Annual Performance Plan 2015/16

(1)

Annual Performance

Plan

2015/16

(2)

(3)

Services SETA annual performance plan 2015/16

i

Official sign-off

It is hereby certified that this Annual Performance Plan:

•

was developed by the management of the Services SETA in consultation with the Department of Higher

Education and Training

•

was informed by the revised Services SETA Strategic Plan for the period 2011/12 – 2015/16

•

accurately reflects the performance targets which the Services SETA will endeavour to achieve within

available funding for the 2015/16 financial year

Tsiliso Tamasane

Signature:

Manager: Sector Skills and Strategic Planning

Date:

Andile Nongogo

Signature:

Chief Financial Officer

Date:

Liesel Kӧstlich

Signature:

Acting Chief Executive Officer

Date:

Themba Mhambi

Signature:

Chairperson

Date:

For more information, please contact:

Services SETA

PO Box 3344

Houghton

2041

South Africa

Tel: +27 11 276 9600

Fax: +27 86 5277 026

Email: [email protected]

ISBN: 1684 4122

(4)

(5)

ii

Foreword

This Annual Performance Plan draws from a comprehensively reviewed Strategic Plan 2015/16 Update. The

critical aspect of the Strategic Plan’s review has been the use of the

Performance Information Framework

(PI Framework) provided for in the

National Treasury Framework for Strategic Plans and Annual

Performance Plans

throughout all components of the Plan. In addition the review sought to address the

AG-SA’s audit findings sufficiently – the Audit of Predetermine Objectives showed improvement in usefulness

and reliability and an improvement in financial performance from qualified to unqualified.

The use of the Performance Information Framework in the Strategic Plan has resulted in a number of

improvements within the Services SETAs – both in planning and operational terms. Firstly, it has brought

the Services SETAs planning approach in line with the National Treasury guidelines. Secondly, it has

improved the alignment between the Services SETAs Strategic Goals and the Government’s key strategic

priorities that included but not limited to the Medium Term Strategic Framework; the Government

Outcomes; National Skills Development Strategy III and National Development Plan.

From the operations point of view, the Performance Dimension exercise of the PI Framework was used to

cluster the current (APP 2014/15) Key Performance Indicators into desired performance categories, for

example, input, activity, output, outcome or impact. A decision was made to set the predetermined

strategic objectives at the outcome or impact level. This process resulted in a significant reduction of the

current number of KPIs from 144 to 60 for APP 2014/15 and APP 2015/16, respectively.

The reduced number of KPIs will firstly help to focus the Services SETA attention to impact performance as

opposed to activity/output performance as is currently the case. The process will further result in a

manageable number of indicators for the management team and the Accounting Authority that will enable

them to steer the organisation towards realising the desired impact.

The process of revising this APP 2015/16 has been oriented towards capacity development in approach. A

series of workshops were held with the Board and Management to provide a theoretical understanding of

the planning approach of the Government. We also went through the planning steps as outlined in the

Framework for Strategic Plans and Annual Performance Plans

and broad guide as provided for in the

Framework for Managing Programme Performance Information

.

This APP (2015/16), as identified in the strategic goals, strives to guide the Services SETA to:

build a skilled and capable workforce; improve the relevant skills pipeline into the sector; enhance sector capabilities to identify needs, plan and implement timely responses, and strengthen Services SETA capability to lead the sector and its compliance with governance imperatives.

These Goals contribute directly to Government Strategic Outcome

:

a

skilled and capable workforce to support inclusive growth,

and Outcome

12

an efficient, effective and

development oriented public service, and an empowered, fair and inclusive citizenship.

LIESEL KӦSTLICH

(6)

iii

TABLE OF CONTENTS

TABLE OF CONTENTS ... III LIST ACRONYMS ... IV

PART A: STRATEGIC OVERVIEW ... 1

1 UPDATED SITUATIONAL ANALYSIS ... 1

1.1 PERFORMANCE DELIVERY ENVIRONMENT ... 1

1.2 ORGANISATIONAL ENVIRONMENT ... 2

2 REVISIONS TO LEGISLATIVE AND OTHER MANDATES ... 2

3 OVERVIEW OF THE 2015-16 BUDGET AND MTEF ESTIMATES ... 4

3.1 LEGISLATIVE MANDATE ... 4

3.2 2014/15-2017/18MTEF BUDGET OVERVIEW ... 4

3.3 REVENUE ... 4 3.3.1 Levies ... 4 3.3.2 Investment Income... 5 3.4 ADMINISTRATION EXPENDITURE ... 5 3.4.1 Mandatory Grants ... 5 3.4.2 Discretionary Grants ... 5

3.4.3 Capital Expenditure Capital Expenditure ... 6

3.4.4 Conclusion ... 7

3.5 INCOME AND EXPENDITURE ESTIMATES ... 8

PART B: PROGRAMME AND SUB-PROGRAMME PLANS ... 12

4 PROGRAMME 1: ADMINISTRATION ... 12

4.1 STRATEGIC OBJECTIVES ... 12

4.2 PROGRAMME PERFORMANCE INDICATORS AND ANNUAL TARGETS FOR 2015/16 ... 13

4.3 QUARTERLY TARGETS FOR 2015/16 ... 17

4.4 RECONCILING PERFORMANCE TARGETS WITH THE BUDGET AND MTEF ... 21

5 PROGRAMME 2: GOVERNANCE... 22

5.1 STRATEGIC OBJECTIVES ... 22

5.2 PROGRAMME PERFORMANCE INDICATORS AND ANNUAL TARGETS FOR 2015/16 ... 23

5.3 GOVERNANCE QUARTERLY TARGETS FOR 2015/16 ... 27

6 PROGRAMME 3: PLANNING ... 32

6.1 STRATEGIC OBJECTIVES ... 32

6.2 PLANNING PROGRAMME PERFORMANCE INDICATORS AND ANNUAL TARGETS FOR 2015/162015/16 ... 33

6.3 PLANNING QUARTERLY TARGETS FOR 2015/16 ... 35

7 PROGRAMME 4: SKILLS DEVELOPMENT ... 38

7.1 STRATEGIC OBJECTIVES ... 39

7.2 PROGRAMME PERFORMANCE INDICATORS AND ANNUAL TARGETS FOR 2015/162015/16 ... 40

(7)

Services SETA annual performance plan 2015/16

iv

7.4 RECONCILING PERFORMANCE TARGETS WITH THE BUDGET AND MTEF ... 59

ANNEXURE A: SERVICE LEVEL AGREEMENT ON POSSIBLE TARGETS BY LEARNING INTERVENTION ... 60

ANNEXURE B: MATERIALITY AND SIGNIFICANCEFRAMEWORK ... 61

(8)

iv

LIST

ACRONYMS

AET

Adult Education and Training

AFS

Annual Financial Statements

APP

Annual Performance Plan

APR

Annual Performance Report

ATR

Annual Training Report

CEO

Chief Executive Officer

CPD

Continuing Professional Development

DHET

Department of Higher Education and Training

DG

Discretionary Grants

ETQA

Education and Training Quality Assurance

FET

Further Education and Training

HET

Higher Education and Training

HIV

Human immunodeficiency virus

HR

Human Resources

HRD

Human Resource Development

HRDC

Human Resource Development Council

HRDS

Human Resource Development Strategy

IPAP

Industrial Policy Action Plan

LPE

Levy Paying Employer

MTEF

Medium Term Expenditure Framework

MTSF

Medium Term Strategic Framework

NCV

National Certificate (Vocational)

