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Presentation to the Portfolio Committee on Higher Education

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Title: Presentation to the Portfolio Committee on Higher Education


1
Annual Report Presentation to the Portfolio
Committee on Higher Education and Training 19
November 2014
Stability in Shifting Sands
2
Outline
  • Introduction and Mandate
  • Strategic Goals and Objectives
  • Performance Predetermined Objectives
  • Successes And Challenges
  • AG Report Basis for Qualification
  • AG Findings on Performance Information
  • Plans to address AG Findings
  • Conclusion

3
Introduction
  • The PSETA welcomed the financial year 2013/14
    positively, and with great anticipating that the
    circular issued by the Department of Public
    Service and Administration (DPSA) on the
    utilisation of the one percent training budgets
    by government departments, will facilitate the
    achievement of its mission to provide cutting
    edge skills for quality public services.
  • Due to administrative and legal challenges, a
    moratorium was placed by National Treasury on the
    Directive intended for government departments to
    transfer levies to PSETA and other SETAs. In
    terms of the Directive, national departments did
    not pay over the funds to PSETA during 2013/4,
    except for a few provincial departments

4
Mandate
  • PSETA is established in terms of the Skills
    Development Act (SDA) and listed as a Schedule 3A
    public entity reporting to the Minister of Higher
    Education and Training (MHET), as the Executive
    Authority
  • Mandate To identify skills shortages, facilitate
    education training, encourage the investment in
    skills development to increase competence and
    capacity with specific reference to business of
    government and transversal occupations within
    the PS sector

5
Strategic outcome oriented goals
  • Better understanding skills needs in the Public
    Service Sector
  • Lead the development of the current stock of
    skills in the Public Service sector
  • Improve the flow and quality of skills into the
    Public Service and at the same time, address
    unemployment and poverty
  • Re-build the profile of PSETA
  • Build PSETAs capacity to achieve its strategic
    objectives

6
Performance against Pre-determined objectives
during 2013/4
7
Successes
  • The PSETA/DPSA and NSF Rural Youth Skills
    Development partnership has yielded positive
    results. The SETA is now reporting the successful
    completions of the first cohort of rural,
    unemployed learners in learnerships and
    internships
  • TVET Colleges have shown an interest in
    participating in the exposure to Public Service
    workplaces by TVET College lecturers. This will
    improve the quality of the training that the
    sector provides
  • Registration of the Occupational Certificate,
    Office Administrator Public Service
    Administrator at NQF Level 5 by the QCTO (CIP)
  • To date, 39 of interns were absorbed into
    employment, as opposed to the 5 required by the
    State as Employer (DPSA Directive)

8
Successes
  • The ETDP SETA partnership has enabled the PSETA
    to have a presence in 50 TVET Colleges as opposed
    to the annual target of 18 in the APP
  • The development of an updated SSP in partnership
    with HEIs and in particular with Wits - Public
    Administration Research Institute (PARI), has
    provided sound research and analytical skills,
    and has assisted the SETA with credible data.
  • A SSP update seminar was held in July 2013 and
    organised by the SETA. It was attended by the
    sector senior managers and contributed towards a
    better understanding by the sector of the SSP
    development process. It further provided
    information to the delegates on how to form
    partnerships with the SETA and to identify
    meso-level training needs for the sector

9
Successes
  • The PSETA doubled the number of learner
    certificates (2220) issued for Public
    Administration NQF Level 4, National Diploma in
    Diplomacy (level 7), National Certificate
    Mission Administration Level 5 and 6, and
    National CertificateOfficial Statistics Level 5.
  • 368 assessors and moderators were registered in
    the sector, supporting the NSG and other state
    academies to implement the Compulsory Induction
    Programme (CIP)
  • 6 occupational qualifications were developed and
    submitted to QCTO(1 for legislature, 2 for DIRCO
    and 3 in Public Admin)
  • In-house internal audit function fully
    established, improves internal control
    environment, financial and performance reporting.

10
Challenges
  • The APP was reviewed midterm due to non payment
    of levies by the employers as anticipated through
    the implementation of the DPSA directive.
  • Capacity challenges within the finance division
    compromised financial management processes (CFO
    resignations and a litigation against the
    appointment of the interim CFO)
  • Lack of uniform reporting templates in the sector
    and accompanying supporting evidence challenged
    PSETAs monitoring of skills interventions
  • Slow pace of finalisation of Memoranda of
    Understanding

11
AG Report Basis for Qualification
  • PSETA received a qualified audit opinion based on
    deferred income liability
  • Qualification based on failure to present
    financial evidence supporting utilization of R4,6
    million (historical from 2005/6 NSF project) from
    the NSF grant.
  • These matters were referred to SIU for
    investigation. 80of supporting documentation
    which was supplied in June 2014.
  • Management is hopeful that this will resolve the
    qualification during the 2014/15 external audit
    process

12
AG Findings on Performance Information
  • With respect to audit findings on usefulness of
    reported performance information and the
    application of the relevant NT frameworks,
    Government Technical Advisory Center(GTEC) has
    been assisting the entity to refine its
    performance indicators and targets to be well
    defined and measurable
  • The intervention has ensured the transfer of
    skills to management, improving capabilities on
    strategic planning

13
Plans to address AG Findings
  • Management has developed an audit findings matrix
    and a Continuous Improvement Plan to monitor
    implementation of AG recommendations. These have
    been approved by the Accounting Authority and are
    monitored on a quarterly basis through intensive
    internal audit processes and thorough
    introspection by the Audit Committee
  • Critical root causes have been incorporated in
    Management performance agreements.

14
Conclusion
  • The PSETA model is stakeholder driven and its
    contribution is critical to professionalise the
    sector and ensuring cutting edge skills for
    public service
  • PSETA remains positive that the payment of skills
    levies by employers in the public service will be
    resolved politically and legislatively.
  • The Accounting Authority and PSETA staff remain
    resolute in making a meaningful contribution to
    the professionalization of the Public Service.

15
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