Outcome Improved operational performance
Objectives 6.1 Maintain effective corporate governance 6.2 Develop & implement a quality management system 6.3 Establish an effective SCM unit 6.4 Improve spend rate on discretionary funds
Baseline Unqualified audits No quality management system & inconsistent review practice No significant audit findings Below 70% spend rate on projects
Indicators Audit findings, annual board assessment & attendance at board meetings
Mapped policies & processes, & standardised documentation Compliance audit findings, speed of delivery & internal client satisfaction surveys Increased project spend rate & number of beneficiaries
Interventions Conduct annual board assessments, promote board & senior management development, & review & improve internal controls
Establish a quality management working group, review all the policies & processes & updating, & ensure IT systems enhancements & integration Develop the knowledge & competency of the SCM unit through training, & review effectiveness of the unit through internal customer satisfaction surveys & audits (internal & external)
Develop discretionary grant policy & guidelines & criteria for accessing programmes & grants
Strategic Outcome Oriented Goal 6: Organisational Effectiveness Strategic Objective 6.1 Maintain effective corporate governance Strategic Objective 6.2. Develop & implement a quality management system Strategic Objective 6.3 Establish an effective SCM Unit
Strategic Objective 6.4 Utilise financial resources optimally to implement the strategic plan
6.9.1 Justification:
x Maintain a positive, credible reputation in the market x Encourage continuous improvement
x Supply Chain Management (SCM) effectiveness is central to the organisation’s delivery of products and services
x Improve financial management to increase spend rate on discretionary funds and achieve strategic goals more effectively
The risk associated with this goal is staff retention, due to the current specialist model that the INSETA adopts.
6.9.2 Executive Office – Resource Considerations
The expenditure will be budgeted for within 10% of the administration budget.
Human Resources. The human resource structure enables the INSETA to achieve its strategic objectives as outlined in this strategy document. The period for filling vacant positions is indicated, i.e. within three to six months of becoming vacant.
Financial Resources
The budget is based on the following assumptions:
x Inflation scenarios on income: The budget is based on an 8% increase in income; this increase has been calculated based on the average increase in levies over the last three years.
x The budget is based on a mandate that must be performed. The mandatory grant is based on 50% (to be reduced to 40% when grant regulations are promulgated and a 10% PIVOTAL grant will apply as envisioned in NSDS III). The discretionary budget allocation is in terms of the six strategic goals adopted and followed by the INSETA.
x Staff development: The budget has made provision for a full staff complement.
x Salary increases: The budget has made provision for structural adjustments. Performance bonuses have been accommodated, and the investment and risk benefits introduced.
x For expenditure forecasting, the INSETA used the submitted 2011/2012 budget as the basis and adjusted for changes using new information that became available thereafter.
6.10 Recent and Forthcoming Projects: 2012-2015 Outline of INSETA
Project Plan
6.10.1 Impact studies to address skills needs
A monitoring and evaluation function is being undertaken on small, medium micro-enterprises who are offering employment possibilities to learners who have completed learnerships and internships A monitoring and evaluation function will also be carried out on the viability of offering funding to more FET colleges other than the 3 who are currently being supported.
Human Capital research project on the short-term industry. The impact of professional standards, transformation, and the need to fill scarce skills is being determined in this study and is discussed below.
Broker Development Research This includes weighing up the impact of a shared service model versus a business development support model. The impact of a best practice model will have to be established. A significant component of this project is programme measurement and evaluation.
1. Name of Organisation Insurance Sectoral Training Authority (Inseta)
2. Title of research report Seta-FET Collaboration Pilot Project
SECTOR SKILLS PLAN 2014 Page 176 Reviews and evaluations
Work integrated learning/work based learning
Articulation and integration X
Institutional governance and management
Career information X
Other, please specify Promotion of SMME development through the vehicle of SMMEs offering employment possibilities to learners who have completed learnerships and
internships. Also a phased-in approach towards more public FET Colleges receiving funding from Inseta other than the 3 FET Colleges which are currently being supported. The efficacy of this, will be measured through a monitoring and a evaluation function (M&E).
5. Planned date of completion of research
31052015
6. Name of researchers or institution/s involved in the research
Inseta, Ingwe FET College (Mount Frere); King Sabatha Dalindyebo (Mthatha); King Hintsha (Butterworth)
7. Budget for research project R1,305,000
8. Source of funding for research project
Discretionary Grants
1. Name of Organisation Inseta
2. Title of research report Research Project - Human Capital Research Project for the short-term insurance industry plus a project contemplated for the long-term insurance industry, as well.
3. Research sub-sector Please tick relevant option/s. More than 1 option
can be selected
AET Centres/Community Colleges
FET Colleges X
Higher Education X
Workplace Training (SETAs) (include other and ask to specify)
4. Focus area of research Please tick relevant option/s. More than 1 option can be selected
Access X
Equity X
Quality X Efficiency (eg drop-out, repetition, throughput)
Finance X
NQF X
Skills planning X
Reviews and evaluations X
Work integrated learning/work based learning X
Articulation and integration X
Institutional governance and management X
Career information X
Other, please specify
Develop a Profile of the Short-Term Insurance Sector from the Perspectives of:
¾ Professional Standards – Achieved through Qualifications or Continuous Professional Development or Both?; Succession Planning A Variable for Consideration
¾ The Impact of Transformation in the Short-Term Insurance Industry. An Analysis of Occupational Category/Types of Work by Race; Acceleration of Movement from Personal to Commercial Lines by Persons of Colour
Scarce and Critical Skills identified through various Labour Market Methods – The Use of various Standardized Occupational Frameworks and Adjustments to them; the Application of Recruitment Search Engines to identify Scarce and Critical Skills; Addressing the Question of What constitutes the Difference between Scarce and Critical Skills?
Also Black Broker Development and Trustees Development Program included – one end objective of this project is to develop black-owned brokerages.
5. Planned date of completion of research
Not yet known possibly 2015
6. Name of researchers or institution/s involved in the research
Service Provider to be appointed through collaboration between Inseta and the South African Insurance Association (SAIA), the Insurance Institute of South Africa (IISA), Financial Intermediaries Association (FIA), and the South African Underwriting Managers Association (SAUMA)
7. Budget for research project 2,539.644.35
8. Source of funding for research project
Discretionary grants
6.10.2 Skills Programmes for Workers 2014
The project is defined as a pivotal project. The target is provide 3000 skills programmes to employed workers within the insurance sector in order to alleviate scarce and critical skills shortages.
This project has its objective the overcoming of weaknesses or deficiencies in employees critical skills make- ups by participating in skills programmes. A question that is dealt with in this section is the following: “What is a skills programme?” A central element of such a programme is that it is occupationally- based and on completion will comprise two or more credits towards a qualification registered on the National Qualifications Framework. Only training providers registered with an applicable Education, Training, and Quality Assurance Authority (Skills Development Act No. 97 of 1998) will be allowed to facilitate such programmes. This project makes provision for reimbursing employers who funded workers within their companies to up-skills and complement their current qualifications during the 2013/2014 financial year.
80% of the monetary allocation to this project will be used to alleviate scarce and critical skills pivotal programmes. The following pivotal programmes are eligible for reimbursement to employers. These are the following:
x Management and leadership x Claims assessing x Underwriting x Actuaries
x Business and systems analysis and development x Advice and sales
x Other (including but not limited to training outside public practice, compliance officers, and accountants.
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