Compiled by Felleng Yende 1
Strategic Planning Framework VISION • “ To be a credible and effective skills development partner ensuring the delivery of service excellence that will produce a highly-skilled world-class workforce through various skills development interventions. ” MISSION • “ To establish a credible institutional mechanism that facilitates an efficient and effective skills development process, through a range of quality services and partnerships, to contribute to the achievement of sector competitiveness, transformation and economic growth. ” Compiled by Felleng Yende 2
Targets 2014-2015 Learning Programme Targets TARGETS Workers Entering Learnerships Workers Entering Bursaries (including PG bursaries) Workers Entering Skills Programmes (including RPL programmes) Unemployed Entering Learnerships Unemployed Entering Bursaries Unemployed Entering Internships/Work Experience Unemployed Entering Skills Programmes AET Programmes Entered Artisans Entered WIL: FET Graduate Placement Entered Work Integrated Learning (Universities) Entered ** Target for completions is 50% in respect of all of the above Compiled by Felleng Yende 3
Targets 2014-2015 Strategic Partnership Targets FET College Partnerships Co-operatives Supported Small Business Supported Non Governmental Organisations Non Levy Paying Entities Community Based Organisations Career Guidance Provided Compiled by Felleng Yende 4
Compiled by Felleng Yende 5
Contents 1. Context 2. Current Reality 3. Cause and Effect 4. Forward Looking Proposed Model - “ business unusual ” 5. Strategic Goal and Key Drivers 6. New SETA ’ s Expectations 7. Recommendations 8. Conclusion Compiled by Felleng Yende 6
The model reflects on: � Operations business processes and performance � The current organizational structure The strategic intent of the proposed model: • To introduce organisational efficiencies through the revamping of the core business processes • The model examines the cause and effect of organisational performance challenges • Aims to eliminate multiple layers which are barriers to efficiency • Aims to unlock potential bottle-necks that exist and help us work smarter – by being more results driven • Aims to strengthen and decentrailze operational processes • Waste reduction Compiled by Felleng Yende 7
Contents 1. Context 2. Current Reality 3. Cause and Effect 4. Forward Looking Proposed Model - “ business unusual ” 5. Strategic Goal and Key Drivers 6. New SETA ’ s Expectations 7. Recommendations 8. Conclusion Compiled by Felleng Yende 8
• There have been challenges that the SETA has experienced since amalgamation, for an example: � Poor performance � Material audit findings � Poor quality of work amounting to errors committed particularly in operations � Staff capabilities challenge � Huge customer/ stakeholder dissatisfaction Compiled by Felleng Yende 9
Contents 1. Context 2. Current Reality 3. Cause and Effect 4. Forward Looking Proposed Model - “ business unusual ” 5. Strategic Goal and Key Drivers 6. New SETA ’ s Expectations 7. Recommendations 8. Conclusion Compiled by Felleng Yende 10
• Causes of the challenges: � The complex policies & tedious processes � Lack of integrated MIS � Organizational design � Fit for individuals and not business � Mediocre decision making and or judgement during the SETA amalgamation process • Risks of not embracing the proposed model: � Consecutive audit qualifications � Poor quality of work produced, entangled in errors � Processes addressed around staffing � Highly stressed employees � Demoralised customers and stakeholders � SETAs de accreditation Compiled by Felleng Yende 11
Contents 1. Context 2. Current Reality 3. Cause and Effect 4. Forward Looking Proposed Model - “ business unusual ” 5. Strategic Goal and Key Drivers 6. New SETA ’ s Expectations 7. Recommendations 8. Conclusion Compiled by Felleng Yende 12
Compiled by Felleng Yende 13
