ANNUAL PERFORMANCE PLAN 2017-2018 30 November 2016 (Amended in June 2017 to correct inconsistencies in the way the performance targets 2.3.3, 2.3.4, 4.2.1, 4.3.1, 4.3.2, 4.1.11 and 4.2.11 were presented) 1 Quintin Brand Street, Persequor Technopark / PO Box 94, Persequor Park 0020; Telephone: +27 12 349 3840; Fax: +27 12 349 3942; E-mail: ceo@che.ac.za Visit our website at http://www.che.ac.za ANNUAL PERFORMANCE PLAN 2017/18 Page 1
FOREWORD The Annual Performance Plan of the CHE, for the period 2017/18 2019/20 is informed by the approved revised five-year Strategic Plan 2015 2019/20. It reflects long-term plans as outlined in the medium term expenditure framework (MTEF). Priorities, which have guided the development of the Annual Performance Plan and are stated in the Strategic Plan. These pertain to challenges anticipated to prevail during the planning period. The CHE contemplates its strategic future within a context of tremendous upheaval, pressure for change and economic austerity. The following conditions are anticipated nationally, fuelled by continued tepid economic performance globally. A changing political landscape, with continuing pressures for improved services, access to resources, and opportunities (especially to post-school education). Higher education will compete for resources against diverse pressing imperatives while state coffers are constrained due to a stagnant economy. Declining funding for individual students as the Post-School Education and Training (PSET) sector continues to grow at a greater pace than resourcing. Continuing pressures to fund poor and less affluent students, and provide student accommodation on the scale required for the projected numbers in PSET. Performance targets have been set against each strategic objective outlined in the Strategic Plan. Specific, measurable, achievable, realistic and time bound [SMART] key performance indicators will, in our view, ensure achievement of the strategic objectives. Adequate resourcing of the organization, combined with quarterly performance reviews, will facilitate assessment of the overall performance of each programme against this Annual Performance Plan. The CHE and its and its management and governance structures fully endorse this Annual Performance Plan and commit to ensuring its implementation. The Annual Performance Plan of the CHE for the period 2017/18 2019/20 and the CHE Strategic Plan were developed by the Senior Management Committee in close consultation with the Executive Committee. I would like to thank the Council under the stewardship of the Chairperson, Prof. Themba Mosia, for its guidance and unequivocal leadership on the strategic direction of the organization. The CHE, while recognizing that resources will be tight during the planning period, will nonetheless aspire to leverage its capacities and resources to reinvigorate its roles in its key functions of advice, monitoring and quality assurance, with a particular emphasis on revitalizing its audit and review functions. Prof. Narend Baijnath: Chief Executive Officer ANNUAL PERFORMANCE PLAN 2017/18 Page 2
OFFICIAL SIGN-OFF: It is hereby certified that this Annual Performance Plan: Was developed by the management of the Council of Higher Education under the guidance of Prof. Narend Baijnath Takes into account all the relevant policies, legislation and other mandates for which the Council on Higher Education is responsible Accurately reflects the strategic outcome oriented goals and objectives which the Council on Higher Education will endeavour to achieve over the period 2017/18. Mr Thulaganyo Mothusi: Chief Financial Officer Prof. Narend Baijnath: Chief Executive Officer Prof. N. Themba Mosia: Chairperson of Council ANNUAL PERFORMANCE PLAN 2017/18 Page 3
TABLE OF CONTENTS PART A: STRATEGIC OVERVIEW... 5 1 Updated SITUATIONAL ANALYSIS... 5 1.1 Performance Environment... 5 1.2 Organizational Environment... 7 2 REVISIONS TO LEGISLATIVE AND OTHER MANDATES... 8 3 Overview of 2017/18 budget and MTEF estimates... 9 3.1 Expenditure Estimates... 9 3.2 Relating expenditure trends to strategic outcome oriented goals... 12 PART B: PROGRAMME AND SUB-PROGRAMME PLANS... 13 1 INSTITUTIONAL QUALITY ASSURANCE... 13 1.1 Strategic objective annual targets for 2017/18... 13 1.2 Programme performance indicators and annual targets for 2017/18... 15 1.3 Quarterly targets for 2017/18... 17 1.4 Reconciling performance targets with the Budget and MTEF... 19 2 QUALIFICATIONS management AND PROGRAMME REVIEWS... 21 2.1 Strategic objective annual targets for 2017/18... 21 2.2 Programme performance indicators and annual targets for 2017/18... 24 2.3 Quarterly targets for 2017/18... 24 3 Research, Monitoring, and Advice... 28 3.1 Strategic objective annual targets for 2017/18... 29 3.2 Programme performance indicators and annual targets for 2017/18... 30 3.3 Reconciling performance targets with the Budget and MTEF... 32 4 ADMINSTRATION AND SUPPORT... 35 4.1 Strategic objective annual targets for 2017/18... 35 4.2 Programme performance indicators and annual targets for 2017/18... 38 4.3 Quarterly targets for 2017/18... 41 4.4 Reconciling performance targets with the Budget and MTEF... 43 PART C: LINKS TO OTHER PLANS... 47 ANNUAL PERFORMANCE PLAN 2017/18 Page 4
PART A: STRATEGIC OVERVIEW 1 UPDATED SITUATIONAL ANALYSIS 1.1 Performance Environment Given its role at the sectoral level in higher education, the CHE is affected by and influences developments in the sector. Since preparation of the last Strategic Plan, South African higher education has experienced significant change and upheaval, which have left their mark on the sector and shaped priorities for the immediate future. These include the following: Ongoing pressure to increase enrolments to accommodate burgeoning social demand for higher education (and post-school) opportunities, which is placing pressure on the public purse, physical facilities, human resource capacity, and university budgets; Radical changes in the world of work, with many forms of employment rapidly becoming redundant as work is automated and other jobs transforming radically (and often repeatedly) in terms of what people are expected to do in the workplace, which places pressure on universities to undertake more regular, ongoing