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Briefing on capacity building in local government

This presentation focuses on the capacity building in local government, highlighting areas for improvement and effectiveness in the programme. It also outlines plans for the upcoming year and targets set by the LGSETA for skills development. Emphasis is placed on sector skills planning and the impact of initiatives on addressing scarce skills within the sector.

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Briefing on capacity building in local government

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  1. Briefing on capacity building in local government Presenter Name • Nqaba Nqandela Parliament, 09 June 2015

  2. Contents • Introduction • Top 5 areas that require improvement in the programme • Top 5 areas that are working effectively in the programme • Plans for 2016/17 and APP targets Presentation Title • Presentation to the COGTA PC • Date June 2015

  3. Statutory role • The Local Government Sector Education and Training Authority was established in terms of the Skills Development Act (No. 97 of 1998) and is mandated to promote skills development for the local government sector • Relicensed by the Minister of Higher Education and Training for the period of April 2011 to March 2016 • Operates within the skills development framework articulated in the National Skills Development Strategy III framework, Skills Development Acts, and SETA Grant Regulations • Offers a range of occupationally directed skills development programmes including learnerships, apprenticeships, skills programmes, internships, work integrated learning, bursaries, AET and RPL Presentation Title • Presentation to the COGTA PC • Date June 2015

  4. Effecting our mandate through sector skills planning • “SETAs play an important role in gathering statistics and other relevant information on labour market skills needs and training provision... Such information is essential in planning to meet the country’s skills needs and guiding investment in education and training provision.” NSDS III, 2011 • This is mainly done through the development and updating of the Sector Skills Plan (SSP) • The SSP informs skills development initiatives for the local government sector, and is translated into the Strategic Plan and Annual Performance Plan of the LGSETA Presentation Title • Presentation to the COGTA PC • Date June 2015

  5. Effecting our mandate through sector skills planning • The purpose of the SSP is to: • Provide a sector profile; • Analyse skills demand and supply within the sector, and determine skills development priorities; • Identify sector specific skills development objectives and goals that will meet sector needs, including scarce skill needs • Identify strategies to address the objectives and goals; • Identify activities that will support these strategies; • Develop implementation and resourcing models for these activities; and • Report on performance in relation to objectives and goals. Presentation Title • Presentation to the COGTA PC • Date June 2015

  6. Effecting our mandate through sector skills planning • Key to developing the SSP is the input from the sector that is done through the submission of the Workplace Skills Plan and Annual Training Reports • In 2014, LGSETA held a WSP and ATR launch event to introduce a new online format for submissions • SDF training sessions and technical support were provided at provincial and district-level • New features were introduced to assist in higher levels of data completion and hence, quality of information being submitted Presentation Title • Presentation to the COGTA PC • Date June 2015

  7. Effecting our mandate through sector skills planning Presentation Title • Presentation to the COGTA PC • Date June 2015

  8. Effecting our mandate through skills development implementation The estimate of funding requests for 2014/15 was in region of R1.6bn but the LGSETA only had a budget of about R396,4m Presentation Title • Presentation to the COGTA PC • Date June 2015

  9. Effecting our mandate through skills development implementation Presentation Title • Presentation to the COGTA PC • Date June 2015

  10. Effecting our mandate through skills development implementation • Given low performance of previous year DG funded projects, the LGSETA took the decision to focus on the implementation of currently funded projects as many had not yet started by end of 2013/2014 financial year • To further review processes to ensure greater performance and support provided to municipalities to comply from onset and ensure implementation • Introduction of new DG process Presentation Title • Presentation to the COGTA PC • Date June 2015

  11. Are we making an impact towards addressing scarce skills in the sector? Bursaries awarded by the LGSETA from 2011/12 to 2013/14 Presentation Title • Presentation to the COGTA PC • Date June 2015

  12. Are we making an impact towards addressing scarce skills in the sector? Learnerships registered by the LGSETA from 2011/12 to 2013/14 Presentation Title • Presentation to the COGTA PC • Date June 2015

  13. Are we making an impact towards addressing scarce skills in the sector? Learnerships certificated by the LGSETA from 2011/12 to 2013/14 Presentation Title • Presentation to the COGTA PC • Date June 2015

  14. Are we making an impact towards addressing scarce skills in the sector? Artisans registered by the LGSETA from 2011/12 to 2013/14 Presentation Title • Presentation to the COGTA PC • Date June 2015

