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Strategic Plan 2018/19 Review STRATEGIC PLAN 2018/19 REVIEW RP56/2018 ISBN: 978-0-621-46134-3 Title of Publications: TETA Strategic Plans for 2018/2019 1 Strategic Plan 2018-2019 CHAIRPERSON’S FOREWORD Consistent with the PFMA and Treasury regulations, the Transport Education Training Authority (TETA) Board has formulated a three-year Strategic Plan that specifies how the Board will discharge its legislative mandates and functions over the 2015/16 to 2020/21 period in line with the Medium Term Expenditure Framework (MTEF) for the same period. The Department of Higher Education and Training (DHET) has consistently emphasised the critical role of SETAs in the Human Resource Development Strategy of South Africa (HRDSA), especially in the development and building of capabilities for sustainable economic development. The DHET also reiterates the need for fostering partnership and collaboration between SETAs, TVETs and HEIs. In response to this call, TETA has optimised and aligned its strategy and delivery mechanisms. This will ensure that the organisation remains relevant to contemporary and emergent national priorities and compliant with legislation and the requirements of NSDS III. TETA’s strategic goals focus on the development of a skilled and capable workforce that will support a significant increase in the number of artisans trained and placed. The goals also prioritise TVET and university learner workplace experience that leads to permanent employment in the targeted jobs. Our strategy also prioritises empowering designated groups and facilitating their access to education and training. It seeks to redress imbalances brought about by class, race, gender, disability, age and HIV/Aids status. TETA is aware of the diverse nature of skills development challenges that lie ahead in the transport sector in particular, and in the society. SETAs are on the threshold of a new landscape that will demand us to embrace new thinking, innovation and more precise roles to ensure accuracy in the collection and processing of information on national skills needs and the efficient delivery of properly targeted training solutions. At TETA, we embrace the changes that will come and commit ourselves to mobilising all our resources to ensure success. Mr June Dube TETA Board Chairperson 2 Strategic Plan 2015-2020 Strategic Plan 2018-2019 CHAIRPERSON’S CHIEF EXECUTIVE FOREWORD OFFICER’S FOREWORD The transport sector plays a central role in the South African economy. It contributes significantly to gross domestic product (GDP). The sector currently employs approximately 895 000 people, who represent 6% of the national workforce, and contributes 8.2% to GDP and 5.9% to national employment. Contrary to its position as a key sector in the economy, only 12.7% of people in the transport sector have a tertiary education; 36.8% have a secondary education; 13.2% have not completed secondary education; 1.6% have not completed primary education; and 0.6 % have no schooling. The sector must improve the proportion of people with tertiary education from 12.7% to potentially about 25% over the next few years. In line with government prioritisation of job creation and social and economic development, recent years have seen significant infrastructural investments aimed at improving road, rail, air and sea networks. The introduction of Operation Phakisa’s Ocean Economy initiative not only calls for greater impetus for training of artisans and professionals but also necessitates speedier turnaround times for a highly-skilled workforce and calls for readiness on the part of TETA and its stakeholders to respond accordingly to this challenge. TETA and its partners are therefore key players in the Operation Phakisa initiative. TETA will also position itself to play a meaningful role, alongside other key stakeholders, in the transformation of the aviation industry under the auspices of the Aviation Industry Transformation- Letsema. TETA will play a meaningful role in the crafting of a transformation strategy for this sector. Given the number, significance and magnitude of emerging national and sector initiatives, TETA will seek fresh mandate from its Board to provide for speedier response mechanisms to the stated priorities. We will also form new partnerships and revitalise existing ones with training institutions, captains of industry and other committed stakeholders to ensure meaningful contribution towards and stewardship of these initiatives. Our strategy is guided by our overall mandate, as espoused in the NSDS III, and the recent proposed roles of SETAs, as outlined in the White Paper for Post School Education and Training. Key elements of the transformational imperatives, Medium Term Strategic Framework, rural development agenda, Public Transport Strategy and Strategic