SASSETA PLAN 2018/2019 - YOUR PARTNER IN SKILLS DEVELOPMENT
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SASSETA ANNUAL PERFORMANCE PLAN 2018/2019 YOUR PARTNER IN SKILLS DEVELOPMENT
REGISTERED NAME: Safety and Security Sector Education and Training Authority (SASSETA) REGISTRATION NUMBER: 19/SASSETA/01/07/11 PHYSICAL ADDRESS: POSTAL ADDRESS: PO Box 7612, Halfway House 1685 TELEPHONE NUMBER: FAX NUMBER: +27 11 2050046 EMAIL ADRESS: Callcentre@sasseta.org.za WEBSITE ADDRESS: www.sasseta.org.za
GOALS
LEARN
IMPROVE
MONITORED
TIME EFFICIENCY
DEFINE
SASSETA
MEASURE
TEAM
WORK
ANNUAL PERFORMANCE PLAN
2018/2019
YOUR PARTNER IN SKILLS DEVELOPMENT
SASSETA ANNUAL PERFORMANCE PLAN 2018/19 1TABLE OF CONTENTS LIST OF ABBREVIATIONS/ACRONYMS 3 FOREWORD BY THE ADMINISTRATOR 7 OFFICIAL SIGN -OFF 8 1. LEGISLATIVE AND OTHER MANDATES 10 1.1 Constitutional mandates 10 1.2 Legislative mandates 10 1.3 Policy mandates 10 1.4 Relevant court rulings and/or executive authority 11 2. SITUATIONAL ANALYSIS 11 2.1 Performance environment 11 2.1.1 Performance environment and key areas of focus 13 2.1.2 Occupational shortages and skills gaps in the sector 15 2.1.3 PIVOTAL programmes for the sector 19 2.2 Organisational environment 21 2.2.1 Performance Overview 21 3. SWOT ANALYSIS 22 4. OVERVIEW OF 2018/19 BUDGET AND MTEF ESTIMATES 25 4.1 Expenditure estimates per Programme 26 4.2 Expenditure Estimates per Classification 26 4.3 Relating expenditure trends to strategic outcome orientated goal 29 5. HIGH LEVEL ORGANISATIONAL STRUCTURE 31 6. PROGRAMME 1: ADMINISTRATION 31 6.1 Programme performance indicators, annual and quarterly targets for 2018/19 32 6.2 Risk management 35 6.3 Reconciling performance targets with the Budget and MTEF: Programme 1 36 6.4 Relating expenditure trends to strategic outcome oriented goals 36 7. PROGRAMME 2: SKILLS PLANNING, MONITORING, EVALUATION, REPORTING AND RESEARCH 36 7.1 Programme performance indicators, annual and quarterly targets for 2018/19 37 7.2 Risk management 41 7.3 Reconciling performance targets with the Budget and MTEF: Programme 2 42 7.4 Relating expenditure trends to strategic outcome oriented goals 42 8. PROGRAMME 3: LEARNING PROGRAMMES 43 8.1 Programme performance indicators, annual and quarterly targets for 2018/19 44 8.2 Risk management 50 8.3 Reconciling performance targets with the Budget and MTEF: Programme 3 51 8.4 Relating expenditure trends to strategic outcome oriented goals 52 9. PROGRAMME 4: QUALITY ASSURANCE (ETQA) 52 9.1 Programme performance indicators, annual and quarterly targets for 2018/19 53 9.2 Risk management 56 9.3 Reconciling performance targets with the Budget and MTEF: Programme 4 56 9.4 Relating expenditure trends to strategic outcome oriented goals 57 10. LINKS TO OTHER PLANS 59 LIST OF BOXES Box 1: Sic Codes, Subsectors and constituencies of the Safety and Security Sector 12 LIST OF TABLES Table 1: Scare skills list 16 Table 2: Critical skills list 18 Table 3: PIVOTAL list 20 LIST OF ANNEXURES Annexure 1:Technical Indicator Definitions 60 2 SASSETA ANNUAL PERFORMANCE PLAN 2018/19
LIST OF ABBREVIATIONS/ACRONYMS
AG Auditor-General
APP Annual Performance Plan
ATR Annual Training Report
CEO Chief Executive Officer
CFO Chief Financial Officer
CJS Criminal Justice System
DG Discretionary Grant
DHET Department of Higher Education and Training
ETQA Education and Training Quality Assurance body
GRC Governance Risk Committee
HR Human Resources
ICT Information Communication Technology
MER Monitoring Evaluation and Reporting
MOA Memorandum of Agreement
MTEF Medium Term Expenditure Framework.
NCV National Certificate Vocational
NDP National Development Plan
NQF Act National Qualifications Framework Act (No. 67 of 2008)
NSA National Skills Authority
NSDS National Skills Development Strategy
PFMA Public Finance Management Act
PSIRA Private Security Industry Regulatory Authority
QA Quality Assurance
QCTO Quality Council
QMR Quarterly Monitoring Report
QPR Quarterly Progress Report
RPL Recognition of Prior Learning
SAQA South African Qualifications Authority
SCM Supply Chain Management
SDA Skills Development Act (No 97 of 1998)
SETA Sector Education and Training Authority
SLA Service Level Agreement
SSP Sector Skills Plan
SP Strategic Plan
WSP Workplace Skills Programme
SASSETA ANNUAL PERFORMANCE PLAN 2018/19 3Vision
To be the leaders in skills development for safety and security.
Mission
Education and training authority that ensures quality provision of skills development and qualifications for South
African citizens in the safety and security environment through effective and efficient partnerships. Inviolable
Values
Core values are defined as inviolable commitments that express “who we are as an institution” and what principles
or qualities should infuse all practices and activities within the institution. SASSETA is supported by the culture of
Ubuntu and subscribing to the following values:
SASSETA values leadership in directing performance of others in the
Leadership
sector and leading the way.
SASSETA decisive in making decisions that are firm and beyond
Decisiveness
doubt, leading to conclusiveness.
SASSETA embraces difference, variety or multi-formity within skills
Diversity
development of the various services in the sector.
SASSETA programmes and services are easy to access and
Transparency understand. Our decisions and actions are clear, reasonable and open
to examination.
SASSETA employees are professionals, well trained in our specialities,
VALUES
Professionalism committed to service excellent, and dedicated to the successful
accomplishments of our mission.