NEET

Not in Education Employment or Training

NLPE

Non Levy Paying Employer

NQF

National Qualifications Framework

NSA

National Skills Authority

NSDS

National Skills Development Strategy

QCTO

Quality Council for Trade and Occupations

RP

L

Recognition of Prior Learning

SDA

Skills Development Act

SDLA

Skills Development Levies Act

SETA

Sector Education and Training Authority

SIC

Standard Industrial Classification

SIPS

Strategic Integrated Projects

SLA

Service Level Agreement

SME

Small Micro Enterprises

SMME

Small, Medium and Micro Enterprises

SP

Strategic Plan

SPM

SETA Performance Management of the DHET

SSP

Sector Skills Plan

TVET

Technical Vocational Education and Training (Formerly FET Colleges)

WSP

Workplace Skills Plan

(9)

1

Part A: STRATEGIC OVERVIEW

1

UPDATED SITUATIONAL ANALYSIS

1.1

Performance delivery environment

According to the SSP, some 155,000 employers are classified under the Services Sector of which 90% are

small (employing less than 50 employees). A total of 28% are levy paying employers. The 70 standard

industrial classification codes falling within the scope of the Services Sector, as per Ministerial demarcation,

are clustered into 16 sub-sectors and further into 6 chambers. From the table below, a majority of

employers fall under the Management and Business Services chamber.

Proportion of employers by chamber

Total

LPE

NLPE

Cleaning and Hiring Services

2%

Communications and Management Services

2%

Labour and Collective Services

2%

3%

2%

Management and Business Services

81%

10%

71%

Personal Care Services

5%

Real Estate and Related Services

7%

6%

8%

The Services Sector further differs from other sectors in that employers have significantly diverse core

business services. Most employers are however classified under the tertiary economic sector often

supplying primary and secondary economic sectors with services. Data show sustained growth in the

number of tertiary economic sector employers.

Sector employers are concentrated in three provinces as follows: 56% in Gauteng, 14% in Western Cape

and 9% in KwaZulu-Natal. The balance of 21% is spread across the other six provinces.

The performance delivery environment has significant implications for planning. The number of role-players

that the Services SETA is required to engage with is substantially in comparison to other sectors. The high

percentage of small companies, unlikely to have dedicated skills development specialists and capacity for

workplace skills planning, creates a reliance on the Services SETA for support in accessing mandatory and

discretionary grants.

The SSP research identified and prioritised 78 scarce skills for which degrees/diplomas and skills

programmes are most applicable and 85 critical skills for which skills programmes are most applicable. The

top 10 scarce skills are at different stages of the skills development cycle. Qualifications are available for 9

out of the 10 scarce skills. However, 3 of these are being revised in accordance with new QCTO

requirements. One scarce skill has no registered qualification for which development is pending.

This plan provides for learner enrolment targets across all learning interventions. The prioritisation and

representivity of service delivery should consider the performance delivery environment. The criteria for

awarding Services SETA funded discretionary grants to employers should consider alignment to identified

scarce skills.

(10)

2

1.2

Organisational environment

The period of administration effectively ended on 30 June 2013. The induction of the newly appointed

Accounting Authority and the appointment of the Chief Executive Officer took place in July 2013.

Accounting Authority Committees were established soon thereafter, which was further strengthening

governance, leadership and accountability.

The Accounting Authority accepted the organisational structure approved in June 2013 noting that several

posts were unfunded. The Accounting Authority resolved that only critical funded posts should be filled. In

summary, as at 30 September 2013:

•

The approved unfunded organogram, as at June 2013, comprised of 318 permanent positions

of which 100 were vacant

•

The funded organogram comprised 256 permanent of which 38 were vacant

•

23 temporary positions were contracted

The organograms are represented in the Strategic Plan by programme enabling consideration of capacity

against predetermined objectives, performance indicators and targets. A project is underway to improve

and streamline business processes in order to enhance efficiency and effectiveness.

2

REVISIONS TO LEGISLATIVE AND OTHER MANDATES

The Sector Skills Plan and Strategic Plan discuss the policy and regulatory frameworks that govern the

mandate of the Services SETA and their implications for planning. The Sector Skills Plan further identifies

subsector legislative changes that affect the business of employers falling within the scope of the Services

Sector. The purpose of this section is not to replicate details provided in the SSP and SP, but only to indicate

changes to the policy and regulatory framework that hold implications for the coming year (and hence the

APP).

The SP divides the regulatory and policy frameworks into 3 sets:

Legislation, regulations and policies constituting the national development framework. Here, the National

Development Plan and associated strategies define the “impact” level of measurement for skills

development. Recent changes here include:

•

The 12 national outcomes which are the basis of the national monitoring and evaluation system have

been extended to 14 outcomes, to align the outcomes with the NDP. The two new outcomes are also

relevant to Services SETA, and must be reflected at an operational level in implementing this APP.

•

The National Youth Accord was signed in 2013. This makes a specific commitment to youth

development, and is reflected in the youth development priorities and targets in the APP.

•

The Medium-Term Strategic Framework has been updated from the MTSF 2010-2014, to the new MTSF

2014 – 2019. The goals and purposes of the new MTSF have been included in the SP and are reflected

also in the APP.

•

There has been substantial progress in planning the Strategic Integrated Projects key to the New

Growth Path. Services SETA has been centrally involved in the planning; and this APP reflects a major

investment of Services SETA resources in skills development for the sector.

(11)

Services SETA annual performance plan 2015/16

3

Second, skills development legislation and policy shapes the role and functions of Services SETA, as well as

associated practices at workplace and provider level. The National Skills Development Strategy III will end

its cycle in 2016, and work is already underway to develop NSDS IV. While not yet formalised as policy,

elements of the review process are already being implemented and have influenced this APP:

•

NSDS III proposed “a credible institutional mechanism for skills planning”. The Labour Market

Intelligence Program has effectively centralised many aspects of skills planning. This APP reflects skills

planning interventions that collaborate with national skills planning.

•

The review of the SETA system under the national HRD Council has also proposed a regionalisation of

skills planning and a localisation of skills development. This APP reflects interventions to develop

provincial and sub-sector skills plans therefore. Many of the skills development interventions are

implemented in a way that promotes localisation.

•

The review processes also point to an increased collaboration across SETAs; between SETAs and public

providers; and between providers and employers. All these trends are accordingly reflected in the

interventions and targets proposed in this APP.

•

A centralisation of the quality assurance system under the QCTO has been underway for some time.

The Services SETA QMD division has been restructured to reflect the delegation of functions by the

QCTO.

