PRESENTATION STAKEHOLDER ENGAGEMENT SESSION 25 th JULY 2018 MQA OFFICES PARKTOWN
AGENDA 1. OPENING, WELCOME AND MOMENT OF SILENCE : AEMCS TOMMY BOIKHUTSO 2. EVACUATION PROCEDURE OHS REPRESENTATIVE 3. ADDRESS: ACTING CHIEF EXECUTIVE OFFICER TOMMY BOIKHUTSO 4. PRESENTATION: CHIEF FINANCIAL OFFICER MFUNDO MDINGI 5. PRESENTATION: ACTING CHIEF OPERATING OFFICER MABVUTO PALALE 6. PRESENTATION : CHIEF RISK MONITORING & EVALUATION OFFICER BETHUEL NEMAGOVHANI 7. Q & A: ACTING EXECUTIVE STAKEHOLDER RELATIONS BRIDGETTE MATHEBULA 8. CLOSING REMARKS: AEMCS TOMMY BOIKHUTSO
STAKEHOLDERS ENGAGEMENT SESSION Tebogo Mmotla ACTING CHIEF EXECUTIVE OFFICER 25 July 2018 tebogom@mqa.org.za
Presentation Outline: 1. Corporate governance matters 2. Re-engineering the MQA 3. Brand MQA and Litigation matters 4. Closure
1. Corporate governance matters • DMR Minister appointed the Interim board until 30 September 2018. • Nominations process closed on 11 June 2018. • Nominations received from relevant parties. • Vetting process underway. • Submission deadline to the DMR Minister is 31st July 2018.
-Continued Activity Details Due date 30 th September 2018 1. Board appointment Appointment of the MQA Board for three and support. years. 31 st October 2018 Constitution of Board and its sub- committees. 15 th December 2018 Induction of the newly appointed board 31 st January 2019 Appointment of a company secretary . 31 st October 2018 2. Implementation of Audit and implementation of Board board decisions decisions in relation to key governance matters dating back 2015/16. 31 st October 2018 3. Administration for Alignment of calendar of events, inclusion of board and standing newly identified board and committees’ committees. activities and confirmation of such. 31 st January 2019 4. DMR/DHET task team Submissions to the various stakeholders on on the governance of the constitution of the task team. Task team convenes 1 st meeting and an operational the MQA. plan adopted.
2. Reengineering/turning around the MQA • Functional analysis of units underway to be more responsive to industry needs and decentralise services through regional offices. • New structure to be proposed to board before end of current financial year end. • Acting positions to be filled within 3 months at Executive level. Processes underway to deal with this. • Implementation of interventions to achieve a clean audit. • Clean up of the administration of the grant disbursement system. • Holding the Executive and the Board to new standards of ethics and conduct. • Implementing stringent cost saving measures to secure the sustainability of the MQA.
Brand MQA • Results of the 2016 Stakeholder Satisfaction Survey require of us to improve on our responsiveness and communication to the sector. • Our commitment to the sector is still solid. • Challenges are there to be resolved and working together we can improve on our commitment to each other. • We value your feedback and we have to find creative ways to achieve more for our sector. • The current financial situation can be overcome- we can move together and improve our MQA.
Litigation List: SP/Party concerned Current Status 1. IFU Training MQA recovering costs from the SP as per award in favour of the MQA. 2. Chetes Skills & Training MQA recovering costs from the SP as per award in favour of the MQA. 3. RBP Skills and consulting MQA recovering costs from the SP as per award in favour of the MQA 4. GTD MQA recovering costs from the SP as per award in favour of the MQA 5. Kunene Makopo MQA in arbitration proceeding to settle the matter. 6. MDA MDA offered to settle. MQA accepted the offer. 7. Arrows Mining Both parties on a “without prejudice” discussions to settle the matter out of court.