SASSETA constantly seek opportunities to improve our services and
Quality products. Quality and continuous improvements are an integral part
of our daily operations.
Employees work as a team and value the contributions of each
Teamwork
individual. We know that our people are our most important resource.
SASSETA strives to be honest in our operations and our conduct and
Integrity
execute our operations with integrity.
SASSETA commits to treat all its stakeholders in an equal and
Equity
equitable way.
4 SASSETA ANNUAL PERFORMANCE PLAN 2018/19SASSETA’s Strategic Plan Outcome Oriented Goals
The strategic goals and objectives of the SETA are driven and pursued by focusing on five strategy pillars and
key cross cutting issues. The diagrams/tables below outline the strategy pillars and the corresponding transversal
activities.
Strategic outcome oriented goal 1 Provide strategic leadership, technical and administrative support
services to SASSETA.
Goal statement SASSETA must function in a manner that ensures, on an ongoing basis,
that all its operations align with and support its core function.
Goal indicator Unqualified Audit Report.
Strategic objectives 1.1 Effective Management of business processes to promote good
governance and ethical administration.
1.2 Build organisational capacity for service delivery through effective
human resource management.
1.3 Implement effective, efficient and economical financial and supply
management practise and reporting.
1.4 Establish accessible and integrated ICT Infrastructure and business
systems to enhance service delivery.
1.5 Implement marketing and communications strategy to strengthen the
SASSETA brand.
Strategic outcome oriented goal 2 Strengthening and institutionalise planning mechanism for skills
planning, monitoring, evaluation & Research for the safety and
security sector.
Goal statement Rigorous and effective planning stewardship, with appropriate “checks
and balance,” is critical to SASSETA’s ability to achieve its core mission.
Goal indicator A well researched and updated SSP informs the SP and APP, with an eye
towards creating a tighter fit between our methods of accomplishing
tasks and the institution’s goals and aspirations.
Strategic objectives 2.1 Institutionalised robust planning towards achievement of the SETA
mandate and stronger connections with training academy in the sector.
2.2.1 Improve the research output in terms of quality, quantity and impact
while continuing to develop research capacity.
2.2.2 Improve mandatory grant disbursement and stakeholder
participation to enhance understanding of the scarce and critical skills
needs across the safety and security sector.
2.3 Strengthen integrity of monitoring, evaluation and reporting
information for planning, decision-making and accountability.
SASSETA ANNUAL PERFORMANCE PLAN 2018/19 5Strategic outcome oriented goal 3 Reduce the scarce and critical skills gap in the safety and security
sector through the provisioning of quality learning programmes.
Goal statement Promote a ‘capable and skilled’ workforce in the safety and security
sector.
Goal indicator Number of implementation of learning programmes – learnerships,
artisanship, internships, skills development and bursaries.
Strategic objectives 3.1 Increase the skills of the safety and security sector workforce by the
provision of occupationally directed learning programs that contribute to
the transformation and professionalisation of the sector.
3.2 Increase the skills of unemployed persons by the provision of
occupationally directed learning programs that are NQF aligned and
workplace experience that will improve their employability.
3.3 Increase public sector capacity to improve, support and address
service delivery.
3.4 To increase partnerships with public training institutions that will
respond to sector, local, regional and national skills needs and priorities.
3.5 To provide support for educational training and skills development to
NGOs, CBOs, SMEs, NLPEs, Trade Unions and Co-operatives.
Strategic outcome oriented goal 4 Strengthen efficacy in SASSETA’s discharge of the quality assurance
function.
Goal statement Strengthen efficacy metrics in discharging the quality assurance function
to enhance the quality of training imparted.
Goal indicator Efficacy and turnaround time on discharging quality assurances and
accreditations.
Strategic objectives 4.1 Ensure improved efficiency in the delivery and compliance of quality
programmes for the safety and security sector.
4.2 Promote the growth of public institutions that are responsive to the
sector priority needs nationally.
4.3 Increase access to occupationally directed programmes in the safety
and security sector.
The strategic goals seek to respond to the challenges and key skills issues in the sector. These strategic goals
represent general areas within which the strategic objectives and action plans are developed to achieve them, and
informs the programmes of the SETA.
6 SASSETA ANNUAL PERFORMANCE PLAN 2018/19FOREWORD BY THE ADMINISTRATOR
The Safety and Security Sector Education and Training Central to SASSETA Skills Sector Plan, the following
Authority (SASSETA) Annual Performance Plan for skills priority actions had been identified and will be at
2018/19 highlights the interventions we believe we need the apex of the SETA agenda, namely: (i) Strengthening
to implement in order to contribute to the development partnerships with sector training institutions and
of the Safety and Security Sector during the 2018/19 academies, (ii) Professionalisation and transformation
financial year. of the sector, (iii) Information Communication and
Technology (ICT), (v) Technical and specialised skills,
In 2015, SASSETA was placed under administration and (vi) Building active citizenry.
based on the body’s poor financial and non-financial
performance, irregularities identified and non- In implementing the above priorities, SASSETA has
compliance with the Skills Development Act and other developed partnerships with its key stakeholders in
relevant legislation. order to address these areas. Going forward, SASSETA
will leverage these partnerships to further enhance our
Since the body went under administration, substantial contribution in addressing critical areas of intervention
emphasis was placed on SASSETA’s planning within the sector.
processes, as well as the body’s ability to effectively
implement its planned targets. As a result of this In addition, based on the mechanisms introduced
emphasis, SASSETA has not only been able to improve during the period of administration, SETA’s operations
the quality of its planning documents, but has also at all levels will be underpinned by the practice of good
been able to significantly improve its non-financial governance principles in the form of legal and ethical
performance (were in 2014/15 the body only achieved compliance, the responsible exercise and fulfilment of
38% of its set targets and in 2016/17 the body was able duties, risk management and the mitigation of risk, and
to achieve 81% of it set targets). consistent quality control and assurance.
Serious interventions were also implemented regarding It is with great pleasure that I, therefore, present the
the financial performance of the body and as a result revised Annual Performance Plan of the Safety and
of these interventions the body was able to address, Security SETA for the 2018/19 financial year, and look
both its over spending and the amount of irregular, forward to full implementation of the plan with the
fruitless and wasteful expenditure. support of the SETA new board, management, staff
and stakeholders.
At an operational and governance level, the body has
also implemented rigorous compliance and governance
processes and systems to ensure not only compliance
with legislation prescripts, but also to prevent
irregularities.