•

The SETA Grant Regulations regarding monies received by a SETA and related matters, published on 3

December 2012 effective 1 April 2013, impacted significantly on financial and performance planning.

The financial implications are set out in section 3. The reduction in mandatory grant reimbursements is

countered with an increase in discretionary grant funding whereby employers can submit applications

for SETA funded PIVOTAL programmes that address scarce and critical skills. Plans to increase the

number of employers that claim mandatory grants and discretionary grant application processes

required new approaches and enhanced communication and support to role-players. The benefits of

these changes are anticipated to be realised to a greater extent in the 2014/15 financial year.

Other laws and regulations affecting the state more widely (including SETAs), such as the PFMA, PAIA and

PAJA. These fall outside the scope of consideration for an APP.

The Services SETA Sector Skills Plan, Strategic Plan, Annual Performance Plan and Service Level Agreement

seek to operationalise the priorities contained in all national policy, legislation and regulations and as

determined by the Executive Authority.

(12)

4

3

OVERVIEW OF THE 2015

-16

BUDGET AND MTEF ESTIMATES

3.1

Legislative Mandate

The Service Sector Education and Training Authority (Services SETA) is a statutory body established in

terms of the Skills Development Act of 1998 (as amended) with the aim of enabling its stakeholders to

advance skills levels in the sector in accordance with government's growth initiatives. The Services SETA

initiates skills development projects and learning interventions aimed at the improvement and

development of South African human resources. The Services SETA has an obligation in respect of its

stakeholders to ensure that skills in the Services Sector are developed.

The ENE Budget which forms an integral part of the Annual Performance Plan, is approved by the

Accounting Authority and then submitted to Executive Authority which is the Minister of Higher Education

and Training.

3.2

2014/15-

2017/18 MTEF budget overview

There were no significant regulatory changes over the MTEF period:

Previously, levy income was split as follows:

•

Discretionary 20%

•

Mandatory 50%

•

Admin 10%

•

Balance of 20% transferred to the National Skills Fund

Amended regulations:

•

Discretionary 49.5%

•

Mandatory 20%

•

Admin 10.5%

•

Balance of 20% transferred to the National Skills Fund

3.3

Revenue

3.3.1

Levies

The forecast for 2014/15 was prepared taking into account the average year to August 2014 levy income

and extrapolating for the remainder of the financial year. It is projected that levy income will total R1.259

billion which represents a R114 million increase from the original budget. This is mainly attributable to the

higher than budgeted for salary increases of employer companies that belong to the Services SETA’s sector.

The budget for 2015/16 is expected to increase by 8% due to the rebranding of the Services SETA and will

amount to R1.365 billion.

(13)

Services SETA annual performance plan 2015/16

5

3.3.2

Investment Income

Interest income is estimated to increase by 127% from budget of R58 million which results in a projected

interest income of R131 million. The cash and cash equivalents balance has increased by 18% to R2.790

billion. The increase in cash and cash equivalents is mainly attributable to the delays in contracting and

project roll-out which will be finalised by Jan 2015.

Interest income is estimated to decrease by 24% from revised budget of R130 million which results in a

projected interest income of R98 million. The cash and cash equivalents balance will decrease as contracts

are conclude and will start disbursing discretionary grants. It is anticipated that investment income will

start narrowing off from in the middle of the financial year as it is anticipated that payments from the

2015/16 allocation will start in July 2015.

Refer to the detail in the ENE database file for further information.

3.4

Administration Expenditure

The New Skills Development Regulations limit the administration costs of SETA to 10.5% of Levies actually

received. The administration costs of the SETA are therefore limited to the projected levy income of R179

million for 2015/16. It is anticipated that there will be an unfavourable variance of 11% for administration

expenditure for the 2015/16 financial year compared to the 2014/15 revised budget of R160 million. The

unfavourable variance is mainly attributable to the Organisational Redesign project which will overlap into

the 2015/16 financial year. The costs will cover the following, inter alia:

•

Appointment of service provider to provide an IT support

•

Development and implementation of a Learner Portal and Management Information systems

•

Upgrade of the financial system

•

Development and implementation of an integrated marketing strategy.

Refer to the detail in the ENE database file and APP for further information.

3.4.1

Mandatory Grants

It is anticipated that mandatory grant expenditure will increase by 15% compared to the projection for

2014/15. This is attributable to the activities that will be identified by the Marketing and Communications

strategy which is currently being developed. These include amongst others rebranding of Services SETA.

Refer to the detail in the ENE database file and APP for further information.

3.4.2

The Services SETA has subjected all the commitments from the previous year amounting to R274 million to

a forensic audit investigation, this will assist in identifying slow moving and dormant projects that need to

be discontinued. Based on this exercise the Services SETA has allocated an amount of R300 million to

remedial projects.

The Services SETA has not funded discretionary grants for the past two financial years. During the 2014/15

financial year, the Services SETA has allocated R511 million for 13,492 learners and 10,120 learners for

phase 1 and 2 respectively, 25% of the allocation in phase 1 has already been contract, whereas 75% is still

(14)

6

in progress due to delay in entities submitting learners information, it is expected that the contracting

process will be completed in December 2014. Letters of intent has been issued to the entities with regard

to allocations made in phase two and it is expected to be completed by Feb 2015.

The DG funding window for 2014/15 is open and will close in 09 December 2014. This is targeted at 11,634

learners in different interventions to the amount of R300 million. This process will be fully completed in

March 2015. In addition to this the Services SETA will be calling for applications in different intervention

targeting 23,200 learners to the value of R600 million. The Services SETA has introduced a performance

based system to pay training providers. In addition to the above an amount of R169 million has been

earmarked for the DHET priority projects.

An amount R692 million has been earmarked for priority projects identified by the Services Accounting

Authority, the allocation and contracting process will be completed in March 2015. The difference between

the original budget and the capped budget of R227 million has been incorporated in the 2015/16

commitments. The total revised budget for discretionary grants is R419 million comprising of direct costs

R333 million (stipends) and R85 million for project administration costs.

Further detail relating to discretionary grants is provided in the APP and ENE

.

3.4.3

Capital Expenditure Capital Expenditure

The capital expenditure for the 2014/15 financial year is projected to be R82 million and to decrease to R37

million in 2015/16 as the Services SETA completes the Organisational Redesign process and improve

operational efficiencies to be a world class SETA.

2013/14

2014/15

2015/16

R'000

Accumulated surpluses

1,753,766

-

-Projected Levies - Discreationary Grants

-

787,348

844,313.67

Unclaimed Mandatory Grants

-

107,465

105,327.96

Investment Income

-

130,559

94,613.28

Discretionary funds available

1,753,766

1,025,371

1,044,255

Legacy commitments

(274,428)

(511,000)

(355,303)

(604,700.00)

Remedial projects - projected

(300,000)

Earmarked for Ministerial projects

(169,000)

Priority projects approved by SSETA

(19,500)

(503,500)

DHET Priority projects

-

(227,014)

-linked to learners

(123,772)

Unconditional grants

-

(103,242)

-DG Admin

(192,363)

(86,368)

(45,352.50)

Rollover

(315,814)

315,814

-Available

140,662

0

394,202

Description

(15)

7

3.4.4

Conclusion

We look forward for the approval of the budget which will enable us to fulfil our mandate of skilling and

up-skilling the services sector.

