placement Agreements Method of calculation count of University Placement Agreements entered in the financial year Data limitations Type of indicator Calculation type Reporting cycle New Indicator Desired performance Indicator responsibility Reactive Output Non-Cumulative Quarterly No 200 University placements HOD Learning Programmes

70 PROGRAMME 3: PLANNING, MONITORING, EVALUATION, REPORTING AND RESEARCH 27. INDICATOR Indicator title Percentage of implementation to SETA Year Plan by March 2017 Short definition This indicator measures the extent to which SASSETA compliances with milestones within the year plan Purpose/importance Source/collection of data To ensure that SASSETA compliance with year plan SETA Year Plan (Calendar informed by DHET, NT, and accounting authority) Method of calculation Numerator = total number of SETA Year Plan milestones implemented Denominator = total number of milestones detailed on the SETA Year Plan Data limitations Type of indicator Calculation type Reporting cycle New Indicator Desired performance Indicator responsibility None Output Non-Cumulative Annually No 100 % year plan milestones implementated CEO and Senior Manager Planning M&E and Research

71 28. INDICATOR Indicator title Completion and submission of the Sector Skills Plan (SSP) by 30 September 2016 Short definition This indicator assesses the submission of the SSP to DHETon / before 30 September Purpose/importance To ensure compliance with DHET SSP submission guidelines. Source/collection of data SSP signed off by the Accounting Authority (AA) DHET acknowledgment of receipt Method of calculation Signed off SSP accompanied by DHET acknowledgment of receipt Data limitations Type of indicator Calculation type Reporting cycle New Indicator None Output Non-Cumulative Annual No Desired performance Completion by the 30 September 2016 Indicator responsibility HoD: Research

72 29. INDICATOR Indicator title Strategic Plan finalised and submitted to DHET by 30 November 2016 Short definition This indicator assesses the approval of the SP by the duly authorised authorities (CEO & AA) and submitted to DHET by the prescribed dates. Purpose/importance To ensure compliance with the national treasury and DHET requirements and to manage the budget according to the planned strategic objectives Source/collection of data Final and Published Strategic Plan DHET letter of approval Method of calculation Data limitations Type of indicator Calculation type Reporting cycle New Indicator Desired performance Indicator responsibility Date of submission None Output Non-Cumulative Annual No Completion by November CEO and Senior Manager Planning M&E and Research

73 30. INDICATOR Indicator title Annual Performance Plan finalised and submitted to DHET by 30 November 2016 Short definition This indicator assesses the finalisation and submitting of the APP by the duly authorised authorities (CEO & AA) to DHET Purpose/importance To ensure compliance with the national treasury requirements. Source/collection of data Signed off APP accompanied by DHET acknowledgment of receipt Method of calculation Data limitations Type of indicator Calculation type Reporting cycle New Indicator Signed off APP accompanied by DHET acknowledgment of receipt None Output Non-Cumulative Annual No Desired performance Submission by 30 November 2016 Indicator responsibility CEO and AA

74 31. INDICATOR Indicator title Number of WSPs approved by 31 August 2016 Short definition To assess work place skills plan (WSP) received and approved Purpose/importance To support the implementation of work place skills development within the safety and security sector Source/collection of data i. System generated list of received WSP ii. Minutes of the mandatory grant committee iii. SMS data Method of calculation Count WSP approved by 31 August 2016 Data limitations Type of indicator Calculation type Reporting cycle New Indicator Desired performance Indicator responsibility Reactive target Outcome Non accumulative Annually Yes 700 approved WSP Senior Manager Planning M&E and Research

75 32. INDICATOR Indicator title Percentage of compliance to the QMR and QPR requirements within 30days after the end of each quarter Short definition This indicator assesses the submission of the QMR and QPR to DHET within 30days after the end of each quarter. Purpose/importance Monitoring reports measure progress against targets set in each output and are used to inform the relevant authorities on progress and to take appropriate actions where targets have not been met Source/collection of data Signed off QMR and QPR by the AA and DHET acknowledgment of receipt Method of calculation The indicator will be calculated by: Numerator to number of QMR and QPR reports in compliance with the requirements Denominator total number of QMR and QPR reports produced Data limitations Type of indicator Calculation type Reporting cycle New Indicator None Output Non-Cumulative Quarterly No Desired performance Indicator responsibility 100% compliance with QMR and QPR requirements CEO and Senior Manager Planning M&E and Research

