Strategic Plan UNEMPLOYMENT INSURANCE FUND - Strategic Plan 2018/19 2022/23 - Amazon AWS
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UNEMPLOYMENT INSURANCE FUND
Strategic Plan
__________________________________________________________
Strategic Plan 2018/19 - 2022/23
UNEMPLOYMENT INSURANCE FUND ANNUAL PERFORMANCE PLAN FOR THE FINANCIAL YEAR
2018/19
First published in 2018, by the Unemployment Insurance Fund (UIF)
Copyright © 2018
Directorate: Communication & Marketing
Pretoria, South Africa
ISBN: 978-0-621-46182-4
RP79-2018
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UNEMPLOYMENT INSURANCE FUND ANNUAL PERFORMANCE PLAN FOR THE FINANCIAL YEAR
2018/19
TABLE OF CONTENTS
Foreword by Minister 4.
Foreword by the Accounting Authority 5.
Commissioner’s Statement 6.
Official Sign-Off 8.
PART A: STRATEGIC OVERVIEW PART A: ST
1.Vision, Mission and Values 10.
1.1 Vision
1.2 Mission 11.
1.3 Values 12.
1.4 Vision, Mission strategic Objectives, Outputs, Key Performance
Indicators, Critical Success Factors & Values.
1.5 Organisational Environment 14.
1.6 Organisational Structure Description Per Programme 15.
16.
2. Legislative And Other Mandates
2.1 Constitutional Mandate 16.
2.2 Legislative Mandate
2.3 Policy Mandate 17.
2.4 Relevant Court Rulings 18.
2.5 Planned Policy Initiatives 19.
3. Situational Analysis
3.1 Performance Environment 20.
3.2 Description of the strategic planning process
4. Strategic Outcome Oriented Goals 22.
PART B: NEW STRATEGIC OBJECTIVES OF THE PART B: ST
FUND PER PROGRAMME. OF THE
5. Programme Strategic Objectives
5.1 Programme 1: Administration 23.
5.2 Programme 2: Business Operations 24.
5.3 Programme 3: Labour Activation Programme 25.
30.
6. Overview of the 2018/19 Budget and MTEF Estimates
6.1 Expenditure Estimates 26.
ANNEXURE A 28.PART B
Acronyms 32.
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UNEMPLOYMENT INSURANCE FUND ANNUAL PERFORMANCE PLAN FOR THE FINANCIAL YEAR
2018/19
FOREWORD BY MINISTER
• The creation of decent employment
through inclusive economic growth;
• Realising an efficient, effective and
development oriented public service
and an empowered and inclusive
citizenship; and
• An inclusive and responsive social
protection system.
The Four Strategic Outcomes’ Goals are to:
• Improve revenue collection from
employers;
• Improve benefit payment to
beneficiaries;
• Participate in government initiatives
of creating and sustaining decent
employment; and
• Ensure effective administration of
the UIF operations.
Strategic planning in the
Unemployment Insurance Fund (UIF) is This strategic plan is aligned to the National
currently guided by the Medium Term Development Plan (NDP) and resources will
Strategic Framework (MTSF) which be mobilised to realise the objectives of the
reflects the national key priorities of NDP that resonate with the mandate of the
Government. The plan contains the Fund’s Fund.
response to the strategic priorities that talk
to the Department of Labour’s remit for the We have set ourselves challenging
period 2018/19 to 2022/23. milestones through this strategic plan and we
The strategic objectives and outputs commit to the implementation of this plan
contained in this strategic plan are central to working very closely with all our social
the Fund’s activities and are aimed at partners.
contributing to service delivery outcomes
such as:
Signed:
______________________________________
MN OLIPHANT, MP
MINISTER OF LABOUR
(EXECUTIVE AUTHORITY OF THE DEPARTMENT OF LABOUR)
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UNEMPLOYMENT INSURANCE FUND ANNUAL PERFORMANCE PLAN FOR THE FINANCIAL YEAR
2018/19
FOREWORD BY THE ACCOUNTING AUTHORITY
to turn the situation around and take UIF
back to its glory days, and as the department
we are committed to provide support for him
to achieve this.
UIF has adopted a new vision that seeks to
reposition it as a caring, customer-centric
organisation, and we anticipate that the new
vision will drive the Fund to greatly improve
service delivery from the 2018/19 financial
year and beyond.
During the 2018/19 MTEF period, the Fund
will pursue the following six strategic objec-
tives:
• Ensure financial sustainability;
• Strengthen institutional capacity of
the Fund;
• Improve service delivery;
• Collaborate with stakeholders to
improve compliance with UIF Acts;
The UIF has in the last few years contributed • Provide easy to use services through
greatly to poverty alleviation by extending multiple access points; and
its coverage to vulnerable workers. It has • Enhance employability of UIF
managed to transform the organization by beneficiaries, enable entrepreunrship
improving the internal control environment. and preserve jobs.
This can be attributable to good work done
by the UIF Board, Management and Staff These strategic objectives are derived from
which saw the UIF receiving the ten the four strategic outcomes targeted which
consecutive unqualified audit reports from were informed by the following three of the
the Auditor General. However, the blight fourteen Government outcomes:
to the sterling previous performance of the
Fund is the disclaimer audit opinion for the • The creation of decent employment
2017/18 financial year for which we have through inclusive economic growth;
raised our concern. • Realising an efficient, effective and
development oriented public service
The Commissioner has made an undertaking and an empowered and inclusive
citizenship; and
• An inclusive and responsive social
protection system.
Signed:
______________________________________ The organisation is also keenly aware that in
order to achieve its strategic objectives it has
to collaborate with stakeholders such as the
TM. LAMATI
South African Revenue Services, other State
DIRECTOR GENERAL Owned Entities, National, Municipal and
Provincial governments, Employer
organisations, and Labour unions among
others. Collaboration with these
stakeholders will harness the Fund’s ability to
improve service delivery.
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UNEMPLOYMENT INSURANCE FUND ANNUAL PERFORMANCE PLAN FOR THE FINANCIAL YEAR
2018/19
COMMISSIONER’S STATEMENT
stakeholders. To address these challenges,
the Fund has developed the Service Delivery
Action Plan which outlines key interventions
such as reviewing of business processes,
upgrading of IT infrastructure, leveraging on
IT tools that promote greater self - service,
integration of ICT systems, review of the
labour centre model and increasing staff
capacity through training.
All mentioned interventions are at various
stages of implementation. For example we
have already started piloting the Queue
Management system in three provinces. The
positive feedback from our customers
indicates that we are on the right path; the
next step is to address some of the teething
problems that were identified during the
piloting and rolling out the system in all
labour centres.
