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STRATEGIC SUPPORT
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Parliamentary Portfolio Committee
Annual Report 2012/13
Services SETA
Table of Contents:• Strategic Support• Quality Management
Department• Human Resources• Finance
STRATEGIC SUPPORT
Focus on Core Programmes Audited
Core Programmes:3. Mandatory Grants4. Funded Skills Development6. Sector Development
Support Programmes:1. Governance2. Administration5. Sector Skills Planning and Research7. Monitoring and Evaluation
Programme 3: Mandatory Grants
Performance Indicator 2012/13 Target
2012/13 Result
# of sector employers that submitted WSPs and ATRs 3,300 3,051
% increase in sector employers that submitted WSPs and ATRs 25% 18%
% of sector employers that submitted WSPs and ATRs that received mandatory grant reimbursements
100% 73% (2223/3051)
Programme 4: Funded Skills Development* Results structured into learning interventions instead of 6 sub-programmes
Performance Indicator 2012/13 Target
2012/13 Result
2012/13 Allocations
# of Learnerships entered 9,525 314 290# of Artisans entered 1,500 0 0# of Internships entered 1,850 1,026 1,792# of Bursaries entered 2,225 0 710# of AET entered 1,450 0 0# of RPL entered 2,000 0 0# of Skills Programmes entered 7,750 200 3,850TOTAL 26,300 1,540 6,642
Programme 6: Sector Development
Performance Indicator 2012/13 Target
2012/13 Result
# of training provider applications processed
340 540
# of monitoring site visits 900 35# of external moderation visits 180 510# of learners certificated 6,500 12,334# of registered constituent assessors 700 619# of registered constituent moderators 300 202# of FET college partnerships 12 3
Report of the Auditor-GeneralPredetermined
Objectives AG Material Findings Corrective Actions
Usefulness:- consistency between reported performance and planned objectives
26% objectives30% indicators inconsistent
Addendum to 2013/14 APP will enable improvement in current “gap” year. 2014/15 APP enables alignment
- measurability 53% targets not specific64% not well defined
In addition to above, technical indicator descriptions being documented as required
Reliability:- data validity, accuracy and completeness
Unable to establish PI plan being developed that documents and strengthens data management practices
Strategic Plan Period, objectives and outcomes not addressed as required
2014/15 Strategic Plan revised to strengthen compliance with National Treasury requirements
Programme 3: Mandatory GrantsAG 2012/13 findings Corrective action
WSP accepted without request for extension by employer
Not repeated in 2013/14
Mandatory grant not paid quarterly as per the grant regulation
Quarterly payments to be released once levy downloads available. SDMS modified to enable capturing and submission of WPS/ATR/PTP/PTR all year round
Mandatory grants paid to exempt companies
In terms of Circular 9 employers are encouraged not to reclaim contributions from SARS. Mandatory grant policy to be reviewed to provide for signing of a waiver
Programme 4: Funded Skills Development (1) AG 2012/13 findings Corrective action
Records management:•Outstanding information•Evidence for NSF expenditure•Certification of artisans
• New systematic filing system • Storage and access of physical records
improved• Developed checklists to ensure compliance
of supporting documentsDuplicates identified in reported artisans
Ensure SQMR and QPR are verified and approved within LI unit prior to submission to PI unit
Duplication of interns reported under current year and previous year targets
Ensure SQMR and QPR are verified and approved within LI unit prior to submission to PI unit
Programme 4: Funded Skills Development (2) AG 2012/13 findings Corrective action
The date learner entered into the Learnership does not agree to the date on the Learnership agreement
Improved contract management business processes to be implemented
Programme 6: Sector DevelopmentAG 2012/13 findings Corrective action
Training provider application forms not dated
Accreditation online system includes date of application
Statement of achievements for learners who existed on skills programmes are not dated
Oracle system has been updated to include the date of issue of the statement of results for skills programmes
Training provider applications not complete
Sub-contracting with training provider will become a pre-condition of the main contract with employer
Records management: Information not provided.
Record management systems and monthly reporting improvements implemented
QUALITY MANAGEMENT DEPARTMENT
Challenges with certification
Challenge:Challenge of certificates not awarded during the period of administration and when quality assurance was outsourced to training provider during 2009-2011 period. Backlog of certificates from previous financial years – analysed
Certification backlog project – Additional dedicated resource appointed to audit and investigate current challenge whilst division carries on with achieving current targets of funded, unfunded and self-funded learning interventions 11/2; 12/13 and 13/14.
Awaiting Remediation
Awaiting External
Moderation
EM Reports Outstanding
TOTAL Certificates Outstanding
1089 3484 5024 9597
Impact of corrective action
Certificates issuedMay 2013 – February 2014
11,327
HUMAN RESOURCES
OVERVIEW• In the financial year ended 2012/2013, the Human Resource
Department concluded the following key initiatives: – Development of the Human Resources Framework – Development of the Human Resources Policies and Procedures – Reviewed the organisational structure – Completed the Skills Audit for 2012 – Placed dedicated effort to reduce the organisation’s vacancy rate – Designed and approved the organisations performance
management system – Whilst these are key achievements as Human Resources of the
organisation, there is still much room for improvement.
EMPLOYMENT AND VACANCIES 2011/2012 NO.
OF EMPLOYEES
2012/2013 APPROVED
POSTS
2012/2013 NO. OF EMPLOYEES
2012/2013 VACANCIES
% OF VACANCIES
216 259 213 46 18
Occupational Category Number of Posts Headcount Vacancy
Rate Semi- Skilled (BL –BU) 98 88 10% Skilled (CL-CU) 108 87 19% Middle Management (DL) 36 24 33% Senior Management (DU) 11 10 9% Top Management (E) 6 4 33%
TOTAL 259 213 18%
REASONS FOR STAFF LEAVING
REASON NUMBER Resignation 10 Discharged 5 End of contract 3 Retrenched 3 Absconded 1 Pension 1 Deceased 1 TOTAL 24
FINANCE
Audit outcomes and action plans to address audit findings
SSETA was qualified on commitments: Commitment schedule included expired contracts Amounts in schedule did not agree to contracts Schedule did not include all commitments (completeness)
Root cause :System errorsLegacy commitments that were never disbursed
Action plan :– Formed a task team to clean up the contract schedule/register which comprises of
finance, legal, PMO and QMD– Regular monitoring of contracts and project nearing completion– In process of acquiring an upgrade to the commitments module (Navision)– Contacted partners with legacy balances to come forward
Other matters raised by the AG and action plans
Audit Finding Root cause Action plan
Non-compliance with laws an regulations
Financial statement not submitted by 31 May
Lack of processes to prepare financial statements regularly (monthly).
Financial statement are prepared on a monthly basis. Interim financial statements will prepared to ensure that all weaknesses are addressed before the year end
Material adjustments made to financial statements after audit
Unidentified irregular expenditure
No processes to identify, prevent and detect irregular expenditure
Ongoing monitoring of irregular expenditure. Educating other units/department on the implications of irregular expenditure
Audit findings Root cause Action plan
Lack of adequate supply chain processes • 3 quotes for purchases < R500 000• competitive bidding for purchases > R500,000
Non-compliance to Treasury Regulations
Supply chain management processes are now being implemented. All procurement requests now follow the process of 3 quotes or competitive bidding.
A procurement register has been established to monitor procurement requests to ensure these are executed timely to avoid deviations.
Plans going forward to address findings
• Update / implementation of a financial reporting system• Developing policies and standard operating procedures• Action plans with responsible people, target implementation dates that are followed
up regularly• Monthly reporting (financial statements, management accounts)• Recruiting appropriate personnel
END