  15. Are we making an impact towards addressing scarce skills in the sector? Artisans certified by the LGSETA from 2011/12 to 2013/14 Presentation Title • Presentation to the COGTA PC • Date June 2015

  16. Are we making an impact towards addressing scarce skills in the sector? Skills Programmes registered by the LGSETA from 2011/12 to 2013/14 Presentation Title • Presentation to the COGTA PC • Date June 2015

  17. Are we making an impact towards addressing scarce skills in the sector? Skills Programmes certified by the LGSETA from 2011/12 to 2013/14 Presentation Title • Presentation to the COGTA PC • Date June 2015

  18. Effecting our mandate through skills development implementation • Given low performance of previous year DG funded projects, The LGSETA reviewed the WSP & ATR and related DOI approval process • Past practice included bringing a group of representatives to assess aspects of WSP in terms of completion of data and provide improvement recommendations • Process did not appear to be a substantive evaluation of fit for purpose and alignment with LGSETA goals, sector and/or national priorities • The process followed in 2014: • Develop a target allocation model to inform Provincial and National targets using the 7 NSDS III imperatives • Review 2013/14 performance for recommended interventions • Review 2014/15 submissions and assess against 2013/14 performance and areas of focus of LGSETA as informed by SSP • Recommended list for approval Presentation Title • Presentation to the COGTA PC • Date June 2015

  19. Effecting our mandate through skills development implementation Grants policy • Distinction between regular and special projects • Integration of applications into a single application window • Appointment of an independent service provider to support allocations 3 stage allocation process • Compulsory due diligence for shortlisted applicants • “Intention to contract” notification – suspensive clauses to be met • Contracting Funding framework • Performance based payment method – no tranches • Dedicated bank accountsor vote accounts/cost centresin case of public institutions • Learner bank accounts for stipend payment Presentation Title • Presentation to the COGTA PC • Date June 2015

  20. Effecting our mandate through skills development implementation Closing date Award Contracting Advert window Compliance and evaluation Due diligence Suspensive clauses 19/01/2015 27/02 13/03 19/03 30/04 • Application portal closes 27 February 2014 – no late submissions • Due diligence visits will be scheduled in week of 9 March 2015 • All applicants must prepare their due diligence files as part of their applications and have files ready on date of visits • Visits will be scheduled with 24 hrs notice • Incomplete due diligence will negatively impact allocations • Suspensive clausesin ‘Intention to contract’ must be fulfilled within prescribed timelines (at least 30-60 days from date of letter) • LGSETA anticipates learners to be funded in this advert window to start training in May 2015 Presentation Title • Presentation to the COGTA PC • Date June 2015

  21. Monitoring skills development • LGSETA operates from a national office in Gauteng and has a presence in all provinces • Each provincial office has dedicated staff for project coordination and quality assurance of training provision. A senior manager: Monitoring and Evaluations has been appointed to manage and strengthen this function • Regular visits are scheduled to monitor project implementation in the workplace and at the training provider by the provincial office where active training is taking place with monitoring documentation completed by the relevant parties. • Reports inform any support required or corrective measures to be taken by the SETA • The ETQA Unit further supports monitoring namely through ensuring that only accredited training providers as per the LGSETA’s quality assurance policies deliver learning interventions. Presentation Title • Presentation to the COGTA PC • Date June 2015

  22. Challenges faced • On the 20 March 2013 the Director-General: Department of Higher Education and Training placed the LGSETA under administration, as directed by the Minister of Higher Education and Training • This was as a result of serious governance and management failures in the organisation • The turnaround strategy aimed among other issues, to facilitate the process of repositioning the organisation to make it more relevant and responsive to the needs of the local government sector Presentation Title • Presentation to the COGTA PC • Date June 2015

  23. Challenges faced • The repositioning of the LGSETA aims to make it a SETA of operational and people excellence, characterised by the ability to attract top talent and retaining key personnel • Attracting suitably qualified and experienced staff proved to be challenging in view of the license period of the SETA. A major achievement for the SETA is the fact that all appointments at executive level have been concluded • The focus now shifts to the lower levels and the key areas are on creating organisational capacity, performance management, leadership development and change management, employee wellness, as well as rewards and recognition Presentation Title • Presentation to the COGTA PC • Date June 2015