We have made the commitment to be a
forward thinking organisation by tapping
into new technologies as means of delivering
excellent service using affordable multiple
channels. We have on our plan the
The Unemployment Insurance Fund (UIF), as
determination to explore installation of Wi-Fi
the only state institution mandated to
facilities at our Labour Centres. We believe
provide short - term insurance to
this initiative will inculcate a culture of self-
vulnerable workers plays a critical role in
service amongst our customers, which will
alleviating poverty in South Africa. In order
subsequently position us as an institution
to effectively deliver on this mandate, the
that not only is concerned with
Fund decided to review its mission, vision
quantifying the number of claims processed
and objectives to reposition the organisation
during a particular period, but also as the
as a customer-centric organisation. The new
one that provides support to our customers
vision places the customer at the centre of
through innovative technology.
every activity of the Fund. It proposes the
rendering of excellent service to our
Our commitment to improve service delivery
customers in a courteous and caring manner.
prompted us to also segregate and review
turn - around times for processing of each
Through the analysis of our service delivery
benefit. The turn-around time for the
value chain, we have been able to identify
unemployment benefit, which accounts for
gaps and bottlenecks that contribute to the
90% of claims has been reduced from 30
frustration and dissatisfaction of our
days to 20 days. The intention is to ensure
customers and
that our timeous intervention helps to reduce
the impact of poverty amongst our citizens
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UNEMPLOYMENT INSURANCE FUND ANNUAL PERFORMANCE PLAN FOR THE FINANCIAL YEAR
2018/19
The Fund has been working tirelessly The Fund remains committed to
towards the implementation of the maintaining the current sound financial
Unemployment Insurance Amendment position and constantly ensures that
Act of 2016. We have addressed all revenue collection constantly improves,
problems that have hampered us from and compliance is enforced.
implementing the Act and we anticipate
the promulgation of the implementation The two recent developments at PIC
date to be announced during the 208/19 where the CEO was accused of
financial year. We believe the mismanagement and sharp decline in the
implementation of the Act will drastically value of UIF equity at Steinhoff got the
improve the lives of our beneficiaries as UIF board and management very
they will be able to enjoy the benefits for concerned. In both instances UIF was
a longer period of time at no extra cost. swift to call the CEO to apprise the Board
and management on these issues, and in
According to the latest figures from both instances the Board and
StatsSA unemployment stood at 27,7%, management were quite satisfied. The
which has a corresponding increase in CEO undertook to update the Board on
the number of unemployment claims new developments.
lodged with the Fund. Our effort to fight
the scourge of unemployment has not UIF will continue to maintain sound
been limited to only paying close to R 40 relations with all strategic stakeholders
million worth of claims per day, but we such DoL, PIC, Nedlac, other SOEs, and
have also responded by funding poverty Banks among others. These stakeholders
alleviation schemes administered under play a pivotal role in assisting the Fund
the Labour Activation Programmes (LAP) to achieve its objectives and executing its
business unit. mandate.
In an effort to elevate the role played by We are thankful for the tireless support
LAP in poverty alleviation, we have of the Minister, Deputy Minister and
reviewed its objectives to sharpen its the Director General of the Department
focus and increased the targets to achieve of Labour, and we look forward to their
greater impact. The UIF Board has also continued support as we implement the
established a LAP Sub-Committee to 2018/19 - 2022/23 strategic plan.
oversee LAP functions and address any
bottlenecks to achieve greater efficiency.
______________________________________
T. MARUPING
UNEMPLOYMENT INSURANCE COMMISSIONER
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UNEMPLOYMENT INSURANCE FUND ANNUAL PERFORMANCE PLAN FOR THE FINANCIAL YEAR
2018/19OFFICIAL SIGN-OFF
It is hereby certified that this Annual Performance Plan:
• Was developed by the management of the Unemployment Insurance Fund
under the guidance of the Minister of Labour, MN Oliphant and Deputy
Minister SP Holomisa;
• Was prepared in line with the National Development Plan; and
• Accurately reflects the strategic outcomes oriented goals and objectives which
the Unemployment Insurance Fund will endeavour to achieve over the period
2018/19 - 2022/23.
H. MHLONGO
CHIEF DIRECTOR: CORPORATE SERVICES
SIGNATURE:__________________________
NB. MNCONYWA
CHIEF DIRECTOR: LABOUR ACTIVATION PROGRAMME
SIGNATURE:__________________________
F. PUZI
CHIEF FINANCIAL OFFICER
SIGNATURE:__________________________
J. KUMBI
CHIEF DIRECTOR: OPERATIONS
SIGNATURE:__________________________
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UNEMPLOYMENT INSURANCE FUND ANNUAL PERFORMANCE PLAN FOR THE FINANCIAL YEAR
2018/19X. MONAKALI
CHIEF INFORMATION OFFICER
SIGNATURE:__________________________
T. MARUPING
UNEMPLOYEMENT INSURANCE COMMISSIONER
SIGNATURE:__________________________
T. LAMATI
DIRECTOR-GENERAL: LABOUR
SIGNATURE:__________________________
S.P. HOLOMISA, MP
DEPUTY MINISTER: LABOUR
SIGNATURE:__________________________
APPROVED BY:
M. OLIPHANT
MINISTER OF LABOUR
SIGNATURE:__________________________
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UNEMPLOYMENT INSURANCE FUND ANNUAL PERFORMANCE PLAN FOR THE FINANCIAL YEAR
2018/19PART A: STRATEGIC OVERVIEW
The UIF’s strategic plan is derived from the Minister of Labour’s service delivery agreement
and policy directives from the Department of Labour. The strategic plan sets out the broad
strategic goals and objectives that the UIF pursues over the medium term. The UIF is on
a continuous journey to meet the needs of its clients, align its work with international best
practice and understands that the pursuit and search for relevance remains its critical
responsibility.
Our strategy is the key business driver for all areas in the organisation and aims to align all
activities and people to a common purpose. This Strategic Plan document includes the key
aspects of the Fund’s strategy for the period 2018/19 to 2022/23 and it is informed by the
strengths, weaknesses, threats and opportunities identified. A series of fundamental
statements relating to the UIF’s vision, mission, values and objectives guides the Fund’s
proposed strategic initiatives and action plans. This strategic plan is also informed by the
National Development Plan as well as the Medium Term Strategic Framework.
It is a fact that a high percentage of the South African workforce is not covered by UIF. This
poses a challenge which needs a comprehensive strategy which will ensure that all qualifying
workers are protected as legislated by the Act. This Strategic Plan provides a clear strategic
direction for the UIF to address this challenge as well as ensuring overall improvement in
service delivery.
