PRESENTATION TO THE portfolio committee on higher education and training Wednesday 19 May 2010

1. PRESENTATION TO THE portfolio committee on higher education and trainingWednesday 19 May 2010

2. HWSETA MANDATE (1)… • Our constitution shows our mandate to be: • to facilitate, coordinate and monitor the implementation of the NSDS in the Health and Social Development Sector; • to identify skills shortages in the Sector; • to support the development of the skills of employees in the Sector; • to improve the quality of life, prospects and labour mobility of employees in the Sector;

3. HWSETA MANDATE (2)… • to strengthen the institutional capacity of the HWSETA in order to improve productivity and quality of services it provides to its stakeholders; • to increase the levels of investment in skills development and to improve returns on such investment; • to improve performance and productivity in workplaces in the Sector; • to improve the employment prospects of persons previously disadvantaged by unfair discrimination;

4. HWSETA MANDATE (3)… • to access additional funds from the National Skills Fund for the benefit of the Sector; • to support the implementation of the National Qualifications Framework; • to support the South African Qualifications Authority and its three quality councils; • to support the implementation of the Quality Council for Trades and Occupations.

5. 2010-2011 STRATEGIC OBJECTIVES • Create a focused strategy that will direct the HWSETA and align all organisational resources to achieve both its national and sectoral objectives. • Build and manage the HWSETA performance and ensure congruence between the professional image of the HWSETA and service delivery standards experienced by all stakeholders. • Ensure effective utilisation of financial resources and take overall accountability for the financial health and success of the HWSETA.

6. 2010-2011 STRATEGIC OBJECTIVES • Create a HWSETA culture that empowers and enables staff to perform in line with the HWSETA strategic objectives and establish and maintain a management team that adds value to the HWSETA deliverables. • Develop and implement sustainable internal business processes that support the HWSETA in achieving its objectives. • The plans that will deliver on these objectives can be found in the HWSETA business plan.

7. Budget and actual 2009-2010

8. Resources were obtained and utilised in accordance with the budget. Tight control over administration expenditure was excercised The budget amounts have not been exceeded. Discretionary grant expenditure exceeded the budget for the year as the actual expenditure related to commitments of 2008-2009 Mandatory grant payments are related to the participation of our employers in WSP submissions by 30 June of each year. In the current year the % participation was 70% compared to 62% of 2008-2009. COMMENTARY ON BUDGET AND ACTUAL 2009-2010

9. Budget 2010-2011 Budget 2010-2011

10. Revenue increased on average by 7.5% • Government levies conservative – R30 million • Investment income conservative – R12.8 million budget 2010-2011

11. BUDGET 2010-2011 - DISCRETIONARY

12. RESERVES AND COMMITMENTS 2011

13. SWOT ANALYSIS - STRENGHTS • Strong internal leadership; • Unqualified audit reports (two years in a row); • Financial stability; • Legislative compliance; • Good stakeholder support; • Good governance structures in place; • Competent management team; • Targets achieved; • Good internal business processes; • Staff trained and developed.

14. SWOT ANALYSIS - WEAKNESSES • Tendency to work in silos; • Difficult to fill vacancies quickly; • Managers slow to install a progress monitoring culture; • Commitment failures sometimes experienced; • Document control issues; • Customer care focus;

15. SWOT ANALYSIS - OPPORTUNITIES • Provincial presence could be strengthened; • Measure impact on people’s lives; • Benchmark against other business/management leaders; • Utilise special funding more effectively; • Build on positive stakeholder perceptions; • Focus on under developed sub sectors; • Improve our branding and marketing.

16. SWOT ANALYSIS - THREATS • SETA landscape change: • Move to new ministry; • Top down approach with the NSDSIII targets; • High expectation of general public to access SETA opportunities and funding; • Impact of economic slow-down; • Undetected stakeholder fraudulent activities.

17. PROVINCIAL SUPPORT– ABET Entries

18. PROVINCIAL SUPPORT – Levy Exempt Funding

19. PROVINCIAL SUPPORT – Skills Programmes

20. PROVINCIAL SUPPORT– Internships

21. PROVINCIAL SUPPORT – Work Experience Grant

22. PROVINCIAL SUPPORT – New Venture Creation

23. PROVINCIAL SUPPORT – Learnerships

24. SPECIAL PROJECTS

25. IPAP PROJECTS

26. LEARNER AGE PROFILE

27. Employment Equity – 31 March 2010

28. Senior Management Employment Equity

29. Management Employment Equity

30. STAFF – Employment Equity

31. BOARD PROFILE • 26 Board members in total: • 12 representing employers • 12 representing labour • 1 representing the Forum of Statutory Councils • 1 representing the Levy Exempt Sector

32. HWSETA TRAINING PROVIDERS ANALYSIS

33. HWSETA does not fund providers directly; • Employers are funded; • HWSETA funded two Providers for the ISOE Project: R 255,258.80 • HWSETA funded three Providers for the New Venture Creation Project: R 591 250.00 HWSETA TRAINING PROVIDERS ANALYSIS COST

34. THANK YOU ANY QUESTIONS?