Overview of PresentationOverview of Presentation• Overview of the Annual ReportOverview of the Annual Report• Positioning the NQF and SAQA Positioning the NQF and SAQA • Progress and Prioritised Risks:Progress and Prioritised Risks:

◦ Intellectual leadership role (research, advocacy, career advice)

◦ Model Statutory Body (governance)

◦ Continuous Improvement (achievements)

◦ Increased efficiency (finance)

◦ Prioritised Risks• Way forward (new strategic imperatives)Way forward (new strategic imperatives)

OverviewOverviewOverview of the Annual ReportOverview of the Annual Report

OverviewOverview of the Annual Reportof the Annual ReportStructure and ContentStructure and Content

Cover, vision, mission, and contents

Forewords by Chairperson and Ministers

Chief Executive Officer’s Report (Strategic matters)

Responsibility Statement (PFMA)

Corporate Governance (King III)

Deputy Executive Officer’s Report (Operational matters)

OverviewOverview of the Annual Reportof the Annual ReportStructure and ContentStructure and Content

Report of the Audit Committee (PFMA)

Report of the Auditor-General and Accounting

Board Report (PFMA)

Annexure A: Programme Performance (Treasury)

Glossary of Abbreviations and Acronyms

Positioning the NQF & Positioning the NQF & SAQASAQA

Positioning the NQFPositioning the NQFApproach to Approach to

implementation of the NQFimplementation of the NQF

SAQA embraces:SAQA embraces:

• diversity, • environmental sustainability, and • social justice

in its approach to the implementation in its approach to the implementation of the NQFof the NQF..

Positioning the NQFPositioning the NQF

Essential role of the NQFEssential role of the NQF

The NQF is the key mechanism in The NQF is the key mechanism in society to enable society to enable • communication, • coordination, and • collaboration across education, training, work and across education, training, work and developmentdevelopment.

Positioning of SAQAPositioning of SAQA

SAQA’s SAQA’s OversightOversight

RoleRoleCreate nodal point to accelerate strategy

regarding RPL

Positioning of SAQAPositioning of SAQASAQA’s Strategic Imperatives SAQA’s Strategic Imperatives

for 2009/10for 2009/10

Implementing the NQF Act and related legislation

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

Communication/Advocacy of the NQFCommunication/Advocacy of the NQF

Positioning of SAQAPositioning of SAQASAQA’s Strategic Imperatives SAQA’s Strategic Imperatives

for 2009/10for 2009/10

Build research and development capacity and credibility to lead policy legislative and conceptual debates

Advance lifelong learning including RPL, CAT and Career Advice Services

Develop and maintain international NQF Develop and maintain international NQF linkageslinkages

Progress and Progress and Priortised RisksPriortised Risks

SAQA’s intellectual leadership roleSAQA’s intellectual leadership role

ProgressProgressSAQA’s intellectual leadership role SAQA’s intellectual leadership role

NQF advocacy, educating

the public on the

objectives and benefits of the NQF

Career guidance

Acceleration of the overall

strategy regarding

RPL

ProgressProgressSAQA’s intellectual leadership role SAQA’s intellectual leadership role

ResearchResearch

ProgressProgressSAQA’s intellectual leadership role SAQA’s intellectual leadership role

Partnership researchPartnership researchUniversity of

the Western Cape:

University of KwaZulu-Natal:

Rhodes Rhodes University:University:

“Specialised pedagogy: a comparative study of RPL practices within the changing landscape of the NQF in South Africa”

“FET college lecturers: biography, knowledge, and pedagogy”

““Change oriented learning Change oriented learning and sustainability practices”and sustainability practices”

ProgressProgressSAQA’s intellectual leadership role SAQA’s intellectual leadership role

Partnership researchPartnership research

University of Witwatersrand

JET:

“Specialised communities of practice: understanding the relationship between theoretical and practical knowledge in the workplace and selected vocational training contexts”

“Towards an impact evaluation of the NQF: descriptive and statistical analyses of responses to the new NQF Act (2008) and related legislation by SAQA and the QCs”