Forward Looking Proposed Model Strategic Partners Key Activities Value Proposition Customer Relationship Customer Segmentation • • • • • DHET Mandatory Grant To be a credible and Executive Authority Employers / • • Universities, FETs, Service Level effective skills (DHET) Employees • UOTs Agreement development partner Constituent Members Associations • • o Employers & Disbursement ensuring the delivery Member Employees / workers • • Employer Discretionary Grant of service excellence companies (via Labour Unions • Associations Disbursement that will produce a SDL Learners, Graduates, • • Labour Unions Learning Programme highly-skilled world- contribution) Work Seekers • • UIF development & class workforce o Accredited Training Providers • • W&R SETA implementation through various skills Training Government • Quality Assurance development providers Departments / • • Sector Skills Planning interventions Non — constituent Agencies e.g. QCTO • Training layoff scheme members: o Community based organisations o Learners o Graduates o Work-seekers Costs (Expenses) Key Resources Revenue Distribution Channels • • • • Admin Costs (SETA Staff Skills development Mandatory grants • • running costs) SSAs & SLOs levy income Discretionary grants • • • • Discretionary grant Board & Committee Interest and penalties Special Projects • • funding payments Partnerships on SDL Sponsorships • • • Mandatory grant Systems and processes Investment Income • funding payments Donor Funding Compiled by Felleng Yende 14
Contents 1. Context 2. Current Reality 3. Cause and Effect 4. Forward Looking Proposed Model - “ business unusual ” 5. Strategic Goal and Key Drivers 6. New SETA ’ s Expectations 7. Recommendations 8. Conclusion Compiled by Felleng Yende 15
High performing organization with an effective institutional capacity delivering on innovation, efficiencies, improved productivity and ameliorated financial management with an eye for cost reduction, efficient business model and credible processes Compiled by Felleng Yende 16
– White Paper on Post School Education and Training – Decentralized and Centralised business processes – Efficient operations management – Competent staff and rewriting job descriptions – Elimination of waste – Reduced costs – Inculcating the culture of ownership, accountability, consequence management Compiled by Felleng Yende 17
Contents 1. Context 2. Current Reality 3. Cause and Effect 4. Forward Looking Proposed Model - “ business unusual ” 5. Strategic Goal and Key Drivers 6. New SETA ’ s Expectations 7. Recommendations 8. Conclusion Compiled by Felleng Yende 18
Building an Expanded, Effective and Integrated Post School system Placements WIL Training and Development Artisans Promoting Leanerships green skills Internships etc Rural areas Youth Women People with disabilities Cost containment with the intent to spend more money in training Relationship Management Compiled by Felleng Yende 19
Contents 1. Context 2. Current Reality 3. Cause and Effect 4. Forward Looking Proposed Model - “ business unusual ” 5. Strategic Goal and Key Drivers 6. New Seta ’ s Expectations 7. Recommendations 8. Conclusion Compiled by Felleng Yende 20
Customer/ stakeholder based model SETAS key products: Training, workplace placements and payments informed by CRITICAL AND SCARCE SKILLS, SSP AND PIVOTAL PLANS No surplus, projects Fewer Customer Focus on producing Lower capacity Problems are accrued, production what is needed utilisation exposed and solved stoppages focussed goes into inventory Proposed Measures of Perfomance Speed/Time 100 80 Quantity Quality 60 40 20 0 Behaviour Flexibility Technology Cost Compiled by Felleng Yende 21
Finance SCM Operations Research and Projects and Monitoring & ETQA Evaluation Mandatory Grant Compiled by Felleng Yende 22
• Open Funding Window • Fixed Funding Window • Focused and strategic interventions (80/20 Principle) • Bursaries Compiled by Felleng Yende 23
• Focus on unsolicited projects responding to critical and scarce skills, innovation • Allocate special project funding to non-levy paying institutions and colleges among others • Set up incubation opportunities with large companies and co-operatives • Allocate 10-15% DG budget towards strategic and innovation projects • Open through out the year Compiled by Felleng Yende 24
• Recommended Discretionary Grant (DG) Funding Disbursement Processes informed by PIVOTAL requirements JUNE 2014 EVALUATION /VERIFICATION OPEN 01 APRIL 2014 MID-MAY 2014 END MARCH / BOARD APPROVAL DISCRETIONARY GRANTS DISCRETIONARY GRANTS PUBLIC ADVERTISEMENT OPEN FUNDING WINDOW FUNDING CLOSE RISKS AUGUST - MARCH JUNE / JULY CONTRACTING LACK OF STAKEHOLDER IMPLEMENTATION AND INITIAL EXECUTION COMMUNICATION Compiled by Felleng Yende 25
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