sqa corporate plan 2011-2014€¦ · stakeholders involved in education and training activities in...

Corporate Plan 2010 – 2013

53 Samoa Qualifications Authority

Samoa Qualification Authoprity P O Box L851

Teuila Hotel, Level 1 Malifa

Telephone: +685 20976 Facsimile: +685 26314 Email: [email protected]

Website: www.sqa.gov.ws

CORPORATE PLAN

July 2011 – June 2014

Corporate Plan 2011 -2014

Samoa Qualifications Authority

DISCLAIMER Any representation, statement, opinion or advice expressed or implied in this document is made in good faith but on the basis that neither the Samoa Qualifications Authority nor the Government of Samoa is liable for any person’s damage or loss which has occurred consequent upon that person taking (or not taking) an action in respect of any representation, statement, opinion or advice as referred to in the publication. March 2011 This document is copyright. Reproduction of material from the Document is, however, welcomed subject to prior written permission from: The Chief Executive Officer Samoa Qualifications Authority PO Box L851 APIA, SAMOA







SAMOA QUALIFICATIONS AUTHORITY

CORPORATE PLAN July 2011 – June 2014


i Samoa Qualifications Authority

MESSAGE FROM THE HONOURABLE MINISTER

The prosperity of our nation depends to a great extent on the skills and abilities of every Samoan and that Samoan qualifications have international credibility. The Samoa Qualifications Authority (SQA) plays the key role in enhancing the quality and maintaining internationally benchmarked standards of post school education and training in Samoa. This Samoa Qualifications Authority Corporate Plan (2011 -2014) supports Government’s initiatives to improve the quality of education outcomes and emulates the vision of ‘improving the quality of life for all’ as specified in the Strategy for the Development of Samoa (2008-2012). I am pleased to endorse this Corporate Plan and offer my acknowledgement and congratulations to everyone involved in its development. It will be the focus for SQA for the next three years.

Magele Mau’iliu Magele MINISTER OF EDUCATION, SPORTS & CULTURE


ACRONYMS AMP(s) - Annual Management Plan(s) CEO - Chief Executive Officer CIS - Collaboration and Impact Statement CSD - Corporate Services Division FY - Financial Year ILO - International Labour Organisation IS - Information Systems MESC - Ministry of Education, Sports and Culture MOA(s) - Memorandum of Agreement(s) NFL - Non Formal Learning NQ - National Qualifications OCEO - Office of the CEO PIS - Project Identification Statement PSET - Post School Education and Training PSIF - Public Sector Improvement Facility QA - Quality Assurance QAD - Quality Assurance Division QD - Qualifications Division QMS - Quality Management Systems ROA - Record of Achievement RPL - Recognition of Prior Learning RPPD - Research, Policy and Planning Division SDS - Strategy for the Development of Samoa SQA - Samoa Qualifications Authority SQF - Samoa Qualifications Framework TVET - Technical & Vocational Education and Training UNDP - United Nations Development Programme



SQA Statement of Cash Flow for the Year Ended:

Audited

Accounts June 2009

$

Audited Account June 2010

$

Forecast to June 2011 $




Cash flows from operating activities

Cash receipts from other customers

37,815 15,869 4,848 - - 3,793

Interest from term deposits

30,611 49,132 20,817 32,951 34,315 33,113

Cash paid to employees (710,740) (732,265) (666,465) (373,403) (1,389,646) (1,419,646)

Cash paid to suppliers (349,163) (446,828) (266,629) (176,952) (554,945) (519,945)

Net cash flows from operating activities

(991,477) (1,113,545) (907,429) (517,404) 1,910,276) 1,902,685)

Cash flows from investing activities

Purchase of Fixed Assets

(15,208) (166,375) (27,678) - (26,190) (26,190)

Proceeds from Sale of Assets

- 52,576 - - - -

Net cash flows from investing activities

(15,208) (113,800) (27,678) - (26,190) (26,190)

Cash flows from financing activities

Grant from the Government of Samoa

1,494,671 1,390,000 1,100,712 550,356 1,970,781 1,965,781

Net cash flows from financing activities

1,494,671 1,390,000 1,100,712 550,356 1,970,781 1,965,781

Net increase / (decrease) in cash

487,986 162,655 165,605 32,952 34,315 36,906

Cash and cash equivalent at the beginning

562,668 1,050,654 1,213,309 1,378,914 1,411,866 1,479,294

Cash and cash equivalent at year end

1,050,654 1,213,309 1,378,914 1,411,866 1,446,181 1,516,200

Represented by: Cash on hand and at Bank

520,043 605,309 500,097 500,097 500,097 570,116

Term Deposits 530,611 608,000 878,817 911,769 946,084 946,084

1,050,654 1,213,309 1,378,914 1,411,866 1,446,181 1,516,200


ii Samoa Qualifications Authority

MESSAGE FROM THE SQA BOARD CHAIRPERSON

The Samoa Qualifications Authority Act 2010 provides the SQA Board with a legislative platform for their task of leading the development of post school education and training in Samoa. I commend the significant work that has been done by the SQA team in collaborative efforts with Post School Education and Training (PSET) providers and stakeholders in achieving the performance indicators of the first SQA Corporate Plan 2008-2012. This has not been a simple task given the wide range of providers and stakeholders involved in education and training activities in PSET in Samoa. This Corporate Plan 2011-2014 will continue to implement the initiatives in the PSET Strategic Plan. The SQA Board will mentor, support and monitor the implementation of this Corporate Plan to ensure that goals and objectives are met and that the PSET in Samoa gains international credibility.

Lolofie Eti Enosa CHAIRPERSON SAMOA QUALIFICATIONS AUTHORITY BOARD


iii Samoa Qualifications Authority

MESSAGE FROM THE CHIEF EXECUTIVE OFFICER

This Corporate Plan 2011-2014 has been produced in accordance with the Public Bodies (Performance and Accountability) Act 2001. The Corporate Plan sets a clear direction for SQA’s operations over the next three years. It maps out priorities for the Authority and describes how it will work together with providers, its partners and stakeholders to implement the PSET Strategic Plan. The values and professional approach that will underpin SQA’s work in achieving key goals and objectives are also defined in the Plan. The Plan will also focus on the development and enhancement of capabilities within the SQA for optimal performance and delivery of services. The Corporate Plan will serve as the strategic guide through which SQA’s contribution to the development and achievement of a high quality, relevant and ‘holistic’ post school education and training for Samoa can be achieved. Fepulea’i Sinapi Moli CHIEF EXECUTIVE OFFICER



Internet expenses 29,424 20,523 6,000 18,000 18,000 18,000

Legal fees & consultation fees

1,750 23,936 4,001 19,999 19,999 19,999

Membership fee & Subscription fee

22,010 6,635 4,433 17,300 17,300 17,300

Motor vehicle expenses

18,618 14,176 5,866 20,600 20,600 20,600

NPF contribution 32,233 36,759 - - - -

Office Stationery 17,909 10,089 167 10,000 10,000 10,000

Office Supplies 2,127 4,721 2,000 2,000 2,000 2,000

Printing 1,734 15,264 1,983 2,250 2,250 2,250

Postage and freight 635 365 50 200 200 200

Publication 3,709 205 833 9,000 9,000 9,000

Professional services-Panel fees

- 6,200 29,317 179,500 179,500 179,500

Professional services-Architecture

- - - 35,000 - -

Repairs & maintenance

17,741 40,925 4,167 17,650 17,650 17,650

Salary and wages 660,211 767,996 373,404 1,302,034 1,302,034 1,302,034

Software expenses 450 - - 2,000 2,000 2,000

Sports & related equipment

155 633 - 500 500 500

Telephone & fax expenses

12,639 14,040 3,600 14,400 14,400 14,400

Travel expenses 52,560 45,986 4,259 30,160 30,160 30,160

VAGST Expense Account

- - 61,024 - - -

Water expense 2,106 1,456 952 2,400 2,400 2,400

Total Expenses 1,114,120 1,315,641 637,212 1,977,304 1,970,999 1,969,956 Excess of Revenue over Expenditure