....................................
In 2018/19 a new board will take up office, and will take Ms Irish-Qhobosheane (Ms)
up office and, together with management and staff will Administrator
then be able to build on the gains and successes that
SASSETA has been able to achieve since being placed
under administration.
A key intervention made during the administration
period, and which the new board will be able shape
further, is the redevelopment of the SASSETA Skills
Sector Plan. The redeveloped and revised Skills Sector
Plan now clearly identifies the critical skill interventions
required by the sector and the role SASSETA can play
in contributing to addressing these skills.
SASSETA ANNUAL PERFORMANCE PLAN 2018/19 7OFFICIAL SIGN-OFF It is hereby certified that this Annual Performance Plan (APP) was developed by the management of the Safety and Security SETA under the guidance of the Administrator, Ms Jennifer Irish-Qhobosheane. Safety and Security SETA will endeavour to achieve this annual performance plan (APP), given the resources made available in the budget for the 2018/19. .......................................................... Vukani Memela (Mr) Senior Manager: Planning, Monitoring & Evaluation, Reporting and Research .......................................................... Ikalafeng Diale (Mr) Chief Financial Officer .......................................................... Asnath Mamabolo (Ms) Advisor to Administrator: Planning, Monitoring & Evaluation, Reporting, Governance, Risk and Compliance Approved by: .......................................................... Jennifer Irish-Qhobosheane (Ms) Accounting Authority/Administrator 8 SASSETA ANNUAL PERFORMANCE PLAN 2018/19
PART
STRATEGIC
A
OVERVIEW
SASSETA ANNUAL PERFORMANCE PLAN 2018/19 91. LEGISLATIVE AND OTHER MANDATES
SASSETA operates within a range of national legislative, policy and strategic frameworks that guides its operations.
1.1 Constitutional mandates
The Constitution of the Republic of South Africa, Section 22: Freedom of trade, occupation and profession-
stipulates that “every citizen has the right to choose their trade, occupation or profession freely.”
1.2 Legislative mandates
The SETA also subscribed to the following legislative mandates.
Skills Development Act 1998 (Act Develop and implement sector skills plan.
No. 97 of 1998) as amended. Establish and promote learning programmes.
Register agreements for learning
programmes.
Perform any functions delegated by the
QCTO, and
Collect and distribute skills development
levies
Receive and distribute levies paid into its
Skills Development Levies Act, 1999 account by constituencies.
(Act No. 09 of 1999). Provides for the imposition of a skills
LEGISLATIVE MANDATES
development levy and for matters connected
therewith.
National Qualifications Framework Provides for the National Qualifications
Act 2008 (Act No. 67 of 2008). Framework.
Learners are registered to the National
Learner Record Database.
Learning programmes are accredited and
outcome based.
Public Finance Management Act The SETA submits its strategic plan and annual
1999. (Act No. 29 of 1999). performance plan within the framework of the
Act.
The SETA has appointed internal auditors.
Higher Education Act, 1997 (Act No. Established a single coordinated higher
101 of 1997). education system which promotes
co-operative governance and provides for
programme-based higher education.
Promote good-standard education beyond
formal schooling.
1.3 Policy mandates
The SETA without being limited to, is also subscribed and advances the mandate of the following policies.
(i). National Development Plan (NDP): 2030 Vision.
(ii). The National Skills Development Strategy III (NSDSIII).
(iii). The Human Resources Development Strategy – SA 2010 - 2013.
(vi). White Paper for Post-School Education and Training.
(v). Medium Term Strategic Framework (MTSF).
(vi). National Skills Accord and New Growth Path, and
(vii). Strategic and Infrastructural Projects (SIP).
10 SASSETA ANNUAL PERFORMANCE PLAN 2018/191.4 Relevant court rulings and/or executive one of the 21 sector education and training authorities
authority (SETA) that was recertified on 1 April 2011 by the
On 12 February 2015, SASSETA was placed under Department of Higher Education and Training for a
Administration as a result of poor financial and period of 5 years, which was up to 31 March 2016. This
operational performance. certification was extended till 31 March 2020.
These acts, policies, and strategies seek to assist the SASSETA is responsible to facilitate skills development
SETA in its quest to deliver on its mandate. This term in the safety and security sector and to ensure that
will see the implementation of these frameworks skills needs are identified and addressed through a
gaining a greater focus by the SETA. number of initiatives by the SETA and the sector. Its
mandate is drawn from the Skills Development Act,
the National Skills Development Strategy and other
2. SITUATIONAL ANALYSIS
subsidiary legislative frameworks.
The environment and the local challenges imperative
apply equally to SASSETA as they do to other higher The Safety and Security Sector includes components
education institutions in the country, all of which are no of two of the major sectors in the Standard Industrial
doubt engaged in processes to face these challenges Classification (SIC) namely Group 8 (Finance, Real
not only to survive, but also, like SASSETA, to improve Estate and Business Services) and Group 9 (General
their respective dispensations to provide better Government Services). SASSETA has grouped its
services to their respective stakeholder communities. constituencies into seven subsectors: Policing,
Corrections, Defence, Justice, Intelligence Activities,
However, for SASSETA to emerge among the top SETAs Legal Services, and Private Security and Investigation
will require innovative renewal in our approach to core Activities.
and support functions that will build on SETA’s strengths,
extend its impact, and focus on those dimensions that The SIC codes and the specific constituencies
will provide us with the distinctive edge that sets us associated with each of the subsectors is depicted
apart from others. This we will achieve only by way of in box 1. The White Paper on Post School Education
unprecedented determination, commitment, drive and and Training (November 2013) locates SETAs as
support of all constituencies concerned. one component of the post-schooling system. The
post-school system aims to assist in building a fair,
SASSETA aims to increase the level of investment in equitable, non-racial, non-sexist and democratic South
education and training in the sector and to improve Africa, to provide expanded access, improved quality
the return on that investment. It seeks to contribute and increased diversity of provision, and to provide a
to the socio-economic development and growth of stronger and more cooperative relationship between
the country by enabling education and training of education and training institutions and the workplace.
the highest quality in the safety and security sector,
to the benefit of employers, employees and learners The National Development Plan (NDP) identifies the
respectively. need for expanded systems of further education and
training to offer clear, meaningful education and training
2.1 Performance environment opportunities particularly for young people. The NDP
Skills development in South Africa is facilitated through also points to the need to significantly expanding the
various education and training interventions by, among education and training sector as well as increasing
others, sector education and training authorities the number of artisans being trained annually and
(SETAs). SETAs are statutory bodies funded through increasing participation in higher education.
the public purse and are regulated mainly by the
Skills Development Act No. 97 of 1998 and the Skills
Development Levies Act No. 9 of 1999. These Acts
are supplemented by regulations which are published
in the Government Gazette. The Safety and Security
Sector Education and Training Authority (SASSETA) is
SASSETA ANNUAL PERFORMANCE PLAN 2018/19 11Box 1: Sic Codes, Subsectors and constituencies of the Safety and Security Sector
SIC Codes Subsector Constituency
9110A* Policing The Independent Complaints Directorate (IPID), the Secretariat for Safety
and Security, Civilian Secretariat for Police, and The South African Police
Service (SAPS).