  24. Challenges faced • The absence of a coherent communication strategy contributed to poor stakeholder relationship management as well as visibility of the LGSETA • An integrated strategy has be developed for approval and implementation to rebuild the organisation’s reputation in the SETA environment • The IT environment was characterised by the limited ability of the organisation to optimally function at the level that is required given the on-going technological changes • An IT and systems audit have been conducted with implementation recommendations for a stable IT platform Presentation Title • Presentation to the COGTA PC • Date June 2015

  25. Challenges faced • Auditor-General reports also highlighted challenges in financial and performance management, influenced by limited capacity in the organisation and a lack in standard operating procedures, systems and documented system descriptions, monitoring and reporting of performance, and records and document management. Capacity challenges in local government adds to these limitations. The SETA’s response to these include: • Strengthen capacity in Finances and Operations • Review business processes and procedures • Improve communication and support to stakeholders • Review the information, records and document management • Ensure staff received appropriate training and development • Reviewing the monitoring, evaluation and reporting function Presentation Title • Presentation to the COGTA PC • Date June 2015

  26. Challenges faced • Auditor-General reports also highlighted challenges in financial and performance management, influenced by limited capacity in the organisation and a lack in standard operating procedures, systems and documented system descriptions, monitoring and reporting of performance, and records and document management. Capacity challenges in local government adds to these limitations. The SETA’s response to these include: • Strengthen capacity in Finances and Operations • Review business processes and procedures • Improve communication and support to stakeholders • Review the information, records and document management • Ensure staff received appropriate training and development • Reviewing the monitoring, evaluation and reporting function Presentation Title • Presentation to the COGTA PC • Date June 2015

  27. Coordinating capacity building in local government • The LGSETA has been working with COGTA and SALGA who formed part of the Working Group that was formed for the purpose of the Administration period. Other stakeholders included SAMWU and IMATU • Several interventions have been funded by the LGSETA in response to skills needs identified by these stakeholders LPD Strategic Plan Preparatory Session• LPD• 4 June 2015

  28. LGSETA funded COGTA Interventions Coordinating capacity building in local government LPD Strategic Plan Preparatory Session• LPD• 4 June 2015

  29. LGSETA funded COGTA (Provincial) Interventions Coordinating capacity building in local government LPD Strategic Plan Preparatory Session• LPD• 4 June 2015

  30. LGSETA funded SALGA Interventions Coordinating capacity building in local government LPD Strategic Plan Preparatory Session• LPD• 4 June 2015

  31. LGSETA funded SALGBC Interventions Coordinating capacity building in local government LPD Strategic Plan Preparatory Session• LPD• 4 June 2015

  32. Way forward • Despite the challenges facing the organisation, the stage is set for the LGSETA to reclaim its position as an important facilitator of skills development in the local government sector • The new CEO has been appointed from May 2015 • Invitations for board members were advertised and the process should be completed by September 2015 • Invitations for 2015/16 discretionary grants has been concluded and contracting is in process • Submissions for mandatory grants have been concluded on 30 April (31 May) • A communication strategy has been finalised, and through planned engagements the SETA will improve in being responsive to the skills development needs of the sector LPD Strategic Plan Preparatory Session• LPD• 4 June 2015

  33. Way forward: SETA relicensing • SETAs are licensed for a 5 year period to address the skills development needs as outlined in the NSDS and in this case, NSDS III • Current SETA landscape is due to end in March 2016. • LGSETA is awaiting the new NSDS and SETA landscape to be announced for consultationby the Minister of Higher Education and Training afterwhich, the LGSETA will be in a better position to articulate how it responds to the new NSDS and SETA landscape LPD Strategic Plan Preparatory Session• LPD• 4 June 2015

  34. Way forward: SETA relicensing • SETAs are licensed for a 5 year period to address the skills development needs as outlined in the NSDS and in this case, NSDS III • Current SETA landscape is due to end in March 2016. • LGSETA is awaiting the new NSDS and SETA landscape to be announced for consultationby the Minister of Higher Education and Training afterwhich, the LGSETA will be in a better position to articulate how it responds to the new NSDS and SETA landscape LPD Strategic Plan Preparatory Session• LPD• 4 June 2015

  35. COMMENTS /QUESTIONS Thank you

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