448,947 198,521 (34,245) 43,998 36,293 28,938

Add: Opening Accumulated Funds

583,126 1,032,075 1,435,545 1,401,300 1,445,298 1,481,591

Transfer to Accumulated Funds

1,032,073 1,230,596 1,401,300 1,445,298 1,481,591 1,510,529



SQA Statement of Revenue and Expenditure for the Year Ended:

Audited Accounts June 2009 $

Audited Accounts June 2010 $





REVENUE Amortized Deferred Income

57,556 45,443 19,659 16,206 8,398 -

Government Grant 1,494,671 1,390,000 550,356 1,970,781 1,965,781 1,965,781

Interest from Term Deposit

40,820 36,779 32,952 34,315 33,113 33,113

Other Income 20 390 - - - -

Gain on sale of fixed asset

- 41,550 - - - -

1,593,067 1,514,162 602,967 2,021,302 2,007,292 1,998,894 EXPENDITURE

Accommodation Expenses

- 2,740 505 1,170 1,170 1,170

ACC levy 6,200 6,839 - - - -

Advertising 1,960 22,277 4,000 23,987 23,987 23,987

Allowances 38,323 45,264 - 39,293 39,293 39,293

Allowances – HDA - - - 10,646 10,646 10,646

Audit fees 12,167 15,067 4,167 12,500 12,500 12,500

Bank charges 896 894 313 1,200 1,200 1,200

Board expenses 11,203 13,491 2,537 10,000 10,000 10,000

Cleaning Expense 1,535 831 300 3,000 3,000 3,000

Consultation & meeting expense

8,697 20,565

3,811 24,418 24,418 24,418

Counterpart costs 4,276 - - - - -

Depreciation 87,216 89,635 86,856 32,713 31,408 30,365

Donations 631 6,000 667 - - -

Directors Fees 31,439 37,510 - 37,671 37,671 37,671

Electricity 17,631 33,054 13,333 40,000 40,000 40,000

Exchange Loss 129 - - - - -

Functions and related expenses

6,997 2,580 - 2,000

Health and Safety expense

17 38 167 500 500 500

Hiring expenses 4,168 8,390 2,167 6,210 6,210 6,210

Insurance 825 828 333 1,000 1,000 1,000

Rent 36,800 - 16,000 48,000 48,000 48,000



TABLE OF CONTENTS

MESSAGE FROM THE HONOURABLE MINISTER…………………………….i

MESSAGE FROM THE SQA BOARD CHAIRPERSON………………………..ii

MESSAGE FROM THE CHIEF EXECUTIVE OFFICER..………………………iii

EXECUTIVE SUMMARY…………………………………………………………....1

INTRODUCTION……………………………………………………………………..2

VISION…………………………………………………………………………..........4

MISSION……………………………………………………………………………....4

MANDATE………………………………………………………………………….....4

FUNCTIONS…………………………………………………………………………..5

STATEMENT OF PRINCIPLE……………………………………………………....7

VALUE STATEMENT………………………………………………………………...7

PROFILE…………………………………………………………………………….....7 • History

• Rationale

• Governance and Management

• Organisational Structure • SQA Board Photo • SQA Staff Photo

STRATEGIC ISSUES FOR THE PLANNING PERIOD…………………………13 • Situational analysis • PSET Strategic Plan 2008-2016 • Key Objectives • Operational Priorities

OUTPUTS, ACTIVITIES AND PERFORMANCE INDICATORS...…………….16

REPORTING…………………………………………………………………………41

FINANCIAL STATEMENTS ……………………………………………………….42

ACRONYMS………………………………………………………………………….46



EXECUTIVE SUMMARY The Samoa Qualifications Authority (SQA) is the principal organisation mandated to provide policy advice, coordinate and quality assure Post School Education and Training (PSET) in Samoa. This Corporate Plan is SQA’s operational document. It sets out a planning framework through which the ‘holistic’ approach to the development of PSET sought by Government can be achieved for Samoa for the 2011 – 2014 planning period. The Corporate Plan provides the implementation vehicle for many of the initiatives in the PSET Strategic Plan 2008 – 2016 and is the development platform for others. It is also closely aligned to the Strategy for the development of Samoa (SDS) 2008 – 2012 and the Ministry of Education, Sports and Culture’s (MESC) Policies and Plan 2006 – 2015. Four key objectives have been identified by SQA to effectively carry out its operational priorities for this Corporate Planning cycle. These operational priorities are addressed accordingly under the key objectives that deal mainly with strategic leadership, enhancing research and policy development capability, enhancing quality and relevance of PSET learning and promoting the efficient and effective use of resources. An implementation and monitoring framework that specifies the strategies and activities, responsible divisions for their implementation and key performance indicators is provided as well as forecasts for revenue and expenditure which takes into account major developments anticipated over the three year period.



FINANCIAL STATEMENTS

SAMOA QUALIFICATIONS AUTHORITY BALANCE SHEET AS AT:

Audited Accounts June 2009

$

Audited Accounts June 2010

$

Forecast As at

June 2011 $

Forecast As at

June 2012 $

Forecast As at

June 2013 $

Forecast As at

June 2014 $

ACCUMULATED FUNDS

Represented by:

CURRENT ASSETS

Petty Cash 100 100 100 100 100 100

Cash at Bank 519,944 605,209 499,997 499,997 533,110 570,016

Term Deposit 530,611 608,000 911,769 946,084 946,084 946,084

Accounts Receivable

6,082 - - - - -

Other Debtors 21,189 9,563 3,793 3,793 3,793 -

Prepayment -

1,077,925 1,235,409 1,415,659 1,449,974 1,483,087 1,516,200 CURRENT LIABILITIES

Accounts Payable 107,626 177,596 127,129 127,129 127,129 127,129

107,626 177,596 127,129 127,129 127,129 127,129

WORKING CAPITAL

970,298 1,057,813 1,288,530 1,322,845 1,355,958 1,389,071

NON-CURRENT ASSET

Fixed Assets 160,821 232,125 137,374 130,851 125,633 121,458

NON-CURRENT LIABILITY

Deferred Income –UNDP Project

36,965 7,728 - 8,398 - -

Deferred Income – PSIF Project

62,081 51,614 24,604 - - -

NET ASSETS 1,032,073 1,230,596 1,401,300 1,445,298 1,481,591 1,510,529



REPORTING

Cabinet Reporting • Strategic overview

• Performance highlights

• Overall outcomes

• Various reports

• Audited accounts

Reporting to Government • Quarterly and Annual Reporting to the Ministry of Finance,

• Reporting to Ministry of Finance, Shareholding Ministers (Ministers of Education and Finance) and Controller and Chief Auditor - Period highlights, operating overview, financial overview, and project review.

