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, inthe 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 that falls within the scope of the sector.
The transport sector is demarcated into 8 subsectors. Each subsector falls under relevant Chamber responsibility: Road Freight Chamber, Freight Handling Chamber, Aerospace Chamber, Road Passenger Chamber, Taxi Chamber, Maritime Chamber, Forwarding and Clearing Chamber and Rail Chamber.
Moreover, the Transport SETA operates within the following legislative mandates:
2.1 Constitutional Mandates
The sections within the Constitution of the Republic of South Africa, 1996 (Act No. 108of1996), that guide the operations of the Transport SETA include the following: • Promoting and maintaining high standards of ethics • Providing service impartially, fairly, equitably and without bias • Utilising resources efficiently and effectively • Responding to people’s needs; the citizens are encouraged to participate in policy-making • Rendering an accountable, transparent and development-oriented administration
2.2 Legislative Mandates
• Skills Development Act 1998 (Act No. 97 of 1998) as amended • Skills Development Levies Act, 1999 (Act No. 09 of 1999) • Regulations published in the Government Gazette, No. 35940, 03 December 2012, regarding Monies Received by a SETA and Related Matters • South African Qualifications Authority Act, 1995 (Act No. 58 of 1995) • The National Qualifications Framework Act (Act No. 67 of 2008) • Public Finance Management Act (Act No 29 of 1999) • Employment Equity Act, 1998 (Act No 55, 1998)
9 Other Frameworks:
In developing the Transport SETA Strategic and Annual Performance Plan, the following frameworks and priorities were taken into consideration:
• National Transport Master Plan 2050 • Human Resources Development Strategy of South Africa 18 March 2009 • National Skills Development Strategy (NSDS III) 2011/12 – 2015/16 • Medium-Term Strategic Framework (2009 – 2015) • National Development Plan • The Medium-Term Strategic Framework (MTSF) • HRD Strategy • New Growth Path (NGP) • Industrial Policy Action Plan (IPAP) • National Skills Accord • Strategic Integrated Projects • White Paper for Post School Education and Training • Comprehensive Rural Development Programme • Corporate Governance of Information and Communication Technology Policy Framework (CGICTPF)
These policy frameworks and programmes have one objective in common which is to address the triple ills of inequality, poverty and unemployment. These policies provide good guidelines and frameworks for the TETA strategy.
2.3 Policy Mandates
The policy mandate of the Transport SETA is addressed in its Constitution and covers the following:
• Implement the Sector Skills Plan • Promote learnerships in each of the subsectors of the SETA • Perform the functions of an Education and Training Quality Assurance Body • Liaise with the National Skills Authority on skills development matters • Conclude a service-level agreement with the Director-General of the Department of Higher Education and Training in terms of section 10A of the Act • Promote the national standard established in terms of section 30B of the Act • Submit budgets, reports and financial information that are required in terms of the Public Finance Management Act, 1999 to the Director-General of the Department of Higher Education and Training • Facilitate the involvement of relevant government departments in SETA activities to: - address the competency requirements for social delivery - address the learning needs of the most vulnerable segments of the sector • Promote training in SMMEs to enable them to qualify for public contracts • Perform any duties imposed by the Act and to actively pursue concrete measures to achieve the objectives of the Act
10 Strategic Plan 2015-2020 Strategic Plan 2018-2019
3. Situational Analysis
3.1 Transport Sector Overview
The transport sector contributes significantly to the economy of South Africa in terms of the country’s gross domestic product and employment. Since 2012, the transport sector has contributed approximately 9% of the country’s gross domestic product (GDP). The sector’s revenue contribution increased from R242 billion in 2012 to about R256 billion in 2015. At the same time, this sector is home to 6% of the labour force of the country. Gauteng serves as the region with the highest economic and labour activity for the transport sector; the coastal provinces of KZN, Western Cape and Eastern Cape, which are largely driven by ocean business, fall behind Gauteng.
As noted in earlier SSPs, the transport sector continues to be among the least gender-transformed sector. Between 2015 and 2016, gender and racial transformation was estimated to have increased by less than 1% of total employment in favour of previously disadvantaged groups. Of the working Africans, the transport sector absorbs only 5.9%. Consequently, it is recommended that TETA continues to review interventions aimed at empowering formerly disadvantaged groups in order to monitor the achievement of intended goals.
The transport sector is technology-driven and, as such, is dynamic and has many risks associated with obsolescence of skills and technology. Transport SETA, therefore, has to ensure a good understanding of this environment to be able to facilitate the development of appropriate strategies that will ensure technology is relevant and enable cutting-edge HRD programmes that provide the right skills atthe right levels.
Demand and supply of labour in the sector are highly affected by socio-economic and policy factors such as education levels and government regulations (Broad Based Black Economic Empowerment). The transport industry occupies a key role as a support sector to all other sectors in the country’s development and growth strategy as outlined in the National Development Plan. The WSP and ATR surveys dictate very small samples for skills demand estimations and lack the ability to capture emerging sectorial trends. Participation of transport companies in the WSP/ATR remains a challenge. Traditional education institutions are not adequate suppliers of sector skills demand. Smaller and privately-owned training institutions appear better positioned to accommodate sector context in their curriculum than traditional education institutions. Our labour market study recommends that the sector should work towards building the capacity of key training institutions such as universities and TVET colleges to develop curriculums that are relevant to sector needs. Source: TETA SSP 2016-17.
11 While TETA has a mandate to deliver services to the transport sector as a whole, there are still challenges. Some of these challenges include the increasing demand for skills and the inability to fund these skills due to budgetary constraints as well as the high costs of training, typified by the aviation industry. The fact that there exists a surplus of skills and ‘difficult-to-fill positions’ at the same time means that there is a skills mismatch in the industry — simply put, there is an oversupply of unrequired skills.
The following table shows demand and supply as provided though Work Skills Plans (WSPs) and Annual Training Reports (ATRs).
In general, the levy income from the transport sector remains low and this calls for increased advocacy on the part of all TETA management and stakeholders.
3.2 Performance Delivery Environment
The South African Environment
The following political, economic, societal, technological, environmental and legislative factors in South Africa have been identified as having a bearing on the effective delivery of skills development solutions in the transport sector and, therefore, must be addressed by the TETA strategy.
POLITICAL: ECONOMIC: SOCIETAL:
• Labour policies • Recession and junk status • HIV/AIDS incidence • SETA landscape, changing have a negative impact on • Significant societal disparities political focus areas, changing employment, resulting in less b e t w e e n r u r a l a n d u r b a n SETA goals and focus areas revenue collected areas • SETA mandate being • Labour disputes retarding stretched without matching employment leading to budget increase automation considerations by industry
12 Strategic Plan 2015-2020 TECHNOLOGY: ENVIRONMENT: LEGISLATION:
• Shift to technology increases • Focus on clean environment • POPI, BBBEEE Charter, SETA elitist group of participants and green economy provides landscape to affect TETA • Poor access to technology by opportunities for research strategy rural areas still a reality and awareness programmes • Post School White Paper • New SETMIS Quarterly • Green economy also places required reassessment and Management reporting pressure on transport tuning of TETA delivery engenders easier and more operators to comply or face approach accurate reporting for SETAs hefty penalties
Our strategy recommits TETA to the support of policies that reposition the objectives and approaches to skills development. We will continually keep abreast of emerging trends and adjust our programmes and systems to respond promptly and adequately to these changes.
TETA will integrate new legislative requirements into the design of its control mechanisms and align its programmes accordingly. Our information systems will be reviewed and a compliance process will be initiated to embrace good governance and compliance in areas such as POPI, ICT governance framework, etc.
Despite the unfavourable macroeconomic outlook with regards to high unemployment and slow growth, we will continue, through our training initiatives, to ensure the country has a pool of work-ready artisans and graduates, and encourage self-employment through entrepreneurship development.
We will harness technology in the sector to enhance our delivery methods, communication with our stakeholders and regulatory reporting. We will enable online access for our stakeholders in the areas of application submission, learner registration and reporting.
TETA will harness reporting processes and systems for seamless alignment and regulatory reporting into the DHET SETA Management Information System (SETMIS).
We will also use cellular technology to facilitate timely communication with our stakeholders and beneficiaries in the rural and less accessible parts of the country.
TETA will sustain advocacy programmes for clean environment programmes such as research and funding studies in this area.
HIV/AIDS is impacting the health of the South African labour industry, with the transport sector being one of the most negatively-affected industries, resulting in costly inefficiencies. TETA will continue to support development and implementation of innovative awareness and prevention strategies to arrest the spread of infections in the transport sector.
The government promotes the formation of SMMEs as vehicles of growth to address poverty, unemployment and inequality, as per the NDP. Hence, in 2014, the Department for Small Business Development was formed. The establishment of the department and support of the establishment of small businesses will affect the existing players in the subsectors of the transport industry.
13 The transport sector mostly consists of 70% small to medium sized companies. It is thus im- perative that the Transport SETA leverages on SMMEs in order to increase the sector’s chance of attaining the National Development Plan’s (NDP) employment targets by 2020. -In capi tal-intensive subsectors such as maritime, freight handling and clearing, it is very difficult for small businesses to enter the market. Therefore, there is very little competition from SMMEs.
The transport sector accounts for 26% of global carbon emissions, and emissions in this sector are still in- creasing. With greater concern over climate change, as expressed through many international conferences (e.g. the Kyoto Protocol and the Paris Agreement) in the past two decades, the transport sector will have to adapt to new government legislative frameworks and policies which will likely lead to technological and behavioural changes. Therefore, in the long run, attempts to change individual attitudes and behaviours will affect choices made within the sector and consequently the skills required to sustain it.
3.2.1 Transport subsectors
The transport sector consists of at least four broad subdivisions, as illustrated in the following diagram. Subdivisions are defined by modes of transport, also illustrated in the diagram:
INTER & MULTI-MODAL Passenger, Freight, Forwarding & Clearing
LAND Road, Rail & Pipelines
AIR
SEA Maritime & Coastal
14 Strategic Plan 2015-2020 Table 1: Modal Classification of TETA Chambers Air Sea Land Rail, Road Freight Aerospace Maritime Road Passenger, Taxi
Intermodal/Multimodal Forwarding & Clearing, Freight Handling Logistics Supply Chain Management Aerospace, Forwarding & Clearing, Freight Forwarding & Clearing, Freight Handling Handling, Maritime Rail, Road Freight, Road Passenger, Taxi Passenger Freight Aerospace, Maritime, Rail, Road Passenger, Taxi Aerospace, Forwarding & Clearing Freight Handling, Maritime, Rail, Road Freight
3.2.2 Transport SETA subsector profiles
The transport sector is demarcated into 8 subsectors. Each subsector falls under relevant Chamber responsibility: Road Freight Chamber, Freight Handling Chamber, Aerospace Chamber, Road Passenger Chamber, Taxi Chamber, Maritime Chamber, Forwarding and Clearing Chamber and Rail Chamber.
The Road Freight subsector, which represents a workforce of approximately 70 000 employees, recently experienced an increase in the volume of goods transported between production sites or ports and markets. It is estimated that 80% of all freight in South Africa is through road. The Road Freight market accounts for about Road Freight 640 million tons of freight per annum.
The Freight Handling subsector has approximately 25 000 employees. There are eight commercial ports serving the industry. Their operational performance has a bearing not only on the subsector but also on the national economy as a whole. In their efforts to bolster efficiencies, all eight ports are now using the new web-based Integrated Port Management System (IPMS). This follows after the rollout of the system in the Port of Richards Bay towards the end of 2015. The system replaces manual processes Freight Handling that were previously used to monitor, among other things, terminal performance. This new system has improved efficiencies by enabling key port operations to be managed online and across the eight ports.
15 The South African aviation industry is highly concentrated by large organisations. Despite this, the segment of small medium and micro-enterprises (SMMEs) is rapidly growing and has recently been estimated to comprise about 75% of the subsector. The Aerospace subsector employs approximately 30 000 employees. The biggest employer companies are state-owned enterprises, such as South African Airways, South African Airways Aerospace Technical, Denel, SA Express and SA Airlink. The subsector is estimated to transport about 70% of passengers and 60% of goods in the country.
The Road Passenger subsector has about 25 000 buses in South Africa, of which approximately 18 000 are involved in formal public transport activities. Approximately 6 000 buses are found in the commercial industry and government institutions. The formal public sector provides direct employment to about 30 Road 600 people throughout the country, with about 153 000 people indirectly dependent on the subsector. Public operators transport Passengers approximately 816 million passengers per annum.
The Taxi subsector employs between 400 000 and 600 000 people. Approximately, 95% of workers in the taxi industry are African and less than 2% are women. An estimate of 69% of households use taxis daily. There are over 300 000 taxi operators/owners in South Africa, with most of them operating as sole proprietors who may TAXI not necessarily be business tax-paying entities.
The Maritime subsector represents a workforce of 14 000 employees, drawn mainly from port authorities, fishing and the merchant shipping subsectors. More than 95% of South African trade (by volume and by trade) is moved by sea through the country’s seven commercial ports, thus placing South Africa in the top 12 sea-trading nations. It is estimated that 0.3% of global carrying capacity is currently controlled by South African companies, which highlights significant growth opportunities available in this subsector. The national demand for sea space exceeds its control of vessel supply by a ratio of about 20/1. MARITIME Through the Ocean Economy initiative of Operation Phakisa, this sector has been prioritised by government for the development of job creation, social and economic development and improved competitiveness, and earmarked for speedier and more effective implementation of emergent policies and programmes in line with the National Development Plan (NDP) 2030.
16 Strategic Plan 2015-2020 The Forwarding and Clearing subsector employs approximately 22 000 employees, including international couriers and shipping agents. This subsector makes a major contribution to trade facilitation within South Africa and manages over 80% of South Africa’s international trade within various supply chains. The subsector is recognised as the industry that influences freight management. The estimated cost of logistics in South Africa, as a Forwarding & percentage of GDP, is 12.8%, compared to 8.2% in the USA. Clearing In facilitating and managing the supply chains within international trade, the cost of freight management is a major factor contribut- ing to South Africa’s GDP.
The Rail subsector employs over 90 000 employees. The current rail freight capacity is 200 million tons per annum. The main companies in the subsector are Transnet SOC Limited, Passenger Rail Services South Africa (PRASA) and a number of medium-sized rail enterprises. To improve the quality of the railway lines in South Africa, Transnet has invested R300 billion into infrastructure development and refurbishment; this investment is Rail meant to invigorate the economy, create jobs and address poverty. On the other hand, the Prasa-Gibela project was expected to create around 8 000 indirect and 300 direct sustainable jobs when the R51 billion train manufacturing project started.
3.3 Organisational Environment
This section discusses TETA’s capacity issues and key determinants of performance. It also provides analyses of the Transport SETA as an entity and how it is impacted by its environment. The SWOT and BCG matrices were used to identify various factors that may impact TETA’s performance; these were then integrated into TETA’s business strategy development.
The outputs of these analyses provided an important guideline in the crafting of the Transport SETA’s critical success factors, attendant objectives and strategies that will not only strengthen organisation- al capacity and coherent delivery, but also enhance the way the organisation views and understands its mandate.
3.3.1 Strengths, Weaknesses, Opportunities and Threats (SWOT) Analysis
The Transport SETA is continually faced with challenges, some of which are beyond its control. These challenges have the potential of limiting TETA’s effectiveness and achievement of expected performance in the execution of its mandate, such as achieving SLA targets.
The SWOT analysis was used to contextualise TETA’s internal and external environments, as illustrated in
17 the following matrix. In essence, the SWOT analysis identifies areas of strengths and opportunities that TETA can leverage in the design and implementation of its strategies. Weaknesses and threats afford the organisation opportunity to reflect on how to turn these into opportunities.
The results of the SWOT analysis are discussed below, with suggested mitigations for the challenges identified. Equally, the opportunities and strengths can be harnessed and leveraged to enhance TETA’s organisational performance in the execution of its mandate.
STRENGTHS WEAKNESSES
• Innovation • Inadequate TETA provincial presence • Stakeholder collaboration • Lack of integrated ICT systems • International footprint (in collaboration) • Poor retention of institutional memory • Good governance • Financial and human resource constraints • Staff skills and competence • Poor policy response to emergent • Transport sector is a key economic sector requirements or environmental changes
OPPORTUNITIES THREATS
• Workplace approval presents • Unpredictability of levy income levels opportunities for training facilities per month • Unemployment presents training • The effects of the economic meltdown opportunities for TETA due investment grading at junk status • Strong stakeholder relations and recession • Student protests for free post-school • Inadequate administration fee (10%) and studies presents funding opportunities capping of expenditure for TETA • Impact of devolution of QCTO functions to • HET bridging programmes new structure on TETA staff • Improvement of organisation culture • Changes in government or regulations • Increase of stakeholder levy participation and interpretation • Road safety programmes • New SETA landscape • Adopt-A-School program expansion • New SETA landscape
Strengths
• Overall staff experience, competence and delivery are earning TETA rapport and mutual relationships with stakeholders, and engender significant participation, collaboration and input into innovative qualification development and implementation; • Being a key economic driver, the transport sector offers TETA ample benchmarking and innovation opportunities in both technology and skills training.
Weaknesses
• Although a major portion of TETA’s budget is spent on monitoring travel to stakeholder sites across the country, this does not adequately compensate for lack of local presence of TETA in all the provinces – to a large extent, budgetary constraints make permanent and physical presence in the provinces difficult to achieve; • Inadequate ICT systems integration results in data redundancy and compromises information
18 Strategic Plan 2015-2020 accuracy and integrity; • Lack of formal systems for capturing staff learnings or experiences means that institutional memory is lost every time a member of staff is lost; • Policy revisions are often not adept enough to keep abreast of changes in TETA’s environment.
Opportunities
• Skills deficit and unemployment in the transport sector presents TETA with opportunities to develop and facilitate delivery of remedial programmes to address and reverse these challenges; • Bridging programmes for university entrance are an area for increased TETA intervention; • Sustained demand for free post school education presents opportunities for TETA to not only continue with its bursary funding programme but also investigate other creative solutions;
Threats
• The SETA administration fee of 10% has a restraining effect on TETA’s ability to deliver on its mandate. • Lack of control over and unpredictability of levy income flows impairs the ability of TETA to plan accurately; • Devolution of QCTO functions to new structures may render SETA-based ETQA units obsolete – the new structure may experience teething problems that may compromise SETA performance; • While there is uncertainty of the SETA landscape after March 2018, what is certain is that the role of SETAs will be different and this may impact their structural organisation; • The junk status for South Africa is making industrial investment increasingly difficult and risky and is already impacting the labour market negatively as evidenced by the industry scaling down and consequent retrenchments -- this means reduction in levy-income for TETA. • Economic recession is impacting the labour market negatively, leading to retrenchments and, consequently, reduced skills development levy contributions.
3.3.2 Boston Consulting Group Matrix
The BCG Matrix was applied to determine the level of resonance of TETA’s skills development programmes with stakeholders with respect to need, growth potential and popularity. The resulting plot indicates pro- grammes to prioritise for implementation based on mileage for the sector and their scope in addressing stakeholder needs.
19 Boston Consulting Group Matrix STARS ? QUESTION MARKS • Leadership Development Programmes • Pilot Training • Graduate Internships • Foundational Learning • Small Business development • Adult Basic Education • Cadetships
GROWTH POTENTIAL GROWTH • HIV - AIDS programmes • Learnerships • SIPs • Skills Programmes • Rural Development • Bursaries • RPL
CASH COWS DOGS
POPULARITY/DEMAND WITH STAKEHOLDERS
The BCG Matrix tells us the following:
• Stars: The leadership development programmes, graduate internships and small business support are popular within the sector. These programmes are also growing significantly with respect to stature and enrolment. • Question Marks: These are the up-and-coming programmes that may be on the path to becoming Stars if proper advocacy is built around them to stimulate uptake by industry players. These are the cadetship, foundational learning and adult based education and pilot training programmes. • Cash Cows: These are popular programmes but exhibit no propensity to grow significantly and require no advocacy for industry uptake – these are skills programmes, learnerships and bursaries. • Dogs: These are characterised by either non-performance, under-subscription, or newly-introduced programmes with little traction. In the case of TETA, these are characterised by the following programmes: SIPs, Rural Development, RPL and HIV-AIDS.
20 Strategic Plan 2015-2020 The outputs of the BGC analysis are important in that they highlight programmes that are likely to achieve higher traction and impact for the transport sector and, consequently, derive the highest value per rand invested by TETA.
The matrix also tells us which programmes TETA needs to promote aggressively to increase stakeholder participation and achieve national targets.
3.3.3 Organisational Critical Success Factors
Based on the consolidation of inputs from various fora, such as stakeholder engagements and strategy planning sessions, the following factors have been identified as critical to TETA’s achievement of its -man date of skills development delivery in the transport sector.
1. Efficiency of ICT systems;
2. Efficient contract management and reporting system that interfaces to DHET SETA
Management Information System;
3. Effective records and document management;
4. Availability of competent, diligent and professional staff;
5. Reliable levy income;
6. Effective institutional and industry collaborations;
7. Clear and comprehensive programme implementation strategies;
8. Comprehensive, relevant and up-to-date TETA programme funding models;
9. Organisational agility and responsiveness to emergent national and industry priorities;
10. Proper implementation and achievement of Annual Performance Plan.
21 3.3.4 Organisational strategic objectives
The following constitute short-term objectives that will ensure TETA addresses the critical success factors through capacitating and positioning itself as the rightful skills development authority inthe transport sector.
OBJECTIVES STRATEGIES • Reduce paper records by implementing an electronic records and document management system; • Eliminate manual learner Excel spreadsheets Implementation of integrated ICT systems to ensure information integrity; • Automate and align reporting for seamless reporting interface to DHET SETA Management Information System (SETMIS).
• Improve business process efficiencies through business process reengineering; Efficient business processes • Introduce automated processes that ensure reduction of manual data manipulation.
• Match operational roles and responsibilities to Aligned operational strategy and organisation strategic objective roll-down to achieve structure optimal structure and resource loading • Implement a broad-based funding framework A comprehensive funding framework to cater for emerging requirements and ensure relevance. • Define programme strategies to increase programme completions; Coherent business culture • Align staff culture and values to enhance performance.
3.4 Sectoral Challenges and Opportunities
The transport sector is characterised by challenges that require innovative approaches to addressing skills development, equitable access to training opportunities and environmental awareness.
The sector is faced with gender imbalance, casualisation of work, perennial strike actions, HIV/AIDS and exemption of many companies from paying levies. TETA, in conjunction with sector stakeholders, continually works to find solutions that mitigate these challenges.
The transport sector is dominated by a few large companies, especially in aerospace, road freight, maritime, rail, road passenger and freight handling. Although there are numerous companies in this sector, most of them are small and contribute no levies. As a result, TETA is faced with the challenge of empowering these companies to encourage sufficient growth of revenues and facilitate registration of these enterprises as sustainable levy-payers to TETA. TETA will continue with advocacy programmes for small, medium and micro enterprises to engender professionalism that will lead to achieving levy-paying status.
22 Strategic Plan 2015-2020 Casualisation of employment is a peculiarity of the transport industry. This causes low motivation levels due to lack of benefits such as medical care, retirement saving and security of tenure. Casualisation, coupled with the fact that a significant part of the industry is informal in nature, makes for an unstable environment with a propensity for labour unrest. This impacts negatively on industry staff and productivity. Providing access to training for these employees improves their employability and morale.