The services of the UIF are carried out through the Department at 126 Labour Centres
spread throughout the nine provinces. The service delivery model of the Department is a
decentralisation and integrated model which requires undivided attention; as such the UIF
will focus in this area to improve service delivery.
The Unemployment Insurance Board oversees the processes of planning and budget
preparations, and recommends to both the Minister (Executive Authority) and the
Director-General Labour (Accounting Authority) the approval of the Fund’s Medium Term
Expenditure Framework. The Board will continue to ensure that the Fund’s mandate is taken
to the next level of improved service delivery.
1. VISION, MISSION AND VALUES
Based on the strategic context, the proposed strategic direction, the Board considerations,
and the various discussions and inputs from stakeholders, the UIF proposes some changes
to its vision and mission to make them more relevant.
1.1 VISION
CURRENT VISION NEW VISION
The UIF strives to contribute to the A caring, accessible and customer
alleviation of poverty in SA by centric UIF that contributes towards
providing effective short term poverty alleviation.
unemployment insurance to all
workers who qualify for unemployment
and related benefits
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UNEMPLOYMENT INSURANCE FUND ANNUAL PERFORMANCE PLAN FOR THE FINANCIAL YEAR
2018/19The new vision can be further elaborated as follows:
• CARING: After interacting with the UIF, customers should feel that their needs are
being addressed, and that the UIF empathises and solves the customers queries or
problems;
• ACCESSIBLE: The customer should be able to access the UIF through a variety of
channels and locations. Increasing customer convenience should be at the centre of
any planned ease of access measures; and
• CUSTOMER-CENTRIC: The customer should be placed at the centre of the UIF’s
processes and procedures. Business activities and relief processes should support the
idea of being customer centric.
1.2 MISSION
CURRENT MISSION NEW MISSION
The central purpose of the UIF is Through multiple channels, we will
defined as: deliver both financial and social relief,
to the right person, at the right time,
• Rendering an effective accessible every time.
service to all stakeholders;
• Being a sustainable organisation
with sufficient reserves; and
• Administering the UIF profes-
sionally.
The new mission can be further elaborated as follows:
• MULTIPLE CHANNELS: Clients should be able to access the UIF and its services
through various channels and across different physical locations. All this is aimed at
increasing the UIF’s accessibility to its customers
• FINANCIAL RELIEF: Monetary claims paid out to contributors;
• SOCIAL RELIEF: Non-financial aspect of unemployment relief such as that provided
under the Labour Activation Programme, e.g. training;
• RIGHT PERSON: The claim should be paid directly to the contributor.
• RIGHT TIME: The claim should be paid out at the time when the contributor requires
it.
• EVERY TIME: complete applications should receive the correct form of relief every
time.
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UNEMPLOYMENT INSURANCE FUND ANNUAL PERFORMANCE PLAN FOR THE FINANCIAL YEAR
2018/191.3. VALUES
The UIF subscribes to the following values;
TRANSPARENCY MUTUAL RESPECT CLIENT-CENTRED SERVICE
We will be open to all stakeholders We will respect our colleagues and We will achieve a total customer
without reservations on dealings stakeholders and treat them as we satisfaction by providing excellent
within the fund. want to be treated. and world class services to our
stakeholders.
INTEGRITY ACCOUNTABILITY TEAMWORK
We will communicate openly, We will own up to our We will involve each other, work
honestly and build relationships responsibilities in relation to our together across the organisation,
based on trust. behaviour, actions and results seek ideas and share solutions.
CARING FOR OUR PEOPLE
We treat employees with care, dignity and respect. We grow our people for performance excellence.
1.4 VISION, MISSION, STRATEGIC OBJECTIVES, OUTPUTS, KEY
PERFORMANCE INDICATORS, CRITICAL SUCCESS FACTORS &
VALUES.
INFORMATION AND
VISION
COMMUNICATION
MISSION
FINANCIAL REPORTING
A caring, accessible and customer Through multiple channels,
Compilation and we will of the
submission
TECHNOLOGY. Annual Financial Statement and
centric UIF that contributes
Manage the Fund’s towards deliver both financial and
Auditor social
General relief,
as well as
projects; and
poverty alleviation to the right person, at theofright
publication AFS intime,
the annual
Develop and implement ICT report. Management of financial
governance model
every time.
reporting; and Provision of financial
systems support.
VALUES INCOME MANAGEMENT
Management of revenue and debt
Transparency, Mutual respect, Client-centered services, Integrity, Accountability,
collection processes; and
Team work, Caring for our people Management of payroll audits and
enforcement.
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UNEMPLOYMENT INSURANCE FUND ANNUAL PERFORMANCE PLAN FOR THE FINANCIAL YEAR
2018/19STRATEGIC OBJECTIVES
Ensure Strengthen Improve Collaborate Provide easy Enhance
financial institutional service with stakeholders to use services employability of
sustainability capacity of the delivery to improve through multiple UIF
Fund. compliance with access points beneficiaries,
UIF Acts enable
entrepreneurship
and preserve jobs
OUTPUTS
Sound Maintain Staff Improve client Improved Improved Enhanced
financial establishment service compliance Technology employability,
management preserve jobs.
Ease of doing
Social business
responsible
investment
CRITICAL SUCCESS FACTORS
80% of Social Vacancy rate 90% of 65 000 new Free WI-FI 450 000
Responsible reduced to benefits claims registered in 126 sites beneficiaries
investment ≤ 10% processed within employers provided with
15% working days SAP release learning and/or
100% 250 000 new 1 implemented work place
of invoices 95% of new employees experience
paid within 30 companies registered with
calendar days issued with the Fund 90% of
after receipt by registration Training Lay-Off
the UIF document within Scheme
2 working days approved within
20 working days
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UNEMPLOYMENT INSURANCE FUND ANNUAL PERFORMANCE PLAN FOR THE FINANCIAL YEAR
2018/191.5 CURRENT ORGANISATIONAL STRUCTURE
UNEMPLOYMENT INSURANCE COMMISSIONER
CHIEF CHIEF
DIRECTORATE: CHIEF DIRECTORATE: CHIEF
DIRECTORATE: DIRECTORATE:
RISK DIRECTORATE: LABOUR FINANCIAL
INTERNAL AUDIT CORPORATE
MANAGEMENT OPERATIONS ACTIVATION OFFICER
SERVICES
PROGRAMME
Directorate:
Directorate: Human Directorate: Directorate: Labour
Investment
Resource Operations Activation
Management and
Management Programme
Actuarial Services
Directorate: Directorate: Labour Directorate: Budget
Communications and Directorate:
Activation Expanditure and
Marketing Compliance
Programme Bank Reconciliation
Directorate: Directorate: Labour
Directorate: Directorate: Supply
Organisational Activation
Provincial Support Chain Management
Development Programme
Directorate: Legal
Directorate: Income
Services
Directorate:
Policy Development,
Strategic Planning, Directorate: Financial
Monitoring & Reporting
Evaluation
Directorate:
Information and
Communication
Technology
Directorate:
Board Services
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UNEMPLOYMENT INSURANCE FUND ANNUAL PERFORMANCE PLAN FOR THE FINANCIAL YEAR
2018/191.6 ORGANISATIONAL STRUCTURE DESCRIPTION PER
PROGRAMME.
