Presentation to the Portfolio Committee on Education 23 June 2009 Samuel BA Isaacs – CEO Mark D Albertyn – CFO

Contents What is SAQA SAQA’s mission Objectives of the NQF Changes in the Environment Strategy Budget assumptions Medium-term revenue estimates Programmes and plans

What is SAQA? South African Qualifications Authority Statutory body of 29 members at present (will be reduced to 16 members when new Board appointed) Appointed by Ministers of Education and Labour under the SAQA Act in 2007 for three years

SAQA’s mission To oversee the further development and implementation of the National Qualifications Framework (NQF) and advance its objectives which contribute to the full development of each learner and to the social and economic development of the nation at large

Objectives of the NQF Create an integrated national framework for learning achievements Facilitate access to, and mobility and progression within education, training and career paths Enhance the quality of education and training Accelerate the redress of past unfair discrimination in education, training and employment opportunities Contribute to the full personal development of each learner and the social and economic development of the nation at large

Employment Equity Profile March 2009   TOTAL TARGET PERCENTAGE ACTUAL PERCENTAGE VARIANCE NUMBER OF STAFF 88 AFRICAN MALE 22 28.2% 22.20% 6.0% AFRICAN FEMALE 33 31.2% 33.3% -2.1% COLOURED MALE 3 3.8% 3.0% 0.8% COLOURED FEMALE 1 4.1% 1.0% 3.1% INDIAN MALE 2.8% 1.8% INDIAN FEMALE 2.5% 0.0% WHITE MALE 11 13.5% 11.1% 2.4% WHITE FEMALE 17 14.0% 17.2% -3.2% VACANCIES STAFF COMPLEMENT 121

Meeting the NQF Objectives Eight directorates with thirteen operating units reporting to an Executive Office

Employment Equity Human Resource Consultative Forum Responsible for development of employment equity policy and setting of targets Consulted if there are any deviations from the agreed upon targets

Changes in Environment New SAQA Authority (Board) appointed (Nov 2007) NQF Act No 67 of 2008 Implementation Date: 01 June 2009 (Government Gazette No 32233 – 22 May ’09) Roles and Responsibilities of SAQA and the QC’s Transitional Arrangements ·        

National Qualifications Framework: Responsibilities of SAQA and the QCs Quality Councils SAQA Mutual Oversee implementation & further development of the NQF Develop & participate in a system of collaboration Develop & manage sub-frameworks 2. Advance the objectives of the NQF

Level descriptors SAQA Quality Councils Mutual Develop contents of level descriptors and reach agreement with the QCs Ensure that level descriptors remain current & appropriate Consider & agree to level descriptors

Qualifications SAQA Mutual Quality Councils Register qualifications Develop & implement policy & criteria for qualifications, assessment, RPL & CAT Develop qualifications as needed in the sector Recommend qualifications to SAQA for registration

Quality Assurance (QA) SAQA Mutual Quality Councils No executive QA function Coordinate across sub-frameworks Periodic impact studies of the NQF Ensure integrity and credibility Collaborate on research and impact studies Executive QA function Ensure that quality assurance is undertaken for the sub-framework

Research SAQA Quality Councils Mutual Conduct regular studies on the impact of the NQF 2. Maintain and further develop a collaborative research agenda relevant to the development and implementation of the NQF Conduct & commission research Publish findings Collaborate on respective research agendas Focus on sub-framework specific research

Information management SAQA Mutual Quality Councils Maintain and further development the NLRD Ensure integrity and validity of data Analyse data and report findings Maintain a database of learner achievements and related matters Submit data to SAQA for the NLRD

Advocacy & marketing SAQA Quality Councils Mutual Inform the public about the NQF Collectively advocate the NQF Inform the public about the sub-framework

Professional Bodies SAQA Quality Councils Mutual Develop & implement policy & criteria for recognising professional bodies & registering professional designations Recognise professional bodies Register professional designations Consult with professional bodies Include professional bodies in quality assurance and the qualifications development

International relations SAQA SAQA Mutual Quality Councils Collaborate with international counterparts concerning QFs Inform the QCs and other parties about international best practice Collaborate with international counterparts Benchmark qualifications internationally Consider international best practice

National Qualifications Framework: Other responsibilities of SAQA and the QCs Quality Councils SAQA Provide an evaluation and advisory service Advise Ministers on NQF matters Perform any other functions required by the NQF Act Perform any function consistent with the NQF Act determined by the Minister Advise Minister on sub-frameworks Perform any other functions required by the NQF Act Perform any function consistent with the NQF Act determined by the Minister

Transitional arrangements Coherent agreed planning and implementation Realistic timeframes Legislative steps Adequate financial arrangements Clear and targeted communication with all affected parties Staffing implications SAQA will face four major challenges in the next financial year: to ensure that its role is clearly defined, to improve dramatically its relationship with its partners, to develop three Qualification and Quality Assurance Councils (3 QCs) and to have any transitional arrangements agreed upon (by all stakeholders), and lastly to be coherent and realistic.