The gender disparity in the transport sector still presents challenges in the participation of women. About 80% of the industry is male-dominated. TETA has to continually devise strategies to bridge this gap, such as women-focused development programmes, designated participation ratios that favour girls and women and provision of mentorship opportunities for them.
The transport sector is experiencing the highest incidence of HIV/AIDS infections. If the situation is not arrested soon, it may have further negative impact on the industry’s productivity and competitiveness in the global market. To meet this challenge, TETA will continue to incorporate HIV/AIDS awareness campaigns into its training programmes and also directly fund related interventions.
While most HEIs offer transport-related studies, the same cannot be said of TVET colleges. This reality poses serious challenges in the promotion of and access to transport-related careers. The high TVET college accessibility to learners from all walks of life makes them ideal vehicles for delivery of priority industry training programmes. There are, at least, 50 TVET colleges against a meagre 26 universities and, in contrast to universities, which are mostly situated in more developed locations (such as cities or towns), a significant number of TVET colleges are found in rural areas.
To ensure traction in the uptake of transport studies, TETA will continue with its programme of TVET and HEI capacitation in the areas of curriculum development, lecturer moderator/assessor training and bursary provision.
Management development remains a critical area that seeks to redress skills disparities that still exist in the transport sector. TETA will, therefore, continue to innovate and implement leadership development programmes in collaboration with local and international partners.
In order to stimulate thought leadership and innovation and build sector knowledge base, TETA will encourage doctoral studies in transport-related themes, such as green economy, logistics and other related topics. Proper skills planning necessitates the identification and characterisation of challenges and opportunities in the transport sector. This requires access to up-to-date statistics and credible information. Unfortunately, at this point in time, there are no credible data sources (besides Statistics South Africa) on critical aspects of the sector such as labour markets. The lack of good sources of data poses a risk to TETA’s ability to accurately plan for skills needs of the sector. In an effort to build a reliable knowledge repository for the sector, TETA will continue to foster research partnerships with HEIs and research-based institutions, such as HSRC, CSIR and others.
23 3.1.13.4.1 Transport SETA skills development priorities
Our strategy will be driven by the following skills development priority framework drawn from the dictates of the NSDS III, contemporary national priorities, transformation agendas and transport sector needs.
TETA MANDATE • Facilitate equitable skills development in the trasport sector to ensure empowered workers. • Ensure access to training, education and wokplace for graduates and the unemployed. • Align skills development initiatives to emergent needs and national imperatives. • Facilitate workplace learning and partnerships betweeen employers and educational institutions. • Collaboration with and support for TVET capacitation. • Collaboration with Higher Education Institutes.
PRIORITIES
Research Access
TVET Colleges SMMEs Artisans Mandatory Grant
Rural Leadership Career Guidance Development Development
Green Economy
PROGRAMMES
1. Administration.
2. Skills Planning.
3. Learning Programmes and Projects.
4. Quality Assurance.
24 Strategic Plan 2015-2020 In addition to these priorities, our strategic plan is underpinned by the following societal transformation parameters:
• Gender: Provide more access opportunities for women; • Youth: Increase access opportunities for youth; • Geography: Shift focus to previously neglected rural areas; • Race: Address racial skill disparities; • Class: Redress imbalances brought about by class; • People with disability: Avail more training and workplace opportunities for disabled people; • HIV/AIDS: Embrace awareness and education advocacy in the subject of HIV/AIDS.
The following table provides a high level description of each of the 11 strategic priority areas:
SSP PRIORITIES STRATEGIC GOALS OBJECTIVE STATEMENT • Enhance staff capacity in the research unit; • More engagement with sector companies to validate Establish a credible transport research findings; sector institutional mechanism • The research unit will Research for skills planning; create and conduct tracer studies to sustain research capacity on enhance research repository; labour markets within TETA. • More research collaboration agreements will be entered into with HEIs and credible sector players.
• To form strategic partnerships for increased road safety Increased road safety through advocacy; awareness programmes and Road Safety • Creation of a pool of skilled impactful accident prevention road safety and accident projects. management persons.
• TETA will undertake career outreach to Grade 9 learners to encourage subject choices Building career and vocational that will enable careers in Career Guidance guidance, especially to encour- transport; age females to enter the sector. • 60% career guidance focus will be in rural areas.
25 SSP PRIORITIES STRATEGICE GOALS OBJECTIVE STATEMENTS TETA will provide empowerment support to encourage growth of Promoting the growth of a the TVET system through public TVET college system that expansion of curricula to include TVET Colleges is responsive to sector, local, transport studies, student regional and national skills enrolment through bursaries, needs and priorities. and lecturer capacitation.
We will innovate and implement tailor-made training Enhance middle management and mentorship solutions with a Management and Leadership and executive leadership global perspective for the capabilities. transport sector.
We will provide support to the development of small business Improve the competitiveness and NGOs to capacitate them and job creation propensity of SMMEs to grow into formal, sustainable SMMEs by creating greater and levy-paying entities, where access to skills development. possible.
TETA will work with sector Increase the pool of artisans in partners to fund artisan Artisans the sector. development.
TETA will facilitate and fund Support rural development, community-based projects that Rural Development including NGOs, CBOs and other benefit targetted communities. organisations in rural areas. • Our programmes will provide more access opportunities to learning institutions and workplaces for youth, women and other categories of deserving beneficiaries; • We will implement support programmes that provide ap- propriate coaching to Increase access to occupation- teachers and learners, and ally directed programmes to governance training for school Access address critical and scarce skills management structures and shortages. bodies across our 56 adopted schools; • We will support development and delivery of gateway subjects for learners; • We will provide learner driving license support; • We will provide bursaries to qualifying learners.
26 Strategic Plan 2015-2020 SSP PRIORITIES STRATEGIC GOALS OBJECTIVE STATEMENTS We will increase our WSP/ATR participation through stakeholder coaching and advocacy programmes. The SBD strategy focus on small levy Increasing submissions of WSP/ registered companies will be to WSP / ATRs ATRs, especially for SMMEs. provide access to skills development in order to capacitate the companies to participate formally and also grow skills.
We will continue to support green economy research and Skills planning for a green Green Economy development projects for the transport sector. benefit of the transport sector.
3.4.2 TETA strategic goals
Quantified and time-bound goals, consolidated from our defined strategic objectives, are captured in the long-range plans that form part of this document. These are subsequently reduced to quarterly targets in the TETA Annual Performance Plan.
Provide administrative support services and Strategic Goal 1 enable TETA to deliver on its mandate and ensure compliance with all governance imperatives.
Establish mechanisms for skills planning and Strategic Goal 2 research capacity.
Increase access to occupationally directed Strategic Goal 3 programmes within the transport sector.
Strategic Goal 4 Strengthening the quality assurance system.
27 3.4.3 Emergent policies, legislation and other strategic initiatives
Our strategy seeks to be responsive to dictates of the day, emergent policies and legislation changes. These, and how TETA intends responding and aligning available resources to achieve compliance, are discussed in this section.
The Post School White Paper
POLICY ELEMENTS STRATEGIES We will align TETA delivery processes and our collaborations in the sector to focus more on forging closer workplace relationships with SETAs to have a more narrowly focused role. education and training institutions to ensure improved access and information flows.
We will nurture partnerships with stakeholders SETAs to play a bigger coordination role and facilitate links between education institutions between employers, institutions and and workplaces. employees.
We will enhance our research function and Role of SETAs will be to supply sector-specific, external research partner collaborations to en- reliable quantitative data to a central planning sure access to reliable data and information. process.
We will explore ways in which we can work with NSA to understand their requirements so that National Skills Authority will concentrate on we enable mutual cooperation mechanisms to monitoring and evaluating SETAs. ensure successful operation.
We will enhance our research capacity and WSP/ Focus on mandatory grants will be on the gather- ATR information processing accuracy through ing of accurate data on Sector skills needs. training of stakeholders on WSP/ATR completion.
We will ensure there is alignment between SETAs must show alignment between the elements of the Strategic Plan and fund disbursement and objectives in strategic plans. disbursements.
We will continually monitor financial viability of Form partnerships to fund the start-up costs of TETA-supported TVET colleges to ensure early TVET programmes and subsidise programmes detection of the need for additional assistance. through periods where learner numbers may not TETA will assess best ways of providing such be viable. assistance.
Where we are not represented provincially, we will establish partnerships with other SETAs to Establishment of offices representing the SETAs in carry packaged TETA information materials for each college. distribution to interested parties.
TETA will enhance existing collaborative agreements and create new ones with other Collaboration through the clustering of SETAs. SETAs in areas of mutual interest.
28 Strategic Plan 2015-2020 3.4.4 Programme alignment to national imperatives
STRATEGIC GOALS
1. Administrative Support Services.
2. Skills Planning & Research
3. Access to Occupational Directed Programmes.
4. Strenghthening the Quality Assurance Systems.
INTERVENTIONS
1. Administrative Support 4. Strenghthening the Quality Services. Assurance Systems. • Contract Support Services • TVET Support • Administration Services 3. Access to Occupational Directed Programmes. • Assessor & Moderator Training • Bursaries • Accreditation • Learnerships 2. Skills Planning & Research • Skills Programs • Industry Labour Research • Internships / Work Experience • Impact Studies • Small Business Support • Sector Skills Planning • Career Guidance • Research Chair/Collaborations
NATIONAL IMPERATIVES
• NSDS III • SIPs • NDP • 9-POINT PLAN
29 3.4.5 Protection of Personal Information (POPI)
TETA acknowledges the importance of protecting its immense information resources, such as the stakeholder information it has accumulated over the years. We, therefore, recognise the needfor regulation provided by the POPI Act.
Amongst others, POPI requires that organisations such as TETA inform data subjects (people whose information is being processed) of the purpose of the collection of the information and torequire consent from the data subject for processing such data. Considering the fact that most of the information TETA process emanates from stakeholders, TETA will be required to assure them of proper processing of such information.
3.4.6 Operation Phakisa
Operation Phakisa was announced by the President in June 2014 and launched in July 2014 at the Inkosi Albert Luthuli International Convention Centre, in Durban. Operation Phakisa is the government’s vehicle for speedier and more effective implementation of emergent policies and programmes in line with the National Development Plan (NDP) 2030.
The first phase of Operation Phakisa seeks to give impetus to the Ocean Economy and has 4 main pillars: a) marine transport and manufacturing activities, which comprises of coastal shipping, trans-shipment, boat building, repair and refurbishment; b) offshore oil and gas exploration; c) aquaculture and marine protection services; and d) ocean governance.
Operation Phakisa will revitalise South Africa’s Ocean Economy. The President estimated that this initiative would result in GDP contribution of about R177 billion (R54 billion in 2010) and directjob opportunities of between 800,000 and 1 million (316,000 in 2010).
The job creation potential that comes with Operation Phakisa will place immense demand on TETA and its partners to create pipelines of requisite artisanal and project management skills, among others.
3.4.7 Aviation Industry Transformation-Letsema
Letsema is a Department of Transport initiative that “seeks to enhance the equitable participation of previously disadvantaged individuals (PDIs) in the aviation industry through the mobilisation of resources currently located within the aviation industry.” (DoT, 2013)
In its most granular form, Letsema seeks to facilitate progressive, sustainable and transformative partnerships of stakeholders in the Aviation industry in order to address the challenges faced by black pilots. At the heart of Letsema is the transformation of the aviation industry in a way that black pilots will get exposure and experience, and achieve proficiency and employability within a reasonable time. In the process, Letsema endeavours to remove barriers, racial or otherwise, that have frustrated previous transformation efforts and impeded progression of black pilots beyond private pilots license (PPL) to commercial pilots license (CPL) that render them highly employable in the current aviation dispensation. The role of TETA and its partners in the transformation of the aviation space cannot be overemphasised. TETA will have to champion the development of transformative training solutions, cadetship and mentorship solutions that will ensure a departure from the current pilot training regimes that lack impact – this can only be achieved through deployment of clear, authoritative, inclusive and transformative strategies.
30 Strategic Plan 2015-2020 3.4.8 Corporate Governance of Information and Communication Technology Policy Framework (CGICTPF)
The Department of Public Service and Administration, in cooperation with the Government Information Technology Officers Council (GITOC), developed a Corporate Governance of ICT Policy Framework which was approved by the Cabinet of the Republic of South Africa on 21 November 2012. This framework applies, amongst others, to all organs of state and public institutions. As such, TETA is bound by the prescripts of the framework.
The introduction of CGICTPF follows the growing realisation of the importance of Corporate Governance of ICT, as emphasised by King III, which places the responsibility for Corporate Governance of ICT squarely on the shoulders of the Accounting Authority.
The framework emphasises the need for the executive leadership and management of an organisation to understand the strategic importance of ICT, to assume responsibility for the corporate governance of ICT, and to place the governance of ICT on the strategic agenda.
TETA has successfully implemented the first phase of the CGICTPF in the following manner: • A charter has been approved by the Board; • ICT stakeholder functions and committees have been defined and appointments made; • The auditing of the CGICTPF implementation and institutionalisation of the POPI framework with in TETA has been complemented and saw revamp and consolidation of charters, policies and change management exercise across the organisation.
3.5 Description of the Strategic Planning Process
TETA’s strategy was developed in accordance with: • The Grant Regulations on monies received by SETAs published in December 2012 • The Skills Development Act Service Level Agreement Regulations • The Skills Development Levies Act • The Public Finance Management Act (PFMA) and Treasury Regulations • Government’s Medium Term Strategic Framework goals • TETA Medium Term Expenditure Framework (MTEF) budget for • 2017-18, together with 2016-17 Sector Skills Plan
Various sources informed the formulation of this strategy, chief among them: • NATMAP 2050; • NSDS III; • The Skills Accord; • HRDSA II; • SIPS Programmes; • Previous strategic plans; • 2015/16 and 2016/17 Sector Skills Plans; • Research results provided by the University of Witwatersrand, through our research unit; • Various engagements with our stakeholders through the medium of roadshows, focus groups and ad hoc inputs; • Management strategy planning sessions; • Statistics South Africa (STATSSA) and South Africa Reserve Bank (SARB); • Workplace Skills Plans and Annual Training Reports; • White Paper on Post School Education and Training.
31 Strategic Plan 2018-2019
PART B 4. Strategic Objectives
4.1 Overall Strategic Goals
Strategic Goal 1: Provide administrative support services and enable TETA to deliver on its mandate and ensure compliance with all governance imperatives.
Strategic Goal 2: Establish mechanisms for skills planning and research capacity.
Strategic Goal 3: Increase access to occupationally directed programmes within the transport sector.
Strategic Goal 4: Strengthening the quality assurance system.
4.2 Programmes
Programme 1: Administration
Programme 2: Skills Planning and Research
Programme 3: Learning Programmes and Projects
Programme 4: Quality Assurance Systems
32 Strategic Plan 2015-2020 Strategic Goal 1: Provide administrative support services and enable TETA to deliver on its mandate and ensure compliance with all governance imperatives
To provide administrative support services and enable TETA todeliver on its man- Goal Statement/Rationale: date and ensure compliance with all governance imperatives.
Mismanagement and administrative malpractices in government pose an obsta- cle to service delivery improvement. Conversely, well-structured improvement Justification: plans and monitoring of management practices can contribute to improving ser- vice delivery. Further, more aligned corporate services interventions inculcate a culture of improved performance in organisations.
Links: Outcome 12: Effective and efficient public service.
Build sound and sustainable financial management systems, in line with the pro- visions of the PFMA.
Create an accountable, effective and efficient administration that is responsive to the training needs of TETA.
Provide overall corporate service support, enabling TETA to deliver on its skills Outcomes: development training mandate.
Improve TETA’s board functioning and strategic outreach to key stakeholders throughout the transport sector to enhance the capacity of TETA.
Provide efficient and reliable integrated information system(s) that automate TETA’s core business processes.
TETA needs adequate levies to fund discretionary and mandatory grants and its Resource Considerations: administration objectives.
Mandatory grant expenditure increased by R10 million from R126 million in 2015/16 to R136 million in 2016/17. Discretionary grants and projects expenditure for the 2016/17 year is R480 mil- Expenditure Trends: lion, which is 3% increase from R466 million in 2015/16
Expenditure as a percentage of revenue was 95%, which is an increase compared to 91% for the previous financial year.
Funding Sources: Administration Budget as per MTEF
Budget Amount: R99 732 000
Based on the TETA funding framework, the 10.5% administration budget may not be adequate to fund all administration expenses
Risk mitigation: Risks Management: • The project related costs to be linked to the specific projects and be funded under 7.5% administration in line with grant regulations; • Utilise 33% of the levies received from government departments; • Update our policies and procedures in line withv cost containment instruc- tions.
33
80% 10.5% 2020-20 financial year financial for the 2019-20 for Auditor General General Auditor opinion from the opinion from Unqualified audit Medium Term Targets Medium Term 80% 10.5% 2019-2020 financial year financial for the 2018-19 for Auditor General General Auditor opinion from the opinion from Unqualified audit 80% year 10.5% 2018-2019 opinion from the opinion from Unqualified audit 2017-18 financial Auditor General for for General Auditor Current Year Target Year Current n/a n/a n/a Previous Previous 2017-2018 Year Target Year n/a n/a n/a Baseline 2016-2017 - Indicators Performance (1.1b) Percentage levy (1.1b) Percentage used towards income administration expenditure (1.1a) Achieve (1.1a) Achieve unqualified audit opinion on the annual financial the end of at statements year the financial (1.1c) Percentage of (1.1c) Percentage grant discretionary PIV to funding allocated OTAL programmes OTAL -
Strategic Objective Strategic - financial manage tainable in line with systems ment the of the PFMA provisions regulations and grant 1.1 sound and sus Maintain Strategic Goal 1: To provide administrative support services and enable TETA to deliver on its mandate and on its mandate to deliver support services and enable TETA administrative provide Goal 1: To Strategic imperatives with all governance compliance ensure PROGRAMME 1: ADMINISTRATION PROGRAMME
34 Strategic Plan 2015-2020 2 85% 100% 2020-20 Submission of Workplace TETA Skills Plan and Annual Training 30th by Report April 2 Medium Term Targets Medium Term 85% 100% 2019-2020 Submission of TETA TETA of Submission Skills Workplace Plan and Annual by Report Training 30th April 2 85% 100% 2018-2019 Current Year Target Year Current Submission of TETA Submission of TETA Skills Workplace Plan and Annual by Report Training 30th April n/a n/a n/a n/a Previous Previous 2017-2018 Year Target Year n/a n/a n/a n/a n/a Baseline 2016-2017 - Indicators Performance (1.2a) Percentage of (1.2a) Percentage staff annual permanent retention (1.3) Percentage of ICT availability achieved systems (1.2b) Submission of TETA TETA of Submission (1.2b) Skills Plan and Workplace to Report Annual Training ETDP SETA - (1.2c) Number of stake sur holder satisfaction veys conducted veys
Strategic Objective Strategic Strategic Goal 1: To provide administrative support services and enable TETA to deliver on its mandate and on its mandate to deliver support services and enable TETA administrative provide Goal 1: To Strategic imperatives with all governance compliance ensure 1.2 overall provide To 1.3 and functional Efficient the operates ICT system major business processes of TETA corporate services corporate to support enabling TETA - on its skills devel deliver mandate training opment
35 Strategic Goal 2: Establish mechanisms for skills planning and research capacity
To facilitate proper planning and informed investment based on reliable and Goal Statement/Rationale: credible research into the supply and demand trends of the provinces and constituencies in the transport sector.
TETA is tasked with gathering reliable information, credible research and statistics Justification: and other relevant information on labour markets skills needs and provision of same to the transport sector to enable planning of funding programmes.
• NSDS III • The Skills Accord • HRDSA II • NATMAP 2050 • SIPS Programmes • The National Development Plan • 9 Point Plan Links: • Strategic Priorities: - Research - Green Economy - Scarce Skills - Critical Skills • Strategic Goal 1 in the Annual Performance Plan • Operation Phakisa • White Paper on Post School Education and Training • Road Safety Initiatives
Research strategy implemented.
Research TETA subsector SSPs and industry consultation through industry focus Outcomes: groups and SSP workshops.
Collaborative research partnerships with university faculties and other research projects/stakeholders to promote research in the transport sector.
The research units have been established and resourced. Procurement of additional Resource Considerations: resources being actioned.
TETA’s previous expenditure on research was limited to analysis of WSPs and ATRs for the purposes of developing and updating the Sector Skills Plan (SSP). Since the 2011/12 financial year, the external service provider was contracted to Expenditure Trends: analyse and update the SSP. In 2018/19 a number of research studies will also be conducted to feed into the SSP and this will increase the expenditure.
Funding Sources: Discretionary grants fund.
Budget Amount: R12 617 500
Based on the TETA funding framework, the 10% administration budget may not be adequate to build staff research capacity. Business continuity threat as a result of reliance on Deloitte as system consultants.
Risk mitigation: • TETA to find innovative ways of integrating research initiatives into all Risks Management: discretionary projects; • It is necessary for TETA to review the current training, development and retention policies to facilitate reskilling of internal resources; • We are developing a knowledge management strategy that will ensure retention of institutional memory.
36 Strategic Plan 2015-2020 1 2 2 1 SSP 2020-2021 Approved TETA TETA Approved 1 2 2 1 Medium Term Targets Medium Term 2019-2020 Approved TETA SSP TETA Approved 1 2 2 1 2018-2019 Approved TETA SSP TETA Approved Current Year Target Year Current 1 3 3 n/a Previous Previous TETA SSP TETA Approved Approved 2017-2018 Year Target Year 0 1 n/a n/a n/a Baseline 2016-2017 - Indicators Performance (2.1) Number of research (2.1) Number of research conducted studies (2.2b) Number of tracer (2.2b) Number of tracer conducted studies (2.2a) TETA Sector Skills Sector (2.2a) TETA Plan - (2.3a) Number of re sup partnerships search ported - (2.3b) Number of Re Chair centres search reported Strategic Objective Strategic 2.1 strategy Research implemented Strategic Goal 2: Establish mechanisms for skills planning and research capacity skills planning and research mechanisms for Goal 2: Establish Strategic 2.2 and research Industry consultations 2.3 partnerships Research to with stakeholders in the support research sector transport PROGRAMME 2: SKILLS PLANNING AND RESEARCH 2: SKILLS PLANNING AND RESEARCH PROGRAMME
37 30 17 704 260 280 340 2020-2021 30 17 Medium Term Targets Medium Term 704 260 280 340 2019-2020 30 17 704 260 280 340 2018-2019 Current Year Target Year Current 6 n/a 688 280 340 260 Previous Previous 2017-2018 Year Target Year 10 n/a 867 278 391 241 Baseline Baseline 2016-2017
- -
Indicators Performance (2.4e) Number of small to supported companies - devel skills in participate opment applications mandatory grant grant mandatory received applications medium firms from grant mandatory proved (2.4b) Number of (2.4c) Number of grant mandatory applications small from received firms (2.4d) Number of ap mandatory grant grant mandatory applications firms large from received (2.4a) Number of (2.4f) Number of provin cial capacitation conducted workshops Strategic Objective Strategic 2.4 stakeholder Increased in the participation through sector transport WSP/ATR submitted Strategic Goal 2: Establish mechanisms for skills planning and research capacity skills planning and research mechanisms for Goal 2: Establish Strategic
38 Strategic Plan 2015-2020 Strategic Goal 3: Increase access to occupationally directed programmes within the transport sector To promote and facilitate learning programmes to middle-level skills and artisan 30 17 704 260 280 340 Goal Statement/Rationale: development within the transport sector.