A. PROGRAMME 1: ADMINISTRATION
Programme purpose: To provide management, strategic and
administrative support to the fund
OFFICE OF THE CORPORATE SERVICES CHIEF FINANCIAL
COMMISSIONER To provide support and an enabling environment for the Fund to
meet its strategic objectives through placing the right people at
OFFICER
Provide strategic Provide financial governance on
the right time.
leadership and overall financial management and
management ragarding accounting services of the Fund.
the administration and
overall operations of the
HUMAN RESOURCE
BOARD SERVICES
Fund MANAGEMENT •Enhance good governance of
•Training and development of INVESTMENT
the organisation;
staff;
•Board support and
MANAGEMENT
•Maintaining sound labour Provide financial governance on
INTERNAL relations; administration; financial management and
AUDIT •Promoting equality in the •Compliance management & accounting services of the Fund.
Independently Fund; Governance;
focus on reviewing the •Performance management; •Security management services.
internal controls of the •Recruitment and selection; & Policy management
•Provision of service condition
FINANCIAL REPORTING
Fund; •Compilation and submission of the
reviewing risk and benefits.
Annual Financial Statement and
management, •Protection of vulnerable
Auditor General as well as
governance processes workers.
LEGAL SERVICES publication of AFS in the annual
and programs of the •Provision of legal services report.
Fund ORGANISATIONAL •Management of financial reporting;
and
EFFECTIVENESS •Provision of financial systems
•Job design and evaluation;
support.
•Change management; and
RISK •Business process
development and mapping
MANAGEMENT EXPENDITURE, BUDGET,
Enterprise wide risk
management; and fraud COMMUNICATION & AND BANK
investigations MARKETING RECONCILIATIONS
•Provision of communication •Creditor and expenditure
services; management.
•Provision of marketing •Claims payments;
services; and •Reconciliation of bank accounts; &
•Advertising, branding and •Intergated budget planning and
publications. management.
INFORMATION &
COMMUNICATION INCOME SUPPLY CHAIN
TECHNOLOGY MANAGEMENT AND
•Manage the Funds projects;
MANAGEMENT
•Management of revenue & debt AUXILIARY SERVICES
and Develop and implement
collection process & management •Enhance supply chain
ICT governance model. management processes and
of payroll audits & enforcement.
systems to be in line with the
regulatory framework and
governance best practices.
•Provision of intergrated financial
administration and supply chain
management services
•Records management; &
•Assets facilities management.
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UNEMPLOYMENT INSURANCE FUND ANNUAL PERFORMANCE PLAN FOR THE FINANCIAL YEAR
2018/19PROGRAMME 2: BUSINESS OPERATIONS
Programme purpose: To collect contributions and pay benefits.
The programme consists of the below sub-programmes:
Chief Directorate: Operations
• Management and administration of benefits payments;
• Management and administration of declaration processes;
• Monitoring of provincial office performance;
• Provision of Call Centre services; and
• Registration of employers.
PROGRAMME 3: LABOUR ACTIVATION
PROGRAMME
Programme purpose: Provide strategic leadership and guidance on
the implementation of the Labour Activation Programmes.
Chief Directorate: Labour Activation Programme
• Develop strategies and policies to guide the monitoring of Labour Activation
Programmes.
• Maintain partnership and network with relevant stakeholders involved in
Labour Activation Programmes.
• Provide funding to the institutions identified with the responsibility of
executing Labour Activation Programmes.
2. LEGISLATIVE AND MANDATES
The UIF is a Schedule 3 A public entity in terms of the Public Finance Management
Act (PMFA), 1 of 1999.
2.1 CONSTITUTIONAL MANDATE
The supreme mandate of the UIF is derived from section 27 (1) (c) of the
Constitution of the Republic of South Africa. The UIF provides social security to its
contributors in line with section 27 (1) (c) which states that “everyone has the right to
social security”.
2.2 LEGISLATIVE MANDATE
The mandate of UIF is stated in the Unemployment Insurance Act (Act 63 of 2001)
as amended. The UIF was established in terms of section 4(1) of the UIA. The Act
empowers the UIF to register all employers and employees in South Africa and pay
those who qualify for unemployment insurance benefits.
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UNEMPLOYMENT INSURANCE FUND ANNUAL PERFORMANCE PLAN FOR THE FINANCIAL YEAR
2018/19The Unemployment Contributions Act (Act 4 of 2002) empowers the SARS
Commissioner and the UI Commissioner to collect monthly contributions from both
employers and employees. Section 9 of the UCA empowers the UI Commissioner
to collect contributions from all those employers who are not required to register as
employers in terms of the fourth schedule of the Income Tax Act (Act 58 of 1962)
and who are not liable for the payment of the skills development levy in terms of the
Skill Development Act (Act 9 of 1999). These contributions are used to pay benefits
and other expenditure reasonably incurred relating to the application of the Act.
2.3 POLICY MANDATE
The UIF is expected to make a contribution to the following service delivery
outcomes:
• Creation of decent employment through inclusive economic growth;
• An efficient, effective and development-oriented public service and an
empowered and inclusive citizenship; and
• An inclusive and responsive social security system.
Overall, the UIF is expected to provide adequate social safety nets to protect
vulnerable workers.
The Fund administers the following legislations:
• Unemployment Insurance Act, 30 of 2001, as amended (UIA).
Purpose: the Act empowers the UIF to register all employers and employees in
in South Africa for unemployment insurance benefits.
• Unemployment Insurance Contributions Act, 4 of 2002.
Purpose: to provide for the imposition and collection of contributions for the
benefit of the Unemployment Insurance Fund; and to provide for matters
connected therewith.
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UNEMPLOYMENT INSURANCE FUND ANNUAL PERFORMANCE PLAN FOR THE FINANCIAL YEAR
2018/192.4 RELEVANT COURT RULINGS
AMOUNT NATURE ATTORNEYS
PARTIES STATUS
CLAIMED OF CLAIM PARTICULARS
1. Payment of State Attorney.
S Khepelele Still to be unemployment Mr V. Siphondo
Still pending
Vs determined benefits of ex-mine VSpondo@justice.gov.za
Minister of Labour worker. Tel : (021) 441-9200
2.