(16)

8

3.5

Income and Expenditure estimates

Table 1 Services SETA Income and Expenditure

Income by economic classification Income outcome _(previous)Budget _{Appropriation}Adjusted Medium-term income estimate

R thousand 2012/13 2013/14 2014/15 2014/15 2015/16 2016/17 2017/18

Levies Received _{R 1 031 647 R 1 221 162} _{R 1 146 073} _{R 1 259 919} _{R 1 364 548} _{R 1 439 598} _{R 1 518 776}

Levies Received: Administration 10.5% _{R 128 874} _{R 158 557} _{R 150 422} _{R 160 675} _{R 179 097} _{R 188 947} _{R 199 339}

Levies Received: Employer Grants 20% R 644 375 R 403 547 R 286 518 R 311 897 R 341 137 R 359 900 R 379 694

Levies Received: Discretionary Grants 49.5% _{R 258 398} _{R 659 058} _{R 709 133} _{R 787 347} _{R 844 314} _{R 890 751} _{R 939 743}

Other Income _{R 83 874} _{R 122 610} _{R 57 560} _{R 130 559} _{R 94 613} _{R 80 894} _{R 69 165}

Penalties and Interest on Levies _{R 17 403} _{R 26 785} _- _- _-

Investment Income _{R 66 262} _{R 95 807} _{R 57 560} _{R 130 559} _{R 94 613} _{R 80 894} _{R 69 165}

Other Income _{R 209} _{R 18} _- _- _-

Surplus prior year FY 2013

Surplus prior year FY 2012

TOTAL INCOME _{R 1 115 521} _{R 1 343 772} _{R 1 203 633} _{R 1 390 478} _{R 1 459 161} _{R 1 520 492} _{R 1 587 940} Income by Programmes Income outcome _(previous)Budget _{Appropriation}Adjusted Medium-term income estimate

R thousand 2012/13 2013/14 2014/15 2014/15 2015/16 2016/17 2017/18 1. Administration _{R 128 874} _{R 158 557} _{R 150 422} _{R 110 577} _{R 132 926} _{R 140 237} _{R 147 950} 2. Governance _- R 34 059 R 15 932 R 16 808 R 17 733 3. Planning - - R 5 804 R 6 123 R 6 460 4. Skills Development _{R 986 647 R 1 185 215} _{R 1 053 211} _{R 1 245 842} _{R 1 304 499} _{R 1 376 247} _{R 1 451 940} TOTAL _{R 1 115 521 R 1 343 772} _{R 1 203 633} _{R 1 390 478} _{R 1 459 161} _{R 1 539 415} _{R 1 624 083}

(17)

Services SETA annual performance plan 2015/16

9

All programmes by economic classification Expenditure outcome _(previous)Budget _{Appropriation}Adjusted Medium-term expenditure estimate

R thousand 2012/13 2013/14 2014/15 2014/15 2015/16 2016/17 2017/18

Administrative expenses R 167 203 R 176 626 R 150 422 R 160 675 R 179 096 R 188 946 R 198 394

Compensation of employees R 77 085 R 98 018 R 58 361 R 45 497 R 63 753 R 67 259 R 70 622

Goods and services of which: R 90 118 R 78 608 R 92 061 R 115 179 R 115 343 R 121 687 R 127 771

Advertising R 2 670 R 5 887 R 2 705 R 1 714 R 3 339 R 3 522 R 3 698

Audit Fees R 5 651 R 4 930 R 6 278 R 5 034 R 4 363 R 4 603 R 4 833

Communication R 1 694 R 1 419 R 2 014 R 5 899 R 5 627 R 5 936 R 6 233

Computer services R 12 637 R 17 567 R 10 970 R 12 583 R 5 551 R 5 856 R 6 149

Consultants, contractors and special services R 40 888 R 13 241 R 8 600 R 38 928 R 31 671 R 33 413 R 35 084

Governance Fees R 2 713 R 2 974 R 6 892 R 2 971 R 2 718 R 2 867 R 3 011

Maintenance repair and running cost R 9 867 R 10 940 R 12 556 R 13 127 R 13 400 R 14 137 R 14 844

Depreciation R 1 784 R 2 594 R 15 903 R 1 752 R 9 323 R 9 836 R 10 328

Travel and subsistence R 11 270 R 11 958 R 9 284 R 20 021 R 23 957 R 25 275 R 26 538

Staff training, recruitment and assistance R 944 R 4 987 R 4 791 R 2 848 R 2 005 R 2 115 R 2 221

QCTO - R 2 111 R 3 299 R 3 299 R 5 120 R 5 402 R 5 672

Office Accommodation R 8 769 R 7 004 R 8 270 R 8 725 R 9 161

Mandatory Grants - Transfers and subsidies to: R 151 320 R 302 959 R 286 518 R 204 432 R 255 852 R 269 924 R 283 420

Provinces

Agencies and accounts

Universities and technikons

Public corporations and private enterprises R 151 320 R 302 959 R 286 518 R 204 432 R 255 852 R 269 924 R 283 420

Foreign governments and international organisations

Non-profit institutions

(18)

Services SETA annual performance plan 2015/16

10

Discretionary Grants - Transfers and subsidies to: R 242 294 R 580 011 R 482 118 R 418 647 R 2 244 602 R 1 061 622 R 1 106 127

Provinces

Agencies and accounts

Universities and technikons

Public corporations and private enterprises R 242 294 R 580 011 R 482 118 R 418 647 R 2 244 602 R 1 061 622 R 1 106 127

Foreign governments and international organisations

Non-profit institutions

Households

Total expenditure R 560 817 R 1 059 596 R 919 058 R 783 754 R 2 679 551 R 1 520 492 R 1 587 941

Net surplus (deficit) R 554 704 R 284 176 R 284 575 R 606 724 -R 1 220 390 - -

Note 1

The deficit arises because of disbursements of prior year's commitments.

