SSP Brochure:Layout 1 - INSETA

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ANNEXURE GINSETA BUSINESS PLANINSETA BUSINESS PLAN - EXECUTIVE SUMMARYMission Statement“Inseta promotes and enables quality skills development through funding education and training in South Africa to meet the nationalskills agenda and contributes to transformation in the Sector.””1. TransformationAs the statutory Education and Training Authority in the Insurance Sector, Inseta will actively promote the development of people in, andthe transformation of the industry as endorsed by the Financial Sector Charter.Internal Transformation• The Council of Inseta comprises 61% Blacks of whom 53% are female.• The staffing of Inseta reflects an 83% Black profile of whom 70% are female.External Transformation• Through its funding of skills development on a basis of 85% Black, 54% Females and 4% disabled learners; Inseta exerts practicalencouragement for the increased engagement and skills development of black learners. The research indicates that the Insurance industryhas not made significant strides in this area. Inseta therefore has an important role in ensuring a pipeline of trained black people for careersin the insurance industry.• Since Inseta’s inception training the majority of Training Providers awarded contracts have been white. This is mainly because currentlymost of the Training Providers in the sector are white. The development of black Training Providers therefore is one way by which Insetacan encourage black participation. In 2006 Inseta started an initiative to train black brokers as Skills Development Facilitators. Thistransformation initiative will continue for 2007/2008 with the aim of producing successful BEE training providers and directing sometargeted projects to them.2. Stakeholder RelationsSince its inception six years ago Inseta has outlaid R33 million to fund 4759 Learnership programmes for young matriculants in the InsuranceIndustry. In addition, R435 million was released into the sector over the same period, to fund Inseta initiated training projects, and toreimburse levy paying entities for the monies they spent on training their staff. These interventions by Inseta have materially benefitedInseta’s stakeholders and the learner population.Inseta has four layers of stakeholders:• Levy (1150) and Non-levy payers (7300) – The Inseta main offerings to this group being payments of mandatory grants and discretionarygrants. Inseta has over the years successfully delivered to this prime constituency according to funds available.• SDFs, Assessors, Moderators and Training Providers – The main offerings this group seeks from Inseta are i) Accreditation with Inseta, ii)Certification of learners and iii) Prompt payment from Inseta. Whilst they agree and accept that each of these is rightly governed byprescribed DoL procedures and strict formalities, Inseta often faces criticism over the bureaucratic requirements with which trainingProviders are required to comply with. The quality of documentation received from this group is often poor even after continual guidanceby Inseta personnel and published procedures. Clearly it is in the interest of all concerned that the ongoing guidance effort continues.There is also inconsistency in the service offered to stakeholders by training providers.• Organised Trade and Professional Bodies – The group have acknowledged Inseta’s right to have direct dealings with its levy payingstakeholders but have requested closer ties and involvement with themselves. This will be an important Inseta focus going forward andwill be underpinned by the following principles:• That Industry Trade and Professional Bodies understand and accept Inseta’s mandate and autonomy;• That all collaborative efforts must maximize reciprocal benefit.INSETA Sector Skills Plan - page 61
Positioning the relationship on this sound basis will mitigate the risk of Inseta being used as the scapegoat for any industry failings in theareas of Fais Fit and Proper regulations and FS Charter target achievement.• Statutory Regulators – DoL, auditor General, Parliamentary Portfolio Committees, and SAQA – Inseta enjoys exceptional relationshipswith these compliance entities. For the first time in its history, Inseta has achieved clean audits in the same year from all four publicregulators.3. Delivery and TargetsThe crux of Inseta’s work centres around the SLA signed with Dol. Council therefore has a strategic obligation to promptly approve suitablymotivated and timeously presented SLA aligned projects and project spend.Upon Council approval of the 2007/8 suite of projects, a concise schedule of the projects will be sent to the key incumbent HumanResources officials in our prime stakeholder base, inviting their uptake and participation in the approved projects. The same schedule willbe posted on the Inseta Website and included in the Inseta Newsletter. The SMMEs will be reached via the Trade and Professional bodies.Moreover, the prescribed national advertisements inviting Training Providers and Stakeholders will further support rollout and uptake ofthe 2007/8 projects.During April to June 2007, management will concentrate on appointing training providers/lead employers, and where relevant, finalise withstakeholders the