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Umalusi Strategic Plan and Budget Presentation

This presentation outlines Umalusi's strategic plan, annual performance plan, and budget for 2016/17-2018/19. It includes information on vision, mission, goals, alignment to mandates, and programme plans.

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Umalusi Strategic Plan and Budget Presentation

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  1. 7 APRIL 2016 CAPE TOWN STRATEGIC PLAN, annual performance planAND BUDGET PRESENTATION TO THE PORTFOLIO COMMITTEE ON BASIC EDUCATION

  2. PRESENTATION OUTLINE • PART A: STRATEGIC PLAN AND annual performance plan • PART B: BUDGET 2016/17 – 2018/19

  3. PRESENTATION OUTLINE • PART A: STRATEGIC PLAN AND APP • Overview • Strategic Overview (Vision, Mission, Values) • Alignment to Mandates • Strategic Outcome Oriented Goals • Programme Plans: Strategic Objectives, Indicators and Targets • Strategic Planning Process • Strategic Objectives, Indicators and Targets

  4. OVERVIEW • Umalusi revised its five-year strategic plan for 2015/16-2019/20 in 2015 • The rationale for doing this was due to the following: • To address the audit findings raised during the 2014/15 external audit; • Alignment with the key government mandates: the NDP, the MTSF and the action Plan to 2019; • Utilisation of the relevant Planning Frameworks; • Making sure that the strategic objectives are smarter and measurable and; • Development of Technical Indicator Descriptions

  5. VISION AND MISSION VISION A trusted authority in quality assurance of education provision recognised locally and internationally. MISSION • To meet educational and societal needs, we shall provide valid, reliable and equitable examinations and a range of assessment services in a professional, innovative, efficient and effective manner. This will be done through: • Developing and managing a framework of qualifications for general and further education and training that is benchmarked internationally; • Quality assuring qualifications and curricula; • Confirming that assessment is fair, valid and reliable; • Quality assuring the provision of education and training, and assessment providers; and • Grounding its work in research to ensure informed positions and approaches.

  6. VALUES

  7. ALIGNMENT TO MANDATES • NDP • Improving the quality of education, skills development and innovation • Improving the quality for underperforming schools and further education and training colleges • High quality school education • Further and higher education and training that enables people to fulfil their full potential

  8. MANDATES… • MTSF • South African must have access to education training of the highest quality characterised by improved learning outcomes • Improvements in ECD • Use of international benchmarks e.g. TIMSS and SACMEQ • Improvement in ANA performance

  9. MANDATES… • Action Plan to 2019 • Improving the quality of NSC results • Improving the quality of learning outcomes • Working with DBE about greater use of anchor items and other techniques that will facilitate monitoring of quality • Monitoring of quality ECD • Ensuring maintenance of standards

  10. STRATEGIC ORIENTED GOALS GOAL 1: Improved organisational management, governance and financial viability to ensure high-quality, effective and efficient delivery of Umalusi’s mandate. GOAL 2: Improved assessment and quality assurance that is relevant and internationally benchmarked and supports the nation’s strategic interests for a highly skilled workforce and well qualified citizens.

  11. STRATEGIC PLANNING PROCESS • Adetailed facilitated consultations with business units to determine the SWOT • Strategic planning at Council level was conducted in February 2015 - this mapped the Strategic Planning Imperatives and discussed Strategic Risks and Mitigation processes. • The Strategic Plan and Annual Performance Plan was drafted and subjected to a risk assessment. • The Annual Performance Plan and the budget were developed. • Engagement with the Planning Directorate of the DBE took place in August 2015 for the analysis and support with regards to Umalusi’s first draft plans. The feedback was incorporated into the drafts submitted to DBE, DPME and the National Treasury. A second engagement was in February 2016. • Approval by the Council - The plan is reviewed and approved by the Council and then the Executive Authority and thereafter submitted to National Treasury and DPME.