curriculum revision to keep their programmes relevant and rethink traditional notions of quality; The importance of ensuring that universities can accommodate the educational and social needs of a core demographic of the student population that comes from a poor economic background, includes many first-generation university students and is likely to be significantly under pressure to generate income, and includes many students who have received a primary and secondary schooling that has not adequately prepared them to meet the demands and rigours and of university studies, with the media of instruction posing an additional challenge; Renewed pressure for meaningful transformation in the higher education sector; An explosion in collective sharing and generation of knowledge online, which is in turn posing serious challenges to many of the traditional roles of universities within society; Growing pressures on the time of their academic and administrative staff to complete a wide, and growing, array of administrative tasks in order to comply with relevant legislation, regulatory environments, and quality assurance systems (both national and institutional). The imperative for the CHE to exercise its mandate comes from the higher education system as a whole, as well as the broader society. This demand is ever-increasing as South Africa seeks to transfigure from a natural resource-based economy to a knowledge-based economy. Quality higher education is demonstrably the engine of a knowledge-based economy because it generates the necessary capacity, research and innovations, which fuel entrepreneurship, manufacturing, and creativity, amongst others. The number of universities is increasing, as is the number of private higher education institutions. CHE, as a small, but the only, organization of its type in the country, cannot meet the ever-increasing demand on it optimally without prioritizing, and this strategic plan reflects the outcome of a process that involved much balancing and prioritization. ANNUAL PERFORMANCE PLAN 2017/18 Page 5
Within this context, leadership in managing the Higher Education Qualifications Sub- Framework (HEQSF) is seen as a strategic priority for the CHE, both given its legal mandate and the reality that this is a critical structure to ensure quality in the higher education system. This structure and issues of articulation throughout the entire post-secondary education landscape will grow in importance as and when it is transformed by the policy positions defined in the White Paper on Post-School Education and Training, so it is important for the CHE to take on leadership in this area. The CHE recognizes a need to focus on establishing strong working relationships with various key players in the higher education system. As a Schedule 3A Entity in terms of the Public Finance Management Act (PFMA), this begins with the DHET, which is the conduit for funding and reporting processes of the CHE. It is essential that the CHE functions in a collaborative and complementary role with the DHET. In addition, however, the CHE recognizes the importance of several other key relationships: 1) With public and private higher education institutions, as these are the primary stakeholders with whom the CHE engages at an operational level. Strong collegial relations with universities are essential to building quality in higher education, while it is also necessary to ensure that the CHE earns the respect of universities in discharging its core functions. 2) With Universities South Africa, which functions as the voice of public higher education in South Africa and is thus a key partner for the CHE in developing effective working relationships with public universities. 3) With SAQA, which oversees and manages the National Qualification Framework and thus performs several complementary functions to the CHE. 4) With professional bodies, which play a significant complementary role to the CHE, particularly in the area of ensuring quality of higher education programmes targeted at the professions. 5) With the Department of Science and Technology, which plays a significant role in funding and supporting various activities in higher education. 6) With the National Research Foundation, which funds research, the development of highend human capacity and critical research infrastructure to promote knowledge production across all disciplinary fields. Recent student protests on South African university campuses have highlighted that the CHE should ensure that its activities respond to the changing needs of South African society, as well as the ongoing requirement for deep and meaningful transformation in South African higher education. A key responsibility in this regard is assuring that higher education institutions and programmes meet the long-term needs of students for a high quality tertiary education that will enable them to function effectively as productive, responsible citizens of society after graduation. ANNUAL PERFORMANCE PLAN 2017/18 Page 6
1.2 Organizational Environment A key concern during this planning cycle has been to ensure that the CHE strengthens its role as a thought leader in South African higher education. Of particular importance in a context of ongoing external change, the CHE wishes to affirm itself as a source of continuity and consistency in its advice regarding higher education, to support all key players to navigate this change effectively without experiencing major ongoing disruption. In recent years, there has been a steady increase in annual accreditation and reaccreditation submissions, which has had the effect of overloading the process as it is currently designed, in a context in which the real operating budget of the CHE has been declining. The current process requires ongoing, open communication between CHE staff and institutional representatives, much of which contributes little to the programme accreditation process itself and is further exacerbating the capacity overload. Thus, attention has been focused on significantly streamlining the CHE s programme accreditation process. Because of the extensive nature of the programme accreditation process, resources to follow up with institutions in order to determine the extent to which they are