PSETA - STRATEGIC PLAN 2015/16 - 2019/2020pmg-assets.s3-website-eu-west-1.amazonaws.com/... ·...

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PSETA - STRATEGIC PLAN 2015/16 - 2019/2020

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ABBREVIATIONS AND ACRONYMSACRONYM DESCRIPTION

AA Accounting Authority

APP Annual Performance Plan

Adv. Advocate

COO Chief Operations Officer

CSE Corporate Services Executive

DCOG Department of Cooperative Governance and Traditional Affairs

DG Discretionary Grant

DG Director General

DHET Department of Higher Education and Training

DPSA Department of Public Service and Administration

ETDP Education, Training and Development Practices

ETQA Education and Training Quality Assurance

GSETA Government-SETA

HEI Higher Education Institution

HRD Human Resource Development

HRDC Human Resource Development Council

HRM Human Resource Management

HWSETA Health and Wellness Sector Education and Training Authority

ICT Information and Communications Technology

LGSETA Local Government Sector Education and Training Authority

LP Learning Programmes

MOA Memorandum of Agreement

MOU Memorandum of Understanding

MTEF Medium-Term Expenditure Framework

MTSF Medium-Term Strategic Framework

NDP National Development Plan

NGP New Growth Path

NIHRDP National Integrated Human Resource Development Plan

NSDS National Skills Development Strategy

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ACRONYM DESCRIPTION

NSG National School of Government

OFO Organising Framework for Occupations

OTP Office of the Premier

PERSAL Personnel and Salary Information System of Government

PSET Post School Education and Training

PIVOTAL Professional, Vocational, Technical and Academic Learning

PFMA Public Finance Management Act

PSETA Public Service Sector Education and Training Authority

PSSC Public Sector Skills Committee

QCTO Quality Council for Trades and Occupations

RPL Recognition of Prior Learning

SCM Supply Chain Management

SDA Skills Development Act

SDL Skills Development Levy

SDLA Skills Development Levies Act

SETA Sector Education and Training Authority

SIP Strategic Infrastructure Project

SLA Service Level Agreement

SMS Senior Management Services

SP Strategic Plan

SPR Skills Planning and Research

SSP Sector Skills Plan

SSR-TTT Skills System Review Technical Task Team

TETA Transport Education Training Authority

TVET Technical and Vocational Education and Training

WIL Work Integrated Learning

WPPSTE White Paper on Public Service Training and Education

WSP Workplace Skills Plan

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The Accounting Authority (AA) of the Public Service

Sector Education and Authority (PSETA) hereby submits

an updated Strategic Plan (SP) which covers the period

2015/16 to 2019/20. The document has been updated

based on the Sector Skills Plan (SSP) 2019/20, which

was submitted to the Minister of Higher Education and

Training at the end of July 2018.

The PSETA, using its internal capacity, developed its

SSP in accordance with the Skills Development Act,

1998 (Act No. 97 of 1998) (SDA) as amended. The

National Skills Development Strategy III (NSDS III)

advocates credible skills planning based on research. It

is worthwhile pointing out that research was conducted

and extensive consultations took place during the

compilation of the SSP document. Out of this process,

four strategic focus priority areas were identified

to ensure that the SSP is effectively implemented,

namely, establishing strategic partnerships with key

departments; improving research output and impact

assessment of programmes; reviewing and realigning

occupational qualifications; and, finally, implementing

workplace-based learning programmes in building the

workplace into a training space.

One of the critical outcomes of the SSP is the PIVOTAL

list which outlines key occupational shortages and

associated training interventions to be implemented

within the sector. This list also guides the SETA on how

to utilise its Discretionary Grant funding. According

to the Grant Regulations issued by the Department

of Higher Education and Training (DHET), 80% of the

discretionary grant has to fund PIVOTAL interventions,

and the remaining 20% is reserved for special projects

such as research, material development and others.

The PSETA’s discretionary grant allocation is insufficient

to address the skills development needs of the

sector due to the fact that the SETA does not collect

skills development levies (SDLs), like the rest of the

SETAs, but relies on funding from the fiscus, which

is insufficient to cover the skills development needs

of the more than 500 000 employees within the

public service. This problem is exacerbated by some

government departments not adhering to the legislative

requirements with regard to the implementation of the

Workplace Skills Plans (WSPs) as they develop the

plans but never implement accordingly.

As a SETA, we have identified this weakness and will

embark on a process of establishing partnerships and

collaboration with various government departments

and public entities. The intention of this is to create co-

funding programmes that are critical for the upliftment

of the skills of public servants, in particular, middle

managers who require certain skills that will enable

them to progress to senior management positions,

which have been identified as hard to fill vacancies,

during the skills planning process.

Lastly, this plan is informed by various legislative and

policy mandates, hence the SETA is compelled to

demonstrate a degree of alignment and contribution

towards the fulfilment of the government’s priorities.

Without doubt, the AA is committed to ensuring that

the PSETA indeed fulfils its legislative mandate and

contributes towards the achievement of Ministerial

outcomes.

______________________________

Adv. Bantomu Diamond Mushwana

Chairperson: PSETA Accounting Authority

FOREWORD BY THE CHAIRPERSON

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OFFICIAL SIGN-OFF It is hereby certified that this Strategic Plan:

• Was developed by the management of the Public Service Sector Education and Training Authority, under the

guidance of the Accounting Authority and the Minister of Higher Education and Training;

• Takes into account all the relevant policies, legislation and other mandates for which the PSETA is responsible;

and

• Accurately reflects the strategic goals and objectives which the PSETA will endeavour to achieve over the period

2015/16 – 2019/20.

Mr Farhaan Shamsoodeen Signature: _________________

Chief Financial Officer (Acting)

Adv. Bantomu Diamond Mushwana Signature:_________________

Chairperson: PSETA Accounting Authority

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TABLE OF CONTENTSABBREVIATIONS AND ACRONYMS 2

FOREWORD BY THE CHAIRPERSON 3

OFFICIAL SIGN-OFF 5

PART A: STRATEGIC OVERVIEW 7

1. VISION STATEMENT 8

2. MISSION STATEMENT 8

3. VALUES 8

4. LEGISLATIVE AND OTHER MANDATES 8

4.1. CONSTITUTIONAL MANDATE 8

4.2. LEGISLATIVE MANDATES 9

4.3. POLICY MANDATE 9

4.4. RELEVANT COURT RULINGS 12

4.5. PLANNED POLICY INITIATIVES 12

5. SITUATIONAL ANALYSIS 13

5.1. PERFORMANCE ENVIRONMENT 13

5.1.1. THE PUBLIC SERVICE SECTOR IN SOUTH AFRICA 13

5.1.2. ORGANISATION ENVIRONMENT 18

6. DESCRIPTION OF THE STRATEGIC PLANNING PROCESS 20

7. STRATEGIC OUTCOME-ORIENTED GOALS 20

PART B: PROGRAMMES AND STRATEGIC OBJECTIVES 23

PART C: LINKS TO OTHER PLANS 38

ANNEXURE A: PIVOTAL LIST EMANATING FROM SECTOR SKILLS PLANNING 40

ANNEXURE B: RELATIONSHIPS WITH OTHER ORGANISATIONS 42

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Part A Strategic Overview

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1. VISION STATEMENT

Cutting-edge Skills for Quality Public Services.

2. MISSION STATEMENT

Leading in the development of skilled and competent

human capital in the Public Service Sector through:

· Effective coordination of skills development

interventions based on occupationally-

directed qualifications;

· Focusing on learning programmes; and

· Promoting learner placement and absorption

within the Public Service sector.

3. VALUES

· Honesty and integrity

· Accountability

· Service excellence

· Fairness and transparency

4. LEGISLATIVE AND OTHER MANDATES

4.1. CONSTITUTIONAL MANDATE

Section 29 of the Constitution states that “everyone

has the right a) to basic education, and b) to

further education, which the state must, through

reasonable measures, make progressively available

and accessible”. PSETA as a creature of statute is

mandated through its enabling legislation, the SDA,

1998 and other policy frameworks such as the NSDS

III and the White Paper on Post School Education and

Training (WPPSET), to coordinate and facilitate the

implementation of various learning interventions within

the Public Service sector.

In fulfilling its mandate the SETA is obliged in terms

of section 121(c) of the Constitution which prescribes

that organs of state must expend their resources

“economically, efficiently and effectively” in fulfilling their

mandate. When read in conjunction with the Bill of

Rights, the state must also act equitably. This is further

elaborated in the Public Finance Management Act,

1999 (Act No. 1 of 1999) as amended (PFMA).