State Attorney
H. Saqqid
Ms. T. Naidoo
Vs Still to be Unemployment
Still pending ThNaidoo@justice.gov.za
Minister of Labour determined benefits Tel: (011) 330 7600 (EXT
and another 7727)
3.
H. Phili State Attorney
vs Ms M. Pillai
Benefits still to be
The Minister of Maternity benefits Still pending mpillai@justice.gov.za
determined
the Department of Tel: (031) 365 2554
Labour
4.
State Attorney
B.P Mzamo Costs still to be Cancellation of the Ms Dlanjwa
vs Still pending
determined Mortgage Bond TDlanjwa@justice.gov.za
UIF and another Tel: (043) 706 5100 / 19
1st claim: Payment for
5. State Attorney
R 3 440 766.00 services rendered UIF paid MICT
MICT SETA Mr. S. Zulu
in terms of the SETA. The matter SZulu@justice.gov.za
vs
2ndclaim: Funding was finalised. Tel: (012) 309 1528
UIF and another
R 11 411 847.77 agreement.
6.
B. E. Ndlovu State Attorney
vs Benefits still to be Death/dependent’s Mr. T. Skosana
The Minister of Still pending TSkosana@justice.gov.za
determined benefits
the Department of Tel: (031) 365 2546
Labour
7.
V. Tengo State Attorney
vs Still to be Payment of the Matter is still Ms. L. Hart
The Minister of determined illness benefits pending LHart@justice.gov.za
the of Labour and Tel: (041) 585 7921
another
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UNEMPLOYMENT INSURANCE FUND ANNUAL PERFORMANCE PLAN FOR THE FINANCIAL YEAR
2018/192.5 PLANNED POLICY INITIATIVES
The amendments to the Unemployment Insurance Act No. 63 of 2001 relate to
improvements of benefits and administrative changes regarding the submission of
information by employers to the organisation. The UI amendment Act of 2017 was
accented to by the President in January 2017.
3. SITUATIONAL ANALYSIS
Due to the economic crisis South Africa is experiencing a rise in unemployment. This
is shown by the high number of claims approved by the UIF that have been always
above seven hundred thousand in the past five years. The new administration
introduced the National Development Plan (NDP) so that it can deal with rising
unemployment.
The NDP proposes that social security reforms should be undertaken to ensure,
among others, the following:
• Expanding public employment to provide work for the unemployed, particularly
youth and women;
• Closing the retirement savings and risk benefit gap through reforms, including
mandatory contributions, with consideration given to government subsidising
these contributions for low income or periodic workers; and
• Integrating databases in the social security environment to enable communities
to conduct social audits of government services, leading to better and more
effective targeting of government’s social and employment programmes.
In this regard, the UIF has established a Labour Activation Programme (LAP) as one
of the active labour market interventions. The LAP seeks to engage and promote
activities that preserve and create jobs, and focuses on:
• Enhancing the employability of UIF beneficiaries;
• Re-introducing working-age UIF beneficiaries into work;
• Supporting job preservation;
• Accessible LAP services; and
• Enabling entrepreneurial environment.
19
UNEMPLOYMENT INSURANCE FUND ANNUAL PERFORMANCE PLAN FOR THE FINANCIAL YEAR
2018/193.1 PERFORMANCE ENVIRONMENT
The services of the UIF are carried out through the 126 labour centres of the
Department of Labour spread across the nine provinces. The service delivery model
of the department is decentralised and integrated and requires specific attention. As
such, the Fund will continue to focus on this area to improve service delivery as in the
past financial year 2017/18.
Efficiency improved with 89% of claims finalized within five weeks. In order to
improve the turnaround times for the claims, the UIF has successfully piloted web
based claims system which enables claimants to lodge their claims through the
internet. More than twenty thousand (20 000) beneficiaries were able to claim from
the comfort of their homes. Revenue collection also increased by 6.6% as compared
to the previous year. Enforcing compliance to the Unemployment Insurance Acts has
always been one of the challenges; however the online u-filling system has increased
the number of employers declaring their employees. More than seventeen thousand
employers were registered on u-filling.
There are challenges in the Taxi industry with regard to how the industry operates.
This results in employers being reluctant to register for UIF purposes. This deprives
their employees of the benefits available from the UIF. In addition to sending the
Inspectors to the industry to enforce compliance, we are in discussions with the
department of transport in order for us to access their database of registered taxis.
Enforcing compliance will be easy as soon as we get details of the owners and their
business addresses.
3.2 DESCRIPTION OF THE STRATEGIC PLANNING PROCESS
Description of the Strategic Planning Process
1st Performance Strategic Planning
Mid Term Review
Review in Session
(2nd Draft SP & APP)
June/July (1 Draft SP & APP)
st
In October/November
In August
Tabling of SP & APP Approved Strategy & Directorate Planning
In February APP in January Sessions
20
UNEMPLOYMENT INSURANCE FUND ANNUAL PERFORMANCE PLAN FOR THE FINANCIAL YEAR
2018/19The first step, the UIF undertakes an annual evaluation of the previous financial year,
and considers proposals on key priorities and budget requirements for the coming
MTEF cycle. The key priorities and strategic objectives are informed by the MTSF
and service delivery outcomes specific to the Fund. This process is the basis for the
Fund to submit the first draft Annual Performance Plan to National Treasury at the
end of August each year.
The second step is a strategic planning consultation process that takes places from
August to the end of November each year. The focus of the consultation process
is to take stock of the previous years’ financial and non-financial performance and
chart the way forward for the MTEF period in terms of the strategic objectives, key
deliverables and budget.
The third step is a Mid-Term Review and Planning workshop which takes place at
the end of the second quarter of every year. Whilst the focus of this session is a
mid-term review of progress with regards to the current performance of the
Department, it equally ensures that the agreed priorities of the annual evaluation are
developed into a concrete programme of action (Annual Performance Plan) taking
into account the possible MTEF allocations for the following year. This will allow the
Department to submit the second draft Annual Performance Plan to National
Treasury at the end of November.
The fourth step entails the strategic planning sessions of the branches to finalize on
agreed priorities of the annual evaluation and mid-term review and formulate the
annual work plans of the branches taking into account the possible MTEF allocations
for the following year.
The fifth step is the finalisation and approval of the Strategic Plan and Annual
Performance Plan in line with the allocated funds. This will lead to agreed targets
and resource allocations between the DG and branch heads with the COO/Chief
Directors: Provincial Operations by the end of January. The APP will inform the DG’s
performance agreement (Integrated Work Plan), and is cascaded down to branches
and provincial operations’ work plans and performance agreements.
The sixth step and final step in a given planning cycle is the approval of the Strategic
Plan and the Annual Performance Plan and for tabling to Parliament by the Minister
by March every year.