91301 Municipal and Metro Police Services, Traffic Management / Law
91302 Enforcement, and Road Traffic Management Corporation (RMTC).
9110B* Corrections The Department of Correctional Services (DCS)
Private correctional services providers
Kutama Sinthumule Correctional Centre.
Mangaung Correctional Centre.
Judicial Inspectorate for Correctional Services.
Correctional Supervision and Parole Boards.
9110D* Defence The Department of Defence (DOD).
South African National Defence Force (SANDF) (SA Navy, SA Air force, and
SA Military Health.
9110C* Justice The Department of Justice and Constitutional Development (DoJCD)
National Prosecuting Authority (NPA), and Special Investigations Unit (SIU)
91104 Intelligence The National Intelligence Agency (NIA)
Activities
91105 The South African Secret Service (SASS)
88110 Legal Services Legal and paralegal services
Sheriffs
88111 Legal Aid Services
88920 Private Security Private security, investigation, and polygraph services
and Investigation
Activities
12 SASSETA ANNUAL PERFORMANCE PLAN 2018/19As part of the vision for 2030, the NDP identifies the period. It is the highest jobless rate since the first
need for people living in South Africa to feel safe, with quarter of 2004 as unemployment rose faster than
no fear of crime. To achieve this, the NDP identifies a employment and more people joining the labour force.
number of areas that need to be addressed within the
security sector, including: The environment and the local challenges imperative
apply equally to SASSETA as they do to other higher
• Strengthening the Criminal Justice System and the education institutions in the country, all of which are no
implementation of the recommendations of the doubt engaged in processes to face these challenges
review of the Criminal Justice System findings and not only to survive, but also, like SASSETA, to improve
ensuring the revamp, modernisation, efficiency and their respective dispensations to provide better
transformation of the system. services to their respective stakeholder communities.
However, for SASSETA to emerge among the top
• In this regard, over the Medium Term Expenditure SETAs will require innovative renewal in our approach
Framework (MTEF) there is a need for greater to core and support functions that will build on SETA’s
focus and acceleration of the implementation of the strengths, extend its impact, and focus on those
seven-point plan to make the Criminal Justice System dimensions that will provide us with the distinctive
more efficient and effective; edge that sets us apart from others.
• Building a professional police service that is a well- This could be achieved only by way of unprecedented
resourced professional institution staffed by highly determination, commitment, drive and support of all
skilled officers; and constituencies concerned. It is important for SASSETA
to understand the needs and the profile of the safety
• Building safety using an integrated approach of and security sector within the context of South African
mobilising a wider range of state and non-state with reference to the associated issues which criss-
capacity and resources and building active citizen cross the geo political and socio-economic spheres in
involvement. order for it to succeed in its mandate of supporting the
skills development needs of the sector.
2.1.1 Performance environment and key areas of
focus
The structure of South Africa’s economy remains little The safety and security sector in South Africa is
changed post-1994. The economy exhibits an enduring both public and private. The public security sector
fragility and a weaker adaptability to internal and consists of government security agencies and law
external challenges with limited capacity to absorb enforcement bodies, whose role is to protect and serve
shocks. In the first quarter of 2017, the South African the public and the interests of the state. The private
economy remains relatively weak with the reported sector element of the security sector comprises those
decrease of 0,7% in GDP, following a 0,3% contraction companies and bodies who provide security and legal
in the fourth quarter of 2016. Using the widely accepted services to paying clients.
measure of ‘recession’ as two (or more) consecutive
quarters of negative growth (real GDP quarter-on- The safety and security sector is one of the labour-
quarter), this means that South Africa moved into a intensive sectors and the major contributors to
technical recession. employment in the country. In 2017 the safety and
security sector employed 758 748 people, thereby
The lack of structural transformation of the South constituting approximately 15% of the total workforce
African economy has constrained the development of in the country. Policing is the second largest sub-
new productive employment and the efficient utilization sector, and the largest of the state safety and security
of the labour force. The situation is accentuated by departments, employing just more than one quarter of
the high population growth rate, a reduction in public the sector’s employees (194 824).
sector jobs and a contraction of private sector jobs.
Defence employed 10% of the sector’s employees
South Africa’s unemployment woes are set to continue. (78 707), with Legal Services (51 786) and Corrections
The high rate of unemployment in South Africa still (41 476) employing 7% and 5% respectively. The
poses serious threats to the growth of the economy. Justice sector is the smallest sub-sector with a total
The unemployment rate has increased to 27.7 % in the employment of 23 741 people or 3% of total sector
second quarter of 2017 from 26.5 % in the previous employment. The total employment in the sector
SASSETA ANNUAL PERFORMANCE PLAN 2018/19 13is in excess of 720,000 plus employees. The highest which is again influenced significantly by the profile of
densities of enterprises are found in Gauteng, the Private Security subsector, where 79% of employees
KwaZulu-Natal and the Western Cape. Collectively, are male. Around two thirds of employees are male in
these provinces make up 78% of the workforce of the Policing (66%), Corrections (69%) and Defence (71%),
sector. About 86% of the sector is made up of small while females dominate the Justice (58%) and Legal
enterprises, 9.5% medium and 4.5% large enterprises. Services (63%) subsectors.
