PLAN 2018/2019
REGISTERED NAME:       Safety and Security Sector Education and Training Authority (SASSETA)



POSTAL ADDRESS:        PO Box 7612, Halfway House 1685


FAX NUMBER:            +27 11 2050046




TIME                                                   EFFICIENCY






                             SASSETA ANNUAL PERFORMANCE PLAN 2018/19   1
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
7.1    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

Box 1: Sic Codes, Subsectors and constituencies of the Safety and Security Sector   			   12

Table 1: Scare skills list											                                                      16
Table 2: Critical skills list										                                                    18
Table 3: PIVOTAL list											                                                          20
Annexure 1:Technical Indicator Definitions								                                        60

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   3
To be the leaders in skills development for safety and security.

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

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
                                           sector and leading the way.

                                           SASSETA decisive in making decisions that are firm and beyond
                                           doubt, leading to conclusiveness.

                                           SASSETA embraces difference, variety or multi-formity within skills
                                           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,

                         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
                                           individual. We know that our people are our most important resource.

                                           SASSETA strives to be honest in our operations and our conduct and
                                           execute our operations with integrity.

                                           SASSETA commits to treat all its stakeholders in an equal and
                                           equitable way.

4                 SASSETA ANNUAL PERFORMANCE PLAN 2018/19
SASSETA’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

 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                         5
Strategic 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

 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

 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

 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.

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
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                          7
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

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
                                                                        Perform any functions delegated by the
                                                                        QCTO, and
                                                                        Collect and distribute skills development

                                                                        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

                                                                        development levy and for matters connected

                                  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
                                                                        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 2018/19
1.4     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
                                                             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                         11
Box 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)

 91105                            The South African Secret Service (SASS)

 88110        Legal Services      Legal and paralegal services

 88111                            Legal Aid Services

 88920        Private Security    Private security, investigation, and polygraph services
              and Investigation

As 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

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                         13
is 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

trafficking, 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                           15
as 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/
                  Quality (SHE&Q) Practitioner         and Quality (SHE&Q) Manager       Learnership (Bursary)

 2015-143904      Security Services Manager

 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

 2015-214202      Civil Engineer

                                                                                         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

 2015-352101      Broadcast Transmitter Operator                                         Skills Programme

                  Forensic Technician (Biology,
 2015-311901                                                                             Degree (Bursary)

 2015-315305      Helicopter Pilot                                                       (Bursary)

 2015-432301      Road Traffic Controller              Law Enforcement Officer           Learnership

2015-542101   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

                                                    Forensic/Health Care/
2015-263507   Social Worker                                                      Degree (Bursary)
                                                    Clinical Social Worker

2015-261101   Attorney                              Prosecutor                   Candidate Attorney

2015-211301   Chemist                                                            Degree (Bursary)

                                                  SASSETA ANNUAL PERFORMANCE PLAN 2018/19                   17
Table 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

2.1.3    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                         19
Table 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
                                                                                                                               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

                            4    2015-242401   ODETDP           Training and      National Certificate:     4       100        100
                                                                Development       ODETDP
                                                                                  National Diploma:         5

                            5    2015-541401   Security         General           National Certificate:     3       2500       2500

                                               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
                                                                                  Diploma: Criminal
                                                                                  Justice & Forensic        8
                                                                                  Bachelor of
                                                                                  Technology: Forensic

                                                                                  Bachelor of Art in
                                                                                  Forensic Science &

                            8    2015-222104   Nurse            Professional                                6       100        100
                                                                (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

          20                         SASSETA ANNUAL PERFORMANCE PLAN 2018/19
2.2        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
-     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
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                         21


 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

 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
                                                                     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



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

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

                                           SASSETA ANNUAL PERFORMANCE PLAN 2018/19                           23


 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


 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.

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

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
Investment Income and Other      11 986    5 369     13 425    27 319      29 094     30 985     32 999

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
· Mandatory grant on gross       24 144    54 800    63 687    66 835      71 180     75 806     80 734
· Discretionary grant on gross   233 758 231 177     197 841   221 321     235 707    251 028    267 345

· 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
· 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   -          -          -

                                                   SASSETA ANNUAL PERFORMANCE PLAN 2018/19                  25
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