To ensure competitiveness of skills supply and continuous upgrading of relevant Justification: skills, including artisan development.
• Sector Skills Plan 2016-2017 (Occupational research); • HRD Strategy of SA; Source of Baseline: • Implementation of previous transport sector training revealed the need to 30 17 704 260 280 340 improve skills through occupationally directed programmes; • 2016-17 Audited Annual Performance Report.
• NSDS III • Transport Sector Skills Plan 2016-2017 (chapter 3 of the SSP – Extent of Skills Mismatches) • Strategic Priorities - Access - Decent Work - Scarce Skills 30 17 704 260 280 340 - Critical Skills - RPL - Leadership Development Links: • Strategic Goal 3 in the Annual Performance Plan • The Skills Accord • National Artisan Moderation Body (NAMB) Model • QCTO Policies • The National Development Plan
6 • 9 Point Plan n/a 688 280 340 260 • SIPS Programmes • Operation Phakisa • Road Safety Initiatives • White Paper on Post School Education and Training
Transport sector companies are supported through mandatory and discretionary 10 n/a 867 278 391 241 grants to address industry skill shortages.
TETA stakeholders are capacitated on the mandatory and discretionary grants frameworks and processes.
-
- Increased learner access to occupationally directed programmes through TVETs, HEIs and other providers.
Outcomes: Sector leadership and managers development programmes.
Sustainable partnerships with stakeholders, and education and training institutions. Support and develop small to medium enterprises, NGOs, CBOs, cooperatives within the transport sector. (2.4e) Number of small to supported companies - devel skills in participate opment applications mandatory grant grant mandatory received applications medium firms from grant mandatory proved (2.4b) Number of (2.4c) Number of grant mandatory applications small from received firms (2.4d) Number of ap mandatory grant grant mandatory applications firms large from received (2.4a) Number of (2.4f) Number of provin cial capacitation conducted workshops Employable youth through workplace-based training.
Transport sector career guide opportunity guides/booklets with labour market information distributed.
Resource Considerations: Realisation of synergies within transport sub-sectors and investment in internal RPL. 2.4 stakeholder Increased in the participation through sector transport WSP/ATR submitted
39 TETA funded R404 495 293 for occupationally directed programmes in 2016/17 in an effort to facilitate access and progression in the transport sector. Expenditure Trends: TVET and HEI partnerships have also been supported through the discretionary grant budget.
Trends in Number TETA now offers provincial support through resources based in loco at various TVET of Key Staff: colleges or at other lead SETA locations within the provinces.
• Discretionary grants Funding Sources: • National Skills Fund • Unemployment Insurance Fund Activation Programme Funding
Budget Amount: R498 642 649
• Lack of partnerships and collaboration between key stakeholders may hamper successful implementation of this strategic goal;
• Lack of fully operational ICT systems;
• Legislative changes and adaptation of process and systems;
• Lack of an integrated bursary strategy;
• Unpredictability of levy income levels per month;
• Financial and human resource constraints;
• Challenges in strategy implementation. Risks Management: Risk mitigation: • TETA to sign MoUs/partnerships with TVET and HET institutions offering transport-related programs;
• TETA to sign MoUs with state-owned entities to facilitate learnership, apprenticeship and internship opportunities;
• TETA to improve the existing learnership infrastructure;
• TETA to further review and enhance bursary and DG policy to incorporate the integration of different initiatives related to bursaries;
• TETA to provide qualification-driven opportunities.
40 Strategic Plan 2015-2020 100 250 500 850 1500 1500 2020-2021 100 250 500 850 1500 1500 Medium Term Targets Medium Term 2019-2020 50 100 250 400 600 850 Completed 2018-2019 250 500 850 100 1500 1500 Current Year Target Year Current Entered 250 500 850 100 1500 1674 Previous Previous 2017-2018 Year Target Year 267 889 861 104 1594 2957 Baseline 2016-2017 Indicators Performance (3.1b) Number of on learners unemployed bursaries (3.1c) Number of on learners employed skills programmes (3.1d) Number of on learners unemployed skills programmes (3.1e) number of on learners employed programmes learnership (3.1f) Number of on learners unemployed programmes learnership (3.1a) Number of on learners employed bursaries - Strategic Objective Strategic 3.1 learner ac Increased occupationally cess to programmes directed HEI and TVET, through other providers Strategic Goal 3: Increase access to occupationally directed programmes within the transport sector within the transport programmes directed occupationally access to Goal 3: Increase Strategic
PROGRAMME 3: LEARNING PROGRAMMES AND PROJECTS AND PROJECTS PROGRAMMES 3: LEARNING PROGRAMME
41 50 50 20 200 300 300 300 2020-2021 50 50 20 200 300 300 300 Medium Term Targets Medium Term 2019-2020 0 n/a n/a 100 150 200 100 Completed 2018-2019 50 50 20 300 300 300 200 Current Year Target Year Current Entered 50 50 300 100 358 500 Previous Previous 2017-2018 Year Target Year 6 n/a n/a 464 1513 Baseline Baseline 2016-2017 -
Indicators Performance (3.1h) Number of (3.1h) Number on Learners unemployed AET programmes of (3.1i) Number on learners employed pro apprenticeship an gramme of (3.1j) Number on learners unemployed apprenticeship an programme on a learners unemployed programme cadetship RPL on learners programmes of (3.1m) Number candidacy on learners programmes (3.1k) Number of (3.1k) Number (3.1g) Number of on learners employed AET programmes (3.1l) Number of (3.1l) Number - Strategic Objective Strategic Increased learner ac Increased occupationally cess to programmes directed HEI and TVET, through other providers Strategic Goal 3: Increase access to occupationally directed programmes within the transport sector within the transport programmes directed occupationally access to Goal 3: Increase Strategic
42 Strategic Plan 2015-2020 5 15 15 15 2020-2021 5 15 15 15 Medium Term Targets Medium Term 2019-2020 0 15 15 15 Completed 2018-2019 5 15 15 15 Current Year Target Year Current Entered 20 25 25 10 Previous Previous 2017-2018 Year Target Year 0 0 0 0 Baseline Baseline 2016-2017
Indicators Performance (3.2a) Number of (3.2a) Number (3.2d) Number of (3.2d) Number (3.2c) Number of (3.2c) Number a leadership on women development programme (3.2b) Number of (3.2b) Number on an candidates leadership executive development programme candidates on a candidates development leadership programme on a candidates in programme Master’s Affairs Maritime
Strategic Objective Strategic Strategic Goal 3: Increase access to occupationally directed programmes within the transport sector within the transport programmes directed occupationally access to Goal 3: Increase Strategic 3.2 industry Transport on candidates and leadership management programmes
43 2 3 2 8 8 100 2020-2021 2 3 2 8 8 Medium Term Targets Medium Term 100 2019-2020 2 3 2 8 8 100 Target 2018-2019 Current Year Year Current 9 9 9 8 24 n/a Target 2017-2018 Previous Year Year Previous 9 9 3 0 2 24 Baseline 2016-2017
Indicators Performance (3.3a) Number of partnerships successful with established bodies employer (3.3b) Number of partnerships successful with TVET established Colleges (3.3c) Number of partnerships successful with established universities stakeholders assisted in assisted stakeholders Limpopo-based TETA’s offices (3.3d) Number of (3.3e) Number of SETAs coordinating supported (3.3f) Number of TETA (3.3f) Number of TETA capacitation stakeholder on contract workshops management
Strategic Objective Strategic Strategic Goal 3: Increase access to occupationally directed programmes directed occupationally access to Goal 3: Increase Strategic 3.3 strategic TETA and partnerships support
44 Strategic Plan 2015-2020 24 10 2020-2021 Medium Term Targets Medium Term 24 10 2019-2020 24 10 Target 2018-2019 Current Year Year Current 72 10 Target 2017-2018 Previous Year Year Previous 2 n/a Baseline 2016-2017 Indicators Performance (3.4b) Number of (3.4b) Number conferences strategic attended (3.4a) Number of (3.4a) Number stakeholder provincial forums consultative conducted Strategic Objective Strategic Strategic Goal 3: Increase access to occupationally directed programmes directed occupationally access to Goal 3: Increase Strategic 3.4 consultation Stakeholder networking and
45 160 180 300 100 200 2020-2021 100 160 180 300 200 Medium Term Targets Medium Term 2019-2020 0 50 55 100 120 Completed 2018-2019 160 180 300 200 100 Current Year Target Year Current Entered 150 150 450 200 100 Previous Previous 2017-2018 Year Target Year 101 263 195 120 200 Baseline Baseline 2016-2017
Indicators Performance (3.6d) Number of (3.6d) Number (3.6c)Number of TVET (3.6c)Number on workplace learners programmes experience (3.6b)Number of HET (3.6b)Number on workplace learners programmes experience (3.6a) Number of HET (3.6a) Number on placed graduates programmes internship graduates on work work on graduates programmes readiness (3.5) Number of out-of- (3.5) Number on trained youth school 12 improvement Grade programmes Strategic Objective Strategic 3.5 3.6 graduates and Learners on workplace-based put training Strategic Goal 3: Increase access to occupationally directed programmes directed occupationally access to Goal 3: Increase Strategic through trained Youth programmes support school post access to for education
46 Strategic Plan 2015-2020 9 8 27 36 000 10 000 2020-2021 9 8 Medium Term Targets Medium Term 27 36 000 10 000 2019-2020 9 8 27 Target 36 000 10 000 2018-2019 Current Year Year Current 9 8 27 Target 36 000 10 000 2017-2018 Previous Year Year Previous 9 14 46 6 697 21 000 Baseline 2016-2017
Indicators Performance (3.7a) Number of career (3.7a) Number of career procured items (3.7b) Number of material promotional procured packs (3.7c) Number of media sessions information conducted conducted (3.9b) Number of events (3.9b) Number of events enhance to sponsored brand TETA (3.8 a) Number of TETA (3.8 a) Number of TETA exhibitions career conducted
Strategic Objective Strategic Strategic Goal 3: Increase access to occupationally directed programmes directed occupationally access to Goal 3: Increase Strategic 3.7 career sector Transport material information with labour developed for information market youth access by 3.8 to provide Exhibitions guidance and career vocational information vocational
47 5 5 3 9 50 20 20 100 200 2020-2021 5 5 3 9 Medium Term Targets Medium Term 50 20 20 100 200 2019-2020 5 5 3 9 50 20 20 100 200 Target 2018-2019 Current Year Year Current 3 9 20 10 54 20 n/a n/a 300 Target 2017-2018 Previous Year Year Previous 9 40 22 49 29 n/a n/a n/a 514 Baseline 2016-2017
Indicators Performance cooperatives funded cooperatives CBOs funded CBOs funded (3.11a) Number of small (3.11a) Number funded enterprises (3.11f) Number of trade (3.11f) of trade Number funded unions (3.11e) Number of (3.11e) Number (3.11e) Number of (3.11e) Number (3.11b) Number of small Number (3.11b) NLPEs funded (3.11c) Number of (3.11c) Number (3.9b) Number of (3.9b) Number (3.9a) Number of (3.9a) Number guidance career internal capacitated advisors capacity-building conducted workshops orientation life for teachers (3.10) Number of schools supported
Strategic Objective Strategic 3.11 enterprises Small supported 3.9 guidance Career sector and advisors on coached specialists guidance career 3.10 schools Adopted supported Strategic Goal 3: Increase access to occupationally directed programmes directed occupationally access to Goal 3: Increase Strategic
48 Strategic Plan 2015-2020 0 6 2 5 60 2020-2021 6 2 5 5 Medium Term Targets Medium Term 60 2019-2020 6 2 5 5 60 Target 2018-2019 Current Year Year Current 8 2 5 5 100 Target 2017-2018 Previous Year Year Previous n/a n/a n/a n/a n/a Baseline 2016-2017
Indicators Performance (3.12) Number of rural of rural (3.12) Number projects development supported (3.14) Number of put on accident persons training prevention programmes. (3.15) Number of HIV/ (3.15) Number AIDS awareness (3.13b) Number of road of road Number (3.13b) awareness safety (3.13a) ) Number of (3.13a) ) Number safety road successful formed partnerships supported initiatives supported programmes Strategic Objective Strategic Strategic Goal 3: Increase access to occupationally directed programmes directed occupationally access to Goal 3: Increase Strategic 3.12 development Rural supported projects 3.13 awareness safety Road supported programmes 3.14 accident Road programmes prevention supported 3.15 and awareness HIV/AIDS programmes prevention supported
49 Strategic Goal 4: Strengthening the quality assurance system
Goal Statement/ To establish delivery partners who will develop learning programmes. Rationale: TETA is tasked with supporting the development of occupationally directed qualifications Justification: relevant to the transport sector in line with the new dispensation and to respond to chang- ing needs of the market place.
NSDS III SAQA Act Transport Sector Skills Plan 2016-2017 (chapter 3 of the SSP – Extent of Skills Mismatches) Strategic Priority – ISOE Strategic Goal 3 of the Annual Performance Plan Skills Development Act TVET Act Links: HE Act QCTO Policies The National Development Plan 9 Point Plan Operation Phakisa Road Safety Initiatives White Paper on Post School Education and Training
Approved QCTO learning materials and qualifications for transport sector. Outcomes: Effective and efficient external moderation and evaluation process. Capacity-building for Public TVET colleges that are responsive to sector skills needs.
Resource considera- Capacity building resources need to be reconsidered. tions: Filling available positions in the development of the QCTO system.
Quality assurance is a core function within TETA and is funded from the discretionary grants and 10% administration budget; Expenditure trends: Over the MTEF period, significant changes will take place within the ETQA function spurred by the introduction of QCTO (Quality Council for Trades and Occupation) in the sector.
Trends in Number of QCTO has delegated responsibilities to the ETQA and this is creating instability in the unit. Key Staff: Funding sources: Administration and discretionary grant budget.
Budget amount: R15 941 027
• Fraudulent use of TETA logo by unaccredited providers; • Unendorsed assessors/moderators training on TETA DG contracts affect the certification of learners; • External moderation backlog. Risk mitigation: • TETA-accredited providers to adhere to the code of practice and failure could result in Risks Management: their de-accreditation; • ETQA to become an integral part of the DG contract management (i.e., ETQA to confirm accreditation, assessments and moderation on a need basis); • Enter into partnerships with key stakeholders in the sector to ensure that enough facilitators are produced; • Enter into MoUs with transport state-owned entities to ensure that their training centres (SOEs) and training instructors are properly accredited.
50 Strategic Plan 2015-2020 6 30 70 200 2020-2021 6 30 70 Medium Term Targets Medium Term 200 2019-2020 6 200 Target 2018-2019 30 Entered 70 Entered Current Year Year Current 30 Completed 70 Completed 8 0 0 200 Target 2017-2018 Previous Year Year Previous 7 0 0 340 Baseline 2016-2017 Indicators Performance (4.1 ) Number of for curricula developed occupational qualifications (4.2c) Number of TVET on trained lecturers course moderator (4.2b) Number of TVET on trained lecturers assessor course (4.2a) Number of providers training on TETA capacitated systems ETQA Strategic Objective Strategic 4.1 Occupational developed qualifications sector the transport for Strategic Goal 4: Strengthening the quality assurance system the quality assurance Goal 4: Strengthening Strategic 4.2 Service providers ETQA on TETA capacitated systems
PROGRAMME 4: QUALITY ASSURANCE SYSTEMS 4: QUALITY PROGRAMME
51 50 12 30 100 120 2020-2021 50 12 30 Medium Term Targets Medium Term 100 120 2019-2020 50 12 30 100 120 Target 2018-2019 Current Year Year Current 50 140 200 160 160 Target 2017-2018 Previous Year Year Previous 8 12 n/a n/a 176 Baseline 2016-2017
Indicators Performance (4.4c) Number of workplace learnership approvals (4.4b) Number of apprenticeship approvals workplace (4.3b)Number of learning evaluated programmes (4.3a) Number of moderations external conducted (4.4a) Number of on candidates and mentorship program coaching Strategic Objective Strategic Strategic Goal 4: Strengthening the quality assurance system the quality assurance Goal 4: Strengthening Strategic 4.3 and moderation External process evaluation 4.4 supported Industries offer to and accredited and practical workplace training
52 Strategic Plan 2015-2020 Strategic Plan 2018-2019 50 12 5. Resources Considerations 100
5.1 Materiality 50 12
100 The Accounting Authority has prepared a materiality and significance framework in terms of the PFMA and Treasury Regulations.
5.1.1 Any amount which results from criminal conduct
TETA is of the view that criminal conduct should not be tolerated within the SETA environment and hence has not included any amount resulting from criminal conduct in the materiality and significance 50 12 100 framework. In terms of fruitless and wasteful expenditure caused by gross negligence or any other circumstance, TETA has taken a very strong view that fruitless and wasteful expenditure of any kind should not be tolerated within TETA environment and hence TETA has not included any amount arising from fruitless and wasteful expenditure in the materiality and significance framework.
5.1.2 Significance 50 140 200 Based on the materiality and significance framework, TETA has set its materiality and significance amount to R4 048 562, which is 0.5% of gross revenue for the 2016/17 financial year based on audited financial results for the respective year.
5.1.3 Main sources of revenue 8 12
176 The main source of funding for TETA is the Skills Development Levies (SDL) which TETA receives in terms of the Skills Development Levies Act No. 9 of 1999, as amended. The Skills Development Levy is levied on all companies within the Transport Sector at 1% of each company’s payroll costs.
5.2 Budget and Budgeting Process
5.2.1 Budgeting Processes
In order to arrive at the levy income budget for the MTEF period (2018/2019 to 2020/2021), the following process was followed:
• For the 2018/2019 period, a consultative process was followed, where both employee and (4.4c) Number of workplace learnership approvals (4.4b) Number of apprenticeship approvals workplace (4.4a) Number of on candidates and mentorship program coaching the employer representatives who sit on the TETA Board were asked to project how much salary increases were most likely to be for the 2018/2019 financial year. This exercise resulted in an average of 7% salary increase and the same percentage increase has been applied to the 2018/2019 levy income.
• For the 2016 to 2018 period, the levy income is based on the average levy income increases for the past 10 years of TETA’s existence. This information is based on the audited annual financial statements, which are included in the published annual reports. This exercise resulted in a 7% levy income increase and this is the percentage that has been applied to the 2017/2018 up to 2018/2019 levy income increase. 4.4 supported Industries offer to and accredited and practical workplace training
53 5.2.2 Budget assumptions
The following are some of the broad budget assumptions for both income and expenditure that were made in the determination of the MTEF budget for the period (2017 to 2019):
• The MTEF budget is prepared on a going concern basis, as per approved recertification licence until 31 March 2020; • In the 2018/2019 financial year, the pay-out ratios for mandatory grants are budgeted at85%. For the remainder of the MTEF period, the pay-out ratios are budgeted at 90%; • Throughout the MTEF period, administration expenses are budgeted at 100% of the administration income received. The salary increases will be accommodated within the available 10% administration income; • Based on the dynamic environment that TETA operates in, the administration budget is reprioritised on a quarterly basis to cater for any additional administration levies that may have been received – this is to ensure that the administration budget is fully and appropriately utilised.
5.2.3 Income
Unlike government departments, SETAs do not receive a budget allocation from the national government to fund their operations. The main source of income for SETAs is the Skills Development Levies which SETAs receive from the levy-paying companies. In terms of the Skills Development Levies Act No. 9 of 1999 as amended, levy-paying companies pay levies to SARS as the collecting agent on behalf of the Department of Higher Education and Training. The levy is calculated at 1% of the company’s payroll costs. Of the received levies, 20% is transferred to the National Skills Fund and 80% is transferred to the SETA (from which 10% is utilised for administration costs; 20% is utilised for mandatory grants which are disbursed back to the levy paying companies and 49.5% is utilised for discretionary grants, which are also disbursed back to the levy-paying companies based on criteria or policy that the Accounting Authority (Board) of a SETA sets and reviews from time to time). The remaining 0.5% is for QCTO funding.
5.2.4 Expenditure
The expense side of the budget mirrors that of the income side in that:
• 10% of the levies are utilised for administration expenses, such as employee costs, officeac commodation, etc. • 20% is utilised for mandatory grants. These are grants that must be disbursed back to the levy-paying companies in terms of the Skills Development Levies Act if they meet certain criteria such as submission of Workplace Skills Plan and Annual Training Report (ATR); • 49.5% is utilised for discretionary grants. These are grants the Accounting Authority can utilise to fund special projects and skills priorities based on criteria and policy approved by the Accounting Authority (Board) of a SETA. The SETA can also apply for NSF (National Skills Fund) catalytic grants to fund additional strategic skills priorities that may require additional budget; • The remaining 0.5% will be used for QCTO funding.
Any additional income or funding that TETA receives over and above the 80% levy income will be utilised towards discretionary grants. All the interest, penalties and investment income from surplus funds will be utilised towards funding discretionary grants. All unspent funds within reserves (administration, employer grant and discretionary grant) will also be utilised towards discretionary grants.
54 Strategic Plan 2015-2020 5.2.5 Grant regulation promulgation
It must be noted that the proposed grant regulations have been promulgated in terms of section 36 of the Skills Development Act of 1998 (Act No. 97 of 1998) after consultation with the National Skills Authority. TETA has adjusted its budget based on the promulgation to ensure compliance with the dictates of the new regulations premised on the following focus areas:
• Regulation of proportion funding for administration of the SETA; • Contribution of funds toward the QCTO; • Regulate surpluses and unspent funds; • Encourage the improvement of market labour information; • Prioritise PIVOTAL programmes, thus improving the NQF process; • Expand the use of Public education and private providers in providing skills development.
Additional income or funding that TETA receives over and above the 80% levy income will be utilised towards the discretionary grants. Therefore, all the interest, penalties and investment income from surplus funds will be utilised towards funding discretionary grants. All unspent funds within the different reserves (administration, employer grant and discretionary grant) will also be utilised towards funding discretionary grants.