The government has identified 2015/20 MTSF cycle Overall 47% of the sector’s employees are youth under
Outcome 3: ‘All people in South Africa are and feel the age of 35, while only 5% are over the age of 55.
safe’. The implementation of the Cabinet-approved In terms of the demographic, 79% of employees are
JCPS Seven-point Implementation Plan, which African, 11% White, 8% Coloured and 2% Indian. The
followed the Criminal Justice System Review, is research suggests that factors such as globalisation
continuing. The Seven-point Implementation Plan and technological advancements are changing the
has been incorporated into the JCPS Cluster delivery patterns of crime, which impact on safety and security
agreement, and substantial progress has been made in in South Africa.
various areas, such as: improved coordination across
the criminal justice system, an improvement of court This compels the role players in the criminal justice
processes and the development of various protocols system and in the broader Safety and Security Sector
aimed at enhancing access to justice services. to re-define their focus to address the changing face of
crime and re-aligning their objectives to serve national
The South African government spent R158 692.8 imperatives. The need to professionalise the sector as
million on its defence, public order and safety function highlighted in the National Development Plan (NDP)
in the 2017/18 financial year. Budgets for the defence, is also influencing the way services are delivered,
public order and safety function are however under and the skills base required for the sector such as
pressure, with this evident in the declining proportion criminologists, detectives/investigators, forensic
of the total government budget that is allocated to this and specialised skills i.e. medical services, linguistics,
function, as well as in the declining annual increases. forensic services, investigation, cyber crime skills,
Over the 2015-2020 MTEF period, budgets cuts for management and leadership skills.
the Departments are expected to be over a billion rand
which will impact on the service delivery. The skills mismatches between tertiary education
and skills need of firms have three major effects on
The number of registered security officers increasing the South African economy: labour market effect,
by 8.2% from 451 565 to488 666, while the registered productivity effect, and development effect. The
security businesses increased by 6.1% from 8 195 to occupational makeup and mix in the sector shows the
8 692 in 2016, which is an average annual growth of importance of cross-economic- sectoral occupations,
8.9% over the period. Despite this, it is difficult to find including concentrations in the medical services
detailed and/or recent figures of the sub-sector’s professionals, information technology, engineers,
economic performance. chemists, psychologists and vocational counsellors,
social workers, finance and related professionals,
One source estimates that between 2010 to 2012 the logistical support and related professionals, language
South African private security industry was worth practitioners, interpreters, and other communication,
between R50 and R55 billion. In the safety and security automotive and technical related professionals.
sector, the overwhelming majority of employees (70%)
are Service and Sales Workers, with Clerks (9%) being Factors that drive change in the sector - the world
the next largest category, followed by Technicians and is changing rapidly and these changes are driven,
Associate Professionals (6%). In the sector as a whole among others, by internationalisation, regionalisation,
the categories of Professionals, and Legislators, Senior intense price competition, regulation policies, labour
Officials and Managers respectively constitute 5% and issues, unemployment, e-commerce, and economic
4% of total employment. This overall picture is highly turbulence. Some of these changes have altered the
influenced by the large Private Security sub-sector, in way in which business operates and the types of jobs
which 90% of employees are classified as Service and which are demanded. The following are the change
Sales Workers. drivers for the safety and security sector, namely:(i)
Population growth, (ii) Unemployment and poverty,
In respect of gender, the sector has a whole has 70% (iii) Growing crime rate, and (v) Changing nature of
male employees and 30% female employees, a picture crime (i.e. organised crime, drug trafficking, human
14 SASSETA ANNUAL PERFORMANCE PLAN 2018/19trafficking, cybercrime, maritime and environmental general security officer and police officers.
crimes, etc). From the skills shortage definition perspective,
the sector experiences the scarce skills in fields or
Key skills issues related to the safety and security disciplines such as medical services, psychology and
sectors - there are five key skills issues related to the therapy, nursing, pharmacists, biologists and chemistry,
safety and security sector: enhancing the capacity of forensic nurses, cybercrime security and investigations,
training institutions, restructuring and revamp of the forensic auditing and sciences, investigators services,
criminal justice system, professionalisation, technology, detectives, radio communications, logistics, language
and technical and specialised skills. It is therefore, practitioners (linguistics, translation, interpretation),
important and necessary to develop skilled workforce, maritime and aviation, National Key Point Management,
in order to respond rationally to needs and changes of engineering services related, OHS safety management
work they are required to perform. practitioners, and accident investigators, etc.
Cutting across all these areas, however, is the need Notwithstanding, massive the nature and extent
to ensure the transformation agenda is adequately of skills demand in the sector revolves around the
addressed. As part of the overall strategy to transform relative scarce skills and critical skills propelled by the
the administration of justice, state institutions are expansion of demand, non-sector specific as well as
adopting measures to enhance the professionalisation sector specific change drivers such as technology.
of the police, corrections, the judiciary, legal profession The safety and security sector is labour-intensive and
and the sheriffs’ sector. requires more and more technical and specialised skills
to deliver its multi-facet demands and mandate.
The safety and security are more important because
they are essential elements of a decent standard Expected changes in occupational structure in the
of living, as described by the National Planning sector suggest that there will be modest but significant
Commission. The challenges before the world are increases in most skills requirements, apart from
immense and complex. The challenges before the manual skills. A dynamic skill development process
security industry are equally immense and complex. linking industry needs with training processes is very
While many actors within the industry are face the essential for enriching supply of labour.
challenge to align their priorities to national and
social development interest, this has to be done in the Notwithstanding, the sector draws the skills from
context of competing interests, and limited resources. various education and training streams. These
education and training streams includes Basic
Looking forward we would continue to position our Education Schools (Public and Private schools),
strategic framework in the context of opportunities Universities and Universities of Technology, TVET
and risks in order to respond effectively and efficiently colleges, SETAs supported training programmes, and
to the identified skills priorities, and ensure continuous Private Training Providers.
service delivery improvements and economic utilisation
of resource to ensure the fulfilment of our mandate. Sector in-house training colleges/academies also
provide training; and are an important component
2.1.2 Occupational shortages and skills gaps in of supply as they provide industry training. Sector
the sector
in-house training academies are designed to deliver
The importance of skills across the whole occupational workplace-specific skills such as occupational direct
spectrum is increasing, and occupations which require education or programmes, apprenticeship training,
higher skill levels are growing faster than those which vocational education and training as well as career and
require lower skill levels. The need for sector-specific technical education.
technical skills is growing in tandem with the increasing
need for more transferable, generic skills (or upskilling, The scarce and critical skills have been identified
or re-skilling the workforce). There is a high turn-over through Annexure 2 (also known as WSPs/ARTs),
in the sector especially governments departments strategic one-on-one engagements held by the
and Private Security sector. This results to the need Administrator with key stakeholders within the sector
for constant training particular at an entry level, such
SASSETA ANNUAL PERFORMANCE PLAN 2018/19 15as well as focus group discussions and ongoing National Scarce Skills List: Top 100 Occupations in
sub-sector research. Qualitative and quantitative Demand (Gazette 37678, 23rd May 2014), was done.
methodologies were employed for data collection and The scarce and critical skills are set out below in
analysis for the sector skills plan: in-depth interviews, Table 1 and 2 respectively. Programme 3: Learning
documentary reviews, structured questionnaires, Programmes, will be addressing scarce, critical skills
content analytical approach and descriptive statistics. and PIVOTAL skills programmes identified in the sector.