Payments for capital assets:

Buildings and other fixed structures - - R 5 396 R 21 155 R 110 R 110 R 110

Machinery and equipment R 1 085 R 1 170 - - R 87 R 50 R 50

Computer equipment R 2 120 R 2 867 R 1 040 R 937 R 50 R 100 R 100

Software and other intangible assets - - R 21 440 R 60 000 R 36 667 R 15 000 R 15 000

Motor vehicle R 199 - - - R 220 - -

Total Capital expenditure R 3 404 R 4 037 R 27 876 R 82 092 R 37 134 R 15 260 R 15 260

(19)

Services SETA annual performance plan 2015/16

11

Expenditure by Programmes Expenditure outcome _(previous)Budget _{Appropriation}Adjusted Medium-term expenditure estimate

R thousand 2012/13 2013/14 2014/15 2014/15 2015/16 2016/17 2017/18 1. Administration _{R 167 203} _{R 176 626} _{R 150 422} _{R 110 576} _{R 132 931} _{R 140 242} _{R 147 956} 2. Governance _- _- _{R 328 659} _{R 105 232} _{R 111 020} _{R 116 655} 3. Planning _- _- _- _{R 5 806} _{R 6 125} _{R 6 462} 4. Skills Development R 393 614 R 882 970 R 768 636 R 344 519 R 2 435 582 R 1 263 105 R 1 316 868 TOTAL _{R 560 817} _{R 1 059 596} _{R 919 058} _{R 783 754} _{R 2 679 551} _{R 1 520 492} _{R 1 587 941}

(20)

12

PART B: PROGRAMME AND SUB

-

PROGRAMME PLANS

The Services SETA has 4 programmes each comprising strategic objectives, programme performance

indicators and corresponding targets.

4

PROGRAMME 1: ADMINISTRATION

Purpose

The purpose of the administration program is to enable the delivery of the Services SETA Mandate

through the delivery of support services.

Description

The program is made up of the following sub-programmes:

1.1.

Finance

1.2.

Human Resources

1.3.

Corporate Services

4.1

Strategic Objectives

#

Strategic O

bjective

Title

Strategic Objective Statement

1.1.1 Supply Chain Management Financial affairs of the Services SETA are managed in a transparent, efficient and effective manner 1.1.2 Financial Management Financial policies and practices continually

improved and corrective actions implemented reinforcing compliance to achieve a clean audit 1.1.3 Project Accounting All valid and legitimate claims and payments must

be timely executed

1.2.1 Human Resources and Facilities Management People with the required knowledge, competencies and behaviours are recruited, retained and supported to improve individual productivity and organisational performance And facilities and records managed and administered to build a safe and secure work environment that enables productivity

1.3.1 Information Technology ICT services are integrated, efficient and innovative enabling improved organisational efficiency and performance

1.3.2 Communications and Marketing Improved stakeholder awareness and recognised as a leading Sector Education and Training Authority

(21)

Services SETA annual performance plan 2015/16

13

4.2

Programme performance indicators and annual targets fo

r 2015/16

1.1.1 STRATEGIC OBJECTIVETITLE

Supply Chain Management

STRATEGIC OBJECTIVE

STATEMENT Financial affairs of the Services SETA are managed in a transparent, efficient and effective manner

STRATEGIC ACTIVITY PERFORMANCE INDICATORS ACTUAL PERFORMANCE

ESTIMATED

PERFORMANCE MEDIUM TERM TARGETS

2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18

Comply with SCM

regulations 1.1.1.1

Percentage of compliance with

statutory submissions No baseline No baseline No baseline 90% 100% 100% 100%

1.1.1.2 Percentage implementation of the

procurement plan No baseline No baseline No baseline Not targeted 100% 100% 100%

1.1.2 STRATEGIC OBJECTIVETITLE Financial Management STRATEGIC OBJECTIVE

STATEMENT Financial policies and practices continually improved and corrective actions implemented reinforcing compliance to achieve a clean audit

STRATEGIC ACTIVITY PERFORMANCE INDICATORS ACTUAL PERFORMANCE PERFORMANCEESTIMATED MEDIUM TERM TARGETS

2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18

Comply with financial performance

requirements 1.1.2.1

Positive AG-SA Audit opinion on financial

(22)

14

1.1.3 STRATEGIC OBJECTIVETITLE Project Accounting

STATEMENT All valid and legitimate claims and payments must be timely executed

STRATEGIC ACTIVITY PERFORMANCE INDICATORS ACTUAL PERFORMANCE PERFORMANCEESTIMATED MEDIUM TERM TARGETS

2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18

Comply with Services

SETA grants payment 1.1.3.1

Percentage of compliant mandatory grant reimbursements paid within 90 days of submission

No baseline No baseline No baseline Not applicable 95% 95% 95%

1.1.3.2

Percentage of compliant

discretionary grants invoices paid within 30 days of submission

(23)

Services SETA annual performance plan 2015/16

15

1.2.1 STRATEGIC OBJECTIVETITLE Human Resources and Facilities Management

STRATEGIC OBJECTIVE STATEMENT

People with the required knowledge, competencies and behaviours are recruited, retained and supported to improve individual productivity and organisational performance

And facilities and records managed and administered to build a safe and secure work environment that enables productivity

STRATEGIC ACTIVITY PERFORMANCE INDICATORS ACTUAL PERFORMANCE

ESTIMATED

2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18

Create an environment that enables

performance 1.2.1.1 Rate of employee vacancy 15% 15% 30% 15% 8% 8% 8%

_1.2.1.2 Rate of employee _turnover _14% _11% _14% _8% _8% _8% _8%

1.2.1.3

Percentage of achievement of employees skills

development plans Not applicable Not applicable Not applicable Not applicable 100% 100% 100%

1.2.1.4

Percentage of employees with

disabilities Not applicable Not applicable Not applicable Not applicable 1% 2% 4%

1.2.1.5

Percentage of improvement in

employee satisfaction Not applicable Not applicable Not applicable 15% 30% 45% 50%

1.2.1.6

Percentage of compliance with OHS

(24)

Services SETA annual performance plan 2015/16

16

1.3.1 STRATEGIC OBJECTIVETITLE Information Technology

STATEMENT ICT services are integrated, efficient and innovative enabling improved organisational efficiency and performance

STRATEGIC ACTIVITY PERFORMANCE INDICATORS _{ACTUAL PERFORMANCE} PERFORMANCEESTIMATED MEDIUM TERM TARGETS

2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 Ensure system availability 1.3.1.1 Percentage of achievement of business disaster

recovery plan Not applicable Not applicable Not applicable Not applicable 100% 100% 100%

1.3.1.2 Percentage of uptime of data lines Not applicable Not applicable Not applicable Not applicable 99.9% 99.9% 99.9% 1.3.2 STRATEGIC OBJECTIVETITLE Communications and Marketing

STRATEGIC OBJECTIVE

STATEMENT Improved stakeholder awareness and recognised as a leading Sector Education and Training Authority

STRATEGIC ACTIVITY PERFORMANCE INDICATORS _{ACTUAL PERFORMANCE} PERFORMANCEESTIMATED MEDIUM TERM TARGETS

2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18

Increase stakeholder

awareness 1.3.2.1 Number of stakeholder engagements Not applicable Not applicable Not applicable Not applicable 12 12 12 Promote Sector

Qualifications 1.3.2.2

Number of individuals reached with career

guidance Not applicable Not applicable Not applicable Not applicable 2000 3000 5000

(25)

Services SETA annual performance plan 2015/16

17

4.3

Quarterly targets for 2015/16

Sub-

Programme 1.1.1 Finance

1.1.1 STRATEGIC OBJECTIVETITLE

Supply Chain Management

STRATEGIC OBJECTIVE STATEMENT Financial affairs of the Services SETA are managed in a transparent, efficient and effective manner