fulfilling the expectations set out in their programme accreditation submissions are constrained. This may have the effect of enabling a significant gap between the stated commitments of institutions and their actual practice. Consequently, during this planning cycle, the CHE has also reflected on whether or not there is a need to introduce institutional audits, and if so in what form. This process has included a review of the history of institutional audits at the CHE and several internal strategic discussions. Following discussion at the Council level, it was agreed that there is a need to establish a Working Group comprising CHE staff and appropriate professionals from stakeholder groups (including higher education institutions) and the Institutional Audits Committee to design and develop a suitable approach for the CHE to fulfil its institutional audit mandate, taking into account the uniqueness of the South African context. In addition, it has been generally agreed that national reviews have recorded significant success in both raising the profile of key quality assurance issues and leading to binding actions that have a significant positive effect on quality in higher education. Consequently, there is merit in scaling up the number of National Reviews where possible. Planning for the development of this plan has included wide-ranging review of the way in which the CHE currently fulfils its mandate. Consequently, the strategy for the CHE presented in this document seeks to take account of the following organizational issues: CHE directorates have been tending to work in silos, with little synergy between them. The strategy below seeks to enable all directorates to work closely with one another and be informed by their respective processes and outputs. Opportunities to share work, and cooperate between different directorates will be encouraged and supported, and cascaded throughout the organization. Linked to the above, there is a need to introduce greater agility into the structure and functions of the CHE, in order to enable greater responsiveness to the rapidly changing external environment. ANNUAL PERFORMANCE PLAN 2017/18 Page 7
Current directorate names are often misrepresentative of the actual functions of those directorates, while there is also sometimes a clustering of functions within directorates that are not necessarily logically connected. This also means that there is often a mismatch between directorate functions and available capacity (and accompanying work overload on many individual staff members), with personnel also often required to fulfil multiple functions rather than being able to focus on coherent programmes of work. There is a need to improve perceptions about the CHE and its reputation, relevance and demonstrable impact. A key question to pose while developing this Strategic Plan has been: Is the CHE viewed as integral to creating a better system, or is it viewed as a marginal, overly bureaucratic organization? Linked to this, while higher education institutions (HEIs) are aware of the CHE s work, the public does not always seem to understand the extent and value of the CHE s role in ensuring quality higher education. Given the above, the CHE has completed a significant review of its budget programmes in order to define new priorities, which are reflected in this Strategic Plan. Given the extent of this review, it is expected that the CHE will, during the period of this Plan, compete a review of its current structures in order to align them more effectively to the proposed programmes presented below. 2 REVISIONS TO LEGISLATIVE AND OTHER MANDATES There have been no revisions to the legislative and other mandates as documented in the most recent CHE Strategic Plan. ANNUAL PERFORMANCE PLAN 2017/18 Page 8
3 OVERVIEW OF 2017/18 BUDGET AND MTEF ESTIMATES 3.1 Expenditure Estimates Income Audited outcomes Adjusted Appropriation Medium-Term expenditure estimates 2013/2014 2014/2015 2015/2016 2016/2017 2017/2018 2018/2019 2019/20208 Private Accreditation Cost Recovery 3,861 3,549 4,209 4,000 4,000 4,000 4,224 Realisation of Deferred transfer New Mandate Standards Development 1,297 1,239 3,218 507 Other Income (Interest, rental income, etc) 812 1,263 1,297 1,182 850 850 898 Subtotal 5,970 6,051 8,724 5,689 4,850 4,850 5,122 Transfer from the DHET 41,888 42,689 40,819 40,928 47,946 50,726 53,566 Rollover of funds 13,854 12,971 14,229 10,571 Total 61,712 61,711 63,772 57,188 52,796 55,576 58,688 ANNUAL PERFORMANCE PLAN 2017/18 Page 9
Expenditure outcome Adjusted appropriation 2013/2014 2014/2015 2015/2016 2016/2017 2017/2018 Medium term expenditure estimates 2018/2019 2019/2020 Objective/Activity Administration and Support 23,547 25,867 29,328 22,898 29,186 23,524 24,841 Accreditation 11,873 10,013 10,429 13,574 9,604 10,676 11,274 Monitoring and evaluation 6,854 6,159 7,127 7,309 6,024 7,817 8,255 Institutional audits 4,559 4,606 4,344 5,047 4,574 6,173 6,519 National standards and reviews 3,929 3,144 3,224 5,069 3,407 7,386 7,800 Total 50,762 49,789 54,452 53,897 52,796 55,576 58,689 Economic classification Current payments 47,484 47,9982 53,129 52,547 52,796 54,076 57,089 Compensation of employees 23,476 24,998 28,361 29,309 33,304 33,554 35,433 Goods and services 24,008 22,984 24,768 23,238 19,492 20,522 21,656 Of which 1 Agency and support/ outsourced services - 1,896-1,500 300 1,500 1,584 Communication 214 418-157 245 259 Computer services 4,854 1,332 1,283 2,403 1,243 2,534 2,676 Consultants 3,438 6,751 5,408 9,581 1,521 3,791 4,003 Lease payments 150 281 126 176 194 205 Repairs and maintenance ANNUAL PERFORMANCE PLAN 2017/18 Page 10
Expenditure outcome Adjusted appropriation 2013/2014 2014/2015 2015/2016 2016/2017 2017/2018 Medium term expenditure estimates 2018/2019 2019/2020 2,193 645 1,091 1,149 2,611 1,400 1,478 Training and staff development 1,230 1,165 263 1,444 144 1,587 1,676 Travel and subsistence 3,943 2,569 3,002 4,606 1,991 5,618 5,933 Other 5,850 5,676 11,020 2,222 11,682 3,653 3,842 Depreciation 1,858 2,251 2,324 - - - - Losses from Sale of fixed assets - - 251 - - - - Interest, dividends and rent on land 278 - - - - - - Payments for capital assets 3,278 1,807 1,323 1,350 1,500 1,600 Buildings and other fixed structures 755 200 - - -- - - Machinery and equipment 1,446 963 1,225 1,230 1,250 1,260 Software and other intangible assets 1,077 644 98 120 250 340 Total Expenditure 50,762 49,789 54,452 53,897 52,796 55,576 58,689 ANNUAL PERFORMANCE PLAN 2017/18 Page 11