• Reporting to Parliament via Shareholding Ministers

SQA Board Reporting • Monthly Board Meetings - Progress Reports against forecasts, annual plans and specific projects

Staff Reporting • Staff Fortnightly Meetings - Progress Reports against forecasts, annual plans and

specific projects



INTRODUCTION

This SQA Corporate Plan 2011-2014 is based on the importance that the Government of Samoa has placed upon skills and knowledge to the achievement of its aspirations for the future of the nation. Government has acknowledged that the level of skills and knowledge of the whole community is becoming a critical measure of the ‘ability’ of the nation to deal with the challenges ahead. Education and learning has been a major development platform of the SDS over the last decade. It continues to be a major thrust in the current SDS both as a priority on its own account and through the central role it plays for the achievement of other strategies outlined in the SDS. A PSET environment that is in touch with the needs of the community, of business and Government is recognised as important for the future of Samoa. High quality learning and training of international standing is a fundamental requirement. PSET is delivered through many agencies and providers spanning the formal and non formal learning environments in Samoa. The SQA has been established to provide coordination and strategic direction for PSET to optimise the value of education and training for learners and for the nation. The development of the first PSET Strategic Plan 2008 – 2016 has identified a range of strategies to enhance connection and coordination across PSET, to create pathways for learners and to enhance the value of education and training for all stakeholders of PSET. The Corporate Plan provides the implementation vehicle for many of the initiatives in the PSET Strategic Plan and is the development platform for others. The Corporate Plan sets out a planning framework through which the ‘holistic’ approach to the development of PSET sought by Government can be achieved for Samoa.



‘A genuine desire for improvement in individuals for themselves and for the communities in which they live is the strongest possible impetus for

national development. For this to become a reality, lifelong learning and accessibility to opportunity is fundamental. All learning should open the door for continuing development. Optimising the development of learning

pathways, inter-provider collaboration, skills recognition and credit transfer processes, can have significant impact on individuals and the

nation’

(Post school Education and Training Strategic Plan 2008-2016)



Timing

FY 11-14

FY 11-14

FY 11-14

FY 11-14

Ann

ually

FY 13-14

FY 11-12

FY 11-14

Responsibility

RPPD & All

Divisions

RPPD & All

Divisions

RPPD & All

Divisions

RPPD

CSD

QA & All

Divisions

CSD

CSD & All

Divisions

Performance Indicators

• Project man

aged

and

monitored

• Project man

aged

and

monitored

• Project nee

ds iden

tified

• Project Register

maintaine

d an

d upda

ted

• Financial audit repo

rts

ap

proved

by Boa

rd

• Self review rep

ort

• Feasibility stud

y repo

rt

• Proposal for fu

nding

prepared

Strategies and Activities

10.1 Coo

rdinate and monitor the

manag

emen

t of don

or fu

nded

projects:

• SQA’s Man

agement Information

System und

er PSIF

• Australia’s sup

port fo

r TVET

under the Sam

oa/Australia

Partnership for developm

ent

10.2 Id

entify projects nee

ds fo

r

developm

ent

10.3 Maintain an

d up

date Projects

Reg

ister

11.1 Con

duct internal and

external

audits:

• Condu

ct SQA Financial Audit

• Condu

ct self review

12.1 Establish SQA hea

dqua

rters:

• Condu

ct feasibility study

• Prepa

re propo

sal for fu

nding

Output

10. P

roject

Suppo

rt Services

11. A

udit

12. S

QA Building



Timing

FY 11-14

FY 11-14

FY 11-14

FY 11-14

FY 11-14

Responsibility

OCEO

OCEO

OCEO & All

Divisions

OCEO & All

Divisions

OCEO


• Meeting documents

prepa

red & distributed

to

Boa

rd membe

rs on tim

e

• Boa

rd and

Board sub

-

com

mittee

mee

tings

prope

rly coo

rdinated

• Sub

missions an

d repo

rts

are prepa

red on

time for

meetings

• Strategic seminars/

workshops and meetings

coo

rdinated and

com

pleted

• SQA Board Man

ual

man

aged

and

implemented


9.1 To provide

qua

lity services to

the Board and M

inister:

• P

repa

re m

eeting do

cumen

ts and

coordina

te Boa

rd and

Boa

rd

sub-committee

meetings

• P

repa

re sub

missions an

d tim

ely

repo

rts for meetings

• C

oordinate strategic seminars

/workshops and meetings

9.2 Man

age an

d implemen

t SQA

Boa

rd Man

ual

Output

9. Boa

rd Services



VISION

MISSION

MANDATE SQA is formally mandated under the Samoa Qualifications Authority Act 2010. It also has responsibilities under the following:

• Public Bodies (Performance and Accountability) Act 2001 and Regulations;

• Public Finance Management Act 2001;

• Strategy for the Development of Samoa 2008 – 2012;

• Ministry of Education Strategic Policies and Plan 2006-2015; and

• Cabinet Directives.

“To be the lead agency that promotes post school education and training that is acclaimed nationally and internationally for

its quality, its relevance to the needs of learners, the community and to the directions established for the nation”

“To work in partnership with all stakeholders to promote the achievement of high quality post school education and training that is nationally and internationally acclaimed and meets

national economic, social and cultural goals”



FUNCTIONS The Samoa Qualifications Authority Act 2010 lists the following functions: a) Provide policy advice to Government on strategies and priorities for post school

education and training; b) Monitor and report to Government and the post school education sector, on the

activities, resourcing and overall performance of the post school education sector in relation to national strategic goals for economic, social and cultural development;

c) Provide advice to Government and the post school education sector on findings and implications arising from research, monitoring or evaluation conducted by the Authority or other agencies, bodies or persons;

d) Regulate qualifications and quality standards for all the Post School Education and Training (PSET) providers in Samoa;

e) Coordinate and strengthen all post school education and training so as to better focus the post school education sector on national development goals and to promote and develop articulation among programmes;

f) Promote links and learning pathways between the school sector and the post school education and training sub sector and offer career advisory services;

g) Develop and facilitate partnerships between stakeholders in business, industry, professional, non-government and community organisations and post school education and training organisations;

h) Work with national stakeholder groups to ensure standards and training requirements are established in particular for trade, technician and professional occupations;

i) Determine a national qualifications structure for Samoa, including the definition of terms to ensure and maintain the national and international credibility of qualifications and the good standing of post school education and training organisations;

j) Develop criteria and processes for the registration of all providers of post school education and training;

k) Develop criteria and processes for the accreditation and quality audit of all post school education and training providers;

l) Promote quality in non-formal education and training programmes;



Timing

Ann

ually

Ann

ually

FY 11-14

FY 11-14

FY 11-14

Responsibility

RPPD & All

Divisions

RPPD

CSD

CSD

OCEO & All

Divisions


• S

chedule of PSET

perform

ance data

collection review

ed and

implemented

• P

SET Statistical Bulletin

published

• S

taff training on usage of

new program software

and IT related

programs

completed

• F

ees structure

implemented

• SQA and stakeholder

compliance achieved


6.2 Establish a fram

ework and

processes for inform

ation an

alysis,

publications and dissemination of

PSET perform

ance data:

• R

eview and

implement a

sche

dule fo

r an

nual collection of

PSET perform

ance data

• A

nalyse data an

d prod

uce

repo

rts for publication of PSET

Statistical Bulletin

6.3 Condu

ct training for staff o

n

usag

e of new

program software and

IT related programs

7.1 Man

age an

d implemen

t SQA

Fees Structure

8.1 Implemen

t SQA Act 201

0

Output

7. SQA Fee

Structure

8. Legislation



Timing

FY 11-13

FY 11-14

FY 11-14

FY 11-14

FY 11-14

FY 11-14

FY 11-14

Responsibility

CSD

CSD

CSD

CSD

CSD

CSD

CSD


• PSET sector IS Plan

develope

d

• IS Plan and network

databa

se im

plemented

• IS Plan and network

databa

se reviewed

• Man

uals reviewed

• Implementation repo

rts

Produced

• SQA W

ebsite updated

reg

ularly

• Mon

itoring repo

rts

• Internal and

external

em

ailing system ope

rating

with 90%

uptime,

continuing

access an

d

connectivity

• 100%

uptime an

d

accessibility of S

QA

Manag

emen

t Inform

ation

System


6.1 To de

velop an

d implement

inform

ation systems for PSET

sub-sector and SQA:

• Develop a PSET sector

Information System (IS) Plan

• Implem

ent and

review

Information system (IS) and

network databa

se

• Implem

ent the

data an

d

inform

ation protection po

licy

• Upd

ate SQA W

ebsite

• Mon

itor SQA W

ebsite hits

• Implem

ent and

maintain

smoo

th ope

ration of internal

and

external emailing system

• Ensure accessibility of S

QA

Man

agement Information

System

Output

6. Manag

emen

t

Inform

ation System



m) Work collaboratively with all post school education and training providers, in particular to verify that they are using quality management policies and processes that ensure qualifications meet or exceed international standards, and that their programmes align with national priorities;

n) Work with overseas government agencies and other organisations to recognise overseas qualifications in Samoa and to achieve international recognition for qualifications awarded in Samoa;

o) Provide assurance that post school education and training in Samoa maintains international comparability;

p) Coordinate and conduct registration of providers, accreditation of providers, programmes, registration of qualifications, and quality audit of providers and to maintain appropriate registers to this effect; or

q) Perform any other function conferred on the Authority by this or any other Act, or requested by the Government from time to time.



STATEMENT OF PRINCIPLE The SQA will seek always to work collaboratively and in partnership with stakeholders, sharing information and seeking consensus so that there are a few surprises in policy directions or regulatory decisions. The Authority will endeavour to be fair, decisive in all its actions and strive to be committed to conducting its business efficiently and effectively while working for a positive future for Samoa.

VALUE STATEMENT Strategic approaches to PSET sub-sector development that reflects the key concepts of quality, equity, relevance, efficiency and sustainability to underpin the education policy and development strategy for the nation. A high quality PSET capability that:

• improves the livelihoods of all individuals and the community by recognising both formal and non formal learning;

• enables the development of new pathways and opportunities;

• is connected to the goals of the nation;

• is available and accessible to all of the members of the community;

• celebrates diversity and innovation;

• is enriched by cultural values and traditions; and

• is connected to stakeholder needs and market opportunities.

PROFILE

History The establishment of a national body for coordinating post school education and training in Samoa has been discussed for over a decade. The need for a coordinated PSET approach for Samoa was reinforced by recommendations for the establishment of a National Training Authority for this purpose, outlined in a 2003 review by the International Labour Organisation (ILO) and the United Nations Development Programme (UNDP).



Timing

FY 11-12

Ann

ually

Ann

ually

FY 11-14

FY 11-14

FY 11-14

FY 11-14

Responsibility

CSD

CSD

CSD

CSD

CSD

CSD

CSD


• Effe

ctive bu

dget planning,

mon

itoring and repo

rting

systems implemented

• Finan

cial statements and

repo

rts prep

ared

accordingly

• Asset stock takes carried

out tw

ice a year

• Equ

ipmen

t provide

d,

allocated an

d de

ployed

according to staff need

s or

requests

• Sufficient payroll

man

agement system

maintained

• Procurement p

rocesses

an

d procedures

maintaine

d

• Precise and

upd

ated

records of internal and

external correspond

ence

to and

from

the Autho

rity is

maintaine

d


3.1 P

rovision

of finan

cial and

accounting services:

• Im

plement the bud

getary

plann

ing mon

itoring/reporting

process system

• P

repa

re m

onthly, q

uarterly and

annua

l finan

cial statemen

ts /

rep

orts

4.1 Implement a

nd m

anag

e the

Asset Manag

emen

t System

5.1 P

rovision

of e

fficien

t and

effective ad

ministration services:

• M

aintain a prope

r payroll

manag

emen

t system

• M

aintain prope

r procuremen

t

processes and proced

ures

• E

stablish an

d implement a

n

effective filing/ record system

Output

3. Bud

get a

nd

Financials

Services

4. Asset

Man

agement

• Adm

inistration

Services



Timing

FY 11-14

FY 11-14

FY 11-14

FY 11-14

FY 11-14

FY 11-14

Responsibility

CSD

CSD

CSD

CSD

CSD & All

Divisions

CSD


• Hum

an Resou

rces

po

licies an

d procedu

res

implemented

• Hum

an Resou

rces

policies de

velope

d

• Rep

ort p

repa

red to

indicate rrecruitm

ents and

selection processes an

d

procedu

res is carried ou

t

in accorda

nce to policies

and

procedu

res

• Perform

ance App

raisal

Rep

orts completed for all

SQA Staff

• Staff Professiona

l

Develop

men

t plan finalised

and

implemented

• Occup

ationa

l health and

safety policy finalised

and

im

plemented


2.1 D

evelop and im

plemen

t Human

Resource Man

agement fun

ctions:

• Im

plem

ent all existing policies

and

procedu

res

• Develop th

e following Human

Resources policies

- Sexua

l and other harassment

Policy

- App

eals aga

inst non

appointmen

t

or prom

otion Policy

- Termination of Employment

P

olicy

• Implem

ent and

mon

itor

recruitm

ent and

selection

Processes

• Implem

ent staff pe

rform

ance

ap

praisal policy

• Finalise an

d implement staff

developmen

t plan

• Finalise an

d implement o

ccupationa

l

he

alth and

safety policy

Output

2. Hum

an

Resources

Man

agem

ent



As a consequence, a phased approach to the establishment of the SQA was initiated in 2004. The purpose of the new authority was to strengthen PSET and to implement an integrated approach to PSET planning and development on behalf of the Government of Samoa.

Rationale The need for closer links between PSET and the human resource capability needs to achieve Government’s vision for Samoa has been signalled as important for future development of the nation. Establishing national quality standards and a climate of continuing improvement is a fundamental step toward achieving this goal. In the past, opportunities to establish links between qualifications and creating career paths for learners have not been obvious. Certificates awarded have been very institutionally focused and prospects for development of clear pathways have therefore been limited. Meeting the needs of the wider community, Government, employers and of learners has become urgent for both social and economic development.

The internationalisation of business, the demand for skills, and the opportunities that follow have contributed to the pressure that has led to the move to establish a national system for recognising quality and qualifications. SQA has the responsibility for its development and implementation. The scope of the learning included in the brief for SQA is very broad. Post school education and training encompasses a diversity of areas that include tertiary level education at university, pre and in-service professional education, technical and vocational education, theological and providers of religious instruction, apprenticeship,

non-formal education and on the job training. MESC Strategic Policies and Plan 2006-2015 (pg 22)

The inclusion of non formal learning presents some special challenges, but most significantly, it establishes opportunities to impact very directly on the performance of the existing workforce, and to open the door for recognition of learning and skills developed in the areas of traditional knowledge, community and second chance education. This step presents a major opportunity to create value for learners and skilled people at all levels in the community.