Implementation of programmes will be sequenced
Data was gathered from various sources. In addition, according to priority and available resources.
cross-referencing with the SIPS scarce skills list, the
Table 1: Scare skills list
Occupation Occupation Specialisation/ Intervention Planned
Code [Scarce Skills] Alternative Title by the SETA
Safety, Health, Environment and Safety, Health, Environment National Certificate/
2015-121206
Quality (SHE&Q) Practitioner and Quality (SHE&Q) Manager Learnership (Bursary)
Diploma/Degree
2015-143904 Security Services Manager
(Bursary)
2015-221101 General Medical Practitioner Doctor/Physician Degree (Bursary)
2015-263401 Clinical Psychologist Clinical/Forensic Psychologist Degree (Bursary)
Forensic Pathologist/
2015-221207 Pathologist Degree (Bursary)
Forensic Scientist
Diploma/Degree
2015-214202 Civil Engineer
(Bursary)
Degree (Bursary)/
2015-261106 Advocate
Candidacy Programme
2015-242211 Internal Auditor Degree (Bursary)
2015-215101 Electrical Engineer Degree (Bursary)
2015-311301 Electrical Engineering Technician Degree (Bursary)
Aspirant Detective
2015-335501 Detective Forensic Detective/Investigator
Programme
2015-352101 Broadcast Transmitter Operator Skills Programme
Forensic Technician (Biology,
2015-311901 Degree (Bursary)
Toxicology)
2015-315305 Helicopter Pilot (Bursary)
2015-432301 Road Traffic Controller Law Enforcement Officer Learnership
16 SASSETA ANNUAL PERFORMANCE PLAN 2018/192015-542101 Naval Combat Operator (Bursary)
2015-541401 Aviation Security Trainer/Officer (Bursary)
2015-671208 Transportation Electrician Artisan
2015-652302 Fitter and Turner Artisan
2015-641201 Bricklayer Artisan
Electronic Security
2015-541401 Security Electronic Installations
Practices Learnership
2015-653101 Automotive Motor Mechanic Artisan
2015-241104 Forensic Audit Diploma/Degree (Bursary)
2015-311601 Chemical Engineering Degree (Bursary)
2015-671101 Electrician Artisan
2015-642302 Plasterer Artisan
2015-642601 Plumber Artisan
2015-641502 Carpenter Artisan
2015-132402 Logistics Manager Dispatch Logistics Manager Degree (Bursary)
2015-241103 Tax Professional Tax Practitioner Skills Programme
Court/Sign Language
2015-264301 Interpreter Skills Programme
Interpreter
Forensic/Health Care/
2015-263507 Social Worker Degree (Bursary)
Clinical Social Worker
Degree(Bursary)/
2015-261101 Attorney Prosecutor Candidate Attorney
programme
2015-211301 Chemist Degree (Bursary)
SASSETA ANNUAL PERFORMANCE PLAN 2018/19 17Table 2: Critical skills list
Critical Skills (or Skills Gap) Intervention Planned by the SETA
Legislation drafting skills Legislation Drafting Skills Programme
Adult Education and Training [AET] Adult Education and Training [AET] Skills Programme
Risk Management Related Skills Risk Management Related Skills Programme
Interpretation Law Skills Interpretation Law Skills Programme
First Aid Skills First Aid Skills Programme
Skills Programme in Investigations and Management
Cyber Crime /Cyber security Skills
of Cyber Related Crimes
Fire Arm Trainer Skills Fire Arm Trainer Skills Programme
Correctional Officer Corrections Science Learnership
Contact Centre Skills Contact Centre Skills Programme
Maritime Law Skills Maritime Law Skills Programme
Coaching skills Coaching Skills Programme
Mentoring skills Mentoring Skills Programme
Customary Law Skills Customary Law Skills Programme
Law Business Finance Skills Law Business Finance Skills Programme
Administration of Estate Skills Administration of Estate Skills Programme
Insolvency Skills Insolvency Skills Programme
Security Management Skills Security Management related Skills Programme
Control Room Operations Skills Control Room Operations related Skills Programme
Report Writing Skills Report Writing Skills Programme
Negotiation Skills Negotiation Skills Programme
Labour Relations Skills Labour Relations Skills Programme
Defensive Driving Skills Defensive Driving Skills Programme
Offensive Driving Skills Offensive Driving Skills Programme
Public Sector Manager
Educational Degree/Continuing Professional Development
(Various specific Occupations)
Artisan: (Bricklayer, Electrician,
Artisans Development ( Learnerships, apprenticeship)
Carpenter, & Plumber)
Foreign Languages Skills Foreign Languages Skills Programme
Case Management Skills Case Management Skills Programme
Correctional Science Corrections Science Learnership
Parole Board Skills Short-course (Qualification being Developed)
Police Oversight Skills Short-course
Evaluate Loads on Vehicles Skills Evaluate Loads on Vehicles Skills Programme
Sign Language Skills Sign Language Skills Programme
Financial Management Skills Financial Management Skills Programme
18 SASSETA ANNUAL PERFORMANCE PLAN 2018/192.1.3 PIVOTAL programmes for the sector Consideration identifying occupations in the PIVOTAL
list were the following: importance, relevance, critical,
PIVOTAL is an acronym for Professional, Vocational,
impact and essential. The indicated interventions are
Technical and Academic Learning programmes leading to
linked to the occupations in terms of the qualification
qualifications or part qualifications. PIVOTAL programmes
required for the incumbent to hold or qualify for that
addressed scarce and critical skills identified as priorities
position or occupation.
in the SSP. SASSETA has employed a hybrid method in
identifying occupations in the PIVOTAL list. The use
Put it differently, indicated interventions are informed
of multiple research methods enables triangulation of
by skill and training requirements of occupations. Table
findings and corroboration of research evidence.