3.2 Relating expenditure trends to strategic outcome oriented goals Performance and expenditure trends Personnel The personnel costs was lower or higher in the expenditure outcome for the prior years and will be higher than goods and services expenditure for the outer years because some of the vacant funded posts will be filled due to salary increases while the number of personnel remain the same. Goods and services Spending on goods and services for the prior and out years is and will be mostly prejudiced by contractual obligations such as Remuneration to Council Committee members and its related logistic costs, fixed and variable contract costs, the SAQA contract which accounts for 77% of goods and service expenditure, Printing and Publications, payment to Peer Academics Peer Academics for evaluation of accreditation and reaccreditation of programmes, as evaluators, Membership fees and subscriptions, Travel costs mostly due to HEI s site visits, Payment for Institutional Audits Committee members, Accreditation Committee members, Catering for meetings and other overheads expenditures. The risk is that expenditure costs on contractual obligations takes a larger percentage of the CHE budget and while core programmes budget allocation on goods and services is not sufficient to achieve the strategic objectives. The budget pressure will force the programme to reprioritise its projects/activities so that their budget is within the budget baseline. This is a trend that is likely to continue which will have a severe impact on the research function. ANNUAL PERFORMANCE PLAN 2017/18 Page 12
PART B: PROGRAMME AND SUB-PROGRAMME PLANS 1 INSTITUTIONAL QUALITY ASSURANCE This programme is one of ways in which the CHE fulfils its strategic goal 1 through developing and implementing processes to inform, assure, enhance, and promote quality in higher education institutions (HEIs). The three areas of work are: Assessment of HEIs quality assurance systems; Accreditation; Quality enhancement. 1.1 Strategic objective annual targets for 2017/18 Strategic Objective Audited/Actual Performance Estimated Medium-Term Targets 2013/14 2014/15 2015/16 Performance (2016/17) 2017/18 2018/19 2019/20 1.1.1 Develop methodology to assess HEIs QA systems by end March 2018 N/A N/A N/A N/A Approved methodology 1.1.2 Assessment of higher education institutions quality assurance systems N/A N/A N/A N/A 0 3 institutional assessments 5 institutional assessments 1.1.3 To accredit new programmes submitted each financial year 93% 398 76% 324 88% 424 75% of submitted applications with a HEQC outcome within 12 months after the appointment of an evaluator 75% -of submitted applications with a HEQC outcome within 12 months after the appointment of an evaluator 75% of submitted applications with a HEQC outcome within 12 months after the appointment of an evaluator 75% of submitted applications with a HEQC outcome within 12 months after the appointment of an evaluator ANNUAL PERFORMANCE PLAN 2017/18 Page 13
Strategic Objective Audited/Actual Performance Estimated Medium-Term Targets 2013/14 2014/15 2015/16 Performance (2016/17) 2017/18 2018/19 2019/20 1.1.4 To reaccredit programmes submitted each financial year 100% 82 49% 53 65% 129 80% of submitted applications with a HEQC outcome within 18 months after the appointment of an evaluator 80% of submitted applications with a HEQC outcome within 18 months after the appointment of an evaluator 80% of submitted applications with a HEQC outcome within 18 months after the appointment of an evaluator 80% of submitted applications with a HEQC outcome within 18 months after the appointment of an evaluator 1.1.5 Verification of institutional capacity to offer accredited programmes by means of site visits to institutions each financial year N/A N/A 75% 67 75% of reports tabled at an HEQC meeting 12 months after a site visit 75% of reports tabled at an HEQC meeting 12 months after a site visit 75% of reports tabled at an HEQC meeting 12 months after a site visit 75% of reports tabled at an HEQC meeting 12 months after a site visit 1.1.6 Revise, pilot and publish a framework and process for programme accreditation by end March 2020 N/A New indicator N/A New indicator N/A New indicator Consultation workshop Approved revised framework for programme accreditation Piloted revised workflows for programme accreditation Full implementation of the revised framework for programme accreditation 1.1.7 Complete Phase 1 of the QEP end of March 2018 1 framework document 23 baseline reports 23 final reports 22 peer reviewer reports Approved document synthesising what was learnt during Phase 1 of the QEP 2 workshops 0 0 ANNUAL PERFORMANCE PLAN 2017/18 Page 14
Strategic Objective Audited/Actual Performance Estimated Medium-Term Targets 2013/14 2014/15 2015/16 Performance (2016/17) 2017/18 2018/19 2019/20 1.1.8 To implement Phase 2 of the QEP by the end of March 2019 N/A N/A N/A 1 approved Focus Area document specifying requirements for institutional submissions 23 institutional reports for QEP phase 2 1 workshop 0 1.2 Programme performance indicators and annual targets for 2017/18 Performance Indicator Audited/Actual Performance Estimated Medium-Term Targets 2013/14 2014/15/ 2015/16 Performance (2016/17) 2017/18 2018/19 2019/20 1.2.1 Develop methodology to assess HEIs QA systems by end March 2018 N/A N/A N/A N/A Approved methodology 0 0 1.2.2 Assess higher education institutions quality assurance systems each financial year 1.2.3 Accreditation of new programmes submitted each financial year N/A N/A N/A N/A 0 3 institutional assessments 93% 398 76% 324 88% 424 75% of submitted applications with a HEQC outcome within 12 months after the appointment of an evaluator 75% of submitted applications with a HEQC outcome within 12 months after the appointment of an evaluator 75% of submitted applications with a HEQC outcome within 12 months after the appointment of an evaluator 5 institutional assessments 75% of submitted applications with a HEQC outcome within 12 months after the appointment of an evaluator ANNUAL PERFORMANCE PLAN 2017/18 Page 15