The Annual Performance Plan 2018/19 has been prepared on a multi-year funding model that is based on the principle that skills development interventions are funded from start to completion in order to achieve the maximum impact. Strategic Goal 3 is the highest funded at R498.6m and constitutes 95% of the costed Annual Performance Plan. The total costed plan of R527m million is therefore justifiable. This is depicted on the table below:
StrategyfS- 7.5 % Administration Project core cost Total fff costs
Goal 1 - - - Goal 2 - 12 617 500 12 617 500 Goal 3 35 518 399 463 124 250 498 642 649 Goal 4 721 577 15 219 450 15 941 027 Total 36 239 976 490 961 200 527 201 176
55 5.2.6 Medium Term Revenue Estimate (ammounts in R' 000)
2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 ITEMS Audited Audited Audited Estimate Estimate Estimate Estimate
REVENUE Mandatory Grant 145 603 161 149 161 943 186 040 191 004 206 669 223 203 Levies (20%) Discretionary Grant Levies 360 366 398 843 400 808 460 449 472 736 511 506 552 427 (49.5%)
Administration 76 441 84 603 85 019 97 671 100 277 108 502 117 181 Levies (10.5%)
Interest and 9 948 17 909 13 665 15 574 2 889 3 091 4 050 Penalties
Other Income 1 877 1 206 2 921 0 0 0 3 500
Investment 56 825 70 033 75 867 74 710 63 864 37 450 54 450 Income
Donations for 0 0 0 Special Projects
EXPENDITURE
Mandatory (113 643) (126 209) (136 477) (167 436) (199 062) (212 996) (223 202)
Discretionary (471 761) (464 661) (480 607) (569 338) (527 201) (542 400) (614 428) Grants
Administra- tion Costs incl. (76 717) (77 052) (85 656) (93 019) (99 732) (106 655) (111 601) Capex
Administration (4 651) (4 775) (5 167) (5 580) Cost - QCTO
Special Projects ------Expenditure
Surplus/Deficit (11 061) 65 821 37 483 - - - -
The table above shows the MTEF budget forecasts in line with the National Treasury Framework.
Please note that surpluses reflected are mainly due to substantial portions of discretionary grants, which are received in one year and only expensed in the following financial year. The budget for the 2018/2019 financial year onwards is in line with the new grant regulations.
56 Strategic Plan 2015-2020 57 Strategic Report 2018-2019 PART C 6. Links to other Plans
6.1 Legislative Framework
Section 10a (1) (a) of the SDA further requires each SETA to conclude a Service Level Agreement (SLA) with the Director General in terms of the SDA and the NSDS.
Regulation 30 of the Treasury Regulations issued in terms of the Public Finance Management Act (PFMA) requires each SETA to develop Annual Strategic Plans. In line with this, section 10(1) (h) (ii) of the SDA also requires each SETA to submit these plans as well as reports on the implementation of its SSP and SLA, to the Director General on an annual basis.
The grant regulations make provision for the submission of Workplace Skills Plans (WSP) and Annual Training Reports (ATRs) by registered levy-paying employers in order to claim mandatory grant funding from the SETAs.
6.2 Purpose of Annual Strategic Framework
The parties have entered into this SLA in order to determine the levels of service delivery required of the SETA in: Performing its statutory functions;
• Meeting the NSDS targets; • Implementing its annual strategic plan; • The standards, criteria and targets for measuring and evaluating the SETA’s performance; • The plans and reports to be submitted by the SETA to the Director General for purposes of measuring and evaluating the performance of the SETA against this SLA; • The assistance that the Director General will provide to the SETA with the purpose to enable it to perform its functions; and • The SETA PFMA compliance responsibilities.
6.3 Obligations of the SETA
The SETA undertakes to comply with standards, criteria and targets contained in the schedule in respect of:
• Performing its functions under the SDA; • Meeting the NSDS targets; and • Implementing the Annual Strategic Plan.
The SETA further undertakes to:
• Implement its annual strategic plan; • Submit plans and reports to the Director General containing the information in the format set by the Department: - Quarterly reports should be submitted within ten working days after the end of each quarter; and - Quarterly reports should be submitted ten working days after the end of September and March or, in the event that a change in the Board or staff of the SETA should occur.
58 Strategic Plan 2015-2020 • Respond to any written inquiry from the Director General within 20 working days or, if this is not reasonably practicable, to provide the Director General within this period with a reasonable time-table to deal with the inquiry; and • Submit all PFMA documents required to the responsible officer within the stipulated time frames and in the prescribed formats.
6.4 Measuring and Evaluating the SETA’s Performance
The SETA in collaboration with the Department will undertake a self-assessment of its performance in accordance with the standards, criteria and targets set out in the SETA Performance Assessment Scorecard and such annual self-assessment should be submitted to the Director General after the end of August 2018.
The Director-General must in respect of each financial year allocate a performance rating to the SETA in accordance with the provided performance rating scale set.
The obligations of the Director General
The Director General undertakes to:
• Consult the SETA on all relevant policy and strategic matters that might affect the functioning of the SETA; • Promote the interests of the SETAs collectively to other organs of State as may be appropriate and necessary;
Provide the SETA with:
• Guidance on Sector Skills Plan and Strategic Plan requirements; • Provide additional assistance as may be described in Schedule 4 in order to enable the SETA to perform its functions; • Respond to any written inquiry from the SETA within 20 working days or, if this is not reasonably practicable, to provide the SETA within this period with a reasonable time-table to deal with the inquiry; and • Convene regular meetings with the Chief Executive Officers, Chairpersons and other SETA officials as and when necessary, to consider strategic matters and to provide forums for discussing emerging policy issues and exchanging ideas on best practice.
6.5 General
Any amendments to this SLA must be in writing and signed by both parties. No relaxation, extension or indulgence which either party may grant to the other will constitute a waiver of any right of that party in terms of this SLA or any applicable law and does not preclude a party from exercising any rights which may have risen in the past or which may arise in the future.
6.5.1 Proposed NSDS III Framework-SSP salient points
In April 2010, the Minister of Higher Education & Training, Dr. BE Nzimande, published the proposed NSDS III Framework 2011-2016. The following have been identified as salient points for the SSP:
• NSDS III emphasised as resting firmly on Sector Skills Plan (SSP); • SSP regarded as the bedrock of skills planning in each sector; • Significance of sign-off by social partners and key strategic partners critical – partners can be senior leaders in unions, business, government and provincial PGDS structures); • SSPs must not only focus on WSP/ATRs data but also on thorough analysis of the labour market trends and must have references of other published research.
59 Key strategic questions to be addressed by the SSP
• How in the context of the Sector, will the SETA contribute towards the achievement of national equity targets (class, race, gender, disability and HIV/AIDS)? • How will the SETA ensure that targeted learners are helped to overcome access, success and progression barriers? • Which programmes will the SETA deliver in order to meet the sectoral strategic goals as well as contribute to national priorities? • How can the sector expand the number of PIVOTAL partnerships entered into by member firms? • Who are the delivery partners and how can the SETA contribute towards the goal of expanding capacity of partners in general and public providers in particular?
Learning programmes to facilitate access, success and progression includes:
• Need for wider spectrum of learning programmes; • Information and career guidance (each SETA to submit a comprehensive profile of the sector by March 2013 and update by 2016); • SETAs must also provide information on steps to expose learners to work in the sector; • Recognition of prior learning; • Raising the base: foundational Learning programmes including AET.
6.5.2 PIVOTAL Occupational Programmes
Pivotal programmes are professional, vocational, technical and academic learning programmes that meet the critical needs of economic growth and social development. In addition, PIVOTAL programmes combine course work at university and colleges with structured learning at work. Pivotal programmes are achieved by professional placements, work-integrated learning, apprenticeships, learnerships and internships.
PIVOTAL programmes are characterised as follows:
• Tracer studies are emphasised for learners exposed to PIVOTAL programmes. Skills programmes are emphasised for both the employed and the unemployed; • Skills programmes for the employed to be supported for levy payers (80% submission for large firms, 60% submission for medium firms and 40% submission for small firms); • Skills programmes for the unemployed (Catalytic grants: The NSF shall enter catalytic grant agreements with SETAs, government departments or other claimants to achieve targeted national goals). Catalytic grants applications shall be listed under the national strategic headings (Medium Term Strategic Framework). Special emphasis will be given to priority 3 (rural development) .
Programmes that build the academic profession and innovation include the following:
• Academic research • Innovation
(To be funded by the NSF and SETAs collectively)
6.6 Programme Delivery Partners
Partnership with programme delivery partners is emphasised (TVETs/HETs/faculties/private providers/ SOEs/workplaces). Due to the gap existing between SETAs and public providers, it is anticipated that there will be empowerment of public providers through appropriate mechanism to encourage maintenance of partnerships.
60 Strategic Plan 2015-2020 61 Annual Performance Plan 2018-2019
ANNUAL PERFORMANCE PLAN 2018-2019
RP58/2018 ISBN: 978-0-621-46136-7 TETA Annual Performance Plan for 2018/2019
62 AnnualStrategic Performance Plan 2015-2020 Plan 2018-2019 Annual Performance 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
63 Annual Performance Plan 2018-2019
CHIEF EXECUTIVE 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 positively 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, inthe transformation of the aviation industry under the auspices of the Aviation Industry Transformation- Letsema. TETA will play a leading 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
64 AnnualStrategic Performance Plan 2015-2020 Plan 2018-2019 CHIEF EXECUTIVE OFFICIAL SIGN-OFF OFFICER’S FOREWORD
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 Chairperson: Accounting Authority
65 TABLE OF CONTENTS
CHAIRPERSON’S FOREWORD 63 CHIEF EXECUTIVE OFFICER’S FOREWORD 64 OFFICIAL SIGN-OFF 65 PART A STRATEGIC OVERVIEW 67 1. UPDATED SITUATIONAL ANALYSIS 67 2. PERFORMANCE DELIVERY ENVIRONMENT 68 3. IMPLICATIONS OF EMERGENT CHANGES 69 4. ORGANISATIONAL ENVIRONMENT 70 5. ASSUMPTIONS AND INFORMATION USED 70 5.1 Grant regulations promulgation 70 5.2 Materiality 70 5.2.1 Any amount which results from criminal conduct 70 5.2.2 Significance 71 5.2.3 Main sources of revenue 71 5.3 Budget and budgeting process 71 5.3.1 Budget processes 71 5.3.2 Expenditure 71
PART B PROGRAMMES AND SUB-PROGRAMMES 73 1. STRATEGIC OUTCOME ORIENTED GOALS 2. PROGRAMMES
PART C LINKS TO OTHER PLANS 91 TECHNICAL INDICATOR DESCRITPTIONS 95
66 AnnualStrategic Performance Plan 2015-2020 Plan 2018-2019 Annual Performance Plan 2018-2019
PART A Strategic Overview
1. UPDATED SITUATIONAL ANALYSIS
Transport Sector Overview
The transport sector contributes significantly to the economy of South Africa in terms of the country’s gross domestic product and employment. Since 2012, the transport sector has contributed approximately 9% to the country’s gross domestic product (GDP). The sector revenue contribution increased from R242 billion in 2012 to about R256 billion in 2015. This sector is home to 6% of the labour force of the country. Gauteng serves as the region with the highest economic and labour activity for the transport sector; the coastal provinces of KZN, Western Cape and Eastern Cape, which are largely driven by ocean business, fall behind Gauteng.
As noted in earlier SSPs, the transport sector continues to be among the least gender-transformed sector. Between 2015 and 2016, gender and racial transformation was estimated to have increased by less than 1% of total employment in favour of previously disadvantaged groups. Of the working Africans, the transport sector absorbs only 5.9%. Consequently, it is recommended that TETA continues to review interventions aimed at empowering the formerly disadvantaged groups in order to monitor achievements of intended goals.
The transport sector is technology-driven and, as such, is dynamic and has many risks associated with obsolescence of skills and technology. Transport SETA, therefore, has to ensure a good understanding of this environment to be able to facilitate development of appropriate strategies that will ensure technology is relevant and to enable cutting-edge HRD programmes that provide the right skills at the right levels.
Demand and supply of labour in the sector are highly affected by socio-economic and policy factors such as education levels and government regulations (Broad Based Black Economic Empowerment). TETA has a key role to play as a support sector to all other sectors in the country’s development and growth strategy as outlined in the National Development Plan. The WSP and ATR surveys dictate very small samples for skills demand estimations and lack the ability to capture emerg- ing sectorial trends. Participation of transport companies in the WSP/ATR remains a challenge to TETA.
The traditional education institutions are not adequate suppliers of sector skills demand. Smaller and privately-owned training institutions appear better positioned to accommodate sector context in their curriculum than traditional education institutions. The study recommends the sector work towards building the capacity of key training institutions such as universities and TVET colleges in developing curriculums that are relevant to sector needs.
Whilst TETA has a mandate to deliver services to the transport sector as a whole, there are still challenges. Some of these include the growing demand for skills and the inability to fund those skills due to budgetary constraints as well as the high costs of training, typified by the aviation industry. The fact that there exists a surplus of skills and ‘difficult-to-fill positions’ at the same time means that there is a skills mismatch in the industry — simply put, there is an oversupply of unrequired skills.
67 The following table shows demand and supply as provided through Workplace Skills Plans (WSPs) and Annual Training Reports (ATRs).
In general, the levy income from the transport sector remains low and this calls for increased advocacy on the part of all TETA management and stakeholders.
2. PERFORMANCE DELIVERY ENVIRONMENT
The South African Environment
The following political, economic, societal, technological, environmental and legislative factors in South Africa have been identified as having a bearing on the effective delivery of skills development solutions in the transport sector and, therefore, have to be addressed by the TETA strategy.
POLITICAL ECONOMICAL SOCIETAL
• Labour policies • Recession and junk status • HIV/AIDS incidence • SETA landscape, changing have a negative impact on • Significant societal political focus areas, employment, resulting in disparities between rural changing SETA goals and less revenue collected and urban focus areas • Labour disputes retarding • SETA mandate being employment and leading to stretched without matching automation considerations budget increase by industry
TECHNOLOGY ENVIRONMENT LEGISLATION
• Shift to technology increases • Focus on clean environment • POPI, BBBEEE Charter, SETA elitist group of participants and green economy provides landscape to affect TETA • Poor access to technology in opportunity for research and strategy rural areas still a reality awareness programmes • Post School White Paper • New SETMIS Quarterly • Green economy also places required reassessment and Management reporting pressure on transport tuning of TETA delivery engenders easier and more operators to comply or face approach accurate reporting for SETAs hefty penalties
68 AnnualStrategic Performance Plan 2015-2020 Plan 2018-2019 Our strategy recommits TETA to the support of policies that reposition the objectives and approaches to skills development. We will continually keep abreast of emerging trends and adjust our programmes and systems to respond promptly and adequately meet these changes.
TETA will integrate new legislative requirements into the design of its control mechanisms and align its programmes accordingly. Our information systems will be reviewed and a compliance process initiated to embrace good governance and compliance in areas of OPI, ICT governance framework, etc.
Despite the unfavourable macroeconomic outlook with regard to high unemployment and slow growth, we will continue with our training initiatives to ensure the country has a pool of work-ready artisans and graduates and encourage self-employment through entrepreneurship development.
We will harness technology in the sector to enhance our delivery methods, communication with our stakeholders and regulatory reporting. We will enable online access for our stakeholders in the areas of application submission, learner registration and reporting.
TETA will harness reporting processes and systems for seamless alignment and regulatory reporting into the DHET SETA Management Information System (SETMIS).
We will also use cellular technology to facilitate timely communication with our stakeholders and beneficiaries in the rural and less accessible parts of the country.
TETA will sustain advocacy programmes for clean environment programmes, such as research and funding of studies in this area.
HIV/AIDS is impacting the health of the South African labour industry, with the transport sector being one of the most negatively affected industries resulting in costly inefficiencies. TETA will continue to support the development and implementation of innovative awareness and prevention strategies to arrest the spread and increase of infections in the transport sector.
The government promotes the formation of SMMEs as vehicles of growth to address poverty, unemployment and inequality as per the NDP. Hence, in 2014, the Department for Small Business Development was formed. The establishment of the department and support to establishment of small businesses will affect the existing players in the subsectors of the transport industry. The transport sector mostly consists of 70% small to medium sized companies. It is thus imperative that the Transport SETA leverages SMMEs in order to increase the sector’s chance of attaining the National Development Plan’s (NDP) employment targets by 2020. In capital intensive subsectors such as maritime, freight handling and clearing, it is very difficult for small businesses to enter the market. Therefore, there is very little interference of SMMEs or competition from SMMEs.
The transport sector accounts for 26% of global carbon emissions and emissions in this sector are still growing. With greater concern over climate change as expressed through many international conferences (e.g. the Kyoto Protocol and the Paris Agreement) in the past two decades, the transport sector will have to adapt to new government legislative frameworks and policies, which will likely lead to technological and behavioural changes. Therefore, in the long run, attempts to change individual attitudes and behaviours will affect choices made within the sector and consequently the required skills to sustain it.
3. IMPLICATIONS OF EMERGENT CHANGES
Our Strategy Plan and Annual Performance Plan are responsive to dictates of the day, emergent policies and legislation, such as:
• The White Paper for Post School Education and Training; • Emphasis on SETA collaboration with TVETs, HETs and key social partners;
69 • The mooted clustering of SETAs; • Protection of Personal Information Act; • Sector initiatives, such as Letsema and Operation Phakisa; • Broadening of access to skills development and opportunities to those previously excluded.
These priorities make demands on TETA to be innovative, stretch and optimise its resources to meet the expanded mandate and compliance requirements.
4. ORGANISATIONAL ENVIRONMENT
For optimal performance and sustained change, TETA recognises the need to continually review and align its structure, processes and systems to new national policy directives in the following manner:
• Ongoing organisational development to ensure identification and correction of deficiencies inthe structure and alignment of the same to our strategic objectives; • Enhancements and entrenchment of research, monitoring and reporting functions for proper gathering, interpretation and analysis of credible data that will support quality decisions; • In line with the outputs of TETA strategy planning sessions, stakeholder meetings and other forums, TETA has made strategic choices that will enhance delivery mechanisms and resources; • All policy formulation, review and planning will align our goals and performance measures to national socio-economic development objectives; • The effects of the economic meldtdown or the “junk status” of the country is resulting in less revenue being collected by TETA and has led to some of the targets being reduced.
5. ASSUMPTIONS AND INFORMATION USED
5.1 Grant Regulation Promulgation
The proposed grant regulations have been promulgated in terms of section 36 of the Skills Development Act of 1998 (Act No. 97 of 1998) after consultation with the National Skills Authority. TETA has, accord- ingly, reviewed and adjusted budgetary processes to ensure compliance with the new regulations.
We understand the new regulations to be addressing the following areas:
• Regulation of proportion of funding for administration of the SETA; • Contribution of funds toward the QCTO ; • Regulation of surpluses and unspent funds • Encourage the improvement of market labour information; • Prioritise PIVOTAL programmes, thus improving the NQF process; • Expand the use of public education and private providers in the provision of skills development.
5.2 Materiality
The Accounting Authority has prepared a materiality and significance framework in terms of the PFMA and Treasury Regulations.
5.2.1 Any amount which results from criminal conduct
TETA is of the view that criminal conduct should not be tolerated within the SETA environment and hence has not included any amount resulting from criminal conduct in the materiality and significance framework.
In terms of fruitless and wasteful expenditure caused by gross negligence or any other circumstance, TETA has taken a very strong view in that fruitless and wasteful expenditure of any kind should not be tolerated
70 AnnualStrategic Performance Plan 2015-2020 Plan 2018-2019 within TETA environment and hence TETA has not included any amount arising from fruitless and wasteful expenditure in the materiality and significance framework.
5.2.2 Significance Based on the materiality and significance framework, TETA has set its materiality and significance amount to R4 048 562, which is 0.5% of gross revenue for the 2016/17 financial year based on audited financial results for the respective year.
5.2.3 Main sources of revenue
The main source of funding for TETA is the Skills Development Levies (SDL), which TETA receives in terms of the Skills Development Levies Act No. 9 of 1999, as amended. The Skills Development levy is levied on all companies within the transport sector at 1% of each company’s payroll costs.
5.3 Budget and Budgeting Process 5.3.1 Budgeting processes In order to arrive at the levy income budget for the MTEF period (2018/19 to 2020/21), the following process was followed:
• For the 2018/19 period, a consultative process was followed, where both employee and employer representatives who sit on the TETA Board were asked to project how much salary increases were most likely to be for the 2018/19 financial year. This exercise resulted in an average of 7% salary increase and the same percentage increase has been applied to the 2018/19 levy income. • For the 2016 to 2018 period, the levy income is based on the average levy income increases for the past 10 years of TETA’s existence. This information is based on the audited annual financial statements, which are included in the published annual reports. This exercise resulted in a 7% levy income increase and this is the percentage that has been applied to the 2017/18 up to 2018/19 levy income increase.
5.3.2 Expenditure The expense side of the budget mirrors that of the income side in that:
• 10% of the levies are utilised for administration expenses, such as employee costs, travel, accommodation and others; • 20% is utilised for mandatory grants – these are grants that are disbursed back to the levy-paying companies in terms of the Skills Development Levies Act if they meet certain criteria, such as the submission of Workplace Skills Plan (WSP) and Annual Training Report (ATR); • 49.5% is utilised for discretionary grants – these grants are utilised to fund special projects and skills priorities based on the criteria or policy set by the Accounting Authority (Board) of a SETA. A SETA can also apply for NSF (National Skills Fund) catalytic grants to fund additional strategic skills priorities that require additional budget that the SETA cannot afford; • 0.5% is transferred to Quality Council for Trades and Occupations (QCTO).
Additional income or funding that TETA receives over and above the 80% levy income will be utilised towards the discretionary grants. Therefore, all the interest, penalties and investment income from surplus funds will be utilised towards funding discretionary grants. All unspent funds within the different reserves (administration, employer grant and discretionary) will also be utilised towards funding discretionary grants.
The Annual Performance Plan 2018/19 has been prepared on a multi-year funding model that is based on the principle that skills development interventions are funded from start to completion in order to achieve the maximum impact. Strategic Goal 3 is the highest funded at R498, 6m and constitutes 95% of the costed Annual Performance Plan. The total costed plan of R527m million is therefore justifiable. See table to follow.
71 Strategy 7.5 % Administration costs Project core cost Total Goal 1 - - - Goal 2 - 12 617 500 12 617 500 Goal 3 35 518 399 463 124 250 498 642 649 Goal 4 721 577 15 219 450 15 941 027 Total 36 239 976 490 961 200 527 201 176 The table below shows the MTEF budget forecasts in line with the National Treasury Framework.
5.2.3 Medium Term Revenue Estimates (amounts in R’ 000)
2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 ITEMS Audited Audited Audited Estimate Estimate Estimate Estimate REVENUE Mandatory Grant 145 603 161 149 161 943 186 040 191 004 206 669 223 203 Levies (20%) Discretionary Grant Levies 360 366 398 843 400 808 460 449 472 736 511 506 552 427 (49.5%) Administration 76 441 84 603 85 019 97 671 100 277 108 502 117 181 Levies (10.5%) Interest and 9 948 17 909 13 665 15 574 2 889 3 091 4 050 Penalties Other Income 1 877 1 206 2 921 0 0 0 3 500 Investment 56 825 70 033 75 867 74 710 63 864 37 450 54 450 Income Donations for 0 0 0 Special Projects EXPENDITURE
Mandatory (113 643) (126 209) (136 477) (167 436) (199 062) (212 996) (223 202)
Discretionary (471 761) (464 661) (480 607) (569 338) (527 201) (542 400) (614 428) Grants Administra- tion Costs incl. (76 717) (77 052) (85 656) (93 019) (99 732) (106 655) (111 601) Capex Administration (4 651) (4 775) (5 167) (5 580) Cost - QCTO
Special Projects ------Expenditure Surplus/Deficit (11 061) 65 821 37 483 - - - -
The budget for the 2018/19 financial year onwards is in line with the new Grant Regulations.