3 below depicts the PIVOTAL list. It should be noted that
the identified occupations in the PIVOTAL list are not
Furthermore, a one-on-one session was held with
ranked in any priority particular order. The quantities
various sub-sectors key informants to identify scarce
supported or will be supported by the SETA will be
and critical skills and subsequently, the interventions.
informed by two prerequisite: (i) annual performance
These individuals were assumed to possess deep
target and (ii) budget availability.
knowledge, understandings and insights of skills
development in the sub-sectors (or Sector).
SASSETA ANNUAL PERFORMANCE PLAN 2018/19 19Table 3: PIVOTAL list
SETAs’ PIVOTAL SKILLS LIST 2018/19 (01 August 2017)
No OFO Code Occupation Specialisation Intervention planned NQF Quantity Quantity
by SETA Level Needed to be
Supported
by SETA
1 2015-541401 Security FETC: Electronic 4 1000 100
Electronic Security Installation
Installer Practice
2 2015-26110 Administrative Deceased Draft and interpret 7 150 150
Lawyer/Legal Estate wills and deceased
Manager estates
3 2015-26110 Attorney Commercial Apply the aspects of 7 35 35
contracts/ commercial litigation
litigations
4 2015-242401 ODETDP Training and National Certificate: 4 100 100
Development ODETDP
Practitioner
National Diploma: 5
ODETDP
5 2015-541401 Security General National Certificate: 3 2500 2500
SETA PIVOTAL LIST 2018/19
Officer Security General Security
Officer Practice
6 2015- 263205 Criminologist FETC: Criminology 4 10 10
7 2015-263507 Social Worker Forensic/ Forensic Examinations 5 15 15
Health Care/
Clinical Social Higher Cert in 6
Worker Forensic Examinations
7
Diploma: Criminal
Justice & Forensic 8
Auditing
Bachelor of
Technology: Forensic
Investigations
Bachelor of Art in
Forensic Science &
Technology
8 2015-222104 Nurse Professional 6 100 100
Nurse
(Primary 7
Health Care)
9 2015-26110 Attorney Apply accounting 5 50 50
skills in an attorney’s
books of account
10 2015-24110 Forensic Certificate cybercrime 6 200 200
Auditor/ investigation
Investigator
20 SASSETA ANNUAL PERFORMANCE PLAN 2018/192.2 Organisational environment The ability to put goals and objectives into action
2.2.1 Performance Overview effectively and efficiently as an organisation is directly
linked to alignment with the people, processes and
The administration period of the organisation was purposes of that organisation. Effective strategy
extended to 31March 2018 to allow the Administrator execution is a consequence of a well thought-out
to fully implement the planned initiatives for 2017/2018. process of strategy formulation and planning. Without
The powers and duties of the administrator are as spelt visionary and determined leadership, pragmatic
out in the contract and includes: implementation plans and robust monitoring and
evaluation systems, strategic planning becomes a
- Take over as the Accounting Authority; meaningless exercise.
- Establish necessary chambers (with approval of
Minister); In pursuing our visionary goal of ‘to be the leaders in
skills development for safety and security’, we also
- Review the conditions of employment of staff;
aim to drive SASSETA into principles of intellectual
- Review general governance of SASSETA; excellence, be committed to providing high-quality and
- Suspend, institute disciplinary procedures or replace competitive education, founded on academic standards.
(where necessary) any official; The culture of good governance, administration and
- Consult widely with relevant stakeholders in order concomitant protocols should permeate the institution,
to adopt a standard constitution for SASSETA; making decision-making smoother, easier and more
distributed.
- Ensure management of SASSETA funds; and
- Establish effective rules for the body.
This will be entrenched in the MTEF period by: (i)
continue to review business infrastructure and staff
Given that the SASSETA was placed under administration
performance to support excellence, (ii) institutionalising
for a period of twelve months from February 2015
a robust performance management system, and (iii)
to January 2016, sustained effort to improve the
continuing to monitor the organisational performance
functioning of the organisation together with its
against the strategic objectives, risk management and
management, processes, procedures and systems
high-level performance indicators.
was imperative. The move toward a better functioning
organisation was consolidated in the 2015/16 financial
We are mindful of the fact that the success of our
year and, with the extension of the administrative
skills development interventions and our financial
period to March 2018, continuous improvements will
sustainability is likely to come about as a consequence
be implemented until a point of optimal functioning is
of, among other things, resilient strategic partnerships
obtained by the end the administrative period and into
and collaboration with other social actors for shared
the future strategic planning period.
purposes. Partnerships enable a combination of the
distinctive aptitudes and resources of multiple actors
Within the context of the current global and domestic
to be brought to bear on common projects for shared
economic dynamics, the Safety and Security SETA
purposes.
remains committed to improve accountability, fiscal
discipline and stewardship of its resources. The focus
A considerable progress has been made over the last
is to ensure that all decisions when funding, enabling
two years of Administration to improve performance
and executing organizational strategy are grounded in
and balance sheet of the SETA. In giving effect to the
sound financial principles.
above, the administration team together with SASSETA
mangers will be working in close cooperation with
The pressing challenge of any skills development
DHET and National Treasury to resolve the challenges
system is to provide what industry needs vis-à-vis the
that placed the SASSETA under administration.
dynamic needs of the labour market. We would continue
with the improvements as we pursue the norms of
In addition, the performance environment of SASSETA
building institutional capacity on a continuous basis in
needs to be more enabling to facilitate the resolution
our quest to respond to the demands of the external
of problems of skills development. Within the security
management environment, mandate and massification
sector, the Sector Skills Plan will be strengthened skills
of skills development delivery.
programmes and learnerships will be aligned with
sector skills needs as well as national imperatives.