Strategic Imperatives Principles that guide these strategic imperatives: NQF Objectives (Integrated Framework, Access, Quality, Redress and Development) Constructive engagement/collaboration with NQF Principals/Partners Research-led approach Learners are the beneficiaries

Strategic Imperatives (cont’d) 1. Implementing the NQF Act and related amended legislation Developing Policies Registering of qualifications and part-qualifications Recognising professional bodies and registering professional designations (engage with professional bodies) Level Descriptors for 10 levels RPL and CAT Other Interpretation and Implementation of the Acts Building shared meanings and understandings with DoE, DoL and QC’s Clarify what is distinctive and what is common Implementing shared strategies with NQF partners Alignment with HRDS Strategy Performing the functions prescribed

Strategic Imperatives (cont’d) 2. Managing the transition to ensure effectiveness in the system to the advantage of learners and partners Develop a system for collaboration with partners (QC’s and Professional Bodies Agree on dispute resolution process Sign Memoranda of Understanding with the Department of Labour (Also with DoE if required) Continue delivering on current mandate as per agreement with DoL, until QCTO operational Proactive partnership building Representation on Boards (SAQA and QC’s) Bilateral meetings (formal and informal) Working together on projects of mutual interest (advocacy, data collection etc) Internal Re-engineering SAQA’s structures to fulfil its vision and purpose Ensuring financial viability Building capacity Strategic Positioning Recruitment and retention strategy

Strategic Imperatives (cont’d) 3. Communication / Advocacy of the NQF Continue with implementation of NQF Advocacy Strategy Educate the public regarding the new NQF environment

Strategic Imperatives (cont’d) 4. Build Research and Development capacity to lead policy, legislative and conceptual debates Increasing the resources to the Research Directorate Achieve synergy with QC’s research agendas, e.g. through: Joint NQF Colloquium Joint Research Forum

Strategic Imperatives (cont’d) 5. Advance Lifelong Learning including RPL, CAT and Career Advice Services Career Advice Services Use these projects to enhance synergy between SAQA and QC’s Raise the profile of RPL

Strategic Imperatives (cont’d) 6. Develop and maintain international NQF linkages Develop a strategic plan for international relations within the new NQF environment

Strategic plan Focuses on ensuring the evolution of an enhanced NQF that is underpinned by systemic co-ordination, coherence and resource alignment in support of the HRD strategy, the objectives of which are underpinned by a strong NQF Supports our understanding of the NQF as a framework for communication, coordination and collaboration across education, training and work.

Core strategy Develop and sustain policies, procedures and infrastructures for the NQF, actively supported by the key stakeholders in education and training

Core strategy (cont’d) As the NQF apex organisation, provide leadership to deepen, broaden and strengthen NQF implementation with a strong focus on effective partnerships and informed decision-making based on quality research

Core strategy (cont’d) Work with stakeholders to build communities of trust in an effort to develop pragmatic and workable solutions to NQF implementation difficulties. These will reduce tensions within the system to ensure that short-term gains do not undermine the long-term needs of the system

Summary Past Strategic Imperatives and Tactics have favourably positioned SAQA to deal with the challenges it faces. SAQA is much stronger now than in 2008 Responsive, model statutory body Internationally recognised Staffing stabilised and strengthened SAQA embraces its role in the new NQF environment and appreciates the support of its Principals and Partners (especially the QC’s) Remember to state under model statutory body the role of the SAQA Board, the executive committee, the various committees including the remuneration committee, finance committee, audit committee, qualifications and standards committee, quality assurance committee, appeals committee, I&IT committee and the newly established research committee. Excellent governance structures. Excellent risk management processes. 10th unqualified audit report. Staff Performance and recognition programme implemented. Broad Banding implemented. Training and development programme implemented. Investors In People (IIP) standard until 2009.