72 AnnualStrategic Performance Plan 2015-2020 Plan 2018-2019 Annual Performance Plan 2018-2019
PART B Programmes and Sub-Programmes
1. STRATEGIC OUTCOME ORIENTED GOALS
Strategic Goal 1:
Provide administrative support services and enable TETA to deliver on its mandate and ensure compliance with all governance imperatives
Strategic Goal 2:
Establish mechanisms for skills planning and research capacity
Strategic Goal 3:
Increase access to occupationally directed programmes within the transport sector
Strategic Goal 4:
Strengthening the quality assurance system
2. PROGRAMMES
Programme 1: Administration Programme 2: Skills planning and research Programme 3: Learning programmes and projects Programme 4: Quality assurance systems
73 R0.00 R0.00 R0.00 Budget n/a 80% 10.5% Jan-Mar Quarter 4 Quarter n/a n/a n/a Oct-Dec Quarter 3 Quarter Quarterly Targets Quarterly - n/a n/a Jul-Sep 2017-18 ion from ion from Quarter 2 Quarter audit opin General for for General the Auditor the Auditor Unqualified n/a n/a n/a Apr-Jun Quarter 1 Quarter - 80% 10.5% 2019-20 ion from ion from 2020-2021 audit opin General for for General the Auditor the Auditor Unqualified -
80% 2020 MTEF 2019- 10.5% 2018-19 ion from ion from audit opin General for for General the Auditor the Auditor Unqualified - compliance with all governance imperatives with all governance compliance 80% 10.5% Target Annual 2017-18 ion from ion from 2018-2019 audit opin General for for General the Auditor the Auditor Unqualified
n/a n/a n/a Actual Baseline 2016-2017 Strategic Goal 1: Provide administrative support services and enable TETA to deliver on its mandate and ensure and ensure on its mandate to deliver support services and enable TETA administrative Goal 1: Provide Strategic Period Annually Annually Annually Reporting Reporting ------mance Perfor Indicator (1.1a) Achieve unquali fied audit opinion on the annual financial statements of end the at the financial year (1.1b) Percent (1.1c) Per of centage discretion ary grant funding allocated PIVOTAL to programmes age levy age used income ad towards ministration ministration expenditure ment ment PROGRAMME 1: ADMINISTRATION PROGRAMME financial - manage Maintain Maintain Strategic Objective and Grant and Grant provisions provisions sound and systems, in systems, sustainable sustainable Regulations of the PFMA of the PFMA line with the 1.1 1.
74 AnnualStrategic Performance Plan 2015-2020 Plan 2018-2019 R0.00 R0.00 R0.00 R0.00 Budget n/a n/a 85% Jan-Mar Quarter 4 Quarter 100% 1 n/a n/a Oct-Dec Quarter 3 Quarter 100% Quarterly Targets Quarterly n/a n/a n/a Jul-Sep Quarter 2 Quarter 100% 1 n/a April of TETA of TETA Apr-Jun Skill Plan Workplace Workplace Quarter 1 Quarter Submission and Annual - Re Training port by 30th port by 100% 2 85% April of TETA of TETA Skills Plan Skills Plan Workplace Workplace Submission and Annual 2020-2021 - Re Training port by 30th port by 100%
2 85% April 2020 MTEF 2019- of TETA of TETA Skills Plan Skills Plan Workplace Workplace Submission and Annual - Re Training port by 30th port by 100% compliance with all governance imperatives with all governance compliance 2 85% April Target of TETA of TETA Annual Skills Plan Skills Plan Workplace Workplace Submission and Annual 2018-2019 - Re Training port by 30th port by 100%
n/a n/a n/a Actual Baseline 2016-2017 n/a Strategic Goal 1: Provide administrative support services and enable TETA to deliver on its mandate and ensure and ensure on its mandate to deliver support services and enable TETA administrative Goal 1: Provide Strategic Period Annually Annually Annually Reporting Reporting Quarterly - - - mance Perfor Indicator (1.2c) Number of stakeholder satisfaction surveys conducted (1.2b) Submission of TETA Workplace Skills Plan and Annual - Re Training ETDP port to SETA (1.2a) Percentage annual per manent staff staff manent retention (1.3) Percentage avail ability of ICT systems achieved - TETA overall overall training training support services TETA to to TETA enabling business operates operates mandate Strategic corporate corporate the major deliver on deliver functional To provide provide To Objective ICT system ICT system velopment velopment its skills de Efficient and Efficient processes of processes 1.2 1.3
75 Budget R900 000 R1 200 000 R3 090 000 R1 500 000 R2 200.000 1 1 1 0 2 Jan-Mar Quarter 4 Quarter 0 0 0 0 Oct-Dec TETA SSP TETA Approved Approved Quarter 3 Quarter Quarterly Targets Quarterly 0 0 0 0 0 Jul-Sep Quarter 2 Quarter 0 1 0 0 0 Apr-Jun Quarter 1 Quarter 1 2 1 2 TETA SSP TETA Approved Approved 2020-2021
1 2 1 2 2020 MTEF 2019- TETA SSP TETA Approved Approved 1 2 1 2 Target Annual TETA SSP TETA Approved Approved 2018-2019
1 0 1 n/a n/a Actual Baseline 2016-2017 Strategic Goal 2: Establish mechanisms for skills planning and research capacity skills planning and research mechanisms for Goal 2: Establish Strategic Period Annually Annually Annually Annually Annually Reporting Reporting - - mance Perfor Indicator (2.3b) Number of research chair sup centres ported (2.3a) Number of research partnerships supported (2.2b) Number of tracer - con studies ducted (2.2a) Produce Sector TETA Skills Plan (2.1) Number of research - con studies ducted - - tions partner PROGRAMME 2: SKILLS, PLANNING AND RESEARCH PROGRAMME Research Research Research Research - consulta Strategic the trans ships with ships to support to Objective search and search plemented research in research port sector port sector - re Industry strategy im - strategy stakeholders stakeholders 2.3 2.2 2.1 2.
76 AnnualStrategic Performance Plan 2015-2020 Plan 2018-2019 R0 R0 R0 R0 Budget R2 227 500 R1 500 000 BUDGET: R12 617 500 BUDGET: 0 0 0 9 0 30 Jan-Mar Quarter 4 Quarter 0 0 0 0 8 704 Oct-Dec Quarter 3 Quarter Quarterly Targets Quarterly 0 0 0 0 0 0 Jul-Sep Quarter 2 Quarter 0 0 0 260 280 340 Apr-Jun Quarter 1 Quarter 30 17 260 280 340 704 2020-2021
30 17 260 280 340 704 2020 MTEF 2019- 30 17 260 280 340 704 Target Annual 2018-2019
10 n/a 241 278 391 867 Actual Baseline 2016-2017 Strategic Goal 2: Establish mechanisms for skills planning and research capacity skills planning and research mechanisms for Goal 2: Establish Strategic Period Annually Annually Annually Annually Annually Annually Reporting Reporting ------mance Perfor Indicator (2.4a) of Number manda grant tory applications received large from firms (2.4b) of Number manda grant tory applications received medium from firms (2.4c) of Number manda grant tory applications received small from firms (2.4d) of Number approved mandatory applica grant tions (2.4e) Number of small companies to supported in participate skills devel opment (2.4f) of Number provincial capacitation workshops conducted - sector sector WSP/AT through through transport transport Strategic participa Increased Increased submitted submitted Objective tion in the the in tion stakeholder stakeholder 2.4
77 Budget R21 300 000 R11 028 750 R5 550 000 R53 250 000 15 50 30 150 450 100 250 100 Quarter 4 Quarter (Jan-Mar) 10 75 25 10 150 200 100 125 (Oct-Dec) Quarter 3 Quarter Quarterly Targets Quarterly 50 25 75 25 10 100 200 125 (Jul-Sep) Quarter 2 Quarter 0 0 0 0 0 0 0 50 (Apr-Jun) Quarter 1 Quarter 0 0 0 850 500 250 100 0 2020- 2021 MTEF
0 0 0 0 850 500 250 100 2020 2019- 50 n/a n/a n/a n/a 400 250 100 Completed 2018-2019 Annual Target Annual Target 850 500 250 100 Entered
861 889 267 104 Actual Baseline 2016-2017 Strategic Goal 3: Increase access to occupationally directed programmes within the transport sector within the transport programmes directed occupationally access to Goal 3: Increase Strategic Period Quarterly Quarterly Quarterly Quarterly Reporting Reporting - - - mance Perfor Indicator ployed ployed on learners - skills pro grammes (3.1 d) Number of unem (3.1 c) Number of employed on learners - Skills pro grammes ployed ployed on learners bursaries (3.1 b) Number of unem (3.1 a) Number of employed on learners bursaries - - ers ers learner through through access to access to Increased Increased Strategic PROGRAMME 3: LEARNING PROGRAMMES AND PROJECTS AND PROJECTS PROGRAMMES 3: LEARNING PROGRAMME Objective occupation ally directed ally directed programmes programmes other provid TVET, HEI and TVET, 3.1
78 AnnualStrategic Performance Plan 2015-2020 Plan 2018-2019 Budget Budget R41 625 000 R2 362 500 R1 200 000 R77 625 000 R21 300 000 R11 028 750 R5 550 000 R53 250 000 50 50 100 450 100 500 300 500 15 50 30 150 450 100 250 100 Quarter 4 Quarter (Jan-Mar) Quarter 4 Quarter (Jan-Mar) 25 50 25 100 200 500 150 500 10 75 25 10 150 200 100 125 (Oct-Dec) Quarter 3 Quarter (Oct-Dec) Quarter 3 Quarter Quarterly Targets Quarterly Quarterly Targets Quarterly 25 50 25 100 200 500 150 500 50 25 75 25 10 (Jul-Sep) 100 200 125 Quarter 2 Quarter (Jul-Sep) Quarter 2 Quarter 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 50 (Apr-Jun) Quarter 1 Quarter (Apr-Jun) Quarter 1 Quarter 0 0 0 0 0 0 300 200 1500 1500 0 850 500 250 100 0 2020-2021 2020- 2021 MTEF MTEF
0 0 0 0 0 0 0 0 850 500 250 100 2020 2019- 300 200 1500 1500 2019-2020 50 n/a n/a n/a n/a 400 250 100 n/a n/a n/a n/a 100 100 850 600 Completed Completed 2018-2019 Annual Target Annual Target 2018-2019 850 500 250 100 Annual Target Annual Target Entered 300 200 1500 1500 Entered
861 889 267 104 Actual n/a 464 Baseline 2957 1594 2016-2017 Actual Baseline Strategic Goal 3: Increase access to occupationally directed programmes within the transport sector within the transport programmes directed occupationally access to Goal 3: Increase Strategic Strategic Goal 3: Increase access to occupationally directed programmes within the transport sector within the transport programmes directed occupationally access to Goal 3: Increase Strategic 2016-2017 Period Quarterly Quarterly Quarterly Quarterly Reporting Reporting Period Quarterly Quarterly Quarterly Quarterly Reporting Reporting ------mance Perfor - - Indicator ployed ployed on learners - skills pro grammes (3.1 d) Number of unem (3.1 c) Number of employed on learners - Skills pro grammes ployed ployed on learners bursaries (3.1 b) Number of unem (3.1 a) Number of employed on learners bursaries mance Perfor Indicator ployed ployed on learners - AET pro grammes (3.1h) Number of unem (3.1g) Number of employed on learners - AET pro grammes (3.1f) Num - (3.1f) ber of un employed employed on learners learnership pro grammes (3.1e) Number of employed on learners learnership pro grammes - - - ers ers learner through through access to access to Increased Increased Strategic Objective occupation ally directed ally directed programmes programmes other provid learner TVET, HEI and TVET, 3.1 occupa - through through Strategic access to access to TVET, HEI TVET, grammes grammes providers providers Increased Increased Objective and other tionally di - pro rected 3.1
79 Budget R 45 000 R530 000 R1 200 000 R61 200 000 R11 250 000 25 10 20 50 50 10 150 150 Quarter 4 Quarter (Jan-Mar) ADMINISTRATION: R27 009 831 ADMINISTRATION: 5 25 10 20 50 50 150 100 (Oct-Dec) Quarter 3 Quarter Quarterly Targets Quarterly 0 0 10 50 50 50 10 (Jul-Sep) 0 Quarter 2 Quarter 0 0 0 0 0 0 50 (Apr-Jun) 0 Quarter 1 Quarter 0 0 0 20 50 50 300 300 2020-2021 MTEF
0 0 0 20 50 50 300 300 2020 2019- 0 0 25 n/a n/a n/a 200 150 Completed 2018-2019 Annual Target Annual Target 20 50 50 300 300 Entered
6 n/a n/a 1256 Actual Baseline 2016-2017 Strategic Goal 3: Increase access to occupationally directed programmes within the transport sector within the transport programmes directed occupationally access to Goal 3: Increase Strategic Period Quarterly Quarterly Quarterly Quarterly Quarterly Reporting Reporting - - - - mance Perfor Indicator (3.1m) Number of on learners candi - dacy pro grammes ployed ployed on learners cadetships (3.1k) Number of unem ployed ployed on learners - apprentice - ship pro gramme (3.1j) Number of unem (3.1l) Number of on learners - RPL pro grammes (3.1i) Number of employed on learners - apprentice - ship pro gramme - learner occupa - through through Strategic access to access to TVET, HEI TVET, grammes grammes providers providers Increased Increased Objective and other tionally di - pro rected 3.1
80 AnnualStrategic Performance Plan 2015-2020 Plan 2018-2019 Budget Budget R6 500 000 R5 000 R5 000 R5 000 R 45 000 R530 000 R1 200 000 R61 200 000 R11 250 000 0 15 15 15 15 15 15 25 10 20 50 50 10 150 150 Quarter 4 Quarter (Jan-Mar) Quarter 4 Quarter (Jan-Mar) ADMINISTRATION: R1 743 243 ADMINISTRATION: ADMINISTRATION: R27 009 831 ADMINISTRATION: 0 0 0 0 0 0 5 5 25 10 20 50 50 150 100 (Oct-Dec) Quarter 3 Quarter (Oct-Dec) Quarter 3 Quarter Quarterly Targets Quarterly Quarterly Targets Quarterly 0 0 0 0 0 0 0 0 0 10 50 50 50 10 (Jul-Sep) (Jul-Sep) Quarter 2 Quarter 0 Quarter 2 Quarter 0 0 0 0 0 0 0 0 0 0 0 0 0 50 (Apr-Jun) Quarter 1 Quarter (Apr-Jun) 0 Quarter 1 Quarter 0 0 0 5 0 0 0 15 15 15 20 50 50 300 300 2020-2021 2020-2021 MTEF MTEF
0 0 0 5 0 0 0 15 15 15 20 50 50 300 300 2020 2019- 2020 2019- 0 0 0 15 15 15 25 n/a n/a n/a n/a n/a n/a 200 150 Completed Completed 2018-2019 2018-2019 Annual Target Annual Target Annual Target Annual Target 5 15 15 15 20 50 50 300 300 Entered Entered
0 0 0 0 6 n/a n/a 1256 Actual Actual Baseline Baseline 2016-2017 2016-2017 Strategic Goal 3: Increase access to occupationally directed programmes within the transport sector within the transport programmes directed occupationally access to Goal 3: Increase Strategic sector within the transport programmes directed occupationally access to Goal 3: Increase Strategic Period Period Annually Annually Annually Annually Quarterly Quarterly Quarterly Quarterly Quarterly Reporting Reporting Reporting Reporting ------mance Perfor mance Perfor Indicator Indicator (3.2a) Number of candi on dates leadership - develop - pro ment gramme (3.2b) Number of candi on dates executive - develop - Pro ment gramme (3.2c) Number of on women leadership - develop - Pro ment gramme (3.2d) Number of candidates on Mas - Pro ters in gramme Maritime Affairs (3.1m) Number of on learners candi - dacy pro grammes ployed ployed on learners cadetships (3.1k) Number of unem ployed ployed on learners - apprentice - ship pro gramme (3.1j) Number of unem (3.1l) Number of on learners - RPL pro grammes (3.1i) Number of employed on learners - apprentice - ship pro gramme - - learner industry industry occupa - through through ship and - manage Strategic Strategic grammes access to access to TVET, HEI TVET, Transport Transport grammes grammes providers providers Objective Increased Increased Objective and other - pro ment on leader tionally di candidates candidates - pro rected 3.2 3.1
81 Budget R680 000 R510 000 R255 000 R170 000 R255 000 R 1 600 000 2 1 1 0 1 25 Jan-Mar Quarter 4 Quarter 2 1 1 0 0 25 Oct-Dec Quarter 3 Quarter Quarterly Targets Quarterly 2 1 0 4 1 25 Jul-Sep Quarter 2 Quarter 2 0 0 4 0 25 Apr-Jun Quarter 1 Quarter 6 3 2 8 2 100 2020-2021
6 3 2 8 2 100 MTEF 2019-2 020 8 3 2 8 2 100 Target Annual 2018-2019
0 2 9 3 9 24 Actual Baseline 2016-2017 Strategic Goal 3: Increase access to occupationally directed programmes within the transport sector within the transport programmes directed occupationally access to Goal 3: Increase Strategic Period Annually Annually Quarterly Quarterly Quarterly Quarterly Reporting Reporting ------mance Perfor Indicator (3.3b) Number of successful partnerships established with TVET Colleges (3.3c) Number of successful partnerships established with universi ties (3.3d) Number of stakehold assisted ers in TETA’s Limpopo- based offices (3.3e) Num ber of coordi SETAs nating supported (3.3f) Number of TETA stakeholder capacitation workshops on contract management (3.3a) Number of successful partnerships established with employ er bodies - support Strategic ships and ships Objective gic partner - strate TETA 3.3
82 AnnualStrategic Performance Plan 2015-2020 Plan 2018-2019 Budget Budget R212 000 R500 000 R680 000 R510 000 R255 000 R170 000 R255 000 R 1 600 000 8 4 2 1 1 0 1 25 Jan-Mar Jan-Mar Quarter 4 Quarter Quarter 4 Quarter 8 2 2 1 1 0 0 25 Oct-Dec Oct-Dec Quarter 3 Quarter Quarter 3 Quarter Quarterly Targets Quarterly Quarterly Targets Quarterly 8 2 2 1 0 4 1 25 Jul-Sep Jul-Sep Quarter 2 Quarter Quarter 2 Quarter 0 2 2 0 0 4 0 25 Apr-Jun Apr-Jun Quarter 1 Quarter Quarter 1 Quarter 6 3 2 8 2 24 10 100 2020-2021 2020-2021
6 3 2 8 2 24 10 100 2020 MTEF MTEF 2019- 2019-2 020 8 3 2 8 2 24 10 100 Target Target Annual Annual 2018-2019 2018-2019
2 0 2 9 3 9 24 n/a Actual Actual Baseline Baseline 2016-2017 2016-2017 Strategic Goal 3: Increase access to occupationally directed programmes within the transport sector within the transport programmes directed occupationally access to Goal 3: Increase Strategic Strategic Goal 3: Increase access to occupationally directed programmes within the transport sector within the transport programmes directed occupationally access to Goal 3: Increase Strategic Period Period Annually Annually Quarterly Quarterly Quarterly Quarterly Quarterly Quarterly Reporting Reporting Reporting Reporting ------mance mance Perfor Perfor Indicator Indicator (3.4a) Number of provincial stakeholder - consulta forums tive conducted (3.4b) Number of strategic conferences attended (3.3b) Number of successful partnerships established with TVET Colleges (3.3c) Number of successful partnerships established with universi ties (3.3d) Number of stakehold assisted ers in TETA’s Limpopo- based offices (3.3e) Num ber of coordi SETAs nating supported (3.3f) Number of TETA stakeholder capacitation workshops on contract management (3.3a) Number of successful partnerships established with employ er bodies - and support Strategic Strategic ships and ships Objective Objective networking gic partner Stakeholder Stakeholder - strate TETA 3.3 3.4 consultation
83 Budget R8 316 000 R1 960 000 R2 595 000 R13 860 000 R11 088 000 25 40 20 60 60 55 100 100 100 Mar) Quarter Quarter R4 (Jan- ADMINISTRATION: R2 907 486 ADMINISTRATION: 0 0 25 40 10 60 50 50 100 (Oct-Dec) Quarter 3 Quarter Quarterly Targets Quarterly 0 0 25 40 10 60 50 50 100 (Jul-Sep) Quarter 2 Quarter 0 0 0 0 0 0 0 25 10 (Apr-Jun) Quarter 1 Quarter 0 0 0 0 100 300 180 160 200 2020-2021 MTEF
0 0 0 0 100 300 180 160 200 2019-2020 0 50 55 n/a n/a n/a n/a 120 100 Completed 2018-2019 Annual Target Annual Target 100 300 180 160 200 Entered
200 195 263 101 120 Actual Baseline 2016-2017 Strategic Goal 3: Increase access to occupationally directed programmes within the transport sector within the transport programmes directed occupationally access to Goal 3: Increase Strategic Period Quarterly Quarterly Quarterly Quarterly Quarterly Reporting Reporting - - mance Perfor Indicator (3.5) Number of out-of- school youth 12 on Grade - improve - pro ment grammes (3.6a) Num ber of HET graduates placed on internship programmes (3.6b) Number of HET on learners workplace experience programmes (3.6c) Number of TVET on learners workplace experience (3.6d) Number of graduates on work readiness programmes
- -
- pro Youth Youth based cation to post post to trained trained training support through through Learners Learners Strategic grammes grammes Objective for access for and gradu workplace- ates put on ates school edu 3.5 3.6
84 AnnualStrategic Performance Plan 2015-2020 Plan 2018-2019 Budget R8 316 000 R1 960 000 R2 595 000 R13 860 000 R11 088 000 Budget R 900 000 R 3 510 000 R 2 150 000 R 1 200 000 R2 000 25 40 20 60 60 55 100 100 100 Mar) Quarter Quarter R4 (Jan- 0 0 3 9 2 ADMINISTRATION: R2 907 486 ADMINISTRATION: Jan-Mar Quarter 4 Quarter 0 0 25 40 10 60 50 50 100 (Oct-Dec) Quarter 3 Quarter Quarterly Targets Quarterly 0 0 3 9 2 Oct-Dec Quarter 3 Quarter Quarterly Targets Quarterly 0 0 25 40 10 60 50 50 100 (Jul-Sep) Quarter 2 Quarter 0 0 3 9 2 Jul-Sep Quarter 2 Quarter 0 0 0 0 0 0 0 25 10 (Apr-Jun) Quarter 1 Quarter 0 0 2 36 000 10 000 Apr-Jun Quarter 1 Quarter 0 0 0 0 100 300 180 160 200 2020-2021 9 8 MTEF 27 36 000 10 000
2020-2021 0 0 0 0 100 300 180 160 200 2019-2020 9 8 27 MTEF 36 000 10 000 0 2019-2 020 50 55 n/a n/a n/a n/a 120 100 Completed 9 8 27 2018-2019 Target 36 000 10 000 Annual Target Annual Target Annual 2018-2019 100 300 180 160 200 Entered
9 14 46 6 697 Actual 21 000 Baseline 2016-2017 200 195 263 101 120 Actual Baseline 2016-2017 Strategic Goal 3: Increase access to occupationally directed programmes within the transport sector within the transport programmes directed occupationally access to Goal 3: Increase Strategic Strategic Goal 3: Increase access to occupationally directed programmes within the transport sector sector within the transport programmes directed occupationally access to Goal 3: Increase Strategic Period Annually Annually Annually Quarterly Quarterly Reporting Reporting Period Quarterly Quarterly Quarterly Quarterly Quarterly Reporting Reporting - - - - mance Perfor Indicator mance Perfor (3.7a) Number of career - pro items cured - tional mate rial packs procured (3.7b) Number of promo (3.7c) Number of media information sessions conducted (3.8a) Number of career TETA exhibitions conducted Indicator (3.8b) Number of events sponsored enhance to brand TETA (3.5) Number of out-of- school youth 12 on Grade - improve - pro ment grammes (3.6a) Num ber of HET graduates placed on internship programmes (3.6b) Number of HET on learners workplace experience programmes (3.6c) Number of TVET on learners workplace experience (3.6d) Number of graduates on work readiness programmes -
- -
- sector sector career career pro market market Youth Youth material material based cation by youth by Strategic ance and to post post to trained trained Transport Transport Objective for access for training support to provide provide to vocational vocational through through developed developed Exhibitions Learners Learners Strategic with labour grammes grammes information information information information career guid career Objective 3.7 3.8 for access for and gradu workplace- ates put on ates school edu 3.5 3.6
85 Budget R 850 000 R 212 000 R1 000 R5 000 R 8 100 000 R10 000 0 0 0 50 25 20 Jan-Mar Quarter 4 Quarter 3 20 50 25 10 20 Oct-Dec Quarter 3 Quarter Quarterly Targets Quarterly 0 3 0 50 25 20 Jul-Sep Quarter 2 Quarter 0 0 3 0 50 25 Apr-Jun Quarter 1 Quarter 9 20 50 20 200 100 2020-2021
9 20 50 20 200 100 2020 MTEF 2019- 9 20 50 20 200 100 Target Annual 2018-2019
9 40 49 29 n/a 514 Actual Baseline 2016-2017 Period Annually Annually Quarterly Quarterly Quarterly Quarterly Quarterly Reporting Reporting - - Strategic Goal 3: Increase access to occupationally directed programmes within the transport sector within the transport programmes directed occupationally access to Goal 3: Increase Strategic mance Perfor Indicator (3.11c) Number of - coopera funded tives (3.11b) Number of small NLPEs funded (3.11a) Number of small enterprises funded (3.10) Number of schools supported (3.9b) Number of capac ity building workshops conducted life for orientation teachers (3.9a) Number of internal career guidance advisors capacitated Small career career Career Career schools advisors advisors Adopted Adopted Strategic guidance guidance specialist specialist Objective supported supported supported and sector and sector enterprises enterprises coached on coached 3.11 3.10 3.9
86 AnnualStrategic Performance Plan 2015-2020 Plan 2018-2019 Budget R250 000 R250 000 R150 000 R6 000 0 0 1 2 Jan-Mar Quarter 4 Quarter ADMINISTRATION: R1 836 486 ADMINISTRATION: 5 5 1 2 Oct-Dec Quarter 3 Quarter Quarterly Targets Quarterly 0 0 1 2 Jul-Sep Quarter 2 Quarter 0 0 0 0 Apr-Jun Quarter 1 Quarter 5 5 3 6 2020-2021
5 5 3 6 2020 MTEF 2019- 5 5 3 6 Target Annual 2018-2019
22 n/a n/a n/a Actual Baseline 2016-2017 Period Quarterly Quarterly Quarterly Quarterly Reporting Reporting - - Strategic Goal 3: Increase access to occupationally directed programmes within the transport sector within the transport programmes directed occupationally access to Goal 3: Increase Strategic mance Perfor Indicator (3.11d) Number of NGOs funded (3.11 e) Number of CBOs funded (3.11f) Number of trade unions funded (3.12 ) Number of de rural velopment projects supported - projects projects Rural de Rural Strategic Objective supported velopment velopment 3.12
87 Budget R3 750 000 R10 000 R120 000 R11 060 000 BUDGET: R498 642 648 BUDGET: 1 0 2 20 ADMISTRATION: R2 021 351 ADMISTRATION: Jan-Mar Quarter 4 Quarter 2 2 1 20 Oct-Dec Quarter 3 Quarter Quarterly Targets Quarterly 2 0 2 20 Jul-Sep Quarter 2 Quarter 0 0 0 0 Apr-Jun Quarter 1 Quarter 5 2 0 60 2020-2021
5 5 2 60 2020 MTEF 2019- 5 5 2 60 Target Annual 2018-2019
n/a n/a n/a n/a Actual Baseline 2016-2017 Period Quarterly Quarterly Quarterly Quarterly Reporting Reporting Strategic Goal 3: Increase access to occupationally directed programmes within the transport sector within the transport programmes directed occupationally access to Goal 3: Increase Strategic - - mance Perfor Indicator (3.13b) Number of safety road awareness initiatives supported (3.15) Number of HIV/AIDS awareness pro grammes grammes supported (3.13 a) Number of successful safety road partnerships formed (3.14) Number of put learners on accident ention prev - pro training grammes - - - - pro pro pro Road Road Road Road safety safety aware accident accident ness and Strategic grammes grammes grammes grammes grammes grammes HIV/AIDS HIV/AIDS Objective supported supported supported awareness awareness prevention prevention prevention prevention 3.15 3.13 3.14
88 AnnualStrategic Performance Plan 2015-2020 Plan 2018-2019 Budget R389 250 R908 250 R1 500 000 R6 320.000 0 0 0 6 30 70 Jan-Mar Quarter 4 Quarter ADMINISTRATION: R226 824 ADMINISTRATION: 0 0 0 0 0 200 Oct-Dec Quarter 3 Quarter Quarterly Targets Quarterly 0 0 0 0 30 70 Jul-Sep Quarter 2 Quarter 0 0 0 0 0 0 Apr-Jun Quarter 1 Quarter 6 30 30 70 70 200 2020-2021
6 30 30 70 70 200 2020 MTEF 2019- 6 30 70 200 pleted Target Annual 30 Com - completed 2018-2019 70 entered