STRATEGIC ACTIVITY PERFORMANCE INDICATORS INDICATOR STATUS REPORTING PERIOD ANNUAL TARGET QUARTERLY TARGETS BUDGET R thousand

2015/16 Q1 Q2 Q3 Q4

Comply with SCM regulations 1.1.1.1 Percentage of compliance

with statutory submissions Changed Quarterly 100% 100% 100% 100% 100% Incorporat

ed under 1.1.3

1.1.1.2 Percentage implementation _{of the procurement plan} _Changed _Quarterly _100% _100% _100% _100% _100%

1.1.2 STRATEGIC OBJECTIVETITLE Financial Management

STRATEGIC OBJECTIVE STATEMENT Financial policies and practices continually improved and corrective actions implemented reinforcing compliance to achieve a clean audit

STRATEGIC ACTIVITY PERFORMANCE INDICATORS INDICATOR STATUS REPORTING PERIOD

ANNUAL

TARGET QUARTERLY TARGETS BUDGET R

thousand

2015/16 Q1 Q2 Q3 Q4

Comply with financial

performance requirements 1.1.2.1 Positive AG-SA Audit opinion _{on financial audit outcome} _Continued _Quarterly _Unqualified _- _- _- Unqualifie_d

Incorporat ed under

(26)

Services SETA annual performance plan 2015/16

18

1.1.3 STRATEGIC OBJECTIVETITLE Project Accounting

STRATEGIC OBJECTIVE STATEMENT All valid and legitimate claims and payments must be timely executed

STRATEGIC ACTIVITY PERFORMANCE INDICATORS INDICATOR _STATUS REPORTING _PERIOD

ANNUAL

thousand

2015/16 Q1 Q2 Q3 Q4

Comply with Services SETA

grants payment 1.1.3.1

Percentage of compliant mandatory grant

reimbursements paid within

90 days of submission New Quarterly 95% 95% 95% 95% 95%

1.1.3.2

Percentage of compliant discretionary grants invoices paid within 30 days of

submission Continued Quarterly 80% 80% 80% 80% 80% R20,293

1.2.1

STRATEGIC OBJECTIVETITLE Human Resources and Facilities Management

STRATEGIC OBJECTIVE STATEMENT

People with the required knowledge, competencies and behaviours are recruited, retained and supported to improve individual productivity and organisational performance

And facilities and records managed and administered to build a safe and secure work environment that enables productivity

ANNUAL

TARGET QUARTERLY TARGETS

BUDGET R thousand

2015/16 Q1 Q2 Q3 Q4

Create an environment that

enables performance 1.2.1.1 Rate of employee vacancy Continued Quarterly 8% 8% 8% 8% 8%

1.2.1.2 Rate of employee turnover New Quarterly 8% 8% 8% 8% 8%

1.2.1.3 Percentage of achievement of employees skills

development plans New Quarterly 100% 100% 100% 100% 100%

1.2.1.4 Percentage of employees

(27)

Services SETA annual performance plan 2015/16

19

1.2.1 STRATEGIC OBJECTIVETITLE Human Resources and Facilities Management

STRATEGIC OBJECTIVE STATEMENT People with the required knowledge, competencies and behaviours are recruited, retained and supported to improve individual productivity and organisational performance

ANNUAL

TARGET QUARTERLY TARGETS BUDGET R thousand

2015/16 Q1 Q2 Q3 Q4

1.2.1.5 Percentage of improvement _{in employee satisfaction}

Continued Annually 50% - - - 50% _{R18,837 +}

R67,957=

R86,794 1.2.1.6 Percentage of compliance

with OHS Act Continued Quarterly 85% 85% 85% 85% 85%

1.3.1 STRATEGIC OBJECTIVETITLE Information Technology

STRATEGIC OBJECTIVE STATEMENT ICT services are integrated, efficient and innovative enabling improved organisational efficiency and performance

STRATEGIC ACTIVITY PERFORMANCE INDICATORS INDICATOR STATUS REPORTING PERIOD ANNUAL TARGET QUARTERLY TARGETS BUDGET R thousand

2015/16 Q1 Q2 Q3 Q4

Ensure system availability 1.3.1.1 Percentage of achievement of business disaster

recovery plan New Quarterly 100% 100% 100% 100% 100%

(28)

Services SETA annual performance plan 2015/16

20

1.3.2 STRATEGIC OBJECTIVETITLE Communications and Marketing

STRATEGIC OBJECTIVE STATEMENT Improved stakeholder awareness and recognised as a leading Sector Education and Training Authority

STRATEGIC ACTIVITY PERFORMANCE INDICATORS INDICATOR _S_TATUS REPORTING _PERIOD

ANNUAL

thousand

2015/16 Q1 Q2 Q3 Q4

Increase stakeholder

awareness 1.3.2.1 Number of stakeholder engagements New Quarterly 12 4 4 4 4

R6378 +R 39 =

R6,417 Promote Sector Qualifications 1.3.2.2 Number of individuals reached with career

(29)

Services SETA annual performance plan 2015/16

21

4.4

Reconciling performance targets with the Budget and MTEF

1.

Administration

Expenditure by Programmes Medium-term expenditure estimate

R thousand 2012/2013 2013/2014 2014/2015 2014/15 2015/16 2016/17 2017/18

Finance R 30 154 R 18 465 R 20 293 R 21 409 R 22 587

Human Resources & Facilities

Management R 46 356 R 66 843 R 86 794 R 91 568 R 96 604

Communication Marketing R 7 455 R 3 954 R 6 417 R 6 770 R 7 142

Information Technology _{R 17 759 R 21 314 R 19 427} _{R 20 495 R 21 623}

(30)

Services SETA annual performance plan 2015/16

22

5

PROGRAMME 2: GOVERNANCE

Purpose

The purpose of this programme is to enable the Services SETA to deliver its mandate in compliance with all

governance imperatives.

Description

This programme relates to the governing and management of the Services SETA. It sets out the activities

designed to analyse and consult stakeholders in the sector. It also sets out the management of the

organisation from the CEO’s office. It further develops governance arrangements suited to the work of the

Services SETA. It also sets out a programme of work for the Board and its structures. Lastly, it set out how

the work of the Board will be monitored and reported on. Key activities within this Programme are Special

Projects; Board Services; Board Secretariat; Compliance; Internal Audit; and Risk Management.

5.1

Strategic Objectives

This programme consists of five strategic objectives. In the main, Governance Programme strategic

objectives focus on Strategic Goal 4 Comply with governance imperatives and Strategic Goal 5 Improving

Services SETA capabilities to lead the sector.