21
UNEMPLOYMENT INSURANCE FUND ANNUAL PERFORMANCE PLAN FOR THE FINANCIAL YEAR
2018/194. STRATEGIC OBJECTIVES AND OUTCOME ORIENTED GOALS
The fund also needs to contribute mainly to the following strategic objectives,
outcomes and goals of the Department of Labour:
STRATEGIC OBJECTIVE OUTCOME GOAL STATEMENT
Strategic Objective 1 Decent employment through • Promote Occupational
• Ensure Financial Sustainability. inclusive and health services;
economic growth. • Contribute to decent
employment creation;
• Protect vulnerable
workers;
• Strengthen occupational
safety protection;
• Promote sound labour
relations;
• Monitor the impact of
legislation and
• Development of the
occupational Health and
Safety policies
Strategic Objective 2 (DOL strategic • Maintain vacancy rate at
• Strengthen the institutional capacity of objective 8, Outcome 12). 10%
the Fund.
Strategic Objective 3 Create a better South Africa, • Contribute in the various
• Improve service delivery. a better Africa and a better schemes designed to
World alleviate the harmful
effects
of unemployment which
includes investing
mandated funds in the
Social Responsible
Investments
Strategic Objective 4 An efficient, effective and • Strengthening the
• Collaborate with stakeholders to improve development institutional capacity of
compliance with UIF Acts. oriented public service. the Department
Strategic Objective 5 Transforming society and unit- • Promote equity in the
• Provide easy to use services ing the country labour market
through multiple access points
Strategic Objective 6 Decent employment through • To increase the Fund’s
• Enhance employability of UIF inclusive economic growth. participation in the schemes
beneficiaries and preserve jobs, enable aimed at training of
entrepreneurship and preserve jobs. unemployed UI contributors,
preserve jobs and creating
the enabling environment
that enhance the
entrepreneurship.
22
UNEMPLOYMENT INSURANCE FUND ANNUAL PERFORMANCE PLAN FOR THE FINANCIAL YEAR
2018/19PART B: NEW STRATEGIC OBJECTIVES OF THE FUND PER PROGRAMME.
5. PROGRAMME STRATEGIC OBJECTIVES
5.1 PROGRAMME 1: ADMINISTRATION.
Programme purpose: To provide management, strategic and administrative support to
the fund.
STRATEGIC OBJECTIVE 1 ENSURE FINANCIAL SUSTAINABILITY
Objective Statement To establish, improve and maintain effective, efficient and transparent
systems of financial management.
Baseline The Fund achieved 11.1% for administrative expenditure and 85% of total
mandated Social Responsible Investment.
Justification Ensure financial management function provides services to its
stakeholders to enable them to achieve their mandates.
Links National Treasury Regulations and the Public Finance
Management Act of 1999.
STRATEGIC OBJECTIVE 2 STRENGTHEN INSTITUTIONAL CAPACITY OF THE
FUND
Objective Statement To reduce the vacancy rate of the Fund.
Baseline The Fund had 582 posts of which 77.1% were filled and 22.9% were
vacant as at 31 March 2017.
Justification Provide necessary support to the UIF strategic functions.
Links Public Service Act and Public Service Regulations
RISK REGISTER FOR PROGRAMME 1
STRATEGIC RISK REGISTER
RISK RISK TITLE RESIDUAL PLANNED RESPONSE ACTION
NO. RANKING (MITIGATING FACTORS)
1. Inadequate skills and capacity Medium • Full implementation of the approved
organisational structure; and
• Training and development of officials.
2. Fraud and Corruption High • Improve internal controls around the
UI19 and verification process;
• Profile/vetting of officials processing UI
claim; and
• Improve the implementation of the Fraud
detection and prevention strategies.
3. Inadequate Stakeholder Medium • Development and implementation of a
engagement (internal and communication strategy; and
external) • Strengthen the working relations with IES
during communication campaigns.
4. Under spending Medium • Alignment of the budget to strategic
objectives; and
• Monthly monitoring of budget utilisation.
5. Volatile economic environ- Medium • Continuous monitoring of investment
ment investments performance and market trends; and
• Investment strategy and mandate to be
reviewed yearly.
23
UNEMPLOYMENT INSURANCE FUND ANNUAL PERFORMANCE PLAN FOR THE FINANCIAL YEAR
2018/195.2 PROGRAMME 2: BUSINESS OPERATIONS.
Programme purpose: To collect contributions and pay benefits.
STRATEGIC OBJECTIVE 3 IMPROVE SERVICE DELIVERY
Objective Statement Improve service delivery to beneficiaries and employers by introducing
technology to ease the burden of compliance and increase revenue
collections; increase processing centers and improve the claim
turnaround times.
Baseline 89% of valid claims with complete information approved/rejected within
5 weeks.
Justification Ensure efficient and effective UIF services.
Links Government Outcome 4: Decent employment through inclusive eco-
nomic growth. DoL Strategic Objective (KRA 3): Protecting vulnerable
workers, (KRA 5): Strengthening social protection.
STRATEGIC OBJECTIVE 4 COLLABORATE WITH STAKEHOLDERS TO
IMPROVE COMPLIANCE WITH UIF ACTS
Objective Statement To increase the number of employers who are declaring their employees
and paying correct contributions.
Baseline A total of 58 531 newly registered employers were recorded at the end of
March 2017.
Justification Lack of employer/employee information on the database delays the
processing of claims and increases the risk of fraud.
Links Government Outcome 4: Decent employment through inclusive eco-
nomic growth. DoL Strategic Objective (KRA 3): Protecting vulnerable
workers, (KRA 5): Strengthening social protection.
STRATEGIC OBJECTIVE 5 PROVIDE EASY TO USE SERVICES THROUGH
MULTIPLE ACCESS POINTS
Objective Statement To increase the ICT infrastructure in all Labour centres to have automat-
ed compliance system and U-filing modernization
Baseline New
Justification The delays in the processing of claims and payments which increases the
risk of fraud.
Links Government Outcome 4: Decent employment through inclusive
economic growth. DoL Strategic Objective (KRA 3): Protecting
vulnerable workers, (KRA 5): Strengthening social protection.
24
UNEMPLOYMENT INSURANCE FUND ANNUAL PERFORMANCE PLAN FOR THE FINANCIAL YEAR
2018/19RISK REGISTER FOR PROGRAMME 2
STRATEGIC RISK REGISTER
RISK RISK TITLE RESIDUAL PLANNED RESPONSE ACTION
NO. RANKING (MITIGATING FACTORS)
1. Non-compliance with High • Cleansing of the employer master data.
legislation by employers • Improve working relations between the
Fund and DoL (IES) to enforce compliance
to UI Act.