Performance Indicator Audited/Actual Performance Estimated Medium-Term Targets 2013/14 2014/15/ 2015/16 Performance (2016/17) 2017/18 2018/19 2019/20 1.2.4 Re-accreditation of programmes submitted each financial year 80% of submitted applications with a HEQC outcome within 18 months after the appointment of an evaluator 80% of submitted applications with a HEQC outcome within 18 months after the appointment of an evaluator 80% of submitted applications with a HEQC outcome within 18 months after the appointment of an evaluator 80% of submitted applications with a HEQC outcome within 18 months after the appointment of an evaluator 1.2.5 Verify institutional capacity to offer accredited programmes by means of site visits to institutions each financial year 75% of reports tabled at an HEQC meeting 12 months after a site visit 75% of reports tabled at an HEQC meeting 12 months after a site visit 75% of reports tabled at an HEQC meeting 12 months after a site visit 75% of reports tabled at an HEQC meeting 12 months after a site visit 1.2.6 Revise, pilot and publish a framework and process for programme accreditation by end March 2020 1.2.7 Complete Phase 1 of the QEP end of March 2018 N/A New indicator 1 framework document N/A New indicator 23 baseline reports N/A New indicator 23 final reports Consultation workshop 22 peer reviewer reports Approved revised framework for programme accreditation Synthesis document of Phase 1 of the QEP Piloted revised workflows for programme accreditation 0 0 Full implementation of the revised framework for programme accreditation 2 workshops 1.2.8 Implement Phase 2 of the QEP by the end of March 2019 Ensure that institutional reports are N/A N/A QEP Phase 2 focus area document 23 institutional reports received from 1 workshop held 0 ANNUAL PERFORMANCE PLAN 2017/18 Page 16
Performance Indicator Audited/Actual Performance Estimated Medium-Term Targets 2013/14 2014/15/ 2015/16 Performance 2017/18 2018/19 2019/20 (2016/17) submitted for QEP Phase 2 in response to HEQC approved focus area document HEIs 1.3 Quarterly targets for 2017/18 Performance Indicator Reporting Period Annual Target 2017/18 1.3.1 Develop methodology to assess HEIs QA systems by end March 2018 Annually Approved methodology Quarterly Targets 1 st 2 nd 3 rd 4 th 0 0 0 Approved methodology 1.3.2 Assess higher education institutions quality assurance systems each financial year Annually Institutional assessments 0 0 0 0 1.3.3 Accredit new programmes by end of March 2018 Quarterly 75% of submitted applications with a HEQC outcome within 12 months after the appointment of an evaluator 75% of submitted applications with a HEQC outcome within 12 months after the 75% of submitted applications with a HEQC outcome within 12 months after the 75% of submitted applications with a HEQC outcome within 12 months after the appointment 75% of submitted applications with a HEQC outcome within 12 months after the appointment of an evaluator ANNUAL PERFORMANCE PLAN 2017/18 Page 17
Performance Indicator Reporting Period Annual Target 2017/18 Quarterly Targets 1 st 2 nd 3 rd 4 th appointment of an evaluator appointment of an evaluator of an evaluator 1.3.4 Re-accredit programmes by the end March 2018 Annually 80% of submitted applications with a HEQC outcome within 18 months after the appointment of an evaluator 0 0 0 80% of submitted applications with a HEQC outcome within 18 months after the appointment of an evaluator 1.3.5 Verify institutional capacity to offer accredited programmes by means of site visits to institutions by the end of March 2018 Quarterly 75% of reports tabled at an HEQC meeting 12 months after a site visit 75% of reports tabled at an HEQC meeting 12 months after a site visit 75% of reports tabled at an HEQC meeting 12 months after a site visit 75% of reports tabled at an HEQC meeting 12 months after a site visit 75% of reports tabled at an HEQC meeting 12 months after a site visit 1.3.6 Review, pilot and publish a new framework and process for programme accreditation by end March 2020 Annually Approved revised framework document for programme accreditation None None None Approved revised framework document for programme accreditation 1.3.7 To complete Phase 1 of the QEP by end of March 2018 Quarterly Synthesis document from Phase 1 of the QEP QEP workshop QEP workshop Synthesis document of Phase 1 of the QEP 0 2 workshops 1.3.8 To implement Phase 2 of Quarterly 23 institutional 0 0 23 institutional 0 ANNUAL PERFORMANCE PLAN 2017/18 Page 18
Performance Indicator Reporting Period Annual Target 2017/18 the QEP by end of March 2019 reports received from HEIs Quarterly Targets 1 st 2 nd 3 rd 4 th reports received from HEIs 1.4 Reconciling performance targets with the Budget and MTEF Expenditure estimates Programme Name: Institutional Quality Assurance Sub-programme Institutional Audits Accreditation TOTAL Expenditure outcome Adjusted appropriation Medium term expenditure estimates 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 4,559 4,606 4,344 5,047 4,575 6,173 6,519 11,873 10,013 10,429 13,574 9,604 10,676 11,274 16,432 14,619 14,773 18,621 14,179 16,849 17,793 Economic Expenditure outcome Adjusted Medium term expenditure estimates classification appropriation Sub-programme 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 Current payments 16,432 14,619 14,773 18,621 14,179 16,849 17,793 ANNUAL PERFORMANCE PLAN 2017/18 Page 19
Compensation of employees 7,605 7,977 8,997 9,969 11,509 11,412 12,052 Goods and services 8,827 6,642 5,776 8,652 2,670 5,437 5,741 Communication 115 201-123 207 219 Computer services 2,441 286-587 561 592 Consultants 1,382 4,542 3,140 7,211 1,364 1,439 Travel and subsistence 2,400 1,402 1,612 722 1,076 2,405 2,540 Other 2,489 211 1,024 9 1,594 900 951 Total Expenditure 16,432 14,619 14,773 18,621 14,179 16,849 17,793 Performance and expenditure trends Personnel The personnel costs was lower or higher in the expenditure outcome for the prior years and will be higher than goods and services expenditure for the outer years because some of the vacant funded posts will be filled due to salary increases while the number of personnel remain the same. Goods and services Spending on goods and services for the prior and out years is and will be mostly prejudiced by payment to Peer Academics Peer Academics for evaluation of accreditation and reaccreditation of programmes, as evaluators, Travel costs mostly due to HEI s site visits, Payment for Institutional Audits Committee members, Accreditation Committee members, Catering for meetings and other overheads expenditures. The budget pressure will force the programme to reprioritise its projects/activities so that their budget is within the budget baseline. ANNUAL PERFORMANCE PLAN 2017/18 Page 20
