Report to the Parliamentary Portfolio Committee on Local Government, Water and Related Services SETA

1
Report to the Parliamentary Portfolio Committee
on Local Government, Water and Related Services
SETA

• PRESENTED BY
• S.S.W. NKOSI
• CHIEF EXECUTIVE OFFICER

2
OVERVIEW

• Skills Planning
• The LGWSETA operates within municipalities
  these are the organs of the state as defined in
  terms of the constitution as a sphere of
  government
• We operate at the cold face of government
  machinery.
• Total average levy income of R122 million per
  annum.
• 52 of total levy comes from the six metros.
• The six metros employ 50 of the sectors
  workforce.
• 72 of the Seta training is concentrated in the
  metro.
• 30 employed have less that NQF1 qualifications.

3

• NSDS progress report (2001 2004)
• The LGWSETA received an under-performance
  assessment from the Minister of Labour for the
  period.
• Detailed response has already been submitted to
  the Department of Labour.
• Critical shortcoming
• Failure to report
• Inaccurate reporting
• Absence of information management system.
• Solution Corrective measures already taken
• - bimonthly progress to the
  governance structure
• - implementation of MIS

4

• Learnerships Skills programme
• 17 learnerships are registered.
• These are implemented nationally and in all
  provinces.
• A total budget of R49, 358, 996.00 is utilized.

5

• Finance
• Effective, efficient and transparent financial,
  risk management and internal control systems are
  in place (in terms of PFMA).
• Expenditure is in line with Generally Accepted
  Accounting Principles (GAAP) and PFMA.
• Audit Committee consisting of independent members
  oversee the expenditures
• The LGWSETA received an unqualified audit report
  for 2002/3 and 2003/4.
• Skills development levy for 2003/4 paid by
  employers in the sector was R165, 857, 946.00
  (100).
• Total operational expenditure for 2003/4 was R13,
  878, 413.00

6

• Quality Assurance
• 70 providers accredited
• 18 RPL centres
• 1000 assessors, advisors and moderators trained.

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CHALLENGES FACING THE SETA

• How can the LGWSETA
• Achieve government targets qualitatively rather
  than quantitatively?
• The real challenge is to ensure that the numbers
  are accompanied by real sustainable competence
  life-enhancing development.

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Cont

• Place the LGWSETA firmly within the national
  objectives of a better life for all by ensuring
  skills development for sustainable job
  maintenance and for the unemployed skills for
  sustainable employability?
• The real risk is to continually train people
  without really giving them the skills for a
  sustainable employability.

9
Cont

• Make our stakeholders develop an even greater
  appreciation to the reasons for existence of this
  institution?
• In the environment we serve, success is measured
  in terms of delivery of services.
• We have a duty to demonstrate the correlation
  between realizing the national skills priority
  areas and success in the delivery of local
  government and water provision services.

10
Cont

• Local government is now developmental in nature.
  They are catalyst of economic growth and social
  development rather than merely administrative
  organs of government. This increased demands on
  the relevant skills for the sector to meet their
  constitutional mandate.
• How does the LGWSETA rise to the demands of the
  increased expectations?
• How do we align our programmes to keep up with
  the changes in legislation and still relocate to
  the needs of the sector?

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CONCLUSION

• This report is submitted within the context
  of an organisation that has now
• A better understanding of our statutory mandates,
• A strategy that is synthesized and synchronized
  with the mission of the NSDS,
• Improve orgarnizational efficiency,
• A streamlined internal and external co-operation
  with key stakeholders,
• Information flow that is better structured,
• Decision making fora (governance structures)
  streamlined for efficiency.