4.2. LEGISLATIVE MANDATES

PSETA is established in terms of the SDA, 1998 (Act

No. 97 of 1998) as amended which empowers it to

coordinate skills development functions within the

Public Service sector. It is also governed by other

pieces of legislation that guided the development of its

strategic outcomes oriented goals, which is outlined

briefly in the table below.

Legislation Governing PSETA

The following pieces of legislation guide the work of the

PSETA:

· Skills Development Levies Act, 1999 (Act No. 9 of

1999) (SDLA)

· Skills Development Act, 1998 (Act No. 97 of 1998)

as amended (SDA)

· Public Finance Management Act, 1999 (Act No. 1

of 1999) as amended (PFMA)

· National Qualifications Framework Act, 2008 (Act

No. 67 of 2008)

· South African Qualifications Framework Act, 1995

(Act No. 58 of 1995)

· Constitution of the Republic of South Africa, 1996

(Act No.108 of 1996) as amended

4.3. POLICY MANDATE

4.3.1. National Skills Development Strategy III

The SETA contributes, either directly or indirectly, to the

eight (8) goals identified in this strategy, as listed below:

· Establishing a credible institutional

mechanism for skills planning;

· Increase access to occupationally directed

programmes;

PART A: STRATEGIC OVERVIEW

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· Encouraging better use of workplace-

based skills programmes;

· Promoting the growth of a public Technical

and Vocational Education and Training

(TVET) college system that is responsive

to sector, local, regional and national skills

needs priorities;

· Addressing the low level of youth and

adult language and numeracy skills to

enable additional training;

· Encouraging and supporting co-

operatives, small enterprises, worker

initiatives, NGOs, and community-related

training initiatives;

· Increasing public sector capacity for

improved service delivery and supporting

the building of a developmental state; and

· Building career and vocational guidance.

4.3.2. National Skills Accord of 2011

This Accord was signed in July 2011 by government

and social partners to:

· Expand the level of training using

existing facilities more fully;

· Make internship and placement

opportunities available within

workplaces;

· Set guidelines on the ratios of

trainees and artisans as well as

across the technical vocations to

improve the level of training;

· Improve the funding of training and

the use of funds available for training

and incentives for companies to

train staff;

· Set annual targets for training in

state-owned enterprises;

· Improve SETA governance and

financial management as well as

stakeholder involvement;

· Align training with the New Growth

Path (NGP) and improve Sector

Skills Plans (SSPs); and

· Improve the role and performance of

TVET Colleges.

4.3.3. White Paper on Post School Education and

Training

The White Paper on Post School Education and

Training (WPPSET) locates the strategic role of SETAs in

“Linking Education and the Workplace” and addresses

the weaknesses in the SETA system of not achieving

the original goals set out in the SDA. The White Paper

asserts that the SETA system has produced neither

good information about skills needs in the labour market

nor increased the provision and quality of education

and training in areas needed by the economy. The

levy-grant system, as it is currently being managed,

has limited credibility among many stakeholders. The

WPPSET further recognises that the skills system is not

perceived to have made a decisive impact in terms of

overcoming the country’s skills challenges.

It further directs SETAs to have a strong Work Integrated

Learning (WIL) programme to enable learners to

acquire relevant work experience as a prerequisite

to acquiring their qualifications, particularly for TVET

learners. The PSETA has established a strategy to

“open up the Public Service as a Training Space” and

will continue with increased efforts to bridge education

and work through identifying workplaces for practical

work experience. Workplace learning will be an integral

part of qualifications and programmes.

4.3.4. National Development Plan, 2030

Chapter 13 of the National Development Plan (NDP)

describes the state capabilities required in the Public

Service sector. These are the reference points against

which all NSDS III objectives and programme categories

have been interpreted in this Strategic Plan (SP).

The NDP calls for building a “capable state”

underpinned by “effectively coordinated state

institutions with skilled public servants who are

committed to good and capable of delivering

consistently high-quality services, while prioritising

the nation’s developmental objectives” (NDP,

2012). It further outlines a set of outcomes related

to this goal of building a capable state:

· A stable political-administrative

interface;

· A public service which is a career of

choice;

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· Sufficient technical and specialist

professional skills;

· Efficient and effective management

and operations systems;

· Procurement systems that deliver

value for money;

· Strengthened delegation,

accountability and oversight;

· Improved inter-departmental

coordination; and

· Reduced corruption in the public

service.

4.3.5. New Growth Path

The NGP developed in 2011 outlines various Strategic

Infrastructure Projects (SIPs) within which the country’s

economy can be developed. SETAs have a responsibility

in terms of the provision of skills and conducting

research on various aspects of the economy. PSETA

will endeavour to contribute towards the development

of critical skills in the Public Service sector and also

facilitate the participation of unemployed youth in

learnerships and artisan development programmes.

4.3.6. Human Resource Development Council

The Human Resource Development Council (HRDC)

established a Skills System Review Technical Task Team

(SSR-TTT) in June 2011 to conduct a review of the

current skills development system to ascertain whether

the sectoral model for delivering skills is still the best

model for the country. This task team has proposed

a new vision for the skills system: “An inclusive and

integrated skills system that is responsive to the needs

of the economy and society, now and in the future”.

The HRDC noted at its meeting in November 2012

that skills efforts in the public sector were poorly

coordinated, and did not appear to be delivering the

results required. They tasked the Minister for Public

Service and Administration with coordinating all

education and training efforts aimed at building “a

capable state with efficient and effective planning and

implementation capabilities”.

In response to this challenge, the Minister has

established the Public Sector Skills Committee (PSSC).

The PSSC includes representatives from five different

constituencies. The Department of Higher Education

and Training (DHET) represents the Higher Education

Institutions (HEIs) and TVETs. A State Academies

Forum has been established, bringing together

all national, provincial and sector academies, and

including municipal training centres. The Department of

Cooperative Governance and Traditional Affairs (DCOG)

represents all local governments; the Department of

Public Service and Administration (DPSA) represents

all provincial and national departments; and PSETA is

one of the three (3) SETA representatives representing

the Government-SETA (GSETA) Forum.

The PSSC has developed an overarching strategic

framework for cooperation, which aims to improve the

economy and efficiency in skills efforts significantly, and

which will be directing all skills efforts toward building

the capabilities required for the state to deliver the NDP.

The performance-based framework, currently under

development, will thus guide all PSETA efforts over the

coming years, and will be used to measure and report

on the impact of such efforts. Each of the elements

in the strategic framework have been translated into

a strategic outcome. The fifth strategic outcome deals

with how these systemic interventions will deliver the

skills required. As depicted in the diagram below,

five themes have been used to organise the various

elements of the strategy. These are:

· Strategic Focus One: Providing Strategic

Orientation;

· Strategic Focus Two: Building the Demand-Side

Capacity;

· Strategic Focus Three: Building the Supply-Side

Capacity;

· Strategic Focus Four: Bridging Supply-Demand

Mismatches; and

· Strategic Focus Five: Delivering the Skills Required.

The PSSC adopted the PSETA declarations at

the Skills Colloquium held in November 2012 and

refined the PSETA draft Integrated Approach to Skills

Development in the Public Services Sector, which has

subsequently been endorsed by the HRDC. A critical

priority for the PSSC is the development of a skills

performance measurement framework to measure the

impact and return of investment of skills interventions.

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Strategic Framework:

A coordinated HRD for an Efficient, Effective, Professional and Development Orientated State

Figure 1: Strategic Framework for HRD

Source: NIHRDP, 2014

In the National Integrated Human Resource Development Plan (NIHRDP) 2014-2018 launched by the HRDC in

March 2014, Strategic Outcome-Oriented Goal 3 is “Capable public sector with effective and efficient planning and

implementation capabilities”. Programme 3 on a Capable Public Service identifies PSETA as a supporting partner to

the DPSA in two goal statements:

1. Revise the Public Service Human Resource Development (HRD) Strategies and Plans in line with the vision

of the NDP for a professional and capable public service.

2. Turn the public sector into a training space.

The targets and indicators spelt out on page 38 of the NIHRDP 2014-2018 for the short term and the medium term

must be factored into PSETA SPs and Annual Performance Plans (APPs).