STAKEHOLDER ENGAGEMENT SESSION MONITORING AND EVALUATION UNIT 25 JULY 2018 BETHUEL NEMAGOVHANI
FRAMEWORK OF PRESENTATION • MQA context • SP & APP Planning Process • M&E Planning Context • Operational Governance: Policy context Policy Challenges Policy Solution 2017/18 Learner Verifications • Risk Management • Fraud Prevention • Tracer/ Impact Studies
MQA CONTEXT – STRATEGIC GOALS 1. Support transformation of the sector through skills development 6. To run an efficient, 2. Support objective effective and decision making for transparent corporate skills development governance system Mission through research in the within the legislative sector Ensure that the Mining framework and Minerals sector has sufficient competent people who will improve 5. Implement the 3. Enhance knowledge health and safety, monitoring, evaluation and management for skills employment equity and review of the delivery development in the increase productivity. capacity and quality of sector training and development in the sector 4. Facilitate and support the implementation of core sector skills and develop programmes aligned to the sector qualifications
MQA POLICY & STRATEGIC CONTEXT NATIONAL LEGISLATION, POLICIES & STRATEGIES NATIONAL DEPARTMENT POLICIES & MHSA, 1996 MPRD Act 2002, Diamond STRATEGIES Act, 2005, SDA, 2003, Precious Metals Act, 2005 DMR MQA FOCUS Mineral Beneficiation Strategy, Green Mining, DMR Strategic Plan, Mining Charter PSET, NDP 2030, NGP, IPAP, 12 SKILLS HEALTH AND TRANSFORMATION OUTCOMES, DHET, DEVELOPMENT SAFETY OF MMS YOUTH NSDS III EMPLOYMENT ACCORD
SP & APP PLANNING PROCESS
M&E: PLANNING CONTEXT NDP, NSDS & SDA • Impact (measuring contribution to employment growth and sector growth) SSP • Impact (measuring changes in skills levels in demand in the sector) STRATEGY • Outcomes (measuring 5 year goals and strategic objectives) • Outputs – Programmes (measuring Indicators and APP Annual Targets; Budget) SLA • Targets (measuring targets agreed with DHET) M&E • Activities and inputs (measuring operational efficiencies of the organisation – Provide Assurance)
OPERATIONAL GOVERNANCE: POLICY CONTEXT LEARNER VERIFICATION POLICY CHALLENGES • The learner verifications had to be conducted prior to any tranche payment- i.e. 100% Not realistic and not achievable; Site visits; Not cost effective; All programmes were treated the same; Resulted in grant disbursement delays; etc.
OPERATIONAL GOVERNANCE: POLICY CONTEXT LEARNER VERIFICATION POLICY SOLUTION • Revised M&E Policy was approved in February 2018 • The learner verification is now conducted utilising a risk-based approach which considers: Issues raised in the previous reports; The adequacy & effectiveness of existing compensating controls ; and Programme specific challenges.
OPERATIONAL GOVERNANCE: POLICY CONTEXT LEARNER VERIFICATION POLICY SOLUTION A cost effective approach is implemented, which considers: • Utilisation of a desktop approach; • Reliance on management compensating controls to process grants, e.g. (submission of Statement of Results, Certificates, etc.); • Reutilisation of M&E report within a stipulated reasonable period (e.g.12 months provided no major recommendations were made in the prior reports); and • Consideration of, amongst others, input from internal and or external stakeholders • Perogramme selection for and exemption from monitoring.
OPERATIONAL GOVERNANCE: POLICY CONTEXT DEFINITION: COMPENSATING CONTROLS • Controls that may be considered when an entity cannot meet a requirement explicitly as stated, due to legitimate technical or documented business constraints, but has sufficiently mitigated the risk associated with the requirement through implementation of other controls. • Compensating controls must: • Meet the intent and rigor of the original control; • Provide a similar level of defense as the original requirement; • Be "above and beyond" other requirements (not simply in compliance with other requirements); and • Be commensurate with the additional risk imposed by not adhering to the requirement.
OPERATIONAL GOVERNANCE: POLICY CONTEXT EXAMPLES OF COMPENSATING CONTROLS • Signed allocation • Learnership agreements • Clocking records • Statement of results/ certificates • Progress reports • Signed learner registers • Assessment record • Proof of stipend payment
2017/18 LEARNER VERIFICATIONS In the 2017/18 financial year 328 verifications were conducted- 8611 learners verified. Number of Percentage of Monitored Programmes Leaners Monitored Programmes 2069 24% Artisans Candidacy 80 1% Coaches 10 0% Internships 475 6% Lecturer Support 16 0% Management Development Programmes 70 1% Maths and Science 1185 14% Mine Community (Artisans: 937 and Short Skills 2359 27% Programmes: 1422) National Certificate Vocational (NCV) 235 3% Non Artisan 1276 15% Non artisan: Jewellery 639 7% Work Experience 197 2% Total 8611 100%
2017/18 LEARNER VERIFICATIONS The spread with regard to the 8611 verified learners per province is as follows: Learners Monitored Per Province 3000 2511 2500 1547 2000 1404 1500 767 673 596 1000 488 461 164 500 0 Learners Monitored
RISK MANAGEMENT RISK MANAGEMENT • Identifying, Assessing and Managing • Monitoring MQA risks at these levels Strategic risks; Operational risks; and Project risks.
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