Governance and Management: • SQA Board The SQA Board is responsible to the Minister of Education, Sports and Culture for policy and general governance. Representation on the Board is defined in the SQA Act. The Board is responsible for the appointment of the Chief Executive Officer (CEO). The Office of the CEO services the operations of the Board.

• SQA Management Strategic leadership and overall stewardship of the SQA is the function of the CEO. The CEO is responsible for maintaining and managing SQA. The CEO will build relationships at an executive level across the wide range of stakeholders, including Government and non-Government agencies. The CEO is also responsible for promoting the understanding of the integrated sector concept and SQA’s overarching coordination role. SQA is managed through the Office of the CEO and four operational Divisions. The CEO is ultimately responsible for the performance and working conditions of all staff. Assistant Chief Executive Officers (ACEOs) report directly to the CEO and are accountable for development and operation of specific functions for SQA, the day to day management of staff, servicing consultants, stakeholder relationships as well as the management of stakeholder advisory committees established to assist SQA in performing its functions.

Organisational Structure For the SQA to achieve its core functions and strategies stated in this Corporate Plan, new changes have been made to its organisational structure.



Timing

Annua

lly

Annua

lly

Annua

lly

FY 11-12

FY 12-13

Annua

lly

FY 11-12

Responsibility

RPPD & All

Divisions

RPPD & All

Divisions

RPPD

RPPD & All

Divisions

RPPD & A

ll

Divisions

RPPD & A

ll

Divisions

RPPD & All

Divisions


• SQA Strateg

ic Plann

ing

S

eminar is held an

nually

• SQA Qua

rterly, A

nnual

and Con

solidated

AMPs

prod

uced

• Ann

ual R

eview Rep

ort

on Corpo

rate Plan is

prod

uced

• Mid te

rm Review Rep

ort

on Corpo

rate Plan is

prod

uced

• Mid te

rm Review on

PSET Plan is produced

• One Rolling Corporate

Plan is produ

ced

• SQA Corpo

rate Plan

2012-2016 produ

ced


1.1 C

onduct SQA Strateg

ic Planning

Sem

inar

1.2 Implement a

nd review

Organ

izationa

l Plans:

• Condu

ct and

mon

itor Strateg

ic

Plans

• Prepa

re reports for Plans

1.3 Develop

and

finalise SQA

Corpo

rate Plan 20

12-2016

Output

1. Organ

isationa

l

Plann

ing

Objective 4:

To promote efficient and effective use of resources



Timing

FY 11-14

FY 11-14

FY 11-14

FY 11-14

FY 11-14

Responsibility

QD

QD

QD

QD & QAD

QD & QAD


• Strateg

y implem

ented and

monitoring repo

rts

produ

ced

• Report o

n liaison

s with

stakeho

lders an

d

international age

ncies

regarding international

recog

nition of Samoan

qualifications

• At lea

st 90%

of the

reque

sts are processed

within a timely manne

r

• Strateg

y develope

d an

d

approved by SQA Board

• Strateg

y implem

ented

th

roug

h a produ

ctive

liaison with stakeholders

and international age

ncy

regarding mutua

l

qualifications recog

nition


7.1 Implement a

nd m

onitor the

strategy to

enh

ance

international recognition of

Sam

oan qu

alifications

8.1 Provide a qua

lifications

recognition

service fo

r pe

ople

from oversea

s wishing

to work

or study in Samoa

9.1 Seek mutual recognition for

qualifications:

• Develop and im

plemen

t

strategy to

facilitate mutua

l

recognition

of qua

lifications

Output

7. Internationa

l

recogn

ition

of S

amoa

Qualifications

8. Recog

nition of

foreign qualifications

in Sam

oa

9. Mutua

l recog

nition

of qua

lifications



SAMOA QUALIFICATIONS AUTHORITY

ACEO Corpo

rate

Services

Principal A

ccountant

Senior A

dministration Officer

Principal IT Officer

IT Officer

Internal Auditor

Legal A

dvisor

Driver AA

Clean

er

Night watchman (Security)

Principal A

dmin/ H

R Officer

ACEO Quality

Assurance

Principal Q

uality

Assurance Officer

Quality Assuran

ce

Officer

Senior Quality

Assurance Officer

Senior Quality

Assurance Officer

Senior Qualifications

Officer

Qualifications Officer

ACEO

Qualifications

Principal C

aree

rs

Advisory Officer

Principal

Qualifications

Officer

Executive

Assistance

Executive Officer

Principal

Com

mun

ications

Officer

SQA Organizational

Structure Approved by

Board

Key:

Vacant P

osition

s

Filled Positions

Total Positions = 30 (plus

one outsourced)

ACEO Research,

Policy & Planning

Prin

cipal R

esearch &

Policy Officer

Principal P

lanning &

Development O

fficer

Principal Information

Analyst Officer

Research, Policy &

Planning Officer

SQA ORGANIZATIONAL STRUCTURE

Minister

SQA Boa

rd

Chief E

xecutive Officer

Senior Research,

Policy & Planning

Officer



SQA BOARD PHOTO

Standing l –

r: Pap

alii Grant Percival (President,S

AME), Leituala Kuiniselani Toelupe (CEO, MWCSD), G

alum

alem

ana Nu’ufou

Petaia (CEO MESC), Lem

alu Sina Retzlaff-Lima (President, C

hambe

r of Com

merce), Auelua Sam

uelu Enari (CEO MCIL)

Sitting l – r: G

atoloaifa’aana Tilianam

ua Afamasag

a (NUS Representative / D

irector OCPD), Lolofie Eti Enosa (Chairm

an of S

QA

Board), Fepulea’i Sinapi M

oli (CEO SQA), Seiuli P

aul W

allwork (Rep

resentative, Private & Mission Schoo

ls)



Timing

FY 11-12

FY 12-13

FY 13-14

FY 11-14

FY 11-14

FY 11-14

FY 11-14

FY 11-14

Responsibility

QD

QD

QD

QD

QD

QD

QD

QD


• Map of existing learner

pa

thways in 4 sectors

• Rep

ort that ide

ntifies skills

shortage

s an

d gaps in

skills de

velopm

ent

• New

provide

r P

rogram

mes and

NQs

tha

t mee

t skills gaps

• At lea

st 20%

of p

rovide

rs

im

plem

enting RPL

• At lea

st 20%

of p

rovide

rs

with staff trained

in RPL

• Evaluation repo

rt of

im

plem

entation of RPL

• RPL Guidelines

dissem

inated

• Mon

itor an

d promote

provide

rs with RPL


5.1 Develop

learning

pathw

ays

inform

ed by labo

ur m

arket a

nd

developm

ent nee

ds

• Docum

ent what is curren

tly

available

• Identify ga

ps in skills

develop

ment p

rovided

by PSET

• Coordinate de

velopment o

f new

Programmes and

NQs that mee

t

skills de

velopm

ent nee

ds

6.1 Implemen

t Guide

lines fo

r RPL

• Suppo

rt providers in

im

plemen

tation of RPL

• Evaluate the implemen

tation of

RPL

• Disseminate RPL Guide

lines to

PSET providers and stakeho

lders

• Assist p

rovide

rs with RPL

Output

5. Links and

Learning

Pathw

ays

betwee

n scho

ol

sector and

PSET

and through PSET

6. Promote

Recog

nition of

Prior Learning

(RPL)



Timing

FY 12-14

FY 11-12

FY 11-12

FY 12-13

FY 13-14

FY 13-14

Responsibility

QD

QD

QD

QD

QD

QD


• Work place competency

training

and

assessm

ent

mod

el developed an

d

finalised

• Feasibility stud

y repo

rt

• Guide

lines on Career

Advisory Services

developed

• Sector-ba

sed career

oppo

rtun

ities map

ped

• Caree

r ad

visory services

provided for the public.