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Table 2: National Integrated Human Resource Development Plan 2014-2018

GOAL STATEMENTPERFORMANCE

INDICATOR

Short-Term Targets

(1 year) 2014/2015

Medium-Term Targets

(3-5 years) 2015-2018

3.1 Revise the public

service HRD strategies

and plans in line with the

vision of the NDP for a

professional and capable

public service

Extent to which public

strategies and plans are

aligned with the vision set

out in the NDP

Plans to professionalise

the public service

developed

Plans to professionalise

the public service

implemented within set

timelines

3.2 Turn the public sector

into a training space.

Number of

apprenticeship,

learnership and internship

opportunities created in

the public sector

20 000 opportunities

created

100 000 opportunities

created

4.4. RELEVANT COURT RULINGSNone

4.5. PLANNED POLICY INITIATIVES None

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5. SITUATIONAL ANALYSIS

5.1. PERFORMANCE ENVIRONMENT

5.1.1. THE PUBLIC SERVICE SECTOR IN

SOUTH AFRICA

The South African government employs over 1.2 million

employees (which excludes the local government

sector) of which approximately 565 914 employees

within national and provincial government departments

are employed under the Public Service Act (PSETA,

2018). The performance of the Public Service sector is

intrinsically linked to the performance of the country’s

economy and employment in the sector is a key

contributor to combatting the high unemployment rate

which prevails in the country.

South Africa, over the past few years, has experienced

periods of low economic growth. In such instances,

the state seeks to lower expenditure through various

avenues, one of which is the reduction of expenditure

through the reduction of the state’s wage bill. The

likely impact of budget reductions at national and

provincial government departments may be seen

within recruitment; with a reduction or consistency in

headcounts in the Public Service. It is expected that

job prospects in the Public Service sector will likely

be negatively affected by this move. Other negative

consequences may be seen with budget cuts to

the 1% budget allocated for training by national and

provincial departments.

The budget cuts reflect the vulnerability of the Public

Service sector to South Africa’s economic performance

and shocks. It is likely that a trickledown effect will lead

to the low absorption of new personnel to the Public

Service sector and cuts in departmental budgets

allocated for training of employees.

While global developments will continue to shape the

country’s economic fate, measures like investment in

infrastructure, increasing flexibility in labour and capital

markets and improving the quality of education and

skills development may be considered to counteract

the impact. The measure of importance to PSETA, of

course, remains with enabling skills development in the

sector and improving the labour productivity factor.

PSETA is mandated to examine and forecast the nature

of skills demand and supply in the Public Service sector

which comprises all national departments, provincial

departments, national and provincial public entities,

national parliament and provincial legislatures. The

focus and emphasis of PSETA are not, however, on

the entire Public Service sector skills but primarily on

the transversal skills within the public sector. These

are the skills which are dubbed the “business of

government”. Transversal skills and functions include

administration, management, planning, legislation and

policy development, which form the focus to drive the

development of skills and competencies in areas that

will make the delivery of the business of government

more effective and efficient.

PSETA’s scope of coverage within the Legislative sub-

sector is limited to the administrative component, with

the members of parliament function falling within the

scope of the Education, Training and Development

Practices (ETDP) SETA. Public entities are the smallest

sub-sector within the PSETA scope. Those registered

with PSETA have different mandates, but the common

skills cutting across these entities are transversal skills.

It is important to understand the labour market profile

of the sector. Table 3 provides a breakdown of the

number of employees per sub-sector. The number of

employees employed under the Public Service Act is

defined as all employees on the database provided

by the DPSA, excluding medical practitioners, nurses,

teachers, police and the military personnel who fall

under Health Act, Education Act, etc. This analysis

focuses on those employed under the Public Service

Act.

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Table 3: Employees in the Sector

Sub-sector Number of employees Percentage in the sector

National and provincial departments 565 914 88.59%

Legislatures and parliament 2 777 0.43%

Public entities 70 126 10.98%

Total 638 817 100%

Source: PSETA, 2018

The gender and race demographics of the sector are presented in figure 2 and 3 respectively. By utilising the WSP

data for employees in Parliament, legislatures and public entities and the Personnel and Salary Information System of

Government (PERSAL) data for employees within national and provincial departments, a complete labour market profile

has been provided.

Figure 2: Gender Demographics of Employees in the Sector

Source: PSETA, 2018

The employment data by gender in the Public Service sector has remained constant with more women employed than

men across the sub-sectors. The number of males has declined across the sub-sectors by approximately 11% when

compared to 2017. On average, there are approximately 10.35% more women employed in the sector than men.

Figure 3 illustrates the racial demographics. Across the sub-sectors, the racial demographics of employees in the

sector are in line with the racial distribution of the population. Africans remain the majority across the sub-sectors

comprising 80.9%. There has been an increase in Indian/Asian employees from 2.1% to 2.6% in the sector.

Figure 3: Race Demographics of Employees in the Sector

Source: PSETA, 2018

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The proportion of disabled people in the sector remains

at approximately 1.04%. DPSA, in 2014, introduced

the Policy on Reasonable Accommodation and

Assistive Devices for employees with disabilities in the

public service. The DPSA and PSETA continue to track

the progress and impact of the policy in improving the

working conditions of public servants with disabilities.

It must be highlighted that the policy is still new and

the provision of reasonable accommodation is not

applied consistently among departments, even for

those that are in the same province. Most departments

were still dealing with audits to establish the needs

for reasonable accommodation in their organisations,

and therefore there was not enough information from

departments (DPSA, 2015).

PSETA focuses primarily on support to develop

capacity in transversal skills, such as administration,

management, planning, legislation and policy

development. Therefore, the majority of PSETA

interventions are targeted at employees in the

Professionals, Managers and the Administrative Office

Workers occupational categories.

Figure 4 above is based on the 2018 WSP data

analysis which reflects employment by the Organising

Framework for Occupations (OFO) major group. The

distribution indicates that the majority of employees

(32.10%) are within the Professional workers major

group followed by Clerical Support workers at

20.34% of employees and Technicians and Associate

Professionals constituting 15.59% of the sector.

Managers make up 14.86% of the employees at

Senior Management Services (SMS) level within the

Public Service sector. The percentage of Managers

and Professionals major groups in the Public Service

sector has increased compared to 2017 figures. The

picture shows similar trends to the PERSAL data which

currently does not yet capture occupational data per

OFO categories.

PSETA’s support for skills development focusses

on all occupations reporting only to PSETA that are

transversal with the SMS making up a total of 9 780

employees in the Public Service sector (PERSAL, 2018).

A decrease in SMS is observed when compared to the

10 014 SMS personnel reported in 2017 with the racial

demographics for SMS personnel at 7 159 Africans,

Figure 4: Employees per Occupational Category

Source: PSETA, 2018

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636 Indians/Asians, 773 Coloureds, and 1 212 Whites

(PERSAL, 2018). The MMS makes up a total of 16 224

employees in the Public Service, constituted of 12 196

Africans, 664 Indians/Asians, 1 219 Coloureds, and 2

145 Whites (PERSAL, 2018).

The age analysis on PERSAL in 2018 shows that the

average age of public servants employed under the

Public Service Act remains constant at 43.1 years, with

the average length of service being just over 13 years.

While the Public Service should ensure a constant

stream of new recruits into the Public Service, staff

retention is important to ensure strong institutional

memory to respond to the drivers of change in the

sector.

During the financial year 2015/16, the PSETA

commissioned a study to explore complexities of

implementing Recognition of Prior Learning (RPL) in

the public sector. The study explored the benefits of

recognising RPL as an important factor in learning and

included reviews on principles of learning, impact on

the learners and lifelong learning. Whereas the study

revealed that more than 60% of the sampled population

were aware of the RPL and its benefits, some of the

challenges highlighted were that of inadequacy of

resources, and lack of congruent models and strategies

for implementing the RPL.

The study concluded by recommending that adequate

resources be provided for the implementation of RPL.

This would include training of trainers (by extension

this includes RPL advisors), improved policy making

and the commitment of the policymakers. It is further

noted that the PSETA SSP highlights the need for

training interventions at higher levels within government

departments. This is particularly evident in the PIVOTAL

list that identifies senior occupations within government

and the training required to address these needs.

One way of addressing these needs can be through

RPL for those officials who have some educational

background coupled with extensive experience within

the public sector. It is also noted that, through various

forums, a need has been articulated for the PSETA to

support government employees with RPL to assist

them to work towards qualifications that will allow them

to access further learning opportunities, and also aid

upward mobility within the government.

It is against this background that the entity will embark

on the training of RPL advisors in the coming financial

year as a way of building capacity within the public

service. This will ensure that when the departments,

through partnerships with us, embark on the RPL

projects to assist employees to acquire required

qualifications, the process will be made easy as they

will have internally and suitably qualified RPL advisors

to guide the candidates on what has to be done

throughout the process.