• Improve working current relations with
SARS, to enforce compliance to UI
contributions Act.
2. Inadequate governance Medium • Improve reporting lines between the Fund,
structures Provinces and Labour centres in regard to
UI operations.
3. Low recovery rate on Medium • Improve compliance by
overpayments Employers-Unemployment Insurance Act.
• Follow up and recovery of debt.
4. Inadequate IT systems, Medium • Development and implement of ICT
structure and infrastructure. strategy for the Fund; and
• Improve ICT governance.
5.3 PROGRAMME 3: LABOUR ACTIVATION PROGRAMME.
Programme purpose: To provide strategic leadership and guidance on the implemen-
tation of the Labour Activation Programme.
STRATEGIC OBJECTIVE 6 ENHANCE EMPLOYABILITY OF UIF
BENEFICIARIES, ENABLE ENTREPRENEURSHIP
AND PRESERVE JOBS.
Objective Statement To increase the Fund’s participation in the schemes aimed at training of
unemployed UI contributors.
Baseline 5 applications for Training Lay-off Scheme received of which 2 were
approved and 3 rejected within 30 days during 2016/2017 financial year.
6000 UIF beneficiaries provided with learning and/or work place
experience
Justification To assist those who have lost their jobs to get skills in order to
participate fully in the labour market. To assist companies to preserve
jobs.
Links Government Outcome 4: Decent employment through inclusive
economic growth. DoL Strategic Objective (KRA 3): Protecting
vulnerable workers, (KRA 5): Strengthening social protection. (KRA 1)
Contribute to employment creation.
25
UNEMPLOYMENT INSURANCE FUND ANNUAL PERFORMANCE PLAN FOR THE FINANCIAL YEAR
2018/19RISK REGISTER FOR PROGRAMME 3
STRATEGIC RISK REGISTER
RISK RISK TITLE RESIDUAL PLANNED RESPONSE ACTION
NO. RANKING (MITIGATING FACTORS)
1. Inadequate utilisation of Medium • Improve collaboration between CCMA,
Training layoff schemes (TLS) PSA and the Fund.
funding • Review the current TLS process.
2. Delays in signing funding High • Development and implementations of
agreements with SETAs. Labour Activation Strategy.
6. OVERVIEW OF THE 2018/19 BUDGET AND MTEF ESTIMATES
6.1 EXPENDITURE ESTIMATES
Administrative Budget of the Unemployment Insurance Fund per Programme
TOTAL ADMINISTRATION BUDGET PER PROGRAMME
PROGRAMME 1: ADMINISTRATION
2017/2018 2018/2019 2019/2020 2020/2021
(Revised Estimate)
Budget R’000 R’000 R’000 R’000
R1 844 206 R2 138 262 R2 037 965 R2 154 648
PROGRAMME 2: BUSINESS OPERATIONS
2017/2018 2018/2019 2019/2020 2020/2021
(Revised Estimate)
Budget R’000 R’000 R’000 R’000
R1 658 270 R1 737 722 R1 846 525 R1 960 331
PROGRAMME 3: LABOUR ACTIVATION PROGRAMME
2017/2018 2018/2019 2019/2020 2020/2021
(Revised Estimate)
Budget R’000 R’000 R’000 R’000
R3 124 R6 497 R6 861 R7 238
26
UNEMPLOYMENT INSURANCE FUND ANNUAL PERFORMANCE PLAN FOR THE FINANCIAL YEAR
2018/192017/2018 2018/2019 2019/2020 2020/2021
(Revised Estimate)
Total Budget R’000 R’000 R’000 R’000
R3 505 600 R3 882 481 R3 891 351 R4 122 217
OVERVIEW OF THE 2018/19 BUDGET AND MTEF ESTIMATES
Programmes 2017/2018 2018/2019 2019/2020 2020/2021
(Revised Estimate)
Programme 1:
R1 844 206 R2 138 262 R2 037 965 R2 154 648
Administration
Strategic Objective: R1 844 206 R2 138 267 R2 037 965 R2 154 648
Ensure Financial Stability
Programme 2:
R1 658 270 R1 737 722 R1 846 525 R1 960 331
Business Operations
Strategic Objective:
Improve Service Delivery
R1 647 980 R1 723 120 R1 831 105 R1 944 063
Improve Compliance To The
Unemployment Insurance Act R10 290 R14 602 R15 420 R16 268
Programme 3:
R3 124 R6 497 R6 861 R7 238
Labour Activation Programmes
Strategic Objective:
Enhance employability of UIF R3 124 R6 497 R6 861 R7 238
beneficiaries.
Grand Total for
R3 505 600 R3 882 481 R3 891 351 R4 122 217
Programmes:
27
UNEMPLOYMENT INSURANCE FUND ANNUAL PERFORMANCE PLAN FOR THE FINANCIAL YEAR
2018/19ANNEXURE A
The management of the Fund have decided on pursuing the following strategic
objective for the planning period 2017/2018 to 2021/2022: The structure of the
strategic objectives has been aligned with National Treasury guidelines on
Performance Information.
STRATEGIC OBJECTIVES AND ANNUAL PERFORMANCE INDICATORS FOR THE
FIVE YEAR PLANNING PERIOD 2018/19 TO 2021/22
PROGRAMME 1: ADMINISTRATION
Purpose: Provide management, strategic and administrative support services to the
Fund.
STRATEGIC OBJECTIVE 1: ENSURE FINANCIAL SUSTAINABILITY
OUTPUT PERFORMANCE TARGET TARGET TARGET TARGET TARGET
INDICATOR 2018/19 2019/20 2020/21 2021/22 2022/23
Sound Percentage of admin- ≤ 15% by March ≤ 15% by ≤ 15% by ≤ 15% by ≤ 15% by
Financial istrative expenditure 2019 March 2020 March 2021 March 2022 March 2023
Management (excluding capex)
maintained
Percentage of valid 100% within 30 100% within 100% within 100% within 100% within
invoices paid within calendar days by 30 30 30 30
30 calendar days after March 2019 calendar days calendar days calendar days calendar days
receipt by the Fund by March by March by March by March
2020 2021 2022 2022
Social Percentage of total 80% by March 80% by 80% by 80% by 80% by
responsible mandated Social Re- 2019 March 2020 March 2021 March 2022 March 2023
investment sponsible Investment
committed.
