Annual Report Presentation to the Portfolio Committee on Higher Education and Training

1. Annual Report Presentation to the Portfolio Committee on Higher Education and Training 19 November 2014 Stability in Shifting Sands

2. Outline • Introduction and Mandate • Strategic Goals and Objectives • Performance: Predetermined Objectives • Successes And Challenges • AG Report: Basis for Qualification • AG Findings on Performance Information • Plans to address AG Findings • Conclusion

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

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

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

6. Performance against Pre-determined objectives during 2013/4

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

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

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

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

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

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

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

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