The additional benefit of embarking on this project is

that the number of eventual beneficiaries of the RPL

advisor training will also be reported against the skills

programmes target in both the APP and the Service

Level Agreement (SLA) targets.

Furthermore, as part of discharging our delegated

mandate in as far as the Quality Council for Trades and

Occupations (QCTO), the SETA will continuously monitor

the provisioning by providers of learning programmes

leading to qualifications or part qualifications to ensure

that the criteria for accreditation are complied with.

One of the objectives of the White Paper on Post

School Education and Training (PSET) is “providing

greater levels of access to education and training

in rural areas; increasing collaboration between the

skills system, government and industry; driving skills

development primarily through the public education

system, and in particular through universities and TVET

colleges; and focusing less on numerical targets and

more on outcomes and impact”. In contributing to this,

PSETA will endeavour to capacitate public learning

institutions such as TVET and community colleges

to enable these institutions to compete with private

skills development providers in the provision of skills

development programmes to the public service.

In addition, the SETA has acknowledged the importance

of developing occupational qualifications needed by

the sector to address skills requirements, as prioritised

in the SSP. Although this is a mammoth task, the SETA

has committed to embark on this journey to ensure that

we respond to the sector needs identified through the

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robust skills planning process. On the other hand, this

is also to address the issue of historically registered

qualifications that are being phased out and have to be

replaced by modular occupational qualifications.

Moreover, PSETA will in the coming financial year focus

more on the prioritisation of the implementation of

the training needs identified during the skills planning

process and such has been incorporated into its

PIVOTAL list. While this will be done through partnership

arrangements with the rest of the sector, the SETA

will earmark funding to implement interventions in the

following areas:

· Bursaries Programme to capacitate middle

managers in the public service through

management development programmes;

· Implement RPL to assist employees, particularly

in junior and middle management;

· Skills Programmes in various study fields to

address the skills gaps identified in the SSP;

· Artisan Development programmes to increase

the technical skills that the country requires to

meet the goals set in the NDP;

· Provide workplace experience to TVET and

university of technology learners through the

implementation of the WIL;

· Implement Learnership programmes to support

workplace-based learning interventions

· Support the implementation of internship

programmes within the sector; and

· Support TVET colleges to be capacitated to

compete with private training providers and

offer quality skills development programmes to

the public service;

To maximise efforts in increasing the skills base in the

Public Service sector, a concerted effort has to be

made through collaborations and partnerships. The

PSETA will embark on a drive to encourage government

departments and entities to enter into partnerships and

co-fund certain programmes that are important and

critical to the sector. This is based on the premise that

every government department has an obligation to set

aside the 1% training budget in terms of the SDLA,

1999 and also to develop a WSP which is submitted to

the line-function SETA.

If this process is properly undertaken, and not merely

for compliance purposes, working together, we can

extrapolate the training needs identified in the WSPs

and agree on those that are of higher priority and jointly

fund. As eluded to earlier, unlike other SETAs that are

funded by SDLs, PSETA relies on funding from the

fiscus, which is not sufficient to address the skills needs

of the sector.

The trajectories in facilitating partnerships will explore

the capabilities of public training institutions to respond

to the skills needs of the Public Service sector. The role

that central government departments that champion

certain competencies within the two spheres of

government can play in informing the skills demand will

also be explored. This will ensure that there is alignment

between the demand and supply of skills; that PSETA

can direct it’s funding to interventions that bridge the

skills needs; and that PSETA can focus on monitoring

education and training in the sector.

In order to overcome the past challenges of inadequate

support and poor cooperation from the sector in entering

into contracts and appointing training providers,

the PSETA will embark on the implementation of the

partnership approach with the following objectives:

· Better fulfil its mandate in an environment of

increased intricacies and a growing number

of players;

· Enhance its technical performance and

competence to ensure that it remains the

reservoir of cutting-edge knowledge in skills

development;

· Optimise its use of resources and services

to members, particularly in situations calling

for cross-sectoral and multi-disciplinary

approaches and solutions, or where

administrative collaboration could lead to

more efficient and effective assistance; and

· More efficiently and effectively reach out to

final users of its services.

Due to the fact that some sector constituent members

have part of their staff belonging to line-functions

SETAs and the other part to PSETA, it has become

apparent that the competing priorities will require us to

18

be modest in our dealing with government institutions

when it comes to implementation of the Sector Skills

Plan (SSP) priorities. We have, therefore, developed a

multi-pronged partnership strategy that allows for:

· Initiating the conclusion of Memoranda of

Understanding (MOUs) with key or large

national departments that have oversight

responsibilities to ensure funding is mobilised

and ring-fenced to deliver on prioritised skills;

· Initiating MOUs with Offices of the Premier

in all Provinces, working collaboratively to

implement RPL programmes and various

PIVOTAL programmes that are required for

the employed, and promoting the placement

of learners to obtain work experience through

the WIL programme;

· Appointing training providers on behalf

of departments that are unable to handle

this process efficiently, and then invite the

departments to provide the learners and

workplace. This will imply that the SETA

takes control of the work done by the training

provider if we have concluded the SLA with

them and the department will ensure that

learners are provided; and

· Continuing to work with and allocate

discretionary grant (DG) funding to

departments that have the capacity to

conclude Memoranda of Agreement (MOAs)

with us and appoint skills development

providers in a timely manner where possible.

5.1.2. ORGANISATION ENVIRONMENT

Over the medium term, the SETA will strengthen its

internal capacity to ensure that the mandate is fulfilled.

This requires doing things differently, to uplift the morale

of the staff and provide motivation by introducing

various organisational development interventions. As a

result, priority will be given to the implementation of the

initiatives discussed in the rest of this section.

5.1.2.1. Talent acquisition and retention

In order to overcome the labour turnover, which is

caused by the uncertainty in the SETA landscape,

PSETA has committed to establish a work environment

that is characterised by equality in employment, and

to implement transforming measures, as outlined in

the Employment Equity Act, 1998 (Act No. 55 of 1998)

as amended, in relation to recruitment, training and

development, succession planning and other related

functions. Each employee will be given an opportunity

to be exposed to at least one training intervention to

equip them to be more productive. The focus will also

be on creating a balanced employee profile through

all occupational categories and levels by appointing

people with disabilities, women and other designated

groups.

5.1.2.2. Organisational capacity assessment

The entity undertook an organisational development

exercise, which is still in progress, with the aim of

assessing its capacity to deliver on the mandate. It is

unfortunate that the entity never had any job grading

and remuneration strategy, making it difficult to do

comparative studies with other entities, while also

being unable to retain competent employees who

leave the organisation. It is expected that the outcome

of this process will pave the way for a remuneration

framework and also job grades that can be compared

with other SETAs, irrespective of their size and budget.

5.1.2.3. Capacity building

Training and development are critical to every

organisation that wishes to be productive and achieve

its set goals. To this end will embark on implementing

training interventions to its staff member that is result-

oriented, and enhance specific skills and abilities to

perform the job. Employees have the opportunity to

continually develop themselves by being awarded

bursaries to upskill themselves, and through short skills

programmes identified during the performance reviews.

We have undertaken to link the training interventions

identified during the performance contracting to the

WSP. Therefore, employees are expected to undergo

training in areas that have been identified and agreed

upon with immediate line managers.

5.1.2.4. Diversity management

The PSETA seeks to ensure that its workforce, to

the greatest extent possible, is a reflection of the

South African population demographics. The PSETA

will continue to analyse and remove the systemic

organisational barriers to the advancement of

designated groups and encourage diversity at all levels.

19


The development and review of the Employment Equity

Plan become vital in ensuring a diverse workforce.

5.1.2.5. Employee wellness

The PSETA acknowledges that the employees are the

life-blood of the organisation and play a major role in

the supply of skills to the South African economy. It

is therefore vital that the employer help them operate

at their optimum level by promoting work-life balance

and providing access to the Employee Wellness

Programme. The physical, emotional and spiritual well-

being of employees affects productivity. As a result, the

PSETA aims to provide a supportive work environment

through the Employee Wellness Programme. A service

provider has been contracted up to 31 March 2020 to

provide Employee Wellness Services to employees,

which offers a variety of services at no charge to

employees. The aims are promoting a work-life balance

and showing that we care about our employees and

their families.