  12. PROGRAMME 1: ADMINISTRATION Overview • Programme 1 covers the following sub-programmes: • Governance and Office of the Chief Executive Officer (GOCEO) • Public Relations and Communications (PR and Comms) • Information Communication Technology (ICT) • Finance and Supply Chain Management (F&SCM) • Human Resource Management and Development (HRM&D)

  13. Programme 1: Administration…

  14. Programme 1: Administration…

  15. Programme 1…

  16. Programme 1 Risks

  17. Programme 2: Qualifications and Research Overview: This programme has two sub-programmes: A. Qualifications, Curriculum and Certification Standards set and maintained for qualifications, curriculum, verification and certification. The role of QCC is to ensure and enhance the status and quality of the sub-framework of qualifications which Umalusi develops, manages, reviews and certifies. Quality assuring/benchmarking the qualifications and their related curricula is QCC’s contribution to the overall quality of the certificate which Umalusi issues. This function also oversees the issuing and verification of certificates.

  18. Programme 2: Qualifications and Research B. Statistical Information and Research Umalusi conducts research and analysis and reports on quality within the general and further education and training sub-framework. The mandate is to: • Conduct research that is informed by the emerging needs of the education system to engage stakeholders towards innovative thinking • Report on the key indicators of quality and standards in general and further education and training; • Establish and maintain databases.

  19. A. Qualifications, Curriculum and Certification

  20. Qualifications, Curriculum and Certification…

  21. B. Statistical Information and Research

  22. Programme 2 Risks

  23. Programme 2 Risks…

  24. Programme 3: Quality Assurance and Monitoring Overview A. Quality Assurance of Assessment This function entails: • external moderation of question papers • external moderation of continuous assessment • verification of monitoring of the conduct administration and management of assessment and examinations processes • management of concessions and examination irregularities • external moderation of marking • moderation of assessment results

  25. Programme 3: Quality Assurance and Monitoring B. Evaluation and Accreditation • Standards for provision determined, maintained and strengthened • Public and Private assessment bodies will be monitored. • Quality assurance of provision, through an accreditation and monitoring process of private institutions offering the qualifications Umalusi certifies. • Evaluates the capacity of private education and training providers to implement registered qualifications for which they seek accreditation. • Monitors and evaluates the capacity of private providers and assessment bodies to conduct practical, internal and external, assessment of learner achievements that lead to the issuing of registered qualifications by Umalusi.

  26. A. Quality Assurance of Assessment

  27. A. Quality Assurance of Assessment…

  28. B. Evaluation and Accreditation

  29. Programme 3 Risks

  30. Programme 3 Risks

  31. PRESENTATION OUTLINE • PART B : BUDGET 2016/17 – 2018/19 • Errata • Revenue estimates • Revenue projection • Expenditure estimates • Projected surplus 2015/2016 • Expenditure per program • Growth in human capital

  32. ERRATA • Total figures on page 16 incorrect and not in accordance to approval received from DBE. • Program budgets for 2015/16; 2016/17; 2017/18 & 2018/19 also incorrect, due to employee costs allocation to Administration: • Page 20 – Programme 1 • Page 23 – Programme 2 • Page 26 – Programme 3

  33. Revenue estimates

  34. Revenue projection

  35. Expenditure estimates

  36. Transfer from Accumulated surplus 2015/16 • National Treasury approved Umalusi’s request to retain surpluses for the following projects in July 2015: • Renovations of purchased building • Contingency expenditure • Due to unforeseen circumstances renovations will only be done in 2016/2017 • A request to retain surpluses will be made to National Treasury.

  37. Expenditure per program

  38. Growth in human capital

  39. Expenditure trends • Strategic Outcome Oriented Goal 1 – • Improve organisational management, governance and financial viability to ensure high-quality, effective and efficient delivery of Umalusi’s mandate. • Ensure compliance. • Effective policies, strategies and plans compliant with legislation and good corporate governance. • Establish a Strategic Planning unit.

  40. Expenditure trends • Strategic Outcome Oriented Goal 2 – • Improved assessment and quality assurance that is relevant and internationally benchmarked and supports the nation’s strategic interests for a highly skilled workforce and well qualified citizens. • Roll out of full accreditation. • Internal research in educational aspects and quality assurance processes. • Introduction of new qualifications requires enduring funding. • Security features in regards to certificates needs ongoing improvement needed.

  41. Thank you Thank you very much to Ms N Gina, Chairperson of the Portfolio Committee, and Honorable members for this opportunity to present Umalusi’s Budget Review Dr MS Rakometsi

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