SASSETA ANNUAL PERFORMANCE PLAN 2018/19 213. SWOT ANALYSIS
THEMATIC FOCUS STRENGTHS WEAKNESSES OPPORTUNITIES THREATS
PROGRAMME 1: ADMINISTRATION
Finance and Accounting Lack of interface Utilisation Changes to the
Supply Chain policies and between related of a tool to SETA landscape
Management standard operating financial systems prepare and posing a serious
procedures in to reduce manual present financial going concern
place to ensure intervention and to statements which threat to SASSETA
the preparation enhance efficiency. are free from
of credible and misstatements
reliable set of Annual in the shortest
Financial Statements period of time
Adoption of an possible
inclusive budgeting
approach, informed
by departmental
needs
Human Resource Availability of Document Improve value Legislation
Management reviewed and Management: Non- chain through an limitations on
updated policies automated personnel integrated HR addressing
files/ personnel files systems remuneration
not available digitally discrepancies.
Information ICT Master Plan Poor Infrastructure Automation / Possible
Technology Developed Expired licenses digital approach centralisation of
for some of the ICT to improve ICT by Executive
programmes in use environmental Authority
Lack of integration on sustainability
some of the different
ICT platforms available
Governance and Enhanced Lack of adequate Utilisation of Weaknesses in
Risk oversight over human resource the National public governance
risk management capacity to optimally Treasury’s and poor
through the Audit meet the requirements activities/effort accountability
and Risk Committee of governance, risk and around capacity
compliance building initiatives
specifically
relating to risk
management in
the public sector
Marketing and Availability and Lack of skills capacity Increased Loss of market
Communication distribution within the Marketing visibility of sector income;
of SASSETA and Communications SASSETA across Private sector
information to Department all target markets working
the various target independently
market of SASSETA as
a training and
development
facilitator
22 SASSETA ANNUAL PERFORMANCE PLAN 2018/19THEMATIC FOCUS STRENGTHS WEAKNESSES OPPORTUNITIES THREATS
PROGRAMME 2: SKILLS PLANNING< MONITORING< EVALUATION, REPORTING AND RESEARCH
Planning Improved strategic The organisation is Conduct mid-year Conflicting
and skills planning still not working close review to assess requirements from
processes, resulting enough across its progress in line the DHET and
in alignment of departments. with set targets National Treasury
Sector Skills Plan to ensure that the which could result
(SSP), Strategic Plan APP deliverables in non-compliance
(SP) and Annual are fully aligned thereby comprising
Performance Plan with the SSP and the organisation`s
(APP) to better the SP. audit results.
support and advance
SASSETA mandate. Utilise the mid-
term review to
prepare for the
end of financial
year audit
process
Monitoring, MER function Inadequate human Increase Lack of intervention
Reporting and systems has been resource capacity intervention and and implementation
Evaluation established to effectively and implementation of the M&E findings
efficiently implement of the M&E compromises the
the M&E function findings to performance of the
ensure corrective organisations.
measures are
being taken to
improve the
performance of
the organisations.
Research Sector aligned Insufficient capacity in Innovatively and Inadequate
research agenda and the research units and aggressively response to the
strategy developed. the lack of research implement industry needs
intensity conducted in industry aligned due to dearth
the safety and security research agenda of research to
sector in South Africa. to support the information skills
SSP and strategic planning and
priority actions strategic priority
for the sector. actions for the
sector.
SASSETA ANNUAL PERFORMANCE PLAN 2018/19 23THEMATIC FOCUS STRENGTHS WEAKNESSES OPPORTUNITIES THREATS
PROGRAMME 3: LEARNING PROGRAMMES
Discretionary Improved advertising Lack of IT Exploration of Lack of
Grants to reach a wider Infrastructure to the co-funding documentation
scope within the support Learning with stakeholders provided by
sector in addressing Programs implementing learners and service
the scarce and Implementation their own providers leading to
critical skills. programs. delays in payments
and implementation.
To implement a
hybrid model in a Government
staggered way to departments
ensure a smooth not paying the
transition from levies as per the
private to public DPSA directive or
sector thereby complying with
contributing to the Discretionary
the scarce and Grants Policy and
critical skills gaps. Processes
PROGRAMME 4: QUALITY ASSURANCE (ETQA)
Education, Training, Qualification Lack of capacity to Automation Integrity of
Authority conduct ongoing to enhance Accreditation
monitoring of electronic records processes can
moderation assessment management be compromised
and providers. systems, as resulting in the
well as the withdrawal of
opportunity quality assurance,
for online delegated functions
submissions. by the QCTO.
24 SASSETA ANNUAL PERFORMANCE PLAN 2018/194. OVERVIEW OF 2018/19 BUDGET AND MTEF ESTIMATES
There was a significant decrease in the revenue estimate of 2017/18 financial year and beyond. This was due to
some of the government departments not committing 30% of the 1% of the payroll budget towards their levy
contribution as per the DPSA directive of 30 March 2013.
SASSETA BUDGET FOR THE Audited Outcomes (R’000) Estimated Medium - Term Expenditure
2017/18 FINANCIAL YEAR Expenditure Estimate
(R’000) (R’000)
2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21
REVENUE
Skills Development Levy - DHET 213 888 246 489 257 647 267 341 284 719 303 225 322 935
- Core Contributions
Skills Development Levy - DHET 8 086 8 051 8 796 9 696 10 327 10 998 11 713
- Interest/Penalties
Contributions from Government 77 241 102 078 108 044 107 189 114 157 121 577 129 479
Departments
Investment Income and Other 11 986 5 369 13 425 27 319 29 094 30 985 32 999
Income
TOTAL REVENUE 311 201 361 987 387 912 411 546 438 296 466 785 497 126
Total Revenue Available per 311 201 361 987 387 912 411 546 438 296 466 785 497 126
Category Income
· Administration on gross 53 299 76 010 126 384 123 389 131 409 139 951 149 048
income
· Mandatory grant on gross 24 144 54 800 63 687 66 835 71 180 75 806 80 734
income
· Discretionary grant on gross 233 758 231 177 197 841 221 321 235 707 251 028 267 345
income
EXPENDITURE
· Administration Expenditure 79 951 66 959 71 458 104 782 111 592 118 846 126 571
(incl. 0.5% for QCTO)
· Mandatory Grant Expenditure 37 872 48 274 46 621 55 106 58 688 62 503 66 565
· Discretionary Grant 286 780 50 088 126 780 251 658 268 016 285 437 303 990
Expenditure
· Prior Year Projects Expenditure 79 884 153 560 13 240 - - - -
TOTAL EXPENDITURE 484 487 318 881 258 099 411 546 438 296 466 785 497 126
NET SURPLUS / (DEFICIT) -173 286 43 106 129 813 - - -
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