5.1.2.6. Information and Communications

Technology (ICT) Strategy

ICT is a key enabler and critical in ensuring that every

organisation responds positively to the demands

brought by the fourth industrial revolution. Our entity

still relies heavily on manual processes which are

costly as more physical labour is needed to manage

all the documents. However, moving to a paperless

environment will ensure that information required is

retrieved in a timely manner.

One of the common findings of the Auditor General is

the management of paper-based records, and this has

been a persistent problem for the SETA. It is, therefore,

important that the ICT strategy be properly funded to

ensure implementation of the interventions identified

as a way of improving business operations. The

strategy has been benchmarked with the public service

framework for corporate governance of ICT that has

been developed by the DPSA. Although the entity does

not subscribe to the provisions of the Public Service

Act and its Regulations, we found it worthwhile to align

our strategy to it. The focus on the implementation of

the ICT Strategy will mainly be on the following:

· Benefit realisation – We are committed to

delivering fit-for-purpose services and solutions

on time and within budget, and generating the

intended financial and non-financial benefits.

We believe the value that ICT delivers should

be aligned directly with the values of the

organisation and benefits should be measured

in a way that transparently shows the impact

and contribution to the ICT-enabled investments

in the value creation process of the entity.

· Risk optimisation – We believe the

management of ICT-related risk should be

integrated within the organisation’s risk

management approach to ensure a focus on ICT

by the organisation. It must also be measured

in a way that transparently shows the impacts

and contribution of ICT-related business risk

optimisation in preserving value.

· Resource optimisation – We ensure that the

appropriate capabilities are in place to execute

the strategic plan and that sufficient, appropriate

and effective resources are provided. This will

also ensure that an integrated, economical ICT

infrastructure is provided, new technology is

introduced as required by the business, and

obsolete systems are updated or replaced

where necessary. PSETA recognises the

importance of people, in addition to hardware

and software, and, therefore, focuses on training

and development, ensuring the competence of

key ICT personnel.

5.1.2.7. Contract management

Over the years, the PSETA has operated without

a single legal advisor or practitioner to assist with

the drafting and vetting of contracts. This largely

resulted in some government institutions returning the

MOAs unsigned, as they found them to be defective.

However, that problem has been addressed, and we

have introduced a 30-day turnaround period each time

a stakeholder or service provider enters into a Service

Level Agreement (SLA) with us. Internal capacity has

been built to ensure that we don’t experience the

problem of contracts expiring while they are still in the

hands of the stakeholders.

20

6. DESCRIPTION OF THE STRATEGIC PLANNING PROCESS

The Accounting Authority (AA) held a strategic planning

session to review the current Strategic Plan (SP)

developed for the 2015/16 to 2019/20 medium-term

period. In that session, a review of the entity’s vision,

mission and values was undertaken, and no changes

were made. However, changes were effected on some

of the four (4) strategic outcome-oriented goals and

the related strategic objectives of the entity. These

changes are reflected in this document. This planning

session was preceded by a management strategic

planning session where draft documents to stimulate

discussions during the AA session were prepared,

and the proposed budgets linked to the performance

targets were proposed.

Meanwhile, the entire strategic planning process was

underpinned by legislative and policy mandates that

guide the work of the entity. The specific focus was on

the improvement of performance and the maintenance

of the positive unqualified outcomes achieved over

the past two (2) financial years, implying that internal

controls are improving. The outcome of the sessions

is the updated SP covering the 2015/16 to 2019/20

period and the APP for the 2019/20 financial year.

7. STRATEGIC OUTCOME-

ORIENTED GOALS

In response to the identified strategic challenges, and

the performance and organisational environment as

outlined in the situational analysis, the following strategic

goals have been identified and aligned to various

national policy frameworks, laws and regulations.

Table 4: Strategic Outcome-Oriented Goals

Strategic Outcome-Oriented

Goal Strategic Objectives

Alignment to relevant laws,

regulations and other prescripts

(SDA, SDLA, NSDS III, WPPSET,

NDP, MTSF, NGP)

1. Enhanced PSETA capabilities to

lead the Public Service sector skills

development initiatives

1.1. To develop and implement

corporate support strategies and

systems that contribute towards the

achievement of the organisational

mandate

NSDS Goal 4.7

Goal Statement: PSETA develops

the organisational capabilities to

lead the Public Service sector

initiatives for skills development

effectively

21







NDP, MTSF, NGP)

2. Improved institutional mechanism

for skills planning

2.1. To coordinate and conduct

sector research

2.2. To improve stakeholder

capacity for skills planning in the

sector

NSDS Goal 4.1

This strategic outcome-oriented

goal is rooted in the NSDS III

goal of establishing a credible

institutional mechanism for skills

planning. The NDP has provided

the priority state capabilities which

skills development should support.

This goal, therefore, focuses PSETA

on building partnerships with the

organs of state that are leading

capacity-building interventions

required. The partnerships are

formalised through MOUs with

oversight bodies and provinces.

The MOUs specify the collaboration

required to identify the skills

needed to build the organisational

capabilities; and to collaborate in

strengthening these capabilities

within parts of the sector which

most need them. The intention is

to locate skills development within

wider efforts to build organisational

capabilities and improve service

delivery

Goal Statement: Stakeholders

locate skills development initiatives

within wider capacity-building

interventions through research

coordination and partnerships

1. 3. Improved pool of skills

available to and within the Public

Service Sector

3.1 To implement programmes that

address skills identified in the SSP

NSDS III goals 4.1, 4.2, 4.5, 4.8 and

NSA Commitment 7.

This Strategic Outcome-Oriented

Goal aims to focus training

interventions for existing and future

employees on priority skills required

to deliver the NDP, and to bridge

unemployed graduates and learners

into internship and placement

opportunities in the public service.

The goal aims to open up the public

service as a training space and to

encourage workplace learning and

WIL

Goal Statement: Existing and future

public service sector employees

are equipped to fulfil their

responsibilities in delivering on their

mandates

22






NDP, MTSF, NGP)

4. Improved quality of skills into and

within the Public Service Sector

4.1 To develop and implement a

system of quality assuring training

provision

4.2. To develop occupationally-

based qualifications

The strategic outcome aims to align

supply-side provision to demand-

side needs, and to bridge current

supply-demand “mismatches”. It

includes work to align qualifications

to OFO codes; build HEIs and

TVET college capacity to deliver

the qualifications; and improve

economy and efficiency on the

supply side. It includes promoting

the growth of a public provider

(NSG, sectoral and provincial

academies and TVET colleges)

system that is responsive to sector,

local, regional and national skills

needs and priorities.

23


Part B Programmes and Strategic Objectives

24

PART B: PROGRAMMES AND STRATEGIC OBJECTIVES

Programme 1: AdministrationThis programme is comprised of three sub-programmes, i.e., Governance, Finance and Supply Chain Management

(SCM), and Corporate Services. The programme’s purpose is to ensure that the organisation has effective and efficient

governance structures that lead, monitor and evaluate organisational performance; ensure prudent financial manage-

ment, procurement of goods and services and reporting in compliance with relevant acts and regulations; and provide

efficient and effective corporate services functions to internal departments within the PSETA and external stakehold-

ers by providing the following services: Human Resources, ICT, improved communication, marketing and stakeholder

engagements, and auxiliary services.

Table 5: Strategic Objectives

Strategic Objective To develop and implement corporate support strategies and systems that

contribute towards the achievement of the organisational mandate

Objective Statement

22.1

PSETA has the staff to fulfil its mandate, and the staff need to be provided with

training and development interventions

Baseline 74% achieved in 2017/18

Linkages SDA, 1998

Objective Statement

22.2

Marketing and communication interventions support delivery of core business

objectives through efficient targeting of identified stakeholder groups

Baseline 28 career exhibitions

Linkages Links to NSDS and NDP priorities for promoting the public service as a career of

choice

Strategic Objective 22.3 To ensure effective implementation of ICT governance policies and systems in

support of the achievement of organisation goals

Objective Statement ICT governance and processes implemented to support organisational strategies