Infrastructure Projects have been integrated into our strategy to lend it relevant to contemporary policies and debates. Mrs Maphefo Anno-Frempong TETA Chief Executive Officer 3 OFFICIAL SIGN-OFF It is hereby certified that this Strategic Plan: • Was developed by the management of the Transport Education Training Authority (TETA) under the guidance of the TETA Board and the Department of Higher Education and Training; • Takes into account all the relevant policies, legislation and other mandates for which TETA is responsible; • Accurately reflects the strategic outcome-oriented goals and objectives that TETA will endeavour to achieve over the period 2018-2019. Khotso Ndjwili-Potele Signature: Date: 17 November 2017 Chief Operations Officer Simon Ndukwana Signature: Date: 17 November 2017 Chief Financial Officer Ms. Maphefo Anno-Frempong Signature: Date: 17 November 2017 Chief Executive Officer Approved by: June Dube Signature: Date: 17 November 2017 4 Strategic Plan 2015-2020 TABLE OF CONTENTS CHAIRPERSON’S FOREWORD 2 CHIEF EXECUTIVE OFFICER’S FOREWORD 3 OFFICIAL SIGN-OFF 4 PART A 1. STRATEGIC PLAN OVERVIEW 8 1.1 Strategic Intent 2015 - 2020 8 2. LEGISLATIVE AND OTHER MANDATES 9 2.1 Constitutional Mandates 9 2.2 Legislative Mandates 9 2.3 Policy Mandates 10 3. SITUATIONAL ANALYSIS 11 3.1 Transport Sector Overview 11 3.2 Performance Delivery Environment 12 3.2.1 Transport subsectors 14 3.2.2 Transport SETA subsector profiles 15 3.3 Organisational Environment 17 3.3.1 Strengths, Weaknesses, Opportunities and Threats (SWOT) Analysis 17 3.3.2 Boston Consulting Group Matrix 19 3.3.3 Organisational critical success factors 21 3.3.4 Organisational strategic objectives 22 3.4 Sectoral Challenges and Opportunities 22 3.4.1 Transport SETA skills development priorities 24 3.4.2 TETA strategic goals 27 3.4.3 Emergent policies, legislation and other strategic initiatives 28 3.4.4 Programme alignment to national imperatives 29 3.4.5 Protection of Personal Information (POPI) 30 3.4.6 Operation Phakisa 30 3.4.7 Aviation Industry Transformation-Letsema 30 3.4.8 Corporate Governance of Information and Communication Technology Policy Framework (CGICTPF) 31 3.5 Description of the Strategic Planning Process 31 5 PART B 4 STRATEGIC OBJECTIVES 32 4.1 Overall Strategic Goals 32 4.2 Programmes 32 5 RESOURCES CONSIDERATIONS 53 5.1 Materiality 53 5.1.1 Any amount which results from criminal conduct: 53 5.1.2 Significance 53 5.1.3 Main sources of revenue 53 5.2 Budget and Budgeting Process 53 5.2.1 Budgeting processes 53 5.2.2 Budget assumptions 54 5.2.3 Income 54 5.2.4 Expenditure 54 5.2.5 Grant regulation promulgation 55 5.2.6 Medium term revenue estimates (amounts in R’ 000) 56 PART C 6 LINKS TO OTHER PLANS 58 6.1 Legislative Framework 58 6.2 Purpose of Annual Strategic Framework 58 6.3 Obligations of the SETA 58 6.4 Measuring and Evaluating SETA’s Performance 59 6.5 General 59 6.5.1 Proposed NSDS III Framework-SSP salient points. 59 6.5.2 PIVOTAL occupational programmes (Professional, Vocational, Technical and Academic Learning) 60 6.6 Programme Delivery Partners 60 ANNUAL PERFORMANCE PLAN 62 TECHNICAL INDICATOR DESCRIPTIONS 94 6 Strategic Plan 2015-2020 7 Strategic Plan 2018-2019 PART A 1. Strategic Plan Overview 1.1 Strategic Intent 2015 – 2020 Our vision, mission and values have been crafted to reflect our intention to drive skills development innovation through partnerships with local and global HRD players at both institutional and industry levels. To be “at the heart of skills innovation” in the VISION transport sector. To provide an innovative Quality Assurance and Skills Development (QASD) Framework to the transport MISSION sector by exceeding the SLA and stakeholder requirements in a cost effective manner by our motivated, competent people. • Trust • Positive Attititude • Respect • Commitment VALUES • Responsibility • Innovation • Accountability KEY STRATEGY • Economic Development • Industry Skills Needs DRIVER • National Priorities • Transformation • Innovation 8 Strategic Plan 2015-2020 Strategic Plan 2018-2019 2. Legislative and other Mandates The Transport SETA is established in terms of the Skills Development Act, 1998 (Act No. 97 of 1998). TETA, a public entity that reports to the Minister of Higher Education and Training and operates under the oversight of National Treasury in terms of performance management and financial administration, is a Skills Education and Training Authority responsible for skills development in the transport sector. The primary functions of TETA are to develop a Sector Skills Plan; facilitate the development, registration and implementation of learnerships, skills programmes and strategic initiatives; approve workplace skills plans; disburse grants to stakeholders; and assure quality of education and training
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