0 7 340 Strategic Goal 2: Establish mechanisms for skills planning and research capacity skills planning and research mechanisms for Goal 2: Establish Strategic Actual Baseline 2016-2017 Period Annually Annually Annually Quarterly Reporting Reporting - - - - mance Perfor Indicator (4.2c) Num ber of TVET lecturers on trained moderator course (4.2b) Number of TVET lectur trained ers on assessor course (4.2a) Number of - pro training - ca viders on pacitated ETQA TETA systems (4.1) Number of curricula developed occupa - for tional quali fications - sector systems Strategic transport transport - ca viders Objective TETA ETQA ETQA TETA - al qualifica - tions devel - Service pro Occupation oped for the oped for pacitated on pacitated 4.2 4.1 PROGRAMME 4: QUALITY ASSURANCE SYSTEMS ASSURANCE SYSTEMS 4: QUALITY PROGRAMME
89 R648 750 R155 700 R2 500 000 R1 500 000 R1 297 500 6 BUDGET: R15 941 027 BUDGET: 25 30 10 50 ADMINISTRATION: R170 428 ADMINISTRATION: ADMINISTRATION: R324 324 ADMINISTRATION: 6 25 30 10 50 0 0 0 30 10 0 0 0 0 30 50 30 12 100 120
50 30 12 100 120 50 30 12 100 120 8 12 n/a n/a 176 Quarterly Quarterly Quarterly Quarterly Quarterly - (4.3b) Number of learning programmes evaluated (4.4b) Number of - appren ticeship workplace approvals (4.4a) Number of candidates on mentor ship and coaching program (4.3a) Number of external moderations conducted (4.4c) Number of learnership workplace approvals - and process External External Industries Industries workplace workplace supported supported evaluation evaluation and practi cal training cal moderation moderation - and accred ited to offer offer to ited 4.3 4.4
90 AnnualStrategic Performance Plan 2015-2020 Plan 2018-2019 Annual Performance Plan 2018-2019
PART C Links to Other Plans
1. 1 Legislative Framework
Section 10a (1) (a) of the SDA requires each SETA to conclude a Service Level Agreement (SLA) with the Director General regarding SETA performance of its functions in terms of the SDA and the NSDS.
Regulation 30 of the Treasury Regulations, issued in terms of the Public Finance Management Act (PFMA), requires each SETA to develop Annual Strategic Plans. In line with this, section 10(1) (h) (ii) of the SDA also requires each SETA to submit plans, as well as reports on the implementation of the SSP and SLA, to the Director General on annual basis.
The grant regulations make provision for the submission of Workplace Skills Plans (WSP) and Annual Training Reports (ATRS) by registered levy paying employers in order for them to claim mandatory grant funding from the SETA’s
The NSDS III (2011-2016), announced in April 2010, was built on its predecessors, namely NSDS II and NSDS I. it is aligned to the National Human Resources Development Strategy III and the Industrial Policy Framework.
1.2 Purpose of the Annual Strategic Framework
The parties have entered into this SLA in order to establish and agree on the service delivery levels expected of TETA as follows:
• Performing its statutory functions; • Meeting the NSDS targets; • Proper implementation of its annual strategic plan; • Setting the standards, criteria and targets for measuring and evaluating TETA’s performance; • Specifying the plans and reports to be submitted by the TETA to the Director General for purposes of measuring and evaluating performance against this SLA; • The guidance from the Director General will provide assistance to TETA and enable it to perform its functions efficiently; • TETA’s execution of its responsibilities and compliance to PFMA.
1.3 Obligations of the SETA
TETA undertakes to comply with standards, criteria and targets contained in respect of:
• Performing its functions under the SDA; • Meeting the NSDS targets; and • Implementing the Annual Strategic Plan.
91 TETA further undertakes to:
• Implement its Annual Strategic Plan; • Submit plans and reports to the Director General, containing information in the format set out by the DHET: - Quarterly reports should be submitted within ten working days after the end of each quarter; • Respond to any written inquiry from the Director General within 20 working days or, if this is not rea sonably practicable, to provide the Director General, within this period, with a reasonable time-table to deal with the inquiry; and • Submit all PFMA documents required to the responsible officer within the stipulated time frames and in the prescribed formats.
1.4 Measuring and evaluating the SETA’s performance
TETA, in collaboration with the DHET, will undertake a self-assessment in accordance with the standards, criteria and targets set out in the SETA Performance Assessment Scorecard and such annual self-assess- ment shall be submitted to the Director General ten (10) working days after the end of August 2016.
The Director-General must, in respect of each financial year, allocate a performance rating to TETA in accordance with the appropriate performance rating scale.
The obligations of the Director General
The Director General undertakes to:
• Consult the SETA on all relevant policy and strategic matters that might affect the functioning of the SETA; • Promote the interests of the SETA and SETAs collectively to other organs of state as may be appropriate and necessary;
Provide the SETA with:
• Guidance on Sector Skills Plan and Strategic Plan requirements; and • Provide additional assistance, as may be described in Schedule 4, in order to enable the SETA to per form its functions; • Respond to any written inquiry from the SETA within 20 working days or, if this is not reasonably practicable, to provide the SETA within this period with a reasonable time-table to deal withthe inquiry; and • Convene regular meetings with the Chief Executive Officers, Chairpersons and other SETA officials as and when necessary, to consider strategic matters and to provide forums for discussing emerging policy issues and exchanging ideas on best practice.
1.5 General
Any amendments to this SLA must be in writing and signed by both parties.
No relaxation, extension or indulgence, which either party may grant to the other, will constitute a waiver of any right of that party in terms of this SLA or any applicable law and does not preclude a party from exercising any rights which may have risen in the past or which may arise in the future.
92 AnnualStrategic Performance Plan 2015-2020 Plan 2018-2019 1.5.1 Proposed NSDS III Framework-SSP salient points
In April 2010, the Minister of Higher Education & Training, Dr. BE Nzimande published a proposed NSDS III framework 2011-2016. The following have been identified as salient points for the SSP:
• NSDS III emphasises the centrality of the Sector Skills Plan (SSP) ; • The SSP is regarded as the bedrock of skills planning in each sector; • Significance of sign-off by social partners and key strategic partners is emphasized; partners comprise senior leaders in unions, business, government and provincial PGDS structures); • Sector Skills Plans must not only focus on WSP/ATRs data, but also on the thorough analysis of the labour market trends and must make reference of other published research.
Key strategic questions to be addressed by the SSP
• How, in the context of the sector, will the SETA contribute towards the achievement of national equity targets (class, race, gender, disability & HIV/AIDS)? • How will the SETA ensure that targeted learners are helped to overcome access, success and progression barriers? • Which programmes will the SETA deliver in order to meet the sectoral strategic goals, as well as contribute towards achievement of national priorities? • How can the sector expand the number of PIVOTAL partnerships entered into by member firms? • Who are the delivery partners and how can the SETA contribute towards the goal of expanding capacity of partners in general and public providers in particular?
Learning Programmes
Learning programmes to facilitate access, success and progression include the need for wider, more encompassing learning programmes:
• Information and career guidance – each SETA to submit a comprehensive profile of the sector by March 2015 and update by 2016; • SETAs must also provide information on steps to be taken to expose learners to work in the Sector • Recognition of Prior Learning – each SETA to include RPL access routes for all sectoral and national programmes and the number of learners to access further learning; • Raising the base: Foundational Learning programmes including AET – each SETA assist learners to access further learning.
1.5.2 PIVOTAL occupational programmes
Pivotal programmes are defined as professional, vocational, technical and academic learning programmes that meet the critical needs for economic growth and social development. In addition, PIVOTAL Programmes combine course work at university and college with structured learning at work. Pivotal programmes are achieved through professional placements, work-integrated learning, apprenticeships, learnerships and internships.
Pivotal programmes are primarily characterised by workplace experience. Tracer studies are indicated for learners exposed to PIVOTAL programmes.
• Skills programmes emphasised for both employed and unemployed; • Skills programmes for employed to be supported for levy payers (80% submission for large firms; 60% submission for medium firms and 40% submission for small firms)
93 • Skills programmes for the unemployed (Catalytic Grants: the NSF shall enter into Catalytic Grant agreements with SETAs, government departments or other claimants to achieve targeted national goals). Catalytic Grants applications shall be listed under the national strategic headings (Medium Term Strategic Framework). Special emphasis will be given to priority 3 (rural development).
Programmes that build the academic profession and academic innovation include academic research and innovation.
PIVOTAL programmes will be funded jointly by the NSF and SETAs.
1.6 Programme Delivery Partners
Partnership with programme delivery partners is critical. The partners comprise TVETs, HETs, private providers/SOEs, workplaces, etc. Capacity challenges among the delivery partners means TETA may have to facilitate training and workplace experience for programme delivery staff to ensure they are properly equipped and proficient in the relevant subject areas.
94 AnnualStrategic Performance Plan 2015-2020 Plan 2018-2019 TECHNICAL INDICATOR DESCRIPTIONS 2018-2019
95 EXECUTIVE SUMMARY
Consistent with the PFMA and Treasury regulations, the TETA Board has formulated a four-year Strategic Plan that specifies how the Board will discharge its legislative mandates and functions over the 2015/16 to 2019/20 period in line with the Medium Term Expenditure Framework (MTEF) for the same period. Annual revisions have been made to the Strategic Plan and the current plan is for 2018/19. The purpose of this document is to provide technical descriptions for all key performance indicators as reflected on the draft TETA Annual Performance Plan, 2018/2019.
In line with the Annual Performance Plan these indicators are divided in programmes as well as the fol- lowing strategic goals.
Strategic Goal 1:
Provide administrative support service to enable TETA to deliver on its mandate and ensure compliance with all governance imperatives.
Strategic Goal 2:
Establish mechanisms for skills planning and research capacity.
Strategic Goal 3:
Increase access to occupationally directed programmes within the transport sector.
Strategic Goal 4:
Strengthening the quality assurance system.
96 TechnicalStrategic IndicatorPlan 2015-2020 Descriptions 2018-2019 STRATEGIC GOAL 1: PROVIDE ADMINISTRATIVE SUPPORT SERVICES AND ENABLE TETA TO DELIVER ON ITS MANDATE AND ENSURE COMPLIANCE WITH ALL GOVERNANCE IMPERATIVES
Indicator Title (1.1a) Achieve unqualified audit opinion on the annual financial state- ments at the end of the financial year Short Definition Unqualified audit opinion at the end of the external audit by the Auditor General Purpose To report on effective and efficient administration Source/Collection of Auditor General Audit Report for 2017-18 financial year Data Method of Calculation Qualitative. The audit opinion will be the base of achievement Data Limitations None Type of Indicator Output Calculation Type Non-cumulative Reporting Cycle Annually New Indicator Yes – output indicator Desired Performance Clean audit Indicator Responsibility Chief Financial Officer
Indicator Title (1.1 b) Percentage levy income used towards administration expenditure. Short Definition Administration expenditure to be within the regulated ceiling of 10.5% of the total levy income received for the financial year Purpose To ensure compliance with the SETA Grant Regulations Source/Collection of Annual financial statements Data Method of Calculation (Total administration expenditure for the year/Total levy income for the year) x 100 Data Limitations Levies from the month of March each year received on the 31st of March 2017, which means that the SETA works with anticipated administration income figures until the last day of the financial year Type of Indicator Output Calculation Type Non-cumulative Reporting Cycle Annually New Indicator Yes Desired Performance Administration expenditure within 10.5% of all levies received Indicator Responsibility Chief Financial Officer
97 Indicator Title (1.1 c) Percentage of discretionary grant (DG) funding allocated to PIVOTAL programmes Short Definition In terms of grant regulations, SETAs must allocate and spend 80% of the discretionary grant funding towards PIVOTAL programmes Purpose To ensure compliance to grant regulations and utilisation of funds towards training for full qualifications Source/Collection of Commitment register Data Method of Calculation (Total annual PIVOTAL funding/Total annual DG budget) x 100 Data Limitations None Type of Indicator Outcome Calculation Type Non-cumulative Reporting Cycle Annually New Indicator Yes Desired Performance 80% of DGs utilised to fund PIVOTAL programmes Indicator Responsibility Chief Financial Officer
Indicator Title (1.2 a) Percentage annual permanent staff retention Short Definition Retention of 85% of the current permanent staff members at the end of the financial year Purpose To ensure consistent productivity and sustainability in the delivery of the TETA mandate Source/Collection of Staff listing report Data Method of Calculation Count the number of staff at the beginning of the financial year (1 April 2018) (A) Count the number of staff at the end of the year (excluding new appoint- ment) (B) Percentage annual permanent staff retention=B/A x 100 Data Limitations None Type of Indicator Output Calculation Type Non-cumulative Reporting Cycle Annually New Indicator Yes Desired Performance 85% staff retention and consistent maintenance of knowledge base and productivity. Indicator Responsibility Corporate Services Manager
98 TechnicalStrategic IndicatorPlan 2015-2020 Descriptions 2018-2019 Indicator Title (1.2 b) Submission of TETA WSP and ATR to ETDP SETA Short Definition The submission of the TETA Workplace Skills Plan and Annual Training Report to ETDP SETA by the 30th of April each year Purpose To promote the culture of skills development and training amongst TETA employees Source/Collection of WSP plan & ATR report; proof of submission to ETDP SETA Data Method of Calculation Timeous submission – qualitative Data Limitations None Type of Indicator Output Calculation Type Non-cumulative Reporting Cycle Annually New Indicator Yes Desired Performance Trained and upskilled workforce Indicator Responsibility Corporate Services Manager
Indicator Title (1.2 c) Number of stakeholder satisfaction surveys conducted Short Definition The survey measures industry experience and perception of the quality and relevance of our services and products delivered to them Purpose To establish industry satisfaction levels to ensure corrective measures are undertaken to address perceived deficiencies in our services and products Source/Collection of Questionnaire and the survey report Data Method of Calculation Count the number of surveys conducted Data Limitations None Type of Indicator Output Calculation Type Non-cumulative Reporting Cycle Annually New Indicator Yes Desired Performance High satisfaction levels in the industry Indicator Responsibility Marketing and Communications Officer
99 Indicator Title (1.3) Percentage availability of ICT systems achieved Short Definition Ensure that the ICT solutions and services of TETA are functional and avail- able Purpose To enable efficient and effective service delivery Source/Collection of ICT systems availability report Data Method of Calculation (Actual system availability time/Time the system should be available to users) x 100 Data Limitations None Type of Indicator Output Calculation Type Non-cumulative Reporting Cycle Quarterly New Indicator Yes Desired Performance 100% system availability Indicator Responsibility ICT Manager
STRATEGIC GOAL 2: ESTABLISH MECHANISMS FOR SKILLS PLANNING AND RESEARH CAPACITY
Indicator Title (2.1) Number of research studies conducted Short Definition Research studies conducted in the transport industry Purpose Ensure execution of accurate and credible transport industry-related re- search Source/Collection of Research report Data Method of Calculation Count of research reports Data Limitations None Type of Indicator Output Calculation Type Non-cumulative Reporting Cycle Annually New Indicator No Desired Performance Credible research initiatives that support accurate planning Indicator Responsibility Research & Knowledge Manager
100 TechnicalStrategic IndicatorPlan 2015-2020 Descriptions 2018-2019 Indicator Title (2.2a) Produce TETA Sector Skills Plan (SSP) Short Definition Transport Sector Skills Plan consisting of updated list of required skills and hard-to-fill positions Purpose The SSP identifies and quantifies specific transport industry skills shortage and hard-to-fill positions and directs required skills development interven- tions. Source/Collection Updated Sector Skills Plan of Data SSP approval letter from DHET Method of Calculation Simple count Data Limitations Insufficient and inaccurate information Limited soruces of acccurate labour market statistics Type of Indicator Output Calculation Type Non-cumulative Reporting Cycle Annually New Indicator No Desired Performance Accurate transport industry labour market information Indicator Responsibility Research & Knowledge Manager
Indicator Title (2.2b) Number of tracer studies conducted Short Definition Tracer study conducted to gather and document learner feedback and fol- low up on the learner post completion of training programme. Purpose Locate beneficiaries of selected TETA funded skills development pro- grammes and/or interventions to ascertain their current employment status and the impact of the TETA funded intervention on career devel- opment. It is also aimed at gathering and documenting learner feedback from those who have completed training programme/s. Source/Collection of Tracer study report on findings and recommendations; presentation. Data Method of Calculation Count the number of tracer studies conducted Data Limitations Difficulty in reaching former students Lack of cooperation from former students Incomplete data collection Lack of cooperation Non-cumulative from former students Incomplete data collec- Annually tion Type of Indicator Outcome Calculation Type Numeric Reporting Cycle Annually New Indicator No Desired Performance Tracer survey seek to obtain information on the selected indicators of professional success such as employment status, career path, income as well as the relevance of the skills development programme on profession- al and personal development. This will contribute to improved planning, relevance, appropriateness and effectiveness of the training programmes offered by TETA. Indicator Responsibility Research & Knowledge Manager
101 Indicator Title (2.3a) Number of research partnerships supported Short Definition Implemented collaborative partnerships that complement TETA’s ability to conduct credible research with sufficient reach and expertise. Purpose To ensure adequate and skilled research resources are available to provide accurate, credible and representative industry information Source/Collection of Service Level Agreements (SLAs) Data Method of Calculation Count number SLAs Data Limitations None Type of Indicator Output Calculation Type Non-cumulative Reporting Cycle Annually New Indicator Yes Desired Performance Activation of all partnerships through implementation of agreed projects Indicator Responsibility Research & Knowledge Manager
Indicator Title (2.3b) Number of Research Chair centres supported Short Definition The Research Chair is a professorship in a university that provides over- sight to TETA research activities Purpose TETA financially supports the Research Chair to enable oversight, technical support, expert resources and peer review services to TETA Source/Collection of SLA describing the deliverables and financial obligations Data Method of Calculations Qualitative Data Limitation None Type of Indicator Output Calculation Type Non- Cumulative Reporting Cycle Annually New Indicator Yes Desired Performance Credible knowledge repository for the transport industry Indicator Responsibilty Research & Knowledge Manager
102 TechnicalStrategic IndicatorPlan 2015-2020 Descriptions 2018-2019 Indicator Title (2.4a) Number of mandatory grant applications received from large firms Short Definition Workplace Skills Plans capture industry companies’ training plans for the relevant financial year; these (accompanied by Annual Training Reports where applicable) are submitted to TETA to support mandatory grant claims by companies employing 150 or more employees Purpose To encourage increased levy-paying stakeholder participation through increased WSP submissions Source/Collection of WSP Report from the SETA Management System (SMS) Data Method of Calculation Count of all WSP applications received Data Limitations Inaccurate data contained in the applications Unrepresentatively small sample of industry stakeholder data Type of Indicator Output Calculation Type Non-cumulative Reporting Cycle Annually New Indicator No Desired Performance 100% levy-paying stakeholder WSP submissions Indicator Responsibility SD & LP Unit Manager
Indicator Title (2.4b) Number of mandatory grant applications received from medium firms Short Definition Workplace Skills Plans capture industry companies’ training plans for the relevant financial year; these (accompanied by Annual Training Plans) are submitted to TETA to support MG claims by companies employing be- tween 50 and 149 employees Purpose To encourage increased levy-paying stakeholder participation through increased WSP submissions Source/Collection of WSP Report from the SETA Management System (SMS) Data Method of Calculation Count of all WSP applications received Data Limitations Inaccurate data contained in the applications Unrepresentatively small sample of industry stakeholder data Type of Indicator Output Calculation Type Non-cumulative Reporting Cycle Annually New Indicator No Desired Performance 100% levy-paying stakeholder WSP submissions Indicator Responsibility SD & LP Unit Manager
103 Indicator Title (2.4c) Number of mandatory grant applications received from small firms Short Definition Workplace Skills Plans capture industry companies’ training plans for the relevant financial year; these (accompanied by Annual Training Report) are submitted to TETA to support mandatory grant claims by companies employing 0-49 employees Purpose To encourage increased Levy-paying stakeholder participation through increased WSP submissions Source/Collection of WSP Report from the SETA Management System (SMS) Data Method of Calculation Count of all WSP applications received Data Limitations Inaccurate data contained in the applications Unrepresentatively small sample of industry stakeholder data Type of Indicator Output Calculation Type Non-cumulative Reporting Cycle Annually New Indicator No Desired Performance 100% levy-paying stakeholder WSP submissions Indicator Responsibility SD & LP Unit Manager
Indicator Title (2.4d) Number of approved mandatory grant applications Short Definition Mandatory grant claim applications approved for payment based on compliance to mandatory grant policy Purpose To provide detail on successful mandatory grant applications and financial disbursement spread Source/Collection of MG decision report Data Method of Calculation Count of all approved MG applications Data Limitations None Type of Indicator Output Calculation Type Non-cumulative Reporting Cycle Annually New Indicator No Desired Performance 100% approval of MG applications Indicator Responsibility SD & LP Unit Manager
104 TechnicalStrategic IndicatorPlan 2015-2020 Descriptions 2018-2019 Indicator Title (2.4e) Number of small companies supported to participate in skills development Short Definition Support to small TETA registered organisations that are unable to partici- pate in the MG system or for whom the cost of participating exceeds levy recovery. These companies will be supported in any form of skills develop- ment Purpose To encourage increased participation Source/Collection of Contracts Data Method of Calculation Simple counting Data Limitations None Type of Indicator Output Calculation Type Non-cumulative Reporting Cycle Annually New Indicator No Desired Performance Increased industry participation Indicator Responsibility Chamber Executive Officer (Maritime )