Baseline 75% of the ICT Plan

Linkages ICT regulations

25


Resource Consideration

Table 6: 2019/20 Medium-Term Expenditure Framework (MTEF) Project Budget

ADMINISTRATION

Audited Amounts

2018/19

Budget

Medium-Term Expenditure

2015/16

R000

2016/17

R000

2017/18

R000

2018/19

R000

2019/20

R000

2020/21

R000

2021/22

R000

Cost of Employment 13 804 16 613 18 880 21 736 23 868 25 778 27 840

QCTO expenditure - 37 21 45 46 47 48

Depreciation and

amortisation 984 1 319 - - - - -

Storage costs - - 55 105 59 62 66

Bank charges - 34 68 72 79 69 73

Consumables - - 130 138 138 147 155

Insurance - 114 144 153 153 162 172

Audit fees - 1 777 1 400 2 484 2 634 2 792 2 959

Governance fees 993 1 648 1 300 2 838 2 822 2 991 3 170

- Welfare services - 3 315 334 326 346 367

- Occupational health

and safety - - 300 218 326 346 367

Consultancy and service

provider fees 3 813 1 809 3 679 6 833 601 649 701

Systems and applications - - - - 4 836 5 110 5 399

Conferences/venues 530 22 362 22 17 18 19

Catering and refreshments 507 174 115 226 257 273 289

Postage and courier - 42 132 38 140 149 158

Staff recruitment - 58 150 259 159 169 179

Printing and stationery 786 530 516 668 708 750 795

Travel and subsistence 579 341 649 645 664 692 733

AGM and Annual Report

and related costs 193 54 250 622 341 362 383

Repairs and maintenance - - - - - - -

- Office 486 140 150 395 216 229 243

- Computer services 641 414 792 623 863 915 970

Licences - - - 366 388 412 436

Sundry items

(consumables, gifts) 1 922 183 240 213 180 83 89

Legal fees - 198 618 1 177 1 247 1 322 1 401

Telephones 345 377 300 325 390 450 477

26

ADMINISTRATION

Audited Amounts

2018/19

Budget


2015/16

R000

2016/17

R000

2017/18

R000

2018/19

R000

2019/20

R000

2020/21

R000

2021/22

R000

Advertising, marketing

and promotions,

communications 1 308 612 700 1 507 1 353 1 434 1 520

Training and staff

development 264 182 1 070 1 312 1 135 1 203 1 275

Training and development

– CEO - 16 190 202 202 214 214

Equipment rental - - - 200 216 234 252

Rates and taxes, water

and lights, and security 398 471 1 400 774 966 1 032 1 094

Operating lease rentals 2 372 2 792 2 664 2 941 2 824 2 994 3 094

Goods and Services 16 121 13 347 17 710 25 735 24 286 25 656 27 098

TOTAL OPERATIONS

EXPENDITURE 29 925 29 960 36 590 47 471 48 154 51 434 54 938

CAPEX 529 840 1 200 992 1 049 1 109 1 180

TOTAL 30 454 30 800 37 790 48 463 49 203 52 543 56 118

Financial Resources

The spending focus in the medium term will continue to enhance stakeholder relations, increase and build new relation-

ships with external stakeholders, and strengthen governance and risk management initiatives in the organisation. In the

medium term, there is no significant expenditure increase expected, except for normal inflation increase. Management

has implemented cost containment, in line with the instruction notes from the National Treasury, leading to significant

reductions in expenses over the MTEF. Through ICT, the department will focus on establishing efficient business pro-

cesses integrating information for reporting purposes. The performance management development system, staff devel-

opment, documents management system and patch management system are identified as priority areas.

Human Resources

The staff complement within the programme is not expected to grow beyond the current number during the financial

year.

27


Table 7: Key Risks

Strategic

ObjectiveKey Risks

Root

Causes

Existing/Ideal

ControlsMitigations

Target

Date

Person

Responsible

Strategic

Human

Resources is

planned and

implemented

to support the

organisational

performance

High turnover

of staff with

required

knowledge

and skills

Employees

seeking

greener

pastures as

a result of

uncertainty

in the SETA

landscape

· Existence

of training

opportunities for

staff members

as a way of

appreciating the

value they add

· Existence

of employee

wellness

programmes to

promote work-life

balance

· Implement Human

Resource Strategy

with a focus on

staff retention and

succession planning

· Implement the

recommendations

of the Organisational

Development project

31

October

2018

HR Manager

Corporate

Services

Executive

(CSE)

Programme 2: Skills Planning and Research

The purpose of this programme is to conduct and coordinate research to inform the strategic skills development pri-

orities for the sector. This programme is made up of two organisational business units: Skills Planning and Research

(SPR).

Table 8: PSETA Strategic Objective 2.1.1

Strategic Objective

2.1.1

To coordinate and conduct sector research

Objective statement Priority skills to support the building of public service capabilities are identified

through research and consultation with stakeholders

Baseline 11 Research reports produced annually

Linkages NSDS Goal 1: A credible institutional mechanism for skills planning is established

Table 9: PSETA Strategic Objective 2.1.2

Strategic Objective

2.1.2

To improve stakeholder capacity for skills planning in the sector

Objective statement The sector is capacitated to understand its own needs and to plan responses to

these needs

Baseline 100% achievement of SSP and capacity-building targets

Linkages NSDS Goal 1: A credible institutional mechanism for skills planning is established

28


Table 10: 2019/20 MTEF Project Budget

SKILLS PLANNING, RESEARCH AND PARTNERSHIPS

Audited Amounts

2018/19

Budget


2015/16

R000

2016/17

R000

2017/18

R000

2018/19

R000

2019/20

R000

2020/21

R000

2021/22

R000

Conferences/venues - 131 37 25 27 29 30



Goods and Services 101 653 769 395 399 419 444


- - - - - - -

TOTAL OPERATIONS

EXPENDITURE 3 199 3 894 4 182 4 012 4 264 4 593 4 952

MANDATORY GRANTS

EXPENDITURE 192 134 160 176 194 213 226

DG EXPENDITURE (con-

ducting research costs) - - 3 000 3 060 3 115 1 928 2 423

TOTAL EXPENDITURE 3 391 4 028 7 342 7 248 7 573 6 734 7 601

Financial Resources

The spending focus over the medium term will continue to focus on researching the trends, needs and wider organi-

sational development initiatives in the public sector. The department’s spending will increase immensely due to the

need to understand our central requirements in more depth, and our role in educating, mobilising and organising the

sector around the strategy. The entity’s staff complement is not expected to grow beyond the approved number of 64

employees.

Human Resources

The staff complement is not expected to grow beyond the approved number of 64 employees during the financial year.

29


Table 11: Key Risks

Strategic

ObjectiveKey Risks Root Causes

Existing/Ideal

ControlsMitigations

Target

Date

Person

Responsible

To coordinate

and con-

duct sector

research

Inaccurate

skills plan-

ning for the

sector arising

from insuf-

ficient sector

research and

data provided

by stakehold-

ers.

· Limited resources

to conduct re-

search studies.

· Inadequate con-

sultation and/or

poor participation

from the key infor-

mants or experts/

stakeholders in

the sector.

· Changes to skills

planning reporting

template resulting

in poor par-

ticipation in WSP

processes.

· Stakeholder WSP

data not cred-

ible, leading to

compilation of

misdirected skills

planning infor-

mation resulting

in misaligned

intervention.

· Poor internal

stakeholder

participation and

support for re-

search processes

· Research agenda

and Research Plan

aligned to PSETA

mandate updated

annually.

· WSP and SSP

capacity-building

sessions.

· Multiple sources of

data used to vali-

date WSP findings

· Partnerships with

identified stake-

holders explored

to coordinate and

conduct sector

research.

· Funding made

available to

conduct research

studies.

· Participation of

existing research

staff in the DHET’s

Capacity Building

Programme (SSP

Workshops, Orga-

nising Framework

for Occupations

(OFOs) Work-

shops, etc.)

Research

Agenda

updated

annually and

approved by

the PSETA AA

and submit-

ted to DHET.

Stakeholder

engage-

ments take

place through

WSP&SSP

workshops.

31

March

2019

SPR Manager

30

Strategic


Existing/Ideal

ControlsMitigations

Target

Date

Person

Responsible

To improve

stakeholder

capacity for

skills planning

in the sector

Challenging

environment

within which

to conduct

research

· Lack of

participation from

key stakeholders in

research process.

· Public ser-

vice sector bureau-

cracy.

· Short time

frames within which

research should be

conducted.

· Poor internal

stakeholder participa-

tion and support for

research processes

· Participation

in provincial forums to

create awareness.

· Lobbying at

the operational level for

improved participation.

Strategic

stakeholder

engage-

ment initi-

ated through

the office of

the CEO;

Participation

in high-level

sector forums

to position

PSETA

31

March

2019

SPR Manager

Chief Opera-

tions Officer

(COO)

To coordinate

and con-

duct sector

research

Lack of im-

pact mea-

surement to

inform future

or strategic

decisions

· Lack of

project, programme

and organisational

impact assessment

framework and data/

information collection

procedures in place.