ProgressProgressSAQA’s leadership role SAQA’s leadership role

• Established NQF brand architecture• Successfully launched a traditional media advocacy

campaign• Introduced NQF Advocacy concept to NQF leaders, Introduced NQF Advocacy concept to NQF leaders,

SAQA and QC staffSAQA and QC staff• Established joint SAQA and QC

NQF Advocacy Steering Committee, supported by DHET

NQF and Career AdviceNQF and Career Advice

ProgressProgressSAQA’s leadership role SAQA’s leadership role

• Presented NQF Ambassador Workshops for staff of SAQA and the QCs

• Conducted Career Guidance Consultative Meeting• Roll out of the NQF Support Link to the SETA’s, Roll out of the NQF Support Link to the SETA’s,

Government Departments, FET colleges, and Government Departments, FET colleges, and corporate organisationscorporate organisations

• Established NQF helpline and an NQF website as precursor to career advisory service initiative

NQF and Career AdviceNQF and Career Advice

Progress and Progress and Prioritised RisksPrioritised Risks

SAQA – model statutory bodySAQA – model statutory body

ProgressProgressSAQA – model statutory body SAQA – model statutory body

• Unqualified Audit report• Complied with King III• Full Investors in People (IIP) StatusFull Investors in People (IIP) Status• Effective performance and development system

for staff• Compiled comprehensive business continuity and

disaster recovery plans• Sourced disaster recovery siteSourced disaster recovery site

GovernanceGovernance

ProgressProgressSAQA – model statutory body SAQA – model statutory body

Initiatives regarding creation of a sustainable environment•Comprehensive recycling programme•Installation of a rainwater tankInstallation of a rainwater tank•Conducted an energy efficiency survey, and established an implementation plan•Rollout of an internal awareness campaign

GovernanceGovernance

ProgressProgressContinuous ImprovementContinuous Improvement

• International benchmarking and alignment to international leading practice• Visit to National Recognition Centre (UK)• 21st International Conference of the European

Association for International Education• Shared expertise with Qualifications

Authorities in Namibia, Ghana, & Angola• Data Cleaning ProjectData Cleaning Project• Received 21 848 applications

Evaluation of Foreign Qualifications Evaluation of Foreign Qualifications

ProgressProgressSAQA – model statutory body SAQA – model statutory body

• Celebrated 10 years of existence – still the only system of its kind in the world

• DPSA Verifications Project – verifying both local and international qualifications

• Made information available to key Made information available to key partners and policy makerspartners and policy makers

• Cooperating with a number of bodies, including Statistics SA regarding information management and verifications

National Learners’ Records DatabaseNational Learners’ Records Database

ProgressProgressSAQA – model statutory body SAQA – model statutory body

• Continued with historical functions where required

• Co-authored three documents outlining procedures and guidelines for academic programmes and interim arrangements

• Developed and approach and action plan in respect Developed and approach and action plan in respect of establishing policies and criteria for recognising a of establishing policies and criteria for recognising a professional body and registering a professional professional body and registering a professional designationdesignation

Quality Assurance and Standards SettingQuality Assurance and Standards Setting

ProgressProgressSAQA – model statutory body SAQA – model statutory body

• Served on SADC Technical Committee towards establishing SADC Regional Qualifications Framework

• Conducted wide range of work internationally, with the OECD, Commonwealth, United Arab Emirates, Mauritius, etc.

• Hosted study visits by Ghana, Eritrea, Hosted study visits by Ghana, Eritrea, Mozambique, Angola, and EthiopiaMozambique, Angola, and Ethiopia

International LiaisonInternational Liaison

ProgressProgressSAQA – model statutory body SAQA – model statutory body

• Learning@Work• Women, work and learning: the impact of violence

on learning• Research Publications:Research Publications:

• SAQA Research AgendaSAQA Research Agenda• Recognition of non-formal learning: country note for Recognition of non-formal learning: country note for