• Num

ber of dire

ct links to

organ

isations for

information related to

employment a

nd

employment o

pportunities


• Develop

and fina

lise workplace

com

petency ba

sed training

a

nd assessm

ent model

4.1 D

evelop

and im

plemen

t caree

r

advisory function of SQA

• Condu

ct feasibility study

• Develop

Guidelines on

Caree

r

Advisory Services

• Map

available career

o

pportunities in each sector

• Provide career advisory services

Output

4.Caree

r Advisory

Service



SQA STAFF PHOTO

Stand

ing l – r: Merina Gae’e (Senior QA Officer), Terenia Siman

u (Principal Information Analyst), Sani Jacob

(Principal A

ccountan

t), Savea

Fiti Tausisi (Senior Qualifications Officer), Jacinta Mau

a (Research, P

olicy & Planning Officer), M

elesete Lino-Mariner (Principal Q

A Officer),

Malolog

a Fonofa’avae (Executive Assistant)

Sitting l – r: Mose Asani ((ACEO C

orporate Services), Fauono Sina M

ualia (ACEO R

PPD), Lolofie E

ti Eno

sa (Chairm

an S

QA Boa

rd),

Fepulea’i Sinapi Moli (CEO S

QA), K

ovi Fon

oti-A

iolupotea (ACEO Q

uality Assurance), Tep

ora Afamasaga-W

right (ACEO Q

ualifications

Division)

Absen

t: Easter Man

ila-Silipa (Principal R

esearch & Policy Officer), Tofilau Anisi Tua (Principal IT Officer), Fag

alima Tuatagaloa (Senior QA

Officer), S

alesa Leaum

oana

(Adm

inistrative Assistant/Driver)



STRATEGIC ISSUES FOR THE PLANNING PERIOD Situational Analysis SQA has been established as a public body with a unique mix of responsibilities spanning coordination of PSET, quality of learning and strategic policy advice. It has been designed as an enabling organisation that will carry out its responsibilities by developing strong partnerships and collaborations across PSET. SQA is now in the process of implementing the mechanisms and procedures that will enable it to fulfil its mandate and to establish the value and benefits that it was established to provide for its many stakeholders. The PSET Strategic Plan identifies operating mechanisms that will enable SQA to engage with stakeholders across the span of PSET and to meet Government’s expectations. These will establish a base from which SQA will be able to fulfil its coordination functions. SQA is currently implementing policies and procedures for quality assurance systems that will generate value for Samoa PSET in the immediate future. Broadening the understanding of benefits and establishing operational policies and procedures that will expedite implementation and lead to international recognition are mission critical steps. SQA has also embarked upon developing the information management capability that will assure the quality of policy advice and planning that it can provide for both PSET and Government.

The status of the implementation of these important steps will impact on the realisation of the SQA Vision as well as the achievement of the Corporate Plan objectives. Implementation of the Plan will provide opportunities for SQA to broaden the understanding of PSET, reinforce the value proposition for its stakeholders, and build up its collaborative links.



Timing

FY 11-12

FY 11-12

FY 12-13

FY 13-14

FY 13-14

FY 11-12

Responsibility

QD

QD

QD

QD

QD

RPPD & QD


• Situational A

nalysis

Report

• Data on available ge

neric

skills programmes

• Gen

eric skills stand

ards

develop

ed whe

re neede

d

• Clear links and pathways

betwee

n scho

ol level

gen

eric skills and

PSET

• In

creased nu

mbe

r of

PSET program

mes that

include gene

ric skills

develop

men

t

• Situationa

l ana

lysis repo

rt


3.3 Develop and promote

demand-inform

ed Gen

eric Skills

stan

dards for provide

r/national

qualifications

• Con

duct situational ana

lysis

• Docum

ent g

eneric skills

p

rogrammes currently

a

vailable

• Develop

gen

eric skills

stand

ards whe

re nee

ded for

p

rovide

r an

d nationa

l

q

ualifications

• Promote ge

neric skills

d

evelop

ment in PSET

3.4 Establish workplace

competency based mod

el:

• Con

duct situational ana

lysis on

w

orkplace compe

tency ba

sed

training and assessmen

t

Output



Timing

FY 11-14

FY 11-14

FY 12-14

FY 12-14

FY 11-14

Responsibility

QD

QD

QD

QD

QD


• At lea

st 4 Sector

Advisory Groups

establishe

d

• At least 4

Fun

ctiona

l

Analysis cond

ucted

• Assistance provided

in

the identification of

priority areas

• Com

mun

ication with

Provide

rs and

interest

groups

• At lea

st 50%

NQs are

offe

red by PSET

provide

rs


3.1 Coo

rdinate an

d facilitate

developm

ent of stan

dards an

d

Nationa

l Qualifications (NQs) in the

trad

e, te

chnician and professiona

l

occupa

tions

• Facilitate Sector Advisory

Groups in each priority area

for

th

e de

velopm

ent of stan

dards

and NQs

• Con

duct fu

nctiona

l analysis for

th

e de

velopm

ent of stan

dards

and NQs

• Assist qua

lifications develope

rs

in th

e iden

tification of prio

rity

areas fo

r de

veloping

NQs

• Liaise with stakeho

lders on

matters related to

develop

ment of

com

petency stan

dards and NQs

3.2 Coo

rdinate implemen

tation of

Standards and

NQs

Output

3. Nationa

l

Standards &

Qualifications



PSET Strategic Plan 2008 - 2016 Development of the PSET Strategic Plan is a significant step for PSET in Samoa. SQA will coordinate the communication strategy and ongoing development of the Plan. The PSET Strategic Plan includes strategies that align directly with the SQA Corporate Plan, and strategies that will fall within the scope of other agencies and Institution’s operational plans. SQA will coordinate the development of these but may not necessarily be responsible for taking the lead role for developing some of them as other Institutions may be the more appropriate host.

The process of alignment of the PSET Strategic Plan with the SQA Corporate Plan establishes the primary framework for managing development of specific components of the PSET Strategic Plan. SQA will ensure that development will continue to be linked to reviews of: i) the MESC Strategic Policies and Plan 2006 – 2015 to ensure that opportunities for

education wide strategy development are enhanced; and ii) the SDS to ensure that linkages to the overarching goals of Government are kept

to the forefront during the planning process.

KEY OBJECTIVES The following Key Objectives have been identified by SQA to effectively carry out its operational priorities for the period 2011 – 2014:

To promote PSET and provide strategic leadership to the sector;

To enhance research and policy development capability to provide sound PSET

policy advice;

To enhance quality and relevance of PSET learning and skills development; and

To promote efficient and effective use of resources



Operational Priorities The SQA Operational Priorities are: � Provision of strategic leadership and development to PSET

� Communication Strategy to promote SQA’s role & PSET

� Provision of policy advice to Government and PSET

� Research informed development

� National Quality Assured PSET system

� Samoa Qualifications Framework

� National Industry Standards and Qualifications

� Career Advisory Service

� Links and Learning Pathways between school sector and PSET

� Recognition of Prior Learning

� International Recognition of Samoan Qualifications

� Recognition of Foreign Qualifications in Samoa

� Mutual recognition of qualifications

� Organisational Planning

� Management Information System

� SQA Board services



Timing

FY 11-12

FY 11-14

FY 12-14

FY 13-14

Responsibility

QAD

QAD

QAD

QAD


• Make available to PSET

providers and

stakeh

olde

rs.