· Lack of

internal capacity to

conduct impact stud-

ies on implemented

projects.

Tracer studies to be

conducted in the

2018/19 period

Risk to be

escalated to

strategic level

31

March

2019

COO

31


Programme 3: Learning Programmes and Projects

The purpose of this programme is to facilitate and manage the implementation of learning programmes for and within

the Public Service sector. It is divided into two sub-programmes, namely, Learning Programmes (LP) and Projects.

Table 12: PSETA Strategic Objective 3.1

Strategic Objective 3.1 To implement programmes that address skills identified in the SSP

Objective Statement Learning programs to meet the targets in the PSETA SLA are delivered

against signed DG contracts, and sector-funded provision is reported using

PERSAL data

Baseline % achievement of SLA targets

Linkages NSDS III


Table 13: 2019/20 MTEF Project Budget

LEARNING PROGRAMMES

Audited Amounts 2018/19 Budget


2015/16

R0002016/17

R0002017/18

R0002018/19

R0002019/20

R0002020/21

R0002021/22

R000

Bank charges - - 8 8 8 8 9

Conferences/venues 6 - 97 40 43 45 48


Printing and stationery 22 54 - - - - -

Travel and subsistence 812 793 1 818 930 986 1 057 1 120

Goods and Services 856 866 2 076 1 008 1 072 1 137 1 206


TOTAL OPERATIONS EXPENDITURE 7 527 7 893 9 307 8 672 8 982 9 680 10 432

Strategic Targets Budget

DG Expenditure 18 270 34 557 45 409 88 264 60 418 64 921 68 225

32

Table 14: Strategic Projects Funding

STRATEGIC TARGETS

Audited Amounts 2018/19

Budget

R000


2015/16

R000

2016/17

R000

2017/18

R000

2019/20

R000

2020/21

R000

2021/22

R000

Number of public service employees entering learning programmes

Learnerships - 1 800 4 000 5 486 7 123 7 123 7 123

Skills Programmes - 3 6 3 360 6 000 6 000 6 000

Bursaries - 908 2 016 2 400 15 600 20 400 20 400

Number of unemployed learners entering learning programmes

Learnerships - 3 502 7 781 7 226 - - -

TVET WIL 915 7 639 16 972 14 513 16 932 16 932 17 657

Internships - 1 395 3 100 - - - -

Bursaries - 2 085 4 632 18 000 - - -

Artisans - 938 2 085 6 000 9 900 9 900 10 134

RPL - - - - 4 864 4 830 6 912

Surplus funds - - - 32 180 - - -

Number of capacity-

building sessions

conducted to support

the implementation of

learning programmes by

the sector - - - 30 30 35 35

AVAILABLE FUNDS 18 270 34 557 45 409 88 264 60 418 64 921 68 225

Financial Resources

The spending focus over the medium term will concentrate more on the targets which are central to the strategic objec-

tives of the PSETA. The primary focus during this period is more on the skills development targets for the unemployed

and public servants in entering and completing the various skills programme interventions and undertaking capacity-

building sessions to support the implementation of learning programmes by the sector.

Human Resources

The current staff complement is not expected to grow beyond the existing numbers in the coming financial year.

33


Table 15: Key Risks

Strategic


Existing/Ideal

ControlsMitigations

Target

Date

Person

Responsible

Programmes to

address scarce

and critical skill

needs identi-

fied in the SSP

are imple-

mented and

reported (both

employed and

unemployed)

Failure to

deliver on our

SLA targets

· Poor planning

and implemen-

tation of the

DG process

· Delays in the

signing of the

MOUs and

MOAs with key

stakeholders

· Poor follow

up to ensure

MOUs and

MOAs are

returned and

actioned

· Targeted em-

ployers state

of readiness

and bureau-

cracy

· Inability to

identify, man-

age and esca-

late emerging

operational

risks

· Inadequate

clearly defined

roles and re-

sponsibilities

· DG Policy

· Learning

Programmes

Policy and

related pro-

cedures

· Reintroduction

of DG briefing

sessions (through

road shows)

· Project definition

workshops

· Conduct due

diligence/vet-

ting exercise

before grants

are awarded

· Setting up of

Project Steer-

ing Committees

before com-

mencement of

projects

· Capacity build-

ing of Mentors

before com-

mencement of

the project

· Sector-funded:

Special dispen-

sation on re-

porting (report

sector funded

using PERSAL

data)

31

March

2019

LP Manager

COO

34

Programme 4: Education and Training Quality Assurance

The purpose of this programme is to build the provider capacity required to deliver priority skills for the sector, develop-

ing standards, accrediting providers, and quality assuring learning. Education and Training Quality Assurance (ETQA)

undertakes the review of legacy qualifications, the development of new occupational qualifications, and the capacita-

tion of providers through advocacy workshops.


Strategic Objective

4.1.1

To develop and implement a system of quality assuring training provision

Objective Statement Quality of training provided is monitored and maintained

Baseline 100% achievement of annual plans

Linkages QCTO and SAQA quality assurance regulations, NSDS III


Strategic Objective

4.1.2

To develop occupationally-based qualifications

Objective Statement Qualifications required to deliver priority scarce and critical skills are developed

Baseline 100% achievement of annual plans

Linkages NSDS III


Table 18: 2019/20 MTEF Projected Budget

ETQA


Budget Medium-Term Expenditure

2015/16

R000

2016/17

R000

2017/18

R000

2018/19

R000

2019/20

R000

2020/21

R000

2021/22

R000

QCTO expenditure - - - - - - -

Workshops - - - - - - -

Catering and

refreshments 50 111 30 - 22 36 38

Conferences/venues - - 30 20 22 23 24


Goods and Services 231 666 531 427 454 494 523


35


ETQA


Budget Medium-Term Expenditure

2015/16

R000

2016/17

R000

2017/18

R000

2018/19

R000

2019/20

R000

2020/21

R000

2021/22

R000

- - - - - - -

TOTAL OPERATIONS

EXPENDITURE 3 309 4 255 4 614 4 755 5 143 5 558 5 993

DG EXPENDITURE

(development of new

qualifications) - - 2 000 3 740 3 435 3 641 3 859

TOTAL

EXPENDITURE 3 309 4 255 6 614 8 495 8 578 9 199 9 852

Financial Resources

The spending focus over the medium term will be to continue with the implementation of ETQA programmes which

have been increased in terms of the funds available.

Human Resources

The staff complement is not expected to grow beyond the approved numbers during the financial year.

Table 19: Key Risks

36

Strategic


Existing/Ideal

ControlsMitigations

Target

Date

Person

Responsible

Creat-

ing access

and capac-

ity within the

public sector

through quality

assurance of

provisioning

Historically reg-

istered qualifi-

cations being

phased out.

PSETA faces

the uncertainty

of not hav-

ing sufficient

replacement

qualifications

for the sector

to implement

Lapse in

planning and

inadequate

resources as-

signed (histori-

cal challenge)

· The PSE-

TA has

existing

SLA with

QCTO for

four oc-

cupational

qualifica-

tions

· Process

underway

to procure

a QDF

· Budget

allocated

for devel-

opment of

replace-

ment

qualifica-

tions

Development

of occupational

qualifications

has been es-

calated to the

APP resulting

in resources

being assigned

to this function

31 June

2023

ETQA Manager

COO

Insufficient par-

ticipation from

the sector

· Lack of

trust based

on past

failures on

the part of

PSETA to

implement

RPL pro-

grammes

· RPL not

well under-

stood and

capacity

within the

public

TVET col-

leges and

depart-

ments

· DG policy

and fund-

ing frame-

work

· Existing

strategic

partner-

ships

through

signed

MOUs

· Targeted

work-

shops

with de-

partments

and TVET

colleges

Feb 2019 ETQA Manager

COO

37


Part C Links to Other Plans

38

PART C: LINKS TO OTHER PLANS1. Links to the long-term infrastructure and other capital plans

N/A

2. Conditional Grants

N/A

3. Public Entities

N/A

4. Public-Private Partnerships

N/A

39


Annexures

40

ANNEXURESANNEXURE A: PIVOTAL LIST EMANATING FROM SECTOR SKILLS PLANNING

Table 20: PIVOTAL List

OFO CODE OCCUPATION

SPECIALISATION/

ALTERNATIVE

TITLE

INTERVENTION

PLANNED BY THE

SETA

LINK TO APP AND

SLA TARGET

2017-111202General Manager

Public Service

Labour Inspectorate

Manager/

Diplomatic Mission

Administrator

Public

Administration and/

or Management,

Management

Development,

Public Development

Management,

Monitoring and

Evaluation.