#

Strategic Objective

Title

2.1.1 Special Project Transformational imperatives and national priorities

promoted through partnerships development and strategic integration resulting in the contracting in respect of learners across learning interventions

2.1.2 Board Services Governance structures and processes established,

capacitated and maintained in accordance with all relevant legislation as per the legal register

2.1.3 Legal Services Provide effective legal service to the Board and all

departments

2.1.4 Organisational Compliance Compliance with statutory and regulatory provisions and, internal policies and procedures monitored and strengthened to mitigate risk and improve

organisational performance

2.1.5 Risk Management Enterprise-wide risk management strategy

developed to strengthen organisational effectiveness

2.1.6 Internal Audit Ensure that all audit findings are actioned to ensure

organisation’s compliance

2.1.7 Office of the CEO Organisation wide achievement of the strategy

(31)

Services SETA annual performance plan 2015/16

23

5.2

Programme performance indicators and annual targets for 2015/16

2.1.1 STRATEGIC OBJECTIVETITLE Special Projects

STATEMENT Transformational imperatives and national priorities promoted through partnerships development and strategic integration resulting in the contracting in respect of learners across learning interventions

ESTIMATED

2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18

Achieve special project

milestones 2.1.1.1

Percentage of special projects milestones

completed on target Not applicable Not applicable Not applicable Not applicable 80% 85% 90% 2.1.1.2 Number of partnership _{with public entities} _{Not applicable Not applicable} _{Not applicable} _{Not applicable} ₃ ₅ ₈

2.1.1.3 Number of rural skills _{development centres} _{Not applicable Not applicable} _{Not applicable} ₂ ₄ ₆ ₁₀

2.1.1.4 Number of SMEs _supported _{Not applicable Not applicable} ₉₀ ₉₀ 90 90 90

2.1.1.5 Number of cooperatives

supported Not applicable Not applicable 90 90 90 90 90

2.1.1.6 Number of non-profit organisations

supported Not applicable Not applicable 112 120 120 150 160

2.1.1.7 Percentage of learners aligned to SIPs scarce

(32)

Services SETA annual performance plan 2015/16

24

2.1.2 STRATEGIC OBJECTIVETITLE Board Services

STATEMENT Governance structures and processes established, capacitated and maintained in accordance with all relevant legislation as per the legal register

2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18

Ensure good governance

at the Services SETA 2.1.2.1 Number of functional structures Not applicable Not applicable Not applicable 6 6 6 6

2.1.2.3

Percentage of

Accounting Authority’s Resolutions

implemented Not applicable Not applicable Not applicable Not applicable 100% 100% 100%

2.1.3 STRATEGIC OBJECTIVETITLE Legal Services STRATEGIC OBJECTIVE

STATEMENT Provide effective legal service to the Board and all departments

STRATEGIC ACTIVITY PERFORMANCE INDICATORS ACTUAL PERFORMANCE PERFORMANCEESTIMATED MEDIUM TERM TARGETS

2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18

Provide effective and

efficient Legal Services 2.1.3.1 Percentage of legal costs minimized Not applicable Not applicable Not applicable Not applicable 5% 10% 10%

2.1.3.2

Percentage of contracts completed

within 21 days Not applicable Not applicable Not applicable Not applicable 80% 80% 80%

2.1.3.3

Percentage of legal advice requests responded to within 14 days indicating

(33)

25

2.1.4 STRATEGIC OBJECTIVETITLE Organisational Compliance

STRATEGIC OBJECTIVE

STATEMENT Compliance with statutory and regulatory provisions and, internal policies and procedures monitored and strengthened to mitigate risk and improve organisational performance

2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18

Ensure compliance with relevant legislations, policies, rules and

regulations 2.1.4.1

Percentage of compliance plans

implemented Not applicable Not applicable Not applicable Not applicable 70% 80% 90%

2.1.4.2

Percentage of compliance with applicable laws and

regulations Not applicable Not applicable Not applicable Not applicable 100% 100% 100%

2.1.5 STRATEGIC OBJECTIVETITLE Risk Management

STRATEGIC OBJECTIVE

STATEMENT Enterprise-wide risk management strategy developed to strengthen organisational effectiveness

ESTIMATED

2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18

Minimise the impact of

risk 2.1.5.1

Percentage of mitigation plans

(34)

26

2.1.6 STRATEGIC OBJECTIVETITLE Internal Audit

STRATEGIC OBJECTIVE

STATEMENT Ensure that all audit findings are actioned to ensure organisation’s compliance

2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18

Resolve audit findings

within agreed times 2.1.6.1

Percentage audit findings resolved

within due date Not applicable Not applicable Not applicable Not applicable Not applicable 100% 100% 2.1.7 STRATEGIC OBJECTIVETITLE Office of the CEO

STRATEGIC OBJECTIVE

STATEMENT Organisation wide achievement of the strategy objectives

2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18

Achieve Services SETA predetermined strategy

objectives 2.1.7.1

Percentage of predetermined strategic objectives

(35)

27

5.3

Governance Quarterly targets for 201

5/16

2.1.1 STRATEGIC OBJECTIVETITLE Special Projects

STRATEGIC OBJECTIVE STATEMENT Transformational imperatives and national priorities promoted through partnerships development and strategic integration resulting in the contracting in respect of learners across learning interventions

ANNUAL

thousand

2015/16 Q1 Q2 Q3 Q4

Achieve special project

milestones 2.1.1.1

Percentage of special projects milestones

completed on target New Quarterly 80% 60% 70% 80% 80%

2.1.1.2 Number of partnership developed with public

entities Continued Quarterly 3 - - - 3

2.1.1.3 Number of rural skills _{development centres}

Continued Quarterly 4 - - 2 2

2.1.1.4 Number of SMEs supported Continued Annually 90 30 20 20 20

2.1.1.5 Number of cooperatives _supported _Continued _Quarterly ₉₀ ₃₀ ₂₀ ₂₀ ₂₀

2.1.1.6 Number of non-profit _{organisations supported} _Continued _Quarterly ₁₂₀ ₄₀ ₄₀ ₄₀ ₄₀ 2.1.1.7 Percentage of learners aligned to SIPs scarce

(36)

Services SETA annual performance plan 2015/16

28

2.1.2 STRATEGIC OBJECTIVETITLE Board Services

STRATEGIC OBJECTIVE STATEMENT Governance structures and processes established, capacitated and maintained in accordance with all relevant legislation as per the legal register

ANNUAL

thousand

2015/16 Q1 Q2 Q3 Q4

Ensure good governance at

the Services SETA _2.1.2.1 Number of functional _structures _Changed _Quarterly ₆ ₆ ₆ ₆ ₆

2.1.2.2

Percentage of Accounting Authority’s Resolutions

implemented New Quarterly 100% 100% 100% 100% 100% R4,934

2.1.3 STRATEGIC OBJECTIVETITLE Legal Services

STRATEGIC OBJECTIVE STATEMENT Provide effective legal service to the Board and all departments

STRATEGIC ACTIVITY PERFORMANCE INDICATORS INDICATOR STATUS REPORTING PERIOD ANNUAL TARGET QUARTERLY TARGETS BUDGET R thousand

2015/16 Q1 Q2 Q3 Q4

Provide effective and efficient

legal service _2.1.3.1 Percentage of legal costs _minimized _New _Quarterly _5% _5% _5% _5% _5%

2.1.3.2 Percentage of contracts completed within 21 days New Quarterly 80% 80% 80% 80% 80%

2.1.3.3

Percentage of legal advice requests responded to within 14 days indicating

(37)