proportionate allocation of project funds. PwC will provide the CEO with a monthly report that tracks learner registrationsand the progress of the rollout of all projects. The granting of Bursaries and Vouchers will be subordinate to the emphasis on the uptakeof Discretionary Projects.In this manner (involving as it does the generating of awareness and the reaching out to stakeholders), management expects to meet/exceedall the targets that have been agreed with DoL in the 2007/9 Service Level Agreement.The possibility exists that there could be a greater demand for project uptake and participation than funding can support, especially in thearea of Learnerships. Levy paying stakeholders will be encouraged to use their mandatory grants to augment the funding provided byInseta, if this situation arises.4. Operational CompetenceInseta submits quarterly performance reports to DoL and reports annually before both the Parliamentary Portfolio Committee on Labour,and the Parliamentary Portfolio Committee of Provinces. The Inseta Council approves the business plan and reviews the plan againstperformance. The quarterly meetings of Council and its sub committees afford the opportunity to both evaluate whether Inseta operationsare running as expected and to guide management in corrective action.Management will continually monitor the progress of discretionary projects and the payment of mandatory grants, to ensure the achievementof performance targets in these areas. Management also evaluates operational budget projections and the risk plan and takes appropriateremedial action where such is dictated. All these control and improvement measures are in addition to the four different types of auditinterventions that Inseta undergoes annually.The future survival of Inseta as an independent (unmerged) Seta is significantly dependent on its operational compliance profile. In this regard,the ETQA (which is subject to the highest regime of regulations) is central to the performance evaluation of a Seta. Inseta’s ETQA divisionhandles huge volumes of work, much of which contains defective submissions from demanding stakeholders. This impacts on the qualitycontrol and turnaround/output of the division. Inseta has continually educated stakeholders and will continue to do so. This is done by detailedprocedures and examples posted on the Inseta website, regular site visits and forums and guidelines and a CD have also been extensivelydistributed to stakeholders, training providers, moderators and assessors. However the high turnover and /or job rotation at stakeholdercompanies among staff who handle learnerships and other Skills Development functions negatively impacts this.5. Governance and StructuresInseta Council comprises mainly black senior executives from the insurance sector with both a sound appreciation of the strategic issuesthat surround the Seta and strong inclination for corporate governance. Council monitors and controls the strategic decisions ofmanagement and balances this in a way that avoids operational interference or micro-management. Importantly also, Inseta’s Council putsthe interests of Inseta first.INSETA Sector Skills Plan - page 62
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Table 4.4 Scarce skills: clerical a
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EXECUTIVE SUMMARYBackground and met
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How the INSETA addressed Scarce and
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1 PROFILE OF THE SECTORThe insuranc
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Table 1.4 Other activities of organ
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A major problem in estimating the n
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• The fact that the industry has
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Figure 1-6 Trends in net premium in
Page 22 and 23: Figure 1-9 Trends in collective inv
Page 24 and 25: additional staff. The technology al
Page 26 and 27: 2 THE DEMAND FOR SKILLS IN THE SECT
Page 28 and 29: 2.3 Employment trends2.3.1 Changes
Page 30 and 31: Competition from other financial se
Page 32 and 33: 3 THE SUPPLY OF SKILLS TO THE SECTO
Page 34 and 35: Table 3.2 Population group distribu
Page 36 and 37: Figure 3-4 Senior Certificate passe
Page 38 and 39: Table 3.7 Qualifications awarded by
Page 40 and 41: 3.3.3 Further education and trainin
Page 42 and 43: Table 3.13 People to be trained in
Page 44 and 45: • The racial profile of graduates
Page 46 and 47: OccupationPosts difficult to fillSp
Page 48 and 49: Table 4.5 Scarce skills: sales occu
Page 50 and 51: The scarce skills identified in the
Page 52 and 53: Small business opportunity Subsecto
Page 54 and 55: 5.7 ConclusionsThis last chapter ou
Page 56 and 57: ANNEXURE APROFESSIONAL BODIES INTER
Page 58 and 59: Core component of BEE Indicators Ta
Page 60 and 61: Senior managementBlackMaleTOTAL MAN
Page 62 and 63: ANNEXURE ESCARCE SKILLS IN THE INSU
Page 64 and 65: OCCUPATION level ss Specialisation/
Page 66 and 67: OCCUPATION level ss Specialisation/
Page 68 and 69: ANNEXURE FCRITICAL SKILLS NEEDED IN
Page 70 and 71: OCCUPATION level ss52 Personal Assi
Page 74: The DoL requires all Councils to un
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