Programmes, Plans and Finances

Budget assumptions 1. That the budget is based on SAQA’s new mandate in terms of the NQF Act, with an implementation date of 1 June 2009. 2.   That personnel costs will be adjusted for the effects of inflation at 7%. 3.  That performance and broad banding level adjustments for all levels of staff are implemented and maintained. 4.   That inflation in income will be around 6 percent, except for DFQEAS revenue that will plateau in 2010/11 and decline by 15 percent in 2011/12. 5.   That inflation of costs will be around 9 percent with SAQA having to absorb the higher inflation by using resources more effectively and efficiently to still achieve its operational goals. 6. That inflation in the cost of airfares will be around 10 percent. 7. That travel reimbursement rates will increase by about 20 percent.

Budget assumptions (cont’d) 8.  The authorised products and services rendered by the NLRD will continue to generate more income. 9.  The funding from government will be at least R 39,1m. 10.  That extra project funding will be sought for clearly defined and discrete projects. 11.  SAQA's equipment replacement strategy is implemented on a limited basis. Will be a formal prioritisation process. Not all objectives in the strategic plan will be implemented unless further funding or grants are obtained. Will be a formal prioritisation process and unfunded mandates will be declared to government. Staff complement will reduce by 23 members (DSSD and QAD) and that 11 new positions will be created (6 in NLRD). Overall decrease in permanent staff to 109.

Medium-term revenue estimate 2009/10 2010/11 2011/12 R Approved Budget Projected Income Tax revenue Non-tax revenue 20,110,000 22,250,000 21,700,000 Sale of capital assets Transfers received Government grant Other 39,080,000 4,000,000 41,335,000 2,000,000 43,815,000 Total Revenue 63,190,000 65,585,000 67,515,000

Medium-term expenditure estimate 2009/10 2010/11 2011/12 R Expenditure Approved Budget Projected Current Compensation of employees 37,578,355 39,457,272 41,035,564 Goods and services 23,921,979 24,346,054 24,596,061 Transfer payments and subsidies 339,666 361,674 383,375 Current Total 61,840,000 64,165,000 66,015,000

Medium-term expenditure estimate (cont’d) 2009/10 2010/11 2011/12 Expenditure R Capital 1,350,000 1,420,000 1,500,000 Transfer payments Property, Plant & Equipment Land and subsoil assets Total budget 63,190,000 65,585,000 67,515,000 Surplus/ (Deficit)

Programme Budget Analysis Budget amount Programme 1: Administration and Support R 38,199,760 Programme 2: Standards Setting and Quality Assurance R 6,558,595 Programme 3: National Quality Assurance and Development Included in 2 * Programme 4: National Learners’ Records Database (NLRD) R 6,297,919 Programme 5: Foreign Qualifications Evaluation and Advisory Services R12,133,726 Total Budget R 63,190,000 * To accommodate transitional arrangements

Programme 1 Administration and Support This programme covers the activities of the Executive Office and the following Directorates: Finance and Administration Human Resources Information and Information Technology Strategic Support Research

Programme 1 Administration and Support (cont’d) Plans: Partner major stakeholders to ensure systemic coordination, coherence and resource alignment to the benefit of learners in line with the national HRD Strategy. Advise and inform policy-makers on all matters relating to the NQF, through conducting and commissioning research on national imperatives, NQF impact, policy development and implementation.

Programme 1 Administration and Support (cont’d) Plans cont’d: Maintain an effective public NQF communication and advocacy strategy. Collaborate with SAQA’s international counterparts regarding qualifications frameworks and keep the QC’s informed. Ensure the aligned development of human, financial and infrastructural resources to support the achievement of the organisational objectives

Programme 1 Administration and Support (cont’d) Advise and inform policy-makers and make recommendations on all matters relating to the NQF and education and training in South Africa. Conduct research, monitor and undertake evaluation studies that contribute to the development of the NQF.

Programme 2 Standards Setting and Quality Assurance Plans: Continue to provide leadership and professional expertise to ensure that high quality, nationally relevant and internationally comparable unit standards and qualifications that articulate across sub-frameworks are registered on the NQF

Programme 2 Standards Setting and Quality Assurance (cont’d) Plans: Support the DoL in implementing the Amended Skills Development Act in establishing a quality assuring body for economic sector ETQA’s

Programme 4 National Learners’ Records Database (NLRD) Plan Ensure that the information on the NLRD is of acceptable quality and previously inaccessible data is available

Programme 5 Foreign Qualifications Evaluation and Advisory Services Plans: Maintain and develop the role of SAQA’s Directorate for Foreign Qualifications Evaluation and Advisory Services as the national recognition information centre for foreign and domestic learning and qualifications.

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