STRATEGIC OBJECTIVE 2: STRENGTHEN INSTITUTIONAL CAPACITY OF THE
FUND
OUTPUT PERFORMANCE TARGET TARGET TARGET TARGET TARGET
INDICATOR 2018/19 2019/20 2020/21 2021/22 2022/23
Staff Percentage of vacancy Vacancy rate Vacancy rate Vacancy rate Vacancy rate Vacancy rate
establishment rate reduced. reduced to ≤ maintained maintained maintained maintained
maintained 10% by March at ≤ 10% by at ≤ 10% by at ≤ 10% by at ≤ 10% by
2019 March 2020 March 2021 March 2021 March 2021
PROGRAMME 2: BUSINESS OPERATIONS
Purpose: To collect contributions and pay benefits
STRATEGIC OBJECTIVE 3: IMPROVE SERVICE DELIVERY
28 UNEMPLOYMENT INSURANCE FUND ANNUAL PERFORMANCE PLAN FOR THE FINANCIAL YEAR
2018/19OUTPUT PERFORMANCE TARGET TARGET TARGET TARGET TARGET
INDICATOR 2018/19 2019/20 2020/21 2021/22 2022/23
Improved Percentage of valid 90% within 15 90% within 10 90% within 10 90% within 10 90% within 10
Client Service claims (Unemployment) working days working days working days working days working days
benefit) with complete by March 2019 by March by March by March by March
information approved or 2020 2021 2022 2023
rejected within specified
time frames.
Percentage of valid 90% within 10 90% within 5 90% within 5 90% within 5 90% within5
claims (In-service working days working days working days working days working days
benefits; Maternity, by March 2019 by March by March by March by March
illness and adoption 2020 2021 2022 2023
benefits) with complete
information approved or
rejected within specified
time frames.
Percentage of val- 90% within 20 90% within 90% within 15 90% within 10 90% within 10
id claims (Deceased working days 20 work- working days working days working days
benefit) with complete by March 2019 ing days by by March by March by
information approved or March 2020 2021 2022 March 2023
rejected within specified
time frames.
Percentage of benefit 95% within 6 95% within 4 95% within 3 95% within 3 95% within 3
payment documents working days working days working days working days working days
captured/created after by March 2019 by by by March by March
receipt within specified March 2020 March 2021 2022 2023
time frame.
Ease of doing Percentage of new 95% within 2 100% within 2 100% within 2 100% within 2 100% within 2
business companies captured or working days working days working days working days working days
created with a registra- by March 2019 by March by March by March by March
tion document (UI54) 2020 2021 2022 2023
within 2 working days.
Percentage of 90% within 10 95% within 10 100% within 100% within 100% within
applications with working days working days 10 working 10 working 10 working
complete information by March 2019 by March days by days by days by
issued with compliance 2020 March 2021 March 2022 March 2023
certificates or tender
letter within 10 working
days
STRATEGIC OBJECTIVE 4: COLLABORATE WITH STAKEHOLDERS TO IMPROVE
COMPLIANCE WITH UIF ACTS
OUTPUT PERFORMANCE TARGET TARGET TARGET TARGET TARGET
INDICATOR 2018/19 2019/20 2020/21 2021/22 2022/23
Improved Number of newly 65 000 by 70 000 by 75 000 by 80 000 by 80 000 by
compliance registered employers per March 2019 March 2020 March 2021 March 2022 March 2023
year.
Number of newly 250 000 by 250 000 by 250 000 by 250 000 by 250 000 by
registered employees March 2019 March 2020 March 2021 March 2022 March 2023
with the Fund
STRATEGIC OBJECTIVE 5: PROVIDE EASY TO USE SERVICES THROUGH MULTI-
PLE ACCESS POINTS
OUTPUT PERFORMANCE TARGET TARGET TARGET TARGET TARGET
INDICATOR 2018/19 2019/20 2020/21 2021/22 2022/23
Improved Number of provincial 126 provincial 50 provincial 50 provincial 50 provincial 50 provincial
Technology sites upgraded with free sites by March sites by March sites by March sites by March sites by March
Wi-Fi to access UIF 2019 2020 2021 2022 2023
systems
UNEMPLOYMENT INSURANCE FUND ANNUAL PERFORMANCE PLAN FOR THE FINANCIAL YEAR
2018/19
29OUTPUT PERFORMANCE TARGET TARGET TARGET TARGET TARGET
INDICATOR 2018/19 2019/20 2020/21 2021/22 2022/23
Improved Integrated claims Develop, test Develop, test Implement in N/A N/A
Technology management System and deploy and deploy all provinces
(ICMS) implemented. release 1 by release 2 by by March 2021
March 2019 March 2020
PROGRAMME 3: LABOUR ACTIVATION PROGRAMME
Purpose: To provide strategic leadership and guidance on the implementation of the
Labour Activation Programme.
STRATEGIC OBJECTIVE 6: ENHANCE EMPLOYABILITY OF UIF BENEFICIARIES,
ENABLE ENTREPRENEURSHIP AND PRESERVE JOBS.
OUTPUT PERFORMANCE TARGET TARGET TARGET TARGET TARGET
INDICATOR 2018/19 2019/20 2020/21 2021/22 2022/23
Enhanced Number of UIF 450 000 by 1 000 000 by 2 000 000 by 2 000 000 by 2 000 000 by
employability beneficiaries provided March 2019 March 2020 March 2021 March 2022 March 2023
with learning and/or
work place experience
opportunities
Job Percentage of 90% within 20 90% within 95% within 15 95% within 95% within
preservation Training Lay-off working days 15 working working days 10 working 10 working
Scheme (TLS) by March 2019 days by March by March 2021 days by March days by March
applications with 2020 2022 2023
complete information
approved or rejected
by the delegated
authority within
specified timeframes.
30 UNEMPLOYMENT INSURANCE FUND ANNUAL PERFORMANCE PLAN FOR THE FINANCIAL YEAR
2018/19UNEMPLOYMENT INSURANCE FUND ANNUAL PERFORMANCE PLAN FOR THE FINANCIAL YEAR
2018/19
31ACRONYMS
AFS Annual Financial Statements
APP Annual Performance Plan
CFO Chief Financial Officer
DG Director-General
DPSA Department of Public Services and Administration
EEA Employment Equity Act
ESA/B Employment Services Act or Bill
HRM Human Resource Management
IDC Industrial Development Corporation
LAP Labour Activation Programme
MTEF Medium Term Expenditure Framework
MTSF Medium Term Strategic Framework
NDP National Development Plan
ICD Integrated Client Database
ICT Information and Communication Technology
IES Inspection and Enforcement Services
PIC Public Investment Corporation
SARS South African Revenue Services
SETA Sector Education and Training Authority
UCA Unemployment Contributions Act
UIA Unemployment Insurance Act
UIF Unemployment Insurance Fund
32 UNEMPLOYMENT INSURANCE FUND ANNUAL PERFORMANCE PLAN FOR THE FINANCIAL YEAR
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