1. The CHE’s Annual Performance Plan and Budget for 2018/19
2018/12/06
06 June 2018
Presentation to the Select Committee on Education and Recreation

2. Contextual Factors that Situate the Strategic Plan
Ongoing pressure to increase enrolments to accommodate burgeoning social demand for higher education opportunities, while resources are not increasing proportionately
Radical changes in the world of work, with many forms of employment rapidly becoming redundant as work is automated and other jobs transform, which places pressure on universities to undertake more regular, ongoing curriculum reform to keep their programmes relevant and rethink traditional notions of quality;

3. Ongoing challenges faced by the majority of students who come from a poor socio-economic background, who are not adequately prepared for the demands and rigours of university studies, and who are also not fully proficient in the media of instruction at universities;
Renewed pressure for meaningful transformation in the higher education sector;
An explosion in collective sharing and generation of knowledge online, which is in turn posing serious challenges to many of the traditional roles of universities within society; and
2018/12/06

4. Growing pressures on the time of the academic and administrative staff to complete a wide and growing array of administrative tasks in order to comply with relevant legislation, regulatory requirements, and quality assurance systems (both national and institutional)
Digitisation as a motive force, posing ongoing challenges and costs on universities to keep pace and to harness the affordances of technology

5. Organisational Considerations that Inform the Strategic Plan
A steady increase in annual accreditation and re-accreditation applications received, which has had the effect of overloading the process as it is currently designed. This calls for attention to streamlining the programme accreditation process
Commitment to reintroducing institutional audits or reviews in order to fulfil the mandate of auditing the quality assurance mechanisms of higher education institutions as stipulated in the Higher Education Act

6. Intention to increase the number of national reviews of programmes because national reviews have recorded significant success in both raising the profile of key quality assurance issues and leading to binding actions that have a significantly positive effect on quality in higher education
Need to bring Directorates to work more closely with one another and move away from working in silos
Need to introduce greater agility into the structure and functions of the CHE to enable greater responsiveness to the rapidly changing external environment

7. Strategic Outcome-oriented Goals
Strategic Goal 1
CHE as a quality assurer
Goal Statement
The CHE is a credible, efficient quality assurer in higher education, with processes developed and implemented to inform, assure, enhance, and promote quality in HEIs
Strategic Goal 2
Centre for information, policy analysis, and advice
The CHE is a recognized centre for information, policy analysis, and advice on higher education that informs and influences the public dialogue for the transformation of the higher education system

8. Strategic Goal 3
Quality Council
Goal Statement
The CHE is a well-established Quality Council promoting the goals of the NQF in the context of the PSET sector.
Strategic Goal 4
Effective, sustainable, and dynamic organization
The CHE strives to be an effective, sustainable, and dynamic organization, with systems, processes, and capacity/resources that enable it to discharge its mission and legal mandate optimally

9. Programmes and their Strategic Objectives
Programme 1: Institutional Quality Assurance
The purpose of this programme is to advance the realisation of Strategic Goal 1: develop and implement processes to inform, assure, enhance and promote quality in higher education institutions
The programme has three sub-programmes:
Programme Accreditation
Quality Enhancement Project (QEP): up to 2017/18 financial year
Institutional Audits: from 2019 (resource constraints)

10. Strategic Objectives
To accredit new programmes submitted by higher educational institutions
To re-accredit existing programmes of private higher education institutions that are due for re-registration with the DHET
To conduct site visits to verify the institutional capacity to offer accredited programmes
To implement and complete Phases 1 and 2 of the QEP
To conduct institutional audits once the methodology has been developed

11. Deliverables/Outputs
Refined methodology for institutional audits developed by 2018
8 institutional audits conducted and completed by 2020
New programmes received within a year are accredited
Existing programmes for private higher education institutions received within a year are re-accredited
Site visits to institutions are conducted every year
Revised accreditation framework and the implementation thereof by 2020
Completion of Phase 1 of the QEP by 2017
Completion of Phase 2 of the QEP by 2018

12. Programme 2: Qualifications Management and Programme Review
The purpose of this programme is to advance the realisation of Strategic Goal 3: promotion of the goals of the National Qualifications Framework (NQF) within the context of the post-school education and training (PSET) sector
The programme has three sub-programmes:
Management of the Higher Education Qualifications Sub-Framework (HEQSF)
Development of Qualification Standards
National Reviews

13. Strategic Objectives
To develop (or review) and implement HEQSF-related policies
To maintain a database of student records for the private higher education institutions and submit the data to the NLRD
To develop and review qualification standards to ensure the relevance, comparability and currency of qualifications
To undertake national reviews of existing programmes in selected subject fields and qualification levels

14. Deliverables/Outputs
1 new HEQSF-related policy developed or 1 existing HEQSF-related policy reviewed every year
Ongoing maintenance of the Higher Education Quality Committee Information System (HEQCIS), and submission of data to the NLRD 2 times every year
4 qualification standards developed within a cycle of 18 to 24 months
1 national review completed within a cycle of 24 to 36 months

15. Programme 3: Research, Monitoring and Advice
2018/12/06
The purpose of this programme is to advance the realisation of Strategic Objective 2: making the CHE a recognised centre for information, policy analysis, and advice on higher education that informs and influences the public dialogue for the transformation of the higher education system
The programme has four sub-programmes:
Research
Monitoring
Advice
Global trends in quality assurance

16. Strategic Objectives
To produce and share reliable research on key issues to inform the development and transformation of higher education
To collate and disseminate monitoring information on key trends and developments in higher education
To provide research-based recommendations and advice on issues of national importance to the higher education sector, both proactively as well as in response to requests from the Minister
To keep abreast of global trends in quality assurance

17. Deliverables/Outputs
1 research publication every year
VitalStats produced every year
2 advisory documents every year, and 1 advisory document in response to request for advice
1 hosted conference every year
1 benchmarking report every year

18. Programme 3: Administration and Support
The purpose of this programme is to provide strategic direction, corporate services, enabling systems, structures and facilities in support of the core functions
The programme has five sub-programmes:
Human Resource Management
Information and Communication Technology
Facilities Management
Finance and Supply Chain Management
Office of the Chief Executive Officer [Including Governance]

19. Strategic Objectives
To develop and maintain an integrated online workflow and information management system
To ensure that governance of ICT complies with statutory requirements
To provide an enabling and nurturing human resource management environment that optimises the skills and human capacity
To implement efficient and effective financial management and supply chain management processes
To ensure ongoing adherence to legislative, policy and good corporate governance prescripts

20. Deliverables/Outputs
Functional integrated online workflow and information management system by 2020
Ongoing compliance with statutory ICT governance prescripts
Training of staff every year
Unqualified audit report every year
Functional governance structures that meet according to an annual schedule
Functional strategic partnerships with international quality assurance bodies and networks
Media releases, communiqués, newsletters and other corporate information resources

21. Part II: APP for 2018/19 Programme 1: Institutional Quality Assurance
Strategic Objective
Target for 2018/19
To develop methodology for a new cycle of institutional audits
N/A (Should have been completed in 2017/18)
To conduct institutional audits once methodology has been developed
2 pilot institutional audits
To accredit new programmes submitted by higher educational institutions
75% of received applications are processed, evaluated and adjudicated on by the HEQC

22. To re-accredit existing programmes of private higher education institutions that are due for re-registration with the DHET
80% of received applications are processed, evaluated and adjudicated on by the HEQC
To conduct site visits to verify the institutional capacity to offer accredited programmes
75% of site visit reports are tabled at HEQC
To revise, pilot and publish a framework and process for programme accreditation
Pilot of the revised framework and processes
To implement and complete Phases 1 and 2 of the QEP
N/A (Should have been completed in 2017/18)

23. Programme 2: Qualifications Management and Programme Review
Strategic Objective
Target for 2018/19
To develop (or review) and implement of HEQSF-related policies
1 policy developed or reviewed
To maintain the database of student records for the private HEIs and submit the data to the NLRD
2 reports on HEQCIS data uploads to the NLRD
To develop and review qualification standards to ensure the relevance, comparability and currency of qualifications
3 qualification standards developed

24. To undertake national reviews of existing programmes in selected subject fields and qualification levels
Progress report on monitoring and evaluation of improvement plans
Activities report on the review of doctoral programmes
Completion of national review manual and self-evaluation report

25. Programme 3: Research, Monitoring and Advice
Strategic Objective
Target for 2018/19
To produce and share reliable research on key issues to inform the development and transformation of higher education
1 research publication
To collate and disseminate monitoring information on key trends and developments in higher education
1 VitalStats publication
To provide research-based recommendations and advice on issues of national importance to the higher education sector, both proactively as well as in response to requests from the Minister
2 advisory reports submitted to the Minister

26. To keep abreast of global trends in quality assurance
1 hosted conference
1 benchmarking report

27. Programme 4: Administration and Support
Strategic Objective
Target for 2018/19
To develop and maintain an integrated online workflow and information management system
Implementation of Phase 1 of the project
To ensure that governance of ICT complies with statutory requirements
2 ICT policies developed
1 framework reviewed
4 existing policies reviewed
To provide an enabling and nurturing human resource management environment that optimises the skills and human capacity
31 staff training interventions undertaken
85% of posts on the organisational structure are filled

28. To implement efficient and effective financial management and supply chain management (SCM) processes
2 new Finance and SCM policies developed
6 existing Finance and SCM policies reviewed
100% (all) eligible suppliers paid within 30 days of submitting invoices
4 quarterly expenditure reports submitted
To ensure ongoing adherence to legislative, policy and good corporate governance prescripts
22 meetings of governance structures held

29. To develop and maintain functional strategic partnerships with international quality assurance bodies and networks
5 functional international partnerships or collaborative activities or events
To develop and maintain good relations with stakeholders
5 media releases, communiqués, newsletters and other corporate information resources

30. BUDGET ALLOCATION 2018-19 PROGRAMME: SUMMARY ECONOMIC CLASSIFICATION
LOADED BUDGET
REQUESTED BUDGET
(SHORTFALL)/SURPLUS BUDGET
Compensation of employees
,13
0,00
Provision for bonuses
,15
Goods and Services
,72
,27
,55
Grand Total
,00
,55

31. BUDGET ALLOCATION ON COMPENSATION OF EMPLOYEES FOR THE FINANCIAL YEAR 2018/2019
PROGRAMMES
LOADED BUDGET
Administration
,94
Institutional Quality Assurance
,31
Qualifications Management and Programme Reviews
,10
Research, Monitoring and Advice
,93
Total for Compensation of employees
,28

32. NOTES ON COMPENSATION OF EMPLOYEES BUDGET
2018/12/06
The budget allocation is based on the number of employees per Programme and salary scales of each employees.
The budget covers 51 funded employees from various programmes and takes 68% of the total baseline budget allocation.
Programme: Administration has 22 employees and also include the provision for bonuses for all programmes and takes 43% of the total compensation of the employees.
Programme: Institutional Quality Assurance has 18 employees and takes 34% of the total compensation of the employees.
Programme: Qualifications Management and Programme Reviews has 4 employees and takes 9% of the total compensation of the employees.
Programme: Research, Monitoring and Advice has 7 employees and takes 14% of the total compensation of the employees.

33. COMPARISON OF LOADED BUDGET AND REQUESTED BUDGET 2018-19
Programmes: Summary
Goods and Services
Programmes
Loaded Budget
Requested budget
(Shortfall)/Surplus Budget
Administration
,96
,01
,05
Institutional Quality Assurance
,68
,12
,44
Qualifications Management and Programme Reviews
,60
,54
,94
Research, Monitoring and Advice
,48
,60
,12
Total for Goods & Services
,72
,27
,55

34. NOTES ON GOODS AND SERVICES BUDGET
The budget allocation is based on activities that need to be undertaken to achieve the set strategic objectives of the Programmes as per the APP.
The budget methodology used is zero based and also activity based budget.
The goods and services budget takes 33% of the total baseline budget allocation and includes
Programme: Administration takes 58% of the total goods and services.
Programme: Institutional Quality Assurance takes 23% of the total goods and services
Programme: Qualifications Management and Programme Reviews take 17% of the total goods and services.
Programme: Research, Monitoring and Advice take 2% of the total goods and services.

35. FUNDING PROPOSAL FOR BUDGET SHORTFALL
Description
Projected/Estimated Amount
Notes
Goods & Services
,55
Projected/Estimated rollover of funds from 2017/2018 allocated funds in December 2017.
,17
The reflected amount is just a projection/estimation based on the January 2018 expenditure report. It might be lower or higher at the end of March 2018.
Projected/Estimated shortfall after approval of rollover of funds by DHET.
,38
Shortfall for developing integrated online management system.
,00
The development will be done in two phases and estimated completion and implementation date is the beginning of the year 2020/2021.
Grand total shortfall to be funded
,38

36. RECOMMENDATION
Select Committee Members to note the APP and budget allocation with its challenges and proposed funding for a budget shortfall for the financial year 2018/19.

37. 2018/12/06
THANK YOU