2 QUALIFICATIONS MANAGEMENT AND PROGRAMME REVIEWS This programme seeks to advance the realization of strategic goal 3 of the CHE by managing a single integrated national framework of higher education qualifications as a subset of the National Qualification Framework (NQF); developing qualification standards; and undertaking national reviews in selected programmes and qualification levels. The common denominator among these programme functions is that they all contribute towards ensuring that South African higher education qualifications meet appropriate criteria as determined by the Minister of Higher Education; and that they are of acceptable quality and internationally comparable. Such qualifications and the study programmes that lead to them are intended to contribute to the full personal development of students, and to the social and economic development of the country. The programme is structured into three related key focus areas or sub-programmes. These are the management of the HEQSF; standards development and national reviews. This is a new budget programme structure. It brings together related functions that used to be performed under a number of different directorates in a less coordinated fashion. The consolidation of these functions under this new budget programme structure is expected to engender more coherence, better coordination, effectiveness and resource efficiency. 2.1 Strategic objective annual targets for 2017/18 Strategic Objective Audited/Actual Performance Estimated Performance Medium-Term Targets 2013/14 2014/15/ 2015/16 (2016/17) 2017/18 2018/19 2019/20 2.1.1 HEQSF Policy Development, review and implementation each financial year 2.1.2 HEQSF Information Management N/A (New objective) 98% (111 of 114) private N/A (New objective 99% (113 of 114) private higher N/A (New objective) 95% (127 of 133) private higher 3 policies developed: RPL, CAT and Assessment. Workshop institutions HEQCIS to hold data from 80% of private higher education providers 1 policy developed and approved HEQCIS to upload data to NLRD twice 2 policies selected on the basis of priorities stipulated in Ministerial Guidelines HEQCIS to upload data to NLRD twice 2 existing policies reviewed and 2 new policies developed based on priorities stipulated in Ministerial guidelines HEQCIS to upload data to NLRD twice ANNUAL PERFORMANCE PLAN 2017/18 Page 21
Strategic Objective Audited/Actual Performance Estimated Performance Medium-Term Targets 2013/14 2014/15/ 2015/16 (2016/17) 2017/18 2018/19 2019/20 collect data on HEQCIS to upload to NLRD each financial year higher education institutions uploaded data on HEQCIS education institutions uploaded data on HEQCIS education institutions uploaded data on HEQCIS yearly yearly yearly 2.1.3 Number of qualification standards developed by the end of each financial year N/A Pilot N/A Pilot 5 9 Standards Developed and percentage completion 1. Doctoral Studies 20% 80% 100% - 2. Bachelor of Commerce 3. Bachelor of Sports Coaching 4. Bachelor of Nursing 5. Bachelor of Information and Library Sciences 6. Engineering Diploma 7. Engineering Bachelor 8. Procurement qualifications 9. Higher Certificate in Emergency 40% 100% - - 60% 100% - - - 40% 60% 100% 20% 60% 100% - 80% 100% - - 80% 100% 0 0-20% 60% 100% 20% 60% 100% 0 ANNUAL PERFORMANCE PLAN 2017/18 Page 22
Strategic Objective Audited/Actual Performance Estimated Performance Medium-Term Targets 2013/14 2014/15/ 2015/16 (2016/17) 2017/18 2018/19 2019/20 Care 2.1.4 Management of the phases of National Reviews planned for each financial year Bachelor of Social Work Phase 1 completed Bachelor of Social Work Phase 2 and 3 completed Bachelor of Social Work Phase 2 completed and phase 3 completion Approved activities report on Bachelor of Laws Phase 1 Bachelor of Social Work Phase 3 completion Approved activities report on Bachelor of Laws Phase 2 Approved final national report on Bachelor of Social Work Phase 3 Approved final national report on Bachelor of Laws Phase 3 Approved activities report on Doctoral Degrees Phase 1 0 0 0 0 Approved activities report on Doctoral Degrees Phase 2 Approved final national report on Doctoral Degrees Phase 3 0 Approved activities report on Bachelor of Information and Library Sciences Phase 1 0 0 Approved activities report on Bachelor of Information and Library Sciences Phase 2 Approved activities report on Bachelor of Nursing Phase 1 ANNUAL PERFORMANCE PLAN 2017/18 Page 23
2.2 Programme performance indicators and annual targets for 2017/18 Performance Indicator Audited/Actual Performance Estimated Medium-Term Targets 2013/14 2014/15/ 2015/16 Performance (2016/17) 2017/18 2018/19 2019/20 2.2.1 Number of HEQSF policies developed and approved by end of each financial year 2.2.2 Number of HEQCIS uploads to NLRD per financial year 2.2.3 Number of qualification standards developed in phases per financial year 2.2.4 Percentage of planned major milestones in each national review completed by the end of each financial year. N/A (New indicator) N/A (New indicator) N/A (New indicator) 3 policies developed: RPL, CAT and Assessment New indicator New indicator New indicator HEQCIS to hold data from 80% of private higher education providers N/A Pilot Bachelor of Social Work Phase 1 N/A Pilot Bachelor of Social Work Phase 2 and 3 5 qualification standards developed Approved activities report on Bachelor of Laws - Phase 1 4 drafts qualification standards developed - 50% complete Approved activities report and final national report on Bachelor of Laws - Phases 2 and 3 1 policy developed and approved HEQCIS to upload data to NLRD twice yearly 4 drafts qualification standards developed - 100% complete Approved activities report Doctoral Degrees Qualification - Phase 1 2 policies selected on the basis of priorities stipulated in Ministerial Guidelines HEQCIS to upload data to NLRD twice yearly 4 drafts qualification standards developed - 50% complete Approved activities report Doctoral Degrees Qualification - Phase 2 and 3 2 existing policies reviewed and 2 new policies developed based on priorities stipulated in Ministerial guidelines HEQCIS to upload data to NLRD twice yearly 4 drafts qualification standards developed -100% complete Approved national report on Doctoral Degrees Qualification - Phase 3 2.3 Quarterly targets for 2017/18 ANNUAL PERFORMANCE PLAN 2017/18 Page 24