Indicator Title (2.4f) Number of provincial capacitation workshops conducted Short Definition These workshops are conducted to inform all stakeholders on the MG, DG and other skills development policy requirements and processes Purpose These workshops stimulate participation in the opportunities availed by TETA Source /Collection of Attendance registers; agenda Data Method of Calculation Count of the number of workshops conducted Data Limitations None Type of Indicator Output Calculation Type Non-cumulative Reporting Cycle Annually New Indicator No Desired Performance Full understanding of MG and DG requirements and processes Indicator Responsibility SD & LP Unit Manager
105 STRATEGIC GOAL 3: INCREASE ACCESS TO OCCUPATIONALLY DIRECTED PROGRAMMES
Indicator Title (3.1 a) Number of employed learners on bursaries Short Definition Bursaries awarded to employed learners through a contract with their employer companies to study for qualifications Purpose Financial support for qualifications that address the skills shortages within the transport sector Source/Collection Entered: DG Contract; bursary contract; certified IDs; proof of registration; of Data proof of employment Completed: DG contract, academic record/statement of results Method of Calculation Entered: Count of enrolled learners funded through bursaries Completed: Count of learners that obtained the qualification Data Limitations Learner information inaccuracies Type of Indicator Output Calculation Type Non-cumulative Reporting Cycle Quarterly New Indicator No Desired Performance All learners on bursaries to successfully reach certification Indicator Responsibility Chamber Executive Officer (Forwarding and Clearing)
Indicator Title (3.1 b) Number of unemployed learners on bursaries Short Definition Bursaries awarded to unemployed learners based on a contract to study for transport-related qualifications Purpose Financial support for qualifications that address the skills shortages within the transport sector Source/Collection of Entered: Bursary contract; certified ID’s and proof of registration Data Completed: Academic record/statement of results Method of Calculation Entered: Count of enrolled learners funded through bursaries Completed: Count of learners that obtained a qualification Data Limitations Learner information inaccuracies Type of Indicator Output Calculation Type Non-cumulative Reporting Cycle Quarterly New Indicator No Desired Performance All learners on bursaries to successfully reach certification Indicator Responsibility SD & LP Unit Manager
106 TechnicalStrategic IndicatorPlan 2015-2020 Descriptions 2018-2019 Indicator Title (3.1c) Number of employed learners on skills programmes Short Definition Employed learners granted funding for unit and non-unit standard skills programmes through TETA stakeholders Purpose Financial support for qualifications that address the skills shortages within the transport sector Source/Collection of Entered: Contract between TETA & stakeholder; learner information Data forms; certified IDs Completed: Statement of results Method of Calculation Entered: Count of learners that were registered to be trained on a skills programme Completed: Count of learners that completed a skills programme and issued with statement of results Data Limitations Learner information inaccuracies Type of Indicator Output Calculation Type Non-cumulative Reporting Cycle Quarterly New Indicator No Desired Performance All learners to successfully complete the programme Indicator Responsibility Chamber Executive Officer (Taxi)
Indicator Title (3.1d) Number of unemployed learners on skills programmes Short Definition Unemployed learners granted funding for unit and non-unit standard skills programmes through TETA stakeholders Purpose Financial support for qualifications that address the skills shortages within the transport sector Source/Collection of Entered: Contract between TETA & stakeholder; learner information Data forms; certified IDs Completed: statement of results Method of Calculation Entered: Count of learners that were registered to be trained on a skills programme Completed: Count of learners that completed a skills programme and issued with statement of results Data Limitations Learner information inaccuracies Type of Indicator Output Calculation Type Non-cumulative Reporting Cycle Quarterly New Indicator No Desired Performance All learners to successfully complete the programme Indicator Responsibility Chamber Executive Officer (Taxi)
107 Indicator Title (3.1e) Number of employed learners on learnership programmes Short Definition Employed learners granted funding for learnership programmes through TETA stakeholders Purpose Financial support for qualifications that address the skills shortages within the transport sector Source/Collection of Entered: DG contract; learnership agreements; certified IDs; proof of em- Data ployment Completed: SORs and/or certificates Method of Calculation Entered: Count of learners that were registered to be trained on a learner- ship programme Completed: Count of learners completed and issued with statement of results and/or certificates Data Limitations Learner information inaccuracies Type of Indicator Output Calculation Type Non-cumulative Reporting Cycle Quarterly New Indicator No Desired Performance All learners to successfully reach certification Indicator Responsibility Chamber Executive Officer (Road Freight)
Indicator Title (3.1f) Number of unemployed learners on learnership programmes Short Definition Unemployed learners granted funding for learnership programmes through TETA stakeholders Purpose Financial support for qualifications that address the skills shortages within the transport sector Source / Collection of Data Entered: DG contracts; learnership agreements; IDs Completed: DG contracts; learnership agreements; SORs and/or certificates Method of Calculation Entered: Count of learners that were registered to be trained on a learner- ship programme Completed: Count of learners completed and issued with statement of re- sults and or certificate Data Limitations Learner information inaccuracies Type of Indicator Output Calculation Type Non-cumulative Reporting Cycle Quarterly New Indicator No Desired Performance All learners to successfully reach certification Indicator Responsibility Chamber Executive Officers (Road Freight)
108 TechnicalStrategic IndicatorPlan 2015-2020 Descriptions 2018-2019 Indicator Title (3.1g) Number of employed learners on AET programme Short Definition Employed learners granted funding for AET programmes Purpose Financial support for qualifications that address skills shortages within the transport sector Source/Collection of Data Entered: DG contract; certified IDs; learner information forms; proof of employment Completed: SORs for AET Level 1 to 3; certifcates for AET Level 4 Method of Calculation Entered: Count of learners that were registered to be trained on AET Pro- gramme Completed: Count of learners completed and issued with statement of results and/or certificate Data Limitations Learner information inaccuracies Type of Indicator Output Calculation Type Non-cumulative Reporting Cycle Quarterly New Indicator No Desired Performance All learners to successfully reach certification Indicator Responsibility Chamber Executive Officer (Road Passenger)
Indicator Title (3.1h) Number of unemployed learners on AET programme Short Definition Unemployed learners granted funding for AET programmes Purpose Financial support for qualifications that address the skills shortages within the transport sector Source /Collection of Data Entered: DG contract; certified ID’s; learner information forms; proof of employment Completed :Certificates for AET Level 4 Method of Calculation Count of enrolled employed learners funded through AET Programs Data Limitations Leaner information inaccuracies Type of Indicator Output Calculation Type Non-cumulative Reporting Cycle Quarterly New Indicator No Desired Performance All learners to successfully reach certification Indicator Responsibility Chamber Executive Officer (Road Passenger)
109 Indicator Title (3.1i) Number of employed learners on apprenticeship programme Short Definition Employed learners granted funding for apprenticeships training programmes. Purpose To address the artisan skills shortages through creation of artisan pool in support of the Decade of the Artisan. Source/Collection of Entered: DG Contract between TETA; learnership agreement; Certified IDs Data Completed: Trade Test Certificate or statement of results Method of Calculation Entered: Count of learners registered to be trained on Artisan Programme Completed: Count of learners that completed the apprenticeship pro- gramme and issued with a trade test certificate or statement of results Data Limitations Leaner information inaccuracies Type of Indicator Output Calculation Type Non-cumulative Reporting Cycle Quarterly New Indicator No Desired Performance Certificated and employable artisans Indicator Responsibility Chamber Executive Officer (Rail)
Indicator Title (3.1j) Number of Unemployed Learners on apprenticeship programme Short Definition Unemployed Learners granted funding for apprenticeships training pro- grammes Purpose To address the artisan skills shortages through creation of artisan pool in support of the Decade of the Artisan Source/Collection of Entered: DG contracts; learnership agreement; certified IDs Data Completions: Trade Test certificate or statement of results Method of Calculation Entered: Count of learners registered to be trained on artisan programme Completed: Count of learners that completed the apprenticeship programme and issued with a trade test certificate or statement of results Data Limitations Leaner information inaccuracies Type of Indicator Output Calculation Type Non-cumulative Reporting Cycle Quarterly New Indicator No Desired Performance Certificated and employable artisans Indicator Responsibility Chamber Executive Officer (Rail)
110 TechnicalStrategic IndicatorPlan 2015-2020 Descriptions 2018-2019 Indicator Title (3.1k) Number of unemployed learners on cadetships Short Definition Unemployed learners granted funding for cadetship training programmes. Purpose To create professional competency through placement and certification of graduates through certified professional bodies Source/Collection of Entered: DG Contract; or cadet contract; IDs; Data Completed: SAMSA Certificate of Competency in either: Engineering -Of ficer STCW A-III/1 Deck Officer STCW II/2 Method of Calculation Entered: Count of learners that are registered to be trained on cadetship programme Completed: Count of learners completed the cadetship programme and issued with a SAMSA certificate Data Limitations Learner information inaccuracies Lack of sea-time Type of Indicator Output Calculation Type Non-cumulative Reporting Cycle Quarterly New Indicator Yes Desired Performance All learners registered as cadetship successfully certified as professionals. Indicator Responsibility Chamber Executive Officer (Maritime) Indicator Title (3.1l) Number of learners on RPL programmes Short Definition Number of learners placed on Recognition of Prior Learning (RPL) pro- gram for qualifications Purpose To address the skills shortages of the transport sector through assisting learners with previous experience to get formal certification after success- ful completion of the RPL program Source/Collection of Entered: DG Contract; agreement between learner and stakeholder; certi- Data fied IDs; Completed: Certificate or statement of results Method of Calculation Entered: Count of learners that were registered to be trained through RPL Completed: Count of learners that obtained qualification through RPL Data Limitations Learner information inaccuracies Type of Indicator Output Calculation Type Non-cumulative Reporting Cycle Quarterly New Indicator No Desired Performance All learners registered on RPL successfully certificated and employable Indicator Responsibility Chamber Executive Officer (Aerospace)
111 (3.1m) Number of learners on candidacy programmes Short Definition A structured work experience component part of an occupational quali- fication as determined by the relevant professional body and may follow the completion of an academic qualification required for access to the assessment for the issuing of a professional designation. Purpose To enable learners to obtain a professional designation and be registered with a professional body Source/Collection of Entered: DG contract, registration contract with a professional body, certi- Data fied ID copies Method of Calculation Entered: Count of candidates entered on a candidacy programme Data Limitations Learner information inaccuracies. Type of Indicator Output Calculation Type Non-cumulative Reporting Cycle Quarterly New Indicator Yes Desired Performance Increased number of designated professionals in the transport sector Indicator Responsibility Chamber Executive Officer (Forwarding and Clearing)
Indicator Title (3.2 a) Number of candidates on leadership development programmes Short Definition Candidates registered onto leadership development programmes Purpose To improve leadership capabilities in the transport industry. Source/Collection of Entered: Contract between TETA and stakeholder Data Completed: Certificate Method of Calculation Entered: Count of candidate that were registered to be trained through leadership development programmes Completed: Count of candidates certificated Data Limitations Performance information reporting misstatements Type of Indicator Output Calculation Type Non-cumulative Reporting Cycle Annually New Indicator No Desired Performance Impactful leadership in the industry. Indicator Responsibility Corporate Service Manager
112 TechnicalStrategic IndicatorPlan 2015-2020 Descriptions 2018-2019 Indicator Title (3.2b) Number of candidates on executive development programme Short Definition Candidate registered onto an executive development programmmes Purpose To improve leadership that will drive the transformation agenda in the transport sector Source/Collection of Data Entered: Contract between TETA and stakeholder; certified IDs; candidate profiles; commitment letter from employer Completed: Certificate Method of Ccalculation Entered: Count of candidate that were registered to be trained through executive development programmes Completed: Count of candidates certificated Data Limitations Performance information reporting misstatements Type of Indicator Output Calculation Type Non-cumulative Reporting Cycle Annually New Indicator No Desired Performance Impactful leadership in the industry Indicator Responsibility Corporate Service Manager
Indicator Title (3.2c) Number of women on leadership development programme Short Definition Women registered onto leadership or management development programmes Purpose To increase number of women in leadership positions in the transport industry Source/Collection of Entered: Contract between TETA and stakeholder; certified IDs; candidate Data profiles; commitment letter from employer Completed: Certificate Method of Calculation Entered: Count of learners (women) that were registered to be trained through leadership development programmes Completed: Count of candidates certificated Data Limitations Performance information reporting misstatements Type of Indicator Output Calculation Type Non-cumulative Reporting Cycle Quarterly New Indicator No Desired Performance Increase in the number of women in industry leadership positions Indicator Responsibility Corporate Service Manager
113 Indicator Title (3.2d) Number of candidates on Masters Programme in Maritime Affairs Short Definition Candidates trained on Masters programmes in Maritime Affairs Purpose To improve leadership that will drive the transformation agenda in the transport sector Source/Collection of Entered: Contract with the university; proof of acceptance in the pro- Data gramme; IDs Completed: Certificates and progress reports Method of Calculation Entered: Count of candidates that were registered to be trained through Masters programmes in maritime affairs Completed: Count of candidates certified Data Limitations Non suitability of candidates Type of Indicator Output Calculation Type Non-cumulative Reporting Cycle Annually New Indicator No Desired Performance All candidates registered on Masters programme successfully certifcated upon completion and the transformational agenda of the industry is ad- dressed at these levels Candidates qualified obtain employment within maritime subsector Indicator Responsibility Strategic Support Manager
114 TechnicalStrategic IndicatorPlan 2015-2020 Descriptions 2018-2019 Indicator Title (3.3a) Number of successful partnerships established with employer bodies Short Definition Implemented partnership with employers that facilitates implementation of training and advocacy interventions in the transport sector Purpose To encourage stakeholder support for skills development and transforma- tion initiatives in the transport industry Source/Collection of Data Signed MoU, signed SLAs Method of Calculation Simple count of SLAs Data Limitations None Type of Indicator Output Calculation Type Non-cumulative Reporting Cycle Quarterly New Indicator Yes Desired Performance Increased industry stakeholder support for TETA initiatives Indicator Responsibility Strategic Support Manager
Indicator Title (3.3b) Number of successful partnerships established with TVET colleges Short Definition Implemented partnership with TVET colleges to provide support relating to skills development interventions and capacitation of academic staff Purpose To increase footprint and reach to rural leaners through TVET-delivered TETA programmes Source/Collection of Data Signed MoUs; SLAs Method of Calculation Number of signed MoUs with TVET colleges Data Limitations MoU completion turnaround times for approval Type of Indicator Output Calculation Type Non-cumulative Reporting Cycle Quarterly New Indicator No Desired Performance TETA training programmes delivery by TVET colleges Indicator Responsibility Strategic Support Manager
115 Indicator Title (3.3c) Number of successful partnerships established with universities Short Definition Implemented partnership with universities to provide support relating to skills development interventions and capacitation of academic staff Purpose The partnerships facilitate engagement of the institutions in the facilita- tion of TETA programs such as leadership development and placement of bursary learners. Source/Collection of Data Signed MoUs; SLAs Method of Calculation Number of signed MoUs with universities Data Limitations None Type of Indicator Output Calculation Type Non-cumulative Reporting Cycle Annually New Indicator Yes Desired Performance Collaborative training program delivery with universities Indicator Responsibility Strategic Support Manager
Indicator Title (3.3d) Number of stakeholders assisted in TETA’s Limpopo-based offices Short Definition Measure of the level of service provided to local stakeholders Purpose To ensure local stakeholders have access to skills development information and access to opportunities Source/Collection of Stakeholder register or meeting attendance register or stakeholder feed- Data back form as applicable based on the enquiry Method of Calculation Count of stakeholders Data Limitations None Type of Indicator Output Calculation Type Non-cumulative Reporting Cycle Annually New Indicator Yes Desired Performance High volumes of stakeholders use of the TETA facilities in Limpopo Indicator Responsibility Chamber Executive Officer (Forwarding and Clearing)
116 TechnicalStrategic IndicatorPlan 2015-2020 Descriptions 2018-2019 Indicator Title (3.3e) Number of coordinating SETAs supported Short Definition Increased presence of TETA in provinces where other SETAs are leading. Support includes but not limited to supply of learner career guides and other TETA strategic documents, collaboration on activities by other SETAs, participation in InterSETA forums. Purpose To ensure TETA presence and accessibility to stakeholders across most provinces. Source/Collection of Provincial meetings (attendance registers or minutes of meeting, meet- Data ing requests as and where applicable); visitor register; proof of receipt of marketing or promotional material Method of Calculation Number of SETAs supported Data Limitations None Type of Indicator Output Calculation Type Non-cumulative Reporting Cycle Annually New Indicator Yes Desired Performance TETA stakeholder support facilities in all provinces Indicator Responsibility Chamber Executive Officer (Forwarding and Clearing)
Indicator Title (3.3f) Number of TETA stakeholder capacitation workshops on contract management Short Definition Capacitation and support stakeholders on the proper implementation of awarded contracts. Purpose To ensure effective and efficient contract management Source/Collection of Data Attendance registers Method of Calculation Count of workshops Data Limitations None Type of Indicator Output Calculation Type Non-cumulative Reporting Cycle Quarterly New Indicator No Desired Performance Reduction in the number of slow-moving contracts Indicator Responsibility Chamber Executive Officer ( Freight Handling)
117 Indicator Title (3.4a) Number of provincial stakeholder consultative forums conducted Short Definition Forums driven by provincial government departments focusing on skills development initiatives and coordination with relevant stakeholders Purpose Increasing awareness of stakeholders on accessing TETA funding opportu- nities and programmes through SDF and HRD sessions Source/Collection of Attendance registers or agenda Data Method of Calculation Count of provincial stakeholders consultative forums attended Data Limitations Attendance registers Type of Indicator Output Calculation Type Non-cumulative Reporting Cycle Annually New Indicator No Desired Performance Effective collaboration with provincial departments and TETA provincial visibility Indicator Responsibility Strategic Support Manager
Indicator Title (3.4b) Number of strategic conferences attended Short Definition Conferences that support implementation of TETA strategies and perfor- mance plan Purpose To increase the knowledge hub of staff through information sharing; latest trends and networking opportunities Source/Collection of Proof of attendance (email or letter or attendance register or travel docu- Data ments), conference programmes Method of Calculation Count of conferences attended Data Limitations Attendance registers Type of Indicator Output Calculation Type Non-cumulative Reporting Cycle Annual New Indicator Yes Desired Performance Empowered staff through knowledge sharing; networks created Indicator Responsibility Strategic Support Manager
118 TechnicalStrategic IndicatorPlan 2015-2020 Descriptions 2018-2019 Indicator Title (3.5) Number of out-of-school youth on Grade 12 improvement programmes Short Definition Foundational Learning Competency on numeracy and communication skills programme for out-of-school youth who still require some founda- tion knowledge in numeracy and communication
Purpose To create a learning opportunity and development pathway for youth who still require some foundation knowledge in numeracy and communication skills in order to enroll for occupational or TVET qualification
Source/Collection of Data Entered: Contract between TETA and stakeholder; learner information forms; certified IDs, fixed-term contract; latest results (school report/mat- ric certificate) Completed: Statement of results Method of Calculation Entered: Count of number of learners granted funding for Foundational Learning Competency Programme Completed: Count of learners that obtained a statement of results
Data Limitation Learner drop-outs Type of Indicator Output
Calculation Type Non-cumulative
Reporting Cycle Annually
New Indicator No
Desired Performance Learner competency, improved numeracy, communication skills Learner progression and access to further learning
Indicator Responsibility Strategic Support Manager
119 Indicator Title (3.6a) Number of HET graduates placed on internship programmes Short Definition HET graduates placed on internship programmes to receive exposure to a variety of practical work experiences. This indicator is not limited to “Youth”
Purpose To give HET graduates exposure to a variety of practical training and work experiences to complement formal studies completed through HET qualifi- cation or programme in the National Qualifications Framework (NQF) so as to increase their opportunity of employment Source/Collection of Data Entered: Contract between TETA and stakeholder; certified IDs; copy of highest qualification; fixed-term contract with host employer Completed: Letter of employment for graduates that exit prior to comple- tion/report on completion of the program Method of Calculation Entered: Count of HET graduates placed on internship programmes Completed: Count of HET graduates that completed the program or ob- tained employment
Data Limitation Late progress reporting by host employers
Type of Indicator Output
Calculation Type Non-cumulative
Reporting Cycle Quarterly
New Indicator No
Desired Performance Highly employable graduates as a result of work experience gained
Indicator Responsibility Strategic Support Manager
120 TechnicalStrategic IndicatorPlan 2015-2020 Descriptions 2018-2019 Indicator Title (3.6b) Number of HET learners on workplace experience programmes Short Definition HET learners placed on workplace experience programmes to gain prac- tical experiences to supplement the studies for a current qualification enrolled for through a HET. This indicator is not limited to “Youth” only Purpose To give HET learners work experience to support the completion of their HET qualifications or programmes in the National Qualifications -Frame work (NQF)
Source/Collection of Data Entered: Contract between TETA and provider; IDs; copy of highest qualifi- cation; letter from institution indicating the requirement for workplace for completion of qualification; contract with employer signed by learner
