National Skills Conference 23-24 March 2017 EXPERIENCES IN IMPLEMENTING NSDS III National Skills Conference 23-24 March 2017

QUESTIONS THAT GUIDE THE PRESENTATION What factors enabled SETAs to perform better against its targets? Which governance principles were integrated into the operations of SETAs enabling success?

UNIQUE FEATURES OF SETAS Collect, hold and analyse employer data on skills development at shop floor level Proximity to employers and labour– employers and labour participate in Boards and Committees where critical decisions are made Participate in faculty boards – influencing curriculum and delivery – this happens at a limited scale and needs to be increased

FACTORS INFLUENCING PERFORMANCE IN NSDS III Target setting & indicator description and interpretation Implications for skills planning and implementation: Full alignment to regulatory requirements such as NT framework for SPs and APPs Incorporation of partnership model vs stewardship model into indicator description and interpretation

FACTORS INFLUENCING PERFORMANCE IN NSDS III Partnership model – partnerships across all projects Implications for skills planning and implementation: Projects are employer initiated/driven for industry-relevant knowledge and skills TVET college initiated projects demonstrate employer linkages University initiated projects (Work Integrated Learning) grounded in employer participation and are properly costed

FACTORS INFLUENCING PERFORMANCE IN NSDS III Oversight by Governance structures Implications for skills planning and implementation: Proper delegation of functions without taking away Board and management responsibility and accountability Board oversight of SETA performance against targets in APP and SLA – comprehensive reporting early warning system Supporting evidence for each indicator and PI signed off by PI generators

FACTORS INFLUENCING PERFORMANCE IN NSDS III Multi party cooperation agreements with statutory bodies/councils and universities in skills planning Implications for skills planning and implementation: Partnerships entered into to increase the employer base, understand professional registration requirements and changes in the sectors Assist universities where priority programmes have been deaccredited to regain accreditation status Fund innovation projects that have employment potential in non traditional sectors/occupations

FACTORS INFLUENCING PERFORMANCE IN NSDS III Incorporation of KING III requirements on Boards and Committees Implications for skills planning and implementation: Training of Board members and management on the implications of King III report on corporate governance Implementation of charters and IT governance into Board discussions

FACTORS INFLUENCING PERFORMANCE IN NSDS III GOVERNANCE SUCCESS FACTORS Leadership – the desire to succeed regardless of challenges Governance structures in place, and stable, and keep management on their toes. The relationship between Management and the Board must be a healthy one where there is a balance between support and challenge From the Board to Executive management and management, the mandate of the SETA is known well, and operations happen to ensure that strategic plans/targets are met within the ambits of Legislation but to allow the mandate of the entity to be satisfied. By knowing the laws and regulations that govern the entity well, consulting on them and understanding the objective of these, the SETAS are able to ensure that these are complied with in every respect. Especially in the current environment of constant changing regulation, all changes must be known and understood quickly. This must be monitored monthly.

FACTORS INFLUENCING PERFORMANCE IN NSDS III GOVERNANCE SUCCESS FACTORS Having policies in the organisation and ensuring that they are implemented An environment of strong internal control, where controls are exercised consistently, upheld by management, and enhanced, or changed immediately when weaknesses are found Honesty and ethics and transparency will ensure sustainability in furture Having proper system in place to gather performance information and prepare this for verification is essential. More than this, is also the co-operation of the various Divisions within SETAs as well as the commitment of all staff in this process of reporting and supporting all that is reported. A strong Monitoring and Evaluation Division to ensure that Performance reporting is complete and accurate. The synergy between the Skills Division and this Division has allowed for a smoother process on reporting PI and pre-audit validations to take place.

FACTORS INFLUENCING PERFORMANCE IN NSDS III GOVERNANCE SUCCESS FACTORS APP deliverables included into the Performance contracts of Managers and staff A collective strive for excellence and the attainment of our mandate. The level of skill, knowledge, and experience of staff and Executive Management must be in place. Most important is the culture inculcated by the leadership in the organisation from the Governance structures of the Board and Sub-committees of the Board to the CEO and Executives in striving to achive performance of the NSDS. However, in this, much commitment, dedication, knowledge, skill and hard word is embedded. Strong, healthy relationships with the DHET, AGSA and stakeholders

Challenges in implementing the NSDS 111 Limitations of basic education impacting on the success in higher education Down turn in economic conditions reducing the ultimate impact of employment Employers not meeting conditions of funding Quality of training being compromised by unaccredited training providers Uneven participation across provinces and areas within Provinces Are SETAs making a difference to the poorest, and the poorest communities, and rural areas?

Questions to be asked going into 2017-2020 What is the impact of the targets already achieved over 7 years? Have SETAs made a difference How can we improve on skills development over 2017-2020? How can SETAs make a difference in the current economic climate Partnerships can strengthen high impact projects Can SETAs focus on specific areas/skills/funding models to ensure maximum impact in a short period of time? Can coherence and collaboration amongst SETAs be a winning formula? Our purpose is that of enabling and facilitating the development of a skilled and capable workforce for employed and pre-employed people, how well are we doing this and how can we have maximum impact in 2 years? In fact SETAs need to look at both current and future scarce and critical skills needs, in collaboration with industry - what can we do in 2 years? Are our strategies flexible to adapt to the changing business environment? How can we increase throughput rates, allowing greater success in skills development Relevancy of SETAs to make a significant impact in our country