South AfricaSouth Africa• Graduate attributes: a baseline study on South African Graduate attributes: a baseline study on South African

graduates from the perspective of employersgraduates from the perspective of employers• Report on Recognition of teacher qualifications in

the Commonwealth

PublicationsPublications

Progress andProgress andPrioritised RisksPrioritised Risks

Increased efficiencyIncreased efficiency

AchievementsAchievementsIncreased efficiency Increased efficiency

• Achieved SAQA’s 13th unqualified audit report from the Auditor General

• Funds managed responsibly, efficiently and effectively

• Spent 84,2% of revised budget for 2009/10 (Additional R11,4 million approved in Jan ‘10)

Financial ManagementFinancial Management

Programme Programme Description Budget for

2009/10

R’ million

Actual Expenses

for 2009/10

R’ million

Net (Over)/ Under

Expenditure

R’ millionProgramme 1 Administration and Support

1.1 Executive Office including Secretariat 1.2 Finance and Administration 1.3 Human Resources 1.4 Information Technology 1.5 Strategic Support 1.6 Research 1.7 International Liaison

6,811,0

3,38,59,24,91,1

7,09,52,97,96,13,11,0

(0,2)1,50,40,63,11,80,1

44,8 37,5 7,3

Programme 2 National Standards Setting and Development 9,0 7,6 1,4

Programme 3 National Quality Assurance and Development 1,8 1,5 0,3

Programme 4 National Learners’ Records Database (NLRD)  6,2 4,9 1,3

Programme 5 National Centre for the Evaluation of Foreign Qualifications

12,8 11,3 1,5

Totals 74,6 62,8 11,8

Increased efficiency Increased efficiency Financial ManagementFinancial Management

Increased efficiency Increased efficiency Financial ManagementFinancial Management

  R' Million % of Total

Budget Efficiency Savings     Payments to Staff for Travel and Accommodation 0,1 0.13% Telephone and Cell Phone expenditure 0,1 0.13% Postage Costs 0,1 0.13% Stationery, Photcopying and Printing Costs 1,2 1.61% Professional Consulting Fees / Use of Contractors 1,2 1.61% Computer Software & Licensing Fees 0,2 0.27%     Underspent     Savings on Personnel Costs 5,2 6.97% Staff Training & Recruitment 0,5 0.67% Conference Costs 0,4 0.54% Advocacy 1,4 1.88% Building Repairs, Maintenance and Improvements not completed yet 0,5 0.67% Capital Expenditure not incurred by year end 0,9 1.21%     Total 11,8 15.82%

Progress andProgress andPrioritised RisksPrioritised Risks

Increased efficiencyIncreased efficiency

Prioritised RisksPrioritised Risks

• Effective execution of SAQA’s leadership role and coherent implementation of the new system

• Clarifying interpretation of the new legislation with regard to the roles and responsibilities of the various bodies in the new system

• Establishment and operationalisation of the QCTOEstablishment and operationalisation of the QCTO

New Legislation and SAQA’s role in the new New Legislation and SAQA’s role in the new architecture and transitional arrangementsarchitecture and transitional arrangements

Prioritised RisksPrioritised Risks

• Financial support for the planned activities of SAQA

• Retaining a full staff complement to completed planned activities at the required level of quality

ResourcesResources

Operational ChallengesOperational Challenges

• Receiving of data that is complete and accurate in Receiving of data that is complete and accurate in order to populate the NLRDorder to populate the NLRD

Way ForwardWay Forward

Way ForwardWay ForwardStrategic Imperatives for 2010/11 taking into Strategic Imperatives for 2010/11 taking into

account the priorities of Government account the priorities of Government

SAQA embraces diversity, environmental sustainability and social justice. SAQA as the oversight body of the NQF and custodian of its values, will for the MTEF period:

Way ForwardWay ForwardStrategic Imperatives for 2010/11 taking into Strategic Imperatives for 2010/11 taking into

account the priorities of Government account the priorities of Government Continue to manage the transitionContinue to build research and development Continue to build research and development capacity and credibilitycapacity and credibilityAdvance lifelong learning through the NQF and mechanisms such as RPL, CAT and CASEngage proactively with key partners to develop common understandingsCreate the climate and conditions for Create the climate and conditions for effectiveness through advocacy and excellent effectiveness through advocacy and excellent service deliveryservice delivery

Thank you for listeningThank you for listeningQuestions?Questions?