76 33. INDICATOR Indicator title Mid-year review report on both financial and non-financial performance information completed by November 2016 Short definition Mid-year review report against APP Purpose/importance Evaluates progress against targets at mid-year to inform the relevant authorities on progress and to take and determine whether an adjustment is required and make corrective action Source/collection of data Method of calculation Data limitations Type of indicator Calculation type Reporting cycle New Indicator Signed off mid-year review report Signed off mid-year review report None Output Non-Cumulative Mid-year No Desired performance November 2016 Indicator responsibility CEO and Senior Manager Planning M&E and Research

77 34. INDICATOR Indicator title Annual review report on both financial and non-financial performance information completed by March 2017 Short definition Annually to assess performance against the set in each output Purpose/importance To provide an overall summary picture of the progress against targets for all objectives annually. Source/collection of data Annual review report on performance against set APP targeted Method of calculation Data limitations Type of indicator Calculation type Reporting cycle New Indicator Desired performance Indicator responsibility Date of submission None Output Non-Cumulative Mid-year Annual No April 2016 annual report CEO and Senior Manager Planning M&E and Research

78 35. INDICATOR Indicator title Number of relevant impact assessment conducted Short definition Impact assessment is essentially about change and therefore focuses on measuring change in the safety and security sector as a result of the interventions implemented Purpose/importance The evaluation whether the interventions implemented are supporting the skills gaps in the sector and if so what difference has these interventions made to the sector Source/collection of data Impact evaluation reports Method of calculation Data limitations Type of indicator Calculation type Reporting cycle Simple count of Impact assessment studies completed None Performance Non-Cumulative Quarterly New Indicator Desired performance Indicator responsibility No Completion of 3 evaluation reports CEO and Senior Manager Planning M&E and Research

79 36. INDICATOR Indicator title Number of relevant research studies conducted in support on the safety and security Short definition Monitor the number of relevant research studies conducted and produced in support of the SSP. Purpose/importance The research outputs are critical to inform the skills gaps in the sector and also to measure the return on investment and the impact of the interventions in the safety and security sector Source/collection of data Completed research reports Method of calculation Simple count of research studies completed and signed off by the management Data limitations Type of indicator Calculation type Reporting cycle New Indicator Desired performance Indicator responsibility None Performance Non-Cumulative Annual No 2 research reports completed HoD: Research

80 37. INDICATOR Indicator title Short definition Number of relevant research studies published on website in support of the safety and security Monitor the number of reports published from the research studies conducted. Purpose/importance Source/collection of data Method of calculation The research outputs are critical to inform the skills gaps in the sector Research reports published on the SASSETA website Research reports published on the SASSETA website Data limitations None Type of indicator Calculation type Reporting cycle New Indicator Desired performance Indicator responsibility Performance Non-Cumulative Annual No 6 research studies published HoD: Research

81 ANNEXURE 2 Acronyms AG APP ATR BEC BLA CEO CFO CJS DG DHET DHET ETQA FET GRC HR ICT MER MOA MTEF NCV NDP NQF Act NSA NSDS PFMA POE PSIRA PSIRA QA QCTO QMR QPR RPL SAQA SCM SCM Auditor-General Annual Performance Plan Annual Training Report Bid Evaluation Committee Black Lawyers Association Chief Executive Officer Chief Financial Officer Criminal Justice System Discretionary Grant Department of Higher Education and Training Department of Higher Education and Training Education and Training Quality Assurance body Further Education and Training Governance Risk Committee Human Resources Information Communication Technology Monitoring Evaluation and Reporting Memorandum of Agreement Medium Term Expenditure Framework. National Certificate Vocational National Development Plan National Qualifications Framework Act (No. 67 of 2008) National Skills Authority National Skills Development Strategy Public Finance Management Act Portfolio of Evidence Private Security Industry Regulatory Authority Private Security Industry Regulatory Authority Quality Assurance Quality Council Quarterly Monitoring Report Quarterly Progress Report Recognition of Prior Learning South African Qualifications Authority Supply Chain Management Supply Chain Management SDA Skills Development Act (No 97 of 1998) SETA Sector Education and Training Authority SETA Sector Education Training Authority SLA Service Level Agreement SOP Standard Operating Procedure SSP Sector Skills Plan SSP Sector Skills Plan ST Strategic Plan WSP Workplace Skills Programme

82 ANNEURE 2: ACRONYMS SASSETA CONTACT DETAILS Telephone Numbers: Call Centre: Fax Number: Switchboard: Physical Address: Riverview O ce Park Janadel Avenue (o Bekker Road), Halfway Gardens, Midrand, 1685 Postal Address: P.O. Box 7612 Halfway House Follow us: