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

 

TOTALTARGET

PERCENTAGEACTUAL 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 1 2.8% 1.0% 1.8%

INDIAN FEMALE 0 2.5% 0.0% 2.5%

WHITE MALE 11 13.5% 11.1% 2.4%

WHITE FEMALE 17 14.0% 17.2% -3.2%

VACANCIES 33  

STAFF COMPLEMENT 121      

Meeting the NQF Objectives

Executive Office

Standards Setting and

Quality Assurance

ForeignQualifications

Evaluation and Advisory Services

Strategic Support, Communications and

Resource CentreI & IT Human Resources

Finance and Administration

NLRD Research

International LiaisonSecretariat

NQF Advocacy

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

Mutual1. Develop &

participate in a system of collaboration

SAQA1. Oversee

implementation & further development of the NQF

2. Advance the objectives of the NQF

Quality Councils

1. Develop & manage sub-frameworks

Level descriptors

SAQA

1. Develop contents of level descriptors and reach agreement with the QCs

Quality Councils

1. Consider & agree to level descriptors

Mutual1. Ensure that

level descriptors remain current & appropriate

Qualifications

SAQA

1. Register qualifications

Quality Councils

1. Develop qualifications as needed in the sector

2. Recommend qualifications to SAQA for registration

Mutual

1. Develop & implement policy & criteria for qualifications, assessment, RPL & CAT

Quality Assurance (QA)

SAQA Quality Councils

1. Executive QA function

2. Ensure that quality assurance is undertaken for the sub-framework

Mutual

1. No executive QA function

2. Coordinate across sub-frameworks

3. Periodic impact studies of the NQF

1. Ensure integrity and credibility

2. Collaborate on research and impact studies

Research

SAQA Quality CouncilsMutual1. 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

1. Conduct & commission research

2. Publish findings

3. Collaborate on respective research agendas

1. Focus on sub-framework specific research

Information management

SAQA Quality CouncilsMutual

1. Maintain a database of learner achievements and related matters

2. Submit data to SAQA for the NLRD

1. Maintain and further development the NLRD

1. Ensure integrity and validity of data

2. Analyse data and report findings

Advocacy & marketing

SAQA Quality CouncilsMutual

1. Inform the public about the NQF

1. Inform the public about the sub-framework

1. Collectively advocate the NQF

Professional Bodies

SAQA Quality CouncilsMutual

1. Develop & implement policy & criteria for recognising professional bodies & registering professional designations

2. Recognise professional bodies

3. Register professional designations

1. Consult with professional bodies

1. Include professional bodies in quality assurance and the qualifications development

SAQA

International relations

SAQA Quality CouncilsMutual

1. Collaborate with international counterparts concerning QFs

2. Inform the QCs and other parties about international best practice

1. Collaborate with international counterparts

1. Benchmark qualifications internationally

2. Consider international best practice

SAQA Quality Councils

1. Advise Minister on sub-frameworks

2. Perform any other functions required by the NQF Act

3. Perform any function consistent with the NQF Act determined by the Minister

1. Provide an evaluation and advisory service

2. Advise Ministers on NQF matters

3. Perform any other functions required by the NQF Act

4. Perform any function consistent with the NQF Act determined by the Minister

National Qualifications Framework: Other responsibilities of SAQA and the QCs

Transitional arrangements◦ Coherent agreed planning and implementation

◦ Realistic timeframes

◦ Legislative steps

◦ Adequate financial arrangements

◦ Clear and targeted communication with all affected parties

◦ Staffing implications

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)

• 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

1. Implementing the NQF Act and related amended legislation

Strategic Imperatives (cont’d)

• 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

2. Managing the transition to ensure effectiveness in the system to the advantage of learners and partners

Strategic Imperatives (cont’d)

• Continue with implementation of NQF Advocacy Strategy• Educate the public regarding the new NQF environment

3. Communication / Advocacy of the NQF

• Increasing the resources to the Research Directorate• Achieve synergy with QC’s research agendas, e.g.

through:◦ Joint NQF Colloquium◦ Joint Research Forum

4. Build Research and Development capacity to lead policy, legislative and conceptual debates

Strategic Imperatives (cont’d)

Strategic Imperatives (cont’d)

• Career Advice Services• Use these projects to enhance synergy between

SAQA and QC’s• Raise the profile of RPL

5. Advance Lifelong Learning including RPL, CAT and Career Advice Services

Strategic Imperatives (cont’d)

• Develop a strategic plan for international relations within the new NQF environment

6. Develop and maintain international NQF linkages

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)

Programmes, Plans andFinances

Budget assumptions1. 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.12. 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.

13. 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 estimate2009/10 2010/11 2011/12

R R R

Approved Budget Projected 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

2,000,000

Total Revenue 63,190,000 65,585,000 67,515,000

Medium-term expenditure estimate

2009/10 2010/11 2011/12

R R R

Expenditure Approved Budget Projected 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 R R

Capital 1,350,000 1,420,000 1,500,000

Transfer payments

Property, Plant & Equipment 1,350,000 1,420,000 1,500,000

Land and subsoil assets

Total budget 63,190,000 65,585,000 67,515,000

Surplus/ (Deficit) 0 0 0

Programme Budget AnalysisBudget 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 1Administration 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 1Administration 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 1Administration 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

• 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 1Administration and Support (cont’d)

Programme 2Standards 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

• Plans:◦ Support the DoL in implementing the Amended

Skills Development Act in establishing a quality assuring body for economic sector ETQA’s

Programme 2Standards Setting and Quality

Assurance (cont’d)

Programme 4National Learners’ Records

Database (NLRD)

• Plan◦ Ensure that the information on the NLRD is of

acceptable quality and previously inaccessible data is available

Programme 5Foreign 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.

THANK YOU