Performance Indicator 2.3.1 Number of HEQSF policies developed and approved by end of March 2018 2.3.2 Number of HEQCIS uploads to NLRD per by the end of March 2018 2.3.3 Number of qualification standards developed in planned phases by end of March 2018 Reporting Period Annual Bi-annual Quarterly Annual Target 2017/18 Quarterly Targets 1 st 2 nd 3 rd 4 th 1 policy developed and approved 0 0 0 HEQCIS to upload data to NLRD twice yearly 4 Standards developed Report on date uploaded to NLRD by HEQCIS 4 Standards at different stages of completion 0 Report on date uploaded to NLRD by HEQCIS 4 Standards at 4 Standards at different stages different stages of completion of completion Doctoral Studies 40% 60% 80% Bachelor of Commerce 60% 80% 100% Sports Coaching 80% 100% Developed and approved policy 0 4 Standards at different stages of completion Bachelor of Nursing 20% 40% Library Sciences 40% 60% Engineering Diploma Engineering Bachelor 100% 100% Procurement qualifications Higher Certificate in Emergency Care 20% 20% 20% ANNUAL PERFORMANCE PLAN 2017/18 Page 25
Performance Indicator Reporting Period Annual Target 2017/18 Quarterly Targets 1 st 2 nd 3 rd 4 th 2.3.4 Percentage of planned major milestones in each national review achieved by the end of March 2018. Quarterly Approved national report on Bachelor of Social Work - Phase 3 100% Approved national report on Bachelor of Laws Phase 3 100% Approved activities report on Doctoral Degrees Phase 1 20% 40% 60% Approved activities report on Engineering: Diploma and Degree Phase 1 20% 40% 60% 2.4 Reconciling performance targets with the Budget and MTEF Expenditure estimates Programme Name: Qualifications Management and Programme Reviews ANNUAL PERFORMANCE PLAN 2017/18 Page 26
Sub-programme Expenditure outcome Adjusted appropriation Medium term expenditure estimates 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 National Standards and Reviews 3,929 3,144 3,224 5,069 3,407 7,386 7,800 TOTAL 3,929 3,144 3,224 5,069 3,407 7,386 7,800 Expenditure outcome Adjusted appropriation Medium term expenditure estimates Economic classification 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 Current payments 3,929 3,144 3,224 5,069 3,407 7,386 7,800 Compensation of employees 2,855 1,708 2,274 2,261 3,013 2,926 3,090 Goods and services 1,074 1,436 950 2,808 394 4,460 4,710 Of which 1 Agency and supported/outsourced services - 235 Communication 15 - Computer services - 9-320 320 338 Consultants 403 841 370 365 1,084 1,145 Travel and subsistence 343 289 370 1,544 164 1,936 2,044 Other 1,183 ANNUAL PERFORMANCE PLAN 2017/18 Page 27
Expenditure outcome Adjusted appropriation Medium term expenditure estimates Economic classification 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 313 62 210 579 230 1,120 Total Expenditure 3,929 3,144 3,224 5,069 3,407 7,386 7,800 Performance and expenditure trends Personnel Generally, the personnel costs for the period 2013-16 were higher than expenditure on goods and services because some of the previously vacant funded posts were filled. The other outer years (2016-20) clearly indicate lower costs for personnel due to merger of the two directorates: the National Reviews and Standards Development. Goods and services The main spending items in terms of goods and services for the prior and out years are payment to Peer Academics as evaluators, travel costs mostly due to HEI s site visits, payment for National Standards and Reviews Committee members, catering for meetings and other overheads expenditures. The budget pressure will force the programme to reprioritise its projects/activities so that its budget is fully accommodated within the organisation s budget baseline. 3 RESEARCH, MONITORING, AND ADVICE This programme responds to two main strategic objectives in partial fulfilment of the Mission, namely researching and monitoring trends and developments in higher education and fostering critical discourse on contemporary higher education issues and providing advice on strategy and policy. The functions within this programme are cross-cutting in the main, in that they synthesize knowledge and insights gained in the quality assurance and research activities carried out in different parts of the organisation in order to inform policy analysis and advice produced. ANNUAL PERFORMANCE PLAN 2017/18 Page 28
There are four objectives in this programme. The first is to undertake research on key issues on higher education, which is generally organized in specific research projects, and which leads to the publication of research findings to be disseminated to CHE stakeholders and other interested parties. The research undertaken is sometimes long-term, and may take longer than a financial year, particularly where empirical work such as conducting interviews and working with peer academic volunteers in task teams is concerned. Sometimes aspects of a project may be carried out through commissioned research. Within this objective, it is also necessary to foster critical discourse on higher education issues in a variety of formats; in addition to the production of publications, the CHE will host seminars or colloquia on pertinent issues, drawing on research undertaken. The second objective is to monitor trends and developments in higher education to inform research undertaken by academics across the system or within CHE research projects, and to provide the information that is necessary for the provision of advice to the Minister. This means a production of indicators or consolidated information based on data produced by higher education institutions and collected via the Higher Education