Bursary for

employed learners

2017-111204Senior Government

Official

Chief of Staff/

Commissioner

Public

Administration and/

or Management

(postgraduate);

Management

Development,

Public Development

Management,

Monitoring

and Evaluation

(postgraduate);

Governance and

Public Leadership.

Bursary for

employed learners

2017-111207Senior Government

Manager

Head of

Department/

Superintendent-

general

Public

Administration and/

or Management

(postgraduate);

Management

Development,

Public Development

Management,

Monitoring

and Evaluation

(postgraduate);

Governance and

Public Leadership.

Bursary for

employed learners

41


OFO CODE OCCUPATION

SPECIALISATION/

ALTERNATIVE

TITLE

INTERVENTION

PLANNED BY THE

SETA

LINK TO APP AND

SLA TARGET

2017-121101 Finance Manager

Chief Financial

Officer (CFO)/

Chief Accountant/

Financial Controller

Advanced Financial

Management,

Postgraduate

Diploma in

Management.

Learnership

and bursary for

employed and

unemployed

learners

2017-121201Personnel/ Human

Resource Manager

Employee Relations

Manager

Operations

Management,

Middle Management

Development

Programme.

Bursary for

employed and

unemployed

2017-121301Policy and Planning

Manager

Strategic Planning

Manager/ Public

Policy Manager/

Planning and

Development

Manager/ Corporate

Planning Manager

Public Policy

Development,

Monitoring and

Evaluation.

Skills Programme

for employed

2017-121905Programme or

Project ManagerProject Director

Public Management,

Advanced Project

Management

Bursary for

employed learners

2017-122301

Research and

Development

Manager

Research Director,

Research Manager.

Postgraduate

Degree in

the relevant

specialisation

Bursary for learners

2017-241108 Forensic Accountant

Postgraduate

Diploma in

Investigative and

Forensic Accounting

Learnership for

employed and

unemployed

learners

2017-242211 Internal Auditor

Information Systems

Auditor, ICT Internal

Auditor

Internal Audit

Learnership for

employed and

unemployed

learners

2017-642601 Plumber Plumber Plumber

Artisan development

programme for

unemployed

learners

2015-653303 Mechanical Fitter Fitter Mechanical Fitter

2017-671101 Electrician Electrician Electrician

2017-653101Automotive Motor

MechanicalMotor Mechanic

Automotive Motor

Mechanical

2017-653306 Diesel Mechanical Diesel Mechanic Diesel Mechanical

42

ANNEXURE B: RELATIONSHIPS WITH OTHER ORGANISATIONS

For the PSETA to carry out its mandate effectively, it has to collaborate and partner with various institutions that are

also tasked with the responsibility of skills development within the Public Service sector. The PSETA views these

relationships, collaboration and cooperation as critical for increasing the stock of skills in the sector, and possibly for

the maximisation of service delivery. These partnerships are characterised by the following:

o A voluntary association of partners.

o Sharing a common interest or mandate.

o A complementary of resources (technical, financial or human).

o Agreement on modalities formalised through an MOU.

o Each partner is expected to pursue specific objectives which are the fundamental motivation for entering into

the partnership.

o By deciding to get involved in a partnership, partners accept the need to share risks and confront them to-

gether, based on a foundation of mutual trust.

The categories of partnerships that currently exist or are emerging are outlined in the table below.

Table 21: PSETA Partnerships with Public TVET Colleges

Partnerships with TVET Colleges

To encourage WIL for TVET college graduates, the PSETA currently has partnerships with several TVET colleges.

A concerted effort to build lecturer capacity and accreditation of TVET Colleges is being undertaken.

Name of TVET College Nature of Partnership

King Sabata Dalidyebo TVET College WIL programmes to assist colleges to make links with Public

Service employers in order for learners to obtain the requisite

workplace experience, thereby equipping them for absorp-

tion into the labour market.

Mopani South East TVET College

Boland TVET College

Goldfields TVET College

College of Cape Town

43


Table 22: PSETA Partnerships with Public HEIs

Partnerships with HEIs

The partnerships between the PSETA and HEIs are largely of a research nature. Recently, some of their scopes

have been extended to include occupationally directed and academic qualification bursaries for employees in the

key departments with which the PSETA has strategic partnerships. The PSETA also covers funding of bursaries for

unemployed learners through some of these partnership agreements.

Name of HEI Nature of Partnership

Wits School of Government Employed Bursaries and Research Partner

Public Affairs Research Institute PhD Scholar, Masters Bursaries and Research Partner

University of Johannesburg Unemployed Bursaries

Rhodes University Research Partner

Mangosuthu University of Technology WIL

Central University of Technology WIL

Durban University of Technology WIL

Fort Hare Trading Solution (Pty)Ltd Skills Programme

National School of Government (NSG) and

Provincial Sectoral Academies

PSETA has also partnered with the NSG, Sectoral Academies,

and the Provincial Legislature with a view to developing the

sector occupationally based qualifications.

Table 23: PSETA Partnerships with Government Departments

Strategic Partnerships with Government Departments

To develop comprehensive business cases that will be used by contracting parties as the blueprint for collaborations

over the short, medium and long term. The design, development and delivery of agreed priority learning programmes

for building specific state capabilities (such as financial management; planning, monitoring and evaluation; etc.).

Name of Department Nature of Partnership

DPSA MOU to support collaboration on the sharing of data relevant to skills planning and

Human Resource Development (HRD) in the Public Service, and to support better in-

tegration of data reporting templates. Business case for improving management and

operational efficiency in the Public Service, including Human Resource Management

(HRM) and HRD.

DPME To develop a Theory of Change and Logical Framework for the capacity development

interventions and map out existing competency frameworks for planning, monitoring

and evaluation.

National Treasury To develop a Theory of Change and Logical Framework for the capacity development

interventions and map out existing competency frameworks for financial management

and SCM for the public sector.

Home Affairs Unemployed youth cadet programme: National Certificate: Home Affairs Services Quali-

fication NQF 5. Sharing lessons and resources more widely in the sector to improve

bridging into work strategies.

44

Strategic Partnerships with Government Departments

Offices of the Premier in

various Provinces

MOUs are being entered into as implementation agreements under the Protocol Agree-

ments signed between the Director General of Department of Higher Education and

Training (DG DHET) and Director General in the Offices of the Premiers (DG-OTPs) to

build state capabilities to deliver the Strategic Infrastructure Projects (SIPs).

Parliament MOU to support collaboration around areas of research, legislative drafting, OFO map-

ping, and qualification development.

Table 24: PSETA Partnerships with Government SETAs

Partnerships with SETAs

Inter-SETA partnerships aim to coordinate SETA expenditure and efforts, and to improve economy, efficiency and

effectiveness of skills development efforts. The 16 Government SETAs (GSETA cluster) include 5 SETAs whose

core constituents are organs of state; and another 11 who have at least some organs of state reporting to them.

All organs of state have transversal functions which fall under PSETA, and most have some functions that fall under

other SETAs. A few current or emerging partnerships are described below to illustrate this principle of collaboration.

Name of SETA Nature of Partnership

Local Government SETA (LGSETA) Identifying the state capacity building required within provinces to deliver the

SIPs (at provincial and local levels simultaneously), and interventions to re-

spond to these needs.

Education, Training and Develop-

ment Practices SETA (ETDP SETA)

Exposing unemployed youth and learners to Public Service careers.

Health and Welfare SETA (HWSETA) Collaboration to build the technical capabilities to maintain health infrastruc-

ture in KZN.

Transport Education Training Au-

thority (TETA)

Collaboration to build technical capabilities within the Department of Roads

and Transport Eastern Cape to maintain government vehicles, instead of out-

sourcing.

Table 25: PSETA Partnerships with Public TVET Colleges

Partnerships with Other Industry Role Players

The PSETA has looked to form partnerships with organisations that support its skills development mandate, and

those which can help to reduce the costs of implementing certain projects. To this end, the PSETA has entered into

a European Union (EU) funded partnership to embark on an international benchmarking exercise on HRD dialogues

for public entities with their EU counterparts.

Name of Role Player Nature of Partnership

EU Dialogue Facility To create a platform in which South African Public Entities will identify skills

needs and capacity constraints that are not sufficiently supported in the

country and unpack these with their counterparts in order to bridge the iden-

tified shortcomings.

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