Completed: Report on completion for learners; proof of confirmation from institution that the learner met the requirements for the qualification/ proof of qualification obtained (if available at the time of completion) Method of Calculation Entered: Count of HET learners placed on workplace experience pro- grammes Completed: Count of HET learners that completed the full duration of the program Data Limitation Delays in accessing learner information
Type of Indicator Output Calculation Type Non-cumulative
Reporting Cycle Quarterly New Indicator No Desired Performance Successful completion of qualifications due to practical work undertaken
Indicator Responsibility Strategic Support Manager
121 Indicator Title (3.6c) Number of TVET learners on Work Experience Short Definition TVET learners placed on workplace experience programmes to gain practi- cal experience to supplement the studies for a current qualification en- rolled for through a TVET College. This indicator is not limited to “Youth” only. Purpose To give TVET learners work experience to support completion of their TVET qualification or programme in the National Qualifications Framework (NQF) Source/Collection of Data Entered: Contract between TETA and provider; IDs; copy of highest quali- fication; letter from college indicating the requirement for workplace for completion of qualification; contract with employer signed by learner
Completed: Report on completion for learners; proof of confirmation from college that the learner met the requirements for the qualification /proof of qualification obtained (if available at the time of completion) Method of Calculation Entered: Count of TVET learners placed on workplace experience pro- grammes Completed: Count of TVET learners that completed the full duration of the program Data limitation Delays in accessing learner information Type of Indicator Output Calculation Type Non-cumulative Reporting Cycle Quarterly New Indicator No Desired Performance Successful completion of qualifications due to practical work undertaken Indicator Responsibility Strategic Support Manager
122 TechnicalStrategic IndicatorPlan 2015-2020 Descriptions 2018-2019 Indicator Title (3.6d ) Number of graduates on work readiness programmes Short Definition Graduates mentored and coached through work readiness programme Purpose To support graduates through experiential learning as they adapt to a work environment. The programme is developed to equip graduates with soft skills that will prepare them for work environment. Source/Collection of Data Entered: Contract between TETA and stakeholder; earner Information form; fixed-term contract signed by each learner; certified IDs; copy of highest qualification Completed: Proof of completion of programme in the form of report from contracted provider or letter from host employer. For learners absorbed in employment – letter of confirmation of employment where applicable or a report indicating such Method of Calculation Entered: Count of graduates placed on work readiness program Completed: Count of graduates that completed the program or obtained employment Data Limitation Noncompletion of qualifications due to practical work undertaken Type of Indicator Outcome Calculation Type Non-cumulative Reporting Cycle Quarterly New Indicator No Desired Performance Workplace absorption of candidates Indicator Responsibility Strategic Support Manager
Indicator Title (3.7a) Number of career items procured Short Definition Customised TETA career materials Purpose To procure career material aimed at creating awareness of career opportu- nities within the transport sector Source/Collection of Data Delivery note and sample of material received Method of Calculation Count of career items procured. Data Limitation None Type of Indicator Output Calculation Type Non-cumulative Reporting Cycle Annually New Indicator No Desired Performance Industry awareness of TETA Indicator Responsibility Communications and Marketing Officer
123 Indicator Title (3.7b) Number of promotional material packs procured Short Definition Promotional items consisting of but not limited to: lanyards, pencil case, water bottle; string bag, etc. procured to enhance TETA messaging Purpose To increase TETA brand affinity to the universal audience Source/Collection of Data Delivery note and a sample of the item procured Method of Calculation Count of promotional items procured Data Limitation Timeous delivery or non-delivery of items Type of Indicator Output Calculation Type Non-cumulative Reporting Cycle Annually New Indicator No Desired Performance Increase affinity to the TETA brand Indicator Responsibility Communications and Marketing Officer
Indicator Title (3.7c) Number of media information sessions conducted Short Definition Use of available media platforms not limited to audio, visual, print, digital etc. to advance TETA brand awareness and messaging Purpose To leverage the TETA brand using media platforms and brand touchpoints Source/Collection of Data Audio clip/print advert clip/video clip/digital links Method of Calculation Count of sessions on media platforms Data Limitation Authenticity of the evidence Access to evidence from third parties Type of Indicator Output Calculation Type Non-cumulative Reporting Cycle Annually New Indicator No Desired Performance Awareness of TETA brand across the universal audience Indicator Responsibility Communications and Marketing Officer
124 TechnicalStrategic IndicatorPlan 2015-2020 Descriptions 2018-2019 Indicator Title (3.8a) Number of TETA career exhibitions conducted Short Definition Career development service activities conducted to enhance awareness Purpose Afford learners an opportunity to interact with TETA career advisors to enhance their awareness on transport sector careers Source/Collection of Data ExternaliInvite received/motivation for the event/attendance registers/ written confirmation of attendance Method of Calculation Count of each career exhibition event Data Limitation Delays in receiving attendance registers or confirmation of attendance Type of Indicator Output Calculation Type Non-cumulative Reporting Cycle Quarterly New Indicator No Desired Performance Increased awareness of transport related careers Indicator Responsibility Communications and Marketing Officer
Indicator Title (3.8b) Number of events sponsored to enhance TETA brand Short Definition Events where TETA contributes either financially or non-financially to lev- erage TETA brand Purpose To promote the TETA brand to its broader stakeholder base Source/Collection of Data Proof of attendance (email/letter/travel documents), event Program Method of Calculation Count of each event sponsored Data Limitation Lack of access to proof of attendance Type of Indicator Output Calculation Type Non-cumulative Reporting Cycle Quarterly New Indicator No Desired Performance Enhanced relations with stakeholders and increased knowledge of TETA mandate Indicator Responsibility Communications and Marketing Officer
125 Indicator Title (3.9a) Number of internal career guidance advisors capacitated Short Definition TETA career guidance advisors are capacitated on career development service processes and environment Purpose To capacitate TETA career guidance advisors in the delivery of standardised career information that is aligned to national strategies Source/Collection of Data Agenda; presentations; attendance registers Method of Calculation Count of TETA career guidance advisors capacitated Data Limitation Attendance register not being signed or misplaced Type of Indicator Output Calculation Type Non-cumulative Reporting Cycle Annually New Indicator No Desired Performance Information on careers is delivered to the learners in standardised manner Indicator Responsibility Communications and Marketing Officer
Indicator title (3.9b) Number of capacity building workshops conducted for Life Orientation teachers Short definition Capacitation of Life Orientation teachers in career development services Purpose To provide the Life Orientation teachers with the necessary information relating to career development services Source/Collection of Data Attendance registers Method of Calculation Count of workshops conducted Data Limitations None Type of Indicator Output Calculation Type Non-cumulative Reporting Cycle Quarterly New Indicator No Desired Performance Capacitated Life Orientation teachers are able to deliver career informa- tion to learners Indicator Responsibility Communications and Marketing Officer
126 TechnicalStrategic IndicatorPlan 2015-2020 Descriptions 2018-2019 Indicator Title (3.10) Number of schools supported Short Definition Adopted schools supported through customized programmes aimed at capacity improvement for Maths, Science and English teachers. Purpose To improve Grade 12 Maths, Science and English marks that will pave learner post-school choice of transport-related qualifications and career Source/Collection of Data Reports per school covering the support interventions At completion of the yearly programme: a close out report covering the progress and support provided at each school Method of Calculation Count of the number of supported schools Data Limitation None Type of Indicator Output Calculation Type Non-cumulative Reporting Cycle Annually New Indicator No Desired Performance Improved teacher proficiency in the delivery of the target subjects accom- panied by matching high Grade 12 marks and take-up of careers in Trans- port industry by the learners Indicator Responsibility Strategic Support Manager
Indicator Title (3.11a) Number of small enterprises funded Short Definition Mentoring and coaching of small businesses Purpose To mentor and coach small registered businesses to encourage growth, sustainability and exposure to business opportunities within transport sec- tor Source/Collection of Data Contract between TETA and Stakeholder; copy of CIPC (company registra- tion); certified ID of company director; contract between provider and enterprise indicating the support and conditions of funding Method of Calculation Count of small companies funded Data Limitation None Type of Indicator Output Calculation Type Non-cumulative Reporting Cycle Quarterly New Indicator No Desired Performance Growing and sustainable small businesses Indicator Responsibility Strategic Support Manager
127 Indicator Title (3.11b) Number of small non-levy-paying entities (NLPE) funded Short Definition Mentoring and coaching of non-levy paying entities ( NLPE) Purpose To mentor and coach NLPEs to encourage growth, sustainability and expo- sure to business opportunities. Source/Collection of Data Contract between TETA and stakeholder; copy of CIPC (company registra- tion); certified ID of company director; contract between provider and enterprise indicating the support and conditions of funding Method of Calculation Count of NLPEs funded Data Limitation None Type of Indicator Output Calculation Type Non-cumulative Reporting Cycle Quarterly New Indicator No Desired Performance Growing and sustainable small businesses Indicator Responsibility Strategic Support Manager
Indicator Title (3.11c) Number of cooperatives funded Short Definition Cooperatives funded Purpose To offer funding in support of cooperatives -- will be funded through TETA discretionary grants towards the implementation of TETA strategic plans and annual performance plan Source/Collection of Data Contract between TETA and stakeholder; copy of CIPC (company registration); certified ID of company director; contract between provider and enterprise indicating the support and conditions of funding Method of Calculation Count of cooperatives funded Data Limitation Complete registration documents for some of the cooperatives approved for funding Type of Indicator Output Calculation Type Non-cumulative Reporting Cycle Quarterly New Indicator No Desired Performance Growing and sustainable cooperatives Indicator Responsibility Strategic Support Manager
128 TechnicalStrategic IndicatorPlan 2015-2020 Descriptions 2018-2019 Indicator Title (3.11d ) Number of NGOs funded Short Definition NGOs funded Purpose To offer support of NGOs through TETA discretionary grants funding to- wards the implementation of TETA strategic plans and annual performance plan Source/Collection of Data Contract between TETA and stakeholder; copy of CIPC (company registra- tion); certified ID of company director; contract between provider and enterprise indicating the support and conditions of funding Method of Calculation Count of NGOs funded Data Limitation Complete registration documents for some of the NGOs approved for funding Type of Indicator Output Calculation Type Non-cumulative Reporting Cycle Quarterly New Indicator No Desired Performance Growing and sustainable NGOs Indicator Responsibility Strategic Support Manager
Indicator Title (3.11e) Number of CBOs funded Short Definition CBOs funded Purpose To offer support of CBOs through TETA discretionary grants funding to- wards the implementation of TETA strategic plans and annual performance plan Source/Collection of Data Contract between TETA and stakeholder; copy of CIPC (company registra- tion); certified ID of company director; contract between provider and enterprise indicating the support and conditions of funding Method of Calculation Count of CBOs funded Data Limitation Complete registration documents for some of the CBOs approved for fund- ing Type of Indicator Output Calculation Type Non-cumulative Reporting Cycle Quarterly New Indicator No Desired Performance Growing and sustainable CBOs Indicator Responsibility Strategic Support Manager
129 Indicator Title (3.11 f) Number of trade unions funded Short Definition Trade unions funded for various skills interventions Purpose To up-skill and support trade unions on various interventions Source/Collection of Data Contract between TETA and trade union, proof of payment Method of Calculation Count of trade unions funded Data Limitation Lack of evidence for reporting Type of Indicator Output Calculation Type Non-cumulative Reporting Cycle Quarterly New Indicator No Desired Performance Skilled trade union members Indicator Responsibility Strategic Support Manager
Indicator Title (3.12 ) Number of rural development projects supported Short Definition Projects that provide developmental support to rural areas, poverty stricken townships and previously disadvantaged areas Purpose To offer support to rural development projects that will give sustainable economic benefit to the participating communities Source/Collection of Contract between TETA and stakeholder; monitoring report Data Method of Calculation Count the number of projects supported Data Limitation None Type of Indicator Output Calculation Type Non-cumulative Reporting Cycle Quarterly New Indicator No Desired Performance Sustainable rural projects that economically benefit communities Indicator Responsibility Chamber Executive Officer (Road Freight)
130 TechnicalStrategic IndicatorPlan 2015-2020 Descriptions 2018-2019 Indicator Title (3.13a) Number of successful road safety partnerships formed Short Definition Implemented collaborative partnership formed in support road safety initiatives Purpose To ensure broader approach and more capacity in the fight against road accidents Source/Collection of SLA Data Method of Calculation Count of SLAs Data Limitation None Type of Indicator Output Calculation Type Non-cumulative Reporting Cycle Annually New Indicator No Desired Performance Increased road safety awareness and reduction of road accidents Indicator Responsibility Chamber Executive Officer (Taxi)
Indicator Title (3.13b) Number of road safety awareness initiatives supported Short Definition Road safety awareness initiatives, such as but not limited to road shows and advocacy campaigns supported in an effort to improve accident statis- tics Purpose To increase awareness and improve driver proficiency and consequently reduce number of road accidents Source/Collection of Contract between TETA and stakeholder; report; proof of payment Data Method of Calculation Count of initiatives funded Data Limitations None Type of Indicator Output Calculation Type Non-cumulative Reporting Cycle Quarterly New Indicator No Desired Performance Increased awareness and improved road accident statisitics Indicator Responsibility Chamber Executive Officer (Taxi)
131 Indicator Title (3.14 ) Number of learners put on accident prevention training programmes Short Definition Training of learners on accident prevention skills programmes funded to address road safety on South African roads Purpose These programs will provide skills that will reduce road accidents Source/Collection of Entered: Contract with stakeholders; certified IDs; learner information Data forms Completed: Statement of results Method of Calculation Count of learners put on skills programme Data Limitations None Type of Indicator Output Calculation Type Non-cumulative Reporting Cycle Quarterly New Indicator No Desired Performance Skilled resources that drive road safety initiatives Indicator Responsibility Chamber Executive Officer (Freight Handling)
Indicator Title (3.15 ) Number of HIV/AIDS awareness programmes supported Short Definition HIV/AIDS awareness initiatives supported Purpose Support for HIV/AIDS awareness and encourage testing for early detection and treatment Source/Collection of Contracts between TETA and stakeholder; reports Data Method of Calculation Count of awareness initiatives supported Data Limitations None Type of Indicator Output Calculation Type Non-cumulative Reporting Cycle Quarterly New Indicator No Desired Performance Reduced number of infection and early treatment Indicator Responsibility Chamber Executive Officer (Freight Handling)
132 TechnicalStrategic IndicatorPlan 2015-2020 Descriptions 2018-2019 STRATEGIC GOAL 4: STRENGTHENING THE QUALITY ASSURANCE SYSTEM
Indicator Title (4.1) Number of curricula developed for occupational qualifications Short Definition Curricula developed for the transport sector Purpose Development of curricula for occupational qualifications to meet industry needs Source/Collection of Copy of curriculums; proof of submission to QCTO Data Method of Calculation Each curriculum is counted once Data Limitation Incorrect targeted sub-sector stakeholders lack of accurate information to address the industry needs Type of Indicator Output Calculation Type Non-cumulative Reporting Cycle Annually New Indicator No Desired Performance Relevant qualifications are developed and used by the industry Indicator Responsibility ETQA MANAGER
Indicator Title (4.2a) Number of Training providers capacitated on TETA ETQA systems Short Definition Training providers capacitated on TETA ETQA systems Purpose The purpose is to capacitate training providers within the transport sector to ensure understanding of TETA ETQA processes and systems. It will also enable tracking of capacitated providers and ensure uniform standard of quality between TETA and providers Source/Collection of Attendance registers; agenda Data Method of Calculation Each company is counted once Data Limitation Recording of attending companies Type of Indicator Output Calculation Type Cumulative Reporting Cycle Annually New Indicator No Desired Performance Easy access and efficient use of ETQA systems by TETA stakeholders Indicator Responsibility ETQA MANAGER
133 Indicator Title (4.2b) Number of TVET lecturers trained on assessor courses Short Definition TVET lecturers capacitated on TETA quality assurance systems and trained as assessors in order to facilitate and quality assure TETA accredited learn- ing programmes facilitated by their institutions Purpose To capacitate and train TVET lecturers as assessors and/or moderators in order to facilitate and quality-assure TETA accredited learning programmes facilitated by their institutions Source/Collection of Entries: Contract between TETA and stakeholder; learner registration Data forms; certified IDs Completions: Statement of results Method of Calculation Entries: Each TVET lecturer will be counted once for training received for assessor and/or moderator Completions: Each TVET lecturer will be counted once for skills pro- gramme completed Data Limitation None Type of Indicator Output Calculation Type Non-cumulative Reporting Cycle Annually New Indicator No Desired Performance TVET college staff as competent assessors Indicator Responsibility ETQA MANAGER
Indicator Title (4.2c) Number of TVET lecturers trained on moderator courses Short Definition TVET lecturers capacitated on TETA quality assurance systems and trained as moderators in order to facilitate and quality-assure TETA accredited learning programmes facilitated by their institutions Purpose To capacitate and train TVET lecturers as assessors and/or moderators in order to facilitate and quality-assure TETA accredited learning programmes facilitated by their institutions Source/Collection of Entries: Contract between TETA and stakeholder; learner registration Data forms; certified IDs Completions: Statement of results Method of calculation Entries: Each TVET lecturer will be counted once for training received for assessor and/or moderator. Completions: Each TVET lecturer will be counted once for skills pro- gramme completed Data limitation None Type of Indicator Output Calculation Type Non-cumulative Reporting Cycle Annually New Indicator No Desired performance TVET staff as competent moderators Indicator Responsibility ETQA MANAGER
134 TechnicalStrategic IndicatorPlan 2015-2020 Descriptions 2018-2019 Indicator Title (4.3.a) Number of external moderations conducted Short Definition External moderations conducted on programmes under TETA scope Purpose To ensure that assessments conducted by registered assessors meet the specified outcomes as described in the NQF standards and qualifications, and are fair, valid and reliable Source/Collection of External moderation report Data Method of Calculation Non-cumulative. Each moderation conducted will be counted once Data Limitation Accuracy of information depends on data captured on the unit’s QMR and records kept in this unit Type of Indicator Output Calculation Type Cumulative for the year Reporting Cycle Quarterly New Indicator No Desired Performance Timeous certification of learners. Indicator Responsibility ETQA MANAGER
Indicator Title (4.3 b) Number of learning programmes evaluated Short Definition Learning programmes within TETA scope evaluated Purpose Evaluation of learning programmes within TETA scope based on set criteria to ensure alignment to qualifications. Source/Collection of Learning programme evaluation reports Data Method of Calculation Each program evaluated will be counted once (program refers to one unit standard) Data Limitation Accuracy of information depends on data captured on the unit’s QMR and records kept in this unit Type of Indicator Output Calculation Type Non-cumulative Reporting Cycle Quarterly New Indicator No Desired Performance Relevant and industry aligned qualifications Indicator Responsibility ETQA MANAGER
135 Indicator Title (4.4a) Number of candidates on mentorship and coaching program Short Definition Workplace candidates trained on mentorship and coaching program Purpose Candidates trained to ensure increased capacity in the workplace to sup- port experiential learners Source/Collection of Entered: Contract between TETA and stakeholder; learner information Data forms; certified IDs; Completed: Statement of results Method of Calculation Entered: Count of candidates enrolled in the program Completed: Count of statement of results Data Limitation None Type of Indicator Output Calculation Type Non-cumulative Reporting Cycle Quarterly New Indicator No Desired Performance Competent mentors and coaches that support experiential learning in the workplaces Indicator Responsibility ETQA MANAGER
Indicator Title (4.4 b) Number of apprenticeship workplace approvals Short Definition Approvals of workplaces that will host apprentices Purpose To offer practical skills and experiential learning to learners that will en- sure learners quality learning and competency on practical and experien- tial learning in the workplace Source/Collection of Approval letter for the Workplace where learners are placed for the On Data the Job Training component of the apprenticeship issued by TETA or other Quality Assurance Bodies Method of Calculation Count of Workplace approval letters Data Limitation Insufficient application for workplace readiness submitted for approval Inadequate workplaces meeting the approval criteria Type of Indicator Output Calculation Type Non-cumulative Reporting Cycle Quarterly New Indicator Yes Desired Performance Approved workplaces that will produce competent and employable artisans Indicator Responsibility ETQA MANAGER
136 TechnicalStrategic IndicatorPlan 2015-2020 Descriptions 2018-2019 Indicator Title (4.4 c) Number of learnership workplace approvals Short Definition Approvals of workplaces that will host learners on learnership pro- grammes Purpose To offer practical skills and experiential learning to learners that will en- sure quality learning and competency on practical and experiential learn- ing in the workplace. Source/Collection of Approval letter for the workplace where learners are placed for the practi- Data cal component of the learnerships issued by TETA or other Quality Assur- ance Bodies Method of Calculation Count of workplace approval letters Data Limitation Insufficient application for workplace readiness submitted for approval Inadequate workplaces meeting the approval criteria Type of Indicator Output Calculation Type Non-cumulative Reporting Cycle Quarterly New Indicator Yes Desired Performance Approved workplaces Indicator Responsibility ETQA MANAGER
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