Services SETA annual performance plan 2015/16

29

2.1.4 STRATEGIC OBJECTIVETITLE Organisational Compliance

STRATEGIC OBJECTIVE STATEMENT Compliance with statutory and regulatory provisions and, internal policies and procedures monitored and strengthened to mitigate risk and improve organisational performance

ANNUAL

thousand

2015/16 Q1 Q2 Q3 Q4

Ensure compliance with relevant legislations, policies,

rules and regulations 2.1.4.1 Percentage of compliance plans implemented New Quarterly 70% 70% 70% 70% 70% R249

2.1.5 STRATEGIC OBJECTIVETITLE Risk Management

STRATEGIC OBJECTIVE STATEMENT Enterprise-wide risk management strategy developed to strengthen organisational effectiveness

STRATEGIC ACTIVITY PERFORMANCE INDICATORS INDICATOR STATUS REPORTING PERIOD

ANNUAL

thousand

2015/16 Q1 Q2 Q3 Q4

Minimise the impact of risk

2.1.5.1 Percentage of mitigation plans implemented Changed Quarterly 70% 60% 65% 70% 70% R205

2.1.6 STRATEGIC OBJECTIVETITLE Internal Audit

STRATEGIC OBJECTIVE STATEMENT Ensure that AG findings are actioned to ensure organisation’s compliance

STRATEGIC ACTIVITY PERFORMANCE INDICATORS INDICATOR STATUS REPORTING PERIOD

ANNUAL

thousand

2015/16 Q1 Q2 Q3 Q4

Resolve audit findings within

agreed times _2.1.6.1 Percentage audit findings _{resolved within due date} _Changed _Annual _100% _- _- _100% _- _R₀1

(38)

Services SETA annual performance plan 2015/16

30

2.1.7 STRATEGIC OBJECTIVETITLE Office of the CEO

STRATEGIC OBJECTIVE STATEMENT Organisation wide achievement of the strategy objectives

ANNUAL

thousand

2015/16 Q1 Q2 Q3 Q4

Achieve Services SETA predetermined strategy

objectives 2.1.7.1

Percentage of

predetermined strategic

(39)

Services SETA annual performance plan 2015/16

31

5.4

Reconciling performance targets with the Budget and MTEF

2.

Governance

Expenditure by Programmes Expenditure outcome Expenditure Expected Medium-term expenditure estimate

R thousand 2012/2013 2013/2014 2014/2015 2014/15 2015/16 2016/17 2017/18

Special Projects _{R 294 600} _{R 89 300 R 94 212 R 98 922}

Board Secretariat Services R 6 892 _{R 4 027} _{R 4 934 R 5 205} _{R 5 492} Legal Service R 7 358 R 10 000 R 9 004 R 9 499 R 10 022 Organisational Compliance - _{R 161} _{R 249} _{R 263} _{R 277} Internal Audit2 - _- _- _- _- Risk Management _{- R 107} R 205 R 216 R 228 CEO R 9 696 R 19 764 R 1 540 R 1 625 R 1 714 TOTAL R 23 946 _R_{328 659} _R_{105 232}_R_{111 020} _R_{116 655}

(40)

Services SETA annual performance plan 2015/16

32

6

PROGRAMME

3

: PLANNING

Purpose:

To enable the Services SETA strategic management capability to achieve their mandate

Description:

Functions of this programme encompass research and planning, performance information monitoring and

reporting, and evaluation. It is responsible for researching skills needs within the services sector,

developing strategic and annual performance plans of the Services SETA, compilation of the annual report,

and build organisation capability to use strategic performance information is executing the strategy.

6.1

Strategic Object

ives

#

Strategic Objective

Title

3.1.1. Sector Skills and Strategic Plans

Services sector needs researched, documented and communicated to enable effective planning across all economic sub-sectors annually 3.1.2 Performance Reporting All reporting requirements are met within prescribed time

3.1.3. Impact Assessment

All performance baseline, outcome and impact evaluations result in programme improvements contributing towards continuous learning and knowledge creation

(41)

Services SETA annual performance plan 2015/16

33

6.2

Plan

ning Programme performance indicators and annual targets for 2015/16 2015/16

3.1.1

STRATEGIC OBJECTIVETITLE Sector Skills and Strategic Planning

STATEMENT Services sector needs researched, documented and communicated to enable effective planning across all economic sub-sectors annually

STRATEGIC ACTIVITY PERFORMANCE INDICATORS ACTUAL PERFORMANCE

ESTIMATED

2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18

Produce a well-informed SSP, SP and APP as

prescribed 3.1.1.1 Quality rating of research conducted Not applicable Not applicable Not applicable Not applicable 3/5 3/5 4/5

3.1.1.2 On time submission of Sector Skills Plan Achieved Achieved Achieved Achieved As prescribed As prescribed As prescribed 3.1.1.3

On time submission of Strategic and Annual

Performance Plans Achieved Achieved Achieved Achieved As prescribed As prescribed As prescribed

3.1.2

STRATEGIC OBJECTIVETITLE Performance Reporting

STRATEGIC OBJECTIVE

STATEMENT All reporting requirements are met within prescribed time

2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18

Monitor Services SETA’s performance against predetermined objectives as prescribed 3.1.2.1 Number of performance reports submitted on time 5 5 5 5 5 5 5

(42)

34

3.1.3 STRATEGIC OBJECTIVESTRATEGIC OBJECTIVE TITLE Impact Assessment

STATEMENT All performance baseline, outcome and impact evaluations result in programme improvements contributing towards continuous learning and knowledge creation

STRATEGIC ACTIVITY PERFORMANCE INDICATORS ACTUAL PERFORMANCE

ESTIMATED

2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18

Improve the impact assessment within

Services SETA 3.1.3.1

Number of impact assessment studies

(43)

35

6.3

Planning Quarterly targets for 2015/16

3.1.1

STRATEGIC OBJECTIVETITLE Sector Skills and Strategic Planning

STRATEGIC OBJECTIVE STATEMENT Services sector needs researched, documented and communicated to enable effective planning across all economic sub-sectors annually

STRATEGIC ACTIVITY PERFORMANCE INDICATORS INDICATOR STATUS REPORTING PERIOD ANNUAL TARGET QUARTERLY TARGETS BUDGET R thousand

2015/16 Q1 Q2 Q3 Q4

Produce a well-informed SSP,

SP and APP as prescribed 3.1.1.1 Quality rating of research conducted New Annually 3/5 - - - 3/5

3.1.1.2 On time submission of Sector Skills Plan Continued Quarterly As prescribed

29 May 2015 15 June 2015 03 August 2015" 30 August 2015 - - 3.1.1.3 On time submission of Strategic and Annual

Performance Plans Continued Quarterly As prescribed - 30-Aug-15 15-Nov-15 31-Jan-16 R3,000

3.1.2

STRATEGIC OBJECTIVETITLE Performance Reporting

STRATEGIC OBJECTIVE STATEMENT All reporting requirements are met within presc