Management Information System (HEMIS) of the DHET, and other data sources such as Statistics SA and the National Student Financial Aid System (NSFAS). The third objective is to provide research-based advice to the Minister of Higher Education and Training in a proactive manner. The CHE must also respond to any requests for advice from the Minister; the number and nature of these cannot be predetermined, but every request should be acted upon. The fourth objective is to keep abreast of trends and developments in quality assurance. As a quality assurance agency, the CHE must foster relationships with a variety of national stakeholders such as Quality Councils in the PSET sector, and with other QA agencies internationally. The CEOs Forum of the CEOs of the QCs in the PSET sector and SAQA meet regularly, and ad hoc meetings occur. Keeping abreast also requires benchmarking projects related to the CHE s quality assurance activities to be undertaken from time to time. International conferences are another means of keeping abreast of trends and developments. In some years, the CHE may host an international conference, but this is not an annual event as hosts are generally rotated. 3.1 Strategic objective annual targets for 2017/18 Strategic Objective Audited/Actual Performance Estimated Medium-Term Targets 2013/14 2014/15/ 2015/16 Performance (2016/17) 2017/18 2018/19 2019/20 3.1.1 Research: To produce and share reliable research on key issues per year to One publication published and One event held One publication published and One event One publication published and One event One publication published and One event held ANNUAL PERFORMANCE PLAN 2017/18 Page 29
inform the development and transformation of the higher education system through one publication by the end of March each year 3.1.2 Monitoring: To collate and disseminate by the end of March each year monitoring information on key trends and developments in higher education 3.1.3 Advice To provide by the end of each financial year research-based recommendations and advice on issues of national importance to the higher education sector, both proactively and in response to Ministerial requests One vital stats publication produced Two Advisory reports submitted to the Minister 80% of requests received and responded to held One vital stats publication produced Two Advisory reports submitted to the Minister 80% of requests received and responded to held One vital stats publication produced Two Advisory reports submitted to the Minister 80% of requests received and responded to One vital stats publication produced Two Advisory reports submitted to the Minister 80% of requests received and responded to 3.2 Programme performance indicators and annual targets for 2017/18 Performance Indicator Audited/Actual Performance Estimated Medium-Term Targets ANNUAL PERFORMANCE PLAN 2017/18 Page 30
3.2.1(a) One publication recording research findings by end March each year 3.2.1(b) One event held by end March each year 3.2.2 One monitoring publication, VitalStats published by end March each year 3.2.3(a) Number of Proactive advice reports to the Minister of Higher Education and Training by end March each year 3.2.3(b) Number of responsive advice reports to the Minister of Higher Education and Training by end March each year 2013/14 2014/15/ 2015/16 Performance (2016/17) 2 2 3 One publication published 2017/18 2018/19 2019/20 One publication published N/A N/A 1 One event held One event held 1 1 1 One vital stats One vital publication produced stats publication produced 1 2 2 Two Advisory reports submitted to the Minister 5 2 2 80% of requests received and responded to Two Advisory reports submitted to the Minister 80% of requests received and responded to One publication published One event held One vital stats publication produced Two Advisory reports submitted to the Minister 80% of requests received and responded to One publication published One event held One vital stats publication produced Two Advisory reports submitted to the Minister 80% of requests received and responded to 3.3 Quarterly targets for 2017/18 3.3.1(a) Performance Indicator One publication recording research findings by end March Reporting Period Quarterly Annual Target 2017/18 One publication published Quarterly Targets 1 st 2 nd 3 r 4 th 0 0 0 One publication published ANNUAL PERFORMANCE PLAN 2017/18 Page 31
Performance Indicator 2018 Reporting Period Annual Target 2017/18 Quarterly Targets 1 st 2 nd 3 r 4 th 3.3.1(b) One events held by end March 2018 Quarterly One event held 0 0 One event held 0 3.3.2 One monitoring publication, VitalStats published by end March 2018 Annual One vital stats publication produced 0 0 One vital stats publication produced 0 3.3.3(a) Number of Proactive advice reports to the Minister of Higher Education and Training by end March 2018 Quarterly Two Advisory reports submitted to the Minister 0 One Advisory reports submitted to the Minister 0 One Advisory reports submitted to the Minister 3.3.3(b) Number of responsive advice reports to the Minister of Higher Education and Training by end March 2018 Quarterly 80% of requests received and responded to 80% of requests received and responded to 0 80% of requests received and responded to 0 3.4 Reconciling performance targets with the Budget and MTEF Expenditure estimates Programme Name: Research, Monitoring and Advice ANNUAL PERFORMANCE PLAN 2017/18 Page 32
Sub-programme Expenditure outcome Medium term expenditure estimates 2013/14 2014/15 2015/16 Adjusted appropriation 2017/18 2018/19 2019/20 Monitoring and Evaluation 6,854 6,159 7,127 7,039 6,024 7,817 8,255 TOTAL 6,854 6,159 7,127 7,039 6,024 7,817 8,255 Expenditure outcome Adjusted appropriation Medium term expenditure estimates Economic classification 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 Current payments 6,854 6,159 7,127 7,039 6,204 7,817 8,255 Compensation of employees 3,636 2,964 4,138 2,826 4,494 4,490 4,741 Goods and services 3,218 3,195 2,989 4,213 1,530 3,327 3,513 Of which 1 Agency and support/outsourced services - 1,577-1,500 1,500 1,584 Communication 15 145-34 38 40 Computer services 5 14-51 108 114 Consultants 933 1,117 1,898 1,370 1,521 405 428 Travel and subsistence ANNUAL PERFORMANCE PLAN 2017/18 Page 33