• At least 11%

increa

se in

numbe

r of provide

r and

national qua

lifications

registered

on SQF

• Reg

ister of Samoa’s

Qua

lity Assured

qualifications

established an

d

man

aged

• SQF Policies review

ed


2.1 Publish an

d dissem

inate SQF

policies

2.2 Register all Q

ualifications

(Provide

rs and National):

• Register provide

r an

d nationa

l

qualifications

• Establish an

d man

age the

Reg

ister of Samoa

’s Quality

Assured qua

lifications

2.3 R

eview SQF policies

Output

2. Sam

oa

Qua

lifications

Framework



Timing

FY 12-14

FY 11-14

FY 11-14

FY 11-14

Ann

ually

FY 11-13

FY 13-14

Responsibility

QAD

QAD

QAD

QAD

QAD

CSD, Q

AD &

QD

CSD, Q

AD &

QD


• NFL activities im

plem

ented

• At least 50%

provide

rs with

improved Qua

lity Man

agem

ent

Systems

• Num

ber of provide

rs with

improved capacity to

provide

com

preh

ensive learne

r and

sup

port inform

ation

• Num

ber of provide

rs with

improved assessmen

t reg

imes

• Yearly m

onitoring an

d repo

rts

of provide

r compliance with QA

process

Record of Achievemen

t

implemen

ted:

• RoA

System and

process

in place

• 3 Pilots com

pleted

for

RoA


1.4 Qua

lity Assuran

ce of

Non Form

al Lea

rning (NFL)

activities

1.5 Monitor provider

compliance with QA

processes (con

tinuous

improvemen

t)

1.6 Implem

ent the

Record of

Achievemen

t (ROA)

Output



Timing

FY 11-14

FY 11-14

FY 11-14

FY 11-12

FY 11-14

Responsibility

All Divisions

OCEO & RPPD

RPPD

OCEO & RPPD

OCEO & All

Divisions


• Data an

d inform

ation

relevant to

developing

PSET is shared and

used

• At least 6 MOAs

established pe

r year

• At least 6 mon

itoring

repo

rts prod

uced

• CIS develop

ed and

finalised

• Sector advisory networks

established


1.1 L

ead an

d promote cross

sector collabo

ration to ena

ble a

coordinated and integrated PSET:

• Develop

and

foster

collabo

rative and effective

working

relationships with

PSET provide

rs, g

overnment

ministries, don

ors an

d relevant

stakeh

olders.

• Establish an

d mon

itor

Memorandum of A

gree

men

ts

(MOA’s)

• Develop

& finalise

Collabo

ration and Im

pact

Statements (CIS’s)

• Establish SQA Advisory

networks

Output

1. SQA provide

s

strategic

leadership to

PSET

OUTPUTS, ACTIVITIES AND PERFORMANCE INDICATORS

Objective 1:

To promote PSET and provide strategic leadership to the subsector.



Timing

FY 11-14

FY 12-14

FY 11-14

FY12

-13

FY 12 -13

FY 13-14

Responsibility

OCEO & All

Divisions

All Divisions

All Divisions

RPPD

RPPD

RPPD


• SQA com

pliance repo

rts

prep

ared

• SQA is rep

resented in

region

al and

internationa

l

PSET/TVET fo

rums and

networks

• Policies an

d op

erations of

SQA and

PSET

streng

then

ed

• PSET Funding

Model P

olicy

develope

d

• PSET Funding

Model policy

finalised

• PSET Funding

Model

Guidelines develop

ed and

finalised


• Adm

inister Legislation

1.2 Develop, foster an

d maintain

region

al and

internationa

l links,

networks and

coope

ration:

• R

epresent SQA at reg

ional and

internationa

l PSET/TVET

forums an

d seminars

• S

trengthe

n po

licies an

d

operations of S

QA through

positive contribution of reg

ional

and internationa

l networks.

1.3

Estab

lish fund

ing mod

el th

at

reflects strategic need

s of PSET:

• Develop a PSET fu

nding Model

policy to inform

the Guide

lines

• Finalised

PSET Funding

Mod

el

Policy

• Develop and

fina

lise a PSET

F

unding

Mod

el Guide

lines

Output



Timing

FY 11-14

FY 11-14

FY 11-14

FY 11-12

FY 11-12

FY 11-14

FY 11-12

Responsibility

QAD

QAD

QAD

QAD

QAD

QAD

QAD


• All providers are

supp

orted

• At lea

st 10 % NFL

providers are sup

ported

• Suppo

rted

strateg

ies

iden

tified an

d

im

plemented for support

to

provide

rs based

on

nee

ds ana

lysis

• Areas of sup

port areas

iden

tified

• Pool of trainers

estab

lished

• At lea

st 10 sufficien

t

traine

rs to

provide

intervention support to

providers

• Professional D

evelopmen

t

Strateg

y for QAD staff

de

veloped


1.3 Sup

port PSET Providers on

implemen

tation of Qua

lity

Assurance policies an

d guidelines:

• Assist formal PSET Provide

rs

in prepa

ring for Provide

r

Registration, programme

accreditation an

d qu

ality aud

it

req

uiremen

ts

• Assist N

FL provide

rs with

prepa

ring for qu

ality assuring

their NFL activities

• Assist provide

rs with

develop

men

t of qua

lity

programmes & qua

lifications

• Con

duct nee

ds ana

lysis survey

• Establish a pool of trainers that

provide

s intervention support to

provide

rs

• Develop

a Professional

Develop

ment S

trategy for QAD

staff to provide

assistance on QA

systems an

d processes

Output



Timing

FY 11-14

FY 11-14

FY 11-14

FY 11-14

FY 11-14

FY 11-12

Responsibility

QAD

QAD

QAD

QAD & RPPD

QAD

QAD


• Implementation schedu

le

for registration and

accreditation up

dated

• At lea

st 20 traine

d

individu

als to

op

erationalise qu

ality

assurance processes

• All form

al provide

rs are

registered

• Reg

ister in place

• At lea

st 10%

of p

rovide

rs

offer on

e accredited

prog

ramme

• Guidelines on Qua

lity

Aud

it finalised


1.2 Implement Q

uality Assuran

ce

policies and gu

idelines:

• Update the systematic and

com

prehensive implementation

schedule for registration an

d

accreditation

• Condu

ct training for pane

l

mem

bers and

SQA staff to

operationa

lise QA processes

• Condu

ct form

al provider

Reg

istration

• Docum

ent a

ll programmes

accredited by SQA and

other QA

agencies

• Condu

ct programme

Accreditation

• Finalise Guidelines on Qua

lity

A

udit

Output



Timing

FY 11-13

FY 13-14

FY 11-13

FY 13-14

Responsibility

RPPD

RPPD

RPPD

RPPD


• Fea

sibility study repo

rt

• Incuba

tor Innovation

policy develope

d an

d

fina

lised

• Fea

sibility study repo

rt

• Guide

lines on Education

as a Business Platfo

rm

develop

ed and

finalised


1.4 Establish an

Incuba

tor

Innovators Group to

provide

inno

vative contributions to busine

ss

developm

ent based on

advan

tage

s

generated from

learning and skills

developm

ent:

• Finalise feasibility study on the

estab

lishment o

f an Incubator

Inno

vation group for PSET

• Develop

and

fina

lise Incubator

Inno

vation po

licy to estab

lish an

d

inform

activities of the group

1.5 Establish ed

ucation as a

business platfo

rm:

• Finalise feasibility study on the

the establishm

ent of e

ducation as

a business platform

• Develop

and

fina

lise

Guidelines on Education as a

business platform

Output



Timing

FY 11-12

FY 11-14

FY 12-13

FY 11-14

FY 11-14

Responsibility

RPPD & All

Divisions

RPPD

RPPD & All

Divisions

OCEO

OCEO & All

Divisions


• Perform

ance

M

anag

emen

t Systems

reviewed

• Implemen

tation repo

rts

Prepa

red

• Fea

sibility analysis

repo

rt

• Produce and disseminate

qu

arterly SQA

New

sletters

• Brochures produced and

dissem

inated

to

stakeholde

rs


2.1 Estab

lish systems to

implement a

nd m

onitor the

PSET Strategic Plan:

• Review and

implement the

performan

ce m

anag

emen

t

system

s that links the SQA

Corpo

rate Plan an

d AMPs to

the PSET Strategic Plan

• Con

duct feasibility analysis

of ideas in PSET Plan

3.1 Manag

e an

d mon

itor the

implementation of th

e SQA

Com

munication Strateg

y to

inform

stakeholders, com

mun

ity

and PSET sector of th

e SQA’s

roles and respon

sibilities:

• SQA New

sletters

produ

ced an

d

disseminated

• Produce inform

ation

brochu

res on

SQA

activities

Output

2. Strategic

Develop

ment

3. Com

mun

ication

Strateg

y to

promote the SQA

role and PSET

gene

rally.



Timing

FY 11-14

FY 11-14

FY 11-14

FY 12-14

FY 11-14

Responsibility

QAD

QAD

QAD

QAD

QAD


Make available to PSET providers

and stakeholde

rs:

• Qua

lity Assuran

ce Policies for

PSET in Sam

oa

• Guide

lines fo

r Provide

r

Registration

• Guide

lines fo

r Programme

Accreditation

• Guide

lines fo

r Qua

lity Aud

it of

PSET Provide

rs and

their

prog

rammes

• Guide

lines fo

r Qua

lity Assurance

of Non

-formal Lea

rning (NFL)


1.1 Disseminate Quality

Assurance requiremen

ts

Output

1. N

ationa

l Quality

Assured PSET

System

Objective 3:

To enhance quality and relevance of PSET learning and skills development.



Timing

FY 12-13

FY 13-14

FY 11-13

Responsibility

RPPD

RPPD

RPPD


• Mecha

nism

s de

veloped

and finalised

• Implementation repo

rts

prod

uced

• PSET research

fram

ework estab

lished


• Develop

and fina

lise

mecha

nism

s to mea

sure PSET

perform

ance indicators

• Implement the m

echanism

s

2.3 Estab

lish a Resea

rch

Framew

ork for PSET sub

-sector

Output



Timing

FY 11-14

FY 11-14

FY 11-12

FY 11-12

FY 11-12

FY 13-14

Responsibility

OCEO & All

Divisions

OCEO & All

Divisions

OCEO & All

Division

OCEO

RPPD & All

Divisions

All Divisions


• Awaren

ess raising

prog

rammes and

fora

cond

ucted

• Sector planning

and

activity diary produced

• Com

munication Strateg

y

review

ed

• S

ituational ana

lysis

repo

rt

• Activities plann

ed and

area

s for

seminars/con

ferences

identified

• SQA

seminars/con

ferences

cond

ucted


• C

ondu

ct awareness raising

prog

rammes and fo

r a on

t

television

and radio to

inform

the

public of S

QA’s man

dated

functions and

objectives

• P

rodu

ce sector plan

ning and

activity diary fo

r PSET activities

• C

ondu

ct review of the

Com

mun

ication Strategy

• C

ondu

ct situational ana

lysis on

the effectiveness of the

Com

mun

ication Strategy

3.3 Condu

ct and

Coo

rdinate SQA

Sem

inars an

d/or Con

ferences:

• Plan activities fo

r SQA sem

inars

and con

ferences

• Con

duct SQA sem

inars and

/or

conferences

Output



Timing

FY 11-12

Ann

ually

FY 11-14

FY 11-14

FY 11-14

FY 11-14

FY 11-14

Responsibility

RPPD & All

Divisions

RPPD

RPPD

OCEO & RPPD

RPPD

RPPD & All

Divisions

RPPD


• List of policy

developm

ent p

riorities

and tim

etable fo

r

developm

ent developed

• Reviewed

& updated list

• At lea

st 6 policies

develope

d on priority

areas iden

tified

• Advice is timely,

accurate and effective

• M

onitor reports prod

uced

• D

atab

ase used

to

prepare policy ad

vice.

• Profiles of A

gree

men

ts

produced

• Strategic areas fo

r po

licy

developm

ent ide

ntified


1.1 Develop, form

ulate and

provide advice to

Board and

Minister on policies relating to

PSET and

core functions of S

QA:

• D

evelop

a list of p

olicy

d

evelopmen

t prio

rities an

d a

timetable fo

r de

velopment

• Formulate policies on priorities

and

areas iden

tified for

developmen

t

• Keep up to

date with policy

developmen

ts in related area

s

nationally and

internationa

lly

• Mon

itor and manag

e the

database of national and

internationa

l information

relating to PSET policies

1.2

Profile existing nationa

l and

internationa

l agreem

ents

that im

pact on PSET sector

plann

ing an

d de

velopm

ent

Output

1. Provide sou

nd

policy advice to

the Board and

Minister

Objective 2:

To enhance research and policy development capability to provide sound PSET

policy advice



Timing

FY 11-14

FY 11-14

FY 11-12

Annua

lly

FY 11-14

FY 11-12

Responsibility

RPPD & OCEO

RPPD

RPPD & All

Divisions

RPPD

RPPD

RPPD & All

Divisions


• Discussion an

d po

sition

pape

rs prepared an

d

presen

ted

• Files for research

repo

rts an

d do

cuments

in place

• List of resea

rch prio

rities

and tim

etab

le fo

r

developm

ent e

stab

lishe

d

• Reviewed & upd

ated

list

• At lea

st 6 Resea

rche

s

conducted with reports

prod

uced

• Report p

rodu

ced


• Analyse agree

ments and

provide ap

propriate policy

advice

2.1 Implem

ent an

d man

age the

framew

ork for research and

analysis:

• C

ompile existing research

repo

rts an

d do

cumen

ts on PSET

• Develop

a list of research

priorities an

d tim

etab

le for

developm

ent

• Undertake resea

rch in prio

rity

area

s to assist w

ith policy ad

vice

and planning

2.2 Estab

lish mecha

nisms to

substantiate achievemen

t of P

SET

perform

ance indicators:

• Condu

ct baseline inform

ation

survey on existing PSET

performan

ce indicators

Output

2. Resea

rch

inform

ed

developm

ent

sqa corporate plan 2011-2014€¦ · stakeholders involved in education and training activities in...

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